New Mexico State Family Program FRG Basic Training

New Mexico State Family Program FRG Basic Training
Welcome to FRG Basic – Introduce yourself and background. Remind them to put their name and Position on the nameplate. Administrative Announcements: Make sure you signed in Restroom Location Any Vending machines available in the building Lunch time/Report time on Sunday Travel Process on Sunday – Make sure you ask for a copy of your hotel receipt (NO TAXES ON RECEIPT) Throughout the training there are team builders, everyone is expected to participate. Homework – some homework.. Mention the Parking Lot and how it will be used – post it’s Refer to handouts and mention they can take notes as needed. Materials required for intro section: Nameplates, Easel pad, Parking lot (easel paper, post its), Ice Breaker Ball (TX SFP 2015 FRG Basic) STATE FAMILY PROGRAM

Training Guidelines Every Question Answered Everyone Participates
As long as it is asked There are no dumb questions If we don’t have an answer, we will get it for you Materials are yours to work with and use as you see fit Always looking to improve We will use your critique to let us know what helped, what can be changed Everyone Participates No Sidebars “Parking Lot” No Personal Attacks Leave the Negativity at the Door a.k.a. The Rules Everyone participates - Explain that you aren’t going to drag things out of people that aren’t asking questions but that you want to be sure that everyone knows that the floor is open. There may be times when, as instructor/facilitator, you have to tell people that your need to move on, or that a topic they are asking about now will be covered in a later part of the course, but you want to be as encouraging as possible so that everyone feels free to participate actively. No Personal Attacks - The class needs to be a safe atmosphere for everyone Some attendees may be having troubles with someone, or may be especially negative about Family Readiness. Or one attendee may not hold a great deal of respect for another attendee and the questions they ask. It is the instructor’s job to monitor that and keep it safe. Every Question Answered - That is a promise we make when teaching the course If the instructor doesn’t have an immediate answer, they need to take the attendee’s contact information and get them an answer.

Introductions Ice Breaker Activity
Required Materials: Ice Breaker Ball Instructions: 1. Toss Ball to one of the attendees 2. The attendee that catches the ball must introduce themselves, their volunteer role, briefly explain why they became a volunteer, and follow the instructions on the ball

Family Readiness Group Basic Training Agenda
State Family Program Overview Brigade Family Readiness Teams Family Readiness Group Overview Getting an FRG Started Expectations and Role of the FRG Volunteers Joint Services Support Overview How to be an Effective FRG Leader Importance of Professionalism FRG Leader and Unit Leadership Partnership for Effective FRGs Resources and Funding for FRGs Communicating with Families Operational Security Talk about the agenda mentioning that the class will go into more depth on each subject.

State Family Program Overview
NM STATE FAMILY PROGRAM

Family Programs Mission
Our Mission The mission of the New Mexico Army National Guard Family Program is to provide resources and support to our Soldiers and families that promotes readiness, resiliency, and encourages personal growth and well-being. Our Vision: To promote family preparedness and readiness by providing education, information and referral, and outreach to Soldiers and families throughout the state of New Mexico.

Family Programs Structure
FAMILY ASSISTANCE CENTERS FAMILY READINESS SUPPORT YOUTH PROGRAM ADDITIONAL SUPPORT PROGRAMS

What we do… Family Assistance Centers
Regional Family Assistance Specialists (FAS) operating Family Assistance Centers (FAC) throughout the state. Provide resources and referrals to current and former Service Members and their families in a wide variety of areas.

What we do… Family Readiness Support Assistant
Provides support, continuity, and stability for Commander's Family Readiness Groups (FRG), operations and initiatives. Gathers and disseminates timely and accurate information on all "Well-Being" programs & events. Provides information and support to unit level Commanders, Unit MPOCs, and FRG Volunteers Supports Deployment Cycle Programs (Yellow Ribbon)

Family Readiness Support Services Trainers
Trainers are responsible for training at Unit, State (NM, TX, AZ), Territory and National Level Provide Training services to FRG’s and the Command leadership Team regarding roles and responsibilities as it relates to Family Readiness Provide specific classes for Service Members and Family Members in order to promote overall Family Well- Being

What we do… Youth Program
Provide a voice for all military youth, offering advocacy, understanding, and education for the children of military members. Build a partnership with youth living in geographically dispersed areas of New Mexico. Gain an understanding of youth and their needs. Establish a Youth Council to help engage youth across the state Promote Kid’s Club

What we do… Additional Support Programs
Additional resources available to active duty, Guard, and Reserve service members and families covering a wide variety of programs and services. Personal Financial Counseling (PFC): Kathy Hobbs No-cost, confidential assistance with managing finances, resolving financial problems and reaching long-term financial goals such as education, buying a home, and planning for retirement. Military OneSource: Deb Roane No-cost, convenient access to resources designed to support service members and their families: non-medical counseling, specialty consultations, free tax filing, health & wellness coaching, spouse education and career assistance. Military OneSource services are available through the internet, telephonically, or in person in your local area. Military & Family Life Consultants (MFLC): KAFB/On Demand No-cost, solution-focused, non-medical counseling to service members and their families, primarily available in locations close to military installations. This service is completely confidential (no records)

Toll Free Number for Family Programs:
How to contact us: State Family Programs Director 1SG Julian Chino Family Assistance Centers Robert McFarlane Family Readiness Support Assistance Bernadine Silva-Douma Toll Free Number for Family Programs:

How to contact us: Youth Program Personal Financial Counselor (PFC)
Eric Ponce Personal Financial Counselor (PFC) Kathy Hobbs, AFC ® Military OneSource Deb Roane Military Family Life Counselor (MFLC) KAFB/On Demand

New Mexico National Guard Family Programs
We are available to assist service members and families with a variety of needs. Reach out and contact us! Satisfied with our services? Let us know by taking a survey. Please take our Survey

Questions? STATE FAMILY PROGRAM

Brigade Family Readiness Teams
STATE FAMILY PROGRAM

Objectives Explain what a Family Readiness Support Assistant (FRSA) is and what they do Explain what a Family Assistance Specialist (FAS) is and what they do Differentiate between a FRSA and a FAS Objective of this section: The student understands the Brigade Family Readiness Teams The student is expected to: - Explain what a Family Readiness Support Assistant (FRSA) is and what a Family Readiness Support Assistant does - Explain what a Family Assistance Specialist (FAS) is and what a Family Assistance Specialist does - Differentiate between a Family Readiness Support Assistant and a Family Assistance Specialist Materials Required for this Section: FSS Roster for Distribution - Be sure to point out that all programs talked about are on the FSS Roster; Flip chart and markers required for Resource Activity

Purpose of Family Readiness
Family Readiness is an integral part of Service Members retention; when you retain the families you retain the military member. Experience has shown that strong, functional, caring Family Readiness teams significantly reduce the stress and anxiety that families encounter during military separations. Family Readiness Team members are full time Family Readiness and Family Assistance subject matter experts (SMEs) They are a not only a resource for Service Members and their Families, but for Units and FRGs as well. (Reference: TAG Memo dated April 10, 2012) (Reference: TAG Memo dated April 10, 2012)

Brigade Teams Family Readiness Support Assistant (FRSA) Maintain the continuity and stability of Family Readiness Groups (FRGs) as units undergo changes in volunteers and leadership, and provide administrative and logistical support to commanders, rear detachment commanders, and volunteer FRG leaders. Family Assistance Specialist (FAS) Contact unit Family Members and provide comprehensive and responsive services that support the readiness of TXMF during mobilizations and state activations. Brigade Teams consist of contractors in the Role of FRSA and FAS Their mission is to provide support to SM and Families in different ways. There are 9 BDE Teams with 3 Remote FRSA’s and 8 Remote FAS in outlying areas. Be sure to point out POCs on FSS Roster for Distribution This is addressed on pgs of FRG Leader Handbook, part 3

Family Readiness Support Assistant (FRSA)
Family Assistance Specialist (FAS) Provides information, referrals and assistance to Service members, Families and Survivors from all branches of service. Coordinates financial assistance from military, governmental and civilian organizations as needed to assist when experiencing financial hardships. This includes referral to appropriate offices, agencies and organizations. Develop and maintains a directory of resources, agencies and organizations The FAS provides the following six (6) essential services: 1) Crisis Intervention & Referral 2) Legal Resource/Information & Referral 3) Financial Resource/Information & Referral 4) TRICARE Resource/Information & Referral 5) ID Cards and DEERS Information & Referral 6) Community Resource /Information & Referral, with Family Outreach Provide guidance, assistance, and day-today support and continuity for the Commander’s Family Readiness Program, operations, and initiatives. Direct day-to-day services to Soldier and family members with other support entities including Rear Detachments, FRG, FAS and ESGR representatives providing Family Readiness support in coordination with the Brigade command leadership. Assist Commander’s in establishing Family Readiness Groups. Support Commanders with Family Readiness Program to include wellbeing focus for Soldiers, Families and children during all phases of the deployment cycle. With command guidance, develop Family Readiness SOP Must click on presentation to bring up descriptions

Financial Assistance Family Assistance Specialists (FAS’s) work closely with Service Members and their Families to provide Financial Assistance through local organizations to include: Operation Homefront USA Cares VFW - Unmet Needs Program VFW - MAP Program American Forces Foundation TXNG Family Support Foundation These are some of the financial assistance programs that will help. It is important that Soldiers and their Families work DIRECTLY with the Family Assistance Specialist when they are in need of financial assistance. Their information is kept confidential, and command is notified ONLY when a program requires a letter of good standing with the unit and the Soldier gives their approval.

Resources Resource Activity: Est. Time: 20 minutes
Materials Required: Easel Pad Paper, markers Instructions: 1. Form groups of 3-6 depending on class size 2. Give each group 5-8 min to share the contact information for the resources they have used in the past 3. Have each group select one person to come up to present the resources and what they were used for

Family Readiness Group Overview
This module is intended to help individuals gain a good understanding about the role of the FRG. FRGs play a vital role in family readiness and in assisting units and families with deployments. With the Global War on Terrorism (GWOT) and other demands on the military, deployments are part of the Army way of life making the FRG an increasingly important and valuable support to units and families. Materials Required for this Section: FRG Leader’s Handbook (sections 1, 2, and 3)

Objectives of Family Readiness Group Overview
To define the mission and role of the FRG To review the structure of FRG operations To highlight how FRGs need to adapt to changing times – what FRGs need to do now These issues are discussed in Parts 1, 2 and 3 of the handbook FRG Leader’s Handbook.

What is a Family Readiness Group?
“An FRG is a command-sponsored organization of Soldiers, civilian employees, family members (immediate and extended) and volunteers belonging to a unit.” (Source: AR 608-1, Appendix J) Please note that volunteers can be from the community at large This is addressed on pg 11 of FRG Leader Handbook, section 2.1

FRG Purpose Assist unit commander in enhancing family readiness
Encourage self-sufficiency by providing information, referral assistance and mutual support Provide a network of communications among family members, chain of command and community resources Provide feedback to command on state of unit families Disseminate official, accurate information from command to families Offer referral assistance to community resources What then is the role of the FRG?

FRG Mission Act as an extension of the unit in providing official & accurate command information Provide mutual support between the command & the FRG membership Advocate more efficient use of available community resources Help families solve problems at the lowest level With the release of AR 608-1, Appendix J in 2013 , the mission of the FRG has been officially defined as follows. This is addressed on pg 11 of FRG Leader Handbook, section 2.1

FRG Activities Mission Essential Activities FRG member meetings
Publication and distribution of FRG newsletters Maintenance of updated family rosters and family readiness information Establishment of FRG member telephone tree and e- mail distribution lists Scheduling educational briefings for FRG members Source: AR 608-1, Appendix J This is addressed on pg 37 of FRG Leader Handbook, section 3.3

FRG Activities Non-mission activities FRG social activities
FRG fundraising activities Note: While FRG social activities can be valuable, they are not funded by the unit’s appropriated funds. The FRG must use its FRG informal fund. Specific guidance on funding of FRG activities is provided in the module entitled “Resources and Funding of FRGs” in the Operation READY FRG training. This is addressed on pg 37 of FRG Leader Handbook, Section 3.3

FRGs Are Not Just for deployment Only for people with problems
A babysitting service Part of casualty notification process Fundraising entity for unit There are (have been) some misunderstandings about the purpose of the FRG. Some of these are briefly discussed here. With frequent deployments, units and Soldiers are experiencing back-to-back deployment cycle. Further there is an increasing trend to deploy individual Soldiers or partial units creating an ongoing need for deployment support. The FRG is being called upon to assist units, Soldiers and families in each phase of the deployment cycle. The purpose of the FRG is to keep families informed and to provide education and mutual support to assist families in coping with deployment. This is a benefit to all unit families. However, when families are experiencing a problem, the FRG will refer families to the appropriate agency for assistance. It is not the function of the FRG to solve families’ problems. Childcare is a critical need for many Soldier families. In the event of an emergency or casualty, an FRG may offer to assist with child care arrangements and limited babysitting. FRGs do not provide long-term child care, but can refer individuals to installation or community child care services. Notification of a casualty is the responsibility of the Casualty Notification Officer and never the FRG. In the event of a casualty, the FRG provides a support role if requested by the family. The FRG is permitted to raise money to support the FRG’s events and activities. Events planned by the unit are not the responsibility of the FRG. The FRG does not raise money for the unit. Unit informal funds and FRG informal funds should never be mixed.

