REPLY TO
ATTENTION OF


CDR 8 August 2005

MEMORANDUM THRU MAJOR Charles McDonald, 57th Troop Command, NJARNG

MEMORANDUM FOR COMMANDER, COL John DiNapoli, 57th Troop Command, NJARNG

SUBJECT: After Action Report for Annual Training, San Diego, California 23JUL05-06AUG05


1. July 20 2005 through August 6, 2005 I deployed a total of 78 PAX to the Amphibious Naval Station, San Diego, California to conduct annual training for the 2005 training calendar year in supporting the California Army National Guard Task Force Grizzly Counter Drug/Border Patrol Mission(s).

2. The mission for the 253rd Transportation Company was to conduct Annual Training at San Diego, California in support of Operation Task Force Grizzly. The 253rd Transportation Company performed transportation requirements in order to improve basic skills while working in a real world situation(s) in support of Task Force Grizzly Innovative Readiness Training Program. Specified missions included the support for cut & fill missions for Task Force Grizzly Engineers, supporting/attached units, and conducting short haul dump truck mission from Tecate load sites to West Rim Bell Valley moving west to Krutches Pond.

3. My intent was to perform daily missions, maximize training opportunities, minimum of two soldiers per platoon certified in CLS and field sanitation, conduct DMOSQ training for individual DMOS with in the company, conduct METL training, conducted an APFT for APFT (failures/makes ups, NCOES schools etc), complete NCOERS, quarterly counseling, conduct yearly required briefings, conduct NCOPD, complete administrative actions, reorganize the company organization structure, conduct retention interviews for all soldiers with in one year ETS, develop company recruiting team and plans for recruiting events for future drills, complete a maintenance plan to service and field 1020 parts for all the unit equipment/vehicles to bring our unit rating from a P4 to a P1, identify any morale problems, be safe and have fun.

4. The follow was conducted/completed while on AT:
1. The following DMOSQ worked directly within their DMOS and/or received METL training and specified MOS and CTT training.
-88MI, 63 B, 91W, 77F, 92A, 92Y
2. We have one 91 W that completed all her 91 W training and certification working/training within her MOS and worked with in her MOS the duration of AT.
3. 14 PAX were certified in Field Sanitation Hygiene and each soldier received 8 promotion points.
4. 22 PAX were certified as Combat Live Savers
5. 1 real world MEDIVAC mission was perform
6. An APFT was administered for 5 soldiers, 4 passed.
7. NCOERS were completed, 5 soldiers were promoted
8. Quarterly counseling(s) were done; NCODP and required briefs were conducted
9. A recruiting team was established with plans for fourth coming drill
10. 100% retention interviews were completed
11. A maintenance plan was established for over 4000 man hours for services need
12. The company organization structure was reorganized moving several leaders/soldiers
13. All mission(s) were completed with out error, incidents, or accidents
14. Over 25 hours were devoted to company leadership training meetings for the future of the 253rd
5. My intent for this AT was met above satisfaction; in addition all missions were performed above standard in a professional and safe manner without incident(s). Moral was very high and soldiers were afforded ample MWR time with liberal restrictions. As a new commander I had many expectations of the 253rd leadership and all worked very hard to meet these expectations. Training time was maximized and was very productive. Task Force Grizzly staff was very professional and supportive in supporting my METL, MOS training, and additional training desires/needs. The unlimited and proactive support from Task Force Grizzly/Engineers and the commitment from the 253rd leadership and soldiers made this training period very effective and productive. While on AT, 3 out of the 5 attached soldiers requested transfer to the 253rd, as such I accepted/approved the request for transfer(s) increasing my solider readiness.

6. After a careful evaluation and assessment of the UMR, USR, leadership, and soldiers I reorganize the company structure to improve moral, increase readiness, reduce risk factors/problems/concerns, allow solider opportunity for advancement, distribute talent and strength among the platoons, and meddle into relationships and situations I felt were risk factors to my command philosophy and policy letters.

7. An AAR was conducted with Task Force Grizzly/Engineers and I received high praise for the high degree of professionalism and work ethic demonstrated by the 253rd Transportation Company. It was noted that our unit was the first unit to ever have an accident free training period. It was also noted that we conducted more training and certification than any other rotational units. At the end of this AT I was not given any negative and/or constructive comments for the 253rd, we were referred to as the “best” rotation.

8. As commander for this company I received allot of praise from Task Force Grizzly and attached units, as such I accept all and any responsibility for error and shift all praise(s) to my unit leadership and full time staff whom I worked hard and held daily meetings with to accomplish not only missions for AT but the future for the 253rd under my command. My leadership reserves the right to accept responsibility for success. Of paramount, are the very professional, devoted, and high caliber soldiers under my command who make this unit the stellar unit it is. I have no SITREPS to report, 78 PAX were deployed, I authorized 1 one solider to return to home station early for a family emergency with one escort. I redeployed back to home station with 76 PAX without incident. My Training NCO and I will meet within the week to determine what implied and specified tasks my unit METL were either performed or trained.

9. POC for this memorandum is the undersigned at 609-562-0792 or dwayne.hodges@nj.ngb.army.mil.






//signed//
DWAYNE G. HODGES
1LT, SC, NJARNG
Commanding