The Adjutants General Association of the United States, or AGAUS, is committed to a central leadership role in promoting and supporting adequate state and national security; in promoting the efficiency of the Army and Air National Guards of the respective states, territories, and District of Columbia (referred to collectively as the "states", the "National Guard", the "Guard", or "NG") and of the Army and Air National Guard of the United States (referred to collectively as the "National Guard of the United States" or "NGUS"); and in facilitating and improving the administration of the foregoing National Guard and NGUS affairs through the agencies of the Department of Defense and the several States.

To that end, AGAUS must insure the National Guard and the National Guard of the United States are organized, equipped, and postured to fulfill their responsibilities across the full spectrum of operations inherent in the National Military Strategy (NMS) and the constitutions of the United States, the various sovereign states, and U.S. territories.

That spectrum of operations requires land and air forces capable of working in state, federal, joint, combined, and multinational roles for a variety of missions extending from state emergencies and humanitarian assistance to peacekeeping and peacemaking to major theater wars, including conflicts involving the potential use of weapons of mass destruction, at home and abroad.

The National Guard of the United States will augment and compliment our active components' response and dominance at every point on the spectrum of federal military missions. Upon request of the governor, and as necessary and appropriate, active components and other federal executive agencies will also augment and compliment the National Guard response and dominance at appropriate points on the spectrum of state military missions.

Adopted in St. Thomas, VI 26 June 2008

The United States is a militia nation founded on the principle of citizen-soldiers safeguarding our national security. This construct is as essential and relevant at the dawn of the 21st century as it was when citizen-soldiers mustered at the Massachusetts Bay Colony more than 365 years ago. The National Guard remains a critical component of our national military structure. The Guard is fully integrated with civilian officials and emergency responders in every state and territory. The Guard is also a fully integrated component of the United States Army and Air Force, capable of performing, with our active duty partners, the full spectrum of Army and Air Force foreign and domestic missions. The National Guard uniquely connects every police station and firehouse to the Department of Defense and every State House to the White House.

In accordance with the U.S. Constitution, and with the support of Congress and the sovereign states, the National Guard has provided reliable, cost-effective, readily accessible and fully capable combat forces throughout our nation's history. In short, a robust National Guard has been, is, and must remain a cornerstone of our national security strategy. National Guard end strength should not be sized in proportion to fluctuations in active Army and/or Air Force end strength; rather, Guard end strength should be determined by the threat environment confronting our nation and by reliance on the Guard as the most effective and cost-efficient means of preserving our foreign and domestic security.

Those who master or adapt to revolutions in military affairs control the course of history. Each transfer of civilian leadership is a critical time for our nation. Each transition from one revolution in military affairs or national security era to another is an equally critical time for our nation. The geo-political changes of the early 21st century are historic in scope but not entirely without precedent. As the incumbent administration outlines its recommended national security strategy and military force structure, Congress and the sovereign states (acting through the National Governors Association) must actively engage in defining the national strategy and, in so doing, preserve the essential dual mission of the National Guard in providing for our national security.

Therefore,

1. The leadership of the National Guard will endorse and support Army and Air Force transformation plans that integrate the National Guard as a full partner in America's 21st century force.

2. The National Guard must remain a combat and support force that is balanced, modern, relevant, cost-effective, and fully missioned across the full spectrum of Army and Air Force operations.

3. The National Guard must have the structure, equipment (including modern aviation assets), and end strength required to accomplish all foreign and domestic security missions, including response to natural and man-made emergencies / disasters.

4. The National Guard is the key military component of our national domestic security strategy. Domestic security is an important mission -- but not the sole or primary mission -- of the National Guard. To that end, the National Guard must be properly missioned and appropriately resourced as part of a comprehensive DoD contribution to national domestic security.

5. In a time of fiscal uncertainty, we, the State Adjutants General, have serious concerns about the impact of aging equipment on National Guard readiness to support civilian authorities during times of domestic emergencies in the 10 essential areas of:

Joint Force Headquarters Command & Control

Civil Support Teams

Maintenance

Aviation

Engineer

Medical

Communications

Transportation

Security

Logistics

6. As most of the National Guard is now funded through uncertain supplemental appropriations and to insure more consistency and efficiency in planning and equipping our forces, we the State Adjutants General believe that most of the funding for the National Guard should be included in the President's baseline budget.