FRG Structure Company Level: Typically establishes FRG
Battalion Level: Advisory role to company level FRGs Battalion Commander FRG Advisor Brigade and Division Level: Advise battalion leadership on readiness issues and policy issues FRGs are typically established at the company level. In some instances, a single central FRG may exist at battalion level. These are usually found in military school situations, separate companies, or units that typically do not deploy as a unit, such as a hospital. The battalion commander provides guidance and support through the battalion FRG steering committee and battalion (and company) rear detachment commanders. The battalion commander also advises and authorizes support and funding for FRGs. The battalion steering committee is headed by a FRG Advisor. The FRG steering committee informs FRGs on battalion commander’s family readiness plans and policies. The committee also provides guidance to company-level FRGs on FRG activities needed and how to address emerging FRG and family issues. This is addressed on pg 13 of FRG Leader Handbook, section 2.2

FRGs in Changing Times Army reorganizing to a more flexible, rapidly deployable force. Increased demands on military are creating more frequent deployments. Some deployments are lengthy and dangerous. Army recognizes broader Soldier’s “family”. The Army’s goal is to be a more flexible, rapidly deployable force. FRGs are needed in all components (i.e., active, National Guard, and Reserve). Also each FRG may be called upon to serve families in other Army components and military services when Soldiers are temporarily assigned to other units for deployment. There are many different people involved in a Soldier’s life who will be seeking information from the military about the Soldier’s well-being during deployment. As a result, the FRG must now provide information to a larger network of Soldier’s family to include parents, grandparents, aunts, uncles, and other important individuals identified by Soldiers (e.g.., caregiver of Soldier’s children during deployment, fiancée). This is addressed on pgs 7-9 of FRG Leader Handbook, section 1

What FRGs Need To Do in Today’s Environment
Support a diverse FRG membership Be operational in all phases of deployment cycle Support individual Soldiers and their families Prepare for situations that can impact a unit/unit family Conduct practice exercises Recognize new definition of unit “family”; FRG must support a diverse FRG membership Be operational at all times not just “during deployment”; FRG has tasks to perform in each phase of deployment cycle Need to support individual Soldiers and their families not just solely focused on unit; FRG must provide same service regardless of number deploying Prepare for situations that can impact a unit/unit family Conduct practice exercises to ensure system is working properly (then say:) These issues will be discussed further in the slides that follow This is addressed on pgs 7-9 of FRG Leader Handbook, section 1

FRG Supports the Unit’s “Family”
Soldiers/Service Members Assigned Attached to unit for deployment (augmentees) Family Members Spouses Children Extended family (parents, grandparents, etc.) Others as identified by Soldiers (e.g.., boy/girlfriends, fiancées, guardians) These individuals may be geographically dispersed. All service members (Soldiers, sailors, airmen) in a unit are part of a family that may comprise parents, grandparents, siblings and other relatives. Many of these family members are likely to live in different geographical areas and some distance from the location of the FRG. Nonetheless, these families are considered part of the FRG and should be included in information sharing if the Soldier wishes. Sending a newsletter or to geographically distant family members can be a useful way to keep these family members informed. This is addressed on pg 9 of FRG Leader Handbook, part 1

FRG Supports Deployment Cycle
Here is a brief explanation on the phases of the deployment cycle and FRG’s role in each phase. More detailed information is provided in a separate training module. Train-up/Preparation and Mobilization Phases Units focus on reestablishing Soldier readiness and preparing for next mission. Brigade Combat Team receives orders. Soldiers are notified of upcoming mobilization (USAR/ARNG) and deployment. The FRG assists command with Soldier and family preparedness. Deployment and Employment Phases Individuals and units deploy. During this period, individual Soldiers deploy to replace Soldiers in theatre. The FRG assists command with helping families cope with stress of deployment and separation. Redeployment Soldiers start receiving reunion training as part of out processing while in the theatre. The FRG assists command with preparing families for Soldiers’ return. Post Deployment and Reconstitution Soldiers return and face readjustment to work and family life. The FRG assists command with helping Soldiers and families with reunion and reintegration. This is addressed on pg 10 of FRG Leader Handbook, part 1

FRG Planning and Preparation for Unit/Family Situations
Get training Meet with unit leadership to discuss how unit families will be supported in deployment cycle and in emergency situations Part of being prepared is preparing for the unexpected. It is important to anticipate what situations might occur (e.g.., casualty, natural disaster, family death, combat stress, etc.) and determine prior to deployment how to handle these situations if and when they occur. Ways to prepare include: Ensure FRG Leader and volunteers receive needed training Have a meeting between unit leadership and FRG leader to discuss how unit families will be supported in deployment cycle and in emergency situations (e.g.., casualties, natural disaster, family death, etc.)

Benefits of Effective FRGs
Soldiers Peace of mind/ Reduced stress Ability to focus on mission Families Connection to unit and unit families Connection to community resources Able to problem-solve Ability to cope with deployments FRGs, acting as an extension of the unit, provide families with a sense of belonging to the unit and Army community. They provide a means for families to develop friendships and connect with people with similar issues. In addition, the FRG connects families to available community resources through referrals to agencies and scheduling educational briefings or guest speakers from community agencies. These referrals and educational efforts also enable families to solve their problems and help cope with the stresses of each deployment phase. Soldiers also benefit from a well-run FRG. They can be assured that their families are cared for and supported during separations, allowing them to focus on their duties. This is addressed on pg 12 of FRG Leader Handbook, part 2

Benefits of Effective FRGs (continued)
Community Reduced occurrence of crisis situations Increased ability to support Soldiers and families where they live Commanders Ability to be more responsive to family issues Reduced time spent handling individual soldier/family issues Increased family readiness and deployment preparedness Commanders benefit from the FRG. The degree to which the FRG can keep command informed enables command to be able to address family issues. Also to the extent that FRG’s assistance with educational efforts and referrals helps families, reduces the likelihood that families will contact command for help with family problems. A FRG can assist the community—whether military or civilian—by referring families to agencies before problems become a crisis (which generally occurs when families are unable to solve a problem on their own). Since communities often do not know about the military families in their area, the FRG referring families to local community agencies enables communities to help Soldiers and families where they live. This is addressed on pg 12 of FRG Leader Handbook, part 2

Questions? For any questions call the State Family Programs office
Also if known, mention specific staff

Getting Started Upon becoming the FRG Leader, one of your first thoughts most likely is “What do I do now?” This module discusses how to get started. Materials Required for this Section: FRG Leader’s Handbook

Objectives of Getting Started
To define the tasks FRG leaders need to conduct when assuming leadership of unit’s FRG Assessment Planning Set up and/or revisions To discuss and provide guidance on the initial issues FRG leaders face To identify support resources available to FRG leaders The objectives of this module are: (Review slide) (After reviewing this slide, you may want to state): There is no “getting started” section in the FRG Leader’s Handbook. The information presented in this module comes from section 2.3 in Part 2 as well as sections 3.2 and 3.3 in Part 3 of the FRG Leader’s Handbook. This module also presents information which is not included in the handbook

Initial Issues for FRGs
Relationship with unit leadership Publicity for FRG Reputation of FRG Meeting with FRG members Communication with FRG volunteers Understanding of emerging family issues These are issues that ALL FRG leaders regardless of experience face when they become the leader of their unit’s FRG. (Review slide) A point of explanation: Focus of FRG’s efforts: What phase of the deployment cycle that your unit is in will determine what FRG tasks you will focus on when you assume leadership of the FRG. We are now going to take a closer look at each of these issues starting with the relationship with unit leadership.

Preparation for FRG Leader Role
Meet with the unit commander and MPOC Obtain necessary training as required from your State Family Program office (online training is also available at Meet with previous FRG leader of the unit, if possible Meet with volunteers in the unit’s FRG, especially FRG volunteers who held key positions As the new leader of FRG, it is important to prepare for your role. A key step to being prepared for the FRG Leader role is to have an understanding of the FRG leader role and responsibilities as well as FRG activities. Ways to gain this knowledge are: Meet with the unit commander to discuss command’s vision of FRG activities and FRG leader’s responsibilities. Review Operation READY materials for FRG leaders which provide how-to information. Get any training needed. (Note: In addition to this training series, online training is available for FRG leaders on the web at Talk with previous FRG leader of the unit, if possible. Talk with volunteers in the unit’s FRG, especially FRG volunteers who held key positions (e.g.., co-leader, newsletter editor, FRG Informal Fund manager, phone tree chair). Meet with current or past FRG leaders. As a reminder. In this FRG training series, the module on “FRG Leader – Unit Leadership Partnership for Effective FRGs” discussed the responsibilities of the FRG leader. A list of the FRG activities was provided in the “FRG Overview” module with a more detailed presentation on how these activities are conducted in the “Communicating with Families” module. After these modules, FRG leaders are expected to have a good understanding of the FRG leader role and FRG activities.

Assessment of FRG Operations (optional)
Does the unit have required documentation (VOL forms, appt. letters, SOP’s) What resources does the FRG have? How many volunteers does the FRG have AND in what roles? What is the status of the FRG communication tree? (i.e., how current is the unit roster, does the structure need updating, and how is the tree activated?) What information do the soldiers and family members need? Has all required training been completed (CDR’s, MPOC’s, volunteers) What issues and/or challenges does the FRG face? If the unit has an existing FRG when you come on board, conducting a quick assessment can be useful. The purpose of the assessment is to determine how well prepared the FRG is to carry out the FRG’s mission. Things you might want to find out include: (Review slide) Some additional points to make: This is an optional task done BEFORE planning. It is not intended to be a task in which you spend a lot of effort. It is merely intended as a means for you to take inventory of what the FRG has, has done, and the FRG’s ability to carry out the FRG mission. The questions listed here give you some things you might consider finding out about as they will help with the planning steps, which will be discussed in the next slides. Much of this information can be obtained through talking with others such as previous FRG leader and FRG volunteers, reviewing existing documents and materials, and your own observations as a member of the unit’s FRG. Keep in mind that the prior unit commander will have greatly influenced what the FRG did previously.

Planning of FRG Operations
Purpose of planning is to ensure FRG is capable to support the unit commander, soldiers and families Areas where planning should occur include: FRG procedures Resources Volunteers FRG communication tree (phone and ) FRG newsletter/social media Keep in mind that you can (and are encouraged to) build on the FRG’s efforts to date Planning is an important step in getting started. Some level of planning is essential. The purpose of planning is to get yourself and the FRG organized and ensure the FRG has the capability to support the unit commander and families. Areas where planning should occur include: SOPs and FRG procedures Resources Volunteers FRG telephone tree – if command approved FRG – if command approved FRG newsletter – if command approved To develop plans, you will most likely have to gather information and think about your (and the FRG’s) needs. Keep in mind that you can (and are encouraged to) build on the FRG’s efforts to date. Do not assume that you will have to create the FRG from ground up. We will now discuss in-depth the planning you need to do in each of the areas listed. If you have any questions as we go over these areas, please ask.

FRG Set-up Tasks Review Army regulations (especially AR-608-1, Appendix J) and unit SOPs related to FRG operations Task: Discuss with unit commander & FRSA any documentation needed Identify resources needed for FRG activities Task: Discuss with unit commander & FRSA resources available for ongoing FRG activities. Identify roles and responsibilities of volunteer positions Task: SFP has come up with Volunteer position descriptions, the commander can develop written job descriptions as well Review slide. Note to the presenter, the bullet represents the specific information that needs to be reviewed by the FRG leader and/or decision the FRG leader needs to make. Based on this decision, there is a follow-up task that the FRG leader needs to perform to set-up the FRG. Once all of these “set-up tasks” are completed, the FRG should be ready to support unit leadership and unit families.)

