1.

References:

a. FM 7-0, Training the Force

b. FM 25-101, Battle Focus Training

c. FORSCOM/ARNG Reg. 350-2, dated 27 Oct 99

d. GaARNG, DCS-OPS-T, Memorandum dated 31 Jan 02, Subject: Command

Training Guidance for Training Years 2003-2006

e. GA-78TC-CDR, Memorandum dated 06 May 03, Subject; Command Training

Guidance for Training Years 2004-2008

f. 878th Engineer Battalion SOP 350-1.dtd 1 Oct 99

2. Purpose: To provide training guidance for the 878th Engineer Battalion for training
year 2006.

3. Mission Statement:

878th Engr Bn mobilizes and deploys by air and sea.

Increases the combat effectiveness of Division, Corps and Theater Army Forces
by accomplishing general engineering tasks and limited mobility, countermobility and
survivability tasks.

Constructs, repairs and maintains main supply routes, buildings, structures and
utilities.
 Performs rear area security operations when required.

4. Command Emphasis:

Everything we do must be geared towards the retention of Soldiers. Well

planned and properly executed training is our best retention tool. We need to develop
two-year training plans and achieve the requirement of 120-day lock-ins for IDT training.
Units will conduct back-briefs, rehearsals, and AARs to standard for ALL training events.
Commanders must insure that their NCOs are attending the required NCO schools and
Non-MOSQ Soldiers are attending MOS producing schools. Retention interviews
required by OPORDER 1 will be on the training schedules. These interviews will be
planned and executed like any the other training event. We must continue to integrate
NMC training, CTT, and Force Protection into all training events. Maintenance training
will target training deficiencies of ULLS-G operators, trouble-shooting skills, and
hydraulic system repair. Utilize annual training to correct General Engineering
weaknesses and conduct Force Protection training at the platoon level. Units will
conduct a Convoy Live-Fire Exercise in addition to the required IWQ and CSW
qualification. IDT training plans should be used as a building block towards executing
annual training missions. Units will use their IDT time to train individual and squad level
tasks. AT will be used to train platoon and company level tasks.

5. Focus:

a. Personnel Readiness: Personnel Readiness is our primary goal. To

achieve personnel readiness, leaders at all levels must become involved. Commanders
are responsible for all areas of personnel readiness. Personnel readiness is defined as
having a fully qualified, fit-for-duty, fully deployable soldier assigned and functioning in
every TOE/TDA position.

(1) Strength Management: The keystone of personnel readiness is

strength management. Listed below are actions that are required:

(1) Fill every vacant and projected vacant position in every unit.
(2) Keep the loss rate at 18% or less.
(3) Keep late ETS reports below 1%.
 (4) Establish an active Family Support Group in every unit.
(5) Establish an active Sponsorship Program in every unit.
(6) Establish an active ESGR Program in every unit.
(7) DMOS qualify every unqualified soldier.
(8) Maintain NO-VAL pay, (Possible Non-Participation Report),
below 1.5% in every unit.
(9) Publish a monthly newsletter – every unit.
(10) Be actively involved in the Non-Prior Service Training Program
(NPSTP) (Battalion task).
(11) Assign a Unit Public Affairs Representative in every unit.
Furnish monthly press releases and articles as appropriate to the local press.
(12) Conduct annual benefits briefings.
(13) Schedule an annual Strength Management Assessment Model
(SMAM – formerly known as the unit climate survey).
(14) Conduct and document retention interviews monthly, IAW
ANNEX C, OPORD ONE.
(15) Every unit-training schedule will depict a recognition/awards
ceremony quarterly at one of the formations. This should only take 5-10 minutes.
Promotions, awards and other recognition should be made at this time.
(16) Units will include recruiting and retention activities as part of
their training briefs and will indicate these in their training schedules.
(17) Units are limited to one MUTA 6 per training year. Any
additional MUTA 6’s must be personally approved by the Commander, 78th Troop
Command or his designated representative.

