POSTURE

STATEMENT

2006

������������ ® 230 YEARS OF SERVICE TO OUR NATION

A CAMPAIGN QUALITY ARMY WITH JOINT AND EXPEDITIONARY CAPABILITIES

UNITED STATES ARMY

FOUO - PREDECISIONAL - CLOSE HOLD - LIMDIS
About the Cover

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. Living and personifying the ideals of the Warrior Ethos, our Soldiers are on duty, 

around the world and at home, to protect the Nation and the society they serve. For these reasons, 

Soldiers are our Centerpiece. This is why we proudly feature a Soldier on this cover. 

Our Army is organized, manned, 

trained, and equipped to conduct 

sustained campaigns on land, 

as part of joint, interagency, and 

coalition formations, to achieve 

national strategic objectives. 

We are also uniquely suited to 

conduct expeditionary operations 

– requiring rapid deployment 

of our forces to remote, austere 

theaters of war and conduct 

operations immediately upon 

arrival. Our transformation and 

modernization efforts are focused 

to improve our capabilities in each 

of these se�ings. To meet the needs 

of the Nation and adapt to the 

challenges our Soldiers will face, 

we must continue to improve these 

capabilities. This is why we feature 

this statement on this cover. 

Our Soldiers continue to answer the Call to 

Duty, as they have done for over 230 years. The 

most potent weapon in the long struggle against 

terror will be our brave men and women in 

uniform. These Americans represent the finest 

the Nation has to offer. Those who honor and 

assist our Soldiers also answer the Call to Duty. 

To recognize the importance of service to the 

Nation, Call to Duty is the theme of this year’s 

Posture Statement. This is why we feature Call to 

Duty on this cover. 
A Statement on the 

Posture of the United States Army 2006

by 

The Honorable Francis J. Harvey and General Peter J. Schoomaker

Presented to 

The Commi�ees and Subcommi�ees of the 

UNITED STATES SENATE and the HOUSE OF REPRESENTATIVES

2nd SESSION, 109th CONGRESS

The annual Army Posture Statement is an unclassified summary of 

Army roles, missions, accomplishments, plans, and programs.

The Posture Statement is designed to reinforce the testimony presented by the Secretary of the 

Army and the Chief of Staff, Army, that addresses the resources and support required by the 

Department of the Army to accomplish its mission during Fiscal Year 2007.

This Posture Statement serves a broad audience as a basic reference on the state of the Army. 

This document is available on the Army website at h�p://www.army.mil/aps/06.

The Posture Statement is a product of the Office of the Chief of Staff, U.S. Army, 

Executive Office of the Headquarters Staff Group.

Email: EOHStaffGroup@hqda.army.mil
February 10, 2006

We have the confidence of the Nation as we continue to engage in a long struggle against global 

terrorism and the conditions that give it life and sustain it. Over a half-million active and reserve 

Soldiers have served overseas in the war on terrorism. More than 600,000 Soldiers are on active 

duty today. Almost half of them are deployed, serving in 120 countries worldwide in defense of 

U.S. interests. 

While fighting, we are preparing Soldiers and leaders for the challenges that they will face. We 

continue to transform, to modernize, and to realign our global force posture. Our Army continues 

to evolve from a force dependent on divisions to deter and to wage war against traditional 

adversaries, to a force dependent on modular brigades, specially designed for the full range of 

non-traditional adversaries and challenges it will face. 

With the support of the President, the Congress, and the Secretary of Defense, we have developed 

and resourced a fully integrated plan to best serve the Nation, to deal with the challenges we will 

face today and tomorrow, and to sustain our volunteer Soldiers in this time of war. 

To execute this plan, we are depending upon continued Congressional leadership in three areas: 

• Obtaining legislative authorities to assure predictable access to our Army National Guard 

and Army Reserve Soldiers who have become, by necessity, our operational rather than our 

strategic reserve; 

• Expediting wartime acquisition processes needed to equip and protect our Soldiers; and 

• Of greatest importance, maintaining the support of the American people whom we serve. 

To continue to meet the needs of the Combatant Commanders and the Nation, the Army will 

require the full support 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
Purpose and Organization of the 2006 Army Posture Statement

The 2006 Army Posture Statement describes how the Army is executing The Army Plan to meet the 

challenges of today and to be be�er prepared for those we will face tomorrow. Focusing on the Soldier, 

our centerpiece, the Posture Statement summarizes key implications of the 21st century security 

environment. This discussion provides the context to examine the Army Vision to accomplish our 

enduring, constitutionally-derived mission. 

The Army Plan consists of four overarching, interrelated strategies, focusing on people, forces, training 

and infrastructure. We explain our initiatives, accomplishments, and compelling needs as they relate to 

each of these strategies. We describe transformation, not as an end in itself; but rather, how it has helped 

us to accomplish our mission and to realize our vision. 

We conclude with a discussion of risk to underscore our compelling needs.

This Posture Statement is designed to serve as a primary portal to learn about the Army. A listing of 

helpful Army-related websites and a glossary of acronyms are also provided.

The Army Posture Statement can also be found on the Web at h�p://www.army.mil/aps/06. The electronic version 

of the document provides a series of addenda and hyperlinked boxes addressing key items of interest to enhance 

readability and to make additional information available to support diverse user interests. These items of interest 

are indicated in blue type throughout the document.

i
UNITED STATES ARMY

2006

Soldiers are making enormous contributions 

and sacrifices while serving at the forefront of a 

long struggle of continuous, evolving conflict. 

Their presence has enabled historic elections in 

Afghanistan and Iraq, and is se�ing the conditions 

for democratic institutions to take hold. Our Soldiers 

are also preventing a�acks on our Nation and 

responding to natural disasters at home and abroad, 

while sustaining the full range of America’s global 

commitments. At the same time, to be ready for 

the challenges we face today and tomorrow, we are 

accelerating our plan to transform and modernize. 

We are executing The Army Plan to accomplish 

our mission and to realize our vision: to remain 

the preeminent landpower on Earth – the ultimate 

instrument of national resolve – that is both ready to 

meet and relevant to the challenges of the dangerous and 

complex 21st century security environment. Our plan 

consists of four overarching, interrelated strategies 

(Figure 1). 

This fully integrated plan is driving change at an 

unprecedented pace. We are becoming a more 

powerful, more flexible, and more deployable 

force with a broad set of capabilities to deal with 

the full spectrum of challenges we will face. Our 

improvements will enable our Soldiers to sustain 

the full range of global commitments which extend 

beyond today’s current theaters of war. We are 

improving our ability to operate with joint and 

coalition partners and to perform nontraditional 

operations. We are also developing be�er ways to 

manage increasing demands for forces and relieve 

stress on Soldiers, their families, and civilian workers 

to sustain our All-Volunteer force.

Four key ideas underpin our planning: 

• First, we remain commi�ed to producing units 

that are ready for the challenges they will face 

and to overcoming years of underfunding 

prior to the events of 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. We are determined to support our 

Soldiers and their families with an improved 

quality of life that matches the high quality of 

service they perform for America.

• Second, we recognize that intellectual change 

precedes physical change. For this reason, we 

are developing qualities in our leaders, our 

people, and our forces to enable them to respond 

effectively to what they will face. We describe 

the leaders we are creating as “pentathletes,” 

whose versatility and athleticism – qualities that 

reflect the essence of our Army – will enable 

them to learn and adapt in ambiguous situations 

in a constantly evolving environment. We have 

undertaken a major review of how we train, 

educate, assign, and develop our military and 

civilian leaders to ensure that our Soldiers are 

well-led and well-supported as they deal with 

complexity and uncertainty for the foreseeable 

future. 

• Third, reinforced by the American military 

experience of the 20th century, we believe 

that our Soldiers’ effectiveness depends upon 

a national commitment to recruit, train, and 

support them properly. This commitment must 

be underwri�en by consistent investment in 

their equipment and infrastructure. We remain 

acutely aware of fiscal constraints; however, 

our duty to do what is right for our Soldiers, 

their families, and the Nation remains firm and 

unwavering. 

• Fourth, we remember our position at the start 

of the long struggle in which we are engaged. 

A�er years of insufficient modernization 

investments, many of our units were underequipped and not immediately ready for 

deployment, especially in our reserve units. To 

meet Combatant Commanders’ wartime needs, 

we pooled equipment from across the force to 

equip those Soldiers deploying into harm’s way. 

This increased risk in other capabilities, as seen 

in the Army National Guard during our national 

response to Hurricanes Katrina and Rita. With 

help from the President, the Congress, and the 

Department of Defense through supplemental 

appropriations, we have addressed many of 

our equipment shortfalls. We still have much 

to accomplish to ensure force readiness and to 

mitigate risk.

2006 Army Posture Statement Executive Summary

ii
POSTURE STATEMENT

To sustain the current mission, posture for future 

commitments, and maintain risk at acceptable 

wartime levels, the Army needs:

• Full funding of the Army request in the 2007 

President’s Budget and special consideration, 

in light of wartime demands, for avoiding any 

reductions to the Army’s budget and program. 

In addition, supplemental funding is required 

for combat and contingency operations and 

to continue to reset, repair, recapitalize, and 

replace ba�le losses of equipment for several 

years beyond major deployments. Supplemental 

funding is needed to overcome the stress on 

equipment resulting from sustained combat 

operations in harsh environments. These 

resources will ensure that the Army is fully 

manned, trained, and equipped to achieve 

victory in the war on terrorism. These resources 

will also enable the Army to maintain the 

momentum of key programs, while accelerating 

transformation. 

• Funding to increase Army capabilities and 

overall capacity as well as support for the 

legislative authorities and programs needed to 

assure access to our reserve components – who, 

by necessity, have become an operational vice 

a strategic reserve. We must achieve a proper 

balance of capabilities and skills among our 

active and reserve forces and continue to build 

high-quality units to increase capability and 

ease the strain on our deployed Soldiers.

• Support and funding to achieve critical 

recruiting and retention goals needed to grow 

operational forces. Meeting these goals for our 

active and reserve Soldiers sustains the quality 

and effectiveness of our All-Volunteer force. 

• Funding for the Future Combat Systems (FCS) 

program – to enhance current force capabilities 

today with “spin outs” of available technology 

– and accelerate more than 300 other modernization programs. Our most critical investment 

program, FCS will be the Army’s first major 

modernization in over 30 years and will be�er 

prepare and protect Soldiers for current and 

future threats. These capabilities will directly 

benefit our active and reserve components, all 

U.S. ground forces, and our allies that support 

ground campaigns. 

• Full funding to maintain momentum in building 

a rotational pool of 70 Brigade Combat Teams 

(BCTs) and more than 200 modular Support 

Brigades and headquarters. Already well 

under way, our transformation to become a 

fully modular force is preparing our Soldiers 

to conduct sustained operations of the type 

we see today. In addition, our transformation 

is increasing the depth and breadth of our 

capabilities to prepare our Soldiers for 

tomorrow’s challenges, particularly as we 

evolve to maintain overseas presence with 

rotational units. 

• Full funding for Army installations and support 

to execute a carefully synchronized plan to 

achieve a new global basing posture, while 

fulfilling the requirements of the National 

Military Strategy. This plan will make full use 

of the resources currently apportioned and 

projected to be recouped through consolidation 

and closings. Unanticipated costs associated 

with environmental remediation, renovation, 

construction, and other areas, may require 

additional resources in future years (a situation 

that will require continuous reevaluation). 

Full funding and continued support for Army 

installations and quality-of-life programs is 

required to sustain the All-Volunteer force, now 

being tested for the first time in a prolonged war.

• Support for funding and authorities for Army 

Business Transformation initiatives to achieve 

targeted efficiencies through management 

reform, Institutional Army adaptation, and 

reengineered business practices. These initiatives will free human and financial resources 

for more compelling operational needs and 

accelerate other aspects of our transformation. 

A complete, detailed list of our Compelling Needs 

for 2007 is provided in Figure 2.

2007 will be a pivotal year for the Army. We will 

continue to conduct operations while transforming 

the force, its global infrastructure, and all of our 

supporting business processes. The resources 

provided to the Army in 2007 and beyond will 

enable the Army to maintain the momentum of 

key programs, while accelerating aspects of our 

transformation. Moreover, this funding will 

determine our ability to continue to accomplish 

our mission and to be postured to meet future

commitments.

iii
UNITED STATES ARMY

2006

F����� 1

iv

Provide Relevant and Ready Landpower

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

• Maintaining the momentum of our transformation and modernization.

- Transforming to create an active and reserve component pool of 70 modular Brigade Combat Teams, reinforced by 

 over 200 modular Support Brigades.

