ii - Association of the United States Army · Foreword v Foreword Throughout its 239 years, the...

ii Profile of the U.S. Army 2014/2015

Compiled by AUSA’s Institute of Land Warfare

Research and writing Ellen Turner

Editing Sandra J. Daugherty

Graphics and design Kevin Irwin

Technical support Master Print, Inc.

Photographs courtesy of the United States Army and the Department of Defense.

© 2014 by The Association of the United States Army

All rights reserved.

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Profile of the U.S. Army 2014/2015 is also available online at http://www.ausa.org/publications/ilw/DigitalPublications/Documents/Profile2014/index.html.

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iiiTable of Contents

Table of ContentsGraphics in italics

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .v

Chapter 1: National Defense . . . . . . . . .1Civilian Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Constitutional Authority . . . . . . . . . . . . . . . . . . . . . . . . . . 1Department of Defense . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Department of Defense . . . . . . . . . . . . . . . . . . . . . . . 2–3Military Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Military Departments . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Joint Chiefs of Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Joint Chiefs of Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Unified Commands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Unified Commands and Their Army Components . . . . . . 4National Security Strategy . . . . . . . . . . . . . . . . . . . . . . . . 4Defense Guidance of 2012 . . . . . . . . . . . . . . . . . . . . . . . . 5National Military Strategy . . . . . . . . . . . . . . . . . . . . . . . . 6National Military Missions . . . . . . . . . . . . . . . . . . . . . . . . 7

Chapter 2: Land Component . . . . . . . . .9An American Heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Mission of the Army . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Department of the Army. . . . . . . . . . . . . . . . . . . . . . . . . 10 Chief of Staff, Army . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Department of the Army. . . . . . . . . . . . . . . . . . . . . . . . 10 Sergeant Major of the Army. . . . . . . . . . . . . . . . . . . . . .11Army Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Reserve Component . . . . . . . . . . . . . . . . . . . . . . . . . . .12The Army National Guard . . . . . . . . . . . . . . . . . . . . . . . . .12 Where We Are Today . . . . . . . . . . . . . . . . . . . . . . . . . . .13 The National Guard Bureau . . . . . . . . . . . . . . . . . . . . . .13 Army National Guard Chain of Command . . . . . . . . . . . 14 State Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Federal Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15The Army Reserve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Where We Are Today . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Part of the Total Force . . . . . . . . . . . . . . . . . . . . . . . . . .17 The Army Reserve in the War on Terrorism . . . . . . . . . 18Army Civilian Corps . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Army Civilian Corps Creed . . . . . . . . . . . . . . . . . . . . . . 18

Chapter 3: Army Organization . . . . . .21The Force for Decisive Action . . . . . . . . . . . . . . . . . . . . 21Overarching Organization. . . . . . . . . . . . . . . . . . . . . . . . 21The Army Command Structure. . . . . . . . . . . . . . . . . . . . 22The Army Modular Force . . . . . . . . . . . . . . . . . . . . . . . . 22 Fire Team and Crew . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Squad/Section. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Platoon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Company/Battery/Troop . . . . . . . . . . . . . . . . . . . . . . . 23 Battalion/Squadron . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 The Modular Force. . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Regiment/Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Unit Symbols . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Brigade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Corps and Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Army . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Brigade Combat Teams . . . . . . . . . . . . . . . . . . . . . . . . 25Stationing the Army . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Army Force Generation . . . . . . . . . . . . . . . . . . . . . . . . . 26Army Modernization . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Department of Defense Budget Process . . . . . . . . . . . . 29

Chapter 4: The Soldier . . . . . . . . . . . .31Army Strong . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Army Oath. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Enlisted Oath . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Officer Oath. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Army Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31The Soldier’s Creed . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 The Soldier’s Creed . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Rank and Promotions . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Commissioned Officers . . . . . . . . . . . . . . . . . . . . . . . . 32 Rank Insignia. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Warrant Officers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Warrant Officer’s Creed . . . . . . . . . . . . . . . . . . . . . . 34 Enlisted Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 The NCO Creed . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Institutional Training . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Unit Tactical Training . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Branch Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Soldier as a System . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Army Endstrength by Component . . . . . . . . . . . . . . . . . . . 37Endstrength . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Recruiting and Retention . . . . . . . . . . . . . . . . . . . . . . . . 37

Chapter 5: The Uniform . . . . . . . . . . .39The Army Uniform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39The Army Combat Uniform and Flame-Resistant Army Combat Uniform . . . . . . . . . . . . . . . . . . . . . . . . . 39 The Army Uniform–Permethrin . . . . . . . . . . . . . . . . . . 39 The Army Combat Uniform–Alternate . . . . . . . . . . . . . 39 The Operation Enduring Freedom Camouflage Pattern. . . . . . . . . . . . . . . . . . . . . . . . . . 39 The Operational Camouflage Pattern . . . . . . . . . . . . . . 39The Army Service Uniform . . . . . . . . . . . . . . . . . . . . . . . 39Army Combat Uniform (ACU) . . . . . . . . . . . . . . . . . . . . . . 40Army Service Uniform (ASU) . . . . . . . . . . . . . . . . . . . . . . . 41Branch Insignia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Badges and Tabs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Ribbons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

iv Profile of the U.S. Army 2014/2015

Chapter 6: The Army on Point . . . . . .47On the Front Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Permanent Overseas Basing . . . . . . . . . . . . . . . . . . . . . 47 Europe. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 United States Army Global Commitments . . . . . . . . 48–49 South Korea . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Qatar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Worldwide Operations . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Afghanistan and Elsewhere: Operation Enduring Freedom . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Cuba: Joint Task Force Guantánamo . . . . . . . . . . . . . . 50 Djibouti: Combined Joint Task Force–Horn of Africa . . 50 Honduras: Joint Task Force–Bravo . . . . . . . . . . . . . . . 50 Kosovo: Multinational Task Force East/ Operation Joint Guardian. . . . . . . . . . . . . . . . . . . . . . 51 Sinai Peninsula: Multinational Force and Observers . . . 51 United States: Operation Noble Eagle . . . . . . . . . . . . . 51

Chapter 7: Army Families . . . . . . . . . .53Heroes at Home . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 The Army Family Covenant . . . . . . . . . . . . . . . . . . . . . 53Family Readiness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Army Family and Morale, Welfare and Recreation (FMWR) . . . . . . . . . . . . . . . . . . . . . . . . . . . 54Army Integrated Family Support Services . . . . . . . . . . . 54Army Community Service. . . . . . . . . . . . . . . . . . . . . . . . 54 Army Family Action Plan . . . . . . . . . . . . . . . . . . . . . . . 54 Army Family Team Building . . . . . . . . . . . . . . . . . . . . . 54 Deployment Readiness . . . . . . . . . . . . . . . . . . . . . . . . 55 Exceptional Family Member Program. . . . . . . . . . . . . . 55 Employment Readiness . . . . . . . . . . . . . . . . . . . . . . . . 55 Army Spouse Employment Program. . . . . . . . . . . . . . . 55 Family Advocacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Financial Readiness. . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Relocation Readiness . . . . . . . . . . . . . . . . . . . . . . . . . 55 Army Volunteer Corps . . . . . . . . . . . . . . . . . . . . . . . . . 56U.S. Army Wounded Warrior Program . . . . . . . . . . . . . . 56Warrior Transition Units . . . . . . . . . . . . . . . . . . . . . . . . . 57Soldier and Family Assistance Centers . . . . . . . . . . . . . 57Wounded Soldier and Family Hotline . . . . . . . . . . . . . . . 57Survivor Outreach Services . . . . . . . . . . . . . . . . . . . . . . 57Traumatic Servicemembers’ Group Life Insurance . . . . 57Army Emergency Relief . . . . . . . . . . . . . . . . . . . . . . . . . 57Army OneSource . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57Better Opportunities for Single Soldiers . . . . . . . . . . . . 58

Chapter 8: Army Command Structure 61Army Commands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 U.S. Army Forces Command (FORSCOM) . . . . . . . . . . 61 U.S. Army Materiel Command (AMC) . . . . . . . . . . . . . . 62 U.S. Army Training and Doctrine Command (TRADOC). 62 Army Command Structure . . . . . . . . . . . . . . . . . . . . . . 63Army Service Component Commands . . . . . . . . . . . . . . 63 U.S. Army Africa (USARAF)/Southern European Task Force (SETAF) . . . . . . . . . . . . . . . . . . . . . . . . . . 63 U.S. Army Europe (USAREUR) . . . . . . . . . . . . . . . . . . . 65 U.S. Army Pacific (USARPAC) . . . . . . . . . . . . . . . . . . . 66 U.S. Army North (USARNORTH)/Fifth Army . . . . . . . . . 66 U.S. Army South (USARSOUTH)/Sixth Army. . . . . . . . . 67 Third Army/U.S. Army Central (USARCENT). . . . . . . . . 69 U.S. Army Space and Missile Defense Command/Army Forces Strategic Command (USASMDC/ARSTRAT) . . 69 U.S. Army Special Operations Command (USASOC). . . 70 U.S. Army Surface Deployment and Distribution Command (SDDC) . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Direct Reporting Units . . . . . . . . . . . . . . . . . . . . . . . . . . 73 U.S. Army Military District of Washington (USAMDW) . 73 U.S. Army Corps of Engineers (USACE) . . . . . . . . . . . . .74 U.S. Army Criminal Investigation Command (CID). . . . . .74 U.S. Army Intelligence and Security Command (INSCOM) . . . . . . . . . . . . . . . . . . . . . . . . . 75 U.S. Army Medical Command (MEDCOM) . . . . . . . . . . 75 U.S. Army Test and Evaluation Command (ATEC) . . . . . 76 U.S. Military Academy (USMA). . . . . . . . . . . . . . . . . . . 77 U.S. Army Reserve Command (USARC) . . . . . . . . . . . . 78 U.S. Army Acquisition Support Center (USAASC) . . . . . 78 U.S. Army Installation Management Command (IMCOM). . . . . . . . . . . . . . . . . . . . . . . . . . 79 U.S. Army Network Enterprise Technology Command/ 9th Signal Command (Army) (NETCOM/9thSC[A]) . . . 80

Chapter 9: Army Installations . . . . . . .83United States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83Overseas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Glossary . . . . . . . . . . . . . . . . . . . . . . .91

Maps . . . . . . . . . . . . . . . . . . . . . . . . . .99U.S. Army Combat Corps and Divisions . . . . . . . . . . . . . . 99U.S. Army National Guard Divisions and Brigade Combat Teams . . . . . . . . . . . . . . . . . . . . . . . . 100U.S. Army Reserve Operational and Functional Commands . . . . . . . . . . . . . . . . . . . . . . . . . 101

vForeword

Foreword

Throughout its 239 years, the United States has maintained its Army as the world’s most formidable fighting force. Under General George Washington, U.S. Soldiers fought for the independence and rights of a fledgling nation. The Continental Army—primarily made up of ordinary citizens with little or no warfighting experi-ence—comprised Soldiers who held a zealous desire for independence. Their motivation for freedom ultimately led them to defeat the well-established and well-trained British army.

This motivation and love for country are instilled in today’s U.S. Soldiers as they continue to fight for and defend freedom from oppression for all. The U.S. Army has evolved into an agile, dynamic force that is ready to respond quickly and decisively to eliminate threats, prevail on the battlefield and continue to protect the freedom it won more than two centuries ago.

The Association of the United States Army’s (AUSA’s) Institute of Land Warfare (ILW) publishes Profile of the U.S. Army—a reference handbook as a guide to the Army. ILW has created Profile as a user-friendly reference book for people familiar with the Army and an easy-to-read introduction for family members, civilian employ-ees, contractors and future Soldiers. Profile describes the structure and priorities of today’s Army.

This latest edition of Profile discusses the Army’s role in preserving the country’s security and national inter-ests; it also describes the history behind the Army’s current organization. Profile contains pertinent information and helpful graphics on the Soldier, the uniform, the Army’s current operations, Army families and the Army’s command structure and installations. For readers seeking more details, each chapter includes a list of relevant websites. Finally, Profile contains a glossary of military acronyms and maps illustrating locations of current Army combat corps and divisions, current Army National Guard divisions and brigade combat teams and Army Reserve operational and functional commands.

Profile is available on the AUSA website (http://www.ausa.org/ilw). A comprehensive weapons directory con-taining detailed information about Army weapon systems, published by AUSA’s ARMY magazine, is also avail-able (http://www.ausa.org/publications/armymagazine/archive/2013/10). The directory describes all of the Army’s weapon systems, including aircraft, artillery, tanks, individual equipment and state-of-the-art technologies used by Soldiers in the warfight.

The Association of the United States Army fully supports the Army—active Army, Army National Guard, Army Reserve, Army civilians, Army retirees and the families and communities who stand behind them—as it faces its many challenges. Profile of the U.S. Army, an integral part of this support, serves as a guide to the history and organization of the U.S. Army. AUSA welcomes comments and suggestions on how to make future editions as useful and informative as possible. In publishing this book, AUSA and the Institute of Land Warfare seek to provide a greater understanding and appreciation of the men, women, families, institutions and organi-zations who strive to maintain the world’s greatest army.

GORDON R. SULLIVAN General, USA Retired President, AUSA

17 July 2014

vi Profile of the U.S. Army 2014/2015

America’s military has always been a

product of the American community.

1National Defense

National Defense1Civilian Control

America’s military has always been a product of the American community. Militias, made up of farmers and tradesmen, were called to arms only when need-ed to meet their towns’ and villages’ security needs. The framers of the Constitution kept this ideal in mind when they set up the U.S. government. Although states were allowed to maintain militias, the Consti-tution put “the common defense” of the nation in the hands of the federal government and placed that mili-tary authority wholly under the civilian control of the President and Congress.

Civilian oversight of the U.S. military is further es-tablished in the chain of command. It starts with the President as the Commander in Chief of all U.S. mili-tary forces and descends through the Secretary of De-fense to the secretaries of the individual services and their under secretaries and assistant secretaries. These individuals, appointed by the President and approved by Congress, direct the armed forces’ nonoperational activities and establish policies for their departments. The highest ranking military members in the U.S. government—the Joint Chiefs of Staff—serve only in advisory capacities on matters of military policy.

In a departure from the way most nations used their armies as internal enforcers of the leaders’ will, Amer-ica’s founding fathers created an armed force that serves the will of the people and ensures their freedoms without sacrificing their security. This significant dif-ference between the U.S. military and the traditional role of armies is embodied in the oath American ser-vicemembers recite upon enlisting or receiving their commissions (see chapter 4, “The Soldier”): rather than swear to protect and serve a person or a country, the American servicemember swears to support and defend a document—the U.S. Constitution.

Constitutional AuthorityThe Constitution gives Congress responsibility to

provide for “the common defense and general welfare

of the United States” and, in regard to military mat-ters, the following authority:• to declare war;• to raise and maintain armed forces; • to make rules for the government and regulation of

the armed forces;• to organize, arm and discipline the militia; and • to “call forth the militia to execute the laws of the

union, suppress insurrections and repel invasions.”The Constitution gives the President the role of

Commander in Chief of the Armed Forces, including the militia “when called into the actual service of the United States.”

The Constitution’s Third Amendment also covers the military by forbidding the quartering of Soldiers in any house in times of peace without consent of the owner “nor in time of war, but in a manner to be pre-scribed by law,” which Congress would have to pass and the President sign.

Department of DefenseThe military operational chain of command runs

from the President through the Secretary of Defense to the commanders of the combatant commands down to unit commanders. Only the President and the Sec-retary of Defense have constitutional authority to or-der military action and intertheater troop movements.

The Secretary of Defense runs the Department of Defense (DoD), headquartered in the Pentagon (often “Pentagon” and “DoD” are used interchangeably). DoD has the following components: • Office of the Secretary of Defense (OSD);• the Army, the Navy (including the Marine Corps),

the Air Force and the National Guard Bureau;• the Joint Chiefs of Staff (JCS);• unified combatant commands; and• various defense agencies and DoD activities.

2 Profile of the U.S. Army 2014/2015

Military ServicesThe U.S. armed forces comprise the four military

services—the Army, the Navy (and, within the Navy, the Marine Corps), the Air Force and the U.S. Coast Guard.

The Army is the primary land force. Its purpose is to employ dominant landpower to defeat an adversary and to seize, occupy and defend terrain.

The Navy’s mission is to gain and maintain control of vital sea areas and protect sea lanes from surface, subsurface and air threats. Naval forces support the Army by providing sealift and surface and air fire support. The Marine Corps is the Navy’s ground el-ement with a mission to seize or defend advanced bases.

The Air Force’s role is to maintain control of air-space and project aerial combat power wherev-er needed to deter or destroy an adversary’s forces. Aerospace forces support the Army through interdic-tion, airlift and close air support.

The Coast Guard is part of the Department of Homeland Security, but the Navy takes operational control in time of war or when directed by the Presi-dent. On an ongoing basis, the Coast Guard engages in maritime intercept operations and port and sea lane security.

Military DepartmentsThe Army, Navy and Air Force have their own ci-

vilian service secretaries (e.g., Secretary of the Army)

who direct the nonoperational activities of their mil-itary departments. The chain of command runs from the President through the Secretary of Defense to the service secretary and then to the military chief of that service and down to that service’s major commands and agencies. The military departments carry out these key functions:

• preparing forces and establishing reserves of per-sonnel, equipment and supplies;

• preparing and submitting budgets;

• developing tactics, techniques and organization;

• developing and procuring weapons, equipment and supplies;

• recruiting, organizing, training and equipping forc-es for assignment to combatant commands;

• assisting other departments in carrying out their missions; and

• assisting in training and equipping the military forces of foreign nations.

Within the DoD organization, the service secretaries have a unique relationship with their military service chiefs. In matters concerning the individual military departments, the chiefs fall under the secretaries in the chain of command. In matters of military strategy and doctrine, the chiefs, as members of the Joint Chiefs of Staff, report directly to the Secretary of Defense and the President.

Department of Defense

Secretary of Defense

The Navy The Marine Corps

Secretary of the Navy

Office of the Chief of Naval

Operations

Office of the Secretary of

the Navy

Headquarters, Marine Corps

Department of the Navy

Office of the Inspector General of the Department of Defense

The Army

Secretary of the Army

Office of the Secretary of

the Army

The Army Staff

Department of the Army

The Joint Chiefs

The Joint Staff

Unified Combatant Commands

U.S. Africa CommandU.S. Central CommandU.S. European CommandU.S. Northern CommandU.S. Pacific CommandU.S. Southern CommandU.S. Special Operations CommandU.S. Strategic CommandU.S. Transportation Command

Chairman, Joint Chiefs of Staff

Joint Chiefs of Staff

The Air Force

Office of the Secretary of the Air Force

The Air Staff

Secretary of the Air Force

Department of the Air Force

Denotes relationship of information, not authority or responsibility.

3National Defense

Joint Chiefs of StaffThe Joint Chiefs of Staff comprise the military ser-

vice chiefs—the Chief of Staff, Army; the Chief of Naval Operations; the Commandant, Marine Corps; the Chief of Staff, Air Force; and the Chief of the Na-tional Guard Bureau—plus the Chairman and Vice Chairman. The Chairman of the Joint Chiefs of Staff (CJCS) is senior to all other officers in the armed forc-es while holding the office and is the principal military adviser to the President and the Secretary of Defense. The CJCS also is a statutory member of the National Security Council.

The Joint Chiefs of Staff have the following key responsibilities:• providing for the strategic direction of the armed

forces and preparing strategic plans;• assessing the capabilities of the armed forces;• advising on priorities of requirements, program

recommendations and budget proposals;• developing doctrine for joint employment of U.S.

military forces and policies for coordinating mili-tary education and training;

• advising and assisting the President and the Secre-tary of Defense on the establishment of combatant commands; and

• directing the Joint Staff.The Joint Staff, with personnel from every military

service, assists the CJCS and performs functions that

help combatant commands carry out their missions. These functions are divided into eight areas designat-ed as J-1 through J-8.

The Chief, National Guard Bureau joined the Joint Chiefs of Staff as part of a provision in the 2012 Na-tional Defense Authorization Act. When President Barack Obama signed this act into law on 31 Decem-ber 2011, Air Force General Craig McKinley became the first Chief, National Guard Bureau to serve as a member of the Joint Chiefs.

Neither the Joint Chiefs nor the service secretaries direct military operations; combatant commanders have that responsibility.

DoD Field Activities

Defense Media ActivityDefense Prisoner of War/Missing Personnel OfficeDefense Technical Information CenterDefense Technology Security AdministrationDoD Education ActivityDoD Human Resources ActivityDoD Test Resource Management CenterOffice of Economic AdjustmentTRICARE Management ActivityWashington Headquarters Services

Defense Agencies

Defense Advanced Research Projects AgencyDefense Commissary AgencyDefense Contract Audit AgencyDefense Contract Management Agency*Defense Finance and Accounting ServiceDefense Information Systems Agency*Defense Intelligence Agency*Defense Legal Services AgencyDefense Logistics Agency*Defense Security Cooperation Agency

Defense Security ServiceDefense Threat Reduction Agency*Missile Defense AgencyNational Geospatial-Intelligence Agency*National Reconnaissance Office*National Security Agency/Central Security Service*Pentagon Force Protection Agency

* Identified as a Combat Support Agency

Office of the Secretary of Defense

Deputy Secretary of Defense, Under Secretaries of Defense, Assistant Secretaries of Defense and other specified officials

Joint Chiefs of Staff


Vice Chairman, Joint Chiefs of Staff

Chief of Staff, Army; Chief of Naval Operations; Commandant, Marine

Corps; Chief of Staff, Air Force; Chief, National Guard Bureau

J-1

Manpower and Personnel

J-5

Strategic Plans and Policy

J-2

Intelligence (Defense Intelligence

Agency)

J-6

Command, Control, Communications and Computer Systems

J-3

Operations

J-7

Operational Plans and Joint Force Development

J-4

Logistics

J-8

Force Structure, Resources and

Assessment

Director, Joint Staff


Unified CommandsThe U.S. armed forces are distributed among uni-

fied combatant commands comprising forces from two or more services. These unified commands are determined either by geography, otherwise called “theater” (i.e., U.S. Central Command, U.S. Europe-an Command, U.S. Northern Command, U.S. Pacif-ic Command, U.S. Southern Command, U.S. Africa Command), or by overriding mission or function (i.e., U.S. Space and Missile Defense Command, U.S. Spe-cial Operations Command, U.S. Strategic Command, U.S. Transportation Command).

The President, through the Secretary of Defense, has the authority to establish combatant commands with the advice and assistance of the Chairman, Joint Chiefs of Staff. Each unified combatant command has

a single commander—a four-star Army, Air Force or Marine general or a Navy admiral. The chain of command for these commanders goes directly to the Secretary of Defense and up to the President, both of whom have statutory authority to shift forces among combatant commands based on the requirements of particular situations or contingencies.

In addition, the President and the Secretary of De-fense can establish “specified combatant commands” with a specific, continuing mission. Specified com-mands normally comprise forces from only one service with a commander from that service but may also have units and personnel assigned from other services. Cur-rently, DoD has no specified combatant commands.

National Security Strategy“National security” refers to the protection of the

United States from internal and external threats to the country’s territory, population, government or econ-omy. The President is responsible for developing the National Security Strategy. In the most recent Na-tional Security Strategy, released in May 2010, Pres-ident Obama outlined his administration’s strategic approach to America’s enduring and most pressing interests:

Today, we need to be clear-eyed about the strengths and shortcomings of international in-stitutions that were developed to deal with the challenges of an earlier time and the shortage of political will that has at times stymied the en-forcement of international norms. Yet it would be

Unified Commands and Their Army Components

U.S. Northern Command Peterson Air Force Base, Colorado

U.S. Army North/Fifth Army Fort Sam Houston, Texas (Joint Base San Antonio)

U.S. Transportation Command Scott Air Force Base, Illinois

U.S. Military Surface Deployment and Distribution Command Scott Air Force Base, Illinois

U.S. Southern Command Miami, Florida

U.S. Army South/Sixth Army Fort Sam Houston, Texas (Joint Base San Antonio)

U.S. European Command Stuttgart–Vaihingen, Germany

U.S. Army Europe Heidelberg, Germany

U.S. Special Operations Command MacDill Air Force Base, Florida

U.S. Army Special Operations Command

Fort Bragg, North Carolina

U.S. Pacific Command Camp H.M. Smith, Hawaii

U.S. Army Pacific Fort Shafter, Hawaii

U.S. Strategic Command Offut Air Force Base, Nebraska

U.S. Army Space and Missile Defense Command

Redstone Arsenal, Alabama

U.S. Central Command MacDill Air Force Base, Florida

U.S. Army Central/Third Army Sumter, South Carolina

U.S. Africa Command Stuttgart, Germany

U.S. Army AfricaVicenza, Italy

5National Defense

destructive to both American national security and global security if the United States used the emergence of new challenges and the shortcom-ings of the international system as a reason to walk away from it. Instead, we must focus Amer-ican engagement on strengthening international institutions and galvanizing the collective action that can serve common interests such as combat-ing violent extremism; stopping the spread of nu-clear weapons and securing nuclear materials; achieving balanced and sustainable economic growth; and forging cooperative solutions to the threat of climate change, armed conflict and pan-demic disease. . . .1

The United States must renew its leadership in the world by building and cultivating the sources of our strength and influence. Our national security depends upon America’s ability to leverage our unique national attributes, just as global security depends upon strong and responsible American leadership. That includes our military might, eco-nomic competitiveness, moral leadership, global engagement and efforts to shape an international system that serves the mutual interests of nations and peoples. For the world has changed at an extraordinary pace, and the United States must adapt to advance our interests and sustain our leadership.2

Specifically, America’s top interests in this strategic approach are: • the security of the United States, its citizens and

U.S. allies and partners;• a strong, innovative and growing U.S. economy

in an open international economic system that promotes opportunity and prosperity;

• respect for universal values at home and around the world; and

• an international order advanced by U.S. leader-ship that promotes peace, security and opportu-nity through stronger cooperation to meet global challenges.3

These priorities highlight the National Security Strategy’s assertion that

America’s greatest asset remains our people. In an era that will be shaped by the ability to seize the opportunities of a world that has grown more interconnected, it is the American people who will make the difference—the troops and civilians serving within our government; businesses, foun-dations and educational institutions that operate around the globe; and citizens who possess the dynamism, drive and diversity to thrive in a world that has grown smaller.4

Defense Guidance of 2012On 5 January 2012 President Obama and then Sec-

retary of Defense Leon Panetta introduced a strategic document titled Sustaining U.S. Global Leadership: Priorities for 21st Century Defense. This strategic guidance is designed to describe the projected se-curity environment and military missions, shape the joint force of 2020 and guide decisions about force structure and resources. The guidance is a nonstan-dard supplement to the National Security Strategy and is not a statutory requirement, as are the Quadrennial Defense Review and National Military Strategy.

The guidance presents, in broad terms, the priorities for the United States’ global security efforts:• deter and defeat aggression and take an active ap-

proach to combating extremist groups and nonstate threats around the world;

• rebalance security posture toward the Asia–Pacific region and build on relationships and networks of cooperation with existing and emerging partners;

Our national security depends upon America’s ability to leverage our unique national attributes, just as global security depends upon strong and responsible American leadership.

—2010 National Security Strategy


• secure the free flow of commerce through the global commons with a correct balance of military power in the Asia–Pacific regions and promote a rules-based, cooperative international order;

• support long-term objectives, military presence and partner nations in the Middle East while evolv-ing the relationship with Europe to reflect changes in the security environment;

• project power and provide a stabilizing presence that facilitates building partner capacity around the world;

• counter the proliferation of weapons of mass destruction while maintaining a safe and credible nuclear deterrent; and

• invest in science, technology and joint capabilities to enhance the force’s effectiveness.5

The vision for the joint force of 2020 is a smaller force that is more agile, flexible and technological-ly enabled than the current force. Although the joint force will be capable of conducting limited stabil-ity operations, it will no longer be sized to conduct large-scale, prolonged stability missions. The United States will choose readiness over force structure but will build in priorities and reversibility mechanisms that reduce risk to the smaller force. The guidance also reiterates the United States’ commitment to the all-volunteer force and highlights the intent to rely on National Guard and Reserve forces to meet require-ments. The United States faces a delicate balance; the strategic guidance is meant to ensure the armed forces can meet the nation’s security needs within resource limitations and at acceptable risk.6

National Military StrategyBased on the President’s National Security Strat-

egy, the Department of Defense establishes the Na-tional Defense Strategy. The five defense objectives guiding DoD security activities are:• to defend the homeland;• to win the long war;• to promote security;• to deter conflict; and • to win the nation’s wars.7

Based on these objectives, the Chairman, Joint Chiefs of Staff, in consultation with the Joint Chiefs of Staff and the combatant commanders, prepares the National Military Strategy. This document guides all operations and establishes four objectives: counter, deter and defeat, strengthen and shape.Counter violent extremism. Specific objectives of the war on terrorism may have evolved, but the goal

Air Forcehttp://www.af.mil

Armyhttp://www.army.mil

Army National Guardhttp://www.arng.army.mil

Army Reservehttp://www.usar.army.mil

Coast Guardhttp://www.uscg.mil

Department of Defensehttp://www.defense.gov

Joint Chiefs of Staffhttp://www.jcs.mil

Marine Corpshttp://www.marines.mil

Navyhttp://www.navy.mil

U.S. Africa Commandhttp://www.africom.mil

U.S. Central Commandhttp://www.centcom.mil

U.S. European Commandhttp://www.eucom.mil

U.S. Northern Commandhttp://www.northcom.mil

U.S. Pacific Commandhttp://www.pacom.mil

U.S. Southern Commandhttp://www.southcom.mil

U.S. Special Operations Commandhttp://www.socom.mil

U.S. Strategic Commandhttp://www.stratcom.mil

U.S. Transportation Commandhttp://www.transcom.mil

7National Defense

endures. The United States “will be prepared to find, capture or kill violent extremists wherever they reside when they threaten interests and citizens of America and our allies.” Deter and defeat aggression. This requires the ability to rapidly and globally project power in all domains, counter adversaries’ anti-access and area-denial strat-egies and ensure access to the global commons, space and cyberspace.Strengthen international and regional security. U.S. interests are deeply intertwined with the security and stability of the broader international system of al-liances, partnerships and multinational institutions. A strong global posture continues to be America’s most powerful form of commitment and provides strategic depth.Shape the future force. The all-volunteer force con-tinues to be America’s greatest strategic asset and the best example of the values it represents. The future requires leaders who can outthink adversaries while gaining trust, understanding and cooperation from strategic partners.8

National Military MissionsTo carry out the National Military Strategy, U.S.

armed forces are employed for a variety of missions. Some of these are combat operations, peacekeeping operations, homeland security, drug interdiction and humanitarian services.

A large segment of U.S. military forces is still com-mitted to ongoing combat operations in Afghanistan (Operation Enduring Freedom, or OEF). In addition to OEF, all three components of the Total Army force

are providing support forces for the war on terrorism in Southwest Asia, in other theaters such as Europe and the Pacific Rim and at home stations.

The United States, as an active member of the United Nations (UN) and the North Atlantic Treaty Organiza-tion (NATO), is committed to providing peacekeeping and stabilization forces to troubled regions and coun-tries. These missions, called “operations other than war,” currently include the NATO Kosovo Force and the UN Multinational Force and Observers in the Sinai Peninsula.

The military is also involved in homeland security missions, including intelligence efforts, border and transportation security and emergency preparedness and response.

Since 1989 the U.S. military has assisted the U.S. Coast Guard, law enforcement agencies and Latin American countries in drug interdiction activities, in-cluding aerial reconnaissance and border control.

The U.S. armed forces carry out humanitarian mis-sions at home and abroad. Often these efforts are part of the missions listed above and include medical clin-ics, food deliveries, construction projects and other nation-building activities. Reserve component units engage in construction and infrastructure-building projects as part of their military exercises, and both active and reserve component units aid nations recov-ering from natural disasters.

In addition, the National Guard may be mobilized by individual states or the federal government to help with disaster relief or restoring order in the event of natural disasters or civil unrest.

1 The White House, National Security Strategy, May 2010, http://www.whitehouse.gov/sites/default/files/rss_viewer/national_security_strategy.pdf, p. 3.2 Ibid., p. 7.3 Ibid.4 Ibid., p. 5. 5 Department of Defense, Sustaining U.S. Global Leadership: Priorities for 21st Century Defense, January 2012, http://www.defense.gov/news/Defense_Strategic_

Guidance.pdf.6 Catherine Dale and Pat Towell, “In Brief: Assessing DoD’s New Strategic Guidance” (Washington, DC: Congressional Research Service, 12 January 2012),

http://www.fas.org/sgp/crs/natsec/R42146.pdf.7 Department of Defense, National Defense Strategy, June 2008, http://www.defense.gov/news/2008%20National%20Defense%20Strategy.pdf.8 Joint Chiefs of Staff, National Military Strategy of the United States of America, February 2011, http://www.army.mil/info/references/docs/NMS%20FEB%202011.

pdf, p. 6.


The birth of the U.S. Army preceded

the birth of the nation.

9Land Component

Land Component2An American Heritage

The birth of the U.S. Army preceded the birth of the nation. One of the first actions taken by the Con-tinental Congress on 14 June 1775—even before that gathering began considering a Declaration of Inde-pendence—was to direct General George Washington to muster troops for a Continental Army. That army, along with the colonial militias, defeated the British in the eight-year War of Independence.

The American Army’s mission and formation have changed little in the 239 years since. Today, the U.S. Army comprises a standing force of troops and equip-ment ready at all times to defend the United States from attack and protect national security. The pro-vincial militias of colonial times are now the Army National Guard, which belongs to and serves the indi-vidual states but is called upon by the federal govern-ment to supplement the active Army to meet threats against the nation’s security. Another force of trained Citizen–Soldiers, the Army Reserve, provides further support in times of need. The Army National Guard and Army Reserve are called the reserve component (RC) of the U.S. Army. In support of the war on ter-rorism, the reserve component has played an even more prominent and important role in the security of the nation: the Army National Guard has mobilized 529,000 Soldiers and the Army Reserve more than 276,000 Soldiers since 11 September 2001. Currently, 11,980 mobilized Army Guard Soldiers are serving in 16 nations around the world; from the Army Reserve, more than 12,000 Citizen–Soldiers are serving in Af-ghanistan and 22 other countries.

The U.S. Army has accomplished many combat and public service missions through the years. In the 19th century, Soldiers explored America’s frontier and provided protection to both U.S. settlers and Native Americans. With its ranks again bolstered by Citizen–Soldiers in the militias, the Army successfully defend-ed the United States’ borders and ports from foreign

attacks, helped preserve the Union in the Civil War and fought expeditionary wars to protect America’s interests in China, the Philippines and Latin Ameri-ca. Through its Corps of Engineers, the Army helped improve river navigation and performed other public works. The Army formed the nation’s first modern weather service, provided the nation’s first airmail service and supervised the building of the Panama Canal.

