Goodyear Authorized Wd Agreement

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					                       OFFICE OF THE ADJUTANT GENERAL
                                STATE OF NORTH DAKOTA
                                           P.O. Box 5511
                                 Bismarck, North Dakota 58506-5511




JFND-Z                                                                         07 March 2005

MEMORANDUM FOR

Commander, Army Component Command
Commander, Air Component Command
Commander, Joint Operations and Training Command
Commander, HHD, Joint Force Headquarters
Commander, 81st Civil Support Team


SUBJECT: Training Year 2006/2007 Command Training Guidance and Intent

1. Purpose: To provide and define joint readiness and training goals for major subordinate
commands in the North Dakota National Guard.

2. Mission: The North Dakota National Guard provides ready units, individuals and equipment
to support our communities, State and Nation.

3. Adjutant General’s Intent: In keeping with our vision, we must remain a dynamic force
where everyone is a leader – mentored, trained and empowered; essential to our communities,
State and Nation. I intend to leverage all opportunities where we can train, support, and operate
with other service components at the tactical, operational, or strategic level. We will do this by
actively identifying, through strategic planning, new missionaries, obtaining new relevant force
structure, and integrating and synchronizing joint operations with assigned units as a means to
accomplish homeland defense and security missions. My three priorities are people, mission,
and innovation.

     a. People. We need to recruit, train and maintain our force. People are our single greatest
asset. When our State or Nation calls it will be up to our soldiers and airmen who respond that
will make us successful. Our people are our key to future success; we must be a people centric
force.

     b. Mission. In the end we will be judged and remembered on how well we perform our
missions. We must be well prepared to execute all our missions, Federal, State or local. The
skill sets required of our soldiers and airmen will be increased as mission plans develop and as
we downsize.

   c. Innovation. To some varying degree we will always be in a state of transformation.
Change will not be something that we do today so we won’t have to tomorrow, it will be
constant. Innovation is how we will stay ahead of our requirements. We must ensure that we
foster a climate where people are thinking ahead, generating ideas and streamlining processes
that meets or exceeds our already high standards of quality.

4. Wartime mission guidance. Commander’s at all levels will adhere to training guidance
paying particular attention to changing doctrine, force modularity and lessons learned as they
apply to the warfight in support of Operations Enduring Freedom & Iraqi Freedom. We must
remain flexible in how we plan and execute training in preparation to fight the “Away” game
and/or the “Home” game.

5. Homeland Defense/Security Mission. Units will train IAW published guidance with focus on
specified tasks and mission support requirements outlined in FORSCOM PAM 380-1, NGR 500-
1/ANGI 10-8101 and the North Dakota Emergency Operations Plan. Be prepared to support
these potential missions in the following priority:

       Disaster Response
       Key Asset Protection (Security)
       Chemical Detection and Decontamination
       Light Search & Rescue
       Medical Mass Casualty Treatment and Evacuation

6. In support of local communities and our State all units will be prepared to provide personnel
and equipment for Innovative Readiness Training (IRT) Projects and Lewis & Clark activities.

7. Resources. Execution of funding is a high priority for the North Dakota National Guard.
Obligate and execute funding in a responsible manner, while planning, forecasting and
requesting additional funding to support all of our requirements. Priority of funding must be
directed to newly activated units in order for those units to become relevant and ready
deployable units (i.e. 814th Area Support Medical Detachment, 81st Civil Support Team (WMD)).

8. Strategic planning must take place at all levels in preparation for changing force structure
and mission sets. Joint Staff planning must identify impacts of force structure and
recommendations for adjusting infrastructure and allocation of resources. Our focus must
remain on transformation and training for future Joint missions and operations.




                                             MICHAEL J. HAUGEN
                                             Major General, NDANG
                                             The Adjutant General
ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

1. General. While this annex specifically applies to the Army Component Command, Annex F
has appendices that pertain to this and other headquarters.

2. Chief of Staff.

    a. The Joint Force Headquarters Primary Staff and Special Staff of the North Dakota
National Guard are committed to ensuring the Adjutant General’s mission and intent is
implemented. In order to ensure this is accomplished member of the Primary Staff and Special
Staff are available to support the requirements of the Army Component Command thru
coordination with the Chief of Staff/Vice Chief of Staff.

   b. The paragraphs that follow will assist your command in this effort. They provide the
additional requirements and guidance that will help to accomplish the Vision and Mission of the
North Dakota National Guard.

      VISION: A dynamic force where everyone is a leader – mentored, trained, and
empowered; essential to our communities, State, and Nation.
      MISSION: The North Dakota National Guard provides ready units, individuals, and
equipment to support our communities, State, and Nation.

3. Special Staff.

     a. Public Information Officer (PIO).       Instant communication changed the way the media
will report future wars. Digital video and satellite telephones give local and national media
representatives the ability to report live from the battlefield. This fact is forcing commanders to
develop a deliberate plan on how their units facilitate media in their area of responsibility.

         1) Mission. To succeed in fulfilling the North Dakota National Guard mission, it is
imperative that all MACOM officers in command develop and maintain an effective public affairs
program, composed of an aggressive public information program, an effective community
relations program and an informative and credible internal relations program.
         2) Rationale. The importance of public affairs in today’s high technology
communications environment cannot be overemphasized. Geopolitical events and activities of
our forces, often closely linked, are covered in detail by the news media and transmitted
throughout the world within minutes of their occurrence. The political implications of military
activities often impact heavily on international, regional and local affairs and can ultimately
reflect on the acceptability of continuing or future military activities. The Joint Force
Headquarters public affairs program is intended to keep local, state, national and foreign publics
informed of the activities and capabilities of the North Dakota National Guard. It is in our best
interest to promote an atmosphere of friendship, mutual respect and understanding. It also aims
to stimulate public interest and assure public awareness of the responsibilities,
accomplishments and participation of National Guard personnel as both members of the military
and as United States citizens. Public affairs programs should keep National Guard personnel
and their families informed, which is a significant factor in morale and retention.

   b. Environmental.

       1) Units are required to distribute environmental Management System (eMS)
awareness information to all soldiers assigned in accordance with established eMS procedures
and the TAG’s eMS Policy Statement. Units are required to post copies of the eMS Policy



                                               A-3
ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

Statement on the unit’s bulletin board and post in the unit’s common areas copies of the eMS
awareness poster and soldier awareness cards and brochures.
        2) All Company-size units are required to appoint and train a Unit Environmental
Compliance Officer (UECO). The Environmental Office will provide training to UECO’s upon
request by the unit or during training scheduled on the Yearly Training Calendar. Units are
required to provide a copy of the duty appointment order to the Environmental Office and place
a copy in the Environmental Compliance Binder.
        3) Units shall participate with the Environmental Performance Assessment System
(EPAS) during internal and external inspections. North Dakota is scheduled for an external
assessment in August 2005. Internal assessments are conducted periodically throughout the
year in accordance with the Internal Assessment Plan (IAP), which is signed by the TAG.
        4) Units that will use local training areas (LTA's) must become familiar with the lease
agreement and permitted use of the LTA and with associated plans (Integrated Cultural
Resource Management Plan, Integrated Natural Resources Management Plans, Integrated Pest
Management Plan and the Range Development Plan). Unit commanders are responsible for
environmental damages caused to LTA’s during unit use.
Inspector General Support (IG).

   c. Family Readiness. Family Readiness is the state of preparedness of soldiers/airmen
and their families through proactive education and support programs that promote self-reliance
and enhanced individual and family well being in peace and war time. The North Dakota
National Guard places a high value on military and personal preparedness. Commanders have
an obligation to provide assistance in establishing and maintaining personal and family affairs
readiness as specified in ANNEX F, Appendix 2.

   d. Chaplain. The JFHQ-ND Chaplain will conduct a wide spectrum of religious support
services required by the Army Component Command commanders to unit members, civilian
personnel, family members, and communities. The Chaplain will recruit, train, and retain
Chaplains who can execute their state and federal missions with effectiveness and creativity.
They will be able to integrate into a joint environment and seamlessly step into the areas of
greatest need to have a positive effect on morale and heighten the moral climate of the
command.

    e. Employer Support of the Guard and Reserve (ESGR). In order to enhance employer
relations, the following are some programs that should be implemented.

         1) Civilian Employment Information (CEI) program. Insure that each soldier registers
information about their employer and job skills into the Defense Manpower Data Center
Website, at https://www.dmdc.osd.mil/Guard-ReservePortal. This must be updated during
annual records review.
         2) ESGR Education Program. Insure that all soldiers are briefed annually on the
Uniformed Services Employment and Reemployment Rights Act (USERRA). Each unit must
assign a unit member to act as the ESGR representative for the unit. The ESGR rep will
coordinate USERRA training with the local ESGR volunteer committee person, but the training
itself remains the responsibility of the unit commander. Senior headquarters should coordinate
with the local ESGR volunteer committee for the training of their ESGR representative.
         3) Employer Recognition Programs. Use employer outreach programs to recognize
supportive employers, such as:

           a) My Boss is a Patriot (nominations are made online esgr.com)



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ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

            b) Statements of Support (available from local ESGR committee volunteer)
            c) ESGR briefings to social/fraternal/employer organizations along with employer
recognition lunches. Coordinate these activities with local ESGR volunteer.
            d) Soldiers should consider an outstanding employer for the Freedom Award.
Nominations are made online esgr.com each February.
            e) Soldiers may recommend an outstanding employer to go on a Bosslift to an
active military installation. Soldier should work thru the unit ESGR rep.

   f.   Safety.

        1) The SECDEF has issued a goal to reduce all military accidents by 50%. This
presents a real challenge to all of us. The key to success is recognizing that this is a safety
issue, not Safety’s issue. It is therefore crucial that the leadership be involved at all levels. The
pathway for necessary actions is directed at the state, commands and unit levels. We will strive
to meet this challenge by focusing on four primary goals.

            a) Reduce accidents, fatalities and civilian lost work days to enhance readiness and
improve the quality of life for the Total Force.
            b) Development of Major Commands support safety plans, with a detailed
assessment of known risks.
            c) Further integrate risk management and composite risk management into all units
within the NDNG, in addition to all garrison and tactical operations, to sustain an emphasis on
safety.
            d) Bridge the gap for junior leaders short on experience and knowledge with
currently available and evolving tools and resources.

        2) To reach these goals we must accomplish several tasks. We must establish a safety
council structure that will enhance safety awareness from the state level all the way to the
individual soldier. This will allow a conduit for information to travel from top to bottom and
bottom to top. We must have all units appoint a Safety Officer and NCO and ensure each of
these individuals has the proper safety training to effectively run their unit program. Company
Commanders must complete the Commander’s Safety Course prior to assuming command. We
must continue to train all unit members on Risk Management and Composite Risk Management,
ensuring that no missions are being performed without the Risk Management process being
used. POV’s continue to be the number one killer of soldiers. We must strive to obtain 100% of
our soldiers taking and passing the Defensive Drivers Course.
        3) All units shall participate in the unit evaluation process. Major commands will
distribute unit evaluations with the intent of abatement for any findings that might surface from
the evaluation. State will continue with annual unit inspections.
        4) We must continue to recognize ours soldiers and units for a job well done. All Major
Commands will continue to emphasize the Safety Awards Program.
        5) All units will establish a safety bulletin board and post the required material. An
example of the bulletin board is located on the Intranet under the TAG-SSO.
        6) Resources available to assist with the Safety Program can be found on the Intranet
under the TAG-SSO, www.army.safety.mil or by calling CPT Fleck (333-3013), CW3 Bridwell
(333-3012) or SMsgt Goodyear (451-2521).




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ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

   g. Army Aviation.

        1) Army Aviation Commissioned/Warrant Officer Selection Process: Attrition and
Aviation Transformation has created an unprecedented number of vacancies and opportunities
for potential Army aviators. Commands should incorporate the aviator application process into
their OCS/Warrant officer commissioning briefings to eligible soldiers, both enlisted and junior
commissioned. The SAAO will coordinate Aviation officers to present this information upon
request. The Army Aviation Officer Order of Merit Board meets at least annually to review
applications, interview candidates, and develop an Order of Merit List (OML). The OML,
approved by the Adjutant General, is then used to fill upcoming initial entry aviator quotas. All
requirements are published in NDNG 611-110, dated SEP 02, available on intranet or from the
SAAO.
        2) Army Aviation Mission Requests: Army Aviation will resource the Command’s
aviation mission requests, both Operational Support Airlift (OSA) and tactical, to the greatest
extent possible. All mission requests involving passenger movement require an OSA mission
request form to be submitted through the OSA validating official (LTC Iverson) to the
Detachment 42 OSA mission scheduler. If approved, the mission scheduler will determine the
airframe best suited or available to perform the mission, and task the appropriate unit. The
assigned unit will then make final coordination with the requestor. Short notice mission requests
should also be copy furnished to the AASF Operations section. All tactical aviation mission
training requests should flow through the unit’s established chain of command.

    h. Judge Advocate General (JAG). The Judge Advocates and Paralegals provide a host of
services to the commanders and soldiers. The JAG’s and Paralegals ensure that commanders
are advised on soldier issues. JAG’s and Paralegals ensure that soldiers and their families are
prepared at all times for any mission by ensuring that necessary wills and powers of attorney
are drafted, executed and kept up to date. The legal assistance we provide ensures the soldier
that his/her family will be well take care of while he/she performs their mission. The Staff Judge
Advocate also advises the J-staff and special staff on all issues, such as contracts, personnel,
training issues, environmental, legislative issues, etc. The JAG’s can provide a variety of
briefings as requested by the unit in addition to the mandatory briefings listed in ANNEX F,
Appendix 1.

    i. State Partnership Program. The US State Department and NGB have assigned the
State of North Dakota and JFND the responsibility to partner with Ghana, a small country
located on the West Coast of Africa. Although this is a fairly mature program, it is new to the
NDNG and will become increasingly important over the next several years.

   j.   Facilities and Engineering (DFE). N/A

4. Coordinating Staff.

    a. J1 (Personnel). The J1 provides Human Resource Support to all units of the North
Dakota National Guard. This is accomplished by providing activities and functions that sustain
the force and provide personnel service support to service members and their families. The J1
also manages functions that track professional development through retirement or separation to
help ensure the quality of the force. Functions include career management, personnel
accounting/strength reporting, maintaining personnel records, providing identification
documents, assisting in personnel evaluation boards, providing support for




                                                A-6
ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

promotions/reductions and awards, and supporting casualty assistance. The J1 also supports
Equal Opportunity and Diversity programs and training.

        1) Diversity: As an organization made up of soldiers from all walks of life, we will work
to celebrate and reward the unique backgrounds, viewpoints, skills and talents of everyone in
the NDARNG. Respect for people is measured by how we treat each other, the contributions
that flow from our diversity, the productivity of our relationships, and by a job well done,
regardless of the job. We are many people from different walks of life. As a result, we are an
extremely diverse organization. We are joined together by a common bond, to stand ready at a
minute’s notice to protect our country if called upon. This is what makes our organization so
great. We must capitalize on the positive aspects of diversity – diverse thought, diverse culture,
and diverse life experiences, which is represented throughout all ranks in our organization. We
want to develop a “corporate culture” in which diversity is not recognized as a mandatory
requirement, but is genuinely valued as an important source of strength. Fully utilize your unit
equal opportunity representatives (EOR’s) to help facilitate EO and diversity topics through the
training year. I’m asking commanders and EOR’s to tailor diversity information to your needs.
Remember, “diversity makes the team and our team is the North Dakota National Guard. Who
best to tell this story but we.” This is our heritage … this is who we are.
        2) J1 Points of Contact:

           a)   COL Allan Schuldt, J1, NDNG
           b)   COL Robert Kilber, Director of Personnel and Manpower
           c)   Full Time Personnel (Army or Air)   Col Jean McMerty        333-2025
           d)   Army Guard Personnel                COL Dave Rickford       333-3060
           e)   Air Guard Personnel Maj Gerald Mathern 333-2015

   b. J2 (Intelligence)

        1) Mandatory training requirements are outlined in ANNEX F, Appendix 1 Periodic
Requirements Matrix. J-2 personnel will assist units with the briefings when requested.
        2) All Battalion level and above units/entities will support the annual Intelligence &
Security Workshop. Attendees should be all members of S-2 sections, Physical Security
Officers and Operations Security Officers. The purpose of the workshop is to provide training
and assistance in the areas of intelligence & security to all personnel assigned to those duties.
This workshop will be scheduled and resourced in conjunction with the J3/7 and published on
the STAC.

   c. J3/7 (Operations and Training).

       1) J3 (Domestic Operations).

           a) Reaction Force Platforms.

               (1) Maintain rosters and basic load as described by the ND PAM 500-1/AF 55-1
Joint Emergency Operations Plan.
               (2) Expand training to include individual soldier tasks that support the potential
reaction force missions such as site security, presence patrols, show of force, road blocks,
check points, and protection of critical infrastructures.




                                               A-7
ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

                (3) Code 51 RMA’s will be distributed to each of the Reaction Force Platforms
and should be used for leadership training, specifically the Incident Command System (ICS) and
Military Assistance for Civil Disturbances (MACDIS).

            b) Be prepared to provide unit and soldier support for such missions as disaster
response, emergency evacuation, light search and rescue, and key asset protection.
            c) Conduct Incident Command System training at battalion staff level to ensure they
are able to provide operational response if required.

       2) J7 (Training, Readiness and Exercises).

           a) A successful training program is dynamic, progressive, and focused. ANNEX F,
Appendix 4 provides specifics.
           b) ANNEX F, Appendix 5 details the TY06/07 AT and exercises schedule for
planning purposes. Submit all requirements and changes to the J3/7-Tng.
           c) Develop a training program that incorporates a GREEN – AMBER – RED
readiness cycle. Working descriptions of each are:

                 (1) GREEN – Units committed to future known or ongoing operations such as
OIF and OEF will fall into this readiness category. Training for these units will be full spectrum;
however, it will concentrate on specific theater requirements. Once individual and collective
tasks are complete, proficiency will be sustained along with administrative and logistical tasks.
                 (2) AMBER – Units that are not committed to security, stability, and support
operations such as OIF and OEF over a known timeframe will focus their training on more
conventional missions according to their MTOE organization with an integration of COE. These
units will concentrate on conventional capability, readiness, and METL-specific training. Units
will conduct individual and crew qualification and a capstone-readiness training event. This
training will be full spectrum (low-intensity to high-intensity conflict) and prepare units for future
operations.
                 (3) RED – Redeployment, Reintegration, Reconstitution, and Retraining (R4).
Successful integration of soldiers and reconstitution of units redeploying from an operational
mobilization is of primary concern and this portion of the readiness cycle reenergize the fighting
spirit of the soldiers, nurtures the health of families, and returns the equipment and soldier/unit
training to a state of readiness for future operations.

           d) Readiness.