- Modernizing – for the first time in decades – to field Future Combat Systems and other advanced technologies.

• Building a modular force in which brigades – not divisions – can “plug into” joint and coalition task forces in expeditionary 

and campaign se�ings.

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

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

- Building more brigades to increase strategic flexibility and relieve stress on Soldiers and equipment.

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

 new challenges.

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

Operating in Complex Environments, Facing Irregular Challenges, Ba�le Command, and more.

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

Train and Equip Soldiers and Grow Adaptive Leaders

We are preparing our Soldiers for the rigors of war and leaders to serve as multi-skilled pentathletes amidst complexity and uncertainty. 

We are:

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

• Reinforcing our commitment to our shared Warrior Ethos among all of our Soldiers and civilians.

• Enhancing our education and training programs – at our home stations, our Combat Training Centers, and across our 

institutional training base.

• Leveraging lessons learned in combat, countering insurgents, promoting stability, and supporting reconstruction.

• Continuing to build the best capabilities possible – by providing the best possible weapons, sensors, and protection for 

our Soldiers.

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

Sustain an All-Volunteer Force

We are sustaining the volunteer force now being tested for the first time in modern history in a long war. We are:

• Honoring our commitment to the versatile young Americans that we depend on by caring for them and their families.

• Enhancing numerous programs – housing, education, health care, and more – to improve how we support our Soldiers 

and their families.

• Promoting a sense of belonging – to units and communities – that builds readiness, cohesion, and reduces uncertainty.

• Executing a full range of initiatives and incentives to recruit and retain Soldiers with the right aptitude and a�itude.

• 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

We are providing infrastructure and support to ensure the Army is able to execute its mission. We are:

• Investing in our bases that house and deploy our Soldiers, depots, arsenals, and the information network that 

connects them.

• Adjusting our global footprint to be be�er positioned for the challenges of the 21st century and the long war on terrorism.

• Consolidating our activities to become more effective (to do our job be�er) and more efficient (with best use of resources).

• Reengineering the Army’s business processes to free human and financial resources for more compelling 

operational needs.

• Reducing cycle time, overhead, and cost in every aspect of what we do.

Four Overarching, Interrelated Strategies

The Army Vision is to remain the 

preeminent landpower on Earth 

– the ultimate instrument of national 

resolve – that is both ready to meet 

and relevant to the challenges of the 

dangerous and complex 21st century 

security environment.
POSTURE STATEMENT

F����� 2

v

Provide Relevant and Ready Landpower

• Resource the Army’s requirements for rese�ing more than 50 brigades consisting of over 350,000 pieces of equipment, including: 

615 aircra�; 7,000 combat vehicles; and 30,000 wheeled vehicles.

• Support the Army’s effort in 2007 to grow our operational forces to 355,000 Soldiers (increase of 40,000 Soldiers), and restructure 

both the Institutional and Operational Army to achieve a proper balance of capabilities across our active and reserve components 

to meet global commitments now and in the future. 

• Fully fund continuous modernization of the current force through the Future Combat Systems program and key supporting 

programs, including increasing Soldier protection, sustaining development of advanced technologies, and developing the Joint 

Network Node and LandWarNet to ensure the Army remains the preeminent landpower on earth. 

• Sustain momentum in force transformation through modular conversions planned in 2007 – three active component and seven 

reserve component Brigade Combat Teams, 13 active component and five reserve component Support Brigades, headquarters, and 

theater commands – to increase the depth and breadth of our capabilities to ensure the Army has relevant combat power for the 

21st century. 

Train and Equip Soldiers and Grow Adaptive Leaders

• Support and funding to implement the findings of the Review of Education, Training, and Assignments for Leaders, examining 

all pertinent policies and programs with a view to creating military and civilian “pentathletes” able to lead effectively amidst the 

complexity and uncertainty of the 21st century security environment.

• Continue to support Army initiatives to sustain Soldier, leader, and unit training development and improve stability for Soldiers 

and their families. 

• Continue to support the Rapid Fielding Initiative to complete the goal of equipping all operational forces (active and reserve 

component) by September 2007.

• Maintain funding support for equipment modernization programs that speed state-of-the-art force protection systems and 

weapons to our Soldiers in the field.

Sustain an All-Volunteer Force

• Support and funding to achieve critical recruiting and retention goals. Meeting these goals for all components will ensure the 

quality of our All-Volunteer force:

- Achieve an active component recruiting goal of 80,000 and retention goal of 64,200; an Army National Guard 

 recruiting goal of 70,000 and retention goal of 34,900; and an Army Reserve recruiting goal of 36,500 and retention goal 

 of 16,900.

- Continue support of Army initiatives to improve predictability and stability for Soldiers and their families in both the active 

 and reserve components.

• Full funding and support for quality-of-life programs to sustain the All-Volunteer force, now being tested for the first time in a 

prolonged war. 

- Support housing initiatives to provide quality housing for Soldiers and families at installations impacted by Base Realignment 

 and Closure and the Integrated Global Presence and Basing Strategy.

- Support the transformation of family programs to benefit families in all components regardless of physical location, leveraging 

 resources available in local communities.

Provide Infrastructure and Support

• Full funding for Army installations and support to execute a carefully synchronized plan to achieve a new global basing posture, 

while fulfilling the requirements of the National Military Strategy. This plan will make full use of the resources currently 

apportioned and projected to be recouped through consolidation and closings. Unanticipated costs associated with environmental 

remediation, renovation, construction, and other areas, may require additional resources in future years (a situation that will 

require continuous reevaluation).

- Support Army efforts to synchronize Integrated Global Presence and Basing Strategy, Base Realignment and Closure, 

 and stationing of modular forces.

- Support funding to achieve a 67-year facilities recapitalization rate.

- Maintain support for 2007 military construction requirements in accordance with the Army modular force initiative, Base 

 Realignment and Closure, Integrated Global Presence and Basing Strategy, and other Department of Defense guidance.

• Support for funding and authorities for Army Business Transformation initiatives to achieve targeted efficiencies through 

management reform, Institutional Army adaptation, and reengineered business practices. These initiatives will free human and 

financial resources for more compelling operational needs.

Compelling Needs

Full funding of the Army request 

in the 2007 President’s Budget and special

consideration, in light of wartime demands, for avoiding 

any reductions to the Army’s budget and program. In addition, 

supplemental funding is required for combat and contingency 

operations and to continue to reset, repair, recapitalize and replace battle 

losses of equipment for several years beyond major deployments. These 

resources will ensure that the Army is fully staffed, trained, and equipped to 

achieve victory in the war on terrorism. These resources will also enable 

the Army to maintain the momentum of key programs, 

while accelerating transformation.
UNITED STATES ARMY

2006

Table of Contents

Purpose and Organization ................................................................................................................................. i

Executive Summary ............................................................................................................................................ ii 

21st Century Security Environment: An Era of Uncertainty and Unpredictability ................................. 1

The Army Vision: Relevant and Ready Landpower in Service to the Nation............................................ 3 

Mission: Providing Forces and Capabilities ................................................................................................... 4

 Accomplishing the Mission Today: Sustaining Global Commitments ................................................. 4

 Major Decisions in 2005 ................................................................................................................................. 5

The Army Plan to Enable Mission Accomplishment.......................................................................................6

Provide Relevant and Ready Landpower for the 21st Century Security Environment............................. 8

 Support Current Global Operations with Relevant and Ready Landpower ......................................... 8

 Build a Campaign-Quality Modular Force with Joint and Expeditionary 

 Capabilities for Today and Tomorrow........................................................................................................ 10

 Compelling Needs......................................................................................................................................... 12

Train and Equip Soldiers to Serve As Warriors and Grow Adaptive Leaders........................................... 13

 Reinforce Our Centerpiece: Soldiers as Warriors.................................................................................... 13

 Train Soldiers.................................................................................................................................................. 14

 Enhance the Combat Training Centers....................................................................................................... 15

 Grow Adaptive Leaders................................................................................................................................15 

 Equip Our Soldiers........................................................................................................................................ 16 

 Compelling Needs ....................................................................................................................................... 17

Sustain an All-Volunteer Force Composed of Highly Competent Soldiers 

That Are Provided an Equally High Quality of Life..................................................................................... 17

 Recruit and Retain the All-Volunteer Force............................................................................................... 17

 Care for Soldiers and Army Families..........................................................................................................19

Improve Soldier and Family Housing........................................................................................................ 19

Compelling Needs.........................................................................................................................................20

Provide Infrastructure and Support to Enable the Force to Fulfill 

Its Strategic Roles and Missions ....................................................................................................................... 20

 Adjust Global Footprint to Create “Flagships of Readiness” ................................................................ 21

 Implement Business Transformation Initiatives....................................................................................... 22
POSTURE STATEMENT

 Develop the LandWarNet Institutional Infrastructure............................................................................ 23

 Compelling Needs ........................................................................................................................................ 23

Balancing Risk: The Tension Between Current And Future Demands .....................................................23

 Meeting Today’s Demands While Preparing for Tomorrow ..................................................................24

Preserving Peace and Freedom for the Nation ..............................................................................................26

Acronyms ........................................................................................................................................................ A-1

Addendum A* (Reserve Component Readiness – Data Required by NDAA 1994) 

Addendum B* (Progress Report on Strategic Initiatives Identified in 2005 Army Posture Statement) 

Addendum C* (Summary of Supporting Initiatives Identified in 2006 Army Posture Statement) 

Addendum D* (Naming Convention for Headquarters and Forces) 

Addendum E* (Army Force Generation Model)

Addendum F* (Sustaining the Force) 

Addendum G* (Army Well-Being Programs)

Addendum H* (Chemical Demilitarization Program)

Addendum I (Helpful Army Websites).......................................................................................................... I-1

Addendum J (Additional Information on Army Related Topics).............................................................. J-1

*Addenda (Web and CD-ROM Versions Only)

List of Figures

Figure 1: Four Overarching, Interrelated Strategies

Figure 2: Compelling Needs

Figure 3: The Security Environment

Figure 4: DoD and Army Outlays

Figure 5: Defense Budget Allocation

Figure 6: Investment Dollars

Figure 7: DoD Investments, FY 90-05

Figure 8: Army Global Commitments

Figure 9: Examples of Army Unique Capabilities

Figure 10: Equipping Our Soldiers

Figure 11: Major Stationing Moves in 2007
UNITED STATES ARMY

2006

21st Century Security Environment: 

An Era of Uncertainty and 

Unpredictability

In the four years since the terrorist a�acks on the 

Nation, the international security environment 

has changed dramatically. As a result, military 

commitments and especially the demand for 

Soldiers have increased both at home and abroad. 

With the support of the President, the Congress, 

and the Secretary of Defense, we have increased 

our capabilities to deal with the challenges we are 

facing today and accelerated our preparation for 

those we will face tomorrow. 

Complex Security Challenges

The National Defense Strategy identifies an array of 

traditional, irregular, catastrophic, and disruptive 

challenges that pose threats to the Nation (Figure 3). 

These threats are becoming increasingly complex. 

We no longer face only conventional armies 

who operate within clearly established political 

boundaries. In addition, we will face enemies that 

employ irregular tactics, terror, and asymmetric 

warfare. These enemies will be increasingly 

transnational and dispersed. 

Fueled by ideologies that oppose our Nation’s 

bedrock values, al-Qaeda and other enemies are 

commi�ed to reducing American global presence 

and to destroying our society. They have publicly 

stated their goal: to gain control in the Islamic world 

by establishing a unified caliphate, stretching from 

North Africa to Indonesia. 

We are engaged in a long struggle against 

adversaries who are ruthless and unconstrained in 

achieving their ends. Our previous conceptions of 

security, deterrence, intelligence, and warning do 

not adequately address the threats we now face. To 

defeat our adversaries, who will be neither deterred 

by nuclear or conventional weapons nor defeated 

in ba�les with decisive outcomes, we must remain 

vigilant in employing all forms of national and 

international power – diplomatic, informational, 

military, and economic – in a concerted, integrated 

manner.

