STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
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table of contents 3 Executive Summary 4 Organizational Values 6
THE ADJUTANT GeNERAL MESSAGE
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STRATEGIC GOAL 2
STRATEGIC GOAL 4
STRATEGIC GOAL 6
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STRATEGIC GOAL 1
STRATEGIC GOAL 3
STRATEGIC GOAL 5
STRATEGIC GOAL 7
7th Version | Puerto Rico National Guard Strategic Plan | Nov 2016 Previous Versions on Hand: 1st Version, Long Range Strategic Plan 1993-2023 (Nov 1993) 2nd Version, PRNG Strategic Plan 2008-2013 (Nov 2008) 3rd Version, Joint Force Headquarters Strategic Plan - Vision 2020 (May 2010) 4th Version, PRNG Joint Strategic Plan - Vision 2020 (Sep 2011) 5th Version, PRNG Joint Strategic Plan - Vision 2020 (Sep 2012) 6th Version, PRNG Joint Strategic Plan (Jan 2014) JFHQ-PR / G5 Directorate Puerto Rico National Guard Joint Force Headquarters #100 General Raúl Esteves Street, San Juan, Puerto Rico 00901-2104 Coml.: (787) 289-1400 extensions: 1690 through 1696 PRNG Joint Strategic Plan Photos in the cover by: Bradley Logan | Photos in the back cover: PRNG State Partnership Program (SPP) Honduras (1998) and Dominican Republic (2003) Major General, Marta Carcana photo by: José Aguilo Photography PAGE
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
MESSAGE
FROM THE ADJUTANT GENERAL OF PUERTO RICO
N
ow more than ever, the Puerto Rico National Guard is growing and adapting to meet the challenges that lay ahead. This “Joint Strategic Plan – Vision 2025,” is what will guide our Organization to the next level to meet new opportunities and overcome challenges. The PRNG’s Vision is, “To be a Fully Operational and Diversified National Guard” and our Mission Statement is to “Provide Ready, Relevant Forces in Support of our Nation, State and Community.” We do all this for the well-being of our overarching priorities: “Our People, Our Families, Our Guard.” This past August of 2016, leaders from all areas of the PRNG gathered for a week-long strategic planning workshop where strategic goals and objectives were discussed, structured and developed. Members of the Army, Air Force and State Guard all contributed to the effort of refining our joint plan to become the blueprint of success for years to come. As we look ahead and move forward to 2025 we must continue to increase readiness and enhance personnel management. Vacancies shall be filled and end strength met, this will assist us in acquiring emergent and relevant missions. Soldiers and Airmen must be current in their required professional military education which will improve leadership development and enhance career growth. Properly maintained facilities and expanded infrastructure shall create a comfortable environment for our personnel which will assist in retention and improve mission effectiveness.
All this must be accomplished while keeping a close eye on budget constraints, reduction of energy consumption and upholding all safety and security standards. It may seem like a daunting task, but I am confident that if we work together as a unified team we can achieve this and much more. This Organization has unlimited potential; it can and
“Fully Operational and Diversified National Guard.”
will become a
Marta Carcana Marta Carcana Major General (PR), PRNG The Adjutant General
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STRATEGIC PLAN | 2016 - 2017 ARMY & AIR FORCE
Executive Summary During the month of August 2016, a group of stakeholders, leaders, and representatives from different levels of our organization met to review and validate the direction that the Puerto Rico National Guard will take during the next three to five years.
The Adjutant General (TAG) announced her 2025 Vision to ensure adherence to her guidance. The goals established focus on readiness, force structure, domestic operations, community outreach, and partnerships.
Each goal has a champion and an action officer The group conducted a comprehensive analysis in order to ensure the action plan is executed in of our organization’s Strengths, Weaknesses, pursuit of objective completion. Opportunities, and Threats (SWOT). New goals, The champion oversees his or her respective goal objectives, specific action plans, and a Strategic and periodically reports to the TAG-appointed Planning working group were chartered to Strategic Planning Executive Committee (SPEC). oversee its execution. We utilized external resources, primarily the Strategic Direction from the National Guard Bureau and the National Security Strategy, to focus on national-level priorities.
VISION To be a Fully Operational, and Diversified National Guard During the development of the 114th Congress Legislative Strategic Plan, Gen. Frank Grass, former Chief of the National Guard Bureau, stated: “It would be a terrible waste of effort and resources to let this superb operational force atrophy as a result of across-the-board cuts, that fail to take into mind the value, relative to its cost, of the Army National Guard in meeting
America’s national defense and domestic response needs.” This statement highlights the importance of sustaining the operational status of the National Guard. Now that warfighting missions have significantly declined, it is a great opportunity to engage more frequently in peacekeeping missions, partnerships, and other local missions.
