• Soldiers are the Army. oldiers are the Army.

• Fully trained, properly equipped, and well led Soldiers are Fully trained, properly equipped, and well led Soldiers are 

what we provide to Combatant Commanders and the Nation. hat we provide to Combatant Commanders and the Nation. 

• This is why we proudly feature Soldiers on our cover. his is why we proudly feature Soldiers on our cover. 

• Organized, manned, trained, Organized, manned, trained, 

and equipped to conduct nd equipped to conduct 

sustained campaigns on land, ustained campaigns on land, 

as part of joint, interagency, s part of joint, interagency, 

and coalition formations. nd coalition formations.

• Designed to conduct expeditionary Designed to conduct expeditionary 

operations – requiring rapid perations – requiring rapid 

deployment of our forces to remote, eployment of our forces to remote, 

austere theaters of war — and to ustere theaters of war — and to 

fi ght or conduct stability operations ght or conduct stability operations 

immediately upon arrival. mmediately upon arrival.

• Transforming and modernizing Transforming and modernizing 

to improve our capabilities o improve our capabilities 

for campaigns and or campaigns and 

expeditionary operations. xpeditionary operations.

• Soldiers continue to answer the Call to Soldiers continue to answer the Call to 

Duty, as they have for over 230 years. uty, as they have for over 230 years.

• Soldiers play an indispensable role on the Soldiers play an indispensable role on the 

ground to round to fi ght and to promote stability. ght and to promote stability.

• Our Nation’s problems will evolve; Our Nation’s problems will evolve; 

however, owever, our need for “ our need for “boots on the ground oots on the ground”

will remain an enduring constant. ill remain an enduring constant. 

ABOUT THE COVER
A STATEMENT ON THE

POSTURE OF THE UNITED STATES ARMY 2007

submitted by

THE HONORABLE FRANCIS J. HARVEY and 

GENERAL PETER J. SCHOOMAKER

to the Committees and Subcommittees of the

UNITED STATES SENATE 

and the 

HOUSE OF REPRESENTATIVES

1st SESSION, 110th CONGRESS

February 14, 2007

America remains at war. This is one of the most dangerous times in our history. We retain the confidence of 

the Nation as we engage in a long struggle against global terrorism and the conditions that give it life and 

sustain it. Since 9-11, well over 700,000 active and reserve Soldiers have deployed overseas in support of the 

war on terror.

Today, almost 600,000 Soldiers are on active duty, serving in nearly 80 countries worldwide. While fighting, 

we are continuing to prepare our Soldiers, leaders, families, civilians, and forces for the challenges they will face. 

Our commitment to current and future readiness in the face of uncertainty is driving how we are transforming; 

modernizing; and realigning our entire global infrastructure of bases, depots, arsenals, and equipment sets. 

To fulfill the central role that will be demanded of landpower in the 21st Century, we are becoming a strategically 

agile, expeditionary force reliant on modular brigades. These modular brigades are designed to deal with the 

full spectrum of challenges our Nation will face. Their effectiveness in current theaters of operation today 

validates that we are moving in the right strategic direction. 

The recent decision to expand the size of the Armed Forces – specifically our ground forces – reflects clear 

recognition on the part of the President, the Congress, and the Secretary of Defense of the dangers we face, 

the importance of our mission, and the increasing level of stress that our Soldiers and families are weathering as 

a result of unprecedented levels of strategic demand over the past five years.

To continue to accomplish our mission in service to the Nation, we require support to: 

• Ensure full, timely, and sustained funding to be ready for current and future challenges; 

• Expand the size of the Army to build strategic depth and to enhance readiness across all components 

of the force;

• Implement new policies to assure recurrent, predictable access to Army National Guard and Army 

Reserve units in order to meet sustained global demand for Army forces; 

• Enhance wartime authorities to improve commanders’ ability to deal with emerging, in-theater 

operational demands and to build the capabilities of strategic partners; and 

• Support to sustain our All-Volunteer Soldiers, their families, and our Army Civilians and to maintain the 

trust of the American people, whom we serve in this time of war and uncertainty. 

We have received considerable support to execute current operations, to reset our forces, and to build a modular 

Army. We will need additional support to close the gap between requirements and resources, particularly as 

we maintain an extraordinarily high operational pace and grow the Army. This support must not be provided 

at the expense of our future readiness. To break our historic cycle of national unpreparedness, America must 

invest prudently and predictably in defense, which it can afford to do.

 To meet the needs of the Combatant Commanders and the Nation, the Army will require the full level of the 

resources requested in the base budget and in supplemental appropriations.

Peter J. Schoomaker

General, United States Army

Chief of Staff

Francis J. Harvey

Secretary of the Army

EXECUTIVE ECUTIVESUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i

ENVIRONMENT VIRONMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

VISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

MISSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

THEARMYPLAN: FOUROVERARCHING ERARCHING, INTERRELATED TERRELATEDSTRATEGIES RATEGIES . . . . . . . . . . . . . . . . . . . . . . . . 11

RISK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

PRESERVING ESERVINGPEACE ANDFREEDOM FOR THENATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

ADDENDA 

A: PROVIDE RELEVANT AND READY LANDPOWER .............................................................................................................A-1

B: TRAIN AND EQUIP SOLDIERS ....................................................................................................................................................... B-1

C: SUSTAIN AN ALL-VOLUNTEER FORCE ......................................................................................................................................C-1

D: PROVIDE INFRASTRUCTURE AND SUPPORT ...............................................................................................................................D-1

E: RESERVE COMPONENT READINESS ............................................................................................................................................E-1

F: PROGRESS REPORT ON 2006 STRATEGIC INITIATIVES* ........................................................................................................ F-1

G: SUMMARY OF 2007 SUPPORTING INITIATIVES* .................................................................................................................. G-1

H: ARMY FORCE GENERATION* .....................................................................................................................................................H-1

I: ENHANCE ARMY LOGISTICS* ......................................................................................................................................................... I-1

J: ARMY WELL-BEING PROGRAMS* ................................................................................................................................................J-1

K: ARMY SUSTAINABILITY STRATEGY* .............................................................................................................................................K-1

L: CHEMICAL DEMILITARIZATION PROGRAM* ............................................................................................................................... L-1

M: BUSINESS TRANSFORMATION OVERVIEW* ............................................................................................................................M-1

N: TRANSFORMING ARMY INTELLIGENCE* ...................................................................................................................................N-1

O: COMBATING WEAPONS OF MASS DESTRUCTION* ............................................................................................................O-1

P: HELPFUL ARMY WEBSITES ............................................................................................................................................................P-1

Q: ADDITIONAL INFORMATION ON CRITICAL TOPICS ..............................................................................................................Q-1

R: ACRONYMS.......................................................................................................................................................................................R-1

* ADDENDA LOCATED ON WEB AND CD-ROM VERSION ONLY

Notes:

1. The Posture Statement is designed to reinforce the testimony of the Secretary of the Army and the Chief of Staff, Army. 

2. It addresses the Army’s posture and compelling needs for 2008. It is a primary portal to learn about the Army.

3. The Posture Statement is available at http://www.army.mil/aps/07. 4. The electronic version includes a series of addenda and hyperlinked information papers (indicated by blue type) to promote greater understanding. 5. The Posture Statement is produced by the Executive Offi ce of the Headquarters Strategy Group, ExecutiveStrategyGroup@hqda.army.mil.
Soldiers are serving today in one of the most dangerous 

periods in our history. They are making enormous 

contributions and sacrifices at the forefront of the Global 

War on Terror. Their “boots on the ground” have enabled 

historic elections in Afghanistan and Iraq and will be 

required for democratic institutions to take hold. Operating 

as part of the Joint Team, our Soldiers are preventing attacks 

on the Nation, responding to natural disasters at home and 

abroad, helping to secure our borders, and underwriting 

our nation’s commitment to defend its interests. 

In light of the growing threats to the Nation posed by 

states and non-state movements and organizations, the 

environment in which our Soldiers will operate will remain 

extraordinarily dangerous for the foreseeable future. 

Our mission within this environment will remain largely 

unchanged. The Army, as a vital ground component of the 

Joint Team, will be required to conduct prompt, sustained 

combat and stability operations. We will continue to provide 

the forces and capabilities to the Combatant Commanders 

needed to sustain the full range of U.S. global commitments 

in the face of growing challenges. 

As U.S. ground forces have demonstrated so vividly since 

9-11, the ability to operate in the “human dimension” – to 

directly confront, to defeat, or to otherwise influence our 

adversaries – can only be provided by putting “boots on the 

ground.” Ground forces will play a central role in countering 

the spread of radical ideologies, influencing people, and 

bringing order and stability to troubled areas worldwide. 

This capability will become increasingly important for the 

Nation and its friends, allies, and coalition partners. 

To prepare our Soldiers for the challenges they will face 

today and tomorrow, and to sustain anticipated levels of 

demand for Army forces which far exceed deployments to 

current theaters of operation, we seek to accelerate critical 

aspects of our transformation. 

Recent decisions to expand the size of the Armed Forces –

specifically our ground forces – reflect clear recognition on 

the part of the President, the Congress, and the Secretary 

of Defense of the dangers we face, the importance of our 

mission, and the increasing level of stress our Soldiers and 

families are weathering as a result of unprecedented levels 

of strategic demand over the past five years.

This recognition must be matched by commensurate levels 

of national commitment that result in timely, adequate, 

and predictable resourcing and support. These resources 

are required to sustain the capacity to wage war and to 

transform – to build our force in a balanced, coordinated 

fashion, while providing adequately for the needs of our AllVolunteer Soldiers and their families, across our active and 

reserve components. 

The purpose for our expansion is to build readiness for 

current and future challenges. We know from our national 

experience that this is a time consuming process – that 

depends not only on manning and equipping, but also on 

training and caring for our people. Likewise, our capacity 

to grow military forces depends on our capacity to grow 

and maintain the infrastructure needed to train and sustain 

these forces. 

As we move to expand the size of our force, we will adhere 

to the four key ideas which have guided our transformation 

in recent years:

• Whole Cohesive Units. hole Cohesive Units. First, we remain committed 

to producing units that are ready for the challenges 

they will face and to overcoming years of underfunding 

prior to 9-11. We have received unprecedented 

support to “buy back” much needed capability. We 

cannot, however, fool ourselves by maintaining large 

numbers of forces on paper that, in reality, lack the 

people, equipment, training, and support needed to 

accomplish the missions that they will be assigned.

• Adaptive Leaders and Soldiers. daptive Leaders and Soldiers. Second, we 

recognize that intellectual change precedes physical 

change. For this reason, we are developing qualities 

in our leaders, our people, our forces – and the 

institutions which generate and sustain them – that will 

enable them to operate effectively amidst uncertainty 

and unpredictability. We describe the leaders we are 

creating as “pentathletes,” whose versatility and agility 

i

ARMY STRONG

EXECUTIVE ECUTIVESUMMARY

GUIDINGOURTRANSFORMATION ANSFORMATION

• Whole Cohesive Units

• Adaptive Leaders and Soldiers

• National Commitment

• Holes in the Force
ii

ARMY STRONG

– qualities that reflect the essence of our Army – will 

enable them to learn and to adapt to new situations 

in a constantly evolving environment. To ensure 

that our Soldiers are well led, we are now actively 

implementing the findings of a comprehensive 

review focused on how we train, educate, assign, 

and develop our officers, noncommissioned officers, 

and civilian leaders. 

• National Commitment. ational Commitment. Third, reinforced by 

American military experience, we believe that our 

Soldiers’ effectiveness depends upon a national 

commitment to recruit, to train, and to support them 

properly. This commitment demands consistent 

investment in their equipment and supporting 

infrastructure. We are acutely aware of fiscal 

constraints; however, we remain firm and unwavering 

in our determination to fulfill our duty to do what is 

right for our Soldiers, their families, and the Nation. 

We are equally determined to improve support for 

our Soldiers and their families. Our objective is to 

provide a quality of life that matches the quality of 

service they perform for America.

• Holes in the Force. oles in the Force. Fourth, we remain mindful of 

our position at the start of the long struggle in which 

we are now engaged. After years of insufficient 

investment in the Army, many of our units were 

under-equipped and not ready for deployment, 

especially in our reserve units. To meet Combatant 

Commanders’ immediate wartime needs, we pooled 

equipment from across the force to equip those 

Soldiers deploying into harm’s way – a practice that 

we are continuing today to meet current operational 

demands. This practice increases risk in our ability to 

perform other critical missions, as observed in our 

Army National Guard during Hurricanes Katrina 

and Rita, and in our assessment of our ability to 

respond to other strategic contingencies.

 With help from the President, the Secretary of 

Defense, and the Congress – through base and 

supplemental appropriations – we have addressed 

many of our equipment shortfalls. Supplemental 

appropriations, however, have not enabled the 

Army to “get well,” as they are intended to pay for 

the costs of war, principally through the purchase of 

consumable supplies and the replacement of battle 

losses. Even with full resourcing, we would still have 

much to accomplish to establish required levels of 

readiness and to reduce strategic risk, as assessed 

much to accomplish to mitigate risk as currently 

assessed (by the Department of Defense and the 

Chairman of the Joint Chiefs).

Our need to build readiness to sustain the current mission, 

to remain relevant and ready to meet future challenges, 

and to maintain risk at acceptable wartime levels, translates 

into a set of core objectives which the Army must achieve: 

• Obtain Full, Timely, and Predictable Funding btain Full, Timely, and Predictable Funding 

to Sustain the Army’s Global Commitments. o Sustain the Army’s Global Commitments. 

Full, timely, and predictable funding of the Army’s 

Fiscal Year 2008 President’s Budget request and 

supplemental appropriations is required to build 

readiness needed to execute the National Defense 

Strategy and to pay for the costs of war. Full funding 

will enable the Army to provide adequately for 

Soldiers, families, and Army Civilians; to accelerate 

key aspects of our transformation; and to maintain the 

momentum of vital training programs, modernization, 

and critical stationing initiatives.

• Grow the All-Volunteer Force to Sustain the Long row the All-Volunteer Force to Sustain the Long 

War. Support and full funding is needed to continue 

to achieve our goals for attracting and retaining 

high quality people in each of our active and reserve 

components. This funding will facilitate the expansion 

of our operational, deployable force pool – which is 

vital to sustaining the effectiveness and health of the 

All-Volunteer force, now being tested for the fi rst time 

in a long war. 

REDUCINGRISKTOTHEFORCE

• Obtain Full, Timely, and Predictable Funding

• Grow the All-Volunteer Force

• Reset the Force

• Improve Wartime Authorities and Resources

• Transform the Force

• Modernize by Accelerating the Fielding of 

Advanced Technologies

• Station the Force to Meet Emerging Strategic 

Demands

• Transform Business Practices
10

Army Strong

iii

ARMY STRONG

• Improve Wartime Authorities and Resources for mprove Wartime Authorities and Resources for 

Soldiers and Commanders in Combat. oldiers and Commanders in Combat. Changes 

are needed to eliminate unintended constraints on 

programs such as the Commander’s Emergency 

Response Program, the Logistics Civil Augmentation 

Program, and in administering security cooperation and 

assistance programs, as well as furnishing humanitarian 

assistance. In addition, continued Congressional 

leadership will be required to support programs and 

initiatives to protect Soldiers (to counter Improvised 

Explosive Devices, to provide up-armored vehicles, to 

fi eld individual body armor, etc.) and to better equip 

Iraqi and Afghan police, security, and military forces.s 

• Reset the Force to Ensure Readiness for Current eset the Force to Ensure Readiness for Current 

and Future Challenges. nd Future Challenges. Full funding is needed to 

restore units – a process with both materiel and human 

dimensions – to required levels of readiness to execute 

projected operational deployments, while remaining 

prepared for likely future contingencies and homeland 

defense missions. To be ready, we must not only ensure 

that battle damaged items are repaired, recapitalized, 

or replaced; we must also enable our Soldiers and 

families to recover from the stress of combat and 

prolonged separation. Resetting the force will require 

sustained, predictable funding for several years 

beyond major deployments. 

• Transform the Force to Sustain the Full Range of ransform the Force to Sustain the Full Range of 

our Global Commitments. ur Global Commitments. Full funding for Army 

transformation is needed to create an operational, 

deployable pool of 76 modular Brigade Combat 

Teams and approximately 225 Support Brigades. Our 

transformation is improving our ability to execute 

and support protracted campaigns by increasing 

the depth and breadth of our overall capacity. We 

are converting to more capable modular formations, 

balancing the size and capabilities of our active and 

reserve components, and stabilizing our force. 

Our transformation will be reinforced by an Army-wide 

readiness model to support expeditionary, rotational 

deployment. This system is designed to: improve 

the readiness of our non-deployed forces across all 

components; reduce stress on Soldiers, families, and 

equipment; improve predictability for employers of 

reserve component Soldiers; end the need to extend 

deployments in theater to provide active component 

Soldiers at least one year at home before redeploying 

them; and manage the force to achieve our goal of one 

year deployed with two years at home station for these 

Soldiers. 

This system requires recurrent, assured, and predictable 

access to our reserve component units who – because 

of strategic decisions and operational necessity – have 

become a vital part of our deployable force pool.

• Modernize by Accelerating the Fielding of odernize by Accelerating the Fielding of 

Advanced Technologies to our Soldiers Today. dvanced Technologies to our Soldiers Today.

Full funding of the Army’s modernization program is 

needed to accelerate aspects of Future Combat Systems 

(FCS) development, aviation programs, and over 300 

other key modernization initiatives. FCS is our fi rst 

major modernization program in several decades and 

is our most critical investment program. In 2008, to 

enhance combat effectiveness today, FCS will begin 

to “spin out” key technologies to our current forces 

– a process projected to continue in roughly two-year 

intervals. FCS is enabling Soldiers – from our active 

and reserve components, all U.S. ground forces, and 

our allies that support ground campaigns – to deal 

with the full spectrum of challenges they will face.
iv

ARMY STRONG

• Station the Force to Meet Emerging Strategic tation the Force to Meet Emerging Strategic 

Demands While Providing Infrastructure and emands While Providing Infrastructure and 

Services to Enable Mission Accomplishment. ervices to Enable Mission Accomplishment. 

Full funding and timely passage of key appropriations 

is needed to achieve the framework of a new global 

basing posture by 2011 and to enable our installations to 

deliver a quality of life for our Soldiers, families, and 

Army Civilians that matches the quality of the service 

they provide to the Nation. Our plan will improve our 

ability to fulfill national strategic requirements and 

to do so far more efficiently than today. Moreover, 

the funding provided to the Army will enable us to 

allocate signifi cantly greater levels of resources to 

improve the quality and effectiveness of the facilities 

we depend on to: train, maintain equipment; house 

and care for our Soldiers, and provide safe, modern 

working conditions for our Army Civilians.

Our capability to meet current force requirements 

and to grow our forces, depends on adhering to an 

extremely complex, intricate schedule to realign 

our entire global infrastructure of bases, depots, 

arsenals, and other facilities. Our ability to remain on 

schedule depends on timely execution of a diverse 

range of military construction projects and supporting 

activities (e.g., environmental assessment studies 

and remediation projects). Timely passage of military 

construction appropriations is needed to prevent the 

effects of delays from cascading into other areas of 

Army activity that put at risk our ability to accomplish 

our mission – to provide trained, ready forces to meet 

the Combatant Commanders’ needs. 

The resources provided in 2007 and 2008, through 

base and supplemental appropriations, are needed to 

enable the Army to adhere to the schedule established 

by law, and to sustain our All-Volunteer Soldiers and 

their families, now bearing the stress of more than five 

years of war.

• Transform Business Practices to Better Enable ransform Business Practices to Better Enable 

Army Transformation. rmy Transformation. Continued support is needed 

to execute Army Business Transformation and achieve 

targeted effi ciencies through: management reform; 

acquisition reform; comprehensive redesign of the 

organizations and business processes that generate, 

deploy, and reset forces; consolidation of bases and 

activities; military to civilian conversion programs; and 

performance measurement enhancements. 

This remains a pivotal time for the Army. We will continue 

worldwide operations to support the war on terror and to 

sustain the full range of our global commitments. At the 

same time, we will maintain our focus on transforming 

the force, our global infrastructure, and our supporting 

business processes. 

Four overarching, interrelated strategies form the core of 

our plan – which we call The Army Plan. This plan is enabling 

us to accomplish our mission today and to realize our vision 

over time: to remain the preeminent landpower on Earth 

– the ultimate instrument of national resolve – that is both 

relevant to, and ready for, the challenges of the dangerous, 

complex 21st Century security environment. 

Our strategies are summarized in Figure 1. Our compelling 

needs – expressed in terms of the resources and support 

we require to execute these strategies — are summarized 

in Figure 2.

These strategies are driving change at an unprecedented 

pace. We are making enormous progress in “shifting the 

weight” of our intellectual and organizational focus from 

traditional challenges to be better prepared for irregular, 

disruptive, and catastrophic challenges. 

We are developing a broad set of capabilities to deal with, 

and quickly adapt to, the full spectrum of challenges we 

will face. Our forces are becoming more powerful, more 

flexible, and more deployable. We are improving our ability 

to operate with our joint and coalition partners. We are 

also working, while at war, to relieve stress on our Soldiers, 

families, and Army Civilians to sustain the viability of our AllVolunteer force — which is perhaps our greatest strategic 

challenge. 

The resources and support provided to the Army in 2007, 

2008, and beyond will enable us to maintain the momentum 

of key programs and to accelerate critical aspects of our 

transformation. Moreover, this funding will determine 

our ability to continue to accomplish our mission, to 

complete the shifting of our weight, and to prepare our 

Soldiers to deal with the challenges they will face today 

and tomorrow.
v ARMY STRONG

Four Overarching, Interrelated Strategies

www.army.mil/aps/07

Provide Relevant and Ready Landpower

We are improving our capabilities to achieve victory in the war on terror and sustain all of our global commitments. While fighting, we are:

Accelerating our efforts to transform and to modernize.

Transforming to create an active and reserve component pool of 76 modular Brigade Combat Teams and approximately 225 Support Brigades.

Modernizing — the first time in decades — to develop Future Combat Systems, new aviation systems, and over 300 advanced technologies and systems.

Building a modular force in which brigades — not divisions — can “plug into” joint and coalition task forces in expeditionary and campaign settings.

Improving readiness to deal with traditional, irregular, catastrophic, and disruptive challenges.

Building depth (more) and breadth (more kinds) of capability to ensure Soldiers and units can adapt to these challenges.

Growing the Army and accelerating the availability of more brigades, to increase our strategic depth, and to relieve stress on Soldiers and equipment.

Developing more kinds of capability by making our brigades more powerful, versatile, deployable, and relevant to new challenges.

Transforming our supporting organizations to better enable the execution of combat and logistics operations.

Creating improvements in: Sustaining the Force, Actionable Intelligence, Stability Operations, Homeland Defense, Operating in Complex 

Environments, and more.

Ensuring that every investment in our current force benefits our future force.

•

-

-

•

•

•

-

-

-

•

•

Train and Equip Soldiers and Grow Adaptive Leaders

We are better preparing our Soldiers for the rigors of war and developing our leaders to serve as multi-skilled pentathletes able to thrive 

amidst complexity and uncertainty. Recognizing that intellectual change precedes physical change, we are:

Producing Soldiers armed with the mindset, values, and combat skills to serve as competent, resilient warriors.

Reinforcing a commitment to our Warrior Ethos among all our Soldiers and Army Civilians.

Enhancing education and training programs throughout the Army: at home stations, at our Combat Training Centers, within our schools, by leveraging 

distance learning methods — and by increasing opportunities for graduate level education.