Increasing Complexity

The security environment in which our Soldiers 

will operate is characterized by challenges and 

uncertainties, including: 

• Progress in the war on terrorism;

• The pace of democratic reform in the Middle 

East and elsewhere, especially in fledgling 

democracies such as Iraq, Afghanistan and the 

emerging Palestinian State;

• The ability of existing governments to perform 

traditional state functions and deny safe haven 

to terrorist groups;

• Progress in controlling the proliferation of 

weapons of mass destruction to state and nonstate actors; and

• Decisions in four major areas: 

- Defense priorities amidst growing fiscal 

 pressures; 

1

����������

��������� ������������

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

Ethnic War; Guerrilla; 

Insurgency; Terror

WMD: Rogue, Terrorist; 

Homeland Missile Attacks

����������� ����������

Traditional challenges posed 

by states employing legacy, 

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

Legacy Nuclear Forces; 

Uniformed Militaries

Cyber-War; Directed Energy; 

Genetic Weapons; Nano 

Weapons

����

Lower

Lower

Higher

Higher

�������������

F����� 3

The Security Environment
POSTURE STATEMENT

- Roles and missions of the Armed Forces 

 as defined in the Quadrennial Defense 

 Review; 

- Role of the Armed Forces in defense 

 support to civil authorities; and

- Pace of implementation of Base Realign-

 ment and Closure (BRAC) legislation 

 and Integrated Global Presence and Basing 

 Strategy (IGPBS) plans.

Competing Fiscal Priorities

The Army will remain engaged around the globe, 

while operating in a constrained fiscal environment. 

This will continue to limit the resources available 

to accomplish our missions.

National Budget Trends

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. 

Defense Budget Trends

The allocation of Defense resources has changed 

over time (Figure 5) in response to the focus and 

demands of the National Military Strategy. Today, 

despite providing the bulk of the forces for the war 

on terrorism, the Army receives the smallest share 

of programmed resources. Increasing pressure 

to reduce the federal deficit, coupled with rising 

fuel, health care, and other costs, may impact 

the resources appropriated to accomplish Army 

missions.

Army Budget Trends

The bulk of the Army’s funds are commi�ed to 

sustaining people, maintaining vital infrastructure, 

and preparing equipment for combat deployment. 

As a result, our ability to fund investment accounts 

is extremely limited (Figure 6). This creates a 

perennial tension between current and future 

demands. 

2

40%

35%

30%

25%

20%

15%

10%

5%

0%

1940 1950 1960 1970 1980 1990 2000 2010

PERCENTAGE OF GDP

FISCAL YEAR

3.6%

1.3%

4.4% 2.9.% 1.6% 1.3% 1.1% 0.8%

NOTES

•Supplemental data included through 2005. DoD

ARMY

Korea

14% Vietnam

9.5%

WWII

38%

Post-Cold War

Draw Down 4.8%

Global War on

Terrorism

3.9%

Reagan 

Build-Up

6.2%

Source: National Defense Budget Estimates for FY 2006, Office F����� 4

of the Under Secretary of Defense (Comptroller), April 2005. 

DoD and Army Outlays as a 

Percentage of U.S. GDP

F����� 6

DoD ARMY NAVY AIR FORCE

100%

80%

60%

40%

20%

0%

OTHER

MILCON &

FAMILY HOUSING

RDA (Investment 

Accounts) 

O&M

MILITARY 

PERSONNEL

Source: National Defense Budget Estimates for FY 2006, Office 

of the Under Secretary of Defense (Comptroller), April 2005. 

Investment Dollars

FY 47FY 49FY 51FY 53FY 55FY 57FY 59FY 61FY 63FY 65FY 67FY 69FY 71FY 73FY 75FY 79FY 81FY 83FY 85FY 87FY 89FY 91FY 93FY 95FY 97FY 99FY 01FY 03FY 05FY 07 FY 09FY 10

100%

80%

60%

40%

20%

0%

% OF DoD TOA

FISCAL YEAR

% of 1950 % of 1975 % of 2010

NAVY

ARMY

DEFENSE-WIDE

AIR FORCE

1.3%

33.5%

32.0%

33.2%

12.0%

30.1%

31.7%

26.2%

15.6%

29.2%

30.2%

25.0%

REAGAN

BUILD-UP

GULF WAR GWOT

VIETNAM

Source: National Defense Budget Estimates for FY 2006, Office F����� 5

of the Under Secretary of Defense (Comptroller), April 2005. 

Defense Budget Allocation By Service
UNITED STATES ARMY

2006

Investment Trends

Since 1990, the Army’s share of investment dollars 

has been considerably smaller than that of the other 

Departments (Figure 7). Consequently, the Army 

has been unable to invest in the capabilities to 

sustain a rising operational tempo and to prepare 

for emerging threats. Supplemental authority has 

enabled the Army to “buy back” crucial capability 

to meet the operational demands of the war on 

terrorism and to improve our ability to sustain the 

full scope of our global commitments.

Implications for the Army

The implications of the evolving security environment are clear. 

• The Nation will continue to be engaged in a long 

struggle of continuous, evolving conflict that, 

as in Afghanistan and Iraq today, will manifest 

itself in complex, traditional, and irregular 

challenges to include cyberspace a�ack. These 

struggles will be waged by Soldiers who will be 

expected to perform difficult tasks and create 

decisive outcomes to accomplish the objectives 

of the National Military Strategy.

• Our Soldiers must be prepared to deal with the 

full spectrum of threats. As described in the 

Army’s capstone concept for the future force, 

they must be able to operate effectively as 

part of joint, interagency, and coalition teams. 

Therefore, we must continue to improve the 

strategic responsiveness of our forces and our 

generating base through improvements in: 

- strategic agility;

- joint interdependence;

- speed; 

- survivability; 

- lethality; 

- sustainability;

- networks to improve situational 

 awareness and command of forces; and

- information assurance and network security

• Our Soldiers and units must be prepared to 

operate with li�le to no warning. We will no 

longer have the luxury of partially manning, 

equipping, or training a unit and relying on 

significant warning time to mobilize, train, and 

prepare to deploy. Rather, the units we have 

designated to be available for deployment 

will need their full complement of Soldiers, 

equipment, and training to be ready for 

immediate deployment from our power 

projection infrastructure. 

Failure to invest in Soldiers to build the right 

capabilities – by improving our doctrine, 

organizations, training, materiel, leaders, 

people, and facilities – will increase risk for the 

Army, the Joint Team, and our Nation. Building 

the capabilities required to hedge against the 

uncertainty of tomorrow will require prudent 

investments today. These investments must be 

sustained at predictable, consistent levels over 

time. Investing in defense capabilities in this 

manner would reflect a significant departure from 

historic pa�erns of spending, which have increased 

America’s vulnerability prior to each of the major 

conflicts of the 20th century.

The Army Vision: Relevant and 

Ready Landpower in Service 

to the Nation

The challenges posed by the 21st century security 

environment drive our vision of the force we must 

3

Other

$281

15%

Army

$310

16%

Air Force

$680

36%

Navy

$617

33%

FY 2006 Constant $ (in Billions)

DoD 

$1.89 TRILLION

Source: National Defense Budget Estimates for FY 2006, Office 

of the Under Secretary of Defense (Comptroller), April 2005. 

F����� 7

DoD Investments, FY 90-05
POSTURE STATEMENT

become to continue to accomplish our mission. 

The Nation has entrusted us to preserve peace, 

maintain freedom, and defend democracy. We 

have performed this role for more than 230 years. 

Today, because of the actions 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 Forces and 

Capabilities

The Army exists to serve the American people, 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 is also charged with providing logistics and 

support to enable the other Services to accomplish 

their missions. The Army organizes, trains, and 

equips Soldiers who, as vital members of their 

units, conduct prompt, sustained combat on land 

as well as stability operations, when required.

Accomplishing the Mission Today:

Sustaining Global Commitments

The Army continues to provide Combatant 

Commanders with a wide range of capabilities to 

prevail in the war on terrorism and to sustain our 

global commitments. These capabilities include 

support to civil authorities in response to threats 

and crises at home. Our worldwide commitments 

extend far beyond Iraq and Afghanistan. 

Today, approximately 600,000 Soldiers 

are on active duty (currently 487,000 

active component, 72,000 Army National 

Guard and 41,000 Army Reserve), with 

245,000 Soldiers serving worldwide in 

120 countries (Figure 8). More than 

1,700 Army civilians serve side-by-side 

with them in the field. Our Soldiers and 

civilians perform a variety of missions 

vital to America’s national defense. Here 

at home, more than 13,000 Soldiers are on 

duty specifically fulfilling critical missions 

to support the Global War on Terrorism.

The Army’s operational pace remains 

high, sustaining obligations and 

continuing trends established during the 

post-Cold War era. In addition to Iraq 

and Afghanistan, our forward presence 

continues to preserve peace on the Korean 

Peninsula, the Sinai, the Balkans, and numerous 

other places of strategic importance. 

Whenever and wherever needed, Soldiers continue 

to answer the Call to Duty. During this past year, 

Soldiers supported civil authorities during a 

variety of disaster relief and recovery missions. 

More than 42,000 National Guard Soldiers; 7,300 

active component Soldiers; and 3,500 Army 

civilians assisted citizens in Louisiana, Mississippi, 

Texas, and Florida a�er Hurricanes Katrina 

and Rita. Active and reserve aviation units flew 

thousands of helicopter sorties. These pilots and 

crews saved countless lives while distributing 

food, water, and other supplies. Working closely 

with state and federal agencies, the Army Corps of 

Engineers provided emergency support and is now 

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

SOLDIERS

M

O

D

ULAR

FORCES

THE INSTITUTIO

N

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 ready to meet and relevant to the challenges of the 

dangerous and complex 21st century security environment.

ARMY VISION

4
UNITED STATES ARMY

2006

executing more than $4 billion worth of projects to 

support recovery. Soldiers also provided relief for 

earthquake survivors in Pakistan. At home and 

abroad, on a daily basis, our Soldiers and civilians 

are doing critical work in service to our country.

In the four years since September 11, our National 

Guard has mobilized more than 329,000 Soldiers 

for both state and federal missions. On any given 

day, the Army National Guard provides vital 

capabilities in virtually every mission area. As 

of January 2006, more than 72,000 Soldiers from 

the National Guard are mobilized. Besides their 

commitments in Iraq and Afghanistan, National 

Guard Soldiers are protecting the homeland by 

securing borders, protecting key infrastructure, 

and securing special events such as the Super Bowl. 

They also support other missions of U.S. Northern 

Command. They are preserving peace in the Sinai 

and in the Balkans. They are also establishing 

the conditions for continued progress in Iraq and 

Afghanistan. 

Since September 11, the Army Reserve has 

mobilized over 143,000 Soldiers who, together 

with their fellow active and National Guard 

Soldiers, have enabled the Army to accomplish its 

mission at home and abroad. The Army Reserve 

provides vital capabilities across a diverse range of 

mission areas. As of January 2006, more than 

41,000 Army Reserve Soldiers serve on active 

duty. The Army Reserve’s 98th and 80th Divisions 

(Institutional Training) deployed to Iraq and 

Afghanistan to support U.S. Central Command’s 

training of security forces. 

Major Decisions in 2005

During 2005, the Army made four key decisions 

to accelerate change needed to win today and to 

continue to prepare for tomorrow’s challenges. 

• Accelerated the Fielding of the Future Force. 

In April 2005, the Army announced refinements 

of its plan – The Army Plan – to transition 

continuously from the current force to the 

future force to realize the Army Vision. This plan 

guides our efforts to transform the Army into a 

modular force, while continuing to modernize 

by fielding Future Combat Systems (FCS) and 

other technologies. We are leveraging recent 

combat experiences to train and educate our 

Soldiers and leaders and provide the campaign 

and expeditionary capabilities needed to deal 

with future challenges. 

• Restructured the FCS Program. In April 

2005, the Army restructured the FCS program 

for two reasons: (1) to improve contractual 

5

F����� 8

Army Global Commitments
POSTURE STATEMENT

arrangements with industry and provide a 

be�er framework to manage the cost and 

schedule aspects of this vital program; and 

(2) to further leverage FCS technologies as 

quickly as feasible to improve our Soldiers’ 

ability to fight and to protect themselves. By 

improving control and oversight, these new 

arrangements are paying dividends now. 

• Established the Business Transformation 

Initiatives. In February 2005, the Army 

decided to implement an Army-wide Business 

Transformation initiative. (We are reviewing

all of our business, resourcing, management, 

and acquisition processes to become more 

effective, improve quality, reduce cycle time, 

and achieve cost reductions.) To do so, we 

are applying the Lean Six Sigma methodology. 

Just as we are leveraging the lessons of war to 

improve fighting effectiveness, we are applying 

relevant corporate best practices to improve 

our business processes and make best use of 

our financial, human, and materiel resources. 

Other key aspects of Business Transformation 

include: Information Management Systems 

Portfolio Management, Institutional Army 

Adaptation, and Business Initiative Councils.

• Adopted the Army Force Generation 

(ARFORGEN) Model. The Army began to 

implement the ARFORGEN model to ensure 

all units are fully ready for deployment. This 

model will establish and coordinate cycles 

of readiness and training for all active and 

reserve units. To sustain our ability to execute 

the National Military Strategy, this model 

schedules deployment windows for our units 

while balancing the requirements associated 

with transforming, modernizing, implementing 

a new global stationing plan, and other mission 

demands. 

