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The purpose of this Vision 2020 document is to 

provide the Army National Guard (ARNG) staff and 

members of the Army National Guard in the States, 

Territories, and the District of Columbia my priorities

—for the next four years—to win in a complex world. 

Pursuit and attainment of theses strategic 

priorities will guide us as we develop plans and make 

decisions with far-reaching consequences. Our 

common purpose and shared focus will determine how 

we are positioned for the future. The priorities 

presented in Vision 2020 will also ensure our 

continued excellence.

The ARNG Vision 2020 provides strategic guidance to further the role of the ARNG within the 

Army Total Force Policy. Annual campaign plans, which include setting intermediate objectives along 

with the means to measure our effectiveness, will also be a key part of our strategic planning 

process.

 I am honored to serve YOU—the men and women of the ARNG who serve each day across the 

54 and around the world—as the Director, ARNG. Our team has a long tradition of professionalism, 

individual sacrifice, bravery, and a willingness of the individuals in our ranks to place the country’s 

safety and security ahead of their own. Thank you for all you do. I appreciate your continued 

support and the opportunity to lead the organization as we reaffirm our commitment to the nation 

and our communities. 

Lieutenant General Timothy J. Kadavy

20th Director, Army National Guard

“Our team has a long tradition of 

professionalism, individual sacrifice, 

bravery, and a willingness of the 

individuals in our ranks to place the 

country’s safety and security ahead 

of their own.”

Front page photo: U.S. Army Sgt. Brandon Bregel, from the Massachusetts National Guard, prepares to clear a bridge during a quality assurance inspection along Highway 

1 in Zabul province, Afghanistan.

Background photo: Staff Sgt. Gerald Ritter, a member of Troop C,1st Squadron, 180th Cavalry Regiment, 45th Infantry Brigade Combat Team, Oklahoma Army National 

Guard, prepares his squad for a follow-on reconnaissance training mission after conducting amphibious operations at Lake Elmer Thomas, Oklahoma, June 5, 2015. 

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Command Sergeant Major 

Brunk Conley

Command Sergeant Major,

Army National Guard

We take care of Soldiers and ensure they are ready

The Army is experiencing its slowest operational tempo in years, but 

leaders’ priorities don’t change. We still take care of Soldiers and ensure 

they are ready. Three timeless responsibilities align with Vision 2020: 

Developing leaders, maintaining readiness, and encouraging education. 

 Leader development – This is crucial to the long-term success of the 

ARNG. As professional, adaptive leaders, we train our successors. We 

develop talented Soldiers by helping them complete professional 

educational requirements and compete for positions of greater 

responsibility.

 Readiness – Our mission across the Army is to build readiness. The 

Army’s Sustainable Readiness Model offers guidance on making sure 

our Soldiers and units are prepared to respond at the State and national 

levels. In our rapidly changing environment, readiness is critical. 

We are experts, mentors, and advisors

For the past two decades, the Warrant Officer profession has 

depended upon tactical and technical professional leaders. We are experts, 

mentors, and advisors. Now, we must ensure that our cohort contributes to 

realizing the Director’s Vision 2020 by... 

 Providing and maintaining a ready force – The Warrant Officer 

cohort attracts some of the best talent in the Army. As the primary 

integrators and managers of Army systems, we bring unequalled 

knowledge, experience, and perspective within our areas of expertise. 

We must capitalize on our experience, perspective, and depth 

 of knowledge. 

 Developing Warrant Officer leaders – This includes formal 

education as well as the cumulative experience and self-development that prepare Warrant 

Officers for increased responsibilities. Training and education must be timely and targeted to 

support the goals of Vision 2020.

 Mentoring – As the cohort evolves, we must provide personal and professional mentorship to 

our junior Warrant Officers. We will grow adaptive leaders. 

 Education – Many people join the Guard for educational benefits, so we need to make sure 

these benefits are available. As a high school teacher, I saw firsthand how education improves 

young people, helping them grow and expand their horizons. ARNG leaders are uniquely 

positioned to foster a positive atmosphere where Soldiers can learn. Leaders must always 

motivate Soldiers to take the initiative to develop themselves.