Growing innovative, adaptive leaders through training and education programs that quickly apply lessons learned during combat, stability operations, 

reconstruction, and in providing support to civil authorities.

Enhancing our capabilities by providing the best possible training, weapons, sensors, protection, and equipment to our Soldiers.

Expanding our emphasis on language training and enhancing cultural awareness in our military education programs.

Improving our Soldiers’ abilities to operate in complex environments overseas and with other governments and militaries to strengthen the capacity of 

partner nations.

•

•

•

•

•

•

•

Sustain an All-Volunteer Force

Our continuing success in accomplishing the Army mission is directly attributed to the talented men and women of our Army who 

provide “boots on the ground” around the world. We are sustaining the All-Volunteer force by:

Honoring our commitment to care for these versatile young Americans and their families.

Enhancing numerous programs for housing, education, health care, and other areas to improve how we support our Soldiers and their families.

Promoting a greater sense of belonging to units and communities to build readiness and cohesion, while reducing uncertainty.

Executing a full range of initiatives to recruit and retain Soldiers with the right aptitudes and attitudes.

Working to match the quality of life that our Soldiers enjoy to the quality of service they provide to the Nation. 

•

•

•

•

•

Provide Infrastructure and Support

To better enable the force to fulfill its strategic roles and missions, we are:

Adjusting our global footprint to be better positioned for the challenges of the 21st Century and to achieve victory in the long war on terror.

Transforming our installations, depots, and arsenals — and the information network that connects them — to become more efficient and better able to 

support the Army’s mission, at home and abroad.

Changing how we conduct the business of the Army — finding ways to improve, to increase productivity, and to maximize the use of every dollar.

Transforming the Army’s structure, systems, processes, and logistics automation to enable Soldiers to sustain the full range of our global commitments. 

•

•

•

•

The Army Vision is to remain the preeminent 

landpower on Earth — the ultimate instrument of 

national resolve — that is both relevant to, and ready 

for, the challenges of the dangerous, complex 

21st Century security environment.

Figure 1
vi

ARMY STRONG

Compelling Needs

Provide Relevant and Ready Manpower Provide full, timely, and predictable funding of the Army’s Fiscal Year 2008 President’s Budget request and supplemental appropriations required to 

build readiness to execute the National Defense Strategy and to pay for the costs of war.

Fully fund the Army’s requirements to reset the force. Full funding is needed to restore units — a process with both materiel and human dimensions — to 

required levels of readiness to execute projected operational deployments, while remaining prepared for future contingencies and homeland defense.

Fully fund the Army’s plan to grow our Operating Force and to restructure all components of our Operating and Generating Forces.

Fully fund continuous modernization of the current force through Future Combat Systems, aviation programs, and other key supporting programs which 

include: increasing Soldier protection, developing advanced technologies, transforming LandWarNet, transitioning Joint Network Node to Warrior 

Information Network—Tactical, and rebalancing active and reserve component units and skills.

Provide support to accelerate the momentum we have established to transform the Army through modular conversions in Fiscal Years 2007 and 2008 

which will:

Continue or complete conversion of 17 Brigade Combat Teams (1 AC, 16 ARNG).

Continue or complete conversion of 27 Multi-functional or Functional Support Brigades (12 AC, 8 ARNG, 7 USAR).

Begin conversion of 16 Brigade Combat Teams (4 AC, 12 ARNG) and 2 ARNG Headquarters.

•

•

•

•

•

-

-

-

Train and Equip Soldiers and Grow Adaptive Leaders

Fully fund Army Operations and Maintenance accounts to develop the readiness – of fully manned, trained, and equipped units – that are able to 

execute the full spectrum of operations.

Fully fund modernization programs to accelerate the delivery of advanced technologies to Soldiers to increase their effectiveness and protection.

Provide continued support to reset, repair, replace, or refurbish Soldiers’ equipment needed for combat, training, and homeland defense.

Support to implement Army Leader for the 21st Century policies, programs, and initiatives designed to build pentathletes.

Fully fund planned infrastructure improvements — including new construction and upgrades to existing training facilities and ranges — to support our 

Combat Training Center Program and our capacity to conduct tough, realistic training at our home stations.

Fully fund programs to expand our capacity to train Soldiers and grow adaptive leaders at our Combat Training Centers, at home stations, and across our 

institutional training base to enable the growth of the Army.

Fully fund programs and initiatives to support the ongoing expansion of language and cultural awareness programs in our schoolhouses and in our unit 

based activities.

•

•

•

•

•

•

•

Sustain an All-Volunteer Force

Fully fund and support critical recruiting and retention goals to enable the Army to grow by:

Achieving accession and retention goals across all components of the Army by providing incentives, recruiters, advertising, and other support.

Continuing support for Army initiatives designed to increase stability and enhance predictability for Soldiers and families in both our active and 

reserve components.

Fully fund programs designed to sustain the propensity to serve — demonstrated by our Soldiers, their families, and our civilian employees — and to 

ensure a quality of life that matches the quality of their service by: 

Supporting initiatives to provide quality housing for Soldiers and their families at our installations.

Supporting initiatives to improve medical care, in both active and reserve components, that attest to the Nation’s concern for Soldier well-being. 

Supporting construction of Child Development Centers, Youth Centers, Fitness Centers, Recreational Facilities, and Chapels.

•

-

-

•

-

-

-

Provide Infrastructure and Support

Fully fund and support the execution of a carefully synchronized plan to achieve a new global basing posture — and to grow the Army — while fulfilling the 

requirements of the National Defense Strategy. The requirements of this plan (for renovation, construction, environmental remediation, and other costs) 

will exceed the resources currently apportioned for base realignment and projected to be recouped through consolidation and closure (a situation that 

will require continuous reevaluation in future years).

Fully fund and support efforts to synchronize Global Defense Posture Realignment, Base Realignment and Closure, and numerous initiatives required to 

complete the realignment of our global infrastucture of bases, depots, arsenals, and other facilities.

Fully fund Base Operations and Sustainment accounts to provide uniformly high standards of service for our Soldiers, families, and Army Civilians, while 

ensuring predictable spending levels needed to plan and execute operations at all of our installations.

Fully fund Sustainment, Restoration, and Modernization accounts to slow the rate of deterioration of Army infrastructure.

Fully fund the Installation Information Infrastructure Modernization Program.

•

•

•

•

•

www.army.mil/aps/07

Provide Relevant and Ready Landpower

Full, timely, and predictable funding of the Army’s 

Fiscal Year2008 President’s Budget request and 

supplemental appropriations will ensure the Army 

is ready — fully manned, trained, and equipped — to 

sustain the full range of its global commitments and to 

achieve victory in the war on terror.

Figure 2
1

ARMY STRONG

21STCENTURYSECURITY 

ENVIRONMENT VIRONMENT: ANERA 

OFUNCERTAINTY CERTAINTY AND 

UNPREDICTABILITY PREDICTABILITY

In the five years since 9-11, the international security 

environment has become increasingly dangerous. Military 

commitments – requiring ground and Special Operations 

Forces – have increased on a global scale. Sustained levels 

of force deployment have stressed our Soldiers, their 

equipment, and the institutions that generate them. The 

likelihood of sustained strategic demand for Army forces 

underscores the need to improve our readiness for both 

current and future challenges.

We need sustained support and timely, predictable funding 

to keep requirements and resources in balance – in the 

face of growing threats to the Nation. We will continue 

to conduct operations to prevail in the war on terror and 

to execute a range of initiatives designed to improve our 

strategic posture to deal with the challenges we will face. 

We are increasing our capabilities to deal with the challenges 

we face today. In light of the clearly foreseeable challenges 

now emerging, we must accelerate our preparation for 

those we will face tomorrow. We remain steadfast in our 

determination to: 

• Transform and modernize to build a far more capable, 

relevant Army;

• Realign our global infrastructure of bases, depots, 

arsenals, and equipment sets; and

• Sustain our All-Volunteer Soldiers, their families, and 

our Army Civilians.

Recent decisions to expand the size of U.S. ground forces 

reflect clear recognition on the part of the President, the 

Congress, and the Secretary of Defense of the dangers 

America faces, the importance of our mission, the central 

role that ground forces will perform to defend the Nation, 

and the stress that our All-Volunteer force is weathering. 

This decision puts us on a path to greatly enhance the depth 

and breadth of Army capabilities, yet will require several 

years, considerable resources, and a sustained national 

commitment to bring to fruition. Over time, this decision 

will alleviate strategic risk. To implement the changes 

required to prepare for the future, while continuing our 

current pace of operations, we require timely, sufficient 

resources, and rapid implementation of policies designed 

to assure recurrent, predictable access to all of our 

components.

COMPLEXITY MPLEXITY ANDUNCERTAINTY CERTAINTY

The National Defense Strategy identifies an array of 

traditional, irregular, catastrophic, and disruptive challenges 

that pose distinct threats to our Nation (Figure 3). These 

threats are growing increasingly more complex due to: 

• The decline in the military primacy of states, resulting 

from the rise of non-state extremist movements and 

organizations; 

• The corresponding deterioration in our adversaries’ 

adherence to international law and norms, intended 

to govern the character and conduct of warfare; 

• The rise of globalization, which is creating both 

opportunity and vulnerability due to the growing interdependence of international fi nancial, commercial, 

information, and transportation systems;

• The diffusion of technology, which is increasing 

the availability and killing power of weaponry, 

IRREGULAR CATASTROPHIC

Ethnic War; Guerrilla; 

Insurgency; Terror

WMD: Rogue, Terrorist;

Homeland Missile Attacks

TRADITIONAL DISRUPTIVE

Legacy Nuclear Forces; 

Uniformed Militaries

Cyber-War; Directed Energy;

Genetic Weapons;

 Nano Weapons

Irregular challenges from the

adoption or employment of

unconventional methods by

non-state and state actors to 

counter stronger state

opponents - terrorism, 

insurgency, civil war, etc. 

Seeking to erode U.S. power

Catastrophic challenges involving 

the surreptitious acquisition, 

possession, and possible terrorist or 

rogue employment of WMD or 

methods producing WMD-like

effects.

Seeking to paralyze U.S. power

Traditional challenges posed by 

states employing legacy and 

advanced military capabilities 

and recognizable military forces, 

in long-established, well-known

forms of military 

competition and conflict. 

Seeking to challenge U.S. power

Disruptive future challenges 

emanating from competitors 

developing, possessing, and 

employing breakthrough 

technological capabilities intended to 

supplant our advantages in particular 

operational domains.

Seeking to marginalize U.S. power

The Security Environment

Source: 2006 Quadrennial Defense Review

Figure 3
while creating new challenges for space and 

communications systems; 

• The dramatic growth of the internet and cellular 

communications, which is creating low-cost, 

effective means to rapidly move information, transmit 

instructions, shift resources, and shape perceptions 

in unprecedented ways; and 

• Growing disparities among “haves” and “have nots” 

in the international order, compounded by feelings of 

hopelessness and despair, which are creating fertile 

ground to sow the seeds of hatred and radicalism.

We will be confronted with increasing threats posed by 

a growing number of transnational organizations and 

movements, who will wage irregular warfare. We will 

continue to face threats, posed by nation–states that will 

involve large scale conventional military forces in more 

regular forms of warfare. 

Fueled by ideologies that oppose our Nation’s bedrock 

values, extremist groups like al-Qaeda and other enemies, 

supported by the states and groups who sponsor them, 

are committed to reducing America’s global presence 

– and to destroying American society. They will seek to 

oppose the United States asymmetrically – by employing 

terror, information warfare, and the most deadly, casualtyproducing weapons available. Al-Qaeda’s goal is clear: to 

gain control in the Islamic world by establishing a unified 

caliphate, stretching from North Africa to Indonesia, and 

to expand its influence well beyond these regions. 

Enemies like al-Qaeda are ruthless, unconstrained, and 

expert in distorting and exploiting the power of religion to 

further their ends. Ongoing counter-terrorism and counterinsurgency operations in Iraq, Afghanistan, and elsewhere 

reflect the tough challenges involved in confronting savage, 

extremist adversaries in highly complex environments. 

We are fighting smart, adaptive opponents who are 

leveraging the opportunities presented by globalization 

to conduct brutal, indiscriminate, and unprecedented 

attacks. 

These adversaries will be neither deterred by nuclear or 

conventional forces nor defeated in battles with decisive 

outcomes. Previous concepts for intelligence and 

warning do not adequately address the threats we now 

face. To prevail in this struggle, the Nation must remain 

vigilant, improve interagency cooperation, and employ all 

instruments of national power – diplomatic, informational, 

military, and economic – in a rapid, concerted, and fully 

integrated manner. 

Military conflict will be waged increasingly in the human 

dimension – which underscores the need to be able to directly 

confront, to defeat, or to otherwise influence adversaries 

on the ground. This need can only be met with “boots on 

the ground,” as U.S. ground forces have demonstrated so 

vividly since 9-11. Ground forces, able to conduct sustained 

operations, will be required to counter the spread of radical 

ideologies, to influence people, and to bring order and 

stability to troubled areas.

The security environment in which our Soldiers will operate 

is becoming increasingly uncertain and unpredictable. 

Their environment will be influenced by:

• International progress in the war on terror;

• The commitment and stability of key international 

institutions and the governments of allies and 

partners in the war on terror; 

• The actions of states and non-state extremist 

movements and organizations who oppose 

democratic reform in the Middle East and 

elsewhere, particularly in Iraq, in Afghanistan, and in 

the emerging Palestinian State;

• The ability of existing governments to perform 

traditional state functions – and to deny safe 

haven for terrorist organizations – amidst increasing 

economic pressures and demands for energy, water, 

and other natural resources;

• Progress in controlling the proliferation of nuclear 

weapons and other weapons of mass destruction; 

• The nature and outcome of military competition (on 

land, sea, air, and space) at both regional and global 

levels; 

• The potential for adversaries to disrupt critical land 

based and space based communications systems; 

and

• Decisions in key areas which include: defense 

priorities amidst growing national fiscal pressures 

and the pace and level of resourcing for both Base 

Realignment and Closure and Global Defense 

Posture Realignment initiatives. 

2

ARMY STRONG
3

ARMY STRONG

1.3%

4.4% 2.9.% 1.6% 1.3%

1.1%

0.8%

DoD

ARMY

Vietnam

9.5%

WWII

38%

Post-Cold War

Draw Down

4.8%

Global War on

Terrorism

3.9%

Reagan 

Build-Up

6.2%

DoD Outlays as a Percentage of U.S. GDP

Source: National Defense Budget Estimate for FY2007, Office of the Under Secretary of Defense (Comptroller), March 2006

1940 1950 1960 1970 1980 1990 2000 2010

Figure 4

NATIONALBUDGETTRENDS

The Office of the Secretary of 

Defense, Comptroller, projects 

2007 Defense spending will be 

3.9 percent of Gross Domestic Product (GDP), continuing a downward 

trend (Figure 4). Defense resources 

have not kept pace with growth in GDP. 

GDP increased over 300 percent 

between 1968 and 2005, from 

$3.7 to $11 trillion. Defense spending, 

however, increased only 62 percent, 

from $358 to $523 billion.

DEFENSEBUDGETTRENDS

The allocation of Defense resources 

has changed little over time (Figure 

5), despite changes in the focus and 

emphasis of the National Defense 

Strategy. Today, while providing the 

largest number of forces for the 

war on terror, the Army receives 

the smallest share of programmed 

Defense resources. The Army is the 

most manpower intensive Service. 

Unlike the other Departments, who 

are able to reduce manpower to 

offset rising personnel costs, the 

Army must add Soldiers to meet its 

commitments. Rising fuel, health care, 

and other costs – on top of steadily 

increasing costs to man the force 

– will continue to erode the Army’s 

purchasing power. 

COMPETING MPETINGFISCALPRIORITIES IORITIES

The Army will remain engaged around the globe, while operating in a constrained fiscal environment. This will continue 

to limit the resources available for both current and future challenges.

Source: National Defense Budget Estimate for FY2007, Office of the Under Secretary of Defense (Comptroller), March 2006

Defense Budget Allocation by Service

15.6%

29.2%

30.2%

25.0%

Source: National Defense Budget Estimate for FY2007, Office of the Under Secretary of Defense (Comptroller), March 2006

Figure 5
4

ARMY STRONG

ARMYBUDGETTRENDS

The bulk of the Army’s funds are committed to sustaining people, maintaining vital infrastructure, and preparing equipment 

for combat deployment. People accounts – including salaries for Soldiers and Army Civilians as well as the labor costs 

incurred in contracts and in procurement – amount to more than 80 percent of the Army’s budget. As a result, our ability 

to fund investment accounts today 

is extremely limited (Figure 6) – and 

has diminished steadily over time. 

In 1984, for example, procurement 

and research, development, test, 

and evaluation amounted to 

31 percent of the Army’s budget, 

which by 2005 had diminished 

to only 17.5 percent. Caused in 

large part by rising manpower 

costs – to attract, to retain, and to 

provide for a competitive quality of 

life for an increasingly married force 

– this trend is indicative of the Army’s 

continuing tension between current 

and future demands.

ARMYINVESTMENT VESTMENTTRENDS

Since 1990, the Army’s share 

of investment dollars has been 

considerably smaller than that of the 

other Departments (Figure 7). The 

Army has received less than onefifth, while the other Departments 

have each received approximately 

one-third. Consequently, the Army 

has been unable to invest in the 

capabilities needed to sustain a 

rising operational tempo and to 

prepare for emerging threats. 

Supplemental funds have enabled 

the Army to replace essential 

weapons and equipment lost or 

worn out during battle. They have 

sustained our capability to meet 

the operational demands of the war 

on terror. Supplemental funds have 

not, however, enabled the research 

and procurement required to be 

prepared for the future.

Source: National Defense Budget Estimate for FY2007, Office of the Under Secretary of Defense (Comptroller), March 2006

Comparison of Service Budgets

DoD

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Army Navy Air Force

Other

MILCON &

Family Housing

RDA

O&M

Military

Personnel

36%

25%

35% 39%

29%

25%

29%

30%

38%

31%

23%

43%

Figure 6

Source: National Defense Budget Estimate for FY2007, Office of the Under Secretary of Defense (Comptroller), March 2006

Defense Investment (FY90-06)

$2.13 Trillion

DoD - $2.13 Trillion

FY 2007 Constant $B

Navy

$695B

Air Force

$761B

Other

$315B

Army

$362B

33%

15% 17%

35%

Figure 7
5

ARMY STRONG

IMPLICATIONS PLICATIONS FOR THEARMY 

The implications of the 21st Century security environment 

for the Army are clear:

• An Era of Uncertainty and Unpredictability. n Era of Uncertainty and Unpredictability.

The Nation will remain engaged in a long struggle 

of continuous, evolving conflict. As in Iraq and 

Afghanistan today, this conflict will manifest itself 

in both traditional and irregular settings involving 

conflict in the human dimension – necessitating 

the presence of forces on the ground. We will face 

adaptive adversaries (now carefully observing U.S. 

and allied forces) who will present unprecedented 

threats to our military establishment. We must prepare 

for disruptive challenges including cyberspace attack 

and attempts to disable national and international 

communications systems. 

• Need for Relevant Forces. eed for Relevant Forces. Landpower will perform 

an enduring, central role to underwrite U.S. 

commitment and resolve. More than ever before, we 

will rely on our ability to project power and to deploy 

rapidly across strategic distances – with relevant 

forces that are able to conduct combat operations 

immediately upon arrival in theater. Relevant forces 

will enhance our national strategic agility – and enable 

our leaders to create favorable strategic situations 

by foreclosing, and potentially preempting, enemy 

options. As described in the Army’s capstone concept 

for the future force, The Army in Joint Operations, 

these forces must be able to operate effectively as 

part of joint, interagency, multinational, and coalition 

teams and to do so with little or no warning. 

• Trained and Equipped to be Ready in the Face rained and Equipped to be Ready in the Face 

of Uncertainty. f Uncertainty. We must maintain the capacity 

to deploy trained, ready forces in response 

to emerging strategic contingencies as required by 

the National Defense Strategy, the National Military 

Strategy, and Combatant Commanders’ plans. For 

this reason, our Soldiers, from all components, must 

be ready to conduct the full spectrum of operations 

needed to defeat the threats they will face – and to 

strengthen the capacity of friends, allies, and partners. 

We can no longer accept the risks associated with 

partially manning, equipping, or training our units. We 

will not be able to depend on significant warning to 

provide the time needed to mobilize, to train, and to 

prepare for deployment. Instead, our units designated 

for deployment will require their full complement of 

Soldiers and equipment. They must also be trained 

to conduct the full spectrum of likely operations: 

from engagement with friends, allies, and partners... 

to irregular warfare...to major combat operations. 

• Capacity to Sustain the All-Volunteer Force. apacity to Sustain the All-Volunteer Force. 

Sustaining the overall viability of the All-Volunteer 

concept may well be our greatest strategic challenge. 

Our installations play a vital role in this effort – by 

providing homes and communities for our Soldiers 

and families as well as safe, modern workplaces for 

the many civilians who support our Army. To continue 

to attract and to retain the highest quality of Soldiers 

and civilians, we must provide a quality of life for our 

Soldiers, families, and Army Civilians that matches 

the quality of service that they provide to the Nation. 

• Infrastructure and Capacity to Project Power. nfrastructure and Capacity to Project Power. To 

prepare, to generate, and to sustain forces, we will 

demand more from our global infrastructure of bases, 

depots, arsenals, equipment sets, and the network 

which connects them. Our installations provide the 

foundation of our ability to execute the National 

Shifting Our Weight

Defeat

Terrorism/Extremism

Counter-WMD

Defend

Homeland

Shape

Choices

Today’s Capability

Portfolio

“Shifting Our

Weight”

IRREGULAR CATASTROPHIC

TRADITIONAL DISRUPTIVE

Figure 8
Defense Strategy. They enable us to project power 

and to train our Soldiers, leaders, and units. As such, 

we must invest in them accordingly to develop the 

strategic capabilities we need, and to overcome 

decades of underfunding. In addition, our Armed 

Forces must maintain a proper mix of airlift, sealift, 

and properly maintained equipment sets, positioned 

on land and afloat. 

To remain relevant to the threats now clearly emerging, 

we must continue to “shift our weight” from our traditional 

focus to become more versatile across the full range 

of irregular, disruptive, and catastrophic challenges we 

will face. We must accelerate the ongoing adaptation of 

our leader development, training, and modernization 

programs, which is already well under way. Likewise, we 

must also continue our efforts to improve our strategic 

responsiveness and agility – as well as the overall 

effectiveness of our Operating and Generating Forces. 

In addition, we must continue our initiatives to create 

improvements in critical areas which include: 

• Joint interdependence;

• Operational agility;

• Intelligence for our commanders and Soldiers that 

is timely, actionable, and draws upon all sources 

available;

• Lethality;

• Soldier and unit protection;

• Networks to improve common situational awareness 

and understanding needed for battle command; 

• Information assurance and information security; 

and

• Cultural awareness and foreign language 

profi ciency, and the ability to operate with the 

militaries and governments of other nations. 

Building the capabilities required to execute the full 

spectrum of likely operations amidst increasing threats to 

the Nation will require prudent investment today. This level 

of investment must be sustained at predictable levels over 

time to reduce risk for our Soldiers, the Army, the Joint 

Team, and the Nation. 

Investing in defense in this manner would reflect 

a significant departure from historic patterns of 

spending – that have resulted in corresponding cycles of 

unpreparedness – which have increased America’s 

vulnerability at the outset of the major conflicts of the 

20th Century and those occurring in the early stages of the 

21st Century. 

