2010 Army Posture Statement

8/8/2019 2010 Army Posture Statement

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Army Family Covenant

We recognizeThe 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 toProviding 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 partner ship 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

Kenneth O. Preston

Sergeant Major of the Army

George W. Casey, Jr.

General, United States Army

Chief of Staff

John M. McHugh

Secretary of the Army

Americas Army:the strength of the nationthe strength of the nationthe strength of the nation

TM


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A STATEMENT ON THEPOSTURE OF THE UNITED STATES ARMY 2010

submitted by

THE HONORABLE JOHN M. McHUGH andGENERAL GEORGE W. CASEY, Jr.

to the Committees and Subcommittees o the

UNITED STATES SENATE

and the

HOUSE OF REPRESENTATIVES

2nd SESSION, 111th CONGRESS

FEBRUARY 2010


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TABLE OF CONTENTS

Strategic Context 1

Persistent Conict

Global rends

Character o Conict in the 21st Century

Roles o Land Forces 3

Two Critical Challenges 5

Restoring Balance: Te Armys Four Imperatives 6

- Sustain

- Prepare

- Reset

- ransorm

Setting Conditions or the Future 12

- 21st Century Army

- Realizing Change

Stewardship and Innovation 18

Americas ArmyThe Strength o the Nation 19

ADDENDA

A. List o Online Inormation Papers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

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

C. Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

D. FY 11 Presidents Budget*

E. Reserve Component Readiness1*

F. Army Force Generation (ARFORGEN)*

G. Comprehensive Soldier Fitness*

H. Soldier and Family Action Plan*

I. Reset*

J. Modernization*

1 Required by National Deense Authorization Act o 1994

* Online only

2010

2010


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associated with globalization, and competition orscarce resources exacerbate the uncertainty andvolatility o the strategic environment. Withinthis setting, the American Soldier stands as ourNations most visible and enduring symbol ocommitment in an era o persistent conict.

Persistent Confict

For the near uture, persistent conict pro-tracted conrontation among state, non-state, andindividual actors that are increasingly willingto use violence to achieve their politicaland ideological ends will characterize the globalsecurity environment. Security crises will ariseunpredictably, vary in intensity and scope, and lastor uncertain durations. Tese challenges willtake place in all domains: land, sea, air, space,and cyberspace. Natural disasters and humani-tarian emergencies will continue to be requentand unpredictable, requiring the commitmento Soldiers and resources. In this dynamicenvironment, the Army will conduct operationsthat span the spectrum o conict rom humani-tarian and civil support to counterinsurgency togeneral war, oten simultaneously.

Global Trends

Several global trends will continue to shape theinternational security environment and the con-icts conronting our Nation. Globalization mayincrease prosperity, but it can also spread desta-bilizing inuences. Te unequal distribution obenets creates societies with divisions betweenhaves and have nots divisions that can beexploited by extremist ideologies and lead to con-ict. Fault lines reecting protracted competitionand riction can erupt unpredictably as societiesstruggle to adjust to the move toward modernityand greater interdependence. Meanwhile, increas-ingly available and afordable technologyprovidesour adversaries sophisticated tools to enable a net-worked approach to recruiting the disenranchisedand exporting terror.

Shiting demographics and rapid popula-tion growth that is increasingly urbanized cancontinue to break down traditional, localizednorms o governance, behavior, and identity,and urther strain already stressed governments.Tis is especially true where a lack o economicopportunity increases the potential or instabil-ity and extremism. Tose who are disafectedmay rebel against perceived Western interer-ence, challenges to traditional values, and inefec-tive governments. Increased resource demand, inparticular energy, water, and ood, is a consequenceo growing prosperity and populations. Te grow-ing global competition or resources will continueto produce riction and increase opportunities

or conict. In this environment, climate changeand natural disasters will compound already di-cult conditions in developing countries by ig-niting humanitarian crises, causing destabilizingpopulation migrations, and raising the potentialor epidemic diseases.

Te two trends o greatest concern are the proli-eration o weapons o mass destruction (WMD)and ailed or ailing states. A catastrophic attackutilizing WMD has the potential to be globally

destabilizing. Failed or ailing states, lacking the will or capacity to maintain efective territorialcontrol, contribute to regional instability andprovide ideal environments or terrorist groups toplan and export operations. Te merging o thesetwo trends constitutes a signicant and compel-ling threat. ogether, these trends make conict inthe decades ahead more likely.

Character o Confict inthe 21st Century

Global trends and recent conicts such asthose in Lebanon and Georgia and our ownrecent combat experience indicate the evolv-ing character o conict in the 21st Century.

Conicts will be waged among diverse actors state and non-state with the latter employing


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Americas Army:the strength of the nationthe strength of the nationthe strength of the nationthe strength of the nation TM

capabilities that, during the last century, remainedlargely the purview o nation-states. Motives, ob- jectives, and oten the identities o these actorswill be dicult to discern, and are likely to shit as

some act covertly and others use proxies. Te battleto gain inuence over, and support rom, popula-tions will be central to our success. Tereore, con-ict will be unavoidably waged among the people.

Te initiation, location, duration, and intensity oconicts are increasingly unpredictable. In an in-terdependent world, conicts are more susceptibleto the potential or spillover, creating regionally,and potentially globally, destabilizing efects. All othis will occur under the unblinking scrutiny o the

24-hour global media cycle and the internet. De-tails o conict as well as misinormation will owequally across social, communications, and cybernetworks. Our adversaries will exploit these mediaand communication sources locally and globally.

We are more likely to ace hybrid threats diverse and dynamic combinations o conventional,irregular, terrorist, and criminal capabilitiesemployed asymmetrically to counter our advan-

tages. Hybrid threats require hybrid solutions adaptive military orces that can unction ina variety o situations with a diverse set o nation-al, allied, and indigenous partners. Given the stra-tegic environment, enduring global trends, andthe character o 21st Century conict, the Armywill operate as part o a Joint, interagency, inter-governmental, and multi-national team to ulllits global commitments.

