NJ Air National Guard Strategic Plan

Overview

The period covered by the strategic plan, 2000-2005 reflects some of the most formidable challenges ever faced by the New Jersey Air National Guard (NJANG).

With the shattering of paradigms once thought un-assailable and the resurgence of old hatreds, the NJANG is stepping up to a growing number of missions. More than ever, citizen-airmen are answering the call to duty both at home and abroad. The NJANG is an indisputable full-partner in the Total Force.

KC-135

Internationally regional conflicts and crisis mean a rising operations tempo for Total Force equipment and personnel. The Air Reserve Forces, particularly the Air National Guard (ANG), are assuming a larger share of Air Force missions. The transformation of the Air Force to an Expeditionary Aerospace Force (EAF) places more reliance upon the NJANG with both the 108 th Air Refueling Wing and 177 th Fighter Wing participating in Air Expeditionary Forces (AEF). NJANG members will find themselves honing their war-fighting skills while deploying for scheduled training and overseas rotations. To function in the AEF/war plan arena, the NJANG is re-engineering and restructuring itself from a garrison force to a lean, lethal, and mobile organization ready for any contingency ranging from major theater war to humanitarian relief. The pressures to perform real-time, day-to-day missions will cause NJANG officers and NCOs to find new ways to apply civilian acquired skills and emergent technologies to every area of activity. Revolutions in industry and technology have and will affect the way the NJANG conducts business. While operational pressures increase in support of Federal missions, the NJANG will exercise a role in new state missions as well.

Threats to world order and security will know no boundaries in the new millennium. Proliferation of weapons of mass destruction technology, religious demagoguery and ethnic strife have put the United States in the cross hairs of its enemies. The United States must stay vigilant and responsive to terrorists who are willing to unleash nuclear, chemical or biological agents or materials without regard to the suffering that would result. To that end, the NJANG is working closely with the NJARNG, the New Jersey State Police, and government agencies. NJANG participation in counterdrug and drug demand reduction programs directly attacks a menace that erodes America’s social fabric. The Governor and The Adjutant General are relying increasingly on the New Jersey National Guard’s capabilities and resources for the welfare of this state’s citizens.

For a New Jersey resident, contact with guards-men today is more probable than with active-duty per-sonnel. Truly, the NJANG is, and wants to stay, a community-based force. Conversely, strength issues, AEF missions, re-engineering, greater involvement in contingencies, and other trends may imperil the NJANG’s militia heritage and service to community.

Sir Winston Churchill said, “Let our advance worrying become advance thinking and planning.” The key focus areas and objectives in this plan address the critical challenges, issues and threats confronting the NJANG during the next five to seven years. NJANG units will use these elements as a template for their own local planning initiatives. The strategic planning process is ongoing and requires thoughtful deliberation to be successful. In the profession of arms, there is no other acceptable outcome but mission accomplishment.

NJANG Planning Process

The planning process for the NJANG is linked to USAF and ANG plans. ANG long-range and Strategic Plans reflect those of our parent service and provide direction for state planning initiatives. Conversely, input from the “field” flows to the Air National Guard Bureau as part of the Integrated Planning Process.

With the NJNG, planning constructs and elements cascade down from the NJDMAVA Future Plan through the NJANG Strategic Plan to subordinate Headquarters and wing strategic plans. While the planning path is depicted as direct, wings must consider the indirect influence of the gaining command planning initiatives. The 108 th Air Refueling Wing will reference Air Mobility Command plans, the 177 th Fighter Wing and 204 th Weather Flight defers to Air Combat Command and the source documents for Headquarters, NJANG, are the NJDMAVA Future and Strategic Plans.

Strategic Planning
Strategic planning serves as a roadmap for the New Jersey Air National Guard as it confronts near-term challenges and pursues new opportunities. The NJANG Strategic Plan is anchored to the NJDMAVA Future Plan. The Future Plan looks outward to what the environment is expected to be 20 years hence. Whereas the Future Plan is conceptual, the Strategic Plan is actionable. Prognosticators do not anticipate any dramatic transformations to the national security environment for the next two decades; however, for the near-term, the NJANG will see new initiatives affecting its bases, force structure, missions, people, and weapon systems.