In addition to rewarding the contributions of individual Soldiers, good leaders foster 

cohesiveness and drive the whole team toward success. 

Chief Warrant Officer 5 

Peter Panos

Command Chief Warrant Officer,

Army National Guard

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 Our global, operational 

environment remains complex 

and chaotic. Conflicts and unrest 

endure and flashpoints arise. We face 

a wide range of challenges from 

adversaries to natural disasters. In 

our increasingly interconnected 

world, conflicts emerge from 

competing ideas and values. We must

be able to champion our values and 

defend our national interests across

this landscape.

 Many potential adversaries possess

formidable weapons. Others possess

the ability to adapt available 

technology to destructive purposes.

We must remain vigilant toward this

proliferation of lethal threats. When

these hostile forces are unleashed, we 

must be ready to respond decisively.

 To succeed, we must be ready for 

operations in an array of complex

environments. We are forging enduring 

partnerships with nations across the

globe. We train to confront a wide 

spectrum of threats as part of the Joint 

Force. Whether we are providing 

assistance or fighting to preserve 

American interests, we are prepared to

conduct our mission at home or 

abroad.

The ARNG has answered the call

since 1636. We are ready to act now.

We will be prepared to win in the 

future.

Photo bottom right: Louisiana National Guard members with the 844th

Engineer Company, 527th Engineer Battalion, construct a sandbag barrier wall

around Dupree #23 Pump Station in Pineville, Louisiana, June 10, 2015.

Background Photo: U.S. Army Staff Sgt. Steven Tessitore, 3rd Platoon,

Company B, 2nd Battalion, 162nd Infantry, Oregon Army National Guard,

provides security in Paghman, Afghanistan.

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Photo top right: Company B, 3rd Battalion, 187th Infantry Regiment Soldiers lay in the prone position after exiting a UH-60 Black Hawk helicopter operated by 

Co. B, 2-147th Assault Helicopter Battalion during an air assault exercise near Camp Buehring, Kuwait, January 19, 2015. AH-64 Apache helicopters with 4-501st 

Attack Reconnaissance Battalion simulated suppressing fire during the exercise. 

Photo bottom right: Spc. Angela Warden of the 1st Battalion, 143rd Infantry Regiment (Airborne), provides security on the airfield after exiting a C-17 

“Globemaster” during a training mission at North Texas Regional Airport.

The commitment of the ARNG to Army Total Force 

Policy includes providing ready forces for Unified 

Land Operations and an emphasis on leader 

development. 

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The ARNG will continue its unique role as both the 

combat reserve of the Army and the land component 

response force for domestic operations. Given these 

dual roles, the ARNG Vision 2020 incorporates key 

plans, policies, and strategies.

Vision 2020 integrates strategic guidance from 

the Departments of Defense and Homeland Security 

with the Army Plan and additional direction from the Chief, National Guard Bureau.

 

Photo top right: Sgt. Jeffrey Carroll, a member of the 48th Infantry Brigade Combat Team, Georgia Army National Guard, practices advanced 

marksmanship skills during mobilization training at the Joint Forces Training Center, Camp Shelby, Mississippi. 

Strategic Design 

Strategy of Balanced Readiness

The intent of the 

ARNG is to align higherlevel goals with unified, attainable, and measurable 

objectives, tasks, and metrics for the ARNG across all 

States, Territories, and the 

District of Columbia.

Each higher echelon 

document specifies 

objectives and milestones as 

a method of directing each 

organization to fulfill specific 

missions as articulated by the 

National Military Strategy. 

“Readiness converts 

ARNG capacity into 

Army capability.”

Lt. Gen. Timothy Kadavy, 

Director, Army National Guard

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End State: Competent Leaders of 

Character who inspire, plan, and execute 

Mission Command in Unified Land 

Operations, Homeland Defense, and 

Senior Army Leadership Engagements in 

support of a ready ARNG operational 

force. 