FRG Set-up Tasks (continued)
Recruit volunteers Task: Work with your FRSA to recruit volunteers as needed Inform Volunteers of Training requirements Task: Consult with FRSA to determine training requirements Decide how to recognize volunteers Task: Establish system for volunteer recognition. Share with FRG chairs/supervisors to encourage them to acknowledge volunteers’ efforts as well A team of good volunteers will be needed to support you. Here is the volunteer planning and tasks that need to be done. (Review slide) (Additional points can make on where can get additional information): Identify roles and responsibilities of volunteer positions. (The Operation READY FRG Leader’s Handbook provides a suggested list of FRG volunteer positions.) Task: Develop written job descriptions, if not in unit’s current files. (Sample job descriptions are available in the Operation READY Smart Book to assist with this task.) Determine how will recruit volunteers. (Guidance on volunteer recruitment in Operation READY FRG Leader’s Handbook and available through garrison ACS.) Determine training volunteers need. Task: Arrange training for FRG volunteers. (Training for FRG volunteers is provided as part of this Operation READY FRG training series. Additional volunteer training programs and resources identified in Operation READY FRG Leader’s Handbook.) This is addressed on pgs of FRG Leader Handbook, part 3

Guidance on Relationship with Unit Leadership
Keep in mind FRG is the unit commander’s program Prepare to discuss at first meeting with unit commander: Commander’s Family Readiness Plan and unit’s deployment and training schedule Commander’s vision for FRG, FRG activities and FRG leader’s role Expectations (e.g.., what issues to be handled by commander vs FRG leader, when to seek guidance, unit military point of contact MPOC) Resources for FRG Types of support command will provide FRG Frequency and methods of communication between unit leadership and FRG leader Other pertinent issues Command support is critical for an FRG. The degree to which the FRG leader can establish a positive working relationship with unit leadership [commander, RDC, and Family Readiness Liaison (FRL)] is an important element in the level of command support the FRG receives. Guidance is provided here on how to get started in establishing a positive relationship with unit leadership. (Review slide) (Additional points can make): This meeting sets the tone of the relationship. Each person will get a sense of the other’s style and the nature of working relationship will have. Additional guidance is provided in the “FRG Leader and Unit Leadership Partnership for Effective FRG” module in Operation READY FRG training series. See also Operation READY FRG Leader’s Handbook.

Guidance on Promoting FRG
Reach out to Soldiers and Families in different ways Promoting is an ongoing effort Ways to promote FRG include: Attend unit and community events to introduce yourself and the FRG Inform new arrivals to unit Command promoting FRG to Soldiers and families Include FRG activities in vFRG and social media site Encourage Soldiers and families to talk about FRG to others (i.e., word of mouth) Key take-away messages are what the FRG does and how the FRG can help them With the FRG now serving a broader network of Soldiers’ families, it is likely that many family members are not aware of the FRG. Publicity will therefore be an important effort to increase awareness of the FRG. Reaching out to Soldiers and families in different ways will also be necessary to connect with as many unit families as possible. Because the FRG leader serves as the key spokesperson, it is important that the FRG leader be involved in many publicity efforts. For example, FRG leaders are suggested to make a brief presentation or meet families informally at unit pre-deployment briefings. Other considerations and ways to publicize the FRG are: Attend unit and community events to introduce yourself and FRG, give brief presentation or talk with Soldiers and families informally Inform new arrivals to unit Have command promote FRG to Soldiers and families Include FRG activities in vFRG website. Encourage Soldiers and families to talk about FRG to others (i.e., word of mouth). When talking with Soldiers and families, think about the key take-away messages. Soldiers and families will want to know what the FRG does and how the FRG can help them.

Guidance on Reputation of FRG
The FRG’s reputation is based on past support the FRG provided Factors critical to establishing a positive reputation include: Providing timely and accurate information and meaningful activities Meeting Family needs Having a positive environment Representing all unit Families Treating Families with respect Encouraging input and acknowledging contributions Having personable and approachable FRG volunteers Controlling or effectively addressing negative situations The reputation of the FRG has a bearing on the extent to which the FRG is able to be in contact with families and thus able to provide them with important information. The FRG’s reputation is formed by everything it does. As the leader you can influence the FRG environment and how activities are carried out. Keep in mind that your own style and abilities will also have an impact on families’ perceptions of the FRG. Here is a list of things to keep in mind during the time you serve as the FRG leader. Factors critical to establishing a positive reputation include: Ability to provide timely and accurate information and meaningful activities to families Ability to meet family needs Having a positive environment that: Represents all unit families (i.e., both enlisted and officer and other unit demographics) Encourages all to participate Acknowledges participation is voluntary Is receptive to members’ input Treats members and volunteers with respect Acknowledges members’ and volunteers’ contributions Promotes connections and builds camaraderie between families; includes welcoming new arrivals Having a FRG leader and key FRG volunteers who are personable and approachable Ability to control or effectively address negative situations (such as gossip, factions within the FRG).

Guidance on FRG Communications
It is essential for the FRG to maintain communication among the volunteers to manage FRG activities Communication can be conducted in different ways. Meetings, conference calls, and distribution are some examples Keep in touch with all FRG volunteers, including those not in your geographical area

Guidance on Emerging Family Issues
Each unit is unique and the need to develop an understanding of emerging issues is essential Current issues of concern are: Mental health issues of soldiers and families Financial/Employment Relationships (single, married, and youth) (Review slide, then say) These issues are addressed in the module entitled “FRG’s Role in Unit Casualty” in the FRG training series. A forthcoming Operation READY Trauma in the Unit handbook will address these topics in depth.

Resources for FRGs Other FRGs FRSA and FAS
Web-based FRG forum (on vFRG web site) Guard/Reserve Family Program Offices Unit leadership (commander, MPOC, RDC) There are a variety of resources available to FRG leaders where you can get guidance or talk with someone. (Review slide) A point of information about two of the resources listed: Garrison ACS FRG forum: Some garrisons are establishing an open forum in which FRG leaders can come and talk with other FRG leaders to discuss common issues of concern and to share ideas. Battalion FRG steering committee: All company level FRG leaders are expected to attend battalion FRG steering committee meetings when possible.

Questions?

Expectations and Role of FRG Volunteers

Objectives of FRG Volunteer Role
To explain the need for FRG volunteers To identify roles and responsibilities of key FRG volunteers To review expectations of FRG volunteers To review volunteer rights To specify support available for FRG volunteers To discuss administrative tasks To address volunteers’ questions The objectives of this module are: (Review slide) (After reviewing this slide, you may want to state): The information presented in this module comes Part 3 of the FRG Leader’s Handbook. This module also presents information which is not included in the handbook. Materials Required for this Section: FRG Leader’s handbook; Easel pad paper and markers for Recruiting activity

Need for FRG Volunteers
FRG’s mission activities involve: telephone tree, , newsletter, member meetings, and educational briefings Social activities may be conducted though not a mission essential activity. FRG activities cannot be done solely by the FRG leader. The size of the FRG depends on: Key volunteer positions needed (ex. key callers, FRG Informal Fund manager) Number of volunteers needed to perform different FRG activities (i.e., one or a group?) Whether the FRG is able to get assistance from FRG membership when needed The FRG’s mission activities are: set up and conduct telephone tree and , publish and distribute newsletter, conduct member meetings, and schedule educational briefings. Social activities may be conducted, but are not a mission activity. FRG activities can not be done solely by the FRG leader. A FRG leader needs a volunteer team. The size of the team depends on: Key volunteer positions needed (e.g.., committee chairs, key callers, FRG Informal Fund manager) Number of volunteers needed to perform different FRG activities (i.e., one or a group?) Whether the FRG is able to get assistance from FRG membership when needed (e.g.., a member who offers to monitor a “kiddie corner” at an FRG meeting, a member who offers to bring food).

Types of Volunteers Two Types of volunteers:
Statutory - official, appointed and sanctioned volunteers Can be reimbursed for incidental expenses, be placed on ITO Cannot fundraise outside Armory or military installations except through Veteran Service Organizations Gratuitous - Not official; friends, family, organizations Can do fundraising outside of FRG just not in the name of the FRG or unit ITO – Individual Travel orders

Typical FRG Volunteer Positions
FRG Leader* FRG Treasurer* FRG Fund Manager Alternate* Phone Tree Chair Key Callers* FRG Secretary FRG Newsletter Editor vFRG Coordinator Special Events Chair Hospitality/Welcome Chair Publicity Chair Fundraiser Chair This is a list of volunteer positions that an FRG potentially might have. (If the FRG leader is present, then this is the time to inform volunteers what positions the FRG will have. FRG leader(s) can also announce the name of the individual who will be serving in the position as well as the individuals working with each chair.) Ensure discuss positions includes communications with service members and families including and social media. This is addressed on pg 32of FRG Leader Handbook, part 3 * Required or essential positions

Expectations of FRG Volunteers
Be dependable. Be friendly and courteous. Be flexible. Know your role. Maintain confidentiality. Be nonjudgmental. Notify FRG leadership of important issues. Take care of yourself. (Review slide) This is addressed on pg 34 of FRG Leader Handbook, part 3

Volunteer Rights Be heard and help plan Be treated with respect
Be informed Have meaningful work Be trained Be recognized (Review slide) (Distribute handout: Army Volunteer Corps Bill of Rights and Responsibilities. If FRG leaders and unit leaders in the audience, inform them that this document can be found in the Operation READY Smart Book.)

Ways FRG Volunteers Are Supported
Defined task and/or written job description Training Guidance and encouragement Guidance and feedback Authorized use of government resources for official FRG business Reimbursement for incidental expenses (for statutory volunteers only) Recognition FRG volunteers can expect to receive the following: (Review slide) A more detailed explanation of several of these items follows.

FRG Volunteer Training
Information and training for FRG volunteers available from a variety of sources including: State Family Program Office Family Readiness Support Assistant (FRSA) Army Family Team Building Joint Services Support Local community This is addressed on pg 35 of FRG Leader Handbook, part 3

FRG Volunteer Guidance
The FRG leader is responsible for providing guidance Volunteers working on FRG activities that require command approval will be asked to submit documents to FRG leader Guidance will typically be given informally by maintaining communications with volunteer Purposes of maintaining communication are: To identify and address any volunteer problems or issues To monitor how specific FRG activities are being carried out To assess how well the FRG is supporting families Action by the Unit Commander may be necessary if: Violation of rules or regulations Failure to perform assignment Blatant mistreatment of others Disregard for privacy or confidentiality The FRG leader (and/or committee chair) is responsible for providing supervision, especially to those in key FRG roles. Some FRG activities (such as FRG newsletters) require command approval. In these instances, volunteers will be asked to submit documents to the FRG leader. In all other instances, guidance will typically be done informally (i.e., through communications or meetings vs evaluation form). The purposes of maintaining communication with FRG volunteers are: to identify and address any volunteer problems or issues to monitor how specific FRG activities are being carried out to assess how well the FRG is supporting families.

FRG Volunteer Recognition
Informal and formal methods can be used. All volunteers will be recognized at State/Regional/Unit volunteer recognition ceremonies. This is addressed on pg 36 of FRG Leader Handbook, part 3

Administrative Tasks Related to FRG Volunteers
FRG Leader/Unit commander/FRSA will: Provide written job descriptions Ensure key volunteers register and submit hours Review reimbursement procedures for volunteer expenses (for statutory volunteers only) Provide necessary forms Provide guidance (Review slide) (If FRG leaders are present ask them to review what volunteer expenses can be reimbursed and the procedures for getting reimbursement. This information can also be given by unit leaders, if they are present at the training with FRG volunteers.) Encourage logging volunteer hours in JSS. This is addressed on pg of FRG Leader Handbook, part 3

Administrative Responsibilities of FRG Volunteers
Complete Volunteer Sanctioning Packet Volunteer Agreement DD2793 Privacy Act Statement Code of Ethics Personal Identifiable Information (PII) Position Description Police Record Check Submit volunteer hours monthly Submit incidental expenses (for registered volunteers only) Complete required trainings FRG volunteers are expected to perform the following administrative tasks: (Review slide)

Volunteer Portfolio The following information is maintained by the State Family Program Office, Unit or FRSA: Job description Hours contributed Training attended Recognition received Information on volunteer service is available for volunteers’ future use (e.g.., letters of recommendation, resume for employment or another volunteer job) Some of the administrative paperwork that you complete will be submitted to the National Guard State Family Program Manager and (guard), so that the Guard has a record of your volunteer service. This information is also available for your use. You may access this information from these offices at any time to have details on your volunteer experience for employment and volunteer applications.

Recruiting Volunteers
Recruiting Volunteers Activity: Est. Time: 30 Minutes Materials Required: None Instructions: 1. Form groups of 3-6 depending on class size 2. Give each group 15 min to come up with an advertisement skit to recruit new FRG Volunteers 3. Have each group come to the front and perform their skit Alternative Recruiting Activity for Smaller Class: Materials Required: Easel pad paper and markers Instructions: 1. Form groups of 3-6 depending on class size 2. Give each group minutes to come up with flyer to recruit new volunteers 3. have one person from each group present their flyer

Questions? Discuss follow-on training for volunteers
(e.g.., “Key Caller training” for key callers, “Resource and Funding for FRGs” for Informal Fund manager)

Joint Services Support
STATE FAMILY PROGRAM

Objective of Joint Services Support
Identify what activities should be recorded on JSS Explain why the National Guard Bureau wants Volunteer activities recorded Demonstrate how to record activities on Joint Services Support (JSS) Objective of this section: The student understands how to record their Volunteer activity on Joint Services Support (JSS). The student will be able to: - Identify what activities should be recorded on JSS - Explain why the National Guard Bureau wants Volunteer activities recorded - Demonstrate how to record activities on Joint Services Support (JSS) Materials required for this section: JSS Homework Sheet

What Is Activity Tracking?
It is recording your volunteer hours and activities on the Joint Services Support website or Jssmobile.org To Include (but not limited to): Volunteer meetings Planning/prep time Official travel Communication Working at home on projects or paperwork Unit activities such as Soldier Readiness Processing (SRPs), unit briefings And anything else relating to volunteering with the Family Program What to track and how Remember the simple things that count as FRG volunteering. EX: texting, forwarding an to the BDE FRSA or FAS, calling a resource about a Family Day, etc.