The advent of the Expeditionary Aerospace Force/Air Expeditionary Force will see a growing commitment of personnel and resources dedicated to Federal missions and theater war plans. Within New Jersey, increased state mission tasking and community involvement competes against these Air Force requirements. Tomorrow’s challenge for the NJANG is how to re-engineer and re-mission for the AEF and theater war plans while remaining a valuable contributor to the state mission. Doing so means looking at different ways to adapt and redefine NJANG core competencies, roles and resources in a new environment. Therefore, the purpose of the New Jersey Air National Guard Strategic Plan sets forth key management areas, objectives and metrics for the period 2000-2005. In turn, the units comprising the New Jersey Air National Guard shall use this plan to write their own strategic plan for the next five years.

Each unit’s strategic plan will address the five key management areas found in this document. Through accountability, i.e., assigned OPRs, and the selection of quantifiable metrics, wing leaders will ensure the annual requirement to brief NJANG/CC and TAG-NJ on their plan’s status is met. Identifying specific, measurable, actionable, realistic, and timely (SMART) objectives should enable the wing leaders and planners to evaluate their progress in attaining the NJANG Commander’s vision.

Vision
To be the premier Air National Guard organization in the country…leading the way with out-standing People who provide world class service to our communities, to New Jersey and to our nation.

Values
In deciding on a future direction, the NJANG must look at our belief system. The NJANG accepts and subscribes to the precepts of the Air Force Core Values. These collective values exemplify the ethos of NJANG and guide this organization toward the future.
Integrity First.
Service before self in the militia tradition.
Excellence in all we do.

177 CES

Mission
The NJANG mission statement acknowledges our responsibility to a dual mission: Federal, or national and the state of New Jersey, as well as our local communities.

“To Provide Mission Ready Units, Equipment and Personnel to The Adjutant General of New Jersey and the United States Air Force.”

Strategic Goals and Strategies
As a document, the NJANG Strategic Plan provides management areas with specific goals to get us “Where we are going.” The strategic management areas mirror those found in Air National Guard plans (with the exception of Leadership) and embody in five broad categories the vision of the NJANG. Leadership is viewed as an overarching theme that makes the Strategic Plan viable. Leadership is the fuel powering the organizational machinery. Subsequently, each management area has its own set of objectives and metrics.

Mission
Identify and pursue new missions suitable for NJANG participation while improving current mission competencies as a Total Force partner.

New Mission Investigate potential follow-on weapon systems for future adoption by the NJANG.
Metrics Publish Point Papers/Talking Papers on the acquisition of new/future weapon systems for senior staff review and study.
New Mission Form a standing exploratory committee to identify and pursue the expansion of existing missions and the recruitment/transfer of new mission areas to the NJANG.
Metrics Research and gather information on the feasibility of expanding current and/or migrating new missions to New Jersey for senior staff review. Brief senior NJANG leadership annually on findings, proposals, etc.
New Mission Actively engage NJANG members in conferences, national councils, the College of Aerospace, Doctrine, Re-search, and Education (CADRE at AU), and visitations at ANGRC.
Metrics Chronicle results of dialogue, research and visitations at least annually. Develop a data capturing mechanism by 31 March, 2000. Employ a benchmarking process by 30 June, 2000.
New Mission Assess NJANG performance against the six Air Force Core Competencies to measure strengths and identify areas for improvement.
Metrics ORE/ORI Performance. Inspection findings/results. Issue annual NJANG report card with self-reported grade for each competency. Evaluate performance of members using Mission Essential Task Lists (METL) or other skill level criteria.

Force Structure
Position the NJANG to proactively manage changes affecting future force structure through active participation in the Air National Guard shaping process.

New Mission Devise innovative alternatives and methods to augment and expedite the retraining of NJANG personnel impacted by Future Force realignment/re-engineering.
Metrics Completion of AFSC awarding programs through FTDs, Distance Learning and/or non-traditional instruction. Facilitate the migration of AFSCs high demand areas in cooperation with ANGRC and military training centers.
New Mission Conduct specialty training for commanders, first sergeants and unit career advisors who, through career counseling and mentoring, will assist NJANG member’s transitioning under Future Force realignments.
Metrics Revise the training program for Unit Career Advisors by 30 September, 2000. Create a cadre of specially trained Unit Career Advisors at each wing. Evaluate the Unit Career Advisor program effectiveness to assist individuals displaced by AEF re-engineering.
New Mission Craft a communications plan for keeping NJANG members informed about the status of our current force structure, missions and Future Force initiatives to mitigate possible adverse impact by addressing the concerns of those affected most by ANG re-engineering/shaping efforts.
Metrics Retain the most motivated and qualified individuals with the ability to benefit the organization.
New Mission NJANG personnel will actively participate in the Air National Guard Integrated Planning Process (IPP) to advocate NJANG-specific competencies and educate key stakeholders/centers of influence about NJANG capabilities and future vision.
Metrics Place NJANG representatives on committees and councils across the IPP spectrum.

