PRNG_Strategic_Plan_2025.pdf

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STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

THE ADJUTANT GeNERAL MESSAGE

Executive Summary

Organizational Values

6 8

STRATEGIC GOAL 1

STRATEGIC GOAL 3

TABLE OF CONTENTS>

STRATEGIC GOAL 2

STRATEGIC GOAL 5

STRATEGIC GOAL 7

STRATEGIC GOAL 4

STRATEGIC GOAL 6

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

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

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)

STRATEGIC PLAN | 2016 - 2017

ARMY & AIR FORCE

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 group conducted a comprehensive analysis of our organization’s Strengths, Weaknesses, Opportunities, and Threats (SWOT). New goals, objectives, specific action plans, and a Strategic Planning working group were chartered to 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.

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 in order to ensure the action plan is executed in pursuit of objective completion.

The champion oversees his or her respective goal and periodically reports to the TAG-appointed Strategic Planning Executive Committee (SPEC).

Executive Summary

To be a Fully Operational, and Diversified National Guard

Provide ready relevant Forces in support of our Community, State and National Requirements

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

VISION

STRATEGIC PLAN | 2016 - 2017

ARMY & AIR FORCE

STRATEGIC PLAN | 2016 - 2017

PUERTO RICO NATIONAL GUARD

Integrity Caring

Respect Excellence

Corporate Focus Empowerment

Loyalty

Integrity First

Service Before Self

Excellence in All We Do

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.

Be a Team Player!

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 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.

Our mission often involves the risk of human life— and sometimes national survival.

The obligation to excel is a moral obligation for members of the Air Force.

ORGANIZATIONAL VALUES

ARMY

AIR FORCE

Puerto Rico National Guard

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #1

Acquire Emergent and Relevant Missions for 156th Airlift Wing (Air Force)

TAG LINE:

INTENT:

OBJECTIVE 1:

1.1 Lead:

“Remain Relevant for Tomorrow and Beyond…”

Obtain effective air assets to provide combat ready, domestic response and regional partnerships

Acquire follow on flying mission from current WC-130 to next airframe by FY20.

Multi-pronged effort & TAG-PR and PRANG leadership between DANG and CODEL to strategically communicate plan

OBJECTIVE #1

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

Acquire Emergent and Relevant Missions for 156th Airlift Wing (Air Force)

STRATEGIC GOAL #1

TAG LINE:

INTENT:

OBJECTIVE 2:

1.2 Lead:

“Remain Relevant for Tomorrow and Beyond…”

Obtain effective air assets to provide combat ready, domestic response and regional partnerships

Ensure manpower ‘delta’ displaced by new flying mission and/or sunset of current missions, evolves into new Agile Combat Support missions by FY20.

Specifically track PRIME POWER, CRS, and/or SPS

OBJECTIVE #2

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #2

Enhance Personnel Management (Air Force)

TAG LINE:

INTENT:

OBJECTIVE 1a:

“Continued recruitment and retention of officers…”

Feed the fight with mission ready officers answering the Nation’s call

Increase from 70% to 100% recruitment of aircrew officers (Pilots/Navigators/Air Battle Managers) by FY18 (Primary: FSS Support: OG/CC)

OBJECTIVE #1 a & b

OBJECTIVE 1b:

2.1 Lead:

Increase from 80% to 100% recruitment of medical doctors by FY18 (Primary: FSS Support: MDG/CC)

Conduct 4 recruiting visits per quarter to local universities by junior officers and R&R personnel.

FY17 FY18 FY19 FY20

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

Enhance Personnel Management (NG) Air Force

STRATEGIC GOAL #2

TAG LINE:

INTENT:

OBJECTIVE 2:

2.2 Lead:

“Remain Relevant for Tomorrow and Beyond…”

Obtain effective air assets to provide combat ready, domestic response and regional partnerships

Increase retention from 84% to 90% of the enlisted force by FY18

Conduct 100% initial and re-enlistment interviews using (Air Force Recruiting Information and Support System) AFRISS

AIR FORCE

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #2

Increase Readiness (G1/G3)

TAG LINE:

INTENT:

OBJECTIVE 1:

2.1 Lead:

“Be relevant”

Be ready to provide forces on order

Increase completion of SM professional military education (PME (SSD) from 42% to 80% by end of FY19 (G3).

