Mission

1
The Strategic Plan for the Rhode Island National
Guard 2009-2018
Mission Provide well-trained,
well-led and well-equipped mission ready units
in support of the National Military Strategy and,
as required, state and local officials.
Vision A ready, relevant, and
reliable force comprised of Citizen Soldiers and
Airmen, capable of conducting full spectrum
operations in joint and interagency environments.
Organizational Values Loyalty Duty
Respect Service before Self Integrity Personal
Courage Excellence in all we do
Organizational Goals Man the Force
Train the Force Sustain the Force Communicate
(Internally/Externally)
2
56th Troop Command

• Man the Force
• Achieve and Maintain 110 of Authorized End
  Strength (RECRUITING)
• Achieve and Maintain 85 Retention Rate for BDE
  (RETENTION)
• Achieve and Maintain 12 Attrition Percentage
  (ATTRITION)
• Increase Brigade Combat Readiness (Train the
  Force)
• Maintain or exceed DMOSQ of 85
• Improve Unit Specific Core Competencies
• Meet ARFORGEN training requirements
• Increase competencies in joint or interagency
  operations

3
56th Troop Command

• Resource the Force (Sustain the Force)
• Meet ARFORGEN Equipping requirements and
  increase equipment readiness ratings to S3/R2 NLT
  30 Sep 2009
• Achieve Satisfactory or better ratings on all
  internal and external evaluations
• Increase FRG attendance
• Integrate the composite risk management process
  into all operations and functions
• Develop and Maintain Local and Strategic
  Relationships (Communicate)
• Provide opportunities for joint/coalition
  professional leadership development (Leapfest,
  ABN EX, m MTN IN TRNG w/CENTCOM, BTH,
  Coastal Sentinel)
• Conduct Command Climate Surveys
• Increase/maximize opportunities for leaders
  interaction at all levels

4
43d Military Police Brigade

• Increase Brigade End Strength (Man the Force).
• Achieve and Maintain 110 of Authorized End
  Strength
• Achieve and Maintain 85 Retention Rate
• Achieve and Maintain Less Than 18 Attrition Rate
  
• Increase Brigade Combat Readiness in support of
  both Federal and State missions (Train the
  Force).
• Maintain or exceed DMOSQ of 85
• Increase competencies in joint and interagency
  operations
• Meet ARFORGEN training requirements
• Sustain Unit Specific Core Competencies

5
43d Military Police Brigade

• Identify and Acquire necessary Equipment,
  Automation and Facilities to Maintain Operational
  Relevance in the War Fight (Sustain the Force).
• Prioritize Equipment Distribution to Units with
  NOS/Alert For Training
• Achieve satisfactory or better ratings on all
  internal and external evaluations.
• Provide accessible and responsive support
  systems, internal and external, for The Guard
  Family.
• Integrate the composite risk management process
  into all operations and functions at all levels.
• Develop and Maintain Local and Strategic
  Relationships (Communicate-Internally/Externally).
  
• Provide opportunities for joint/coalition
  professional leadership development.
• Obtain and evaluate command climate feedback.
• Increase/maximize opportunities for leader
  interaction at all levels.
• Develop and distribute an annual targeted
  communications message outlining the
  organizations priorities

6
RIARNG Recruiting and Retention Command

• Sustain Attrition Rate lt 12
• Sustain Training Pipeline Loss
• Sustain Ship Status
• Sustain Active Drilling Status
• Sustain First Term Losses
• Sustain Training Pipeline Losses lt 18
• Sustain Training Pipeline Losses lt 18

7
RIARNG Medical Command

• Maintain enlisted end strength and increase
  officer end strength by 15 (Man the force)
• Increase and sustain DMOSQ (Train the force)
• Conduct AT and provide training to achieve all
  certification requirements
• Successfully transition to new AO NLT JAN 09
  (M-Day OPS), NLT APR 09 (Sustain the force)
• Maintain internal communications (Communicate)
• Improve external communications schedule medical
  support needs of RIANG units

8
143d Airlift Wing

• Improve/Increase Wing Readiness
  (Man/Train/Sustain the Force)
• Achieve/Maintain 110 End Strength NLT 30 Sept
  10
• Constructing Air Traffic Control Tower NLT 30
  Sep 10
• Increase SORTS Equipment levels NLT 30 Sept 09
  
• Increase participation in Joint Exercises by 10
  in FY 09
• Achieve effective communication of all internal
  and external messages to key audiences.
  (Communicate)
• Publish Wing Newsletter (Rhode Warrior)
  Quarterly during FY 09
• Submit Wing PA articles/messages to JFHQ-PAO at
  least once per quarter in FY 09
• Develop/Execute Strat Communications Plan NLT 1
  Feb 09

9
281st Combat Communications Group

• Effectively communicate with our five remote
  squadrons in a timely manner. (Communicate)
• Exploit the use of Defense Connect Online (DCO)
  (Communicate)

10
102nd Information Warfare Squadron

• Man the Force
• Maintain 110 end strength. By 30 Sept 2010
• Achieve/maintain C1 NLT 30 Sept 2010
• Rebalance the force and capitalize on force
  structure
• Meet AEF manning requirements
• Provide a transparent and competitive process
  for all career opportunities
• Personnel will be trained to meet all operational
  tasking or requirements mandated by Higher
  Headquarters. (Train the Force)
• AFSC Qualification/Skill Level
• Continued specialized technical training.
• Meet all mobility training requirements.
• Human relations training and PME
• Increase opportunities for joint training in IO
  community
• Collaborate with sister IO and RING units to
  share instructors and curriculum.
• Continue to work with Air Force and DISA FSO to
  obtain specialized training opportunities for
  RING.
• Coordinate with NGB A3C to obtain funding for
  training. (2b, 2c, 2d)

11
102nd Information Warfare Squadron

• Retain all qualified personnel and emphasize
  career progression. Maintain fairness and equal
  opportunity. Continued education, training,
  travel, and personal development opportunities.
  (Sustain the Force)
• Improve training and mission related
  opportunities within the squadron.
• Maintain a positive climate within organization.
• Provide upward mobility and career progression.
• Continue to provide new equipment and improve
  facilities.
• Ensure both squadron members and external
  customers are well informed (Communicate)
• Provide squadron personnel with pertinent
  information on mission, events and training
  opportunities.
• Continued dialog with customers and Higher HQ. on
  a monthly basis.
• Quarterly IO threat brief with RING on Cyber
  Threat

12
RIANG Recruiting and Retention

• Exceed established FY RIANG accession goals by
  8.5 (Man the force)
• Achieve 100 of recruiter productivity/goal
• Establish and implement a production goal for
  the Retention Office Manager
• Establish and coordinate the implementation of
  an additional 8R000 production recruiter in RI
• Increase GRAP participation
• Achieve established FY RIANG retention rate goal
  of 90 (Sustain the force)
• Assist re-set units with excess member
  relocation/retraining opportunities
• Maintain current Career Motivation Program
• Monitor the incentive program and maintain
  proper execution of incentive funds
• Mirror RI Community demographics (Sustain the
  force)
• Recreate the recruiting diversity plan
• Create a retention diversity plan