             (1) Ensure all soldiers and units are prepared for future mobilizations and
deployments by conducting periodic SRP’s and quadrennial REMOB’s for all company sized
elements.
             (2) Readiness support priorities:

                   [a] Units alerted for mobilization/deployment (GREEN).
                   [b] Units expected/likely to mobilize (AMBER).
                   [c] Demobilizing units (RED).

               (3) Demobilizing units will not be required to conduct a formal AT period within
the same training year. After the unit has REFRAD, soldiers can attend AT if they so choose as
long as funding is available.




                                                 A-8
ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

               (4) All units are authorized to conduct up to a MUTA 6 during the month of its
return; however, units and soldiers are exempt from involuntarily performing IDT for 60 days
after REFRAD. Soldiers can voluntarily attend IDT assemblies with the unit’s rear detachment
on a voluntary basis as long as there are available funds.
               (5) Commands will plan for the following types of homecoming ceremonies.

                    [a]   Immediate Welcome Home events at the airport and/or armory.
                    [b]   NDNG/Command sponsored Welcome Home events.
                    [c]   Community sponsored Welcome Home events.
                    [d]   NGB Freedom Salute Campaign.

            e) IRT Support. Be prepared to provide support to the following missions as well as
others that may be assigned through the year. Non-funded projects will be done in an IDT/AT
status while funded missions provide the possibility of establishing a fulltime staff and labor
pool.

              (1)   Camp Grassick – non-funded
              (2)   Washburn Fire Department – potentially funded
              (3)   Cartwright Tunnel – potentially funded
              (4)   Ft. Lincoln – potentially funded
              (5)   Lewis and Clark Bicentennial Celebration – potentially funded

            f) Using the ND Force Structure FY05-FY11 spreadsheet located in ANNEX F,
Appendix 6; develop and begin executing a training, resourcing, and readiness plan. Each Joint
Staff section will be providing periodic guidance and directives but ultimately readiness is a
command issue. It is critical this plan addresses both immediate requirements as well as
upcoming changes.

    d. J4 (Logistics). Joint Forces, Director of Logistics (JFND-DOL) provides logistical
assistance to all NDNG major commands and agencies of the State and Federal Governments
in support of joint operations, organizational readiness, and training. The Logistics Division
(J4ND) supports operations and training in the areas of Supply and Services, Transportation,
and Maintenance.

        1) The Supply and Services branch encompasses the property management section,
central issue facility (CIF), two shipping and receiving warehouses, and the food service office.
Agencies requiring assistance with Supply and Services may request support from the Supply
Management Office, J4ND-DOL-S.
        2) The Maintenance branch provides organizational and support maintenance for
surface equipment and consists of 6 Field Maintenance Shops (FMS) located throughout the
State, a Unit Training Equipment Site (UTES) located at Camp Grafton and a Combined
Support Maintenance Shop (CSMS) also located at Camp Grafton. Maintenance assistance and
training is available by request through normal command channels to the Maintenance Office,
J4ND-DOL-M.
        3) The Transportation branch is available to assist with commercial shipments,
transportation requirements, convoy requests, and transportation of Hazardous Materials.
Agencies requiring assistance with transportation may request support from the Transportation
Office, J4ND-DOL-TM.
        4) Funding for Supplies Services, Maintenance and Transportation must be coordinated
with the respective supporting office of the J4ND.



                                                A-9
ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

       5) Specific Logistics training guidance is outlined in ANNEX F, Appendix 1.

     e. J5 (Strategic Plans/Future Missions). The J5 is a new staff section within the North
Dakota National Guard as a part of the Joint Headquarters. It has the capability to provide the
following products and consulting services to the organization’s most senior management (JEC,
JSOMB, etc) as well as to the commands, units, and NDNG leadership.

        1) Strategic Planning – Formulation of strategic plans including vision and mission
statements and supporting goals, objectives, and action plans.
        2) Organizational Improvement – NDNG proponent for Army Performance Improvement
Criteria (APIC)/Army Communities of Excellence (ACOE) program.
        3) Leader Training.

           a) Leadership Development Course (2 weeks) and Basic Leader Training (3 days).
           b) Development and implementation of an informal mentorship program for
supervisors and employees of the NDNG.
           c) Personality profile training for leaders and employees.

         4) Facilitate transition workshops and brainstorming sessions through the utilization of
list reduction techniques and problem solving processes.
         5) Sponsor workshops to improve time management skills and team building, as well as
assist in process mapping, flow charting processes and making recommendations for
improvement and conflict resolution within the workplace.

    f. J6 (Command, Control, Communications, Computers). As a joint staff section, the J6
continuously strives toward new goals and improve performance by eliminating redundant
efforts and shifting resources to adapt to the ever changing world of technology.

             Vision: A transformed force, with agile capabilities and adaptive processes, powered
by network-centric access to systems and services, interoperable with the Joint environment.
             Mission: To improve information sharing and collaboration which enhances the
quality of information, and improves shared situational awareness. This ultimately results in
increased mission effectiveness.

        1) Information technology (IT) enables us to connect people with people and people
with information, which is a vital element in today’s society. Our ability to leverage IT and the
network is directly dependent on every full-time and part-time soldier.
        2) To succeed, the NDNG must maintain a robust network and IT infrastructure
(infostructure), which provides services required to support the Joint Force.
        3) ANNEX F, Appendix 3 contains specific information management information.

   g. J8 (Resources). The Financial and Contracting Services are committed to ensuring the
Adjutant General’s mission and intent is implemented. In order to ensure this is accomplished
members of the J-8 are available to support the requirements of the Army Component
Command thru coordination with the Chief of Staff/Vice Chief of Staff and United States
Property and Fiscal Officer.

        1) The paragraphs that follow will assist your command in this effort. They provide the
additional guidance that will help to accomplish the Vision and Mission of the North Dakota
National Guard.



                                               A-10
ANNEX A (Ground Component Command) to TAGND Command Guidance Training Years
2006/2007

       2) Financial Services.

           a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on financial matters as
deemed necessary and appropriate.
           b) Will provide and assist in providing internal and external training on programs
and procedures involving active duty pay, inactive duty pay, Active Guard Reserve pay,
technician pay, travel pay, bonus payments, commercial vendor payments, budgeting and
accounting procedures and processes.
           c) Provide financial advice, guidance and assistance to the JFHQ Army Component
Command.
           d) Advise and coordinate various financial aspects of support missions.
           e) Provide technical financial support in the conduct of Soldier Readiness
Processing, Mobilizations and Demobilizations.
           f) Assist Deputy Adjutant General and Joint Chief of Staff in conduct of Program
Budget Advisory Committee Level I and II.
       3) Contracting Services.

          a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on contractual matters as
deemed necessary and appropriate.
      b) Will provide and assist in providing internal and external training on programs and
procedures involving IMPAC cards, purchase requests and contracting procedures.
      c) Will support the organization by providing a full range of contract services.
      d) Will provide technical contracting advice and support for Mobilizations and
Demobilizations.




                                             A-11
ANNEX B (Air Component Command) to TAGND Command Guidance Training Years
2006/2007

1. General. While this annex specifically applies to the Air Component Command, Annex F
has appendices that pertain to this and other headquarters.

2. Chief of Staff.

    a. The Joint Force Headquarters Primary Staff and Special Staff of the North Dakota
National Guard are committed to ensuring the Adjutant General’s mission and intent is
implemented. In order to ensure this is accomplished member of the Primary Staff and Special
Staff are available to support the requirements of the Air Component Command thru
coordination with the Chief of Staff/Vice Chief of Staff.

   b. The paragraphs that follow will assist your command in this effort. They provide the
additional requirements and guidance that will help to accomplish the Vision and Mission of the
North Dakota National Guard.

      VISION: A dynamic force where everyone is a leader – mentored, trained, and
empowered; essential to our communities, State, and Nation.
      MISSION: The North Dakota National Guard provides ready units, individuals, and
equipment to support our communities, State, and Nation.

3. Special Staff.

    a. Public Information Officer (PIO). Instant communication changed the way the media will
report future wars. Digital video and satellite telephones give local and national media
representatives the ability to report live from the battlefield. This fact is forcing commanders to
develop a deliberate plan on how their units facilitate media in their area of responsibility.

         1) Mission. To succeed in fulfilling the North Dakota National Guard mission, it is
imperative that all MACOM officers in command develop and maintain an effective public affairs
program, composed of an aggressive public information program, an effective community
relations program and an informative and credible internal relations program.
         2) Rationale. The importance of public affairs in today’s high technology
communications environment cannot be overemphasized. Geopolitical events and activities of
our forces, often closely linked, are covered in detail by the news media and transmitted
throughout the world within minutes of their occurrence. The political implications of military
activities often impact heavily on international, regional and local affairs and can ultimately
reflect on the acceptability of continuing or future military activities. The Joint Force
Headquarters public affairs program is intended to keep local, state, national and foreign publics
informed of the activities and capabilities of the North Dakota National Guard. It is in our best
interest to promote an atmosphere of friendship, mutual respect and understanding. It also aims
to stimulate public interest and assure public awareness of the responsibilities,
accomplishments and participation of National Guard personnel as both members of the military
and as United States citizens. Public affairs programs should keep National Guard personnel
and their families informed, which is a significant factor in morale and retention.

   b. Environmental.

       1) Units are required to distribute environmental Management System (eMS)
awareness information to all soldiers assigned in accordance with established eMS procedures
and the TAG’s eMS Policy Statement. Units are required to post copies of the eMS Policy



                                                B-1
ANNEX B (Air Component Command) to TAGND Command Guidance Training Years
2006/2007

Statement on the unit’s bulletin board and post in the unit’s common areas copies of the eMS
awareness poster and soldier awareness cards and brochures.
       2) Units that will use local training areas (LTA’s) must become familiar with the lease
agreement and permitted use of the LTA and with associated plans (Integrated Cultural
Resource Management Plan, Integrated Natural Resources Management Plans, Integrated Pest
Management Plan and the Range Development Plan). Unit commanders are responsible for
environmental damages caused to LTA’s during unit use.
Inspector General Support (IG).

   c. Family Readiness. Family Readiness is the state of preparedness of soldiers/airmen
and their families through proactive education and support programs that promote self-reliance
and enhanced individual and family well being in peace and war time. The North Dakota
National Guard places a high value on military and personal preparedness. Commanders have
an obligation to provide assistance in establishing and maintaining personal and family affairs
readiness as specified in ANNEX F, Appendix 2.

     d. Chaplain. The 119th Fighter Wing Chaplain will conduct a wide spectrum of religious
support services required by the Air Component Command commanders to unit members,
civilian personnel, family members, and communities. The Chaplain will recruit, train, and retain
Chaplains who can execute their state and federal missions with effectiveness and creativity.
They will be able to integrate into a joint environment and seamlessly step into the areas of
greatest need to have a positive effect on morale and heighten the moral climate of the
command.

    e. Employer Support of the Guard and Reserve (ESGR). In order to enhance employer
relations, the following are some programs that should be implemented.

         1) Civilian Employment Information (CEI) program. Insure that each airman registers
information about their employer and job skills into the Defense Manpower Data Center
Website, at https://www.dmdc.osd.mil/Guard-ReservePortal. This must be updated during
annual records review.
         2) ESGR Education Program. Insure that all airman are briefed annually on the
Uniformed Services Employment and Reemployment Rights Act (USERRA). Each unit must
assign a unit member to act as the ESGR representative for the unit. The ESGR rep will
coordinate USERRA training with the local ESGR volunteer committee person, but the training
itself remains the responsibility of the unit commander. Senior headquarters should coordinate
with the local ESGR volunteer committee for the training of their ESGR representative.
         3) Employer Recognition Programs. Use employer outreach programs to recognize
supportive employers, such as:

             a) My Boss is a Patriot (nominations are made online esgr.com)
             b) Statements of Support (available from local ESGR committee volunteer)
             c) ESGR briefings to social/fraternal/employer organizations along with employer
recognition lunches. Coordinate these activities with local ESGR volunteer.
             d) Airmen should consider an outstanding employer for the Freedom Award.
Nominations are made online esgr.com each February.
             e) Airmen may recommend an outstanding employer to go on a Bosslift to an active
military installation. Airmen should work thru the unit ESGR rep.




                                               B-2
ANNEX B (Air Component Command) to TAGND Command Guidance Training Years
2006/2007

   f.   Safety.

        1) The SECDEF has issued a goal to reduce all military accidents by 50%. This
presents a real challenge to all of us. The key to success is recognizing that this is a safety
issue, not Safety’s issue. It is therefore crucial that the leadership be involved at all levels. The
pathway for necessary actions is directed at the state, commands and unit levels. We will strive
to meet this challenge by focusing on four primary goals.

            a) Reduce accidents, fatalities and civilian lost work days to enhance readiness and
improve the quality of life for the Total Force.
            b) Development of Major Commands support safety plans, with a detailed
assessment of known risks.
            c) Further integrate risk management and composite risk management into all units
within the NDNG, in addition to all garrison and tactical operations, to sustain an emphasis on
safety.
            d) Bridge the gap for junior leaders short on experience and knowledge with
currently available and evolving tools and resources.

        2) To reach these goals we must accomplish several tasks. We must establish a safety
council structure that will enhance safety awareness from the state level all the way to the
individual soldier. This will allow a conduit for information to travel from top to bottom and
bottom to top. We must have all units appoint a Safety Officer and NCO and ensure each of
these individuals has the proper safety training to effectively run their unit program. Company
Commanders must complete the Commander’s Safety Course prior to assuming command. We
must continue to train all unit members on Risk Management and Composite Risk Management,
ensuring that no missions are being performed without the Risk Management process being
used. POV’s continue to be the number one killer of soldiers. We must strive to obtain 100% of
our soldiers taking and passing the Defensive Drivers Course.
        3) All units shall participate in the unit evaluation process. Major commands will
distribute unit evaluations with the intent of abatement for any findings that might surface from
the evaluation. State will continue with annual unit inspections.
        4) We must continue to recognize ours soldiers and units for a job well done. All Major
Commands will continue to emphasize the Safety Awards Program.
        5) All units will establish a safety bulletin board and post the required material. An
example of the bulletin board is located on the Intranet under the TAG-SSO.
        6) Resources available to assist with the Safety Program can be found on the Intranet
under the TAG-SSO, www.army.safety.mil or by calling CPT Fleck (333-3013), CW3 Bridwell
(333-3012) or SMsgt Goodyear (451-2521).

    g. Army Aviation. Army Aviation will resource the Command’s aviation mission requests,
both Operational Support Airlift (OSA) and tactical, to the greatest extent possible. All mission
requests involving passenger movement require an OSA mission request form to be submitted
through the OSA validating official (LTC Iverson) to the Detachment 42 OSA mission scheduler.
If approved, the mission scheduler will determine the airframe best suited or available to
perform the mission, and task the appropriate unit. The assigned unit will then make final
coordination with the requestor. Short notice mission requests should also be copy furnished to
the AASF Operations section. All tactical aviation mission training requests should flow through
the unit’s established chain of command.




                                                 B-3
ANNEX B (Air Component Command) to TAGND Command Guidance Training Years
2006/2007

   h. Judge Advocate General (JAG). The Air and Army Guard work together to ensure
continuity of legal services to the command and soldiers. The Air guard JAG has provided
support to the Joint HQ when the Joint HQ, SJA was attending a year long internship. The Army
Paralegals helped the Air SJA with their ORI inspection. We use the same legal programs and
deal with many of the same soldier issues. The Air and Army Guard also work together when
assisting the command in answering congressional inquiries.

    i. State Partnership Program. The US State Department and NGB have assigned the
State of North Dakota and JFND the responsibility to partner with Ghana, a small country
located on the West Coast of Africa. Although this is a fairly mature program, it is new to the
NDNG and will become increasingly important over the next several years.

   j.   Facilities and Engineering (DFE). N/A

4. Coordinating Staff.

    a. J1 (Personnel). The J1 provides Human Resource Support to all units of the North
Dakota National Guard. This is accomplished by providing activities and functions that sustain
the force and provide personnel service support to service members and their families. The J1
also manages functions that track professional development through retirement or separation to
help ensure the quality of the force. Functions include career management, personnel
accounting/strength reporting, maintaining personnel records, providing identification
documents, assisting in personnel evaluation boards, providing support for
promotions/reductions and awards, and supporting casualty assistance. The J1 also supports
Equal Opportunity and Diversity programs and training.

        1) Diversity: As an organization made up of soldiers from all walks of life, we will work
to celebrate and reward the unique backgrounds, viewpoints, skills and talents of everyone in
the NDARNG. Respect for people is measured by how we treat each other, the contributions
that flow from our diversity, the productivity of our relationships, and by a job well done,
regardless of the job. We are many people from different walks of life. As a result, we are an
extremely diverse organization. We are joined together by a common bond, to stand ready at a
minute’s notice to protect our country if called upon. This is what makes our organization so
great. We must capitalize on the positive aspects of diversity – diverse thought, diverse culture,
and diverse life experiences, which is represented throughout all ranks in our organization. We
want to develop a “corporate culture” in which diversity is not recognized as a mandatory
requirement, but is genuinely valued as an important source of strength. Fully utilize your unit
equal opportunity representatives (EOR’s) to help facilitate EO and diversity topics through the
training year. I’m asking commanders and EOR’s to tailor diversity information to your needs.
Remember, “diversity makes the team and our team is the North Dakota National Guard. Who
best to tell this story but ourselves.” This is our heritage … this is who we are.
        2) J1 Points of Contact:

           a)   COL Allan Schuldt, J1, NDNG
           b)   COL Robert Kilber, Director of Personnel and Manpower
           c)   Full Time Personnel (Army or Air)   Col Jean McMerty        333-2025
           d)   Army Guard Personnel                COL Dave Rickford       333-3060
           e)   Air Guard Personnel Maj Gerald Mathern 333-2015




                                                B-4
ANNEX B (Air Component Command) to TAGND Command Guidance Training Years
2006/2007

   b. J2 (Intelligence)

        1) Mandatory training requirements are outlined in ANNEX F, Appendix 1 Periodic
Requirements Matrix. J-2 personnel will assist units with the briefings when requested.
        2) All Battalion level and above units/entities will support the annual Intelligence &
Security Workshop. Attendees should be all members of S-2 sections, Physical Security
Officers and Operations Security Officers. The purpose of the workshop is to provide training
and assistance in the areas of intelligence & security to all personnel assigned to those duties.
This workshop will be scheduled and resourced in conjunction with the J3/7 and published on
the STAC.

   c. J3/7 (Operations and Training).