Why Track Your Hours? National Guard Bureau reports to Congress
Hours are looked at cumulatively by state, not individually so they all do make a difference National Guard Bureau tracks these entries (from each state) to help identify: Trends & Needs of families Support needed State’s funding requirements And training needed Your entries will allow the Family Programs in Texas and the nation to continue and expand for the betterment of our families Additionally: Tracking your volunteer hours is good for your resume Allows Family Programs to better recognize your service National Guard Bureau utilizes the measurement of hours because they need a concrete measurement to be used for reporting purposes to Congress to request funding to justify new programs and the continuation of existing programs for our Service Members and families Allows NGB to provide monies to the State for non-Appropriated funds to reimburse our volunteers for travel to attend training – like ASIST and RTA. For mileage, when requested by Commander, to attend drill for a special activity or event, when picking up toys or school supplies for the Soldier’s children. Phone calls for those that don’t have free long distance on their phones, etc. distribute NAF package. Assign homework and handout sheet with the above information: Handout JSS Homework

UPDATE VOLUNTEER HOURS: Manage volunteer activity, preparation and travel hours.
1.Click Volunteer Activity on the JSS Mobile home page to view a summary of your volunteer hours. 2. Click Add New on the Volunteer Activity Tracker to enter a new volunteer activity, travel, preparation hours and any mileage.

UPDATE VOLUNTEER HOURS – Continued Manage volunteer activity, preparation and travel hours.
3. Use the drop‐down boxes on the Volunteer Activity Tracker page to locate and select individual activities. 4. Click Submit to submit your activity hours and mileage to JSS.

Program Staff and Volunteers! Get to Know JSS Mobile
LOCATE CONTACTS, RESOURCES, & KEY COMMUNICATIONS: Access local and relevant resources, staff, announcements and files. Click Service Provider Network on the JSS Mobile home page to access service providers and resources. Click Family Assistance Centers, state contacts, and organizations on the map to view their details or use search filters to locate more service providers and Program Staff and Volunteers! Get to Know JSS Mobile

LOCATE CONTACTS, RESOURCES, & KEY COMMUNICATIONS:
Continued 2. Click Announcements on the JSS Mobile home page to view up‐to‐date alerts and news for your affiliated state. 3. Click File Library on the JSS Mobile home page to download or share files relevant to your JSS program with others

How to Be an Effective FRG Leader

Objectives of Effective FRG Leader
To identify what makes an FRG leader effective To provide tips on how to manage different aspects of the FRG leader’s role To discuss steps to sustain the FRG The objectives of this module are: (Review slide) (After reviewing this slide, you may want to state): Not all of the information given in this module is provided in the FRG Leader’s Handbook. Although section 2.3 in Part 2 of the FRG Leader’s Handbook addresses this topic specifically, tips are provided throughout the handbook. Materials required for this section: FRG Leader handbook, Recognizing FRG Volunteers SOP, Overcoming your Fear of Public Speaking handout, Coping with Stress handout, Feedback from FRG Members handout, Group Discussion Scenarios handout

Are You Ready to be the FRG Leader?
Things to think about: Your schedule Personal/family situation Your personality Your abilities Your health Interest level/commitment Before you were appointed and even perhaps now after recently being appointed as the FRG leader, you may be asking yourself two questions: Should I do it? Only you can answer that. As you take on this role, think about the following things: What does your personal schedule look like? How much time do you have available and when to carry out tasks? What other obligations do you have? (your schooling, family responsibilities, work responsibilities, etc.) How is your health? What personal or family problems, if any, may make it difficult to meet the demands of this position? What is your level of commitment to the FRG and in helping the unit’s Soldiers and families? To carry out this role, you will need to make some decision about each of these issues. Can I do the job? Most everyone can. Let’s start our discussion on what it takes to be a good leader. Ask: What makes someone a “good” (or effective) FRG leader? What do YOU need to do to be an effective FRG leader?

What Makes an FRG Leader Effective
Level of knowledge and preparation Use of available resources Has desirable leadership qualities Ability to establish good relationships with others (unit leadership, FRG volunteers, families, and local support agencies) Ability to manage the demands on the FRG and on you, the FRG leader What makes an FRG leader effective? What is an effective leader? Level of knowledge and preparation Having a good understanding of FRG’s mission, FRG leader’s role and FRG activities enables you the leader to provide appropriate guidance to FRG volunteers so that activities are conducted in accordance with the mission and your understanding of the unit commander’s vision of the FRG. It reflects that you know and understand what the FRG is supposed to do and what are the limits on the FRG (i.e., not the responsibility of the FRG). You also know when to seek command approval or guidance. Preparing by setting-up FRG systems (e.g.., telephone tree) and procedures (e.g.., steps key callers follow) and preparing volunteers (i.e., training and resource information). Knowing Army and unit policies. Use materials, resources and tools available to you so you (and the FRG volunteers) can work more efficiently and with greater capability. These are intended to avoid having to reinvent the wheel and are designed to make your job easier. Take advantage of these resources! Seek guidance that helps you, FRG volunteers and unit families. Has desirable leadership qualities refers to personal characteristics that reflect your leadership style and can influence your abilities to establish relationships, manage tasks, etc. Ability to establish good relationships with others (unit leadership, FRG volunteers, and families, local support agencies. You will need to be able to: establish a partnership and communicate with command, create and maintain a dedicated team of FRG volunteers, and keep unit families involved in FRG. Being able to establish good relationships is highly important since the FRG is based on these relationships to support a network of communications and to provide mutual support. Ability to manage the demands on the FRG and on you, the FRG leader. More specifically, this refers to your abilities to perform tasks of a leader, maintain your and FRG’s morale, and efforts to sustain the FRG. (After presenting this information, refer to the lists created in the open discussion and talk about similarities and differences to the information given in this slide. Did attendees identify the same things? What other important points have been raised by the group?) We will talk about each of these points in the rest of this module. This is addressed on pg 14of FRG Leader Handbook, part 2.3

What an FRG Leader Needs to Know
FRG mission and activities FRG Leader responsibilities FRG program structure (FRSA and FAC roles) Unit mission, deployment schedule, and leaders Unit families (i.e., FRG membership) Command goals and family issues Military and civilian community resources for families Army regulations and unit policies Military structure and protocol In the previous slide, we discussed that level of knowledge is key to being an effective FRG leader. Here is a more expanded list of what FRG leaders need to know. (Review slide, then say): This FRG training series has presented information on most of these areas so that you will have this knowledge. (If necessary, you can point out): FRG mission, activities, FRG program structure were covered in “FRG Overview” FRG leader responsibilities were reviewed in “FRG Leader-Unit Leader Partnership for Effective FRGs” Deployment cycle was covered in detail in “FRG’s Tasks in Deployment Cycle” Key Army regulation and unit policies pertaining to FRGs were covered in “Resources and Funding for FRGs” Information on military and civilian community resources is provided in the FRG Leader’s Handbook and also provided in a separate training module on “Working with Family Support Network” in the Operation READY RDC training series.

Tips on How to Develop Your Knowledge
Ways to increase your knowledge: Get training Collect and review information Talk with others Attend Army, unit or community-sponsored educational programs/trainings Visit web sites such as Joint Services Support, Military One Source, and official FRG site on the vFRG web system Remember: Enhancing your knowledge is an ongoing effort You (and FRG volunteers) are not expected to know everything so here are ways to increase your knowledge outside of this FRG training series and the Operation READY materials (Review slide) (Additional points can make): Training – Training available include: FRG training from Army Community Service, National Guard State Family Program Coordinator, Reserve Regional Readiness Command Family Programs Office FRG leader online course Army Family Team Building/Guard Family Team Building for online and classroom based training on military culture and leadership skills FRG Forum – ACS sponsored forum for FRG leaders on the installation which meets regularly for networking, sharing ideas and learning about new programs and services. This is addressed on pg 16 of FRG Leader Handbook, part 2.3

Using Your Strengths and Desirable Leader Qualities
Team player Supportive Good communication skills Caring Good interpersonal skills Considerate Confident Fair Responsible Good role model Well organized Honest, ethical Flexible Enthusiastic Positive attitude Sense of Humor Approachable Willingness to learn Whether selected by membership, self-nominated, or appointed by commander, there are qualities about you that are seen as desirable by the commander and/or FRG membership. Some of the criteria commanders consider important are: dependability, good communication skills, ability to work with others, and willingness to learn. This slide shows traits or qualities that can make a difference in how FRG leaders are able to get things done. Throughout this module, these characteristics will be mentioned directly or implied. How you do things is a reflection of who you are and your style as well as knowledge. Not everyone displays these characteristics to the same degree or in the same way. While it is important to be yourself, the demands of the FRG leader role may require you to stretch yourself (e.g.., be more organized, do public speaking). Use this information and other information given throughout this module to think about the ways you can be more effective. This is addressed on pg 15 of FRG Leader Handbook, part 2.3

Tips on Relationship with FRG Volunteers
Do: Maintain communication to keep informed and to address issues and problems Work as a team: FRG leader provides guidance and feedback as needed Volunteers do their jobs Creative positive working environment: Be respectful and supportive Encourage, praise, and thank often Encouraging volunteers to take care of themselves. Help them to deal with the stress Do Not: Make unnecessary changes Undermine Micromanage Criticize in public Blame Having a cadre of volunteers is essential because you can’t do it all yourself. Thus the nature of the relationship you establish with volunteers as well as among volunteers is important. These are the things that make a difference when working with volunteers and how to achieve them. (Review slide) (Additional points can make): Create positive working environment: Provide resources volunteers need. Be supportive. Be considerate. Treat with respect. Encourage humor, fun and social activities. Mentor volunteers as appropriate. Encourage, praise, and thank often. Volunteer recognition is very important. Use informal and formal methods. Formal methods might include: Writing a note thanking for agreeing to help when individual agrees to be a FRG volunteer Recognizing volunteers’ contributions at meetings Featuring a volunteer in an FRG newsletter, post or community newspaper or unit bulletin board; consider posting their picture with your announcement Nominating for special awards (Distribute handout: Volunteer Award Nominations.) Providing a letter of recommendation written by either you or unit commander Informal methods include: Thanking them for their work whenever you see or talk to a FRG volunteer. Always thank everyone involved in organizing and carrying out a special event, fundraiser, or party. Additional suggestions are provided in the Volunteer Management subsection in section 3.2 of Part 3 of the Operation READY FRG Leader’s Handbook.

Tips on Relationships with Families
Be personable and approachable Create positive environment Encourage families to volunteer and participate Conduct social activities to reduce stress, boost morale, and build camaraderie Have command provide information and take action, when needed One of the FRG’s missions is to provide mutual support. For this to occur, the FRG needs to facilitate strong connections among unit families as well as have families have a vested interest in the FRG. Here are tips on what creates a strong FRG for families. (Review slide)

Good Leadership Abilities
Make decisions Provide direction and assistance (i.e., manage tasks) Plan and conduct meetings Speak publicly Handle conflicts Maintain morale Sustain FRG To manage the demands on the FRG requires abilities to handle leadership tasks and situations, some of which are listed here. (Review list) Tips are provided in each of these areas in the following slides.

Tips on Decision-Making
Determine type of decision needed: Shared decision with another (i.e., unit commander, FRG Volunteers) Delegate (unit commander, FRG Volunteers) Know what decisions are FRG leader’s responsibility vs unit leadership’s Tips for making good decisions: Get information Use good judgement Be flexible. Consider alternatives Understand when to share decision-making Be timely in making decisions. Inform others, especially when your decision provides guidance to another (e.g.., FRG volunteer) Determine type of decision needed: Shared decision with another (i.e., unit commander, FRG committee chairperson) Examples: FRG leader and FRG phone tree chair might develop the telephone tree together; FRG leader, FRG Informal Fund Manager, and FRG membership might decide collectively what social activities will be funded by the FRG Informal Fund Delegate to another (unit commander, FRG committee chairperson, or FRG membership’s decision) For example: FRG leader delegates to FRG newsletter editor to develop draft of FRG newsletter. Know what decisions are FRG leader’s responsibility vs unit leadership’s. With clear discussions about the areas of the unit commander’s and FRG leader’s responsibilities, it should be clear when decisions can be shared or, more often, delegated to the unit commander. Tips for making good decisions: Get information to develop an understanding of situation/issue. Complete all background work before coming to a decision. Know all the facts, and understand what is actually going on. Use good judgment. Don’t rush to a solution or allow yourself to be pushed in a direction you aren’t sure about. Evaluate choices and consider command expectations and policies. Be flexible. Consider alternatives. Think about the implications of the decision. You may need to think of another solution. Also, when others are involved in the decision-making process, be open and flexible. You may not all see things the same way. Understand when to share decision-making. Be timely in making decisions. Inform others, especially when your decision provides guidance to another (e.g.., FRG volunteer).