The practice of keeping a small standing Army to be bolstered with Guard and Reserve Soldiers in times of national need continued through both world wars in the 20th century. The onset of the Cold War altered this balance as the United States maintained a large standing active Army that took up defensive positions in Europe and Asia and handled the bulk of combat in the Korean and Vietnam wars. With the end of the Cold War in 1989, the nation began reducing the size of its armed forces, again relying on the reserve component to fill out the ranks for war (the Persian Gulf War, Afghanistan and Iraq) and operations other than war (peacekeeping missions in Somalia and the Balkans).

Today, the active Army and its reserve component make up one seamless force committed to fighting the war on terrorism. It is a tradition going back more than 239 years: career Soldiers and Citizen–Soldiers serv-ing as brothers and sisters in arms. During more than a decade of war, the reserve component has evolved into an operative reserve force. In their current role as an operational force, the Army National Guard and the Army Reserve have adopted the same standards of readiness as the active component. This organization ensures a force generation plan in both peacetime and wartime that gives combatant commands, Soldiers, their families and civilian employees more predict-able schedules for their calls to duty and deployments. But the mission has not changed: to defend the United States from attack and to protect her security.


Mission of the ArmyThe U.S. Constitution gives Congress the authority,

through Title 10 of the United States Code (USC), to create an army for the nation and establish its organi-zation and regulations. In Title 10, Congress mandates that the Army, in conjunction with the other armed forces, be capable of:• preserving the peace and security and providing

for the defense of the United States, the territories, commonwealths and possessions and any areas occupied by the United States;

• supporting the national policies; • implementing the national objectives; and • overcoming any entities responsible for aggres-

sive acts that imperil the peace and security of the United States. Title 10 gives the Army the specific mission of land

combat and “such aviation and water transport as may be organic therein.”1 The law mandates that the Army be organized, trained and equipped for prompt and sustained combat operations and take responsibility for the preparation of land forces “in accordance with integrated joint mobilization plans.”2 The Army also is responsible for expanding its reserve component to meet the needs of war.

Department of the ArmyThe Department of the Army is an

organization within the Department of Defense and operates under the di-rection and control of the Secretary of Defense. The Secretary of the Army, a civilian appointed by the President and confirmed by Congress, is the head of the Department of the Army.

The Secretary of the Army is responsible for all noncombat affairs, including recruiting, organizing, supplying, equipping, training and mobilizing the forces. The Secretary’s staff, known as the Army Sec-retariat, oversees all of these functions.

Chief of Staff, ArmyThe Chief of Staff, Army (CSA), the highest ranking

officer in the U.S. Army, is appointed by the President for a period of four years. The CSA may be reappoint-ed for another four years or the term extended in time of national emergency.

The CSA serves as the senior military adviser to the Secretary of the Army, ensures the secretary’s policies are carried out and assists the secretary in presenting and justifying Army policies, plans, programs and budgets to the President, the Secretary of Defense and Congress. The CSA presides over the Army Staff and

Administrative Assistant to the


Deputy Under Secretary of the Army Director, Army

National Guard

Chief Information Officer/G-6

Sergeant Major of the Army

Office of Small Business Programs

Chief, Army Reserve

Chief of Legislative Liaison

The Surgeon General

Chief of Staff, Army

Vice Chief of Staff, Army


Under Secretary of the Army

Director, Army Staff

Inspector General

Chief of Public Affairs

Judge Advocate GeneralArmy Auditor General

Chief of Chaplains

General Counsel G-2 (Intelligence)

ASA Civil Works Chief of Engineers

G-3/5/7 (Operations)

ASA Manpower and Reserve Affairs

G-1 (Personnel)

ASA Installations and Environment

Assistant Chief of Staff for Installation

Management

ASA Financial Management and

Comptroller

G-8 (Programs)

G-4 (Logistics)

ASA Acquisitions, Logistics and Technology

ASA – Assistant Secretary of the Army Defined responsibilities to ASAsOversight

Provost Marshal General

Department of the Army

11Land Component

oversees all Army organizations and commands. In addition, the CSA is a member of the Joint Chiefs of Staff and presents Army capabilities in planning joint forces endeavors.

Sergeant Major of the Army The Sergeant Major of the Army (SMA), whose po-

sition was established in 1966, is the senior enlisted Soldier who serves as the senior enlisted advisor and consultant to the CSA. The SMA provides informa-tion and advice on a variety of subjects, including the problems affecting enlisted personnel; on standards, professional development, growth and advancement of noncommissioned officers; and on morale, training, pay, promotions and quality of life for Soldiers and family members.

Army ComponentsThe U.S. Army is divided into two primary com-

ponents: the active component (AC) and the reserve component (RC). The RC comprises the Army Na-tional Guard and the Army Reserve. Today’s Army is a cohesive organization with all elements serving to-gether in training, support and combat missions. First-term Soldiers are obligated to serve eight years in the military; this obligation may be fulfilled through a combination of active and reserve service.

In 1973 the United States eliminated the draft and the U.S. military became an all-volunteer force. The all-volunteer force has been used to support forward presence and provide initial forces for rapid deploy-ments worldwide.

The combined operational force of the Army Na-tional Guard and the Army Reserve provides a ver-satile dimension of operational reserve. As key participants in overseas contingency operations, the Army National Guard and the Army Reserve perform an increasingly prominent role in the security of the nation.

The reserve component has three categories: the Ready Reserve, the Standby Reserve and the Retired Reserve. The Ready Reserve, the largest category, in-cludes the following elements:• Selected Reserve: This comprises Army Reserve

Soldiers who train year-round and are assigned to fully equipped units capable of rapidly deploying for action. In a national emergency, all Selected Reserve members can be mobilized.The Selected Reserve includes members of the Army National Guard, the Army Reserve, Ac-tive Guard and Reserve (reservists serving on active duty in full-time administrative roles for their units), Military Technicians (reservists who are full-time federal employees assigned

administrative or training roles for their units) and Individual Mobilization Augmentees (IMAs), who are assigned to high-level headquarters where they would serve if mobilized. Most IMAs train for two weeks every year.

• Individual Ready Reserve (IRR): IRR comprises former members of active or reserve forces who are nearing completion of their statutory eight-year military service obligation. The IRR Soldier does not belong to a unit but still has a military service obligation to fulfill. Many Soldiers serve several years on active duty and then transfer to the Individual Ready Reserve to fulfill the remainder of their contract. Each Soldier is required to meet minimum annual requirements. The Soldier attends muster duty when required, completes a readiness screening questionnaire and responds to all official military correspondence. Any Soldier in the IRR may also be involuntarily mobilized in time of national crisis, as seen in support of the war on terrorism.

On 1 July 2011, the Army Reserve, in direct partnership with the Army Human Resources Command (HRC) and the Army National Guard, began implementing the IRR Affiliation Program (IAP) to provide IRR Soldiers a local network of support, improve Army and Soldier readiness, promote continuum of service and help Soldiers retain valuable skills, knowledge, abilities and experiences. Under this program, IRR members are affiliated with Army National Guard or Army Reserve units in their local area to provide a single point of contact to serve their military needs and answer questions concerning professional devel-opment, schools and all aspects of career advance-ment. Additionally, family members now have a place and point of contact to voice their concerns and questions.


• Inactive National Guard (ING): ING personnel are not in the Selected Reserve but fulfill their military service obligation by being attached to a National Guard unit even though they do not train with that unit. They may be called to active duty in times of war or national emergency and mobilized with their units.The Standby Reserve comprises Soldiers who are

not in the Ready Reserve but still maintain their mili-tary affiliation. They either have been designated “key civilian employees” or have a temporary hardship or disability. These Soldiers are not required to perform training. Because they have specialized skill sets, they may be mobilized to fill specific manpower needs.

There are two categories that Soldiers can fall under in the Standby Reserve. The active status list includes Soldiers who are eligible to participate voluntarily in training that counts toward retirement credit and pro-motion; have been temporarily assigned for hardship or other cogent reason; have not fulfilled their military service obligation; have retained active status when provided for by law; have been identified by their employers as “key personnel”; or have been removed from the Ready Reserve because they are critical to the national security in their civilian employment. Those on the inactive status list do not have to remain

in active service and are not authorized to participate in training or be promoted. They do, however, retain their reserve affiliation in a nonparticipating status.

The Retired Reserve comprises servicemembers who have retired from either active duty or reserve careers (including active Army, Army National Guard and Army Reserve). Retired reserve component mem-bers remain in the reserve family after retirement but may be called to active duty in times of war or na-tional emergency. They are categorized according to physical condition and skill sets.

In today’s Army, the Ready Reserve plays signifi-cant roles in both support and combat missions and is required to deploy as rapidly as the active forces. A presidential decision is required to federalize Army National Guard units and personnel and to call Army Reserve units and personnel to active duty. Currently, the law limits reservists to two years of active duty status per presidential order.

The Army National GuardThe Army National Guard is a

unique, dual-status force—simulta-neously a reserve component of the Army and a state-based force—and has both state and federal missions. It

Reserve Component

Ready Reserve

Individual Ready ReserveSelected Reserve Inactive

National GuardReserve 20+

Qualifying Years (Not Drawing Pay)

Reserve 20+ Qualifying Years (Drawing Pay)

Reserve Active Duty Retirees

20+ Years

Other Reserve Retirees

Reserve Physical Disability Retirees

Retired Reserve

Other Full-Time Support

AGR not in Selected Reserve

UnitsUnits Training Pipeline

Individual Mobilization Augmentees

Civilian Employees not in Selected Reserve

Units

Total Reserve Manpower

Standby Reserve

Active Status List

Inactive Status List

Ready Reserve Training

Key EmployeesOther Active

10 USC Chapter 1209Other Inactive

Drilling ReservistsFull-time Support

USPFO Counterdrug

AGRMilitary TechniciansActive ComponentCivilian Source: 2012 Army Reserve AlmanacAGR – Active Guard and Reserve | USC – U.S. Code | USPFO – U.S. Property and Fiscal Office

13Land Component

is also the oldest service component of the U.S. mili-tary, dating back to the Massachusetts militia’s initial formation into regiments on 13 December 1636. The Citizen–Soldiers of these regiments, as well as those in other militias, secured the colonies from attack by the French, Spanish and Native Americans. They fought alongside the British in the French and Indian War and alongside the Continental Army against the British in the War of Independence.

The writers of the Constitution had experienced firsthand the value of states having their own militias. They understood the need for the nation to have unfet-tered access to those militias when warranted for the security of the nation. Thus, the Constitution estab-lished the role of the militias, Congress’ responsibility in organizing, maintaining and regulating the militias and the President’s right to call them to active duty.

The Constitution does not mention the National Guard by name. The term “National Guard” was first used in the United States by a New York militia unit in 1824. After the Civil War the term became a pop-ular way of describing the militia units organized by states and territories. The Militia Act of 1903 and the National Defense Act of 1916 established “National Guard” as the official designation for organized mili-tia forces that receive federal funding. Army National Guard members have participated in every U.S. con-flict from the War of Independence to the current war on terrorism.

The Army National Guard’s dual status creates a bureaucratic balancing act. Because the federal gov-ernment must ensure Army National Guard elements can effectively integrate with the active Army and Army Reserve, the Department of Defense establish-es training and operations requirements for Guard units and determines the number of authorized Army National Guard personnel and the unit mix available across the country. The states, meanwhile, reserve

the authority to locate units and their headquarters. Federal officials may not change any branch, orga-nization or allotment located entirely within a state without approval of the governor. However, such organizational concerns are seamless on the ground. Whether it is a DoD-ordered deployment to engage in counterterrorism operations in Afghanistan or a gov-ernor’s request to counter rising floodwaters in a local community, the Army National Guard responds with a trained and ready force.

Where We Are Today• The Army Guard has mobilized more than 529,000

Soldiers since 11 September 2001.• The Army Guard has a current strength of 354,200

Soldiers supported by 1,600 (non-dual status) Army civilian technicians who are not included as part of this endstrength number.

• The Army Guard has 27,210 dual-status techni-cians who wear the uniform and are included in the 354,200 count; the Guard also has 32,060 Active Guard Reserve Soldiers, who are included in the 354,200.

• The Army Guard is a balanced force of combat, combat support and combat service support orga-nizations, including eight division headquarters, 28 brigade combat teams, eight combat aviation brigades and two Special Forces groups. The Army Guard represents 39 percent of the Army’s opera-tional forces.

• The Army Guard is the only component of the Army that has both state and federal missions. When not mobilized, it is commanded by the gov-ernors of the states and territories.

The National Guard BureauThe National Guard Bureau (NGB) is a joint activ-

ity of the Department of Defense and administers the

Army National Guard members have participated in every U.S. conflict from the War of Independence

to the current war on terrorism.


federal functions of the Army National Guard and its Air Force counterpart, the Air National Guard. The Army element of NGB participates with the Army staff in developing and coordinating programs di-rectly affecting the Army National Guard. As an operating agency, NGB formulates and administers programs for training, development and maintenance of the Army National Guard and acts as the channel of communication between the Army and the Army Na-tional Guard of the 50 states, three territories (Puerto Rico, Guam and the Virgin Islands) and the District of Columbia.

The Chief, National Guard Bureau (CNGB) can be either an Army National Guard or Air National Guard general and is appointed by the President for a four-year term. With a provision of the 2012 National De-fense Authorization Act, the Chief, National Guard Bureau, joined the Joint Chiefs of Staff.

Army-specific matters are routinely handled by the Army National Guard Directorate of NGB, which is led by an Army National Guard lieutenant general.

State Mission When Army National Guard units are not mobilized

or under federal control, they report to the governor of their respective state or territory. District of Columbia units report to the Commanding General, District of Columbia National Guard. Each of the 54 National Guard organizations is supervised by the Adjutant General of that particular state or territory.

Under state law the Army National Guard protects life and property and preserves peace, order and pub-lic safety through emergency relief support during natural disasters, search and rescue operations, sup-port to civil defense authorities, maintenance of vi-tal public services and counterdrug operations. Army National Guard Soldiers are protecting the homeland, performing key missions in support of U.S. Northern Command. Citizen–Soldiers support the Department of Homeland Security on missions such as protect-ing critical infrastructure and patrolling the southern border. They are also continuing their service in vi-tal state-directed missions under the command of the governors.

The National Guard has developed quick-reaction forces that serve as the nation’s first line of counter-terrorism operations. At the request of a governor or the President, the National Guard will deliver a ready-armed, company-size unit within four hours and the remainder of a battalion within 24 hours. These reac-tion forces can help local law enforcement agencies

Army National Guard Chain of Command

President

Secretary of Defense

Governors

Adjutants General

Air National Guard Units

Army National Guard Units

Director, Air National Guard

Director, Army National Guard


Chief of Staff, Army

Secretary of the Air Force

Chief of Staff, Air ForceChief, National Guard Bureau

Command Relationship Communication Channels


15Land Component

by protecting key sites, such as power plants and transportation hubs, as well as by establishing road-blocks. The National Guard uses existing capabilities and units within each state to handle these “on call” missions. Though not a new concept for the Guard, these missions have become increasingly important as elements of defense and the deterrence of terrorism throughout the United States.

In addition to quick-reaction forces, the Army Na-tional Guard mans and equips 10 Homeland Response Forces (HRFs). Each HRF, comprising approximate-ly 577 personnel (519 Army National Guard, 58 Air National Guard), encapsulates lifesaving capabilities including search and extraction, decontamination, emergency medical, security and command and con-trol (C2). The 10 HRFs, along with 17 Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) Enhanced Response Force Packages (CER-FPs) and 57 Civil Support Teams (CSTs), provide the initial military response to a CBRNE incident. Re-gionally oriented, there is an HRF in each of the 10 Federal Emergency Management Agency (FEMA) regions. HRFs provide a scalable capability to bridge a gap between the initial National Guard response and Title 10 capabilities. HRFs will improve C2 and com-mon operating pictures of deployed National Guard CBRNE forces. HRFs provide a mobile, flexible and decentralized capability to respond to CBRNE and additional hazards.

Federal Mission The Army National Guard’s federal mission, as

enumerated in Title 10 of the U.S. Code, is to maintain well-trained, well-equipped units available for prompt mobilization during war and to provide assistance during national emergencies such as natural disasters or civil disturbances. Army National Guard units also may be mobilized to perform humanitarian missions, counterdrug operations, peacekeeping missions and other missions as directed by the President and Secre-tary of Defense.

From 11 September 2001 through June 2014, the Army National Guard mobilized some 529,000 Sol-diers for overseas contingency operations; more than 11,000 Soldiers are on active duty today. In addition to their commitments in Afghanistan and other regions around the world, Army National Guard Soldiers are also protecting the homeland.

The Army National Guard is prepositioned for lo-cal and regional emergencies. Citizen–Soldiers are there when hurricanes, winter storms, floods and tor-nadoes threaten. The men and women of the Nation-al Guard also carry out search and rescue missions. The Army National Guard is versatile and scalable;

the larger the need, the greater the response. In Octo-ber 2012, when Hurricane Sandy threatened the entire east coast, Guard members were already in place to protect life and property. Before the wind and tides re-ceded, Guard Soldiers were rescuing stranded neigh-bors, clearing debris, pumping out flooded streets and delivering food and water. At the height of the response, more than 11,900 National Guard members were activated.

This type of multifaceted response to domestic emergencies is nothing new. However, the complex movement of personnel and materiel was historic. It marked the first time that National Guard officers in New Jersey and New York were designated as du-al-status commanders for an unplanned event, ex-ercising control over Army and Air Guard members from 21 states; active duty Soldiers, Sailors, Airmen and Marines; and Army Reserve Soldiers. Both du-al-status commanders were National Guard brigadier generals who successfully integrated DoD capabili-ties under state and federal control to serve local com-munities in a time of substantial need.

An example of the National Guard’s enduring val-ue as a dual-mission force was the deployment peak in 2005, when the National Guard provided seven of the 15 Army combat brigades engaged in Operation Iraqi Freedom. At that high point of participation, 41 percent of all Army personnel in Iraq were from the Guard. Even with that level of operational tempo, the Guard was able to respond with more than 50,000 Army and Air Guard members when Hurricane Ka-trina struck the Gulf Coast in August 2005.

With support from the active Army, the Army Na-tional Guard completed transforming into modular units in 2011 while also modernizing forces and equip-ment (described in chapter 3, “The Modular Force”). The result is an Army National Guard that is a more flexible, more capable and more rapidly deployable


force, with enhanced capabilities for state missions, vast experience on federal missions and improved command and control within states and territories.

The Army ReserveSince 1908, the Army Reserve has

evolved from a small Medical Re-serve Corps into an indispensable part of the total force and is recog-nized as America’s premier reservoir of military–civilian acquired skills supporting the National Security Strategy and the National Military Strategy. Never before has the Army Reserve been a more essential part of the Army’s operational force.

Forged through more than a decade of persistent conflict around the world, the Army Reserve provides operational and strategic depth to the U.S. military. Under Title 10 U.S. Code, the Army Reserve’s mis-sion is to provide trained and ready Soldiers and cohe-sive units to meet global requirements across the full range of military operations.

In the past decade, steady demand for Army Re-serve Soldiers in Afghanistan and Iraq changed the National Military Strategy paradigm by ushering in a new era of increased reliance on the Army Reserve. Seasoned Reserve Soldiers have provided and contin-ue to provide vital operational and functional capabil-ities to the Army, including all of the Army’s theater engineer and civil affairs commands, training divi-sions, biological detection companies, railway units and replacement companies. The Army Reserve also provides a large portion of the Army’s medical, trans-portation and signal capabilities.

The Army Reserve remains committed to maintain-ing its current role as an essential part of the oper-ational force. Its forces will continue to play a key role in maintaining the Army as the most decisive land force in the world, bringing strength to the force to

prevent future conflicts. The Army Reserve’s combat support and combat service support capabilities are custom-made for the Army’s future efforts to shape the international environment through theater securi-ty cooperation missions and military-to-military en-gagements. Its forces will ensure that the Army has the depth to win the nation’s wars decisively.

As the Army is in the midst of a major drawdown, it will increasingly rely on the Army Reserve to pro-vide operational depth to conduct sustained opera-tions and mitigate risk. America’s operational Army Reserve stands ready to respond to any crisis at home and abroad by bringing matchless capabilities to the effort.

Through recent legislation, the Army Reserve has become more instrumental in its support of disas-ter response missions and domestic emergencies. The National Defense Authorization Act (NDAA) of 2012, signed by the President in December 2011, added specific language making the Army Reserve more accessible to governors and senior military com-manders at the state level for disaster response and homeland defense missions. Using this legislation, in 2012 the Army Reserve provided four quartermaster detachments to support Hurricane Sandy relief efforts. In the past, the Army Reserve’s ability to respond to disasters was restricted by an outdated law limiting its role during a homeland crisis. Among the Army Reserve’s contributions are:• enabling the Army to do more with fewer resourc-

es by providing a flexible, well-trained, comple-mentary force that enables the Army to expand and contract to meet the security needs of the nation;

• providing Soldiers at the highest possible level of training and readiness, in nearly 150 specific skills, to support Army operations worldwide within the Army’s cyclic readiness model;

Forged through more than a decade of persistent conflict around the world, the Army Reserve provides operational and strategic depth to the U.S. military.

17Land Component

• building a stronger Army by drawing on the strength, support and success of America’s diverse backgrounds and communities represented by Soldiers in the Army Reserve;

• providing a cost-effective, positive investment for the Army’s and the nation’s defense dollars with a force that costs about a third as much as its active component counterpart;

• giving back to the community by providing civil support—such as food, shelter, safe drinking water and medical attention—during emergencies and natural disasters;

• maintaining its highly trained force by continuing support to the full range of military operations when units move into their “available” year for deployment within the Army Force Generation (ARFORGEN) cycle (for more information on ARFORGEN, see p. 26);

• continuing to use units that are uniquely geared for theater security cooperation missions and interna-tional military-to-military engagements (changes to the NDAA now permit the Army Reserve to serve unified combatant commands in “unnamed or contingency operations” around the world, thus facilitating this effort);

• serving as the force of choice to support U.S. Africa Command, U.S. Pacific Command, U.S. Southern Command, U.S. Central Command and all unified combatant command missions that en-hance partnership, foster regional cooperation, help build foreign partner capacity and assist fledgling nations to resist aggression; and

• providing transportation, security, engineering, civil affairs and medical support to U.S. Army missions in more than 22 countries worldwide; missions like these continue to build and sustain Reserve Soldiers’ skills while building mili-tary-to-military relationships with other nations.

Where We Are Today • More than 12,000 Citizen–Soldiers are serving in

Afghanistan and 22 other countries.

• The Army Reserve has mobilized more than 276,000 Soldiers since 11 September 2001.

• The Army Reserve has a current strength of almost 205,000 Soldiers, who are supported by more than 10,000 Army civilians.

• The Army Reserve has particularly large capabili-ties in medical, transportation, engineering, infor-mation technology, civil affairs, law enforcement and Soldier training.

• The Army Reserve represents 43 percent of the Army’s transportation capability, 59 percent of its medical capability, 77 percent of its civil affairs capability, 66 percent of its quartermaster capa-bility and 30 percent of the Army’s engineering capacity.

Part of the Total ForceTo defend the nation’s interests, the country needs

an all-volunteer force that is both flexible and respon-sive across all of its elements. The Army Reserve provides indispensable combat support and com-bat service support functions that enable the Army to ramp up its capabilities, protect combat forces, produce trained combat-ready Soldiers and sustain ARFORGEN.

As an operational force, the Army Reserve is one of the best returns on investment for American tax-payers. The training of Army Reserve Soldiers costs about a third as much as that of their active duty coun-terparts. Over a 15-year period, the average cost of training and deploying a Reserve Soldier is about half that of an active duty Soldier.

Looking to the future, the Army will depend on the Army Reserve even more and call on Reserve Sol-diers to conduct longer training missions in Europe, Africa, the Pacific Rim and other regions overseas.

The Army Reserve provides a highly skilled, adapt-able force that can support the Army across a range of military operations, including peacekeeping, nation building and defending support of civil authorities. Its men and women support Army needs in many career fields and are impressive examples of commitment to the Profession of Arms.

A key focus for the Army Reserve is to help the Army embrace a continuum of service (CoS) model aimed at preserving the all-volunteer force and the experi-enced, talented Soldiers it contains. The philosophy


behind CoS is the creation of a system that provides for the seamless transition of Soldiers among active, reserve and ultimately civilian service. This system will provide Soldiers flexible career options—com-bining periods of active, Reserve and inactive duty time. Such flexibility accommodates life challenges, supports personal ambitions and helps maintain a commitment to a lifetime of service. Providing vari-able options and a centralized pay and management system will benefit all who serve.

As part of this CoS effort and to support retaining key talent during the active component drawdown, the Army Reserve will allow endstrength to decrease slightly in the near term to provide transition oppor-tunities for active component Soldiers with critical skills and experience needed by the Army Reserve. Currently, the Army Reserve is short of mid-grade of-ficers and noncommissioned officers. This transition program will allow the Total Army to preserve read-iness, maintain crucial talent and skills and provide for flexibility in the future, should the Army need to reverse the drawdown and expand to meet any unfore-seen contingencies.

The Army Reserve has transformed over the past decade, converting from a strategic reserve to an op-erational force—from a geographically based com-mand-and-control structure to a functionally and operationally based structure, which streamlines per-sonnel and mission training within occupational spe-cialties. The Reserve will work closely with the Army to continue the evolution of the force to achieve Vi-sion 2020.

Moving forward, the Reserve’s commitment is steadfast, and the focus is clear: the Army Reserve will remain an essential part of the total force with its com-bat-tested, highly skilled force of Citizen–Soldiers. It remains ready to support a full range of military op-erations, providing a solid, experienced foundation. The values and talents that are part of this skill-rich organization benefit the nation beyond the traditional role of defense. This is the legacy of Citizen–Soldiers.

The Army Reserve in the War on TerrorismSince 11 September 2001, more than 276,000 Army

Reserve Soldiers have been mobilized in support of ongoing operations, including Operation Noble Ea-gle, responsible for keeping secure U.S. airspace and infrastructure, Operation Enduring Freedom in Af-ghanistan, Operation Iraqi Freedom and Operation New Dawn.3

Army Civilian Corps Army Civilians are an integral component of the

Army, leading and managing the design, development

and operation of the Army’s evolving requirements, generating and managing resources and delivering human capital and materiel to Army operational forc-es. The Army Civilian Corps comprises more than 330,000 employees in 31 career programs covering 525 occupations. The largest number of Army Ci-vilians can be found in the medical field (more than 30,000) with the second largest in logistics (more than 28,000). The Civilian Corps currently comprises 60 percent of the Army’s Generating Force, filling crit-ical leader positions. Through more than a decade of conflict, the Army has relied heavily on this cohort of professionals to carry out the Army’s Title 10 statu-tory responsibilities to resource a globally deployed military. Army Civilians are employed and, in some cases, deployed in positions that provide combat sup-port and combat service support, allowing Soldiers to concentrate on the warfighting mission.

Army Civilians also serve the nation in a myriad of noncombat Army missions such as waterways and flood control, domestic emergency response and the Army’s quality-of-life, morale and welfare programs. Additionally, they contribute to mission planning and logistical support to war efforts, including sus-taining the health and safety of the force; designing and managing the Army’s research and development programs; submitting and managing the Army’s bud-get; and repairing/rebuilding the Army’s warfight-ing equipment. In support of combat operations, the Army has deployed more than 30,000 civilians to serve with Army explosive ordnance disposal teams detecting and defusing improvised explosive devices

I am an Army Civilian— a member of the Army Team.

I am dedicated to our Army, our Soldiers and Civilians.

I will always support the mission.

I provide stability and continuity during war and peace.

I support and defend the Constitution of the United States and consider it an honor

to serve our Nation and our Army.

I live the Army values of Loyalty, Duty, Respect, Selfless Service, Honor,

Integrity and Personal Courage.

I am an Army Civilian.

—The Army Civilian Corps Creed 4

19Land Component

(IEDs). Army Civilians in the Corps of Engineers have deployed for one-year tours to lead provincial reconstruction teams rebuilding infrastructure in Af-ghanistan and Iraq.

The Army Civilian Corps is composed of a wide range of employees: federal civilian employees (who are generally U.S. citizens employed with funds ap-propriated by Congress), Nonappropriated Fund employees (who work in Army clubs and child care centers and are paid from sales, fees and charges to the patrons of those activities) and Local Nation-al employees (who are citizens of host nations em-ployed in overseas areas under agreements with the host nations). The average age of today’s Army Ci-vilian is 46.5 years with an average of more than 13 years of service; 18 percent of the civilian workforce is retired military; many more have previously served in the military. There are 288 Senior Executive Ser-vice (SES) members. Equivalent to general officers, SES members serve in very senior executive posi-tions throughout the Army—as program managers, senior-level Headquarters, Department of the Army (HQDA) staff or senior leaders within Army com-mands. The Department of the Army’s federal em-ployees are employed under the executive branch of the U.S. government and are hired under the same au-thority as federal service civilians in most other agen-cies within the U.S. government.

Contractors are not federal employees but instead work for organizations that have contract agreements in place and provide special skills to the Department of Defense and/or Department of the Army. Military and civilian employees in the Department of the Army operate individually and often jointly on the missions of the organization. Civilian members of the orga-nization contribute significantly by providing direct support to the military mission. Never before in the history of the U.S. Army have its leaders called upon Army civilians to assume greater roles, responsibility and accountability than during the past decade. While military members of the Department of the Army ei-ther enlist or are commissioned into service and have a required service agreement/contract, Army Civilians work voluntarily and are able to move, change posi-tions and resign at any time.

1 U.S. Code Title 10, Chapter 307, Section 3062, 3 January 2012, http://uscode.house.gov/download/pls/10C307.txt.2 Ibid.3 Ibid.4 http://www.army.mil/values/corps.html.

Army http://www.army.mil

Army Center of Military Historyhttp://www.history.army.mil

Army Historical Foundationhttp://www.armyhistory.org

Army Organizationhttp://www.army.mil/info/organization

Army Reservehttp://www.usar.army.mil

Army Staffhttp://www.army.mil/info/organization/headquarters/hqda

Army Valueshttp://www.army.mil/values

Chief of Staff, Armyhttp://www.army.mil/leaders/csa

Headquarters, Department of the Armyhttp://www.hqda.army.mil/hqda

National Guard Bureauhttp://www.nationalguard.mil

Army Posture Statementhttp://www.army.mil/aps

Secretary of the Armyhttp://www.army.mil/leaders/sa

Sergeant Major of the Armyhttp://www.army.mil/leaders/sma

Under Secretary of the Armyhttp://www.army.mil/leaders/usa

Vice Chief of Staffhttp://www.army.mil/leaders/vcsa


There is no more unambiguous

display of American resolve than the

deployment of the American Soldier. —2014 Army Posture Statement

21Army Organization

Army Organization3The Force for Decisive Action

As the nation continues to undergo a historical shift in security concerns, the Army’s organization and operational strategy have adjusted to meet changing threats. Unlike previous conflicts in which the United States engaged in combat with a known state enemy, the nation now faces threats from small states and non-state organizations engaging in unconventional means of warfare, requiring an agile, adaptable force that can deploy rapidly and defeat a full spectrum of threats.

In addition to the challenges posed by new and evolving threats, the United States is also facing seri-ous deficit problems. Federal and state budgets have seen large budget cuts; the Pentagon has not been exempt from these cuts. Over the past two years, the Budget Control Act (BCA) has resulted in declining readiness throughout the Total Army force (active Army, Army National Guard and Army Reserve.) The U.S. Army, along with the other military services, must find efficient and successful methods to absorb these cuts while continuing to build upon the enduring strength of the Army. The 2014 Army Posture State-ment describes this difficult but necessary endeavor currently facing the Army:

During this period of uncertainty in the fiscal and strategic environment, our goal has been to main-tain the proper balance between endstrength, readiness and modernization across the Total Army. We are reducing endstrength as rapidly as possible, while still meeting our operational commitments, in order to concentrate remaining funds on rebuilding readiness. However, to do this we must accept greater risk in our modernization programs. To rebuild and sustain a force capa-ble of conducting the full range of operations on land, to include prompt and sustained land com-bat, it is essential that we take steps to prevent hollowness within the force.1

After more than a dozen years of persistent conflict, the Army’s resources have been stretched thin. Histor-ically, the United States has drawn down the military

at the end of every war. However, the Army is now being directed to lower its force structure before the war is over. The current demand for U.S. forces in Afghanistan and other worldwide operational com-mitments is ongoing, while simultaneously the Army must draw down, reorganize and prepare for a broader set of security missions and threats.2

Regardless of these challenges, the U.S. military and national security approach to the country’s im-peratives of protecting the country from ongoing and future external threats has not changed the essential role of America’s Army, as the 2014 Army Posture Statement emphasizes:

There is no more unambiguous display of Ameri-can resolve than the deployment of the American Soldier. As part of the Joint Force, the Army de-ters potential adversaries by presenting a credible element of national power: landpower that is de-cisively expeditionary and strategically adaptive. The Army possesses a lethal combination of capa-bility and agility that strengthens U.S. diplomacy and represents one of America’s most credible deterrents against hostility. If necessary, a ready Army can defeat or destroy enemy forces, control land areas, protect critical assets and populations and prevent the enemy from gaining a position of operational or strategic advantage. Ultimately, potential adversaries must clearly perceive Army forces as being capable of appropriate and rapid response anywhere in the world and across the entire range of military operations, from stability operations to general war.3

Overarching OrganizationArmy organizations in the Operating Force perform

three fundamental warfighting missions: • Combat units, such as infantry, armor and fires,

are directly involved in the conduct of fighting.• Combat support units, such as chemical, military

intelligence, military police and signal, provide operational assistance to combat units.


• Combat service support units, such as transpor-tation, medical, quartermaster (supply), ordnance, finance and adjutant general (administration), provide logistical and administrative assistance to the above units.Supplementing these warfighting formations are

elements of the Army’s Generating Force performing institutional missions such as: • training and military education;• recruiting;• research and development;• engineering and base support; and• installation management.

The Army Command StructureThe Army has three types of commands: Army com-

mand, Army service component command (ASCC) and direct reporting unit.

Army commands perform many Title 10 functions across multiple disciplines (U.S. Army Training and Doctrine Command; U.S. Army Materiel Command; U.S. Army Reserve Command; and U.S. Army Forces Command).

ASCCs are primarily operational organizations that serve as Army components for combatant commands. An ASCC can be designated by the combatant com-mander as a joint forces land component command or joint task force (U.S. Army Europe; U.S. Army Pacific; U.S. Army North; U.S. Army South; U.S. Army Central; U.S. Army Africa; U.S. Army Space and Missile Defense Command; U.S. Army Special Operations Command; and U.S. Army Surface De-ployment and Distribution Command).

