2009

ARMY POSTURE

STATEMENT

2008 ARMY POSTURE STATEMENT

3

A STATEMENT ON THE

POSTURE OF THE UNITED STATES ARMY 2009

submitted by

THE HONORABLE PETE GEREN and 

GENERAL GEORGE W. CASEY JR.

to the Committees and Subcommittees of the

UNITED STATES SENATE 

and the 

HOUSE OF REPRESENTATIVES

1st SESSION, 111th CONGRESS

MAY 2009

2009 ARMY POSTURE STATEMENT

May 7, 2009

Our Nation is in its eighth year of war, a war in which our Army—Active, Guard, and Reserve—is fully engaged. The Army 

has grown to more than one million Soldiers, with 710,000 currently serving on active duty and more than 255,000 deployed 

to nearly 80 countries worldwide. Our Soldiers and Army Civilians have performed magnificently, not only in Afghanistan 

and Iraq, but also in defense of the homeland and in support to civil authorities in responding to domestic emergencies.

Much of this success is due to our Noncommissioned Officers. This year, we specifically recognize their professionalism and commitment. To honor their sacrifices, celebrate their contributions, and enhance their professional development, 

we have designated 2009 as the “Year of the Army NCO.” Our NCO Corps is the glue holding our Army together in these 

challenging times.

Today, we are fighting a global war against violent extremist movements that threaten our freedom. Violent extremist 

groups such as Al Qaeda, as well as Iran-backed factions, consider themselves at war with western democracies and even 

certain Muslim states. Looking ahead, we see an era of persistent conflict—protracted confrontation among state, nonstate, and individual actors that are increasingly willing to use violence to achieve their political and ideological ends. In this 

era, the Army will continue to have a central role in providing full spectrum forces necessary to ensure our security.

The Army remains the best led, best trained, and best equipped Army in the world, but it also remains out of balance. The 

demand for our forces over the last several years has exceeded the sustainable supply. It has stretched our Soldiers and 

their Families and has limited our flexibility in meeting other contingencies. In 2007, our Army initiated a plan based on 

four imperatives: Sustain our Soldiers and Families; Prepare our forces for success in the current conflicts; Reset returning 

units to rebuild readiness; and Transform to meet the demands of the 21st Century. We have made progress in all of these 

and are on track to meet the two critical challenges we face: restoring balance and setting conditions for the future.

Our Army is the Strength of this Nation, and this strength comes from our values, our ethos, and our people—our Soldiers 

and the Families and Army Civilians who support them. We remain dedicated to improving their quality of life. We are 

committed to providing the best care and support to our wounded, ill, and injured Soldiers—along with their Families. And 

our commitment extends to the Families who have lost a Soldier in service to our Nation. We will never forget our moral 

obligation to them.

We would not be able to take these steps were it not for the support and resources we have received from the President, 

Secretary of Defense, Congress, and the American people. We are grateful. With challenging years ahead, the Soldiers, 

Families, and Civilians of the United States Army require the full level of support requested in this year’s base budget and 

Overseas Contingency Operations funding request. Together, we will fight and win the wars in Afghanistan and Iraq, restore balance, and transform to meet the evolving challenges of the 21st Century. Thank you for your support.

George W. Casey, Jr. Pete Geren 

General, United States Army Secretary of the Army 

Chief of Staff

2009 ARMY POSTURE STATEMENT

Table of contents

The Strategic Context 1

An Era of Persistent Conflict

Global Trends 

The Evolving Character of Conflict

Global Commitments 3

Two Critical Challenges 5

Restoring Balance: The Army’s Four Imperatives 

Setting Conditions for the Future: Six Essential Qualities of Our Army 

Stewardship/Innovations 12

Accomplishments 13

America’s Army—The Strength of the Nation 14

Addenda

A. Online Information Papers 15

B. Websites 19

C. Acronyms 20

D. Reserve Component Readiness1

* 

E. Army Force Generation (ARFORGEN)* 

F. Reset* 

G. Modernization* 

H. Soldier and Family Action Plan* 

 

1

 Required by National Defense Authorization Act of 1994 (hard copy separate)

* Online
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Introduction

Our combat-seasoned Army, although stressed 

by seven years of war, is a resilient and professional 

force—the best in the world. The Army—Active, National 

Guard, and Army Reserve—continues to protect our 

Nation, defend our national interests and allies, and 

provide support to civil authorities in response to domestic emergencies.

The Army is in the midst of a long war, the third longest 

in our Nation’s history and the longest ever fought by 

our All-Volunteer Force. More than one million of our 

country’s men and women have deployed to combat; 

more than 4,500 have sacrificed their lives, and more 

than 31,000 have been wounded. Our Army continues 

to be the leader in this war, protecting our national interests while helping others to secure their freedom. After 

seven years of continuous combat, our Army remains 

out of balance, straining our ability to sustain the AllVolunteer Force and maintain strategic depth. The 

stress on our force will not ease in 2009 as the demand 

on our forces will remain high. In 2008, the Army made 

significant progress to restore balance, but we still have 

several challenging years ahead to achieve this vital 

goal.

As we remain committed to our Nation’s security and 

the challenge of restoring balance, we remember that 

the Army’s most precious resources are our dedicated 

Soldiers, their Families, and the Army Civilians who 

support them. They are the strength of the Army—an 

Army that is The Strength of the Nation.

Strategic Context

An Era of Persistent Conflict

The global security environment is more ambiguous 

and unpredictable than in the past. Many national security and intelligence experts share the Army’s assess1

“As we consider the road that unfolds 

before us, we remember with humble 

gratitude those brave Americans who, 

at this very hour, patrol far-off deserts 

and distant mountains. They have 

something to tell us, just as the fallen 

heroes who lie in Arlington whisper 

through the ages. We honor them not 

only because they are guardians of our 

liberty, but because they embody the 

spirit of service; a willingness to find 

meaning in something greater than 

themselves.”

President Barack Obama

Inaugural Address, January 2009
2009 ARMY POSTURE STATEMENT

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ment that the next several decades will be characterized 

by persistent conflict—protracted confrontation among 

state, non-state, and individual actors that are increasingly willing to use violence to achieve their political and 

ideological ends. We live in a world where global terrorism and extremist ideologies, including extremist movements such as Al Qaeda, threaten our personal freedom 

and our national interests. We face adept and ruthless 

adversaries who exploit technological, informational, 

and cultural differences to call the disaffected to their 

cause. Future operations in this dynamic environment 

will likely span the spectrum of conflict from peacekeeping operations to counterinsurgency to major combat.

Global Trends

Several global trends are evident in this evolving 

security environment. Globalization has increased interdependence and prosperity in many parts of the world. 

It also has led to greater disparities in wealth which set 

conditions that can foster conflict. The current global 

recession will further increase the likelihood of social, 

political, and economic tensions.

Technology, which has enabled globalization and 

benefited people all over the world, also is exploited by 

extremists to manipulate perceptions, export terror, and 

recruit people who feel disenfranchised or threatened.

Population growth increases the likelihood of instability with the vast majority of growth occurring in urban 

areas of the poorest regions in the world. The limited 

resources in these areas make young, unemployed 

males especially vulnerable to anti-government and 

radical ideologies. The inability of governments to meet 

the challenges of rapid population growth fuels local and 

regional conflicts with potential global ramifications.

