Glossary-2

JRTC Joint Readiness Training Center 

LMTS Laser Marksmanship Training System

LVS Live, Virtual, Constructive

MACA Military Assistance to Civil Authorities

MACOM Major Command

MEADS Medium Extended Air Defense System 

MILES Multiple Integrated Laser Engagement System 

MOS Military Occupational Specialty

NCOES Noncommissioned Officer Education System 

NDAA National Defense Authorization Act

NETCOM Network Enterprise Technology Command

NPS Non Prior Service

NTC National Training Center

OCONUS Outside Continental United States

OPTEMPO Operations Tempo

OSD Office of the Secretary of Defense

PAC-3 Patriot Advanced Capability-3 

PEO Program Executive Office

PM Project Manager

RC Reserve Component

RRC Regional Readiness Command

SBCT Stryker Brigade Combat Team

SETS Secondary Education Transition Study 

SIMNET Simulation Network

SOF Special Operations Forces

SRS Strategic Readiness System

S&T Science & Technology

TADSS Training Aids, Devices, Simulators and Simulations

TAM Training Assessment Model

TRADOC Training and Doctrine Command

TPU Troop Program Unit

TSV Theater Support Vessel

UA Unit of Action

UAV Unmanned Aerial Vehicle

USAR United States Army Reserve

USARC United States Army Reserve Command

VERTS Virtual Emergency Response Training System

WMD Weapons of Mass Destruction
Defense Authorization Act for Fiscal Years 

1992 and 1993 (10 USC. 261 note), shown 

(A) by State for the Army National Guard 

(and for the U.S. Army Reserve), (B) by rank 

of officers, warrant officers, and enlisted 

members assigned, and (C) by unit or other 

organizational entity of assignment.

As of 30 Sep 2003, the Army had 4,750 active 

component Soldiers assigned to Title XI positions. The Army goal is to fill 100 percent 

of the 5,000 personnel authorized for the 

AC/RC Program. Although constrained by 

ongoing support to the Global War on Terror, the active Army is maintaining AC/RC 

program strength and plans to achieve 100

percent fill by the end of FY04. U.S. Army 

Human Resources Command carefully 

tracks fill of Title XI positions in both the 

Officer Distribution Division and Enlisted 

Distribution Division. 

Title XI FY(03) Authorizations

OFF ENL WO Total

PERSCOM 2 5 0 7

USAR 56 204 0 260

TRADOC 122 243 0 365

FORSCOM 82 49 9 140

GFR 1509 2471 152 4132

USARPAC 33 62 1 96

TOTAL 1804 3034 162 5000

A-11
PURPOSE OF THE POSTURE STATEMENT

The Army Posture Statement provides an overview of today’s Army. Focusing 

on the Soldier, the centerpiece of the force, it explains the current and future 

strategic environments that provide our mandate for transformation. Our core 

competencies and how we intend to meet our current demands and future 

challenges are outlined. It describes what we must become in order to provide 

more ready and relevant forces and capabilities to the Joint Team.
six OIPs were scheduled, but only two 

were actually conducted. The four 

units not inspected were not available 

due to mobilizations. U.S. Army Forces Command (FORSCOM) maintains 

the results of the CONUSA inspections and Training Assessment Models 

(TAMs), and holds the data for reserve 

component FSP unit inspections.

▪ Summary tables depicting CONUSA 

inspection numbers by state for the 

ARNG and by Regional Readiness 

Command for USAR units are available from DCSOPS, FORSCOM. 

20. A listing, for each Army National Guard 

combat unit (and U.S. Army Reserve FSP 

units) of the active-duty combat units (and 

other units) associated with that Army 

National Guard (and U.S. Army Reserve) 

unit in accordance with section 1131(a) of 

ANGCRRA, shown by State, for each such 

Army National Guard unit (and for the U.S. 

Army Reserve) by: (A) the assessment of 

the commander of that associated activeduty unit of the manpower, equipment, 

and training resource requirements of that 

National Guard (and Army Reserve) unit 

in accordance with section 1131(b)(3) of the 

ANGCRRA; and (B) the results of the validation by the commander of that associated 

active-duty unit of the compatibility of that 

National Guard (or U.S. Army Reserve) unit 

with active duty forces in accordance with 

section 1131(b)(4) of ANGCRRA.

The listing is contained in FORSCOM Regulation 350-4.

 a. Detailed assessments of specific RC units 

are maintained at the two numbered 

Armies in the continental United States 

(CONUSA) and three CONUS-based 

corps. 

For Army National Guard divisions and 

ESBs:

▪ Manpower. Several ESBs have shortages in enlisted personnel and junior 

officers. Duty Military Occupational 

Specialty Qualification (DMOSQ) is a 

training challenge because military occupational specialties (MOS) require 

extensive training, during a limited 

training window, in different schools 

that are o�en taught simultaneously. 

Within the ESBs, Full Time Support 

(FTS) continues to be a challenge, 

currently filled at approximately 55 

percent of requirement. In ARNG divisions, recent force-structure authorization increases have caused nearterm shortfalls in fill percentages.

▪ Equipment. Lack of modernized 

equipment continues to hamper the 

ESBs. Shortages in chemical defense 

equipment and night vision devices 

limit the full range of capabilities for 

training of the ESBs. The ESBs continue to receive the bulk of any new 

equipment fielded to the ARNG.

▪ Training. Adequate training resources 

in FY03 enabled ESBs to sustain platoon, pre-mobilization training proficiency. Distances to crew-served 

weapons ranges and the availability of 

adequate maneuver areas continue to 

challenge most units. Current simulations do not provide a theater-level 

simulation system, compatible with 

current simulation suites that replicate 

a major-theater-of-war scenario. 

 For ARNG (and Army Reserve) Force 

Support Package (FSP) Units:

▪ Manpower. Shortfalls in FTS manning 

limit operations and training management. DMOSQ is impacted by limited 

school spaces for low-density MOSs. 

Some MOSs require extensive training 

(11B, 19K, 13B, 13F, 31 and 63H) and 

sequential schools demand a Soldier’s A-9
Installations as Our Flagships .......................................................................................16

Army Families and Well Being .....................................................................................16

Introducing New Capabilities into Current Force .....................................................17

Stryker Brigade Combat Team (SBCT) ...................................................................17

Future Capabilities ....................................................................................................18

The Network ........................................................................................................18

FCS ........................................................................................................................18

Army Science and Technology ................................................................................19

Joint Operational Concepts ............................................................................................19

Actionable Intelligence .............................................................................................20

Focused Logistics .......................................................................................................20

O�� C��������� �� ��� N����� .........................................................................21

ADDENDUM A ........................................................................................................................A-1

GLOSSARY ...................................................................................................................Glossary-1

The 2004 Army Posture Statement along with the following addenda can 

be found at h�p://www.army.mil

Addendum A: Data Required by NDAA 1994

Addendum B: Army Support to Combatant Commanders

Addendum C: Recruiting Initiatives

Addendum D: Well-Being Initiatives

Addendum E: Missile Defense

Addendum F: Chemical Demilitarization

Addendum G: Focused Logistics Initiatives 

Addendum H: Business Practices

Addendum I: Immediate Focus Areas

Addendum J: Joint Operational Concepts

Addendum K: Glossary of Terms and Acronyms
nery and tactical training for dismounted 

infantry, special operations forces, scouts, 

engineers, military police squads, and combat support and combat service support elements. These systems also support units 

conducting the vital homeland-defense and 

airport-security missions assigned to the 

ARNG.

In addition to the EST 2000 collective marksmanship trainer, the ARNG developed and 

fielded the Laser Marksmanship Training 

System (LMTS) with the Beamhit Corporation. ARNG began fielding the LMTS in 

2000. We currently have more than 700 systems fielded, down to the company level. 

LMTS is a laser-based training device that 

replicates the firing of the Soldier’s weapon 

without live ammunition. Optimally, it is 

used to reduce the number of live rounds 

used during initial, remedial and sustainment training. LMTS is utilized for developing and sustaining marksmanship skills, 

diagnosing and correcting marksmanship 

problems, and assessing basic and advanced 

skills. In August 2003, the Vice Chief of 

Staff of the Army approved LMTS as an 

Army training device to be used by units as 

a component of their basic, rifle-marksmanship training program.

ARNG also has formed a unique partnership with PEO-STRI in the development, 

verification, validation and accreditation of 

systems and system upgrades. Through the 

ARNG Distributed Ba�le Simulation Program, civilian infrastructure commanders 

receive assistance from “graybeard” mentors, TADSS facilitators, and Janus Technical Team Exercise Support in the planning, 

preparation and execution of simulationsbased training that augments the support 

provided by Training Support XXI Soldiers 

and greatly enhances unit proficiency and 

readiness.

The U.S. Army Reserve continues to focus 

on integrating simulations, simulators and

TADSS into training plans. Army Reserve 

units participate in Corps Warfighter and 

Ba�le Command Staff Training exercises to 

enhance training readiness. The Reserve 

remains an active member of the Army’s 

simulation community by contributing to 

the Live, Virtual, Constructive (LVC) Training Environment Periodic Review and the 

LVC Integration Concept Team. The Army 

Reserve continues to press PEO-STRI and 

the National Simulation Center regarding 

the development of combat support and 

combat service support functionality within 

the Army Constructive Training Federation 

to ensure training capabilities for the entire 

spectrum. The Army Reserve has also identified the need for greater digital equipment 

fielding for the reserve components. Current and Future forces need digital capability to train effectively in the contemporary 

operating environment (COE) and the Joint 

National Training Capability (JNTC) environment of Army capabilities. The Army 

Reserve continues to improve training capabilities with the Laser Marksmanship 

Training System (LMTS) to enhance Army 

Reserve Soldiers’ ability to achieve and 

maintain marksmanship skills; the Reserve 

has directly supported the Infantry, Military Police and Transportation schools in 

the development of devices and simulatorbased training, ranging from basic combat 

to advanced tactical marksmanship involving firing from moving vehicles. The Army 

Reserve has begun fielding the LMTS as 

well as the Engagement Skills Trainer 2000. 

The Army Reserve continues to investigate 

alternative training mechanisms to simulate urban terrain and potential terrorist 

activities, including the Virtual Emergency 

Response Training System (VERTS), which 

replicates the Fort Dix installation, an Army 

power projection platform. The Army Reserve continues to develop the Simulations 

Operations functional area assessment to

A-7
potentially hostile regional powers remain, 

increasingly non-state actors, operating autonomously or with state-sponsorship, also are able 

to endanger regional and global security. These 

forces — insurgents, paramilitaries, terrorists, 

narco-traffickers and organized crime -- are a 

growing concern. They o�en are networked 

and enabled by the same tools and information 

systems used by state actors. Our adversaries will rely more frequently on indirect and 

asymmetric methods, such as anti-access and 

area-denial strategies, unrestricted warfare and 

terrorism, to mitigate their relative disadvantage. The most dangerous of these threats are 

the development and proliferation of weapons 

of mass destruction (WMD) – including biological or chemical agents, or radiological “dirty 

bombs” – to a�ack the United States. This 

security environment requires that the Army 

have the capability to dominate throughout the 

spectrum of conflict and to plan for multiple future contingencies.

As a result of this adaptive enemy and our 

worldwide commitments, current organizations, systems and facilities are and will 

continue to be stressed. We now rely on our 

Reserve Component to support our operations 

to a degree not seen since World War II. As of 

January 14, 2004, there were more than 164,000 

Reserve Component Soldiers mobilized with 

over 139,000 of them serving overseas. The 

institutional Army is being asked to do more, 

applying lessons learned from current operations. These lessons are critical to our 

organizations and individual Soldiers as they 

prepare for worldwide missions. Therefore, 

the current and future strategic environments 

require the Army to have the capability to dominate throughout the spectrum of conflict and 

to plan for multiple contingencies. These new 

security challenges, coupled with the current 

war on terrorism, require a different approach.

ARMY FOCUS AREAS

Last summer, Army leaders identified immediate focus areas instrumental to adapting Army 

organizations and processes that will help us to 

be�er meet the Nation’s security requirements. 

All of our focus areas should be viewed in the 

context of our ongoing efforts to retain the 

campaign qualities of our Army while simultaneously developing a Joint and Expeditionary 

Mindset. Of these focus areas, a critical enabler 

is the redesign of our resource processes to be 

more flexible, responsive, and timely. Our goal 

is to be a be�er Army every day -- be�er able to 

execute our core competencies as members of 

the Joint Team. 

ADAPTING RESOURCE AND 

ACQUISITION PROCESSES

The resource process is at the core of our Army’s 

mission success. Our Nation faces a cunning 

and adaptive enemy, predictable only in his 

zeal and intent. We are just as cunning and 

our Soldiers are constantly changing tactics 

and techniques in order to disrupt the enemy’s 

plans. In the same way, our resource and acquisition processes must become more flexible, 

responsive and timely in order to take immediate advantage of technological improvements 

and to sustain the quality of the force over 

time. 

RESETTING OUR FORCE

Quickly rese�ing our forces upon their redeployment from current operations is a strategic 

imperative. The reset program incorporates 

lessons learned from Operation Iraqi Freedom 

(OIF) and Operation Enduring Freedom (OEF), 

retrains essential tasks, adjusts pre-positioned 

stocks of equipment and ammunition, and 

brings unit equipment readiness back to standard. Units must recover quickly in order to 

provide the Combatant Commanders with landpower capabilities for future requirements. We 

will face challenges as we rotate troops from

2
13. The number of members, and the percentage of the total membership, of the Army 

National Guard, shown for each state, who 

underwent a dental screening during the 

previous fiscal year as provided in section 

1117 of ANGCRRA. 

▪ Public Law 104-106 (NDAA 1996), 

Div A, Title VII, Section 704 (b), Feb 

10, 1996, repealed Section 1117 of 

ANGCRRA. 

14. The number of members, and the percentage of the total membership, of the Army 

National Guard, shown for each state, over 

the age of 40 who underwent a full physical 

examination during the previous fiscal year 

for purposes of section 1117 of ANGCRRA. 

▪ Public Law 104-106 (NDAA 1996), 

Div A, Title VII, Section 704 (b), Feb 

10, 1996, repealed Section 1117 of 

ANGCRRA. 

15. The number of units of the Army National 

Guard that are scheduled for early deployment in the event of a mobilization and, of 

those units, the number that are dentally 

ready for deployment in accordance with 

section 1118 of ANGCRRA. 

▪ Public Law 104-106 (NDAA 1996), 

Div A, Title VII, Section 704 (b), Feb 

10, 1996, repealed Section 1118 of 

ANGCRRA.

16. The estimated post-mobilization training 

time for each Army National Guard combat 

unit (and U.S. Army Reserve FSP unit), and 

a description, displayed in broad categories 

and by state, of what training would need to 

be accomplished for Army National Guard 

combat units (and U.S. Army Reserve FSP 

units) in a post-mobilization period for purposes of section 1119 of ANGCRRA.

a. Estimated time for post-mobilization 

training is reported through the Unit 

Status Report, is classified, and is maintained by the Department of the Army, 

G-3, Force Readiness Division.

to determine whether they meet minimum 

physical profile standards required for deployment and, of those members: (A) the 

number and percentage who did not meet 

minimum physical profile standards required for deployment; and (B) the number 

and percentage who were transferred pursuant to section 1116 of ANGCRRA to the 

personnel accounting category described in 

paragraph (8).

a. Screened during the preceding fiscal year 

to determine whether they meet minimum physical profile standards required 

for deployment:

▪ In FY03, approximately 78,791 ARNG 

Soldiers underwent a physical. Of 

these personnel, 3,076, or 3.9 percent, 

did not meet the minimum physical 

profile standards required for deployment.

▪ In FY03, approximately 33,145 USAR 

Soldiers underwent a retention physical. Of these, 7,405 were identified for 

review due to a profile-limiting condition or failure to meet retention standards. 

b. The number and percentage that were 

transferred pursuant to section 1116 of 

ANGCRRA to the personnel accounting 

category described in paragraph (8).

▪ In FY03, 823 members of the ARNG 

were transferred from a deployable to 

a non-deployable status. 

12. The number of members, and the percentage of the total membership, of the Army 

National Guard, shown for each state, who 

underwent a medical screening during the 

previous fiscal year as provided in section 

1117 of ANGCRRA. 

• Public Law 104-106 (NDAA 1996), 

Div A, Title VII, Section 704 (b), Feb 

10, 1996, repealed Section 1117 of 

ANGCRRA.

A-5
 CORE COMPETENCIES

Our Army has two core competencies, supported by a set of essential and enduring 

capabilities. These core competencies are: (1) 

training and equipping Soldiers and growing leaders; and (2) providing relevant and 

ready land-power capability to the Combatant Commanders as part of the Joint Force. 

Additionally, our Army’s senior leadership has 

established immediate focus areas and issued 

specific guidance for planning, preparation and 

execution of actions aimed at rapidly effecting 

necessary transformation in support of these 

core competencies. See Addendum I (available 

at www.Army.mil) for more information on the 

Army’s focus areas.