Roles o Land Forces

More than one million o our men and womenhave served in the ongoing campaigns in Iraqand Aghanistan. Over 3,900 American Soldiershave given their lives, and more than 25,000others have been wounded during this longestperiod o sustained conict ever ought by anall-volunteer orce. oday, Americas Army hasover 255,000 Soldiers and more than 18,500 Army Civilians serving in nearly 80 countriesaround the world with the remainder sta-

tioned within the United States supporting do-mestic missions, resetting rom recent deploy-ments, or preparing or an upcoming deployment.

Our Soldiers are perorming magnicently aroundthe world every day, and the roles or land orces inthis environment are becoming increasingly clear.

First, the Army must prevail in protracted coun-ter-insurgency (COIN) operations. Not onlymust we prevail in our current missions in Iraq,

Aghanistan, and the Philippines, we must be pre-pared to prevail in any uture COIN operation.

Second, the Army must engage to help other na-tions build capacity and to assure our riends andallies. Trough security orce assistance, we canincrease the capacity o other nations military andpolice to uphold the rule o law, ensure domestic


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order, and deny sanctuary to terrorists therebyhelping avoid uture conicts that might oth-erwise develop. American Soldiers are currentlydeployed to Central America and the Balkans,building the capacity o indigenous security orces.Additionally, the Army has established an ArmyService Component Command or U.S. AricaCommand to assist partner nations and humani-tarian organizations in Arica.

A third role that the Army ullls is to providesupport to civil authorities at home and abroad.In the past year alone, American Soldiers haveought res in the west, conducted search andrescue operations in the Rockies and Alaska, andassisted with tsunami relie in American Samoa,in support o civil authorities. Te Army has also

provided a sizeable orce to support the relie e-orts in Haiti ollowing the catastrophic earth-quake that destroyed its capital. Army units romboth the active and reserve components remainprepared to react to a variety o crises as conse-quence management and response orces. TeU.S. Army Corps o Engineers is a lead organiza-tion in providing DoD support to civil authoritiesor disaster relie at home and engineering support

to the United States Agency or International De-velopment (USAID) overseas. Abroad, the Armyhas also supported civil authorities in many ways,such as sending Agribusiness Development eamsrom the Army National Guard to Aghanistan.

Finally, the Army must deter and deeat hybridthreats and hostile state actors. As an Army, we

EUROPE37,300 SOLDIERS

GUANTANAMO740 SOLDIERS

CENTRAL AMERICA270 SOLDIERS

HOMELAND SECURITY

3,530 SOLDIERS

SOUTH KOREA17,840 SOLDIERS

PHILIPPINES230 SOLDIERS

OTHER OPERATIONS& EXERCISES

3,140 SOLDIERS

ALASKA12,685 SOLDIERS

SINAI675 SOLDIERS

BALKANS1,450 SOLDIERS

HORN OF AFRICA1,125 SOLDIERS

AFGHANISTAN48,150 SOLDIERS

IRAQ

85,250 SOLDIERS

KUWAIT8,320 SOLDIERS

QATAR1,145 SOLDIERS

255,000 SOLDIERS DEPLOYED IN NEARLY 80 COUNTRIES OVERSEAS

HAITI4,980 SOLDIERS


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recognize that we must remain prepared to meetand deeat hostile state actors that threaten our na-tional security. But we recognize that the probabil-ity o acing a nation that will challenge Americasmilitary head-on is lower than it was during the

Cold War and other periods in our history. Ourreadiness and capability to conront near-peercompetitors also deters war by raising the stakes ornation-state and hybrid actors who would threat-en our security interests. o meet these threats,Army units continue to participate in Joint andinternational training exercises around the world,ensuring that military skills and cooperative part-nerships remain strong. Te Army continues toposition orces in Korea and at various missile de-ense sites in order to discourage actors who seekto disrupt regional stability and security.

Two Critical Challenges

Te Army has operated at a demanding pace orthe last eight years, and while it has met each chal-lenge, the strain has placed the Army out o bal-

ance. Demand or Army orces continues to exceedthe sustainable supply. Against that backdrop, theArmy continues to meet the wartime requirementso our Nation while it addresses the two majorchallenges acing our orce restoring balanceand setting conditions or the uture. In 2007,we established a our-year plan to restore balanceto an Army that had experienced the cumulativeefects o years o conict. Te FY 11 budget sup-ports the nal year in that plan. As we continue torestore balance to the orce, we are also setting the

conditions or the Army o the 21st Century - an


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Army that ullls our strategic role as an integralpart o our Joint Force.

Restoring Balance: The Armys

Four Imperatives

With the help o Congress, we have made signi-cant progress over the past three years in our planto restore balance a plan ounded on our im-peratives. Yet today the Army remains out o bal-ance. Weve improved our ability to sustain theArmys Soldiers, Families, and Civilians; prepareorces or success in the current conict; resetre-turning units to rebuild the readiness consumed inoperations and to prepare or uture deploymentsand contingencies; and transorm to meet thedemands o the 21st Century. As a result o thisprogress we now are in a better position to achievebalance than we were two years ago. Critical tothis was the growth in the size o the Army.

Te security agreement with Iraq that transerredsecurity in urban areas to Iraqis was a momen-

tous and welcomed accomplishment. Te hardwork and sacrice o our Soldiers with the sup-port o Congress helped make this achievementpossible and set the conditions or our responsi-ble drawdown o combat orces in Iraq this year.Coupled with our growth, the drawdown in Iraqallowed or our increased commitment o orces toAghanistan to stem the rising violence, and dis-rupt, dismantle, and deeat al-Qaeda while revers-ing the momentum o the aliban insurgency.However, the campaigns in Iraq and Aghanistancontinue to create demands that have our Armyoperating beyond sustainable capacity. In act, in2009 more Soldiers were deployed in Iraq and

Aghanistan combined than during the height othe Iraq surge.

Presently, and or the short term, we lack sucientstrategic exibility, and we continue to accumulaterisk. We continue to stress our Soldiers, Families,Civilians, equipment, and institutional systems,so our eforts to restore balance must not waiver.