Tips on Managing Tasks Types of styles for managing tasks/FRG activities: Directing Coaching Supporting Delegating Determine level of direction and guidance appropriate for task and individuals involved Make sure individuals aware of timelines Monitor status of tasks and how well activities are performed Be open to new ideas Stick to role as FRG leader (Review slide) Explanation of four styles of managing tasks: Directing – FRG leader tells a volunteer how to do a task Coaching – FRG directs and encourages a group’s effort, monitors progress and coaches as needed Supporting – FRG informs a chair or committee what needs to be done, but lets the group decide how to do the task, FRG leader reviews progress and suggests changes Delegating – FRG informs group or individual (e.g.., committee chair) what needs to be done and lets the individual or group perform the task Note: A discussion of these styles is provided in section 2.3 in Part 2 of FRG Leader’s Handbook This is addressed on pg 15 of FRG Leader Handbook, part 2.3

Tips on Public Speaking
Be: Informal Friendly Brief Focused (stick to your topic) Informative There will be occasions when you need to speak in front of groups such as at FRG meetings or unit pre-deployment briefings when you brief about the FRG. Standing up and talking to a group of people can be an unnerving prospect for some people. Here are a few tips on public speaking. (Review slide) I have a handout that provides additional tips. (Distribute copies of handout: Overcoming Your Fear of Public Speaking)

Tips on Handling Conflicts
Conflicts and disagreements among FRG members (and volunteers) can be expected to occur FRG Leaders will be challenged to find ways to make people with diverse characteristics feel welcome and comfortable Resolve conflicts using these solutions in following order: Solve at lowest level Negotiate for win-win solution Seek outside third party intervention Conflicts and disagreements among FRG members (and volunteers) can be expected to occur. These conflicts are likely result of personality clashes; differing opinions, values and ideas; and differences in attitudes. The challenge to FRG leaders is to find ways to make people with diverse characteristics feel welcome and comfortable with each other. As the FRG leader, it is important to set the example. How to solve conflicts? Keep in mind that as the FRG leader, you have a responsibility to address conflicts when they occur. Don’t take all disputes to the unit commander. Solve at the lowest level: Encourage members to work things out among themselves whenever possible. Negotiate for win-win solution: If you (the FRG leader) or a FRG committee chair must intervene, then try to work out a compromise through calm dialogue. It will be important to be impartial to mediate a discussion. In a win-win situation, this means both sides walk away with something they wanted. Outside third party intervention: If all else fails, an impartial third party can be brought in. In most cases, this is likely to be the unit commander and your assigned FRSA. This is addressed on pg 16 of FRG Leader Handbook, part 2.3 (Optional exercise: Distribute handout: Strength from Diversity. Give participants time to answer questions and then have an open discussion to identify common situations and share ideas.)

Tips on Maintaining Morale: Risk for Burnout
FRG Leader: Take care of yourself. Eat healthy and try to get adequate rest Know your limits. Set priorities. Say “no”, delegate, or screen telephone calls, if necessary Stick to own role Get help, if needed. Consider whether to have co-leader Don’t take on families’ problems Try new ideas Develop your support network Share responsibilities With deployments continuing to be lengthy and, in some instances, dangerous, serving as an FRG leader for a 12 to 15 month period can be quite demanding and become burdensome. There are additional ways to deal with the high demands on you (and FRG volunteers) for extended periods that can provide you some relief. It is also important to be mindful of steps you can take from the very beginning to avoid burning out. Ways to prevent burnout: Always strive to take care of yourself. Stick to own role. Develop your own support network. Don’t take on families’ problems. Don’t try to be a counselor, a psychologist, a lending service, a bank, or their mother! Refer families to community agencies to help families solve their own problems. Don’t take them upon yourself. Recruit good volunteers. Consider using a co-leader approach to share the workload. Many leaders—especially those who are taking on this job for the first time—often look for a co-leader. This can work well. For example, having both an officer’s spouse and an NCO’s spouse co-leading can be effective. However, tensions and problems can arise if certain steps are not taken. First, it is important to define each individual’s tasks and responsibilities. Maintaining communication is also very important. (For more information, see the discussion on the co-leader option in the volunteer management section in Chapter 2 of Part III of the FRG Leader’s Handbook.) Surround yourself with happy, upbeat people as much as possible, and limit the amount of time you spend with those who pull you down. Ways to get relief in stressful times (when you have “reached your limit”): Get help if needed. Reevaluate priorities, say “no”, delegate or screen telephone calls. Take a break. You may need to arrange for someone to take over for a while during your break. Help recruit a new FRG leader and help with their transition if this becomes necessary. It will be important to make this transition seamless to the FRG membership, especially when in the deployment phase.

Tips on Maintaining Morale: Risk for Burnout
FRG Volunteers: Encourage volunteers to take care of themselves Change expectations when necessary Don’t take on families’ problems. Refer families to community agencies Be supportive. Help volunteers deal with performing tasks Help resolve problem Provide additional volunteers or obtain assistance from FRG membership Assist when possible Thank volunteers often As the FRG leader is also important to monitor FRG volunteers well-being and to take steps to prevent their burnout by:(Review slide)

Tips on Sustaining the FRG
Keep families involved Create positive environment Keep families’ needs in mind and focus FRG activities on meeting family needs Identify reasons families do not participate and address these issues with command and FRSA Involve as many people as possible, and give them a voice Ensure families get timely, accurate and practical information Control rumors and gossip Many of the tips discussed thus far are also intended to sustain the FRG. Here are tips on ways to keep families involved in the FRG. (Review slide, then say): Remember, people will support what they help to create. Give them a voice and the opportunity to be involved. (Distribute handout: Feedback from FRG Members) With a diverse membership, meeting the needs of families can be a challenge. Needs are expected to change over time as well. Thus, FRG leaders are encouraged to get input and feedback from membership on an ongoing basis. It is important to use a variety of methods to ensure you are providing everyone an opportunity to provide feedback. For example, at FRG meetings, you can have attendees write their comments on 3X5 cards and then put on a board where they are read followed by an open discussion. Also consider using a bulletin board on the vFRG web site or mail back forms inserted in FRG newsletters sent to members’ homes. This handout is an example of the types of introductory remarks and questions that might be used. This is addressed on pg s of FRG Leader Handbook, part 3

Tips on Handling FRG Leader Transition
Mentor volunteer for this role, if appropriate Review FRG operations Talk with commander about selection of next FRG leader Assist next FRG leader with their transition Notify FRSA and command team about the transition There are a number of steps you can take to assist the FRG when you approach the time when you give up your appointment as the FRG leader. (Review slide) (After first slide bullet (review FRG operations), distribute handout: Assessment of FRG Operations)

Group Exercise Scenario 1: FRG leader is burned out and won’t delegate
Scenario 2: There is a new FRG board in place and families are not participating in the FRG This is an opportunity to put all this training together and to apply what you have learned. You will be given two scenarios to discuss. These scenarios focus on two potential challenges an FRG leader can face. Brainstorm and develop a list of potential strategies and steps that could be taken. (Distribute handout: Group Discussion Scenarios. These scenarios can be discussed by the entire class, or the class can be divided into two groups, with one group discussing scenario 1 while the second group discusses scenario 2 and then having the two groups report out.)

Questions?

Professionalism STATE FAMILY PROGRAM

Objective of Professionalism
Explain what professionalism is Describe how professionalism is judged Provide examples of what is considered professional and what is considered unprofessional Objective of this section: The student understands the importance of professionalism in the Family Readiness Group The student will be able to: - Explain what professionalism is - Describe how professionalism is judged - Provide examples of what is considered professional and what is considered unprofessional Materials required for this section: none

Professionalism Having or showing the skill, good judgment, and polite behavior that is expected from a person who is trained to do a job well. - Merriam-Webster Dictionary Definition Why is it important to act professionally? If you want to get ahead, be taken seriously, and have your boss think of you as an asset to the team, doing things in a professional way is vital. Why is it important to act in a professional way as an FRG Volunteer? To be taken seriously, to gain trust, Represent, not only yourself, but the Commander, unit, and USNG Also signed a code of ethics Remember: Not only do you represent yourself, but you also represent the Commander, the Unit, and the National Guard

How professionalism is judged
Against a set of expectations or standards From our own personal values set and understanding of what “professionalism” means May be situational in nature Strongly influenced by culture Judging professionalism is subjective but there are guidelines that are shared about how it should be judged

Professionals are: Competent Courteous Dependable Cooperative
Committed Trustworthy Respectful Act with Integrity Considerate Empathetic Ask: Which professional behaviors do you consider important and why?

Examples of Unprofessional Behavior
Inappropriate relationships Inappropriate communication Inappropriate self- disclosure Exploitation – money, gifts Breaches of confidentiality Attacking people in a public manner Wearing inappropriate attire Self serving relationships Disengagement Giving misleading information Disrespect Reminder: Volunteers CAN BE LET GO due to their conduct (accordance with the Code of ethics they signed) What are some other examples of unprofessional behavior? What comes to mind when you see someone exhibiting of this behavior?

10 Key Elements of Professionalism

2. Be pleasant and polite to people, even if you don't like them.
1. Pay attention to the cultural norms in your organization, and follow them. 2. Be pleasant and polite to people, even if you don't like them. 1. Communicating with civilians vs. communicating with Service Members. If you watch how others in your office operate, you'll learn all sorts of important things about "how we do things here." For instance, you might observe that everyone shows up precisely on time for meetings, that they modulate their voices when others are on the phone, and that people rely on for non-urgent questions. These are important signals for what will be expected of your own behavior – and you'll come across as tone-deaf if you ignore them. 2. You will have to work with people whom you just don’t care for, and even with people who aren't very nice. You'll look far more professional if you don't let them get under your skin and instead remain cordial and easy to work with.

3. Take work seriously. 4. Speak up when work isn't getting done on time or when there are problems with a project. 3. If you make a mistake or something doesn't go well, don't brush it off or use cavalier responses like "my bad." Accept responsibility for your part in what went wrong. 4. Part of taking real ownership for your work means that you're responsible for alerting your boss when things are going off course, rather than trying to ignore it or just hoping that no one notices

6. You need to write clearly and professionally.
5. Realize that getting feedback on your work – even critical feedback – is part of the job; it's not personal. 6. You need to write clearly and professionally. 5. Getting angry, or defensive, or taking it personally when your manager gives you feedback can be an easy trap to fall into, but it will make you look less professional. And after all, if you care about doing your job well and advancing, don't you want to know where you need to do better? 6. That means no text speak, and correct punctuation and capitalization. This doesn't mean that you need to write as if you were addressing the Queen of England, but you do need to take care that you don't sound like you're texting a friend from a nightclub either.

8. Show up reliably and consistently.
7. Be flexible. 8. Show up reliably and consistently. Yes, your workday might formally end at 5 p.m., but if staying an hour late will ensure the newsletter goes to the printer on time, you should do it unless that's truly impossible. That doesn't mean to ignore important commitments in your own life, but you shouldn't let important work go undone just because of your quitting time. Similarly, be flexible when it comes to changes in work plans, goals or other things that might evolve as work moves forward. 8. Unless you have pre-scheduled vacation time or you're truly ill, you should be at work when they're expecting you to be there. It's not OK to call in sick because you're hung over, or because you stayed up late last night watching soccer, or because you just don't feel like coming in.

9. Be helpful, and do more than solely what's in your job description.
10. Don't treat your Unit Commander as your adversary. 9. The way that you gain a great professional reputation – which will give you options that you can use to earn more money, get out of bad situations and not have to take the first job that comes along – is by doing more than the bare minimum required. That means always looking for ways to do your job better, helping out colleagues when you can, and not balking in new projects. 10. If you have even a semi-decent manager, she wants to see you do well and isn't your enemy. But if you instead see her as someone whose job is to enforce rules, spoil your fun and make you do things you don't want to do, it will show – and it won't look good. Treat your manager as a team-mate, one who has authority over you, yes, but one who's working toward the same goals as you are. (And if you're not sure whether this is true of your manager, that's a big red flag to pay attention to.) What should you do if you have a bad manager? Notify your Chain of concern; keep documentation Who would be considered your manager as an FRG Volunteer? Commander and/or FRSA

“The three great essentials to achieve anything worthwhile are, first, hard work; second, stick-to-itiveness; third, common sense.” ― Thomas A. Edison Ask someone to read the quote.