       1) J3 (Domestic Operations):

           a) Reaction Force Platform.

               (1) Maintain rosters and basic load as described by the ND PAM 500-1/AF 55-1
Joint Emergency Operations Plan.
               (2) Expand training to include individual soldier tasks that support the potential
reaction force missions such as site security, presence patrols, show of force, road blocks,
check points, and protection of critical infrastructures.

          b) Be prepared to provide unit and soldier support for such missions as disaster
response, emergency evacuation, light search and rescue, and key asset protection.
          c) Readiness.

               (1) Ensure all airmen and units are prepared for future mobilizations and
deployments.
               (2) Readiness support priorities:

                   [a] Units alerted for mobilization/deployment (GREEN).
                   [b] Units expected/likely to mobilize (AMBER).
                   [c] Demobilizing units (RED).

               (3) Demobilizing units will not be required to conduct a formal AT period within
the same training year. After the unit has REFRAD, soldiers can attend AT if they so choose as
long as funding is available.
               (4) All units are authorized to conduct up to a MUTA 6 during the month of its
return; however, units and soldiers are exempt from involuntarily performing IDT for 60 days
after REFRAD. Soldiers can voluntarily attend IDT assemblies with the unit’s rear detachment
on a voluntary basis as long as there are available funds.
               (5) Commands will plan for the following types of homecoming ceremonies.

                   [a]   Immediate Welcome Home events at the airport and/or armory.
                   [b]   NDNG/Command sponsored Welcome Home events.
                   [c]   Community sponsored Welcome Home events.
                   [d]   NGB Freedom Salute Campaign.




                                               B-5
ANNEX B (Air Component Command) to TAGND Command Guidance Training Years
2006/2007

            d) IRT Support. Be prepared to provide support to the following missions as well as
others that may be assigned through the year. Non-funded projects will be done in an IDT/AT
status while funded missions provide the possibility of establishing a fulltime staff and labor
pool.

               (1)   Camp Grassick – non-funded
               (2)   Washburn Fire Department – potentially funded
               (3)   Cartwright Tunnel – potentially funded
               (4)   Ft. Lincoln – potentially funded
               (5)   Lewis and Clark Bicentennial Celebration – potentially funded

   d. J4 (Logistics). N/A

     e. J5 (Strategic Plans/Future Missions). The J5 is a new staff section within the North
Dakota National Guard as a part of the Joint Headquarters. It has the capability to provide the
following products and consulting services to the organization’s most senior management (JEC,
JSOMB, etc) as well as to the commands, units, and NDNG leadership.

        1) Strategic Planning – Formulation of strategic plans including vision and mission
statements and supporting goals, objectives, and action plans.
        2) Organizational Improvement – NDNG proponent for Army Performance Improvement
Criteria (APIC)/Army Communities of Excellence (ACOE) program.
        3) Leader Training.

           a) Leadership Development Course (2 weeks) and Basic Leader Training (3 days).
           b) Development and implementation of an informal mentorship program for
supervisors and employees of the NDNG.
           c) Personality profile training for leaders and employees.

         4) Facilitate transition workshops and brainstorming sessions through the utilization of
list reduction techniques and problem solving processes.
         5) Sponsor workshops to improve time management skills and team building, as well as
assist in process mapping, flow charting processes and making recommendations for
improvement and conflict resolution within the workplace.

    f. J6 (Command, Control, Communications, Computers). As a Joint Force, the J6
continuously strives toward new goals and improve performance by eliminating redundant
efforts and shifting resources to adapt to the ever changing world of technology.

             Vision: A transformed force, with agile capabilities and adaptive processes, powered
by network-centric access to systems and services, interoperable with the Joint environment.
             Mission: To improve information sharing and collaboration which enhances the
quality of information, and improves shared situational awareness. This ultimately results in
increased mission effectiveness.

        1) Information technology (IT) enables us to connect people with people and people
with information, which is a vital element in today’s society. Our ability to leverage IT and the
network is directly dependent on every full-time and part-time soldier.
        2) To succeed, the NDNG must maintain a robust network and IT infrastructure
(infostructure), which provides services required to support the Joint Force.



                                                B-6
ANNEX B (Air Component Command) to TAGND Command Guidance Training Years
2006/2007

       3) ANNEX F, Appendix 3 contains specific information management information.

    g. J8 (Resources). The Financial and Contracting Services are committed to ensuring the
Adjutant General’s mission and intent is implemented. In order to ensure this is accomplished
members of the J-8 are available to support the requirements of the Air Component Command
thru coordination with the Chief of Staff/Vice Chief of Staff and United States Property and
Fiscal Officer.

       1) The paragraphs that follow will assist your command in this effort. They provide a
general overview of the support available that will help the Air Component Command
accomplish the Vision and Mission of the North Dakota National Guard and those of the Wing
Commander.
       2) Financial Services.

           a) Can consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders and J-Staff on financial matters as deemed necessary and
appropriate by the Adjutant General, Deputy Adjutant General, Joint Chief of Staff, Wing
Commander and Wing Financial Manager.
           b) Can provide and assist in providing internal and external training on programs
and procedures that may enhance JFHQ Air Component Command financial operations.
           c) Can provide financial advice, guidance and assistance to the JFHQ Air
Component Command.

       3) Contracting Services.

          a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on contractual matters as
deemed necessary and appropriate.
          b) Will support the organization by providing a full range of contract services.
          c) Provide contractual services for the design and construction of MILCON, SRM
and Minor Construction type projects for the Base.
          d) Provide contract operations oversight for the Base Contracting Office.
          e) Provide technical assistance and oversight of Fed/State Master Cooperative
Agreement.




                                             B-7
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

1. General. While this annex specifically applies to the Joint Training and Operations
Command, Annex F has appendices that pertain to this and other headquarters.

2. Chief of Staff.

    a. The Joint Force Headquarters Primary Staff and Special Staff of the North Dakota
National Guard are committed to ensuring the Adjutant General’s mission and intent is
implemented. In order to ensure this is accomplished member of the Primary Staff and Special
Staff are available to support the requirements of the Joint Training and Operations Command
thru coordination with the Chief of Staff/Vice Chief of Staff.

   b. The paragraphs that follow will assist your command in this effort. They provide the
additional requirements and guidance that will help to accomplish the Vision and Mission of the
North Dakota National Guard.

      VISION: A dynamic force where everyone is a leader – mentored, trained, and
empowered; essential to our communities, State, and Nation.
      MISSION: The North Dakota National Guard provides ready units, individuals, and
equipment to support our communities, State, and Nation.

3. Special Staff.

    a. Public Information Officer (PIO). Instant communication changed the way the media will
report future wars. Digital video and satellite telephones give local and national media
representatives the ability to report live from the battlefield. This fact is forcing commanders to
develop a deliberate plan on how their units facilitate media in their area of responsibility.

         1) Mission. To succeed in fulfilling the North Dakota National Guard mission, it is
imperative that all MACOM officers in command develop and maintain an effective public affairs
program, composed of an aggressive public information program, an effective community
relations program and an informative and credible internal relations program.
         2) Rationale. The importance of public affairs in today’s high technology
communications environment cannot be overemphasized. Geopolitical events and activities of
our forces, often closely linked, are covered in detail by the news media and transmitted
throughout the world within minutes of their occurrence. The political implications of military
activities often impact heavily on international, regional and local affairs and can ultimately
reflect on the acceptability of continuing or future military activities. The Joint Force
Headquarters public affairs program is intended to keep local, state, national and foreign publics
informed of the activities and capabilities of the North Dakota National Guard. It is in our best
interest to promote an atmosphere of friendship, mutual respect and understanding. It also aims
to stimulate public interest and assure public awareness of the responsibilities,
accomplishments and participation of National Guard personnel as both members of the military
and as United States citizens. Public affairs programs should keep National Guard personnel
and their families informed, which is a significant factor in morale and retention.

   b. Environmental.

       1) Units are required to distribute environmental Management System (eMS)
awareness information to all soldiers assigned in accordance with established eMS procedures
and the TAG’s eMS Policy Statement. Units are required to post copies of the eMS Policy



                                                C-1
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

Statement on the unit’s bulletin board and post in the unit’s common areas copies of the eMS
awareness poster and soldier awareness cards and brochures.
        2) All Company-size units are required to appoint and train a Unit Environmental
Compliance Officer (UECO). The Environmental Office will provide training to UECO’s upon
request by the unit or during training scheduled on the Yearly Training Calendar. Units are
required to provide a copy of the duty appointment order to the Environmental Office and place
a copy in the Environmental Compliance Binder.
        3) Units shall participate with the Environmental Performance Assessment System
(EPAS) during internal and external inspections. North Dakota is scheduled for an external
assessment in August 2005. Internal assessments are conducted periodically throughout the
year in accordance with the Internal Assessment Plan (IAP), which is signed by the TAG.
        4) Units that will use local training areas (LTA’s) must become familiar with the lease
agreement and permitted use of the LTA and with associated plans (Integrated Cultural
Resource Management Plan, Integrated Natural Resources Management Plans, Integrated Pest
Management Plan and the Range Development Plan). Unit commanders are responsible for
environmental damages caused to LTA’s during unit use.
Inspector General Support (IG).

   c. Family Readiness. Family Readiness is the state of preparedness of soldiers/airmen
and their families through proactive education and support programs that promote self-reliance
and enhanced individual and family well being in peace and war time. The North Dakota
National Guard places a high value on military and personal preparedness. Commanders have
an obligation to provide assistance in establishing and maintaining personal and family affairs
readiness as specified in ANNEX F, Appendix 2.

    d. Chaplain. The 68th Troop Command Chaplain will conduct a wide spectrum of religious
support services required by the Joint Training and Operations Command commanders to unit
members, civilian personnel, and family members. Using available resources the Chaplain will
be a force multiplier and enhance the level of training conducted by the JTOC to have a positive
effect on morale and heighten the moral climate of the command.

    e. Employer Support of the Guard and Reserve (ESGR). In order to enhance employer
relations, the following are some programs that should be implemented.

         1) Civilian Employment Information (CEI) program. Insure that each soldier/airman
registers information about their employer and job skills into the Defense Manpower Data
Center Website, at https://www.dmdc.osd.mil/Guard-ReservePortal. This must be updated
during annual records review.
         2) ESGR Education Program. Insure that all soldiers and airmen are briefed annually
on the Uniformed Services Employment and Reemployment Rights Act (USERRA). Each unit
must assign a unit member to act as the ESGR representative for the unit. The ESGR rep will
coordinate USERRA training with the local ESGR volunteer committee person, but the training
itself remains the responsibility of the unit commander. Senior headquarters should coordinate
with the local ESGR volunteer committee for the training of their ESGR representative.
         3) Employer Recognition Programs. Use employer outreach programs to recognize
supportive employers, such as:

           a) My Boss is a Patriot (nominations are made online esgr.com)
           b) Statements of Support (available from local ESGR committee volunteer)




                                              C-2
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

             c) ESGR briefings to social/fraternal/employer organizations along with employer
recognition lunches. Coordinate these activities with local ESGR volunteer.
             d) Soldiers and airmen should consider an outstanding employer for the Freedom
Award. Nominations are made online esgr.com each February.
             e) Soldiers and airmen may recommend an outstanding employer to go on a
Bosslift to an active military installation. Soldier should work thru the unit ESGR rep.

   f.   Safety.

        1) The SECDEF has issued a goal to reduce all military accidents by 50%. This
presents a real challenge to all of us. The key to success is recognizing that this is a safety
issue, not Safety’s issue. It is therefore crucial that the leadership be involved at all levels. The
pathway for necessary actions is directed at the state, commands and unit levels. We will strive
to meet this challenge by focusing on four primary goals.

            a) Reduce accidents, fatalities and civilian lost work days to enhance readiness and
improve the quality of life for the Total Force.
            b) Development of Major Commands support safety plans, with a detailed
assessment of known risks.
            c) Further integrate risk management and composite risk management into all units
within the NDNG, in addition to all garrison and tactical operations, to sustain an emphasis on
safety.
            d) Bridge the gap for junior leaders short on experience and knowledge with
currently available and evolving tools and resources.

        2) To reach these goals we must accomplish several tasks. We must establish a safety
council structure that will enhance safety awareness from the state level all the way to the
individual soldier. This will allow a conduit for information to travel from top to bottom and
bottom to top. We must have all units appoint a Safety Officer and NCO and ensure each of
these individuals has the proper safety training to effectively run their unit program. Company
Commanders must complete the Commander’s Safety Course prior to assuming command. We
must continue to train all unit members on Risk Management and Composite Risk Management,
ensuring that no missions are being performed without the Risk Management process being
used. POV’s continue to be the number one killer of soldiers. We must strive to obtain 100% of
our soldiers taking and passing the Defensive Drivers Course.
        3) All units shall participate in the unit evaluation process. Major commands will
distribute unit evaluations with the intent of abatement for any findings that might surface from
the evaluation. State will continue with annual unit inspections.
        4) We must continue to recognize ours soldiers and units for a job well done. All Major
Commands will continue to emphasize the Safety Awards Program.
        5) All units will establish a safety bulletin board and post the required material. An
example of the bulletin board is located on the Intranet under the TAG-SSO.
        6) Resources available to assist with the Safety Program can be found on the Intranet
under the TAG-SSO, www.army.safety.mil or by calling CPT Fleck (333-3013), CW3
Bridwell(333-3012) or SMsgt Goodyear (451-2521).

   g. Army Aviation.

        1) Army Aviation Commissioned/Warrant Officer Selection Process: Attrition and
Aviation Transformation has created an unprecedented number of vacancies and opportunities



                                                C-3
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

for potential army aviators. Commands should incorporate the aviator application process into
their OCS/Warrant officer commissioning briefings to eligible soldiers, both enlisted and junior
commissioned. The SAAO will coordinate Aviation officers to present this information upon
request. The Army Aviation Officer Order of Merit Board meets at least annually to review
applications, interview candidates, and develop an Order of Merit List (OML). The OML,
approved by the Adjutant General, is then used to fill upcoming initial entry aviator quotas. All
requirements are published in NDNG 611-110, dated SEP 02, available on intranet or from the
SAAO.
        2) Army Aviation Mission Requests: Army Aviation will resource the Command’s
aviation mission requests, both Operational Support Airlift (OSA) and tactical, to the greatest
extent possible. All mission requests involving passenger movement require an OSA mission
request form to be submitted through the OSA validating official (LTC Iverson) to the
Detachment 42 OSA mission scheduler. If approved, the mission scheduler will determine the
airframe best suited or available to perform the mission, and task the appropriate unit. The
assigned unit will then make final coordination with the requestor. Short notice mission requests
should also be copy furnished to the AASF Operations section. All tactical aviation mission
training requests should flow through the unit’s established chain of command.

    h. Judge Advocate General (JAG). The Judge Advocates and Paralegals provide a host of
services to the commanders and soldiers. The JAG’s and Paralegals ensure that commanders
are advised on soldier issues. JAG’s and Paralegals ensure that soldiers and their families are
prepared at all times for any mission by ensuring that necessary wills and powers of attorney
are drafted, executed and kept up to date. The legal assistance we provide ensures the soldier
that his/her family will be well take care of while he/she performs their mission. The Staff Judge
Advocate also advises the J-staff and special staff on all issues, such as contracts, personnel,
training issues, environmental, legislative issues, etc. The JAG’s can provide a variety of
briefings as requested by the unit in addition to the mandatory briefings listed in ANNEX F,
Appendix 1.

    i. State Partnership Program. The US State Department and NGB have assigned the
State of North Dakota and JFND the responsibility to partner with Ghana, a small country
located on the West Coast of Africa. Although this is a fairly mature program, it is new to the
NDNG and will become increasingly important over the next several years.

   j. Facilities and Engineering (DFE). Continue supporting the development and
construction of the new billeting and training laboratory.

4. Coordinating Staff.

    a. J1 (Personnel). The J1 provides Human Resource Support to all units of the North
Dakota National Guard. This is accomplished by providing activities and functions that sustain
the force and provide personnel service support to service members and their families. The J1
also manages functions that track professional development through retirement or separation to
help ensure the quality of the force. Functions include career management, personnel
accounting/strength reporting, maintaining personnel records, providing identification
documents, assisting in personnel evaluation boards, providing support for
promotions/reductions and awards, and supporting casualty assistance. The J1 also supports
Equal Opportunity and Diversity programs and training.




                                               C-4
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

        1) Diversity: As an organization made up of soldiers from all walks of life, we will work
to celebrate and reward the unique backgrounds, viewpoints, skills and talents of everyone in
the NDARNG. Respect for people is measured by how we treat each other, the contributions
that flow from our diversity, the productivity of our relationships, and by a job well done,
regardless of the job. We are many people from different walks of life. As a result, we are an
extremely diverse organization. We are joined together by a common bond, to stand ready at a
minute’s notice to protect our country if called upon. This is what makes our organization so
great. We must capitalize on the positive aspects of diversity – diverse thought, diverse culture,
and diverse life experiences, which is represented throughout all ranks in our organization. We
want to develop a “corporate culture” in which diversity is not recognized as a mandatory
requirement, but is genuinely valued as an important source of strength. Fully utilize your unit
equal opportunity representatives (EOR’s) to help facilitate EO and diversity topics through the
training year. I’m asking commanders and EOR’s to tailor diversity information to your needs.
Remember, “diversity makes the team and our team is the North Dakota National Guard. Who
best to tell this story but us.” This is our heritage …this is who we are.
        2) J1 Points of Contact:

           a)   COL Allan Schuldt, J1, NDNG
           b)   COL Robert Kilber, Director of Personnel and Manpower
           c)   Full Time Personnel (Army or Air)   Col Jean McMerty        333-2025
           d)   Army Guard Personnel                COL Dave Rickford       333-3060
           e)   Air Guard Personnel Maj Gerald Mathern 333-2015

   b. J2 (Intelligence).

