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The article discusses that the US Army must modernize and transform the sustainment warfighting function capabilities to respond and enable tactical and operational commanders to expand freedom of action and ensure prolonged endurance and build the Army of 2030. Army Materiel Command leads the logistics and sustainment communities to execute distribution, redistribution, and divestiture to efficiently build operational and strategic readiness, fill shortages, and balance resources.

The article focuses on the importance of having automated external defibrillators (AEDs) on hand during physical fitness tests in the Army to prevent sudden cardiac arrest deaths. Topics include the high incidence of sudden cardiac death in exercising athletes and the need for prompt access to AEDs, the recommended timeline for using an AED in case of sudden cardiac arrest, and the benefits and costs of implementing AED programs in the Army.

The article discusses about the December 7, 1941 attack on Pearl Harbor and the U.S. Army's strategic and brave response to it. Topics discussed include the President Franklin Roosevelt's order to Adm. Chester Nimitz after the attack; a lesson taught to the U.S. military by the strategic surprise attack on Pearl Harbor that is woven into the fabric of its military history, and the U.S. Army's strategy and operational approach to focus on being ready and active in competition.

The article focuses on an ongoing shift from building Army readiness for counterinsurgency and counterterrorism to preparing for large-scale combat operations. It mentions that operational readiness is the Army's ability to meet the joint force's global operational demands in either a competition or contingency environment, not both simultaneously.

The article focuses on Gen. Stephen J. Townsend who was appointed commander of the U.S. Army Training and Doctrine Command (TRADOC) on March 2nd. It includes several comments by Townsend about his new command including topics such as improvement and constant focus, recruitment, readiness, and the Multi-Domain Operations concept.

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 Shift5 Inc., a technology company in Rosslyn, Virginia, that unlocks onboard data from vehicle fleets, enabling optimal operational readiness, lethality, and survivability. Shift5 applies modern data analysis and cyber survivability principles and practices to weapon systems. Its new model has been able to achieve readiness by enabling anomaly detection, predictive maintenance, and configuration management.

The article discusses about the significance of body image for the soldiers and the need for the army leaders to be aware of such ailments of their soldiers, especially those not widely known or represented. Topics discussed include a form of obsessive-compulsive disorder muscle dysmorphia, which the Army largely neglects; eating disorders like bulimia nervosa, anorexia nervosa and binge eating, and the cultural emphasis on self-discipline and maintaining combat readiness.

The article provides the author's message as the commanding general of the U.S. Army Pacific. He highlights the commitment of the Army Pacific to further U.S. Pacific Command strategic objectives while building and sustaining Army's military readiness. He also discusses the establishment of Theater Joint Force Land Component Command.

The article provides the author's message as the chief of staff of the U.S. Army. He highlights the U.S. Army's courage, commitment, unparalleled competence and agility in responding to regional challenges, providing humanitarian support and responding to terrorist threats. He also discusses the Army's training and combat readiness.

The article provides the author's message as the seargent major of the U.S. Army. He highlights the significant role played by non-commissioned officers (NCO) in leading, mentoring, and training soldiers while enforcing standards in the Army. He also discusses the need of NCOs to compete and be prepared to operate and lead in an ever-changing and multifaceted environment.

The article discusses the importance of realistic immersion training for U.S. military forces that replicates close-combat conditions. The need for the ground services to create an attributable, measurable service-wide system for training small units during a protracted period of peace is addressed. The use of virtual simulation technologies such as the VIRTSIM technology from Raytheon Co. and Motion Reality Inc. at small-unit combat training centers (CTC) is also described.

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 provides the author's message as the assistant secretary of the U.S. Army's Manpower and Reserve Affairs. She highlights the Army's policies, plans, and programs for personnel, force structure, and manpower management as well as training, military and civilian personnel readiness, reserve affairs and Army protection. She also discusses total force policy civilian morale, and job satisfaction.

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 transition of the transformation of the U.S. Army from the current to the Future Force. Anticipation of the Army leadership on the dynamic operational environment with the future Army modular force equipped with the Future Combat Systems; Significance of the Army modular force as the true transformation to achieve Future Force availability and capability to respond militarily in this operational environment as exemplified by the Stryker brigade combat teams; Role of the Congress and industry as vital partners in building capabilities and transforming Army forces.

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.

Focuses on the conditions of the U.S. Army Second Infantry Division based in the Demilitarized Zone in the Korean Peninsula. Emphasis on combat readiness following diplomatic tensions between the democratic south and the totalitarian north; Integration of South Korean troops into military training programs; Implementation of the Army Incentive Program.

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 recruitment and retention of quality people while maximizing personnel readiness in the Army units of the United States. Transformation of personnel management; Need for a user-oriented information support system; Elaboration of strategic well-being goals.

Focuses on the operational readiness of the United States Army Corps of Engineers (USACE). Mission of the USACE; Development of the Objective Force; Implementation of strategic level plans.

Focuses on the operational readiness of the United States Army Space and Missile Defense Command (USASMDC). Mission of the USASMDC; Provision of space and missile defense capabilities to operational and tactical commanders; Operation of national test and range facilities.

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.

Focuses on the operational readiness of the ground forces of the United States Army. Importance of ground troops for protecting civilians; Lessons learned from the war between Kosovo and Bosnia; Programs initiated for the development of the Army.

Focuses on the operational readiness of the United States Army. Lessons learned from the failure of the Task Force Smith during the Korean War; Challenges faced by the Army; Impact of declining resources on readiness training.

Focuses on the operational readiness of the United States Army Pacific (USARPAC). Objectives of the unit; Areas of responsibility of USARPAC; Commitment to excellence.

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.

Discusses the operations conducted by the United States Army Europe. Deployment of forces in Albania and Kosovo, Serbia; Deployment of Patriot batteries in Turkey; Disaster relief in the Austrian Alps.

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.

Focuses on the training of the U.S. Army. Achievement of combat readiness; Expectation to master aircraft system; Requirement to perform integrated airground operations.

Focuses on the operational readiness of the Third United States Army/US Army Forces Central Command. Mission of the Army; Emphasis on forward command elements; Efforts to move the security environment along a continuum from conflict to coalition.