FRG Leader and Unit Leadership Partnership for Effective FRGs

Objectives of FRG Partnership
To define the role and responsibilities of the FRG leader and unit leadership To identify keys to an effective unit leadership- FRG leader relationship To discuss how an effective partnership positively impacts the FRG and unit The objectives of this module are: (Review slide) (After reviewing this slide, you may want to state): A discussion on the FRG leader-unit leader relationship appears in section 3.1 of Part 3 of the FRG Leader’s Handbook. A similar discussion on the FRG leader-unit leader relationship appears in Chapter 7 of the Rear Detachment Commander’s Handbook. Materials required for this section: FRG Leader Handbook

FRG Purpose Mission readiness and family readiness are the unit commander’s responsibility in accordance with AR FRG is an official command program per AR to provide assistance with family readiness The FRG is intended to encourage self-sufficiency by providing information, referral assistance and mutual support The FRG also provides a communication network between command and families (Review slide)

FRG Chain of Concern Brigade Family Readiness Team
State Family Program Office Brigade Family Readiness Team Other FRGs & Organizations Local Unit & CDR Family Readiness Group Families & Individuals Community Resources (SLIDE ADDED FOR TEXAS BASIC TRAINING) Primary reason for Chain of concern is to ensure a reliable, consistent flow of true communication and information. A fully functioning chain of concern will be able to pass essential information without getting mired in rumor or other misinformation. To be fully functioning you need: Command Support, guidance Willingness to participate in the chain and understanding of its importance Personal access to modern technology, (web, , phone) Organizational skills – ability to conduct activities that support the commanders intent.

Who Leads the FRG? Commander establishes and supports the FRG, but is NOT the FRG leader Selection of FRG Leader based on: An individual volunteering or The commander asks a person to volunteer Commander’s spouse is not required to be the FRG leader The FRG leader must be approved by the unit commander Commanders are ultimately responsible for unit FRGs, and approve the FRG leader. The unit commander or any other Soldier can not be the FRG leader. The FRG leader can be selected in one of two ways: An individual volunteers for the position A commander asks a person to volunteer The unit commander (or during deployment and when necessary, by the Rear Detachment Commander) can ask an individual to serve as FRG leader. Note: Unit commanders do not have to select their spouse to be the FRG leader. The appointment of the FRG leader needs to be approved by the unit commander and acknowledged in writing. This handout provides a sample appointment order that a unit commander completes and provides to the FRG leader. (Distribute Handout: Sample Appointment Order): Now we are going to review in detail the responsibilities of the unit leadership and FRG leader to clarify each individual’s role in the FRG program. This is addressed on pgs of FRG Leader Handbook, part 3

Unit Commander’s FRG Responsibilities
Handle administrative tasks of FRG program: SOPs for FRG operations Authorization of resources and funding Approval of key FRG positions (e.g.., FRG leader and FRG’s Informal fund custodians) and appointment letters Review of FRG informal fund reports Update unit roster for FRG phone tree This information is mostly geared to battalion and company leaders. (Review slide)

Unit Commander Responsibilities (continued)
Maintain command and control of FRG activities: Review and approval of FRG newsletters Approval of FRG s with company or deployment-related information Approval of content and users of battalion vFRG web site (or company web page on battalion web site)

Unit Commander Responsibilities (continued)
Support FRG’s efforts to help families: Promote FRG to Soldiers and families Determine how to address family issues and help resolve family issues Maintain two-way communication and information flow with FRG leader Provide guidance and support to FRG leader Appoint RDC as command point of contact during deployments Attend and support FRG activities (e.g., FRG meetings, events) Provide Family Readiness Support Assistant (FRSA) support Provide Family Readiness Services Support (FRSS) Trainer support Review slide, then say) I’m going to talk briefly about FRSAs and the FRSS Trainers on the next slides.

Family Readiness Support Assistants (FRSA) Responsibilities
FRSAs maintain the continuity and stability of FRGs as units undergo changes in volunteers and leadership Provide administrative and logistical support services to commanders, RDCs, and FRG Leaders for multiple FRGs Provide Family Readiness Support Services with the Command leadership at the Brigade, Battalion, and Company levels FRSAs are a resource available to Brigades, Battalions, Unit Commanders, and FRGs. One goal of the FRSA program is to maintain the continuity and stability of FRGs as units undergo volunteer and leadership changes. Operationally, the FRSA provides administrative and logistical support to Commanders, RDCs, and Volunteer FRG leaders. Taking the administrative burden off of volunteers allows FRG leaders to concentrate on performing outreach to Soldiers and their Family in the command, thus preserving stability on the home front, especially during periods of deployment. This is addressed on pg s of FRG Leader Handbook, part 3

Family Readiness Support Services (FRSS) Trainer Responsibilities
FRSS Trainers are responsible for training at the Unit/State/Territory/National level Provide training services to FRGs and the Command Leadership Team regarding roles and responsibilities as it relates to Family Readiness Provide specific classes for SMs and FMs in order to promote overall Family Well-Being

FRG Leader’s Responsibilities
Support commander’s family readiness goals Maintain open communication and relationship with unit leadership Plan, run and provide guidance for FRG activities: Recruit and advise FRG volunteers Manage/oversee FRG activities (i.e., meetings, committees, newsletters, phone tree, etc.) This is addressed on pg 21 of FRG Leader Handbook, part 3

FRG Leader’s Responsibilities (continued)
Ensure FRG maintains communication with and provides support to families: Get and update phone tree and distribution lists Refer Families to local Family Assistance Centers for referral to appropriate community agencies Schedule and conduct activities so that families get timely information Identify important issues and inform command (Review slide) 2nd bullet: The local FAC may provide a list of community agencies to be used for referral purposes. When in doubt, refer to the FAC who in return can refer the SM or FM to the appropriate agency.

FRG Leader’s Responsibilities (continued)
Handle administrative tasks: Ensure paperwork and reports (i.e., FRG Informal Fund reports) are prepared and submitted to commander (or appropriate agency) Submit funding, resource, and reimbursement requests to commander Have knowledge of commander’s unit FRG SOP and FRG Informal Fund SOP (After reviewing slide, say): Please note the administrative burden on FRG leaders is minimal. The FRSA can assist with any administrative tasks in order to further minimize administrative burdens on FRG leaders.

Keys to Successful Partnership
Discuss and understand each other’s roles and responsibilities Define command issues vs FRG issues Begin communication prior to deployment and discuss important issues (e.g.., support to families, casualty procedures) Establish methods to be used to maintain two-way communication Ensure each has appropriate contact information Aim to speak with one voice Promote mutual respect This is addressed on pg 23 of FRG Leader Handbook, part 3

Impact of Strong FRG-Unit Leadership Partnership on FRG
A harmonious teaming relationship enables each to support each other’s efforts. Two-way communication enables command (through the FRG) to “provide mutual support” to families. By having a teaming relationship and two-way communication the FRG mission and command responsibilities can be achieved. Here is an explanation of how this is achieved. A harmonious teaming relationship enables each to support each other’s efforts. With a shared understanding of how the unit will support families, the FRG can implement activities with minimal guidance thereby reducing burden on commander. In addition, the FRG can focus activities in ways that help leadership fulfill their responsibility to enhance family readiness. If mutual efforts are made to sustain the FRG, the FRG can support the unit throughout the deployment cycle as well as be fully ready to support a rapidly deployable unit. Two-way communication enables command (through the FRG) to “provide mutual support” to families. When command keeps the FRG leader informed, then the FRG can truly “act as an extension of the unit”. When the FRG maintains contact with families, the FRG can keep command informed of the state of unit families. Command can then provide guidance that enables the FRG to “help families solve problems” and “advocate use of community resources.” (Note to facilitator, the text appearing in quotes comes from FRG mission statement)

Quotes Quote Activity: Est. Time: 20 Minutes
Materials Required: Quotes taped around the classroom Instructions: 1. Place thoughtful leadership quotes on the walls--leave plenty of room between the quotes and make certain the print is large. It works best if the quotes touch on different aspects of leadership; in short, have a variety of different quotes. 2. Ask the participants to leave their chairs and walk around the room reading each of the quotes (there is no particular order). 3. Then have them stand by one quote that resonates well with their personal views on what makes a good leader. 4. When all participants have selected a quote (you can have more than one person by a quote), have each explain to the group why his or her chosen quote is important to them--share a leadership insight. 5. The facilitator can write key ideas or words on the white board. These can launch further discussion questions or serve as a "bridge" to additional leadership content.

Questions?

Resources and Funding FRGs

Objectives of FRG Funding
To identify resources FRGs need To review new Army regulation on funding for FRG operations To identify the resources available to FRGs To discuss the use of FRG Informal Fund To identify the necessary administrative responsibilities To provide guidance on key issues The objectives of this module are: (Review slide) (After reviewing this slide, you may want to state): The information presented in this module is taken from sections 3.1 and 3.2 in Part 3 of the FRG Leader’s Handbook which are based on AR 608-1, Appendix J. A synopsis of this information is presented in this module. Materials required for this section: FRG Leader Handbook

What Resources Do FRGs Need?
Materials and supplies (paper and postage for newsletter) Equipment (e.g.., telephones, printers, copier) Location for FRG meetings and events Volunteers Child care for FRG meetings and events Other (e.g.., interpreters, transportation, food for FRG events) After discussing this list, the presenter can ask the audience to identify other potential resource needs not identified on the list. If other items identified, the presenter should write these down on a flip chart visible to the audience. During the presentation or during the closing, the presenter should return to this list to inform the audience how these resources can be obtained. *an area to secure PII and banking information This is addressed on pg 27 of FRG Leader Handbook, part 3

FRG Funding Regulation
AR 608-1, dated 13 MAR 2013, Appendix J, Army Family Readiness Group Operations This regulation authorizes resource support and funding for FRGs This regulation represents an important change. It is important for unit commanders and FRG leaders to be aware of this regulation. With the release of this regulation, FRGs are authorized appropriated fund resources and support. This regulation specifies what sources of support are available to FRGs and how they are to be used. A copy of AR 608-1, Appendix J can be found in the Operation READY Smart Book. (Distribute handout: AR 608-1, Appendix J.)

Authorized Support and Funding for FRG’s
Appropriated Funds (APFs), excluding BA11/OPTEMPO FRG Informal Fund in accordance with AR Under AR 608-1, Appendix J, FRGs are authorized support through the following: Unit Appropriated fund (APF), FRG Informal fund Each of these will be discussed in the following slides. This is addressed on pg 27 of FRG Leader Handbook, part 3

Unit Appropriated Funds (APF)
SFP submits an annual FRG budget to higher headquarters SFP is authorized to provide the following: Child care for command-sponsored training Statutory FRG volunteers’ training and travel expenses Reimbursement of statutory FRG volunteers’ incidental expenses Commanders are authorized to provide the following: Government office space and equipment Government paper and printing supplies Free postage for official mail Government vehicles for official FRG activities Commanders are required to submit an annual FRG budget through their chain of command. The regulation states that commanders are authorized to provide the following to FRGs: (Review list on slide)

Guidance on Child Care for FRG Activities
Discuss child care with commander/RDC for options available and pre-approval Arrange “kiddie corner” Must be a licensed childcare provider Please note: The Child and Youth program does not directly provide childcare, but they will assist with programming and resources for the FRG for ages 6 and up Having child care for FRG events is important and recognized need. Here is guidance on the options available to FRGs for getting child care: (Review slide) Some additional information to provide: STACC (Short Term Alternative Child Care) involves the use of paid caregivers and paying an hourly rate fee based on the ages and number of children. On an installation, STACC is usually provided by CYS. VCCUS (Volunteer Child Care in the Unit Setting) uses volunteers from the unit or another unit to provide childcare for an FRG event. Parents must remain on-site. Check with your installation or State Family Program Coordinator for guidance in setting up a VCCUS. Training may be required for those who volunteer. It is helpful if the FRG names a childcare coordinator and/or puts a plan in place so that childcare arrangements can be easily made when necessary.