MISSION Provide ready relevant Forces in support of our Community, State and National Requirements
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STRATEGIC PLAN | 2016 - 2017 ARMY & AIR FORCE
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STRATEGIC PLAN | 2016 - 2017 PUERTO RICO NATIONAL GUARD
ORGANIZATIONAL VALUES ARMY Integrity Caring Respect Excellence Corporate Focus Empowerment
Do what’s right! For “our people, our families, and our Guard” Treat all with dignity First class service in everything we do Maintain Leader’s Organizational Development Delegate authority and provide the resources to foster innovation. Loyalty Be a Team Player!
AIR FORCE Integrity First Integrity is essential. It is the inner voice, the source of self-control, the basis for the trust that is imperative in today’s Air Force. It is doing the right thing when nobody is looking. Service Before Self Service in the Air Force is not just another job. It is an uncommon profession that calls for people of uncommon dedication. A leader unwilling to sacrifice individual goals for the good of the unit cannot convince other members to do so. Excellence Our mission often involves the risk of human life— in All We Do and sometimes national survival. The obligation to excel is a moral obligation for members of the Air Force.
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #1
OBJECTIVE #1 Acquire Emergent and Relevant Missions for 156th Airlift Wing (Air Force) TAG LINE: “Remain Relevant for Tomorrow and Beyond…” INTENT: Obtain effective air assets to provide combat ready, domestic response and regional partnerships OBJECTIVE 1: Acquire follow on flying mission from current WC-130 to next airframe by FY20. 1.1 Lead: Multi-pronged effort & TAG-PR and PRANG leadership between DANG and CODEL to strategically communicate plan
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #1
OBJECTIVE #2 Acquire Emergent and Relevant Missions for 156th Airlift Wing (Air Force) TAG LINE: “Remain Relevant for Tomorrow and Beyond…” INTENT: Obtain effective air assets to provide combat ready, domestic response and regional partnerships OBJECTIVE 2: Ensure manpower ‘delta’ displaced by new flying mission and/or sunset of current missions, evolves into new Agile Combat Support missions by FY20. 1.2 Lead: Specifically track PRIME POWER, CRS, and/or SPS
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #2
OBJECTIVE #1 a & b Enhance Personnel Management (Air Force) TAG LINE: “Continued recruitment and retention of officers…” INTENT: Feed the fight with mission ready officers answering the Nation’s call OBJECTIVE 1a: Increase from 70% to 100% recruitment of aircrew officers (Pilots/Navigators/Air Battle Managers) by FY18 (Primary: FSS Support: OG/CC)
FY17
FY18
FY19
FY20
OBJECTIVE 1b: Increase from 80% to 100% recruitment of medical doctors by FY18 (Primary: FSS Support: MDG/CC) 2.1 Lead: Conduct 4 recruiting visits per quarter to local universities by junior officers and R&R personnel. PAGE
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #2
OBJECTIVE #2 Enhance Personnel Management (NG) Air Force TAG LINE: “Remain Relevant for Tomorrow and Beyond…” INTENT: Obtain effective air assets to provide combat ready, domestic response and regional partnerships OBJECTIVE 2: Increase retention from 84% to 90% of the enlisted force by FY18 2.2 Lead: Conduct 100% initial and re-enlistment interviews using (Air Force Recruiting Information and Support System) AFRISS
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STRATEGIC PLAN | 2016 - 2017 AIR FORCE
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #2
OBJECTIVE #1 Increase Readiness (G1/G3) TAG LINE: “Be relevant” INTENT: Be ready to provide forces on order OBJECTIVE 1: Increase completion of SM professional military education (PME (SSD) from 42% to 80% by end of FY19 (G3). 2.1 Lead: % of units that have allocated at least 3 hrs per drill for PME (G3)
FY17
FY18
FY19
FY17
FY17
FY18 FY17
FY19
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #2
OBJECTIVE #2 Increase Readiness (G1/G3) TAG LINE: “Be relevant” INTENT: Be ready to provide forces on order OBJECTIVE 2: Reduce officer vacancies (O-1>O-3) from 37% to 15% by end of FY19 (R&R/G1). 2.2.1. Lead: # of candidates entering commissioning sources, with a goal of 60 per year. (R&R) 2.2.2. Lead: # of officer orientation briefings given per unit twice a year (R&R). 2.2.3. Lead: # of universities visits every quarter (R&R).