The Army Plan to Enable Mission 

Accomplishment

We are executing The Army Plan, consisting of 

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 the 

Combatant Commanders the assets to protect the 

Nation today and tomorrow. 

The Army is:

• Providing relevant and ready landpower for 

the 21st century security environment; 

• Training and equipping Soldiers to serve as 

warriors and growing adaptive leaders; 

• Sustaining an All-Volunteer force composed of 

highly competent Soldiers that are provided an 

equally high quality of life; and

• Providing infrastructure and support to 

enable the force to fulfill its strategic roles and 

missions.

We are transforming to create a future force with 

a broad set of capabilities to enable our Soldiers 

to address strategic problems the Nation will face 

(See Figure 9). 

The benefits of our approach are clearly evident in 

the a�itudes and levels of commitment we see in 

our Soldiers, as well as the a�ributes of our combat 

formations, the forces that sustain them, and the 

facilities and business processes that generate them 

from their home stations. The combined effects of 

transformation, modernization, innovation, and 

improvement – reinforced by positive change in 

the a�itudes 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. 

6
UNITED STATES ARMY

2006

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. Our initiatives are 

guiding our efforts to: 

• Grow innovative, adaptive Soldiers and leaders 

through training and education programs that 

build on recent combat experiences and leverage 

the Training Transformation Program;

• Adapt the doctrine which guides how we fight, 

how we sustain our forces, and how we train 

Soldiers; 

• Create far more capable, strategically deployable brigades that are designed to receive new 

technologies and equipment as soon as they 

become available;

• Increase Soldier and unit effectiveness and 

protection; and

• Apply be�er 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.

Provide Relevant and Ready 

Landpower for the 21st Century 

Security Environment

To support current global operations and prevail in the 

war on terrorism, we are increasing the quality and the 

effectiveness of our essential fighting units, the Brigade 

Combat Teams (BCTs). We are forming a rotational 

pool of 70 BCTs that will allow us to sustain global 

commitments, surge forces for unforeseen contingencies, 

and reduce stress on Soldiers and equipment. We are 

7

Examples of Unique Army 

Capabilities to Support Joint, Combined, and Interagency 

Operations

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: 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 

conflict with joint or U.S.-led coalitions of forces. 

Preventing Acquisition of Weapons of Mass 

Destruction by State and Non-State Actors

• 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, Office of the Secretary of Defense, February 2006.

Figure 9
POSTURE STATEMENT

also creating the right mix of Support Brigades to ensure 

that our Soldiers receive the logistical, engineering, 

intelligence, protection, aviation, and communications 

capabilities they will need to support the Combatant 

Commanders. 

We are rebalancing the force by placing the right Soldiers 

with the right skills into our jobs and organizations in 

greatest demand. At the same time, we are stabilizing 

Soldiers, to keep them with their units longer, to 

improve teamwork and reduce stress on families caused 

by frequent moves between posts. We are maintaining 

momentum in transforming and modernizing our 

formations – through modular conversion, pursuit of 

future combat systems, and fielding other advanced 

technologies. These complementary initiatives will 

ensure that our Soldiers are well prepared to operate in 

campaign and expeditionary se�ings with our joint and 

coalition partners.

Support Current Global Operations

with Relevant and Ready Landpower

To sustain a steadily increasing demand for 

military forces, we are building a modular force

centered on BCTs. Our modular conversion across 

the active and reserve components is designed 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 will create a rotational pool of 70 BCTs: 

42 in the active component and 28 in the Army 

National Guard. These BCTs will be organized into 

one of three standard designs: Infantry, Heavy, or 

Stryker. We will support these BCTs with more 

than 200 active and reserve Support Brigades. 

These Support Brigades will enable the BCTs 

to accomplish a broad range of missions. They 

will also provide essential capabilities to support 

civil authorities in homeland defense missions, 

including consequence management and disaster 

relief.

Our Support Brigades are organized into two 

categories: Multi-functional Support Brigades 

and Functional Support Brigades. The multiAccomplishments

Since 9-11 

• Soldiers helped to overthrow two terrorist 

 regimes, rescue two nations from oppression, 

 and to liberate over 50 million people.

• More than 144,000 Army Reserve Soldiers, 

 329,000 National Guard Soldiers, and 498,000 

 active component Soldiers supported Combatant 

 Commanders in Iraq, Afghanistan, Guantanamo 

 Bay, the Balkans, the Sinai, and elsewhere.

• 120,000 National Guard Soldiers and 31,000 

 Army Reserve Soldiers, along with active 

 component Soldiers, helped secure the homeland 

 through key asset security, special events security 

 such as the Super Bowl, airport security, and Air 

 Force Base security augmentation.

• Began 37 of the 70 planned Brigade Combat 

 Team modular conversions; 18 of these 37 

 conversions completed.

• Doubled depot output in just three years to 

 refurbish and reset vehicles and equipment for 

 future deployments.

• Extended the life of more than 4,000 HMMWVs 

 and 1,200 aircra� through the reset program.

2005

• Soldiers and coalition forces secured vital 

 elections in Iraq and Afghanistan where millions 

 voted.

• Two training divisions plus 41⁄2 Brigade Combat 

 Teams worth of officer and noncommissioned 

 officer leadership trained Iraqi and Afghan 

 security forces.

• Soldiers trained and equipped 88,000 Iraqi 

 Security Forces during 2005, increasing their 

 ranks to 224,000 in 136 ba�alions.

• Soldiers deployed to South Asia and Southwest 

 Asia to provide tsunami and earthquake relief.

• More than 42,000 National Guard Soldiers; 7,300 

 active component Soldiers; and 3,500 Army 

 civilians; complemented with Army Reserve 

 aviation and transportation units, provided 

 hurricane relief support (including Katrina and 

 Rita).

• Deployed advanced systems to share information 

 and improve situational understanding and 

 command of forces for four divisions and three 

Brigade Combat Teams in Iraq and Afghanistan.

• Equipped most deploying units with the Joint 

 Network Node to enhance command of forces.

• Advanced $2.2 billion contract for production of 

 368 Armed Reconnaissance Helicopters – the 

 Army’s first new manned helicopter acquisition 

 since 1983.

8
UNITED STATES ARMY

2006

functional brigades will perform operational roles 

including: Combat Aviation, Combat Support 

(Maneuver Enhancement), Sustainment, Fires, and 

Ba�lefield Surveillance. The functional brigades 

will perform broad support roles on a theater-wide 

basis including: Air Defense, Engineer, Explosive 

Ordnance Disposal, Military Police, Signal, and 

others.

Like our theater commands, our corps and divisionlevel operational command posts and headquarters, 

Support Brigades will also be converted 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 also improving the readiness of our 

reserve forces that are making vital contributions 

on a daily basis – and have transitioned from a 

strategic to an operational reserve as our global 

commitments have increased. We are working to 

improve our access to these forces to support our 

strategic requirements. Access will be enabled 

by reducing reserve component overstructure 

and managing reserve Soldiers in ways that will 

improve assigned strength in each of our units, 

while increasing opportunities for education 

and special skills training. These improvements, 

coupled with modular conversion, will improve 

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 units in high demand, and 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 operational forces and our institutional 

structures. 

• 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, Special Forces, chemical, 

civil affairs, and psychological operations units 

– and have identified over 100,000 positions 

to rebalance. We have accomplished more 

than half of this rebalancing and project to be 

completed by 2011. 

• To sustain increased global commitments, 

we are also increasing, or “growing,” the 

Operational Army in the active component. 

Our goal is to grow the Operational Army by 

40,000 Soldiers by 2008 (from the 2004 baseline 

of 315,000) to bring our active component 

operational force total to 355,000 Soldiers. This 

change will be enabled by military-to-civilian 

conversions and be�er management of our 

Individuals Account. 

The combined effect of rebalancing, redistributing, 

and growing the Operational Army is increasing 

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 rese�ing 

them – as quickly and efficiently as we can. Our 

reset program is restoring units returning from 

9
POSTURE STATEMENT

war to required levels of readiness to prepare them 

for future missions. As we reset our units, we 

are simultaneously converting them to their new 

modular designs. We have reset more than 20 major 

units. Many of these units have already returned 

to theaters of war in their new configurations. 

The Army Plan introduces a new readiness model, 

ARFORGEN, 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.

To sustain global commitments, we will 

transition units through a progression of three 

sequential readiness pools: Reset and Train, Ready 

(eligible for deployment and exercises), and 

Available (immediately available for world-wide 

employment). This model establishes a plan for 

scheduled deployment on an Army-wide basis. 

Through semi-annual synchronization conferences, 

we will organize our forces into three Expeditionary 

Force Packages:

• Ready Expeditionary Forces that are training 

and preparing for potential future missions;

• Contingency Expeditionary Forces that are 

ready for employment or exercises but not yet 

deployed; and

• Deployment Expeditionary Forces that are 

executing assigned missions. 

Our goal is to be able to generate a continuous 

output of trained and ready forces that will support 

one operational deployment in three years for the 

active component, and one operational deployment 

in six years for the reserve component. At lower 

levels of demand, this model may allow the Army 

to support one operational deployment in four 

years for active forces. This new model establishes 

the basis to bring all units to a full state of readiness 

– with people, equipment, and training – before 

they are scheduled to deploy. It allows the Army 

to accomplish 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 force of 18-19 BCTs, 

along with all required Support Brigades; and

• Surge up to an additional 15-19 BCTs in response 

to crises. 

Build a Campaign-Quality Modular Force 

with Joint and Expeditionary Capabilities 

for Today and Tomorrow

The war on terrorism 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 corpslevel 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 shi� the center of gravity 

10
UNITED STATES ARMY

2006

of our capabilities (previously focused primarily 

on traditional challenges) to be�er address the full 

spectrum of traditional, irregular, disruptive, and 

catastrophic challenges. 

The combination of transformation to build a 

modular Army and continuous modernization, 

to field Future Combat Systems (FCS) and other 

advanced technologies, is methodically producing 

the future force. 

FCS is our primary modernization program and 

most critical investment. This program will pioneer 

the next generation of warfighting capabilities 

which will improve Soldiers’ ability to find and 

fight their enemies. FCS includes a new class of 

manned and unmanned air and ground vehicles, 

interconnected by a modern network to be�er 

support and sustain Soldiers. 

The program is currently in the developmental 

phase. The first unit fully equipped with manned 

ground vehicles is projected to achieve initial 

capability by 2014 (and will be able to fight by 

2017). When we complete our intended fielding 

plan in 2025, new manned ground vehicles will 

replace 40 to 50-year old tactical vehicles designed 

in the 1970s to defeat Cold War enemies. 

A significant contribution of FCS is that it will 

immediately place advanced technologies into 

the hands of our Soldiers that will increase their 

capability and provide greater protection. By 

integrating advanced technologies into our 

formations in four “spin outs” that will occur in 

roughly two-year increments, we will strengthen 

our current forces in distinct ways:

• The first “spin out,” on track for delivery 

in 2008, will introduce Una�ended Ground 

Sensors, Non-Line-of-Sight Launch Systems, 

the Intelligent Munitions System, and the 

Network. These capabilities will enhance 

Soldiers’ understanding of their situation in 

dynamic, ba�lefield conditions by promoting 

a common perspective of enemy and friendly 

locations on digital maps. This improvement 

will greatly increase the area that Soldiers can 

influence and control. The Network will also 

provide Soldiers with more timely Actionable 

Intelligence. 

• The second and third “spin outs,” are currently 

on track for 2010 and 2012 respectively and 

will introduce new types of unmanned aircra� 

systems and ground vehicles for our Soldiers. 

These technologies will enable Soldiers to 

employ greater numbers of sensors to see and 

find their enemies first. These “spin outs” will 

also enable robotic reconnaissance of dangerous 

areas, mines, and booby traps. Together, they 

will increase Soldier protection and enhance 

the precision of their weapons. 

• The fourth “spin out” will complete the 

Network, currently on track for 2014. When 

completed, 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.

When whole BCTs are fielded with the full 

complement of FCS systems, these units will be able 

to generate significantly more capability. These 

FCS-equipped BCTs will contain more fighting 

11

SPIN OUT THREE 2012

Unmanned Ground 

Vehicles

• Manpackable Robotics

• Assault and 

 Reconnaissance

• Countermine and 

 Transport

Improves Soldier 

protection and weapons 

precision through the use 

of more unmanned sensors.