6

ARMY STRONG
7

ARMY STRONG

THEARMYVISION: RELEVANT 

ANDREADYLANDPOWER NDPOWER IN 

SERVICE TO THENATION

The challenges posed by the 21st Century security 

environment drive our vision of the force we must become 

to continue to accomplish our mission, to preserve peace 

and freedom for the Nation. Maintaining our focus on 

Soldiers – who are well led and organized into flexible, 

adaptive formations in our Operating Force, and properly 

supported by our Generating Force – we will ensure that 

our Army continues to be relevant, in terms of its design, 

and ready, in terms of its capabilities, for whatever the 

Nation demands. America has entrusted us to preserve 

peace, maintain freedom, and defend democracy – a role 

we have performed for over 230 years. Today, because 

of our Soldiers and our record of accomplishment, the 

American people regard the Army as one of the Nation’s 

most respected institutions. We will maintain this trust. 

MISSION: PROVIDING OVIDINGFORCES AND 

CAPABILITIES PABILITIES

The Army exists to serve the American people, to defend 

the Nation, to protect vital national interests, and to fulfill 

national military responsibilities. Our mission is enduring: to 

provide necessary forces and capabilities to the Combatant 

Commanders in support of the National Security and 

Defense Strategies. The Army recruits, organizes, trains, 

and equips Soldiers who, as vital members of their units 

and the Joint Team, conduct prompt, sustained combat and 

stability operations on land. The Army is also charged with 

providing logistics and support to enable the other Services 

to accomplish their missions, and supporting civil authorities 

in time of emergency, when directed.

O U R C E N T E R P I E C E

SOLDIERS

O

P

E

RATING FORCE

GENERATING

F

O

R

C

E

LEADERS

Living the

Warrior Ethos - on duty 

protecting the Nation and 

the society they serve.

ORGANIZED INTO

MODULAR FORCES

Rapidly deployable,

full-spectrum,

networked, 

adaptive, and more 

powerful. Enabling 

joint and 

expeditionary 

operations with 

interagency and 

multinational partners. 

Executing protracted 

campaigns to protect freedom 

and deter adversaries; if required, 

defeat our enemies, secure peace, and provide 

stability and reconstruction.

SUPPORTED BY THE

INSTITUTION

Providing relevant and 

ready land forces and 

capabilities to the 

Combatant 

Commanders while 

transforming. Leading 

change to create the future 

Army. Providing the people, 

resources, quality of life, and 

infrastructure critical to the success of 

America’s Army.

LED BY CAPABLE LEADERS

Innovative, adaptive and confident in leading Soldiers and civilians. Leading change, building teams, confronting

uncertainty, and solving complex problems. 

The Army Vision is to remain the preeminent landpower on Earth—the ultimate instrument 

of national resolve—that is both relevant to and ready for the challenges of the dangerous 

and complex 21st Century security environment.

ARMY VISION 

Figure 9
8

ARMY STRONG

ACCOMPLISHING COMPLISHING THEMISSIONTODAY:

SUSTAINING STAININGGLOBALCOMMITMENTS MMITMENTS

Almost 600,000 Soldiers are on active duty today 

(currently 507,000 active component, 46,000 Army 

National Guard and 28,000 Army Reserve). Over 

40 percent (243,000) of them are deployed or forward 

stationed, serving in 76 countries worldwide. More than 

4,600 Army Civilians are serving side-by-side with them in 

the field, performing a variety of missions vital to America’s 

national defense. At home, over 8,000 Soldiers are on 

duty in support of the war on terror. The Army’s operational 

pace remains high, continuing the trend established 

during the post-Cold War era. Whenever and wherever 

needed, Soldiers are continuing to answer the Call to Duty, 

enabling America’s ability to put “boots on the ground” – as 

demonstrated so vividly by the recent national decisions to 

reinforce our forces in Iraq and Afghanistan.

The Army continues to provide Combatant Commanders 

with a wide range of forces and capabilities to prevail in the 

war on terror, to sustain our global commitments, and to 

build effective multinational coalitions. First and foremost 

are the forces required for Operation Iraqi Freedom and 

Operation Enduring Freedom, which include forwardstationed units and those based in the United States. The 

Army’s requirements, however, are far greater than those 

needed to support the war on terror. 

They include support for:

• Multinational exercises which refl ect our longstanding 

leadership of, and commitment to, an expanding North 

Atlantic Treaty Organization and many other alliances; 

• The defense of South Korea, Japan, and many other 

friends, allies, and partners; 

• Ongoing peacekeeping operations in the Sinai 

Peninsula, the Balkans, and elsewhere;

• The security of our borders, as evidenced most vividly 

by the major deployment of reserve component 

Soldiers to our Southwest Border this past year; 

• Operations and equipment to counter the fl ow of illegal 

drugs; and 

• Civil authorities in response to disasters and threats at 

home and abroad. 

As a result of the dramatic changes in the security 

environment since 9-11 and the enduring requirements of 

the Global War on Terror, we are also engaged in South 

America, the Philippines, Africa, the Caucasus, Central 

Asia, and many other places. These operations, which 

depend on our Soldiers to put “boots on the ground,” include 

Army Global Commitments

As of 30 January 2007

• Almost 600,000 Soldiers are on active duty today

• 243,000 are serving overseas in 76 countries

• 136,000 – over half of them – are serving in our primary theaters of 

 operation in the Global War on Terror

• Many are serving their second or third tours . . . approaching a year 

 at home for each year deployed 

South Korea

19,000 Soldiers

(Part of AC Station Overseas)

Homeland Security

8,000 Soldiers

(RC Mobilized Stateside)

Philippines

200 Soldiers

Alaska

11,000 Soldiers

Guantanamo

600 Soldiers

Europe

54,000 Soldiers

Sinai

700 Soldiers Afghanistan

18,000 Soldiers

Iraq

102,000 Soldiers

Kuwait

8,000 Soldiers

Balkans

2,000 Soldiers Honduras

500 Soldiers

Other Operations & Exercises

2,000 Soldiers

Figure 10
a wide range of combat and non-combat missions: from 

counter-insurgency, to humanitarian and civic assistance, to 

large scale reconstruction operations.

Our Soldiers are also working to accomplish a vital U.S. 

national objective – to build partnerships with foreign 

militaries and preserve the coalition formed to counter terror 

– by training and advising the military forces of many nations. 

In addition, through various forms of military to military 

exchanges, and other forms of assistance and cooperation, 

our Soldiers are helping to enhance the military capabilities 

of our international partners. Through international education 

programs, such as the Army War College, the Command 

and General Staff College, the Western Hemisphere 

Institute for Security Cooperation, and a variety of other 

cooperative studies initiatives, our Soldiers are helping 

to shape the strategic environment in favorable ways by 

building enduring security relationships and improving 

interoperability. In addition, the presence of U.S. forces 

assures friends and allies of our national commitment, while 

encouraging them to contribute their national resources to 

international efforts. 

In the five years since 9-11, the Army National Guard has 

mobilized more than 610,000 Soldiers to perform both state 

and federal missions. On any given day, the Army National 

Guard provides vital capabilities in virtually every mission 

area. Today, more than 46,000 Soldiers from the National 

Guard are on active duty. 

Besides their commitments in Iraq and Afghanistan, and in 

troubled regions around the world, National Guard Soldiers 

are protecting the homeland, performing key missions in 

support of U. S. Northern Command. They are helping 

the Department of Homeland Security to protect critical 

infrastructure and to patrol our southern borders (with 

nearly 5,000 Soldiers deployed). They are also continuing 

their service in areas ravaged by Hurricane Katrina and 

performing vital state-directed missions under the command 

of the Governors. Our current levels of operational 

commitment have created intense demand for National 

Guard Soldiers. Despite sustained levels of high operational 

tempo, Army National Guard Soldiers are performing 

superbly, accomplishing every one of their missions and 

serving with distinction worldwide. 

Since 9-11, the Army Reserve has mobilized more than 

164,000 Soldiers, who are also performing superbly. 

Today more than 28,000 Army Reserve Soldiers are serving 

on active duty, with more than 16,000 – almost half of them 

– deployed to serve in 18 countries worldwide. The Army 

Reserve provides vital capabilities across a diverse range of 

mission areas which include 88 unique skill sets. Our Army 

Reserve provides over 90 percent of the Army’s civil affairs 

capability, and more than 50 percent of the Army’s medical 

capability. 

The unique skills resident in our Army Reserve are in great 

demand by Joint and Army commanders. The commitment 

to mission accomplishment and the values demonstrated by 

our Reserve Soldiers, coupled with their inherent capabilities, 

enable our Army Reserve to make an absolutely vital, 

essential contribution to the Joint Force. They are meeting 

every requirement for their special skills, accomplishing 

every one of their missions, and underwriting our capability 

as a Nation to put “boots on the ground.” 

MAJORDECISIONS CISIONS IN2006 - 2007 2006 - 2007 

During 2006 and 2007, the Army continued its efforts 

to “shift the weight” of its intellectual and organizational 

activities to be better prepared for both current and future 

challenges. Five key areas highlight the Army’s efforts to 

accelerate change. 

• Accelerated the Pace of Modular Conversion of ccelerated the Pace of Modular Conversion of 

Operating Force. perating Force. To improve our capacity to meet 

global demand for Army forces and capabilities, the 

Army received support and initiated plans to convert 

two active component Brigade Combat Teams to 

modular designs far sooner than planned. Two Brigade 

Combat Teams will now become available for worldwide 

deployment, in their new modular designs, a year or 

more earlier than planned. 

 We are also developing plans to accelerate the availibilty 

of other Brigade Combat Teams. Accelerating modular 

conversion will help to reduce stress on the force by 

increasing the time that Soldiers will be able to remain 

at their home stations prior to redeploying. 

• Received Approval to Grow Army Capabilities and eceived Approval to Grow Army Capabilities and 

for New Policies to Assure Access to All Components or New Policies to Assure Access to All Components 

of Our Force. f Our Force. In recognition of current levels of 

stress on the force, and the need to sustain high levels 

of force deployment for the foreseeable future, the 

Army has been directed to increase in size. During 

2007, the Army will begin to execute a plan to field six 

additional Brigade Combat Teams by 2012 in the active 

9

ARMY STRONG
component and a diverse range of supporting 

organizations in our active component, Army National 

Guard, and Army Reserve. We will expand our rotational 

pool to 76 Brigade Combat Teams and approximately 

225 Support Brigades. This decision will enable the 

Army to meet an anticipated demand for Brigade 

Combat Teams and vital supporting units from our 

active and reserve components. 

 While this plan will greatly improve the Army’s ability 

to meet strategic demand, it will not reduce current 

levels of stress on the force, since it will take several 

years to accomplish. The recent changes to policy 

governing reserve component mobilization will help 

to fulfill sustained high levels of strategic demand for 

Army forces, and to better manage stress across the 

force. Growing the Army and improving access to all 

components of the forces are vital strategic initiatives, 

which will accelerate the momentum the Army has 

established to improve its capacity to execute the 

National Defense Strategy, today and tomorrow. All 

of the initiatives now underway – to reset the force, to 

improve readiness of non-deployed forces, to expand 

the size and condition of our operational force, to 

modernize the force, to realign and improve the 

condition of the bases and installations which comprise 

our global infrastructure, and many others – still require 

full financial support.

• Reinforced the Concept of Full Spectrum einforced the Concept of Full Spectrum 

Operations. perations. The National Defense Strategy, updated 

as part of the 2006 Quadrennial Defense Review, 

requires the Armed Forces to be able to conduct joint, 

multinational operations anywhere across the spectrum 

of conflict. This spectrum ranges from the low end 

– emphasizing stability and civil support operations – to 

the high end – emphasizing major combat operations 

(which focus on more familiar offensive or defensive 

operations). 

 The change in the National Defense Strategy reflects 

the reality of the strategic environment: that due to the 

complexity of stability operations, the Armed Forces 

must develop readiness for these operations, in addition 

to developing readiness for combat operations, their 

more traditional focus. This change, is wholly consistent 

with the doctrine which has guided our transformation 

– and how we prepare Soldiers and leaders – since 

9-11. It has also created unique, additional requirements 

for manning, training, educating, and equipping 

our operating forces and the forces and institutions that 

generate them. Put simply, we must plan for stability 

operations to be an integral, enduring component of 

any and all joint campaigns; therefore, we must organize, 

prepare, and provide resources for this aspect of our 

mission accordingly. 

• Restructured Our Approach to Fielding Future estructured Our Approach to Fielding Future 

Combat Systems. ombat Systems. The Army is transitioning 

continuously from the current to the future force 

through the combined effects of transformation and 

modernization. The main focus of our transformation is 

modular conversion. Converting to a force that is built 

around brigade level modules is enabling the Army to 

become more capable, more flexible, more deployable, 

and ultimately, more relevant to current and future 

challenges. This transformation has already improved 

our ability to meet Combatant Commanders’ needs 

and to conduct joint, expeditionary warfare. 

 Our transformation is complemented by our 

modernization initiatives, which center on Future 

Combat Systems (FCS), aviation modernization, 

and more than 300 other advanced technologies 

and systems. Future Combat Systems will refl ect the 

Army’s fi rst comprehensive modernization in decades. 

We have cancelled well over a hundred programs in 

recent years to free resources for our modernization. 

FCS is generating, or “spinning out,” technologies to 

protect Soldiers, enhance battlefi eld understanding, 

and provide other tactical advantages for our Soldiers 

fi ghting in irregular environments today. FCS will 

produce fully equipped brigades that will begin to enter 

the force in 2015. 

 FCS will provide signifi cant tactical and operational 

advantages for our Soldiers and commanders in preinsurgency environments and to counter insurgencies 

if they occur. It will also improve our ability to support 

civil authorities and to meet all anticipated operational 

requirements. In recognition of the importance of this 

initiative to the Army’s current and future readiness, we 

activated and manned a special Army Evaluation Task 

Force and a supporting headquarters during 2006 to 

test, refi ne, and validate FCS technologies. 

 As a result of the combined effects of budget cuts over 

the past three years, and fi scal guidance that will reduce 

10

ARMY STRONG
resources programmed for future years, we will reduce 

the scope and delay the schedule of FCS fi elding. We 

will continue to develop the core operational capability 

envisioned for FCS, yet will do so with 14 instead of 

18 interconnected systems. We will defer plans to 

develop two classes of unmanned aerial vehicles, one 

class of unmanned ground vehicles, and a whole class of 

intelligent munitions (except for the Korean Peninsula). 

 These projected reductions will put at risk our ability 

to reach the full tactical and operational potential 

envisioned for FCS. It will also delay our target 

date to field the first of 15 projected FCS equipped 

Brigade Combat Teams by five months, to 2015, and 

slow the rate of procurement to one per year. These 

adjustments will cause us to take five years longer, until 

2030, to be able to field and employ all 15 Brigade 

Combat Teams. These program adjustments will 

decrease capabilities available to the Joint Force and 

therefore, increase levels of Future Challenges risk, as 

described in the National Defense Strategy. 

• Expanded the Scope of Army Business xpanded the Scope of Army Business 

Transformation. ransformation. As we change the way in which 

we operate militarily, we are also changing the 

way in which we do business. As a parallel effort 

to the transformation of Army warfighting forces, 

we are transforming the business processes and 

functions to better support our forces – improving 

both effectiveness and efficiency. The scope of the 

effort is immense, touching every facet of Army 

activity. 

 The goal of our effort is to free human and financial 

resources for more compelling operational needs. 

Realizing this goal depends upon improving processes, 

developing tools to enhance enterprise-wide situational 

awareness and decision making, and reducing 

organizational redundancy and overhead. 

 We are now well underway in deploying the Lean Six 

Sigma methodology as a vehicle to seek continuous 

process improvement, eliminate waste, and improve 

quality across the force. This methodology is the 

foundation of the comprehensive review of all of our 

major commands and organizations, now in progress. 

The award of the coveted Shingo prize to four activities 

within our Army Materiel Command for improvements 

in business processes and manufacturing is but one 

example of our progress in this regard. 

THEARMYPLAN TOENABLE 

MISSIONACCOMPLISHMENT COMPLISHMENT 

We are executing The Army Plan, which centers on 

our four overarching, interrelated strategies, to enable 

mission accomplishment and to achieve the Army Vision 

over time. This plan accelerates the redesign of the 

forces, support structures, and headquarters that are 

accomplishing our mission today. This plan also guides 

our initiatives to provide Combatant Commanders with 

the capabilities needed to protect the Nation today and 

tomorrow. 

The Army is continuing to:

• Provide Relevant and Ready Landpower for the 

21st Century Security Environment; 

• Train and Equip Soldiers to Serve as Warriors and 

Grow Adaptive Leaders; 

• Sustain an All-Volunteer Force Composed of 

Highly Competent Soldiers that are Provided an 

Equally High Quality of Life; and

• Provide Infrastructure and Support to Enable the 

Force to Fulfi ll Its Strategic Roles and Missions.

We are transforming to create a future force with a broad 

set of capabilities to enable our Army to address strategic 

problems the Nation will face (See Figure 11). The benefits 

of our approach are clearly evident in the attitudes and 

levels of commitment we see in our Soldiers, as well as the 

attributes of our combat formations, the forces that sustain 

them, and the facilities and processes that generate them 

from their home stations. 

The combined effects of transformation, modernization, 

innovation, and improvement – reinforced by positive 

change in the attitudes and behaviors that create the 

culture of our service – are helping us to become the force 

the Nation will need to safeguard its peace and freedom 

in the 21st Century. The Army Plan is continuously 

improving our ability to operate as part of the Joint Team, 

while ensuring our ability to dominate in any environment 

against current, emerging, and unforeseen threats. We 

believe that every dollar spent to build capability for our 

current force is an investment in our future force. 

11

ARMY STRONG
Our initiatives are guiding our efforts to:

• Increase Soldier and unit effectiveness and 

protection;

• Grow innovative, adaptive Soldiers and leaders 

through training and education programs that 

rapidly incorporate lessons learned from combat 

and prepare them to serve as warriors;

• Adapt the doctrine which guides how we fi ght, how 

we sustain our forces, how we train our Soldiers, 

and how we work to strengthen the capacity of 

friends, allies, and partners; 

• Create far more capable, strategically deployable 

brigades designed to receive new technologies and 

equipment as soon as they become available; and

• Apply better business practices to free resources 

to use for our most pressing operational 

requirements.

Our ongoing intellectual and cultural transformation is 

dramatically improving how our leaders, Soldiers, civilian 

workforce, and families are adapting to the reality of 

protracted conflict. This transformation is reinforcing the 

commitment to continuous improvement that has taken 

hold across the Army.

12

ARMY STRONG

EXAMPLES OFUNIQUEARMYCAPABILITIES PABILITIES TO 

SUPPORTJOINT, COMBINED, ANDINTERAGENCY TERAGENCY 

OPERATIONS ERATIONS

Countering Terrorism

• Assist friends, allies, or partners to conduct military operations 

by providing logistics, command and control, intelligence, 

protection, and other support to the Joint Force.

• Train military and security forces to counter extremist, radical, or 

insurgent elements.

• Provide ground forces (conventional and special operations) 

to sustain large-scale counter-terror and counter-insurgency 

operations.

• Rapidly deploy substantial numbers of ground forces from 

strategic distances to meet Combatant Commanders’ 

requirements for counter-terror or combat operations.

• Conduct extended stability operations.

Defending the Homeland

• Detect and prevent hostile actions against the homeland through 

the presence of the National Guard and the Army Reserve 

within states and communities.

• Support civil authorities in consequence management, 

disaster relief, and other roles including: executing the National 

Response Plan, reinforcing public safety, and providing logistics, 

transportation, communications, utilities management, 

engineering, and other services.

Shaping Choices of Countries at Crossroads

• In support of Combatant Commanders, establish relationships 

with foreign leaders, forces, and people through: security 

cooperation, training, humanitarian and civil assistance, medical, 

engineering, exercises, and other national and international 

programs.

• Seize control and defend key facilities or terrain to preclude 

actions by potential adversaries.

• Conduct expeditionary operations to deter, destroy, or defeat 

potential adversaries.

• Conduct extended campaigns to deter or prevent potential 

adversaries from engaging in protracted confl ict with joint or 

U.S. led coalitions of forces.

Preventing Acquisition of Weapons of 

Mass Destruction

• Conduct irregular or unconventional warfare in support of the 

Joint Force.

• Deny sanctuary and safe haven for terrorist groups.

• Assist the forces of other nations to conduct operations against 

adversaries seeking to possess or transfer control of weapons of 

mass destruction.

While the problems we face will evolve, Soldiers’ 

“boots on the ground” will remain vital to our solutions.

Source: Strategic Problems drawn from 2006 Quadrennial Defense 

Review, Offi ce of the Secretary of Defense, February 2006. 

Figure 11
13

ARMY STRONG

BALANCING LANCINGRISK: THETENSION 

BETWEENCURRENT ANDFUTURE 

DEMANDS

To be able to execute the National Defense Strategy (which 

includes the military requirements of the National Military 

Strategy), the Army must maintain readiness to deal with 

current challenges, while developing the capabilities to be 

ready for future challenges. Now five years after 9-11, the 

Army continues to fight the long war with high levels of 

force deployment. 

This sustained demand for Army forces continues to exceed 

the demand envisioned in the National Defense Strategy

established during the 2006 Quadrennial Defense Review. 

This level of demand is placing enormous strain on the 

Army’s All-Volunteer force. Time between deployments for 

our active component has been steadily decreasing over 

the last five years, and is now approaching less than one 

year, on average.

The Army is incapable of generating and sustaining the 

forces required to wage the Global War on Terror, to 

respond to emerging challenges, and to sustain the full range 

of U.S. global commitments without all of its components – 

active, National Guard, and Army Reserve – fully available 

to deploy together. At current levels of demand, without 

recurrent, assured, and predictable access to our reserve 

components, we will be unable to manage current and 

projected requirements for Army forces. 

The recent decisions by the President and the Secretary of 

Defense – to assure access to all components of the force 

– will fully enable our reserve components to perform their 

new role as an integral part of our operationally deployable 

force. In addition, these new policies will facilitate the 

deployment of our best led, and best equipped reserve 

units – as whole cohesive units. We are working rapidly 

to implement these changes and will require continued 

Congressional support to do so. 

The decision to expand the size of the Nation’s ground 

forces reflects clear recognition on the part of the President, 

the Congress, and the Secretary of Defense of the dangers 

we face, the importance of our mission, and the stress our 

Soldiers, families, and Army Civilians are enduring. This 

decision will enhance the depth and breadth of Army 

capabilities, yet will require several years and considerable 

ARMYACTIONS TOMITIGATERISK IN2006

Operational Risk

• Completed transformation of 31 of 42 AC Brigade Combat Teams (BCTs) 

to modular designs and initiated the conversion of an additional four AC 

BCTs and 16 ARNG BCTs (based on Fiscal Year 2005 baseline).

• Funded Reset Program to repair over 4,100 tracked and wheeled vehicles 

and over 540 helicopters.

• Continued Army Force Generation (ARFORGEN) implementation to 

generate a continuous level of forces – BCTs augmented by all enabling 

organizations – and to deploy additional, fully enabled BCTs, if required.

Future Challenges Risk

• Transitioned effort to develop Future Combat Systems – which are on 

cost, on schedule, and meeting performance parameters – to System 

Development and Demonstration phase, moving us closer to fielding Future 

Combat Systems.

• Manned and activated Army Evaluation Task Force to facilitate “spinning 

out” advanced technologies and systems to the current force.

• Developed new Army Prepositioned Stock strategy to meet global 

requirements for agile, flexible forces.