Direct reporting units consist of one or more units that have institutional or operational functions. These units provide broad, general support to the Army in

a single, unique discipline not available elsewhere in the Army (U.S. Army Military District of Washington; U.S. Army Corps of Engineers; U.S. Army Criminal Investigation Command; U.S. Army Intelligence and Security Command; U.S. Army Medical Command; U.S. Army Test and Evaluation Command; U.S. Mil-itary Academy; U.S. Army Acquisition Support Cen-ter; U.S. Army Installation Management Command; and U.S. Army Network Enterprise Technology Com-mand/9th Signal Command).

For a complete list and descriptions of the Army commands, ASCCs and direct reporting units, see chapter 8, “Army Command Structure.”

The Army Modular ForceBelow the three types of major commands, the

Army organizes its forces according to combinations of types and numbers of Soldiers and equipment available. These organizations range from four-Sol-dier fire teams to 80,000-Soldier corps. The Army Modular Force relies on self-contained, full-spectrum units that can be plugged into larger forces, including joint forces, thereby giving the nation the capability of responding quickly and effectively to meet the specif-ic circumstances of a crisis. Flexibility is the hallmark of the Modular Force and its role in current and future operations.

The Army is a brigade-centric force; divisions serve as command-and-control headquarters specializing in mission command for subordinate units. The smaller types of units are standardized. For example, every armored brigade combat team (ABCT) (see “Brigade Combat Teams,” p. 25)—no matter its home base—is organized in the same way; that is, each has the same number of Soldiers and type of equipment, allowing planners of a theater campaign to build an effective force more easily. Once the appropriate number of brigade combat teams (BCTs) is determined based on theater requirements, planners can select these mod-ular units depending on their availability in the force generation cycle (see “Army Force Generation,” p. 26). Because all units have the same skill sets, they can be deployed on a time basis, which makes deploy-ments more predictable and more fairly distributed throughout the Army, including the reserve compo-nent. What follows is an explanation of the Modular Force structure.

Fire Team and CrewIn the infantry, fire teams comprise four or five Sol-

diers. Combat units built around armored vehicles or fire units are called crews. These are the Soldiers who operate the vehicles or weapon systems. Teams and crews are the smallest organizational units in the Army.

23Army Organization

Squad/SectionA squad in the infantry usually consists of two fire

teams, whereas in the armor and artillery elements a squad will refer to the piece of equipment and its crews; four to 11 Soldiers comprise a squad. A section is usually larger than a squad, but the size of either depends on its function. A noncommissioned officer (NCO), usually a sergeant or staff sergeant, leads a squad or section.

PlatoonIn the infantry a platoon usually comprises four

squads for a total of 16 to 45 Soldiers, though the size may vary depending on the type and mission of the platoon. Platoons are led by lieutenants, with a staff sergeant or sergeant first class as the second in command.

Company/Battery/TroopTypically, three to five platoons and a headquarters

section form a company, battery or troop—totaling 100 to 200 Soldiers. The size depends on the type and mission of the unit. The artillery equivalent of a company is called a battery; the traditional cavalry equivalent is called a troop. Company commanders are usually captains, with first sergeants as their prin-cipal NCOs. Independent or separate companies are assigned numerical designations (e.g., 561st Medical Company), while organic companies—those belong-ing to a battalion—are assigned alphabetic designa-tions (e.g., Company B, 1st Battalion, 327th Infantry). Within the combat arms it is also possible to have a separate regimental company-sized organization (e.g., Battery B, 26th Field Artillery). A company is the ba-sic tactical element of the Army, a cohesive compo-nent that can enter combat and perform a mission on its own.

Battalion/SquadronA battalion is composed of four to six organic or

separate companies plus a headquarters element, all under the command of a lieutenant colonel, with a command sergeant major as the principal senior NCO and advisor. Such an organization is called a squad-ron for cavalry units performing armored cavalry and reconnaissance functions. The Army has combat, combat support and combat service support battalions (e.g., 1st Battalion, 37th Armor; 249th Engineer Bat-talion; and Headquarters and Headquarters Company, 11th Transportation Battalion). In performance of par-ticular missions, battalions are capable of attaching different types of companies to form battalion-size task forces. With 500 to 900 Soldiers, a battalion is tactically and administratively self-sufficient, capa-ble of independent operations of limited duration and

scope. As part of their esprit de corps and unit iden-tity, battalions are usually the lowest command lev-el to have organizational colors and distinctive unit insignia.

A battalion considered to be a “constituent” to a brigade combat team will continue the lineages and honors of the Army’s regimental system. Battalions within the support brigades will also continue the lineages and honors of the regimental system. Each BCT’s special troops battalion perpetuates the lineag-es and honors of its headquarters company.

Regiment/Group“Regiment” is a traditional designation predat-

ing the U.S. Army, but it has largely been replaced by the term “brigade.” Only a few tactical regiments remain in the U.S. Army, with the armored cavalry regiment being the most familiar. Combat-arms units still keep their regiment name for the sake of tradi-tion. For example, the 4th Squadron, 7th Cavalry and

The Modular Force

Support Brigades

XX Division Headquarters

X Brigade Combat Team

Combined Arms

Support Battalion

Signal

Target Acquisition

Fires

Reconnaissance

Intelligence and Surveillance

Protection

Combined Arms

Brigade Troops Battalion

Battle Command

Headquarters/Headquarters

Company

Combat Aviation

Battlefield Surveillance

Sustainment

Fires

Combat Support*

* Maneuver Enhancement


the 3d Squadron, 7th Cavalry are assigned to different higher headquarters, but they share an affiliation with one of the Army’s most famous regiments. Two or three battalions with the same regimental designation serving in the same divisional brigade, however, do not constitute a regiment because no regimental head-quarters is authorized. Special operations groups and regiments administer, support and train subordinant elements but rarely operate as tactical entities.

BrigadeThe brigade combat team—the basic combined-arms

building block of the Army—is a permanent, stand-alone, self-sufficient and standardized tactical force of 3,900–4,100 Soldiers who are organized the way they fight. BCTs have increased intelligence, surveillance and reconnaissance as well as network-enabled battle command capabilities. BCTs perpetuate the lineages and honors of a divisional brigade or separate brigade (described below). Support brigades are organized into five types: combat aviation brigades, fires brigades, battlefield surveillance brigades, combat-support bri-gades (commonly referred to as maneuver enhance-ment) and sustainment brigades. BCTs fall under one of three current designations: Infantry, Armored (for-merly Heavy) or Stryker (described below).

Corps and DivisionCorps and divisions feature lieutenant general-com-

manded and major general-commanded versions, consisting of headquarters of about 700 and 800 Soldiers respectively. They are capable of function-ing as a joint task force (JTF) and joint force land component command (JFLCC). The three-star corps perpetuates the lineages and honors of a historical corps. The two-star division perpetuates the lineages and honors of a historical division. The division is a command-and-control headquarters and has no or-ganic brigades, meaning no brigades are permanently assigned to a division’s command. Any modular bri-gade combat team or combat-support brigade may be assigned to any corps or division without extensive task organization or augmentation. This improves the strategic flexibility to provide exactly the right capa-bilities to support the joint force commander.

ArmyHistorically, a theater army has been the Army

component in a unified command, with both opera-tional and support responsibilities. A field army may be formed by theater army commanders in coordina-tion with unified commands. It normally will be con-stituted from existing Army forces and structured to meet specific operational requirements. In joint and combined operations, field armies may include units of other services or of allied forces. When the field army is the largest land formation in a theater of war, its commander may serve as the land component com-mander and may design and direct the land campaign for the entire theater.

Geographically, the army is a headquarters capa-ble of assuming the duties of a JTF or JFLCC—with augmentation from other services—and controls op-erations. Each theater army is able to be part of both an ASCC and a JFLCC to support regional combatant

Unit Symbols

The Army uses DoD joint symbology to depict its units graphically. The main icon inside the frame identifies the unit’s basic function and can be mod-ified or amplified using alphanumerics or graphics. The following are examples of unit symbols.

Air Defense Armored Aviation

Infantry Airborne Infantry Engineer

Field Artillery Reconnaissance Nuclear, Biological and Chemical

MI MP

Military Intelligence Military Police Signal

25Army Organization

commanders. Soldiers assigned to one of these com-mands will wear the patch of a traditional numbered army and perpetuate its lineage and honors.

Brigade Combat TeamsThe Army is reorganizing and reducing from 38 to

32 active component brigade combat teams, 13 com-bat aviation brigades, 23 theater support commands (TSCs), 50 functional brigades, 25 support brigades and 10 special operations brigade equivalents by the end of Fiscal Year (FY) 2015. Between FYs 2016 and 2017, the Army may be reduced by another eight BCTs.4 The three current designations of BCTs are as follows:• Infantry BCTs (IBCTs) include three infantry

battalions, a reconnaissance and surveillance cav-alry squadron, a field artillery battalion, a brigade engineer battalion and a logistics support battalion IBCTs are also organized to be airborne capable.

• Armored BCTs (ABCTs) include three armor- mechanized infantry battalions (one using a his-toric infantry battalion designation and the other a historic armor battalion designation), an armed reconnaissance cavalry squadron, a field artillery battalion, a logistics support battalion and a bri-gade engineer battalion.

• Stryker Brigade Combat Teams (SBCTs) are centered on the Stryker, an eight-wheel-drive armored vehicle. The Stryker comes in several configurations, including infantry carrier, mobile gun system, antitank guided missile, mortar carrier, fire support, medical evacuation, engineer squad, command, reconnaissance and nuclear, biolog-ical and chemical reconnaissance. Using these all-terrain, all-conditions and easily transportable vehicles as the basic building block, the Army has created a highly agile, highly lethal force.Containing about 3,900 Soldiers, an SBCT con-sists of three infantry battalions (with mobile gun, mortar, forward observer and sniper capabilities), a cavalry squadron for reconnaissance and target acquisition, a field artillery battalion, a brigade support battalion, a brigade engineer battalion, a military intelligence company, an engineer com-pany, a signal company, an antitank company and a headquarters company. The SBCT also has ad-vanced command, control, communications, com-puter, intelligence, surveillance and reconnaissance (C4ISR) systems that not only give it the best possible assessment of a battlefield but also allow it to draw on all Army and joint force resources when needed. Thus, the SBCT’s technology and swift mobility allow it to provide division-level capabilities in a theater of war.

Stationing the Army The Army considers a broad array of criteria when

assessing where units will be stationed. Criteria are based on strategic considerations, operational effec-tiveness, geographic distribution, cost and the abili-ty to meet statutory requirements. By the end of FY 2015, the active Army will be arrayed as follows: • 1st Army, headquartered at Rock Island Army

Arsenal, Illinois.• U.S. Army Reserve Command, headquartered at

Fort Bragg, North Carolina.• I Corps, headquartered at Joint Base Lewis–Mc-

Chord, Washington, with two Stryker brigade combat teams and one combat aviation brigade.

• III Corps, headquartered at Fort Hood, Texas.• XVIII Airborne Corps, headquartered at Fort

Bragg, North Carolina.• 1st Infantry Division, headquartered at Fort Riley,

Kansas, with two armored BCTs, one combat avia-tion brigade and a division artillery.

• 1st Armored Division, headquartered at Fort Bliss, Texas, with two armored BCTs, one Stryker BCT, one infantry BCT (Army Evaluation Task Force), one division artillery and one combat aviation brigade.

• 1st Cavalry Division, headquartered at Fort Hood, Texas, with three armored BCTs, one division artillery and one combat aviation brigade.

• 3d Infantry Division, headquartered at Fort Stew-art, Georgia, with one armored BCT, one infantry BCT, one infantry BCT at Fort Benning, Georgia, one combat aviation brigade at Hunter Army Air-field, Georgia, and a division artillery.

• 4th Infantry Division, headquartered at Fort Car-son, Colorado, with one armored BCT, one Stryker BCT, one infantry BCT and a division artillery.


• 10th Mountain Division, headquartered at Fort Drum, New York, with three infantry BCTs, one infantry BCT at Fort Polk, Louisiana, one combat aviation brigade and a division artillery.

• 82d Airborne Division, headquartered at Fort Bragg, North Carolina, with three airborne infantry BCTs and one combat aviation brigade.

• 101st Airborne Division (Air Assault), headquar-tered at Fort Campbell, Kentucky, with four air as-sault infantry BCTs, two combat aviation brigades and a division artillery.

• Joint Readiness Training Center, Fort Polk, Louisiana.

• National Training Center, 11th Armored Cavalry Regiment, Fort Irwin, California.

• 3d Stryker Cavalry Regiment at Fort Hood, Texas.

• 3d Expeditionary Sustainment Command, head-quartered at Fort Knox, Kentucky.

• 13th Expeditionary Sustainment Command, head-quartered at Fort Hood, Texas.

• 20th Support Command, headquartered at Aber-deen Proving Ground, Maryland.

• Air Traffic Services Command, headquartered at Fort Rucker, Alabama.

Army Force GenerationThe Army has implemented a readiness model to

manage the force and ensure the ability to support demands for its forces. The Army Force Generation (ARFORGEN) process creates operational readiness cycles wherein individual units increase their prepared-ness over time, culminating in full-mission readiness and availability for missions. Manning, equipping, resourcing and training processes are synchronized to the ARFORGEN process, creating a cycle of building and maintaining ready ground forces.

The Army’s ARFORGEN policy readies each ac-tive component unit for employment every other year, with the goal of deploying units no more than every fourth year. Units that are ready, but not de-ployed, are available for contingencies or other emer-gent requirements. The ARFORGEN policy readies each reserve component unit every five years. Units in both the active component and the reserve com-ponent (Army National Guard and Army Reserve) move through three stages of the operational readi-ness cycle, as defined by the ARFORGEN strategy and model:

Reset: Units are given time to recover from previous deployments. They complete individual education and development, receive new equipment, are as-signed new personnel and train to achieve the required unit capability level necessary to enter the ready force pool. AC Soldiers spend between three and six months in the reset phase; RC Soldiers spend one year in this phase.Train/Ready: Units are combat-task proficient through higher-level collective training and are con-sidered ready to conduct mission requirements, in-cluding contingency deployment. These units are also eligible to fill operational surge requirements, if nec-essary. AC Soldiers spend nine months in the train/ready phase; RC Soldiers spend three years.

Available: Units are available within their assigned window for missions such as overseas deployments, prepare-to-deploy missions and contingency re-sponse. Both active and reserve component Soldiers are available for one year in this phase, though most overseas missions last nine months. The remaining time is used for reset and demobilization for reserve component units.

First Army is a critical component to the success of the evolving ARFORGEN strategy. In building the readiness of the reserve component, First Army advis-es, trains and supports RC Soldiers during premobili-zation periods.5

The dynamic nature of the operational environment compelled the Army to mature and refine ARFORGEN into a process of continuous synchronization to better perform sourcing activities. Similarly, the Army is re-addressing its force generation policies to allow the Army to balance contingency requirements, steady-state missions, available resources and force structure as the strategic environment continues to change.

Army ModernizationThe objective of Army equipment modernization

is to enable Soldiers to fight and win across the en-tire range of military operations by developing and

27Army Organization

fielding versatile and tailorable equipment that is af-fordable, sustainable and cost-effective. The Army has developed several initiatives to guide equipment modernization during this period of fiscal constraint. The Total Army focuses equipment modernization on the Soldier and squad, providing them with a network and key enablers. Using incremental improvements to update existing systems is the first option, while building new systems will happen only by exception. The Army is divesting older systems and niche ca-pabilities to decrease sustainment costs and generate additional resources for modernization and readiness. It is also developing smaller procurement objectives because it cannot afford to equip and sustain the en-tire force with the most advanced equipment. Finally, each equipment decision is being reviewed to ensure that it is both affordable within the overall budget and cost-effective in addressing the capability gap.

Prioritization of efforts will go toward modernizing the network to facilitate the decisionmaking of Sol-diers with information and connectivity across all tac-tical echelons for unified land operations in support of the joint force. Similarly, aviation reflects priorities for Apache, Black Hawk and Chinook helicopters as the most capable and survivable combat-proven air-craft. Additionally, emphasis is being placed on pro-tecting critical science and technology investments as the seed corn for the future. However, achieving the Army’s priority efforts will require a significantly larger time investment than originally thought, due to the decline in resources for the Research, Develop-ment and Acquisition accounts. The Army will begin to recover the balance among modernization, readi-ness and manpower in FY 2020 as manpower end-strength stabilizes. At this point, the aim is to renew investment in new programs impacted by recent bud-get constraints after assessing existing or new capabil-ity gaps and updating requirements.

The Army has identified 10 critical programs that synchronize equipment modernization:• Warfighter Information Network–Tactical

(WIN-T). WIN-T, the Army’s top modernization priority, is the Soldier’s Internet and communi-cations backbone to which all other networked systems must connect.

• Joint Tactical Radio System (JTRS). JTRS is the Army’s future deployable mobile communica-tions family of radio systems that permits digital exchange of voice, data and video with multiple channels.

• Joint Battle Command–Platform (JBC-P). JBC-P is the foundation for achieving affordable information interoperability and superiority on current and future battlefields. It is the principal command and control/situation awareness (C2/SA) system for the Army and Marine Corps at the brigade level and below.

• Distributed Common Ground System–Army (DCGS-A). DCGS-A is the Army’s premier intelligence, surveillance and reconnaissance tool that gives intelligence analysts rapid exploitation capabilities.

• Nett Warrior. Nett Warrior includes a smart-phone-like electronic device, graphically display-ing Soldiers’ locations on a digital map that can be shared on the Army network.

• Armored Multi-Purpose Vehicle (AMPV). AMPV replaces the M113 family of vehicles and provides required protection, mobility and net-working for the Army’s critical enablers, including mortars, medical evacuation and command and control vehicles.

• Paladin Integrated Management (PIM). PIM provides low-risk upgrades to the self-propelled

The Army is divesting older systems and niche capabilities to decrease sustainment costs and generate additional

resources for modernization and readiness.


howitzer fleet. It replaces the current M109A6 Paladin and M992A2 Field Artillery Ammunition Supply Vehicle with a platform that incorporates Bradley common drive train and suspension com-ponents in a newly designed hull.

• Joint Light Tactical Vehicle (JLTV). The center of the Army’s tactical wheeled vehicle moderniza-tion strategy, the JLTV will replace the High Mo-bility Multipurpose Wheeled Vehicle (HMMWV) and the Mine Resistant Ambush Protected (MRAP) family of vehicles.

• AH-64 Apache. AH-64 is the Army’s world-class heavy attack helicopter for the current and future force. Its enhancements consist of several technical insertions. Apache investment is a key facet of the Army Aviation Restructure Initiative.

• UH-60 Black Hawk. UH-60 is a utility aircraft and the Army’s largest helicopter fleet. The new Army Aviation Restructure Initiative will provide flexibility to address aging training fleet concerns and will provide the Army National Guard with an additional 111 modernized Black Hawk aircraft.

America’s Total Army is the best in the world to-day. It has unique capabilities to provide regionally aligned, expeditionary and decisive landpower; how-ever, its capacity and capability overmatch are being eroded. Adding impetus for modernization, there is uncertainty in the international security environment which provides an opportunity for potential adversar-ies to develop destructive technologies and weapons of their own. Furthermore, the demand for Army units is on the rise to meet combatant commander require-ments for regional engagements across the range of military operations to prevent, shape and win in sup-port of national interests. Ultimately, the ability to modernize Army equipment relies on stable, consis-tent and flexible budget authority. Adequate resources

are essential to meet Defense Strategic Guidance and defense budget priorities. The Bipartisan Budget Act of 2013 provides greater budget certainty for FYs 2014 and 2015; however, investment reductions in equipment modernization continue to challenge the Army in delivering capabilities to our Soldiers now and in the future.

Obstacles notwithstanding, the Army will contin-ue to empower, protect and unburden the Soldier and equip the squad to be the foundation of the decisive force. Moreover, modernizing combat vehicles, in-cluding aviation, will deter and defeat hybrid threats, sending a signal to current and future adversaries that, despite ever-changing battlefield environments, the United States is prepared to fight.6

BudgetThe Army operates on money appropriated by Con-

gress as part of the federal budget, using a fiscal year calendar that corresponds with congressional release of the appropriations two months before the end of the calendar year. As a result, FY 2014 began on 1 Octo-ber 2013 and ends on 30 September 2014.

The Army budget process begins with commanders identifying requirements from the staff and field orga-nizations and prioritizing their needs. Using guidance from the President’s Office of Management Budget (OMB) and the Department of Defense, the Army puts together a budget proposal that is submitted for DoD and OMB review. Once approved, the Army budget becomes part of the President’s Budget sub-mitted to Congress in February. Congress reviews the budget with the intent of providing appropriation acts to the President before the beginning of the next fiscal year on 1 October. However, if no budget agreement is reached by 1 October, Congress passes Continuing Resolution Acts allowing departments to continue op-erating within stipulated restrictions.

When the President signs the appropriation acts into law, first the U.S. Treasury, then DoD and next the Army receives the funds. Because the money is provided by appropriation it carries restrictions. For example, money generally cannot be moved across appropriations without prior congressional repro-gramming approval, and some appropriations expire at the end of one, three or five fiscal years. Because Congress is restricted by law from appropriating money that is not specifically earmarked for spend-ing, the armed forces do not receive excess funds for contingencies. However, due to the ongoing oper-ations in Iraq and Afghanistan, DoD requests funds that are specifically allocated for overseas contingen-cy operations (OCO) in addition to the base budget proposal. These funds fill the gaps between already

29Army Organization

appropriated money and the actual costs of opera-tions. In some years, Congress may also pass a second bill called a bridge supplemental, allowing the Army to continue operations in the time between the end of the last fiscal year (the expiration date of the original supplemental bill) and the passing of the next year’s budget (which can be up to several months later).

With the end of the Cold War, the 1990s saw a downward trend in defense funding as the United States reduced the size of its armed forces. The attacks on the United States on 11 September 2001 reversed that trend, prompting an increase in defense costs; the wars in Afghanistan and Iraq and other national secu-rity concerns necessitated sharp budget increases in the first decade of the 21st century. The FY 2012 bud-get, however, marked a change in this upward trend: the total Army budget decreased by $30.2 billion, including overseas contingency operations, from the

previous year.7 The Army’s FY 2013 budget is $184.6 billion, which includes $50 billion for OCO.8

1 2014 Army Posture Statement, submitted by The Honorable John M. McHugh and General Raymond T. Odierno to the Committees and Subcommittees of the United States Senate and the House of Representatives, 2nd Session, 113th Congress, March 2014, http://usarmy.vo.llnwd.net/e2/c/downloads/336945.pdf.

2 Ibid.3 Ibid.4 Dennis Steele, “The FY 2013 Budget: Ups and Downs in Cutting,” ARMY, April 2012, http://www.ausa.org/publications/armymagazine/archive/2012/04/

Documents/Steele1_0412.pdf.5 “First Army: Training for Today’s Requirements and Tomorrow’s Contingencies,” Torchbearer Issue Paper (Arlington, VA: Association of the United States Army, April

2012), http://www.ausa.org/publications/torchbearercampaign/torchbearerissuepapers/Documents/TBIP_First_Army_web.pdf.6 Department of the Army, Army Equipment Program in support of President’s Budget 2015, May 2014, http://usarmy.vo.llnwd.net/e2/c/downloads/348286.pdf. 7 The Army Budget Fiscal Year 2012: An Analysis, Association of the United States Army, October 2011, http://www.ausa.org/publications/ilw/Documents/Budget_

Book_FY12_web.pdf.8 2012 Army Posture Statement.

Army http://www.army.mil

Army Organizationhttp://www.army.mil/info/organization

Budget of the U.S. Governmenthttp://www.gpoaccess.gov/usbudget

Crests and Unit Patches (Institute of Heraldry)http://www.tioh.hqda.pentagon.mil

Operational Terms and Graphicshttp://www.armypubs.army.mil/doctrine/dr_pubs/dr_a/pdf/fm1_02c1.pdf

Operational Units and Installationshttp://www.army.mil/info/organization/unitsandcommands/oud

Posture Statementhttp://www.army.mil/info/institution/posturestatement

Department of Defense Budget Process


OMB President’s

Budget

Budget Committees

Armed Services Committees

Appropriations Committees

Budget Resolutions

Authorization Bills

Appropriation Bills

OMB Apportionment Treasury Warrants


Congress

OMB – Office of Management and Budget


The individual Soldier is the

basic building block of all Army

organization and operations.

31The Soldier

The Soldier4Army Strong

The United States Army is among the best trained, most disciplined and most proficient in the world. That tradition dates to 1778 when Baron Friedrich von Steuben wrote the book on training and discipline for George Washington’s fledgling Continental Army at Valley Forge. That was the turning point in the War of Independence; von Steuben’s training gave the Amer-ican Army the tools to topple the better-equipped, bet-ter-supplied and larger British army and has been the foundation of America’s armed superiority ever since.

The individual Soldier is the basic building block of all Army organization and operations; the strength of the Army lies not only in numbers but also in the Sol-diers. Soldiers develop mental, emotional and physi-cal strength forged through shared values, teamwork, experience and training, embodying the spirit of the current Army recruiting campaign, “Army Strong.”

Army OathTitle 10 of the U.S. Code establishes the mission

and organization of the U.S. Army and governs the enlistment and commissioning of the Army’s Soldiers. Upon entering the Army, Soldiers must recite the oath established by the Continental Congress when it cre-ated the Army in 1775. The current oaths, with word-ing dating to around 1960, are as follows.

Enlisted Oath“I, _____, do solemnly swear (or affirm) that I will

support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the Unit-ed States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. So help me God.”

Officer Oath“I, _____, having been appointed an officer in the

Army of the United States, as indicated above in the grade of _____, do solemnly swear (or affirm) that I

will support and defend the Constitution of the United States against all enemies, foreign or domestic, that I will bear true faith and allegiance to the same; that I take this obligation freely, without any mental res-ervations or purpose of evasion; and that I will well and faithfully discharge the duties of the office upon which I am about to enter. So help me God.”

Army ValuesU.S. Army Soldiers adhere to the following seven

core Army values:• Loyalty—Bear true faith and allegiance to the U.S.

Constitution, the Army, the unit and fellow Sol-diers. Bearing true faith and allegiance is a matter of believing in and devoting yourself to something or someone. A loyal Soldier is one who supports the leadership and stands up for fellow Soldiers. By wearing the uniform of the U.S. Army, Soldiers express their loyalty. By doing their share, they show loyalty to the unit.

• Duty—Fulfill your obligations. A Soldier doing his or her duty means more than carrying out assigned tasks. Duty means being able to accomplish tasks as part of a team. The work of the U.S. Army is a complex combination of missions, tasks and responsibilities, building one assignment onto another. Soldiers fulfill their obligations as a part of the unit every time they resist the temptation to take shortcuts that might undermine the integrity of the final product.

• Respect—Treat people as they should be treated. Respect is what allows us to appreciate the best in other people. Respect is trusting that all peo-ple have done their jobs and fulfilled their duty. Self-respect is a vital ingredient, too, which results from knowing one has put forth the best possible effort. The Army is one team, and each Soldier has something to contribute.

• Selfless Service—Put the welfare of the nation, the Army and one’s subordinates before one’s own. In serving their country, Soldiers are doing duty


loyally without thought of recognition or gain. The basic building block of selfless service is the com-mitment of all team members to go a little further, endure a little longer and look a little closer to see how they can add to the effort.

• Honor—Live up to Army values. Honor is a matter of carrying out, acting and living the values of respect, duty, loyalty, selfless service, integrity and personal courage in everything. Soldiers make honor a matter of daily living, solidifying a habit of being honorable with every value choice they make.

• Integrity—Do what is right, legally and morally. Integrity is a quality developed by adhering to moral principles. It requires never doing and say-ing anything that deceives others. As a Soldier’s integrity grows, so does the trust others place in that Soldier.

• Personal Courage—Face fear, danger and adver-sity (physical or moral). Personal courage has long been associated with the Army. Physical courage is a matter of enduring physical duress and risking personal safety. Facing moral fear or adversity may be a long, slow process of continuing forward on the right path, especially if taking those actions is not popular with others. Soldiers build personal courage by standing up daily for and acting upon the things they know are honorable.

The Soldier’s CreedIn addition to the seven core Army values, all Sol-

diers are expected to uphold a set of principles called the Soldier’s Creed. This creed guides every aspect of their Army lives, from behavior and attitude to train-ing and the carrying out of duties and missions.

Rank and PromotionsThe structure for the Army’s uniformed members

is based on rank, a designation of experience and au-thority. Except in some specialized career fields, all members enter the Army at the lowest commissioned or enlisted rank and earn promotions to higher ranks based on their performance record, skill levels, time in grade and leadership qualities. Each succeeding rank carries more authority, greater responsibility and higher pay.

The Army divides rank into three types: commis-sioned officers, warrant officers and enlisted Soldiers, including noncommissioned officers (NCOs). Each rank is given a numbered designation (i.e., O-number, W-number or E-number) to indicate its pay grade and corresponding rank with those of other military ser-vices. For example, a colonel in the Army is an O-6, the equivalent of a Navy captain, whereas an Army

captain, O-3, is the equivalent of a Navy lieutenant. A private first class is an E-3 in the Army but an E-2 in the Marine Corps. Sometimes two ranks may be assigned the same pay grade (e.g., specialists and cor-porals in the Army, both of whom are E-4s).

The bulk of personnel are enlisted, making up 83 percent of the active Army, 88 percent of the Army National Guard and 83 percent of the Army Reserve. Commissioned officers comprise almost 14 percent of the active Army, 9.2 percent of the Army National Guard and 16 percent of the Army Reserve. Warrant officers make up the rest.1 The Army is an equal-op-portunity employer, recruiting, enlisting, commission-ing, promoting and retaining Soldiers wholly on the basis of skills. This intentionally provides the Army with a diverse composition of people.

Commissioned Officers Commissioned officers receive a commission ap-

proved by Congress to serve in the Army. Commis-sioned officers legally represent the Commander in Chief (the President of the United States), and the commission serves as the basis for an officer’s legal authority. Commissioned officers are the equivalent of mid- and high-level executives in civilian corpora-tions, managing large numbers of people and resourc-es. They are expected to prudently and courageously exercise finely honed judgment to command Soldiers, establish Army policy and manage Army resources.

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.

—The Soldier’s Creed* Warrior Ethos

33The Soldier

No Insignia E-1 Private

E-2Private (PV2)

6 months

E-3Private First Class (PFC)

16 months

E-4Specialist (SPC)

30 months

E-4Corporal (CPL)

30 months

E-5Sergeant (SGT)

4.5 years

E-6Staff Sergeant (SSG)

8 years

E-7Sergeant First Class (SFC)

12.5–14 years

E-8Master Sergeant (MSG)

17.7–20 years

E-8First Sergeant (1SG)

17.7–20 years

E-9Sergeant Major (SGM)

22.6–24 years

E-9Command Sergeant Major (CSM)

22.6–24 years

E-9 Sergeant Major of the Army (SMA)

O-1 Second Lieutenant (2LT)

O-2First Lieutenant (1LT)

18 months

O-3Captain (CPT)

4 years

O-4Major (MAJ)

10-11 years

O-5Lieutenant Colonel (LTC)

16.5 years

O-6Colonel (COL)

22 years

O-7 Brigadier General (BG)

O-8 Major General (MG)

O-9 Lieutenant General (LTG)

O-10 General (GEN)

General of the Army (GA)

Warrant Officer 1 (WO1)

Chief Warrant Officer 2 (CW2)

2 years + Warrant Officer Basic Course


7–8 years + Warrant Officer Advanced Course


12–14 years + Warrant Officer Staff College

Chief Warrant Officer (CW5)

17–20 years + Warrant Officer Senior Staff Course

Rank Insigniawith estimated promotion timelines


Commissioned officers earn their commissions ei-ther by graduating from the U.S. Military Academy (USMA) at West Point, New York, by completing the Reserve Officer Training Corps (ROTC) program while attending college or by completing Officer Can-didate School (OCS). The officer corps is divided into three designations:• Lieutenants and captains are company-grade

officers.• Majors, lieutenant colonels and colonels are field-

grade officers.• The top five ranks, represented by stars, are gener-

al officers.The Army’s highest rank, General of the Army (five

stars), was created in 1944 and conferred on George Marshall, Douglas MacArthur, Dwight Eisenhower and Henry Arnold. Omar Bradley, the last to hold the rank, was appointed in 1950.

Warrant OfficersWarrant officers are highly specialized experts and

trainers in specific technologies, activities or skills. They are single-track officers in that they stay within their specialties throughout their careers rather than rising through levels of command or staff duties. War-rant officers earn their warrants from the Secretary of the Army upon completing Warrant Officer Candidate School. When promoted to Chief Warrant Officer Two (CW2), warrant officers receive a commission from the President and have the same legal status as com-missioned officers, though they maintain their sin-gle-track careers.

Enlisted PersonnelSoldiers who enlist in the Army make up the en-

listed ranks. They must successfully complete basic training—where they learn the Army culture and core skills of a Soldier—and attend Advanced Individual Training (AIT) to learn a specialty. The three lowest

Willingly render loyal services to superiors, subordinates and peers in every organization of

which they are members.Always set an example in conduct, appearance and performance that will make others proud to know

and work with them.Reliably discharge all duties with

which they are confronted whether such duties are expressed or implied.Readily subordinate their personal

interests and welfare to those of their organization and their subordinates.

Accept responsibility at every opportunity and acknowledge full

accountability for their actions.Never knowingly tolerate

wrongdoing by themselves or others, whether by commission or omission, design or neglect.

Teach other people in a way that effectively expands and perpetuates the

scope of their technical competence.Obtains the breadth of perspective and

depth of understanding beyond the limits of their specific responsibility.

Faithfully adhere to their oath of office in all respects, upholding and defending the nation’s constitution

by both word and deed.Forcefully takes the initiative to

stimulate constructive action in all areas requiring or inviting their attention.

Improves themselves both physically and mentally, professionally and personally, to

increase their own abilities and the value of their services.

Contributes their past experiences, service and knowledge to a dedicated effort for a betterment of the future.Earns an ironclad reputation for the

absolute integrity of their word.Reflects credit and inspires confidence

in themselves, the Warrant Officer Corps, the military service of the nation and

the United States of America.—The Warrant Officer’s Creed

35The Soldier

pay grades—private, private E-2 and private first class—are usually in training or on their first assign-ments. At E-4, specialists gain greater responsibilities within their career fields.

Though sharing the E-4 pay grade with specialists, corporals share the status of noncommissioned of-ficer with E-5s and above—the ascending levels of sergeants. NCOs are sworn to obey the legal orders of their officers, but they also are given authority to

direct Soldiers, manage operations and take on other leadership duties to accomplish a mission. NCOs are traditionally called “the backbone of the U.S. Army” because of their experience in and knowledge of their specialties, their devotion to duty and their dedication to the Army’s mission. As such they not only transform recruits into teams of Soldiers but often are tasked with teaching lieutenants the basics of their new jobs.

The Army’s highest ranking NCO is the Sergeant Major of the Army (SMA), who serves as an adviser to the Army Chief of Staff and as a spokesperson for the whole enlisted force among the command levels of the Army.