SPIN OUT FOUR 2014

Complete the Network

Reinforces other spin outs 

and improves the accuracy and responsiveness of 

joint systems supporting 

our Soldiers.

SPIN OUT TWO 2010

Unmanned Aircra� 

Systems

Improves Soldier 

protection and weapons 

precision through the use 

of more unmanned 

sensors.

ALL SUPPORTED BY THE NETWORK

SPIN OUT ONE 2008

Introduce the Network

Sensors/Shooters

• Una�ended Ground 

 Sensors

• Non-line-of-Sight 

 Launch Systems

• Intelligent munitions

Increases situational 

awareness and provides 

actionable intelligence.

Enhancing Current U.S. Ground Forces

Through Integration of FCS Technologies
POSTURE STATEMENT

vehicles and more infantry squads than the units 

we field today. They will be able to generate more 

capability and control more area with significantly 

fewer Soldiers than today. They will require less 

fuel, supplies, and other logistical support. 

These new capabilities will directly benefit all U.S. 

ground forces, including the Marine Corps and the 

Special Operations Forces from all Services. They 

will fundamentally alter how we deploy, employ, 

and sustain our ground forces. These capabilities 

will improve our capability to put “boots on the 

ground,” to stabilize contested zones, and to 

support joint and interagency teams. 

The future force comprises more than just FCSequipped, modular BCTs. It includes all of the 

improvements in strategic agility and efficiencies 

that will result from implementing BRAC and 

IGPBS decisions. These decisions will enable 

the repositioning of forces to be�er respond to 

emerging 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 pre-positioned equipment. 

To increase both strategic agility and efficiency, we 

are modernizing our pre-positioned equipment 

sets. We are also reducing the number of variants 

of our heavy combat vehicle fleet from four to 

two. This initiative will promote standardization, 

reduce 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. We are working to develop a future 

force that is be�er 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 through 

five major areas of focus:

• Sustain the Force enables modular Army 

logistics units to be�er anticipate requirements 

and provide rapid and precise capability to 

Army, joint, and multinational partners. We are 

improving theater-wide distribution systems 

12

Compelling Needs

• Full funding of the Army request in the 

2007 President’s Budget, plus the requisite 

supplemental funding for combat operations 

to ensure Soldiers are fully trained and 

equipped in the most expeditious manner 

to enhance current force readiness and to 

achieve victory in the long war.

• Resource the Army’s requirements for 

rese�ing over 50 brigades consisting of over 

350,000 pieces of equipment including: 615 

aircra�; 7,000 combat vehicles; and 30,000 

wheeled vehicles. 

• Support the Army’s effort in 2007 to grow 

our operational forces to 355,000 Soldiers 

(increase of 40,000 Soldiers), and restructure 

both the Institutional and Operational Army 

across the active and reserve components to 

meet global commitments now and in the 

future. 

• Fully fund continuous modernization of the 

current force through the Future Combat 

Systems Program and key supporting 

programs, including increasing Soldier 

protection, sustaining development of 

advanced technologies, developing the 

Joint Network Node, LandWarNet, and 

rebalancing active and reserve component 

units and skills to ensure the Army remains 

the preeminent landpower on earth. 

• Sustain momentum in force transformation 

through modular conversions planned in 2007 

– three active component and seven reserve 

component Brigade Combat Teams, 13 active 

component and five reserve component 

supporting brigades, headquarters and 

support units – to ensure the Operational 

Army has relevant combat power for the 21st 

century. 
UNITED STATES ARMY

2006

and visibility of all of the assets and resources, 

both deployed and in-transit, needed to support 

military operations.

• Actionable Intelligence is providing Soldiers 

and leaders with expanded situational 

understanding by distributing intelligence with 

more speed and accuracy, while providing the 

means to improve understanding of different 

languages and cultures. 

• Improve Capabilities for Stability Operations 

is improving our understanding of how to 

stabilize areas of operation and support security, 

transition, and reconstruction operations 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 broadening the options available to civil 

authorities.

• Increase Army Capabilities to Dominate in 

Complex Environments is focusing on finding 

innovative solutions to challenges posed by 

operations in urban, mountainous, cavernous, 

and jungle environments while expanding 

Soldier ability and protection, and enhancing 

cultural awareness, regional familiarity, and 

language skills. 

The combination of transformation and modernization, reinforced by initiatives of this type, and 

continued improvements in training Soldiers, 

developing leaders, and improving facilities is 

producing relevant and ready landpower for the 

21st century.

Supporting Initiatives (Addendum C): The areas 

of focus discussed above are reinforced by six 

initiatives: 

• 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 

Train and Equip Soldiers to Serve as 

Warriors and Grow Adaptive Leaders

The Army Vision centers on producing Soldiers armed 

with the values, combat skills, and mindset that enable 

them to serve as competent, disciplined warriors who 

reflect our shared ethos. Our training programs, at 

our home stations, our Combat Training Centers, and 

across our institutional training base are leveraging 

our combat experiences to grow adaptive leaders who 

are highly skilled, resilient, able to thrive in rapidly 

changing environments, and ready to operate with our 

joint, interagency, and multinational partners. We are 

commi�ed to continuing to equip our Soldiers with the 

best capabilities, weapons, and protection our Nation 

can provide – leveraging our national strength to reduce 

risk to our Soldiers. 

Reinforce our Centerpiece: 

Soldiers as Warriors

Our Soldiers continue to serve magnificently as we 

enter the fourth year of the war on terrorism. They 

believe in their mission, the Soldier’s Creed, and 

the Warrior Ethos. As evidenced by their service, 

they remain commi�ed to something far bigger 

than themselves. 

In Iraq and Afghanistan, our Soldiers are 

consistently defeating the enemies of freedom. 

13

Soldiers responding to Hurricane Katrina
POSTURE STATEMENT

They have created the conditions to permit free, 

democratic elections and to reconstruct vital 

infrastructure and institutions. Like the American 

Soldiers of generations past, today’s warriors are 

distinguishing themselves with tremendous acts 

of courage and valor in places such as Baghdad, 

Samarra, An Najaf, Fallujah, Tal Afar, Mosul, and 

Khandahar. 

Our Soldiers understand the Army’s values and 

personify our ethos, demonstrated most poignantly 

by their willingness to sacrifice all so that others 

may live in peace and freedom. Our Nation must 

remain equally commi�ed to them by providing 

the capabilities and support they need to succeed 

in their mission.

Train Soldiers

Our continued commitment to innovative training 

and education led us to enhance the rigor and 

relevance of Initial Military Training for new 

enlisted Soldiers and officers. Today, every Soldier, 

regardless of specialty, becomes a warrior first. To 

be be�er prepared for combat, all recruits receive 

advanced training in marksmanship and livefire convoy procedures. Current training draws 

from recent combat experience and emphasizes 

39 Warrior Tasks and Nine Ba�le Drills previously 

required only of infantry Soldiers. 

Our commitment to medical training and readiness 

has resulted in the highest survivability rate in

military history. Every Soldier in combat carries 

14

Accomplishments

Since 9 -11

• Adapted Combat Training Center training 

scenarios to match expected threats and provided 

enhanced training challenges to develop adaptive 

leaders. 

• More than half of the observer/controllers at our 

Combat Training Centers have experience in Iraq 

or Afghanistan.

• Greatly improved individual Soldier protection. 

Today every Soldier in Iraq and Afghanistan is 

issued improved body armor.

• Continued to meet Combatant Commander 

requirements to up-armor the vehicle fleet. To 

date, over 37,000 light, medium and heavy tactical 

wheeled vehicles have been fielded.

• Equipped 49 Brigade Combat Teams and nearly 

500,000 Soldiers with state-of-the-art equipment 

through the Rapid Fielding Initiative.

2005

• Instituted the Combat Action Badge to recognize 

those Soldiers who directly engage or who are 

engaged by the enemy.

• Implemented standard 39 Warrior Tasks and Nine 

Ba�le Drills to initial military training for Soldiers 

of all military occupational specialties.

• Expanded training base capacity from 405,000 to 

454,000 seats to enable growth in combat forces.

• Began implementation of new Officer Education 

System, including Basic Officer Leader Course and 

Intermediate Level Education.

• Used our experience gained in Iraq and Afghanistan 

to adapt our training bases and Combat Training 

Centers to provide enhanced training on 

marksmanship, fighting in urban areas, live fire 

convoy training, IED awareness, and working with 

non-English speaking allies. 

• Increased ammunition production more than 400 

percent to 1.5 billion small arms rounds per year 

to adequately train Soldiers and meet operational 

needs.

• Participated in the Joint Task Force that developed 

technical solutions and provided critical training 

for ground forces to detect and defeat Improvised 

Explosive Devices.

• Began development of a new Civilian Education 

System.
UNITED STATES ARMY

2006

a new blood-clo�ing bandage and a new onehanded tourniquet. Many are certified as combat 

lifesavers through extensive training. These 

capabilities combine with highly-trained combat 

medics, tremendous improvements in medical 

evacuation, and world-class field medicine to save 

lives every day. 

We are strong believers in life-long learning. We are 

using information technology to enhance Soldier 

and leader education in a time of war. Soldiers 

participate in more than 1,500 online courses 

to improve job proficiency and to work toward 

civilian degrees. Our Army Knowledge Online 

websites average more than one million visits per 

day, allowing Soldiers and leaders to collaborate 

and to share information regarding the lessons 

learned from combat and from training.

Enhance the Combat Training Centers

Just as we have transformed individual Soldier 

training, our unit training has evolved to be�er 

reflect the complexity of modern ba�lefields. We 

have invested in our Combat Training Centers

to replicate the complex environments – terrain, 

social, language, and culture – in which our 

Soldiers are fighting. Using these world-class 

training facilities, every unit conducts a Mission 

Rehearsal Exercise before deploying to combat. 

These exercises feature nongovernmental organizations, contractors, media, 

coalition role players, and hundreds of 

civilians on the ba�lefield. Similarly, our 

Ba�le Command Training Program uses 

state-of-the-art simulation techniques to 

replicate the realities of combat. This 

program trains deploying division, 

corps, and task force staffs who will serve 

as joint or coalition task force operational 

headquarters and includes information 

operations and other joint missions they 

might support or execute in the future. 

We are continuously improving training 

by providing a mix of live, virtual, 

and constructive training events. This 

cost-effective approach, which uses state-of-theart simulation tools, improves Soldier and unit 

capabilities and links home station training to the 

joint team. The rigor that we are adding to our 

Soldier, unit, and joint-level training, is reducing 

risk for our Soldiers by improving our predeployment preparation.

Grow Adaptive Leaders

The complexity of the 21st century security 

environment requires more of Army leaders at 

all levels. As we have seen in Iraq, Afghanistan, 

Korea, Europe, across the Americas, and in peace 

enforcement operations around the world, the 

actions of individual Soldiers and leaders can have 

strategic consequences. To be effective today and 

tomorrow, we are growing a new breed of leader 

— one more akin to a pentathlete who is able to 

rapidly transition between complex tasks with 

relative ease. 

The future environment will demand that Army 

leaders at all levels be multi-skilled, innovative, 

agile, and versatile. Therefore, we are continuing 

to evolve our training and education systems to 

grow adaptive civilian and military leaders who 

are comfortable in leading during times of change 

and uncertainty. 

15

Leader Attributes

• Decisive, with 

 integrity and character

• Confident and competent 

 decision-maker in 

 uncertain situations:

 Prudent risk taker

 Innovative

 Adaptive

• Empathetic

• Professionally educated 

 and dedicated to life-long 

 learning

• Effective communicator

Multi-skilled Leader

• Strategic and creative 

 thinker

• Builder of leaders 

 and teams

• Competent full 

 spectrum warfighter 

 or accomplished 

 professional who 

 supports the Soldier

• Skilled in governance, 

 statesmanship, and 

 diplomacy

• Understands cultural 

 context, and works 

 effectively across it

Personifies the 

Warrior Ethos in all 

aspects from war 

fighting to 

statesmanship to 

enterprise 

management . . . 

It’s a way of life.

Army Leaders in the 21st Century

“The Pentathlete”
POSTURE STATEMENT

Recognizing that intellectual change precedes 

physical change, we chartered a task force to 

Review Education, Training and Assignments for 

Leaders. This task force, now six months under 

way, is drawing upon the ideas and experiences of 

the finest leaders inside and outside of the Army. 

The task force will recommend changes to assess 

and improve all Army education, training, and 

assignment processes to produce pentathletes. 