7. We believe the current Department of Defense and military services planning and budgetary processes do not adequately reflect or represent the National Guard's emergence as an operational reserve and seek increased participation by the National Guard.

8. To insure increased participation and integration with our active duty counterparts in the development of plans, budgets, and other operations, we believe more General Officer billets for National Guard officers are required within all DOD components and services.

9. The State Adjutants General support a dedicated budget for the National Guard Bureau for unique training and equipment required for the purpose of providing military assistance to civilian authorities.

10. To make use of all possible resources and to insure a seamless integrated military response to domestic emergencies, we believe our Governors, through their Adjutants General, be given the authority to exercise tactical control, as defined by the Department of Defense as “Command authority over assigned or attached forces or commands…that is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned.”

11. Full time support (FTS) is a critical factor affecting the readiness of the National Guard and must therefore be funded at 100% of validated requirements.

Gregory Wayt
Major General

Major General Greg Wayt is the Adjutant General of the Ohio National Guard. General Wayt was appointed Adjutant General in 2004. General Wayt’s career began in 1975. He was a Distinguished Military Graduate from The Ohio State University Reserve Officer Training Corps program and received a Regular Army commission in 1975 as an Air Defense Artillery Officer. He has commanded and has held staff officer assignments at all levels from battery, battalion, group, regiment, brigade and Joint Force Headquarters.

The Adjutants General Association of the United States is made up of the fifty-four Adjutants General of the sovereign States, Territories and the District of Columbia. Each Adjutant General is the senior military official in his or her state, territory, or district, and the modern embodiment of the concepts of the citizen-soldier, civilian oversight of the military, and protector of the checks and balances between the state and federal military functions that are rooted in the Constitution of the United States.

In the words of George Washington, "There is nothing that gives a man consequence, and renders him fit for command, like a support that renders him independent of everybody but the State he serves."

There is, therefore, no organization, group, office, or individual better suited than the AGAUS to speak collectively on behalf of the National Guards of the sovereign states, U.S. territories, and the District of Columbia.

The Adjutants General Association of the United States will lead the National Guard and NGUS in the 21st century, insuring we remain a National Guard with skilled personnel dedicated to our militia heritage and reflecting the diversity of our communities. As the National Guard has shifted from a strategic reserve to an operational reserve the AGAUS will ensure the National Guard is fully equipped with modern weapons and facilities essential to the fulfillment of our diverse state and federal missions.

To ensure that commitment, we must understand the events and experiences of our past that have contributed to the strength of our Nation, our Army, and our Air Force. We must also prepare for the future challenges inherent in preserving and protecting our vital national interests. In this consideration of the past and future, we have identified two core competencies that define the National Guard's contribution to our nation's strength. They are community representation and the ability to interchange efficiently and effectively with the Army and the Air Force. For the Adjutants General Association of the United States, sustaining these competencies requires the development of a process that combines important elements of strategic and business planning to include an AGAUS committee structure that maximizes our leadership contributions in the development and execution of state and federal military budgets, missions, policies, and procedures.

THE PROCESS

We recognize the inherent difficulty of achieving any degree of consensus with 54 representatives of varying, diverse constituencies. The Adjutants General Association not only represents 54 states and territories, but also responds to authority at both the federal and state level. However, we are committed to the development of a process that accepts widespread, independent viewpoints, yet strives to achieve some degree of unity of purpose. Outcomes favorable to the National Guard can be achieved, certainly influenced, through the collective and purposeful efforts of the Adjutants General Association. Therefore, a process that integrates the strategic planning efforts of the Association with the National Guard Bureau, the National Guard Association of the United States, and other organizations, is essential. It is also recognized that much of the military strategic planning effort is prompted and influenced by the Department of Defense Planning, Programming and Budgeting System (PPBS). However, it is believed that for the Adjutants General Association, the identification of issues and development of initiatives at the strategic level more correctly describes the rightful process. Since it is not intended to necessarily limit the Association's issues and initiatives to the PPBS framework of force structure, readiness and modernization, a different construct is required. We need to:

Continue to utilize a committee system that facilitates interaction with other organizations that is based on the premise that fewer and larger committees will better serve the Association. The committee framework should reflect the level of planning at which the Association intends to interact.

This process recommendation does not intend that the Association or its committees need to necessarily work issues and initiatives in great detail. Rather, the process should allow the Association to formulate positions on strategic issues and ensure the positions are articulated in a timely manner and in the appropriate forums.