TrainingNo matter their rank, all personnel—including

USMA and ROTC graduates—receive training upon entering the Army. Soldiers also are encouraged to continue both their military education and college de-gree pursuits as they rise in rank. U.S. Army Train-ing and Doctrine Command (TRADOC) operates an extensive Army school system that provides military specialty training and professional military education. All Soldiers, including those in the Army National Guard and Army Reserve, have access to this educa-tion network. Generally, Army training can be catego-rized as institutional training and unit tactical training.

Institutional TrainingInitial Entry Training. This includes basic training for enlisted personnel, traditionally known as “boot camp,”—a strenuous program in which new recruits learn the organization of the Army, discover the intel-lectual and physical requirements of being a Soldier and are instilled with the Warrior Ethos: to place the mission first, never accept defeat, never quit and nev-er leave a fallen comrade. Officers similarly under-go such training during OCS, and the lessons—both mental and physical—are part of the curriculum at USMA and in ROTC programs. Warrant officers re-ceive their initial training at the U.S. Army Warrant Officer Career Center.Advanced Individual Training. Soldiers proceed from Initial Entry Training to courses at an Army branch school or unit to learn skills specific to their assigned career—their Military Occupational Spe-cialty (MOS). Officers also attend Basic Courses at an Army branch school. Each career field has special-ized training; when Soldiers or officers change career fields, they “cross-train” by going through another branch school.Professional Military Education. An ongoing series of courses and schools help develop leadership skills and warfighter knowledge among America’s Soldiers.

No one is more professional than I. I am a noncommissioned officer, a leader of Soldiers. As a noncommissioned officer, I realize that I am a member of a time-honored corps which is known as “The Backbone of the Army.” I am proud of the corps of noncommissioned officers and will at all times conduct myself so as to bring credit upon the corps, the military service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit or personal safety.

Competence is my watchword. My two basic responsibilities will always be uppermost in my mind—accomplishment of my mission and the welfare of my Soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a noncommissioned officer. I will fulfill my responsibilities inherent in that role. All Soldiers are entitled to outstanding leadership; I will provide that leadership. I know my Soldiers and I will always place their needs above my own. I will communicate consistently with my Soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.

Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my Soldiers. I will be loyal to those with whom I serve: seniors, peers and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget, that we are professionals, noncommissioned officers, leaders!

—The NCO Creed


Schools for NCOs include the Primary Leadership Development Course, the Basic Course, the Advanced NCO Course and the Sergeants Major Academy. Offi-cer courses include Command and General Staff Col-lege, the Armed Forces Staff College, the Army War College and the National Defense University (includ-ing the National War College, the Industrial College of the Armed Forces and the Joint Forces Staff Col-lege). Army officers may also attend U.S. Air Force and Navy schools or be assigned as exchange students at foreign military schools.Specialty Training. Officers and NCOs take career specialty courses throughout their careers to devel-op technical skills and knowledge necessary for their duties.Military Doctrine. In addition to skills- and knowl-edge-based coursework, TRADOC helps the Army formulate warfighting and organizational strategies, called “doctrine.” Doctrine is formulated through scholarship of military techniques and strategies past and present, lessons learned from recent and ongoing campaigns and experiments with equipment, behav-iors and strategic theories.

Unit Tactical TrainingUnit tactical training prepares units, individually

or in tandem with other units, for a variety of opera-tional missions. Although most of this training is con-ducted at home installations, the Army operates three combat training centers that provide realistic training in a wide spectrum of environments: the National Training Center (NTC) at Fort Irwin, California; the Joint Readiness Training Center (JRTC) at Fort Polk, Louisiana; and the Combat Maneuver Training Cen-ter (CMTC) at Hohenfels, Germany. These training centers offer opportunities to apply unit mission skills against well-trained “opposing forces” posing as the enemy.

Exercises that simulate both war and other-than-war operations are another form of unit tactical train-ing. Exercises test and grade a unit’s current ability to carry out its missions, giving its Soldiers valuable training and also revealing areas where the unit could improve. These range from “tabletop” exercises that test organizational procedures and preparation to full-scale war games involving other Army units, other U.S. military services and/or other nations’ forces.

Branch TrainingAll Soldiers are assigned to and trained in one of

the branches of the Army. These are job and skill spe-cialties the Soldier will perform in combat or in sup-port of combat units. The branches of the Army are grouped according to their primary mission:• to engage in combat;• to directly support combat elements; or• to provide combat service support or administra-

tion to the Army as a whole. Soldiers who serve in these branches wear distinc-

tive insignia on their uniforms. In addition, Soldiers may receive special insignia indicating their qualifi-cations in certain skills. During their careers, Soldiers receive unit badges and earn medals and other honors displayed as ribbons on their dress uniforms. These decorations represent commitment to excellence and unit cohesion, and Soldiers wear them proudly. (See chapter 5, “The Uniform.”)

Soldier as a SystemAfter decades of technological advancements in

weaponry, transportation, armor and airborne capa-bilities, the Army addressed the modernization of its centerpiece weapon—the Soldier. The initiative, called Soldier as a System, provides all Soldiers, in-cluding those in rear echelons, with equipment and training to achieve the following qualities in the full spectrum of military operations in all environments:• Lethality—capability to detect, identify, counter

or kill selected targets;• Survivability—effective protective materiel and

countermeasures, including self-defense;• Mobility—efficient and effective movement for

both mounted and dismounted Soldiers, including reducing an individual Soldier’s load;

• Sustainability—reliable and durable equipment and physically and mentally healthy Soldiers; and

• Battle Command Capabilities—capability to receive and use information that provides a more complete picture of the battlefield and rapid chang-es in that battlefield.

37The Soldier

Endstrength“Endstrength” is the term used for the total number

of people serving in the various components of the Army as authorized in the budget passed by Congress. The FY 2015 Army endstrength projection is 490,000 for the active Army, 350,200 for the Army National Guard and 202,000 for the Army Reserve.2 The Army also employs more than 330,000 civilians.3 These numbers represent a significant decrease in the end-strength available to the Army at the end of the Cold War in 1989 (770,000 for the active Army, 457,000 for the Army National Guard, 319,000 for the Army Reserve and 405,000 civilians). As the American government pursued a “peace dividend,” the forces steadily decreased throughout the 1990s, reaching the current levels at the end of the millennium. The wars in Afghanistan and Iraq in the first decade of the 21st century led to an increase in the Army’s endstrength. The end of the Iraq War in 2011 and the drawdown of troops in Afghanistan are again causing a reduction in endstrength.

Recruiting and RetentionAs an all-volunteer force, the Army must recruit to

meet its endstrength, but it seeks only individuals who want to serve the nation and who have the commit-ment and endurance to stay the course.

The Army recruits most of its enlisted personnel through high schools and recruitment offices locat-ed in almost every community in the nation. Officers enter the Army through the U.S. Military Academy (USMA) at West Point, the Reserve Officer Training Corps (ROTC) or Officer Candidate School (OCS).

The major source of officers is the senior ROTC pro-gram, operated by the U.S. Army Cadet Command at 273 host colleges and universities and more than 1,100 other affiliated campuses in the United States. Between Army ROTC and OCS, Cadet Command is responsible for producing over 76 percent of the Army’s new second lieutenants. The command also oversees more than 1,730 Junior ROTC units in the nation’s high schools.

Retention is another ongoing effort, impacted by mission needs within the Army as well as by external economic and social factors. Once it has created the best and brightest Soldiers, the Army, backed by Con-gress, wants to keep them. Retention depends on the Soldiers’ continued satisfaction with their career paths and quality of life as well as the family’s satisfaction with the quality of military life. Continued satisfac-tion also relies on quality compensation, single-Sol-dier and family housing, health care and retirement benefits.

Army National Guard Recruitinghttp://www.nationalguard.com

Army Recruitinghttp://www.goarmy.com

Army Reserve Recruitinghttp://www.goarmy.com/reserve.html

Army Schools (Army Training and Doctrine Command)http://www.tradoc.army.mil/schools.asp

Careers in the Militaryhttp://www.careersinthemilitary.com

Civilian Personnelhttp://cpol.army.mil

Enlisted Personnel Managementhttps://www.hrc.army.mil/site/active/enlist/enlist.htm

Officer Career Managementhttp://www.army.mil/info/armylife/careermanagement/officers

Reserve Officer Training Corps (ROTC)http://www.goarmy.com/rotc.html

U.S. Military Academyhttp://www.usma.edu

Warrant Officer Career Managementhttp://www.army.mil/info/armylife/careermanagement/ warrantofficers

Warrant Officer Recruitinghttp://www.usarec.army.mil/hq/warrant

1 2011 Army Demographic Profile, 30 September 2011, http://www.armyg1.army.mil/hr/docs/demographics/fy11_army_profile.pdf.2 David Vergun, “FY15 Army budget: request includes small pay raise, 490K endstrength,” Army News Service, 4 March 2014, http://www.army.mil/article/121217.3 “Army Civilian Service,” accessed 22 July 2014, http://www.armycivilianservice.com.

200

400

600

FY90 FY95 FY00 FY05 FY10 FY15

800

Active

Army National Guard

Army Civilians

Army Reserve

Army Endstrength by Component (in thousands)


Army uniforms present

a distinctive appearance that

readily identifies a Soldier to

the American public.

39The Uniform

The Uniform5The Army Uniform

The Army uniform is standardized dress that makes it easy to identify a Soldier. Soldiers wear different uniforms depending on their location and the duties they are performing.

The Army Combat Uniform and Flame- Resistant Army Combat Uniform

The Army Combat Uniform (ACU) and Flame-Re-sistant Army Combat Uniform (FRACU) consist of a jacket, trousers, patrol cap, moisture-wicking t-shirt and Army combat boots (temperate, hot weather) or mountain combat boots for rugged terrain. The ACU is worn with ancillary items, including embroidered U.S. Army tapes, name tapes and rank and shoulder sleeve insignia.

In June 2011, the patrol cap that matches the ACU became the primary headgear for this duty uniform. At the commander’s discretion, the black wool beret can be worn with the ACU.

The ACU, including component material, is man-ufactured in the United States to ensure the highest quality control and support to the American workforce.

The Army Combat Uniform–PermethrinIn February 2013, all Army combat uniforms were

given a standardized insect repellent treatment called permethrin. This treatment provides additional pro-tection against flying and crawling insects. In July 2010 the Army began issuing permethrin-treated, flame-resistant combat uniforms to all deploying Sol-diers. Permethrin is a safe, synthetic insect repellent that mimics natural compounds found in chrysanthe-mum flowers. It is widely used in the civilian market to treat scabies and lice and is commonly used to treat commercially sold hiking and hunting gear. The fac-tory treatment has been tested to ensure the insect pro-tection remains effective for the life of the uniform.

The Army Combat Uniform–AlternateThe Army Combat Uniform–Alternate (ACU-A)

uses the same configuration as the ACU. The ACU-A

has a more defined, classic shape for comfort and may be a better fit for some Soldiers.

The Operation Enduring Freedom Camouflage Pattern

In February 2010, the Army announced its inten-tion to add an additional uniform for the Afghani-stan region. The camouflage pattern for this FRACU changed from the pixilated Universal Camouflage Pattern (UCP) to the MultiCam® pattern that was al-ready being worn by Army special operations forces. Soldiers who deployed in late August 2010 to Afghan-istan were the first to receive the new Operation En-during Freedom Camouflage Pattern (OCP) uniform. Soldiers already in theater received them in the fall of 2010. While the OCP uniform is now used in des-ignated combat areas of operation, the UCP uniform remains the standard for daily work, utility and field operations.

The new OCP is designed, based on scientific anal-ysis, to deceive the human eye and brain to interpret the concealed object as part of the background. The complex, curved elements are designed to maintain concealment by effectively managing scale and con-trast at long and close range. In August 2012, the OCP uniforms began to include an improved fabric and several design changes to increase durability in the rugged terrain.

The Operational Camouflage PatternBeginning in the fall of 2015, the Army will issue

to new Soldiers an Army combat uniform which uti-lizes the new Operational Camouflage Pattern. Visu-ally similar to the current Multicam®-based OCP, this new pattern will replace both it and the UCP, with all Soldiers required to begin using the new uniform by the summer of 2018.

The Army Service UniformThe Army Service Uniform (ASU) is a tradition-

al-style uniform based on the Army Blue Uniform. The ASU presents a distinctive appearance that


Army Combat Uniform (Universal Camouflage Pattern)

Army Combat Uniform (Operational Camouflage Pattern)

1

2

5

6

7

8

4

3

4

9

1. Shoulder sleeve insignia—former wartime service2. American flag patch—the flag is reversed to give the

impression of flying in the breeze as the Soldier moves forward.3. Name tape4. Rank5. Special skill badges6. Permanent tabs (President’s Hundred, Ranger, Sapper,

Special Forces)

7. Temporary tabs (Airborne, Honor Guard, Mountain, Pershing)8. Current unit shoulder sleeve insignia9. The Operation Enduring Freedom Camouflage Pattern (also

known as MultiCam®) is currently worn by deployed Soldiers in Afghanistan and other specifically designated areas of operation. This pattern, along with the Universal Camouflage Pattern, will be replaced by the Operational Camouflage Pattern (right) beginning in the fall of 2015.

Army Combat Uniform (ACU)

1

2

5

6

7

8

3

4

41The Uniform

Army Service Uniform (Officer)

Army Service Uniform (Enlisted)

1. A stripe on the sleeve and trouser leg indicates an officer (left image) or noncommissioned officer (right image).

2. Overseas service bar3. Combat service identification badge4. Identification badge5. Name plate6. Unit awards7. Foreign badge8. Rank—officer rank is worn on the shoulders and beret,

enlisted rank is worn on the sleeve.9. Regimental distinctive insignia

10. Branch insignia11. U.S. insignia12. Combat and special skill badges13. Campaign and service medal ribbons14. Blue infantry cord—worn by Soldiers in infantry or airborne

infantry units.15. Distinctive unit insignia16. Special skill and marksmanship badges17. Service stripes—indicate how long an enlisted Soldier has

been in the Army; each diagonal stripe worn on the left sleeve represents three years.

Army Service Uniform (ASU)

1 1

2

3

8 8

17

5

14

6

15

7

15119

15

12

13

16

10

1

3

4

1

5

6

7

8

910

8

2

8

12

10

13

1111


Branch Insignia

Acquisition Corps Adjutant General Aide, Chief of Staff, Army

Aide, General of the Army

Aide, General Officers

Aide to the Chairman, Joint Chiefs of Staff

Aide, President of the United States

Aide, Secretary of the Army

Aide, Secretary of Defense

Air Defense Artillery

Armor Army Bands Aviation Cavalry

Chaplain Assistant Chaplain Candidate Chaplain Corps Chaplain, Buddhist Chaplain, Christian Chaplain, Hindu Chaplain, Jewish

Chaplain, Muslim Chemical Corps Civil Affairs Corps of Engineers Electronic Warfare Field Artillery Finance Corps

General Staff Immaterial & Command Sergeant Major

Infantry Inspector General Judge Advocate General

Logistics Medical Department – Medical Corps

Medical Department – Dental Corps

Medical Department – Veterinary Corps

Medical Department – Nurse Corps

Medical Department – Medical Specialist Corps

Medical Department – Medical Service Corps

Military Intelligence Military Police Corps

National Guard Bureau Ordnance Corps Psychological Operations

Public Affairs Quartermaster Corps

Signal Corps Special Forces

Staff Specialist, Army National Guard/Army

Reserve Officers

Transportation Corps

43The Uniform

Badges and Tabs (representative sample)

Qualification Badges

Air Assault Astronaut Aviation Aviator Combat Action

Combat Infantry Combat Medical Distinguished Pistol Shot Distinguished Rifleman Diver (Second Class)

Diver (Salvage) Diver (Special Operations) Driver & Mechanic Expert Field Medical Expert Infantryman

Explosive Ordnance Disposal Flight Surgeon Military Freefall Parachutist Nuclear Reactor Operator Parachutist

Parachute Rigger Pathfinder Physical Fitness Weapons Qualification (Marksman) Weapons Qualification (Sharpshooter)

Weapons Qualification (Expert)

Identification Badges

Army Recruiter Army Staff Career Counselor Drill Sergeant Guard, Tomb of the Unknown Soldier

Tabs

Airborne Honor Guard Ranger Sapper Special Forces

Joint Chiefs of Staff Office of the Secretary of Defense


Ribbons

Unit Citations

The gold-bordered unit citations are worn on the right side of the Army Service Uniform.

Presidential Unit Citation Joint Meritorious Unit Award

Valorous Unit Award Meritorious Unit Commendation

Army Superior Unit Award

Philippine Republic Presidential Unit Citation

Republic of Korea Presidential Unit Citation

Vietnam Presidential Unit Citation

Republic of Vietnam Gallantry Cross Unit Citation

Republic of Vietnam Civil Actions Unit Citation

Individual Awards and Decorations

The Army uses military awards and decorations (i.e., medals and ribbons) to recognize servicemembers’ excellence and to motivate them to higher levels of performance. A ribbon can represent a campaign in which the Soldier took part, such as the Global War on Terrorism or Kosovo, or it can represent a medal the Soldier was awarded, such as the Medal of Honor or Silver Star. These ribbons are worn, arranged in order of precedence, on the left side of the Army Service Uniform.

Medal of Honor Distinguished Service Cross

Defense Distinguished Service Medal

Army Distinguished Service Medal

Silver Star Defense Superior Service Medal

Legion of Merit Distinguished Flying Cross

Soldier’s Medal Bronze Star Medal Purple Heart Defense Meritorious Service Medal

Meritorious Service Medal Air Medal Joint Service Commendation Medal

Army Commendation Medal

Joint Service Achievement Medal

Army Achievement Medal

Prisoner of War Medal Good Conduct Medal Army Reserve Components Achievement Medal

Army of Occupation Medal National Defense Service Medal

Korean Service Medal

Antarctica Service Medal Armed Forces Expeditionary Medal

Vietnam Service Medal Southwest Asia Service Medal

Kosovo Campaign Medal Afghanistan Campaign Medal

Iraq Campaign Medal Global War on Terrorism Expeditionary Medal

Global War on Terrorism Service Medal

Korean Defense Service Medal

Armed Forces Service Medal

Humanitarian Service Medal

Military Outstanding Volunteer Service Medal

Army Sea Duty Medal Armed Forces Reserve Medal

NCO Professional Development Ribbon

Army Service Ribbon Overseas Service Ribbon

Army Reserve Component Overseas Training Ribbon

United Nations Service Medal

Inter-American Defense Board Medal

United Nations Medal NATO Medal Multinational Force and Observers Medal

Republic of Vietnam Campaign Medal

Kuwait Liberation Medal (Kingdom of Saudi Arabia)

Kuwait Liberation Medal (Government of Kuwait)

Republic of Korea War Service Medal

United Nations Ribbons

Effective 13 October 1995, those awarded these medals may wear—in the same position as the United Nations medal—the first medal and ribbon for which they qualify. Subsequent awards in a different mission will be denoted by a bronze service star. Not more than one United Nations ribbon may be worn.

United Nations Observer Group in India and Pakistan

United Nations Protection Force in Yugoslavia

United Nations Security Forces, Hollandia

United Nations Mission for the Referendum in

Western Sahara

United Nations Transitional Authority in Cambodia

United Nations Iraq/Kuwait Observation Group

United Nations Advanced Mission in Cambodia

United Nations Mission in Haiti

United Nations Operations in Somalia

45The Uniform

readily identifies a Soldier to the American public. Army Blue, Green and White Service Uniforms have been streamlined to one blue uniform as part of an evolutionary process to reduce the number of Army dress uniforms. The ASU may be worn throughout the year for a wide variety of occasions such as gradua-tions, promotion boards, promotion ceremonies and other special events. Army Blue, as a uniform color, traces its origins back to the National Blue of the U.S. flag and was first mandated for wear by Soldiers in the Continental Army of 1779.

The men’s ASU is composed of an Army Blue (dark blue) coat, blue trousers, white long- or short-sleeve shirt, black necktie and beret. The black all-weather coat may be worn over the uniform. The coat, trou-sers and shirts are offered in classic and athletic sizes. The shirt is an improved, lighter-weight, wrinkle-re-sistant fabric with permanent military creases and shoulder loops. The women’s ASU is composed of an Army Blue coat, blue skirt, blue slacks, white long- or short-sleeve shirt, black neck tab and beret. The black all-weather coat may be worn over the uniform. The coat, skirt, slacks and shirts are offered in junior, misses and women’s sizes.

The ASU coat, trouser, skirt and slacks consist of a 55 percent wool and 45 percent polyester blend for a heavier and more wrinkle-resistant fabric.

Officers and noncommissioned officers (corporal and above) wear gold braid on the trousers and slacks. Enlisted Soldiers (specialist and below) have plain legs on the trousers and slacks. Service stripes are worn by enlisted Soldiers on the left coat sleeve; one service stripe represents every three years of honor-able service. One overseas service bar is authorized

for six months of overseas service in designated ar-eas during specified periods and is worn on the right sleeve.

The primary headgear for the ASU is the beret. The service cap and service hat are optional items worn with the ASU. The windbreaker, overcoat and sweat-ers are also authorized for wear with the ASU.

In addition to the clothing changes, the ASU will allow Soldiers to wear the new Combat Service Iden-tification Badge (CSIB) to honor the heritage and traditions of combat service. The CSIB replicates the Shoulder Sleeve Insignia–Former Wartime Service on the ACU. The green leader tab is not authorized for wear on the ASU.

The blue ASU was introduced to military clothing sales stores in the fourth quarter of Fiscal Year (FY) 2007. The Army introduced the ASU into Soldiers’ clothing bags at Initial Entry Training in the fourth quarter of FY 2010. The mandatory possession date of the ASU for all Soldiers is the fourth quarter of FY 2014.

Army Awards, Decorations, Campaign and Service Medalshttp://www.tioh.hqda.pentagon.mil/Awards/order_of_ precedence.aspx

Army Regulation 670-1, Wear and Appearance of Army Uniforms and Insigniahttp://www.apd.army.mil/pdffiles/r670_1.pdf

Army Service Uniform Informationhttp://www.army.mil/asu

Uniform Symbols and Insigniahttp://www.army.mil/symbols


The Soldier is the first and last

defense of the United States and

as such is at the forward point

of national security.

47The Army on Point

The Army on Point6On the Front Lines

The American Soldier protects the vital interests of the nation at home and abroad, responding to the na-tion’s call in emergencies. The U.S. Army (in its Title 10 U.S. Code authority) has responsibilities for, and provides capabilities to, a wide variety of Department of Defense (DoD) and non-DoD organizations in ad-dition to its inherent role. It is strategically agile and adaptive, quick to respond and capable of conducting prompt and sustained combat.

The Soldier is the first and last defense of the United States and as such is at the forward point of national security. Those points span the globe, with more than 150,400 Soldiers deployed/forward stationed in near-ly 150 locations.

Permanent Overseas BasingThe United States Army calls a variety of plac-

es home as it stations its Soldiers around the world. Although DoD is moving some forward-based units from overseas installations to U.S. bases, the Army has maintained a steady presence in Europe1 and the Pacific Rim2 since World War II.

EuropeGermany surrendered on 8 May 1945, ending the

European campaign of World War II. From that day forward, the United States assumed the duty of ad-ministration and control in a portion of the divided German nation. The intent of the United States was to accomplish a cleanup mission and come home, but events unfolding in the Cold War prompted U.S. forc-es to stay in Europe.

The primary mechanism through which U.S. troops are stationed in Europe is the North Atlantic Treaty Or-ganization (NATO). Formed in 1949 to create a united front against threatened Soviet aggression, NATO pro-vided security and safeguarded its members’ freedom while the continent recovered from the devastation of World War II. The level of cooperation among the member nations’ armed forces created an environment

that also led to trusting cooperation among the different governments, giving Western Europe an unprecedent-ed period of sustained peace for more than 60 years. With the fall of the Berlin Wall in 1989 and the lifting of the Iron Curtain at the end of the Cold War, several Eastern European countries joined NATO, which now boasts 28 members. Though NATO was established to deter Soviet aggression, it also has engaged in other military operations, including countering various ter-rorist groups in Europe and interceding in potentially destabilizing conflicts in the Balkans, Africa and the Middle East. The U.S. Army assigns forces specifi-cally for NATO in Belgium, France, Germany, Great Britain, Iceland, Italy, The Netherlands, Norway, Po-land, Portugal, Spain and Turkey. In response to recent instability in Eastern Europe, U.S. Army forces have expanded training activities with partners in Poland, Lithuania, Latvia and Estonia.

In accordance with NATO’s transformation, NATO Allied Land Command was officially activated in Izmir, Turkey in 2012. As the alliance’s new headquar-ters responsible for land force planning, the command ensures readiness of NATO forces, conducting land operations and synchronizing command and control.

U.S. Army Europe (USAREUR) is the Army ser-vice component command of U.S. European Com-mand. Headquartered in Germany, USAREUR and its subordinate commands provide expeditionary force capabilities in support of NATO and coalition partner-ship missions, the war on terrorism, security cooper-ation activities and theater logistics support. On any given day, 20 percent of USAREUR’s Soldiers may be deployed to more than 20 countries both within and outside its area of responsibility (AOR).

JapanAfter the Japanese surrender in August 1945 brought

World War II to an end, the U.S. Army remained in Japan as an occupation force. Article 9 of the 1947 Japanese constitution prohibited the maintenance of military forces, making the Japanese dependent on


U.S. forces for their defense. The United States has used bases in Japan to maintain a forward presence in Asia and to remain engaged in the region.

Located at Camp Zama on Honshu, Japan’s largest island, U.S. Army Japan and I Corps (Forward) is a major subordinate command of U.S. Army Pacific. The command is responsible for conducting bilateral rela-tions between the United States and Japan, furthering the mutual defense of Japan and providing mission command in support of contingency operations in Asia.

South KoreaThough a cease-fire was declared along the 38th

Parallel more than 60 years ago, the Korean War has never been officially declared ended; a standoff still exists. While the Cold War is over, North Korean

nuclear weapons and missile technology—in addition to its large conventional army and special operations forces—still pose a threat to Northeast Asian peace and stability.

Elements of the U.S. Army have remained in South Korea since the Armistice was signed in 1953. At any given time, approximately 21,000 American Soldiers are stationed in South Korea. Currently, the mission of U.S. Forces Korea (USFK) is to support the United Nations Command and Combined Forces Command by coordinating and planning among U.S. component commands; to assist the United Nations Command and the Republic of Korea (ROK) in patrolling the Demilitarized Zone along the 38th Parallel; and to ex-ercise operational control of U.S. forces as directed by U.S. Pacific Command.

JTF−Guantánamo Bay1,350 Soldiers

CJTF − Combined Joint Task Force | CONUS − Continental United States | JTF − Joint Task Force | MFO − Multinational Force and Observers | OEF − Operation Enduring Freedom

United States ArmyGlobal Commitments as of 17 July 2014

150,400 Soldiers deployed/forward stationed in nearly 150 locations worldwide

Soldiers Deployed64,250 Soldiers

Other Worldwide Operations11,020 Soldiers

Soldiers Forward Stationed86,150 Soldiers

Iraq390 Soldiers

South Korea20,720 Soldiers

U.S. Army Europe28,860 Soldiers

Bosnia30 Soldiers

Kosovo Peacekeeping Force720 Soldiers

CONUS Support Base7,290 Soldiers

Hawaii21,840 Soldiers Honduras JTF−Bravo

340 Soldiers

Alaska12,420 Soldiers

Japan2,310 Soldiers

Jordan1,070 Soldiers

MFO680 Soldiers

CJTF−Horn of Africa870 Soldiers

OEF−Philippines210 Soldiers

OEF−Afghanistan29,750 Soldiers

Kuwait9,050 Soldiers

Qatar1,480 Soldiers

Army Personnel Strength

ComponentReserve component authorized for

mobilization/on current orders

Active Component 516,750 N/AReserve Component

Army Reserve 195,580 12,500Army National Guard 354,820 11,980

Total 1,067,150 24,480

49The Army on Point

In 2009, USFK and Eighth Field Army command-ers recognized the need to establish a field army ca-pable of providing mission command over multiple U.S. and multinational corps. In response, the Army assigned U.S. Army Pacific (USARPAC) as the sole Army service component command in theater and converted Eighth Field Army into a warfighting field army headquarters. As a result, Eighth Field Army is able to focus its efforts fully on operational require-ments instead of diverting effort to execute Title 10 functions. These organizational changes strengthened the projection of U.S. military power in the region and improved its deterrent against volatile threats.

Today, Eighth Field Army (in support of USFK and Combined Forces Command) provides vital and unique contributions to the joint force including intelligence,

air and missile defense, theater communications, in-frastructure, sustainment and ground combat forces. U.S. Army forces in Korea also provide critical count-er-weapons of mass destruction capabilities to prevent the proliferation of North Korea’s known nuclear, chemical and biological weapons and technology. Sub-ordinate organizations, logistics hubs and sustainment networks—including modernized Army prepositioned stocks—are strategically aligned to deter aggression and enable resolute coalition response to crises.

Eighth Field Army is also implementing two bilat-eral agreements between the United States and South Korea—signaling the beginning of a new era in their alliance. The Yongsan Relocation Plan and the Land Partnership Plan are ongoing efforts that will consol-idate the American “footprint” on the peninsula and

JTF−Guantánamo Bay1,350 Soldiers

CJTF − Combined Joint Task Force | CONUS − Continental United States | JTF − Joint Task Force | MFO − Multinational Force and Observers | OEF − Operation Enduring Freedom

United States ArmyGlobal Commitments as of 17 July 2014

150,400 Soldiers deployed/forward stationed in nearly 150 locations worldwide

Soldiers Deployed64,250 Soldiers

Other Worldwide Operations11,020 Soldiers

Soldiers Forward Stationed86,150 Soldiers

Iraq390 Soldiers

South Korea20,720 Soldiers

U.S. Army Europe28,860 Soldiers

Bosnia30 Soldiers

Kosovo Peacekeeping Force720 Soldiers

CONUS Support Base7,290 Soldiers

Hawaii21,840 Soldiers Honduras JTF−Bravo

340 Soldiers

Alaska12,420 Soldiers

Japan2,310 Soldiers

Jordan1,070 Soldiers

MFO680 Soldiers

CJTF−Horn of Africa870 Soldiers

OEF−Philippines210 Soldiers

OEF−Afghanistan29,750 Soldiers

Kuwait9,050 Soldiers

Qatar1,480 Soldiers

Army Personnel Strength

ComponentReserve component authorized for

mobilization/on current orders

Active Component 516,750 N/AReserve Component

Army Reserve 195,580 12,500Army National Guard 354,820 11,980

Total 1,067,150 24,480


relocate the majority of USFK and United Nations Command headquarters from Seoul in accordance with the Strategic Alliance 2015 agreement. These moves will improve readiness, enhance partnerships with local communities, resolve many enduring facilities shortfalls and help meet storage-space requirements driven by the transformation of Army prepositioned stocks in the region.

QatarThe Middle East has been a volatile region since

the breakup of the Ottoman Empire in World War I. The United States, along with other nations, has tried to create stability and security for the region over the past several decades, often involving U.S. military forces. Today, the primary focus of the war on terror-ism is against groups such as al Qaeda, based in the Middle East.

Given the high volume of U.S. Army troop move-ment through the region, the Army established Camp As-Sayliyah in Doha, Qatar, a small country bordering Saudi Arabia in the Persian Gulf. Camp As-Sayliyah’s mission is to conduct reception, staging of onward movement and integration of forces in the region. It also holds prepositioned combat stock, such as M1A1 Abrams tanks, M2 Bradley fighting vehicles and other armored vehicles, artillery and engineering equipment.

Worldwide OperationsIn addition to permanent basing of Soldiers over-

seas, the U.S. Army takes part in a variety of long-term operations around the world. These missions include combating or deterring threats to the home-land, going to the source of those threats if necessary; providing peacekeeping and stabilization forces in regions racked by war; and providing humanitarian and nation-building assistance. As of 17 July 2014, 150,400 Soldiers were deployed/forward stationed in nearly 150 locations worldwide. The following opera-tions and task forces are ongoing.

Afghanistan and Elsewhere: Operation Enduring Freedom

In response to the 11 September 2001 terrorist at-tacks on the U.S. homeland, Operation Enduring Freedom (OEF) was launched on 7 October 2001 with the mission to destroy terrorist training camps and the al Qaeda infrastructure within Afghanistan. OEF was initially responsible for the capture of al Qaeda leaders and for making clear to Taliban leaders that harboring terrorists is unacceptable in the global neighborhood. On 2 May 2011, in Pakistan, U.S. forces killed Osa-ma bin Laden, leader of al Qaeda and architect of the 11 September 2001 attacks. Even after his death, al Qaeda lives on and OEF’s mission continues.

OEF provides humanitarian supplies to the Afghan people who are affected by the Taliban regime. In addition to the reintegration of Afghanistan into the international community, the long-term goals of OEF include the end of terrorism worldwide and the de-terrence of state sponsorship of terrorism. U.S. forces have deployed to locations from eastern Africa to the Philippines under OEF.

Cuba: Joint Task Force Guantánamo Joint Task Force–Guantánamo (JTF-GTMO) con-

ducts detention and interrogation operations to collect and exploit intelligence in support of the war on ter-rorism. Soldiers at the U.S. base in Cuba coordinate and implement detainee screening operations and sup-port law enforcement and crime investigations.

Djibouti: Combined Joint Task Force– Horn of Africa

Combined Joint Task Force–Horn of Africa (CJTF-HOA) comprises almost 900 Soldiers, along with servicemembers from the other U.S. armed forces, civilian employees and representatives of coalition and partner countries. The Combined Joint Operat-ing Area (CJOA) consists of Sudan, Ethiopia, Eritrea, Djibouti, Somalia, Kenya and Seychelles. Outside the CJOA, CJTF-HOA operates in Liberia, Rwanda, Uganda, Tanzania, Mauritius and Comoros.

Using a whole-of-government approach to face challenges in the region, CJTF-HOA applies the “three Ds”: defense, diplomacy and development. This mission focuses on military-to-military activities as well as humanitarian initiatives, including digging wells and building schools. Ultimately CJTF-HOA works to promote security in the region—a goal that inevitably reaches far beyond the Horn of Africa and the African continent.

CJTF-HOA was established at Camp Lejeune, North Carolina, on 19 October 2002 and is now lo-cated in Camp Lemonnier in Djibouti City, Djibouti. CJTF-HOA has supported development in the CJOA by building numerous schools, clinics and hospitals and conducting medical civil action and veterinary civil action projects.

Honduras: Joint Task Force–Bravo Established in 1984, Joint Task Force–Bravo is the

headquarters for U.S. forces and exercise activities at Soto Cano Air Base, Honduras. Under U.S. Southern Command, JTF-Bravo’s mission is to:• conduct and support U.S. joint, combined and inter-

agency operations that increase regional security;• support U.S. interagency operations in coordination

with U.S. military and U.S. embassy country teams;

51The Army on Point

• support regional humanitarian and civic assistance, disaster relief and contingency missions; and

• plan, coordinate and conduct regional search and rescue operations.

