1. REF: 205 Ready and Resilient (R2) #USArmy Ready and Resilient (R2) is not a program, but an end state that builds the physical, psychological, social, spiritual and Family preparedness to be able to thrive in a complex and uncertain environments. The Army provides Ready and Resilient capabilities to Commanders and Leaders to enable them to achieve and sustain personal readiness and optimize human performance in environments of uncertainty and persistent danger. REF: 204 Army Health Readiness and The Performance Triad #PerformTriad War is a human endeavor and the Army can enhance Soldier readiness and performance, its capacity and capability, through the Performance Triad. The tactical practices of healthy sleep, activity, and nutrition are vital to the Army's full spectrum readiness. The Performance Triad influences health readiness behaviors and the readiness quotient, especially with injury and body weight. The scientific design improves physical, emotional, and cognitive dominance through strategies that optimize sleep, activity, and nutrition. REF: 101 Resource the Army – Impacts of the Bipartisan Budget Agreement 2015 (BBA15) Resource the Army – Impacts of the Bipartisan Budget Agreement 2015 (BBA15) #USArmy BBA15 still falls short of our FY16 and FY17 requirements and slows our progress in achieving the optimal balance between end strength, readiness, and modernization. Lack of consistent and on time funding, through repeated BBAs and CRs, imperils Army modernization and programming and impedes the Army’s ability to meet global demands. Absent a FY16 appropriation, the Army is operating under a CR through 11 December 2015. Should the defense appropriation pass at the BBA15 level, which is lower than FY16 request, Army will have to reduce its planned spending accordingly. REF: 401 Army is the Backbone of the Joint Force Army is the Backbone of the Joint Force #USArmy The Army is the only Service capable of providing Combatant Commanders with the backbone of required supporting capabilities in order to conduct day-to-day deterrence and theater shaping operations. Army Corps and Division Headquarters are uniquely suited to act as responsive Joint Service headquarters. The Army plans and executes unified action in land-based operations. Army staffs are trained to synchronize, coordinate, and/or integrate of the activities of governmental and nongovernmental entities with military operations. REF: 102 The US Army Operating Concept – “Win in a Complex World” The US Army Operating Concept – “Win in a Complex World” @AdaptingtheArmy The Army Operating Concept describes how future Army forces will prevent conflict, shape security environments, and win wars while operating as part our Joint Force and working with multiple partners. The AOC provides the start point for developing the future force. The Army Warfighting Challenges (AWFCs) provide the analytical framework with enduring first order problems, the solutions to which improve the combat effectiveness of the current and future force. REF: 301 The Army Equipment Modernization Strategy (AEMS) The Army Equipment Modernization Strategy (AEMS) #USArmy The modernization strategy describes how the Army will apply resources to adapt materiel in the near-term, evolve programs in the mid-term, and innovate thru Science and Technology for the long- term. The Army must be equipped to win in a complex world across multiple mission sets, under widely varied conditions, in unforgiving geographies and against evolving threats. The Army’s equipment modernization strategy faces significant risks from delayed and unpredictable funding causing the Army to no longer be the world's most technologically advanced land force. REF: 201 Not in My Squad, Not in Our Army – We are Trusted Professionals Not in My Squad, Not in Our Army – We are Trusted Professionals #NotInMySquad “Not In My Squad, Not In Our Army: We are Trusted Professionals” is a pledge taken to focus on the well-being, safety, and dignity of our Soldiers and Civilians. Young leaders are empowered with the responsibility to know and care for those they lead and to identify and implement areas for improvement. Leaders down to the lowest level must enforce standards across all of the Army values. REF: 202 Soldier for Life – Once a Soldier, Always a Soldier #SoldierForLife Soldier for Life is a mindset: from recruitment to retirement or honorable separation: a Soldier is a Soldier for Life! The Soldier For Life program provides lifelong connection to the Army and access to networks offering opportunities to help members achieve personal and professional goals. The Army takes care of Soldiers and their Families, connecting them with resources to be successful during each phase of the Soldier lifecycle. REF: 203 Soldier 2020 Initiative Soldier 2020 Initiative #Soldier2020 The Army is aligned with the DoD Women in Service Review (WISR) as we focus on removing barriers that prevent service members from reaching their potential and serving in positions where they are well qualified. Soldier 