FRG Informal Fund Requires commander’s authorization
The expenditure of informal funds will be consistent with Army Values, DOD –R, and AR 600–20.FRG Informal Fund may be used for: FRG newsletters that contain predominantly unofficial information and purely social activities, including but not limited to parties and volunteer recognition. Social activities Volunteer recognition Refreshments for FRG meetings Monies are collected through fundraising approved by unit commander Requires an SOP be established and designation of fund custodian (treasurer) and alternate Annual income cap of $10,000 per year from all sources – fundraising, donations and gifts Here are the facts about FRG Informal Funds. Establishing an FRG Informal Fund requires the commander’s authorization. The FRG Informal Fund is to be used for specific purposes stated in the FRG’s Informal Fund SOP AND is to benefit FRG membership. FRG Informal Fund may be used for: FRG newsletters Social activities Volunteer recognition Refreshments/meals for FRG meetings. Monies are collected through fundraising within the unit’s family or from all persons benefiting from the FRG (e.g.., installation). Fundraising must be approved by unit commander. Requires an SOP be established and designation of fund custodian and alternate. Annual income cap of $10,000 per year. This is addressed on pgs of FRG Leader Handbook, part 3

Guidance on FRG Informal Fund Account
Apply for Employer Identification Number (EIN) Obtain authorization letter from commander Set up bank account in FRG’s name Use armory’s address for bank account Signatory is fund custodian and alternate Can not be unit commander, deployable Soldier or FRG leader Should be non-interest-bearing account Order checks Here is specific information about how to actually set up the FRG Informal Fund account. (Review slide) Some additional points can make: Apply for the Employer Identification Number (EIN): Download and complete IRS Form SS-4 from the IRS web site at to get EIN. This number is used for the account so that personal Social Security numbers are not on the account, and the FRG is not subject to paying federal taxes. This is not a tax-exempt number for use on purchases. It is simply used to identify the FRG. The bank account is set up in the name of the FRG. The bank will require a letter from the commander that authorizes the FRG to have an account. A sample letter is provided in the Operation READY Smart Book. This letter should be typed on unit letterhead, and all signatories should be named. Each time there is a change of fund managers, such a letter should be provided to the bank, but the account number and name will not change. FRG funds should be placed in a bank account for safe keeping. This makes it easier to track the fund money and reassures the membership that the money is in a safe place. Order checks with the name of the FRG on them—not the fund manager’s name.

Additional Guidance on FRG Informal Fund
FRG Informal Fund may NOT be used for: Items or services paid with APF funds Purchase of traditional military gifts Unit Ball Only one informal fund per unit FRG Informal Fund may not be mixed with other funds or deposited in interest bearing bank account (Some additional points can make:) Examples of other funds that it can NOT be mixed with are: Unit’s appropriated funds Unit MWR fund Unit’s cup and flower funds Any individual’s personal funds FRG informal fund accounts are not subject to formal audit; however, the command does get an annual report. The fund manager and alternate are liable for the money

Unit Commander’s Responsibilities
Approve/authorize: FRG’s access to government resources FRG Informal Fund and associated tasks Preapproval of volunteer expenses Review monthly FRG Informal Fund reports Determine the support FRSA can provide to FRG, if FRSA available The unit commander’s responsibilities are to: Authorize/approve: FRG’s access to government resources FRG’s establishment of FRG Informal Fund FRG Informal Fund SOP (Sample SOP included in Operation READY Smart Book FRG Informal Fund custodian and alternate Opening of bank account for FRG Informal Fund Fundraising activities for FRG Informal Fund. Prior to approving fundraising, the commander is to consult with SJA or ethics counselor as necessary. Preapproval of volunteer expenses (travel, training). Review monthly FRG Informal Fund reports. Determine the support FRSA can provide to FRG, if FRSA available. Introduce FRSA duties and responsibilities

FRG Leader’s Responsibilities
Provide information for FRG budget, per command approval Work with unit commander to identify resources unit can provide and procedures to access these resources Recruit FRG volunteers needed Obtain pre-approval when required For FRG Informal Fund: If not set up, discuss with unit commander Get appointment letter for FRG Informal Fund custodian and alternate Ensure FRG Informal Fund reports submitted to commander Ensure FRG Informal Fund SOP written and approved Get command approval for FRG Informal Fund fundraisings Here are the FRG leader’s resource management responsibilities: Provide information to help commander develop FRG budget, per command request. Get resources needed for FRG activities and FRG volunteers. Recruit FRG volunteers needed. From command, get unit roster and unit authorized resources. If not already set up, discuss with command establishing an FRG Informal Fund. Other tasks FRG leader needs to perform related to FRG Informal fund are: Appointing FRG Informal Fund custodian and alternate AND getting appointment letter signed by unit commander. Ensuring FRG Informal Fund reports submitted: Monthly reports to unit commander Annual report to first O6 in chain of command Ensuring FRG Informal Fund SOP written and approved by majority of FRG membership; Getting all appropriate signatures. Discussing all FRG Informal Fund fundraisings with unit commander. The FRG leader is also responsible for obtaining any pre-approval required.

FRG Informal Fund Custodian Responsibilities
Custody, accounting and documentation of FRG Informal Fund Prepare FRG Informal Fund SOP for Commander’s approval Establish (non-interest bearing) bank account Maintain FRG Informal Fund ledger Prepare and submit monthly and annual reports to leadership (Review slide) (Additional point can make): Maintain FRG Informal fund ledger, which specifies costs earmarked for each event. Prepare and submit monthly and annual reports to leadership that provide: Current balance Total income Itemized list of expenditures with explanation how expenditures consistent with fund’s purpose. We have now reviewed the regulation and everyone’s responsibilities. However, it is anticipated that there are likely to be questions. The next slides are intended to address some of these anticipated questions. This is addressed on pgs 30, 32 of FRG Leader Handbook, part 3

Guidance on Fundraising
Fundraising to collect money for the FRG’s Informal Fund must be command approved. An Army organization - including but not limited to units, installations, and Family Readiness Groups - may officially fundraise from its own community members or dependents and from all persons benefiting from the Army organization. However, FRGs may NOT conduct external fundraising or solicit gifts or donations. Units that have exceeded the annual $10,000 income cap may not conduct fundraisers until the beginning of the new calendar year. AR 608-1, Appendix J provides the following guidance on fundraising. Note: This is a change in policy on allowable fundraising practices. FRGs may fundraise but the fundraising must be reviewed by the SJA or Ethics Counselor and approved by the Unit Commander. The fundraiser may be held anywhere on the installation (active and Army Reserve) with both the unit commander’s approval and the approval of the commander that has cognizance over the location (i.e., garrison commander). However, FRGs may not fundraise off of the installation. If the unit is not located on an installation, then fundraising is limited to the unit’s members only. Funds raised count as income for the FRG’s informal cap of $10,000 annually. (Review slide)

Guidance on Unsolicited Donations
May accept unsolicited gift or donation of money or tangible property valued at $1,000 or less for their FRG’s Informal Funds after seeking guidance from the Ethics Counselor. Commanders may accept unsolicited donations intended for FRG support, following the acceptance authority limits listed in AR Donations accepted by the Commander will be deposited into the FRG informal fund.

Questions? Here is information that addresses some commonly asked questions. Distribute handout: FRG Funding and Resources Frequently Asked Questions Address any questions. If unable to answer a question, then indicate will share information with all attendees once you obtain the information needed from Army Headquarters. Make sure you have contact information (e.g.., addresses) for all attendees. Encourage attendees (e.g.., unit commanders, FRG leaders, and FRG Informal fund custodians if present) to group themselves by unit and to have a discussion on these issues. This is opportunity for individuals to meet and begin talking about the steps that need to be taken for the unit’s FRG.

Communicating with Families

Objectives of Communicating with Families
To review FRG mission and activities To provide guidance on FRG mission essential activities: FRG meetings FRG newsletters FRG phone tree FRG vFRG web site FRG Social Media To highlight issues the FRG faces in supporting families The objectives of this module are: (Review slide) (After reviewing this slide, you may want to state): A subsection of section 3.3 in Part 3 of the FRG Leader’s Handbook is devoted to the topic of communicating with families. A synopsis of this information is presented in this module. Materials required for this section: FRG Leader handbook, Easel Pad Paper, markers, and Coping with Stress Handout

FRG’s Communication Activities
The unit commander determines what activities FRG will provide and level of effort. SRP Checklists MUST STAY in the armory Type and breadth of activities will depend on: FRG Informal Funds Budget Unit Soldier and family needs Command interest and emphasis Number of FRG volunteers Geographical dispersion of family members Unit’s deployment and training schedule We are now going to discuss the purpose of each FRG mission activity and how to conduct these activities. Keep in mind that these activities are typically performed at the company level where FRGs are most often established. Thus the term “unit” that appears in the following slides is intended to refer to “company”. This is addressed on pg 38 of FRG Leader Handbook, part 3

FRG Member Meetings Keep in mind some Families cannot attend
The frequency of FRG meetings depends on event calendar, deployment cycle and need for meetings Meetings provide an opportunity to: Recruit volunteers and get assistance with FRG activities Have families identify issues of concern Share important information Provide education of an important topic Foster connections between families The FRG leader typically conducts FRG meetings so here are important points about the frequency and use of FRG meetings. (Review slide) Some additional points to make: While all families are encouraged to attend FRG meetings, keep in mind that some families may not be able to attend. The frequency with which FRG member meetings are held will in part depend on where family members live. For some FRGs, FRG member meetings will not be an activity conducted very often. In the first meeting with FRG members, you will want to: Inform families about the FRG Address any known issues of concern to families Educate families about military and community services Provide families with information on how to access the unit’s virtual FRG (vFRG) Recruit volunteers. A form such as the Family Readiness Group Information Form can be given out requesting individuals to identify their interests in participating in the FRG. Provide a social activity or allow time for families to meet and talk. This is addressed on pg 38 of FRG Leader Handbook, part 3

FRG Member Meetings (continued)
Ways to increase attendance at FRG meetings include: Conduct virtual meetings (e.g.., via conference calls or webinars) Make them meaningful to provide practical information Involve members Use incentives (e.g.., childcare, food) Include fun or social element Keep meetings brief Be organized Access and meet members’ needs Identify and address barriers Here are tips on how to increase attendance at FRG meetings. (Review slide) This is addressed on pg 38 of FRG Leader Handbook, part 3

Guidance on FRG Meetings
Steady State vs. Deployment Publish an agenda Location, Date and Time Have purpose for meeting Address issues of concern Schedule guest speakers to provide educational briefings; have commander speak Include social activity Frequency of FRG meetings is going to be based on where the unit is at in the deployment cycle, the needs of the families and may be determined by the commander based off of that information. Have meetings at a location that is convenient and a date and time the works for the majority. Provide a way for geographically dispersed families to participate (conference call, GoTo Meeting, etc.) Use Public Libraries, local churches, armories; Saturdays, Sundays on Drill weekend. Families attend meetings when there is a clear purpose and topics being covered are important and pertain to them. It is also important to provide a youth activity and to also have fun.

Purpose of FRG Newsletters
Relay information from command Publicize FRG events Address issues of concern Highlight available military and community resources Build camaraderie This is addressed on pg 39 of FRG Leader Handbook, part 3

FRG Newsletter/Social Media Planning and Set-up Tasks
Review previous FRG newsletter an/or social media page (i.e., process for development) Task: Develop or revise FRG operational procedures and guidance as needed Review AR 608-1, Appendix J and unit newsletter/social media SOP Task: Discuss with unit commander how often FRG newsletter will be produced and/or social media updated. Indicate need for SOP if not available There are regulations regarding FRG newsletters. In addition, command has a lot of input into FRG newsletters. Therefore, it is important to review the regulation, unit SOPs and have discussions with command before you make plans on what and how the FRG will do the FRG newsletters. (Review slide) (Additional point can make on where to get information): Task: Develop or revise FRG operational procedures and guidance as needed. (Guidance is provided in the Operation READY FRG Leader’s Handbook and Smart Book.) This is addressed on pgs of FRG Leader Handbook, part 3 (Finish, by saying): This is all the planning tasks that you need to do. We are now going to shift the focus of our discussion to issues newly appointed FRG leaders face.