        1) Mandatory training requirements are outlined in ANNEX F, Appendix 1 Periodic
Requirements Matrix. J-2 personnel will assist units with the briefings when requested.
        2) All Battalion level and above units/entities will support the annual Intelligence &
Security Workshop. Attendees should be all members of S-2 sections, Physical Security
Officers and Operations Security Officers. The purpose of the workshop is to provide training
and assistance in the areas of intelligence & security to all personnel assigned to those duties.
This workshop will be scheduled and resourced in conjunction with the J3/7 and published on
the STAC.

   c. J3/7 (Operations and Training).

       1) J3 (Domestic Operations).

           a) Reaction Force Platforms.

                (1) Maintain rosters and basic load as described by the ND PAM 500-1/AF 55-1
Joint Emergency Operations Plan.
                (2) Expand training to include individual soldier tasks that support the potential
reaction force missions such as site security, presence patrols, show of force, road blocks,
check points, and protection of critical infrastructures.
                (3) Code 51 RMA’s will be distributed to each of the Reaction Force Platforms
and should be used for leadership training, specifically the Incident Command System (ICS) and
Military Assistance for Civil Disturbances (MACDIS).




                                               C-5
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

            b) Be prepared to provide unit and soldier support for such missions as disaster
response, emergency evacuation, light search and rescue, and key asset protection.
            c) Conduct Incident Command System training at battalion staff level to ensure they
are able to provide operational response if required.

       2) J7 (Training, Readiness and Exercises).

            a) Develop and implement a successful training program that is dynamic,
progressive, and focused. ANNEX F, Appendix 4 provides specifics.
            b) ANNEX F, Appendix 5 details the TY06/07 AT and exercises schedule for
planning purposes. Submit all requirements and changes to the J3/7-Tng.
            c) Continue implementing JANUS training simulation so units can be exercised in a
variety of scenarios, from PH I through PH IV type operations to HD and DSCO.
            d) Continue developing the MG Murray Range Complex to meet the long range
needs of future units. This plan will include an operational MG, Mk19/M203, and KD ranges;
potentially a second MRF range; a shoot house; and a platoon sized MOUT site that can be
enlarged to company level. Additionally develop a concept for establishing a convoy live fire
lane.
            e) Continue pursuing the possibility of a portion of the Joint National Training Center
locating in ND.
            f) Develop a program to integrate the EST2000 and FATS 4.0 into unit
marksmanship programs.
            g) Explore the possibility of co-hosting a Squad Designated Marksmanship Training
Course and a Small Arms Mobilization/Readiness Instructor Course with the State
Marksmanship Coordinator (SMC) within the first quarter of the training year.
            h) Support soldier and unit preparation for future mobilizations and deployments.
            i) Provide support to commands as they implement training programs that
incorporates a GREEN – AMBER – RED readiness cycle. Working descriptions of each are:

                 (1) GREEN – Units committed to future known or ongoing operations such as
OIF and OEF will fall into this readiness category. Training for these units will be full spectrum;
however, it will concentrate on specific theater requirements. Once individual and collective
tasks are complete, proficiency will be sustained along with administrative and logistical tasks.
                 (2) AMBER – Units that are not committed to security, stability, and support
operations such as OIF and OEF over a known timeframe will focus their training on more
conventional missions according to their MTOE organization with an integration of COE. These
units will concentrate on conventional capability, readiness, and METL-specific training. Units
will conduct individual and crew qualification and a capstone-readiness training event. This
training will be full spectrum (low-intensity to high-intensity conflict) and prepare units for future
operations.
                 (3) RED – Redeployment, Reintegration, Reconstitution, and Retraining (R4).
Successful integration of soldiers and reconstitution of units redeploying from an operational
mobilization is of primary concern and this portion of the readiness cycle reenergize the fighting
spirit of the soldiers, nurtures the health of families, and returns the equipment and soldier/unit
training to a state of readiness for future operations.

            j) Unit members that mobilized with another unit are not required to attend an AT
period within the same training year as their demobilization; however they may voluntarily attend
if they desire and funding is available. They are also not required to attend an IDT assembly




                                                 C-6
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

until 60 days after REFRAD. They must also be encouraged to attend all Homecoming activities
their deployed unit participates in.
            k) IRT Support. Be prepared to provide support to the following missions as well as
others that may be assigned through the year. Non-funded projects will be done in an IDT/AT
status while funded missions provide the possibility of establishing a fulltime staff and labor
pool.

               (1)   Camp Grassick – non-funded
               (2)   Washburn Fire Department – potentially funded
               (3)   Cartwright Tunnel – potentially funded
               (4)   Ft. Lincoln – potentially funded
               (5)   Lewis and Clark Bicentennial Celebration – potentially funded

            l) Using the ND Force Structure FY05-FY11 spreadsheet located in ANNEX F,
Appendix 6, develop and begin executing a training, resourcing, and readiness plan. Each J
Staff section will be providing periodic guidance and directives but ultimately readiness is a
command issue. It is critical this plan addresses both immediate requirements as well as
upcoming changes.
            m) Provide TY06 RTI equipment support requirements to the J4 NLT 01 OCT 05.
The J4 will be the Office of Primary Responsibility.

    d. J4 (Logistics). Joint Forces, Director of Logistics (JFND-DOL) provides logistical
assistance to all NDNG major commands and agencies of the State and Federal Governments
in support of joint operations, organizational readiness, and training. The Logistics Division
(J4ND) supports operations and training in the areas of Supply and Services, Transportation,
and Maintenance.

        1) The Supply and Services branch encompasses the property management section,
central issue facility (CIF), two shipping and receiving warehouses, and the food service office.
Agencies requiring assistance with Supply and Services may request support from the Supply
Management Office, J4ND-DOL-S.
        2) The Maintenance branch provides organizational and support maintenance for
surface equipment and consists of 6 Field Maintenance Shops (FMS) located throughout the
State, a Unit Training Equipment Site (UTES) located at Camp Grafton and a Combined
Support Maintenance Shop (CSMS) also located at Camp Grafton. Maintenance assistance and
training is available by request through normal command channels to the Maintenance Office,
J4ND-DOL-M.
        3) The Transportation branch is available to assist with commercial shipments,
transportation requirements, convoy requests, and transportation of Hazardous Materials.
Agencies requiring assistance with transportation may request support from the Transportation
Office, J4ND-DOL-TM.
        4) Funding for Supplies Services, Maintenance and Transportation must be coordinated
with the respective supporting office of the J4ND.
        5) Specific Logistics training guidance is outlined in ANNEX F, Appendix 1.

     e. J5 (Strategic Plans/Future Missions). The J5 is a new staff section within the North
Dakota National Guard as a part of the Joint Headquarters. It has the capability to provide the
following products and consulting services to the organization’s most senior management (JEC,
JSOMB, etc) as well as to the commands, units, and NDNG leadership.




                                                C-7
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

        1) Strategic Planning – Formulation of strategic plans including vision and mission
statements and supporting goals, objectives, and action plans.
        2) Organizational Improvement – NDNG proponent for Army Performance Improvement
Criteria (APIC)/Army Communities of Excellence (ACOE) program.
        3) Leader Training.

           a) Leadership Development Course (2 weeks) and Basic Leader Training (3 days).
           b) Development and implementation of an informal mentorship program for
supervisors and employees of the NDNG.
           c) Personality profile training for leaders and employees.

         4) Facilitate transition workshops and brainstorming sessions through the utilization of
list reduction techniques and problem solving processes.
         5) Sponsor workshops to improve time management skills and team building, as well as
assist in process mapping, flow charting processes and making recommendations for
improvement and conflict resolution within the workplace.

    f. J6 (Command, Control, Communications, Computers). As a joint staff section, the J6
continuously strives toward new goals and improve performance by eliminating redundant
efforts and shifting resources to adapt to the ever changing world of technology.

             Vision: A transformed force, with agile capabilities and adaptive processes, powered
by network-centric access to systems and services, interoperable with the Joint environment.
             Mission: To improve information sharing and collaboration which enhances the
quality of information, and improves shared situational awareness. This ultimately results in
increased mission effectiveness.

        1) Information technology (IT) enables us to connect people with people and people
with information, which is a vital element in today’s society. Our ability to leverage IT and the
network is directly dependent on every full-time and part-time soldier.
        2) To succeed, the NDNG must maintain a robust network and IT infrastructure
(infostructure), which provides services required to support the Joint Force.
        3) ANNEX F, Appendix 3 contains specific information management information.

   g. J8 (Resources). The Financial and Contracting Services are committed to ensuring the
Adjutant General’s mission and intent is implemented. In order to ensure this is accomplished
members of the J-8 are available to support the requirements of the Joint Training and
Operations Command thru coordination with the Chief of Staff/Vice Chief of Staff and United
States Property and Fiscal Officer.

        1) The paragraphs that follow will assist your command in this effort. They provide the
additional guidance that will help to accomplish the Vision and Mission of the North Dakota
National Guard.
        2) Financial Services.

          a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on financial matters as
deemed necessary and appropriate.
          b) Will provide and assist in providing internal and external training on programs
and procedures involving active duty pay, inactive duty pay, Active Guard Reserve pay,



                                                C-8
ANNEX C (Joint Training and Operations Command) to TAGND Command Guidance Training
Years 2006/2007

technician pay, travel pay, bonus payments, commercial vendor payments, budgeting and
accounting procedures and processes.
           c) Provide financial advice, guidance and assistance to the JTOC.
           d) Advise and coordinate various financial aspects of support missions.
           e) Provide technical financial support in the conduct of Soldier Readiness
Processing, Mobilizations and Demobilizations.
           f) Assist Deputy Adjutant General and Joint Chief of Staff in conduct of Program
Budget Advisory Committee Level I and II.

       3) Contracting Services.

          a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on contractual matters as
deemed necessary and appropriate.
          b) Will provide and assist in providing internal and external training on programs
and procedures involving IMPAC cards, purchase requests and contracting procedures.
          c) Will support the organization by providing a full range of contract services.
          d) Will provide technical contracting advice and support for Mobilizations and
Demobilizations.




                                             C-9
ANNEX D (81st Civil Support Team) to TAGND Command Guidance Training Years
2006/2007

1. General. While this annex specifically applies to the 81st Civil Support, Annex F has
appendices that pertain to this and other headquarters.

2. Chief of Staff.

    a. The Joint Force Headquarters Primary Staff and Special Staff of the North Dakota
National Guard are committed to ensuring the Adjutant General’s mission and intent is
implemented. In order to ensure this is accomplished member of the Primary Staff and Special
Staff are available to support the requirements of the 81st Civil Support thru coordination with
the Chief of Staff/Vice Chief of Staff.

   b. The paragraphs that follow will assist your command in this effort. They provide the
additional requirements and guidance that will help to accomplish the Vision and Mission of the
North Dakota National Guard.

      VISION: A dynamic force where everyone is a leader – mentored, trained, and
empowered; essential to our communities, State, and Nation.
      MISSION: The North Dakota National Guard provides ready units, individuals, and
equipment to support our communities, State, and Nation.

3. Special Staff.

    a. Public Information Officer (PIO). Instant communication changed the way the media will
report future wars. Digital video and satellite telephones give local and national media
representatives the ability to report live from the battlefield. This fact is forcing commanders to
develop a deliberate plan on how their units facilitate media in their area of responsibility.

         1) Mission. To succeed in fulfilling the North Dakota National Guard mission, it is
imperative that all MACOM officers in command develop and maintain an effective public affairs
program, composed of an aggressive public information program, an effective community
relations program and an informative and credible internal relations program.
         2) Rationale. The importance of public affairs in today’s high technology
communications environment cannot be overemphasized. Geopolitical events and activities of
our forces, often closely linked, are covered in detail by the news media and transmitted
throughout the world within minutes of their occurrence. The political implications of military
activities often impact heavily on international, regional and local affairs and can ultimately
reflect on the acceptability of continuing or future military activities. The Joint Force
Headquarters public affairs program is intended to keep local, state, national and foreign publics
informed of the activities and capabilities of the North Dakota National Guard. It is in our best
interest to promote an atmosphere of friendship, mutual respect and understanding. It also aims
to stimulate public interest and assure public awareness of the responsibilities,
accomplishments and participation of National Guard personnel as both members of the military
and as United States citizens. Public affairs programs should keep National Guard personnel
and their families informed, which is a significant factor in morale and retention.

   b. Environmental.

       1) Units are required to distribute environmental Management System (eMS)
awareness information to all soldiers assigned in accordance with established eMS procedures
and the TAG’s eMS Policy Statement. Units are required to post copies of the eMS Policy



                                               D-1
ANNEX D (81st Civil Support Team) to TAGND Command Guidance Training Years
2006/2007

Statement on the unit’s bulletin board and post in the unit’s common areas copies of the eMS
awareness poster and soldier awareness cards and brochures.
        2) All Company-size units are required to appoint and train a Unit Environmental
Compliance Officer (UECO). The Environmental Office will provide training to UECO’s upon
request by the unit or during training scheduled on the Yearly Training Calendar. Units are
required to provide a copy of the duty appointment order to the Environmental Office and place
a copy in the Environmental Compliance Binder.
        3) Units shall participate with the Environmental Performance Assessment System
(EPAS) during internal and external inspections. North Dakota is scheduled for an external
assessment in August 2005. Internal assessments are conducted periodically throughout the
year in accordance with the Internal Assessment Plan (IAP), which is signed by the TAG.
        4) Units that will use local training areas (LTA’s) must become familiar with the lease
agreement and permitted use of the LTA and with associated plans (Integrated Cultural
Resource Management Plan, Integrated Natural Resources Management Plans, Integrated Pest
Management Plan and the Range Development Plan). Unit commanders are responsible for
environmental damages caused to LTA’s during unit use.
Inspector General Support (IG).

   c. Family Readiness. Family Readiness is the state of preparedness of soldiers/airmen
and their families through proactive education and support programs that promote self-reliance
and enhanced individual and family well being in peace and war time. The North Dakota
National Guard places a high value on military and personal preparedness. Commanders have
an obligation to provide assistance in establishing and maintaining personal and family affairs
readiness as specified in ANNEX F, Appendix 2.

    d. Chaplain. The 68th Troop Command Chaplain will conduct a wide spectrum of religious
support services required by the 81st Civil Support Team commander. Using available
resources the chaplain will bring a wide range of religious support to mass casualty and natural
disaster situations to have a positive effect on morale and heighten the moral climate of the
command.

    e. Employer Support of the Guard and Reserve (ESGR). In order to enhance employer
relations, the following are some programs that should be implemented.

         1) Civilian Employment Information (CEI) program. Insure that each soldier/airman
registers information about their employer and job skills into the Defense Manpower Data
Center Website, at https://www.dmdc.osd.mil/Guard-ReservePortal. This must be updated
during annual records review.
         2) ESGR Education Program. Insure that all soldiers and airmen are briefed annually
on the Uniformed Services Employment and Reemployment Rights Act (USERRA). Each unit
must assign a unit member to act as the ESGR representative for the unit. The ESGR rep will
coordinate USERRA training with the local ESGR volunteer committee person, but the training
itself remains the responsibility of the unit commander. Senior headquarters should coordinate
with the local ESGR volunteer committee for the training of their ESGR representative.
         3) Employer Recognition Programs. Use employer outreach programs to recognize
supportive employers, such as:

           a) My Boss is a Patriot (nominations are made online esgr.com)
           b) Statements of Support (available from local ESGR committee volunteer)




                                              D-2
ANNEX D (81st Civil Support Team) to TAGND Command Guidance Training Years
2006/2007

             c) ESGR briefings to social/fraternal/employer organizations along with employer
recognition lunches. Coordinate these activities with local ESGR volunteer.
             d) Soldiers and airmen should consider an outstanding employer for the Freedom
Award. Nominations are made online esgr.com each February.
             e) Soldiers and airmen may recommend an outstanding employer to go on a
Bosslift to an active military installation. Soldier should work thru the unit ESGR rep.

   f.   Safety.

        1) The SECDEF has issued a goal to reduce all military accidents by 50%. This
presents a real challenge to all of us. The key to success is recognizing that this is a safety
issue, not Safety’s issue. It is therefore crucial that the leadership be involved at all levels. The
pathway for necessary actions is directed at the state, commands and unit levels. We will strive
to meet this challenge by focusing on four primary goals.

            a) Reduce accidents, fatalities and civilian lost work days to enhance readiness and
improve the quality of life for the Total Force.
            b) Development of Major Commands support safety plans, with a detailed
assessment of known risks.
            c) Further integrate risk management and composite risk management into all units
within the NDNG, in addition to all garrison and tactical operations, to sustain an emphasis on
safety.
            d) Bridge the gap for junior leaders short on experience and knowledge with
currently available and evolving tools and resources.

        2) To reach these goals we must accomplish several tasks. We must establish a safety
council structure that will enhance safety awareness from the state level all the way to the
individual soldier. This will allow a conduit for information to travel from top to bottom and
bottom to top. We must have all units appoint a Safety Officer and NCO and ensure each of
these individuals has the proper safety training to effectively run their unit program. Company
Commanders must complete the Commander’s Safety Course prior to assuming command. We
must continue to train all unit members on Risk Management and Composite Risk Management,
ensuring that no missions are being performed without the Risk Management process being
used. POV’s continue to be the number one killer of soldiers. We must strive to obtain 100% of
our soldiers taking and passing the Defensive Drivers Course.
        3) All units shall participate in the unit evaluation process. Major commands will
distribute unit evaluations with the intent of abatement for any findings that might surface from
the evaluation. State will continue with annual unit inspections.
        4) We must continue to recognize ours soldiers and units for a job well done. All Major
Commands will continue to emphasize the Safety Awards Program.
        5) All units will establish a safety bulletin board and post the required material. An
example of the bulletin board is located on the Intranet under the TAG-SSO.
        6) Resources available to assist with the Safety Program can be found on the Intranet
under the TAG-SSO, www.army.safety.mil or by calling CPT Fleck (333-3013), CW3
Bridwell(333-3012) or SMsgt Goodyear (451-2521).

   g. Army Aviation.