TRAIN AND EQUIP SOLDIERS 

AND GROW LEADERS

Our Army prepares every Soldier to be a warrior. Our training replicates the stark realities 

of the ba�lefield in order to condition Soldiers 

to react instinctively in combat. 

Such training is essential to building 

Soldiers’ confidence 

in themselves, their 

equipment, their 

leaders, and their 

fellow Soldiers. 

Constant training in 

weaponry and field 

cra�, and a continuous immersion in 

the warrior culture, 

give Soldiers the 

skills they need to 

succeed on the battlefield. Mental and 

physical toughness are paramount to the development of the warrior ethos and apply to all

Soldiers from private to general. Every Soldier 

is called upon to be a leader.

THE SOLDIER

The American Soldier remains the centerpiece 

of our combat systems and formations and is 

indispensable to the Joint Team. Adaptive, confident and competent Soldiers, infused with the 

Army’s values and warrior culture, fight wars 

and win the peace. As a warrior, every Soldier 

must be prepared to engage the enemy in close 

combat; the modern ba�lefield has no safe areas. 

Our Army trains our Soldiers to that standard, 

without regard to their specialty or unit. The 

Soldier -- fierce, disciplined, well-trained, wellled and well-equipped -- ultimately represents 

and enables the capabilities our Army provides 

to the Joint Force and the Nation. 

Our Soldiers are bright, honest, dedicated and 

totally commi�ed to the mission. All share 

common values, a creed and a warrior ethos. 

Our Army defines selfless service as pu�ing 

the welfare of our Nation, Army and subordi- 4
National Guard, and one officer through 

service in the U.S. Army Reserve. 

6. The number of officers for whom recommendations were made during the preceding fiscal year for a unit vacancy promotion 

to a grade above first lieutenant and, of those 

recommendations, the number and percentage that were concurred in by an active duty 

officer under section 1113(a) of ANGCRRA, 

shown separately for each of the three categories of officers set forth in section 1113(b) 

of ANGCRRA (with U.S. Army Reserve data 

also reported).

a. 96 USAR officers from units were recommended for unit vacancy promotion; 59 

were favorably considered.

b. 1,797 ARNG officers from units were recommended for unit vacancy promotion 

and promoted.

7. The number of waivers during the preceding fiscal year under section 1114(a) of 

ANGCRRA of any standard prescribed by 

the Secretary establishing a military education requirement for noncommissioned officers and the reason for each such waiver. 

▪ In FY03, no waivers were granted by the 

Secretary of the Army.

8. The number and distribution by grade, 

shown for each state, of personnel in the 

initial entry training and the non-deployable personnel accounting category established under section 1115 of ANGCRRA for 

members of the Army National Guard who 

have not completed the minimum training 

required for deployment or who are otherwise not available for deployment. (A narrative summary of information pertaining 

to the U.S. Army Reserve is also provided.)

a. In FY03, the number of ARNG non-deployable personnel was: 42,276. The National Guard Bureau (NGB) maintains 

the detailed information.

b. In FY03, the total number of personnel in 

the Initial Entry Training (IET) and nondeployable category for the Army Reserve who have not completed the minimum training required for deployment 

was 16,446 (15,489 enlisted and 957 officers). This number includes 957 officers 

who had not completed the Officer Basic 

Course; 11,600 enlisted personnel who 

had not completed Advance Individual 

Training (AIT); and 3,889 enlisted who 

had a reservation and were scheduled 

to ship (grade was not a category in ship 

database). The Army Reserve makes a 

substantial investment in training, time, 

equipment and related expenses when 

people enter military service. Separation before completion of an obligated 

period of service is wasteful because it 

results in loss of this investment and 

generates a requirement for increased accessions. Consequently, a�rition is an issue of significant concern at all levels of 

responsibility within the Army Reserve. 

The Army Reserve identifies Soldiers exhibiting the propensity for early separation and provides counseling, retraining 

and rehabilitation in an a�empt to retain 

a qualified and trained force. Non Prior 

Service (NPS) enlistees in Army Reserve 

units normally are ordered to Initial Active Duty Training (IADT) within 270 

days of enlistment. Non Prior Service direct enlistees in the Individual Ready Reserve (IRR) must enter IADT within 180 

days of their enlistment date. Non Prior 

Service enlistees may be authorized an 

additional period of delay to reporting 

for duty as provided in AR 601-25, paragraph 3-4. In accordance with DA Pam 

611-21, Army Reserve unit commanders 

determine alternate MOSs for qualified 

enlisted Soldiers incapable of completing 

initial training. An enlisted soldier who 

A-3 cannot satisfactorily complete the MOS
to sustain operations. Our civilian employees share our Army values. They are smart, 

resourceful and totally commi�ed to supporting our Soldiers and our Army to do whatever 

it takes to meet the challenges that come our 

way. These dedicated civilians perform critical, mission-essential duties in support of 

every functional facet of combat support and 

combat service support, both at home and 

abroad. Army civilians serve alongside Soldiers to provide the critical skills necessary to 

sustain combat systems and weaponry. They 

work in 54 countries in more than 550 different occupations. In FY03, nearly 2,000 Army 

civilians deployed to Southwest Asia in support of Operation Iraqi Freedom, Operation 

Enduring Freedom, and the Global War on 

Terrorism (GWOT). They have the education, 

skills and experience to accomplish the mission 

while ensuring continuity of operations for all 

commanders. 

REALISTIC TRAINING – ESSENTIAL TO 

MISSION SUCCESS

Tough, realistic training ensures that our 

Soldiers and units maintain readiness and relevance as critical members of the Joint Force. Our 

Army’s combined-arms training strategy, including an appropriate mix of live, virtual, and 

constructive training, determines the resource 

requirements to maintain the combat readiness 

of our troops. We revised our training ammunition standards to allow Combat Support and 

Combat Service Support units to conduct live 

fire exercises under conditions similar to those 

they might encounter in combat. 

The Army’s OPTEMPO budget is among its top 

priorities. Our leadership is commi�ed to fully 

executing the Active and Reserve Component 

ground and air OPTEMPO training strategies, 

which include actual miles driven and hours 

flown, as well as virtual miles associated with 

using simulators. The flying hour program 

is funded to achieve a historic execution level 

of live flying hours per aircrew per month. If 

units exceed the historic execution level, our 

Army will increase their funding. Thus far this 

year, OPTEMPO execution reports show units 

exceeding their programmed miles driven and 

hours flown. These are the units that are aggressively preparing for deployments to OIF 

and OEF, as well as the units who recently 

have returned and are preparing for future 

operations. Our combined arms training strategy is working and sustaining our warfighting 

readiness. We see the results every day in Afghanistan and Iraq.

JOINT AND EXPEDITIONARY

Our Army is the dominant ground component 

of the Joint Team and provides the Joint Force 

Commander a campaign quality force with 

unique and complementary capabilities. We 

are vital and indispensable members of the Joint 

Team first and are a Service second. We must 

remain aware that our Army always conducts 

operations — offensive, defensive, stability and 

support — in a joint and expeditionary context. 

Acting in concert with air and naval power, 

decisive land power creates a synergy that produces a Joint Force with abilities far exceeding 

the sum of the individual service components. 

Our Army can: support civil authorities at 

home and abroad; provide expeditionary forces at the right time and the right place; reassure 

our allies and multinational partners; deter ad- 6
Sections 517 and 521 of the National Defense 

Authorization Act (NDAA) for FY1994 require 

the information in this addendum. Section 517 

requires a report relating to the implementation of the Pilot Program for Active Component 

Support of the Reserves, which was started under Section 414 of the NDAA for Fiscal Years 

1992 and 1993. Section 521 requires a detailed 

presentation concerning the Army National 

Guard, including information relating to the 

implementation of the Army National Guard 

Combat Readiness Reform Act of 1992 (title 

XI of Public Law 102-484, and referred in the 

addendum as ‘ANGCRRA’). Section 521 reporting was later amended by Section 704, FY 

1996 NDAA. U.S. Army Reserve information 

is also presented using Section 521 reporting 

criteria.

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

officers considered for promotion from within 

the promotion zone who are serving as activecomponent advisors to units of the Selected Reserve of the Ready Reserve (in accordance with 

that program); compared to the promotion rate 

for other officers considered for promotion 

from within the promotion zone in the same 

pay grade and the same competitive category, 

shown for all officers of the Army. 

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

officers considered for promotion from below 

the promotion zone who are serving as activecomponent advisors to units of the Selected 

Reserve of the Ready Reserve (in accordance 

with that program) compared in the same 

manner as specified in subparagraph (A) (the 

paragraph above).

Section 521(b).

1. The number and percentage of officers with 

at least two years of active-duty before becoming a member of the Army National 

(Data Required by NDAA 1994)

A

AC

in RC*

Army

Average**

Fiscal Year 2002 (percent)

Major 82.1 89.8

Lieutenant Colonel 43.5 74.5

Fiscal Year 2003 (percent)

Major 87.4 95.0

Lieutenant Colonel 40.5 79.8

*Active component officers serving in reserve 

component assignments at time of consideration.

**Active component officers not serving in reserve component assignments at the time of 

consideration.

AC

in RC***

Army

Average 

Fiscal Year 2002 (percent)

Major 3.0 5.1

Lieutenant Colonel 0 6.0

Fiscal Year 2003 (percent)

Major 3.6 7.1

Lieutenant Colonel 0 6.5

** * Below-the-zone, active-component officers 

serving in reserve component assignments at 

time of consideration.

**** Below-the-zone, active-component officers 

not serving in reserve component assignments 

at the time of consideration.

ADDENDUM

A-1
Army leaders at all levels bear responsibility for America’s Soldiers 

and accomplishing the mission, 

whatever it may be. The range 

of missions and their complexity 

continue to grow, presenting our 

leaders with even greater challenges 

than previously experienced. The 

evolving strategic environment, the 

gravity of our strategic responsibilities, and the broad range of tasks 

that the Army performs require us 

to review, and periodically to refocus, the way we educate, train and 

grow professional warfighters. 

We have a training and leader development 

system that is unrivaled in the world. Our 

professional military education prepared our 

officers and noncommissioned officers to fight 

and win in Iraq and Afghanistan. We will continue to develop our leaders with the right mix 

of operational assignments and training and 

education opportunities that meet the current 

and future requirements of the Army and Joint 

Force. Our leader training focuses on how to 

think, not what to think. We will maintain our 

investment in the future by sustaining the 

highest quality leader training and education 

for our Army.

COMBAT TRAINING CENTERS (CTC)/ 

BATTLE COMMAND TRAINING 

PROGRAM (BCTP)

The CTC program is a primary culture driver 

for our Army. Additionally, our CTCs are a 

primary enabler of, and full participant in, the 

Joint National Training Capability. The CTCs 

develop self-aware and adaptive leaders and 

Soldiers and ready units for full spectrum, 

joint, interagency and multinational operations. CTCs continuously integrate operational 

lessons learned into the training. Our Army 

enhances the training experience offered by our 

CTCs (National Training Center in California, 

Joint Readiness Training Center in Louisiana, 

Combat Maneuver Training Center in Germany and Ba�le Command Training Program 

based in Kansas) by increasing the focus on 

development of capabilities essential to joint 

operations. Leader training and development 

during CTC exercises hone the Joint and Expeditionary Mindset and promote our Army’s 

warrior culture. 

PROVIDE RELEVANT AND 

READY LAND POWER 

CAPABILITIES TO THE 

COMBATANT COMMANDER 

AND THE JOINT TEAM

To meet global commitments across the full 

spectrum of military operations, our Army has 

mobilized more than 164,000 Reserve Component Soldiers. More than 325,000 American 

Soldiers are serving overseas and more than 

23,000 Soldiers are supporting operations 

within the United States. This high operating 

tempo is no longer an exception. Sustained 

operations and deployments will be the norm 

for our Army forces supporting multiple and 

simultaneous shaping and stability operations 

around the globe. At the same time, we will 

continue to contribute to Joint Force execution 

of major combat operations, homeland security 

missions and strategic deterrence. 8
cepts and initiatives listed 

below discuss particular 

Army emphasis areas; these 

areas are not all-inclusive. Functional concepts 

and other Army initiatives 

that support the JOpsC 

are discussed in detail in 

Addendum J (available at 

www.Army.mil).

Actionable 

Intelligence

Our Army also is focused 

on a�aining actionable intelligence — intelligence 

that provides situational understanding to commanders and Soldiers with the speed, accuracy 

and confidence necessary to influence favorably current and future operations. Actionable 

intelligence achieves its intended purpose of 

empowering greater individual initiative and 

self-synchronization among tactical units by 

fusing information across organizations and 

echelons -- accelerating the speed of decisionmaking and the agility of operations. 

Focused Logistics

Our Army’s current actions around the world 

in support of the Global War on Terrorism present a view of future military operations and 

provide valuable insights as we transform our 

logistics systems from the Current to the Future 

Force. The successes enjoyed during OIF were 

the result of the integrated logistics team of 

Soldiers, civilians and contractors, all of whom 

developed innovative solutions to a range of 

challenges caused by four major capability 

gaps in the current logistics system. To sustain 

combat power, our Army must have the ability 

to “see the requirements” on-demand through 

a logistics data network. We require a responsive distribution system, enabled by in-transit 

and total-asset visibility and managed by a single owner who has positive end-to-end control 

in the theater. Our Army needs a robust, modular, force-reception capability — a dedicated 

and trained organization able to quickly open 

a theater and support continuous sustainment 

throughout the joint operations area. Lastly, 

we need an integrated supply chain that has 

a single proponent, who can reach across the 

breadth and depth of resources in a joint, interagency and multinational theater. As we move 

from the Current Force to the Future Force, we 

will build confidence in the minds of the Combatant Commanders by delivering sustainment 

on time, every time.

20
than 31,000 Soldiers on the Korean Peninsula. 

U.S. Southern Command is fully engaged as 

the headquarters for 1,500 Soldiers executing 

detainee operations at Guantanamo Bay, Cuba; 

has deployed 740 Soldiers to Joint Task Force 

– Bravo at Soto Cano Airbase, Honduras; and 

is assisting the government of Colombia in its 

war on narco-terrorism. U.S. Special Operations Command’s Army component provides 

professional, dedicated, and specially trained 

Soldiers to each Combatant Commander. These 

Soldiers, working closely with conventional 

forces, have been instrumental to our success 

in the Global War on Terrorism.

In addition to federal missions, our Army 

National Guard (ARNG) plays an important 

domestic role, routinely responding to state 

emergencies. In FY03, there were 280 requests 

for emergency support, ranging from basic 

human needs to engineering support during 

natural disasters. Our ARNG has fielded 32 

Weapons of Mass Destruction (WMD) Civil Support Teams (CST), which assist first responders 

in the event of an incident. Another 12 CSTs 

are due to be activated within 18 months. To 

date, these teams have responded to 74 different requests for support. Also, more than 8,000 

ARNG Soldiers have executed critical force 

protection duties at 148 Air Force installations 

in CONUS.

RESETTING THE FORCE

The extraordinary demands major combat and 

stability operations in Afghanistan and Iraq 

are placing on our equipment and personnel 

require that our Army quickly reset returning 

units for future national security needs. The 

reset program will incorporate lessons learned 

from OIF and OEF, retrain essential tasks, adjust pre-positioned stocks of equipment and 

ammunition, and bring unit equipment readiness back to standard. The objective is to 

ensure our Army forces are ready to respond to 

near-term emerging threats and contingencies. 

However, reset cannot be viewed as a one-time 

event. Reset will continue to be key to our 

future readiness as our military executes our 

National Security missions. 

Through reset, all returning active duty and 

Army Reserve units will achieve a sufficient 

level of combat readiness within six to eight 

months of their arrival at home station. The 

Army National Guard will take longer to 

achieve the desired level of readiness. The goal 

for these units is to reestablish pre-deployment 

readiness within one year. Our Army also 

will take advantage of reset as an opportunity 

to reorganize units into modular designs that 

are more responsive to regional Combatant 

Commanders’ needs; that be�er employ joint 

capabilities; that reduce deployment time; and 

that fight as self-contained units in non-linear, 

non-contiguous ba�lespaces. This effort began 

with the 3rd Infantry Division and will soon be 

expanded to include the 101st Airborne Division (Air Assault). 

In addition to investing in new equipment to 

replace items that were destroyed or worn out 

during combat and stability operations, the 

reset program will repair major items used 

in OIF and OEF. Repair requirements have 

been determined for all OIF1 units and the 

workload for this comprehensive effort is immense: about 1,000 aviation systems; 124,400 

10 communications and electronics systems;
to the development of our Unit of Action, the 

structural foundation of our Future Force.

This spring, our second SBCT at Fort Lewis, 

Washington, will become operational. Our 

third SBCT, in Alaska, will be available in 2005. 

Continued OSD and congressional support 

will ensure that subsequent brigades in Hawaii, Louisiana, and Pennsylvania, are fielded 

between 2004 and 2008.