• Established Army Asymmetric Warfare Office to work with the Joint 

Improvised Explosive Device Defeat Organization to better understand 

and defeat asymmetric threats.

Force Management Risk

• Implemented improvements to ARFORGEN to better manage our forces, 

and improve predictability for Soldiers and families.

• Increased number of rebalancing actions to approximately 57,000 

– reducing overstructure in certain areas, and increasing the availability of 

skills in greatest demand, such as Military Police, Civil Affairs, Infantry, and 

others.

• Increased number of military-to-civilian conversions to approximately 

7,170 – moving Soldier positions from our Generating Force to better 

structure and man our Operating Force.

• Established reserve component Transient, Trainee, Holder and Student 

(TTHS) account to improve readiness, deployability, training, and 

education opportunities.

Institutional Risk

• Maintained focus on business transformation which is helping us to improve 

effi ciency and effectiveness, to decrease cycletime, to lower the cost of 

doing business –and to increase quality, productivity, and morale.

• Implemented Lean Six Sigma methodology within all Army Commands, 

Direct Reporting Units, Army Service Components of Joint Commands, 

and across Headquarters, Department of the Army.

• Developed facilities support strategy to meet the target dates established by 

Base Realignment and Closure law, Global Defense Posture Realignment, 

and building the Army Modular Forces which requires the execution of 

approximately $38 billion in Military Construction and related projects 

between 2007 and 2013.

• Initiated consolidation of information technology services worldwide and implemented a range of initiatives to assure the availability of 

information to ensure network security.

• Completed technology demonstration for General Fund Enterprise 

Business System to enable better fi nancial management and decision 

making. 
resources to bring to fruition. Over time, this decision will 

alleviate strategic risk, as we assess it today. 

In recent years, we have received considerable support 

to improve our capabilities; yet we still have much to 

accomplish to establish the levels of readiness – across 

all components of the force – needed to maintain risk at 

acceptable levels in wartime.

Since 9-11, we have used our resources carefully, 

making numerous decisions to allocate resources to 

immediate wartime needs, and to better prepare and 

protect our Soldiers. We have drawn upon the entire 

Army to meet requirements for forces and equipment. 

We have cancelled countless investment programs and 

deferred both maintenance and required investment in 

our infrastructure. To free human and financial resources 

for our most compelling operational needs, we have 

undertaken major Army-wide business transformation 

initiatives. We have also received the support needed to 

accelerate our schedule for modular conversion that will 

enable two Brigade Combat Teams to deploy much earlier 

than planned.

The combined effects of continuing high levels of 

strategic demand for Army forces, at home and abroad, 

compounded by longstanding deficits in equipment, 

modernization, and infrastructure investment place current 

and future readiness at risk. In addition, our capacity to 

meet current force requirements, and to grow our forces, 

depends on adhering to an extremely complex, intricate 

schedule to realign our entire global infrastructure of 

bases, depots, arsenals, and other facilities. Our ability 

to remain on schedule is jeopardized by our inability to 

execute a diverse range of military construction projects 

and supporting activities (e.g., environmental assessment 

studies and remediation projects). Timely passage of 

military construction appropriations is required to stay on 

schedule and to prevent the effects of construction delays 

from cascading into many other areas of Army activity 

that will unintentionally put at risk our ability to accomplish 

our mission – to provide trained, ready forces to meet the 

Combatant Commanders’ needs. 

The Army will require additional base and supplemental 

appropriations to achieve the levels of readiness needed 

to fulfill the requirements of the National Defense Strategy.

Without sufficient resources, the Army cannot continue 

its current pace of operations and implement the changes 

required to prepare for the future – in the face of growing 

threats to the Nation posed by state and non-state extremist 

movements and organizations.

To build readiness to sustain the current mission, to remain 

relevant and ready to meet future challenges, and to 

maintain risk at acceptable wartime levels the Army needs 

to: 

• Obtain Full, Timely, and Predictable Funding btain Full, Timely, and Predictable Funding 

to Sustain the Army’s Global Commitments. o Sustain the Army’s Global Commitments.

Full, timely, and predictable funding of the Army’s 

Fiscal Year 2008 President’s Budget request 

and supplemental appropriations is required to 

build readiness needed to execute the National 

Defense Strategy and to pay for the costs of war. Full 

funding is needed for the Army to fulfi ll its global 

responsibilities in the face of traditional, irregular, 

catastrophic, and disruptive challenges; to provide 

adequately for Soldiers, families, and Army Civilians; 

to accelerate key aspects of our transformation; and 

to maintain the momentum of vital training programs, 

modernization, and stationing initiatives..

• Grow the All-Volunteer Force to Sustain the Long row the All-Volunteer Force to Sustain the Long 

War. Support and full funding is needed to continue 

to achieve our goals for attracting and retaining 

high quality people in each of our active and reserve 

components. This funding is enabling the expansion 

of our operational, deployable force pool, which is 

vital to sustaining the effectiveness and health of the 

All-Volunteer force, now being tested for the fi rst 

time in a long war. 

14

ARMY STRONG
• Improve War mprove Wartime Authorities and Resources ime Authorities and Resources 

for Soldiers and Commanders in Combat. or Soldiers and Commanders in Combat. 

Changes are needed to eliminate unintended 

constraints on programs such as the Commanders’ 

Emergency Response Program, the Logistics Civil 

Augmentation Program, and in administering security 

cooperation and assistance programs, as well as 

furnishing humanitarian assistance. Suffi cient funding 

for programs to enhance security cooperation and 

provide assistance to friends and allies is required to 

build partner capacity and institutions that prove to 

be cooperative and enduring. In addition, continued 

Congressional leadership will be required to support 

programs and initiatives to protect Soldiers (to 

counter Improvised Explosive Devices, to provide 

up-armored vehicles, to fi eld individual body armor, 

etc.) and to better equip Iraqi and Afghan police, 

security, and military forces. 

• Reset the Force to Ensure Readiness for Current eset the Force to Ensure Readiness for Current 

and Future Challenges. nd Future Challenges. Full funding is needed 

to restore units – a process with both materiel and 

human dimensions – to required levels of readiness 

to execute projected operational deployments, while 

remaining prepared for likely future contingencies and 

homeland defense missions. To be ready, we must not 

only ensure that battle damaged items are repaired, 

recapitalized, or replaced; we must also enable our 

Soldiers and families to recover from the stress of 

combat and prolonged separation. The requirement 

to reset our units will not be satisfi ed with a one-time 

infusion of funds; it will require a sustained, predictable 

commitment of funds for several years beyond major 

deployments. 

• Transform the Force to Sustain the Full Range of ransform the Force to Sustain the Full Range of 

our Global Commitments. ur Global Commitments. Full funding for Army 

transformation is needed to create an operational, 

deployable pool of 76 modular Brigade Combat 

Teams and approximately 225 Support Brigades. 

By increasing the depth and breadth of our overall 

capacity, through conversion to more capable 

modular formations, our transformation is improving 

our ability to execute and support protracted 

campaigns. Our ability to meet the levels of force 

availability envisioned in the National Defense Strategy

depends upon an Army-wide readiness model to 

support expeditionary deployment on a rotational 

basis. It is designed to improve the readiness of our 

non-deployed forces across all components; reduce 

stress on Soldiers, families, and equipment; improve 

predictability for employers; end the need to extend 

deployments in theater to provide active component 

Soldiers at least one year at home before redeploying 

them; and manage the force to achieve our goal of 

one year deployed with two years at home station for 

these Soldiers. This model depends upon assured, 

predictable access to our reserve component units 

who – because of strategic decisions and operational 

necessity – have become a vital part of our deployable 

force pool.

• Modernize by Accelerating the Fielding of odernize by Accelerating the Fielding of 

Advanced Technologies to our Soldiers Today. dvanced Technologies to our Soldiers Today. 

Full funding of the Army’s modernization program 

is needed to accelerate aspects of Future Combat 

Systems (FCS) development, aviation programs, and 

over 300 other key modernization initiatives. FCS 

is our first major modernization program in several 

decades and is our most critical investment program. 

In 2008, to enhance combat effectiveness today, 

FCS will begin to “spin out” key technologies to our 

current forces – a process projected to continue in 

roughly two-year intervals. FCS is enabling Soldiers 

– from our active and reserve components, all U.S. 

ground forces, and our allies that support ground 

campaigns – to understand battlefield conditions 

in unprecedented ways. These improvements are 

better preparing them to deal with the full spectrum 

15

ARMY STRONG
16

ARMY STRONG

of traditional irregular, catastrophic, and disruptive 

challenges they will face for the foreseeable future. 

Despite the benefits FCS will provide, as a result of 

the combined effects of budget cuts over the past 

three years, and fiscal guidance that will reduce 

resources programmed for future years, we will adjust 

the scope and schedule for fielding FCS. We will 

continue to develop the core operational capability 

envisioned for FCS, yet will do so with 14 instead 

of 18 interconnected systems. These adjustments 

will result in delaying development, acquisition, 

and delivery of this much needed capability to our 

Soldiers and the Nation.

• Station the Force to Meet Emerging Strategic tation the Force to Meet Emerging Strategic 

Demands While Providing Infrastructure and emands While Providing Infrastructure and 

Services to Enable Mission Accomplishment. ervices to Enable Mission Accomplishment. 

Full funding is needed to achieve the framework of 

a new global basing posture by 2011 and to enable 

our installations to deliver a quality of life for our 

Soldiers, families, and civilians that matches the 

quality of the service they provide to the Nation. 

Our plan will improve our ability to fulfi ll national 

strategic requirements in an uncertain environment. 

Due to extensive streamlining and consolidation 

of facilities and activities, it will also improve our 

overall effi ciency. Moreover, the funding provided 

to the Army will enable us to allocate signifi cantly 

greater levels of resources to improve the quality 

and effectiveness of the facilities we depend on 

to: train, maintain equipment; house and care for 

our Soldiers, and provide safe, modern working 

conditions for our Army Civilians. The resources 

and support provided to the Army will have a pivotal 

outcome on our ability to execute our stationing 

plan, to meet the schedule established by law, and to 

sustain our All-Volunteer Soldiers and their families, 

now bearing the prolonged stress of more than fi ve 

years of war.

• Transform Business Practices to Better Enable ransform Business Practices to Better Enable 

Army Transformation. rmy Transformation. Continued support is needed 

to execute Army Business Transformation to achieve 

targeted effi ciencies through management reform; 

acquisition reform; comprehensive redesign of the 

organizations and business processes that generate, 

deploy, and reset forces; consolidation of bases and 

activities; military to civilian conversion programs; 

performance measurement enhancements, and 

more. 
17

ARMY STRONG

PRESERVING PEACE AND FREEDOM FOR THE NATION

PRESERVING ESERVINGPEACE AND 

FREEDOM FOR THENATION

We remain resolute in our determination to preserve peace 

and freedom for America. Guided by the Army Vision, 

we are accomplishing our mission today while building 

the future force – of Soldiers, leaders, Army Civilians, 

Operating and Generating Forces, and the infrastructure 

that serves as our foundation – to ensure our ability to do 

so tomorrow.

We remain focused on tough questions that will remain at 

the center of the defense debate:

• What are the strategic requirements of the 

21st Century? What decisions must we make now to 

fulfi ll our Title 10 obligation to ensure that the Army, 

as a vital component of America’s Armed Forces, 

is best prepared to defend U.S. interests in the face 

of traditional, irregular, catastrophic, and disruptive 

challenges?

• Are joint ground forces (Army, Marines, and Special 

Operations Forces) properly sized and structured 

to provide the capabilities needed to perform the 

missions the Nations will require?

• What additional actions are required to ensure 

that our forces are organized, manned, trained, 

and equipped to be relevant to, and ready for, the 

challenges they will face? 

• How can we best prepare our leaders to become 

multi-skilled pentathletes able to operate with 

confi dence amidst complexity and uncertainty?

• What will be the impact of protracted confl ict on the 

All-Volunteer force? What combination of quality of 

life, compensation, incentives, service options, family 

programs, and other tools will be required to recruit, 

retain, and sustain the concept of the All-Volunteer 

force for the future?

• How do we ensure that our physical infrastructure (of 

installations, depots, arsenals, and the network which 

connects them) best supports our mission? 

• How do we balance our resources to: provide quality 

of life to sustain our volunteers; maintain deployment 

facilities (air, ground, sea, rail, cargo, and other 

facilities) to support Combatant Commanders’ 

timelines; and establish a training and education 

base to prepare our Soldiers, leaders, and Army 

Civilians for the challenges they will face?

• How can we best leverage the human and fi nancial 

resources we have been provided to ensure that we 

remain the world’s preeminent landpower?

• How can we accelerate the momentum we have 

established in recent years, in all of these areas, to 

properly position our force for the future?

Our continued effectiveness depends upon a national 

commitment to properly recruit, train, equip, and support the 

Army. We have received considerable support to execute 

current operations and to reset our forces. To provide for 

future readiness and to break our historic cycle of national 

unpreparedness, the Nation must invest prudently and 

predictably in defense, which it can afford to do. 

A-1

ARMY STRONG

ADDENDUMA 

(PROVIDERELEVANT ANDREADY 

LANDPOWER NDPOWER FOR THE21STCENTURY 

SECURITYENVIRONMENT VIRONMENT)

We are improving our capabilities to prevail in the war on 

terror and sustain all of our global commitments. While 

fi ghting, we are:

• Accelerating our efforts to transform and to 

modernize.

- Transforming to create an active and reserve 

component pool of 76 modular Brigade Combat 

Teams and approximately 225 Support Brigades.

- Modernizing – for the fi rst time in decades – to 

develop Future Combat Systems, new aviation 

systems, and over 300 advanced technologies 

and systems.

• Building a modular force in which brigades – not 

divisions – can “plug into” joint and coalition task forces 

in expeditionary and campaign settings.

• Improving readiness to deal with traditional, irregular, 

catastrophic, and disruptive challenges.

• Building depth (more) and breadth (more kinds) of 

capability to ensure Soldiers and units can adapt to 

these challenges.

- Growing the Army and accelerating our schedule 

to fi eld more brigades, to increase our strategic 

depth and to relieve stress on Soldiers and 

equipment.

- Developing more kinds of capability by making our 

brigades more powerful, versatile, deployable, and 

relevant to new challenges.

- Transforming our supporting organizations to 

better support combat and logistics operations.

• Creating improvements in: Sustaining the Force, 

Actionable Intelligence, Stability Operations, 

Homeland Defense, Operating in Complex 

Environments, and more.

• Ensuring that every investment in our current force 

benefi ts our future force. 

ACCOMPLISHMENTS COMPLISHMENTS

Since 9-11

• Soldiers helped to overthrow two terrorist regimes, rescue two 

nations from oppression, enable vital elections, train and equip 

Iraqi and Afghan security forces, and liberate over 50 million 

people.

• More than 360,000 Army National Guard (ARNG); 

167,000 United States Army Reserve (USAR); and 498,000 

Active Component (AC) Soldiers supported Combatant 

Commanders in Iraq, Afghanistan, Guantanamo Bay, the 

Balkans, the Sinai, and elsewhere.

• More than 150,000 ARNG, USAR, and AC Soldiers helped 

to secure the homeland by providing security augmentation 

for key assets, airports, special events, and Air Force bases.

• Began 51 of 70 planned Brigade Combat Team (BCT) 

modular conversions; 31 of these 51 conversions completed. 

Completed 131 of the over 200 planned Multi-functional and 

Functional Support Brigade conversions.

• Signifi cantly increased depot output to refurbish and reset 

vehicles and equipment for future deployments.

• More than 52,800 Soldiers from all components, supported 

by a diverse range of Army Civilians and Army aviation, 

transportation, military police, medical, and other units, 

provided hurricane relief support (including support for 

Katrina and Rita).

• Soldiers also deployed to South Asia and Southwest Asia to 

provide tsunami and earthquake relief.

• Initiated $2.2 billion contract to procure 368 Armed 

Reconnaissance Helicopters – the Army’s fi rst new manned 

helicopter acquisition since 1983.

2006

• Completed conversion of 13 AC BCTs; initiated conversion of 

an additional 13 BCTs (4 AC , 9 ARNG). Completed conversion 

of 19 Multi-functional and Functional Support Brigades (4 AC, 

12 ARNG, 3 USAR).

• Created an Intelligence, Surveillance, Reconnaissance (ISR) 

Integration and Synchronization Offi ce to improve quick 

reaction capabilities and optimize ISR support to current 

Global War on Terror (GWOT) operations.

• Integrated space technology to guide munitions, track forces, 

protect against fratricide, and stream real-time battlefi eld 

video.

• Continued the transformation of Army Pre-Positioned Stocks 

(APS) of equipment, ammunition, and general support items 

worldwide to support operational deployments.

• Developed and fi elded an unprecedented capability to identify 

individuals through an Automated Biometric Identifi cation 

System.

• Developed and fi elded the fi rst operational headquarters to 

perform Weapons of Mass Destruction elimination missions 

at the Joint Task Force level.

• Fielded unprecedented intelligence fusion and analysis 

capability to 11 brigades and 73 battalions deployed in support 

of GWOT.

ADDENDUM A
A-2

ARMY STRONG

SUPPORTCURRENTGLOBALOPERATIONS ERATIONS WITH 

RELEVANT ANDREADYLANDPOWER NDPOWER 

The Army is transforming and modernizing to build a more 

capable and relevant force for the 21st Century, while fully 

engaged in the war on terror and sustaining the range of 

our global commitments. The combined effects of our 

transformation and modernization are improving our 

readiness to deal with traditional, irregular, catastrophic, and 

disruptive challenges, as a vital member of the Joint Force.

Modular conversion is the main effort of our transformation. 

To sustain a steadily increasing demand for military forces, we 

are building a modular force centered on Brigade Combat 

Teams as the basic building block of our fighting capability. 

Our modular conversion of active and reserve components 

is designed to create brigade based modules able to “plug 

into” joint and coalition task forces in expeditionary and 

campaign settings. These forces will be better organized to 

accept advanced new capabilities and technology in order 

to meet the demands of the current war, sustain other global 

commitments, establish the organizational structure needed 

to accelerate modernization, and support a new global 

basing posture that will rely more heavily on rotational 

presence. 

Our plan is creating a rotational pool of 76 BCTs: 48 in the 

active component and 28 in the Army National Guard. 

These BCTs are organized into one of three standard designs: 

Infantry, Heavy, or Stryker. We will support these BCTs with 

approximately 225 Support Brigades. Our BCTs require 

the capabilities of our Support Brigades to accomplish the 

missions they are assigned. Our Support Brigades also 

provide essential capabilities to other Services, as well as to 

civil authorities in homeland defense missions, which include 

consequence management and disaster relief.

Our Support Brigades are organized into two categories: 

Multi-functional Support Brigades and Functional 

Support Brigades. Multi-functional brigades perform 

operational roles including: Combat Aviation, Combat 

Support (Maneuver Enhancement), Sustainment, Fires, 

and Battlefi eld Surveillance. Functional brigades perform 

broad support roles on a theater-wide basis including: 

Air Defense, Engineer, Chemical, Military Police, Signal, 

Medical, Logistics, and Intelligence.

Like our theater commands, our corps and division-level 

operational command posts and headquarters, Support 

Brigades are also converting to modular designs. They will 

be trained, manned, and equipped to work directly for each 

of these headquarters without augmentation of people or 

equipment.

We are improving the readiness of our reserve forces that 

are making vital contributions on a daily basis – and have 

transitioned them from a strategic reserve to an operational 

force as our global commitments have increased. We are also 

working to improve access to these forces in order to support 

our strategic requirements. Strength reporting, educational 

opportunities and special skills training opportunities 

have been improved by reducing overstructure. These 

improvements, coupled with modular conversion, are 

enhancing the Army’s overall ability to provide ready forces 

and capabilities to the Combatant Commanders and to civil 

authorities in a timely manner.

In addition, to make best use of our resources, we are 

both rebalancing and redistributing our forces. We are 

rebalancing to create the right mix of high demand units and 

to assign Soldiers with critical and high demand skills in each 

of our active and reserve components. At the same time, we 

are redistributing Soldiers to create the right mix between 

our Operating Force and our Generating Force. 

• To assure timely access to the right types of units 

and Soldiers, we are rebalancing skills within our 

three components. We have determined the types of 

units and skills that are in greatest demand in today’s 

environment – including infantry, engineer, military 

police, military intelligence, logistics, Special Forces, 

chemical, civil affairs, and psychological operations units 

– and have identifi ed approximately 116,000 positions 

ADDENDUM A
to rebalance. We have accomplished more than half of 

this rebalancing and project to be completed by 2013.

• We are redistributing skills from our Generating Force 

to increase the size of the active component of our 

Operating Force. We are continuing military-to-civilian 

conversions (that have already returned approximately 

7,200 Soldiers to our Operating Force) and improving 

management of our individual Soldier assignment 

processes to ensure full manning of our operational 

units and command posts.

The combined effect of rebalancing, redistributing, and 

increasing our Operating Force is improving our overall 

effectiveness. We are improving our ability to provide 

trained Soldiers in cohesive formations to the Combatant 

Commanders and to support civil authorities, while reducing 

stress on Soldiers and families.

To support global operations while transforming, we are 

preparing our forces for war – or resetting them – as quickly 

and efficiently as we can. Our Reset Program links other 

Army programs together through replacement, repair, and 

recapitalization. This program is restoring units returning 

from war to required levels of readiness to prepare them for 

future missions. As we reset our units, we are simultaneously 

converting many of them to their new modular designs. 

Several of these units have already returned to theaters of 

war in their new configurations.

The Army’s readiness model, Army Force Generation 

(ARFORGEN), is used to manage the force and 

ensure the ability to support demands for Army forces. 

ARFORGEN sequences activities for all active and reserve 

Army units to include:

• Reset;

• Modular conversion;

• Modernization;

• Manning adjustments; 

• Soldier and leader training and education programs;

• Unit training;

• Employment; and

• Stationing decisions. 

A-3

ARMY STRONG

Model is notional and illustrative of the process and 

activities of ARFORGEN at its objective state in 2013

Army Force Generation Model

Generating Trained and Ready Forces to Meet Global Demands

AC BCTs RC BCTs

RESET and TRAIN POOL

Preparing for Worldwide Deployment

AVAILABLE POOL

Available for Worldwide Deployment

AC BCTs RC BCTs

AC 3-12 Months

RC 1-4 Years

AC Year 3

RC Year 6

WORLDWIDE 

DEPLOYMENT

Includes Homeland 

Defense and 

Homeland Security 

Missions

Return from Deployed 

Mission to Reset and Train

AC BCTs RC BCTs

Eligible for 

Deployment and Exercises

AC Year 2

RC Year 5

Resourced and trained to undertake all wartime missions for which it was designed

Resourced and trained to undertake most wartime missions for which it was designed

Resourced and trained to undertake many, but not all wartime missions for which it was 

designed

Requires additional resources or training to undertake its wartime missions for which it 

was designed

Undergoing a service directed action and NOT prepared to undertake wartime missions 

for which it was designed

Unit Status

READY POOL

Eligible for Worldwide Deployment 

ADDENDUM A
To sustain global commitments, we will transition units 

through a progression of three sequential readiness pools: 

RESET and TRAIN (recovering from deployments, resetting 

equipment and other activities), READY (eligible for 

deployment and exercises), and AVAILABLE (immediately 

available for world-wide employment).

ARFORGEN establishes a basis to schedule deployments 

on an Army-wide scale. Our planning objective is to be able 

to generate a continuous output of trained and ready forces 

that will be ready to support one operational deployment 

and two years at home station for the active component. 