        1) Army Aviation Commissioned/Warrant Officer Selection Process: Attrition and
Aviation Transformation has created an unprecedented number of vacancies and opportunities



                                                D-3
ANNEX D (81st Civil Support Team) to TAGND Command Guidance Training Years
2006/2007

for potential army aviators. Commands should incorporate the aviator application process into
their OCS/Warrant officer commissioning briefings to eligible soldiers, both enlisted and junior
commissioned. The SAAO will coordinate Aviation officers to present this information upon
request. The Army Aviation Officer Order of Merit Board meets at least annually to review
applications, interview candidates, and develop an Order of Merit List (OML). The OML,
approved by the Adjutant General, is then used to fill upcoming initial entry aviator quotas. All
requirements are published in NDNG 611-110, dated SEP 02, available on intranet or from the
SAAO.
        2) Army Aviation Mission Requests: Army Aviation will resource the Command’s
aviation mission requests, both Operational Support Airlift (OSA) and tactical, to the greatest
extent possible. All mission requests involving passenger movement require an OSA mission
request form to be submitted through the OSA validating official (LTC Iverson) to the
Detachment 42 OSA mission scheduler. If approved, the mission scheduler will determine the
airframe best suited or available to perform the mission, and task the appropriate unit. The
assigned unit will then make final coordination with the requestor. Short notice mission requests
should also be copy furnished to the AASF Operations section. All tactical aviation mission
training requests should flow through the unit’s established chain of command.

   h. Judge Advocate General (JAG). The Staff Judge Advocate assists the 81st CST with
Mutual Aid Compacts, Yearly review of State Plan, and provides general legal assistance upon
request. The JAG’s can provide a variety of briefings as requested by the unit in addition to the
mandatory briefings listed in ANNEX F, Appendix 1.

    i. State Partnership Program. The US State Department and NGB have assigned the
State of North Dakota and JFND the responsibility to partner with Ghana, a small country
located on the West Coast of Africa. Although this is a fairly mature program, it is new to the
NDNG and will become increasingly important over the next several years.

   j.   Facilities and Engineering (DFE). N/A

4. Coordinating Staff.

    a. J1 (Personnel). The J1 provides Human Resource Support to all units of the North
Dakota National Guard. This is accomplished by providing activities and functions that sustain
the force and provide personnel service support to service members and their families. The J1
also manages functions that track professional development through retirement or separation to
help ensure the quality of the force. Functions include career management, personnel
accounting/strength reporting, maintaining personnel records, providing identification
documents, assisting in personnel evaluation boards, providing support for
promotions/reductions and awards, and supporting casualty assistance. The J1 also supports
Equal Opportunity and Diversity programs and training.

        1) Diversity: As an organization made up of soldiers from all walks of life, we will work
to celebrate and reward the unique backgrounds, viewpoints, skills and talents of everyone in
the NDARNG. Respect for people is measured by how we treat each other, the contributions
that flow from our diversity, the productivity of our relationships, and by a job well done,
regardless of the job. We are many people from different walks of life. As a result, we are an
extremely diverse organization. We are joined together by a common bond, to stand ready at a
minute’s notice to protect our country if called upon. This is what makes our organization so
great. We must capitalize on the positive aspects of diversity – diverse thought, diverse culture,



                                                D-4
ANNEX D (81st Civil Support Team) to TAGND Command Guidance Training Years
2006/2007

and diverse life experiences, which is represented throughout all ranks in our organization. We
want to develop a “corporate culture” in which diversity is not recognized as a mandatory
requirement, but is genuinely valued as an important source of strength. Fully utilize your unit
equal opportunity representatives (EOR’s) to help facilitate EO and diversity topics through the
training year. I’m asking commanders and EOR’s to tailor diversity information to your needs.
Remember, “diversity makes the team and our team is the North Dakota National Guard. Who
best to tell this story but us.” This is our heritage …this is who we are.
        2) J1 Points of Contact:

           a)   COL Allan Schuldt, J1, NDNG
           b)   COL Robert Kilber, Director of Personnel and Manpower
           c)   Full Time Personnel (Army or Air)   Col Jean McMerty        333-2025
           d)   Army Guard Personnel                COL Dave Rickford       333-3060
           e)   Air Guard Personnel Maj Gerald Mathern 333-2015

   b. J2 (Intelligence).

        1) Mandatory training requirements are outlined in ANNEX F, Appendix 1 Periodic
Requirements Matrix. J-2 personnel will assist units with the briefings when requested.
        2) All Battalion level and above units/entities will support the annual Intelligence &
Security Workshop. Attendees should be all members of S-2 sections, Physical Security
Officers and Operations Security Officers. The purpose of the workshop is to provide training
and assistance in the areas of intelligence & security to all personnel assigned to those duties.
This workshop will be scheduled and resourced in conjunction with the J3/7 and published on
the STAC.

   c. J3/7 (Operations and Training).

        1). Complete all MOS/AFSC and Phase I and II CST Specialized Training by duty
position in TY06.
        2) Successfully complete EXEVAL with “T” Rating in all categories, 1st Quarter TY07.
        3) Obtain SECDEF certification to Congress, 2nd Quarter TY07.
        4) Become operationally integrated within the State Emergency Operations Plan and
the NDNG Joint Emergency Operation Plan.
        5) Develop and submit a list of equipment required for training to the J4 NLT 01 OCT 05
for resourcing. The J4 is the Office of Primary Responsibility.
        6) ANNEX F, Appendix 5 details the TY06/07 AT and exercises schedule for planning
purposes. Submit all requirements and changes to the J3/7-Tng.
        7) Using the ND Force Structure FY05-FY11 spreadsheet located in ANNEX F,
Appendix 6, develop and begin executing a training, resourcing, and readiness plan. Each Joint
Staff section will be providing periodic guidance and directives but ultimately readiness is a
command issue. It is critical this plan addresses both immediate requirements as well as
upcoming changes.

    d. J4 (Logistics). Joint Forces, Director of Logistics (JFND-DOL) provides logistical
assistance to all NDNG major commands and agencies of the State and Federal Governments
in support of joint operations, organizational readiness, and training. The Logistics Division
(J4ND) supports operations and training in the areas of Supply and Services, Transportation,
and Maintenance.




                                               D-5
ANNEX D (81st Civil Support Team) to TAGND Command Guidance Training Years
2006/2007

        1) The Supply and Services branch encompasses the property management section,
central issue facility (CIF), two shipping and receiving warehouses, and the food service office.
Agencies requiring assistance with Supply and Services may request support from the Supply
Management Office, J4ND-DOL-S.
        2) The Maintenance branch provides organizational and support maintenance for
surface equipment and consists of 6 Field Maintenance Shops (FMS) located throughout the
State, a Unit Training Equipment Site (UTES) located at Camp Grafton and a Combined
Support Maintenance Shop (CSMS) also located at Camp Grafton. Maintenance assistance and
training is available by request through normal command channels to the Maintenance Office,
J4ND-DOL-M.
        3) The Transportation branch is available to assist with commercial shipments,
transportation requirements, convoy requests, and transportation of Hazardous Materials.
Agencies requiring assistance with transportation may request support from the Transportation
Office, J4ND-DOL-TM.
        4) Funding for Supplies Services, Maintenance and Transportation must be coordinated
with the respective supporting office of the J4ND.
        5) Specific Logistics training guidance is outlined in ANNEX F, Appendix 1.

     e. J5 (Strategic Plans/Future Missions). The J5 is a new staff section within the North
Dakota National Guard as a part of the Joint Headquarters. It has the capability to provide the
following products and consulting services to the organization’s most senior management (JEC,
JSOMB, etc) as well as to the commands, units, and NDNG leadership.

        1) Strategic Planning – Formulation of strategic plans including vision and mission
statements and supporting goals, objectives, and action plans.
        2) Organizational Improvement – NDNG proponent for Army Performance Improvement
Criteria (APIC)/Army Communities of Excellence (ACOE) program.
        3) Leader Training.

           a) Leadership Development Course (2 weeks) and Basic Leader Training (3 days).
           b) Development and implementation of an informal mentorship program for
supervisors and employees of the NDNG.
           c) Personality profile training for leaders and employees.

         4) Facilitate transition workshops and brainstorming sessions through the utilization of
list reduction techniques and problem solving processes.
         5) Sponsor workshops to improve time management skills and team building, as well as
assist in process mapping, flow charting processes and making recommendations for
improvement and conflict resolution within the workplace.

    f. J6 (Command, Control, Communications, Computers). As a joint staff section, the J6
continuously strives toward new goals and improve performance by eliminating redundant
efforts and shifting resources to adapt to the ever changing world of technology.

             Vision: A transformed force, with agile capabilities and adaptive processes, powered
by network-centric access to systems and services, interoperable with the Joint environment.
             Mission: To improve information sharing and collaboration which enhances the
quality of information, and improves shared situational awareness. This ultimately results in
increased mission effectiveness.




                                              D-6
ANNEX D (81st Civil Support Team) to TAGND Command Guidance Training Years
2006/2007

        1) Information technology (IT) enables us to connect people with people and people
with information, which is a vital element in today’s society. Our ability to leverage IT and the
network is directly dependent on every full-time and part-time soldier.
        2) To succeed, the NDNG must maintain a robust network and IT infrastructure
(infostructure), which provides services required to support the Joint Force.
        3) ANNEX F, Appendix 3 contains specific information management information.

    g. J8 (Resources). The Financial and Contracting Services are committed to ensuring the
Adjutant General’s mission and intent is implemented. In order to ensure this is accomplished
members of the J-8 are available to support the requirements of the 81st CST thru coordination
with the Chief of Staff/Vice Chief of Staff and United States Property and Fiscal Officer.

        1) The paragraphs that follow will assist your command in this effort. They provide the
additional guidance that will help to accomplish the Vision and Mission of the North Dakota
National Guard.
        2) Financial Services.

           a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on financial matters as
deemed necessary and appropriate.
           b) Will provide and assist in providing internal and external training on programs
and procedures involving active duty pay, inactive duty pay, Active Guard Reserve pay,
technician pay, travel pay, bonus payments, commercial vendor payments, budgeting and
accounting procedures and processes.
           c) Provide financial advice, guidance and assistance to the 81st CST.
           d) Advise and coordinate various financial aspects of support missions.
           e) Provide technical financial support in the conduct of Soldier Readiness
Processing, Mobilizations and Demobilizations.
           f) Assist Deputy Adjutant General and Joint Chief of Staff in conduct of Program
Budget Advisory Committee Level I and II.

       3) Contracting Services.

          a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on contractual matters as
deemed necessary and appropriate.
          b) Will provide and assist in providing internal and external training on programs
and procedures involving IMPAC cards, purchase requests and contracting procedures.
          c) Will support the organization by providing a full range of contract services.
          d) Will provide technical contracting advice and support for Mobilizations and
Demobilizations.




                                                D-7
ANNEX E (HHD, Joint Force North Dakota) to TAGND Command Guidance Training Years
2006/2007

1. General. While this annex specifically applies to HHD, Joint Force North Dakota, Annex F
has appendices that pertain to this and other headquarters.

2. Chief of Staff.

    a. The Joint Force Headquarters Primary Staff and Special Staff of the North Dakota
National Guard are committed to ensuring the Adjutant General’s mission and intent is
implemented. In order to ensure this is accomplished member of the Primary Staff and Special
Staff are available to support the requirements of HHD thru coordination with the Chief of
Staff/Vice Chief of Staff.

   b. The paragraphs that follow will assist your command in this effort. They provide the
additional requirements and guidance that will help to accomplish the Vision and Mission of the
North Dakota National Guard.

      VISION: A dynamic force where everyone is a leader – mentored, trained, and
empowered; essential to our communities, State, and Nation.
      MISSION: The North Dakota National Guard provides ready units, individuals, and
equipment to support our communities, State, and Nation.

3. Special Staff.

    a. Public Information Officer (PIO). Instant communication changed the way the media will
report future wars. Digital video and satellite telephones give local and national media
representatives the ability to report live from the battlefield. This fact is forcing commanders to
develop a deliberate plan on how their units facilitate media in their area of responsibility.

         1) Mission. To succeed in fulfilling the North Dakota National Guard mission, it is
imperative that all MACOM officers in command develop and maintain an effective public affairs
program, composed of an aggressive public information program, an effective community
relations program and an informative and credible internal relations program.
         2) Rationale. The importance of public affairs in today’s high technology
communications environment cannot be overemphasized. Geopolitical events and activities of
our forces, often closely linked, are covered in detail by the news media and transmitted
throughout the world within minutes of their occurrence. The political implications of military
activities often impact heavily on international, regional and local affairs and can ultimately
reflect on the acceptability of continuing or future military activities. The Joint Force
Headquarters public affairs program is intended to keep local, state, national and foreign publics
informed of the activities and capabilities of the North Dakota National Guard. It is in our best
interest to promote an atmosphere of friendship, mutual respect and understanding. It also aims
to stimulate public interest and assure public awareness of the responsibilities,
accomplishments and participation of National Guard personnel as both members of the military
and as United States citizens. Public affairs programs should keep National Guard personnel
and their families informed which is a significant factor in morale and retention.

   b. Environmental.

       1) Units are required to distribute environmental Management System (eMS)
awareness information to all soldiers assigned in accordance with established eMS procedures
and the TAG’s eMS Policy Statement. Units are required to post copies of the eMS Policy



                                                E-1
ANNEX E (HHD, Joint Force North Dakota) to TAGND Command Guidance Training Years
2006/2007

Statement on the unit’s bulletin board and post in the unit’s common areas copies of the eMS
awareness poster and soldier awareness cards and brochures.
        2) All Company-size units are required to appoint and train a Unit Environmental
Compliance Officer (UECO). The Environmental Office will provide training to UECO’s upon
request by the unit or during training scheduled on the Yearly Training Calendar. Units are
required to provide a copy of the duty appointment order to the Environmental Office and place
a copy in the Environmental Compliance Binder.
        3) Units shall participate with the Environmental Performance Assessment System
(EPAS) during internal and external inspections. North Dakota is scheduled for an external
assessment in August 2005. Internal assessments are conducted periodically throughout the
year in accordance with the Internal Assessment Plan (IAP), which is signed by the TAG.
        4) Units that will use local training areas (LTA’s) must become familiar with the lease
agreement and permitted use of the LTA and with associated plans (Integrated Cultural
Resource Management Plan, Integrated Natural Resources Management Plans, Integrated Pest
Management Plan and the Range Development Plan). Unit commanders are responsible for
environmental damages caused to LTA’s during unit use.
Inspector General Support (IG).

   c. Family Readiness. Family Readiness is the state of preparedness of soldiers/airmen
and their families through proactive education and support programs that promote self-reliance
and enhanced individual and family well being in peace and war time. The North Dakota
National Guard places a high value on military and personal preparedness. Commanders have
an obligation to provide assistance in establishing and maintaining personal and family affairs
readiness as specified in ANNEX F, Appendix 2.

   d. Chaplain. The JFHQ-ND Chaplain will coordinate a wide spectrum of religious support
services required by the HHD, JFHQ-ND commander to unit members and their families. Using
available resources the chaplain will insure that the spiritual needs of the unit are addressed to
have a positive effect on morale and heighten the moral climate of the unit.

    e. Employer Support of the Guard and Reserve (ESGR). In order to enhance employer
relations, the following are some programs that should be implemented.

         1) Civilian Employment Information (CEI) program. Insure that each soldier/airman
registers information about their employer and job skills into the Defense Manpower Data
Center Website, at https://www.dmdc.osd.mil/Guard-ReservePortal. This must be updated
during annual records review.
         2) ESGR Education Program. Insure that all soldiers and airmen are briefed annually
on the Uniformed Services Employment and Reemployment Rights Act (USERRA). Each unit
must assign a unit member to act as the ESGR representative for the unit. The ESGR rep will
coordinate USERRA training with the local ESGR volunteer committee person, but the training
itself remains the responsibility of the unit commander. Senior headquarters should coordinate
with the local ESGR volunteer committee for the training of their ESGR representative.
         3) Employer Recognition Programs. Use employer outreach programs to recognize
supportive employers, such as:

           a) My Boss is a Patriot (nominations are made online esgr.com)
           b) Statements of Support (available from local ESGR committee volunteer)
           c) ESGR briefings to social/fraternal/employer organizations along with employer
recognition lunches. Coordinate these activities with local ESGR volunteer.



                                               E-2
ANNEX E (HHD, Joint Force North Dakota) to TAGND Command Guidance Training Years
2006/2007

             d) Soldiers and airmen should consider an outstanding employer for the Freedom
Award. Nominations are made online esgr.com each February.
             e) Soldiers and airmen may recommend an outstanding employer to go on a
Bosslift to an active military installation. Soldier should work thru the unit ESGR rep.

   f.   Safety.

        1) The SECDEF has issued a goal to reduce all military accidents by 50%. This
presents a real challenge to all of us. The key to success is recognizing that this is a safety
issue, not Safety’s issue. It is therefore crucial that the leadership be involved at all levels. The
pathway for necessary actions is directed at the state, commands and unit levels. We will strive
to meet this challenge by focusing on four primary goals.

            a) Reduce accidents, fatalities and civilian lost work days to enhance readiness and
improve the quality of life for the Total Force.
            b) Development of Major Commands support safety plans, with a detailed
assessment of known risks.
            c) Further integrate risk management and composite risk management into all units
within the NDNG, in addition to all garrison and tactical operations, to sustain an emphasis on
safety.
            d) Bridge the gap for junior leaders short on experience and knowledge with
currently available and evolving tools and resources.