Guidance on FRG Newsletters (continued)
Unit Commander determines frequency and approves newsletters Follow Newsletter SOP Steps to Producing Design Content Official/Unofficial Proofread and edit Authorized resources to publish Distribution Here is a suggested step-by-step process for producing FRG newsletters: Get organized. If more than one volunteer will be working on the newsletter, determine the tasks that each person will perform. Choose a design. Decide on a look or design format for the FRG newsletter. Decide what software will be used. Take into consideration that the newsletter might be sent via or posted on the vFRG web site when deciding what software to use. Prepare articles and layout text. Write articles and layout all text in newsletter format. Develop draft of entire newsletter. Proofread/edit draft. It is important that someone (such as the FRG newsletter editor) review the entire draft to ensure the information is timely, accurate, and understandable. Ensure newsletter is in accordance with unit’s SOP and copyright laws. Also check for spelling and formatting errors. Get command approval. It is recommended that the FRG leader review a draft of the newsletter and that appropriate changes be made before submitting the draft to the unit commander (or during the deployment, the rear detachment commander) for approval. Make changes based on command feedback. Then if this is an official newsletter, the commander must sign the last page of the approved final edition. Publish. Make copies of newsletters in accordance with regulations. Guidance for Army Reserve FRGs is in USARC Regulation Distribute. There are many ways to send out the FRG newsletter. Mailing the newsletter is the best way to reach family members. The newsletter can also be sent electronically as an attachment to an or embedded within an . The commander can also have the FRG newsletter posted on the company’s web page on the battalion vFRG web site. 80/20 Rule An explanation of unofficial information in FRG newsletters: Unofficial includes: personal information (e.g.., birthday announcement) Soldier or family member accomplishments FRG member job changes, promotions and awards recipes fundraising information educational information Authorized Resources: Computer equipment Government paper and printing Postage/official mail (except when inclusion of unofficial information exceeds government costs) Army or installation post office AND, with command approval, FRG or posted to unit’s vFRG web site Publication: Sent out snail mail Available on unit website/Facebook Publish in a format that all users can access (PDF or Word) Note: Be aware of copyright laws when inserting text or quotes from a source into FRG newsletters. REMEMBER: OPSEC

Purpose of FRG Phone Tree
Provide timely official information from command Disseminate information about FRG and unit events Be a resource to families when need help solving a problem/issue Keep pulse on family issues and concerns Plan social functions This is addressed on pg of FRG Leader Handbook, part 3

Phone Tree Planning and Set-up Tasks
Review the communication tree structure Task: 1) Obtain updated unit roster from unit or FRSA 2) Set up or reorganize tree groupings, as necessary 3) Recruit volunteers to replace and/or supplement key caller roster Review communication tree operations, protocols and forms Task: Develop necessary operational procedures, guidance and forms for key callers Prepare volunteers (i.e., training and materials) Get community resource information and prepare Smart Book for key callers The telephone tree is a crucial function of the FRG and thus it is important to give careful planning and thought to how this activity will be performed. (Review slide) Some additional points to make on where can get additional guidance: Review the phone tree structure (i.e., accuracy of family information and key caller roster, way families grouped). Tasks: 1) Obtain updated unit roster from unit. 2) Set up or reorganize tree groupings, as necessary. 3) Recruit new key callers to replace and/or supplement key caller roster. (Guidance on telephone tree provided in Operation READY FRG Leader’s Handbook.) With turnover in unit Soldiers and families and key callers, it is likely that the names and groupings of families in the existing telephone tree will need to be changed and a new key caller roster developed. There are different ways to group families when setting up a telephone tree such as by: platoon, geographical area or alphabetically. To make the key caller’s task manageable, consider setting up the tree such that each key caller is responsible for contacting a small number of families (i.e., preferably between 5 and 10 families) and preferably in the same geographical area to minimize the volunteer’s phone expenses. Review phone tree operations, protocols and forms. (Guidance and sample forms are provided in the Operation READY FRG Leader’s Handbook and Operation READY Smart Book.) Task: Develop necessary operational procedures, guidance and forms for key callers. Prepare key callers (i.e., training and materials). (Key caller training and handbook provided in Operation READY materials). Get community resource information and prepare Smart Book for key callers. (Use materials in Operation READY Smart Book as starting point.)

Guidance on FRG Phone Tree
Having an accurate, current unit family roster is essential to setting up and maintaining FRG phone tree Having a cadre of trained FRG volunteers serving as key callers is needed to perform this activity Timeliness and accuracy are critically important Monitoring issues key callers face ensures key callers are supported and families dealt with appropriately A Key Caller Handbook and sample forms are available in the Operation READY Smart Book. FRG leaders will distribute materials to key callers or key callers may receive their handbook at the Key Caller training. Command is responsible for providing updated family roster to FRG FRG leader is responsible for setting up phone tree FRG leader is responsible for recruiting, training and supervising key callers FRG leader is responsible for establishing procedures and providing needed tools and guidance to key callers Do not deviate from the script Log the phone call

Purpose of FRG E-Mail Relay information from command
Publicize FRG events Disseminate FRG newsletter Serves as an alternative method of instant communication with Soldiers’ “family” members This is addressed on pg 42 of FRG Leader Handbook, part 3

Guidance on FRG E-Mail Requires having e-mail addresses
FRG leader responsible for establishing procedures and recruiting FRG volunteer to perform this task (if not performed by FRG leader) Timeliness and accuracy important Unit commander or RDC approves FRG s containing company or deployment-related information FRG leader approves s about FRG meetings and social events (Review slide) (Additional point to make): Requires having addresses - Unit leadership and FRG leader need to encourage Soldiers and family members to provide addresses, if s wanted

Virtual FRG Web Site Allow units to perform some FRG functions online
Send s and update telephone and lists through secure communications with families Post FRG newsletter and information of interest to families Provide information from command, especially forward deployed commander Provide secure communication between unit, families and Soldiers If you ‘d like more information on vFRG, please contact your FRSA The virtual FRG system is funded and managed by U.S. Army Community and Family Support Center and can be accessed by families at web site or This is addressed on pg 42 of FRG Leader Handbook, part 3

Social Media Follow the Department of the Army Social media standards
Easy connection to geographically dispersed families Provide basic and generic information Show pride and support of the unit Remember OPSEC

Key Issues in FRG Communication
Supporting a diverse membership Controlling rumors Handling families in crisis Managing workload for the long term Up to this point, we have discussed the purpose and methods of communicating with families. Let us take a few moments to discuss some key issues that may arise or issues need to consider when supporting families. (Review slide)

Supporting a Diverse Membership
The FRG will be challenged to support a diverse FRG To support families it will require: Using a variety of communication methods Providing different information and referral assistance to different groups Offering support in different ways. When providing support to families, the FRG’s intent is to support families where they live. Examples of Diverse FRGs: Broader Soldier family (immediate and extended family members) Families dispersed across a wide geographical area or different states Deployed and non-deployed Augmentees to unit Guardians Families of wounded Soldiers Families of fallen Soldiers New arrivals to unit (Additional point to make): Deployed – With brigade combat teams being put together based on the type of military mission, entire units (i.e., battalions) may not deploy. Thus, Soldiers may deploy in one’s and twos rather than as a unit. Also, individual or small groups of Soldiers may be deployed to replace Soldiers in theater during military operations. Support families where they live – The Army is committed to supporting families where they live. By using a telephone tree and vFRG web site, the FRG has the capability to reach families where they are. Additionally, when providing referral assistance, it is important to refer to agencies in the family’s community whenever possible.

Controlling Rumors Controlling rumors is important.
Providing accurate information in timely manner to families is critical to minimizing rumors. Everyone needs to know that official information comes from military leadership. The FRG can keep the RDC informed on families’ questions and issues. The RDC in turn will provide the FRG with the information to disseminate to families and/or will speak to families directly. (Review slide) Rumors frequently arise during a deployment. If not handled, rumors can run rampant and create panic. While this is the responsibility of unit leadership and FRG leader, FRG volunteers (especially key callers) can assist. Some additional points to make: Providing accurate information in timely manner: The telephone tree and are two important activities the FRG conducts for this purpose. Key callers have a great responsibility to make calls in a timely manner and to convey information accurately. FRG can keep RDC informed: FRG volunteers (especially key callers) should inform the FRG leader (and not the RDC) about rumors or families’ questions. The FRG leader will address families’ concerns in her/his communications with the RDC. The RDC will advise the FRG leader what action the RDC intends to take and what information or official message the FRG is to provide to families. In some instances, the key callers may be given a specific message to give in phone calls to families. This is addressed on pg 50 of FRG Leader Handbook, part 3

Handling Families in Crisis
A family is in crisis when they feel unable to cope with an event. The step-by-step process for assisting a family in crisis is: Listen carefully and let the person talk. Speak calmly and try to identify major issue of concern. If more than one concern, start with the “easiest” problem first. Refer the family to appropriate agency for assistance. Record family contact. Follow-up to make sure family got assistance needed. This is addressed on pg 46 of FRG Leader Handbook, part 3

Things to Remember About FRG’s Role
FRG serves as an extension of the unit. FRG is responsible for providing referrals and educational information that help families solve their problems. FRG is NOT responsible for solving families’ problems. FRG needs to maintain communication with families throughout deployment cycle. By doing so, FRG can assist families with each phase and in transitioning from one phase to another. Another facet of managing your workload is keeping the following things about the FRG in mind. (Review slide) In this role, the FRG is responsible for providing families with timely and accurate information from command. Help maintain operational security. (Additional point can make): Maintain operational security – At all times, it is important to be mindful of providing any information that jeopardizes Soldiers. The unit commander (or RDC during deployment) will provide information on the deployed unit.

FRG Meeting Recruiting FRG Meeting Activity: Est. Time: 25 Minutes
Materials Required: Easel Pad Paper, markers Instructions: 1. Form groups of 3-6 depending on class size 2. Give each group min come up with an FRG meeting agenda 3. Have each group select one person to come up to present what the group came up with

Questions? Here is information that addresses some commonly asked questions. Distribute handout: FRG Funding and Resources Frequently Asked Questions Address any questions. If unable to answer a question, then indicate will share information with all attendees once you obtain the information needed from Army Headquarters. Make sure you have contact information (e.g.., addresses) for all attendees. Encourage attendees (e.g.., unit commanders, FRG leaders, and FRG Informal fund custodians if present) to group themselves by unit and to have a discussion on these issues. This is opportunity for individuals to meet and begin talking about the steps that need to be taken for the unit’s FRG.

Operational Security STATE FAMILY PROGRAM

Objective of Operational Security
Define Operational Security (OPSEC) List best practices for Operational Security (OPSEC) Provide examples of bad Operational Security (OPSEC) practices Objective of this section: The student understands the importance of Operational Security (OPSEC) The student is expected to: - Define Operational Security (OPSEC) - List best practices for Operational Security (OPSEC) - Provide examples of bad Operational Security (OPSEC) practices Materials for this section: Dr Seuss OPSEC poem

Operational Security is…
Protecting certain information that will keep your loved one safe. It’s making sure to keep the right kind of secrets to protect your loved one.

OPSEC teaches you to: Look at your daily activities from an enemies’ point of view Understand what an enemy might know about you and your family Assess the amount of risk this places on you and your family Develop and apply countermeasures, which are ways of preventing enemies from gaining your sensitive information

Sarah Palin's son heads for military service in Iraq
From Times Online September 3, 2008 Sarah Palin's son heads for military service in Iraq Tim Albone, Combat Outpost Zaganiyah, Diyala Province Track Palin, son of the potential US vice-president, will be heading for the Middle East next week to prepare for military service in one of the most dangerous corners of Iraq. A year after enlisting in the US Army on the sixth anniversary of 9/11, Private First Class Palin will fly to Kuwait next Thursday for acclimatisation, and will be deployed a few weeks later to an area of Diyala province teeming with al-Qaeda insurgents. It will not be an easy tour for the 19-year old, who is assigned to 1-1 Bravo Company, 52nd Infantry, 1st Brigade Combat Team, 25th Infantry Division, based at Fort Wainwright, Alaska. Luckily Private Palin, one of about 4,600 US troops serving in Diyala, will be protected by some of the best armour money can by. The traditional Humvee vehicles that the US Army used in the past have largely been replaced by MRPS (Mine Resistance Ambush Proof) trucks. They offer significant protection from IEDs. Although the Stryker Regiment has seen seven of those vehicles destroyed in bomb attacks, there were no serious injuries. Private Palin could well meet Beau Biden during his tour of duty. Mr Biden, 39, will be serving as a Captain in the Delaware National Guard and will be in Iraq at the same time. His father is Democratic vice-president candidate Joe Biden. OPSEC Exercise: Est. Time: 15 Minutes Materials Required: none Instructions: 1. Arrange in groups of 2-3 and have them identify what they found out in this post 2. Write on the flip chart and have each group present their findings

Some Countermeasures…
Taking different routes to work, school etc Changing up your schedule (instead of always doing groceries on Wednesday, change it to different days) Changes the times you do certain daily activities (jogging, shopping, going to the gym) Destroy trash with personal information on it Keep personal information in a safe or lock box Things you can do to stop others from learning your Critical Information

OPSEC In Your Daily Activities

Friends and Family Do your friends and family who are not familiar with the military understand the importance of not revealing what you tell them? Are you sure? Talking to about your spouse's comings and goings is a good idea. However, not sharing the details is an even better idea.

Telephones Simply put, they’re not secure
Cell phones, cordless phones and land-lines can all be compromised. Censor what you discuss on the phone because you never know who could be listening in on you.

Out and About Joe the cashier at the grocery store Your spotter at the gym One of your neighbors The person that was sitting behind you on the bus listening to you complain about your spouse’s unit always being deployed and when Be careful what you talk about when you’re out in public. You don’t know if the person next to you is friendly or not.

Recall Game Recall Game Activity: Est. Time: 25 Minutes
Purpose: Test after a training event Desired outcome: Instructor learns what was important to the group and how much Materials Required: paper and pens Instructions: 1. Break into teams of five to ten people 2. Each team has 10 minutes to list as many facts or skills as they can remember from their training 3. A representative from each team then reads the list and gets points for each correct fact remembered 4. All other teams can challenge any point.

Remember You are not on your own. There are a variety of tools and resources to help you in your efforts. This training and the handbook are intended to provide a roadmap. In addition, opportunities to see ongoing guidance are available.

Go Forth & Make A Difference!
Closing What are the Key Points of Family Readiness What Makes it Work? What Questions have we NOT Answered Travel Vouchers for ITOs Training Certificates Remember…. FRGs are an official organization of the National Guard and follow the regulations set forth Go Forth & Make A Difference! Closing Q & A Session Hand Out Certificates Evaluation Completion Ensure all attendees have signed in 1351-2s signed

New Mexico State Family Program FRG Basic Training

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