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The New Jersey Army National Guard (NJARNG) Strategic Plan FY 00 – FY 05 is considered the link between the Adjutant General’s Future Plan 1996 – 2016 and the year to year operations of the NJARNG.

This plan was developed by a committee of officers and NCOs from units of the major subordinate commands and the New Jersey State Area Command Headquarters (STARC). The committee assessed the Strategic Plan FY 98 – FY 03 to identify a start point for construction of this plan. Their collective effort is presented in the following pages.

Purpose
This Strategic Plan is intended to establish specific goals and to outline general strategies to attain the NJARNG’s objectives over the next five years. This plan will enable any component of the Army Guard to continue to meet the requirements of readiness for either the state or federal mission, while caring for our soldiers, and supporting the communities and state in which we serve. This plan will further focus the Army Guard to achieve their near-term objectives.

Values
The New Jersey Army National Guard duty performance is based upon the following traditional Minuteman values.
Duty – Honor – Country.
Pride in our Citizen-Soldier Heritage.
Service to Community, State, and Nation.
Integrity.
Loyalty.
Equal Opportunity for Personal Growth and Motivation.
Preservation of the Environment.

Vision
A mission ready, citizen Army National Guard force of proud and satisfied members with the reputation of being an outstanding organization.
A forward thinking, proactive organization, which institutionalizes all the characteristics of a Quality Guard Force.
A full participant in our National Defense Strategy.
The protector of life and property accord-ing to state law.

Mission
To provide modern, combat ready militia units to mobilize and deploy in support of the national strategy.
To provide quality units and individuals that are organized, equipped, and trained to protect life and property, to preserve the peace, order, and public safety in support of civil authorities.
To aggressively support operations other than war.
To provide the highest quality support and assistance to our Army Guard families.

Force Structure

Provide a combat ready force to meet national military strategy and state missions.

Goal	Develop a state command plan that positions NJ to create or trade for force structure of Force Support Package units. Plan will be based on supportable type units, location, MOS and gender recruiting pool.
Strategy	Plan will be submitted to NGB-ARF as required. HQSTARC will maintain liaison with NGB to assess available units from other state’s force structure. Development of the state command plan will include demographic studies from Detachment 4 (R&R).

Goal	Resource the Total Army School System (TASS). Continue to resource TASS (254 th Regiment) for success through the Education Steering Committee.
Strategy	Establish partnership with USAR components to expand common core NCOES and CSS MOSQ programs prior to 1 October, 2000. Identify training opportunities to enhance readiness goals.

Goal

Identify and obtain force modernization equipment.

Strategy

Annually review troop structure command plans to identify new equipment and displaced equipment training for equipment being fielded.
Develop resource plan to expedite fielding modernized equipment.
Force Integration Standing Committee (FISC) oversees the prioritization of force modernization effort.
POTO-MR will annually review/compare MTOE (modified table of organization and equipment) to determine new equipment requirements.

Goal	Redesign and/or relocate force structure to posture NJ for future missions and growth.
Strategy	Consider recruiting potential and MOSQ. Consider ability to conduct state missions. Consider relevancy of existing force structure. FISC will continue to review current force structure. Expand RAID-LT (Weapons of Mass Destruction)

Goal	Refine readiness indicators – Develop procedures to track readiness proficiency and identify unit trends/deficiencies to improve unit readiness.
Strategy	Commanders maintain the Organizational Inspection Program (OIP) annually and the Commander’s Critical Information Requirements (CCIR) monthly. Success is defined under the provisions of National Guard Bureau readiness goals, validated monthly and reported quarterly on Unit Status Reports. Commanders will comply with annual TAG training guidance.

Mission

Assume missions in support of national and state strategies that take advantage of the capabilities of the NJARNG.

Goal	Emphasize and expand community interaction.
Strategy	Build on the Interactive Community Resource Center (ICRC) concept. Operate a distance learning classroom in each ICRC by 1 March, 2001.

Goal	Determine additional missions that NJARNG could accomplish.
Strategy	Focus on peacekeeping and humanitarian aid missions. Focus on stability and support operations.

Goal	Weapons of Mass Destruction (WMD).
Strategy	Establish TDA unit NLT 1 October 1999. Continue to coordinate with appropriate governmental agencies and nongovernmental organizations as the WMD executive agent for New Jersey.

People

Develop and execute an integrated human resource system to acquire, distribute, manage, compen-sate, and retain and transition people enabling the NJARNG to provide combat ready units.

Goal	Recruit and retain personnel capable of performing assigned missions.
Strategy	Maintain unit strength goals as contractually agreed to between TAG and Unit Strength Management Team.

Goal	Full Time Manning. Recruit, retain and train full time personnel.
Strategy	Continue to hire/fill authorized vacancies with qualified personnel to attain and maintain 100% of authorized manning levels. Continue to offer professional development training and periodic in-service training to full time support personnel. Continue Partnership Council initiatives.

Goal	Minority Leaders. Develop procedures to increase minority leadership in the NJARNG by 31 March, 2000.
Strategy	Emphasize Officer Candidate School minority recruiting effort. Develop an effective minority-mentoring program by 31 March, 2000.

Training

Produce ready units to meet the national military strategy. This requires the development of strategies for planning, acquisition, distribution and execution of resources to train individual, leader and collective tasks in the live, virtual and constructive environments.

Goal	Maintain duty military occupational skill qualification (DMOSQ) levels consistent with The Adjutant General (TAG) Command Training Guidance. Susepense: Annually.
Strategy	Insure attendance of non-DMOSQ soldiers at service schools. Fully use The Total Army School System (TASS) for enhancement of DMOSQ levels.

Goal	Enhance and maximize collective training efficiencies through use of proper training management.
Strategy	Develop appropriate mission essential task lists (METL). Use the lanes training concept to conduct and evaluate collective training tasks.

Goal	Establish a comprehensive leader and staff development-training program.
Strategy	Program will emphasize Army core values, ethical standards and integrity. Consideration for leader training must rest on Institutionalized Training; Operational Assignments and Self-Development. Implementation to begin NLT 1 August, 2000.

Goal	Make use of modern technologies to enhance training concepts.
Strategy	Foster programs involving use of simulations and simulators. Evaluate collective training using scenario driven automated programs (JANUS). Execute and evaluate collective training exercises that use the live, constructive and virtual methods.

Basing

Provide state of the art, environmentally sound, community-based interactive community resource centers (ICRC) that integrate all functions required to sustain and enhance unit readiness, quality of life and community support.

Goal	Establish and maintain a system (infrastructure) of interactive community resource centers (ICRC) throughout New Jersey to enhance unit readiness.
Strategy	Expand Army National Guard presence at Fort Dix and Lakehurst to include regional training facilities, ranges and training areas not available at unit home stations. Insure facilities provide adequate space to assemble and train unit personnel and to store/secure and maintain unit equipment. Study facilities for current and future use.

Goal	Build and maintain interactive community resource centers (ICRC) that meet departmental requirements and enhance soldiers and dependents quality of life.
Strategy	Incorporate all applicable building codes and latest technologies. Integrate technologies to improve facilities and reduce operating costs. Continue an aggressive facility rental program to increase revenue for facility improvement. Use the installation status reports (ISR) to establish priority repair of facilities.

Goal	Strengthen the Army National Guard and local community relationships.
Strategy	Maintain suitable geographic locations of ICRCs to support state and local mission contingencies. Maximize the use of joint facilities as ICRCs and focal points for community activities.

NJ Army National Guard Strategic Plan