        2) To reach these goals we must accomplish several tasks. We must establish a safety
council structure that will enhance safety awareness from the state level all the way to the
individual soldier. This will allow a conduit for information to travel from top to bottom and
bottom to top. We must have all units appoint a Safety Officer and NCO and ensure each of
these individuals has the proper safety training to effectively run their unit program. Company
Commanders must complete the Commander’s Safety Course prior to assuming command. We
must continue to train all unit members on Risk Management and Composite Risk Management,
ensuring that no missions are being performed without the Risk Management process being
used. POV’s continue to be the number one killer of soldiers. We must strive to obtain 100% of
our soldiers taking and passing the Defensive Drivers Course.
        3) All units shall participate in the unit evaluation process. Major commands will
distribute unit evaluations with the intent of abatement for any findings that might surface from
the evaluation. State will continue with annual unit inspections.
        4) We must continue to recognize ours soldiers and units for a job well done. All Major
Commands will continue to emphasize the Safety Awards Program.
        5) All units will establish a safety bulletin board and post the required material. An
example of the bulletin board is located on the Intranet under the TAG-SSO.
        6) Resources available to assist with the Safety Program can be found on the Intranet
under the TAG-SSO, www.army.safety.mil or by calling CPT Fleck (333-3013), CW3 Bridwell
(333-3012) or SMsgt Goodyear (451-2521).

   g. Army Aviation.

        1) Army Aviation Commissioned/Warrant Officer Selection Process: Attrition and
Aviation Transformation has created an unprecedented number of vacancies and opportunities
for potential army aviators. Commands should incorporate the aviator application process into
their OCS/Warrant officer commissioning briefings to eligible soldiers, both enlisted and junior



                                                 E-3
ANNEX E (HHD, Joint Force North Dakota) to TAGND Command Guidance Training Years
2006/2007

commissioned. The SAAO will coordinate Aviation officers to present this information upon
request. The Army Aviation Officer Order of Merit Board meets at least annually to review
applications, interview candidates, and develop an Order of Merit List (OML). The OML,
approved by the Adjutant General, is then used to fill upcoming initial entry aviator quotas. All
requirements are published in NDNG 611-110, dated SEP 02, available on intranet or from the
SAAO.
        2) Army Aviation Mission Requests: Army Aviation will resource the Command’s
aviation mission requests, both Operational Support Airlift (OSA) and tactical, to the greatest
extent possible. All mission requests involving passenger movement require an OSA mission
request form to be submitted through the OSA validating official (LTC Iverson) to the
Detachment 42 OSA mission scheduler. If approved, the mission scheduler will determine the
airframe best suited or available to perform the mission, and task the appropriate unit. The
assigned unit will then make final coordination with the requestor. Short notice mission requests
should also be copy furnished to the AASF Operations section. All tactical aviation mission
training requests should flow through the unit’s established chain of command.

    h. Judge Advocate General (JAG). The JAG’s provide legal assistance, claims support,
LOD support, ROS reviews, etc. The JAG’s and Paralegals support MOB, DEMOBE, SRP’s,
APOE’s, etc. and provide advice to the commands and soldiers. The JAG’s can provide a
variety of briefings as requested by the unit in addition to the mandatory briefings listed in
ANNEX F, Appendix 1.

    i. State Partnership Program. The US State Department and NGB have assigned the
State of North Dakota and JFND the responsibility to partner with Ghana, a small country
located on the West Coast of Africa. Although this is a fairly mature program, it is new to the
NDNG and will become increasingly important over the next several years.

   j.   Facilities and Engineering (DFE).

4. Coordinating Staff.

    a. J1 (Personnel). The J1 provides Human Resource Support to all units of the North
Dakota National Guard. This is accomplished by providing activities and functions that sustain
the force and provide personnel service support to service members and their families. The J1
also manages functions that track professional development through retirement or separation to
help ensure the quality of the force. Functions include career management, personnel
accounting/strength reporting, maintaining personnel records, providing identification
documents, assisting in personnel evaluation boards, providing support for
promotions/reductions and awards, and supporting casualty assistance. The J1 also supports
Equal Opportunity and Diversity programs and training.

        1) Diversity: As an organization made up of soldiers from all walks of life, we will work
to celebrate and reward the unique backgrounds, viewpoints, skills and talents of everyone in
the NDARNG. Respect for people is measured by how we treat each other, the contributions
that flow from our diversity, the productivity of our relationships, and by a job well done,
regardless of the job. We are many people from different walks of life. As a result, we are an
extremely diverse organization. We are joined together by a common bond, to stand ready at a
minute’s notice to protect our country if called upon. This is what makes our organization so
great. We must capitalize on the positive aspects of diversity – diverse thought, diverse culture,
and diverse life experiences, which is represented throughout all ranks in our organization. We



                                               E-4
ANNEX E (HHD, Joint Force North Dakota) to TAGND Command Guidance Training Years
2006/2007

want to develop a “corporate culture” in which diversity is not recognized as a mandatory
requirement, but is genuinely valued as an important source of strength. Fully utilize your unit
equal opportunity representatives (EOR’s) to help facilitate EO and diversity topics through the
training year. I’m asking commanders and EOR’s to tailor diversity information to your needs.
Remember, “diversity makes the team and our team is the North Dakota National Guard. Who
best to tell this story but us.” This is our heritage …this is who we are.
        2) J1 Points of Contact:

             a)   COL Allan Schuldt, J1, NDNG
             b)   COL Robert Kilber, Director of Personnel and Manpower
             c)   Full Time Personnel (Army or Air)   Col Jean McMerty       333-2025
             d)   Army Guard Personnel                COL Dave Rickford      333-3060
             e)   Air Guard Personnel Maj Gerald Mathern 333-2015

   b. J2 (Intelligence).

        1) Mandatory training requirements are outlined in ANNEX F, Appendix 1 Periodic
Requirements Matrix. J-2 personnel will assist units with the briefings when requested.
        2) All Battalion level and above units/entities will support the annual Intelligence &
Security Workshop. Attendees should be all members of S-2 sections, Physical Security
Officers and Operations Security Officers. The purpose of the workshop is to provide training
and assistance in the areas of intelligence & security to all personnel assigned to those duties.
This workshop will be scheduled and resourced in conjunction with the J3/7 and published on
the STAC.

   c. J3/7 (Operations and Training).

       1) J3 (Domestic Operations)

             a) Provide administrative and logistical support as required to Reaction Force
Platforms.
         b) Provide unit and soldier support for such missions as disaster response,
emergency evacuation, light search and rescue, and key asset protection.

       2) J7 (Training, Readiness and Exercises).

           a) Assist the joint staff sections develop and implement dynamic, progressive, and
focused training plans. ANNEX F, Appendix 4 provides specifics.
           b) ANNEX F, Appendix 5 details the TY06/07 AT and exercises schedule for
planning purposes. Submit all requirements and changes to the J3/7-Tng.
           c) Develop a and coordinate a unit support plan that keeps in line with a GREEN –
AMBER – RED readiness cycle. Working descriptions of each are:

                (1) GREEN – Units committed to future known or ongoing operations such as
OIF and OEF will fall into this readiness category. Training for these units will be full spectrum;
however, it will concentrate on specific theater requirements. Once individual and collective
tasks are complete, proficiency will be sustained along with administrative and logistical tasks.
                (2) AMBER – Units that are not committed to security, stability, and support
operations such as OIF and OEF over a known timeframe will focus their training on more
conventional missions according to their MTOE organization with an integration of COE. These



                                                E-5
ANNEX E (HHD, Joint Force North Dakota) to TAGND Command Guidance Training Years
2006/2007

units will concentrate on conventional capability, readiness, and METL-specific training. Units
will conduct individual and crew qualification and a capstone-readiness training event. This
training will be full spectrum (low-intensity to high-intensity conflict) and prepare units for future
operations.
                 (3) RED – Redeployment, Reintegration, Reconstitution, and Retraining (R4).
Successful integration of soldiers and reconstitution of units redeploying from an operational
mobilization is of primary concern and this portion of the readiness cycle reenergize the fighting
spirit of the soldiers, nurtures the health of families, and returns the equipment and soldier/unit
training to a state of readiness for future operations.

           d) Readiness.

             (1) Ensure all soldiers and units are prepared for future mobilizations and
deployments by supporting periodic SRP’s and quadrennial REMOB’s for all company sized
elements.
             (2) Readiness support priorities:

                     [a] Units alerted for mobilization/deployment (GREEN).
                     [b] Units expected/likely to mobilize (AMBER).
                     [c] Demobilizing units (RED).

                (3) Unit members that mobilized with another unit are not required to attend an
AT period within the same training year as their demobilization; however they may voluntarily
attend if they desire and funding is available. They are also not required to attend an IDT
assembly until 60 days after REFRAD. They must also be encouraged to attend all
Homecoming activities their deployed unit participates in.

               4) Provide support to the following homecoming ceremonies as required.

                     [a]   Immediate Welcome Home events at the airport and/or armory.
                     [b]   NDNG/Command sponsored Welcome Home events.
                     [c]   Community sponsored Welcome Home events.
                     [d]   NGB Freedom Salute Campaign.

            e) IRT Support. Be prepared to provide support to the following missions as well as
others that may be assigned through the year. Non-funded projects will be done in an IDT/AT
status while funded missions provide the possibility of establishing a fulltime staff and labor
pool.

               (1)   Camp Grassick – non-funded
               (2)   Washburn Fire Department – potentially funded
               (3)   Cartwright Tunnel – potentially funded
               (4)   Ft. Lincoln – potentially funded
               (5)   Lewis and Clark Bicentennial Celebration – potentially funded

           f) Using the ND Force Structure FY05-FY11 spreadsheet located in ANNEX F,
Appendix 6, provide support to the commands as they develop and begin executing a training,
resourcing, and readiness plan




                                                 E-6
ANNEX E (HHD, Joint Force North Dakota) to TAGND Command Guidance Training Years
2006/2007

   d. J4 (Logistics).

        1) Joint Forces, Director of Logistics (JFND-DOL) provides logistical assistance to all
NDNG major commands and agencies of the State and Federal Governments in support of joint
operations, organizational readiness, and training. The Logistics Division (J4ND) supports
operations and training in the areas of Supply and Services, Transportation, and Maintenance.
        2) The Supply and Services branch encompasses the property management section,
central issue facility (CIF), two shipping and receiving warehouses, and the food service office.
Agencies requiring assistance with Supply and Services may request support from the Supply
Management Office, J4ND-DOL-S.
        3) The Maintenance branch provides organizational and support maintenance for
surface equipment and consists of 6 Field Maintenance Shops (FMS) located throughout the
State, a Unit Training Equipment Site (UTES) located at Camp Grafton and a Combined
Support Maintenance Shop (CSMS) also located at Camp Grafton. Maintenance assistance and
training is available by request through normal command channels to the Maintenance Office,
J4ND-DOL-M.
        4) The Transportation branch is available to assist with commercial shipments,
transportation requirements, convoy requests, and transportation of Hazardous Materials.
Agencies requiring assistance with transportation may request support from the Transportation
Office, J4ND-DOL-TM.
        5) Funding for Supplies Services, Maintenance and Transportation must be coordinated
with the respective supporting office of the J4ND.
        6) Specific Logistics training guidance is outlined in ANNEX F, Appendix 1.

     e. J5 (Strategic Plans/Future Missions). The J5 is a new staff section within the North
Dakota National Guard as a part of the Joint Headquarters. It has the capability to provide the
following products and consulting services to the organization’s most senior management (JEC,
JSOMB, etc) as well as to the commands, units, and NDNG leadership.

        1) Strategic Planning – Formulation of strategic plans including vision and mission
statements and supporting goals, objectives, and action plans.
        2) Organizational Improvement – NDNG proponent for Army Performance Improvement
Criteria (APIC)/Army Communities of Excellence (ACOE) program.
        3) Leader Training.

           a) Leadership Development Course (2 weeks) and Basic Leader Training (3 days).
           b) Development and implementation of an informal mentorship program for
supervisors and employees of the NDNG.
           c) Personality profile training for leaders and employees.

         4) Facilitate transition workshops and brainstorming sessions through the utilization of
list reduction techniques and problem solving processes.
         5) Sponsor workshops to improve time management skills and team building, as well as
assist in process mapping, flow charting processes and making recommendations for
improvement and conflict resolution within the workplace.

    f. J6 (Command, Control, Communications, Computers). As a joint staff section, the J6
continuously strives toward new goals and improve performance by eliminating redundant
efforts and shifting resources to adapt to the ever changing world of technology.




                                              E-7
ANNEX E (HHD, Joint Force North Dakota) to TAGND Command Guidance Training Years
2006/2007

             Vision: A transformed force, with agile capabilities and adaptive processes, powered
by network-centric access to systems and services, interoperable with the Joint environment.
             Mission: To improve information sharing and collaboration which enhances the
quality of information, and improves shared situational awareness. This ultimately results in
increased mission effectiveness.

        1) Information technology (IT) enables us to connect people with people and people
with information, which is a vital element in today’s society. Our ability to leverage IT and the
network is directly dependent on every full-time and part-time soldier.
        2) To succeed, the NDNG must maintain a robust network and IT infrastructure
(infostructure), which provides services required to support the Joint Force.
        3) ANNEX F, Appendix 3 contains specific information management information.

    g. J8 (Resources). The Financial and Contracting Services are committed to ensuring the
Adjutant General’s mission and intent is implemented. In order to ensure this is accomplished
members of the J-8 are available to support the requirements of HHD, JFHQ-ND thru
coordination with the Chief of Staff/Vice Chief of Staff and United States Property and Fiscal
Officer.

        1) The paragraphs that follow will assist your command in this effort. They provide the
additional guidance that will help to accomplish the Vision and Mission of the North Dakota
National Guard.
        2) Financial Services.

           a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on financial matters as
deemed necessary and appropriate.
           b) Will provide and assist in providing internal and external training on programs
and procedures involving active duty pay, inactive duty pay, Active Guard Reserve pay,
technician pay, travel pay, bonus payments, commercial vendor payments, budgeting and
accounting procedures and processes.
           c) Provide financial advice, guidance and assistance to HHD.
           d) Advise and coordinate various financial aspects of support missions.
           e) Provide technical financial support in the conduct of Soldier Readiness
Processing, Mobilizations and Demobilizations.
           f) Assist Deputy Adjutant General and Joint Chief of Staff in conduct of Program
Budget Advisory Committee Level I and II.

       3) Contracting Services.

          a) Will consult and coordinate with applicable Department of Defense Agencies,
NGB, State officials, senior leaders, J-Staff and program managers on contractual matters as
deemed necessary and appropriate.
          b) Will provide and assist in providing internal and external training on programs
and procedures involving IMPAC cards, purchase requests and contracting procedures.
          c) Will support the organization by providing a full range of contract services.
          d) Will provide technical contracting advice and support for Mobilizations and
Demobilizations.




                                                E-8
ANNEX F (Common Appendices) to TAGND Command Guidance Training Years 2006/2007

A. General. This annex contains appendices that are common to more than one of the
commands covered by this guidance.




Appendices
1. Periodic Requirements Matrix
2. Family Readiness
3. Information Management
4. Training




                                           F-1
APPENDIX 1 (Periodic Requirements Matrix) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007


       MISSION/TASK                          REQUIREMENTS                          REFERENCES
SPECIAL STAFF
1. eMS Awareness               ANNUAL                                   AR 200-1
(Environmental)
2. Family Readiness Briefing   ANNUAL                                   FORSCOM Reg. 500-3-3, Vol. III,
(Family Readiness)                                                      para. 2-I-21, ANNEX C
3. Standards of Ethical        ANNUAL                                   DoD Memorandum dtd. 9 APR 04
Conduct (JAG)
4. CREST (Chaplain)            ANNUAL – 2nd Quarter                     JFHQ-ND Chaplain directive
J1
1. Re-employment Rights        ANNUAL - 45 days prior to AT             DA Pam 135-2
2. OCS Briefing                ANNUAL
3. Medical Care Briefing       ANNUAL - Prior to AT                     NGR 680-1, NGR 40-501
4. Medical/Dental Screening    ANNUAL
5. HIV Testing                 BIENNIAL – AGR’s
                               Every 5 years - Traditional soldiers
6. Medical Benefits/Dental     ANNUAL – Provided to family members      FORSCOM Reg. 500-3-3, Vol. III,
Briefing                                                                para. 2-I-1
7. SRP Check                   ANNUAL                                   FORSCOM Reg. 500-3-3, Vol. III,
                                                                        para. 2-I-2
8. Physical Examination        BIENNIAL - Soldier 40                    FORSCOM Reg. 500-3-3, Vol. III,
                               Every 5 yrs – Soldiers under 40          para. 2-I-13
9. Immunizations               As required                              AR 40-562
                                                                        FORSCOM Reg. 500-3-3, Vol. III,
                                                                        para. 2-I-17




                                                            F-1-1
APPENDIX 1 (Periodic Requirements Matrix) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007


J2
       MISSION/TASK                         REQUIREMENTS                                REFERENCES
1. Information Security        ANNUAL - Soldiers with access to classified     AR 380-5 para. 9-7, 9-11, 9-14
(INFOSEC)                      materials
2. Operation Security          ANNUAL                                          AR 530-1 para F-2 a,b,c
(OPSEC)
3. Subversion and Espionage    BIENNIAL                                        AR 381-12
Directed Against the Army
(SAEDA)
4. Intelligence Oversight    ANNUAL - Soldiers assigned intelligence MOS       AR 381-10
                             and/or slotted in intelligence position/section
5. Anti-Terrorism Briefing   ANNUAL - All soldiers                             AR 525-13 Appendix F
                             Within 6 months of deployment – Soldiers will
                             receive a country threat briefing
J3/7 (ArCC, JTOC, 81 CST, HHD)
1. Training Meeting          Scheduled and conducted during every IDT          FM 7-0
                             assembly                                          FM 7-1
2. Risk Assessment           Prepared during planning phase of all training    AR 350-1, para. 1-13
                             and operational events
3. APFT                      SEMI-ANNUAL - AGR’s                               AR 350-1, para. 1-21, 4-9
                             ANNUAL - Traditional Soldiers                     FM 21-20
4. Weigh-in                  SEMI-ANNUAL - One in conjunction with record      AR 350-1, para. 4-9
                             APFT                                              AR 600-9
5. CTT                       ANNUAL - AGR’s                                    FORSCOM Reg. 350-2, para. 4-3
                             BIENNIAL - Traditional soldiers                   AR 350-1, para. 4-5
6. Unit Leader Development   O5 commands and above will develop and            AR 350-1, para. 4-7
Program (ULDP)               implement a battle focused program for all        AR 350-17
                             NCO’s and officers
7. Operator Training         As required                                       AR 600-55
                                                                               JFHQ-ND Pam 350-55
8. External Evaluation         Once during O5 commander’s tenure - AA units    FORSCOM Reg. 220-2, para. 4-3
9. Unit Readiness Validation   ANNUAL - AA units                               FORSCOM Reg. 220-2, para. 6-4
10. Law of War Training        Level B – Commensurate with unit mission        AR 350-1, para. 4-14