Future Capabilities

Our Army plans to field a number of systems 

this decade that will provide a foundation for 

informing the transformation of our Current 

Force capabilities into those needed by our Future Force. Once fielded, these systems will 

perform as interdependent systems of systems 

and will greatly enhance joint warfighting capabilities. Our future capabilities programs 

are designed to enhance the campaign-quality 

land-power capabilities that we provide to the 

Combatant Commanders. Our programs undergo continuous reviews to ensure they meet 

the capability requirements of the Joint Force. 

When required, we restructure programs, revise requirements and reprogram resources. 

The following are just a few of the key transformational systems our Army will begin to field 

during the next six years:

The Network. Our Future Force situational 

dominance will depend upon a comprehensive, 

ubiquitous, and joint-interoperable Command, 

Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) 

architecture (the Network) that enables the Joint 

Force Commander to conduct fully interdependent and network-centric warfare. The Network 

will provide the backbone of our Future Force 

and the future Joint Force, enabling the maneuver commander to effectively coordinate 

ba�lefield effects. Some of the more important 

systems within our Network include:

▪ Warfighter Information Network - Tactical 

(WIN-T). WIN-T will be the communications 

network of our Future Force, optimized for

offensive and joint operations, while providing the Combatant Commander the capability to perform multiple missions simultaneously.

▪ Joint Tactical Radio System (JTRS). JTRS 

is a family of common, so�ware-defined, 

programmable radios that will become our 

Army’s primary tactical radio for mobile 

communications. 

▪ Distributed Common Ground System 

– Army (DCGS-A). DCGS-A is a single, integrated, ground-based, ISR processing system composed of joint, common hardware 

and so�ware components and is part of the 

DOD DCGS family of systems.

▪ Aerial Common Sensor (ACS). This ISR 

system and platform will use robust sensorto-shooter and reach links, (such as DCGS-A 

ground stations), to provide commanders at 

every echelon the tailored, multi-sensor intelligence required for joint operations.

Future Combat Systems (FCS). By extending 

the network capabilities into the Unit of Action, 

the FCS provide a system of systems capability

18
transformation process and one that requires 

continual assessment to ensure that plans and 

programs are aligned with overall requirements. Without question, the issue of current 

operational readiness is our Army’s highest 

priority. During the past several years, our 

Army made a conscious decision to accept a 

reasonable degree of risk to the readiness of our 

Current Force in order to permit investment in 

capabilities for our Future Force. This risk came 

in the form of reductions in and limitations to 

modernization and recapitalization programs. 

As part of the past four budget submissions, 

our Army made difficult choices to cancel and 

restructure programs, shi�ing resources to 

the development of transformational capabilities. Some of these investments have already 

produced results: for example, the new Stryker 

Brigade Combat Team formations now being 

fielded, the first of which is currently deployed 

on the ba�lefield in Iraq. Others are helping 

to develop emerging technologies and capabilities that will be applied to our force throughout 

the coming decade. 

Besides the ongoing efforts related to equipping 

the Current Force, our Army also has begun 

other major initiatives that will improve our 

readiness and relevance in the future. These 

include an effort to realign Active and Reserve 

Component units and capabilities, in order to 

make our Army more readily deployable and 

available to Joint Force Commanders; homebasing and Unit Focused Stability, which will 

improve readiness and reduce personnel turbulence; and the reorganization of Army units 

into more modular and capability-based organizations. 

While the previous decisions to accept reasonable risk in our Current Force were considered 

prudent at the time, the strategic and operational 

environment has significantly changed in light 

of the large-scale engagement of Army forces 

in Operation Iraqi Freedom and other expeditionary operations. Ever-changing demands 

on our force, coupled with our commitment to 

mitigating risk to our Soldiers, have necessitated re-examination and transformation of our 

Army’s resource process and business practices 

(see Addendum H at www.Army.mil). 

MAKING THE RESOURCE PROCESS 

MORE RESPONSIVE

The resource process is our Army’s center of 

gravity. Without the right people, the proper 

equipment, top-notch installations and adequate dollars to support all appropriately, our 

Army would not be able to fulfill its duty to our 

Nation. 

In order to maintain our premier warfighting 

capability, Army resource processes must be 

flexible, dynamic, transparent and responsive 

to both our requirements and those of the Joint 

Force. This is especially true in today’s environment. We are at war against conventional and 

unconventional enemies, and simultaneously 

pursuing transformation. Our resource process must be transformed to allow us to keep 

pace with changes brought on by the enemy. 

Though we anticipate the ba�le against terrorism will last for years, possibly decades, we 

cannot program and budget in advance for that 

war. Our Army obviously cannot ignore our 

country’s current security needs, yet it would 

be equally imprudent to deviate from the de12
community commitments. It places greater 

emphasis on building and sustaining cohesive, 

deployable, combat-ready forces for Combatant Commanders. 

The home-basing initiative keeps our Soldiers 

in their assignments at specific installations 

longer, thus reducing unit turbulence and increasing unit cohesion. Unit Focused Stability 

synchronizes our Soldiers’ assignments to their 

units’ operational cycle, providing a more capable, deployable and prepared unit. 

INSTALLATIONS AS OUR FLAGSHIPS

Our installations are an essential component in 

maintaining the premier Army in the world. For 

the warfighter, installations are the platforms 

from which we project military power. Our installations perform the following key missions: 

1) provide effective training facilities; 2) rapidly 

mobilize and deploy the force; 3) provide reachback capabilities; 4) sustain and reconstitute 

the force; and 5) care for our families. As power projection platforms, our installations must 

be equipped with a robust information infrastructure that gives the deployed commander 

quick and efficient reach-back capabilities. All 

of these missions help to maintain our Army’s 

deployability and fighting edge.

Historically, we have accepted risk in our infrastructure and installation services in order to 

maintain our current readiness. The cumulative 

effect on our installations is that commanders rate more than 50 percent of our facilities 

as “adversely affecting mission and training 

requirements.” We have adjusted our management processes to be more effective stewards 

of our resources. In 2002, we established the 

Installation Management Agency (IMA) to create a corporate-focused structure that provides 

efficient installation management worldwide. 

The IMA uses creative management programs 

to sustain quality installations and maintain the 

well-being of the entire Army family. 

The Installation Information Infrastructure 

Modernization Program (I3MP) enhances the 

installation’s role in power projection and provides the architecture to address the essential 

reach-back requirement. Additionally, our Installation Sustainability Plan addresses ways 

to fulfill environmental requirements without 

impacting current or future training. Other 

important progress include modernization of 

barracks and housing; a Residential Communities Initiative; and divestiture of redundant 

facilities infrastructure and non-core utility 

systems through privatization. 

In the past few years, the administration and 

Congress have helped us to begin addressing 

our infrastructure challenges. We received 94 

percent of funding required for installations in 

FY04. We have made progress in improving 

our installations by adjusting existing programs 

and developing new management strategies. 

However, there is much still le� to do in order 

to upgrade our installations to be�er support 

the mission, Soldiers, and our families. 

ARMY FAMILIES AND WELL BEING

People are the heart and soul of the Army – Soldiers, civilians, family members, and retirees. 

Our readiness is inextricably linked to the well 

being of our people. The Army Family, for 

both the Active and Reserve Competent, is a 

16
Separate Brigades, serving in OIF and OEF. 

Additionally, we are accelerating fielding of 

select future capabilities to our Current Force. 

These items include thermal weapon sights, 

enhanced night vision goggles, improved body 

armor, the Future Combat Rifle, and a new 

sniper rifle. Congressional support for regular 

budget and supplemental spending requests 

enables our Army to put this improved equipment in the hands of our Soldiers.

With this support, our Army also has instituted a Rapid Equipping Force (REF) that works 

directly with operational commanders to find 

solutions to operational requirements. These 

solutions may be off-the-shelf or near-term developmental items that can be made quickly 

available. For example, the REF established a 

coordinated effort to supply U.S. Forces with 

immediate solutions to counter improvised 

explosive device (IED) threats. Currently, IED 

teams are on location providing expertise and 

material solutions, to safeguard our Soldiers. 

We are acting aggressively to improve the 

armor protection of our armored and lightskinned vehicles. Other recent examples of REF 

products are the Well-Cam and PackBots. The 

Well-Cam is a camera, a�ached to an Ethernet 

cable and a laptop, that enabled Soldiers in Afghanistan to search wells for weapons caches. 

PackBots are operational robots used to clear 

caves, buildings, and compounds so Soldiers 

are not unnecessarily put in harm’s way. 

RFI and REF provide timely support to our relevant and ready forces and to the Combatant 

Commanders, and facilitate Army Transformation. 

BALANCING OUR ACTIVE AND 

RESERVE COMPONENT FORCE 

STRUCTURE

Currently, neither our Active nor Reserve 

Component is optimized for today’s rapid deployability requirements. We will continue 

ongoing efforts to restructure our forces in order 

to mitigate stress; to align be�er with the current and projected security environments; and 

to offer campaign-quality land power capabilities to the Combatant Commanders. By doing 

so, we will ensure that our Army provides the 

responsiveness and depth required to achieve 

strategic and operational objectives, while simultaneously defending our homeland. 

Our Army is restructuring and rebalancing 

more than 100,000 positions in our Active and 

Reserve Component force structure. These 

conversions increase the Active Component capabilities available to support the first 30 days 

of a rapid response operation. In response to 

Secretary of Defense guidance, we have already 

completed approximately 10,000 positions. For 

example, the Army National Guard provisionally organized 18 additional military police 

(MP) companies. Between FY04 and FY09, our 

Army will divest approximately 19,500 positions of less frequently used Active and Reserve 

Component force structure to further resource 

critical high demand units such as military police, civil affairs, and special operations forces. 

We project that future rebalancing efforts will 

convert an additional 80,000 positions of lowerpriority force structure. Despite these changes, 

our Army will remain stressed to meet antici14
Separate Brigades, serving in OIF and OEF. 

Additionally, we are accelerating fielding of 

select future capabilities to our Current Force. 

These items include thermal weapon sights, 

enhanced night vision goggles, improved body 

armor, the Future Combat Rifle, and a new 

sniper rifle. Congressional support for regular 

budget and supplemental spending requests 

enables our Army to put this improved equipment in the hands of our Soldiers.

With this support, our Army also has instituted a Rapid Equipping Force (REF) that works 

directly with operational commanders to find 

solutions to operational requirements. These 

solutions may be off-the-shelf or near-term developmental items that can be made quickly 

available. For example, the REF established a 

coordinated effort to supply U.S. Forces with 

immediate solutions to counter improvised 

explosive device (IED) threats. Currently, IED 

teams are on location providing expertise and 

material solutions, to safeguard our Soldiers. 

We are acting aggressively to improve the 

armor protection of our armored and lightskinned vehicles. Other recent examples of REF 

products are the Well-Cam and PackBots. The 

Well-Cam is a camera, a�ached to an Ethernet 

cable and a laptop, that enabled Soldiers in Afghanistan to search wells for weapons caches. 

PackBots are operational robots used to clear 

caves, buildings, and compounds so Soldiers 

are not unnecessarily put in harm’s way. 

RFI and REF provide timely support to our relevant and ready forces and to the Combatant 

Commanders, and facilitate Army Transformation. 

BALANCING OUR ACTIVE AND 

RESERVE COMPONENT FORCE 

STRUCTURE

Currently, neither our Active nor Reserve 

Component is optimized for today’s rapid deployability requirements. We will continue 

ongoing efforts to restructure our forces in order 

to mitigate stress; to align be�er with the current and projected security environments; and 

to offer campaign-quality land power capabilities to the Combatant Commanders. By doing 

so, we will ensure that our Army provides the 

responsiveness and depth required to achieve 

strategic and operational objectives, while simultaneously defending our homeland. 

Our Army is restructuring and rebalancing 

more than 100,000 positions in our Active and 

Reserve Component force structure. These 

conversions increase the Active Component capabilities available to support the first 30 days 

of a rapid response operation. In response to 

Secretary of Defense guidance, we have already 

completed approximately 10,000 positions. For 

example, the Army National Guard provisionally organized 18 additional military police 

(MP) companies. Between FY04 and FY09, our 

Army will divest approximately 19,500 positions of less frequently used Active and Reserve 

Component force structure to further resource 

critical high demand units such as military police, civil affairs, and special operations forces. 

We project that future rebalancing efforts will 

convert an additional 80,000 positions of lowerpriority force structure. Despite these changes, 

our Army will remain stressed to meet antici14
community commitments. It places greater 

emphasis on building and sustaining cohesive, 

deployable, combat-ready forces for Combatant Commanders. 

The home-basing initiative keeps our Soldiers 

in their assignments at specific installations 

longer, thus reducing unit turbulence and increasing unit cohesion. Unit Focused Stability 

synchronizes our Soldiers’ assignments to their 

units’ operational cycle, providing a more capable, deployable and prepared unit. 

INSTALLATIONS AS OUR FLAGSHIPS

Our installations are an essential component in 

maintaining the premier Army in the world. For 

the warfighter, installations are the platforms 

from which we project military power. Our installations perform the following key missions: 

1) provide effective training facilities; 2) rapidly 

mobilize and deploy the force; 3) provide reachback capabilities; 4) sustain and reconstitute 

the force; and 5) care for our families. As power projection platforms, our installations must 

be equipped with a robust information infrastructure that gives the deployed commander 

quick and efficient reach-back capabilities. All 

of these missions help to maintain our Army’s 

deployability and fighting edge.

Historically, we have accepted risk in our infrastructure and installation services in order to 

maintain our current readiness. The cumulative 

effect on our installations is that commanders rate more than 50 percent of our facilities 

as “adversely affecting mission and training 

requirements.” We have adjusted our management processes to be more effective stewards 

of our resources. In 2002, we established the 

Installation Management Agency (IMA) to create a corporate-focused structure that provides 

efficient installation management worldwide. 

The IMA uses creative management programs 

to sustain quality installations and maintain the 

well-being of the entire Army family. 

The Installation Information Infrastructure 

Modernization Program (I3MP) enhances the 

installation’s role in power projection and provides the architecture to address the essential 

reach-back requirement. Additionally, our Installation Sustainability Plan addresses ways 

to fulfill environmental requirements without 

impacting current or future training. Other 

important progress include modernization of 

barracks and housing; a Residential Communities Initiative; and divestiture of redundant 

facilities infrastructure and non-core utility 

systems through privatization. 

In the past few years, the administration and 

Congress have helped us to begin addressing 

our infrastructure challenges. We received 94 

percent of funding required for installations in 

FY04. We have made progress in improving 

our installations by adjusting existing programs 

and developing new management strategies. 

However, there is much still le� to do in order 

to upgrade our installations to be�er support 

the mission, Soldiers, and our families. 

ARMY FAMILIES AND WELL BEING

People are the heart and soul of the Army – Soldiers, civilians, family members, and retirees. 

Our readiness is inextricably linked to the well 

being of our people. The Army Family, for 

both the Active and Reserve Competent, is a 

16
transformation process and one that requires 

continual assessment to ensure that plans and 

programs are aligned with overall requirements. Without question, the issue of current 

operational readiness is our Army’s highest 

priority. During the past several years, our 

Army made a conscious decision to accept a 

reasonable degree of risk to the readiness of our 

Current Force in order to permit investment in 

capabilities for our Future Force. This risk came 

in the form of reductions in and limitations to 

modernization and recapitalization programs. 

As part of the past four budget submissions, 

our Army made difficult choices to cancel and 

restructure programs, shi�ing resources to 

the development of transformational capabilities. Some of these investments have already 

produced results: for example, the new Stryker 

Brigade Combat Team formations now being 

fielded, the first of which is currently deployed 

on the ba�lefield in Iraq. Others are helping 

to develop emerging technologies and capabilities that will be applied to our force throughout 

the coming decade. 

Besides the ongoing efforts related to equipping 

the Current Force, our Army also has begun 

other major initiatives that will improve our 

readiness and relevance in the future. These 

include an effort to realign Active and Reserve 

Component units and capabilities, in order to 

make our Army more readily deployable and 

available to Joint Force Commanders; homebasing and Unit Focused Stability, which will 

improve readiness and reduce personnel turbulence; and the reorganization of Army units 

into more modular and capability-based organizations. 

While the previous decisions to accept reasonable risk in our Current Force were considered 

prudent at the time, the strategic and operational 

environment has significantly changed in light 

of the large-scale engagement of Army forces 

in Operation Iraqi Freedom and other expeditionary operations. Ever-changing demands 

on our force, coupled with our commitment to 

mitigating risk to our Soldiers, have necessitated re-examination and transformation of our 

Army’s resource process and business practices 

(see Addendum H at www.Army.mil). 

MAKING THE RESOURCE PROCESS 

MORE RESPONSIVE

The resource process is our Army’s center of 

gravity. Without the right people, the proper 

equipment, top-notch installations and adequate dollars to support all appropriately, our 

Army would not be able to fulfill its duty to our 

Nation. 

In order to maintain our premier warfighting 

capability, Army resource processes must be 

flexible, dynamic, transparent and responsive 

to both our requirements and those of the Joint 

Force. This is especially true in today’s environment. We are at war against conventional and 

unconventional enemies, and simultaneously 

pursuing transformation. Our resource process must be transformed to allow us to keep 

pace with changes brought on by the enemy. 