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Sustain

Sustaining our all-volunteer orce is our rstimperative. Nowhere is the stress on our orcemore proound than in the toll it takes on our

people, as is tragically evident in the rising num-ber o suicides and increasing need or counselingamong our Soldiers and Families. We are aggres-sively addressing the causes o stress on individu-als resulting rom the cumulative efects o mul-tiple deployments, and seeking to build resiliencein Soldiers, Families, and Civilians. Te Army iscommitted to ensuring that the quality o lie othose who serve the Nation is commensurate withthe quality o their service.

Goals

o sustain the orce, the Army continues to pursueour major goals. Our rst goal is to Recruit andRetain quality Soldiers and Civilians dedicated toservice to the Nation. Next, we are committed tournishing the best Care, Support, and Servicesor Soldiers, Families, and Civilians by improvingquality o lie through meaningul initiatives suchas the Army Family Action Plan, the Army FamilyCovenant, Army Community Covenants, and the

Comprehensive Soldier Fitness Program. It is oursolemn obligation to provide world-class WarriorCare and ransition to our wounded, ill, and in-jured Warriors through properly led and resourcedWarrior ransition Units. Finally, by Supporting

the Families o our Fallen Comrades we honortheir service and sacrice.

Progress and Accomplishments

The Army met 104% o its recruiting goals or2009 and achieved both numeric goals andquality benchmarks or new recruits.

All components exceeded 105% o theirreenlistment goals.

We reduced o-duty atalities by 20%, toinclude a 15% reduction in overall privately-owned-vehicle atalities and 37% reductionin motorcycle atalities.

In collaboration with the National Institute oMental Health, the Army began a seminalstudy into suicide prevention that will inorm

the Army Suicide Prevention Program andsocietys approach to suicide.

We began instituting Comprehensive SoldierFitness an all-inclusive approach to emo-tional, social, spiritual, amily, and physical t-ness as the oundation to building resiliencywithin the Army.

We initiated an unprecedented series oconstruction projects at ve major hospitalsas part o our commitment to modernizeour healthcare system.

The Army established the Warrior Transi-tion Command and reorganized WarriorTransition Brigades to provide centralizedsupport, rehabilitation, and individualizedtransition planning to our recovering Warriors.


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delivered the rst MRAP All-Terrain Vehicles(M-ATVs) to Aghanistan just 15 monthsater identiying the need or that capability.As o the beginning o February, we have pro-

vided nearly 800 M-ATVs to Aghanistan. This year, we successully manned,

trained, equipped, and deployed 67brigade equivalents.

The Army exceeded feet readiness o 90%or ground equipment, to include MRAPs,and 75% or aviation.

We established the Army Training Network(ATN) - a 21st Century approach to Army

training. This revolution in training knowledgeaccess is now providing a one-stop portal toshare training best practices, solutions, andproducts across the Army.

The Army increased its employment o bio-metric technologies enabling the Army to bet-ter identiy the enemy among the populace.

FY 11 Budget Highlights

Funds permanent, active component endstrength at 547,400; Army Reserve at205,000; and National Guard at 358,200in the base budget and supports a 22,000temporary increase in the active componentthrough the Overseas Contingency Opera-tions (OCO) request.

Procures and upgrades the Armys UH-60

Black Hawk, CH-47 Chinook, and AH-64Apache helicopters, which are vital to opera-tions in Aghanistan and Iraq.

Provides over $1 billion or fight crewtraining in all components to und fyinghours, maintenance, uel, aireld operations,and specialized skill training.

most critical resource the Soldier. Finally, wemust transorm the Army to a rotational model Army Force Generation (ARFORGEN) the coreprocess or generating trained, ready, and cohesiveunits on a sustained and rotational basis to meet

current and uture strategic demands


We began the phase-out o stop-loss, start-ing with the Army Reserve in August 2009 and

the Army National Guard in September 2009,and ollowed by the Active Army in January2010. Today, no mobilizing or deploying unitshave stop-loss Soldiers in their ranks.

The orce achieved its Grow the Armyend strength goal o 1.1 million in 2009. Theactive component continues to grow towardits additional authorized Temporary EndStrength in order to improve unit manningwithin the already existing Army structure as

we eliminate stop-loss.

Fiteen-month tours eectively ended inNovember 2009, when the last Soldiers onthose extended deployments returned.

We completed elding nearly 12,000 MineResistant Ambush Protected (MRAP)vehicles in Iraq and Aghanistan and


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Reset

With the pace o continuous combat operations intwo wars or the past eight years, we are consum-ing our readiness as ast as we can build it. Reset

restores returning units their Soldiers, Families,and equipment - to a level o readiness necessaryor uture missions.

Goals

Our Reset plans include our goals. Our efortsto Revitalize Soldiers and Families seek to rees-tablish and strengthen relationships ollowing de-ployments. Te Armys comprehensive eforts toRepair, Replace, and Recapitalize Equipment a-

ected by the harsh environments o the war areessential to resetting units. In particular, achiev-ing responsible drawdown in Iraq while increas-ing our commitment o orces and equipment toAghanistan will require an unprecedented resetefort. Te Army must Retrain Soldiers, Leaders,and Units to build critical skills necessary to oper-ate across the spectrum o conict in the current se-curity environment. Lastly, we are identiying andapplying the lessons learned rom the Reset PilotProgram that was designed to improve the eciency

and efectiveness o the Reset process. Army Resetis a necessary process that must continue not onlyas long as we have orces deployed, but an addition-al two to three years ater major deployments end.


The Army completed the reset o 29 brigadesworth o equipment in FY 09 and contin-

ued the reset o 13 more. In total, we havereset more than 98,000 pieces o equip-ment as depot production has doubled sinceSeptember 11, 2001.

We began executing a responsible draw-down in Iraq which will redistribute, transer,or dispose o 3.4 million pieces o equipment;

redeploy 143,000 military and Civilian person-nel, and 147,000 contractors; close 22 supplysupport activities; and consume or dispose oover 21,000 short tons o supplies.