The planning objective for involuntary mobilization of the 

Army National Guard and Army Reserve units is one year 

mobilized and five years demobilized. This goal will be 

achievable only after completion of all projected modular 

conversions. 

Current levels of operational demand—to include the 

Balkans, the Sinai, and other global commitments in 

addition to Iraq and Afghanistan— exceed the levels which 

had been projected. To meet sustained global demand for 

Army forces, we require timely implementation of policies 

intended to ensure recurrent, assured, and predictable 

access to our Army National Guard and our Army Reserve 

units. Without full access to our reserve component units, 

our active component units will continue to deploy for a 

year, return home for a year, and then redeploy — a situation 

which is creating unsustainable levels of stress on the force. 

When fully operational, ARFORGEN will enable the 

development of a schedule to bring units to full readiness 

– with people, equipment, and training – before they are 

scheduled to deploy. It is also designed to enable the 

following critical objectives:

• Reduce uncertainty for Soldiers, families, and the 

communities that support installations;

• Improve availability of forces for Combatant 

Commanders;

• Generate a continuous level of BCTs, augmented by all 

required supporting organizations (given appropriate 

mobilization authority); and

• Surge additional BCTs, augmented by all required 

supporting organizations (given appropriate 

mobilization authority). 

BUILD ACAMPAIGN-QUALITYMODULAR 

FORCE WITHJOINT ANDEXPEDITIONARY PEDITIONARY 

CAPABILITIES PABILITIES FORTODAY ANDTOMORROW

The war on terror and the changing paradigm for 

maintaining forward presence have created both the 

necessity and the opportunity to accelerate change from 

the current to the future force. Our conversion to a modular 

force – one that is carefully balanced between active and 

reserve component BCTs, Support Brigades, and division 

and corps-level operational command posts – is well 

under way. This conversion is transforming the Army into a 

more lethal, flexible, deployable, and sustainable force. It is 

enabling us to shift the center of gravity of our capabilities 

(previously focused primarily on traditional challenges) 

to better address the full spectrum of traditional, irregular, 

disruptive, and catastrophic challenges. 

The 21st Century necessitates a highly versatile Army that 

can handle a diverse array of operations and missions. The 

combination of transformation, to build a modular Army, 

and continuous modernization, to field Future Combat 

Systems (FCS) new aviation systems, and other advanced 

technologies and systems, is methodically producing the 

and future force. 

FCS is a system of interconnected weapons, communications, and intelligence systems (which include sensors, 

manned and unmanned ground and aerial vehicles, as 

well as improved linkages to national and theater level 

surveillance and imagery systems) that will be immediately 

responsive to Soldiers and commanders. When fielded, 

FCS will provide a persistent, ubiquitous intelligence, 

surveillance, and reconnaissance capability. In addition, it 

will create an integrated, distributed network to leverage 

the value of intelligence and facilitate the rapid employment 

of all weapons system available. 

FCS is the Army’s first major step toward modernization in 

several decades and is our most critical investment. FCS, 

and Army modernization as a whole, is incorporating lessons 

learned from current operations, at home and abroad. 

The capabilities provided by FCS will directly benefit all U.S. 

ground forces, including the Marine Corps and the Special 

Operations Forces from all Services. These capabilities will 

fundamentally alter how we deploy, employ, and sustain our 

ground forces. They will greatly improve our ability to put 

A-4

ARMY STRONG

ADDENDUM A
“boots on the ground,” to stabilize contested zones, and to 

support joint, an interagency and multinational teams. 

FCS capabilities are providing Soldiers with significant 

tactical and operational advantages which are dramatically 

improving our ability to address the dilemma of irregular 

warfare and to conduct operations to prevent and to counter 

insurgencies. 

FCS provides enhanced awareness of friendly and enemy 

situations and improves the ability to operate across larger 

areas with fewer Soldiers. FCS enables the ability to defeat 

weaponry which includes Improvised Explosive Devices, 

anti-tank weapons, and small arms. Because of improved 

understanding of battlefield conditions and better protection, 

Soldiers will be able to operate from extended distances, 

remote locations, and the protection of their vehicles for 

longer periods which will result in fewer casualties. They will 

also benefit from greater precision and responsiveness of 

their weapons, which will improve their ability to operate in 

urban terrain and other complex environments.

By “spinning-out” FCS and advanced technologies into 

our formations – as soon as the capabilities are ready 

– we are strengthening our current forces and working to 

stay ahead of enemies who are constantly adapting their 

tactics and methods. Through “spin outs,” we are working to 

improve both our current and future capabilities.

• The fi rst “spin out,” on track for delivery in 2008, will 

introduce Unattended Ground Sensors, Non-Lineof-Sight Launch Systems, and the Network. These 

capabilities will enhance Soldiers’ understanding of their 

situation in dynamic, battlefi eld conditions by promoting 

a common perspective of enemy and friendly locations 

on digital maps. This improvement will greatly increase 

the area that Soldiers can infl uence and control. The 

Network will also provide Soldiers with more timely 

Actionable Intelligence. 

• The second and third “spin outs,” are on track for 2010 

and 2012 respectively. These “spin outs” will introduce 

new unmanned ground and air systems and to better 

support our Soldiers. These technologies will enable 

A-5

ARMY STRONG

Accelerating FCS across the 

force will benefit Soldier and:

Continued improvements 

for current and future 

requirements will:

• Reduce manpower costs

• Enable maneuver 

 across strategic distances

• Reduce logistics tail

• Fill critical capabilities gaps

• Increase survivability

• Increase lethality 

• Provide greater agility

Enhancing Current to Future Force 

Through Technology “Spin Outs”

“SPIN OUT” ONE - 2008

- Increases situational awareness 

- Provides actionable intelligence 

- Provides for greater Soldier protection

“SPIN OUT” TWO - 2010

System and Component Systems

 • Active Protection Systems

 • Lightweight Multifunctional Armor

 • Mast Mounted Sensor

 • Warfighter Information

 Network-Tactical (WIN-T)

 • Distributed Common Ground 

 System-Army (DCGS-A)

 • Excalibur Precision Munition

- Further improves Soldier protection 

- Increases use of sensors

- Improves weapons precision

“SPIN OUT” THREE - 2012

- Reinforces other “spin outs” 

- Provides unprecedented situational awareness 

- Fully implements Battle Command 

Network and Ground and Aerial Sensors

 • Full Future Combat Systems Battle Command

 • Small Unmanned Ground Vehicles

 • Unamanned Aerial Systems

Networked Sensors and Shooters

 • Unattended Ground Sensors

 • Non Line-of-Sight Launch Systems

 • Initial Future Combat Systems 

 Battle Command

 • Joint Tactical Radio System (JTRS)

Soldier Protection

 • Body Armor Improvements

 • Up Armored Vehicles

 • Other

ADDENDUM A
Soldiers to employ greater numbers of sensors to see 

and fi nd their enemies fi rst. These “spin outs” will also 

enable robotic reconnaissance of dangerous areas, 

mines, and booby traps. Together, they will increase 

Soldier protection, effectiveness, and enhance the 

precision of their weapons. 

• The 2012 “spin out” includes the technologies 

required to complete the fi elding of the Network. 

This improvement will reinforce the comprehensive 

efforts now under way to improve the accuracy and 

responsiveness of the joint weapons systems designed 

to support Soldiers, while providing unparalleled 

connectivity and situational awareness.

When BCTs are fielded with the full complement of FCS 

systems, these units will contain more fighting vehicles 

and more infantry squads than the units we field today. By 

leveraging technologies, and the power of the Network, 

the number of Soldiers in an FCS BCT will be significantly 

fewer than current formations, decreasing in size from 

about 3,850 today to 3,200 in the future. These BCTs 

will have double the amount of critical infantry Soldiers, 

enabling these formations to operate far more effectively 

in irregular environments. Soldiers and commanders will 

enjoy far greater ability to see and to act first – ahead of 

their adversaries – while dealing with the full spectrum of 

challenges they will face.

FCS will produce numerous advantages in tactical and 

operational capability. It will:

• Enable more effi cient use of fuel and supplies, and 

reduce other logistical requirements; 

• Reduce costs associated with both manpower and 

procurement; and 

• Improve the ability of modular brigades to operate as 

self-suffi cient, independent formations over increasingly 

larger areas in far more complex environments. 

Eventually, as key technologies are fielded across the 

force, battalions will be capable of similar levels of selfsufficiency – dramatically increasing the capability and 

effectiveness of U.S. ground and special operations forces 

at lower levels than today.

Despite the benefits FCS will provide, budget cuts and 

overall reductions to the scope of this initiative will delay the 

development and delivery of this much needed capability to 

our Soldiers and the Nation.

The future force comprises more than just FCS-enabled, 

modular BCTs. It includes all of the improvements in 

strategic agility found in the formations above the BCT 

and efficiencies that will result from implementing Base 

Realignment and Closure and Global Defense Posture 

Realignment decisions. These decisions will enable the 

repositioning of forces to better respond to emerging 

strategic challenges. We will also be able to execute much 

of our enduring overseas presence mission with units that 

deploy from the United States for overseas duty, during 

rotational windows scheduled and managed as part of the 

ARFORGEN model. 

For both rotational duties and for contingencies, our units 

will rely on strategic mobility provided by airlift, sealift, and 

prepositioned equipment. To increase both strategic agility 

and efficiency, we began modernizing our prepositioned 

equipment sets to the extent that resources allowed. 

However, current operational demands require us to use 

prepositioned stocks to provide forces today. 

We lack sufficient funding to realign our prepositioned 

equipment sets to support the global footprint we need to 

achieve. Future agility and responsiveness will depend on 

establishing the right balance among forward stationed 

forces, prepositioned equipment, and strategic mobility. In 

addition, our need to rapidly move forces and equipment 

from home station and between theaters of operation will 

become an increasingly important determinant of our ability 

to execute the National Defense Strategy.

Another key aspect of our plan for our future force is 

standardization. We are reducing the number of variants of 

our heavy combat vehicle fleet. This initiative will promote 

standardization, decrease the number of systems that we 

must train active and reserve Soldiers to operate, and reduce 

maintenance costs. 

Our commitment to being a learning, adaptive organization 

is evident in our efforts to apply lessons learned from our 

operations both at home and abroad. 

A-6

ARMY STRONG

ADDENDUM A
We are working to develop a future force that is better able 

to fight as part of joint and coalition formations — in either 

protracted campaigns or in expeditionary operations and 

to serve the Nation – by examining how to best accomplish 

traditional and nontraditional missions such as:

• Sustaining the Force is paramount to the Army’s 

success in defeating our adversaries. It enables modular 

Army logistics units to better anticipate requirements 

and provide rapid, precise capability to Army, joint, and 

multinational partners. We are creating 360 degree 

visibility of all the assets and resources, both deployed 

and in-transit, and improving theater wide distribution 

systems needed to support military operations. 

• Actionable Intelligence is providing Soldiers and 

leaders with expanded situational understanding by 

distributing intelligence with more speed and accuracy, 

ultimately leading to successful operations. 

• Improve Capabilities for Stability Operations is 

developing and improving our capability and capacity to 

conduct stability, security, transition, and reconstruction 

operations within joint and coalition operations and 

to support other U.S. Government agencies while 

continuing to conduct combat operations.

• Improve Contributions to Homeland Defense is 

focusing on balancing capabilities in the active and 

reserve components to ensure the right capabilities 

are available to address expanded homeland defense 

requirements and broaden the options available to civil 

authorities.

• Increase Army Capabilities to Dominate in Complex 

Environments is focusing on improving the Army’s 

ability to operate in complex human, informational, 

and physical environments by increasing Soldiers’ and 

organizations’ cultural awareness, regional familiarity, 

and language skills. 

The combination of transformation and modernization, 

reinforced by our commitment to learn and adapt to traditional 

and nontraditional missions of this type, and continued 

improvements in training Soldiers, developing leaders, and 

improving facilities is producing relevant and ready landpower 

for the 21st Century.

The following initiatives (found at Addendum G) reinforce our 

efforts to Provide Relevant and Ready Landpower:

• Develop Operational Capabilities in LandWarNet

• Execute Major Acquisition Programs 

• Restructure Army Aviation 

• Enhance Joint Interdependence 

• Stabilize Soldiers and Units to Enhance Cohesion 

and Predictability

• Leverage Science and Technology 

A-7

ARMY STRONG

COMPELLING MPELLINGNEEDS

• Full, timely, and predictable funding of the Army’s Fiscal 

Year 2008 President’s Budget request and supplemental 

appropriations are required to build readiness needed to 

execute the National Defense Strategy and to pay for the costs 

of war.

• Resource the Army’s requirements for resetting the force. 

Full funding is needed to restore units—a process with both 

materiel and human dimensions—to required levels of 

readiness to execute projected operational deployments, 

while remaining prepared for likely future contingencies and 

homeland defense missions.

• Support the Army’s efforts to grow our operational forces, 

and restructure our Operating and Generating Forces in our 

active and reserve components, to meet global commitments 

now and in the future.

• Fully fund continuous modernization of the current force 

through Future Combat Systems and key supporting 

programs including: increasing Soldier protection, sustaining 

development of advanced technologies, transforming 

LandWarNet, transitioning Joint Network Node to Warrior 

Information Network—Tactical (WIN-T), and rebalancing 

active and reserve component units and skills.

• Accelerate momentum established in transforming the force 

through modular conversions scheduled in Fiscal Years 2007 

and 2008, and support plans to grow our Operating Force, 

to meet current and future requirements:

- Continue or complete conversion of 17 Brigade Combat 

Teams (1 AC, 16 ARNG).

- Continue or complete conversion of 27 Multi-functional or 

Functional Support Brigades (12 AC, 8 ARNG, 7 USAR).

- Begin conversion of 16 Brigade Combat Teams (4 AC, 

12 ARNG) and 2 ARNG Headquarters.

ADDENDUM A
B-1

ARMY STRONG

ADDENDUMB 

(TRAIN ANDEQUIPSOLDIERS TO 

SERVE ASWARRIORS ANDGROW 

ADAPTIVELEADERS)

We are better preparing our Soldiers for the rigors of war and 

developing our leaders to serve as multi-skilled pentathletes 

able to thrive amidst complexity and uncertainty. Recognizing 

that intellectual change precedes physical change, we are:

• Producing Soldiers armed with the mindset, values, and 

combat skills to serve as competent, resilient warriors.

• Reinforcing a commitment to our Warrior Ethos among 

all of our Soldiers and Army Civilians.

• Enhancing education and training programs throughout 

the Army: at home stations, at our Combat Training 

Centers, within our schools, by leveraging distance 

learning methods – and by increasing opportunities for 

graduate level education.

• Growing innovative, adaptive leaders through training

 and education programs that quickly apply lessons 

learned during combat, stability operations, 

reconstruction, and in providing support to civil 

authorities.

• Enhancing our capabilities by providing the best possible 

training, weapons, sensors, protection, and equipment to 

our Soldiers.

• Expanding our emphasis on language training and 

enhancing cultural awareness in our military education 

programs.

• Improving our Soldiers’ abilities to operate in complex 

environments overseas and with other governments and 

militaries to strengthen the capacity of partner nations.

ACCOMPLISHMENTS COMPLISHMENTS

Since 9-11

• Continued to adapt Combat Training Centers to replicate 

current cultural and language environments, emphasizing 

urban operations, live-fi re convoy training, defeating Improvised 

Explosive Devices, and working with joint and allied forces.

• Continued to enhance Soldier protection by fi elding fl ame 

resistant uniforms and improving individual body armor. Today, 

every Soldier serving in Iraq and Afghanistan is issued improved 

body armor.

• Continued to meet Combatant Commanders’ requirements for 

Tactical Vehicle Armor, delivering over 14,000 Up-Armored 

HMMWVs to key theaters of operation.

• Equipped over 800,000 Soldiers with mission enhancing 

equipment through the Rapid Fielding Initiative.

2006

• Distributed and pre-positioned over 7,000 items of equipment 

to better posture the Army National Guard to respond to 

hurricanes and other missions.

• Applied combat lessons to continue improvements in training 

on essential Warrior Tasks and Drills provided for all Soldiers, in 

all specialties, during initial military training.

• Improved quantity and quality of language training. Soldiers 

and Army Civilians can now study 30 languages available via 

the internet including Arabic, Chinese, and Tagalog. To date, 

more than 66,000 personnel have completed over 85,000 

units of instruction.

• Reduced combat vehicle fatalities by 71 percent from the 

previous year by using a composite risk management process 

in all plans and operations.

• Conducted over 1,700 different resident, non-resident, and 

distance learning training courses in Fiscal Year 2006 for 

Soldiers and civilians across all Army components, other 

services, and many partner nations.

• Expanded our institutional training instruction – from training 

provided to Soldiers entering the Army to the education 

provided to our most senior offi cers – to increase development 

opportunities for Soldiers, military and civilian leaders, and 

students from partner nations.

• Added cultural awareness training to all professional military 

education courses, providing training for over 260,000 

Soldiers and leaders.

• Deployed a new Joint Precision Airdrop system to reduce 

numbers of cargo trucks on the road and limit Soldier exposure 

to enemy fi re. 

ADDENDUM B
B-2

ARMY STRONG

REINFORCE INFORCE OURCENTERPIECE NTERPIECE:

SOLDIERS ASWARRIORS

Soldiers are the Army. This idea is foremost in our thinking. It 

is the Soldier—well trained, equipped, and led—who serves as 

the ultimate expression of the capabilities the Army provides 

to the Joint Force and the Nation. For this reason, Soldiers 

are the centerpiece of our formations. Their “boots on the 

ground” provide capabilities that no technology could ever 

replace. 

Our Soldiers operate in the human dimension—interacting 

with the populace, facing their enemies in close combat, 

while preserving the lives of innocent civilians around them. 

We reinforce these warriors by preparing them with the 

mindset, training, and equipment they need to accomplish 

their mission in an increasingly uncertain, unpredictable 

security environment.

The Warrior Ethos, a set of principles we live by, is imbued 

and reinforced through adherence to Army Values, and 

exemplary standards of conduct and discipline. Our Warrior 

Ethos serves as the bedrock to prepare Soldiers and leaders 

to face danger and uncertainty, think critically, and solve the 

complex problems they face on today’s battlefield. These 

values are reflected in three sets of guideposts for key groups 

within our Army: the Soldier’s Creed, the Noncommissioned 

Officer’s Creed, and the Civilian Corps Creed. To reinforce 

our commitment to values, we work aggressively, in our units 

and across the training base, to build pride in the Army’s 

traditions and our record of service to the Nation.

Our Soldiers believe in their mission. They are making 

enormous sacrifices so that others may live in peace and 

freedom. Their continued honorable, selfless service against 

ruthless, adaptive enemies is a testament to our valuesbased Army. Our nation must remain equally committed to 

them by providing the capabilities and support they need to 

succeed in their mission.

TRAINSOLDIERS 

To accomplish our mission, we are preparing our Soldiers 

from all components to conduct the full spectrum of 

operations as part of joint, interagency, and coalition teams. 

This spectrum ranges from engaging with friends, allies, and 

partners to strengthen their capacity to conducting major 

combat operations. 

We are transforming how we train and educate our Soldiers 

to better prepare them to deal with the challenges they will 

face today and tomorrow. We take a “lifelong approach” to 

enhancing knowledge and skills. We begin upon entry into 

service and furnish opportunities for professional growth 

and learning throughout their careers. 

To better prepare Soldiers for combat, we have enhanced 

the rigor and relevance of training for newly enlisted Soldiers 

and recently commissioned officers. Today, every Soldier 

and officer, regardless of specialty, becomes a warrior first. 

A grouping of carefully selected Warrior Tasks and Battle 

Drills, developed from lessons learned on the battlefield, 

builds proficiency and confidence to function in today’s 

Integrating Training into 

Army Force Generation

RESET and TRAIN POOL

Preparing for Worldwide Deployment

READY POOL

Eligible for Deployment Exercises

AVAILABLE POOL

Available for Worldwide Deployment

 • Institutional initial 

 military training

• Professional Military

 Education

• Individual and unit 

 training at home station

• Unit (Mission 

 Readiness Exercises) 

 at Combat Training 

 Centers

• Battle Command 

 Training Program

• Unit training in theater

• Self development via 

 distributed learning

ADDENDUM B
operational environment. We conduct a biannual review of 

these tasks and drills to ensure continued relevance.

Through a program we call Operation Warrior Trainer, we are 

using the recent combat experiences of junior leaders from 

the Army National Guard and the Army Reserve to better 

prepare leaders for the challenges they will encounter. This 

program relies upon officers and noncommissioned officers 

who volunteer to serve in our Training Support Brigades. 

They teach, coach, and mentor their fellow Soldiers in the 

tactics, techniques, and procedures that were successful 

during their recent combat tours.

We are increasing our investment in our Soldiers to develop 

foreign language capability and 

to increase their appreciation, 

understanding, and respect for 

other cultures. These two areas 

establish the foundation for 

improving our Soldiers’ abilities to 

operate in complex environments 

overseas and to work closely with 

other governments and militaries 

to strengthen the capacity of 

partner nations. 

Our operations in recent years 

have underscored the important 

role that language proficiency 

plays in the execution of successful 

operations. It accelerates the 

process of building rapport 

with the local populace, partner 

nations, and other organizations. 

In addition to language training in 

our schoolhouses, we also provide training on 30 languages 

to all Soldiers and Army Civilians through modern distance 

learning methods. Language proficiency, coupled with 

focused instruction, is helping to improve cultural awareness 

and enhance leader development. In addition, we are 

expanding opportunities for graduate level studies in all 

aspects of foreign cultures, which has the additional benefit 

of helping to retain our junior officers. 

In addition to these enhancements in training Soldiers and 

leaders, we are improving how we develop the readiness 

of our units. Our Combined Arms Training Strategy is 

designed to provide trained and ready forces to meet the 

Combatant Commanders’ operational requirements. This 

strategy features specific activities throughout what we 

refer to as multiple training domains: institutional, unit, and 

self-development. The cycles of Army Force Generation 

(ARFORGEN) – RESET and TRAIN, READY, and

AVAILABLE – allow commanders to optimize available 

training time in each of these domains, in a progressive 

manner, from individual training and education to more 

complex tasks in which whole units are involved. We carefully 

manage the flow of equipment throughout the cycles of 

ARFORGEN to ensure units have the tools they need to 

conduct demanding, realistic unit training. Applying the latest 

technology to use simulated training experiences and other 

tools is helping us to remain ahead of our adversaries and 

to quickly adapt our doctrine and 

training methods to prepare for a 

complex, dynamic environment. 

We are also expanding our 

distributed learning program

to enhance opportunities to 

develop our Soldiers and Army 

Civilians. On an average day over 

22,000 Soldiers participate in 

one or more of the over 2,600 

available online courses, including 

foreign language and cultural 

awareness training, to improve 

job proficiency and to work 

toward civilian degrees. Army 

Knowledge Online, the largest 

and most mature of all Department 

of Defense (DoD) portals, is 

the model for development of 

Defense Knowledge Online 

(DKO). Defense Knowledge Online will be established 

as the DoD portal for personnel from all services, and will 

be the interface for providing DoD users with the services 

needed to accomplish their mission.