Increasing demand for resources, such as energy, 

water, and food, especially in developing economies, 

will increase competition and the likelihood of conflict. 

Climate change and natural disasters further strain 

already limited resources, increasing the potential for 

humanitarian crises and population migrations.

The proliferation of weapons of mass destruction

(WMD) remains a vital concern. Growing access to 

technology increases the potential for highly disruptive 

or even catastrophic events involving nuclear, radiological, chemical, and biological weapons or materials. 

Many terrorist groups are actively seeking WMD. Failed 

or failing states, lacking the capacity or will to maintain 

territorial control, can provide safe havens for terrorist groups to plan and export operations, which could 

include the use of WMD.

These global trends, fueled by local, regional, and 

religious tensions, create a volatile security environment 

with increased potential for conflict. As these global 

trends contribute to an era of persistent conflict, the 

character of conflict in the 21st Century is changing.

The Evolving Character of Conflict

Although the fundamental nature of conflict is timeless, its ever-evolving character reflects the unique 

conditions of each era. Current global trends include 

a diverse range of complex operational challenges 

that alter the manner and timing of conflict emergence, 

change the attributes and processes of conflict, require 

new techniques of conflict resolution, and demand much 

greater integration of all elements of national power. 

The following specific characteristics of conflict in the 

21st Century are especially important.

Diverse actors, especially non-state actors, frequently 

operate covertly or as proxies for states. They are 

not bound by internationally recognized norms of 

behavior, and they are resistant to traditional means of 

deterrence.
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Hybrid threats are dynamic combinations of conventional, irregular, terrorist, and criminal capabilities. They 

make pursuit of singular approaches ineffective, necessitating innovative solutions that integrate new combinations of all elements of national power.

Conflicts are increasingly waged among the people

instead of around the people. Foes seeking to mitigate our conventional advantages operate among the 

people to avoid detection, deter counterstrikes, and 

secure popular support or acquiescence. To secure 

lasting stability, the allegiance of indigenous populations 

becomes the very object of the conflict.

Conflicts are becoming more unpredictable. They 

arise suddenly, expand rapidly, and continue for uncertain durations in unanticipated, austere locations. They 

are expanding to areas historically outside the realm 

of conflict such as cyberspace and space. Our nation 

must be able to rapidly adapt its capabilities in order 

to respond to the increasingly unpredictable nature of 

conflict.

Indigenous governments and forces frequently lack 

the capability to resolve or prevent conflicts. Therefore, 

our Army must be able to work with these governments, 

to create favorable conditions for security and assist 

them in building their own military and civil capacity.

Interagency partnerships are essential to avoid and 

resolve conflicts that result from deeply rooted social, 

economic, and cultural conditions. Military forces alone 

cannot establish the conditions for lasting stability.

Images of conflicts spread rapidly across communication, social, and cyber networks by way of 24-hour global 

media and increased access to information through satellite and fiber-optic communications add to the complexity of conflict. Worldwide media coverage highlights the 

social, economic, and political consequences of local 

conflicts and increases potential for spillover, creating 

regional and global destabilizing effects.

Despite its evolving character, conflict continues to 

be primarily conducted on land; therefore, landpower—

the ability to achieve decisive results on land—remains 

central to any national security strategy. Landpower 

secures the outcome of conflict through an integrated 

application of civil and military capabilities, even when 

landpower is not the decisive instrument. The Army, 

capable of full spectrum operations as part of the Joint 

Force, continues to transform itself to provide the prompt, 

sustainable, and dominant effects necessary to ensure 

our Nation’s security in the 21st Century.

Global Commitments

In this era of persistent conflict, the Army remains 

essential to our Nation’s security as a campaign capable, expeditionary force able to operate effectively with 

Joint, interagency, and multinational partners across the 

full spectrum of conflict. Today, the Army has 255,000 

Soldiers deployed in nearly 80 countries around the 

world, with more than 145,000 Soldiers in active combat 

theaters. To fulfill the requirements of today’s missions, 

including defending the homeland and supporting civil 

authorities, the Army has over 710,000 Soldiers on 

active duty from all components. Additionally, 258,000 

Army Civilians are performing critical missions in support 

of the Army. More than 4,100 of our Civilians and more 

than 33,000 U.S. contractors are forward-deployed, 

performing vital missions abroad.

The Army’s primary focus continues to be combined 

counter-insurgency operations in Iraq and Afghanistan, 

while training each nation’s indigenous forces and building their ability to establish peace and maintain stability. 

Our Army is also preparing ready and capable forces for 
2009 ARMY POSTURE STATEMENT

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other national security requirements, though at a reduced 

rate. These forces support combatant commanders 

in a wide variety of military missions across the entire 

spectrum of conflict. Examples of Army capabilities and 

recent or ongoing missions other than combat include:

• Responding to domestic incidents by organizing, 

training, and exercising brigade-sized Chemical, 

Biological, Radiological, Nuclear, and high yield 

Explosive Consequence Management Reaction 

Forces—the first in 2008, the second in 2009, and 

the third in 2010

• Supporting the defense of South Korea, Japan, 

and many other friends, allies, and partners 

• Conducting peacekeeping operations in the Sinai 

Peninsula and the Balkans 

• Supporting the establishment of Africa Command 

and its Army component headquartered in 

Germany and Italy respectively

• Providing military observers and staff officers 

to UN peacekeeping missions in Haiti, Iraq, 

Liberia, the Republic of Georgia, Israel, Egypt, 

Afghanistan, and Chad 

• Conducting multinational exercises that reflect 

our longstanding commitments to our allies and 

alliances 

• Supporting interagency and multinational partnerships with technical expertise, providing critical 

support after natural disasters 

• Continuing engagements with foreign militaries 

to build partnerships and preserve coalitions by 

training and advising their military forces 

• Supporting civil authorities in responding to 

domestic emergencies 

ARMY GLOBAL COMMITMENTS

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 ́

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 ́ ́

 ́ ́

SOUTH KOREA 

16,600 SOLDIERS

PHILIPPINES 

250 SOLDIERS

OTHER OPERATIONS

& EXERCISES

2,230 SOLDIERS

ALASKA

13,000 SOLDIERS

HOMELAND SECURITY

6,000 SOLDIERS

GUANTANAMO

650 SOLDIERS

SOUTH

AMERICA

450 SOLDIERS

EUROPE

45,500 SOLDIERS

 ́

 ́ ́

AFGHANISTAN

30,200 SOLDIERS

IRAQ

100,600 SOLDIERS

KUWAIT

14,100 SOLDIERS

QATAR

1,250 SOLDIERS

SINAI

700 SOLDIERS

HORN OF AFRICA

900 SOLDIERS

BALKANS

1,520 SOLDIERS

• 255,000 SOLDIERS FORWARD DEPLOYED IN NEARLY 80 

COUNTRIES OVERSEAS

• MORE THAN 4,100 ARMY CIVILIANS AND MORE THAN 33,000 

 U.S. CONTRACTORS ARE FORWARD DEPLOYED

AS OF 5 MAY 2009

ARMY PERSONNEL STRENGTH

COMPONENT RC AUTHORIZED FOR 

MOBILIZATION/ON CURRENT 

ORDERS

- ACTIVE (AC) 548,900 

- RESERVE (RC) 

USAR 200,300 29,800

ARNG 362,000 65,100

 1,111,200

 ́
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• Participating, most notably by the Army National 

Guard, in securing our borders and conducting 

operations to counter the flow of illegal drugs 

• Supporting operations to protect against WMD 

and prevent their proliferation 

• Protecting and eliminating chemical munitions 

Current combat operations, combined with other 

significant demands placed on our forces, have stressed 

our Army, our Soldiers, and their Families. While we 

remain committed to providing properly manned, 

trained, and equipped forces to meet the diverse needs 

of our combatant commanders, we face two critical challenges.