In 2009, more than 160,000 Soldiersand Family members participated in over2,600 Strong Bonds events designed tostrengthen Army Families.

The Army continues to revise its approachto training by emphasizing doing ewer tasksbetter, making judicious use o eld time, andmaximizing the use o mobile training teamsand distributed learning.

We completed our Reset Pilot Program andwill begin instituting the ull Reset modelacross the Army in 2010.

The Army ostered partnerships by ex-ecuting more than $24 billion in neworeign military sales.


Provides $10.8 billion to reset Army equip-ment through the Overseas ContingencyOperations (OCO) request.

Supports training and sustainment o Armyorces to include individual skills and leadertraining; combined arms training toward ullspectrum operations; and adaptable, phasedtraining based on the ARFORGEN process.

Transorm

Since 2004, the Army has been transormingour orce to provide the combatant command-ers tailored, strategically responsive orces thatcan dominate across the spectrum o conict.ransormation is a continuous process that setsthe conditions or success against both near-termand uture enemies.


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Goals

Our goals or transormation include continuedModular Reorganization to standardize our or-mations to create a more deployable, adaptable,and versatile orce. We will accelerate elding o

Advanced echnologies to ensure our Soldiersretain their technological edge. Te Army willOperationalize the Reserve Components by sys-tematically building and sustaining readinesswhile increasing predictability or these Soldiers,Families, employers, and communities.

Completing the requirements o the BaseRealignment and Closure (BRAC) statutesis central to Restationing Forces. Soldier andLeader Development will ensure that we pro-

duce the next generation o agile and adaptivemilitary and Civilian leaders who are supremelycompetent in their core prociencies and su-ciently broad enough to operate efectively inthe Joint, interagency, intergovernmental, andmulti-national environments.

Progress and AccomplishmentsThe Army is 88% complete on the modular con-

version o its brigades. The FY 11 budget willsupport the near completion o this process.

The Army consolidated existing aviationorce structure to create a 12th activecomponent combat aviation brigade (CAB)

orming an additional deployable CAB with-out adding orce structure.

The Army activated the 162nd InantryBrigade at Ft. Polk, Louisiana, providing a

dedicated and enduring capability to preparecombat advisors to train and build capacityin oreign security orces. Trainers rom thebrigade are now deployed to Aghanistan toassist with the training and development othe Aghan Security Forces.

The Army developed a new incrementalcapability package approach to moderniza-tion which will allow technologically mature,Soldier-tested, proven technologies to be

prioritized, bundled in time, and elded to theorce more quickly than ever beore.

We provided combatant commanders withdedicated, regionally based network opera-tions support, and integrated cyber secu-rity capability in the orm o Theater NetworkOperations and Security Centers, uniquewithin the Department o Deense.

This past year, the Army closed threeactive installations and ve U.S. Army ReserveCenters and is on course to complete BRACin FY 11. To date, we have awarded 265major military construction projects, o which59 are complete.

The Army built a Leader DevelopmentStrategy that balances experience, greateropportunities or proessional education, andtraining in ull spectrum operations.


Invests nearly $3.2 billion in BCT moderniza-tion programs that include procurement o therst incremental changes packages or InantryBCTs and additional research, development,testing, and evaluation unding or subsequent


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spectrum o conict. Our modular heavy, Stryker,and light brigades provide aversatile mixo orcesthat can be combined to provide multi-purposecapabilities, and sucient capacity to accomplisha broad range o tasks rom peacetime engagementto major combat operations.

Our modular units are designed to betailorable. Brigades now have capabilities previ-ously ound at division level and higher. Tese bri-gades can be tailored or specic missions and com-bined with support units and key enablers such asISR, communications, civil afairs, psychologicaloperations, public afairs capabilities, and expand-ed logistics support, to accomplish a wide varietyo missions and increase the land options availableto combatant commanders.

Te network is essential to a 21st Century Army.Networked organizations improve the situation-al awareness and understanding leaders need toact decisively at all points along the spectrum oconict, while providing connectivity down to theindividual Soldier. Te network allows dispersedArmy organizations to plan and operate together,and provides connectivity to Joint, combined,and interagency assets. o support this objective,the Army will use the Global Network EnterpriseConstruct (GNEC) as our strategy to transormLandWarNet to a centralized, more secure, op-erationalized, and sustainable network capable osupporting an expeditionary Army.

o provide a sustained ow o trained and readyorces at a tempo sustainable or our all-volunteerorce, we will put the whole Army under a rota-tional model ARFORGEN.

Te ARFORGEN process includes three orce

poolsReset, rain-Ready, and Available. Eacho the three orce pools contains a versatile orcepackage, available at varying time intervals basedon its readiness level. Each orce pool consists oan operational headquarters (a corps), ve divisionheadquarters (o which one or two are NationalGuard), twenty brigade combat teams (three orour are National Guard), and 90,000 enablers

change packages as well as initial develop-ment o the Ground Combat Vehicle (GCV).

Provides unds to begin equipping a 13thCombat Aviation Brigade.

Supports the increase in ISR platorms toinclude the Raven, Shadow, and ExtendedRange/Multi-Purpose unmanned aerial vehi-cles (UAVs) and the Extended Medium AltitudeReconnaissance and Surveillance System.

Setting Conditions or the Future

21st Century Army

Te second critical challenge acing the Army issetting the conditions or the uture through acontinuous process o transormation. We mustensure that our Nation has the capability andrange o military options to meet the evolvingchallenges we ace in the 21st Century.

Versatility is the central organizing principle o abalanced Army. It enables our orces and institu-tions to efectively execute operations across the

We need an Army that is a versa-

tile mix o tailorable and networked

organizations, operating on a

rotational cycle, to provide a

sustained fow o trained and ready

orces or ull spectrum operations

and to hedge against unexpected

contingencies at a tempo that

is predictable and sustainable or

our all-volunteer orce.

We need an Army that is a versa-

tile mix o tailorable and networked

organizations, operating on a

rotational cycle, to provide a

sustained fow o trained and ready

orces or ull spectrum operations

and to hedge against unexpected

contingencies at a tempo that

is predictable and sustainable or

our all-volunteer orce.