Though we anticipate the ba�le against terrorism will last for years, possibly decades, we 

cannot program and budget in advance for that 

war. Our Army obviously cannot ignore our 

country’s current security needs, yet it would 

be equally imprudent to deviate from the de12
to the development of our Unit of Action, the 

structural foundation of our Future Force.

This spring, our second SBCT at Fort Lewis, 

Washington, will become operational. Our 

third SBCT, in Alaska, will be available in 2005. 

Continued OSD and congressional support 

will ensure that subsequent brigades in Hawaii, Louisiana, and Pennsylvania, are fielded 

between 2004 and 2008.

Future Capabilities

Our Army plans to field a number of systems 

this decade that will provide a foundation for 

informing the transformation of our Current 

Force capabilities into those needed by our Future Force. Once fielded, these systems will 

perform as interdependent systems of systems 

and will greatly enhance joint warfighting capabilities. Our future capabilities programs 

are designed to enhance the campaign-quality 

land-power capabilities that we provide to the 

Combatant Commanders. Our programs undergo continuous reviews to ensure they meet 

the capability requirements of the Joint Force. 

When required, we restructure programs, revise requirements and reprogram resources. 

The following are just a few of the key transformational systems our Army will begin to field 

during the next six years:

The Network. Our Future Force situational 

dominance will depend upon a comprehensive, 

ubiquitous, and joint-interoperable Command, 

Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) 

architecture (the Network) that enables the Joint 

Force Commander to conduct fully interdependent and network-centric warfare. The Network 

will provide the backbone of our Future Force 

and the future Joint Force, enabling the maneuver commander to effectively coordinate 

ba�lefield effects. Some of the more important 

systems within our Network include:

▪ Warfighter Information Network - Tactical 

(WIN-T). WIN-T will be the communications 

network of our Future Force, optimized for

offensive and joint operations, while providing the Combatant Commander the capability to perform multiple missions simultaneously.

▪ Joint Tactical Radio System (JTRS). JTRS 

is a family of common, so�ware-defined, 

programmable radios that will become our 

Army’s primary tactical radio for mobile 

communications. 

▪ Distributed Common Ground System 

– Army (DCGS-A). DCGS-A is a single, integrated, ground-based, ISR processing system composed of joint, common hardware 

and so�ware components and is part of the 

DOD DCGS family of systems.

▪ Aerial Common Sensor (ACS). This ISR 

system and platform will use robust sensorto-shooter and reach links, (such as DCGS-A 

ground stations), to provide commanders at 

every echelon the tailored, multi-sensor intelligence required for joint operations.

Future Combat Systems (FCS). By extending 

the network capabilities into the Unit of Action, 

the FCS provide a system of systems capability

18
than 31,000 Soldiers on the Korean Peninsula. 

U.S. Southern Command is fully engaged as 

the headquarters for 1,500 Soldiers executing 

detainee operations at Guantanamo Bay, Cuba; 

has deployed 740 Soldiers to Joint Task Force 

– Bravo at Soto Cano Airbase, Honduras; and 

is assisting the government of Colombia in its 

war on narco-terrorism. U.S. Special Operations Command’s Army component provides 

professional, dedicated, and specially trained 

Soldiers to each Combatant Commander. These 

Soldiers, working closely with conventional 

forces, have been instrumental to our success 

in the Global War on Terrorism.

In addition to federal missions, our Army 

National Guard (ARNG) plays an important 

domestic role, routinely responding to state 

emergencies. In FY03, there were 280 requests 

for emergency support, ranging from basic 

human needs to engineering support during 

natural disasters. Our ARNG has fielded 32 

Weapons of Mass Destruction (WMD) Civil Support Teams (CST), which assist first responders 

in the event of an incident. Another 12 CSTs 

are due to be activated within 18 months. To 

date, these teams have responded to 74 different requests for support. Also, more than 8,000 

ARNG Soldiers have executed critical force 

protection duties at 148 Air Force installations 

in CONUS.

RESETTING THE FORCE

The extraordinary demands major combat and 

stability operations in Afghanistan and Iraq 

are placing on our equipment and personnel 

require that our Army quickly reset returning 

units for future national security needs. The 

reset program will incorporate lessons learned 

from OIF and OEF, retrain essential tasks, adjust pre-positioned stocks of equipment and 

ammunition, and bring unit equipment readiness back to standard. The objective is to 

ensure our Army forces are ready to respond to 

near-term emerging threats and contingencies. 

However, reset cannot be viewed as a one-time 

event. Reset will continue to be key to our 

future readiness as our military executes our 

National Security missions. 

Through reset, all returning active duty and 

Army Reserve units will achieve a sufficient 

level of combat readiness within six to eight 

months of their arrival at home station. The 

Army National Guard will take longer to 

achieve the desired level of readiness. The goal 

for these units is to reestablish pre-deployment 

readiness within one year. Our Army also 

will take advantage of reset as an opportunity 

to reorganize units into modular designs that 

are more responsive to regional Combatant 

Commanders’ needs; that be�er employ joint 

capabilities; that reduce deployment time; and 

that fight as self-contained units in non-linear, 

non-contiguous ba�lespaces. This effort began 

with the 3rd Infantry Division and will soon be 

expanded to include the 101st Airborne Division (Air Assault). 

In addition to investing in new equipment to 

replace items that were destroyed or worn out 

during combat and stability operations, the 

reset program will repair major items used 

in OIF and OEF. Repair requirements have 

been determined for all OIF1 units and the 

workload for this comprehensive effort is immense: about 1,000 aviation systems; 124,400 

10 communications and electronics systems;
cepts and initiatives listed 

below discuss particular 

Army emphasis areas; these 

areas are not all-inclusive. Functional concepts 

and other Army initiatives 

that support the JOpsC 

are discussed in detail in 

Addendum J (available at 

www.Army.mil).

Actionable 

Intelligence

Our Army also is focused 

on a�aining actionable intelligence — intelligence 

that provides situational understanding to commanders and Soldiers with the speed, accuracy 

and confidence necessary to influence favorably current and future operations. Actionable 

intelligence achieves its intended purpose of 

empowering greater individual initiative and 

self-synchronization among tactical units by 

fusing information across organizations and 

echelons -- accelerating the speed of decisionmaking and the agility of operations. 

Focused Logistics

Our Army’s current actions around the world 

in support of the Global War on Terrorism present a view of future military operations and 

provide valuable insights as we transform our 

logistics systems from the Current to the Future 

Force. The successes enjoyed during OIF were 

the result of the integrated logistics team of 

Soldiers, civilians and contractors, all of whom 

developed innovative solutions to a range of 

challenges caused by four major capability 

gaps in the current logistics system. To sustain 

combat power, our Army must have the ability 

to “see the requirements” on-demand through 

a logistics data network. We require a responsive distribution system, enabled by in-transit 

and total-asset visibility and managed by a single owner who has positive end-to-end control 

in the theater. Our Army needs a robust, modular, force-reception capability — a dedicated 

and trained organization able to quickly open 

a theater and support continuous sustainment 

throughout the joint operations area. Lastly, 

we need an integrated supply chain that has 

a single proponent, who can reach across the 

breadth and depth of resources in a joint, interagency and multinational theater. As we move 

from the Current Force to the Future Force, we 

will build confidence in the minds of the Combatant Commanders by delivering sustainment 

on time, every time.

20
Army leaders at all levels bear responsibility for America’s Soldiers 

and accomplishing the mission, 

whatever it may be. The range 

of missions and their complexity 

continue to grow, presenting our 

leaders with even greater challenges 

than previously experienced. The 

evolving strategic environment, the 

gravity of our strategic responsibilities, and the broad range of tasks 

that the Army performs require us 

to review, and periodically to refocus, the way we educate, train and 

grow professional warfighters. 

We have a training and leader development 

system that is unrivaled in the world. Our 

professional military education prepared our 

officers and noncommissioned officers to fight 

and win in Iraq and Afghanistan. We will continue to develop our leaders with the right mix 

of operational assignments and training and 

education opportunities that meet the current 

and future requirements of the Army and Joint 

Force. Our leader training focuses on how to 

think, not what to think. We will maintain our 

investment in the future by sustaining the 

highest quality leader training and education 

for our Army.

COMBAT TRAINING CENTERS (CTC)/ 

BATTLE COMMAND TRAINING 

PROGRAM (BCTP)

The CTC program is a primary culture driver 

for our Army. Additionally, our CTCs are a 

primary enabler of, and full participant in, the 

Joint National Training Capability. The CTCs 

develop self-aware and adaptive leaders and 

Soldiers and ready units for full spectrum, 

joint, interagency and multinational operations. CTCs continuously integrate operational 

lessons learned into the training. Our Army 

enhances the training experience offered by our 

CTCs (National Training Center in California, 

Joint Readiness Training Center in Louisiana, 

Combat Maneuver Training Center in Germany and Ba�le Command Training Program 

based in Kansas) by increasing the focus on 

development of capabilities essential to joint 

operations. Leader training and development 

during CTC exercises hone the Joint and Expeditionary Mindset and promote our Army’s 

warrior culture. 

PROVIDE RELEVANT AND 

READY LAND POWER 

CAPABILITIES TO THE 

COMBATANT COMMANDER 

AND THE JOINT TEAM

To meet global commitments across the full 

spectrum of military operations, our Army has 

mobilized more than 164,000 Reserve Component Soldiers. More than 325,000 American 

Soldiers are serving overseas and more than 

23,000 Soldiers are supporting operations 

within the United States. This high operating 

tempo is no longer an exception. Sustained 

operations and deployments will be the norm 

for our Army forces supporting multiple and 

simultaneous shaping and stability operations 

around the globe. At the same time, we will 

continue to contribute to Joint Force execution 

of major combat operations, homeland security 

missions and strategic deterrence. 8
Sections 517 and 521 of the National Defense 

Authorization Act (NDAA) for FY1994 require 

the information in this addendum. Section 517 

requires a report relating to the implementation of the Pilot Program for Active Component 

Support of the Reserves, which was started under Section 414 of the NDAA for Fiscal Years 

1992 and 1993. Section 521 requires a detailed 

presentation concerning the Army National 

Guard, including information relating to the 

implementation of the Army National Guard 

Combat Readiness Reform Act of 1992 (title 

XI of Public Law 102-484, and referred in the 

addendum as ‘ANGCRRA’). Section 521 reporting was later amended by Section 704, FY 

1996 NDAA. U.S. Army Reserve information 

is also presented using Section 521 reporting 

criteria.

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

officers considered for promotion from within 

the promotion zone who are serving as activecomponent advisors to units of the Selected Reserve of the Ready Reserve (in accordance with 

that program); compared to the promotion rate 

for other officers considered for promotion 

from within the promotion zone in the same 

pay grade and the same competitive category, 

shown for all officers of the Army. 

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

officers considered for promotion from below 

the promotion zone who are serving as activecomponent advisors to units of the Selected 

Reserve of the Ready Reserve (in accordance 

with that program) compared in the same 

manner as specified in subparagraph (A) (the 

paragraph above).

Section 521(b).

1. The number and percentage of officers with 

at least two years of active-duty before becoming a member of the Army National 

(Data Required by NDAA 1994)

A

AC

in RC*

Army

Average**

Fiscal Year 2002 (percent)

Major 82.1 89.8

Lieutenant Colonel 43.5 74.5

Fiscal Year 2003 (percent)

Major 87.4 95.0

Lieutenant Colonel 40.5 79.8

*Active component officers serving in reserve 

component assignments at time of consideration.

**Active component officers not serving in reserve component assignments at the time of 

consideration.

AC

in RC***

Army

Average 

Fiscal Year 2002 (percent)

Major 3.0 5.1

Lieutenant Colonel 0 6.0

Fiscal Year 2003 (percent)

Major 3.6 7.1

Lieutenant Colonel 0 6.5

** * Below-the-zone, active-component officers 

serving in reserve component assignments at 

time of consideration.

**** Below-the-zone, active-component officers 

not serving in reserve component assignments 

at the time of consideration.

ADDENDUM

A-1
to sustain operations. Our civilian employees share our Army values. They are smart, 

resourceful and totally commi�ed to supporting our Soldiers and our Army to do whatever 

it takes to meet the challenges that come our 

way. These dedicated civilians perform critical, mission-essential duties in support of 

every functional facet of combat support and 

combat service support, both at home and 

abroad. Army civilians serve alongside Soldiers to provide the critical skills necessary to 

sustain combat systems and weaponry. They 

work in 54 countries in more than 550 different occupations. In FY03, nearly 2,000 Army 

civilians deployed to Southwest Asia in support of Operation Iraqi Freedom, Operation 

Enduring Freedom, and the Global War on 

Terrorism (GWOT). They have the education, 

skills and experience to accomplish the mission 

while ensuring continuity of operations for all 

commanders. 

REALISTIC TRAINING – ESSENTIAL TO 

MISSION SUCCESS

Tough, realistic training ensures that our 

Soldiers and units maintain readiness and relevance as critical members of the Joint Force. Our 

Army’s combined-arms training strategy, including an appropriate mix of live, virtual, and 

constructive training, determines the resource 

requirements to maintain the combat readiness 

of our troops. We revised our training ammunition standards to allow Combat Support and 

Combat Service Support units to conduct live 

fire exercises under conditions similar to those 

they might encounter in combat. 

The Army’s OPTEMPO budget is among its top 

priorities. Our leadership is commi�ed to fully 

executing the Active and Reserve Component 

ground and air OPTEMPO training strategies, 

which include actual miles driven and hours 

flown, as well as virtual miles associated with 

using simulators. The flying hour program 

is funded to achieve a historic execution level 

of live flying hours per aircrew per month. If 

units exceed the historic execution level, our 

Army will increase their funding. Thus far this 

year, OPTEMPO execution reports show units 

exceeding their programmed miles driven and 

hours flown. These are the units that are aggressively preparing for deployments to OIF 

and OEF, as well as the units who recently 

have returned and are preparing for future 

operations. Our combined arms training strategy is working and sustaining our warfighting 

readiness. We see the results every day in Afghanistan and Iraq.

JOINT AND EXPEDITIONARY

Our Army is the dominant ground component 

of the Joint Team and provides the Joint Force 

Commander a campaign quality force with 

unique and complementary capabilities. We 

are vital and indispensable members of the Joint 

Team first and are a Service second. We must 

remain aware that our Army always conducts 

operations — offensive, defensive, stability and 

support — in a joint and expeditionary context. 

Acting in concert with air and naval power, 

decisive land power creates a synergy that produces a Joint Force with abilities far exceeding 

the sum of the individual service components. 

Our Army can: support civil authorities at 

home and abroad; provide expeditionary forces at the right time and the right place; reassure 

our allies and multinational partners; deter ad- 6
National Guard, and one officer through 

service in the U.S. Army Reserve. 

6. The number of officers for whom recommendations were made during the preceding fiscal year for a unit vacancy promotion 

to a grade above first lieutenant and, of those 

recommendations, the number and percentage that were concurred in by an active duty 

officer under section 1113(a) of ANGCRRA, 

shown separately for each of the three categories of officers set forth in section 1113(b) 

of ANGCRRA (with U.S. Army Reserve data 

also reported).

a. 96 USAR officers from units were recommended for unit vacancy promotion; 59 

were favorably considered.

b. 1,797 ARNG officers from units were recommended for unit vacancy promotion 

and promoted.

7. The number of waivers during the preceding fiscal year under section 1114(a) of 

ANGCRRA of any standard prescribed by 

the Secretary establishing a military education requirement for noncommissioned officers and the reason for each such waiver. 

▪ In FY03, no waivers were granted by the 

Secretary of the Army.

8. The number and distribution by grade, 

shown for each state, of personnel in the 

initial entry training and the non-deployable personnel accounting category established under section 1115 of ANGCRRA for 

members of the Army National Guard who 

have not completed the minimum training 

required for deployment or who are otherwise not available for deployment. (A narrative summary of information pertaining 

to the U.S. Army Reserve is also provided.)

a. In FY03, the number of ARNG non-deployable personnel was: 42,276. The National Guard Bureau (NGB) maintains 

the detailed information.

b. In FY03, the total number of personnel in 

the Initial Entry Training (IET) and nondeployable category for the Army Reserve who have not completed the minimum training required for deployment 

was 16,446 (15,489 enlisted and 957 officers). This number includes 957 officers 

who had not completed the Officer Basic 

Course; 11,600 enlisted personnel who 

had not completed Advance Individual 

Training (AIT); and 3,889 enlisted who 

had a reservation and were scheduled 

to ship (grade was not a category in ship 

database). The Army Reserve makes a 

substantial investment in training, time, 

equipment and related expenses when 

people enter military service. Separation before completion of an obligated 

period of service is wasteful because it 

results in loss of this investment and 

generates a requirement for increased accessions. Consequently, a�rition is an issue of significant concern at all levels of 

responsibility within the Army Reserve. 