ENHANCE THECOMBATTRAININGCENTERS

To better prepare our forces for the rigors of an increasingly 

uncertain, complex, and dangerous environment, we 

are continuing to enhance our Combat Training Center 

Program. We maintain three Combat Training Centers 

(CTC) which support large scale training operations. A 

fourth center supports the execution of the Battle Command 

Training Program, which facilitates training through 

B-3

ARMY STRONG

ADDENDUM B

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f]k_\Le`k\[JkXk\jf]8d\i`ZX`eZcfj\ZfdYXk%

@XdX^lXi[`Xef]]i\\[fdXe[k_\8d\i`ZXenXpf]c`]\%

@XdXe8d\i`ZXeJfc[`\i%
Multi-skilled Leader

Strategic and creative thinker

Builder of leaders and teams

Competent full spectrum 

warfighter or accomplished 

professional who supports the 

Soldier

Effective in managing, 

leading, and changing large 

organizations 

Skilled in governance, 

statesmanship, and diplomacy

Understands cultural context, 

and works effectively across it

•

•

•

•

•

•

Leader Attributes

Sets the standard for integrity 

and character

Confident and competent 

decision-maker in uncertain 

situations:

Prudent risk taker

Innovative

Adaptive

Accountable 

Empathetic and always 

positive

Professionally educated and 

dedicated to life-long learning

Effective communicator

•

•

°

°

°

°

•

•

•

Army Leaders in the 21st Century

“The Pentathlete”

Personifies the 

Warrior Ethos in all 

aspects, from war 

fighting to 

statesmanship to 

enterprise 

management ... 

It’s a way of life.

advanced simulation based exercises. We are adapting 

the settings, conditions, and scenarios used at all of our 

centers based on operational experience. To better prepare 

our Soldiers, leaders, and units, our goal is to accurately 

reproduce the complex environments—terrain, culture, 

language, and information—in which they will operate. 

At the CTCs, our Brigade Combat Teams and other units 

conduct pre-deployment training on their core mission 

skills. As units practice their missions at the CTCs, they will 

encounter nongovernmental organizations, media, coalition 

forces, hundreds of civilians, interagency organizations 

and often, special operations forces. This training is 

crucial to developing readiness for combat. It enables 

our units to hone their skills and to develop into effective, 

cohesive teams before they deploy to our theaters of 

operation.

As we transform to a larger, more capable operational force, 

we require additional training capacity. In addition, our 

training centers are exceeding their capacity because of 

sustained high levels of strategic demand for Army forces. 

To meet the increasing need for world-class training to 

certify our units before they deploy, we are developing an 

exportable training capability. This capability is providing 

an experience that is close to what is provided at our actual 

centers at units’ home stations. This initiative provides 

greater flexibility to meet the schedules established by the 

Combatant Commanders. It can also serve to reduce the 

time that our Soldiers are away from their home stations.

Our Battle Command Training Program provides realistic, 

stressful training, and leader development for corps, division, 

and brigade commanders and their staffs. We use the latest 

simulation technology and developments in operational 

scenarios to create the challenging, dynamic conditions 

these headquarters will encounter when deployed. This 

program prepares them to serve as joint and coalition task 

force operational headquarters in combat.

The rigor and relevance of our CTC Program is enhancing 

our capabilities across the full spectrum of operations. By 

improving pre-deployment preparation, it is also reducing 

risk to our Soldiers.

GROWADAPTIVELEADERS

Today’s security environment requires more of Army leaders 

at all levels. The evolving Transition Team mission that our 

officers and noncommissioned officers are performing – to 

train foreign nation’s security forces – is but one example of 

the challenges our leaders are dealing with. As we have seen 

in Iraq, Afghanistan, Korea, Europe, across the Americas, in 

peace enforcement operations around the world, and while 

providing civil support, the actions of individual Soldiers 

and leaders are vital to success and can have strategic 

consequences. 

B-4

ARMY STRONG

ADDENDUM B
To better prepare our leaders to develop creative solutions 

to the complex, ambiguous problems they will face, we 

formed a special task force to Review Education, Training 

and Assignments for Leaders. We drew upon the ideas 

and experiences of the finest leaders inside and outside of 

the Army. 

The results of this task force’s work are now being 

incorporated into Army Leaders for the 21st Century 

(AL21) – a comprehensive initiative designed to build 

leaders akin to pentathletes, skilled in many disciplines 

and able to rapidly transition between complex tasks with 

relative ease. 

We are evolving our training and education programs for 

our officers, noncommissioned officers, and civilians to 

grow military and civilian pentathletes. We are teaching our 

leaders critical thinking skills – emphasizing how to think, not 

what to think. Our focus is to develop highly adaptive leaders 

who have the intellectual agility needed to thrive in adverse, 

dynamic situations. 

For our newly commissioned officers we implemented the 

Basic Officer Leader Course (BOLC). Consistent with our 

warrior first approach, this tough, standardized, small-unit 

leadership experience ensures that all junior officers, in all 

of our branches, master the skills they will need to lead in 

combat. Our warrant officer and noncommissioned officer 

programs are experiencing similar improvements in the 

rigor and relevance of training and education.

Guided by AL21, we are also overhauling our Civilian 

Education System. We are creating a progressive, 

sequential program to enhance leader development and 

provide structured education opportunities for our Army 

Civilians throughout their careers. Our goal, is to create 

Army Civilians who, as pentathletes, exemplify the Civilian 

Corps Creed in dealing with the full range of challenges 

they will face in providing our Soldiers with the resources, 

quality of life, infrastructure, and other support they will 

need to accomplish the Army’s mission.

EQUIPOURSOLDIERS

Providing our Soldiers with the best possible equipment 

is our highest priority. The changed conditions of warfare 

necessitate that we can no longer accept risk in how we 

equip all of our Soldiers. Since there are no front lines in 

today’s battlefields, we must now equip all of our units with 

night vision goggles, crew served weapons, communications 

equipment, and other critical items they need to survive. 

We must also provide them with every means available to 

protect them and to minimize the risks to which they are 

exposed. 

One of the many programs we have designed to increase 

individual Soldier capabilities is the Rapid Fielding Initiative.

B-5

ARMY STRONG

Accelerating Force Protection Equipment to Soldiers

Area

Individual Body 

Armor (IBA)

All Soldiers and DoD civilians in 

theater equipped; more than 

900,000 IBA fielded; (more than 

271,000 Deltoid Axilliary Protectors 

issued; and more than 276,000 

Ballistic Side Plates issued)

More than 14,700 Up-Armored 

HMMWVs in Iraq, Afghanistan 

and Kuwait

More than 26,000 vehicles in 

theater have add-on armor kits

Provided more than 540 ASVs 

in theater

Provided more than 1,200 

aerial vehicles in theater

All theater rotary wing aircraft 

upgraded with new ASE system

More than 40 systems deployed

More than 6,400 

Up-Armored HMMWVs in 

Iraq and Afghanistan

500 Up-Armored HMMWVs 

in Iraq and Afghanistan

Contingency mission only

No ASVs in theater

8 aerial vehicles in theater

In process of upgrading rotary 

wing aircraft with basic ASE

No systems deployed in theater No systems deployed in theater

All Soldiers and DoD civilians 

in theater equipped; and 

60,000 Deltoid Axilliary 

Protectors issued

More than 19,000 vehicles in 

theater have add-on armor kits

Resurrected a terminated 

program; more than 80 

ASVs in theater

591 aerial vehicles in theater

New ASE system in theater, 

limited fielding to aircraft

Estimated 10 percent of 

Soldiers in Iraq equipped

Up-Armored

HMMWVS

Armored Security 

Vehicle (ASV)

Buffalo Armored Vehicle

Unmanned Aircraft 

Systems

Rotary Wing Aircraft 

Survivability 

Equipment (ASE)

Tactical Wheeled Vehicle 

Add-on Armor Kits

Where We Were

September 2003

Where We Were

January 2006

Where We Are

January 2007

ADDENDUM B
This initiative accelerates the fielding of commercial, offthe-shelf technologies to quickly deliver state-of-the-art 

equipment to our Soldiers to enhance their performance. 

The Rapid Fielding Initiative provides a specific set of 

equipment to every one of our deploying Soldiers. We 

provide additional items of equipment to our Soldiers 

assigned to Brigade Combat Teams. Since its inception, this 

initiative has equipped nearly 800,000 Soldiers. 

Recent experiences in operational theaters help us to 

determine the items we furnish to our Soldiers. Key examples 

of Rapid Fielding Initiative successes include: the Advanced 

Combat Helmet, which enhances protection, comfort, and 

permits better hearing; and the Improved First Aid Kit, which 

improves the ability to treat bleeding from wounds and 

remove airway obstructions. We plan to complete fielding 

these items to all operational forces by October 2007.

Another key program, in which we restore battle losses 

and repair worn equipment, is our Reset Program. During 

“reset,” we restore Soldier and unit capability by repairing or 

replacing key items of their equipment, or issuing whole new 

types of equipment to them. We also provide training on new 

equipment that our Soldiers are issued.

Like other aspects of support for an Army at war, our Soldiers’ 

effectiveness and protection depends upon a sustained 

national commitment to train and equip them properly. Since 

2003, we have issued over 900,000 sets of improved body 

armor. We have delivered more than 14,000 up-armored 

HMMWVs to our theaters of operation. In addition, we have 

deployed manned and unmanned systems to detect and to 

defeat Improvised Explosive Devices (IEDs). We have also 

fielded new systems such as the Armored Security Vehicle 

and the Buffalo Armored Reconnaissance Vehicle to better 

protect our convoy formations.

The IED is the deadliest terrorist method being used against 

our Soldiers. We are investing unprecedented resources to 

counter this threat. The Army Asymmetric Warfare Office

is our focal point to integrate a diverse range of asymmetric 

warfare initiatives. These initiatives include countering IEDs 

and to provide specific training. This office also serves as our 

link to Defense Department initiatives in this area.

Our Rapid Equipping Force is another means we are using 

to better protect our Soldiers. This force works in partnership 

with industry, academic, and military leaders to quickly 

support unit equipping needs. It furnishes commanders 

with readily employable solutions to enhance lethality and 

survivability, using both off-the-shelf and new technologies.

The Rapid Equipping Force is enabling us to remain ahead 

of adaptive enemies and save Soldiers’ lives. Examples of 

Rapid Equipping Force successes include the deployment of 

language translators, vehicle scanning systems, and robots 

able to inspect possible IEDs.

The following initiatives (Addendum G) reinforce our efforts 

to Train and Equip Soldiers to Serve as Warriors and Grow 

Adaptive Leaders:

• Army Initiatives to Improve in Irregular Warfare 

Capabilities

• Expand Cultural Awareness and Foreign Language 

Capabilities

• Support the Joint National Training Capability

B-6

ARMY STRONG

COMPELLING MPELLINGNEEDS

• Full funding for Army operations and maintenance accounts to 

ensure readiness – of fully manned, trained, and equipped units 

– able to execute the full spectrum of operations.

• Full funding of equipment modernization programs to accelerate 

the delivery of advanced technologies to our Soldiers to increase 

their combat effectiveness and protection.

• Continued support to reset unit equipment, needed to train 

Soldiers and to develop readiness to meet current and future 

challenges and defend the homeland.

• Support to implement Army Leader for the 21st Century policies, 

programs, and initiatives designed to build pentathletes.

• Full funding of infrastructure improvements – new construction 

and upgrade of existing training facilities and ranges – to support 

our Combat Training Center Program and at our installations.

• Full funding to expand our capacity to train Soldiers and 

grow adaptive leaders at our Combat Training Centers, at 

home stations, and across our institutional training base to 

accommodate the expansion of the Army.

• Full funding to support the continued expansion of our language 

and cultural awareness programs in our schoolhouses and in 

our unit based activities. 

ADDENDUM B
C-1

ARMY STRONG

ADDENDUMC 

(SUSTAIN ANALL-VOLUNTEER LUNTEERFORCE 

COMPOSED OFHIGHLYCOMPETENT MPETENT 

SOLDIERS THAT AREPROVIDED AN 

EQUALLYHIGHQUALITY OFLIFE)

Our continuing success in accomplishing the Army mission 

is directly attributed to the talented men and women of our 

Army who provide “boots on the ground” around the world. 

We are sustaining the All-Volunteer force by:

• Honoring our commitment to care for these versatile 

young Americans and their families.

• Enhancing numerous programs for housing, 

education, health care, and other areas to improve 

how we support our Soldiers and their families.

• Promoting a greater sense of belonging to units and 

communities to build readiness and cohesion while 

reducing uncertainty.

• Executing a full range of initiatives to recruit and retain 

Soldiers with the right aptitudes and attitudes.

• Working to match the quality of life that our Soldiers 

enjoy to the quality of service they provide to the 

Nation.

RECRUIT ANDRETAIN THEALL-VOLUNTEER LUNTEER 

FORCE

Sustaining the All-Volunteer force as an enduring institution 

is a fundamental strategic objective for the Army. It serves 

as a vital investment in the future security of our Nation. 

We enjoyed great success in manning the Army during 

2006. More than 184,000 qualified men and women 

answered the Call to Duty by choosing to serve. We 

exceeded our 80,000 total accession goal for the active 

component by 635 Soldiers – the most we have accessed 

since 1997. Our Army National Guard met 98.6 percent 

of its total annual goal (69,042 of 70,000) – achieving 

its highest number of accessions since 1993. Our Army 

Reserve finished the year at 95.4 percent of its total annual 

goal (34,379 of 36,032). 

The success we enjoyed during 2006 is significant in 

light of changing public attitudes toward the war and an 

improving economy and job market. Less than one-third 

of our primary recruiting market (17 to 24 year old males) 

is fully qualified to serve in the Army (see Figure C-1). We 

compete with the other Services for this relatively small 

pool of eligible candidates. Our challenge is perhaps the 

most difficult in the Armed Forces because we are the 

largest, most manpower-intensive Service. We recruit 

more new enlistees each year than all of the other Services 

combined. 

With the support of the Congress and the Department 

of Defense, we accomplished our objective in 2006. 

We attribute our success to improved advertising, an 

expanded recruiter base, and enlistment incentives 

program enhancements. New programs, such as the 

Army Referral Bonus and the Recruiter Incentive 

Pay Program, along with several recruitment policy 

ACCOMPLISHMENTS COMPLISHMENTS

Since 9-11

• Exceeded combined active and reserve retention goal each 

year.

• Built over 26,500 barracks spaces and modernized over 

12,200 existing spaces through our Barracks Modernization 

Program.

• Dramatically improved family housing by privatizing 73,000 

sets of quarters at 34 different installations through the 

Residential Communities Initiative.

• Consistently improved care for injured and severely wounded 

Soldiers upon their return from theater.

• Established a comprehensive Well–Being framework to 

integrate, resource, and measure quality-of-life programs for 

Soldiers and families.

• Provided rest and recuperation opportunities for more than 

400,000 deployed Soldiers and Army Civilians.

2006

• Exceeded retention objectives in all three components.

• Achieved Active Component recruiting objective of 80,000 

Soldiers – most Soldiers recruited since 1997.

• Improved support to families by improving family support 

programs at installations.

• Increased command support for Family Readiness Groups at 

all levels of organization. 

• Expanded Virtual Family Readiness Groups to improve 

support for families in remote locations.

• Expanded community-based Child and Youth Services 

programs for child care, youth outreach, and school transition 

to support more than 200,000 Army children and youths.

• Expanded the Residential Communities Initiative to include 

construction of 392 apartments to house bachelors and 

unaccompanied Soldiers. 

ADDENDUM C
C-2

ARMY STRONG

changes and improved processes, also contributed to 

these successes. We will require continued resources and 

support in the coming year to attract and access the best 

possible Soldiers to man our formations.

In October, we announced a new Army Recruitment 

Advertising Campaign: Army Strong. This campaign 

highlights the physical, mental, and emotional strength of 

Soldiers. It draws from past successes the Army has achieved 

and underscores the strength and pride our Soldiers 

demonstrate daily while serving the Nation, at home and 

abroad. We are optimistic that this campaign, reinforced by 

the support of the Congress and the American people, will 

enable our 2006 recruiting successes to continue during 

2007.

The Army continues to retain Soldiers at tremendously high 

levels. While fighting the war on terror, we have surpassed 

our combined Army-wide retention goals, each year, since 

2002. In 2006, we exceeded our retention goals in the 

active component by five percent, in the Army National 

Guard by eighteen percent, and in the Army Reserve by 

three percent. 

Our Soldiers value the Army’s tradition of service to the 

Nation. They appreciate the opportunity to contribute to 

national security in a meaningful way. We continue to reenlist 

two out of every three eligible Soldiers who reach the end 

of their term of service. We are particularly proud that one 

out of every two first-term Soldiers decides to reenlist. We 

believe that our success in retention results from the high 

quality of leadership that our Soldiers experience in their 

units. 

The continued support of spouses, parents, and veterans, 

along with the employers of our reserve component 

Soldiers, plays a huge role in recruiting and retaining our AllVolunteer force. Their support directly affects the pride and 

morale of each of our Soldiers. We have recognized over 

800,000 of these key influencers through the Freedom 

Team Salute Program. 

CARE FORSOLDIERS, CIVILIANS VILIANS, AND 

ARMYFAMILIES

Caring for Army families plays a vital role in sustaining 

the commitment of our Soldiers and Army Civilians. Our 

leaders concentrate on this critical aspect of their duties. 

We apply resources carefully to maintain and to improve 

the programs that are of the greatest concern to our family 

members. We constantly work to assure our Soldiers, their 

families, and our civilian employees that they will be well 

taken care of and that their needs will be met. 

ADDENDUM C

20%

Medically Disqualified

6% Morally

Disqualified

7% Disqualified Due 

 to Dependents 16% Require Medical or 

Moral Waiver

29% Potentially Fully 

Qualified

22% Disqualified Due

 to Overweight

Of the 15.4 million U.S. male population *(17 - 24 years old), 

6.9 million (45%) are potentially fully qualified or require a waiver.

Only 29% are potentially fully qualified

*This population does not include the incarcerated or those already in the military 

Less than 3 of 10 are potentially fully qualified to serve in the Army

Source: Center for Accessions Research, U.S. Army Accessions Command

Primary Military Recruiting Market

1.9 million (12%) Fully Qualified with:

• High School Diploma Graduate

•Qualifying Scores on Military Entrance Exams

Figure C-1
Army Well-Being programs provide leaders a variety of 

ways to care for our people. We have integrated numerous 

Army-wide quality of life functions into a comprehensive 

Well-Being framework to better enable us to focus 

resources, measure success, and address the needs of 

an Army at war. Our expanding Morale, Welfare, and 

Recreation Programs are a key part of this framework. 

These programs help to reduce the stress of daily 

challenges and enhance mental and physical fitness for our 

Soldiers, their families, and our Army Civilians. 

Family Readiness Groups, to include Virtual Family 

Readiness Groups, continue 

to be the centerpiece of 

our efforts to care for 

families before, during, and 

after Soldier deployments. 

Our new Family Readiness 

Deployment Assistant 

Program, which provides 

administrative and logistical 

support to Family Readiness 

Group leaders and Rear 

Detachment Commanders, 

has been a great success. 

In 2006, The Army 

Chaplaincy’s Strong Bonds 

Program reached more than 

40,000 active and reserve 

Soldiers. This program 

is designed to help our 

Soldiers to maintain healthy 

family relationships.

Other programs and 

initiatives designed to reduce 

the stress of war for our 

Soldiers, families, and Army Civilians include:

• U.S. Central Command Rest and Recuperation 

Program

• Deployment Cycle Support Program

• Military One Source

• Multi-Component Family Network

• Child and Youth Services School Transition 

Services

• Spouse Employment Partnership

• Family First Household Goods Shipping Initiative 

Health care is another critical aspect of caring for our 

Soldiers and their families. The Army provides worldclass health care for over 3.5 million beneficiaries, on 

the battlefield, and at hospitals and clinics worldwide. 

To fulfill our obligation to care for Soldiers and families, 

we continually look for ways to improve health and wellbeing. The U.S. Army Wounded Warrior Program

exemplifies our commitment to honor the Soldier’s Creed 

by “never leaving a fallen comrade.” This program provides 

continuous, comprehensive transition and support services 

for our severely wounded Soldiers. These services continue, 

even if a Soldier is medically 

retired, to help our wounded 

warriors receive the support 

they have earned through 

their service to the Nation. 

IMPROVESOLDIER 

ANDFAMILY 

HOUSING

Our commitment to 

providing quality housing 

for our Soldiers is reflected 

in the progress we are 

making in our Barracks 

Modernization Program

and in our Residential 

Communities Initiative. 

We have been working 

aggressively, over many 

years, to improve the quality 

of the barracks which house 

our Soldiers. By the end 

of 2006, we had funded 

85 percent of our goal for 

Army-wide modernization. 

We expect to complete the funding of this vital initiative by 

the end of 2011. In addition, we are planning for 36 percent 

of our barracks for new Soldiers entering the force to be 

modernized by 2013. We are continuing to modernize 

the barracks used by our Army National Guard and Army 

Reserve Soldiers during their annual training. 

Through the Residential Communities Initiative, we 

are providing better family housing for our Soldiers 

by employing an innovative privatization process. This 

program leverages private investment capital to improve 

C-3

ARMY STRONG

ADDENDUM C
housing at much faster rates than traditional methods of 

financing and contracting for military construction. When 

completed in 2010, over 98 percent of Army housing in 

the United States will have been privatized – over 86,000 

units at 45 installations. We have also constructed more 

than 7,600 family homes and renovated over 8,000 

existing homes using traditional military construction. 

Improving housing is one of the most effective ways to 

provide our Soldiers and families with a quality of life that 

recognizes their service to the Nation. Our programs in 

this area have a positive, enduring effect on morale, enable 

our Soldiers to provide for their families, and contribute 

immeasurably to our ability to sustain our All-Volunteer 

force. 

The following initiatives (found in Addendum G) reinforce 

our efforts to Sustain an All-Volunteer Force:

• Provide Competitive Compensation

• Develop Resilient Army Families

• Provide a System that Promotes Continuous 

Personal and Professional Learning Development

C-4

ARMY STRONG

COMPELLING MPELLINGNEEDS

• Support and full funding for critical recruiting and retention 

goals that enable the Army’s effort to grow the Army by:

- Achieving accession and retention goals across all 

components of the Army by providing incentives, recruiters, 

advertising, and other support.

- Continuing support of Army initiatives to provide greater 

predictability and stability for Soldiers and their families in 

both our active and reserve components.

• Support and full funding for quality-of-life programs that 

sustain the propensity to serve demonstrated by our Soldiers, 

their families, and our civilian employees and ensure a quality 

of life that matches the quality of their service to the Nation 

by: 

- Supporting housing initiatives to provide quality housing for 

Soldiers and families at installations impacted by current 

operations, Base Realignment and Closure, and the 

Global Defense Posture Realignment.

- Supporting initiatives to improve medical care in both active 

and reserve components that attest to the Nation’s concern 

for Soldier well-being. 

- Supporting construction of Child Development Centers, 

Youth Centers, Fitness Centers, Recreational Facilities, and 

Chapels. 

ADDENDUM C
D-1

ARMY STRONG

ADDENDUMD 

(PROVIDEINFRASTRUCTURE FRASTRUCTURE AND 

SUPPORT TOENABLE THEFORCE TO 

FULFILLITSSTRATEGIC RATEGICROLES AND 

MISSIONS)

To better enable the force to fulfill its strategic roles and 

missions, we are:

• Adjusting our global footprint to be better positioned 

for the challenges of the 21st Century and the long 

war on terror.

• Transforming our installations, depots, and arsenals 

– and the information network that connects them – to 

become more effi cient and better able to support the 

Army’s mission, at home and abroad.

• Challenging the way we conduct the business of the 

Army – constantly fi nding ways to improve, to increase 

productivity, and to maximize the use of every dollar.

• Transforming the Army’s structure, systems, processes, 

and logistics automation to enable Soldiers to sustain 

the full range of our global commitments. 