Strategic Planning Committee. Serves as the clearinghouse for identification of issues and development of initiatives. For relevant Association issues and initiatives, the committee will refer them to a task force within the committee or to another Association committee or to the Association officers.

Recommended Committees: Association committees should be few in number. Determination of specifics should be initially staffed by the Strategic Planning Committee and referred to the Association membership and officers for comments and approval. Committee frameworks might, for example, be based around broad categories such as Mission and Organization, Personnel, Logistics, and Facilities.

NATIONAL GUARD BUREAU

The National Guard Bureau is a joint activity of the Department of the Army and the Department of the Air Force. Its statutory purpose is to serve as the channel of communications on matters pertaining to the National Guard, the Army National Guard of the United States, and the Air National Guard of the United States between (1) the Department of the Army and Department of the Air Force, and (2) the several States.

The Chief of the National Guard Bureau is the principal advisor to the Secretary of the Army and the Chief of Staff of the Army, and to the Secretary of the Air Force and the Chief of Staff of the Air Force, on matters relating to the National Guard, the Army National Guard of the United States, and the Air National Guard of the United States.

Since the Adjutants General Association speaks collectively on behalf of the National Guards of the sovereign states, the U.S. territories, and the District of Columbia, the National Guard Bureau will, in all likelihood, be the organization the Association's officers and committees interact with most frequently.

STRATEGIC PLAN

The Adjutants General Association of the United States (AGAUS) Strategic Plan flows directly from our purpose and vision. The Strategic Plan addresses missions, force structure, training, personnel, and leadership.

MISSIONS

As a result of the nation's dependency on its reserve forces, the National Guard must adjust to new realities as it continues to fulfill its role in the Total Force by seeking out suitable missions, maintaining high levels of proficiency and readiness, and by adapting its force to effectively address the demands resulting from its increased role.

We need to assume missions that support National and state requirements and take maximum advantage of the unique characteristics of the National Guard while maintaining its traditional character. Additionally, we need to posture the National Guard to assume new roles and missions evolving from fundamental restructuring of our military forces. It is imperative that the Guard be fully integrated into the state emergency response system.

FORCE STRUCTURE

The National Guard must have force structure that supports our national policy while preserving our constitutionally based militia role. This means we must work to:

Ensure meaningful inclusion in the Department of Defense force structure planning, programming, and budgeting.
Ensure understanding of the unique capabilities and limitations of the National Guard at all levels of the National and State decision-making process.
Maintain an organizational structure that ensures wartime inter-operability with the Army and the Air Force and supports joint operations while satisfying peacetime command and control requirements.
Ensure that the National Guard is equipped with sufficient quantities of modern, high-tech equipment to allow seamless integration into the Army and the Air Force and joint force operations and activities.
Ensure that Guard unique needs are considered in the development, improvement, procurement, and fielding of modern weapons systems.
Avoid sole ownership of any mission or weapons system wherever feasible.
Ensure all National Guard units mirror the structure of their active duty counterparts and have warfighting missions and capabilities that are integrated with active duty counterparts in consonance with the National Military Strategy.
Identify units that will be used in Homeland Defense missions, such as the Civil Support Teams (CST) and CERFPs.
Ensure the Army National Guard is a principal player in the Army's "Transformation Strategy" of providing organizations that can deploy anywhere in the world on an established time frame. Army National Guard units must be capable of a rapid transition through the full spectrum of mission requirements.

TRAINING

We must insure that we provide effective and efficient training that develops and maintains a high level of proficiency and readiness to meet federal and state mission requirements. This includes:

Realistic individual and unit training requirements.
Efficient and effective programs to provide training that cannot be accomplished at home station.
Maximize the use of National Guard training centers.
Establish contract training programs, where feasible, to increase cost effectiveness without degrading proficiency.
Incorporate state-of-the-art training devices and techniques to maximize effectiveness and cost efficiency.
Ensure Distance Learning programs are available and accessible to all National Guard personnel.
Participate in joint and combined training exercises to the maximum extent practicable.
Provide joint civil and military training for response to state emergencies.
Optimize training by using all available military and other training resources to maximize integrated training and minimize cost.

