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The article discusses the U.S. Army's Readiness Enhancement Account (REA) aimed at increasing combat readiness in high-priority units. The U.S. Congress's reversal of the drawdown in January 2017 and REA's enlisted authorizations and its contribution and effectiveness in helping the Army grow are mentioned.

The article discusses the achievements and operational missions of the U.S. Army National Guard (ARNG). Some of the achievements of ARNG are the transformation of its personnel in quality and quantity, modernization of its equipment and facility, and improvement in its readiness. The service is facing challenges as its reserve component becomes an operational force.

The article offers several views regarding the U.S. Army's Joint Readiness Training Center (JRTC) that trains brigade combat teams (BCTs) for military operations to Afghanistan including Command Sergeant Majors Christopher Greca and Jeffrey Huggins in 2009. According to Greca, the JRTC provides diverse training to soldiers including situations that they will be facing during their deployment overseas. Huggins stressed that noncommissioned officers are important to the success of the operation.

The article focuses on the Future Combat System (FCS) of the U.S. Army. It states that the program serve as the cornerstone of the strategy of the army to achieve responsive and dominant forces which can be easily deployed and sustain themselves in field operations. It mentions that FCS includes highly advanced battle vehicles and weapons, such as the unattended ammunitions, unmanned air vehicles, and ground sensor systems.

The article focuses on the move to resource and equip the U.S. Army to deter adversaries that will use violence to achieve political, religious, economic, and ideological ends. It points out that the Army is embracing stability operations in which they help people build better lives while protecting them from insurgents who see victory on terror and chaos. It discusses strategies in continuing to improve the Army Force Generation process that help increase readiness of the operating force.

The article provides information about the U.S. Army Reserve. The Army Reserve was founded in 1908 and began as a reserve corps of medical officers, developed into a major support network for the active Army and has matured into a full-scale operational scale. Moreover, it discusses the various challenges that confront the Army Reserve, which include transforming the reserve into a skillful operational force and recruiting and retaining the highest-quality force.

The article on the plans and programs developed by the U.S. Army Intelligence and Security Command to meet its transformation goals. These transformation objectives revolve around increasing military intelligence (MI) capacity and skills balance, revitalizing Army human intelligence (HUMINT), allowing brigade combat team (BCT) and battalion-level access to all-source information networks and improving MI wartime readiness.

The article focuses on the initiatives developed by the federal U.S. government to that the Army remains strong. One of the priorities that drives the government's efforts to grow the Army is to better serve the people. The government is also planning to improve readiness in the existing Army to accompany growth. Other government priorities to improve the Army include transition to an operational reserve and sustaining the momentum of Army modernization.

The article focuses on the role played by the U.S. Army National Guard (ARNG) in providing combat support and service support units to the combatant commanders, the Army and the states. The ARNG maintains to be a significant element of the nation's emergency preparedness network. Its primary goals for the year 2008 center around strength, transformation and equipping. The ARNG is pioneering action to support the training and mobilization of the mobilizing brigade combat teams (BCTs).

The article focuses on the strategies of the U.S. Armed Forces to equip its military forces for military readiness in war. The U.S. Armed Forces has formed the G 8 that reviews and analyzes military programs and equipment that will be useful for military operations in future combats. The G 8 includes the Army Quadrennial Defense Review Office, Program Analysis & and Evaluation, Force Development and the Center for Army Analysis.

The article focuses on the efforts of the U.S. Armed Forces to achieve logistics readiness for its military forces. The efforts of the Armed Forces include the upgrading of Army equipment readiness, establishing funding for important logistics automation to replace legacy systems, transforming logistics units to standardized force for wide range capability and the implementation of the Lean Six Sigma and increase logistics business transformation for a return savings for the future of the Army.

The article focuses on the efforts of an imperative speed up in the modernization and organizational transformation in the U.S. Armed Forces to meet the security challenges of the 21st century. A comprehensive review of the education, training and assignment of soldiers to enhance their attributes and skills and promote cultural awareness and diplomacy. The command systems of the Armed Forces as well as frontline troops were equipped with latest equipment to overcome major offensive attacks.