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
FY17
FY17
FY18
FY19
FY18
FY19
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #2
OBJECTIVE #3 Increase Readiness (G1/G3) TAG LINE: “Be relevant” INTENT: Be ready to provide forces on order OBJECTIVE 3: Increase Combined Training Center (CTC) participation from none to 9 by FY19 (G3). 2.3 Lead: # of MOAs completed, with a target of 3 per year.
FY17
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FY18
FY19
STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #2
OBJECTIVE #4 Increase Readiness (G1/G3) TAG LINE: “Be relevant” INTENT: Be ready to provide forces on order OBJECTIVE 4: Develop a contingency plan that is nested in the NORTHCOM Campaign Plan that includes Puerto Rico and Virgin Island by FY19 2.4 Lead: NORTHCOM, PR and VI create task list requirement to validate units during the Vigilant Guard Exercise. SCOREBOARD: CONTINGENCY PLAN
Task Required by Units participating in the Vigilant Guard Exercise
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #3
OBJECTIVE #1 Attain & Maintain End Strength FSA (Army/Air Force) TAG LINE: “Maintain the Force” INTENT: Recruit and Retain quality Soldiers/Airmen to provide ready relevant forces in support of our Nation, State and Community. OBJECTIVE 1: Increase personnel strength as follows: a: PRARNG: From ~98% to 105% of Force Structure Allowance (FSA) by the end of FY18. (RRB) b: PRANG: From 70% to 100% recruitment of aircrew officers (Pilots/Navigators/Air Battle Managers) by FY18. (Primary: FSS Support: OG/CC) c: PRANG: From 80% to 100% recruitment of medical doctors by FY18. (Primary: FSS Support: MDG/CC) 3.1.1 Lead: Recruiters will meet their Write Rate as defined by the Annual Mission Letter from NGB. (RRB Ops) 3.1.2 Lead: Increase percentage of assigned fully capable Recruiters from 88% to 100%. 3.1.3 Lead: Conduct 4 per Qtr proactive recruiting visits to local universities by junior officers and R&R personnel
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
FY17
FY18
FY19
FY20
OBJECTIVE #2 Attain & Maintain End Strength FSA (Army/Air Force) TAG LINE: “Maintain the Force” INTENT: Recruit and Retain quality Soldiers/Airmen to provide ready relevant forces in support of our Nation, State and Community. OBJECTIVE 2: Reduce yearly losses as follows: a: PRARNG: From ~10% to ~7% of assigned strength by end of FY18 and maintain it thereafter. (RRB with Units) b: PRANG: From ~16% to ~10% of the enlisted force by FY18 3.2.1 Lead: Co Cdr/1SG will ensure first line supervisors counsel 100% of personnel in order to achieve retention rates IAW NGB requirements.(Co Cdr/1SG) 3.2.2 Lead: Conduct 100% initial and re-enlistment interviews using (Air Force Recruiting Information and Support System) AFRISS
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #3
OBJECTIVE #3 Attain & Maintain End Strength FSA (G1/G3) TAG LINE: “Be relevant” INTENT: Be ready to provide forces on order OBJECTIVE 3: Lower monthly Negative End Strength rate from 2.32 to 1% by the end of FY18. (G1) 3.3 Lead: Reducing the Neg ES to the NGB required standard by closely monitoring and enforcing the metrics (G1)
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #4
OBJECTIVE #1 Improve Infrastructure to Enhance Readiness, Sustainability and Safety (CFMO) TAG LINE: “Installation, the foundation of readiness” INTENT: To enhance conditions of facilities improving R&R, training, and logistics. OBJECTIVE 1: Increase Facility Inventory Support Plan (FISP) validation from 37% to 100% by the end of FY18. 4.1 Lead: Train 100% facility managers in facility inventory accountability
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #4
OBJECTIVE #2 Improve Infrastructure to Enhance Readiness, Sustainability and Safety (CFMO) TAG LINE: “Installation, the foundation of readiness” INTENT: To enhance conditions of facilities improving R&R, training, and logistics. OBJECTIVE 2: Reduce the number of facilities rated black and red in ISR from 33% to 15% by FY19. 4.2 Lead: Engage with NGB installation directorate once a quarter to champion necessary funding.