Kosovo: Multinational Task Force East/Operation Joint Guardian

U.S. forces, as part of NATO’s Multinational Task Force East (MNTF[E]), have been leading a peace-keeping operation in Kosovo since June 1999 in support of wider international efforts to build peace and stability in Kosovo. The NATO-led Kosovo Force (KFOR) deployed in the wake of a 78-day air campaign in March 1999 to halt and reverse the hu-manitarian catastrophe that was unfolding. KFOR continues to conduct patrols, observation points and roving checkpoints in the MNTF(E) sector to interdict contraband and help the Kosovo Police Service reduce crime. Today, KFOR continues to contribute to further development of a stable, democratic, multi-ethnic and peaceful Kosovo.

Sinai Peninsula: Multinational Force and Observers

Multinational Force and Observers (MFO) is an organization of 12 countries: Australia, Canada, Co-lombia, Czech Republic, Republic of Fiji Islands, France, Hungary, Italy, New Zealand, Norway, the United States and Uruguay; the U.S. Army provides the single largest contingent to the MFO. The oper-ation, which began on 25 April 1982, supervises the Egyptian–Israeli Treaty of Peace and aims to prevent violations of the treaty’s terms. MFO’s duties include the operation of checkpoints, reconnaissance patrols and observation posts along the international bound-ary separating Egypt and Israel on the Sinai Peninsu-la. MFO also ensures freedom of travel through the Strait of Tiran. Contingents in the MFO rotate in and out of the Sinai Peninsula using a system of progres-sive personnel changeover, with the exception of the U.S. infantry battalion, which rotates as a unit.

United States: Operation Noble EagleIn direct response to the 11 September 2001 terror-

ist attacks on the U.S. homeland, President George W. Bush authorized a mobilization of reserve forces for homeland defense and civil support missions. Known as Operation Noble Eagle, it allows the Secretary of Defense to call up to one million reserve component

Soldiers, Airmen, Sailors, Marines and Coast Guard members for up to two years of active duty.

1 For more information, see “The U.S. Army in Europe: A Pillar of America’s Defense Strategy,” Torchbearer Issue Paper (Arlington, VA: Association of the United States Army, December 2011), http://www.ausa.org/publications/ilw/Documents/TBIP_Europe_web.pdf.

2 For more information, see “The Rationale for a Robust U.S. Army Presence in the Pacific Basin,” National Security Watch 12-2 (Arlington, VA: Association of the United States Army, March 2012), http://www.ausa.org/publications/ilw/ilw_pubs/nationalsecuritywatch/Documents/NSW_12-2_web.pdf.

Afghanistanhttp://www.centcom.mil/afghanistan

Africahttp://www.usaraf.army.mil

Alaskahttp://www.usarak.army.mil

Egypthttp://www.centcom.mil/egypt

Eighth Army http://8tharmy.korea.army.mil

Hawaiihttp://www.25idl.army.mil

Horn of Africahttp://www.hoa.africom.mil

Japanhttp://www.usarj.army.mil

Koreahttp://www.usfk.mil

Kosovohttp://www.nato.int/KFOR

Kuwaithttp://www.arcent.army.mil/asg-kuwait-home.aspx

Multinational Force and Observershttp://www.mfo.org

NATOhttp://www.nato.int

Qatarhttp://www.arcent.army.mil/asg-qatar-home.aspx

Saudi Arabiahttp://www.arcent.army.mil

South Americahttp://www.usarso.army.mil

Units and Installationshttp://www.army.mil/info/organization

U.S. Army Central (USARCENT)http://www.arcent.army.mil

U.S. Army Europe (USAREUR)http://www.eur.army.mil

U.S. Army North (USARNO)http://www.arnorth.army.mil

U.S. Army Pacific (USARPAC)http://www.usarpac.army.mil

U.S. Army South (USARSO)http://www.usarso.army.mil


We recognize the strength of

our Soldiers comes from the

strength of their families. —The Army Family Covenant

53Army Families

Army Families7Heroes at Home

Army families have been the unsung heroes of every American conflict since the War of Indepen-dence. Though the primary concern of Soldiers in the field has been to accomplish the mission at hand, their thoughts always turn back to their families at home, often thousands of miles away. Those thoughts continue to push them forward one more day, even against overwhelming odds.

More than half of American Soldiers are married. More than 50 percent have children, the largest age group being five years old and younger. Enjoying a lifestyle most families consider normal is almost im-possible for the Army family because of the Soldier’s duties. Deployments, relocations, promotions and training exercises can sometimes place extreme stress on the Army family. When the family is stressed, it impacts the Soldier’s overall readiness.

Family well-being is a double-sided issue. On the one hand, the Army strives to create secure environ-ments, wellness programs and many lifestyle op-portunities for families. On the other hand, families must have and use all the tools necessary to prepare for and withstand deployments and other interruptive mission duties; afterward, they try to resume a nor-mal routine.

The Army Family CovenantIn October 2007, senior Army leaders signed the

Army Family Covenant, a pledge to support Army families while their Soldiers defend the nation:

We recognize the commitment and increasing sacrifices that our families are making every day. We recognize the strength of our Soldiers comes from the strength of their families. We are committed to providing Soldiers and fam-ilies a quality of life that is commensurate with their service. We are committed to providing our families a strong, supportive environment where they can thrive.

We are committed to 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; and• expanding education and employment oppor-

tunities for family members.1

Family ReadinessThe Army must be combat ready at all times.

Maintaining Armywide combat readiness starts with the Soldier, who must be physically fit, well-trained in warrior skills and mentally tough. To be mentally tough, a Soldier must focus solely on the mission. If a Soldier is concerned about his or her family’s well- being, that disrupts mission focus and jeopardizes Ar-mywide combat readiness.

Studies conducted by the Walter Reed Institute and other researchers have shown that family problems lead to troubled Soldiers and poor military perfor-mance, whether in field training exercises or actual combat. No one would want his or her flank covered by a Soldier who is worried about the family back home.

Just as it provides its Soldiers with the best equip-ment possible, the Army does as much as it can to maintain combat readiness through family readiness, too. Family readiness means that Soldiers deploy knowing they have done everything in their pow-er to protect and care for their families during the separation.

One of the largest stressors for Army families is deployment. Though some deployments come with


just 48 hours’ notice, an increasing number of deploy-ments are set and announced months in advance to give Soldiers and families time to prepare. Even with adequate preparation time, deployment—whether days long or more than a year, to friendly countries or hostile combat environments—is a difficult time for families. In addition to deployments for real-world missions, Soldiers deploy on field training exercises that can last for weeks.

Returning home from a deployment or extended training exercise also can be stressful for both the Soldier and the family. Soldiers and families cannot expect to be separated for so long and have every-thing return immediately to normal once the family is together again. Sometimes a gradual reintegration is necessary. Families who have been fully prepared before deployment are likely to reintegrate more smoothly.

Many resources have been created to support fam-ilies before, during or after deployment. For a com-plete list go to www.armyonesource.com.

Army Family and Morale, Welfare and Recreation (FMWR)

Army FMWR, the G-9 division of the Army’s In-stallation Management Command, is a comprehen-sive network of quality support and leisure services that enhances the lives of Soldiers, civilians, families, military retirees and other eligible patrons. Found un-der FMWR are Army Entertainment, Child and Youth Services, Family Programs, Army Family Strong and The Army Family Covenant.

Army Integrated Family Support Services The Army Integrated Family Support Network

(AIFSN) is designed to deliver information, tools and resources to geographically dispersed Soldiers

and their families by harnessing military and civil-ian resources already in place. AIFSN is made up of Garrison Army Community Service, Child and Youth Services, Guard Family Assistance Centers, Reserve Readiness Centers and civilian community agencies.

Army Community ServiceThe Army has several programs to help families

navigate the intersection of their military and civil-ian lives. Many of these programs fall under the um-brella of the Army Community Service (ACS) centers found on each Army installation. These centers pro-vide one-on-one help and support Army families in a variety of areas, including family relations with the unit command, integration into the Army community, deployment readiness, family members with disabili-ties, employment assistance, family advocacy, finan-cial counseling, relocation and volunteering.

Army Family Action Plan The Army Family Action Plan (AFAP) is a grass-

roots program originally developed by Army spous-es to give Soldiers and family members a means to identify gaps in services and programs and make recommendations to the Army’s leadership. Some of AFAP’s many successes include an increase in Ser-vicemembers’ Group Life Insurance from $50,000 to $400,000, the institutionalization of Family Readiness Groups (FRGs) and establishment of the Army Fam-ily Team Building (AFTB) and Better Opportunities for Single Soldiers (BOSS) programs.

Army Family Team BuildingAFTB reflects the understanding that strong families

are instrumental for the development of strong Sol-diers. Developed and led by volunteers, AFTB trains spouses and family members to become self-sufficient and knowledgeable about the resources available to

The Army has several programs to help families navigate the intersection of their military and civilian lives.

55Army Families

them and encourages them to become leaders within their communities. AFTB currently has approximately 220 active programs worldwide with more than 20,000 volunteers and paid staff, all dedicated to “connecting families to the Army . . . one class at a time.”

Deployment ReadinessResilient, prepared and knowledgeable Army fam-

ilies are better able to manage the stresses of deploy-ment and therefore enhance unit readiness. The Army Community Service Deployment Readiness program provides Soldiers and families with the tools and skills to help them prepare for deployment. An important re-source for all Army families is the Family Readiness Group. FRG is a command-sponsored organization of family members, volunteers and Soldiers who join together to provide mutual support and form a com-munication network among the families, the chain of command and the community. The Virtual Fami-ly Readiness Group (vFRG) web system provides all of the functionality of a traditional FRG in an ad hoc and online setting to meet the needs of geographically dispersed units and families across all components of the Army.

Exceptional Family Member ProgramThe Exceptional Family Member Program (EFMP)

is a mandatory enrollment program for family mem-bers—children and adults—with any physical, emo-tional, developmental or intellectual disorder that requires special treatment, therapy, education, train-ing or counseling. The program works with military and civilian resources to provide education, medical and personnel support services to member families, helping to find local programs and support services as needed. EFMP works closely with state programs and medical facilities.

Employment ReadinessThe Army acknowledges that employment for

family members is made all the more difficult by fre-quent moves and the pressures of deployments and other mission duties. ACS therefore has built an Em-ployment Readiness program to help military family members find work. The Employment Readiness por-tion of ACS can help military families by providing reliable résumé services, employment bulletin boards and training to improve job-seeking skills.

Army Spouse Employment ProgramOn 29 June 2011, the Military Spouse Employment

Partnership (MSEP) was launched at the Chamber of Commerce in Washington, DC. MSEP, an expansion of the Army Spouse Employment Partnership pro-gram, focuses on helping military spouses from all branches of the military attain financial security and

achieve educational and employment goals. MSEP is a targeted recruitment and employment resource for spouses and companies. MSEP partners Fortune 500 Plus companies with all military services, pro-vides human resources managers with recruitment solutions, prepares military spouses to become com-petitive, “job ready” applicants and connects military spouses with employers seeking the essential 21st century workforce skills and attributes they possess.

Family AdvocacyFamily Advocacy is dedicated to spousal and child

abuse prevention within the military family. It is based on a strong network of education, prompt reporting, investigation, intervention and treatment of the vic-tims of domestic violence. In addition to helping vic-tims cope with domestic violence, Family Advocacy provides family relationship services, including class-es on marriage enrichment, couples communication skills, anger management, crisis intervention, stress management, life after divorce and other relationship issues.

Financial ReadinessThe average Soldier earns 2.4 percent less than his

or her civilian counterpart. Without proper money management, this income level can cause financial hardships. ACS is ready at all times to advise on any monetary issues that may arise for Soldiers and their families. ACS also offers financial readiness confer-ences and advice on how to balance checkbooks, save money and live on a limited budget. In addition, the Better Business Bureau Military Line provides educa-tion and advocacy for consumers and their families, both in their communities and online.

Relocation ReadinessRelocation—giving up everything familiar and

moving to a new place—is always stressful for fami-lies and children. Relocation Readiness services help


reduce stress as much as possible and prepare fami-lies by providing extensive coverage on the following topics:• housing;• changing schools;• regional information;• the move itself;• youth centers;• financial assistance for the move; and• area navigation tools.

Army Volunteer CorpsVolunteers are found throughout the Army commu-

nity, and they often play an integral role in the overall Army mission. Throughout American history, volun-teers have served as Minutemen, medics, seamstress-es and friends to families of fallen Soldiers. Today, ACS’s Army Volunteer Corps (AVC) can arrange many volunteering opportunities for military families and friends. Many Army family programs rely heavily on the dedicated volunteers who give so much of their time. Without volunteers, many of these programs might not exist or would be greatly curtailed.

U.S. Army Wounded Warrior ProgramThe U.S. Army Wounded Warrior Program (AW2),

which embodies the Warrior Ethos “I will never leave a fallen comrade,” was initially established in April 2004 as the Disabled Soldier Support System (DS3). The Army responds to the needs of the most severely wounded, injured or ill Soldiers returning from Op-eration Enduring Freedom and Operation Iraqi Free-dom. AW2 frequently communicates with Soldiers and their families to proactively address and mitigate issues they encounter.

AW2 provides unique services to the most severely wounded, including:

• helping wounded Soldiers who wish to remain in the Army by educating them on their options and assisting them in the application process;

• helping Soldiers with future career plans and em-ployment opportunities beyond their Army careers;

• supporting Soldiers with a staff of subject-mat-ter experts proficient in nonmedical benefits for wounded Soldiers;

• helping Soldiers obtain full Veterans Administra-tion and Army benefits;

• helping Soldiers and their families get health care after retiring from the Army;

• helping Soldiers get financial counseling to buy a house;

• helping Soldiers put food on the table for Thanks-giving; and

• helping Soldiers receive the awards they earned (e.g., Purple Heart Award).

To be considered an AW2 Soldier, he or she must:• suffer from injuries or illnesses incurred after

10 September 2001, in support of the war on ter-rorism; and

• receive or be expected to receive a 30 percent rat-ing for one or more injuries rated by the Physical Disability Evaluation System in categories such as: ◦ loss of limb; ◦ spinal cord injury/paralysis; ◦ permanent disfigurement; ◦ severe burns; ◦ traumatic brain injury; ◦ post-traumatic stress; or ◦ fatal/incurable disease.

Many Soldiers who have experienced a severe wound, injury or illness choose to stay in the Army on active duty or in the reserve component. To date, most Soldiers who have requested to continue in the Army have been able to do so. AW2 Soldier Family Management Specialists assist wounded Soldiers in-terested in pursuing the Continuation on Active Duty (COAD)/Continuation on Active Reserve (COAR) process every step of the way. To be eligible, a Soldier must meet at least one of the following criteria:• has served 15–20 years of service for COAD or

15–20 qualifying years of service for nonregular retirement for COAR;

• is qualified in a critical skill or shortage Military Occupational Specialty (MOS); or

• has a disability as a result of combat or terrorism.2

57Army Families

Warrior Transition UnitsThe U.S. Army established 38 Warrior Transition

Units (WTUs) in February 2007 to oversee the care of injured Soldiers requiring six months or more of med-ical care. In addition to a combat-arms squad leader, Soldiers in WTUs are assigned a primary care man-ager and a nurse case manager to ensure that Soldiers receive timely and appropriate medical treatment and deal with paperwork problems.

Soldier and Family Assistance CentersThe Army’s Soldier and Family Assistance Centers

(SFACs) became operational in January 2008 to cater directly to the needs of injured Soldiers and their fami-lies. SFACs provide access to entitlement and benefits counseling, military personnel services, educational services and transition and employment assistance as well as other counseling and referral services. There are currently 49 SFACs.

Wounded Soldier and Family HotlineThe Army’s Wounded Soldier and Family Hotline

call center operates 24 hours a day, seven days a week, to help resolve medical issues and to provide medi-cal-related information to senior Army leadership to improve how the Army serves the medical needs of Soldiers and their families. The Wounded Soldier and Family Hotline number is 1-800-984-8523.

Survivor Outreach ServicesSurvivor Outreach Services (SOS) is an Armywide

program designed to provide dedicated and compre-hensive support to survivors of deceased Soldiers. The program is a joint effort with collaboration from the Installation Management Command (IMCOM); the Family and Morale, Welfare and Recreation Com-mand (FMWRC); the Casualty and Mortuary Affairs

Operation Center (CMAOC); the Army National Guard; and the Army Reserve. SOS standardizes casualty services and policies across the Army and provides additional staffing at Casualty Assistance Centers (CACs) and family programs for both the active and reserve components. SOS responds to the need for specialized staff at CACs to help Casualty Assistance Officers (CAOs) support survivors and to add staff whose sole mission is to provide continuing support to survivors.

Traumatic Servicemembers’ Group Life Insurance

Traumatic Servicemembers’ Group Life Insurance (TSGLI) helps severely injured Soldiers and their families by providing a one-time payment to help cover the unforeseen financial needs that may occur following injury and medical evacuation. The amount varies depending on the injury. TSGLI is bundled with Servicemembers’ Group Life Insurance (SGLI); an additional $1 has been added to the Soldier’s SGLI premium to cover TSGLI.

Army Emergency ReliefArmy Emergency Relief (AER) is the Army’s own

emergency financial assistance organization. For Sol-diers and their families who meet certain criteria, AER provides emergency funds through grants and loans to help pay for rent, mortgages, utilities, food, car re-pairs, auto insurance and emergency travel expenses. AER also offers education assistance programs for Soldiers’ children (including college-bound students) and spouses.

Army OneSourceFor Army families, Army OneSource is one of the

most useful avenues for help and information. Army OneSource provides 24-hour, toll-free information

Many Army family programs rely heavily on the dedicated volunteers who give so much of their time.


and referral services to active and mobilized reserve component Soldiers, deployed civilians and their fam-ilies. Army OneSource also provides help in a variety of other areas including:• parenting and child care;• education;• retirement;• disabilities;• emotional well-being; and• addiction and recovery.

Army OneSource is designed to help Soldiers and their families deal with life’s little—and sometimes not so little—issues. They are available every hour, every day with professional consultants who can be reached at 1-800-342-9647 or online at www.army onesource.com.

Better Opportunities for Single SoldiersRecognizing that single Soldiers need commu-

nity support services geared especially to them, the Army started Better Opportunities for Single Soldiers

(BOSS) to serve as the collective voice for single Sol-diers through the chain of command. BOSS has three key components: well-being, community service and recreation/leisure activities. An elected committee or council of Soldier representatives from installation units operates the BOSS program; the command ser-geant major approves the committee members, who serve for one year. Upon being elected or appointed, BOSS representatives are placed on additional duty orders and are expected to be at all BOSS meetings when the unit mission does not dictate otherwise.

Committee members coordinate single-Soldier ac-tivities and events that fall within two key components of the program: community service and recreation/leisure activities. They also gather input on well-be-ing and quality-of-life issues—input that is worked to resolution at the lowest command level. Empowered with this responsibility, single Soldiers feel more re-spected and bonded into the Army. Soldiers see that their voices count and that they are heard on issues affecting their well-being. Currently, the Army has 48 BOSS programs within the continental United States and 47 programs overseas.

1 U.S. Army, “The Army Family Covenant,” http://www.tamc.amedd.army.mil/news/2008/Tripler%20Army%20Family%20Covenant%20poster.pdf.2 U.S. Army Warrior Transition Plan, http://wtc.army.mil/aw2.

59Army Families

Armed Services YMCAhttp://www.asymca.org

Army Community Covenanthttp://www.army.mil/community

Army Emergency Reliefhttp://www.aerhq.org

Army Entertainmenthttp://www.armymwr.com/recleisure/entertainment

Army Familieswww.army.mil/families

Army Family Advocacy Program (AFAP)http://www.usarec.army.mil/hq/HRD/FAP

Army Family Readiness Group (FRG)http://www.armyfrg.org

Army Family Team Building(see http://www.myarmyonesource.com)

Army National Guard Family Resourceshttp://www.jointservicessupport.org/FP

Army OneSourcehttp://www.myarmyonesource.com

Army Reserve Family Programshttp://www.arfp.org

Army Wounded Warrior Programhttp://www.wtc.army.mil/aw2

Association of the United States Army (AUSA)http://www.ausa.org

AUSA’s Your Soldier, Your Army: A Parents’ Guide by Vicki Cody

http://www.ausa.org/publications/ilw/ilw_pubs/ specialreports/Pages/SR_CodyBook.aspx

AUSA Family Readinesshttp://www.ausa.org/family

Better Business Bureau Military Linehttp://www.bbb.org/council/programs-services/bbb-military-line

Better Opportunities for Single Soldiers (BOSS)(see http://www.myarmyonesource.com)

Child and Youth Services http://www.armymwr.com/family/childandyouth

Commissarieshttp://www.commissaries.com

Community Service(see http://www.myarmyonesource.com)

Department of Defense Education Activityhttp://www.dodea.edu

Deployment Readiness(see http://www.myarmyonesource.com)

eCYBERMISSIONhttp://www.ecybermission.com

Family Action Plan(see http://www.myarmyonesource.com)

Hiring Our Heroes–U. S. Chamber of Commercehttp://www.uschamber.com/hiringourheroes

HOOAH 4 Healthhttp://www.hooah4health.com

Infant and Toddler Information for Military Familieshttp://www.zerotothree.org

Installation Management Commandhttp://www.imcom.army.mil/hq

Legal Serviceshttp://www.jagcnet.army.mil/legal

Librarieshttp://www.armymwr.com/recleisure/libraries

Lodginghttp://www.armymwr.com/travel/lodging

Military Child Education Coalitionhttp://www.militarychild.org

Military Homefronthttp://www.militaryhomefront.dod.mil

Military Impacted School Association (MISA)http://www.militaryimpactedschoolsassociation.org

Military OneSourcehttp://www.militaryonesource.mil

Military Spouse Employment Partnershiphttps://msepjobs.militaryonesource.mil

Morale, Welfare and Recreation Family Page http://www.armymwr.com/family

National Military Family Associationhttp://www.militaryfamily.org

National Resource Directoryhttps://www.nationalresourcedirectory.gov

Outdoor Recreation and Recreation Centers http://www.armymwr.com/recleisure/outdoors

Real Warriorshttp://www.realwarriors.net

Relocation Readiness(see http://www.myarmyonesource.com)

Soldier Support Institutehttp://www.ssi.army.mil

Survivor Outreach Services(see http://www.myarmyonesource.com)

TRICAREhttp://www.tricare.mil

USOhttp://www.uso.org

Volunteering(see http://www.myarmyonesource.com)


The Army began reorganizing its

commands in June 2006 to increase

its global responsiveness and

defense of the homeland.

61Army Command Structure

Army Command Structure8

The Army began reorganizing its commands in June 2006 to increase its global responsiveness and defense of the homeland. The new structure identifies three types of headquarters: Army command, Army service component command (ASCC) and direct re-porting unit (DRU) (for more information, see chapter 3, “Army Organization”).

Army CommandsU.S. Army Forces Command (FORSCOM)

Headquarters: Fort Bragg, North CarolinaWebsite: http://www.army.mil/forscom

Mission: FORSCOM prepares con-ventional forces to provide a sus-tained flow of trained and ready landpower to combatant commanders in defense of the nation at home and abroad. For the Army of 2025, FORSCOM provides enhanced landpower, gaining operational depth and versatility through a mix of fully integrated active and reserve component forces prepared to operate in a joint, interagency, intergovernmental and multi-national environment. Organizations will be expedi-tionary, campaign-focused and adaptable to provide combatant commanders the required capabilities to be decisive across the range of military operations.Activities: FORSCOM is the Army’s largest com-mand. FORSCOM Soldiers and units are deployed to respond to requirements across the globe, including operations in Afghanistan and the Balkans.

Following the disestablishment of U.S. Joint Forc-es Command in 2011, the Secretary of the Army designated FORSCOM as the Army’s service force provider. In this capacity, FORSCOM acts in co-ordination with Headquarters, Department of the Army and the Joint Staff to maintain global visibil-ity of Army conventional land forces and to recom-mend force sourcing solutions to satisfy combatant command-validated requirements. FORSCOM also exercises training and readiness oversight of re-serve component forces not assigned to combatant

commands. As an Army command, FORSCOM sup-ports joint integration, interoperability and doctrine development by supporting joint transformation ac-tivities and providing Army forces to joint training and experimentation missions.

FORSCOM generates forces by tailoring the re-sources and training of its units to meet the specific and constantly changing requirements of combatant commanders and, when directed, of U.S. civil au-thorities (for more information, see chapter 3, “Army Organization”). Those requirements include theater security cooperation activities, combat operations on overseas battlefields, humanitarian assistance and di-saster relief.

The active component of FORSCOM includes two Army Corps headquarters: III Corps at Fort Hood, Texas, and XVIII Airborne Corps at Fort Bragg, North Carolina. FORSCOM also has eight Army division headquarters, multiple brigade combat teams and a full range of other combat, combat support and com-bat service support units. FORSCOM also executes administrative control for I Corps and other U.S. Pa-cific Command assigned units at Joint Base Lewis–McChord, Washington.

First Army at Rock Island Army Arsenal, Illinois, also reports to FORSCOM. It is responsible for the training, mobilization and deployment support for reserve component units in FORSCOM. It executes missions within the continental United States and Puerto Rico.

The Army National Guard, when mobilized, pro-vides FORSCOM a balanced force of eight National Guard combat divisions, 34 separate brigades and ex-tensive support units as potential sourcing solutions for worldwide requirements.

Units assigned to the U.S. Army Reserve Command contribute to FORSCOM’s combat power by provid-ing support specialties such as medical, civil affairs, public affairs, transportation, maintenance and supply.

The hallmark of FORSCOM’s readiness preparation is the development of skilled leaders commanding


their formations in collective training at combat training centers (CTCs)—the Joint Readiness Train-ing Center (JRTC) at Fort Polk, Louisiana; and the National Training Center (NTC) at Fort Irwin, Cal-ifornia. CTCs present training scenarios constantly updated to reflect changing battlefield conditions and to incorporate lessons learned. Soldiers are present-ed with complex, cross-cultural challenges by large numbers of role players who act as combatants and foreign citizens. JRTC and NTC have urban combat landscapes and cave and tunnel complexes to simulate current and potential wartime environments.

FORSCOM continues to provide, prepare and sus-tain ready land forces, preserve the quality of the all-volunteer force and shape the future force to en-sure success as the nation’s force of decisive action.

U.S. Army Forces Command is “Freedom’s Guardian.”

U.S. Army Materiel Command (AMC)

Headquarters: Redstone Arsenal, Alabama

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

Mission: AMC is the Army’s premier provider of materiel readiness—tech-nology, acquisition support, materiel development, logistics power pro-jection and sustainment—to the total force and across the spectrum of joint military operations. As the place in the Army where superior technology, acquisition support and logistics are integrated to assure readiness for today and tomor-row, AMC is heavily involved in making the Army more responsive, deployable, agile, versatile, lethal, survivable and sustainable. From beans to bullets, helmets to helicopters, spare parts to spareribs, AMC touches every Soldier in the Army every day. If a Sol-dier shoots it, drives it, flies it, wears it or eats it, AMC provides it.

Activities: AMC operates research, development and engineering centers, the Army Research Laboratory, depots, arsenals, ammunition plants and other facil-ities and maintains the Army’s prepositioned stocks, both on land and afloat. The command is also the Department of Defense Executive Agent for chemi-cal weapons stockpile and conventional ammunition. To develop, buy and maintain materiel for the Army, AMC works closely with program executive officers, the Army Acquisition Executive, industry, academia, the other services and other government agencies.

The command’s main effort is to achieve the de-velopment, support and sustainment of the future force in this decade. At the same time, AMC is key to

supporting, sustaining and recapitalizing the current force. Its maintenance depots restore weapon systems as the Army makes its way to full transformation. The command’s overhaul and modernization efforts are enhancing and upgrading major weapon systems—not just making them like new but inserting technolo-gy to make them more effective and reliable.

AMC handles diverse missions that reach far be-yond the Army. For example, AMC manages the mul-tibillion-dollar business of selling Army equipment and services to friends and allies of the United States and negotiates and implements agreements for copro-duction of U.S. weapon systems by foreign nations. AMC also provides numerous acquisition and logis-tics services to the other military services and many other government agencies.

U.S. Army Training and Doctrine Command (TRADOC)

Headquarters: Fort Eustis (Joint Base Langley– Eustis), Virginia

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

Mission: TRADOC develops, edu-cates and trains Soldiers, civilians and leaders; supports unit training; and designs, builds and integrates a ver-satile mix of capabilities, formations and equipment to strengthen the U.S. Army. TRA-DOC is leading the Army’s transition into the future by shaping the Army of 2020, developing adaptive leaders and organizations, modernizing equipment and revolutionizing training to strengthen the nation’s adaptive land force. TRADOC has more than 25,000 Soldiers and 11,000 civilians working daily to accom-plish its mission.

Activities: TRADOC has five subordinate orga-nizations, six centers of excellence and 33 schools; its schools conduct more than 1,600 courses, 300 of which are language courses. TRADOC trains more than 500,000 Soldiers a year at 26 different locations throughout the continental United States; it provides the senior commander on 12 of those installations.

To shape both today’s Army and the future combat force, TRADOC:

• recruits and trains Soldiers, who remain the center-piece of the Army. TRADOC builds the Army on a solid foundation of quality people by transforming recruits into Soldiers who are physically tough and mentally adaptive and live according to the Warrior Ethos. Soldiers are the Army’s ultimate asymmetric advantage and cannot be matched by any adversaries, current or future.


• develops adaptive leaders. TRADOC trains leaders for certainty and educates them for uncertainty. Leader development produces innovative, flexible, culturally astute professionals expert in the art and science of the profession of arms and able to quickly adapt to a wide range of conditions.

• designs today’s Army modular force and the future combat force. TRADOC identifies and integrates comprehensive solutions for the Army modular force, both today’s and tomorrow’s.

• maximizes institutional learning and adaptation. As an integral component of an innovative Generating Force, TRADOC shapes and links it seamlessly to the operating force to maximize Army learning and adaptation.The commanding general’s intent is to strengthen

America’s force of decisive action and provide the na-tion an adaptable Army for an uncertain future. To ful-fill these goals, TRADOC has the following priorities:• leader development to develop agile, creative and

adaptive leaders who thrive in complex, uncertain and changing environments; they must be able to give their Soldiers and units meaningful, simple and clear direction;

• capabilities development, integration and eval-uation to develop, evaluate and integrate capabili-ties that create an adaptive, dominant land force for the joint force commander;

• concepts and doctrine to design innovative concepts for the force of the future and to develop

doctrine that is effective and flexible enough to adapt to evolving conditions; and

• revolution in training and education to develop agile Soldiers, leaders and versatile units adaptable to any operational environment through lifelong learning.The Army of 2020 will possess the best-trained and

best-educated Soldiers, civilians and leaders, who are organized and equipped in a versatile mix of adapt-able units capable of providing decisive action in any operation.

Army Service Component CommandsArmy service component commands (ASCCs) are

primarily operational organizations that serve as Army components for combatant commands. An ASCC can be designated by the combatant commander as a joint force land component command or joint task force.

U.S. Army Africa (USARAF)/Southern European Task Force (SETAF)

Headquarters: Vicenza, ItalyWebsite: http://www.usaraf.army.mil

Mission: In December 2008, Southern European Task Force (SETAF) assumed duties as the Army component head-quarters for United States Africa Com-mand (USAFRICOM). USARAF leads U.S. Africa Command’s joint operations in Africa. In addition, more than a dozen Army organizations sup-ported activities in Africa in 2013, including the U.S.

U.S. Army Central/ Third Army

U.S. Army Space and Missile Defense

Command/Army Forces Strategic

Command

U.S. Army North/ Fifth Army

U.S. Army Europe

U.S. Army Pacific

U.S. Army Special Operations Command

U.S. Army South/ Sixth Army

U.S. Army Africa

Military Surface Deployment and

Distribution Command

Army Service Component Commands

Headquarters, Department of the Army

U.S. Army Forces Command

U.S. Army Training and Doctrine Command

U.S. Army Materiel Command

Army Commands

Military District of Washington

U.S. Army Test and Evaluation Command

U.S. Military Academy

U.S. Army Installation Management Command

U.S. Army Acquisition Support Center

U.S. Army Medical Command

U.S. Army Criminal Investigation Command

U.S. Army Intelligence and Security Command

U.S. Army Corps of Engineers

U.S. Army Network Enterprise Technology Command/9th Signal

Command

U.S. Army Reserve Command

Direct Reporting Units

Army Command Structure


Army Corps of Engineers, U.S. Military Academy and U.S. Army National Guard units from New York, California, Wyoming, Utah, North Dakota, Vermont, North Carolina and Michigan. USARAF concen-trates its strategy and efforts on helping African states build capable and professional militaries that accept civilian authority, respect human rights and adhere to the rule of law. It assists the United States’ African partners in building capacities to counter transnation-al threats from violent extremist organizations; stem illicit trafficking in humans, narcotics and weapons; support peacekeeping operations; and address the consequences of humanitarian disasters—whether man-made or natural—that displace populations and cause loss of life.

The majority of the defense forces in Africa are land-based, making the U.S. Army an ideal partner. Training and working on the continent is beneficial for USARAF, but it isn’t easy. Geographically, Africa is more than challenging—it is intimidating. Africa is more than three times the size of the continental Unit-ed States and covers 20.4 percent of the earth’s total land area. With few roads, airports and inconsistent infrastructure, holding training, exercises and opera-tions on the continent tests the skills of the Soldiers called to serve there.

Activities: USARAF is heavily involved in the pro-fessional development of African land forces, which remain the dominant military force in most African states. USARAF’s goal is to help transform its part-ners’ land forces into contributors to peace and sta-bility with the capabilities and capacities required to accomplish their missions in support of legitimate au-thority. In support of the development of African land forces, USARAF conducts joint and combined ex-ercises, military-to-military efforts and senior leader

engagement. USARAF continues to forge cooperative relationships and enduring partnerships that contrib-ute to self-sustaining African security capacity. Key to USARAF’s success is collaborating with both military and nonmilitary partners. USARAF is fostering new partnerships and enhancing existing ones, including partnerships with other U.S. government agencies.

In December 2013, violence in South Sudan esca-lated and the U.S. embassy was threatened. Within six hours of notification, an infantry platoon from Fort Riley, Kansas, trained and prepositioned in Djibouti, deployed to reinforce the U.S. embassy in Juba, South Sudan. This deployment sent strategic shockwaves through east Africa. Not only were U.S. citizens pro-tected, but African partners learned that the United States is committed to staying, even when times get rough. The more than 2,300 U.S. Soldiers who have deployed to Africa to support exercises, training or operations in the past year have gained as much or more than they have given. The expeditionary condi-tions of all actions in Africa sharpen the skills of the U.S. Soldiers who support the activities.

To resource these activities along with more than 182 security cooperation events in 28 countries, the U.S. Army has relied upon a brigade from Fort Riley, Kansas, aligned to USAFRICOM; this ties in with the fundamental strategy of the USARAF business model.