(2) MOSQ/soldier qualification: If a soldier is not MOSQ, then he/she

shall be programmed for a MOS school within 12 months of assignment. If a soldier is
not capable of attending school, then the soldier will be evaluated by the first line leader
(FLL), to establish the capability of the soldier to achieve DMOSQ. If deemed capable,
then the FLL shall develop a plan with the soldier, establishing the road to success. If it
is determined that the soldier is not capable, then the chain of command will counsel the
soldier and present the soldier with alternative positions within the command. If no
position is determined to be available within the immediate command, then prior to the
counseling, the unit shall coordinate with the next higher headquarters S-1 for other
opportunities for the soldier.
 (3) Our Leaders: Officers, Warrant Officers and NCOs shall likewise
receive their appropriate levels of military schooling. Their first priority is to have the
level of schooling commensurate with their rank. Until this is achieved, they will not
attend Annual Training with their unit. For enlisted soldiers, you must mentor them to
enhance their promotion potential by working on areas of weakness found on their
Enlisted Promotion System (EPS) assessments. OES/NCOES boils down to basic
monitoring of a soldier’s career. Your counseling and care is the key to success in
this area of responsibility.

b. Leadership: Lead by example: No exceptions, leaders set the standards.

(1) Officers Plan – NCOs execute. Officers must be capable of planning

and overseeing training and leading their units in combat or in support of combat
operations. NCOs must be capable of carrying out training plans and executing the
wartime mission. Officers will take ownership in the plan and in turn be held
accountable for the outcomes. Commanders and Platoon Leaders will ensure that they
are an integral part of the training management program. First line leaders are
responsible for assessment, selection, and planning of training.

(2) Our NCOs are to be focused on executing their responsibilities for

individual training. MOSQ, CTT, APFT, and Weight Control are all sergeants’ business.
Commanders will actively empower their NCOs and then hold them responsible for their
duties.

c. Soldier Discipline. Leaders will ensure that their Soldiers display

proper military bearing at all times. Commanders will conduct in-ranks
inspections during morning formations to ensure that their soldiers are in
compliance IAW AR 670-1. Unit formations will be executed IAW FM 22-5.
Military courtesy will be exhibited by all Soldiers.

6. Individual Training.

a. Inactive Duty Training (IDT). IDT is based on the current METL assessment,
and completion of those mobilization tasks that prepare the unit for deployment. These
tasks must be mastered before the unit can successfully train at the collective level.
 b. My individual training priorities are:

(1) MOS Qualification.

(2) NCOES
(2) Individual Weapons Qualification.
(3) Crew-served Weapons Qualification.
(4) CTT Improvement.

c. Individual training programs must incorporate MOS and common survival

tasks based on an IDT assessment of the unit’s METL. The METL is the foundation of
both individual and collective training proficiency.

d. Priority of school funds is shown below. Utilize EPS principles and focus on
actual training requirements.

(1) Initial Skills Acquisition (MOSQ, OBC, and WOC).

(2) Career Development (OAC, WOAC, CAS3, WOSC, CGSC, WOSSC,
BNCOC, ANCOC, and ASI).
(3) Special Skills – Air Assault, Ranger or Airborne only if required by
MTOE.
(4) Refresher/Proficiency.

e. Performance Measurement / Goals.

(1) Personnel assigned in authorized MTOE (UMR) positions = 100%.

(2) Duty MOS Qualification = 85%.
(3) Physical Fitness Test (APFT) Pass Rate (of soldiers participating in
the APFT) = > 90%. Units will develop individual fitness plans to address the needs of
those who do not meet Army weight and physical standards.
 (4) Individual Weapons Qualification = > STRAC Standards. (For “D” UIC
units, the requirement will be those established under “Daylight Fire and NBC
Familiarization Fire. The predominant weapon assigned to the unit will establish the
weapons system.)
(5) CTT Pass Rate => 90% (Measured over a two year period).