The Army Reserve identifies Soldiers exhibiting the propensity for early separation and provides counseling, retraining 

and rehabilitation in an a�empt to retain 

a qualified and trained force. Non Prior 

Service (NPS) enlistees in Army Reserve 

units normally are ordered to Initial Active Duty Training (IADT) within 270 

days of enlistment. Non Prior Service direct enlistees in the Individual Ready Reserve (IRR) must enter IADT within 180 

days of their enlistment date. Non Prior 

Service enlistees may be authorized an 

additional period of delay to reporting 

for duty as provided in AR 601-25, paragraph 3-4. In accordance with DA Pam 

611-21, Army Reserve unit commanders 

determine alternate MOSs for qualified 

enlisted Soldiers incapable of completing 

initial training. An enlisted soldier who 

A-3 cannot satisfactorily complete the MOS
 CORE COMPETENCIES

Our Army has two core competencies, supported by a set of essential and enduring 

capabilities. These core competencies are: (1) 

training and equipping Soldiers and growing leaders; and (2) providing relevant and 

ready land-power capability to the Combatant Commanders as part of the Joint Force. 

Additionally, our Army’s senior leadership has 

established immediate focus areas and issued 

specific guidance for planning, preparation and 

execution of actions aimed at rapidly effecting 

necessary transformation in support of these 

core competencies. See Addendum I (available 

at www.Army.mil) for more information on the 

Army’s focus areas.

TRAIN AND EQUIP SOLDIERS 

AND GROW LEADERS

Our Army prepares every Soldier to be a warrior. Our training replicates the stark realities 

of the ba�lefield in order to condition Soldiers 

to react instinctively in combat. 

Such training is essential to building 

Soldiers’ confidence 

in themselves, their 

equipment, their 

leaders, and their 

fellow Soldiers. 

Constant training in 

weaponry and field 

cra�, and a continuous immersion in 

the warrior culture, 

give Soldiers the 

skills they need to 

succeed on the battlefield. Mental and 

physical toughness are paramount to the development of the warrior ethos and apply to all

Soldiers from private to general. Every Soldier 

is called upon to be a leader.

THE SOLDIER

The American Soldier remains the centerpiece 

of our combat systems and formations and is 

indispensable to the Joint Team. Adaptive, confident and competent Soldiers, infused with the 

Army’s values and warrior culture, fight wars 

and win the peace. As a warrior, every Soldier 

must be prepared to engage the enemy in close 

combat; the modern ba�lefield has no safe areas. 

Our Army trains our Soldiers to that standard, 

without regard to their specialty or unit. The 

Soldier -- fierce, disciplined, well-trained, wellled and well-equipped -- ultimately represents 

and enables the capabilities our Army provides 

to the Joint Force and the Nation. 

Our Soldiers are bright, honest, dedicated and 

totally commi�ed to the mission. All share 

common values, a creed and a warrior ethos. 

Our Army defines selfless service as pu�ing 

the welfare of our Nation, Army and subordi- 4
13. The number of members, and the percentage of the total membership, of the Army 

National Guard, shown for each state, who 

underwent a dental screening during the 

previous fiscal year as provided in section 

1117 of ANGCRRA. 

▪ Public Law 104-106 (NDAA 1996), 

Div A, Title VII, Section 704 (b), Feb 

10, 1996, repealed Section 1117 of 

ANGCRRA. 

14. The number of members, and the percentage of the total membership, of the Army 

National Guard, shown for each state, over 

the age of 40 who underwent a full physical 

examination during the previous fiscal year 

for purposes of section 1117 of ANGCRRA. 

▪ Public Law 104-106 (NDAA 1996), 

Div A, Title VII, Section 704 (b), Feb 

10, 1996, repealed Section 1117 of 

ANGCRRA. 

15. The number of units of the Army National 

Guard that are scheduled for early deployment in the event of a mobilization and, of 

those units, the number that are dentally 

ready for deployment in accordance with 

section 1118 of ANGCRRA. 

▪ Public Law 104-106 (NDAA 1996), 

Div A, Title VII, Section 704 (b), Feb 

10, 1996, repealed Section 1118 of 

ANGCRRA.

16. The estimated post-mobilization training 

time for each Army National Guard combat 

unit (and U.S. Army Reserve FSP unit), and 

a description, displayed in broad categories 

and by state, of what training would need to 

be accomplished for Army National Guard 

combat units (and U.S. Army Reserve FSP 

units) in a post-mobilization period for purposes of section 1119 of ANGCRRA.

a. Estimated time for post-mobilization 

training is reported through the Unit 

Status Report, is classified, and is maintained by the Department of the Army, 

G-3, Force Readiness Division.

to determine whether they meet minimum 

physical profile standards required for deployment and, of those members: (A) the 

number and percentage who did not meet 

minimum physical profile standards required for deployment; and (B) the number 

and percentage who were transferred pursuant to section 1116 of ANGCRRA to the 

personnel accounting category described in 

paragraph (8).

a. Screened during the preceding fiscal year 

to determine whether they meet minimum physical profile standards required 

for deployment:

▪ In FY03, approximately 78,791 ARNG 

Soldiers underwent a physical. Of 

these personnel, 3,076, or 3.9 percent, 

did not meet the minimum physical 

profile standards required for deployment.

▪ In FY03, approximately 33,145 USAR 

Soldiers underwent a retention physical. Of these, 7,405 were identified for 

review due to a profile-limiting condition or failure to meet retention standards. 

b. The number and percentage that were 

transferred pursuant to section 1116 of 

ANGCRRA to the personnel accounting 

category described in paragraph (8).

▪ In FY03, 823 members of the ARNG 

were transferred from a deployable to 

a non-deployable status. 

12. The number of members, and the percentage of the total membership, of the Army 

National Guard, shown for each state, who 

underwent a medical screening during the 

previous fiscal year as provided in section 

1117 of ANGCRRA. 

• Public Law 104-106 (NDAA 1996), 

Div A, Title VII, Section 704 (b), Feb 

10, 1996, repealed Section 1117 of 

ANGCRRA.

A-5
potentially hostile regional powers remain, 

increasingly non-state actors, operating autonomously or with state-sponsorship, also are able 

to endanger regional and global security. These 

forces — insurgents, paramilitaries, terrorists, 

narco-traffickers and organized crime -- are a 

growing concern. They o�en are networked 

and enabled by the same tools and information 

systems used by state actors. Our adversaries will rely more frequently on indirect and 

asymmetric methods, such as anti-access and 

area-denial strategies, unrestricted warfare and 

terrorism, to mitigate their relative disadvantage. The most dangerous of these threats are 

the development and proliferation of weapons 

of mass destruction (WMD) – including biological or chemical agents, or radiological “dirty 

bombs” – to a�ack the United States. This 

security environment requires that the Army 

have the capability to dominate throughout the 

spectrum of conflict and to plan for multiple future contingencies.

As a result of this adaptive enemy and our 

worldwide commitments, current organizations, systems and facilities are and will 

continue to be stressed. We now rely on our 

Reserve Component to support our operations 

to a degree not seen since World War II. As of 

January 14, 2004, there were more than 164,000 

Reserve Component Soldiers mobilized with 

over 139,000 of them serving overseas. The 

institutional Army is being asked to do more, 

applying lessons learned from current operations. These lessons are critical to our 

organizations and individual Soldiers as they 

prepare for worldwide missions. Therefore, 

the current and future strategic environments 

require the Army to have the capability to dominate throughout the spectrum of conflict and 

to plan for multiple contingencies. These new 

security challenges, coupled with the current 

war on terrorism, require a different approach.

ARMY FOCUS AREAS

Last summer, Army leaders identified immediate focus areas instrumental to adapting Army 

organizations and processes that will help us to 

be�er meet the Nation’s security requirements. 

All of our focus areas should be viewed in the 

context of our ongoing efforts to retain the 

campaign qualities of our Army while simultaneously developing a Joint and Expeditionary 

Mindset. Of these focus areas, a critical enabler 

is the redesign of our resource processes to be 

more flexible, responsive, and timely. Our goal 

is to be a be�er Army every day -- be�er able to 

execute our core competencies as members of 

the Joint Team. 

ADAPTING RESOURCE AND 

ACQUISITION PROCESSES

The resource process is at the core of our Army’s 

mission success. Our Nation faces a cunning 

and adaptive enemy, predictable only in his 

zeal and intent. We are just as cunning and 

our Soldiers are constantly changing tactics 

and techniques in order to disrupt the enemy’s 

plans. In the same way, our resource and acquisition processes must become more flexible, 

responsive and timely in order to take immediate advantage of technological improvements 

and to sustain the quality of the force over 

time. 

RESETTING OUR FORCE

Quickly rese�ing our forces upon their redeployment from current operations is a strategic 

imperative. The reset program incorporates 

lessons learned from Operation Iraqi Freedom 

(OIF) and Operation Enduring Freedom (OEF), 

retrains essential tasks, adjusts pre-positioned 

stocks of equipment and ammunition, and 

brings unit equipment readiness back to standard. Units must recover quickly in order to 

provide the Combatant Commanders with landpower capabilities for future requirements. We 

will face challenges as we rotate troops from

2
nery and tactical training for dismounted 

infantry, special operations forces, scouts, 

engineers, military police squads, and combat support and combat service support elements. These systems also support units 

conducting the vital homeland-defense and 

airport-security missions assigned to the 

ARNG.

In addition to the EST 2000 collective marksmanship trainer, the ARNG developed and 

fielded the Laser Marksmanship Training 

System (LMTS) with the Beamhit Corporation. ARNG began fielding the LMTS in 

2000. We currently have more than 700 systems fielded, down to the company level. 

LMTS is a laser-based training device that 

replicates the firing of the Soldier’s weapon 

without live ammunition. Optimally, it is 

used to reduce the number of live rounds 

used during initial, remedial and sustainment training. LMTS is utilized for developing and sustaining marksmanship skills, 

diagnosing and correcting marksmanship 

problems, and assessing basic and advanced 

skills. In August 2003, the Vice Chief of 

Staff of the Army approved LMTS as an 

Army training device to be used by units as 

a component of their basic, rifle-marksmanship training program.

ARNG also has formed a unique partnership with PEO-STRI in the development, 

verification, validation and accreditation of 

systems and system upgrades. Through the 

ARNG Distributed Ba�le Simulation Program, civilian infrastructure commanders 

receive assistance from “graybeard” mentors, TADSS facilitators, and Janus Technical Team Exercise Support in the planning, 

preparation and execution of simulationsbased training that augments the support 

provided by Training Support XXI Soldiers 

and greatly enhances unit proficiency and 

readiness.

The U.S. Army Reserve continues to focus 

on integrating simulations, simulators and

TADSS into training plans. Army Reserve 

units participate in Corps Warfighter and 

Ba�le Command Staff Training exercises to 

enhance training readiness. The Reserve 

remains an active member of the Army’s 

simulation community by contributing to 

the Live, Virtual, Constructive (LVC) Training Environment Periodic Review and the 

LVC Integration Concept Team. The Army 

Reserve continues to press PEO-STRI and 

the National Simulation Center regarding 

the development of combat support and 

combat service support functionality within 

the Army Constructive Training Federation 

to ensure training capabilities for the entire 

spectrum. The Army Reserve has also identified the need for greater digital equipment 

fielding for the reserve components. Current and Future forces need digital capability to train effectively in the contemporary 

operating environment (COE) and the Joint 

National Training Capability (JNTC) environment of Army capabilities. The Army 

Reserve continues to improve training capabilities with the Laser Marksmanship 

Training System (LMTS) to enhance Army 

Reserve Soldiers’ ability to achieve and 

maintain marksmanship skills; the Reserve 

has directly supported the Infantry, Military Police and Transportation schools in 

the development of devices and simulatorbased training, ranging from basic combat 

to advanced tactical marksmanship involving firing from moving vehicles. The Army 

Reserve has begun fielding the LMTS as 

well as the Engagement Skills Trainer 2000. 

The Army Reserve continues to investigate 

alternative training mechanisms to simulate urban terrain and potential terrorist 

activities, including the Virtual Emergency 

Response Training System (VERTS), which 

replicates the Fort Dix installation, an Army 

power projection platform. The Army Reserve continues to develop the Simulations 

Operations functional area assessment to

A-7
Installations as Our Flagships .......................................................................................16

Army Families and Well Being .....................................................................................16

Introducing New Capabilities into Current Force .....................................................17

Stryker Brigade Combat Team (SBCT) ...................................................................17

Future Capabilities ....................................................................................................18

The Network ........................................................................................................18

FCS ........................................................................................................................18

Army Science and Technology ................................................................................19

Joint Operational Concepts ............................................................................................19

Actionable Intelligence .............................................................................................20

Focused Logistics .......................................................................................................20

O�� C��������� �� ��� N����� .........................................................................21

ADDENDUM A ........................................................................................................................A-1

GLOSSARY ...................................................................................................................Glossary-1

The 2004 Army Posture Statement along with the following addenda can 

be found at h�p://www.army.mil

Addendum A: Data Required by NDAA 1994

Addendum B: Army Support to Combatant Commanders

Addendum C: Recruiting Initiatives

Addendum D: Well-Being Initiatives

Addendum E: Missile Defense

Addendum F: Chemical Demilitarization

Addendum G: Focused Logistics Initiatives 

Addendum H: Business Practices

Addendum I: Immediate Focus Areas

Addendum J: Joint Operational Concepts

Addendum K: Glossary of Terms and Acronyms
six OIPs were scheduled, but only two 

were actually conducted. The four 

units not inspected were not available 

due to mobilizations. U.S. Army Forces Command (FORSCOM) maintains 

the results of the CONUSA inspections and Training Assessment Models 

(TAMs), and holds the data for reserve 

component FSP unit inspections.

▪ Summary tables depicting CONUSA 

inspection numbers by state for the 

ARNG and by Regional Readiness 

Command for USAR units are available from DCSOPS, FORSCOM. 

20. A listing, for each Army National Guard 

combat unit (and U.S. Army Reserve FSP 

units) of the active-duty combat units (and 

other units) associated with that Army 

National Guard (and U.S. Army Reserve) 

unit in accordance with section 1131(a) of 

ANGCRRA, shown by State, for each such 

Army National Guard unit (and for the U.S. 

Army Reserve) by: (A) the assessment of 

the commander of that associated activeduty unit of the manpower, equipment, 

and training resource requirements of that 

National Guard (and Army Reserve) unit 

in accordance with section 1131(b)(3) of the 

ANGCRRA; and (B) the results of the validation by the commander of that associated 

active-duty unit of the compatibility of that 

National Guard (or U.S. Army Reserve) unit 

with active duty forces in accordance with 

section 1131(b)(4) of ANGCRRA.

The listing is contained in FORSCOM Regulation 350-4.

 a. Detailed assessments of specific RC units 

are maintained at the two numbered 

Armies in the continental United States 

(CONUSA) and three CONUS-based 

corps. 

For Army National Guard divisions and 

ESBs:

▪ Manpower. Several ESBs have shortages in enlisted personnel and junior 

officers. Duty Military Occupational 

Specialty Qualification (DMOSQ) is a 

training challenge because military occupational specialties (MOS) require 

extensive training, during a limited 

training window, in different schools 

that are o�en taught simultaneously. 

Within the ESBs, Full Time Support 

(FTS) continues to be a challenge, 

currently filled at approximately 55 

percent of requirement. In ARNG divisions, recent force-structure authorization increases have caused nearterm shortfalls in fill percentages.

▪ Equipment. Lack of modernized 

equipment continues to hamper the 

ESBs. Shortages in chemical defense 

equipment and night vision devices 

limit the full range of capabilities for 

training of the ESBs. The ESBs continue to receive the bulk of any new 

equipment fielded to the ARNG.

▪ Training. Adequate training resources 

in FY03 enabled ESBs to sustain platoon, pre-mobilization training proficiency. Distances to crew-served 

weapons ranges and the availability of 

adequate maneuver areas continue to 

challenge most units. Current simulations do not provide a theater-level 

simulation system, compatible with 

current simulation suites that replicate 

a major-theater-of-war scenario. 

 For ARNG (and Army Reserve) Force 

Support Package (FSP) Units:

▪ Manpower. Shortfalls in FTS manning 

limit operations and training management. DMOSQ is impacted by limited 

school spaces for low-density MOSs. 

Some MOSs require extensive training 

(11B, 19K, 13B, 13F, 31 and 63H) and 

sequential schools demand a Soldier’s A-9
PURPOSE OF THE POSTURE STATEMENT

The Army Posture Statement provides an overview of today’s Army. Focusing 

on the Soldier, the centerpiece of the force, it explains the current and future 

strategic environments that provide our mandate for transformation. Our core 

competencies and how we intend to meet our current demands and future 

challenges are outlined. It describes what we must become in order to provide 

more ready and relevant forces and capabilities to the Joint Team.
Defense Authorization Act for Fiscal Years 

1992 and 1993 (10 USC. 261 note), shown 

(A) by State for the Army National Guard 

(and for the U.S. Army Reserve), (B) by rank 

of officers, warrant officers, and enlisted 

members assigned, and (C) by unit or other 

organizational entity of assignment.