ADJUSTGLOBALFOOTPRINT OTPRINT TOCREATE 

“FLAGSHIPS AGSHIPS OFREADINESS ADINESS”

We are repositioning all of our bases and facilities in one 

of the most sweeping structural and basing changes in 

our history. Our plan directs, by 2013, the movement 

and consolidation of major elements of our operating and 

generating forces through over 1,800 individual moves. 

We are working now to establish the environmental 

foundation and to initiate the renovation and construction 

required to reposition many of our schoolhouses, 

headquarters, and major supporting activities.

We are committed to creating “Flagships of Readiness,” a 

concept that is an imperative for our Army and the Nation. 

To be ready to execute the National Defense Strategy, in 

wartime, we are working to dramatically improve our 

capacity to train Soldiers and leaders and to generate 

combat power in time of war. 

Our plan is guiding the overall transformation of our 

support infrastructure to better enable our ability to:

• Furnish tough and realistic training;

• Prepare and deploy forces;

• Provide standards for quality of life that our Soldiers 

and families deserve;

• Establish modern working conditions for our Army 

Civilians; and

• Establish the infrastructure needed to support and 

sustain the All-Volunteer force.

Our plan integrates Base Realignment and Closure 

decisions, Global Defense Posture Realignment, and the 

actions required to build a modular Army – which will allow 

us to divest Cold War era bases and facilities to create 

the global infrastructure required for a new era. This plan 

depends on careful synchronization of our stationing, 

construction, and deployment schedules to support 

the war on terror and other missions. If done efficiently, 

this consolidation will yield tremendous savings over 

ACCOMPLISHMENTS COMPLISHMENTS

Since 9-11 

• Created the Installation Management Agency to unify the 

business structure of Army installations and to create uniformly 

high standards of quality for Soldiers and their families.

• Developed a strategic stationing plan that synchronizes Base 

Realignment and Closure, Global Defense Posture Realignment, 

Army Modular Force initiative, and the demands and realities of 

the Global War on Terror.

• Optimized Power Projection Platforms – enabling wartime 

mobilization and facilitating over 700,000 Soldier deployments 

for the war on terror.

2006

• Developed facilities support strategy to meet the target 

dates established by Base Realignment and Closure law, 

Global Defense Posture Realignment, and to build the Army 

Modular Forces which requires the execution of approximately 

$38 billion in Military Construction and related projects 

between 2007 and 2013.

• Implemented Lean Six Sigma methodology within all 

Army Commands, Direct Reporting Units, Army Service 

Components of Joint Commands, and across Headquarters, 

Department of the Army. 

• Received four Shingo Prizes for the Public Sector for improving 

business practices at key Army Materiel Command depots.

• Activated the Army Sustainment Command to serve as our 

national logistics integrator.

ADDENDUM D
time – while posturing our forces, logistics activities, and 

power projection platforms to respond to the demands of 

the Nation as efficiently and as effectively as possible. 

In support of our plan, we have received significant 

support from the President, the Secretary of Defense, and 

Congress; however, we require significant resources to 

improve training, housing, and deployment facilities on our 

installations and infrastructure. We are continuing to assess 

the impact of budgetary challenges on the timing of our 

comprehensive global restationing plan. We started Fiscal 

Year 2007 under a continuing resolution for the Military 

Construction, Quality of Life, and Veterans Affairs (VA) 

Bill. This measure kept dollars flowing, yet greatly affected 

the timing of our ability to construct vital facilities needed 

to house and to train our Soldiers. 

We are at the forefront of an extraordinarily complex 

challenge, one that must be supported with timely funds 

to adhere to an intricate, complex schedule. Repositioning 

our forces worldwide impacts not only the lives of our 

Soldiers and their families; but also, our overall ability to 

execute the National Defense Strategy. To execute our plan 

according to schedule, and to continue to meet strategic 

requirements for forces and capabilities, we require timely, 

sustained funding. Failure to underwrite this commitment 

with sustained and timely resources will increase risk for 

the Army and the Nation.

IMPLEMENT PLEMENTBUSINESSTRANSFORMATION ANSFORMATION

As we are changing the way we operate militarily, we are 

also changing how we do business. We are aggressively 

transforming our business methods and our workforce 

culture to reflect best practices in civilian industry. These 

changes will enhance the Army’s ability to deal with the 

challenges we will face today and tomorrow.

Successful business transformation is essential to our longterm health. It is freeing human and financial resources 

that we are directing to our core warfighting missions. In 

addition, by “taking work out” of our processes – reducing 

waste in all its forms – we are accelerating the rate of our 

transformation. 

The centerpiece of our business transformation is 

continuous improvement. Through the application of 

Lean Six Sigma (LSS), we are critically analyzing how 

we do business. Using this methodology, now increasing 

its appeal throughout civilian industries, we are constantly 

identifying ways to increase productivity, reduce cycle time, 

and decrease our overall resource demands. 

The initial focus of our LSS deployment has been on 

processes used within our operating and generating 

forces. We currently have over 500 active projects 

designed to improve efficiency across the Army. We have 

already enjoyed great success from completed projects 

in certain areas, as evidenced by continued improvement 

in manufacturing and repair processes at several depots 

and arsenals within our Army Materiel Command (AMC). 

During the past year, four of these AMC depots received the 

coveted Shingo Prize in 2006 for their efforts to improve 

manufacturing practices. We will continue to work toward 

full implementation throughout the Army and to replicate 

these successes in all our activities.

D-2

ARMY STRONG

MAJORSTATIONING ATIONINGMOVES IN2007

• 1st Brigade, 1st Armored Division moves from Germany to 

Fort Bliss.

• 2nd BCT, 4th Infantry Division moves to Fort Carson.

• 17th Fires Brigade moves from Fort Sill to Fort Lewis.

• 5th Brigade, 2nd Infantry Division (Stryker Brigade Combat 

Team 7) activates at Fort Lewis.

• Support Brigade (Maneuver Enhancement) activates at 

Fort Polk.

• 3d COSCOM moves to CONUS and will refl ag as the 

3d Expeditionary Sustainment Command.

ADDENDUM D
DEVELOP THELANDWARNETINSTITUTIONAL STITUTIONAL 

INFRASTRUCTURE FRASTRUCTURE

We continue to invest in information technology (IT) at 

our installations and reserve component facilities. We 

are working to establish the architecture to provide the 

foundation for LandWarNet, the Army’s portion of the 

Global Information Grid. LandWarNet moves information 

through a seamless network to better support our combat 

forces and the infrastructure that generates and supports 

them. Our IT infrastructure will also enable operational 

forces to “reach back” for data in the form of high definition 

intelligence products, voice, video, and data. 

Consolidating IT network services is helping to increase 

LandWarNet’s efficiency and effectiveness. LandWarNet 

is enabling us to establish Area Processing Centers to 

better facilitate and consolidate support for operations 

in many diverse regions. LandWarNet is reducing 

vulnerabilities, while increasing both access to and security 

of our information. Our investment in LandWarNet is 

helping to improve the Army’s ability to conduct joint, 

interagency, and multi-national operations. This capability 

will fully leverage the potential value of the network to 

promote common understanding, move data in real-time, 

and support operations, at home and abroad. 

We are improving how we manage our network. We are 

applying new technologies and implementing sound 

investment guidance. We are also dramatically improving 

the quality of available data by transforming the processes 

used to analyze and distribute it. While helping to avoid 

information overload, this initiative will enable the sharing 

of knowledge needed to optimize decision making. It will 

also facilitate more effective and more efficient mission 

planning and performance across the Army. 

ENHANCELOGISTICS GISTICSREADINESS ADINESS

While the Global War on Terror remains our top priority, 

we must also prepare the Army for future challenges. To 

be successful, we are transforming the Army’s structure, 

equipment, and processes, while sustaining the Army’s 

ability to fulfill the full range of its global commitments. 

The Army Force Generation (ARFORGEN) process 

identifies emerging equipment requirements and permits 

a complete corporate view of equipment readiness. Our 

Reset Program enables us to meet those requirements 

and quickly restore the capabilities of our units. Congress 

has funded this restoration process for this year and 

must continue to do so in future years. Our Retrograde 

Program enables us to account for and redistribute 

millions of dollars in excess equipment to meet warfighting 

requirements. 

We are ensuring that Logistics Transformation keeps 

pace with broader Army transformation initiatives by:

• Providing commanders with transformed logistics 

organizations that are fully embedded in their 

formations to provide more immediate, more 

responsive support; 

• Deploying logistics headquarters that are fully able 

to operate with other members of the Joint Team and 

provide unifi ed, theater-wide command and control 

of logistics operations and activities; and

• Improving home station and wartime accountability 

by implementing an aggressive Logistics Automation Governance Strategy which is rapidly 

creating and fi elding an automation architecture to 

better support and sustain our modular forces.

The following initiatives (found at Addendum G) reinforce 

our efforts to Provide Infrastructure and Support:

• Execute Base Realignment and Closure

• Implement Army Sustainability Strategy

• Implement Logistics Automation Governance 

Strategy

D-3

ARMY STRONG

COMPELLING MPELLINGNEEDS

• Support to execute a carefully synchronized plan to achieve 

a new global basing posture, and grow the Army, while 

fulfi lling the requirements of the National Defense Strategy. 

The requirements of this plan (for renovation, construction, 

environmental remediation, and other costs) will exceed the 

resources currently apportioned for base realignment and 

projected to be recouped through consolidation and closure 

(a situation that will require continous reevaluations in future 

years). 

• Support Army efforts to synchronize Global Defense Posture 

Realignment, Base Realignment and Closure, and stationing 

of modular forces.

• Fund Base Operations and Sustainment accounts to meet 

minimum support levels while providing a predictable 

spending level to Army installations.

• Fully fund Sustainment, Restoration, and Modernization 

accounts to slow the rate of deterioration of Army 

infrastructure.

• Fully fund the Installation Information Infrastructure 

Modernization Program.

ADDENDUM D
ADDENDUME: 

DATAREQUIRED BYNATIONAL 

DEFENSEAUTHORIZATION THORIZATIONACT OF 

1994

Sections 517 and 521 of the National Defense Authorization 

Act (NDAA) for FY1994 require the information in this 

addendum. Section 517 requires a report relating to the 

implementation of the pilot Program for Active Component 

Support of the Reserves under Section 414 of the NDAA 

for Fiscal Years 1992 and 1993. Section 521 requires 

a detailed presentation concerning the Army National 

Guard, including information relating to the implementation 

of the Army National Guard Combat Readiness Reform 

Act of 1992 (title XI of Public Law 102-484, and referred 

in the addendum as ‘ANGCRRA’). Section 521 reporting 

was later amended by Section 704, FY 1996 NDAA. U.S. 

Army Reserve Information is also presented using Section 

521 reporting criteria.

Section 517 (b) (2) (A). The promotion rate for officers 

considered for promotion from within the promotion 

zone who are serving as active component advisors 

to units of the Selected Reserve of the Ready Reserve 

(in accordance with that program) compared with 

the promotion rate for other officers considered for 

promotion from within the promotion zone in the same 

pay grade and the same competitive category, shown for 

all officers of the Army. 

*Active component offi cers serving in reserve component assignments 

at time of consideration. All fi gures represent percentages.

**Active component offi cers not serving in reserve component 

assignments at the time of consideration. All fi gures represent 

percentages.

Section 517 (b) (2) (B). The promotion rate for officers 

considered for promotion from below the promotion 

zone who are serving as active component advisors to 

units of the Selected Reserve of the Ready Reserve (in 

accordance with that program) compared in the same 

manner as specified in subparagraph (A) (the paragraph 

above).

*** Below the zone active component offi cers serving in reserve 

component assignments at time of consideration.

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

component assignments at the time of consideration.

Section 521(b).

1. The number and percentage of officers with at 

least two years of active-duty before becoming a 

member of the Army National Guard or the US 

Army Reserve Selected Reserve units.

Army National Guard (ARNG) officers: 20,284 

or 55.0 percent.

Army Reserve officers: 7,088 or 26.6 percent. 

2. The number and percentage of enlisted personnel 

with at least two years of active-duty before 

becoming a member of the Army National Guard 

or the US Army Reserve Selected Reserve units.

ARNG enlisted: 114,560 or 37.0 percent.

Army Reserve enlisted: 29,498 or 26.6 percent.

3. The numbers of officers who are graduates of one 

of the service academies and were released from 

active duty before the completion of their activeduty service obligation and, of those officers:

a. The number who are serving the remaining 

period of their active-duty service obligation as a 

member of the Selected Reserve pursuant to 

section 1112(a)(1) of ANGCRRA:

In FY06, no officers were released to the 

selective reserve to complete their obligation. 

•

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•

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E-1

ARMY STRONG

ADDENDUM E

AC in RC* Army 

Average**

FY 2005

Major 93.6 97.7

Lieutenant Colonel 42.1 88.7

FY2006

Major 93.9 97.5

Lieutenant Colonel 68.7 90.9

AC in 

RC***

Army 

Average****

FY 2005

Major 4.1 6.2

Lieutenant Colonel 2.9 6.0

FY2006

Major 5.1 6.8

Lieutenant Colonel 3.2 8.1
b. The number for whom waivers were granted 

by the Secretary of the Army under section 

1112(a)(2) of ANGCRRA, together with the 

reason for each waiver: 

In FY06, no waivers were granted by the 

Secretary of the Army.

4. The number of officers who were commissioned 

as distinguished Reserve Officers’ Training Corps 

graduates and were released from active duty 

before the completion of their active-duty service 

obligation and, of those officers:

a. The number who are serving the remaining 

period of their active-duty service obligation as 

a member of the Selected Reserve pursuant to 

section 1112(a)(1) of ANGCRRA:

In FY06, no distinguished Reserve Officers’ 

Training Corps (ROTC) graduates were 

released before completing their active duty 

service obligation. 

b. The number for whom waivers were granted 

by the Secretary of the Army under section 

1112(a)(2) of ANGCRRA, together with the 

reason for each waiver:

In FY06, no waivers were granted by the 

Secretary of the Army.

5. The number of officers who are graduates of 

the Reserve Officers’ Training Corps program 

and who are performing their minimum period 

of obligated service in accordance with section 

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

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

period of service as is necessary to complete 

the remainder of such obligation served in the 

National Guard and, of those officers, the number 

for whom permission to perform their minimum 

period of obligated service in accordance with 

that section was granted during the preceding 

fiscal year; 

• In FY06, five ROTC graduates were released 

early from their active duty obligation. Of this 

number, all five are completing the remainder of 

their obligation through service in the ARNG, 

and none through service in the Army Reserve. 

6. The number of officers for whom recommendations 

were made during the preceding fiscal year for 

a unit vacancy promotion to a grade above first 

•

•

•

lieutenant, and of those recommendations, the 

number and percentage that were concurred in 

by an active duty officer under section 1113(a) of 

ANGCRRA, shown separately for each of the 

three categories of officers set forth in section 

1113(b) of ANGCRRA (with Army Reserve data 

also reported).

• 1,960 ARNG officers from units were 

recommended for position vacancy promotion 

and promoted.

• 89 Army Reserve officers from units were 

recommended for position vacancy promotion. 

A total of 82 were favorably considered. 

7. The number of waivers during the preceding 

fiscal year under section 1114(a) of ANGCRRA 

of any standard prescribed by the Secretary 

establishing a military education requirement 

for noncommissioned officers and the reason for 

each such waiver. 

• In FY06, no waivers were granted by the 

Secretary of the Army. 

8. The number and distribution by grade, shown 

for each State, of personnel in the initial entry 

training and non-deployability personnel 

accounting category established under section 

1115 of ANGCRRA for members of the Army 

National Guard who have not completed the 

minimum training required for deployment or 

who are otherwise not available for deployment. 

(A narrative summary of information pertaining 

to the Army Reserve is also provided.)

• In FY06, the number of ARNG non-deployable 

personnel was 63,839. The National Guard 

Bureau (NGB) maintains the detailed 

information.

• In FY06, the Army Reserve had 20,080 

Soldiers that were considered non-available 

for deployment for reasons outlined in Army 

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

pending administrative/legal discharge or 

separation, medically non-available). 

9. The number of members of the Army National 

Guard, shown for each State, that were discharged 

during the previous fiscal year pursuant to section 

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

minimum training required for deployment within 

E-2

ARMY STRONG

ADDENDUM E
24 months after entering the National Guard. 

(Army Reserve data also reported).

• The number of ARNG Soldiers discharged 

during the previous fiscal year pursuant to section 

11115(c)(1) of ARNGCRRA for not completing 

the minimum training required for deployment 

within 24 months after entering the ARNG 

is 170 Officers and 12,435 enlisted Soldiers, 

which includes all 54 States and Territories. The 

breakdown by each State is maintained by NGB. 

• The number of Army Reserve Soldiers discharged 

during the previous fiscal year for not completing 

the minimum training period required for 

deployment within 24 months after entering the 

Army Reserve is 173 officers and 547 enlisted 

Soldiers. Those Soldiers who have not completed 

the required Initial Entry Training (IET) within 

the first 24 months are discharged from the 

Army Reserve under AR 135-178, Separation of 

Enlisted Personnel. 

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

were granted by the Secretary of the Army during 

the previous fiscal year under section 1115(c)(2) 

of ANGCRRA of the requirement in section 

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

(9), together with the reason for each waiver.

• In FY06, no waivers were granted by the 

Secretary of the Army.

11. The number of Army National Guard members, 

shown for each State, (and the number of AR 

members), who were screened during the 

preceding fiscal year to determine whether they 

meet minimum physical profile standards required 

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

number and percentage that did not meet minimum 

physical profile standards for deployment; and (b) 

the number and percentage who were transferred 

pursuant to section 1116 of ANGCRRA to the 

personnel accounting category described in 

paragraph (8).

a. The number and percentage who did not meet 

minimum physical profile standards required for 

deployment:

In FY06, approximately 96,603 ARNG 

Soldiers underwent a physical. Of these 

personnel, 4,386, or 4.5 percent, did not 

•

meet the minimum physical profile standards 

required for deployment.

In FY06, approximately 23,146 Army Reserve 

Soldiers underwent a retention physical. 

Of these personnel 3,214 or 13.8 percent 

were identified for review due to a profilelimiting condition or failure to meet retention 

standards.

b. The number and percentage that were transferred 

pursuant to section 1116 of ANGCRRA to the 

personnel accounting category described in 

paragraph (8).

In FY06, 12,042 ARNG persons were 

transferred from a deployable to a nondeployable status. 

FY06, 2,474 Army Reserve Soldiers were 

considered non-available for deployment. This 

is a decrease of 1,748 from the beginning of 

FY06 (21,828). 

12. The number of members and the percentage total 

membership of the Army National Guard shown 

for each State who underwent a medical screening 

during the previous fiscal year as provided in 

section 1117 of ANGCRRA.

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

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

Section 1117 of ANGCRRA. 

13. The number of members and the percentage 

of the total membership of the Army National 

Guard shown for each State who underwent a 

dental screening during the previous fiscal year as 

provided in section 1117 of ANGCRRA. 

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

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

Section 1117 of ANGCRRA. 

14. The number of members and the percentage of 

the total membership of the Army National Guard 

shown for each State, over the age of 40 who 

underwent a full physical examination during the 

previous fiscal year for purposes of section 1117 of 

ANGCRRA. 

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

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

Section 1117 of ANGCRRA. 

•

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E-3

ARMY STRONG

ADDENDUM E
15. The number of units of the Army National Guard 

that are scheduled for early deployment in the 

event of a mobilization, and of those units, the 

number that are dentally ready for deployment in 

accordance with section 1118 of ANGCRRA.

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

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

Section 1118 of ANGCRRA.

16. The estimated post-mobilization training time 

for each Army National Guard combat unit (and 

Army Reserve unit), and a description, displayed 

in broad categories and by State of what training 

would need to be accomplished for Army National 

Guard combat units (and Army Reserve units) in 

a post-mobilization period for purposes of section 

1119 of ANGCRRA. 

Estimated time for post mobilization training 

is reported through the Unit Status Report, is 

classified, and is maintained by the Department 

of the Army, G-3, Operations, Readiness and 

Mobilization Division. 

Information on the type of training required by 

units during post-mobilization is maintained by 

the appropriate Army Command (ARCOM) or 

Army Service Component Command (ASCC), 

i.e., FORSCOM, USAREUR, and USARPAC). 

During FY 2006, the ARNG began 

transforming enhanced Separate Brigades 

(ESBs) and Divisional Brigades to Brigade 

•

•

•

•

Combat Teams (BCT). To reduce postmobilization training time, ARNG BCTs will train 

in accordance with the Army Force Generation 

Model (ARFORGEN). This six-year model, 

executed prior to mobilization, culminates with 

ARNG BCTs achieving company level training 

proficiency prior to arrival at the mobilization 

station. The post-mobilization training for ARNG 

BCTs will then focus on theater specific training 

requirements. Additionally, ARNG BCTs will 

conduct collective training in order to attain 

brigade level training proficiency. This training 

focuses on combat tasks associated with attack, 

defend, and support/stability operations.

The Army Reserve no longer manages 

units through the Force Support Package 

(FSP) model, but is transitioning into the 

ARFORGEN. The Army Reserve has 77 percent 

of their units integrated into the ARFORGEN 

model. Post mobilization training for Army 

Reserve units typically consists of common 

task testing, NBC defense, force protection, 

sustainment, command and control, weapons 

qualification, tactical communications training, 

and branch-specific technical training. Virtually 

all units require branch-specific technical 

training to meet deployment standards. Five 

additional days are required to conduct convoy 

lane training (includes live fire and immediate 

action drill training).

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E-4

ARMY STRONG

ADDENDUM E
17. A description of the measures taken during 

the preceding fiscal year to comply with the 

requirement in section 1120 of ANGCRRA to 

expand the use of simulations, simulators, and 

advanced training devices and technologies for 

members and units of the Army National Guard 

(and the Army Reserve).

During FY 2006, the ARNG synchronized the 

use of existing and ongoing Live, Virtual, and 

Constructive Training Aids, Devices, Simulations 

and Simulators (TADSS) programs with the 

training requirements of the ARFORGEN. 

By synchronizing the use of TADSS with the 

ARFORGEN, the ARNG will improve unit 

training proficiency prior to mobilization. 

To support the training requirements of M1A1 

Abrams and M2A2 Bradley equipped BCT’s the 

ARNG continued the fielding of the Advanced 

Bradley Full-Crew Interactive Simulation Trainer 

(AB-FIST) which provides a full crew simulations 

trainer for M2A2 units and the Conduct of Fire 

Trainer (COFT) XXI. When fully fielded these 

devices in addition to the Abrams Full-Crew 

Interactive Simulation Trainer (AFIST) XXI will 

be the primary simulations trainers to meet the 

virtual gunner requirements of M1 and M2 crews. 

In order to meet the virtual maneuver training 

requirements in the ARFORGEN, M1 and M2 

units utilize the Close Combat Tactical Trainer 

(CCTT) and the Rehosted Simulations Network 

(SIMNET).

In order to train all ARNG units on the Tactics, 

Techniques, and Procedures (TTPs) of convoy 

operations, the ARNG is fielding the Virtual 

Convoy Operations Trainer (VCOT). The VCOT, 

•

•

•

through the use of geo-specific databases, also 

provides commanders with a unique and critical 

mission rehearsal tool. Currently, there are 21 

VCOT systems positioned in the ARNG force to 

train the fundamentals of convoy operations.