7. Leader Training.

a. The training of leaders is the most important responsibility of commanders.

At all levels, commanders and leaders must be personally involved in training the
trainer. For commanders, an important part of training junior leaders is accomplished by
mentoring during the development process. The CSM, 1SGs, and platoon sergeants
must also actively participate the development of junior leaders.

b. Unit Leader Development Program. This program has not been well
implemented to date. I want this fixed. We must develop leaders at all levels through
time and experience. Commanders need to focus their leader training to address the
needs of their junior leaders.

(1) Unit leader development programs have been called the Officer
Professionalism Development Program, ODP, NCODP, etc. I want relevant, battle
focused training conducted for all levels of leadership. The ULDP will focus on training
leaders to lead. This is to normally take place outside of the drill period. Drill periods
will focus on the training of the junior soldiers by the senior soldiers. I expect my
leaders to CONDUCT TRAINING.

(2) Listed below are required topics to be taught in addition to those

topics that each commander selects to cover in his/her unit leader development
program. The training will be documented and kept on file in the unit training records:

(a) SMART Training. (All levels)

(b) The Training Evaluation Support System (TESS).
(c) First Line Leader Training (All Levels)
8. Unit Training.

a. Training highlights for the year include:

DRILL EVENT

OCT WEIGH-IN, APFT, SRP, PMI

NOV M9/M16 AWQ
DEC FAMILY DAY, PERSONNEL READINESS
JAN GENERAL ENGINEERING,
MOBILITY/COUNTERMOBILITY
FEB GENERAL ENGINEERING
MAR UNIT SURVIVABILITY
APR GENERAL ENGINEERING, UNIT SURVIVABILITY,
WEIGH-IN,
APFT MAKE-UP
MAY GENERAL ENGINEERING, DEFEND THE UNIT
JUN MOBILIZE/DEPLOY
JUL MOBILIZE/DEPLOY, BCST (BN), AT-06, 100%
INVENTORY
AUG 100% INVENTORY, MAINTENANCE
SEP MOBILITY/COUNTER MOBILITY, UNIT SURVIVABILITY,
GENERAL ENGINEERING

b. The very heart of our business is to train soldiers, both individually and
collectively. We should practice multi-echelon training in order to maximize our most
critical resource - time. For soldiers to be trained, they must be present for Drills and
AT. Our responsibility is to provide an interesting and challenging training experience.

c. Inspections are a Commander’s tool for determining unit readiness. They

are an integral part of the training process. Inspections will be coordinated with the Ga
STARC and DOD Headquarters. Units shall receive no more than one inspection per
year, (excluding reinspections).

d. Focus your collective training on the unit’s wartime mission. Train to operate
as a team and learn how to synchronize with the adjacent units and the battalion staff.
Forecast and request the necessary training support early enough in the planning cycle
in order to maximize training value.

e. Pre-Mobilization Training Focus. The FORSCOM Commander’s guidance is

that Reserve Component Combat Support/Combat Service Support units train to the
company level. Walk before you run. The training emphasis for IDT periods will be
individual tasks. We will focus on section, platoon, and company level collective training
during AT.

f. Post-Mobilization Training Focus. I expect the bulk of collective training to

happen here. Commanders will develop a Post-Mobilization Training Plan for their
unit. This plan will be maintained in the unit’s mobilization file. This plan should be
updated and reflect correlation with the unit’s Quarterly Unit Status Reports (USRs).

g. METL Training. Commanders will determine which METL tasks are

considered post-mobilization and which are considered pre-mobilization tasks. Pre-
mobilization tasks will be the focus of training for all units.

h. Lanes Training. Situational Training Exercises (STX) are the standard

training method. STX examples are fully described for most units in their Mission
Training Plans (MTP). Utilize STX during IDT as much as possible.