Unlike World War I and World War II, when the 

Army closed the Army War College, we have 

improved our leader education programs while at 

war. At the Army War College and in all of our 

schools, training centers, and doctrine development 

positions, we are placing recently returned veterans 

into key positions to enhance the relevance of the 

education and training we provide. We are also 

moving to fully implement a new Basic Officer 

Leader Course (BOLC). Consistent with our 

warrior first approach, this tough, standardized, 

small-unit leadership experience is ensuring that 

all junior officers, in all of our branches, master 

the skills they will need to lead in combat. We are 

executing similar improvements in all of our officer 

and noncommissioned officer education programs. 

Our civilian development program is enhanced 

through our Civilian Education System. 

Equip Our Soldiers

Protecting our Soldiers continues 

to be our highest priority. With 

great support from the Congress, 

the Department of Defense, and the 

President, we have delivered more 

than 37,000 up-armored vehicles 

to meet Combatant Commander 

requirements. Additionally, we 

continue to contribute to the Joint 

Organization established to defeat 

our adversaries’ use of improvised 

explosive devices. (Figure 10)

We are also exploiting the value of 

the Rapid Equipping Force (REF)

to be�er protect our Soldiers. REF works in 

partnership with industry, academic, and military 

leaders to support Soldier needs as quickly as 

possible. It provides field commanders with 

readily employable solutions to enhance lethality 

and survivability. O�en using off-the-shelf and 

developmental technologies, REF is enabling us 

to remain ahead of an adaptive enemy and to save 

Soldiers’ lives. Examples of last year’s successes 

include the deployment of digital translators, 

vehicle scanning systems, and robots able to inspect 

possible improvised explosive devices. 

A similar program to increase Soldier capabilities is 

the Rapid Fielding Initiative (RFI). RFI has equipped 

nearly 500,000 Soldiers since its inception. RFI 

accelerates the fielding of commercial, off-the-shelf 

16

F����� 10

Body Armor

Up-Armored

HMMWVs

Tactical Wheeled 

Vehicle Add-onArmor Kit

Armored Security

Vehicle (ASV)

Bradley Reactive 

Armor Tile (Brat)

Counter-IED Device

Tactical and Small

Unmanned Aircraft

Systems

Aircraft

Survivability

Equipment (ASE)

Buffalo

Estimated 10 percent of 

Soldiers in Iraq equipped

500 Up-Armored HMMWVs

in Iraq and Afghanistan

Contingency mission only

No ASVs in theater

140 sets delivered;

acceleration plan in execution

Minimal capability in theater

Two systems deployed to

theater

No fixed-wing ASE; in process

of upgrading Blackhawk and

Chinook aircraft with basic ASE

No systems deployed in theater

All Soldiers and DoD civilians in 

theater equipped; plus 60,000

Deltoid Axillary Protectors

issued

More than 6,400 Up-Armored 

HMMWVs in Iraq and

Afghanistan

More than 19,000 vehicles in 

theater have Add-on-Armor-kits

Resurrected a terminated 

program; 82 ASVs in theater

592 sets delivered

1,496 systems in theater

128 systems in theater

All theater aircraft upgraded 

with basic ASE

No systems deployed in theater

All Soldiers and DoD civilians

in theater equipped; total of 

693,000 Body Armor sets 

fielded; plus 173,000 Deltoid 

Axillary Protector sets issued

More than 11,100 Up-Armored

HMMWVs in Iraq and 

Afghanistan

More than 37,500 vehicles in 

theater have Add-on-Armor kits

194 ASVs in theater

790 sets delivered; 

acceleration plan in

execution

More than 23,000 systems in 

theater

155 systems in theater

All theater rotary wing aircraft

to be upgraded with Latest

Common Missile Warning

System

44 systems deployed

AREA WHERE WE WERE

SEPTEMBER 2003

WHERE WE WERE

JANUARY 2005

WHERE WE WERE

JANUARY 2006

Equipping Our Soldiers:

Soldier Protection Programs in Iraq and Afghanistan
UNITED STATES ARMY

2006

systems to produce state-of-the-art capabilities. 

RFI provides a specific set of equipment to every 

Soldier, and a set of additional items to Soldiers 

assigned to BCTs. The Training and Doctrine 

Command is using combat lessons learned to 

maintain the currency of the items we supply. 

We plan to complete fielding these items to all 

operational forces by September 2007.

Supporting Initiatives (Addendum C): The areas 

of focus described above are reinforced by three 

supporting initiatives: 

• Support Joint Improvised Explosive Device 

Defeat Organization (JIEDDO)

• Expand Cultural Awareness and Language 

Capabilities

• Develop Joint Training Capabilities

Sustain an All-Volunteer Force 

Composed of Highly Competent 

Soldiers That Are Provided an 

Equally High Quality of Life

We owe our success to the versatile young Americans 

who answer the Call to Duty. This is the first time 

in our modern history that the Nation has tested the 

concept of an All-Volunteer force during a prolonged 

war. We are executing a full range of initiatives and 

incentives to recruit and retain high caliber citizens to 

man our active, reserve and civilian ranks. Caring for 

Soldiers and Army families through tangible quality of 

life programs provides a sense of belonging and sustains 

motivation for continued service. Improving Soldier and 

family housing reflects our commitment to providing a 

quality of life that matches the quality of our Soldiers’ 

service to the Nation. 

Recruit and Retain the All-Volunteer Force

We have maintained our All-Volunteer Army by 

recruiting dedicated, high-quality Soldiers and then 

retaining them well beyond their initial obligations. 

While the recruiting environment for America’s 

young men and women is competitive, we will 

not compromise standards as we temporarily 

increase the size of the Army by 30,000 Soldiers. 

Our recruiting goal this year exceeds 186,000 

Soldiers for all three components. This annual 

17

Compelling Needs

• Support and funding to implement the 

 findings of the Review of Education, 

 Training, and Assignments for Leaders, 

 examining all pertinent policies and 

 programs with a view to creating military

 and civilian “pentathletes” able to lead 

 effectively amidst the complexity and 

 uncertainty of the 21st century security 

 environment.

• Continue to support Army initiatives to 

 sustain Soldier, leader, and unit training 

 development and provide stability for 

 Soldiers and their families.

• Continue to support the Rapid Fielding 

 Initiative to complete the goal of equipping 

 all operational forces (active and reserve 

 component) by September 2007.

• Maintain funding support for equipment 

 modernization programs that speed state-of-

 the-art force protection systems and weapons 

 to our Soldiers in the field.
POSTURE STATEMENT

goal compares to about 140,000 recruits for all of 

the other Services combined. 

Last year was a challenging recruiting year.

However, we finished strongly, exceeding the 

monthly goals for the last four months by more than 

400 Soldiers per month in the active component. 

This trend continued into the new recruiting year 

in all three components. To achieve success this 

year, we have expanded advertising, increased the 

number of recruiters, and augmented numerous 

incentive programs. We recently initiated a 

new program, Unity of Effort, to recruit former 

members of the Armed Forces. This program 

features enlistment bonuses and, in many cases, 

reinstatement of previous rank. We are optimistic 

that our efforts, reinforced by Congress and 

the Nation’s support, will result in meeting our 

recruiting goals for this year.

The Army is retaining Soldiers at tremendously 

high levels. Since 2002, while fighting the war on 

terrorism, we have surpassed our combined Army 

retention goals each year. In 2005, we exceeded our 

goal by more than six percent. We reenlist two out 

of every three eligible Soldiers who reach the end 

of their term of service during a given year. We 

are particularly proud that one out of every two 

first-term Soldiers decide to reenlist. In a time of 

war and a high operational pace, we believe this 

achievement is indicative of the high quality of 

leadership that our Soldiers experience in their 

units. Our Soldiers value the tradition of service 

to the Nation and appreciate the opportunity to 

contribute in a meaningful way. 

The continued support of spouses, parents, 

veterans, and the employers of our reserve 

component Soldiers plays a huge role in recruiting 

and retaining the All-Volunteer force. This support 

has a direct effect on the pride and morale of each 

of our Soldiers. In May 2005, to recognize the role 

and contributions of key influencers in our society, 

we established the Freedom Team Salute Program. 

To date, we have received requests to commend 

almost one million spouses, parents, veterans, and 

civilian employers. 

18

Accomplishments

Since 9-11

• Exceeded combined active and reserve 

 retention goal each year.

• Built over 24,000 barracks spaces and 

 modernized over 9,000 existing spaces through 

 the Barracks Modernization Program.

• Privatized 59,500 sets of quarters at 26 

 different installations through the Residential 

 Communities Initiative to improve family 

 housing.

• Continued to provide returning Soldiers 

 state-of-the-art health care as they return 

 from theater.

• Established a Well–Being framework to 

 integrate, resource, and measure quality-of-life 

 programs for Soldiers and families.

2005

• Achieved 106 percent of the combined active 

 and reserve retention goal.

• Increased recruiting and retention incentives 

 programs.

• Assisted Family Support and Readiness Groups 

 from company to division-level. Developed 

 Virtual Family Readiness Groups.

• Implemented the U.S. Army Wounded Warrior 

 Program (formerly Disabled Soldier Support 

 System) to synchronize Army programs that 

 care for severely disabled Soldiers.

• Established a community-based Child and 

 Youth Services Program for child care, youth 

 development, and school transition to 

 support 160,000 Army Reserve youths.

• Implemented a $250 million Barracks 

 Improvement Program to upgrade sub-

 standard Soldier barracks.
UNITED STATES ARMY

2006

Care for Soldiers and Army Families

We continue to work to assure Soldiers and their 

families that they will be taken care of and all their 

needs will be met. Caring for families plays a vital 

role in sustaining a national commitment to serve 

and requires both the a�ention of leaders and the 

application of resources.

Army Well-Being programs provide leaders a 

variety of ways to care for Soldiers and their 

families. We have integrated numerous qualityof-life functions into a comprehensive well-being 

framework that enables us to focus resources, 

measure success, and address the needs of an 

Army at war. Our objective is to sustain the 

fighting strength of our Army while providing for 

the individual needs of Soldiers and families. 

To assist Family Support and Readiness Groups 

at all levels, we have developed Virtual Family 

Readiness Groups. We have expanded child care 

programs on installations and in communities that 

have deployed Army National Guard and Army 

Reserve units. The Army Reserve established a 

Child and Youth Services Program to facilitate 

access to child care, youth development, and 

student support. The new Deployment Cycle 

Support Program helps families to understand 

and cope with the stress of deployments. Our 

Army Spouse Employment Partnership program 

has placed over 11,000 spouses in positions with 

major corporations and State and Federal agencies. 

We are currently working on a school transition 

program to help families and communities affected 

by BRAC decisions. These are just a few of the 

many ways that we care for Soldiers and families. 

Health care is another critical aspect of caring 

for our Soldiers and their families. The Army 

provides world-class health care for 3.5 million 

beneficiaries, on the ba�lefield and at hospitals 

and clinics worldwide. To honor our obligation to 

care for Soldiers and families, we continually look 

for ways to improve health and well-being. The 

U.S. Army Wounded Warrior Program, formerly 

known as the Disabled Soldier Support System, 

provides sustained care for our severely wounded 

Soldiers. This program provides continuous and 

comprehensive transition and support services 

for our Soldiers until they are returned to duty or 

for up to five years a�er medical retirement. This 

program exemplifies our commitment to honor 

the Soldier’s Creed by “never leaving a fallen 

comrade.”

Improve Soldier and Family Housing

We are commi�ed to providing quality housing 

for our Soldiers. Housing for single and married 

Soldiers has been improved significantly as a 

result of the Barracks Modernization Program and 

Residential Communities Initiative (RCI).

To improve substandard living conditions across 

our installations, we commi�ed $250 million to 

an immediate Barracks Improvement Program. 

As part of a longer-term Barracks Modernization 

Program, we will have funded 85 percent of our 

barracks modernization by the end of this year. 

We have programmed funding through 2009 to 

modernize our remaining barracks spaces. In 

addition, 45 percent of barracks for our recruits at 

our training centers will be modernized by 2011. 

Using vital supplemental funding, we also initiated 

19
POSTURE STATEMENT

a program to modernize the barracks used by Army 

Reserve and Army National Guard Soldiers during 

their annual training. 

Through RCI, we are providing be�er family 

housing for our Soldiers by privatizing 82,000 

homes at 42 installations. This program leverages 

private investment capital to improve housing 

at a much faster rate than traditional methods of 

financing and contracting for military construction. 

When completed in 2010, over 90 percent of 

Army housing in the United States will have been 

privatized. We have also constructed more than 

3,600 family homes and renovated 6,300 existing 

homes using traditional military construction. 

Improved housing, in barracks and quarters, 

provides Soldiers and families with a quality of 

life that recognizes their service to the Nation. 