People
Promote an environment that stresses forward-thinking leadership across all levels, builds confidence, two-way accountability, and enhances morale resulting in a flexible, inclusive organization.

New Mission Recruit and retain people capable of performing new as well as current missions.
Metrics Strength/Retention Reports, PME status Reports.
New Mission Build/create an organization reflective of our communities.
Metrics NJANG Action Plan for Diversity. U. S. Census Bureau Data.
New Mission Adopt innovative approaches to ESGR programs and expanded dialogues with civilian employers.
Metrics Retention Rates/Reports, Reverse ESGR Site Visits/Program Reports.
New Mission Employ an effective Family Support Program as a tool to meet NJANG retention goals.
Metrics Retention reports and results from exit interviews.
New Mission Establish an organizational culture to permit members the experiences and opportunities for personal growth and professional advancement.
Metrics ANG Climate and Culture Survey, Award Program Results, Unit Climate Assessment.
New Mission Implement effective family support initiatives to enhance buy-in, owner-ship in and support of the New Jersey Air National Guard by members’ families.
Metrics Family Surveys, Commander Interviews.

Training
The NJANG will train to the standards of readiness and leverage emergent technologies to meet national, state and community missions.

New Mission Aggressively shape policies and pursue state-of-the-art instruction methods/delivery systems in partnership with senior ANG leadership, ANG executive councils and state NJNG leaders to maximize the availability and scale of training opportunities.
Metrics Hardware/Software Acquisition, Evaluation of Alternate Instructional Models, and Course Critiques.
New Mission Apply current and emerging technologies (e.g., CBT) to eliminate/reduce limitation and shortfalls in existing training programs.
Metrics Fulfillment of technology plan objectives.
New Mission Take full advantage of the potential the Intranet and Internet offers, maximize and exploit NJANG information technology resources and training strategies to boost information technology competencies and skills among personnel.
Metrics Survey NJANG personnel to measure the degree/level of personal computer experience and literacy by 31 March, 2000.
Identify skill sets required for participation in AFSCs required by the Expeditionary Aerospace Force model by 30 September, 2000.

Basing
Maintain and develop operationally capable, environmentally sound and politically acceptable installations that meet current and future force structure dictates.

New Mission Compile a primer on the NJANG Master Plan to educate community and state officials about the role NJANG in the Future Total Force (FTF) and on new mission areas and proposals for future expansion of facilities.
Metrics Capture and categorize information on Military Construction, Operations and Maintenance Budgets for Bases, Congressional Additions/Projects, etc. Publish NJANG Master Plan Primer.
New Mission Promote a positive and responsible environmental policy for the operation, maintenance and future development of NJANG facilities.
Metrics ECAMP Inspection Results. Tracking Violations from State and/or Governmental Agencies.
New Mission Make NJANG facilities accessible to the communities they serve and become a source of identification and pride by fostering a partnership/stakeholder relationship.
Metrics Community Outreach Programs and Support Initiative Measurements. Base Tours. Reciprocal Participation by NJANG in Community Events. Media Coverage Congruent with TAG Public Affairs Target Areas.

Summary
Realizing this vision demands teamwork, we are not Headquarters, the 108th ARW, the 177th FW, or the 204th WF; we are the NJANG Team. Each NJANG member is critical to our corporate needs, each other and our customers. Together, we supply mission ready units, personnel and equipment to the Governor, The Adjutant General and the United States Air Force. This plan will guide our actions toward our vision of the future. Yet, it will only work if every team member makes to effort to understand and support it. The renown poet, writer and playwright, Victor Hugo, wrote:

“He who every morning plans the transaction of the day and follows out that plan, carries a thread that will guide him through the maze of the most busy life. But where no plan is laid, where the disposal of time is surrendered merely to the chance of incidence, chaos will soon reign.”
F-16 fireman

The new millennium will bring busy times for the NJANG. Think about Victor Hugo’s passage and relate it to the duties and activities of the NJANG Strategic Plan. Ask yourself this question, “How can I increase my contribution to and support for the mission and objectives of the New Jersey Air National Guard?”

Only as a team, can we achieve the future we desire.