Defined by: Competent and adaptable 

Leaders of Character who are identified 

early, mentored, and provided diverse 

duty experiences. 

End State: ARNG units are resourced, 

modern, continuously utilized, and 

rotationally available to provide a full 

spectrum capability in combat contingency, 

Defense Support to Civil Authorities (DSCA), 

Humanitarian Assistance (HA), and Security 

Cooperation efforts in order to maintain 

combat readiness, meet domestic response 

requirements and enhance retention.

Defined by: Predictable resources, flexible 

execution, disciplined bands of readiness, 

sustained deployment capability and 

continuous utilization. 

End State: Warfighting-capable and 

Governor-responsive forces with resource 

allocation at ARNG level and expenditure 

at the State/unit level are balanced to 

maximize readiness across the force 

without overdriving readiness in any one 

area or in any one unit.

Defined by: Prescribed resource level, 

Army Sustainable Readiness Model (SRM) 

Aimpoints, Quality Force vs. Quantity of 

Force.

End State: ARNG Soldiers, Families, 

communities, and employers understand, 

support and are prepared for the ARNG’s role 

in the Nation’s defense. 

Defined by: Personal and Family readiness 

integrated with an involved community 

throughout the Soldier life cycle. 

Background photo back page: Massachusetts Governor Charlie Baker presents the Soldier's Medal to Army Capt. Stephen Fiola, with the Massachusetts Army National Guard in Salem, Massachusetts, Saturday, April 11, 2015. The Guardsman received the award in recognition of his actions 

during the 2013 Boston Marathon bombings. 

Accountability is integral 

to each line of effort

Without ethical decision making, 

transparent processes, thorough 

oversight and fiscal responsibility, we 

cannot succeed. 

Photo back page, from left to right: Spc. Lounnee Minor, of the Minnesota National Guard, helps remove nails from wood forms for potential 

reuse of the materials on June 18, 2015. 

Staff Sgt. Antonio Nieto, 50th Personnel Services Battalion, New Jersey 

Army National Guard, laughs with his daughter Antonella after returning 

from a year-long deployment in Afghanistan.

Georgia Guardsman Capt. Jason Royal and his son, Pvt. 1st Class 

Hector Royal, a fellow Guardsman, prepare to jump out of a UH-60 

Blackhawk helicopter during airborne operations at Paulding County 

Airport in Dallas, Georgia, July 16, 2014. 

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End State: ARNG units are resourced, 

modern, continuously utilized, and 

rotationally available to provide a full 

spectrum capability in combat contingency, 

Defense Support to Civil Authorities (DSCA), 

Humanitarian Assistance (HA), and Security 

Cooperation efforts in order to maintain 

combat readiness, meet domestic response 

requirements and enhance retention.

Defined by: Predictable resources, flexible 

execution, disciplined bands of readiness, 

sustained deployment capability and 

continuous utilization. 

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End State: ARNG Soldiers, Families, 

communities, and employers understand, 

support and are prepared for the ARNG’s role 

in the Nation’s defense. 

Defined by: Personal and Family readiness 

integrated with an involved community 

throughout the Soldier life cycle. 

 Charlie Baker presents the Soldier's Medal to Army Capt. Stephen Fiola, with the Massa

 Saturday, April 11, 2015. The Guardsman received the award in recognition of his actions 

we 

Photo back page, from left to right: Spc. Lounnee Minor, of the Minnesota National Guard, helps remove nails from wood forms for potential 

reuse of the materials on June 18, 2015. 

Staff Sgt. Antonio Nieto, 50th Personnel Services Battalion, New Jersey 

Army National Guard, laughs with his daughter Antonella after returning 

from a year-long deployment in Afghanistan.

Georgia Guardsman Capt. Jason Royal and his son, Pvt. 1st Class 

Hector Royal, a fellow Guardsman, prepare to jump out of a UH-60 

Blackhawk helicopter during airborne operations at Paulding County 

Airport in Dallas, Georgia, July 16, 2014. 

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Always Ready

Always There