These programs have a positive, enduring effect on 

Soldiers’ morale, and contribute immeasurably to 

our ability to sustain our volunteer force. 

Supporting Initiatives (Addendum C): The above 

areas of focus are reinforced by the following three 

supporting initiatives: 

• Continue Army One Source

• Establish Multi-Component Family Network

• Execute Child and Youth Services School 

Transition Support

Provide Infrastructure and Support to

Enable the Force to Fulfill Its Strategic 

Roles and Missions

The infrastructure that the Army maintains plays 

a vital role in supporting the Joint Force. We are 

adjusting our global footprint to improve readiness at 

each of our installations. To free resources for more 

compelling operational needs, we are reengineering 

every one of our business processes. At the same time, 

we are completely transforming our infrastructure, 

consisting of installations, depots, and arsenals – and 

the information network that connects them – to reflect 

the deployment requirements and global commitments of 

the 21st century security environment, while becoming 

dramatically more efficient.

20

Compelling Needs

• Support and funding to achieve critical 

 recruiting and retention goals. Meeting these 

 goals for all components will ensure the 

 quality of our All-Volunteer force.

 - Achieve an active component recruiting 

 goal of 80,000 and retention goal of 

 64,200; an Army National Guard 

 recruiting goal of 70,000 and retention 

 goal of 34,900; and an Army Reserve 

 recruiting goal of 36,500 and retention 

 goal of 16,900.

 - Continue support of Army initiatives to 

 provide predictability and stability for 

 Soldiers and their families in both the 

 active and reserve components.

• Full funding and support for quality-of-life 

 programs to sustain the All-Volunteer force, 

 now being tested for the first time in a 

 prolonged war.

 - Support housing initiatives to provide 

 quality housing for Soldiers and families 

 at installations impacted by Base 

 Realignment and Closure and the 

 Integrated Global Presence and Basing 

 Strategy.
UNITED STATES ARMY

2006

Adjust Global Footprint to Create 

“Flagships of Readiness”

The Army is moving units and transforming 

posts through an effort that we call “Stationing.”

In 2007, we will reposition major elements of our 

operational force (Figure 11). At the same time, we 

will establish the environmental foundation and 

initiate the renovation and construction needed 

to reposition schoolhouses, headquarters, and 

other support activities. Our stationing effort will 

posture our forces, logistics activities, and power 

projection infrastructure to respond to the demands 

of a complex, uncertain future as efficiently and 

effectively as possible. 

We have produced a plan that integrates BRAC 

decisions, the IGPBS plan, and the Modular Force 

initiative. This plan allows us to divest Cold War era 

infrastructure and create the infrastructure required 

for the foreseeable future. We are consolidating 

activities by leveraging information technology 

and advances in supply chain management. We 

are also completely reengineering our business 

processes to eliminate waste. 

This consolidation will yield tremendous savings 

over time. Our plan reduces overhead costs 

by streamlining the installation staffs, contract 

support, and infrastructure that will support 

units and activities at their new locations. We 

are exploiting this opportunity to become more 

efficient and more effective as we implement our 

stationing plan. 

Stationing involves more than merely opening, 

closing, or realigning functions. It requires 

balancing military, economic, and strategic 

Major Stationing Moves in 2007

• 1st Brigade, 1st Armored Division moves 

 from Germany to Fort Bliss.

• 212th Fires Brigade moves from Fort Sill to 

 Fort Bliss.

• 17th Fires Brigade moves from Fort Sill to 

 Fort Lewis.

• Stryker Brigade Combat Team 7 activates at 

 Fort Lewis.

• Ba�lefield Surveillance Brigades activate at 

 Fort Hood and at Fort Bragg.

• Support Brigades (Maneuver Enhancement) 

 activate at Fort Irwin and Fort Polk.

F����� 11

21

Accomplishments

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 decisions of Base Realignment 

 and Closure, Integrated Global Presence and 

 Basing Strategy, Army Modular Force 

 initiative, and the demands and realities of 

 the Global War on Terrorism.

• Optimized Power Projection Platforms to 

 mobilize and deploy over 500,000 Soldiers to 

 support the Global War on Terrorism.

2005*

• Awarded the General Fund Enterprise 

 Business System contract to enhance the 

 management of financial resources.

• Planned and implemented an Army-wide 

 Business Transformation initiative based on 

 the Lean Six Sigma methodology to reduce 

 the cost of the business side of the Army.

• Identified and began initial implementation 

 of substantial structural changes to the 

 institutional base of the Army.

• Implemented a strategic management 

 system to measure Army performance and 

 ensure optimum allocation of resources.

* Several continue into 2006
POSTURE STATEMENT

necessities to determine the scope and timing of 

closures, consolidations, construction, renovation, 

unit activations, and unit deactivations. We have 

scheduled all of these activities to occur in ways 

that will enhance the flow of forces to and from 

current global commitments. 

Our stationing plan and requirements for funding, 

construction, renovation, and environmental 

remediation are guided by a set of key goals: 

• Use existing infrastructure to reduce cost and 

excess capacity;

• Minimize use of temporary facilities; and 

• Place priority on barracks, housing, motor 

pools, ranges, and training facilities to ensure 

that our Soldiers are properly prepared for the 

challenges they will face. 

While positioning the Army to be�er respond 

to the 21st century security environment, we are 

simultaneously working to ensure that our Soldiers 

and families enjoy the benefits of installations that 

are truly “Flagships of Readiness.” 

The quality of our installations remains critical to 

accomplishing our mission. Our depots, training 

bases, and home stations enable the Army to:

• Build, train, deploy, and sustain our operational 

forces; 

• Reset and regenerate combat power of returning 

forces for future missions; 

• Provide homes, health care, essential support, 

and much of the quality of life that our Soldiers 

and families enjoy; and 

• Provide the workplace for our civilian 

workforce of more than 230,000 people that is 

performing an increasingly important role in 

accomplishing the Army’s wartime mission.

Since 2001, the Army has made tremendous progress 

in enhancing training and generating combat power 

in time of war. Despite improvements, the Army 

still requires significant resources to overcome 

years of insufficient investments in its installations 

and infrastructure. We are commi�ed to reducing 

our facilities recapitalization rate to meet the 

Department of Defense 67-year goal. If resourced, 

our stationing plan will produce installations be�er 

able to train and prepare our forces for future 

missions. Our plan will also provide a quality of 

life that our Soldiers and families deserve, and help 

to sustain the All-Volunteer force. 

Implement Business Transformation

Initiatives 

We are fundamentally changing how the Army 

conducts business. Our goal is to streamline or 

eliminate redundant operations to free financial 

and human resources to redirect to our core 

warfighting missions. We are: 

• Improving our processes to repair equipment 

and reset our forces;

• Reengineering our manufacturing and

administrative processes;

• Outsourcing, where it makes sense;

• Seeking to make best use of economies of scale 

in all of our contracted services; 

• Applying information technology to improve 

support and eliminate functions where possible; 

and

• Achieving cost savings in so�ware and 

hardware while pursuing enterprise-level 

solutions in our networking practices. 

22
UNITED STATES ARMY

2006

Across the Army, we are reengineering all of our 

business processes to achieve greater efficiency, 

improve quality, decrease cycle time, and reduce 

cost. The method we are using, Lean Six Sigma, 

has already produced a marked improvement 

in manufacturing and repair processes at all of 

our depots within the Army Materiel Command. 

Once fully implemented across the Army, with full 

adherence to labor laws and other administrative 

requirements, we will replicate these successes 

across the Army in all our activities. 

Develop the LandWarNet Institutional 

Infrastructure

We are investing in information technology at our 

installations and reserve component facilities to 

lay the foundation for fielding LandWarNet. The 

Army’s portion of the Global Information Grid, 

LandWarNet compromises both infrastructure and 

services. It moves information through a seamless 

network to be�er support our combat forces and 

the institutional structures that generate them. 

Our information technology infrastructure will 

enable operational forces to “reach back” for data, 

such as repair part visibility, intelligence and other 

support, and innovations such as telemedicine. 

This same technology is improving our ability to 

manage business.

Supporting Initiatives (Addendum C): The areas 

of focus discussed above are reinforced by three 

supporting initiatives: 

• Execute Base Realignment and Closure 

• Improve Global Force Posture

• Improve Medical Infrastructure

Balancing Risk: The Tension 

Between Current and Future 

Demands

The Army has always experienced a tension 

between current and future demands, perhaps 

more now than ever before. Consistent investment 

in current and future readiness is needed to:

• Ensure that the size and mix of our components 

and capabilities are in balance;

23

Compelling Needs

• Support to execute a carefully synchronized 

plan to achieve a new global basing 

posture while fulfilling the requirements 

of the National Military 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. 

 - Support Army efforts to synchronize 

 Integrated Global Presence and Basing 

 Strategy, Base Realignment and Closure, 

 and stationing of modular units.

 - Support funding to achieve a 67-year 

 facilities recapitalization rate.

 - Maintain support for 2007 military 

 construction requirements in accordance 

 with the Army Modular Force initiative, 

 Base Realignment and Closure, Integrated 

 Global Presence and Basing Strategy, and 

 other Department of Defense guidance.

• Support for funding and authorities for 

 Army Business Transformation initiatives 

 to achieve targeted efficiencies through 

 management reform, Institutional Army 

 adaptation, and reengineered business 

 practices. These initiatives will free human 

 and financial resources for more compelling

operational needs.
POSTURE STATEMENT

• Enhance our global posture, agility, and 

readiness to conduct expeditionary operations 

on short-notice; and 

• Organize, man, train, and equip our Soldiers to 

win today and tomorrow. 

Meeting Today’s Demands While

Preparing for Tomorrow

The Army has adapted to fight the war on terrorism 

following a decade of insufficient modernization 

investments. At the start of combat operations, 

many of our units were under-equipped and not 

immediately ready for deployment, especially in 

our reserve components. 

To meet Combatant Commander requirements, 

we had to aggregate equipment from across the 

force to fully equip those Soldiers deploying into 

harm’s way. As a result, we significantly reduced 

the readiness of many units to prepare others for 

combat. 

This readiness decision was especially evident in the 

Army National Guard during our national response 

to hurricanes Katrina and Rita. With help from the 

President, the Congress, and the Department of 

Defense via supplemental appropriations, we have 

been provided the means to address many of our 

equipment shortfalls and readiness requirements, 

yet we still have much to accomplish.

To manage risk within acceptable levels during 

wartime, the Army requires: 

• Full funding of the Army request in the 2007 

President’s Budget and special consideration, 

in light of wartime demands, for avoiding any 

reductions to the Army’s budget and program. 

In addition, supplemental funding is required 

for combat and contingency operations and 

to continue to reset, repair, recapitalize, and 

replace ba�le losses of equipment for several 

years beyond major deployments. Supplemental funding is needed to overcome the 

stress on equipment resulting from sustained 

combat operations in harsh environments. 

These resources will ensure that the Army is 

24

Army Actions to Mitigate 

Risk in 2005

Operational Risk

• Funded our reset program to repair over 7,000 

 tracked and wheeled vehicles and over 550 

 helicopters;

• Completed the modular conversion of 11 Brigade 

 Combat Teams, including one Stryker brigade 

 that will deploy this year; and

• Implemented the ARFORGEN model to allow 

 the Army to sustain a commitment of up to 18-

 19 Brigade Combat Teams with the ability to 

 surge an additional 15-19 Brigade Combat Teams

on short notice.

Future Challenges Risk

• All tactical vehicles in Iraq and Afghanistan that 

 operate away from forward operating bases have 

 up-armored or add-on armor protection. Nearly 

 2,400 tactical wheeled vehicles do not have 

 missions off of forward operating bases and are 

 not armored; and

• Restructured the Future Combat Systems 

 program to “spin out” advanced technologies 

 to Soldiers as they become available, rather than 

 waiting for total system fielding.

Force Management Risk

• Continued modular force conversions, enlarging 

 the pool of available units to reduce the stress on 

 the force;

• Continued military-to-civilian conversion to free 

 up Soldier positions from the Institutional Army 

 to the Operational Army;

• As a component of the ARFORGEN, initiated 

 lifecycle management of 11 Brigade Combat 

 Teams to keep Soldiers in units longer, improve 

 unit readiness and cohesion, and provide greater 

 predictability for Soldiers and their families; and

• Created a stationing plan to be�er posture the force 

 for deployments and other global commitments.