i. Training Schedules. Monthly IDT training schedules will be based on the unit
Yearly Training Calendar (YTC). Training schedules will be prepared IAW FM 7-0 and
25-101 and submitted through the Standard Army Training System (SATS 4.2). Training
schedules must reflect the actual dates and locations of where the training will be
conducted. All training scheduled is task, condition, and standard intensive, not time
intensive. A draft training schedule is to be submitted to the battalion NLT 120 days
prior to the event. Training schedules are created from the first line leader up based on
the assessments of the first line leader and the unit commander. Training schedule
development is not the responsibility of the training or readiness NCO. Commanders
will assess their units after each major training event to determine readiness. First line
leaders will select the individual tasks to be trained IAW their knowledge of their
Soldier’s abilities and the commander’s assessment and training plan. Commanders
will take responsibility for the planning of their unit’s training and ensure that the training
supports the METL.

j. We must train to maintain by integrating individual, crew, and unit level

maintenance into all training. Property management and supply discipline are our
combat multipliers.

k. While small unit training is occurring, leader and staff training should be
executed in a multi-echelon fashion at higher levels. Operations orders (OPORD) will
be developed to drive all collective and major training events. Staffs must be proficient
in providing centralized planning and operational guidance to commanders.

l. Integrate all components into training events. Include things like survivability
skills, CTT, crew drills, crew coordination, maintenance, personnel accountability
reports, and so on.

m. Focus toward attaining genuine crew, squad, section, and platoon

proficiency. Teamwork produces quality. Once this is achieved, stabilize crews.

n. Development of training and evaluation outlines will be prepared and

reviewed for each collective training event.

o. Performance Measurement / Goals.

(1) Inactive Duty Training (IDT) Attendance = > 90%.

(2) Annual Training (AT) Attendance = > 90% (Constructive Attendance).

p. Innovative Readiness Training (IRT). In accordance with NGB policy, IRT

exists to provide a training opportunity for our soldiers to enhance their military skills
while providing a service to local communities. The program is intended to build upon
the long-standing tradition of the National Guard acting as a good neighbor at the local
level, in applying military personnel to assist worthy civic and community needs. IRT
projects consist mainly of engineering, construction, or transportation project
accomplished by GaARNG units for the benefit fo local communities. Examples include
grading land, constructing buildings, or improving drainage for a local community or
non-profit agency.

(1) IRT projects are an important retention tool the GaARNG. Our soldiers
gain a strong sense of purpose and accomplishment from helping their local
communities through participation in IRT projects.

(2) Projects require approval by TAG-GA. All requests will be forwarded

through channels. Units are not authorized to commit to support unit a project is
approved. These projects should not exceed three drill periods (12 total UTAs). The IRT
should be tailored such that it enhances the units training.

q. Training and the environment. Proper environmental management and

coordination are not only necessary to comply with law, but they also benefit the mission
by keeping operations on schedule and maintaining good public relations. All leaders
must become aware of the environmental regulations, policies, and procedures at all
training locations. This includes training at HOST, civic-action projects (IRT), Fort
Stewart and Fort Gordon.

h. Maintenance Training. Units will dedicate 25% of IDT training time

for PMCS. Unit commanders will ensure that their maintenance personnel
have 50% of their IDT training time for hands-on maintenance training and
MOS training. This is IAW AR 750-1. This includes scheduled services (25%
of services performed on IDT periods by M-Day personnel) and ULLS-G
training. Scheduled services will be planned and conducted as a training
event.