% of units that have allocated at least 3 hrs per drill for PME (G3)

OBJECTIVE #1

FY17

FY17

FY18

FY18

FY19

FY19

FY17

FY17

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #2

Increase Readiness (G1/G3)

TAG LINE:

INTENT:

OBJECTIVE 2:

2.2.1. Lead:

2.2.2. Lead:

2.2.3. Lead:

“Be relevant”

Be ready to provide forces on order

Reduce officer vacancies (O-1>O-3) from 37% to 15% by end of FY19 (R&R/G1).

# of candidates entering commissioning sources, with a goal of 60 per year. (R&R)

# of officer orientation briefings given per unit twice a year (R&R).

# of universities visits every quarter (R&R).

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

FY17 FY18 FY19

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #2

Increase Readiness (G1/G3)

TAG LINE:

INTENT:

OBJECTIVE 3:

2.3 Lead:

“Be relevant”

Be ready to provide forces on order

Increase Combined Training Center (CTC) participation from none to 9 by FY19 (G3).

# of MOAs completed, with a target of 3 per year.

OBJECTIVE #3

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #2

Increase Readiness (G1/G3)

TAG LINE:

INTENT:

OBJECTIVE 4:

2.4 Lead:

“Be relevant”

Be ready to provide forces on order

Develop a contingency plan that is nested in the NORTHCOM Campaign Plan that includes Puerto Rico and Virgin Island by FY19

NORTHCOM, PR and VI create task list requirement to validate units during the Vigilant Guard Exercise.

OBJECTIVE #4

SCOREBOARD: CONTINGENCY PLAN

Task Required by Units participating in the Vigilant Guard Exercise

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #3

Attain & Maintain End Strength FSA (Army/Air Force)

TAG LINE:

INTENT:

OBJECTIVE 1:

a:

b:

c:

3.1.1 Lead:

3.1.2 Lead:

3.1.3 Lead:

“Maintain the Force”

Recruit and Retain quality Soldiers/Airmen to provide ready relevant forces in support of our Nation, State and Community.

Increase personnel strength as follows:

PRARNG: From ~98% to 105% of Force Structure Allowance (FSA) by the end of FY18. (RRB)

PRANG: From 70% to 100% recruitment of aircrew officers (Pilots/Navigators/Air Battle Managers) by FY18. (Primary: FSS Support: OG/CC)

PRANG: From 80% to 100% recruitment of medical doctors by FY18. (Primary: FSS Support: MDG/CC)

Recruiters will meet their Write Rate as defined by the Annual Mission Letter from NGB. (RRB Ops)

Increase percentage of assigned fully capable Recruiters from 88% to 100%.

Conduct 4 per Qtr proactive recruiting visits to local universities by junior officers and R&R personnel

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

Attain & Maintain End Strength FSA (Army/Air Force)

TAG LINE:

INTENT:

OBJECTIVE 2:

a:

b:

3.2.1 Lead:

3.2.2 Lead:

“Maintain the Force”

Recruit and Retain quality Soldiers/Airmen to provide ready relevant forces in support of our Nation, State and Community.

Reduce yearly losses as follows:

PRARNG: From ~10% to ~7% of assigned strength by end of FY18 and maintain it thereafter. (RRB with Units)

PRANG: From ~16% to ~10% of the enlisted force by FY18

Co Cdr/1SG will ensure first line supervisors counsel 100% of personnel in order to achieve retention rates IAW NGB requirements.(Co Cdr/1SG)

Conduct 100% initial and re-enlistment interviews using (Air Force Recruiting Information and Support System)

AFRISS

FY17 FY18 FY19 FY20

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #3

Attain & Maintain End Strength FSA (G1/G3)

TAG LINE:

INTENT:

OBJECTIVE 3:

3.3 Lead:

“Be relevant”

Be ready to provide forces on order

Lower monthly Negative End Strength rate from 2.32 to 1% by the end of FY18. (G1)

Reducing the Neg ES to the NGB required standard by closely monitoring and enforcing the metrics (G1)

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #4

OBJECTIVE 1:

4.1 Lead:

Increase Facility Inventory Support Plan (FISP) validation from 37% to 100% by the end of FY18.