As of 30 Sep 2003, the Army had 4,750 active 

component Soldiers assigned to Title XI positions. The Army goal is to fill 100 percent 

of the 5,000 personnel authorized for the 

AC/RC Program. Although constrained by 

ongoing support to the Global War on Terror, the active Army is maintaining AC/RC 

program strength and plans to achieve 100

percent fill by the end of FY04. U.S. Army 

Human Resources Command carefully 

tracks fill of Title XI positions in both the 

Officer Distribution Division and Enlisted 

Distribution Division. 

Title XI FY(03) Authorizations

OFF ENL WO Total

PERSCOM 2 5 0 7

USAR 56 204 0 260

TRADOC 122 243 0 365

FORSCOM 82 49 9 140

GFR 1509 2471 152 4132

USARPAC 33 62 1 96

TOTAL 1804 3034 162 5000

A-11

Glossary-2

JRTC Joint Readiness Training Center 

LMTS Laser Marksmanship Training System

LVS Live, Virtual, Constructive

MACA Military Assistance to Civil Authorities

MACOM Major Command

MEADS Medium Extended Air Defense System 

MILES Multiple Integrated Laser Engagement System 

MOS Military Occupational Specialty

NCOES Noncommissioned Officer Education System 

NDAA National Defense Authorization Act

NETCOM Network Enterprise Technology Command

NPS Non Prior Service

NTC National Training Center

OCONUS Outside Continental United States

OPTEMPO Operations Tempo

OSD Office of the Secretary of Defense

PAC-3 Patriot Advanced Capability-3 

PEO Program Executive Office

PM Project Manager

RC Reserve Component

RRC Regional Readiness Command

SBCT Stryker Brigade Combat Team

SETS Secondary Education Transition Study 

SIMNET Simulation Network

SOF Special Operations Forces

SRS Strategic Readiness System

S&T Science & Technology

TADSS Training Aids, Devices, Simulators and Simulations

TAM Training Assessment Model

TRADOC Training and Doctrine Command

TPU Troop Program Unit

TSV Theater Support Vessel

UA Unit of Action

UAV Unmanned Aerial Vehicle

USAR United States Army Reserve

USARC United States Army Reserve Command

VERTS Virtual Emergency Response Training System

WMD Weapons of Mass Destruction

U.S. NORTHERN COMMAND 

(NORTHCOM)

U.S. Northern Command’s essential mission 

is to defend the homeland. NORTHCOM 

achieved full operational capability on 1 October 2003. As NORTHCOM’s Army component 

and Joint Force Land Component Command, 

U.S. Army Forces Command (FORSCOM) 

provides critical planning activities and command-and-control functions for operations 

throughout the area of responsibility.

In support of Operation Noble Eagle, Soldiers have or are currently guarding airports, 

military installations of the various services, 

nuclear power plants, dams, power-generation facilities, tunnels, bridges, rail stations and 

emergency operations centers. Ground-based 

air defense artillery units from both the active 

component and the ARNG continue to assist 

the North American Aerospace Command 

(NORAD) in the National Capital Region. Additionally, we are preparing units to employ 

new, active, missile-defense capabilities (see 

Addendum E).

The Army also maintains reaction forces, on a 

graduated response posture. They are prepared 

to support any homeland defense mission, to 

help in consequence management and to fulfill 

the DoD Civil Disturbance Plan. 

NORTHCOM maintains an extensive planning 

and exercise program focused on sharpening 

the skills required to deter threats against our 

homeland or to provide support to civil authorities. 

U.S. JOINT FORCES COMMAND 

(JFCOM)

As the joint force’s integrator, Joint Forces 

Command relies heavily on the Army. A�er 

September 11, in its role as the Army service 

component command to JFCOM, FORSCOM 

conducted the largest mobilization of Army 

National Guard and Army Reserve forces since 

the Korean War. In addition to supporting 

overseas operations, JFCOM deployed Soldiers 

to execute homeland defense missions, civil 

support missions and force protection requirements associated with Operation Noble Eagle. 

As part of JFCOM’s training and experimentation requirements, in 2003 Army units took part 

in National Training Center and Joint Readiness 

Training Center rotations. Additionally, units 

participated in a series of experimentation war 

games, such as Millennium Challenge. JFCOM 

and Army Training and Doctrine Command 

co-sponsored this year’s Army Transformation 

War Game, Unified Quest 03, at Carlisle Barracks, Pennsylvania. 

U.S. CENTRAL COMMAND 

(CENTCOM) 

The Global War on Terrorism places a significant burden on America’s military, wherever 

they serve. In the CENTCOM area of responsibility, the Army has assumed the heaviest 

load. Since October 2001, Soldiers have made 

vital contributions to the joint team as part of 

Operation Enduring Freedom in Afghanistan. 

In Operation Iraqi Freedom, active and reserve 

component Army forces played a monumental 

role in the defeat of Saddam Hussein’s armed 

forces. CENTCOM is currently executing the 

B

Army Support to the Combatant Commanders

ADDENDUM

B-1
largest rotation of forces since WWII as we rotate 

troops in and out of its area of responsibility. In 

addition to operations in Afghanistan and Iraq, 

Army Soldiers are part of CENTCOM’s efforts 

to deter terrorism in the Horn of Africa. They 

also support long-standing missions, such as 

the Multi-National Force and Observers (MFO) 

in the Sinai. 

U.S. EUROPEAN COMMAND 

(EUCOM)

Army units from Europe were, and continue 

to be, instrumental in the liberation of Iraq and 

the success of OIF. Soldiers based in Germany 

and Italy demonstrated the Army’s expeditionary capabilities by deploying to the Persian 

Gulf region. V Corps provided combat, combat support and combat service support units 

to the joint force effort that thrust more than 

500 kilometers from the Kuwaiti border into 

the heart of Baghdad. In addition to these 

accomplishments, Europe-based Soldiers simultaneously supported OEF in Afghanistan; 

provided the bulk of U.S. forces in Kosovo 

Peace Implementation Force (KFOR) rotations 

4A and 4B; and sustained other EUCOM commitments. The Army continues to shoulder the 

demands of Operation Joint Forge, as members 

of the Stabilization Force (SFOR) in Bosnia and 

Herzegovina; and Operation Joint Guardian, as 

part of NATO’s Kosovo peace implementation 

force. Army National Guard units, in particular, play a major role in, and provide leadership 

for, SFOR and KFOR. Soldiers also took part in 

Operation Joint Task Force Liberia, supplying 

SOF, headquarters and medical personnel. 

U.S. PACIFIC COMMAND (PACOM) 

Within the Asia-Pacific region, the Army conducts a variety of critical missions for U.S. 

Pacific Command. U.S. Army Pacific (USARPAC) functions as the joint force headquarters 

responsible for homeland defense/civil support 

missions on all bases and in all U.S. territories within the PACOM area of responsibility. 

USARPAC provides trained and ready forces 

in support of security operations, from engagement to warfighting; these troops promote 

regional stability, and ensure successful crisis 

response and decisive victory. 

For OEF-Philippines, USARPAC manages the 

intermediate staging base and provides the 

in-country, joint logistics support element. In 

Korea, Eighth U.S. Army Soldiers fall under the 

Combined Forces Command and stand ready 

with our United Nations’ partners to deter 

North Korean aggression. Beyond the PACOM 

area of operations, USARPAC supports OEF 

and OIF by providing trained and ready Army 

rotational forces from bases in Alaska, American Samoa, Guam, Hawaii and Japan. 

Under PACOM’s Theater Security Cooperation 

Program, Army units participate in major joint 

and multinational exercises, which strengthen 

bilateral ties and promote multilateral engagement. More than a half dozen partner nations, 

such as Australia, India, Korea, and Japan, participate in these exercises. 

U.S. SOUTHERN COMMAND 

(SOUTHCOM)

Southern Command’s area of responsibility 

encompasses the vital southern and maritime 

approaches to the United States and many of our 

closest neighbors. The Army is fully engaged in 

fighting terrorism, promoting democracy and 

securing regional stability as a member of the 

joint team. By providing the service component 

headquarters for the mission at Guantanamo 

Bay, Cuba, Soldiers supply critical support to 

the Global War on Terrorism. Elsewhere in the 

region, they aid the government of Colombia in 

its war against narco-terrorist organizations; in 

the elimination of drug production; and in the 

establishment of security and stability. Our Soldiers at Joint Task Force Bravo (JTF-B) at Soto 

Cano Airbase in Honduras provide strong support for regional security missions in Central 

America. The missions are joint, combined, and 

interagency in nature and act in coordination 

with U.S. Embassy country teams. Additionally, JTF-B provides humanitarian assistance, 

disaster relief, regional search and rescue, and 

B-2

2
contingency operations as required. Reserve 

component units conduct security-cooperation and other operations in the hemisphere, 

to include: training partner-nation militaries; 

participating in officer exchanges; constructing 

schools and clinics; drilling wells; and providing medical, dental and veterinary services to 

selected countries. Soldiers also work closely 

with our neighbors during multinational exercises that improve hemispheric security and 

the homeland security of the United States.

U.S. SPECIAL OPERATIONS 

COMMAND (SOCOM)

Soldiers from the Army’s Special Operations 

Forces (SOF) continue to serve as a vital component of the joint special operations team of 

SOCOM. Demand for their services is growing as the Global War on Terrorism proceeds 

and the Army and joint team prepare to meet 

future security challenges. SOF Soldiers were 

instrumental in the success of OEF and OIF; 

Army Special Forces worked closely with our 

conventional forces to accomplish many tough 

missions. SOF Soldiers, including psychological operations elements and civil affairs forces, 

continue to play a key role in Afghanistan and 

Iraq operations. Army Special Forces also were 

an integral part of Operation Joint Task Force 

Liberia and are the key element of Plan Colombia. SOF Soldiers train, advise and assist many 

foreign militaries, including the armed forces 

of the Philippines and the Republic of Georgia. 

B-3
C

Successful Recruiting Initiatives

ADDENDUM

To ensure that we continue to recruit and retain sufficient personnel, we are monitoring the 

current environment and its impact on morale, 

unit cohesiveness and combat effectiveness. 

The challenges we face in FY04 and FY05 are 

twofold. First, we must optimize recruiter productivity. Second, we must make the best use 

of our recruiting resources to maintain momentum when the economy becomes more robust. 

Properly resourcing recruiting pays dividends 

well beyond accessions in the year of execution. For example, Army advertising in FY03 

influenced not only FY03 recruits, but also potential candidates who will make enlistment 

decisions in FY04 and later. We a�ribute the 

success achieved in recruiting so far to a series 

of programs described below. 

Recruiting Incentives: Incentives, including the 

Enlistment Bonus Program, The Army College 

Fund, and the Loan Repayment Program, enabled the Army to execute precision recruiting 

in FY03. At a time when the Army is engaged 

in the GWOT and executing missions such as 

Operation Enduring Freedom and Operation 

Iraqi Freedom, recruiting successes have directly supported combat readiness.

Special Forces Candidate (18X) “Off the 

Street” Enlistment Initiative: This effort enlists highly motivated, qualified and dedicated 

individuals, who desire the adventure and mission focus inherent in the U.S. Army Special 

Operations Forces. There were 465 enlistments 

in FY02 and 1,022 in FY03. The FY04 goal is 

1,500. 

“College First”: First-year applicants receive 

a $250 per month allowance and second-year 

applicants receive a $350 per month allowance 

while a�ending up to two years of post-secondary education on campus in a full-time status 

prior to beginning active duty. There were 380 

enlistments for this test through FY01, 579 in 

FY02 and 1,064 in FY03. This test program will 

continue in FY04.

Army Motor Sports Program: In FY03, the 

Army’s partnership with the National Hot Rod 

Association (NHRA) and the National Association of Stock Car Automobile Racing (NASCAR) 

continued. Schumacher Racing joined the Army’s NHRA team with a fuel dragster called 

“The Sarge.” The Army also added two, top 

professional stock bike racers: Angelle Savoie, 

the woman with the most wins in NHRA history; and Antron Brown.

The Partnership for Youth Success (PaYS):

This program provides America’s youth with 

an opportunity to serve their country while 

preparing for their future. Soldiers acquire 

technical skills required by industry and learn 

professional ethics, teamwork, communication and leadership during an enlistment in the 

Army. A comprehensive database, matching 

company needs with the Initial Entry Training job skills offered by the Army, enables the 

recruit to decide which firms and skills to pursue. An agreement with a specific company 

detailing the military skills to be acquired, the 

prospective civilian job and terms of service 

is prepared upon enlistment. A�er concluding his active duty tour, or for reservists upon 

completion of Initial Entry Training, the Soldier 

interviews and finishes the application process 

at the company selected during the recruiting 

process. FY03 was the first year this program C-1
was offered with USAR enlistments. In FY03, 

9,663 regular Army and 546 USAR Soldiers entered service under this option. Approximately 

70 corporations or organizations participate in 

this partnership. 

C-2

Short-Term Enlistment Option: The Army 

implemented the National Call to Service enlistment option on 1 October 2003. By 1 December 

2003, 50 enlistees had chosen the program.
D

Well-Being Initiatives

ADDENDUM

The Soldier is the centerpiece of our combat formations and is indispensable to the joint force. 

As people are the heart and soul of the Army, 

its preparedness to carry out its missions is directly linked to Soldier Well-Being. We must 

make every effort to ensure that the Army’s 

investment in its people is in keeping with the 

commitment and sacrifices we expect of them.

This year, we hosted two major fora focused on 

Well-Being. The Army placed particular emphasis on the reserve component and its efforts 

in support of national security and the Global 

War on Terrorism, both at home and abroad. 

As part of the Army’s Well-Being initiative, 

we will continue to expand the scope of people-oriented initiatives beyond the traditional, 

active-duty focus to include all reserve component Soldiers and the entire Army Family. We 

already have implemented several initiatives, 

and more are planned for this fiscal year. Examples include:

▪ Retention and increase of Imminent Danger 

Pay

▪ Retention and increase of Family Separation 

Allowance

▪ Sizable pay raise effective 1 January 2004

▪ Rest and Recuperation (R&R) Leave Program (CENTCOM)

▪ Special R&R rates for flights, rental cars and 

hotels

Other key Well-Being actions include:

SUPPORT TO DEPLOYED SOLDIERS

Six hundred unit-level recreation kits are in 

theater to support both Coalition Joint Task 

Force-Iraq (CJTF-7) and Operation Enduring 

Freedom. Fitness and recreation facilities are 

operational at 20 large, enduring camps in the 

CTJF-7 area of responsibility. Fitness equipment will be placed at 40 other smaller sites. 

The Community and Family Support Center 

and CJTF-7 have purchased equipment for Internet cafes and Internet access is free. The cost 

for satellite phones has been greatly minimized 

to just five cents per minute. Stars & Stripes is 

being printed in Baghdad and 800 book kits are 

being shipped each month. 

DEPLOYMENT SUPPORT AT HOME 

STATIONS

Army Community Service (ACS) Family Readiness personnel conduct training to help families 

respond to deployments. In FY 2003, ACS gave 

2,400 pre-deployment briefings to more than 

244,000 Soldiers and family members; 1,100 

post-deployment briefings to 77,000 Soldiers 

and family members; 1,600 Family Readiness 

Group training sessions to 50,000 Soldiers and 

family members; more than 200 Family Readiness Liaison Officer training sessions to 12,700 

Soldiers; and 176 Rear Detachment Commander training sessions to 4,300 Soldiers and family 

members. Child and Youth Services at 64 installations provided more than 260,000 hours 

of extended childcare to 23,000 children and 

teenagers. This extra care supported Soldiers 

and family members, who a�ended ACS training sessions or worked extended hours and 

provided respite for spouses of deployed Soldiers. 

SPOUSE EMPLOYMENT

The Army formally unveiled the Spouse Employment Partnership on 7 October 2003 at 

D-1
the Association of the United States Army annual meeting. The Assistant Secretary of the 

Army for Manpower and Reserve Affairs and 

senior executives from 13 Fortune-500 companies signed a statement of support aimed 

at enhancing employment opportunities for 

Army spouses. This is a significant milestone 

for Army spouses, as employment opportunities available to them are a prime consideration 

in retention decisions. Participating companies include: Army Air Force Exchange Service 

(AAFES), BellSouth, Boys & Girls Clubs of 

America, Computer Sciences Corporation, 

CVS Pharmacy, Dell Inc., Home Depot, Hospital Corporation of America, Lockheed Martin, 

Manpower Inc., Sears Logistics Services, Sprint 

and Merck & Company. Additionally, there are 

two military partners: the Army Career and 

Alumni Program (ACAP) and the Civilian Human Resources community. 

IN-STATE TUITION

The Army is still working to encourage states to 

grant in-state tuition in both the place of official 

residence and the place of assignment; and to 

establish continuity of the benefit until graduation for the children of Soldiers, who transfer to 

another state following matriculation. We are 

making progress; Texas and Georgia recently 

passed legislation to cover both in-state tuition 

and continuity of the benefit upon reassignment. 