The USARAF approach to the challenges and op-portunities in Africa is, while pursuing a common di-rection, multifaceted in its execution. USARAF uses sustained engagement and enduring partnerships to enable both security cooperation and operations on the continent, linking activities over time to achieve sustained effects and balancing training for specific missions with developing self-sustaining institutions.

USARAF concentrates its strategy and efforts on helping African states build capable and professional militaries that accept civilian

authority, respect human rights and adhere to the rule of law.


USARAF activities are enhanced by operating as part of a joint, interagency, multinational and Total Army team. USARAF remains committed to building part-ner security capabilities in Africa through a variety of security cooperation programs, senior leader en-gagements, bilateral, regional and multinational exer-cises, humanitarian assistance and disaster response training.

U.S. Army Europe (USAREUR)

Headquarters: Heidelberg, GermanyWebsite: http://www.eur.army.mil

Mission: USAREUR trains and leads Army forces in support of U.S. Europe-an Command (USEUCOM), other com-batant commands and Headquarters, Department of the Army by training and preparing full-spectrum-capable forces for global em-ployment; strengthening alliances and building part-ner capacity and capability; providing Army service component command and Title 10 support to U.S. forces; and continually seeking to improve the readi-ness and quality of life of Soldiers, Army families and the civilian workforce. As a U.S. Army service com-ponent command, U.S. Army Europe is America’s strategic forward enabler with capability to prevent conflict, shape the environment and, if necessary, win decisively.Activities: USAREUR is balanced across a mix of brigade combat teams, aviation elements and key theater support elements, including a theater sustain-ment command, a military intelligence brigade, a the-ater network command, a regionally focused medical command and a regionally focused air and missile de-fense command.

USAREUR supports the U.S. Defense Strategy by providing trained and ready units capable of unified land operations who are regionally engaged with Eu-ropean allies and partners; providing flexible forces that are able to operate in U.S.-only or multinational coalitions furthering U.S. and mutual security inter-ests; facilitating multinational interoperability and strengthening partnerships through security cooper-ation and capacity-building training and events; set-ting theaters for U.S. global combatant commands by providing strategic access, key forward enablers and critical logistical support; and providing a profes-sional force of strong, resilient Soldiers with engaged leaders.

USAREUR’s Joint Multinational Training Com-mand in Grafenwoehr, Germany, contributes to the crucial functions of facilitating multinational interop-erability and strengthening partnerships by providing

world-class training support to U.S., NATO and other partners through joint, combined training, live fire, force-on-force maneuver and simulations.

It also provides flexible forces that are able to op-erate in U.S.-only or multinational coalitions, includ-ing major operational forces; organic, Europe-based forces—e.g. 2d Cavalry Regiment (Stryker), Vilseck, Germany; 173d Infantry Brigade Combat Team (Air-borne), Vicenza, Italy; 12th Combat Aviation Brigade, Ansbach, Germany; and 10th Army Air Missile De-fense Command, Kaiserslautern, Germany—capable of a full range of activities from major combat opera-tions to humanitarian assistance.

Additionally, USAREUR maintains a Europe-based Army Contingency Response Force—a company-sized force capable of responding to crisis in USEUCOM, USAFRICOM or U.S. Central Command areas of re-sponsibility (AORs) as directed.

Regionally Aligned ForcesUSAREUR supports USEUCOM’s European Rota-

tional Force and the NATO Response Force with two 60-day rotations from the continental United States to the European theater. These forces bolster the capabil-ity of the NATO Response Force and serve a critical role in maintaining the interoperability gains achieved over the past 13 years with our NATO allies.

USAREUR also performs the crucial role of set-ting theaters for U.S. global combatant commands, by maintaining critical logistical, communications, intelligence, medical and inland ground transporta-tion infrastructure to support operational plans and contingencies.

The 21st Theater Sustainment Command, head-quartered in Kaiserslautern, Germany, provides a full range of logistical capabilities including humanitar-ian assistance, military law enforcement and more, through units such as 7th Civil Support Command, 30th Medical Brigade and 18th Military Police Bri-gade, among others.

USAREUR provides key operational capabilities and administers critical sites throughout its AOR, in-cluding the Mihail Kogalniceanu Air Base Passenger Transit Center in Romania—a multi-nodal hub sup-porting contingency operations such as the Afghan Northern Distribution Network. USAREUR also provides support for the defense of Israel, adminis-ters key air defense sites and maintains training and staging bases for rotational forces such as Nova Selo, in Bulgaria.

No longer a heavy force focused on protecting Central Europe, approximately 30 percent of USA-REUR forces were deployed each year in support of


contingency operations during the past decade. USA-REUR has reduced from more than 213,000 Soldiers in 1989 to a current force of around 30,000 focused on the 51 countries in U.S. European Command’s AOR—including Russia, Ukraine, Israel, Turkey and the Caucasus—to advance American strategic inter-ests in Europe and Eurasia.

USAREUR has consolidated its footprint to be-come more efficient in providing services and support to the Soldiers and families remaining in Europe. The command has closed about 740 sites across Europe in the last 25 years—everything from isolated radio towers to large troop support compounds and housing areas. By 2015, USAREUR will complete the return of four more major garrisons (Heidelberg, Mannheim, Bamberg and Schweinfurt), providing $300 million in annual savings—all without base realignment and closure funding.

Finally, the relationships USAREUR builds during more than 1,000 theater security cooperation events in more than 40 countries each year lead directly to sup-port for multinational contingency operations around the world, strengthen regional partnerships and en-hance global security.

U.S. Army Pacific (USARPAC)

Headquarters: Fort Shafter, HawaiiWebsite: http://www.usarpac.army.mil

Mission: USARPAC postures and prepares the force for unified land op-erations, responds to threats, sustains and protects the force and builds mili-tary relationships that develop partner defense capacity to contribute to a stable and secure U.S. Pacific Command (USPACOM) area of respon-sibility (AOR).

U.S. Army Pacific is the theater army in the Pacif-ic and the Army’s largest Army service component command. USARPAC is responsible for manning, resourcing, equipping and training throughout the Pa-cific theater of operations that stretches 9,000 miles—approximately half of the earth’s surface—from California to the Maldives. From its headquarters at Fort Shafter, Hawaii, USARPAC leverages all Army capabilities in Hawaii, Alaska, Guam, American Samoa, Saipan, Japan and South Korea to provide trained and ready active and reserve component com-bat and enabling forces in the Indo–Asia–Pacific re-gion. USARPAC’s Soldiers and civilians enhance the Army’s ability to respond to all contingency requests in a region that covers 16 time zones. A robust theater security cooperation program with allies and partners in Asia and the Pacific builds defense relationships,

increases interoperability and develops military capacity.

While USARPAC’s primary focus is the Indo–Asia–Pacific region, many USARPAC Soldiers have provided operational support to Afghanistan, Iraq and other contingency missions. In addition, USPACOM has designated the USARPAC commander as the the-ater joint force land component commander; a role that brings together the key parts of the USPACOM commander’s landpower—U.S. Army Pacific, Ma-rine Forces Pacific and Special Operations Command Pacific.Activities: In 2013, USARPAC Soldiers participated in 24 exercises in 14 countries and conducted 134 en-gagements in 34 countries. USARPAC’s Eighth Field Army, U.S. Army Japan (USARJ) and I Corps (For-ward) are positioned to respond rapidly and establish communication networks during humanitarian assis-tance and disaster response emergencies.

U.S. Army North (USARNORTH)/Fifth Army

Headquarters: Fort Sam Houston (Joint Base San Antonio), TexasWebsite: http://www.arnorth.army.mil

Mission: USARNORTH/Fifth Army became fully operational on 16 October 2006, with an AOR covering the United States (minus Hawaii), Mexico, Cana-da and the Bahamas. USARNORTH, U.S. Northern Command’s (USNORTHCOM’s) joint force land component command (JFLCC) and ASCC, conducts homeland defense and civil support oper-ations and theater security cooperation activities to protect the American people. Activities: As the JFLCC to USNORTHCOM, US-ARNORTH provides the USNORTHCOM com-mander with a single point of contact for all land domain security challenges across the AOR. USAR-NORTH prepares a broad array of specialized forces for a rapid response to support the American people after a disaster. They are ready to respond rapidly to support other federal agencies after a man-made or natural disaster to save lives and protect the American people. USARNORTH trains and educates military forces and other interagency or international partners to respond effectively to a disaster. The key to US-ARNORTH’s success is its coordination with federal, tribal, state and local agencies to support civil author-ities. It also develops relationships with other North American partners to build and strengthen mutual capacity for countering shared threats and allow for a more effective response. USARNORTH helps safe-guard the nation by supporting federal agencies, civil


law enforcement and multiple partners who protect the border and prevent terrorist attacks.

USARNORTH operates 10 Defense Coordinating Elements geographically aligned with the 10 Federal Emergency Management Agency (FEMA) regions. These elements, each led by a Defense Coordinat-ing Officer (DCO), serve as the primary liaison with FEMA and other federal, tribal, state and local agen-cies for coordination of military resources during nat-ural and man-made disasters.

USARNORTH manages the training and over-sight of Joint Task Force–Civil Support (JTF-CS)—a standing joint task force that anticipates, plans and integrates USNORTHCOM chemical, biological, ra-diological and nuclear response operations. JTF-CS commands and controls designated DoD forces to as-sist local, state, federal and tribal partners in saving lives, preventing further injury and providing critical support to enable community recovery.

USARNORTH administers DoD’s “Defense Sup-port of Civil Authorities” course to train military personnel for their civilian support role in response to attacks or disasters and civilians to assist them in obtaining a better understanding of DoD.

In order to ensure a vigorous and cooperative de-fense of North America, USARNORTH maintains ro-bust and ever-growing partnerships with the ground forces of Mexico, Canada and the Bahamas. This is accomplished through frequent leader engagements, exchange officer programs, joint participation in exer-cises and the provision of mobile training teams.

U.S. Army South (USARSOUTH)/Sixth Army

Headquarters: Fort Sam Houston (Joint Base San Antonio), TexasWebsite: http://www.arsouth.army.mil

Mission: USARSOUTH/Sixth Army is the ASCC for U.S. South-ern Command (USSOUTHCOM). USARSOUTH provides theater security cooperation to enhance hemispheric security and stability and conducts con-tingency operations as directed by USSOUTHCOM. The command’s AOR encompasses 31 nations and 10 territories. USARSOUTH, with a deployable con-tingency command post and headquarters capable of short-notice deployment to fulfill emerging joint task force requirements, supports USSOUTHCOM in its efforts to counter transnational criminal organiza-tions, drug trafficking, illegal human trafficking and terrorism in its AOR. USARSOUTH has supported missions and operations in its AOR since 1904, when the first U.S. Soldiers arrived in Panama to assist with the construction and defense of the Panama Canal. USARSOUTH transformed from an Army command focused exclusively on the Panama Canal in the 1990s to the one it is today, with a much larger role in the region—enhancing hemispheric security by building strong relationships, increasing mutual capabilities and improving interoperability with the armies and security forces of Central and South America and the Caribbean.

USARSOUTH currently has the 1-228th Aviation Regiment stationed in Honduras and the 525th Mil-itary Police Battalion in Guantánamo Bay, Cuba, supporting USSOUTHCOM joint task forces and op-erations. In 2006, USARSOUTH was one of the first ASCCs to embrace the new structure and has the ca-pability and versatility to support the joint force. This capability was successfully tested when it deployed its contingency command post to support Operation Unified Response and Joint Task Force–Haiti in 2010. USARSOUTH successfully provided military support

U.S. Army North conducts homeland defense and civil support operations and theater security cooperation

activities to protect the American people.


to the international disaster relief efforts in Hai-ti following the country’s devastating January 2010 earthquake. Activities: In addition to having recently tested its de-ployable headquarters in a real-world setting, USAR-SOUTH builds partner-nation capacity by conducting several operations, exercises and activities each year. These events focus on training with partner nations to improve their capacity and USARSOUTH’s ability to provide humanitarian relief, civic assistance, medical support, emergency response and security operations. These events include: • Fuerzas Aliadas PANAMAX. PANAMAX is the

largest exercise conducted in the Western Hemi-sphere. It is an annual joint and combined opera-tional exercise consisting of more than 19 partner nations that focus on the defense of the Panama Canal and Central American region by a multina-tional task force.

• Peacekeeping Operations. This event consists of more than 17 partner nations and is a multi-echelon joint and combined command and control exercise executed at the operational and tactical levels.

• Beyond the Horizon. This annual humanitarian and civic assistance operation focuses on providing engineering, medical and veterinary support to the people within the AOR.

• Medical Readiness Training Exercises (MED- RETEs). MEDRETEs provide training for medi-cal, dental and veterinary forces and partner-nation forces. The forces provide care to the host-nation civilians and animals in the AOR. MEDRETEs not only provide real-world training for U.S. forces but help build capacity in countries in the AOR, while strengthening relationships with these countries.

USARSOUTH was one of the first ASCCs to plan MEDRETEs and has conducted them every year since 2006 in countries such as the Dominican Republic, El Salvador, Guatemala, Haiti, Honduras and Paraguay.

• Fuerzas Aliadas Humanitarias (United Hu-manitarian Forces). This is a regionally oriented emergency response exercise with partner-nation disaster management agencies.

• Integrated Advance. This is an exercise that tests USARSOUTH’s contingency command post and ensures full preparedness to deploy to the AOR and conduct a full range of operations and mis-sions to support the joint force and the combatant commander.On behalf of the U.S. Army, USARSOUTH con-

ducts bilateral staff talks each year with the armies of Brazil, Chile, Colombia and El Salvador. These staff talks produce a strategic framework and plan for the upcoming year to conduct subject-matter-expert exchanges and build partner-nation capacity. USAR-SOUTH was one of the first ASCCs given authority to conduct staff talks, and it has helped strengthen the United States’ relationships with partner nations.

Also, USARSOUTH is the U.S. Army’s executive agent for Phase III of reintegration for U.S. personnel rescued or returned from captivity. In 2003, USAR-SOUTH was the first ASCC to have a formal captivity reintegration program; it has successfully executed this operation seven times.

These types of operations and exercises are part of USARSOUTH’s mission to shape the environment, build partner-nation capacity, enhance security and ultimately sustain peace in the AOR and in the West-ern Hemisphere.

USARSOUTH’s mission is to shape the environment, build partner-nation capability, enhance security and ultimately sustain peace in the AOR and in the Western Hemisphere.


Third Army/U.S. Army Central (USARCENT)

Headquarters: Shaw Air Force Base, South Carolina

Website: http://www.arcent.army.mil

Mission: Third Army/USARCENT conducts shaping operations in the Central Command (USCENTCOM) area of operations to deter adversaries and to reassure and enable regional partners while sustaining ongoing U.S. operations in established combined/joint operating areas. Concur-rently, Third Army/USARCENT transitions forces and capabilities in the USCENTCOM AOR for roles antic-ipated in the next decade of the 21st century.

The Third Army/USARCENT AOR encompasses an area of approximately 6.5 million square miles, consisting of 20 countries populated by more than 650 million people speaking 12 major languages and representing seven major religions. Within this strate-gically important region lie the historical crossroads of three continents, the majority of the world’s oil and natural gas reserves and the primary maritime link between Europe and Asia. Resources, various geog-raphies, religious influences and historical conflicts have shaped this region for centuries and continue to do so.

Activities: Third Army/USARCENT maintains a continued forward presence, conducts joint and co-alition exercises throughout the region, provides hu-manitarian assistance when needed, develops close partnerships with responsible nations, assists in de-mining efforts and provides support to other military service components.

Third Army/USARCENT remains ready by active-ly training and preparing for any contingency while providing continuous support to the warfighters by anticipating their needs. Third Army/USARCENT is also shaping the future by building relationships with its partner nations. The command achieves its objec-tives by optimizing its effectiveness both at Shaw Air Force Base and in theater.

Third Army/USARCENT is prepared to respond rapidly by developing and executing war plans and contingency missions as required. This strategy pro-vides the President with a wide range of options to de-ter aggression and coercion from a forward-presence posture and, if deterrence fails, to defeat any adver-sary across the full spectrum of conflict.

Third Army/USARCENT moved from Fort McPherson, Georgia, to Shaw Air Force Base in Sum-ter, South Carolina, in 2011.

U.S. Army Space and Missile Defense Command/Army Forces Strategic Command (USASMDC/ARSTRAT)

Headquarters: Redstone Arsenal, Alabama, and Peterson Air Force Base, ColoradoWebsite: http://www.army.mil/smdc

Mission: USASMDC/ARSTRAT con-ducts space and missile defense opera-tions and provides planning, integration, control and coordination of Army forces and capabilities in support of U.S. Stra-tegic Command (USSTRATCOM) missions (strate-gic deterrence, integrated missile defense and space operations); serves as the Army force modernization proponent for space, high-altitude and global missile defense; serves as the Army operational integrator for global missile defense; and conducts mission-related research and development in support of Army Title 10 responsibilities.

As the Army’s force modernization proponent for space, global missile defense and high altitude and as the Army’s operational integrator for global mis-sile defense, USASMDC/ARSTRAT focuses on three core tasks—operations for today, capability develop-ment for tomorrow and materiel development for the day after tomorrow:• to provide trained and ready space and missile

defense forces and capabilities in service to the warfighter and the nation (today);

• to build future space and missile defense forces (tomorrow); and

• to research, test and integrate space, missile de-fense, cyber, directed energy and related technolo-gies (day after tomorrow).USASMDC/ARSTRAT is the Army service com-

ponent command to the U.S. Strategic Command and maintains Title 10 responsibilities. From its split-based headquarters at Redstone Arsenal, Alabama, and Colorado Springs, Colorado, the command over-sees a number of Army elements around the globe. It has four priorities:

Defense of the Homeland The 100th Missile Defense Brigade (Ground-based

Midcourse Defense, or GMD) is a multicomponent (Army National Guard and active Army) unit that op-erates the GMD fire control network, provides posi-tive operational control of interceptors at Fort Greely, Alaska, and Vandenberg Air Force Base, California, and ensures the protective security of the systems deployed there. The 100th Missile Defense Brigade (GMD) is composed of the brigade headquarters and Missile Defense Element in Colorado Springs, the


49th Missile Defense Battalion headquarters and Fire Direction Center at Fort Greely, Detachment One at Vandenberg Air Force Base and three AN/TPY-2 radar detachments that provide missile defense radar data to their respective geographic commands—Detachment 10 in U.S. Pacific Command (which also provides data to the GMD fire control network), Detachments 11 and 13 in U.S. European Command and Detachment 12 in U.S. Central Command.

Support to the Warfighter The command’s operations team provides friendly-

force tracking data, space tracking, satellite imagery products and geospatial intelligence.

The 1st Space Brigade conducts continuous space force enhancement, space support and space control operations in support of combatant commanders, en-abling shaping and decisive operations. The brigade comprises three subordinate battalions: the 53d Signal Battalion manages transmission control and satellite payload control of the Department of Defense Wide-band Constellation by sustaining, operating and main-taining global wideband satellite communications operations centers and a defense satellite commu-nications system certification facility; the 1st Space Battalion focuses on ballistic missile early warning, Army space support teams and the commercial im-agery team; and the 117th Space Battalion, Colorado Army National Guard, is similar to that of its active component counterpart. The brigade comprises active duty, National Guard and Reserve Soldiers.

Preparation for the Future The Future Warfare Center, with offices in Hunts-

ville, Alabama, Colorado Springs, Colorado, and Fort Eustis, Virginia, is responsible for building fu-ture space and missile defense forces. The Future Warfare Center includes a Battle Lab, Directorate of Capability Development, Directorate for Training and Doctrine, Decision Support Directorate and a Train-ing and Doctrine Command Capability Manager for space and global missile defense. The Future Warfare Center develops the Army’s space and missile defense doctrine and concepts, validates requirements and en-sures Armywide solution integration. The Future War-fare Center rapidly advances innovations for space, missile defense, high altitude and cyber to the Army through prototype development, experimentation and wargames, analytical assessments and modeling and simulation development. It provides institutional space and missile defense training to the force and is the user representative to ensure vertical integration of Doctrine, Organizations, Training, Materiel, Lead-ership and Education, Personnel and Facilities activi-ties across space and ballistic missile defense system

elements for which the Army has been designated as the lead service. Additional roles performed for the joint community include management of high-perfor-mance computer centers, threat scenario design, com-mand and control engineering and Advanced Concept Technology Demonstration management.

The Army Space Personnel Development Office oversees the Army’s Space Cadre to include the life cycle management of Functional Area 40 space op-erations officers. Additionally, the command provides support to NASA with an Army astronaut detachment assigned to the Johnson Space Center in Houston, Texas.

Acceleration of Emerging Technology The Technical Center in Huntsville, Alabama, fo-

cuses on providing critical technologies that meet to-day’s requirements and address future needs, enabling warfighter effectiveness in the core competencies of directed energy, tactical space, airships and payload, cyberspace and missile defense technologies. The Technical Center plans and executes test and evalua-tion programs and performs related analyses to rapid-ly transition technology. To accomplish its goals, the Technical Center also pursues numerous opportunities and partnerships with academia, industry and other government organizations.

The U.S. Army Kwajalein Atoll/Ronald Reagan Bal-listic Missile Defense Test Site (RTS), with its unique geographical location in the central Pacific and its un-matched suite of radars, instrumentation and test sup-port facilities, offers extensive flexibility for ballistic missile testing, space-object tracking and equatorial space launch. RTS now has an operations center locat-ed in Huntsville (ROC-H) and is now the primary RTS command-and-control location for future missions.

U.S. Army Special Operations Command (USASOC)

Headquarters: Fort Bragg, North CarolinaWebsite: http://www.soc.mil

Mission: USASOC is the ASCC of U.S. Special Operations Command (USSO-COM). It organizes, trains, educates, mans, equips, funds, administers, mobi-lizes, deploys and sustains Army special operations forces (SOF) to successfully conduct worldwide special operations across the range of military missions in support of regional combatant commanders, U.S. ambassadors and other agencies as directed. USASOC develops unique special operations doctrine, tactics, techniques, procedures and materiel in coordination with the U.S. Army Training and Doc-trine Command (TRADOC), the U.S. Army Materiel Command (AMC) and USSOCOM.


Activities: Army special operations forces comprise Special Forces (SF), Rangers, civil affairs, special op-erations aviation (SOA), military information support operations (MISO) and headquarters units. Special Forces Command exercises command and control over five active Special Forces groups and training oversight of two Army National Guard SF groups.U.S. Army John F. Kennedy Special Warfare Center and School. The Special Operations Center of Excellence is responsible for the development of civil affairs, psychological operations and SF Sol-diers, from recruitment to retirement, to provide a professionally trained and well-educated force. This organization builds the only force specifically trained and educated to shape foreign, political and military environments to prevent war. In addition to the train-ing mission, the Special Warfare Center and School is responsible for developing and integrating doctrine for each special operations branch.75th Ranger Regiment. The 75th Ranger Regiment is the Army’s premier direct-action raid force. It is capable of planning, executing and commanding and controlling large and complex joint special operations throughout the range of combat missions. These op-erations include special reconnaissance, direct-action raids, offensive infantry operations, forcible-entry operations and partnerships with host-nation forces. The regiment is also trained, resourced and equipped to provide an agile, responsive infantry force that can respond to emergency contingency plans in uncertain and sensitive environments.The 95th Civil Affairs Brigade (Airborne) (Special Operations). As a key component in the application of targeted civil affairs operations focused on the human dimension, the brigade operates worldwide in the joint, interagency, intergovernmental and multinational

realm to address civil vulnerabilities leveraged by state and nonstate actors for legitimacy and influence over relevant populations, in any environment, in support of theater special operations commanders, combatant commanders and U.S. ambassadors.

528th Sustainment Brigade (Airborne). The brigade provides the mission command organization for signal, support and materiel management. It also maintains a dedicated, regionally oriented coordination and liaison base to provide combat and health services and com-munications planning in support of all Army SOF units.

U.S. Army Special Forces Command (Airborne). The USASFC(A) mission is to organize, equip, train, validate and deploy forces to conduct special oper-ations across the spectrum of conflict, in support of USSOCOM, geographic combatant commanders, American ambassadors and other governmental agen-cies as directed. Green Berets execute nine doctrinal missions: unconventional warfare, foreign internal de-fense, direct action, counterinsurgency, special recon-naissance, counterterrorism, information operations, counterproliferation of weapons of mass destruction and security force assistance.

Military Information Support Operations Com-mand (Airborne). MISOC(A) is the only active-duty Army psychological operations unit. The command provides fully capable Military Information Support (MIS) forces to combatant commanders, U.S. ambas-sadors and other agencies to synchronize plans and execute, inform and influence activities across the range of military operations.

Army Special Operations Aviation Command. US-ASOC–U.S. Army Special Operations Aviation Com-mand provides aviation oversight as well as service and component interface to ensure system integration,

The 75th Ranger Regiment is trained, resourced and equipped to provide an agile, responsive infantry force that can respond to

emergency contingency plans in uncertain and sensitive environments.


fleet modernization, materiel readiness, training and doctrine development. It comprises the headquarters and four subordinate units, one of which is the 160th Special Operations Aviation Regiment (Airborne), the command’s combat element. This unique unit pro-vides support to SOF worldwide; capabilities include inserting, resupplying and extracting U.S. and allied SOF personnel. They also assist in SOF search-and-rescue and escape-and-evasion activities.

U.S. Army Surface Deployment and Distribution Command (SDDC)

Headquarters: Scott Air Force Base, IllinoisWebsite: http://www.army.mil/sddc

Mission: SDDC is the Army service component command to U.S. Trans-portation Command, providing global deployment and distribution capabili-ties to meet the nation’s objectives. Its primary focus is timely and accurate support to the warfighter along with positioning the command for the future while improving processes and measuring performance.Activities: With approximately 2,400 people, SDDC books, ships, tracks and conducts port operations for surface movements worldwide with a low finan-cial overhead by leveraging services from the best of the U.S. transportation industry. In Fiscal Year 2012, SDDC moved more than 16.4 million measurement tons of cargo in support of U.S. forces worldwide. This equates to about 277,966 standard-size trailers full of cargo. Lined end-to-end, these trailers would stretch 2,105 miles, or from New York City almost to Salt Lake City, Utah.

SDDC also supports servicemembers, federal employees and their families with safe and secure

delivery of their household goods and privately-owned vehicles. The command manages an average of about 520,000 booked household goods a year with about 250,000 of those moves occurring between the months of May and August.

Additionally, SDDC’s Transportation Engineer-ing Agency, also at Scott Air Force Base, provides the Department of Defense with engineering, policy guidance, research and analytical expertise, ensuring U.S. military forces can respond successfully to any requirement anywhere in the world.

The U.S. Army Reserve Deployment Support Com-mand (DSC), headquartered in Birmingham, Ala-bama, is one of the newest operational and functional commands borne of Army Transformation. It consol-idates all Army Reserve surface mobility units under a single organization. The DSC is a direct reporting command of the 377th Theater Support Command in New Orleans, Louisiana, and is operationally con-trolled by SDDC.

SDDC manages 87 percent of the cargo coming out of Afghanistan, with the 595th Transportation Brigade being the critical node in the region. In its key role as the air-surface integrator, SDDC orchestrates the multi-modal transportation operations used to move cargo in and out of Afghanistan.

SDDC has five subordinate brigades headquartered around the world:

The 595th Transportation Brigade, Camp Arifjan, Kuwait, conducts surface deployment and distribu-tion operations to meet national security objectives within the U.S. Central Command AOR. Through a cohesive team of experts, the 595th Transportation Brigade links strategic warfighter surface movement requirements with commercial capability. Combining

U.S. Army Surface Deployment and Distribution Command provides global deployment and distribution

capabilities to meet the nation’s objectives.


organic, commercial and host nation capabilities, the brigade offers maximum options and solutions to sup-ported forces while delivering equipment and sustain-ment on time.

The 596th Transportation Brigade, Military Ocean Terminal Sunny Point (MOTSU), North Carolina, safely provides ammunition terminal services to meet the nation’s objectives. This responsibility includes the operation of both East and West Coast ammo ter-minals at MOTSU and at Military Ocean Terminal Concord (MOTCO), California, respectively, and the U.S. Southern Command AOR.

The 597th Transportation Brigade, Joint Base Langley–Eustis, Virginia, is focused on the U.S. Northern Command AOR. The 597th and its subor-dinate units are responsible for meeting the surface deployment, redeployment and distribution needs of the warfighter and Defense Transportation System customers in the United States.

The 598th Transportation Brigade, Sembach, Ger-many, supports U.S. European Command, U.S. Africa Command and U.S. Central Command via the North-ern Distribution Network. The 598th Transportation Brigade enables full-spectrum operations by per-forming movement of forces and materiel in support of the combatant commander. This unit has left its mark in dozens of countries, distinguishing itself in every mission and fulfilling its motto: “Warrior Lo-gistics—in Motion.” The brigade sustains forces and provides expeditionary and deliberate port (seaport of embarkation and seaport of debarkation) and surface distribution operations in the USEUCOM and USA-FRICOM AORs. Additionally, the unit is prepared to deploy globally on short notice to conduct port and distribution operations.

The 599th Transportation Brigade, Wheeler Army Airfield, Wahiawa, Hawaii, is located with all U.S. Pa-cific Command service component commands on the island of Oahu, making the location ideal for brigade members to plan and coordinate with leading support-ed units. The unit’s location also allows easy access to the Navy port at Pearl Harbor and Barbers Point Har-bor and close access to Honolulu’s commercial ports. The AOR for the 599th is geographically the largest in the world: 52 percent of the earth’s surface, equal to about 105 million square miles.

Direct Reporting UnitsDirect reporting units (DRUs) consist of one or

more units with institutional or operational functions. These units provide broad, general support to the Army in a single, unique discipline not available else-where in the Army.

U.S. Army Military District of Washington (USAMDW)

Headquarters: Fort Lesley J. McNair, Washington, DC

Website: http://www.mdw.army.mil

Mission: As a direct reporting unit, US-AMDW exercises geographic senior commander responsibilities over four Army installations and one joint base; provides executive, operational, ceremo-nial and musical support across a full range of world-wide responsibilities; and serves as the Army forces component to, and core staff element of, the Joint Force Headquarters–National Capital Region (JF-HQ-NCR) to achieve Army and joint requirements. USAMDW is also the General Court Martial Conven-ing Authority for more than 400 worldwide organiza-tions not assigned this authority.

Activities: Since its inception in 2003, JFHQ-NCR has served as United States Northern Command’s standing joint force in the National Capital Region, designed to safeguard the nation’s capital in times of crisis. This requirement is codified in a June 2003 Chairman of the Joint Chiefs of Staff Executive Order, which directs the command to plan, coordinate, maintain situational awareness and, when directed, employ forces as a joint task force to conduct Homeland Defense and Defense Support of Civil Authorities to defend and secure the NCR. Today, a robust interagency partnership exists, with more than 100 federal, state and local organiza-tions supported by an incredibly strong bond among service components and National Guard partners. Each organization comes to work every day in the NCR not as a single entity but in a collaborative partnership, as part of a regional team focused on safeguarding the nation’s capital.

USAMDW serves as the Department of the Army’s executive agent for official ceremonial events. It rep-resents the armed forces on behalf of the Department of Defense during national-level ceremonial functions which include, but are not limited to, presidential in-augurations, official wreath ceremonies at the Tomb of the Unknowns and state funerals. Working close-ly with Arlington National Cemetery, the command conducts official ceremonies and memorial affairs operations on the most hallowed burial ground of our nation’s fallen.

The command’s Army Air Operations Group (AAOG) provides executive support to Army leader-ship, regionally through rotary-wing assets assigned to the 12th Aviation Battalion and globally through fixed-wing aircraft operated by the U.S. Army Priority


Air Transport Battalion. The AAOG operates Davison Army Airfield and provides air traffic services to the Pentagon helipad. Additionally, the Aviation Battalion has the 911th Technical Rescue Engineer Company, a unique, one-of-a-kind capability modeled after a Fed-eral Emergency Management Agency Urban Search and Rescue Heavy Task Force.

Assigned to USAMDW are the White House Trans-portation Agency—which executes motor vehicle operations in support of the White House and first family, as directed by the White House Military Of-fice—and the U.S. Army Field Band. The Field Band is the premier touring musical representative for the U.S. Army, traveling thousands of miles each year, presenting a variety of music to audiences throughout the nation.

The 3d U.S. Infantry Regiment (The Old Guard) and The U.S. Army Band (Pershing’s Own) are the Army’s official ceremonial units. The Old Guard is the oldest active-duty infantry unit in the Army and is the Army’s official ceremonial unit and escort to the President of the United States. In that capacity, 3d U.S. Infantry Regiment Soldiers are responsible for conducting memorial affairs missions and official military ceremonies at the White House, the Penta-gon, national memorials and elsewhere in the nation’s capital. Pershing’s Own is the Army’s premier musi-cal organization and the most diverse of its kind in the world. Its 5,500 missions per year support the leader-ship of the United States of America while conduct-ing memorial affairs operations honoring our fallen at Arlington National Cemetery and supporting a wide spectrum of national and international events. Con-certs and recitals by Pershing’s Own and exhibitions by The Old Guard units, such as the U.S. Army Drill Team and Fife and Drum Corps, preserve the earned trust of the American people and their confidence in the Army.

U.S. Army Corps of Engineers (USACE)

Headquarters: Washington, DCWebsite: http://www.usace.army.mil

Mission: USACE delivers vital en-gineering solutions in collaboration with its partners to secure the nation, energize the economy and reduce risk from disaster.Activities: USACE supports the nation’s joint force through a versatile military program that includes the construction of Army and Air Force facilities, base realignment and closure activities, installation support, adaptive military contingency support, en-vironmental restoration and sustainable design and

construction, strategic mobility and international activities in nine divisions in the United States and 43 subordinate districts in the United States, Asia, Middle East and Europe. USACE also provides real estate acquisition, management and disposal for the Army and Air Force.

The command’s civil works program includes nav-igation, flood risk management, environmental pro-tection, disaster response, hydropower, recreation and other missions. USACE owns and operates 75 hydro-power projects (comprising 24 percent of all U.S. hy-dropower capacity), operates and maintains more than 700 dams and has various authorities for about 14,500 miles of levees, which are integral to flood risk man-agement and critical to watershed management for many communities across the nation. USACE’s main-tenance of navigation channels for America’s harbors and inland waterways is essential to commerce and strategic mobility. In the United States and around the world, USACE has repeatedly demonstrated an im-pressive capability for responding to natural disasters and other contingencies.

The USACE research and development communi-ty, including six main engineering, research and de-velopment, finance and technical centers, provides agile support to military operations and civil disaster relief operations with an array of technical products and services as well as reach-back to the laboratories through a tele-engineering operations center. USACE provides technical and construction support to more than 130 countries; assisting with these efforts is the 249th Engineer Battalion (Prime Power)—the com-mand’s one active component—and the command’s two reserve components, the 412th and 416th Theater Engineer Commands.