Two Critical Challenges

While fully supporting the demands of our Nation at 

war, our Army faces two major challenges—restoring 

balance to a force experiencing the cumulative effects of 

seven years of war and setting conditions for the future

to fulfill our strategic role as an integral part of the 

Joint Force.

The Army is out of balance. The current demand for 

our forces in Iraq and Afghanistan exceeds the sustainable supply and limits our ability to provide ready forces 

for other contingencies. Even as the demand for our 

forces in Iraq decreases, the mission in Afghanistan and 

other requirements will continue to place a high demand 

on our Army for years to come. Current operational 

requirements for forces and insufficient time between 

deployments require a focus on counterinsurgency 

training and equipping to the detriment of preparedness 

for the full range of military missions. Soldiers, Families, support systems, and equipment are stressed due 

to lengthy and repeated deployments. Overall, we are 

consuming readiness as fast as we can build it. These 

conditions must change. Institutional and operational 

risks are accumulating over time and must be reduced 

in the coming years. 

While restoring balance, we must simultaneously set 

conditions for the future. Our Army’s future readiness 

will require that we continue to modernize, adapt our 

institutions, and transform Soldier and leader development in order to sustain an expeditionary and campaign 

capable force for the rest of this Century. 

Modernization efforts are essential to ensure technological superiority over a diverse array of potential adversaries. Our Army must adapt its institutions 

to more effectively and efficiently provide trained and 

ready forces for combatant commanders. We will 

continue to transform how we train Soldiers and how we 

develop agile and adaptive leaders who can overcome 

the challenges of full spectrum operations in complex 

and dynamic operating environments. We also must 

continue the transformation of our Reserve Components to an operational force to achieve the strategic 

depth necessary to successfully sustain operations in 

an era of persistent conflict.

Through the dedicated efforts of our Soldiers, their 

Families, and Army Civilians, combined with continued 

support from Congressional and national leadership, we 

are making substantial progress toward these goals. Our 

continued emphasis on the Army’s four imperatives—

Sustain, Prepare, Reset, and Transform—has focused 

our efforts. We recognize, however, that more remains 
2009 ARMY POSTURE STATEMENT

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to be done in order to restore balance and set conditions 

for the future.

Restoring Balance: The Army’s Four Imperatives

Sustain

We must sustain the quality of our All-Volunteer Force. 

Through meaningful programs, the Army is committed 

to providing the quality of life deserved by those who 

serve our Nation. To sustain the force, we are focused 

on recruitment and retention; care of Soldiers, Families, and Civilians; care for our wounded Warriors; and 

support for the Families of our fallen Soldiers.

Recruit and Retain

• Goal – Recruit quality men and women through 

dynamic incentives. Retain quality Soldiers and 

Civilians in the force by providing improved quality 

of life and incentives.

• Progress – In 2008, nearly 300,000 men and 

women enlisted or reenlisted in our All-Volunteer 

Army. In addition, the Army created the Army 

Preparatory School to offer incoming recruits the 

opportunity to earn a GED in order to begin initial 

entry training. All Army components are exceeding 

the 90% Tier 1 Education Credential (high school 

diploma or above) standard for new recruits. In 

addition, our captain retention incentive program 

contributed to a nearly 90 percent retention rate for 

keeping experienced young officers in the Army.

Care of Soldiers, Families, and Civilians

• Goal – Improve the quality of life for Soldiers, Families, and Civilians through the implementation of 

the Soldier and Family Action Plan and the Army 

Family Covenant. Garner support of community 

groups and volunteers through execution of Army 

Community Covenants.

• Progress – The Army hired more than 1,000 new 

Family Readiness Support Assistants to provide 

additional support to Families with deployed 

Soldiers. We doubled the funding to Family 

programs and services in 2008. We began 

construction on 72 Child Development Centers 

and 11 new Youth Centers and fostered community partnerships by signing 80 Army Community 

Covenants. Our Army initiated the “Shoulder to 

Shoulder, No Soldier Stands Alone” program to 

increase suicide awareness and prevention. The 

Army also committed to a 5-year, $50 Million 

study by the National Institute for Mental Health 

for practical interventions for mitigating suicides 

and enhancing Soldier resiliency. In addition, the 

Army implemented the Intervene, Act, Motivate 

(I A.M. Strong) Campaign with a goal of eliminating 

sexual harassment and sexual assault in the Army. 

To enhance the investigation and prosecution of 

criminal behavior, the Army’s Criminal Investigation Command and Office of The Judge Advocate 

General have taken new measures to support 

victims, investigate crimes and hold offenders 

accountable. The Army also has provided better 

access to quality health care, enhanced dental 

readiness programs focused on Reserve Component Soldiers, improved Soldier and Family housing, increased access to child care, and increased 

educational opportunities for Soldiers, children, 

and spouses.

Warrior Care and Transition

• Goal – Provide world-class care for our wounded, 

ill, and injured Warriors through properly resourced 

Warrior Transition Units (WTUs), enabling these 
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Soldiers to remain in our Army or transition to 

meaningful civilian employment consistent with 

their desires and abilities.

• Progress – The Army established 36 fully operational WTUs and 9 community-based health care 

organizations to help our wounded, ill, and injured 

Soldiers focus on their treatment, rehabilitation, 

and transition through in-patient and out-patient 

treatment. We initiated programs to better diagnose and treat Post-Traumatic Stress Disorder, 

Traumatic Brain Injury and other injuries through 

advanced medical research. We also have made 

investments in upgrading our clinics and hospitals 

including a $1.4 Billion investment in new hospitals at Forts Riley, Benning, and Hood.

Support Families of Fallen Comrades

• Goal – Assist the Families of our fallen comrades 

and honor the service of their Soldiers.

• Progress – The Army is developing and fielding 

Survivor Outreach Services, a multi-agency effort 

to care for the Families of our Soldiers who made 

the ultimate sacrifice. This program includes benefit specialists who serve as subject matter experts 

on benefits and entitlements, support coordinators who provide long-term advocacy, and financial counselors who assist in budget planning.

Prepare

We must prepare our force by readying Soldiers, 

units, and equipment to succeed in the current conflicts, 

especially in Iraq and Afghanistan. We continue to adapt 

institutional, collective, and individual training to enable 

Soldiers to succeed in combat and prevail against 

adaptive and intelligent adversaries. We are equally 

committed to ensuring Soldiers have the best available equipment to both protect themselves and maintain a technological advantage over our adversaries. 

To prepare our force, we continue to focus on growing 

the Army, training, equipping, and better supporting the 

Army Force Generation (ARFORGEN) process.