PERSONNEL

The viability of the National Guard depends on our ability to recruit and retain personnel capable of performing assigned missions. We must continue to ensure that we:

Successfully compete for recruits in a culturally diverse environment.
Ensure that the National Guard represents the minority, ethnic, and gender makeup of the community workforce of which it is part.
Enhance retention efforts to keep qualified people.
Ensure proactive family and employer support programs.
Ensure a workplace free of intimidation, bias, and harassment.
Optimize use of contractor services and civilians in lieu of military personnel to perform training and essential peacetime support tasks when appropriate.
Continue to refine our personnel systems to meet the unique requirements of the National Guard.
Ensure periodic review and validation of all personnel policies, practices, and procedures.

LEADERSHIP

Develop leaders to effectively operate in joint, combined, and coalition environments while continuing to effectively lead and manage peacetime activities with their state and units. Towards that end, we should:

Ensure broad-based education and training to prepare all personnel (traditional and full-time) for increasingly demanding leadership positions.
Ensure regulations and policies provide the opportunity for National Guard personnel to receive proper joint credit.
Provide professional military education to qualify leaders for joint, combined, and coalition operations.
Design and establish professional military education programs to facilitate participation by traditional guardsmen.
Ensure officers and enlisted personnel have an opportunity for joint, combined, and coalition assignments.
Establish a formal career development process to ensure progressively broadening duty assignments as an individual advances toward senior leadership.
Ensure that demonstrated civilian leadership experience of traditional guardsmen is considered when preparing leaders for increased responsibility.
Maintain a culture of quality in the National Guard.

CONCLUSION

National Guard end strength has been reduced by more than 100,000 soldiers and airmen and is smaller than at any time in recent history, yet we are sustaining the highest, continuous operations and personnel tempo since WWII. Since Operation Just Cause and through the current Global War on Terrorism, overlapping Presidential Select Reserve Call-ups (PSRCs) repeatedly call upon Guard men and women to leave their families, loved ones, and civilian employers to support foreign military operations. Despite extreme hardships, including mounting stress on employer support, our soldiers and airmen have answered their nation's call. Current events, including American commitments abroad, portend a growing reliance on the National Guard well into the 21st century.

This National Military Strategy (NMS) places unique demands on the Guard because of our burgeoning state and homeland defense missions and state and federal readiness and modernization requirements. We must ensure the National Guard receives resources commensurate with our ever-expanding role in executing the NMS. Assuring readiness for the 21st Century requires a steady commitment to providing robust funding for personnel, readiness, and modernization.

Attracting and retaining quality soldiers and airmen also requires funding the programs that provide Guard members and their families with an adequate quality of life. At a time when we are sending our citizen-soldiers and airmen abroad more than at any time in recent history, we must strive to improve pay and retirement benefits to a level that ensures adequate compensation for a career of service to our states and Nation. In short, we must let America's sons and daughters and their families and employers know our states and Nation value their service.

Finally, America's Adjutants General, through the Adjutants General Association, must provide individual and collective leadership in articulating the operational needs of the National Guard, providing advocacy for our soldiers and airmen, and designing, equipping, staffing, and executing a fully integrated, Total Force National Military Strategy.

America's National Guard --- fully trained and ready --- defending our Nation's interests at home and abroad --- a full and indispensable partner in our Nation's defense.

The Adjutants General Association of the United States, or AGAUS, is committed to a central leadership role in promoting and supporting adequate state and national security; in promoting the efficiency of the Army and Air National Guards of the respective states, territories, and District of Columbia (referred to collectively as the "States", the "National Guard", the "Guard", or "NG") and of the Army and Air National Guard of the United States (referred to collectively as the "National Guard of the United States" or "NGUS"); and in facilitating and improving the administration of the foregoing National Guard and NGUS affairs through the agencies of the Department of Defense and the several states.

To that end, AGAUS must insure the National Guard and the National Guard of the United States are organized, equipped, and postured to fulfill their responsibilities across the full spectrum of operations inherent in the National Military Strategy (NMS) and the constitutions of the United States, the various sovereign states, and U.S. territories.

That spectrum of operations requires land and air forces capable of working in state, federal, joint, combined, and multinational roles for a variety of missions extending from state emergencies and humanitarian assistance to peacekeeping and peacemaking to major theater wars, including conflicts involving the potential use of weapons of mass destruction, at home and abroad.

The National Guard of the United States will augment and compliment our active components' response and dominance at every point on the spectrum of federal military missions.

Upon request of the governor, and as necessary and appropriate, active components and other federal executive agencies will also augment and compliment the National Guard response and dominance at appropriate points on the spectrum of state military missions.