Train 100% facility managers in facility inventory accountability

Improve Infrastructure to Enhance Readiness, Sustainability and Safety (CFMO)

TAG LINE:

INTENT:

“Installation, the foundation of readiness”

To enhance conditions of facilities improving R&R, training, and logistics.

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #4

Improve Infrastructure to Enhance Readiness, Sustainability and Safety (CFMO)

TAG LINE:

INTENT:

OBJECTIVE 2:

4.2 Lead:

“Installation, the foundation of readiness”

To enhance conditions of facilities improving R&R, training, and logistics.

Reduce the number of facilities rated black and red in ISR from 33% to 15% by FY19.

Engage with NGB installation directorate once a quarter to champion necessary funding.

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

Improve Infrastructure to Enhance Readiness, Sustainability and Safety (CFMO)

OBJECTIVE #3 and #4

OBJECTIVE 3:

4.3 Lead:

OBJECTIVE 4:

4.4 Lead:

Modernize two Readiness Center per year for the next nine years.

Increase State Share Funds by meeting with State Law Makers during Budget Hearings each Fiscal Year

Increase Muñiz Airbase capabilities to support airframe bigger than C-130 by FY25

Track project initiation dates to ensure established time lines are met by 90% each FY.

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #5

Enhance Leadership Development (G1/G3)

TAG LINE:

INTENT:

OBJECTIVE 1:

5.1 Lead:

“Ready Leaders, Ready Soldiers”

Develop Ready, Adaptive, and Resilient Leaders

By FY20 reduce from 25% to 20%, PME (OES) Non Qualified for future grade commissioned Officers, that are within 12 month of promotion.

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

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

LEAD OBJECTIVE METRIC #1

Enhance Leadership Development (G1/G3)

TAG LINE:

INTENT:

OBJECTIVE 2:

5.2 Lead:

“Ready Leaders, Ready Soldiers”

Develop Ready, Adaptive, and Resilient Leaders

Reduce Warrant Officers, within 12 months of promotion, PME (WOES) Non Qualified for future grade from 75% to 25%, by FY20 (G1/3).

Achieve 100% of Warrant Officers counseled with regards to the Career Progression Path Program by the end of FY17 (G1, MSC CDRs).

STRATEGIC GOAL #5

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

WARRANT OFFICERS PME

LEAD OBJECTIVE METRIC #2

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #5

Enhance Leadership Development (G1/G3)

TAG LINE:

INTENT:

OBJECTIVE 3:

5.3 Lead:

“Ready Leaders, Ready Soldiers”

Develop Ready, Adaptive, and Resilient Leaders

Reduce the NCO, within 12 months of promotion, PME (NCOES) Non Qualified for future grade from 23% to 20% by

FY20 (G1/3).

Achieve 100% of NCOs counseled with regards to the Career Progression Path Program by the end of FY17 (G1, MSC CDRs).

ENLISTED PERSONNEL PME

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

LEAD OBJECTIVE METRIC #3

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

Be audit ready by FY-19 (USPFO)

TAG LINE:

INTENT:

OBJECTIVE 1:

OBJECTIVE 2:

“Financial Readiness a Fiscal Resources Management Strategy”

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.

Achieve 95% passing rate in the annual audit samples by

FY19.

Achieve 100% trained personnel on Audit Readiness (internal control, FIAR) by FY19.

OBJECTIVE #1 and #2

STRATEGIC GOAL #6

STRATEGIC PLAN | 2016 - 2017

Puerto Rico National Guard

STRATEGIC GOAL #7

Broaden strategic partnerships and community outreach programs (G3)

TAG LINE:

INTENT:

OBJECTIVE 1:

7.1 Lead:

OBJECTIVE 2:

7.2 Lead:

OBJECTIVE 3:

7.3 Lead:

“Build partners’ capacity in a joint, interagency environment”

Increase and sustain interagency, joint operations through the State Partnership Program and Community missions.

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.

Increase personnel force pool, SMEs (Soldiers/Airmen), IOT support PN/USSOUTHCOM priorities and objectives.

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.

PRNG will lead efforts to coordinate, plan, and execute an emergency response exercise with local agencies.

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.

Complete and submit Municipalities IRT package.

OBJECTIVE #1 to #3

STRATEGIC PLAN | 2016 - 2017

STRATEGIC GOAL #7

STRATEGIC PLAN | 2016 - 2017

STRATEGIC GOAL #7