Grow the Army

• Goal – Accelerate the end strength growth of the 

Army so that by 2010 the Active Components 

has 547,400 Soldiers and the National Guard 

has 358,200 Soldiers. Grow the Army Reserve 

to 206,000 Soldiers by 2012 even as the Army 

Reserve works an initiative to accelerate that 

growth to 2010. Grow the Army’s forces to 73 

Brigade Combat Teams (BCTs) and approximately 

227 Support Brigades with enabling combat 

support and combat service support structure by 

2011. Simultaneously develop the additional facilities and infrastructure to station these forces.
2009 ARMY POSTURE STATEMENT

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• Progress – With national leadership support, 

our Army has achieved our manpower growth in 

all components during 2009. The Army grew 32 

Modular Brigades in 2008 (7 Active Component 

Brigades and 25 Brigades in the Reserve Components). This growth in the force, combined with 

reduced operational deployments from 15 months 

to 12 months, eased some of the strain on Soldiers 

and Families.

Training

• Goal – Improve the Army’s individual, operational, 

and institutional training for full spectrum operations. Develop the tools and technologies that 

enable more effective and efficient training through 

live, immersive, and adaptable venues that prepare 

Soldiers and leaders to excel in the complex and 

challenging operational environment.

• Progress – The Army improved training facilities 

at home stations and combat training centers, 

increasing realism in challenging irregular warfare 

scenarios. Army Mobile Training Teams offered 

career training to Soldiers at their home station, 

preventing them from having to move away for 

schooling and providing more time for them with 

their Families. Our Army continues to improve 

cultural and foreign language skills. 

Equipment

• Goal – Provide Soldiers effective, sustainable, 

and timely equipment through fully integrated 

research and development, acquisition, and logistical sustainment. Continue modernization efforts 

such as the Rapid Fielding Initiative and the Rapid 

Equipping Force, using a robust test and evaluation process to ensure the effectiveness of fielded 

equipment.

• Progress – In 2008, the Army fielded more than 

one million items of equipment including over 

7,000 Mine-Resistant, Ambush-Protected (MRAP) 

vehicles, providing Soldiers fighting in Iraq and 

Afghanistan the best equipment available.

Army Force Generation (ARFORGEN) Process

• Goal – Improve the ARFORGEN process to generate trained, ready, and cohesive units for combatant commanders on a rotational basis to meet 

current and future strategic demands. Achieve a 

degree of balance by reaching a ratio of one year 

deployed to two years at home station for Active 

Component units, and one year deployed to four 

years at home for Reserve Component units by 

2011.

• Progress – Recent refinements in the ARFORGEN process have increased predictability for 

Soldiers and their Families. When combined 

with the announced drawdown in Iraq, this will 

substantially increase the time our Soldiers have 

at home.

Reset

In order to prepare Soldiers, their Families, and units 

for future deployments and contingencies, we must 

reset the force to rebuild the readiness that has been 

consumed in operations. Reset restores deployed units 

to a level of personnel and equipment readiness necessary for future missions. The Army is using a standard 

reset model and is continuing a reset pilot program to 

further improve the effectiveness and efficiency of the 

ARFORGEN process. To reset our force, we are revitalizing Soldiers and Families; repairing, replacing, and 

recapitalizing equipment; and retraining Soldiers.
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Revitalize Soldiers and Families

• Goal – Increase the time our Soldiers and Families have together to reestablish and strengthen 

relationships following deployments.

• Progress – In the reset pilot program, units have 

no readiness requirements or Army-directed 

training during the reset period (6 months for the 

Active Component and 12 months for the Reserve 

Components). This period allows units to focus 

on Soldier professional and personal education, 

property accountability, and equipment maintenance, and also provides quality time for Soldiers 

and their Families.

Repair, Replace, and Recapitalize Equipment

• Goal – Fully implement an Army-wide program 

that replaces equipment that has been destroyed 

in combat and repairs or recapitalizes equipment that has been rapidly worn out due to harsh 

conditions and excessive use. As units return, the 

Army will reset equipment during the same reconstitution period we dedicate to Soldier and Family 

reintegration.

• Progress – The Army reset more than 125,000 

pieces of equipment in 2008. The maintenance 

activities and capacity at Army depots increased 

to their highest levels in the past 35 years.

Retrain Soldiers, Leaders, and Units

• Goal – Provide our Soldiers with the critical 

specialty training and professional military education necessary to accomplish the full spectrum 

of missions required in today’s strategic environment. 

• Progress – The Army is executing a Training and 

Leader Development Strategy to prepare Soldiers 

and units for full spectrum operations. The Army 

is 60 percent complete in efforts to rebalance job 

skills required to meet the challenges of the 21st 

Century.

Reset Pilot Program

• Goal – Provide lessons learned that identify institutional improvements that standardize the reset 

process for both the Active and Reserve Component and determine timing, scope, and resource 

implications.

• Progress – In 2008, the Army initiated a six-month 

pilot reset program for 13 units (8 Active Component and 5 Reserve Component). The Army has 

learned many significant lessons and is applying 

them to all redeploying units to allow units more 

time to accomplish reset objectives at their home 

stations.

Transform

We must transform our force to provide the combatant commanders dominant, strategically responsive 

forces capable of meeting diverse challenges across 

the entire spectrum of 21st Century conflict. To transform our force, we are adopting modular organizations, 

accelerating delivery of advanced technologies, operationalizing the Reserve Components, restationing our 

forces, and transforming leader development.

Modular Reorganization

• Goal – Reorganize the Active and Reserve 

Components into standardized modular organizations, thereby increasing the number of BCTs 
2009 ARMY POSTURE STATEMENT

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and support brigades to meet operational requirements and creating a more deployable, adaptable, 

and versatile force.

• Progress – In addition to the 32 newly activated 

modular brigades, the Army converted 14 brigades 

from a legacy structure to a modular structure in 

2008 (5 Active Component and 9 Reserve Component Brigades). The Army has transformed 83 

percent of our units to modular formations—the 

largest organizational change since World War II.

Advanced Technologies

• Goal – Modernize and transform the Army to 

remain a globally responsive force and ensure 

our Soldiers retain their technological edge for the 

current and future fights. 

• Progress – The Army will accelerate delivery of 

advanced technologies to Infantry BCTs fighting in combat today through “Spin-outs” from our 

Future Combat Systems program. This aggressive fielding schedule, coupled with a tailored test 

and evaluation strategy, ensures Soldiers receive 

reliable, proven equipment that will give them a 

decisive advantage over any enemy. 

Operationalize the Reserve Components

• Goal – Complete the transformation of the Reserve 

Components to an operational force by changing 

the way we train, equip, resource, and mobilize 

Reserve Component units by 2012.

• Progress – The Army continued efforts to systematically build and sustain readiness and to increase 

predictability of deployments for Soldiers, their 

Families, employers, and communities by integrating the ARFORGEN process.

Restationing Forces

• Goal – Restation forces and families around the 

globe based on the Department of Defense’s 

(DoD) Global Defense Posture and Realignment 

initiatives, Base Realignment and Closure (BRAC) 

statutes, and the expansion of the Army directed 

by the President in January 2007.

• Progress – To date, in support of BRAC, our 

Army has obligated 95 percent of the $8.5 Billion 

received. Of more than 300 major construction projects in the BRAC program, 9 have been 

completed and another 139 awarded. The Army 

has also completed 77 National Environmental 

Policy Act actions, closed 1 active installation 

and 15 U.S. Army Reserve Centers, terminated 9 

leases, and turned over 1,133 excess acres from 

BRAC 2005 properties. The Army is on track to 

complete BRAC by 2011.

Soldier and Leader Development

• Goal – Develop agile and adaptive military and 

Civilian leaders who can operate effectively in 

Joint, interagency, intergovernmental, and multinational environments. 