9. State Mission Training.

a. The 878th Engineer Battalion staff will be expected to participate in the

conduct of an emergency preparedness exercise annually. The exercise will focus on
traditional MSCA missions. Traditional missions include natural and manmade
emergency situations such as winter storms, hurricanes, and civil disturbances.
Additionally, the battalion is tasked with a state critical infrastructure (CI) mission. The
battalion staff will disseminate plans and information as soon as they become available
from higher.
 b. The 878th Engineer Battalion has an “on-the-street” mission and will complete
the 4-hour annually training requirement on performing traditional street missions as
identified in the 500-1 series regulations and plans. This training focus should not be
confined to honing traditional “stomp and drag” civil disturbance techniques, but should
focus on area security and public safety missions task performance. These missions
include patrolling by vehicle and on foot, conducting basic sentry duties at fixed posts,
detecting possible surveillance, reacting to potential bomb threat situations, directing
civilians, and terrorism counteraction planning. Training will be task oriented and not
time oriented. This means that the amount of time devoted by a unit during its IDT
period will be based on the level of experience within the unit. Civil disturbance training
will be conducted by junior leadership within the companies. Training will be
documented and documentation will be forwarded through this headquarters to the
State Security Manager at the Joint Operations Directorate.

c. Force protection planning and awareness should be incorporated into all

phases of training. Our personnel, as our greatest asset, should always be encouraged
to remain aware of their surroundings and to be mindful of the need to promote an
active effective security posture. Leaders are charged to ensure that proper security
measures and procedures are applied when conducting training.

10. Training Strategy / Resourcing.

a. Train for the Future. I expect commanders to ensure expenditures for MOS
and leader training are consistent with future force structure plans and MTOE
documents. As new MTOE documents become available, I expect commanders to
begin to implement these documents one year out and to plan to be fully trained and
equipped by the E-date. This includes identifying and requesting MOSQ for Soldiers
having to reclassify due to the new MTOE scheduled to take effect in TY07. The unit
restationing plan will be disseminated as soon as possible.

b. New Equipment Training (NET). We anticipate we will continue to receive

new equipment. Reduced resourcing means fielding packages will be smaller. Plan
equipment fielding as a part of your YTC and plan to conduct required individual training
as a part of your IDT training plan. Do not expect NET to mean more training dollars.
Although some funding may be provided, we cannot expect it to meet all of our
requirements.
11. Training Management. FM 7-0 and FM 25-101 will provide the basis for how we
conduct and manage training. Learn the training process outlined in these documents.

a. Conduct training planning on a continuous basis rather than taking an annual

approach. Maintain a continuous long-range (12 months) calendar with specific
resourcing identified. Each quarter, add a quarter to your calendar.

b. Do detailed planning, coordination and synchronization. This allows for

prioritizing and planning training to best utilize limited resources.

c. Allow adequate time to adjust plans to enable units to lock-in training 120
days out.

d. Communicate the plan and require leaders to conduct their preparation and
planning prior to the MUTA/UTA date. All training should be preceded by rehearsals
conducted by the chain of command.

e. Assign responsibilities; make them clear; and maintain accountability. It will

prevent communication breakdowns.

f. Training meetings are non-negotiable. They will be held on a monthly basis.

Training meetings provide guidance for forming training schedules. The battalion
commander plans to attend at least one of the company training meetings on a quarterly
basis. They will also be used to review/assess the results of the training that was
previously conducted. Ensure your R&R NCO is present. TC 25-30 is the reference
guide for the conduct of training meetings.

g. Minimize training distracters by properly identifying required events early in

the planning process. Schedule HIV testing, panographic x-rays and/or DNA testing, or
command inspections, as training events throughout the training year. If these events
are planned properly, they enhance personnel readiness, which is our number one
priority. If we do not plan them properly, they can become distractions.

h. This command will conduct an ATMS and YTB for TY07 in March of 2006.
 i. Teach the upcoming training events standards prior to the unit conducting the
training. Ensure that leaders have demonstrated their understanding of the standard as
a part of leader training.

j. Battalion staff will utilize at least 50% of available drill time for staff training.
Primary staff officers are responsible for developing training plans for their sections and
for coordination with other staff sections for integrated training.

k. Our NCOs are to be focused on executing their responsibilities for individual

training. MOSQ, CTT, APFT, Weight Control, Weapons Qualification, and individual
tasks that support the commander’s METL are all sergeants’ business.