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(about hal o those are Guard and Reserve). Eachwill be capable o ull spectrum operations once we reach a steady-state, ratio o time deployed(known as boots on the ground or BOG) to

time at home (dwell) o 1:2 (BOG:dwell) oractive component orces and 1:4 or reserve com-ponent orces. Tis versatile mix o land orcescould sustain operations in Iraq and Aghanistan.At lower demand levels, a sustainable BOG:dwellratio o 1:3 or active component orces and 1:5or reserve component orces provides ready, glob-al reaction orces and regionally-oriented orcesor engagement in support o Teater SecurityCooperation Programs. Tis process also allowsstrategic exibility to surge in response to unex-

pected contingencies across the spectrum o con-ict, and provides operational depth with moreorces available or longer commitment times.

Te increased demands o our combatant com-manders, coupled with the size o our active com-ponent (AC) orce, require that we continue tointegrate reserve component (RC) orces as parto our operational orce. Continued and routineaccess to our RC orces is essential to sustainingcurrent operations, and is improving the overall

operational experience and quality o our RC orc-es. Additionally, sucient Army National Guard(ARNG) orces must be ready and immediatelyavailable to their state and territorial authoritiesto respond to domestic crises. We are building anintegrated Army in which our RC orces are in-cluded in the rotational cycle, but at a deploymentrate o about hal that o their AC counterparts.

Te ARFORGEN process increases predictabilityor Soldiers, Families, employers, and communi-

ties, and enables our RC to remain an integralelement o the operational orce while providingthe Nation with the strategic depth (i.e. thosenon-deployed units which are two to three yearsrom commitment) and operational exibilityto meet unexpected contingencies.

Te Army has undergone signicant changes inrecent years, and we must continue to change inorder to keep pace with an environment o un-certainty and complexity in this era o persistent

conict. Te same requirements that drive the im-perative to change also drive our modernizationeforts and need or institutional adaptation.

Realizing Change

o become the Army the Nation needs inthe second decade o the 21st Century, we aretransorming the Army and prioritizing programsand eforts that show the most promise or todayand tomorrow. Similarly, we are transormingbusiness processes across the Army, includinghow we identiy requirements, acquire, and pro-vide materiel capabilities to our Soldiers, and how we adapt our institutions to align with theARFORGEN process.

On April 6, 2009, Secretary Gates announcedhis adjustments to the deense program as parto the Presidents budget proposal or Fiscal Year2010. Te Secretarys decisions had an immedi-ate and major impact on our FCS-centric Armymodernization efort. He terminated the MannedGround Vehicle (MGV) portion o FCS, direct-ing that we reevaluate the requirements, tech-nology, and approach and then re-launch the Armys vehicle modernization program. Heurther directed the Army to accelerate the ini-tial increment o the program to spin out tech-nology enhancements to all combat brigades, andretain and deliver sotware and network develop-ment program in increments, and incorporateMRAP into our orce structure. Secretary Gates

intent or these bold adjustments was clear tobetter reect the lessons that we were learningrom ongoing operations and better posture Armyorces or a broader range o uture challenges.

o ully implement the Secretary o Deensesdirection, the Army has developed a compre-hensive plan. We reer to this new program


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as the Armys Brigade Combat eamModernization Plan, which is a subset o ouroverall Army Modernization Strategy.

BCT Modernization

We will leverage the lessons learned rom the lasteight years to provide efective and afordableequipment now, while reducing the time it takesto develop and eld new and updated materielsolutions. BC Modernization includes our el-ements: modernizing the network over time totake advantage o technology upgrades, while si-multaneously expanding it to cover ever increas-

ing portions o the orce; incorporating MRAPsinto our orce; rapidly developing and eldinga new Ground Combat Vehicle that meets therequirements o the 21st Century Army; andincrementally elding Capability Packages thatbest meet the needs o Soldiers and units as theytrain and then deploy.

Army Network

Central to the Armys modernization eforts is

an enhanced and interoperable communicationnetwork that gives the Army a decisive advantageacross the spectrum o conict. Te network sup-ports leaders in making timely, inormed deci-sions, and supports organizational agility, lethality,and sustainability. It allows our Soldiers to knowwhere the enemy is, where other riendly orcesand civilian populations are, and what weaponsystems are available or them at any given time.Te network links Soldiers on the battleeld withspace-based and aerial sensors, robots, and com-mand posts providing unprecedented situationalawareness and control and enabling the applicationo precise lethal res on the modern battleeld.

Maintaining our technological advantage is aconstant challenge. Te Armys battle commandnetwork must be continuously upgraded to


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ensure security and provide improved capability,capacity, connectivity and operational efective-ness. Te Warghter Inormation Network (ac-tical) (WIN-) is designed to extend the net-work ultimately to the company level or BCsand provide real-time inormation, such as highdenition imagery, rom surveillance sources.Te Joint actical Radio System (JRS) was bornJoint with the specic requirement to resolve radiointeroperability among the services. It will provideSoldiers at the tactical level with connectivity atextended ranges, including voice, data, and video,

enabling them to move inormation rom platoonto higher-level command posts in complex terrain(including urban and mountainous areas).

MRAP Strategy

In response to deadly IEDs in Iraq andAghanistan, the Nation made a tremendous in-vestment in elding MRAPs that have saved livesby providing signicantly improved protectionor our Soldiers. Te Army is incorporating thesevehicles throughout its unit ormations. Addi-tionally, we used the basic design o the MRAPas the oundation or the M-AV, modiying itor the mountainous terrain ound in Aghanistanand other regions around the world. Te MRAP

amily o vehicles provides the versatility our orc-es need to rapidly move around the battleeld,particularly in an IED environment, with the bestprotection we can provide.