By providing innovative engineering and prob-lem-solving expertise to federal agencies, state and lo-cal governments and friendly nations, the U.S. Army Corps of Engineers is Building Strong and proud to be a part of America’s Army: The Strength of a Nation.

U.S. Army Criminal Investigation Command (CID)

Headquarters: Quantico, VirginiaWebsite: http://www.cid.army.mil

Mission: CID investigates felony violations of the Uniform Code of Military Justice (UCMJ) and other criminal provisions of the U.S. Code in which the Army has an interest. The command supports field commanders and com-munities in solving major felony-level crimes and also provides protective services for senior Department of Defense and Army leaders.


Activities: As the Army’s primary provider of crimi-nal investigations, CID operates a forensic laboratory, criminal records repository, major procurement fraud unit and computer crimes unit. It solves crimes, assess-es the potential for crime and prevents felony crimes against the Army, its Soldiers and their families and its employees. CID also provides forces for peace-time and battlefield investigations, including logistics security, criminal intelligence collection, criminal investigations, protective services and war crimes in-vestigations. Using modern investigative techniques, equipment and systems, CID handles criminal activity at every level of the Army throughout the world. CID investigates the full facts of a situation, organizes the facts into a logical summary of investigative data and presents this data to the responsible command or to a U.S. attorney as appropriate.

U.S. Army Intelligence and Security Command (INSCOM)

Headquarters: Fort Belvoir, VirginiaWebsite: http://www.inscom.army.mil

Mission: Charged with providing the warfighter the actionable intelligence needed to understand the battlefield and to focus and leverage combat pow-er, INSCOM conducts multidiscipline and all-source intelligence operations. Included in its operations are collection, analysis, production and dis-semination; network warfare operations; information operations; and knowledge management for the Army intelligence enterprise. INSCOM delivers specialized quick-reaction capabilities, advanced skills training and linguistic support for deploying forces, enabling battle command in support of full-spectrum Army, joint, coalition and interagency worldwide operations.

Activities: INSCOM, the Army’s operational intelli-gence force, synchronizes its elements to ensure mul-tidiscipline intelligence support to theater/component warfighters, the intelligence community and other national agencies. INSCOM is a strategic organiza-tion of 17,000 Soldiers, civilians and contractors at more than 180 locations around the globe. INSCOM is the Army’s one-stop shop for intelligence, operat-ing across all intelligence disciplines and leveraging strong relationships with physical and virtual pres-ence in all theaters around the globe.

U.S. Army Medical Command (MEDCOM)

Headquarters: Fort Sam Houston (Joint Base San Antonio), Texas

Website: http://www.armymedicine.mil

Mission: MEDCOM provides respon-sive and reliable health services and influences health to improve readiness, save lives and advance wellness in sup-port of the force, military families and all people entrusted to its care.

Army Medicine’s priorities include:

• Combat Casualty Care: The U.S. Army Medical Department (AMEDD) personnel, services and doctrine save servicemembers’ and DoD civilians’ lives and maintain their health in all operational environments.

• Readiness and Health of the Force: AMEDD personnel and services maintain, restore and im-prove the deployability, resiliency and performance of servicemembers.

• Ready and Deployable Medical Force: AMEDD personnel are professionally developed and

The U.S. Army Corps of Engineers delivers vital engineering solutions in collaboration with its partners to secure the

nation, energize the economy and reduce risk from disaster.


resilient and, with their units, are responsive in providing the highest level of health care in all operational environments.

• Health of Families and Retirees: AMEDD personnel and services optimize the health and resilience of families and retirees. The foundation of health is well-being, which encompasses much more than simply not manifesting illness; it also includes physical, mental and social aspects.

Activities: MEDCOM is commanded by a lieutenant general who also serves as the Army Surgeon Gener-al and is charged with the responsibility of advising the Army’s senior leaders on all health matters. The Surgeon General manages one of the largest, most complex health care delivery systems in the world. MEDCOM includes the Army’s fixed hospitals and dental facilities and oversees preventive health, med-ical research, development and medical training in-stitutions. MEDCOM provides food inspection and animal-care services for the entire Department of De-fense. The command also provides trained health care specialists (combat medics) to the Army’s combat medical units, which are assigned directly to combat-ant commanders.

AMEDD is a trusted health care organization driven by an unwavering commitment to excellence and to responsive, reliable and relevant quality health care. The department maintains the courage to do the right thing, the confidence to lead and a commitment to meeting the rapidly evolving operational and clinical demands of the 21st century while serving its Sol-diers, their families and its employees with constant, unwavering compassion and support.

Army Medicine is a learning organization with a rich history of anticipating and adapting to challenges.

Soldiers are America’s pride and most sacred deter-minant of force projection. MEDCOM continues to collaborate with Army leadership to optimize the health, wellness, readiness and resilience of the force. Army medical research has played a major role in the progress of public health and medical science. MED-COM’s goal is to provide innovative methods that promote health and wellness to those it serves and to lead the nation in transforming from a health care system to a System for Health. MEDCOM’s responsi-bility today and tomorrow remains the readiness and health of U.S. men and women in uniform as they selflessly answer the nation’s call.

U.S. Army Test and Evaluation Command (ATEC)Headquarters: Aberdeen Proving Ground, MarylandWebsite: http://www.atec.army.mil

Mission: ATEC plans, conducts and in-tegrates developmental testing, indepen-dent operational testing and independent evaluations, assessments and experi-ments to provide essential information to acquisition decisionmakers in support of the Amer-ican warfighter. ATEC ensures it sends the nation’s Soldiers to war with weapon systems that work. ATEC upholds its vision to determine the true capability pro-vided to warfighters through developmental, integrat-ed and operational testing evaluated in an independent and objective manner. ATEC executes its mission in a collaborative environment and invests in both people and infrastructure. ATEC seeks the voice of its cus-tomers while continuously improving to become more interdependent, affordable, effective and efficient.Activities: ATEC was established 1 October 1999 in Alexandria, Virginia, following the redesignation of the Operational Test and Evaluation Command.

Army Medicine is a learning organization with a rich history of anticipating and adapting to challenges.


Central to the consolidation was ATEC’s assumption of overall responsibility for all Army developmen-tal and operational testing. The Operational Test and Evaluation Command became a subordinate com-mand of ATEC and was redesignated the U.S. Army Developmental Test Command (DTC), with head-quarters remaining at Aberdeen Proving Ground. The U.S. Army Evaluation Center (AEC) became the third subordinate command, encompassing both the Opera-tional Evaluation Command and the Evaluation Anal-ysis Center. This consolidation moved developmental and operational evaluation into a single integrated command. The Test and Experimentation Command was redesignated the U.S. Army Operational Test Command (OTC), with headquarters remaining at Fort Hood, Texas. In 2010, ATEC headquarters in Alexandria moved to Aberdeen Proving Ground and consolidated with DTC and AEC in accordance with the 2005 Base Realignment and Closure. During this consolidation and reorganization, DTC cased its col-ors and transferred its personnel to the new ATEC headquarters and AEC. Now ATEC serves as head-quarters to AEC, OTC and its test centers.

Under the 1999 consolidation, ATEC received re-sponsibility for installation management of White Sands Missile Range, New Mexico; Dugway Proving Ground, Utah; and Yuma Proving Ground, Arizona. However, on 1 October 2002, the respective Instal-lation Management Activity regional offices assumed responsibility for these installations.

Also under ATEC are the Aberdeen Test Center (ATC), Aberdeen Proving Ground; Redstone Test Center (RTC), Redstone Arsenal, Alabama; Electronic Proving Ground (EPG), Fort Huachuca, Arizona; Cold Regions Test Center (CRTC), Fort Greely, Alaska; and the Tropic Regions Test Center (TRTC), headquartered at Yuma Proving Ground with testing in Hawaii and other locations. With 29 locations in 17 states, ATEC has an annual budget exceeding $500 million. ATEC personnel rigorously test and evaluate everything from individual weapons to the National Missile Defense ground-based midcourse defense systems.

Since its formation, ATEC has played a major role in Army transformation. In December 1999 ATEC evaluated medium-weight armor at Fort Knox, Ken-tucky, during the Platform Performance Demonstra-tion; it conducted the Interim Armored Vehicle Bid Sample Event at ATC; compared the M113 and the Stryker at Fort Lewis, Washington, for Congress; and conducted operational tests of the Stryker during the summer of 2003 at Fort Knox. Since 2011, ATEC has been a critical component in the Network Integration Evaluation program to help the Army transform its acquisition process.

The 10,000 military, civilian and contract employ-ees are highly skilled test officers, engineers, scien-tists, technicians, researchers and evaluators who are involved in more than 1,100 daily tests. ATEC em-ployees collaborate with individuals across multiple disciplines in other government agencies and private industry. They also receive hands-on experience with the most sophisticated and advanced technologies in the world. The staff design and use highly accurate and precise instrumentation to test sophisticated mil-itary systems under controlled conditions at testing facilities located around the country.

U.S. Military Academy (USMA)

Headquarters: West Point, New YorkWebsite: http://www.usma.edu

Mission: USMA educates, trains and inspires the Corps of Cadets so that each graduate is a commissioned leader of character, committed to the values of duty, honor, country and prepared for a career of professional excellence and service to the na-tion as an officer in the U.S. Army.Activities: Since its founding more than two centuries ago, USMA has accomplished its mission by devel-oping cadets in four critical areas: intellectual, phys-ical, military and moral–ethical—a four-year process called the “West Point Experience.” Specific develop-mental goals are addressed through several fully coor-dinated and integrated programs.

A challenging academic program that consists of 31 core courses provides a balanced education in the arts and sciences. This core curriculum establishes the foundation for elective courses that permit cadets to explore in greater depth a field of study or an optional major. All cadets receive a Bachelor of Science degree designed specifically to meet the intellectual require-ments of a commissioned officer in today’s Army.

Admission is open to all young men and women and is extremely competitive. Candidates must receive a nomination from a member of Congress or from the Department of the Army. They are then evaluated on their academic, physical and leadership potential. Those candidates who are fully qualified receive ap-pointments to the academy.

From the day of its founding on 16 March 1802, the military academy has grown in size and stature, and it remains committed to the task of producing com-missioned leaders of character for America’s Army. Today the academy graduates approximately 900 new officers annually and represents about 20 percent of the new lieutenants required by the Army each year. The student body, or Corps of Cadets, numbers 4,000.


U.S. Army Reserve Command (USARC)

Headquarters: Fort Bragg, North CarolinaWebsite: http://www.usar.army.mil

Mission: U.S. Army Reserve Com-mand’s mission is to provide trained and ready Soldiers and units to sup-port the national strategy during peacetime, contingencies and war. As the second largest command in the Army—ex-ceeded only by its higher headquarters, U.S. Army Forces Command—USARC provides critical combat service support and combat support capabilities both at home and abroad. Activities: The Army Reserve is the premier life-saving, life-sustaining force for the Army and the nation, prepared to operate in a joint, interagency, in-tergovernmental and multinational environment. The Army’s focused investment in the development of specialized capabilities and expertise for a challeng-ing and complex global environment is well-served by the operational Army Reserve. With total assigned strength of 205,000 Soldiers and 12,600 civilians, ar-rayed under numerous general officer (GO) theater commands, USARC can quickly tailor any enabling capability, ranging from individuals to large forma-tions, in support of global joint missions or in service to the homeland.

The Army Reserve is both an Army component and a single command, making it a flexible and tailorable force able to quickly scale its organizations to support any number of missions. As the operational reserve force for the Army, the Army Reserve provides the majority of the Army’s combat support and combat service support capability. The Army Reserve is a fed-eral force under federal control, ready and accessible 24/7 with unique capabilities not found in the Regular Army, the Army National Guard and, in some cases, sister services.

The Army Reserve is comprised of seven functional commands, eight operational commands, 10 training commands and 13 support commands. Expeditionary sustainment commands deploy to locations devoid of infrastructure and quickly open seaports and airports, while logistics and supply-chain personnel are experts at moving lifesaving materiel and services into affect-ed areas.

The National Defense Authorization Act for Fiscal Year 2014 recently allowed access to the lifesaving and life-sustaining capabilities of the Army Reserve at home. Essential to missions abroad, Citizen–Soldiers can now provide support and assistance to citizens and communities during domestic emergencies, serv-ing as an optimum “dual-use” force for preserving

property, mitigating damage and saving lives here at home. Many of these lifesaving capabilities are al-most exclusively resident in the Army’s federal Re-serve force.

The Army Reserve also provides all of the Depart-ment of Defense Emergency Preparedness Liaison Officers (EPLOs), who act as the conduits between FEMA and DoD when coordinating active and federal Reserve military forces in support of disaster opera-tions. Along with EPLOs, the Army Reserve assigns Active Guard–Reserve Deputy Defense Coordinating Officers as “tip of the spear” Title 10 responders for disasters and national emergencies.

The Army Reserve and corporate America share a mutual interest in enhancing the career and leader de-velopment of Citizen–Soldiers, whose civilian skills and military capabilities make them a sought-after tal-ent pool for both sectors. Employer Partnership lever-ages cooperation with industry to help sustain and improve individual, leader and unit readiness. Citi-zen–Soldiers are doctors, lawyers, academics, scien-tists, engineers and information technology specialists on the leading edge of their fields. Their profession-al expertise makes them invaluable to the Army Re-serve, the total force and the private sector.

The Army Reserve provides trained, equipped and ready Soldiers and cohesive units to meet the nation’s requirements at home and abroad. Expeditionary for-mations offer versatile, available and effective ca-pabilities at reduced costs for combat missions and contingency operations and for saving lives and pro-tecting property at home. The Army Reserve provides 20 percent of the force for 6 percent of the Army’s budget, making the critical skills and depth of the life-saving, life-sustaining Citizen–Soldier force for the nation a true value in today’s rapidly changing, accel-erating and evolving global environment.

U.S. Army Acquisition Support Center (USAASC)

Headquarters: Fort Belvoir, Virginia Website: http://asc.army.mil

Mission: USAASC supports the Army acquisition community at all levels by shaping and developing world-class professionals and pro-viding superior support to assigned Program Executive Officers (PEOs) and Direct Re-porting Program Managers (DRPMs) in an environ-ment of continuous performance improvement.Activities: USAASC was established in 2002 and be-came a DRU to the Office of the Assistant Secretary of the Army (Acquisition, Logistics and Technolo-gy)—ASA(ALT)—in 2006. The governing authority


for this designation is General Order 33, effective 16 October 2006. Now in its sixth year of serving the Army and Army acquisition workforce (AAWF), US-AASC is committed to premier support of the Army’s acquisition mission.

USAASC’s core functions and competencies nec-essary to achieve its mission comprise institutional management of the U.S. Army Acquisition Corps (AAC) and customer service and support to PEOs and DRPMs in the areas of human resources, resource management (manpower and budget), program struc-ture and acquisition information management. Also, USAASC provides oversight for the execution of the force protection mission by the PEOs/DRPMs, sub-ject-matter expertise and analytical support to various DoD elements and acquisition career management support to the AAWF. USAASC performs several core functions for its stakeholders, as defined below: • Policy, guidance and support. USAASC provides

services regarding acquisition issues and initiatives to the Army Acquisition Executive (AAE), Direc-tor of Acquisition Career Management (DACM), ASA(ALT) staff and the Army acquisition community.

• Institutional management of the AAC and the AAWF. This function serves as the schoolhouse proponent. The Director of HQ USAASC is also the Deputy Director, Acquisition Career Manage-ment (D-DACM). HQ USAASC works with the Principal Military Deputy to the ASA(ALT), who also serves as the DACM, to oversee the AAWF.

• Customer service and support to PEOs and DRPMs. This is provided in the areas of human resources, resource management (manpower and budget), program structure and acquisition in-formation management. USAASC also provides

oversight for the execution of the force protection mission by the PEOs and DRPMs.

• Subject matter expertise and analytical support to the ASA(ALT) and various DoD elements. These include the Under Secretary of Defense for Acquisition, Technology and Logistics— USD(ATL)—and the Missile Defense Agency, among others.

• Acquisition career management and develop-ment support to the AAWF. This support is in the form of plans, policies, programs and direct support to acquisition organizations, supervisors and individual members of the AAWF.

• Communication of the Army Acquisition Corps’ vision and mission within the acquisition com-munity and the Army. The primary vehicles are Army AL&T magazine, Access AL&T (previously AL&T Online) and convention displays (e.g., the Association of the United States Army’s Annual Meeting and Exposition). USAASC also communi-cates its mission and capabilities to the acquisition community through various outreach/marketing techniques and tools (e.g., website, brochures, etc.).

U.S. Army Installation Management Command (IMCOM)

Headquarters: Fort Sam Houston (Joint Base San Antonio), TexasWebsite: http://www.imcom.army.mil

Mission: The IMCOM mission is to provide Soldiers, Army civilians and their families with a quality of life commensurate with the quality of their service. Army installations are the Department of Defense standard for infrastructure quality and are the providers of consistent, quality

As the second largest command in the Army, USARC provides critical combat service support and

combat support capabilities both at home and abroad.


services that act as a force multiplier in supported or-ganizations’ mission accomplishments. Army installa-tions materially enhance Soldier and family well-being and readiness.Activities: IMCOM is the face of the Army’s commit-ment to Soldiers and families. By providing world-class customer service and demonstrating inspired leadership, IMCOM provides standardized services, facilities and infrastructure on more than 70 installa-tions around the globe. IMCOM provides environmen-tal stewardship, sustainable energy initiatives, housing, emergency services, child care, youth programs, sports and recreation, religious support and much more.

Under the Army Family Covenant, IMCOM pro-vides services such as financial readiness, Master Re-siliency Training, the New Parent Support Program and sponsorship for relocating personnel. All of these services are designed to build resilience through edu-cation, life skills development and supportive counsel-ing. In addition, IMCOM provides essential services and support to transition Soldiers to their pursuit of higher education or civilian employment.

Through the Army Career and Alumni Program (ACAP), IMCOM supports “Soldier for Life” initia-tives long after a Soldier’s military service ends. Sur-vivor Outreach Services are designed to support those Army families who have experienced the ultimate loss and sacrifice by maintaining a connection to the larger Army support network.

Through the Army Community Covenant, IMCOM connects America to its Army by strengthening part-nerships between Army installations and local busi-nesses, civic leaders and the general public.

These programs embody the Army’s proactive and holistic approach to promoting health, preventing

high-risk behaviors and building a warrior ethos with resilience in mind, body and spirit.

U.S. Army Environmental Command (USAEC), a major subordinate command of IMCOM, supports the Army’s Environmental Program by promoting and supporting sound environmental stewardship that enables training and maximizes readiness. The com-mand acknowledges the past by restoring Army lands to usable condition and preserving important cultur-al and historical resources. It engages the present by meeting environmental standards, enabling operations and protecting Soldiers, families and communities. It charts the future by leveraging both best practices and emerging technology to ensure future environmental resiliency.

USAEC supports the total force with emerging en-vironmental challenges, promotes a sustainable Army Environmental Program—engaged and forward look-ing to reduce costs and enable Army training—while providing Soldiers, their families, Army civilians and surrounding communities with safe and sustainable places to live and work.

U.S. Army Network Enterprise Technology Command/ 9th Signal Command (Army) (NETCOM/9thSC[A])

Headquarters: Fort Huachuca, ArizonaWebsite: http://netcom.army.mil

Mission: NETCOM is the Army’s single information technology service provider for all network communications. It plans, engineers, installs, integrates, protects, operates, maintains and defends the Ar-my’s Networks, enabling mission command through all phases of joint, interagency, intergovernmental and multinational (JIIM) operations.

Army installations materially enhance Soldier and family well-being and readiness.


Activities: NETCOM has the expertise of more than 15,800 Soldiers and civilians supporting every Army command, Army service component command and direct reporting unit in more than 20 countries. The command’s focus is to always accomplish its mission while always taking care of its people and families.

The command’s primary objective is to ensure Army network communications enable U.S forces and coali-tion partners at all levels of execution. To that end, the command focuses on the following priorities: • operationalizing the command and establish-

ing clear roles and responsibilities within the command;

• standardizing operational and technical processes across the command;

• integrating vertically with Army Cyber Com-mand/2d U.S. Army and horizontally with support-ed commands;

• leading and synchronizing the execution of Net-work Modernization efforts within the Army to build one inherently joint network based on central-ized management and decentralized execution; and

• rapidly building and employing Cyber Mission Forces and capabilities—setting and then balanc-ing teams, matching resources to mission.NETCOM’s Soldiers, side-by-side with Army ci-

vilians and contractors, are on point for the nation around the globe. The physical, mental, spiritual and material well-being of the force is the linchpin to mis-sion success.

83Army Installations

Army Installations9The Army operates bases, camps, posts, stations

and other installations worldwide. At each location, the Army is, effectively, running a city with such mu-nicipal services as street maintenance, utilities and sewage. Installations also have family programs and audiovisual and base communication services. In addi-tion, the Army must run environmental protection ser-vices for installations and maintain security—“force protection”—for the property, the equipment, Army civilians, Soldiers and their families. Army installa-tions’ primary purpose is to provide a place where Soldiers train, mobilize and deploy to fight and to support the forces once they have deployed.

The Army has designated three essential tasks for installations:• to serve as deployment platforms with capabilities

to resupply forward-based and in-theater forces quickly and efficiently;

• to adjust their support functions to meet the needs of the Army; and

• to support the well-being of all Soldiers and their families.

The last includes Army Community Service, re-serve component family programs and a network of support services that directly impact Soldier readi-ness and retention and help families adapt to military life and all phases of mobilization, deployment and demobilization.

The U.S. Army posts below are categorized by state or country and list, when available, the nearest community, the post’s website, the commercial phone number and the Defense Switched Network (DSN) phone number for the main operator or Public Affairs Office (calls to the DSN number must be made from a DSN phone).

United StatesJFTC – Joint Forces Training Center JMTC – Joint Maneuver Training Center

JTC – Joint Training Center MTC – Maneuver Training Center

USAG – U.S. Army Garrison

AlabamaAnniston Army DepotAnnistonhttp://www.anad.army.mil256-235-7501 (DSN: 571-1110)

Fort RuckerDalevillehttp://www.rucker.army.mil334-255-1110 (DSN: 558-1110)

Redstone ArsenalHuntsvillehttp://www.garrison.redstone.army.mil256-876-2151 (DSN: 746-0011)

AlaskaFort GreelyDelta Junctionhttp://www.greely.army.mil907-378-5000 (DSN: 259-9000)

Joint Base Elmendorf–RichardsonAnchoragehttp://www.usarak.army.mil907-384-1110 (DSN: 317-552-8151)

Fort WainwrightFairbankshttp://www.wainwright.army.mil907-353-1110 (DSN: 317-353-1110)

ArizonaCamp NavajoBellemonthttp://www.campnavajo.com928-773-3152 (DSN: 312-853-3238)

Fort HuachucaSierra Vistahttp://www.huachuca.army.mil520-538-7111 (DSN: 821-7111)

Yuma Proving GroundYumahttp://www.yuma.army.mil928-328-2151 (DSN: 899-2151)


ArkansasFort Chaffee MTCFort Smithhttp://www.arguard.org479-484-2121

Pine Bluff ArsenalPine Bluffhttp://www.pba.army.mil870-540-3000 (DSN: 966-3000)

Camp Robinson MTCNorth Little Rockhttp://www.arguard.org/isu501-212-5100 (DSN: 962-5100)

CaliforniaParks Reserve Forces Training AreaDublinhttp://www.parks.army.mil925-875-4650

Camp Roberts MTCSan Miguelhttp://www.calguard.ca.gov/cr805-238-3100 (DSN: 949-8000)

Camp San Luis ObispoSan Luis Obispohttp://www.calguard.ca.gov/cslo916-854-3000

USAG–Fort Hunter LiggettKing Cityhttp://www.liggett.army.mil831-386-2505

Fort IrwinBarstowhttp://www.irwin.army.mil760-380-1111 (DSN: 470-1111)

Los Alamitos Army AirfieldLos Alamitos562-795-2151 (DSN: 312-972-2000)

USAG–Presidio of MontereyMontereyhttp://www.monterey.army.mil831-242-5000 (DSN: 768-5000)

Sierra Army DepotHerlonghttp://www.sierra.army.mil530-827-4343 (DSN: 855-4252)

ColoradoFort CarsonColorado Springshttp://www.carson.army.mil719-526-5811 (DSN: 691-5811)

Pueblo Chemical DepotPueblohttp://www.cma.army.mil/pueblo.aspx719-549-4111 (DSN: 749-4111)

Rocky Mountain ArsenalCommerce Cityhttp://www.pmrma.army.mil303-289-0300 (DSN: 749-2300)

District of ColumbiaFort Lesley J. McNair (Joint Base Myer–Henderson Hall)Washingtonhttp://www.army.mil/jbmhh703-545-6700 (DSN: 703-695-0441)

FloridaCamp BlandingStarkehttp://www.floridaguard.army.mil904-682-3421 (DSN: 822-3421)

GeorgiaFort BenningColumbushttp://www.benning.army.mil706-545-2011 (DSN: 835-2011)

Fort GordonAugustahttp://www.gordon.army.mil706-791-0110 (DSN: 760-0110)

Fort Stewart/Hunter Army AirfieldHinesville/Savannahhttp://www.stewart.army.mil912-315-5617 (DSN: 729-5617)

HawaiiUSAG–HawaiiOahuhttp://www.garrison.hawaii.army.mil808-449-7110

Fort ShafterHonoluluhttp://www.usarpac.army.mil808-449-7110 (DSN: 315-449-7110)

Schofield BarracksHonoluluhttp://www.25idl.army.mil808-449-7110 (DSN: 315-449-7110)

Tripler Army Medical CenterHonoluluhttp://www.tamc.amedd.army.mil808-433-6661 (DSN: 315-433-6661)


IdahoGowen FieldBoisehttp://www.idahoarmyguard.org/GowenField/GowenField.asp208-422-5755 (DSN: 422-5755)

IllinoisConstruction Engineering Research LaboratoryChampaignhttp://www.erdc.usace.army.mil/Locations/ConstructionEngineeringResearch Laboratory.aspx217-352-6511 (DSN: 643-6511)

Rock Island Arsenal GarrisonMolinehttp://www.usagria.army.mil309-782-6001 (DSN: 793-6001)

IndianaCamp AtterburyEdinburghhttp://www.campatterbury.in.ng.mil812-526-1499 (DSN: 569-2499)

IowaCamp DodgeJohnstonhttp://www.iowanationalguard.com/camp%20dodge515-252-4567 (DSN: 431-4567)

KansasFort LeavenworthLeavenworthhttp://usacac.army.mil/913-684-4021 (DSN: 552-4021)

Fort RileyJunction Cityhttp://www.riley.army.mil785-239-3911 (DSN: 856-3911)

KentuckyBlue Grass Army DepotRichmondhttp://www.cma.army.mil/bluegrass.aspx859-779-6221 (DSN: 745-6221)

Fort CampbellHopkinsvillehttp://www.campbell.army.mil270-798-3025 (DSN: 635-1110)

Fort KnoxLouisvillehttp://www.knox.army.mil502-624-1000 (DSN: 464-1000)

LouisianaFort PolkLeesvillehttp://www.jrtc-polk.army.mil337-531-2911 (DSN: 863-1110)

MaineCamp KeyesAugustahttp://www.me.ngb.army.mil207-626-4274 (DSN: 626-4274)


MarylandAberdeen Proving GroundAberdeenhttp://www.apg.army.mil410-278-5201 (DSN: 298-5201)

Fort DetrickFrederickhttp://www.detrick.army.mil301-619-8000 (DSN: 343-8000)

Fort George G. MeadeLaurelhttp://www.ftmeade.army.mil301-677-7128 (DSN: 622-7128)

Walter Reed National Military Medical CenterBethesdahttp://www.wrnmmc.capmed.mil301-295-4000 (DSN: 295-4000)

MassachusettsCamp EdwardsBournehttp://states.ng.mil/sites/ma/about/ installations/edwards508-968-5885 (DSN: 557-5885)

Fort DevensAyerhttps://www.devens.army.mil978-796-2126 (DSN: 256-2126)

Natick Soldier Systems Center Natickhttp://www.army.mil/natick508-233-4300 (DSN: 256-4300)

MichiganCamp Grayling JMTCGraylinghttp://grayling.minationalguard.com989-344-6100 (DSN: 623-3100)

USAG–Detroit ArsenalWarrenhttp://garrison-michigan.army.mil 586-282-5000 (DSN: 786-5000)

MinnesotaCamp RipleyLittle Fallshttp://www.minnesotanationalguard.org/camp_ripley320-616-2699 (DSN: 871-3122)

MississippiCamp Shelby JFTCHattiesburghttp://ms.ng.mil/aboutus/installations/shelby601-558-2000 (DSN: 558-2000)

Waterways Experiment StationVicksburghttp://www.erdc.usace.army.mil601-634-3188

MissouriFort Leonard WoodWaynesvillehttp://www.wood.army.mil573-596-0131 (DSN: 886-0131)

NebraskaCamp AshlandAshlandhttp://ne.ng.mil/netrng/cats402-309-7600 (DSN: 279-7600)

New HampshireCold Regions Research and Engineering LaboratoryHanoverhttp://www.crrel.usace.army.mil603-646-4100 (DSN: 220-4100)


New JerseyJoint Base McGuire–Dix–LakehurstWrightstownhttp://http://www.jointbasemdl.af.mil609-754-1100 (DSN: 650-1100)

Picatinny ArsenalPicatinnyhttp://www.pica.army.mil/picatinnypublic973-724-4021 (DSN: 880-4021)

New MexicoWhite Sands Missile RangeLas Cruceshttp://www.wsmr.army.mil575-678-2121 (DSN: 258-2121)

New YorkCamp SmithCortlandt Manorhttp://dmna.ny.gov/campsmith914-788-7330 (DSN: 489-4500)

Fort Drum Watertownhttp://www.drum.army.mil315-772-6011 (DSN: 772-6011)

Fort HamiltonBrooklynhttp://www.hamilton.army.mil718-630-4101 (DSN: 232-4101)

U.S. Military AcademyWest Pointhttp://www.usma.edu845-938-4011 (DSN: 688-1110)

Watervliet ArsenalAlbany518-266-5111 (DSN: 374-5111)

North CarolinaFort BraggFayettevillehttp://www.bragg.army.mil910-396-0011 (DSN: 236-0011)

North DakotaCamp G. C. GraftonDevils Lakehttp://www.ndguard.ngb.army.mil/ armyguard/cgtc701-662-0200 (DSN: 422-0200)

OhioCamp Perry JTCPort Clintonhttp://www.ong.ohio.gov/campperry614-336-6214

Camp Ravenna JMTCNewton Fallswww.rvaap.org614-336-6660

Camp Sherman JTCChillicothe614-336-6460

OklahomaCamp Gruber JMTCMuskogeehttp://www.ok.ngb.army.mil/cgts918-549-6001 (DSN: 628-6001)

Fort SillLawtonhttp://sill-www.army.mil580-442-8111 (DSN: 639-8111)

McAlester Army Ammunition PlantMcAlesterhttp://www.mcaap.army.mil918-420-6591 (DSN: 956-7200)

OregonUmatilla Chemical DepotHermistonhttp://www.cma.army.mil/umatilla.aspx541-564-5312

Camp RileaWarrentonhttp://www.camp-rilea.org503-836-4052 (DSN: 355-4052)


PennsylvaniaCarlisle BarracksCarlislehttp://carlislebarracks.carlisle.army.mil717-245-3131 (DSN: 242-3131)

Letterkenny Army DepotChambersburghttp://www.letterkenny.army.mil717-267-8111 (DSN: 570-8111)

Tobyhanna Army DepotTobyhannahttp://www.tobyhanna.army.mil570-615-7000 (DSN: 795-6223)

Fort Indiantown GapAnnville717-861-8500 (DSN: 491-8500)

Puerto RicoUSAG–Fort BuchananSan Juanhttp://www.buchanan.army.mil787-707-3403 (DSN: 740-3403)

Camp Santiago JMTCSalinashttps://www.pr.ngb.army.mil787-724-1295

South CarolinaFort JacksonColumbiahttp://www.jackson.army.mil803-751-1110 (DSN: 734-1110)

TexasBiggs Army AirfieldEl Pasohttps://www.bliss.army.mil/biggs915-568-2121 (DSN: 978-2121)

Camp SwiftBastrophttp://www.txarng.com512-321-2497

Corpus Christi Army DepotCorpus Christihttp://www.ccad.army.mil361-961-3627 (DSN: 861-3627)

Fort BlissEl Pasohttp://www.bliss.army.mil915-568-2121 (DSN: 978-2121)

Fort HoodKilleenhttp://www.hood.army.mil254-287-3832 (DSN: 737-3832)

Fort Sam Houston (Joint Base San Antonio)San Antoniohttp://www.samhouston.army.mil210-221-1211 (DSN: 471-1211)

Red River Army DepotTexarkanahttp://www.redriver.army.mil903-334-2141 (DSN: 829-2141)

Camp Bowie Military Training CenterBrownwood512-782-7362

UtahDeseret Chemical DepotTooelehttp://www.cma.army.mil/tooele.aspx435-833-4295 (DSN: 790-4295)

Dugway Proving GroundDugwayhttps://www.dugway.army.mil435-831-2116 (DSN: 789-2116)

Tooele Army DepotTooelehttp://www.tead.army.mil435-833-2211 (DSN: 790-2211)

Camp W. G. WilliamsRivertonhttp://www.ut.ngb.army.mil/campwilliams801-878-5400 (DSN: 438-8621)

VirginiaJoint Base Myer–Henderson HallArlingtonhttp://www.army.mil/jbmhh703-614-2014 (DSN: 224-2014)

Joint Base Langley–EustisNewport Newshttp://www.jble.af.mil757-878-5251 (DSN: 826-5251)

Joint Expeditionary Base Little Creek–Fort StoryVirginia Beachhttp://www.cnic.navy.mil/jeblcfs757-462-7385 (DSN: 253-7385)


Fort A. P. HillBowling Greenhttp://www.aphill.army.mil804-633-8324 (DSN: 578-8324)

Fort BelvoirFairfaxhttp://www.belvoir.army.mil703-805-5001 (DSN: 685-5001)

Fort LeePetersburghttp://www.lee.army.mil804-765-3000 (DSN: 539-3000)

Fort Pickett ARNG MTCBlackstonehttp://vko.va.ngb.army.mil/fortpickett434-292-8621 (DSN: 438-8621)

PentagonArlingtonhttp://pentagon.afis.osd.mil703-545-6700 (DSN: 227-0101)

Army Geospatial CenterAlexandriahttp://www.agc.army.mil703-428-3736 (DSN: 328-3736)

WashingtonJoint Base Lewis–McChordTacomahttp://www.lewis-mcchord.army.mil253-967-1110 (DSN: 357-1110)

Yakima Training CenterYakimahttp://www.lewis-mcchord.army.mil/yakima509-577-3201 (DSN: 638-3201)

West VirginiaCamp DawsonKingwoodhttp://www.wv.ngb.army.mil/campdawson304-791-4308 (DSN: 623-4308)

WisconsinFort McCoySpartahttp://www.mccoy.army.mil608-388-2222 (DSN: 280-1110)

WyomingCamp Guernsey JTCGuernseyhttp://wyomilitary.wyo.gov/camp-guernsey307-836-7810 (DSN: 344-7810)

OverseasThe commercial phone numbers below include, in order:

• the international access code from the United States (011);

• the country code, which must be dialed when calling from overseas; • the city code (the zero in parenthesis is NOT dialed when calling from outside the country but is used when calling within the country); and

• the customer phone number.