                                                            F-1-2
APPENDIX 1 (Periodic Requirements Matrix) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007

J3/7 (ArCC, JTOC, 81 CST, HHD)
       MISSION/TASK                           REQUIREMENTS                               REFERENCES
11. Weapons Training          ANNUAL - Qualification conducted on standard      FORSCOM Reg. 350-2,
    PMI                       record range (CGTC or equivalent)                 APPENDIX F
    Maintenance                   PMI will be conducted prior to all firing     AR 350-1, para. 4-10
    Employment                    Primary and make-up qualification will be     DA Pam 350-38
    Qualification                 planned for each weapon                       Appropriate FM's/TMs
                              NOTE: Familiarization fire IS NOT authorized
12. Combat Lifesaver Training ANNUAL – Certification/Recertification            AR 350-1 para. 4-12
                              All MTOE squad/crews will have at least one       JFHQ-ND Combat Lifesaver SOP
                              trained CL
13. Test Alert Call List      ANNUAL                                            FORSCOM Reg. 500-3-3, Vol. III,
                                                                                para. 3-I-5
14. Pre-mobilization Briefing   ANNUAL                                          FORSCOM Reg. 500-3-3, Vol. III,
                                                                                para. 3-I- 8, ANNEX C
15. Survival, Evasion,          Level C - Aviators and flight crew members      AR 350-1, para. 4-13
Resistance, and Escape                                                          AR 350-30
(SERE) Training
16. Safety Briefings            Prior to all training activities                AR 40-5; 385-10; 385-55; 385-63;
                                                                                385-64
17. NBC                         Integrate into collective training.             FORSCOM Reg. 350-2, para. 4-
                                All units with NBC equipment will appoint an    3.c.
                                NBC NCO                                         AR 350-1, para. 4-11
18. Environmental Awareness     ANNUAL                                          AR 200-1, NGB All States Log #
Briefing                                                                        197-0060
J4
1. Show-down inspection         ANNUAL                                          DA Pam 710-2-1

2. Command Supply               ANNUAL                                          AR 710-2 Table 2-1
Discipline Program (CSDP)
3. Maintenance Training (Unit   Complete at least 25% of all unit services      DA Pam 738-750, Equipment TMs,
Maintenance Section)            50% of training time dedicated to maintenance   Los, SM's & NDNG REG 750-1




                                                                   F-1-3
APPENDIX 1 (Periodic Requirements Matrix) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007

J4
     MISSION/TASK                            REQUIREMENTS                                 REFERENCES
4. Comet Evaluations            Between 18 and 24 Months                          NGR 750-51, NDNGR 750-51

5. MAIT Assistance Visit        As required                                       AR 750-1

6. Food Sanitation Team         BIENNIAL                                          TC 8-3, FM 21-10, Prepared POI

7. Hazardous Materials          BIENNIAL                                          DOD 4500.9-R, CFR 49
Drivers Training
8. Hazardous Materials          BIENNIAL                                          DOD 4500.9-R, CFR 49
Certifier /Drivers Training
9. Automated Unit Equipment     ANNUAL                                            FORSCOM 55-1
List (AUEL)
10. Ammunition Amnesty Brief    In conjunction with all weapons firing            DA Pam 710-2-1, para. 11-18

11. Maintain equipment at a  ANNUAL                                               AR 750-1
minimum of 94% FMC status
J5
1. NDNG Survey/Census        ANNUAL – 1st quarter                                 NDNG Strategic Plan Objective 3.4
2. Leadership Development    All NDNG Service Members Complete One or             NDNG Strategic Plan Objective 3.2
Course (LDC) & Basic Leader Both Courses
Training (BLT)
J6
1. COMSEC / SIGSEC           ANNUAL                                               AR 530-1
J8 (ArCC, JTOC, 81 CST, HHD)
1. Obligation Plan           Prior to start of fiscal year and then as required   USPFO Directive
Submission
2. DD 1379 Recovery          ANNUAL                                               NGR 37-1
3. DD 1544 Revalidation      ANNUAL                                               AR 30-1
4. Unliqidated Reviews       QUARTERLY                                            DFAS-IN 37-1/PM Handbook
5. PM/AM Delegation of       ANNUAL                                               NGR (AR) 37-1 Chapter 3
Authority



                                                               F-1-4
APPENDIX 1 (Periodic Requirements Matrix) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007

J8 (ArCC, JTOC, 81 CST, HHD)
       MISSION/TASK                        REQUIREMENTS                         REFERENCES
6. AO Certification Letter   ANNUAL
7. Program Budget Advisory   QUARTERLY                                  PBAC SOP
Committee Meetings
8. Year End Close-out        ANNUAL
Procedures
9. CDR Finance Brief         Required for Mobilizing CDR
J8 (ACC)
1. Contracting Review        ANNUAL                                     NGFARS
2. FMB (Financial            QUARTERLY                                  ANGI 65-601
Management Board
3. Obligation Plans          As required
4. Tri-Annual Review         QUARTERLY
5. PRA Audits                SEMI-ANNUAL - April and October
6. Financial Working Group   As Required
7. Contract and Finance      As Required
Training




                                                       F-1-5
APPENDIX 2 (Family Readiness) to ANNEX F (Common Appendices) to TAGND Command
Guidance Training Years 2006/2007

1. Assumptions.

    a. Operation tempo in training and deployment environments will remain high for the North
Dakota National Guard’s three major subordinate commands including the Army Component
Command, the Air Component Command, and the Joint Training and Operations Command
along with all separate commands including detachments and specialty teams.

     b. Family readiness is a key factor in the unit, the service member, and family morale,
recruitment and retention of soldiers/families, and ultimately in the successful achievement of
military operations.

2. Facts.

   a. Family readiness is an element of mission success all units and service members even
those units that are considered non-deployable. Families face many hardships due to long
separations for schools and training. During these separations, families need support and
resources while their service member is away. In addition, service members serving in a non-
deployable units may be ordered to mobilize in support of another unit based upon critical unit
personnel shortages, therefore, it is imperative that all unit commanders ensure all their unit
members have current personal affairs of readiness including family care plans.

     b. A major factor in why service members leave the military is their families. A vital
component of retention efforts is strong family readiness. A military family that is educated on
military issues and has a “family” connection to a unit is more apt to support their service
member’s military career.

    c. Three out of four families will have difficulty coping with a deployment that was overseas
for an undetermined length of time, according to the US Army Community & Family Support
survey in Spring 2001.

    d. The most effective Family Readiness Groups (FRG’s) are those established as part of
the unit’s ongoing and routine mission preparation, rather than those created just prior to
deployment.

   e. Family Readiness Initiative for Commanders.

        1) Family readiness is the responsibility of commanders and leaders at all levels;
consequently, commanders at all level must prepare a unit Family Readiness Plan for their
commands. With in the Family Readiness Plan, the commander, in conjunction with the Family
Readiness Group (FRG) leadership, establishes the family readiness goals for the command.
        2) Commanders and leaders at all levels must establish a Family Readiness Group
(FRG) and support it for all their soldiers/airman and their families including immediate and
extended.
        3) Commanders and leaders must vest the leadership of FRG’s in spouses, parents,
retirees, and/or volunteers and share with them responsibility and authority for establishing and
maintaining an effective FRG’s.
        4) Commanders are responsible to ensure that all service members and FRG leaders
receive appropriate family readiness training. Upon request, the State Family Program Office
(SFPO) will conduct family readiness training for service members, families, FRG leaders, and
military leadership.



                                              F-2-1
APPENDIX 2 (Family Readiness) to ANNEX F (Common Appendices) to TAGND Command
Guidance Training Years 2006/2007

        5) Commanders are responsible for preparation of soldiers and families for
deployments, separations, and reunions.
        6) Upon deployment, commanders are responsible to ensure that Rear Detachment
Officer (RDO) or designated NCO is trained to fulfill their roles during deployments and other
commitments.

   f.   Commander’s Responsibilities.

        1) Receive a family program briefing from the SFPO with 60 days upon assumption of
command.
        2) Appoint in writing an officer or NCO as a Family Readiness Liaison as an additional
duty.
        3) Appoint in writing, FRG leader or co-leaders (unit lead volunteer) and a treasurer
with an alternate.
        4) Establish and/or review the FRG Charter annually. If new to command, or if there
new FRG leader or new command appointed Family Readiness liaison a new charter must be
established within 60 days.
        5) Establish and support a functioning unit FRG that operates in accordance with
“Operation Ready” guidance and the State Family Program Handbook. These materials are
available upon request through the SFPO.
        6) Develop a Family Readiness Plan with the unit FRG leadership to determine unit
Family Readiness plans, structure, functional areas, and goals. Commanders delegate
authority to and work through the volunteer FRG leadership to accomplish command Family
Readiness Plan and achieve its goals.
        7) If FRG leaderships requests, authorize FRG treasurer to establish a FRG fund bank
account. Commanders reviews and approves FRG fund status, fundraisers, and FRG activities.
        8) Commanders are required to ensure that FRG fund records are annually audited
through the NDNG Internal Review Office. Records must be submitted at the beginning of each
new fiscal year for the previous fiscal year budget activities.
        9) Contact the SFPO for any proposed fund raising activities.
        10) Provide family readiness (pre-deployment) briefing annually to service members and
their families. Contact the State Family Program Office for assistance.
        11) Ensure the proper documentation and monitoring of personal affairs readiness of
soldiers and airmen, to include Family Care Plans. Family Care Plans should be updated
annually in conjunction with annual personnel file reviews. All service members need to be
asked annually if there are any changes to their personal affairs i.e. births, deaths, divorces,
marriages, etc. Family Care Plans are mandatory for all single-parent and dual military service
members.
        12) Commanders are responsible for all aspects of soldier/airmen/family readiness with
their commands and ensure that all family readiness responsibilities are planned and carried
out.
        13) Encourage all service members, families, and extended families to participate in
FRG activities. Ensure that all single service member’s families’ inclusion with family readiness
programs and unit FRG activities or meetings.
        14) Commanders supervise FRG volunteer leadership using coaching and other
supporting styles of leadership. FRG Leaders supervise and operation unit FRG’s -
commanders and other unit members do not.
        15) Service members may not fill any key FRG roles, rather they support and assist
volunteer leadership in those roles.




                                              F-2-2
APPENDIX 2 (Family Readiness) to ANNEX F (Common Appendices) to TAGND Command
Guidance Training Years 2006/2007

         16) Ensure service members and families are aware of the family readiness system
which comprised of three separate components Family Assistance (ID Cards, Defense
Enrollment Eligibility Reporting System (DEERS), Tricare, ESGR), Family Readiness
(proactive education and support programming), and Family Support (the unit’s own FRG
activities, newsletters, etc.).
         17) Establish a family sponsorship program that includes but is not limited to family
orientation briefing, unit information briefing, and mobilization briefings.
         18) Commanders must ensure that the unit FRG is provided support resources such as
work space, unit time to gather information and put info out to service members, meeting rooms,
phone and computer access, office supplies, copier access, phone rosters, etc. All calling tree
materials must be on DoD computers not personal home computers.
         19) Commanders can request assistance for any family readiness concerns, questions,
or problems by contacting the SFPO.




                                            F-2-3
APPENDIX 3 (Information Management) to ANNEX F (Common Appendices) to TAGND
Command Guidance Training Years 2006/2007

1. This annex provides automation and commercial communications support guidance.

2. Automation. Current mission requirements dictate that some information systems (CPUs,
monitors, and printers) may be necessary to accomplish training and support requirements. In
order to maintain the COTS (commercial, off the shelf) equipment and help relieve an individual
from liability for improper use of government equipment, the minimum following precautions
must be taken. Information systems used in a field environment must first have prior
coordination/approval with their residing information management officer (IMO). Measures to
safeguard the equipment will be:

   a. Off the ground to reduce the amount of dust and any unexpected moisture.

    b. Physically disconnected from the power source (i.e. generators), when not in use, during
electrical storms, or when maintenance is being conducted to avoid a power spike during the
power up. NOTE: Some surge protectors WILL NOT protect a computer from an unexpected
power spike.

   c. Transported in factory boxes or similar like items and placed in vehicles where the fragile
sensitivity will not be jeopardized.

   d. Use surge protectors, when in use and if at all possible, connect a UPS (un-interruptible
power source).

   e. Covered using dust covers or similar like items, when not in use.

   f.   Cleaned properly (PMCS) after extensive use in field environments.

3. Automation support should be requested as soon as possible and NLT 90 days from the
scheduled from J6ND-Z.

4. Commercial communication services.

   a. All requests for commercial telephone service such as phones lines, phones, additions,
changes, and deletions can be sent to J6ND-TCB or open a Help Desk Ticket. Camp Grafton
requests can be sent to JFND-JTOC-TCM.

    b. Cellular telephones are not authorized for use during training unless approved by
J3/7ND-Z. J3/7ND-Z will coordinate with J6ND-Z for final approval, funding, and activation. If
cellular telephones are used during training, a phone log will be maintained. PERSONAL USE
IS UNAUTHORIZED!

   c. If calling cards are used during training, units/divisions will use their issued credit card
and will establish a log system showing all use PERSONAL USE IS UNAUTHORIZED!

    d. Handheld radios required in the Bismarck area should be requested from J7ND-Z at
(701) 333-2063. At Camp Grafton, hand held radios should be requested from Camp Grafton
Training Center – Operation Office at (701) 662-0350.

   e. Camp Grafton Locator. Units are required to report their office phone and building
numbers to Camp Grafton Operations within 24 hours of arrival.



                                               F-3-1
APPENDIX 3 (Information Management) to ANNEX F (Common Appendices) to TAGND
Command Guidance Training Years 2006/2007


    f. Units may request a satellite phone from J6ND-CM if they will be training OCONUS or at
a remote CONUS site with no commercial telecommunications. PERSONAL USE IS
UNAUTHORIZED!

5. Signal Operating Instructions (SOI), Frequencies, and COMSEC:

   a. All requests for Signal Operating Instructions should be sent to J6ND-CM as soon as
possible and NLT 2 months prior to training.

   b. Requests for tactical radio frequencies should be sent to J6ND-CM by quantity, type and
power.

  c. Units requesting loadsets and/or crypto key will need to make arrangements with J6ND-
CM for a data transfer using an ANCYZ-10 (DTD).

6. Administrative Services.

    a. Copiers. Unit copiers are not authorized for the field without prior approval from the
J6ND-ADM office. Contractually, the NDNG leased copiers are not to be removed from the
location where they were vendor installed.

    b. Publications. Most publications are available through the unit or battalion publication
accounts with APD. If you have problems locating a publication, contact this office immediately
for assistance. It can take up to 90 days or more to get certain items.

   c. Forms. Order required forms well in advance of your training period. If they are not on
hand, it normally takes up to 60 days to have them shipped in. Many forms are also available in
an electronic format.

   d. Printing. Publications and forms are increasingly being published in “Electronic Format
Only”. If you require hard copies of EFO publications or forms for training purposes, submit
your request at least 30 days prior to the scheduled training.

   e. Postage. Postage stamps are available for Official Business during training periods. Unit
personnel should determine any postage requirements, if any, and request stamps at least 10
days prior to training.

    f. Mail. Units should make arrangements for the drop off of outgoing and pickup of
incoming mail with the postal facility nearest their training area.




                                              F-3-2
APPENDIX 4 (Training) to ANNEX F (Common Appendices) to TAGND Command Guidance
Training Years 2006/2007

1. Building upon the priorities of People, Mission, and Innovation it is time for commanders
their staffs to review how training plans and events are scheduled and to assist soldiers find
balance between their civilian life and National Guard obligations. This is especially important
since the National Guard has become indispensable in the defense of the United States; both
overseas and here at home – a situation not likely to change in the near future.

2. There are a variety of ways to accomplish this balance, some of which are outlined here.
One thing they all have in common is that they require a command climate dedicated to caring
leadership.

     a. Mission focus. We operate in a world that has gone through some profound changes
and in order to be successful we need to recognize and accept these changes, analyze their
effects on our operation, and then focus our efforts on our most likely potential missions. While it
is important for commanders to maintain a METL, it must be recognized that the Army’s
Wartrace program is no longer applicable and therefore external mission guidance will only exist
for those operational units such as the Squadron and DSMO units (CST, CERT, RRF, etc). The
types of missions that commanders should focus on include Phase II and III support, Stability
Operations and Support Operations (SOSO), Homeland Defense (HD), Homeland Security
(HS), and Defense Support to Civilian Operations (DSCO).

     b. Training priorities. The enemy and doctrine of the cold war era has passed and while we
must not ever lose the skill sets that went along with that time, we simply do not have the
resources to maintain proficiency on everything. Consequently, keeping in mind the potential
missions our units could realistically be called on to support, it is incumbent on commanders at
all levels to develop a core group of tasks, both individual and collective, that are broad enough
to leverage our forces

    c. Often it is said that money is our most precious and limited resource, but when closely
examined, it becomes very clear that it is time not money. We only have 48 UTA’s and 15 days
of AT per year in which to prepare our soldiers and airmen for whatever missions may be
assigned. Yet we know that there will be occasions they will need to be absent from a training
event because some other more pressing matter, regardless if it is a personal or professional
reason. This can be very frustrating and as leaders it would be very easy to tell our subordinates
they are just too critical to be absent. While this is often true, we need to keep in mind that if
they weren’t in the unit we’d never have access to their skills in the first place. Therefore
commanders must develop a thoughtful and consistent training plan that takes into account
periodic absences and then make sure everyone understands it. Below are some ideas that can
be incorporated into this plan, and while it is not a complete list, it is offered to foster thought
and discussion on how to introduce innovation and flexibility into training while not losing focus
on the critical parts.