The article focuses on the priorities of the G-1 of the U.S. Armed Forces in promoting readiness, recruiting, retaining and transformation of its forces to achieve unit cohesion and operation capability when deployed. The Armed Forces established the life cycle management model wherein soldier's are synchronized into a 36 month period into their assigned unit, then trained and deployed. Recruiting policies were passed which provided referral bonus and increasing enlistment age to 42 years old.

The article focuses on the accomplishments and initiatives that was done by the U.S. Army National Guard (ARNG) to maintain its spectrum operational capability. The ARNG was involved in Task Force Phoenix, the Operation Enduring mission that trained the Afghan National Army. The ARNG carried out initiatives such as the guard recruiting assistance program, comprehensive communication skills and the American soldier advertising campaign to aid in strengthening its military force.

The article focuses on the efforts of the U.S. Army Training and Doctrine Command (TRADOC ) to adapt to change in helping the Future Combat System of the U.S. Armed Forces. It has established the TRADOC Campaign plan (TCP) to modify its counterinsurgency and cultural instructions in all its military training. It has developed its studies, analysis, experimentation and concepts to provide efficiency and capability of the soldier when integrated into individual military units.

The article focuses on the transformation of the U.S. Army Materiel Command into an operational command that provides logistical support to the joint warfighter. It has established the Lean and Six Sigma as its primary tool in producing efficiencies such as a reduced time in Abrams assembly and reduced cost of patriot recapitalization. A small arms repair team was also deployed for direct inspections and repair of unit arms.

The article focuses on the initiatives of the Forces Command as the Army Service component of the U.S. Joint Forces Command to provide well-trained and ready military units to regional combatant commanders. It has gained its momentum in the Armed Forces through creation of new formations, relocation of units and movement to modular designs in military bases in the continental area. Moreover, it has continued to support Operations Enduring Freedom and Iraqi Freedom, as well as the Horn of Africa.

The article focuses on the efforts of the U.S. Army to sustain an all-volunteer force in both active and reserve components (RC). The top priority of the Office of the Assistant Secretary of the Army for Manpower and Reserve Affairs is building and continuing to nurture America's Army as the best volunteer in the world. This is evidenced by the mobilization of reserve component units and the rise of retention among RC soldiers.

The article focuses on the transformation of the U.S. Army from a forward-deployed to a nation-based power projection force by consolidating overseas units through stationing. The Army for Installations and Environment has initiated base realignment and closure, global defense posture realignment and the Army Modular Force. Moreover, work places and housings are being modernized to facilitate efficiency in operational, administration, instructional and maintenance facilities.

Focuses on the status report of military officer Benjamin S. Griffin, Deputy Chief of Staff G-8 of the U.S. Army, on the funding, fielding and equipping the Army's operational requirements. Implementation of the rapid fielding initiative; Improvement of the capabilities and readiness of the Army; Efforts to field and improve equipment needed by Army forces and soldiers engaged in war.

Discusses the efforts of the U.S. Army to maintain the right balance between maintaining current readiness and transforming for the future. Validity of the recapitalization and modernization programs of the U.S. Army demonstrated by battles in Afghanistan and Iraq; Focus on the Transformation program; Stryker brigade combat team; Support of the global war on terrorism.

Reports on the announcement of the United States Army regarding the rotation of troops in Iraq. Rotation schedule for the army divisions; Troop mobilization stationed in United States to their destination.

Focuses on the evidence for operational readiness in the military installations of the United States Army. Importance of Army installations as the foundation for the force; Responsibilities involved in managing Army installations; Promotion of well-being and quality-of-life initiatives.

The article features the Pohakuloa Training Area (PTA) in Hawaii, which is the biggest military installations in the U.S. Indo-Pacific Command Theater. According to garrison commander Lieutenant Colonel Kevin Cronin, PTA aims to provide the best training for American soldiers. The facility conducts readiness exercises, reception staging, and onward movement and integration training.