In order to meet basic and advanced rifle 

marksmanship requirements, the ARNG is 

fielding the Engagement Skills Trainer (EST 

2000). This system is the Army’s approved 

marksmanship training device. The EST 2000 is 

also used to provide unit collective gunnery and 

tactical training for dismounted Infantry, Special 

Operations Forces, Scouts, Engineer, Military 

Police Squads, and Combat Support and Combat 

Service Support elements. These systems also 

support units conducting vital homeland defense 

missions. Additionally, in order to more quickly 

provide critical marksmanship training capability 

to ARNG units, the ARNG is using the Fire Arms 

Training System (FATS) as an in lieu of training 

system for the EST 2000. 

The ARNG supplements its marksmanship 

training strategy with the Laser Marksmanship 

Training System (LMTS). The ARNG currently has 

over 900 systems fielded down to the company 

level. The LMTS is a laser-based training device 

that replicates the firing of the Soldier’s weapon 

without live ammunition. The LMTS is utilized 

for developing and sustaining marksmanship 

skills, diagnosing and correcting marksmanship 

problems, and assessing basic and advanced 

skills.

Through the ARNG Distributed Battle 

Simulation Program, civilian infrastructure 

commanders receive assistance from 

Commander’s Operational Training Assistants, 

TADSS facilitators, and Janus Technical Team 

Exercise Support in the planning, preparation, 

and execution of simulations-based Battle Staff 

training that augments the support provided 

by Training Support XXI Soldiers and greatly 

enhances unit proficiency and readiness.

In order to provide the critical culminating training 

event of the ARFORGEN, the ARNG has 

implemented the eXportable Combat Training 

Capability (XCTC). The XCTC program provides 

the method to validate that ARNG combat units 

•

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E-5

ARMY STRONG

ADDENDUM E
have achieved the company level maneuver 

proficiency prior to mobilization. The XCTC 

incorporates the use of advanced live, virtual, and 

constructive training technologies to replicate 

the training experience until now only found at 

one of the Army’s Combat Training Centers. 

The centerpiece of the XCTC is the Deployable 

Force-on-Force Instrumented Range System 

(DFIRST). DFIRST utilizes training technologies 

that allows for full instrumentation of the training 

area from major combat systems down to the 

individual soldier, role player and civilian on the 

battlefield.

The most important part of every training 

exercise is the After Action Review (AAR). By 

fully instrumenting the training area units receive 

an AAR complete with two dimensional, three 

dimensional and video playback of the actual 

training exercise. This allows Commanders and 

Soldiers to see what occurred during the training 

exercise from a different prospective further 

enhancing the training experience. 

The Army Reserve continues to focus on 

integrating simulations, simulators, and TADSS 

into training plans. As part of the Army Campaign 

Plan Decision Point 72, the Army Reserve has 

created an entire Battle Command Training 

Division with simulations brigades strategically 

placed throughout CONUS. These brigades 

provide Army Reserve units train-up exercises 

which culminate in participation in Corps 

Warfighter and Battle Command Staff Training 

exercises to enhance training readiness.

The Army Reserve remains an active member of 

the Army’s simulation community by participating 

in the Live, Virtual, Constructive (LVC) Training 

Environment Periodic Review and as a member 

of the LVC Integration Concept Team. The Army 

Reserve continues to press PEO-STRI and the 

National Simulation Center on the priority for 

the development of combat support and combat 

service support functionality within the Army 

Constructive Training Federation to ensure 

training capabilities for the entire spectrum. 

The Army Reserve has also identified the need 

for increased Digital equipment fielding for the 

Reserve Components. Current and future forces 

•

•

•

need digital capability to train effectively in the 

Contemporary Operating Environment (COE) 

and the Joint National Training Capability (JNTC) 

environment of Army capabilities. 

The Army Reserve continues to investigate 

alternative training mechanisms to simulate urban 

terrain and potential terrorist activities, including 

the Virtual Emergency Response Training 

System (VERTS). The Army Reserve continues 

to develop the Simulations Operations functional 

area assessment to ensure that capabilities exist 

to support the DoD Training Transformation 

goal of integrated live, virtual, and constructive 

training in a joint environment. 

At the tactical level, the Army Reserve is using 

paintball weaponry to simulate conditions in 

battle. Convoy live-fire training, using paintball 

technology, teaches valuable combat skill at the 

cost of Soldiers having to wash off paint stains 

rather than blood. The Army Reserve continues 

to work on a Joint learning process that develops 

leaders who are agile and adaptive, ready to 

participate in any theater of operation. 

The Army Reserve is prepared to meet any 

challenge as we move towards the future to 

combat persistent adversaries in the Global War 

on Terror, Homeland Defense, and Weapons of 

Mass Destruction.

18. Summary tables of unit readiness, shown for each 

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

from the unit readiness rating system as required 

by section 1121 of ANGCRRA, including the 

personnel readiness rating information and the 

equipment readiness assessment information 

required by that section, together with: 

a. Explanations of the information:

Readiness tables are classified. This information 

is maintained by the Department of the Army, 

G-3. 

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

Secretary’s overall assessment of the deployability 

of units of the ARNG (and Army Reserve), 

including a discussion of personnel deficiencies 

and equipment shortfalls in accordance with 

such section 1121:

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E-6

ARMY STRONG

ADDENDUM E
Summary tables and overall assessments are 

classified. This information is maintained by the 

Department of the Army, G-3.

19. Summary tables, shown for each State (and Army 

Reserve), of the results of inspections of units of 

the Army National Guard (and Army Reserve) by 

inspectors general or other commissioned officers 

of the Regular Army under the provisions of section 

105 of title 32, together with explanations of the 

information shown in the tables, and including 

display of:

a. The number of such inspections;

b. Identification of the entity conducting each 

inspection;

c. The number of units inspected; and

d. The overall results of such inspections, including 

the inspector’s determination for each inspected 

unit of whether the unit met deployability standards 

and, for those units not meeting deployability 

standards, the reasons for such failure and the 

status of corrective actions. 

During FY06, ARNG state level Inspectors 

General conducted extensive inspections 

throughout the United States. State level 

Inspectors General (IG) conducted 

approximately 1,410 inspections during the 

year, visiting 361 separate units. Because 

IG inspections focus on findings and 

recommendations, the units involved in these 

inspections were not provided with a pass/

fail rating. Results of inspections conducted 

by Inspectors General may be requested for 

release through the Inspector General of the 

Army. 

Operational Readiness Evaluation Data for FSP 

and eSBs is unavailable as these inspections 

were eliminated as requirements in 1997. 

Data available under the Training Assessment 

Model (TAM) relates to readiness levels and is 

generally not available in an unclassified format. 

TAM data is maintained at the state level and is 

available upon request from state level training 

readiness officials. 

In accordance with AR 1-201, Army Inspection 

Policy, the United States Army Reserve 

Command (USARC) conducts inspections 

•

•

•

•

of RRCs/DSUs within requirements of the 

USARC Organizational Inspection Program 

(OIP). Per the Army Regulation, at division 

levels and above, OIPs are comprised primarily 

of staff inspections, staff assistance visits and 

IG inspections. Staff inspections are only one 

aspect by which the Commanding General can 

evaluate the readiness of their command. The 

Inspector General conducts inspections and 

special assessments based on systemic issues 

and trends analysis; issues that may possibly 

impede the readiness of the Army Reserve. 

The Chief, Army Reserve directed the 

Inspector General to conduct a Special 

Inspection in FY 06 derived from concerns 

about a myriad of Soldier Support issues, such 

as pay and promotions procedures, awards 

processing and evaluations. This inspection also 

covered the particular special interest item of 

Motorcycle Safety, an additional concern due 

to increasing motorcycle accidents throughout 

the command. 

The Army Reserve is meeting regulatory 

requirements through a combination of Battle 

Focused Readiness Reviews (BFRR) and Staff 

Assistance Visits, with the assistance visits 

conforming to regulatory requirements listed 

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

subordinate commanders to provide the Army 

Reserve Commanding General a lay-down 

on the readiness and resource status of their 

command, and resolve systemic issues/trends 

in order to achieve continuous improvements 

in readiness. The Army Reserve conducted 

16 BFFR in FY06. BFRRs were halted until 

the new Deputy Commanding General was 

selected and resumed in December 2006, 

with a Review of the 104th Division (IT). The 

staff assistance visits are more assistance 

oriented in nature. 

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

Army Reserve FSP units) of the active-duty 

combat units (and other units) associated with 

that ARNG (and US Army Reserve) unit in 

accordance with section 1131(a) of ANGCRRA, 

shown by State, for each such ARNG unit (and 

for the US Army Reserve) by: (A) the assessment 

•

•

E-7

ARMY STRONG

ADDENDUM E
of the commander of that associated active-duty 

unit of the manpower, equipment, and training 

resource requirements of that National Guard 

(and Army Reserve) unit in accordance with 

section 1131(b)(3) of the ANGCRRA; and (B) the 

results of the validation by the commander of that 

associated active-duty unit of the compatibility of 

that National Guard (or US Army Reserve) unit 

with active duty forces in accordance with section 

1131(b)(4) of ANGCRRA. 

There are no longer ground combat active 

component (AC)/reserve component (RC) 

associations due to operational mission 

requirements and deployment tempo. 

As Forces Command’s executing agent, First 

Army executes the legislated Active Duty 

Associate Unit responsibilities through both 

their pre-mobilization and post-mobilization 

efforts with RC units. When RC units are 

mobilized, the units are thoroughly assessed 

in terms of Manpower, Equipment, and 

Training initially by the appropriate RC chain of 

command and that assessment is approved by 

First Army. 

Validation of the compatability of the RC units 

with the active duty forces occurs through 

the mobilization functions with the direct 

oversight of First Army and FORSCOM at the 

Mobilization Centers. 

The Army’s transformation from a Divisioncentric to Brigade-centric organization under 

the ARFORGEN model, coupled with the 

acceleration of the ARNG Modularity and 

recognition of the combat experience of 

•

•

•

•

deployed RC personnel and units; should 

render the reporting requirement as specified 

in U.S. Code: Title 10,10542.Army National 

Guard Combat Readiness Annual Report as 

no longer appropriate.

21. A specification of the active-duty personnel 

assigned to units of the Selected Reserve pursuant 

to section 414(c) of the National Defense 

Authorization Act for Fiscal Years 1992 and 

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

the Army National Guard (and for the US Army 

Reserve), (b) by rank of officers, warrant officers, 

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

other organizational entity of assignment.

As of 29 September 2006, the Army had 3,327 active 

component Soldiers assigned to Title XI positions. In FY06, 

the Army began reducing authorizations in accordance with 

the National Defense Authorization Act of FY 05 (PL 108-

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

Resources Command carefully manage the authorizations 

and fill of Title XI positions. 

E-8

ARMY STRONG

Title XI (FY 06) Authorizations

OFF ENL WO TOTAL

Human Resources 

Command 05 0 5

U.S. Army Reserve 37 147 0 184

TRADOC 97 167 0 264

FORSCOM 1358 2318 129 3805

ESGR 1 3 0 4

USARPAC 30 58 1 89

TOTAL 1523 2698 130 4351

ADDENDUM E
The following websites provide greater information on various topics:

The Army Website. This site is the most visited military website in the world, averaging about 7 million visitors per month 

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

The Army National Guard. Provides information about the Army National Guard. http://www.arng.army.mil

The United States Army Reserve. Provides information about the Army Reserve.

http://www.armyreserve.army.mil/usar/home

Army Families Online. This site provides information and links to other support programs that support our Soldiers and 

their families. http://www.afl o.org/skins/WBLO/home.aspx?AllowSSL=true

U. S. Army Wounded Warrior Program. This site provides information on the Army’s Wounded Warrior Program 

which provides support for severely wounded Soldiers and their families. https://www.aw2.army.mil/

Deputy Chief of Staff for Personnel, G-1. For information on personnel issues. http://www.armyg1.army.mil

Deputy Chief of Staff for Intelligence, G-2. For information on intelligence issues.

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

Deputy Chief of Staff for Operations, Plans, and Policy, G-3/5/7. For information on Army plans and operations.

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

Deputy Chief of Staff for Logistics, G-4. For information on Army logistics. http://www.hqda.army.mil/logweb/

Chief Information Offi cer, CIO/G-6. http://www.army.mil/ciog6/

Deputy Chief of Staff for Programs. For information on materiel integration. http://www.g8.army.mil

Future Combat Systems. For information on the Future Combat Systems program. http://www.army.mil/fcs

Army Logistics Transformation Agency. For information on Army logistics transformation. http://lta.army.mil 

Army Medicine. For information on Army medical programs. http://www.armymedicine.army.mil

Army Posture Statement. For the web-based version of the Army Posture Statement which includes amplifying 

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

Army Modernization Plan. Provides a detailed overview of the Army’s organizational and materiel modernization 

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

P-1

ARMY STRONG

ADDENDUMP (HELPFULARMYWEBSITES)

ADDENDUM P
ADDENDUMQ (ADDITIONAL DITIONALINFORMATION FORMATION ONARMYRELATEDTOPICS)

2006 Army Modernization Plan

Actionable Intelligence

Active Component / Reserve Component Rebalance

Adapting the Major Army Command Structure

Add-on Armor for Tactical Wheeled Vehicles

Army Barracks Modernization Program

Army Capabilities to Dominate in Complex Environments

Army Career Intern Program

Army Community Service

Army Energy Strategy for Installations

Army Environmental Programs

Army Equipping and Reuse Conference

Army Family Action Plan 

Army Initiatives to Improve in Irregular Warfare Capabilities

Army Knowledge Online (AKO)/Defense Knowledge Online 

(DKO)

Army Leaders for the 21st Century 

Army Leads Biometrics Integration 

Army Prepositioned Stocks

Army Referral Bonus Pilot Program 

Army Reserve: All-Volunteer Force and the Army Reserve

Army Reserve: Army Reserve Child and Youth Services Program

Army Reserve: Army Reserve Education Services

Army Reserve: Army Reserve Employer Relations

Army Reserve: Army Reserve Facility Management Transformation

Army Reserve: Army Reserve Family Programs 

Army Reserve: Full–Time Support Revalidation

Army Reserve: Regional Personnel Service Centers

Army Reserve: Reserve Components Separate Competitive 

Categories for Offi cer Promotions

Army Reserve: Selected Reserve Incentive Program

Army Reserve: Sexual Assault Prevention and Response Program

Army Reserve: Trainees, Transients, Holdees and Students Account

Army Reserve: Voluntary Selective Continuation of Alerted and 

Mobilized Selected Reserve Lieutenant Colonels and Colonels

Army Retention Program

Army Sexual Assault Prevention and Response

Army Spouse Employment Partnership

Army Strong 

Army Sustainability

Army Training Support System

Army Transferability of GI Bill Benefi ts to Spouses Program 

Army Values

Asymmetric Warfare Group 

Base Realignment and Closure Decisions for the Army

Basic Offi cer Leader Course

Battle Command (Annex)

Battle Command (as a Weapons System )

Battle Command (Equipping) 

Building Partnership Capacity through Security Cooperation

Campaign Quality Force

Child and Youth Services 

Child and Youth Services School Transition Support

Civilian Creed

Civilian Education System 

Clinger - Cohen Act Title 40, Subtitle 3 Compliance & Certifi cation

Combating Weapons of Mass Destruction (WMD)

Composite Risk Management 

Concept Development and Experimentation

Consolidated IT Services 

Core Enterprise Services 

Cultural Awareness and Foreign Language Capabilities

Defense Integrated Military Human Resources System

Defense Support to Civil Authorities - (Annex)

Defense Support to Civil Authorities 

Defense Support to Civil Authorities (Establishment of Army North)

Defense Support to Civil Authorities (Hurricane Katrina Response)

Defense Support to Civil Authorities (Pandemic Flu Preparation)

Defense Support to Civil Authorities (Special Events for 2006)

Deployment Cycle Support Process

Expeditionary Capabilities

Families First Program 

Family Readiness Group Deployment Assistant Program 

Family Readiness Group

Force Stabilization 

Q-1

ARMY STRONG

ADDENDUM Q

We have provided additional information on the following topics in the CD-ROM and web-based versions

 of the 2007 Army Posture Statement. They are available as in-text links and may be accessed through 

this addendum either on the CD-ROM or the Web.
Freedom Team Salute

Full Spectrum Operations in Army Capstone Doctrine 

Global Force Posture

Information Assurance and Network Security

Installation Design Standards

Interceptor Body Armor

IT Interoperability Testing 

IT Portfolio Management 

Joint Interdependence

Joint Knowledge Development and Distribution Capability

Joint National Training Capabilities

Joint Tactical Radio System

LandWarNet and the Global Information Grid

Life Cycle Management Initiative

Live, Virtual, Constructive Training Environment Integration

Major Acquisition Programs: Armed Recon Helicopter 

Major Acquisition Programs: Black Hawk Utility Helicopter

Major Acquisition Programs: CH47 Medium Lift Helicopter

Major Acquisition Programs: Future Combat Systems

Major Acquisition Programs: Light Utility Helicopter 

Major Acquisition Programs: Longbow Apache Attack Helicopter

Major Acquisition Programs: Medium Extended Air Defense System

Major Acquisition Programs: Unmanned Aircraft Systems (Raven) 

Major Acquisition Programs: Unmanned Aircraft Systems (Shadow) 

Major Acquisition Programs: Unmanned Aircraft Systems (Warrior) 

Medical and Dental Readiness

MILCON Transformation

Military Family Life Consultants Programs

Military One Source

Military–to–Civilian Conversions

Modular Force Conversion

Morale Welfare and Recreation (MWR)

Multi–Component Family Network

National Guard: Chemical, Biological, Radiological, Nuclear and 

High Yield Explosive Enhanced Response Force Package 

National Guard: Counterdrug Program

National Guard: Education Support Center

National Guard: Every Soldier A Recruiter 

National Guard: Exportable Combat Training Capability

National Guard: Family Assistance Centers 

National Guard: Family Readiness Programs

National Guard: Recruiting Assistance Program

National Guard: Historical Armory Activities

National Guard: Homeland Defense

National Guard: Operational Support Airlift Agency 

National Guard: Personnel Services Delivery Redesign

National Guard: State Partnership Program

National Guard: Strategic Reserve to Operational Force

National Guard: Weapons of Mass Destruction Civil Support Teams

National Security Personnel System

Non-Commissioned Offi cers Creed

Offi cer Retention 

Rapid Equipping Force

Rapid Fielding Initiative

Recruiter Incentive Pay Pilot Program 

Recruiting Incentive Program 

Recruitment Policy Changes 

Red Team Education and Training

Reset

Residential Communities Initiative

Restructuring Army Aviation

Retrograde Task Force

Review of Education, Training and Assignment for Leaders

Science and Technology

Soldier’s Creed

Spiraling Technology into the Current Force

Stability Operations Capabilities

Stabilizing Soldiers and Units to Enhance Cohesion and 

Predictability

Strong Bonds Program 

Sustainable Range Program

The Army Distributed Learning Program 

The Digital Training Management System

U.S. Army Combat Training Center Program

U.S. Army Wounded Warrior Program

U.S. CENTCOM Rest and Recuperation Program 

Unit Combined Arms Training Strategies 

Up–Armored Vehicle Program

Utilities Privatization

War Reserve Secondary Items 

Warfi ghter Information Network – Tactical

Warrant Offi cer Education System 

Warrior Ethos

Warrior Tasks and Battle Drills

Western Hemisphere Institute for Security Cooperation 

Q-2

ARMY STRONG

ADDENDUM Q
AC Active Component

ACOM Army Command

AMC Army Materiel Command

APOE Aerial Port of Embarkation

APS Army Prepositioned Stocks

ARFORGEN Army Force Generation

ARI Army Research Institute

ARNG Army National Guard

ASC Army Sustainment Command

ASCC Army Service Component Command

ASV Armored Security Vehicle

AW2 U. S. Army Wounded 

 Warrior Program

BCT Brigade Combat Team

BfSB Battlefi eld Surveillance Brigade

BOLC Basic Offi cer Leader Course

BRAC Base Realignment and Closure

BT Business Transformation

CBRN Chemical, Biological, Radiological, 

 and Nuclear

CBRNE Chemical, Biological, Radiological, 

 Nuclear and High Yield Explosives

CES Civilian Education System

CM Consequence Management

COIN Counterinsurgency

CPI Continuous Process Improvement

CS Combat Support

CSS Combat Service Support

CT Counter Terrorist

CTC Combat Training Center

CWMD Combating Weapons of 

 Mass Destruction

DCGS-A Distributed Common Ground 

 System - Army

DMDC Defense Manpower Data Center

DoD Department of Defense

ES2 Every Soldier a Sensor

FCS Future Combat Systems

FTS Full Time Support

FY Fiscal Year

GBIAD Ground Based Integrated Air Defense

GCSC-A Global Combat Service 

 Support - Army

GDP Gross Domestic Product

GDPR Global Defense Posture Review

GFEBS General Fund Enterprise 

 Business System

GWOT Global War on Terrorism

HMMWV High Mobility Multipurpose 

 Wheeled Vehicle

HSDG High School Diploma Graduates

HST Home Station Training

HUMINT Human Intelligence

IBA Improved Body Armor

IED Improvised Explosive Device

ISR Intelligence, Surveillance, 

 and Reconnaissance

IT Information Technology

JIEDDO Joint Improvised Explosive Device 

 Defeat Organization

JIOC-I Joint Intelligence Operations 

 Capability - Iraq

JTF Joint Task Force

LMP Logistics Modernization Program

LSS Lean Six Sigma

METL Mission Essential Task List

MFO Multinational Force and Observers

MI Military Intelligence

NCO Non-Commissioned Offi cer

NDAA National Defense Authorization Act

OA&D Organizational Analysis and Design

OEF Operation Enduring Freedom

OIF Operation Iraqi Freedom

OPTEMPO Operational Tempo

O&M Operations and Maintenance

PLM+ Product Lifecycle Management Plus

QDR Quadrennial Defense Review

RC Reserve Component

RCI Residential Communities Initiative

RDA Research, Development, and 

 Acquisition

REF Rapid Equipping Force

RFI Rapid Fielding Initiative

SDDC Surface Deployment and Distribution 

 Command

SIGINT Signals Intelligence

SMS Strategic Management System

TPFDD Time Phased Force Deployment Data

QOL Quality of Life

UAS Unmanned Aerial Systems

USAR United States Army Reserve

VA Veterans Affairs

WMD Weapons of Mass Destruction

ADDENDUM R

R-1

ARMY STRONG

ADDENDUMR (ACRONYMS)

I AM AN AMERICAN SOLDIER. 

I AM A WARRIOR AND A MEMBER OF A TEAM. I SERVE THE PEOPLE 

OF THE UNITED STATES AND LIVE THE ARMY VALUES.

I WILL ALWAYS PLACE THE MISSION FIRST. WILL ALWAYS PLACE THE MISSION FIRST.

I WILL NEVER ACCEPT DEFEAT. WILL NEVER ACCEPT DEFEAT.

I WILL NEVER QUIT. WILL NEVER QUIT.

I WILL NEVER LEAVE A FALLEN COMRADE. WILL NEVER LEAVE A FALLEN COMRADE.

I AM DISCIPLINED, PHYSICALLY AND MENTALLY TOUGH, TRAINED 

AND PROFICIENT IN MY WARRIOR TASKS AND DRILLS. I ALWAYS 

MAINTAIN MY ARMS, MY EQUIPMENT AND MYSELF.

I AM AN EXPERT AND I AM PROFESSIONAL. 

I STAND READY TO DEPLOY, ENGAGE AND DESTROY THE ENEMIES 

OF THE UNITED STATES OF AMERICA IN CLOSE COMBAT.

I AM A GUARDIAN OF FREEDOM AND THE 

AMERICAN WAY OF LIFE.

I AM AN AMERICAN SOLDIER.

www.army.mil/aps/07