Institutional Risk

• Implemented business transformation initiatives 

 to improve how the Army does business and 

 consequently reduce cost;

• Awarded the General Fund Enterprise 

 Business System contract to allow be�er financial 

 management;

• Created a stationing plan to improve strategic 

 responsiveness and invest in our most critical 

 installations; and

• Invested in LandWarNet to improve each 

 installation’s ability to manage information and 

 be�er support operational forces.
UNITED STATES ARMY

2006

fully manned, trained, and equipped to achieve 

victory in the war on terrorism. These resources 

will also enable the Army to maintain the 

momentum of key programs, while accelerating 

transformation. 

• Funding to increase Army capabilities and 

overall capacity as well as support for the 

legislative authorities and programs needed to 

assure access to our reserve components – who, 

by necessity, have become an operational vice 

a strategic reserve. We must achieve a proper 

balance of capabilities and skills among our 

active and reserve forces and continue to build 

high-quality units to increase capability and 

ease the strain on our deployed Soldiers. 

• Support and funding to achieve critical 

recruiting and retention goals needed to 

grow our operational forces. Meeting these 

goals for our active and reserve Soldiers 

sustains the quality and effectiveness of our 

All-Volunteer force. 

• Funding for the FCS program – to enhance 

current force capabilities today with “spin 

outs” of available technology – and accelerate 

more than 300 other modernization programs. 

Our most critical investment program, FCS will 

be the Army’s first major modernization in over 

30 years and will be�er prepare and protect 

Soldiers for current and future threats. These 

capabilities will directly benefit our active and

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

our allies that support ground campaigns. 

• Full funding to maintain momentum in building 

a rotational pool of 70 BCTs and more than 200 

modular Support Brigades and headquarters. 

Already well under way, our transformation 

to become a fully modular force is preparing 

our Soldiers to conduct sustained operations 

of the type we see today. In addition, our 

transformation is increasing the depth and 

breadth of our capabilities to prepare our 

Soldiers for tomorrow’s challenges, particularly 

as we evolve to maintain overseas presence 

with rotational units. 

• Full funding for Army installations and support 

to execute a carefully synchronized plan to 

achieve a new global basing posture, while 

fulfilling the requirements of the National 

Military Strategy. This plan will make full use 

of the resources currently apportioned and 

projected to be recouped through consolidation 

and closings. Unanticipated costs associated 

with environmental remediation, renovation, 

construction, and other areas, may require 

additional resources in future years (a situation 

that will require continuous reevaluation). 

Full funding and continued support for Army 

installations and quality-of-life programs is 

required to sustain the All-Volunteer force, now 

being tested for the first time in a prolonged 

war. 

• Support for funding and authorities for Army 

Business Transformation initiatives to achieve 

targeted efficiencies through management 

reform, Institutional Army adaptation and 

reengineered business practices. These 

initiatives will free human and financial 

resources for more compelling operational 

needs and accelerate other aspects of our 

transformation. 

The Army is commi�ed to producing units that are 

ready for the challenges they will face tomorrow 

and to overcoming years of underfunding prior to 

the events of 9-11. We have received unprecedented 

25
POSTURE STATEMENT 26

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 they will be 

assigned. We are determined to support our 

Soldiers and their families with an improved 

quality of life that matches the quality of the service 

they perform for America.

Building the capabilities required to hedge against 

the uncertainty of tomorrow will require prudent 

investments today. These investments must be 

sustained at predictable, consistent levels over time 

– a departure from historic pa�erns of spending 

which have increased our Nation’s vulnerability 

at the outset of each of the major conflicts of the 

20th century. As George Washington stated, “To 

be prepared for war is one of the most effective 

means of preserving peace.” Consistency in 

funding, even as the war on terrorism ebbs and 

flows, is absolutely essential to the Army’s ability 

to preserve peace and freedom for the Nation.

Preserving Peace and Freedom for 

the Nation

Guided by the Army Vision, we are accomplishing 

our mission today while building the future 

force – of Soldiers, leaders, modular forces 

and institutional support structures – to do so 

tomorrow. 

We remain resolute in our determination to preserve 

peace and freedom for America. To identify, learn, 

and adapt to new challenges, we continue to focus 

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 fulfill our Title 10 obligation to ensure the 

Army, as part of the Nation’s Armed Forces, 

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

face of traditional, irregular, catastrophic and 

disruptive challenges?

• How can we best prepare our leaders to 

become multi-skilled “pentathletes” able to 

operate confidently and successfully amidst 

the challenges and uncertainties we will face?

• Are joint land forces (Army, Marines, and 

Special Operations Forces) properly sized, 

structured, trained, and oriented to provide 

the capabilities needed to perform the missions 

that the Nation will require?

• What additional actions are required to ensure 

that our forces are organized, trained, manned, 

and equipped to be relevant to, and ready for, 

the challenges they will face?

• How do we ensure that our physical 

infrastructure (installations, depots, arsenals, 

and the network that connects them) best 

supports our mission? How do we balance our 

resources to: provide quality of life to sustain 

our volunteer force; maintain deployment 

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

facilities) to support Combatant Commanders’ 

timelines; and establish a training base to 

prepare our Soldiers and units for the challenges 

they will face? 

• How can we best leverage the human and 

financial resources we have been provided to 

ensure that we remain the world’s preeminent 

landpower – ready to meet and relevant to, in 

capabilities and mindset, the challenges we 

will face?

• What will be the impact of protracted conflict 

on the All-Volunteer force? What combination 

of quality of life, compensation, incentives, 

service options, and other tools will be required 

to recruit, retain, and sustain the concept of the 

All-Volunteer force for the future?

With the support of the President, the Congress, 

and the Department of Defense, we are developing the capabilities and the capacity to sustain 

our global commitments and to prevail in the 

war on terrorism. We need your continued 

support to meet the needs of the Combatant 

Commanders and our Soldiers, who answer the 

Call to Duty by volunteering to serve the Nation 

in this time of war.
UNITED STATES ARMY

2006

Acronyms

AC Active Component

ARFORGEN Army Force Generation

ARNG Army National Guard

ASEP Army Spouse Employment Partnership

AW2 U. S. Army Wounded Warrior Program 

BCT Brigade Combat Team

BOLC Basic Officer Leader Course

BRAC Base Realignment and Closure

CBRNE Chemical, Biological, Radiological, Nuclear and High Yield Explosives

CTC Combat Training Center

DoD Department of Defense

FCS Future Combat Systems

FTS Full Time Support

FY Fiscal Year

GBIAD Ground Based Integrated Air Defense

GDP Gross Domestic Product

HMMWV High Mobility Multipurpose Wheeled Vehicle

IED Improvised Explosive Device

IGPBS Integrated Global Presence and Basing Strategy

JIEDDO Joint Improvised Explosive Device Defeat Organization

JTF Joint Task Force

MFO Multinational Force and Observers

NDAA National Defense Authorization Act

OEF Operation Enduring Freedom

OIF Operation Iraqi Freedom

O&M Operations and Maintenance

QDR Quadrennial Defense Review

RC Reserve Component

RCI Residential Communities Initiative

RDA Research, Development, and Acquisition

REF Rapid Equipping Force

RFI Rapid Fielding Initiative

SAPI Small Arms Protective Inserts

SBCT Stryker Brigade Combat Team

TOA Total Obligation Authority

UAS Unmanned Aerial Systems

USAR United States Army Reserve

WMD Weapons of Mass Distruction

A-1
POSTURE STATEMENT I-1

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.

h�p://www.army.mil

The Army National Guard: Provides information about the Army National Guard.

h�p://www.arng.army.mil

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

h�p://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.

h�p://www.armyfamiliesonline.org

Wounded Warrior Program: This site provides information on the Army’s Wounded Warrior Program 

which provides support for severely wounded Soldiers and their families. It can be found through the 

Army Families Online website at

 h�p://www.armyfamiliesonline.org

Deputy Chief of Staff for Personnel, G-1: For information on personnel issues.

h�p://www.armyg1.army.mil

Deputy Chief of Staff for Logistics, G-4: For information on Army logistics.

 h�p://www.hqda.army.mil/logweb

Chief Information Officer, G-6: For information on Army Information Management.

 h�p://www.army.mil/ciog6

Deputy Chief of Staff for Programs, G-8: For information on materiel integration.

h�p://www.g8.army.mil

Future Combat Systems: For information on the Future Combat Systems program.

h�p://www.army.mil/fcs

Army Logistics Transformation Agency: For information on Army logistics transformation.

h�p://www.lta.army.mil 

Army Medicine: For information on Army medical programs.

h�p://www.armymedicine.army.mil

Army Posture Statement: For the web-based version of this year’s Army Posture Statement and previous 

years versions.

h�p://www.army.mil/aps

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

modernization efforts.

h�p://www.army.mil/features/MODPlan/2005

Addendum I (Helpful Army Websites)
UNITED STATES ARMY

2006

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 One Source

Army Prepositioned Stocks

Army Reserve

 •All-Volunteer Force and the Army Reserve

• Army Reserve Child and Youth Services Program

• Army Reserve Education Services

• Army Reserve Employer Relations

• Army Reserve Facility Management Transformation

• Full-Time Support Revalidation

• Regional Personnel Service Centers

• Reserve Components Separate Competitive 

 Categories for Officer Promotions

• Selected Reserve Incentive Program

• Sexual Assault Prevention and Response Program

• Trainees, Transients, Holdees and Students Account

• Voluntary Selective Continuation of Alerted and 

 Mobilized Selected Reserve Lieutenant Colonels and 

 Colonels

Army Retention Program

Army Spouse Employment Partnership

Army Well-Being

Army’s Capstone Concept for the Future Force

Base Realignment and Closure Decisions for the 

 Army in 2005

Basic Officer Leader Course

Ba�le Command

Business Transformation

Campaign Quality Force 

Child and Youth Services School Transition Support

Civilian Aides to the Secretary of the Army Program 

Combating Weapons of Mass Destruction 

Combined Force Interoperability through 

 Security Cooperation

Concept Development and Experimentation 

Cultural Awareness and Language Capabilities 

Defense Integrated Military Human Resources System

Defense Support to Civil Authorities

• Avian Flu Pandemic Preparation 

• Establishment of Army Forces North 

• Hurricane Katrina Response

• Special Events for 2005

Deployment Cycle Support Program 

Expeditionary Capabilities 

Freedom Team Salute 

Future Combat Systems

Future Combat Systems Manned Ground 

 Vehicle Development

Global Force Posture

Information Assurance and Network Security

Installation Design Standards

Integrated Global Presence and Basing Strategy

Interceptor Body Armor

Joint Improvised Explosive Device Defeat Organization

Joint Interdependency

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

• Future Combat Systems

• Black Hawk Utility Helicopter 

• Medium Extended Air Defense System

• Chinook Cargo Helicopter

• Longbow Apache A�ack Helicopter

Medical and Dental Readiness

Medical Infrastructure Requirements for 

 Army Transformation 

Military-to-Civilian Conversions

Modular Conversion

Modular Force

Multi-Component Family Network

Naming Convention Decisions 

National Security Personnel System

Rapid Equipping Force 

Rapid Fielding Initiative 

Recruiting an All-Volunteer Force

Red Team Education and Training

Reset

Residential Communities Initiative

Restructuring Army Aviation

Review of Education, Training, and Assignments 

 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

Sustainable Range Program

Sustaining the Force

U.S. Army Combat Training Center Program

U.S. Army Wounded Warrior Program 

Unity of Effort 

Up-Armored Vehicle Program 

Utilities Privatization

Virtual Family Readiness Group

Warfighter Information Network – Tactical

Warrior Tasks and Ba�le Drills

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

versions of the 2006 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.

Addendum J: Additional Information on Army Related Topics

J-1
THE SOLDIER’S CREED

I AM AN AMERICAN SOLDIER.

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

THE UNITED STATES AND LIVE THE ARMY VALUES.

I WILL ALWAYS PLACE THE MISSION FIRST.

I WILL NEVER ACCEPT DEFEAT.

I WILL NEVER QUIT.

I WILL NEVER LEAVE A FALLEN COMRADE.

I AM DISCIPLINED, PHYSICALLY AND MENTALLY TOUGH, TRAINED AND

PROFICIENT IN MY WARRIOR TASKS AND DRILLS. I ALWAYS MAINTAIN 

MY ARMS, MY EQUIPMENT AND MYSELF.

I AM AN EXPERT AND I AM A PROFESSIONAL.

I STAND READY TO DEPLOY, ENGAGE AND DESTROY THE ENEMIES OF THE 

UNITED STATES OF AMERICA IN CLOSE COMBAT.

I AM A GUARDIAN OF FREEDOM AND THE AMERICAN WAY OF LIFE.

I AM AN AMERICAN SOLDIER.

������������ ® 230 YEARS OF SERVICE TO OUR NATION

WWW.ARMY.MIL/APS/06