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
OBJECTIVE #3 and #4 Improve Infrastructure to Enhance Readiness, Sustainability and Safety (CFMO) OBJECTIVE 3: Modernize two Readiness Center per year for the next nine years. 4.3 Lead: Increase State Share Funds by meeting with State Law Makers during Budget Hearings each Fiscal Year OBJECTIVE 4: Increase MuĂąiz Airbase capabilities to support airframe bigger than C-130 by FY25 4.4 Lead: Track project initiation dates to ensure established time lines are met by 90% each FY.
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #5
OBJECTIVE #1 Enhance Leadership Development (G1/G3) TAG LINE: “Ready Leaders, Ready Soldiers” INTENT: Develop Ready, Adaptive, and Resilient Leaders OBJECTIVE 1: By FY20 reduce from 25% to 20%, PME (OES) Non Qualified for future grade commissioned Officers, that are within 12 month of promotion. 5.1 Lead: Achieve 100% of Commissioned Officers counseled with regards to the Career Progression Path Program by the end of FY17 (G1, MSC CDRs).
COMMISIONED OFFICERS PME
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #5
LEAD OBJECTIVE METRIC #1
OBJECTIVE #2 Enhance Leadership Development (G1/G3) TAG LINE: “Ready Leaders, Ready Soldiers” INTENT: Develop Ready, Adaptive, and Resilient Leaders OBJECTIVE 2: Reduce Warrant Officers, within 12 months of promotion, PME (WOES) Non Qualified for future grade from 75% to 25%, by FY20 (G1/3). 5.2 Lead: Achieve 100% of Warrant Officers counseled with regards to the Career Progression Path Program by the end of FY17 (G1, MSC CDRs).
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #5
WARRANT OFFICERS PME
LEAD OBJECTIVE METRIC #2
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #5
OBJECTIVE #3 Enhance Leadership Development (G1/G3) TAG LINE: “Ready Leaders, Ready Soldiers” INTENT: Develop Ready, Adaptive, and Resilient Leaders OBJECTIVE 3: Reduce the NCO, within 12 months of promotion, PME (NCOES) Non Qualified for future grade from 23% to 20% by FY20 (G1/3). 5.3 Lead: Achieve 100% of NCOs counseled with regards to the Career Progression Path Program by the end of FY17 (G1, MSC CDRs).
ENLISTED PERSONNEL PME
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #5
LEAD OBJECTIVE METRIC #3
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #6
OBJECTIVE #1 and #2 Be audit ready by FY-19 (USPFO) TAG LINE: “Financial Readiness a Fiscal Resources Management Strategy” INTENT: Helping provide PRNG Servicemen and women with the resources they need to carry out their mission and improve our stewardship of resources entrusted to us.
OBJECTIVE 1: Achieve 95% passing rate in the annual audit samples by FY19. OBJECTIVE 2: Achieve 100% trained personnel on Audit Readiness (internal control, FIAR) by FY19.
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STRATEGIC GOAL #7
OBJECTIVE #1 to #3
Broaden strategic partnerships and community outreach programs (G3) TAG LINE: “Build partners’ capacity in a joint, interagency environment” INTENT: Increase and sustain interagency, joint operations through the State Partnership Program and Community missions. OBJECTIVE 1: Maintain a growing partnership by increasing PRNG Key Leader Engagements from one to two per FY, IOT enhance Partner Nation (PN) relationships by focusing in Humanitarian Assistance/Disaster Relief, Engineer, NCO development and border security events in support of the Geographical Combatant Command (GCC: NORTHCOM/SOUTHCOM) objectives and CNGB by October 2017. 7.1 Lead: Increase personnel force pool, SMEs (Soldiers/Airmen), IOT support PN/USSOUTHCOM priorities and objectives. OBJECTIVE 2: Conduct a minimum of one Joint Table Top (TTX) and a full scale emergency response exercise (scenario out of Metro area), per FY, with participation of PRSG and at least one federal, state and municipal emergency response agency/ elements to broaden strategic partnerships by March 2017. 7.2 Lead: PRNG will lead efforts to coordinate, plan, and execute an emergency response exercise with local agencies. OBJECTIVE 3: Complete a minimum of one (1) Joint Innovative Readiness Training (IRT) project per Fiscal Year, starting FY 17, to mitigate a local community’s need and enhance civil-military partnerships by December 2018. 7.3 Lead: Complete and submit Municipalities IRT package.
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #7
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STRATEGIC PLAN | 2016 - 2017 Puerto Rico National Guard
STRATEGIC GOAL #7
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