Ground Combat Vehicle

Combining the lessons learned rom the surviv-ability o the MRAP, the tactical mobility o theBradley Fighting Vehicle, and the operationalmobility o the Stryker, the Army is developing

a Ground Combat Vehicle (GCV) that possessesall o these qualities. Providing Soldiers protectedmobility is our top design criteria. Te rst combatvehicle designed rom the ground up to operatein an IED environment, the GCV will have en-hanced mobility that will allow it to operate efec-tively in both urban and of-road environments. Itwill be designed to host the Armys network. Andperhaps most importantly, it will have the capacityavailable to accept uture upgrades incrementallyas technologies mature and threats change.

Te GCV will be versatile enough to support ourexpeditionary requirements and be capable o car-rying an inantry squad. It will combine sustain-ability eatures that match the availability rates othe Stryker while consuming less uel than currentvehicles o similar weight and power. Te pace ochange and the operational environment demand


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an expedited acquisition timeline, so the Army ispursuing a GCV program timeline that providesthe rst production vehicles in seven years.

Capability Packages

Capability packages provide the Army a regular,timely process to enable our deployable units withthe latest materiel and non-materiel solutionsbased on the evolving challenges o the operatingenvironment. Te best available capabilities willgo to the Soldiers who need them most, based onthe threats they are likely to ace. Tese bundleso capabilities will include materiel, doctrine, or-ganization, and training to ll the highest priorityrequirements and mitigate risk or Soldiers. Tis

incremental packaging approach will enable lead-ers to make timely, resource-inormed decisions,and will help ensure that we provide the bestavailable technologies to ulll urgent needs toSoldiers in the ght all driven by the cyclic readi-ness produced by ARFORGEN. Tese capabilitypackages will upgrade our units as they prepare todeploy by providing them improved capabilitiessuch as precision res and advanced Intelligence,Surveillance and Reconnaissance (ISR).

The Army Modernization Strategy

Te Armys Brigade Combat eam Moderniza-tion Plan is a key element o our overall ArmyModernization Strategy. Te Army Moderniza-tion Strategy reects our overarching vision ohow we will achieve our ends, which is to:

Develop and eld an afordable and interoperablemix o the best equipment available to allow Soldiersand units to succeed in both todays and tomorrows

ull spectrum military operations.

TeArmy Modernization Strategyrelies on threeinterrelated lines o efort:

1) Develop and feld new capabilities to meetidentifed capability gaps through traditionalor rapid acquisition processes. In support o this

Line o Efort in FY 11 we have requested $934million to develop the Armys new Ground Com-bat Vehicle (GCV), which will overcome criticalcapability gaps in both current and uture opera-tions. It is envisioned to have the tactical mobilityo a Bradley, the operational mobility o a Stryker,and the protection o an MRAP. We are also re-questing $459 million to procure the ExtendedRange Multi-Purpose Unmanned Aerial Vehicle.Tis extraordinarily capable platorm, which isalready making a diference in Operation En-during Freedom, gives commanders longer dwellISR capabilities across a joint area o operations.

2) Continuously modernize equipment to meetcurrent and uture capability needs throughupgrade, replacement, recapitalization, reur-bishment, and technology insertions. Army e-orts in this Line o Efort include our request or$887 million or the procurement o 16 Block IIIAH-64 Apache Helicopters, as well as the upgradeo 13 AH-64 Helicopters to Block II. Block IIIApache is part o a long-term efort to improvesituational awareness, perormance, reliability,and sustainment o the Apache. Block II upgradescontinue our commitment to modernize the Army

National Guard Aviation Fleet. Additionally, inthis line o efort, we have requested $505 millionto upgrade Shadow RQ-7 UAVs. Tis key upgradewill increase the payload capacity and enhance theperormance o this key ISR asset or our BCCommanders.

3) Meet continuously evolving orce require-ments in the current operational environmentby felding and distributing capabilities in ac-cordance with the Army Resource Priorities List

(ARPL) and Army Force Generation (ARFOR-GEN) Model. Meeting the constantly evolvingneeds o theater commanders and the demandso persistent conict will require unprecedentedagility in our equipping and modernization pro-grams. One example o this agility can be oundin our Kiowa Warrior eet. We are currentlymaneuvering our eet o OH-58D Kiowa Warrior


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Americas Army -The Strength o the Nation

Te proessionalism, dedicated service, and sacri-

ce o our all-volunteer orce are hallmarks o theArmy the Strength o our Nation.

Our Soldiers and their Families quietly bear theburdens o a Nation at war. Our Civilians standwith them, dedicated to the Nation and the Armythat serves it. Despite the toll that eight years ocombat has taken, these great Americans continueto step orward to answer our Nations call. In anenvironment in which we must make hard choic-es, they deserve the very best we can ofer, com-

mensurate with their dedication and sacrice.o continue to ulll our vital role or the Nation,the Army must sustain its eforts to restore bal-ance and set conditions or the uture. We havemade signicant progress this year, but challengesremain. Te continued support o Congress willensure that the Army remains manned, trained,and equipped to protect our national security in-terests at home and abroad, now and in the uture.Americas Army the Strength o the Nation.


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ADDENDUM A - Inormation Papers

360 Degree Logistics Readiness

Accelerate Army Growth

Active Component Reserve Component (ACRC)Rebalance

Aerial Delivery

Arica Command

Antiterrorism Program (AT)

Armed Forces Recreation Centers

Army Asymmetric Warare Oce (AAWO)

Army Campaign Plan or Health Promotion, RiskReduction and Suicide Prevention

Army Capstone Concept

Army Career and Alumni Program (ACAP)

Army Center o Excellence or the ProessionalMilitary Ethic

Army Community Covenant

Army Community Services (ACS) Family ReadinessPrograms

Army Community Services (ACS) Family SupportPrograms

Army Continuing Education System (ACES)

Army Corrections Systems

Army Culture and Foreign Language Strategy

Army Energy Enterprise

Army Environmental Programs

Army Equipping Strategy

Army Evaluation Task Force (AETF)

Army Family Action Plan (AFAP)

Army Family Covenant

Army Family Housing

ARFORGEN Synchronization Tool (AST)

Army Fuel and Energy

Army Gaming

Army Geospatial Enterprise (AGE)

Army Knowledge Online (AKO)

Army Leader Development Strategy (ALDS)

Army Net-Centric Data Strategy (ANCDS)