12. Training Execution. You will prepare for training using battalion and company
training meetings and RMPs. I expect all training to be planned in detail and resources
identified 120 days out.

a. T-90, I expect instructor personnel to be identified.

b. T-60, I expect resources to be on hand and the instructor preparing for his
presentation.

c. T-30, I expect the commander or senior NCO in the unit to evaluate a

rehearsal of the instruction to be presented.

d. All training will be evaluated and documented by the leadership of the unit no
later than T+30 and recorded in the unit’s training files.

e. Changes to training events within the 90 day window will be submitted through
the chain of command.

13. Training Evaluation / Assessment.

 a. A key to our training strategy is rigorous, candid assessment of our pre-
mobilization training status. Commanders must use all the tools available to them to
evaluate training/readiness status. Once weaknesses are identified, be aggressive in
implementing changes to correct them. TRAIN, EVALUATE, and IMPROVE.

b. The Training Evaluation Support System (TESS) will be used by

commanders as the foundation for the unit’s Yearly Training Plan/Calendar. The TESS
is the tool to help the commander track overall unit readiness. When properly
maintained, the TESS provides an excellent summary of the units’ status in personnel,
maintenance, equipment, and training. The TESS is a living document which must
reflect the current training readiness status and the results of formal training
evaluations. Commanders will review and update their TESS after each training event
as necessary. ALL units will utilize the TESS regardless of whether they are
scheduled to receive an external evaluation during the AT period.

c. After Action Review (AAR) will be conducted following all performance

oriented training. It is not restricted to field exercises. AARs may be formal or informal.
Leaders conducting an AAR must ensure they are planned, properly prepared, and
conducted in an effective manner. They will also be planned for on the units training
schedules.

14. Safety/Risk Management.

a. As an organization, we demand responsible action, which includes protecting

our soldiers as they accomplish their mission. Everyday, as we respond to the State’s
and Nation’s needs, we expose our soldiers to hazards in uncertain and complex
environments. We do this with the full knowledge that there are inherent risks
associated with any military operations.

b. The purpose of Risk Management is to identify operational risk and take

reasonable measures to reduce or eliminate hazards. Risk management allows us to
operate successfully in high-risk environments. Leaders at every level have the
responsibility to identify hazards, take measures to reduce or eliminate hazards, and
then to accept risk only to the point that the benefits outweigh the potential losses. The
Army’s doctrinal manuals articulate the risk-management process, our principal risk
reduction tool. Risk management is not an add-on feature of the decision making
process but rather a fully integrated element of planning and executing operations.
 c. Risk management will be a routine part of planning and executing operational
missions. Risk management will help preserve combat power and retain the flexibility
for bold and decisive action. Proper risk management is a combat multiplier we can not
afford to squander. Commanders will employ risk management procedures in
accordance with GaPAM 385-10, 1 Oct 97, to preclude unacceptable risks to the safety
of personnel and property. Risk Assessment worksheets will be completed,
reviewed, approved (in accordance with GaPAM 385-10) and attached to the
training schedules, mission planning documents and operation orders. Risk
Assessment worksheets are to be considered a living document that will be updated as
the situation changes. “Canned” assessments are not the standard and will not be
accepted.

d. Quarterly safety training/meetings will be scheduled, executed and

documented. A copy of the training completion documentation will be forwarded to the
battalion S-3.

e. The following are mandatory training requirements to be conducted

annually:

(a) HAZCOM Training IAW NGR 385-10.