SECONDARY EDUCATION 

TRANSITION STUDY (SETS)

In response to SETS findings, a memorandum 

of agreement (MOA) to facilitate participation 

of school superintendents in improving high 

school transition for DoD children was signed. 

The agreement is global and provides a common structure for information sharing and 

reciprocal processes. In collaboration with the 

MOA signatories, an Army-wide action plan to 

improve high school transition was developed. 

This plan, along with other information, can be 

found at the Military Child Education Coalition web site.

NATIONAL GUARD/ARMY RESERVE 

JOB CENTERS

These new centers assist National Guard and 

Reserve Soldiers in finding jobs when they 

return home from deployment. While many 

Soldiers resume their former positions, some 

find the employment on which they were 

counting is no longer there; companies go out 

of business or relocate. Sometimes, the Soldier 

discovers he has outgrown the previous job. 

The centers work closely with the Department 

of Labor, state employment offices and the Department of Veterans Affairs to help make the 

transition back to civilian life as quick and trouble-free as possible.

DEPLOYMENT CYCLE SUPPORT

Families le� behind and returning Soldiers receive much-needed support, especially during 

the transition from the stressful environment of 

combat operations to the more traditional garrison lifestyle. A crucial part of this support is 

the “Army One Source” (AOS), a toll-free 24/7 

phone service. This program provides information and referrals to Soldiers, deployed 

civilians and their family members, and is 

available stateside as well as overseas. Within 

the continental United States, AOS offers up to 

six, prepaid counseling sessions. The highly 

qualified staff can address a variety of subjects, 

from TRICARE to childcare.

HOOAH 4 HEALTH 

The Army Surgeon General has a unique web 

site for Soldiers and others to obtain information about maintaining a healthy lifestyle. This 

interactive web site is loaded with health and 

wellness tips focused on self-awareness and 

self-discipline tools used to make essential lifestyle changes that can improve one’s quality of 

life.

D-2
DEFENSE FINANCE AND 

ACCOUNTING (DFAS)

DFAS this year implemented significant improvements to “myPay.gov.” Soldiers, civilians, 

retirees and annuitants can view their leave 

and earnings statements and other valuable information via this web site.

NEW TRICARE POLICES FOR THE 

RESERVE COMPONENTS

Due to the extended Global War on Terrorism 

and increased reliance on Guard and Reserve 

Soldiers, Congress has approved enrollment 

eligibility to TRICARE Prime for family members whose Soldier is on federal active duty for 

more than 30 days. This program is designed 

to reduce the anxiety of deployed reserve component Soldiers regarding their family’s health 

care.

INSTALLATION ENHANCEMENTS

The Army has begun several programs to enhance our installations. The objective is take 

be�er care of Soldiers and their families while 

fulfilling the installation’s mission as powerprojection platform. Many of the programs are 

focused on improving efficiency. Among them 

are:

▪ Barracks Modernization Program

▪ Army Family Housing Program

▪ Residential Communities Initiative

▪ Disposal of and consolidation of facilities

The la�er effort has resulted in the disposal of 

34 percent of Army facilities, which will allow 

reallocation of resources to other, higher priority requirements. The Army also is divesting 

itself of the operation and maintenance of noncore utility systems through privatization. To 

date, 84 of 350 systems have been privatized, 

with another 211 under negotiation or contract 

development.

EARMYU

The Army must strive to provide distancelearning solutions that facilitate the delivery 

of the right information and skills to the right 

people at the right time. eArmyU goes where 

Soldiers go. It is a smart, streamlined and effective learning opportunity that, due to its unique 

portal technology, advances the Army into the 

rapidly developing e-learning market. 

In creating eArmyU, the Army enhanced traditional Army distance-learning programs and 

services with an anytime, anywhere program 

that ensures eligible enlisted Soldiers can fulfill 

their educational goals. Administered by the 

Army Continuing Education System (ACES), 

key objectives of eArmyU are to improve wellbeing, to increase retention and to enhance 

readiness by providing learning opportunities 

that develop the critical thinking and decisionmaking skills required on today’s ba�lefields. 

By leveraging the technology provided through 

the world’s largest education portal -- h�p://

www.earmyu.com/ -- Soldiers currently access 

curricula at more than 27 regionally accredited 

universities that offer virtual classrooms and 

libraries, academic advisement, and administrative and technical support. Together, these 

institutions offer Soldiers a choice of 147 different degree programs. 

eArmyU is currently available at 14 installations, 

and more than 40,437 Soldiers are now enrolled 

in the program. As of 14 Oct 2003, more than 

9,976 Soldiers had permanently changed duty 

stations from their original enrollment installations but continue to participate in eArmyU 

from locations worldwide, including 46 countries, four U.S. territories and 50 states. 

D-3
Missile Defense is a vital warfighting requirement for protecting our homeland, deployed 

forces, friends and allies. It consists of both 

ballistic and cruise missile defense capabilities, 

which are achieved through a joint integrated 

system consisting of satellite sensors; early 

warning and fire control sensors; command and 

control centers; and missile platforms. Ballistic 

Missile Defense (BMD) efforts must be focused 

on all phases of missile defense operations: the 

boost phase, the mid-course phase, and the terminal-phase. Cruise Missile Defense (CMD) 

must be joint, integrated and have a wide-area 

scope a�ained via singular or networked sensors, which can be elevated, ground-based, 

airborne or space-based. They must also take 

advantage of integrated fire control to take full 

advantage of the kinematic range of joint missiles. Missile Defense is a joint capability to 

which the Army is a major contributor.

National Security Presidential Directive (NSPD) 

No. 23 directs the deployment of a set of missile 

defense capabilities in 2004. The Army is in the 

process of fielding an initial defense capability: 

the Ground-based Midcourse Defense System. 

Based in Alaska and California, it will provide 

the initial set of defense capabilities needed 

to protect the homeland against missiles in 

the midcourse flight range. This system will 

evolve to meet the changing threat and to take 

advantage of technological developments; in 

the future it will be integrated with the Army’s 

Theater High Altitude Area Defense (THAAD)

E

Missile Defense

ADDENDUM

and other systems operated by sister services. 

The ARNG activated units in both Colorado 

and Alaska to support this mission. 

The Army is continuing to deploy the Patriot 

Advanced Capability-3 (PAC-3) missile system 

to counter theater missiles in their terminal 

flight phase. In addition, the Army is examining options to field incrementally the Medium 

Extended Air Defense System (MEADS) within 

existing Patriot forces as a means to improve 

Army terminal defense warfighting capabilities 

and to accelerate the overall MEADS fielding 

process. MEADS will provide a more mobile, 

deployable, CMD-capable system with wider 

coverage. 

The Army, with the concurrence of the Joint 

Staff, is accelerating its CMD capability to meet 

the emerging cruise missile threat. The critical components include the Joint Land A�ack 

Cruise Missile Defense Elevated Ne�ed Sensor System (JLENS), the Surface Launched 

Advanced Medium-Range Air-to-Air Missile 

(SLAMRAAM), and integrated fire control. 

JLENS will provide an elevated, enduring, 

wide-area surveillance and fire control sensor 

to the Joint Force.

Army air defense artillery units, from both 

the AC and ARNG, also are supporting the air 

defense of the National Capital Region. Both 

components operate ground-based air defense 

weapons and surveillance systems.

E-1
F

Chemical Demilitarization

ADDENDUM

Title 50, United States Code, section 1521 

directs DoD to destroy the United States’ 

chemical weapons stockpile. This statute also 

provides for the establishment of a management organization within the Department of 

the Army to carry out this mission. Effective 18 

February 2003, the Secretary of the Army transferred department oversight of the chemical 

demilitarization program from the Assistant 

Secretary of the Army (Installations and Environment) to the Assistant Secretary of the Army 

(Acquisition, Logistics and Technology); and 

directed establishment of the Chemical Materials Agency to execute the program for chemical 

weapons storage and demilitarization.

In November 2000, the Johnston Atoll Chemical 

Agent Disposal System completed the destruction of the last munitions stored at the atoll, and 

closure operations were completed in November 2003. The Tooele Chemical Agent Disposal 

Facility in Utah has incinerated 44 percent of 

the chemical agents and 82 percent of the munitions stored there. The incineration facility at 

Anniston, Alabama, began destruction operations in August 2003 and has destroyed more 

than 45 tons of chemical agents. Incineration 

facilities at Umatilla, Oregon, and Pine Bluff, 

Arkansas, are expected to begin destruction 

operations in 2004. The accelerated neutralization of the bulk chemical agent stockpile 

in Aberdeen, Maryland, began in April 2003; 

completion is expected in 2004. Accelerated 

disposal of bulk agents using a neutralization 

process at Newport, Indiana, is scheduled to 

commence in 2004. To date, the Army has destroyed more than 8,250 tons of chemical agent, 

some 26.2 percent of the United States’ stockpile.

For the Non-Stockpile Chemical Materiel Product, all Chemical Weapons Convention (CWC) 

requirements have been met to date and the 

Product is on track to meet future CWC milestones. Demolition of the former production 

facility at Aberdeen, Maryland, is complete 

and demolition is ongoing at the former production facilities in Newport, Indiana, and Pine 

Bluff, Arkansas. The Mobile Munitions Assessment System (three each); the Rapid Response 

System (one each); the Single CAIS Access and 

Neutralization System (multiple units); and the 

Explosive Destruction System (three each) are 

deployable to assess and dispose of recovered 

chemical warfare materiel.

On 16 July 2002, the Defense Acquisition Executive (DAE) approved neutralization followed by 

bio-treatment as the technology for destruction 

of the chemical agent stored at Pueblo, Colorado. On 3 February 2003, the DAE approved 

neutralization followed by supercritical water 

oxidation as the technology for destruction of 

the chemical agent stored at Blue Grass, Kentucky. These technologies were demonstrated 

under the Assembled Chemical Weapons 

Alternatives (ACWA) Program pursuant to 

section 8065 of PL 104-208 and section 142 of 

PL 105-261. In accordance with these statutes, 

the Program Manager for Assembled Chemical 

Weapons Alternatives administers these programs under the direction of OSD. In October 

2003, the Executive Council of the Organization for the Prohibition of Chemical Weapons 

(OPCW) granted the U.S. State Department’s 

request to extend the 45 percent destruction 

milestone for the United States’ CWC Category 

1 chemical weapons from 29 April 2004 to 31 

December 2007.

F-1
PRODUCTS

Conncet 

Army 

Logisticians

Modernize 

Theater 

Distribution

Integrate 

Supply 

Chain

Improve 

Force 

Reception

Dedicated Logistics Communications Network X X X X

Combat Service Support Automated Information 

Systems Interface X X X X

Movement Tracking System X X X X

Automated Identification Technology / Radio 

Frequency Identification Device X X X X

Medical Communications for Combat Casualty Care X X X

Global Combat Support System – Army X X X X

Product Lifecycle Management Plus X X X

Transportation Coordinators’ Automated Information 

for Movement System / Joint Force Requirements 

Generator 

X X X X

Ba�le Command Sustainment and Support System X

Materiel and Container Handling Equipment X

Theater Support Vessel X X

Rapidly Installed Fuel Transfer System X

Common Logistics Operating Environment X X X X

Force Provider X

Configured Loads X

Family of Medium Tactical Vehicles X

Advanced Aviation Forward Area Refueling System X

Heavy Expanded Mobility Tactical Truck - Load 

Handling System X

Load Handling System Mobile Fuel Farm X

Power Projection Infrastructure X X

Medical Reengineering Initiative X

Logistics Integrated Database X X X

Two Level Maintenance X

Defense Integrated Military Human Resources 

System X

Army Prepositioned Stocks / Army War Reserves X

Precision Aerial Delivery X

Smart Distribution (Advanced Concepts Technology 

Demonstration for Future Tactical Truck System) X

Joint Rapid Airfield Construction X X

Rapid Port Enhancement X

G

Focused Logistics Initiatives

ADDENDUM

G-1
H

Business Practices

ADDENDUM

The Army will continue its efforts to improve 

business practices and processes in order to 

make the best use of valuable resources and to 

provide the finest support possible for Soldiers. 

Coupled with the ongoing imperative to balance 

investments between current and future readiness, these measures represent the soundest 

approach to reducing risks today while still allowing for the greatest investment in improved 

capabilities for tomorrow.

Many of our initiatives are designed to leverage 

resource investment and over time to improve 

the Army’s capabilities. The Army seeks ways 

to employ existing capabilities more effectively 

and to integrate new capabilities more rapidly 

into the force. For example, the Strategic Readiness System (SRS) enables a results-oriented 

process whereby resources can be allocated not 

only on the basis of perceived needs, but also according to what actually is being accomplished. 

The Army has started to install comprehensive, 

integrated and interoperable human-resource 

programs, policies and procedures. In FY03, the 

Army merged the Active- and Reserve-Component personnel commands into a single entity, 

the Human Resources Command (HRC). The 

Civilian Human Resources Agency (CHRA) 

eventually will merge into HRC, as well. 

The following initiatives are some of the more 

important examples of the Army’s transformation in business practices:

▪ Army Logistics Enterprise Integration -- The 

Army Materiel Command’s high-level Army 

logistics operational and systems architecture.

▪ Industrial Base Strategic Initiatives -- Diverse 

strategy with common emphasis on implementing lean philosophy and on pursuing 

public-private partnerships to improve efficiency, to optimize utilization and to upgrade core capabilities. 

▪ Ground Systems Industrial Enterprise 

(GSIE) -- Initiative by the Tank-Automotive 

and Armaments Command to transform the 

core capabilities at specific installations and 

to foster additional partnering arrangements 

with industry and the field.

▪ Performance Based Logistics (PBL) -- Part of 

the OSD Acquisition Reform, which emphasizes solutions as opposed to process.

▪ Simulations and Modeling for Acquisition, 

Requirements and Training (SMART) Initiative -- Will allow the Army to address the Future Force within the framework of emerging joint concepts and will lead to a be�er 

understanding of the capabilities required 

for the Future Force.

▪ Army Knowledge Online (AKO) -- Provides 

an information-sharing service from fixed installations to deployed elements and serves 

as the Army’s intranet, supplying a singleaccess source of information to Department 

of the Army personnel. AKO leverages the 

Army’s intellectual capital to be�er organize, 

train, equip and maintain the force.

▪ The Army enterprise Human Resource System (eHRS) -- Converts more than 200 human 

resource systems into a single, web-based system. It includes the Defense Integrated Military Human Resource System (DIMHRS), a 

DoD directed so�ware capability based on 

a commercial off-the-shelf (COTS) management system. eHRS includes modules that 

provide additional capabilities not available 

though DIMHRS and is needed for the Army 

to manage its workforce. H-1
I

Immediate Focus Areas

ADDENDUM

The Senior Leadership of the Army has established the following immediate focus areas to 

channel Army efforts on winning the Global 

War on Terrorism and increasing the relevance 

and readiness of the Army.

The Focus Areas are:

▪ The Soldier – Develop flexible, adaptive and 

competent Soldiers with a Warrior Ethos.

▪ The Bench – Prepare future generations of 

senior leaders. Identify and prepare select 

Army leaders for key positions within joint, 

interagency, multinational and Service organizations.

▪ Combat Training Centers/Ba�le Command 

Training Program – Focus training at CTC 

and BCTP to meet requirements of current 

security context, and Joint and Expeditionary Team.

▪ Leader Development and Education – Train 

and educate Army members of the Joint 

Team.

▪ Army Aviation - Conduct a holistic review 

of Army Aviation and its role on the Joint 

ba�lefield.

▪ Current to Future Force – Accelerate fielding of select Future Force capabilities to enhance effectiveness of Current Force. Army 

transformation is part of constant change.

▪ The Network – Leverage and enable interdependent, network-centric warfare.

▪ Modularity – Create modular, capabilitiesbased unit designs.

▪ Joint and Expeditionary Mindset – Retain 

our campaign qualities while developing a 

Joint and Expeditionary Mindset.

▪ Active Component/Reserve Component 

Balance – Redesign the force to optimize the 

Active and Reserve Component (AC/RC) 

mix across the defense strategy.

▪ Force Stabilization – Improve combat readiness and deployability of units while providing increased stability and predictability 

to Soldiers and their families.

▪ Actionable Intelligence – Provide situational understanding to Commanders and 

Soldiers with the speed, accuracy and confidence to impact current and future operations.

▪ Installations as Our Flagships – Enhance 

installation ability to project power and support families.

▪ Authorities, Responsibilities, and Accountability – Clarify roles and enable agile decision-making.

▪ Resource Processes – Redesign resource processes to be flexible, responsive, and timely.

▪ Strategic Communications – Tell the Army 

Story so that the Army’s relevance and direction are clearly understood and supported.