• Progress – The Army published Field Manual 

(FM) 3-0, Operations, which includes a new operational concept for full spectrum operations where 

commanders simultaneously apply offensive, 

defensive, and stability operations to achieve decisive results. Additionally, the Army published FM 

3-07, Stability Operations and FM 7-0, Training for 

Full Spectrum Operations and is finalizing FM 4-0, 

Sustainment. The doctrine reflected in these new 
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manuals provides concepts and principles that will 

develop adaptive leaders to train and sustain our 

Soldiers in an era of persistent conflict. 

Setting Conditions for the Future: Six Essential 

Qualities of Our Army

In an era of persistent conflict, our Army is the 

primary enabling and integrating element of landpower. 

The Army’s transformation focuses on distinct qualities 

that land forces must possess to succeed in the evolving security environment. In order to face the security 

challenges ahead, the Army will continue to transform 

into a land force that is versatile, expeditionary, agile, 

lethal, sustainable, and interoperable.

Versatile forces are multipurpose and can accomplish a broad range of tasks, moving easily across the 

spectrum of conflict as the situation demands. Our 

versatility in military operations—made possible by full 

spectrum training, adaptable equipment, and scalable 

force packages—will enable us to defeat a wide range 

of unpredictable threats.

Our Army must remain an expeditionary force—organized, trained, and equipped to go anywhere in the world 

on short notice, against any adversary, to accomplish 

the assigned mission, including the ability to conduct 

forcible entry operations in remote, non-permissive environments. Working in concert with our force projection 

partners, the United States Transportation Command 

and sister services, we will enhance our expeditionary 

force projection and distribution capability to provide 

rapid, credible, and sustainable global response options 

for the Joint Force.

Agile forces adapt quickly to exploit opportunities in 

complex environments. Our Army is developing agile 

Soldiers and institutions that adapt and work effectively 

in such environments.

A core competency of land forces is to effectively, 

efficiently, and appropriately apply lethal force. The 

lethal nature of our forces enables our ability to deter, 

dissuade, and, when required, defeat our enemies. 

Because conflicts will increasingly take place among the 

people, the Army will continue to pursue technological 

and intelligence capabilities to provide lethal force with 

precision to minimize civilian casualties and collateral 

damage.

Our Army must be organized, trained, and equipped 

to ensure it is capable of sustainable operations for as 

long as necessary to achieve national objectives. In 

addition, we will continue to improve our ability to guarantee the logistical capacity to conduct long-term operations while presenting a minimal footprint to reduce 

exposure of support forces.

The extensive planning and organizing capabilities 

and experience of U.S. land forces are national assets. 

These capabilities are essential to preparing and assisting interagency, multinational, and host nation partners 

to execute their roles in conflict prevention and resolution. Our force needs to be increasingly interoperable

to effectively support and integrate the efforts of Joint, 

interagency, intergovernmental, multinational, and indigenous elements to achieve national goals.

As we look to the future, our Army is modernizing 

and transforming to build a force that exhibits these 

six essential qualities in order to meet the challenges 

of the security environment of the 21st Century. The 

Army’s adoption of a modular, scalable brigade-based 

organization provides a broad range of capabilities that 

are inherently more versatile, adaptable, and able to 

conduct operations over extended periods. 
2009 ARMY POSTURE STATEMENT

12

Another critical transformation initiative to enhance 

the Army’s capabilities is the modernization of our global 

information network capabilities through integration of 

the Global Network Enterprise Construct (GNEC). The 

GNEC will enable network war-fighting capabilities, 

dramatically improve and protect the LandWarNet, 

improve both efficiency and effectiveness of the network, 

and ensure Army interoperability across DoD.

As part of our transformation, the Army is adapting 

as an institution principally in three areas: streamlining the Army Force Generation (ARFORGEN) process, 

implementing an enterprise approach, and establishing 

a more effective requirements process. A streamlined 

ARFORGEN process more efficiently mans, equips, and 

trains units to strengthen our expeditionary capability. 

The enterprise approach—a holistic method to improve 

the effectiveness and efficiency of the Army’s policies 

and processes—will make our institutions more efficient and more responsive to the needs of the combatant commanders. An improved requirements process 

will provide more timely and flexible responses to meet 

the needs of our Soldiers. In transforming our training 

and leader development model, we produce more agile 

Soldiers and Civilians who are capable of operating in 

complex and volatile environments.

The Army’s modernization efforts are specifically 

designed to enhance the six essential land force qualities by empowering Soldiers with the decisive advantage across the continuum of full spectrum operations. 

Modernization is providing our Soldiers and leaders with 

leading-edge technology and capabilities to fight the 

wars we are in today while simultaneously preparing for 

future complex, dynamic threats. The Army is improving capabilities in intelligence, surveillance, and reconnaissance; information sharing; and Soldier protection 

to give our Soldiers an unparalleled awareness of their 

operational environment, increased precision and lethality, and enhanced survivability.

The Army also is addressing the capability gaps in 

our current force by accelerating delivery of advanced 

technologies to Soldiers in Infantry BCTs. For example, 

more than 5,000 robots are currently in Iraq and Afghanistan, including an early version of the Small Unmanned 

Ground Vehicle (SUGV). Soldiers are using the SUGV 

prototype to clear caves and bunkers, search buildings, 

and defuse improvised explosive devices. In addition, 

an early version of the Class I Unmanned Aerial Vehicle (UAV) is currently supporting Soldiers in Iraq with 

reconnaissance, surveillance, and target acquisition. 

The Class I UAV operates in open, rolling, complex, and 

urban terrain and can take off and land vertically without 

a runway. It is part of the information network, providing 

real time information that increases Soldier agility and 

lethality while enhancing Soldier protection.

Overall, Army modernization efforts provide a technological edge for our Soldiers in today’s fight and are 

essential to the Army’s efforts to empower Soldiers with 

the land force qualities needed in the 21st Century.

Stewardship/Innovations

The Nation’s Army remains committed to being the 

best possible steward of the resources provided by the 

American people through the Congress. We continue to 

develop and implement initiatives designed to conserve 

resources and to reduce waste and inefficiencies wherever possible.

The recent establishment of two organizations highlights the Army’s commitment to improving efficiencies. 

In 2008, the Secretary of the Army established the 

Senior Energy Council to develop an Army Enterprise 

Energy Security Strategy. The Senior Energy Council 

is implementing a plan that reduces energy consumption and utilizes innovative technologies for alternative and renewable energy, including harvesting wind, 

solar and geothermal energy, while leveraging energy 

partnerships with private sector expertise. The Army is 

replacing 4,000 petroleum-fueled vehicles with electric 

vehicles. We also are underway in our six-year biomass 

waste-to-fuel technology demonstrations at six of our 

installations.

As part of the Army’s efforts in adapting institutions, 

we also established the Enterprise Task Force to optimize 
UNITED STATES ARMY

13

the ARFORGEN process for effectively and efficiently 

delivering trained and ready forces to the combatant 

commanders.

In addition, in order to increase logistical efficiencies and readiness, the Army is developing 360 Degree 

Logistics Readiness—an initiative that proactively 

synchronizes logistics support capability and unit readiness. This new approach will allow the Army to see, 

assess, and synchronize enterprise assets in support of 

our operational forces. The 360 Degree Logistics Readiness bridges the information system gaps between 

selected legacy logistics automation systems and the 

Single Army Logistics Enterprise. It will improve visibility, accountability, fidelity, and timeliness of information 

to facilitate better decisions at every managerial level.