(b) Fire prevention training – how to use a fire extinguisher and the
hazards involved with the incipient stage of fire fighting.
(c) Pre-Annual Training SOP review covering all the integrated risk
management techniques for unit specific METL tasks and identified known hazards
associated with the unit mission.
(d) Proper lifting techniques.
(e) Personal protective equipment, i.e. eye protection, hearing
conservation, foot protection, respiratory protection.
(f) Heat stress prevention/cold weather operations.
(g) Prevention of slips, trips and falls.

f. Safety must become integrated in all phases of training (AT, IDT, ADSW, MOB)
and the ways to accomplish this are as follows:
 (a) Involve the Unit Safety Officer in mission planning to help identify
hazards and recommending controls.
(b) Ensure that the commander’s safety intent is effectively
communicated through the chain of command down to the individual soldiers.
(c) Ensure that NCOs are aware that they “own” the safety program
(responsibility and authority).

g. Discipline. Soldiers are clearly aware that intolerable behaviors/deviation from

safe operating practices will not be condoned.

h. Use the Risk Management/Assessment (FM 101-5) five step cyclic process
and matrix.

i. Commander’s Protection (Safety) Guidance.

(1) Goal. Avoid accidental deaths, injuries, and equipment loss.

(2) Objective. Reduce human error, material failure and environmental

effects during the performance of combat functions.

(3) Priorities. Continuously improve readiness in the following areas:

(a) Self-discipline.
(b) Enforcement of standards.
(c) Training to standard.
(d) Procedures and standards that are clear and practical.
(e) Support to standard.

j. Commanders are reminded to ensure accidents are reported in a timely

manner IAW ltr, TAG-GA, DCS-AVN-SOHO, subj: Accident Investigating, Transporting
and Record Keeping (NGR 385-10/AR 385-40), dated 25 May 94. In addition, Annual
Training Safety Clearance (Appendix P, GA NGR 350-1) must be completed prior to
completion of AT and submitted through channels to DCS-AVN-SOHO for approval.
Bottom line, all serious incidents must be reported to higher via the Serious Incident
Report (SIR).

k. The chain of command from squad leader to the Battalion Commander is the
878th Engineer Battalion’s safety officers. Leaders use AR 385-10 and NGR 385-10 as
your guide for risk management. Commanders will certify safety of training events;
Commanders will act personally as safety officers for training events; NCOs make
safety happen.

l. Ultimately, leaders will make decisions that place our soldiers in harms way.
That is inherent in the responsibility of command. We have tools to help you, and I
expect you to use them. But, they are tools at best. No tool can substitute for the
exercise of responsible judgment. I expect commanders to create an environment in
which the lives and well being of our soldiers are an integral part of the accomplishment
of our mission. Our soldiers deserve no less.

15. Force Protection. Commanders must protect combat power through aggressive
force protection efforts that will enhance our ability to execute our state or federal
missions quickly and decisively with minimal losses. Commanders must continually
review their unit’s FP posture and crosswalk it with the current and changing policies
and threat levels. Risk management based on threat is key to determining our
vulnerability and our prioritization of resources. We will use these tools to protect our
soldiers, family members, and critical resources. Hazards that cannot be adequately
controlled at a level will be elevated to the next level for resolution. Risk management is
a primary tool for ensuring that force protection is maximized within training and combat
operations.

a. I expect all my commanders to:

(1) Comply with current OPORDs, FRAGOs and Messages related to

Force Protection Condition.
(2) Be prepared to conduct consequence management IAW CONPLANs
and provisions of OPLAN 500-1 (April 2001). (AR 525-13, 5-12)
(3) Implement and execute the Army AT/FP standards identified in
Chapter 5, AR 525-13 as designated and modified in the GaARNG AT/FP plan (TBP).
 (4) Appoint a BN Level ATOs IAW AR 525-13, 5-9 (Level II certification
required). Level II certified ATOs (NCOs or officers) are recommended at company and
separate detachment level to serve as advisors to unit commanders.
(5) Provide Level I AT training, via certified Level II instructors, to soldiers
and within 6 months of overseas deployment and annually to all CONUS-based
personnel if the CONUS DoD Terrorism Threat Level is promulgated above “Moderate.”
(DODI 2000.16).
(6) Harden the target and reduce vulnerability to all types of aggressor
categories by conducting command compliance inspection programs, mandatory
briefings and assignment of staff oversight for:

(a) The Army Physical Security Program (AR 190-13)

(b) Physical Security of Arms, Ammunition and Explosives (AR 190-
11)
(c) Security of Unclassified Army Property (AR 190-51)
(d) Risk Analysis for Army Property (DA PAM 190-51)
(e) Subversion and Espionage Directed Against the U.S. Army
(SAEDA) (AR 381-12)
(f) Operations Security (AR 530-1)
(g) Information Security (AR 380-5)

b. Nuclear, biological, and chemical (NBC) defense training constitutes an

essential pillar of operational and tactical deterrence against the proliferating
foreign NBC threat. The units ability to perform under all NBC conditions is
key to force protection. Commanders will ensure that units are fully trained
to sustain operations and defend against all Homeland Security and
battlefield NBC hazards.

c. Within the information operations area, information protection training and the
integration of realistic information system security scenarios into collective training and
daily mission operations are essential to help protect the force through protection of
critical information and information systems.

d. Antiterrorism – In accordance with AR 525-13, all commands will implement

an aggressive antiterrorism training program. The 878th Engineer Battalion has the goal
of Level II certified soldiers within the battalion and companies. Antiterrorism / Force
Protection (AT/FP) training consists of level I, II and III training. Staff responsibility to
manage this program will reside with the S-2.

(1) Level I training will be provided by Level II instructors to soldiers and

dependents within 6 months of overseas deployment. Training will be annotated
on deploying soldier’s orders.

(2) Level II certification will be provided to selected soldiers E6 to O3 by

appropriate certifying agencies. Level II instructors will be qualified to give AT/FP
briefings to soldiers before overseas deployment. Level II certified NCOs or
officers will serve as advisors to battalion, company/battery, and separate unit
commanders. The battalion will maintain a minimum of two trained Level II
soldiers at all times.

(3) Level III certification will be provided to O-4 to O-5 battalion

commanders in the pre-command course. Level III certification instructs the
commander on what to expect from Level II advisors.

e. Physical Security Program. The unit commander will appoint in writing a

Physical Security Officer. The physical security officer /S-2 is responsible for developing
a unit physical security plan (AR 190-13 para 1-23b(3)). The unit commander will
designate in writing Mission Essential Vulernable Areas (MEVAs) and conduct risk
analysis on all MEVAs (190-13 para 1-23b(10-12), 1-24a(4), and 2-4(2). The physical
security plan will cover MEVAs, restricted areas, close of business procedures and
security of unit during times of unrest as a minimum.

16. Mission Review. I want commanders and first sergeants to keep up with the
untrained soldiers and to develop programs to improve the unit DMOSQ and retention.
Soldiers matter. They are our most precious asset. We must do what it takes to provide
them with the highest level of readiness. I want you to review our services and
determine how well satisfied our soldiers are with the support we are giving them.
Determine our improvement by measuring and charting:

a. How we spent our time? How do we spend the soldier's time?

 b. How we spent the organization's money? Track our funding priorities and
measure last quarter's spending success Project next quarter's spending results.

c. How we utilized the organization's human resources? Measure five digit

DMOSQ improvement, leader skills improvement, and team/crew/platoon improvement.

d. Satisfied soldiers are directly related to retention. If they are not satisfied,
they will not stay in the Georgia Army National Guard.

f. Improvement criteria is based on how many untrained soldiers, leaders, crews,

teams, sections, etc. were trained during the quarter without degradation. If degradation
occurred, find the cause, propose change, and implement a solution. At the next
meeting, confirm the solution worked.

Our greatest responsibility in peacetime is to prepare our soldiers to fight and win
the next war. Leaders must conduct all training with this in mind.

ESSAYONS!

ROWELL A. STANLEY
LTC, EN, GaARNG
Commanding