I-1
J

Joint Operations Concepts

ADDENDUM

As the Army evolves into a capabilities-based 

organization, it is leveraging the emerging joint 

concepts under development by the Joint Staff 

and the Combatant Commands to help focus 

transformation eff orts. Joint concepts serve 

as the engine of change for future military capabilities. Joint concept development occurs 

within an evolving framework that includes 

the overarching Joint Operations Concept 

(JOpsC), four supporting Joint Operating Concepts (JOCs), and associated functional and 

enabling concepts. The JOpsC describes how 

the joint force intends to operate 15 to 20 years 

in the future across the entire range of operations. It provides the operational context for 

transformation, linking strategic guidance with 

the integrated application of joint force capabilities. The JOCs describe how the future joint 

force will operate within the specifi c range of 

military operations and identify how the joint 

force commander will meet selected contingencies. These JOCs also delineate the operational 

capabilities needed for joint warfi ghting. The 

Army assists in formulating these concepts and 

leverages them to help focus its own capabilities 

development. The four JOCs are Major Combat 

Operations, Stability Operations, Homeland 

Security and Strategic Deterrence. 

National Security 

Strategy

Joint Operations 

Concepts (JOpsC)

Joint Vision National Military 

Strategy (NMS)

Major Combat 

Operations

Stability

Operations

Homeland

Security 

Strategic

Deterrence

Joint C2 Ba�lespace

Awareness

Focused

Logistics

Force

Application Protection

JOINT

JOpsC

JOCs

Functional

Concepts

ARMY

Relationship of joint Concepts

Within the operational environment, Army 

forces are designed, organized and trained to 

provide Combatant Commanders full-spectrum, land-power capabilities for responsive 

and successful execution of JOCs. Further, Army 

forces must be capable of rapidly transitioning 

between mission sets, tasks and conditions inherent in the JOCs. It is essential to recognize 

that each JOC is not a stand-alone operation 

and that JOCs usually occur simultaneously, J-1
whether in multiple regions, in a single joint 

operations area (JOA), or both. The Army, as 

part of the Joint Team, must retain the capacity 

to support global operations while maintaining 

the ability to rapidly and seamlessly transition 

to meet new and changing requirements. Annex B of the Army Strategic Planning Guidance 

establishes the strategic basis for prioritizing 

Army capabilities to best contribute to the joint 

capabilities and methods required to meet 

Combatant Commander requirements.

Joint Functional Concepts complement the 

JOCs and serve to help focus capability development. While each of the JOCs is focused on a 

particular type of future operation, the functional concepts describe approaches to providing a 

particular military capability across the range 

of operations. The fi ve functional concepts are 

Command and Control, Ba� lespace Awareness, Force Application, Focused Logistics and 

Protection.

COMMAND AND CONTROL

Army Command and Control (Army C2) is 

a critical enabler for, and a fully interoperable component of, joint command and control 

(JC2). Army C2 consists of two components: 

Army Ba� le Command (cognitive and technical aspects) and the Army network component 

of the Global Information Grid.

Battle Command: The Critical 

Enabler for Transformation

Fully networked ba� le command capabilities are the bridge from the Current to Future 

Force and enable the joint force commander to 

conduct fully interdependent, network-centric 

warfare. The Army views ba� le command, the 

art and science of applying military leadership 

and decision-making, as the essential capability 

that facilitates the conduct of joint operations. 

Enabled by C4 and intelligence, surveillance 

and reconnaissance, ba� le command enhances 

Battle Command Battle Command

J-2
the commander’s ability to gain information 

and decision making advantages over any 

adversary. Further, C4 and ISR networks, 

empowered by the Global Information Grid 

(GIG), will create an inherently joint, top-down 

network that provides common situational 

awareness and improves ba�le command. 

Joint concepts of command and control and 

Army perspectives of ba�le command are 

complementary and commander-centric. Both 

exploit technologies and processes to achieve 

advantages that allow commanders to achieve 

be�er situational understanding and decision 

dominance. Army ba�le command efforts are 

now integrating Future Force C2 capabilities to 

the existing Current Force. The Army’s fielding 

of advanced ba�le command capabilities to the 

Third Infantry Division during Operation Iraqi 

Freedom is a good example of this process. 

As with the overall Army transformation effort, Army ba�le command encompasses the 

entire spectrum of DOTMLPF solutions. These 

DOTMLPF solutions operate across two domains -- the cognitive and technical domains of 

Army ba�le command. The cognitive domain 

addresses the requirements of commanders to 

understand, respond and shape their environments. The technical domain depends on the 

development and fielding of improved technologies that will enable changes within the 

cognitive domain and ba�le command as a 

whole.

The Army Component of the Global 

Information Grid (GIG)

The Army continues to develop its communications architecture as a member of the Joint 

Team with the intent of synchronizing its networked capabilities into the GIG. By exploiting 

the GIG, the Army benefits from the seamless, 

end-to-end connectivity that improves the 

flow of information and enables a collaborative environment. The transformation of Army 

communications is an inherently joint process, 

and the joint interdependencies cannot be 

overstated. Future Army networks are being 

designed as a fully interdependent component 

of the joint network. As Future Force network 

capabilities integrate into the GIG, the Army 

expects to leverage its highly mobile, self-organizing, self-healing, multilevel, secure, resilient 

and ubiquitous networking capabilities. When 

the GIG architecture is linked to transformational communications enhancements, such as 

dynamic radio frequency allocation, adaptable 

waveforms, laser communications, satellite 

cross-linking and fiber offloading of the space 

segment, then many of the existing communications constraints that tactical units encounter 

will be eased. Further, Army tactical C2 will 

develop into a seamless and comprehensive 

collaborative environment. Working in this 

collaborative environment, Army forces harness the power of the ongoing revolution in 

information technology to connect people and 

systems -- horizontally and vertically -- within 

the joint network. Army components of the 

GIG, when tied to ISR systems, will enable the 

Joint Force Commander to see first, understand 

first, act first and finish decisively. 

BATTLESPACE AWARENESS

Joint Force Commanders and all force elements must understand the environment in 

which they operate and the adversaries they 

face. The Ba�lespace Awareness Functional 

Concept articulates a need for the capability 

to create an interactive network that is continuously synchronized with operations while 

simultaneously providing users both real-time 

and archived data. The product of these efforts 

is Actionable Intelligence.

Actionable Intelligence

Army intelligence transformation represents 

a fundamental change to the way the Army 

thinks about and performs intelligence collection, analysis, production and dissemination. 

The new focus emphasizes the cognitive 

requirements of knowledge creation. Intelligence transformation changes the focus from 

J-3
systems and processes to solutions that improve the warfighter’s understanding of the 

ba�lespace. Fused intelligence and assessment 

capabilities provide dominant knowledge to 

the commander, informing decisionmaking 

and enabling predictive cognizance. Intelligence transformation delivers high-quality and 

timely intelligence across the range of military 

operations.

Fundamental to achieving this new capability 

is development of actionable intelligence that is 

tailored to the needs of the decision maker. Actionable intelligence allows greater individual 

initiative and self-synchronization among tactical units. Further, actionable intelligence allows 

the commander to sustain initiative and create 

opportunities for exploitation of information. 

The challenge is to redefine Army intelligence 

so that every Soldier is both a contributor to 

and a consumer of the global intelligence enterprise. While tactical commanders nearest to 

the fight can leverage modular, tailored packages to develop intelligence, a grid of analytic 

centers focused on their intelligence needs also 

supports them. To achieve this objective, Army 

intelligence pursues six fundamental ends:

▪ Change Army Intelligence Culture: Create 

a campaign-quality, joint and expeditionary 

mindset through doctrine, operational and 

personnel policies, regulations and organizations in order to develop intelligence professionals, competent from mud to space, 

who know “how to think” and are focused 

on the commander at the point of decision.

▪ Reshape Training: Reshape training to provide the volume, variety and velocity of intelligence and non-intelligence reporting.

▪ Rapid Technology Prototyping: Develop 

an agile technology enterprise that enables 

the intelligence force to respond to a learning enemy with the best technical solutions 

available in real time.

▪ Create the Framework: Create an information and intelligence grid that is inherently 

joint and provides a common operating picture, universal visibility of assets, horizontal 

and vertical integration, and situational understanding, thereby linking every ‘Soldier 

as Sensor and Consumer’ to analytic centers.

▪ Enhance Tactical Echelons: Provide actionable intelligence for tactical echelons. Design 

modular, intelligence force packages that are 

easily and quickly tailored and aligned to 

support any ba�lefield or situation.

▪ Transform HUMINT and Counter-Intelligence (CI): Grow a CI and HUMINT force 

with a more tactical focus that provides more 

relevant reporting. 

FOCUSED LOGISTICS

The Army delivers materiel readiness to the 

Current and Future Forces as the land-power 

component of the joint force. Operation Iraqi 

Freedom (OIF) presents a view of future military operations that guides Army logistics 

transformation efforts. At the same time, OIF 

exposes shortfalls the current logistics system 

faces on a twenty-first century ba�lefield. That 

ba�lefield is both joint and combined, and it is 

characterized by dispersed operations, decentralized execution and increased threat to the 

lines of communication and traditional rear areas. In essence, OIF is a twenty-first century 

war supported by a twentieth century logistics 

system. 

The successes enjoyed during OIF were the result of the integrated logistics team of Soldiers, 

civilians and contractors who developed innovative solutions to a range of challenges and 

delivered readiness to the warfighter. Since 

Operation Desert Storm (ODS), investments 

made in logistics systems produced a number 

of success stories: J-4
▪ Major improvements to airfields, seaports, 

railheads and strategic-li� platforms allowed Army units to deploy in record time. 

▪ Expanded Army Prepositioned Stocks consisting of combat ready equipment allowed 

the joint force commander to build combat 

power in theater in a ma�er of days rather 

than weeks.

▪ The Theater Support Vessel provided the 

joint force commander a robust, new option 

for intra-theater movement. 

Unfortunately, the technological improvements made since Desert Storm have not been 

fully extended to Army logistics forces. Army 

logistics does not have the ability to integrate 

completely due to four capability shortfalls 

outlined below. 

▪ Connect Army Logisticians: Army logistics 

currently lacks agile, assured and networked 

logistics information systems that would allow logisticians to “see the requirements” in 

near real time; nor can the customers “see 

the support” heading their way. Logisticians require the ability to see the requirements on-demand, 24 hours a day and 7 

days a week; but, the decision-support tools 

necessary for sense-and-respond logistics do 

not exist. Additionally, both the logistician 

and the customer must be able to access a 

dedicated, logistics data network. 

▪ A Modern Theater Distribution System:

Logisticians today require positive control 

of an end-to-end sustainment system, a single doctrine and full integration across the 

strategic, operational and tactical levels in 

order to execute continuous operations over 

extended distances. Army logistics lacks a 

fully integrated and responsive distribution 

system enabled by in-transit and total asset 

visibility, which would make possible the 

speed and precision required in a distribution-based sustainment environment. 

▪ Be�er Force-Reception Capabilities: Army 

logistics requires a modular, force-reception 

structure that quickly opens a theater and 

supports continuous sustainment throughout the joint operations area, including austere environments. The Army is developing 

a brigade-sized Unit of Action capable of 

deploying anywhere in the world within 96 

hours. A robust, modular, theater-opening 

capability must be on the same deployability 

timeline to enable the simultaneous execution of the deploy, employ and sustain functions. 

▪ An Integrated Supply Chain. The supply 

chain must be optimized and fully integrated for major combat operations and fully 

capable across the entire spectrum of operations. Actions to reduce excess inventories 

have been taken at many layers in the Army 

and national supply systems, without consideration for the total impact. The supply 

chain also must have a single proponent, 

who can reach across the breadth and depth 

of resources in a joint, interagency and multinational theater. 

PROTECTION

Force protection consists of those actions taken 

to prevent or mitigate hostile actions against 

DoD personnel, including family members, 

resources, facilities and critical information. 

Force protection is accomplished through 

planned and integrated application of several 

security-related and supporting operations and 

programs including: law enforcement, physical security, protective services operations, 

critical infrastructure protection, information 

operations, crisis response, consequence management, intelligence and counterintelligence, 

intelligence fusion, active/passive CBRNE defense, counterterrorism and antiterrorism.

J-5
Past findings and recommendations concerning 

force protection programs have been documented by the Cole Commission, in the Downing 

Report on the Khobar Towers bombing, and 

through field assessments by the Department 

of the Army Inspector General, Deputy Chief 

of Staff for Operations and commanders. Our 

force-protection priorities remain focused on: 

supporting operational forces and equipment 

already deployed and in-transit; capitalizing 

on threat reporting and coordination with international and national intelligence and law 

enforcement agencies; enhancing detection and 

deterrence capabilities for Chemical, Biological, 

Radiological, Nuclear, and Explosive (CBRNE) 

threats; institutionalizing installation access 

control for personnel and vehicles; improving 

policy and doctrine; strengthening training and 

exercises; and expanding force protection assessments.

Physical security programs will continue to 

focus on ensuring the adequacy of: policy 

and programs; physical-security technology 

initiatives; access control; and civilian police 

and guard initiatives necessary to protect the 

individuals and property supporting worldwide Army operations. We continue to assess 

our critical infrastructure program to ensure 

adequate protection against potential threat actions.

For more information on Missile Defense, see 

Addendum E.

FORCE APPLICATION

Force Application is the combination of maneuver and fires, enabled by offensive information 

operations (IO), to accomplish the desired objective. The Army provides the Joint Force 

Commander the means to conduct force application through the exercise of direct, continuous 

and comprehensive control over terrain, resources and people. This control is critical to 

the synergistic and integrated application of 

the military instrument to compel physical or 

behavioral changes to potential adversaries. 

As a component of the joint force, the Army 

provides sustained land dominance through 

conventional and unconventional forces that 

use a variety of lethal, non-lethal, kinetic and 

non-kinetic means. In conjunction with the joint 

team, the Army provides full-spectrum forces 

able to integrate maneuver, fires and IO across 

the full range of military operations including: 

operational maneuver from strategic distances; mobile strike operations; closing with and 

destroying enemy forces; precision fires and 

maneuver; exercising information superiority; 

commanding and controlling joint and multinational forces; and controlling and defending 

land, people and resources. When commi�ed, 

ground combat forces have the capability to rob 

an adversary of initiative and remove his freedom to continue hostilities. Sea, air and space 

dominance are invaluable, but only land dominance brings hostilities to a decisive conclusion 

-- establishing and maintaining favorable security conditions for more comprehensive and 

enduring solutions to complex crises.

J-6
K

Glossary of Terms

ADDENDUM

K-1

AC Active Component

ACS Aerial Common Sensor

ACS Army Community Service

A-FIST Abrams Full Crew Interactive Simulator Trainer

AIT Advanced Individual Training

ANGCRRA Army National Guard Combat Readiness Reform Act

AOR Area of Responsibility

ARNG Army National Guard

BCT Brigade Combat Team

BCTP Ba�le Command Training Program

C4 Command, Control, Communications and Computers

C4ISR Command, Control, Communications, Computers, Intelligence, 

Surveillance and Reconnaissance

CONUS Continental United States

CONUSA Continental United States Armies

DA Department of the Army

DCGS-A Distributed Common Ground System–Army

DEP Delayed Entry Program 

DoD Department of Defense

DOTMLPF Doctrine, Organizations, Training, Materiel, Leadership, Personnel and 

Facilities 

DRU Direct Reporting Unit

eArmyU Army University Access Online

ESB enhanced Separate Brigade

FCS Future Combat System

FM Field Manual

FORSCOM Forces Command

FRRI Federal Reserve Restructuring Initiative 

FSP Forward Support Package

GFR Ground Forces Readiness

IADT Initial Active Duty for Training

IMA Installation Management Agency

IRR Individual Ready Reserve

ISR Intelligence, Surveillance and Reconnaissance
K-2

JFC Joint Force Commander

JNTC Joint National Training Capability

JRTC Joint Readiness Training Center 

LMTS Laser Marksmanship Training System

LVS Live, Virtual, Constructive

MACA Military Assistance to Civil Authorities

MACOM Major Command

MEADS Medium Extended Air Defense System 

MILES Multiple Integrated Laser Engagement System 

MOS Military Occupational Specialty

NCOES Noncommissioned Officer Education System 

NDAA National Defense Authorization Act

NETCOM Network Enterprise Technology Command

NPS Non Prior Service

NTC National Training Center

OCONUS Outside Continental United States

OPTEMPO Operations Tempo

OSD Office of the Secretary of Defense

PAC-3 Patriot Advanced Capability-3 

PEO Program Executive Office

PM Project Manager

RC Reserve Component

RRC Regional Readiness Command

SBCT Stryker Brigade Combat Team

SETS Secondary Education Transition Study 

SIMNET Simulation Network

SOF Special Operations Forces

SRS Strategic Readiness System

S&T Science & Technology

TADSS Training Aids, Devices, Simulators and Simulations

TAM Training Assessment Model

TRADOC Training and Doctrine Command

TPU Troop Program Unit

TSV Theater Support Vessel

UA Unit of Action

UAV Unmanned Aerial Vehicle

USAR United States Army Reserve

USARC United States Army Reserve Command

VERTS Virtual Emergency Response Training System

WMD Weapons of Mass Destruction