Finally, the Army is committed to reforming our 

acquisition, procurement, and contracting processes to 

more efficiently and responsively meet the needs of our 

Soldiers. A streamlined requirements process based 

on reasonable requirements with adequately mature 

technology will produce a system with greater urgency 

and agility and guard against “requirements creep.” 

The Army also will continue to grow its acquisition workforce and provide disciplined oversight to its acquisition 

programs. 

Accomplishments

The Army has been fully engaged over the past year. 

We remain focused on prevailing in Iraq and Afghanistan, while concurrently working to restore balance and 

transforming to set the conditions for success in the 

future. Despite the high global operational tempo and 

our continuing efforts to restore balance and prepare for 

future contingencies, we have accomplished much in 

the last year:

Army Accomplishments

• Manned, trained, equipped, and deployed 15 combat brigades, 34 support brigades, and 369 military and 

police transition teams in support of Iraq and Afghanistan

• Deployed more than 293,000 Soldiers into or out of combat in Iraq and Afghanistan 

• Repaired more than 100,000 pieces of Army equipment through the efforts at the Army’s depot facilities

• Invested in the psychological health of the Army by investing more than $500 Million in additional psychological health providers, new facilities, and world-class research

• Reduced the on-duty Soldier accident rate by 46 percent in 2008 through Soldier and leader emphasis on 

Army safety measures

• Reduced the Army’s ground accidents by 50 percent and the Army’s major aviation accidents by 38 percent 

in 2008 through leader application of the Army’s Composite Risk Management model

• Implemented Family Covenants throughout the Army and committed more than $1.5 Billion to Army Family 

programs and services

• Improved on-post housing by privatizing more than 80,000 homes, building 17,000 homes, and renovating 

13,000 homes since 2000 at 39 different installations through the Residential Communities Initiative

• Reduced energy consumption in Army facilities by 10.4 percent since 2003 through the implementation of 

the Army’s energy strategy

• Won six Shingo Public Sector Awards for implementing best business practices 

• Destroyed more than 2,100 tons of chemical agents, disposed of 70,000 tons of obsolete or unserviceable 

conventional ammunition, and removed 163,000 missiles or missile components from the Army’s arsenal

• Fostered partnerships with allies by training more than 10,000 foreign students in stateside Army schools 

and by executing more than $14.5 Billion in new foreign military sales to include $6.2 Billion in support of 

Iraq and Afghanistan

• Saved $41 Million by in-sourcing more than 900 core governmental functions to Army Civilians

• Improved Soldier quality of life by constructing or modernizing 29,000 barracks spaces
2009 ARMY POSTURE STATEMENT

America’s Army—The Strength of the Nation

The Army’s All-Volunteer Force is a national treasure. Less than one percent of Americans wear the uniform of 

our Nation’s military; they and their Families carry the lion’s share of the burden of a Nation at war. Despite these 

burdens, our Soldiers continue to perform magnificently across the globe and at home, and their Families remain 

steadfast in their support. Our Civilians remain equally dedicated to the Army’s current and long-term success. They 

all deserve the best the Nation has to offer. 

America’s Army has always served the Nation by defending its national interests and providing support to civil 

authorities for domestic emergencies. Seven years of combat have taken a great toll on the Army, our Soldiers, 

and their Families. To meet the continuing challenges of an era of persistent conflict, our Army must restore balance 

and set the conditions for the future while sustaining our All-Volunteer Force. We must ensure our Soldiers have 

the best training, equipment, and leadership we can provide them. Our Army has made significant progress over 

the last year, but has several tough years ahead. With the support of Congress, the Army will continue to protect 

America’s national security interests while we transform ourselves to meet the challenges of today and the future. 

America’s Army—The Strength of the Nation.

14
UNITED STATES ARMY

ADDENDUM A - Information Papers

15

360 Degree Logistics Readiness

Accelerate Army Growth

Active Component Reserve Component (ACRC) 

Rebalance

Adaptive Logistics

Add-on Armor for Tactical Wheeled Vehicles

Africa Command (AFRICOM)

Armed Forces Recreation Centers

Army Asymmetric Warfare Office (AAWO)

Army Career and Alumni Program (ACAP)

Army Career Tracker (ACT) Program 

Army Civilian University (ACU)

Army Community Service (ACS) Family Programs

Army Community Service (ACS) Family Readiness 

Programs

Army Energy Plan (AEP)

Army Environmental Programs

Army Evaluation Task Force (AETF)

Army Family Action Plan (AFAP)

Army Force Generation (ARFORGEN)

Army Geospatial Enterprise (AGE)

Army Integrated Logistics Architecture (AILA)

Army Leader Development Program (ALDP)

Army Modernization Strategy

Army Onesource

Army Physical Fitness Research Institute

Army Physical Readiness Training (FM 3-22.02)

Army Preparatory School

Army Prepositioned Stocks (APS)

Army Reserve Employer Relations (ARER) Program

Army Reserve Voluntary Education Services

Army Reserve Voluntary Selective Continuation

Army Spouse Employment Partnership (ASEP) Program

Army Strong

Army Suicide Prevention Program (ASPP)

Army Values

Army Volunteer Program

ARNG Active First Program

ARNG Agribusiness Development Team

ARNG Community Based Warrior Transition Units

ARNG Critical Skills Retention Bonus

ARNG Education Support Center

ARNG Environmental Programs

ARNG Every Soldier a Recruiter

ARNG Exportable Combat Training Capability

ARNG Family Assistance Centers

ARNG Freedom Salute Campaign

ARNG GED Plus Program

ARNG Muscatatuck Army Urban Training Center 

ARNG Operational Support Airlift Agency

ARNG Periodic Health Assessment (PHA)

ARNG Post Deployment Health Reassessment (PDHRA)

ARNG Recruit Sustainment Program

ARNG Recruiting Assistance Program (G-RAP)

ARNG Strong Bonds

ARNG Western Army Aviation Training Site (WAATS) 

Asymmetric Warfare Group

Base Realignment and Closure (BRAC) Program

Basic and Advanced NCO Courses

Basic Officer Leader Course (BOLC)

Behavioral Health

Better Opportunity for Single Soldiers (BOSS)

Biometrics

Broad Career Groups

Building Partnership Capacity Through Security 

Cooperation

Campaign Capable Force

Capabilities Development for Rapid Transition (CDRT)
ADDENDUM A - Information Papers

2009 ARMY POSTURE STATEMENT

16

Career Intern Fellows Program

CBRNE Consequence Management Reaction Force 

(CCMRF)

CENTCOM Rest and Recuperation (R&R) Leave Program

Changing the Culture

Chemical Demilitarization Program

Child and Youth Services School Support

Child Care Program

Civil Works

Civilian Corps Creed

Civilian Education System

College of the American Soldier

Combat Casualty Care

Combat Training Center (CTC) Program 

Combating Weapons of Mass Destruction (WMD)

Commander’s Appreciation and Campaign Design 

(CACD)

Common Levels of Support

Common Logistics Operating Environment (CLOE)

Community Covenant

Comprehensive Soldier Fitness Program

Concept Development and Experimentation

Condition-Based Maintenance Plus (CBM+)