2020 is the Army’s plan to scientifically evaluate every job to determine standards that meet current mission requirements and ensure the best-qualified Soldiers for these positions have opportunities to serve and succeed. WISR/S2020 efforts open positions to a wider pool of skilled military personnel and provide commanders flexibility for multiple future combat scenarios. REF: 402 Globally Engaged Army – Support to Combatant Commands Support to Combatant Commands #USArmy The complexity and number of security challenges in the world are increasing, creating new requirements for Combatant Commanders. Combatant Commanders require Army forces meet these security challenges. Assigned and allocated Army forces provide Combatant Commanders with the capability to prevent conflict, shape the environment, and if necessary, win. Increased demand for Army forces have us more globally engaged than ever before with 190K Active Component, Army National Guard and US Army Reserve Soldiers mobilized on active duty supporting combatant commanders in the month of November 2015. Global engagement is necessary for Combatant Commanders to prevent future conflict by shaping the environment. However, due to reduced force levels the Army is at risk of lacking the capacity to simultaneously maintain current commitments and defeat near peer adversaries when required. REF: 302 Aviation Restructure Initiative (ARI)Aviation Restructure Initiative (ARI) #USArmy ARI is underway. ARI will allow the Army to maintain the most modernized force possible across the fleet. Despite cuts to our overall force structure, Army Aviation remains in high demand. DECEMBER 2015, v15_12.1 REF: 103 Sustainable Readiness Model (SRM) Sustainable Readiness Model (SRM) #USArmy By FY17, the Sustainable Readiness Model (SRM) will officially replace ARFORGEN as the Army’s sustaining readiness concept for force generation, and will provide predictability in an unpredictable and complex world. The Sustainable Readiness Model (SRM) will be more adaptable, agile and flexible than ARFORGEN and is expected to provide a higher level of overall readiness across the Army. The Sustainable Readiness Model (SRM) will provide the total Army with a common readiness model that will generate the most combat power and enabling units possible given available resources; SRM will optimize strategic flexibility for the Army and the Nation. The Army requires consistent, on-time funding to maintain readiness, achieve efficiencies, and ensure that the Total Force is prepared to win in a complex world. REF: 303 Right Sizing Installations to Reduce Costs Right Sizing Installations to Reduce Costs #USArmy The Army requires ready and resilient Power Projection Platforms to enable our Regionally Engaged and Globally Responsive Army. As the Army reduces forces we are working diligently to adjust our Installations to a more affordable but mission effective footprint. The Army conscientiously manages our Installation facilities and services to support Ready Forces and Families. The Army needs BRAC authorities to reshape our footprint most effectively. REF: 104 Future Army Capability Challenges Future Army Capability Challenges #USArmy Future funding shortfalls will lead to greater risk, specifically limiting readiness only to committed forces, creating an inability to deter or deny near peer adversaries. Future funding shortfalls threaten the Army’s modernization, requiring the Army to end, restructure, or delay every program with an overall modernization investment decrease of 40% and preclude any new investment in future capabilities. When Sequestration takes effect again in 2018, the Army will be forced to cut 60k additional Soldiers across all three components. REF: 403 Defense and Support to the Homeland Defense and Support to the Homeland #USArmy The Army (Regular Army, Army Reserve, and National Guard) is located in more than 3000 communities across the United States, its territories and the District of Columbia and available to protect the homeland when needed with critical and accessible life-saving and life-sustaining capabilities. Time is of the essence when responding to life-threatening events. The application of domestic operations (including defense of the homeland) at the local level is the most effective means to quickly employ critical assets to save lives, prevent human suffering, and mitigate property damage. REF: 404 The U.S. Army Corps of Engineers (USACE) Military Programs The U.S. Army Corps of Engineers (USACE) Military Programs #USACEHQ The U.S. Army Corps of Engineers is a globally-recognized leader in military and civil engineering and science, supporting diplomacy, defense and development. Through our whole-of-government partnerships, unique authorities and integrated civil-military capabilities, USACE provides value to the Nation and the international community. USACE strategically delivers innovative solutions to meet the Army’s requirement to execute a dynamic range of technical challenges and critical engineering support.