Army Onesource (AOS)

Army Power Projection Program (AP3)

Army Reserve Employer Relations (ARER)

Program

Army Reserve Voluntary Education Services

Army Reserve Voluntary Selective Continuation o

Mobilized Ocers

Army Spouse Employment Partnership (ASEP)

Program

Army Strong

Army Strong Community Centers

Army Training Concept (ATC)

Army Training Network (ATN)

Army Values


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ARNG Personnel Blast and Contaminant Tracker

ARNG Post Deployment Health Reassessment(PDHRA)

ARNG Recruit Sustainment Program

ARNG Rotary Wing and Unmanned Aircrat

ARNG Strong Bonds

ARNG Western Army Aviation Training Site

(WAATS)

Asymmetric Warare Group

Base Realignment and Closure (BRAC) Program

Basic Ocer Leadership Course Revision

Behavioral Health

Better Opportunity or Single Soldiers (BOSS)

Biometrics

Broad Career Groups

Building Partnership Capacity Through Security

Cooperation

Capabilities Development or Rapid Transition

(CDRT)

Career Intern Fellows Program

CBRNE Consequence Management Response

Force (CCMRF)

Central Issue Facility Supported RFI

Chemical Demilitarization Program

Child,Youth & School (CYS) Services

Army Volunteer Program

Army Wounded Warrior Program (AW2)

ARNG Active First Program

ARNG Agribusiness Development Team

ARNG Combat Aviation Brigade

ARNG Community Based Warrior Transition Units

(WTUs)

ARNG Conservation Initiatives

ARNG Decade o Health

ARNG Domestic All Hazard Response Team

ARNG Education Support Center

ARNG Electronic Data Warehouse

ARNG Employer Support to Guard and Reserve

ARNG Environmental Program

ARNG Exportable Combat Training Capability

(XCTC)

ARNG Fielding o Lakota LUH

ARNG General Educational Development Plus

Program

ARNG Muscatatuck Army Urban Training Center

ARNG Operational Mentorship and Liaison Teams

(OMLTs)

ARNG Operational Support Airlit Agency

ARNG Patriot Academy

ARNG Periodic Health Assessment (PHA)



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Child and Youth School Support (CYSS) Services

Child Care Program

Civil Works

Civilian Corps Creed

Civilian Education System (CES)

Civilian Functional Training

Combat Casualty Care

Combat Training Center (CTC) Program

Combating Weapons o Mass Destruction (WMD)

Common Logistics Operating Environment (CLOE)

Concept Development and Experimentation

Condition-Based Maintenance Plus (CBM+)

Construction and Demolition Recycling Program

Continuum o Service

Cost Management

Cyber Operations

Cyberspace Task Force (ODC)

Deense Integrated Military Human Resources

System (DIMHRS) transition to an IntegratedPersonnel and Pay System-Army

Deense Support To Civil Authorities (DSCA)

Deense Support to Civil Authorities Deense

Coordinating Ocer

Deployment Cycle Support

Depot Maintenance Initiatives

Distributed Common Ground System-Army

(DCGS-A)

Diversity

Document and Media Exploitation (DOMEX)

Enhanced Use Leasing

Enlistment Incentives

Enlistment Incentives Program Enhancements

Equal Opportunity (EO)

Equipment Reset

Enterprise Equipping and Reuse Conerence

Equipping the Reserve Component

Exceptional Family Member Program (EFMP)

Respite Care

Expanding Intellingence Training

Expeditionary Capabilities

Expeditionary Contracting

Family Advocacy Program (FAP)

Foreign Military Sales

Forensics

FORSCOM Mission Support Elements (MSE)

Freedom Team Salute

Future Force Integration Directorate

General Fund Enterprise Business System

Global Posture



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Military Construction (MILCON) Program

Military Construction (MILCON) Transormation

Military Family Lie Consultants (MFLCs)

Military Intelligence Rebalancing

Mine-Resistant Ambush-Protected Vehicles (MRAP)

Modular Force Conversion

Morale Welare and Recreation (MWR)

Multinational Exercises

National Security Personnel System (NSPS)

NCO Education System (NCOES)

Network Enterprise Centers and Army Processing

Centers

Ocer Education System (OES)

Ocer Retention

Pandemic Infuenza Preparation

Persistent Air and Ground Surveillance to Counter

IED

Persistent Confict

Physical Disability Evaluation System (PDES)

Post Deployment Health Reassessment (PDHRA)

Privatization o Army Lodging (PAL)

Property Accountability

Rapid Equipping Force (REF)

Real-Estate Disposal

Global Network Enterprise Construct (GNEC)

Helicopter, Black Hawk Utility

Helicopter, Chinook Heavy Lit

Helicopter, Lakota

Helicopter, Longbow Apache

Human Dimension: The Concept and

Capabilities Development

Human Terrain System (HTS)

Growing Army Human Intelligence (HUMINT)

Capabilities

Initial Military Training (IMT)

Institute or NCO Proessional Development

Interpreter/Translator Program

Irregular Warare Capabilities

Joint Tactical Radio System (JTRS)

Joint Training Counter-IED Operations Integration

Center (JTCOIC)

LANDWARNET and the Global Inormation Grid

Lean Six Sigma: Continuous Process Improvement

Initiative

Manpower Personnel Integration Program

(MANPRINT)

March 2 Success

Master Resilience Trainer Course

Medical and Dental Readiness



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Regional Hub Nodes

Rehabilitative Medicine

Residential Communities Initiative (RCI)

Rest and Recuperation (R&R) Leave Program

Restoring War Reserves

Restructuring Army Aviation

Retention Program

Retiree Pre-Tax Healthcare

Retirement Services

Retrograde

Robotics

Saety Center Online Tools and Initiatives

Saety Training

Science and Technology

Sexual Harassment Assault Response and

Prevention Program

Single Army Logistics Enterprise (SALE)

Soldier and Family Assistance Centers (SFAC) and

Warrior in Transition Units (WTU)

Soldiers Creed

Strong Bonds

Survivor Outreach Services (SOS)