Construction and Demolition Recycling Program 

Continuum of Service

Contractor-Acquired Government Owned (CAGO) 

Equipment

Cultural and Foreign Language Capabilities

Cyber Operations

Defense Integrated Military Human Resources System 

(DIMHRS)

Defense Support to Civil Authorities (DSCA)

Defense Support to Civil Authorities - Defense 

Coordinating Officer

Defense Support to Civil Authorities - Special Events

Deployment Cycle Support

Depot Maintenance Initiatives

Digital Training Management System (DTMS)

Distributed Common Ground System-Army (DCGS-A)

Diversity

Document and Media Exploitation (DOMEX)

Enhanced Use Leasing

Enlistment Incentives

Enlistment Incentives Program Enhancements

Equal Opportunity and Prevention of Sexual Harassment 

(EO/POSH)

Equipment Reset

Equipping Enterprise and Reuse Conference

Equipping the Reserve Components

Exceptional Family Member Program (EFMP)

Expanding Intelligence Training

Expeditionary Basing

Expeditionary Capabilities

Expeditionary Contracting

Expeditionary Theater Opening

Family Advocacy Program (FAP)

Family Covenant

Family Housing Program

Foreign Military Sales

FORSCOM Mission Support Elements (MSE)

Freedom Team Salute

Freedrop Packaging Concept Project (FPCP) 

Full Replacement Value (FRV) and Defense Property 

System (DPS)

Full Spectrum Operations in Army Capstone Doctrine 

(FM 3-0)

Funds Control Module

Future Force Integration Directorate

General Fund Enterprise Business System 
ADDENDUM A - Information Papers

UNITED STATES ARMY

17

Generating Force Support for Operations

Global Force Posture

Global Network Enterprise Construct (GNEC)

Helicopter, Black Hawk Utility Helicopter (UH-60)

Helicopter, Chinook Heavy Lift Helicopter (CH-47)

Helicopter, Lakota (UH-72) 

Helicopter, Longbow Apache (AH-64D)

Human Terrain System (HTS)

HUMINT: Growing Army Human Intelligence (HUMINT) 

Capabilities

Information Doctrine

In-Sourcing

Installation Planning Board

Institutional Adaptation

Institutional Training Under Centers of Excellence (COE)

Intelligence Transformation

Interceptor Body Armor (IBA)

Interpreter/Translator Program

Irregular Warfare Capabilities

Joint Basing

Joint Knowledge Development and Distribution Capstone 

Program (JKDDC)

Joint Precision Airdrop System (JPADS)

Leader Development Assessment Course - Warrior Forge

Lean Six Sigma: Continuous Process Improvement 

Initiative 

Lean Six Sigma: G-4 Initiative

Life Cycle Management Initiative

Live, Virtual, Constructive Integrated Training Environment 

Manpower Personnel Integration Program (MANPRINT)

March 2 Success

Medical and Dental Readiness

Military Construction (MILCON) Program

Military Construction (MILCON) Transformation

Military Family Life Consultants (MFLC) Program 

Military Intelligence Capacity

Mine-Resistant, Ambush-Protected Vehicles (MRAP)

Mobile Training Teams (MTT) for Warrior Leader Course 

(WLC)

Mobilization Tiger Team

Modular Force Conversion

Morale Welfare and Recreation (MWR)

Multinational Exercises

Multi-Source Assessment and Feedback (MSAF) Program

National Guard CBRNE Enhanced Response Force 

Package (CERFP)

National Guard Counterdrug Program

National Guard Public Affairs Rapid Response Team 

(PARRT)

National Guard State Partnership Program

National Guard Weapons of Mass Destruction Civil 

Support Teams (WMD-CSTs) 

National Guard Yellow Ribbon Program

National Guard Youth ChalleNGe

National Security Personnel System (NSPS)

Next Generation Wireless Communications (NGWC)

Officer Education System (OES)

Officer Education System - Warrant Officers

Officer Retention

Pandemic Influenza Preparation

Partnership for Youth Success Programs (PaYS)

Persistent Air and Ground Surveillance to Counter IED

Persistent Conflict

Physical Disability Evaluation System (PDES)

Post Deployment Health Reassessment (PDHRA)

Power Projection Platform

Privatization of Army Lodging

Property Accountability

Rapid Equipping Force (REF)

Rapid Fielding Initiative (RFI)
ADDENDUM A - Information Papers

2009 ARMY POSTURE STATEMENT

18

Real-Estate Disposal

Red Team Education and Training

Redeployment Process Improvements 

Referral Bonus Pilot Program

Reset

Residential Communities Initiative (RCI)

Restructuring Army Aviation

Retained Issue OCIE

Retention Program

Retiree Pre-Tax Healthcare

Retirement Services

Retrograde

Risk Management

Robotics

Safety and Occupational Training

Safety Center Online Tools and Initiatives

Science and Technology

Sexual Harassment/Assault Response and Prevention 

(SHARP) Program

Single Army Logistics Enterprise (SALE)

Soldier and Family Action Plan (SFAP)

Soldier and Family Assistance Center Program and 

Warrior in Transition Units

Soldier as a System

Soldier’s Creed

Stability Operations (FM 3-07)

Strong Bonds

Structured Self Development

Survivor Outreach Services

Sustainability

Sustainable Range Program

The Army Distributed Learning Program (TADLP)

The Human Dimension: The Concept and Capabilities 

Development

Training Counter-IED Operations Integration Center 

(TCOIC)

Training for Full Spectrum Operations (FM 7-0)

Training Support System (TSS)

Transferability of GI Bill Benefits to Family Memebers

Transforming the Reserve Components to an Operational 

Force

Traumatic Brain Injury (TBI)

Unaccompanied Personnel Housing

Unit Combined Arms Training Strategies 

Unmanned Aircraft, Raven Small System

Unmanned Aircraft, Shadow System

Unmanned Aircraft, Sky Warrior System

Up-Armored High Mobility Multipurpose Wheeled Vehicle 

(HMMWV)

War Reserve Secondary Items

Warfighter’s Forums (WfF)

Warrior Ethos

Warrior in Transition

Warrior Tasks and Battle Drills

Warrior University

Western Hemisphere Institute for Security Cooperation 

(WHINSEC)

Wounded Warrior Program

Youth Programs
ADDENDUM B - Websites

UNITED STATES ARMY

19

Headquarters, Department of the Army and other 

Commands

This site has links for information regarding the Headquarters, 

Department of the Army (HQDA), Army Command Structure, 

Army Service Component Commands (ASCC), and Direct 

Reporting Units (DRU).

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

The Army Homepage

This site is the most visited military website in the world, averaging about seven million visitors per month or approximately 250 hits per second. It provides news, features, imagery, 

and references.

http://www.army.mil/

The Army Modernization Strategy

http://www.g8.army.mil/G8site_redesign/modStrat.html

The Army Posture Statement

This site provides access to archived Army Posture Statements from 1997 to 2008. 

http://www.army.mil/aps

The Army Staff

Personnel: G-1

http://www.armyg1.army.mil/

Intelligence: G-2

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

Operations, Plans, and Policy: G-3/5/7

https://www.g357extranet.army.pentagon.mil

Logistics: G-4

http://www.hqda.army.mil/logweb/

Programs: G-8

This site provides information on material integration and 

management.