BelgiumUSAG–BeneluxChièvreshttp://www.usagbenelux.eur.army.mil011-32-(0)68-27-5111

Chièvres Air Base (USAG–Benelux)Chièvres http://www.usagbenelux.eur.army.mil011-32-(0)68-27-5111 (DSN: 314-371-110)

Supreme Headquarters Allied Powers Europe (USAG–Benelux)Monshttp://www.aco.nato.int/shape.aspx011-32-(0)65-44-7111 (DSN: 423-7111)


USAG–Brussels (USAG–Benelux)Brusselshttp://www.usagbenelux.eur.army.mil011-32-(0)28-717-9769 (DSN: 368-9769)

GermanyArmy operator for Germany: 011-32-(0)2-717-9693

Germersheim Army Depot (USAG–Baden–Württemberg)http://www.heidelberg.army.mil

USAG–Mannheimhttp://www.rp.army.mil

USAG–Ansbachhttp://www.ansbach.army.mil

USAG–Illesheim (Storck Barracks) (USAG–Ansbach)http://www.ansbach.army.mil

USAG–Bamberghttp://www.bamberg.army.mil

USAG–Baumholderhttp://www.baumholder.army.mil

Joint Multinational Readiness CenterHohenfelshttp://www.eur.army.mil/jmrc

USAG–Grafenwoehrhttp://www.grafenwoehr.army.mil

USAG–Kaiserslauternhttp://www.rp.army.mil

Landstuhl Regional Medical Centerhttp://ermc.amedd.army.mil/landstuhl011-32-(0)63-71-94-644100

USAG–Schweinfurthttp://www.schweinfurt.army.mil

USAG–Stuttgarthttp://www.stuttgart.army.mil

USAG–Wiesbadenhttp://www.wiesbaden.army.mil

U.S. Army MEDDAC BavariaVilseckhttp://ermc.amedd.army.mil/Bavaria

ItalyUSAG–LivornoCamp Darbyhttp://www.usag.livorno.army.mil011-39-(0)50-54-7111 (DSN: 633-7229)

USAG–Vicenzahttp://www.usag.vicenza.army.mil011-39-(0)444-71-113 (DSN: 314-634-7500)

JapanCamp ZamaTokyohttp://www.usarj.army.mil011-81-46-407-4357 (DSN: 263-4357)

KoreaMilitary operator for Korea: 011-82-2-7913-1110 (DSN: 723-1110)

USAG–HumphreysPyongtaekhttp://www.army.mil/humphreys

USAG–Red CloudUijongbuhttp://www.army.mil/redcloudcasey

USAG–DaeguDaeguhttp://www.army.mil/daegu

USAG–YongsanSeoulhttp://www.army.mil/yongsan

The NetherlandsNATO Allied Joint Force CommandBrunssumhttp://www.jfcbs.nato.int011-31-(0)45-526-2222

USAG–Schinnen (USAG–Benelux)Schinnenhttp://www.usagbenelux.eur.army.mil011-31-(0)46-443-7199

91Table of Contents

GlossaryG1LT First Lieutenant

1SG First Sergeant

2LT Second Lieutenant

AA Administrative Assistant

AAC Army Acquisition Corps

AAE Army Acquisition Executive

AAFES Army and Air Force Exchange Service

AAG Army Auditor General

AAOG Army Air Operations Group

AAR After-Action Review

AAWF Army Acquisition Workforce

ABCS Army Battle Command System

ABCT Armored (formerly Heavy) Brigade Combat Team

ABN Airborne

AC Active Component

AC/RC Active Component/Reserve Component

ACAP Army Career and Alumni Program

ACR Armored Cavalry Regiment

ACS Assistant Chief of Staff; Army Community Service

ACSIM Assistant Chief of Staff, Installation Management

ACTD Advanced Concept Technology Demonstration

ACU Army Combat Uniform

ACU-A Army Combat Uniform–Alternate

ACU-P Army Combat Uniform–Permethrin

AD Armored Division; Active Duty; Air Defense

ADA Air Defense Artillery

ADDS Army Data Distribution System

ADL Advanced Distributive Learning

ADT Agribusiness Development Team

AEC Army Evaluation Center

AER Army Emergency Relief

AFAP Army Family Action Plan; Army Family Advocacy Program

AFATDS Advanced Field Artillery Tactical Data System

AFRICOM (U.S.) Africa Command

AFTB Army Family Team Building

AGR Active Guard and Reserve

AIFSN Army Integrated Family Support Network

AIT Advanced Individual Training

ALT Acquisition, Logistics and Technology

ALTFCM Army Long-Term Family Case Management

AMC Army Materiel Command

AMD Air and Missile Defense

AMEDD U.S. Army Medical Department

AMPV Armored Multi-Purpose Vehicle

AOR Area of Responsibility

AOT Assignment-Oriented Training

APS Army Prepositioned Stocks; Afloat Prepositioning Ships

AR Army Regulation

ARCENT Army Central Command

ARFORGEN Army Force Generation

ARH Armed Reconnaissance Helicopter

ARNG Army National Guard

ARSTRAT Army Strategic Command

ASA Assistant Secretary of the Army

ASA(ALT) Assistant Secretary of the Army for Acquisition, Logistics and Technology

ASA(CW) Assistant Secretary of the Army for Civil Works

ASA(FMC) Assistant Secretary of the Army for Financial Management and Comptroller

ASA(IE) Assistant Secretary of the Army for Installations and Environment

ASA(MRA) Assistant Secretary of the Army for Manpower and Reserve Affairs

ASCC Army Service Component Command

ASEP Army Spouse Employment Partnership

ASU Army Service Uniform

ATC Aberdeen Test Center

ATEC Army Test and Evaluation Command


ATRRS Army Training Requirements and Resource System

AUSA Association of the United States Army

AVC Army Volunteer Corps

AW2 Army Wounded Warrior Program

AWACS Airborne Warning and Control System

BA Budget Activity

BAH Basic Allowance for Housing

BAS Basic Allowance for Subsistence

BCA Budget Control Act

BCT Brigade Combat Team

BDA Battle Damage Assessment

BDU Battledress Uniform

BG Brigadier General

BLIN Budget Line Item Number

BLOS Beyond-Line-of-Sight

BMD Ballistic Missile Defense

BNCOC Basic NCO Course

BOS Battlefield Operating System

BOSS Better Opportunities for Single Soldiers

BRAC Base Realignment and Closure

C2 Command and Control

C2I Command, Control and Intelligence

C3 Command, Control and Communications

C3D2 Camouflage, Cover, Concealment, Deception and Denial

C4ISR Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance

CA Civil Affairs

CAB Combat Aviation Brigade

CAC Casualty Assistance Center

CALL Center for Army Lessons Learned

CAO Casualty Assistance Officer

CAOC Combined Air Operations Center

CAR Chief, Army Reserve

CAS Close Air Support

CAS3 Combined Arms and Services Staff School

CBM Confidence-Building Measure

CBP (U.S.) Customs and Border Patrol

CBRNE Chemical, Biological, Radiological, Nuclear and High-Yield Explosive

CCC Captains’ Career Course

CCH Chief of Chaplains

CDC Child Development Center

CEF Contingency Expeditionary Force

CENTCOM (U.S.) Central Command

CERFP CBRN Enhanced Response Force Package

CFC Combined Forces Command

CFLCC Coalition Forces Land Component Command

CFSC (U.S. Army) Community and Family Support Center

CG Commanding General

CGSC Command and General Staff College

CGSOC Command and General Staff Officers Course

CID (U.S. Army) Criminal Investigation Command

CIO/G-6 Chief Information Officer

CJCS Chairman, Joint Chiefs of Staff

CJFLCC Combined Joint Force Land Component Command

CJOA Combined Joint Operating Area

CJTF Combined Joint Task Force

CJTF-HOA Combined Joint Task Force–Horn of Africa

CLL Chief, Legislative Liaison

CLU Command Launch Unit

CMAOC Casualty and Mortuary Affairs Operation Center

CMO Civil–Military Operations

CMTC Combat Maneuver Training Center

CNGB Chief, National Guard Bureau

COAD Continuation on Active Duty

COAR Continuation on Active Reserve

COIN Counterinsurgency

COL Colonel

COMCAM Combat Camera

COMEUR Commander, U.S. European Command

CONOPS Concept of Operations

CONUS Continental United States

COP Common Operating Picture

CoS Continuum of Service

COSIS Care of Supplies in Storage

COTS Commercial Off-the-Shelf

CPA Chief, Public Affairs

CPL Corporal

CPR Capability Portfolio Review

CPT Captain

CRTC Cold Regions Test Center

CSA Chief of Staff, Army

CSIB Combat Service Identification Badge

CSM Command Sergeant Major

CST Civil Support Team

CT Counterterrorism

CTC Combat Training Center

93Table of Contents

CTG Command Training Guidance

CV Commander’s Vehicle

CW2 Chief Warrant Officer 2



CW5 Chief Warrant Officer

D-DACM Deputy Director, Acquisition Career Management

DA Department of the Army

DACM Director of Acquisition Career Management

DARPA Defense Advanced Research Projects Agency

DART Domestic All-hazards Response Team

DAS Director, Army Staff

DCGS-A Distributed Common Ground System–Army

DCO Defense Coordinating Officer

DCS Deputy Chief of Staff

DeCA Defense Commissary Agency

DEERS Defense Enrollment Eligibility Reporting System

DEP Delayed Entry Program

DFAS Defense Finance and Accounting Service

DHS Department of Homeland Security

DIA Defense Intelligence Agency

DISCOM (U.S. Army) Division Support Command

DIVARTY Division Artillery

DMZ Demilitarized Zone

DoD Department of Defense

DOTMLPF Doctrine, Organization, Training, Materiel, Leadership and education, Personnel and Facilities

DRPM Direct Reporting Project Manager

DRU Direct Reporting Unit

DS3 Disabled Soldier Support System

DSCA Defense Support of Civil Authorities

DSCS Defense Satellite Communication System

DSN Defense Switched Network

DSS/OPM Defense Security Service/Office of Personnel Management

DTC (U.S. Army) Developmental Test Command

DUSA Deputy Under Secretary of the Army

DUSA(OR) Deputy Under Secretary of the Army for Operations Research

E-1 Private (PVT)

E-2 Private (PV2)

E-3 Private First Class (PFC)

E-4 Specialist (SPC) or Corporal (CPL)

E-5 Sergeant (SGT)

E-6 Staff Sergeant (SSG)

E-7 Sergeant First Class (SFC)

E-8 Master Sergeant (MSG) or First Sergeant (1SG)

E-9 Sergeant Major (SGM), Command Sergeant Major (CSM) or Sergeant Major of the Army (SMA)

ECM Electronic Countermeasures

EETAF Eastern European Task Force

EFMP Exceptional Family Member Program

EOD Explosive Ordnance Disposal

EPAA European Phased Adaptive Approach

EPG Electronic Proving Ground

EPLO Emergency Preparedness Liaison Officer

ER/MP Extended Range/Multipurpose

ES2 Every Soldier is a Sensor

ESB Enhanced Separate Brigade

ESV Engineer Squad Vehicle

ETAC Enlisted Tactical Air Control

EUCOM (U.S.) European Command

FA Field Artillery

FAC Forward Air Controller

FCR Fire Control Radar

FDC Fire Direction Center

FEMA Federal Emergency Management Agency

FFE Field Force Engineering

FHIF Family Housing Improvement Fund

FHP Flying Hour Program

FHTV Family of Heavy Tactical Vehicles

FLO (Army) Family Liaison Office

FM Field Manual

FMEAP Family Member Employment Assistance Program

FMTV Family of Medium Tactical Vehicles

FMWRC (U.S. Army) Family and Morale, Welfare and Recreation Command

FO Forward Observer

FORSCOM (U.S. Army) Forces Command

FoS Family of Systems

FR Flame-Resistant

FRACU Flame-Resistant Army Combat Uniform

FRG Family Readiness Group

FRS Forward Repair System

FSA Force Structure Allowance

FSC First Sergeants’ Course

FSV Fire Support Vehicle

FUDS Formerly Used Defense Sites

FWC Future Warfare Center


FY Fiscal Year

G-1 Personnel (Army Staff)

G-2 Intelligence (Army Staff)

G-3/5/7 Operations and Plans (Army Staff)

G-4 Logistics (Army Staff)

G-6 Information (Army Staff)

G-8 Programming, Materiel Integration and Management (Army Staff)

GA General of the Army

GBI Ground-Based Interceptor

GC General Counsel

GCCS-A Global Command and Control System–Army

GCV Ground Combat Vehicle

GEN General

GF Generating Force

GFAC Ground Forward Air Controller

GFAP General Framework Agreement for Peace (Dayton Accord)

GFE Government-Furnished Equipment

GIG Global Information Grid

GMD Ground-based Midcourse Defense

GMLRS Guided Multiple Launch Rocket System

GMV Ground Mobility Vehicle

GNEC Global Network Enterprise Construct

GO General Officer

GOTS Government Off-the-Shelf

GS General Service

GTMO Joint Task Force Guantánamo

GWOT Global War on Terrorism

HA Humanitarian Assistance

HE High Explosive

HELSTF High Energy Laser Systems Test Facility

HEMTT Heavy Expanded Mobility Tactical Truck

HMMWV High-Mobility Multipurpose Wheeled Vehicle (Humvee)

HOA Horn of Africa

HQ Headquarters

HQDA Headquarters, Department of the Army

HRAP Hometown Recruiter Assistance Program

HRC (U.S. Army) Human Resources Command

HRF Homeland Response Force

HST Home-Station Training

HUMINT Human Intelligence

IAP IRR Affiliation Program

IBCT Infantry Brigade Combat Team

ICS Integrated Computer System

ICV Infantry Carrier Vehicle

ID Infantry Division; Identification

IED Improvised Explosive Device

IET Initial Entry Training

IF Indirect Fires

IFOR Implementation Force

IG Inspector General

ILE Intermediate-Level Education

ILW (AUSA’s) Institute of Land Warfare

IMA Individual Mobilization Augmentee

IMCOM (U.S. Army) Installation Management Command

ING Inactive National Guard

INSCOM (U.S. Army) Intelligence and Security Command

IO Information Officer; Information Operations

IOC Initial Operational Capability

IR Infrared

IRR Individual Ready Reserve

ISAF International Security Assistance Force

ISR Intelligence, Surveillance and Reconnaissance

IT Information Technology

J-1 Manpower and Personnel (Joint Staff)

J-2 Intelligence (Joint Staff)

J-3 Operations (Joint Staff)

J-4 Logistics (Joint Staff)

J-5 Strategic Plans and Policy (Joint Staff)

J-6 Command, Control, Communications and Computer Systems (Joint Staff)

J-7 Operational Plans and Interoperability (Joint Staff)

J-8 Force Structure, Resources and Assessment (Joint Staff)

JAG Judge Advocate General

JAGC Joint Air Ground Center

JBC-P Joint Battle Command–Platforms

JCIDS Joint Capabilities Integration Development System

JCS Joint Chiefs of Staff

JFHQ Joint Force Headquarters

JFHQ-NCR Joint Force Headquarters–National Capital Region

JFLCC Joint Force Land Component Command

JFTC Joint Force Training Center

JIIM Joint, Interagency, Intergovernmental and Multinational

JLTV Joint Light Tactical Vehicle

JMD Joint Manning Document

JMTC Joint Multinational Training Command

JNTC Joint National Training Capability

95Table of Contents

JOC Joint Observer Controller

JPO Joint Program Office

JROC Joint Requirements Oversight Council

JRTC Joint Readiness Training Center

JSOTF Joint Special Operations Task Force

JSTARS Joint Surveillance Target Attack Radar System

JTAGS Joint Tactical Ground Station

JTC Joint Training Center

JTF Joint Task Force

JTF-CS Joint Task Force–Civil Support

JTF-GTMO Joint Task Force–Guantánamo

JTF-HD Joint Task Force–Homeland Defense

JTRS Joint Tactical Radio System

JTRS-GMR Joint Tactical Radio System–Ground Mobile Radio

JWO Joint Warfare Officer

KFOR Kosovo Force

KIA Killed in Action

LAW Light Antitank Weapon

LCC Land Component Commander

LHS Load-Handling System

LIC Low-Intensity Conflict

LMTV Light Medium Tactical Vehicle

LOC Lines of Communication

LTC Lieutenant Colonel

LTG Lieutenant General

LUH Light Utility Helicopter

MACOM Major Army Command

MAIL Ministry of Agriculture, Irrigation and Livestock

MAJ Major

MAV Micro-Air Vehicle

MC Mortar Carrier

MCO Major Combat Operation

MCS Maneuver Control System

MDMP Military Decision Making Process

MDW (U.S. Army) Military District of Washington

MEADS Medium Extended Air Defense System

MEDCOM (U.S. Army) Medical Command

MEDDAC Medical Department Activity

MEDRETE Medical Readiness Training Exercise

METL Mission-Essential Task List

METT-TC Mission, Enemy, Terrain and Weather, Time, Troops Available and Civilian

MEV Medical Evacuation Vehicle

MFO Multinational Force and Observers

MFOM MLRS Family of Munitions

MG Major General

MGS Mobile Gun System

MI Military Intelligence

MIA Missing in Action

MILCON Military Construction

MILPER Military Personnel

MILSTAR Military Strategic/Tactical Relay

MIS Military Information Support

MISO Military Information Support Operation

MISOC(A) Military Information Support Operation Command (Airborne)

MLRS Multiple Launch Rocket System

MNTF(E) Multinational Task Force (East)

MOOTW Military Operations Other Than War

MOS Military Occupational Specialty

MOT&E Multiservice Operational Test and Evaluation

MOTCO Military Ocean Terminal Concord

MOTSU Military Ocean Terminal Sunny Point

MOUT Military Operations in Urban Terrain

MP Military Police

MQS Military Qualification Standards

MRAP Mine-Resistant Ambush Protected

MRE Meal Ready to Eat; Mission Rehearsal Exercise

MSEP Military Spouse Employment Partnership

MSG Master Sergeant

MTC Maneuver Training Center

MTOE Modified Table of Organization and Equipment

MTP Mission Training Plan

MTS Movement Tracking System

MTV Medium Tactical Vehicle

MTW Major Theater of War

MWR Morale, Welfare and Recreation

MY Man Year

NATO North Atlantic Treaty Organization

NBC Nuclear, Biological and Chemical

NBCRV NBC Reconnaissance Vehicle

NCO Noncommissioned Officer

NCOES Noncommissioned Officer Education System

NDAA National Defense Authorization Act

NEO Noncombatant Evacuation Operation

NETCOM (U.S. Army) Network Enterprise Technology Command

NGB National Guard Bureau

NGO Nongovernmental Organization

NLOS-LS Non-Line-of-Sight Launch System


NMD National Missile Defense

NMS National Military Strategy

NRO National Reconnaissance Office

NSA National Security Agency

NSC Network Service Centers

NSPS National Security Personnel System

NTC National Training Center

NVG Night-Vision Goggle

O&M Operation and Maintenance

O-1 Second Lieutenant (2LT)

O-2 First Lieutenant (1LT)

O-3 Captain (CPT)

O-4 Major (MAJ)

O-5 Lieutenant Colonel (LTC)

O-6 Colonel (COL)

O-7 Brigadier General (BG)

O-8 Major General (MG)

O-9 Lieutenant General (LTG)

O-10 General (GEN)

OAS Organization of American States; Officer Accession Students

OCAR Office of the Chief, Army Reserve

OCO Overseas Contingency Operations

OCONUS Outside the Continental United States

OCP Operation Enduring Freedom Camouflage Pattern

OCS Officer Candidate School

OEF Operation Enduring Freedom

OES Officer Education System

OIF Operation Iraqi Freedom

OJE Operation Joint Endeavor

OJT On-the-Job Training

OMB Office of Management and Budget

OP Observation Post

OPFOR Opposing Force

OPMS Officer Personnel Management System

OPTEMPO Operating Tempo

OR Operational Readiness

OSD Office of the Secretary of Defense

OSINT Open Source Intelligence

OTC (U.S. Army) Operational Test Command

OTRA Other-than-Regular Army

OUR Operation Unified Response

PACOM (U.S.) Pacific Command

PAO Public Affairs Officer

PCS Permanent Change of Station

PDOS Professional Development of Officers Study

PDW Personal Defense Weapon

PEO Program Executive Office

PFC Private First Class

PGM Precision-Guided Munitions

PGMM Precision-Guided Mortar Munitions

PIM Paladin Integrated Management

PKO Peacekeeping Operations

PKSOI (U.S. Army) Peacekeeping and Stability Operations Institute

PLDC Primary Leadership Development Course

PME Professional Military Education

POI Program of Instruction

POW Prisoner of War

PPB Planning, Programming and Budgeting

PSO Peace Support Operations

PSYOP Psychological Operations

PV2 Private

PVT Private

QDR Quadrennial Defense Review

R&D Research and Development

R&R Rest and Recuperation; Resource and Referral

R2 Refuel and Rearm

RC Reserve Component

RDA Research, Development and Acquisition

RDT&E Research, Development, Test and Evaluation

RFF Request for Forces

RFI Rapid Fielding Initiative

ROC-H RTS Operations Center–Huntsville

ROE Rules of Engagement

ROK Republic of Korea (South Korea)

ROTC Reserve Officer Training Corps

RPG Rocket-Propelled Grenade

RSOI Reception, Staging, Onward Movement and Integration

RSTA Reconnaissance, Surveillance and Target Acquisition

RTC Redstone Test Center

RTS Ronald Reagan Ballistic Missile Defense Test Site

RV Reconnaissance Vehicle

S&T Science and Technology

SA Secretary of the Army; Situational Awareness

SAMS School for Advanced Military Studies

SAR Search and Rescue

SASO Stability and Support Operation (see SOSO)

SAW Squad Automatic Weapon; Senior Army Workforce

97Table of Contents

SBCT Stryker Brigade Combat Team

SDDC (U.S. Army Military) Surface Deployment and Distribution Command

SEP Safety Enhancement Program

SES Senior Executive Service

SETAF Southern European Task Force

SF Special Forces

SFAC Soldier and Family Assistance Center

SFC Sergeant First Class

SFOR Stabilization Force

SGLI Servicemembers’ Group Life Insurance

SGM Sergeant Major

SGT Sergeant

SIMEX Simulation Exercise

SMA Sergeant Major of the Army

SMDC (U.S. Army) Space and Missile Defense Command

SMI Soldier–Machine Interface

SNS Sniper Night Sight

SOA Special Operations Aviation

SOAR Special Operations Aviation Regiment

SOF Special Operations Forces

SOP Standard Operating Procedure

SOS Survivor Outreach Services

SoSCOE System-of-Systems Common Operating Environment

SOSO Stability Operation and Support Operation (see SASO)

SPC Specialist

SRM Sustainment, Restoration and Modernization

SRP Soldier Readiness Processing

SSC Small-Scale Contingency

SSD System Development and Demonstration

SSG Staff Sergeant

STX Situational Training Exercises

TACMS Tactical Missile System

TADS Tactical Air Defense System; Target Acquisition Designation Sight

TAPS Tragedy Assistance Program for Survivors

TASS Total Army School System

TC Technical Center

TDA Table of Distribution and Allowances

TDY Temporary Duty

TF Task Force

TFE Task Force Eagle

TIG The Inspector General

TIMC Technical Interoperability and Matrix Center

TJAG The Judge Advocate General

TMD Theater Missile Defense

TOA Transfer of Authority; Total Obligational Authority

TOC Tactical Operations Center

TOE Table of Organization and Equipment

TOT Time on Target

TP Target Practice

TPU Troop Program Unit

TRADOC (U.S. Army) Training and Doctrine Command

TRC Training Readiness Code

TRICARE Triple-option Health Care Program (Department of Defense)

TRTC Tropic Regions Test Center

TSC Theater Security Cooperation

TSG The Surgeon General

TSGLI Traumatic Servicemembers’ Group Life Insurance

TSM GMD TRADOC System Manager Ground-based Midcourse Defense

TTHS Trainees, Transients, Holdees and Students

TTP Tactics, Techniques and Procedures

TUAV Tactical Unmanned Aerial Vehicle

UA Unit of Action

UAS Unmanned Aircraft System

UAV Unmanned Aerial Vehicle

UCAR Unmanned Combat Armed Rotorcraft

UCMJ Uniform Code of Military Justice

UCP Universal Camouflage Pattern

UE Unit of Employment

UGV Unmanned Ground Vehicle

UIC Unit Identification Code

UID Unique Identification

UN United Nations

UNC United Nations Command

USA U.S. Army

USAAC U.S. Army Accessions Command

USAASC U.S. Army Acquisition Support Center

USACAPOC U.S. Army Civil Affairs and Psychological Operations Command

USACE U.S. Army Corps of Engineers

USAFRICOM United States Africa Command

USAG U.S. Army Garrison

USAID U.S. Agency for International Development

USAMDW U.S. Army Military District of Washington

USARAF U.S. Army Africa

USARC U.S. Army Reserve Command

USARCENT U.S. Army Central


USAREUR U.S. Army Europe

USARJ U.S. Army Japan

USARNORTH U.S. Army North

USARPAC U.S. Army Pacific

USARSO U.S. Army South

USASFC(A) U.S. Army Special Forces Command (Airborne)

USASMA U.S. Army Sergeants Major Academy

USASMDC U.S. Army Space and Missile Defense Command

USASOC U.S. Army Special Operations Command

USC U.S. Code

USCENTCOM U.S. Central Command

USD(ATL) Under Secretary of Defense for Acquisition, Technology and Logistics

USEUCOM U.S. European Command

USFJ U.S. Forces Japan

USFK U.S. Forces Korea

USMA U.S. Military Academy

USNORTHCOM U.S. Northern Command

USPACOM U.S. Pacific Command

USPFO U.S. Property and Fiscal Office

USSOCOM U.S. Special Operations Command

USSOUTHCOM U.S. Southern Command

USSTRATCOM U.S. Strategic Command

USTRANSCOM U.S. Transportation Command

UW Unconventional Warfare

VA Veterans Affairs

VCSA Vice Chief of Staff, Army

vFRG Virtual Family Readiness Group

WIN-T Warfighter Information Network–Tactical

WMD Weapon of Mass Destruction

WO Warrant Officer

WO1 Warrant Officer 1

WTCV Weapons and Tracked Combat Vehicles

WTU Warrior Transition Unit

YTG Yearly Training Guidance

99Maps

MapsMU.S. Army Combat Corps and Divisions

Infantry Division Headquarters

Airborne Division Headquarters

Mountain Division Headquarters

Armored Division Headquarters

Corps

Cavalry Division Headquarters

21

3

10

1

5

2

19

1669

15

17

22

18

8

14

13

11

20

Hawaii

12

7

South Korea

4

2d Infantry DivisionUijeongbu, South Korea

7 28th Infantry DivisionHarrisburg, PA

13 40th Infantry DivisionLos Alamitos, CA

19I CorpsJoint Base Lewis−McChord, WA

1

3d Infantry DivisionFort Stewart, GA

8 29th Infantry DivisionFort Belvoir, VA

14 42d Infantry DivisionTroy, NY

20III CorpsFort Hood, TX

2

4th Infantry DivisionFort Carson, CO

9 34th Infantry DivisionRosemount, MN

15 82d Airborne DivisionFort Bragg, NC

21XVIII Airborne CorpsFort Bragg, NC

3

7th Infantry DivisionJoint Base Lewis−McChord, WA

10 35th Infantry DivisionFort Leavenworth, KS

16 101st Airborne Division(Air Assault)Fort Campbell, KY

221st Armored DivisionFort Bliss, TX

4

10th Mountain DivisionFort Drum, NY

11 36th Infantry DivisionAustin, TX

171st Cavalry DivisionFort Hood, TX

5

25th Infantry DivisionSchofield Barracks, HI

12 38th Infantry DivisionIndianapolis, IN

181st Infantry DivisionFort Riley, KS

6


Division Headquarters

Infantry Brigade Combat Team

Armored Brigade Combat Team*

Cavalry Brigade Combat Team

13 22

24

16

269

7

1

8

10

2315

Hawaii

4

18

11 29

14

12

217

25

203

27

5

630

19

21

28

2d Infantry Brigade Combat TeamBoone, IA

1

34th Infantry Division1st Armored Brigade Combat TeamRosemount, MN

9

33d Infantry Brigade Combat TeamUrbana, IL

8

32d Infantry Brigade Combat TeamCamp Douglas, WI

7

27th Infantry Brigade Combat TeamSyracuse, NY

2

28th Infantry Division2d Infantry Brigade Combat Team55th Armored Brigade Combat Team56th Stryker Brigade Combat TeamHarrisburg, PA

3

29th Infantry DivisionFort Belvoir, VA

5

30th Armored Brigade Combat TeamClinton, NC

6

29th Infantry Brigade Combat TeamHonolulu, HI

4

35th Infantry DivisionFort Leavenworth, KS

10

86th Infantry Brigade Combat Team(Mountain)Jericho, VT

25

116th Cavalry Brigade Combat TeamBoise, ID

26

81st Armored Brigade Combat TeamSeattle, WA

24

116th Infantry Brigade Combat TeamStaunton, VA

27

278th Armored Brigade Combat TeamKnoxville, TN

30

256th Infantry Brigade Combat TeamLafayette, LA

29

155th Heavy Brigade Combat TeamTupelo, MS

28

76th Infantry Brigade Combat TeamLawrence, IN

22

79th Infantry Brigade Combat TeamSan Diego, CA

23

53d Infantry Brigade Combat TeamPinellas Park, FL

21

36th Infantry Division56th Infantry Brigade Combat Team72d Infantry Brigade Combat TeamAustin, TX

11

37th Infantry Brigade Combat TeamColumbus, OH

12

50th Infantry Brigade Combat TeamJoint Base McGuire−Dix−Lakehurst, NJ

20

41st Infantry Brigade Combat TeamClackamas, OR

16

42d Infantry DivisionTroy, NY

17

48th Infantry Brigade Combat TeamMacon, GA

19

39th Infantry Brigade Combat TeamLittle Rock, AK

14

45th Infantry Brigade Combat TeamNorman, OK

18

40th Infantry DivisionLos Alamitos, CA

15

38th Infantry DivisionIndianapolis, IN

13

* Formerly Heavy Brigade Combat Team

U.S. Army National Guard Divisions and Brigade Combat Teams

101Maps

U.S. Army Reserve Operational and Functional Commands

7

31

10

39

25

30

1438 33

44

1119

27

12

37

368

53

18

20

3 2842

Germany

4

49

40

17

15

26

Puerto Rico

1

Hawaii

5

32

16

41

43

51

U.S. Army Reserve Joint and Special Troops Support CommandSalt Lake City, UT

49

807th Medical Command (Deployment Support)Fort Douglas, UT

40

Military Intelligence Readiness CommandFort Belvoir, VA

44

Army Support Activity–DixJoint Base McGuire−Dix−Lakehurst, NJ

45

Army Reserve Careers DivisionGillem Enclave, GA

46

U.S. Army Civil Affairs and Psychological Operations CommandFort Bragg, NC

47

U.S. Army Reserve Augmentation UnitFort Bragg, NC

48

43 Deployment Support CommandBirmingham, AL

41 Army Reserve Sustainment CommandBirmingham, AL

Army Reserve Medical CommandPinellas Park, FL

42

364th Expeditionary Sustainment CommandMarysville, WA

35

416th Theater Engineer CommandDarien, IL

38

34 335th Signal Command (Theater)East Point, GA

412th Theater Engineer CommandVicksburg, MS

37

377th Theater Support CommandBelle Chasse, LA

36

451st Expeditionary Sustainment CommandWichita, KS

39

U.S. Army Reserve Support Command 1st ArmyDivision EastFort Meade, MD

52

U.S. Army Reserve Support Command 1st ArmyRock Island Arsenal, IL

51

U.S. Army Reserve Readiness Training CenterFort Knox, KY

50

U.S. Army Reserve Support Command 1st ArmyDivision WestFort Hood, TX

53

88th Regional Support CommandFort McCoy, WI

17

99th Regional Support CommandJoint Base McGuire−Dix−Lakehurst, NJ

22

108th Training Command (Initial Entry Training)Charlotte, NC

27

143d Sustainment Command (Expeditionary)Orlando, FL

28

311th Expeditionary Sustainment CommandLos Angeles, CA

31

316th Expeditionary Sustainment CommandCoraopolis, PA

33

200th Military Police CommandFort Meade, MD

29

32 311th Signal CommandFort Shafter, HI

103d Expeditionary Sustainment CommandDes Moines, IA

25

310th Expeditionary Sustainment CommandIndianapolis, IN

30

104th Training Division (Leader Training)Joint Base Lewis−McChord, WA

26

100th Training Division (Operational Support)Fort Knox, KY

23

98th Training Division (Initial Entry Training)Fort Benning, GA

21

94th Training Division (Force Sustainment)Fort Lee, VA

19

102d Training Division (Maneuver Support)Fort Leonard Wood, MO

24

95th Training Division (Initial Entry Training)Oklahoma City, OK

20

91st Training Division (Operations)Fort Hunter Liggett, CA

18

6

13

8

23

24

21

22 9

29

52

Operational and Functional Commands

Combat Service Support Commands

Training Commands

85th U.S. Army Reserve Support Command (West)Arlington Heights, IL

14

84th Training Command (Unit Readiness)Fort Knox, KY

13

80th Training Command (Total Army School System)Richmond, VA

11

81st Regional Support CommandFort Jackson, SC

12

87th U.S. Army Reserve Support Command (East)Birmingham, AL

16

63d Regional Support CommandMountain View, CA

7

79th Sustainment Support CommandLos Alamitos, CA

10

3d Medical Command (Deployment Support)Forest Park, GA

2

75th Training Division (Mission Command)Houston, TX

8

4th Expeditionary Sustainment CommandSan Antonio, TX

3

9th Mission Support CommandHonolulu, HI

5

11th Theater Aviation CommandFort Knox, KY

6

1st Mission Support CommandFort Buchanan, PR

1

7th Civil Support CommandKaiserslautern, Germany

4

86th Training Division (Operations)Fort McCoy, WI

15

78th Training DivisionJoint Base McGuire−Dix−Lakehurst, NJ

9

50

47

482

46

34

35

Association of the United States ArmyInstitute of Land Warfare

2425 Wilson Blvd.Arlington, VA 22201

800.336.4570

www.ausa.org

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