Sustainability

Sustainable Range Program (SRP)

Transerability o GI Bill Benets to Spouses

Transition o the Reserve Components to anOperational Force

Traumatic Brain Injury (TBI)

Unaccompanied Personnel Housing (UPH)

Unmanned Aircrat, Raven Small System

Unmanned Aircrat, Shadow System

Unmanned Aircrat, Sky Warrior System

Utilities Privatization

Warghter Inormation Network - Tactical (WIN-T)

Warrior Ethos

Warrior in Transition

Warghters Forums (WF)

Warrior Transition Command (WTC)

Western Hemisphere Institute or Security

Cooperation (WHINSEC)

Wiki Doctrine

Youth Programs



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Assistant Secretary o the Army(Installations & Environment):

http://www.asaie.army.mil/

The Army StaPersonnel: G-1

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

Intelligence: G-2

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

Operations, Plans, and Policy: G-3/5/7(Requires CAC or AKO login)

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

Logistics: G-4

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

Inormation: CIO / G06

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

Programs: G-8This site provides inormation on material integra-tion and management.

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

Installation Management

This site provides inormation about a variety o

services and programs related to installation support

to Soldiers, their Families, and Army Civilians.http://www.acsim.army.mil/

Army Commands (ACOMs)

Army Forces Command (FORSCOM)http://www.orscom.army.mil/

Army Materiel Command (AMC)

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

Headquarters, Department o the Armyand other Commands

This site has links or inormation regarding the

Headquarters o the Department o the Army(HQDA), Army Command Structure, Army Ser-

vice Component Commands (ASCC), and Direct

Reporting Units (DRU).

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

The Army WebpageThis 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, eatures, imagery, and reerences.

http://www.army.mil/

The Army Modernization StrategyTo be published

The Army Posture StatementThis site provides access to archived

Army Posture Statements rom 1997 to 2009.

http://www.army.mil/aps

The Army SecretariatAssistant Secretary o the Army(Manpower & Reserve Aairs):

http://www.asamra.army.mil/

Assistant Secretary o the Army(Civil Works):

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

Assistant Secretary o the (ArmyAcquisition, Logistics & Technology):

https://www.alt.army.mil/

Assistant Secretary o the Army(Financial Management & Comptroller):

http://www.asam.army.mil/

ADDENDUM B - Websites


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Army Training and Doctrine Command(TRADOC)

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

Reserve Components

Army Reserve

http://www.armyreserve.army.mil

Army National Guard

http:www.arng.army.mil

Other inormative websites

Army Wounded Warrior Program

This site provides inormation on the Armys

Wounded Warrior Program which provides support

to severely wounded Soldiers and their Families.

https://www.aw2.army.mil

Army One Source

This site serves as an entry point to the Army

Integrated Family Network and Army OneSource.http://www.myarmylietoo.com

ADDENDUM B - Websites


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ADDENDUM C - Acronyms

AC Active Component

ACOM Army Command

ACP Army Campaign Plan

AETF Army Evaluation Task Force

ARFORGEN Army Force Generation

AFRICOM Arica Command

AMAP Army Medical Action Plan

AMC Army Material Command

APS 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 Warare Group

AWO Asymmetric Warare Oce

AW2 Army Wounded Warrior Program

BCT Brigade Combat Team

BCTP Battle Command Training

Program

BOLC Basic Ocer 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

CMO Chie Management Ocer

CMTC Combat Maneuver Training

Center

COCOM Combatant Command

COE Center o Excellence; Common

Operating Environment;

Contemporary Operating

Environment

COIN Counterinsurgency

COTS Commercial O-The-Shel

CS Combat Support

CSS Combat Service Support

CT Counter Terrorism


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CTC Combat Training Center

DA Department o the Army

DAPAM Department o the Army

Pamphlet

DCGS-A Distributed Common Ground

System-Army

DMDC Deense Manpower Data Center

DoD Department o Deense

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

Deense

GCSS-A Global Combat Service Support-

Army

GDPR Global Deense 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 Inantry Brigade Combat Team

IED Improvised Explosive Device

ISR Intelligence, Surveillance, and

Reconnaissance

IT Inormation Technology

JIEDDO Joint Improvised Explosive Device

Deeat 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


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MRAP Mine-Resistant, Ambush-

Protected

MRE Mission Readiness Exercise

MRX Mission Rehearsal Exercise

MTOE Modied Table o Organization

and Equipment

MTT Mobile Training Teams

NBC Nuclear, Biological, Chemical

NEPA National Environmental Protection

Act

NET New Equipment Training

NCO Noncommissioned Ocer

NDAA National Deense Authorization

Act

NDS National Deense Strategy

NLOS-C Non Line o Sight-Cannon

NMS National Military Strategy

NSPS National Security Personnel

System

NSS National Security Strategy

NTC National Training Center

OBT Oce o Business Transormation

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 Deense Review

QOL Quality o Lie

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


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TDA Table o Distribution and

Allowances

TRADOC Training and Doctrine Command

TTP Tactics, Techniques, and

Procedures

UAH Up-Armored HMMWV

UAS Unmanned Aircrat System

UAV Unmanned Aerial Vehicle

UGV Unmanned Ground Vehicle

USAID United States Agency or

International Development

USAR United States Army Reserve

VBIED Vehicle Borne Improvised

Explosive Device

WMD Weapons o Mass Destruction

WO Warrant Ocer

WTBD Warrior Tasks and Battle Drills

WTU Warrior Transition Units


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Americas Army:the strength of the nationthe strength of the nationthe strength of the nation

TM


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I AM AN AMERICAN SOLDIER.

I am a Warrior and a member o a team.

I serve the people o 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 profcient in my Warrior tasks and drills.

I always maintain my arms, my equipment and mysel.

I am an expert and I am a proessional.

I stand ready to deploy, engage and destroy the enemieso the United States o America in close combat.

I am a guardian o reedom and the American way o lie.

I AM AN AMERICAN SOLDIER.

2010 Army Posture Statement

Documents

Transcript of 2010 Army Posture Statement