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

mands/dcs/g-8/

Installation Management 

This site provides information about policy formulation, strategy development, enterprise integration, program analysis 

and integration, requirements and resource determination, 

and best business practices for services, programs, and installation support to Soldiers, their Families, and Army Civilians. http://www.acsim.army.mil/

Army Commands (ACOMs)

Army Forces Command (FORSCOM)

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

Army Training and Doctrine Command (TRADOC)

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

Army Materiel Command (AMC)

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

mands/commandstructure/amc/

Reserve Components

Army Reserve

http://www.armyreserve.army.mil

Army National Guard

http:www.arng.army.mil

Other informative websites

Army Wounded Warrior Program

This site provides information on the Army’s Wounded Warrior Program which provides support to severely wounded 

Soldiers and their Families.

https://www.aw2.army.mil

My ArmyLifeToo Web Portal

This site serves as an entry point to the Army Integrated 

Family Network and Army OneSource. 

http://www.myarmylifetoo.com
2009 ARMY POSTURE STATEMENT

ADDENDUM C - Acronyms

20

AC Active Component

ACOM Army Command

ACP Army Campaign Plan 

AETF Army Evaluation Task Force

ARFORGEN Army Force Generation

AFRICOM Africa Command 

AMAP Army Medical Action Plan

AMC Army Material Command

APA Army Prepositioned Stocks

AR Army Regulation

ARCIC Army Capabilities Integration Center

ARNG Army National Guard

ASC Army Sustainment Command

ASCC Army Service Component Command

AWG Asymmetric Warfare Group

AWO Asymmetric Warfare Office

AW2 Army Wounded Warrior Program

BCT Brigade Combat Team

BCTP Battle Command Training Program

BOLC Basic Officer Leader Course

BRAC Base Realignment and Closure

CBRN Chemical, Biological, Radiological, and 

Nuclear

CBRNE Chemical, Biological, Radiological, Nuclear, 

and (High-Yield) Explosives

CCDR Combatant Commander

CCMRF CBRNE Consequence Management 

Reaction Force

CES Civilian Education System

C4ISR Command, Control, Communications, 

Computer, Intelligence, Surveillance and 

Reconnaissance

CMETL Core Mission Essential Task List

CMTC Combat Maneuver Training Center

COCOM Combatant Command 

COE Center of Excellence; Common Operating 

Environment; Contemporary Operating 

Environment 

COIN Counterinsurgency

COTS Commercial Off-The-Shelf

CS Combat Support

CSS Combat Service Support

CT Counter Terrorism

CTC Combat Training Center

DA Department of the Army

DA PAM Department of the Army Pamphlet

DCGS-A Distributed Common Ground System-Army

DMDC Defense Manpower Data Center

DMETL Directed Mission Essential Task List

DoD Department of Defense
UNITED STATES ARMY

ADDENDUM C - Acronyms

21

DOTMLPF Doctrine, Organization, Training, Material, 

 Leadership and Education, Personnel, 

 and Facilities 

EBCT Evaluation Brigade Combat Team

EOD Explosive Ordnance Disposal 

ES2 Every Soldier a Sensor

ETF Enterprise Task Force

FCS Future Combat Systems

FM Field Manual 

FORSCOM Forces Command

FY Fiscal Year

GBIAD Global Based Integrated Air Defense

GCSS-A Global Combat Service Support-Army

GDPR Global Defense Posture Realignment

GNEC Global Network Enterprise Construct

HBCT Heavy Brigade Combat Team

HMMWV High Mobility Multipurpose Wheeled Vehicle

HUMINT Human Intelligence 

IBA Improved Body Armor 

IBCT Infantry Brigade Combat Team

IED Improvised Explosive Device

ISR Intelligence, Surveillance, and 

Reconnaissance

IT Information Technology

JIEDDO Joint Improvised Explosive Device Defeat 

Organization

JIIM Joint, Interagency, Intergovernmental, and 

Multinational

JRTC Joint Readiness Training Center

JTF Joint Task Force

LMP Logistics Modernization Program

LSS Lean Six Sigma 

MI Military Intelligence

METL Mission Essential Task List

MOUT Military Operations in Urban Terrain 

MRAP Mine-Resistant, Ambush-Protected

MRE Mission Readiness Exercise

MRX Mission Rehearsal Exercise

MTOE Modified Table of Organization and 

 Equipment 

MTT Mobile Training Teams 

NBC Nuclear, Biological, Chemical

NEPA National Environmental Protection Act

NET New Equipment Training 

NCO Noncommissioned Officer

NDAA National Defense Authorization Act

NDS National Defense Strategy 
2009 ARMY POSTURE STATEMENT

ADDENDUM C - Acronyms

22

NLOS-C Non Line of Sight-Cannon

NMS National Military Strategy 

NSPS National Security Personnel System

NSS National Security Strategy

NTC National Training Center 

OCO Overseas Contingency Operations 

OEF Operation Enduring Freedom

OIF Operation Iraqi Freedom

OPTEMPO Operational Tempo

O&M Operations and Maintenance

POM Program Objective Memorandum 

PSYOP Psychological Operations

PTSD Post-Traumatic Stress Disorder 

QDR Quadrennial Defense Review

QOL Quality of Life

RC Reserve Components

RCI Residential Communities Initiative 

REF Rapid Equipping Force

RFI Rapid Fielding Initiative 

SALE Single Army Logistics Enterprise

SBCT Stryker Brigade Combat Team 

SFAP Soldier and Family Action Plan

SHARP Sexual Harassment / Assault Response and 

Prevention (SHARP) Program

SIGINT Signal Intelligence

SOF Special Operations Forces

SOS Survivor Outreach Services

TBI Traumatic Brain Injury

TDA Table of Distribution and Allowances 

TRADOC Training and Doctrine Command 

TTP Tactics, Techniques, and Procedures

UAH Up-Armored HMMWV

UAS Unmanned Aircraft System

UAV Unmanned Aerial Vehicle 

UGV Unmanned Ground Vehicle 

USAR United States Army Reserve

VBIED Vehicle Borne Improvised Explosive Device 

WMD Weapons of Mass Destruction

WO Warrant Officer 

WTBD Warrior Tasks and Battle Drills

WTU Warrior Transition Units

We recognize...

...The commitment and increasing sacrifices that our Families are making every day.

...The strength of our Soldiers comes from the strength of their Families.

We are committed to...

...Providing Soldiers and Families a Quality of Life that is commensurate with their service.

...Providing our Families a strong, supportive environment where they can thrive.

...Building a partnership with Army Families that enhances their strength and resilience.

We are committed to Improving Family Readiness by:

• Standardizing and funding existing Family programs and services.

• Increasing accessibility and quality of health care.

• Improving Soldier and Family housing.

• Ensuring excellence in schools, youth services and child care.

• Expanding education and employment opportunities for Family members.

Army Family Covenant
The Soldier’s Creed

i am an american soldier.

i am a warrior and a member of a team.

i serve the people of the united states

and live the army values.

i will always place the mission first.

i will never accept defeat.

i will never quit.

i will never leave a fallen comrade.

i am disciplined, physically and

mentally tough,

trained and proficient in my

warrior tasks and drills.

i always maintain my arms, my equipment and myself.

i am an expert and i am a professional.

i stand ready to deploy, 

Engage and destroy

the enemies of the united sTates of america

in close combat.

i am a guardian of freedom

and the american way of life.

i am an American soldier.

www.army.mil/aps/09