        1) Communicate critical IDT periods and training events
        2) Get soldier/airman support on potential IDT and AT dates. While the military is not a
democracy, recognizing your subordinates important dates will go a long way in developing a
level of trust.
        3) Implement a sound split training/authorized absence approval plan and make sure it
is understood. Such events as family weddings, funerals, school events, and legitimate work
conflicts need to be supported to the best of your ability.
        4) Recognize your unit can’t do everything so be ruthless in eliminating training
detractors. Focus on your goals and objectives.



                                               F-4-1
APPENDIX 4 (Training) to ANNEX F (Common Appendices) to TAGND Command Guidance
Training Years 2006/2007

        5) Schedule IDT assemblies when they make sense and not just four UTA’s a month
because “that’s what we always do”. If your missions require extensive outside training, then
consider scheduling additional UTA’s between APR and SEP. Extend IDT assemblies to MUT
6’s or greater if your soldiers are available and you can maximize some sort of training event.
        6) Conduct weapons qualification and APFT during AT instead of IDT.
        7) Conduct platoon/section IDT assemblies on alternate weekends to maximize training
aid/training area/facility use.

3. Competitive events is an excellent way to involve soldiers and units in activities that
increase motivation, build esprit de corps, and increases weapons proficiency and physical
fitness. Currently there are three events which soldiers and airmen can compete.

    a. Marksmanship competition. There are four weapon disciplines – pistol, rifle, machine
gun, and sniper rifle. Additionally there are three categories – small bore, service, and combat.
Units can form teams, or individual soldiers and airmen can compete with the possibility of
forming a composite team. The state competition will be held in July and the winning teams will
be invited to Camp Robinson to represent ND at the Winston P. Wilson Matches. The top two
teams in each discipline will also be able to participate in the regional matches in Camp
Guernsey WY. Distinguished shooters at the WPW Matches are often asked to fire for the All-
National Guard teams in one or more disciplines. If selected, soldiers and airmen could
participate in national and international matches.

    b. Biathlon competition. The biathlon incorporates cross-country skiing and marksmanship
in a variety of race lengths. Like the marksmanship competition units can form teams or
individuals can compete with the possibility of forming a composite team for nationals. The state
competition is held in December at CGTC, or if there is not sufficient snow, then it will be moved
to CRTC. The winning team will then be invited to participate at the national competition in
Vermont.

     c. Marathon competition. This is generally an individual event but the state can send three
to four soldiers and/or airmen to Lincoln NE every April. There are prerequisites to participate,
the most restrictive is that competitors must have run a marathon within the past 2 yrs and
finished under specific times for their age groups.




                                              F-4-2
APPENDIX 5 (TY06/07 Annual Training/Exercises Schedule) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007

                                                              Training Year 2006

       UNIT           PRIMARY ANNUAL TRAINING INFORMATION             SECONDARY ANNUAL TRAINING INFORMATION               EXERCISES
                         DATES              LOCATION                    DATES                     LOCATION
JFHQ                      YRT         CGTC                        10 JUL - 01 AUG 06 Vicenza IT (Chap Spt-50700A) 2 PAX
                                                                    05 - 19 AUG 06   Grafenwoehr GE (SJA-74550A) 4 PAX
DET 3 Selective Svc         YRT        CGTC
CGTC                        YRT        CGTC
RTI                         YRT        CGTC
RAID                        YRT        CGTC
DET 42 OSA                  YRT        CGTC
RR BN                       YRT        CGTC
AMEDD                       YRT        CGTC
81 CST                      YRT        CGTC
HHD, 68 TC            03 - 17 JUN 06   CGTC
H/136 QM Bn (WS)      11-25 MAR 06     Germany-(SUE) 39 PAX         01 - 07 OCT 05     Egypt (BRIGHT STAR)
                                                                    10 - 24 JUN 06     South Dakota (JOINT THUNDER)
 131 QM Det (WP)      03 - 17 JUN 06   CGTC                         10 - 24 JUN 06     South Dakota (JOINT THUNDER)
 132 QM Co (WS)       03 - 17 JUN 06   CGTC                         10 - 24 JUN 06     South Dakota (JOINT THUNDER)
 133 QM Det (WD)      03 - 17 JUN 06   CGTC                         10 - 24 JUN 06     South Dakota (JOINT THUNDER)
 134 QM Det (WD)      03 - 17 JUN 06   CGTC                         10 - 24 JUN 06     South Dakota (JOINT THUNDER)
 3662 MC (GS)         03 - 17 JUN 06   CGTC
H/1-112 AV (S&S)      10 - 24 JUN 06   JOINT THUNDER                01 - 07 OCT 05     Egypt (BRIGHT STAR-UNA) 10 PAX
                                                                  15 OCT - 05 NOV 05   Germany (CMTC-62010A) 20 PAX
                                                                  18 JAN - 01 FEB 06   Japan (YAMA SAKURA-05512A) 6 PAX
  A/1-112 AV (S&S)    10 - 24 JUN 06   JOINT THUNDER                 03 - 17 JUN 06    South Dakota (JOINT THUNDER)
  D/1-112 AV          10 - 24 JUN 06   JOINT THUNDER                 03 - 17 JUN 06    South Dakota (JOINT THUNDER)
(AVUM)
H/1-188 AD            03 - 17 JUN 06   CGTC
  A/1-188 AD          03 - 17 JUN 06   CGTC
  C/1-188 AD          03 - 17 JUN 06   CGTC
  F/1-188 AD(Rear)    03 - 17 JUN 06   CGTC
1-129 MPAD            03 - 17 JUN 06   CGTC
814 MD (AS)(AMB)      03 - 17 JUN 06   CGTC




                                                                     F-5-1
APPENDIX 5 (TY06/07 Annual Training/Exercises Schedule) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007

                                                                  Training Year 2006

        UNIT              PRIMARY ANNUAL TRAINING INFORMATION                SECONDARY ANNUAL TRAINING INFORMATION        EXERCISES
                             DATES                  LOCATION                   DATES                   LOCATION
 HHD, EN BDE             10 - 16 JUN 06    CRTC                          27 JUL - 05 AUG 06 FT. Leavenworth, KS      WFX-27 JUL-05 AUG 06
 H/141 ECB (C)(W)     18 JUN-23 SEP 06 (D) Hohenfels GE (70510Y) 3PAX
                       24 JUN - 15 JUL 06  Hohenfels GE (70510A) 22PAX
  A/141 ECB (C)(W)     15 JUL - 05 AUG 06  Hohenfels GE (70510B) 86PAX
  B/141 ECB (C)(W)       05 - 26 AUG 06    Hohenfels GE (70510C) 86PAX
  C/141 ECB (C)(W)     26 AUG - 16 SEP 06  Hohenfels GE (70510D) 86PAX
  F/1-188 ADA (LID)
 H/142 ECB (HVY)         10 - 24 JUN 06    CGTC
  A/142 ECB (HVY)        10 - 24 JUN 06    CGTC
  B/142 ECB (HVY)        10 - 24 JUN 06    CGTC
  188 AB                 09 - 24 JUL 06    USAREUR (20000Z) 60 PAX
 H/164 EB (C)(M)         10 - 24 JUN 06    CGTC
  A/164 EB (C)(M)        10 - 24 JUN 06    CGTC
  B/164 EB (C)(M)        10 - 24 JUN 06    CGTC
  C/164 EB (C)(M)        10 - 24 JUN 06    CGTC
  957 EC (MRBC)          10 - 24 JUN 06    CGTC
D – Duration Staff
A – ADVON




                                                                           F-5-2
APPENDIX 5 (TY06/07 Annual Training/Exercises Schedule) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007

                                                         Training Year 2007

        UNIT           PRIMARY ANNUAL TRAINING INFORMATION      SECONDARY ANNUAL TRAINING INFORMATION       EXERCISES
                           DATES             LOCATION             DATES                LOCATION
JFHQ                         YRT      CGTC
DET 3 Selective Svc          YRT      CGTC
CGTC                         YRT      CGTC
RTI                          YRT      CGTC
RAID                         YRT      CGTC
DET 42 OSA                   YRT      CGTC
RR BN                        YRT      CGTC
AMEDD                        YRT      CGTC
81 CST                       YRT      CGTC
HHD, 68 TC             02 - 16 JUN 07 CGTC
H/136 QM Bn (WS)       02 - 16 JUN 07 CGTC
  131 QM Det (WP)      02 - 16 JUN 07 CGTC
  132 QM Co (WS)       02 - 16 JUN 07 CGTC
  133 QM Det (WD)      02 - 16 JUN 07 CGTC
  134 QM Det (WD)     24 FEB - 10 MAR CDTC (NTMC)              07-21 JUN 07   Ft. Irwin (NTC)
                              07
  3662 MC (GS)         02 - 16 JUN 07 CGTC
H/1-112 AV (S&S)       02 - 16 JUN 07 CGTC
  A/1-112 AV (S&S)     02 - 16 JUN 07 CGTC/CCAD/AVCRAD
  D/1-112 AV (AVUM)
H/1-188 AD            02 - 16 JUN 07   CGTC
  A/1-188 AD          02 - 16 JUN 07   CGTC                                   ODT
  C/1-188 AD          02 - 16 JUN 07   CGTC
  F/1-188 AD (LID)    02 - 16 JUN 07   CGTC
1-129 MPAD            02 - 16 JUN 07   CGTC
814 MD (AS)(AMB)      02 - 16 JUN 07   CGTC




                                                               F-5-3
APPENDIX 5 (TY06/07 Annual Training/Exercises Schedule) to ANNEX F (Common Appendices) to TAGND Command Guidance Training Years
2006/2007

                                                            Training Year 2007

        UNIT          PRIMARY ANNUAL TRAINING INFORMATION          SECONDARY ANNUAL TRAINING INFORMATION   EXERCISES
                          DATES                 LOCATION             DATES                LOCATION
 HHD, EN BDE          02 - 16 JUN 07  CFB Shilo
 H/141 ECB (C)(W)     02 - 16 JUN 07  CGTC
  A/141 ECB (C)(W)    01 - 19 JUN 07  Ft. Irwin (NTC)
  B/141 ECB (C)(W)    02 - 16 JUN 07  CGTC
  C/141 ECB (C)(W)    02 - 16 JUN 07  CGTC
  F/1-188 ADA (LID)   16 - 30 JUN 07  CGTC
 H/142 ECB (HVY)      16 - 30 JUN 07  CGTC
  A/142 ECB (HVY)     16 - 30 JUN 07  CGTC
  B/142 ECB (HVY)           YRT       CGTC
  188 AB              02 - 16 JUN 07  CFB Shilo
 H/164 EB (C)(M)      02 - 16 JUN 07  CFB Shilo
  A/164 EB (C)(M)     01 - 19 JUN 07  Ft. Irwin (NTC)             02 - 16 JUN 07   CGTC
  B/164 EB (C)(M)     02 - 16 JUN 07  CFB Shilo
  C/164 EB (C)(M)     02 - 16 JUN 07  CFB Shilo
  957 EC (MRBC)       02 - 16 JUN 07  CFB Shilo
D – Duration Staff
A – ADVON




                                                                  F-5-4
APPENDIX 6 (North Dakota Force Structure FY05-FY11) to ANNEX F (Common Appendices) to TAGND Command Guidance
Training Years 2006/2007

 UIC            SRC                 TPSN     UNIT_DESC                                1-Sep-05      1-Oct-05     1-Sep-06     1-Sep-07     1-Sep-08   1-Sep-09   1-Sep-10   1-Sep-11
                                                                                       TDA UNITS
                                             0000 TD JFHQ, NDARNG
 W8BQAA         T00JSTARC          56751     ELEMENT                                                                  165r         165u         165       165        165        165
 W8BQAA         T00STARC           56751     0000 TD HQ STARC ND                           166r                         0r
 W77731         T00R&R             56751     0000 TD ND- RECRUIT/RET BN                      38r                       38r          38u         43r        43         43         43
 W77823         T00TRSITES         56751     0000 TD CAMP CRAFTO                            42u                        42u          42u          42        42         42         42
 W77930         T00MEDDET          56751     0000 TD STATE MED DET                          46u                        46u          46u          46        46         46         46
 W7MMAA         T00WMD             56951     0081 TD CIV SPT TEAM                           22u                        22u          22u          22        22         22         22
 W7Y442         T00OSA             46591     0000 DET 42, OP SPT AIRLIFT                     8u                         8u           8u           8         8          8          8
 W7YMAA         T00RAID            46769     0000 TD ND RAID                                 0u                          0j
 W8GKAA         T00TASSRTI         66751     0000 TD HQ 164 RG TRNG INST                    60u                        60u          60u          60        60         60         60
                                                                                       BDE UNITS
 WP0WAA         05332L000100       03034     00 - 34   EN BDE, HHD EN                       61u                        61u          62r          0j
 WPUKA3         63002L000100       03034     00 - 0034 CS HHC/MM                             4u                          0j
 G37003         37300G000100                 00 - 0000 HQ BDE, MEB                                                                             436a       436        436        436
 WP1EAA         05415L000100       21364     00 - 0141 EN BN CBT (HVY)                     495c                      495u         *638r          0j
 WV44AA         05415L000100       21364     00 - 0142 EN BN CBT (HVY)                     505r                      *651r        *648r          0j
 WQKTAA         12113L000100       31212     00 - 0188 AG BAND ARMY                         41u                        41u          40r          40        40         40         40
 WP1HAA         05435L200100       21366     00 - 0164 EN BN CBT (MECH)                    486r                      486u          485r          0j
 WP8AAA         05473L0001E0       30510     00 - 0957 EN MRBC                             183u                      183u          185r         185       185        185        185
 G05460         05436G000100                 00 - 0000 EN BN HQ                                                                                153a       153        153        153
 G05241         05417G000100                 00 - 0000 EN CO, HORIZONTAL                                                                       176a       176        176        176
 G05252         05417G000100                 00 - 0000 EN CO, HORIZONTAL                                                                       176a       176        176        176
 G05296         05418G000100                 00 - 0000 EN CO, VERTICAL                                                                         163a       163        163        163
 G05395         05439G000100                 00 - 0000 EN CO, SAPPER                                                                           104a       104        104        104
 G05420         05520GA00100                 00 - 0000 EN TM, ASPHALT                                                                           28a        28         28         28
 G05434         05520GB00100                 00 - 0000 EN TM, CONCRETE                                                                          11a        11         11         11
 G55821         55719F000100       35543     00 - 0000 TC CO LT-                                                                               171a       171        171        171
* - Split State w/Montana (141) and Minnesota (142) would terminate, however North Dakota would not be required to stand up these companies.
CODE MEANING
      a - Activation
      c - Conversion (Change of SRC and/or variation)
      j – Inactivation
      r - Change in strength due to CTU/BOIP/etc
      u - Update of TOE/MTOE/TDA excluding strength changes




                                                                                       F-6-1
APPENDIX 6 (North Dakota Force Structure FY05-FY11) to ANNEX F (Common Appendices) to TAGND Command Guidance
Training Years 2006/2007

 UIC           SRC              TPSN     UNIT_DESC                    1-Sep-05   1-Oct-05   1-Sep-06   1-Sep-07   1-Sep-08   1-Sep-09   1-Sep-10   1-Sep-11
                                                                       TC UNITS
 W78YAA        T00TRPCMD        46761    0068 TD TROOP COMMAND            39u                   39u        39u         39         39         39         39
 WQEZA1        45413L000100     34500    00 - 0129 PA MPAD                10u                   10u        10u          0j
 G45206        45500LA00100     34500    00 - 0000 PA PAD TM                                                           8a          8          8          8
 WPTHAA        08753A000100     30866    00 - 0814 MD DET AR              41u                   41u        41u         41         41         41         41
 WQRQ99        01T99AASF        30138    01 - 0112 AV CMD BN               0u                     0          0          0          0          0          0
 WQRQAA        01415A000100     30138    01 - 0112 AV CMD AVN BN         224u         0c
 WQRQAA        01365G000        19034    01 - 112 AV (34 UA) S&S BN                 152c       152u       152u        152        152        152        152
 WP7VC0        01425G000        20102    02 - 285 AV (UEY V CORPS)                   47a        47u        47u         47         47         47         47
 WYU9A2        08443L100100     30828    02 - 0832 MD CO AIR                                    27a        27u         27         27         27         27
 WYT2AA        10466L000100     31001    00 - 0136 QM HHD WA              39u                   39u        39u          0j
 WV8ZAA        10469L000100     31017    00 - 0131 QM WATER               48u                     0j
 WYD0AA        10570LG00100     31016    00 - 0133 QM TAC WA              20u                   20u        20u         20         20         20         20
 WYD1AA        10570LG00100     31016    00 - 0134 QM DET TA              20u                   20u        20u         20         20         20         20
 WYDAAA        10460F000100     31002    00 - 0132 QM AUG WA                                   176c       176u        176        176        176        176
 WYDAAA        10468L000100     31002    00 - 0132 QM WATER              132u                    0c
 WQCC99        43T99CSMS        34318    00 - 3662 MT AUG CS               0u                    0u         0u         0u          0          0          0
 WQCCAA        43583FA00100     34318    00 - 3662 OD CRC MAINT                                                      214c        214        214        214
 WQCCAA        43649L000100     34318    00 - 3662 OD CO MAINT           211u                   210r      210u         0c
                                         01 - 0188 AD BN
 WYJZAA        44435A1001E0     24401    AVENGER/MPAD                     416r                  423r        0c
 WYJZAA        44615G000        24401    01 - 0188 AD BN AVENGER                                          390c        390        390        390         0c
 WYJZAA        44               24401    01 - 0188 AD JLENS                                                                                           120c
 WPMBAA        44423A3001E0     12116    00 - 0188 AD BTY (F)            151u                     0j
 G19104        19477G000100     33579    00 - 0000 MP CO CBT                                              171a        171        171        171        171
 TOTAL AUTHORIZED STATE STRENGTH                                        3508       3510       3502       3781       3334       3334       3334       3064
CODE MEANING
   a - Activation
   c - Conversion (Change of SRC and/or variation)
   j – Inactivation
   r - Change in strength due to CTU/BOIP/etc
   u - Update of TOE/MTOE/TDA excluding strength changes




                                                                      F-6-2

				
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posted:5/6/2011
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Description: Goodyear Authorized Wd Agreement document sample