The article discusses the U.S. Army's focus on readiness for future threats. Some of the readiness programs include the National Training Center (NTC) Rotation 12-05, the III Corps Warfighter Exercise and the U.S. Army Europe's Exercise Saber Junction 2012. The author points out the need for commanders to regionally align forces to increase readiness and for the Army to restore its resilience while preparing for the challenges.

The author proposes reinstating the Project Warrior program to help develop future leaders in the U.S. Army who are skilled in mission command. He notes that the emphasis of the original Project Warrior program are military leadership and educational opportunities. An overview of the Battle Command Training Program (BCTP) to provide a combat training center (CTC) for division and corps headquarters is given.

The author reflects on the issue of U.S. Army transformation and what it means to soldiers in active duty. According to the author, the word transformation cannot be observed in the lives of the soldiers as well as their spouses and children. The concept means the Army is moved from a threat-based force to the capabilities-based force. Efforts include lengthening the Situational Training Exercise and restructuring of the Primary Leadership Development Course.

Reports on the Air-Mech-Strike strategy of the United States Army. Improvement of air transportability and tactical mobility; Use of 15-ton to 20-ton fixed-wing and rotary-wing aircraft; Capabilities of an Air-Mech-Strike force.

The article focuses on the Task Force 120 formed by the U.S. Army Training and Doctrine Command (TRADOC). It states that the task force aims to examine Army modernization by conducting a force designs' comprehensive review, drafting a brigade combat team (BCT) modernization plan, and establishing integrated network architectures. Moreover, the task force was able to meet operational demands due to the resource-informed methodology it adopted.

The article focuses on the new policy directive that was approved by the Pentagon. The directive states the importance of the irregular warfare (IW) in the stability and foreign internal defense in the U.S. It notes that the 12-page directive was signed by Deputy Secretary of Defense Gordon England. It also notes that the U.S. Department of Defense envisions the main method in carrying IW operations.

Cites the plan by the U.S. Army to reorganize its divisions as units of employment (UE) and units of action (UC) to increase modularity, effectiveness and combat power. Ability of the UC to have the necessary combat and support services thereby forming a cohesive unit; Suggestion to reorganize divisions as UE to increase combat power by expanding the maneuver brigade division organization; Identification of divisions undergoing organization for deployment in Iraq.

Cites the role of the U.S. Army in the development of sciences for the U.S. soldier prior to the establishment of the Future Combat System. Recognition of the near-term priority of the army to provide the existing military force with FCS capabilities; Plan for the integration of FCS capabilities into units of action in the army's divisions; Forecast to equip an FCS evaluation brigade combat team by fiscal year 2008; Projection schedule for the formation of operational FCS units of action; Citation of the types of current FCS technologies as of February 2005.

Discusses the development strategy of the Future Combat Systems (FCS) in the U.S. Army. Consideration by the FCS of the needs within the scope of overall Army modernization and the transformation goals of the U.S. Department of Defense (DOD); Coverage of military modernization on the provision of the best equipment for soldiers fighting terrorism, developing initiatives, replacement of battlefield losses and equipment upgrades; Role of the Army Modernization plan to sustain the balance between traditional, current and promising capabilities; Objective of the DOD transformation to develop joint, network-trained forces with rapid decision superiority.

Discusses the efforts of the U.S. Army in providing its members both job and family satisfaction. Recognition of the government's project to study the impact of military life and moving on children and families; Citation of the Army's success in promoting job satisfaction through the soldier's willingness to go to war in accordance with unit rotation practices; Improvements in family satisfaction through wages, housing, education system and recreation programs; Acceptance by family members of the length of separation during times of war; Suggestion for the Army to build its size to accommodate rotations into combat to decrease separation times.

Presents an argument made in 1950 that complete mobility in the United States Army could only be reached if every infantry division had a specially equipped, flight-flying combat battalion. Need to standardize training programs for air-transportability and operational readiness; Organization and training of the specially-organized combat battalion.