Ref._W912LR-18-R-0019_ACOE_OSA_FY_17_PRNG_FINAL.pdf

Point of Contact:

BG Jose J. Reyes Assistant Adjutant General Puerto Rico National Guard Joint Force Headquarters #100 General Esteves St.

San Juan. PR 99091-2104

Commercial: (787) 289-1400/8020 Blackberry: (787) 525-7225

E-mail address: jose.j.reyes4.mil@mail.mil

Table of Contents

TAG ENDORSEMENT LETTER

OC ORGANIZATIONAL CHART - JOINT FORCES HEADQUARTERS PUERTO RICO (JFHQ-PR)

UNIT C2 ALIGNMENT

OP ORGANIZATIONAL PROFILE

P.1 Organizational Description i

P.2 Organizational Situation v

Cat 1 LEADERSHIP

1.1 Senior Leadership 1

1.2 Governance and Societal Responsibilities 4

Cat 2 STRATEGY

2.1 Strategy Development 8

2.2 Strategy Implementation 12

Cat 3 CUSTOMERS

3.1 Voice of the Customer 14

3.2 Customer Engagement 16

Cat 4 MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT

4.1 Measurement, Analysis, and Improvement of Organizational Performance 19

4.2 Information and Knowledge Management 21

Cat 5 WORKFORCE

5.1 Workforce Environment 24

5.2 Workforce Engagement 26

Cat 6 OPERATIONS

6.1 Work Processes 30

6.2 Operational Effectiveness 33

Cat 7 RESULTS

7.1 Product and Process Results 36

7.2 Customer Results 38

7.3 Workforce Results 39

7.4 Leadership and Governance Results 42

7.5 Financial and Market Results 43

Tab G GLOSSARY OF TERMS AND ACRONYMS 44

JFHQ-PR Organizational Chart

Governor

The Adjutant General

United States Property & Fiscal Office

Personal Staff Director of Joint Staff Assistant Adjutant

General - Army

State CSM &

Command CWO

J1/Dir, Manpower & Personnel

J2/Dir, Intelligence

J3/5/7 Dir, OPS, SP, & Training

J6/Dir, Information Management

J4/Dir, Logistics

Staff Judge Advocate

Inspector General

Senior Army Advisor

Public Affairs

Chaplain

Land Component Commander

Chief of Staff-Army

92 MP BDE

191 RSG

st

TC

201 RTI

DCSLOG/G4

DCSOPST/G3

DCSPER/G1

AVN

Recruiting & Retention Battalion i

P.1a Organizational Description P.1a(1) Product Offerings The PRNG’s main products are ready units and Soldiers capable of successfully performing federal, state, and community missions. The readiness of our units and Soldiers is paramount in the organizations ability to provide services to our customers. Some of our services include: war fighting, humanitarian assistance, peacekeeping, sustainment, homeland security/defense, emergency response, natural or manmade disaster relief, civil unrest, and special community projects.

In addition, the PRNG provides community-based services to the Island’s citizens and youth.

The rapid, reliable provision of ready Soldiers and units to customers and stakeholders is essential toward organizational success.

P.1a(2) Mission, Vision, and Values

The PRNG’s organization culture is built on the foundation of Mission, Vision, and Values, as depicted in Figure P.1.1. The State’s Core Competencies directly relate to our mission by ensuring we are fully trained and qualified to support different National and Local cultures, differentiating the PRNG from similar organizations.

PUERTO RICO NATIONAL GUARD

VISION MISSION

Provide Ready Relevant Forces in Support of our Community, State, and National Requirements

To be a Fully Operational and Diversified National

Guard

VALUES

Integrity Do what’s right!

Caring For “our People, our

Families, and our Guard”

Respect Treat all with dignity

Excellence First class service in everything we do

Corporate Focus Maintain Leaders’ Organizational

Development

Empowerment Delegate Authority and provide the resources to foster innovation

Loyalty Be a team Player!

CORE COMPETENCIES

Bilingual Ready Forces Provide Defense Support to Civil

Authorities (DSCA) Unique Multi-Cultural Adaptability

STRATEGIC GOALS

Acquire

Emergent and

Relevant Missions for 156 AW

Enhance Personnel Manageme nt

Increase Readiness

Attain & Maintain

End Strength

FSA

Improve Infrast. to Enhance

Readiness, Sustainabil ity, & Safety

Enhance

Leadership

Developme nt

Be Audit

Ready by

FY19

Broaden

Strat.

Partnershi p and

Communit y Outreach

Programs

Figure P.1-1 Mission, Vision, and Values P.1a(3) Workforce Profile

The PRNG possesses a balanced mix of combat, combat support (CS) and combat service support (CSS) units. The overall workforce is comprised of over 6,377 men a n d w o m e n , w h i c h c o n s i s t s o f t w o e m p l o y e e groups: AGRs, who perform full time duties and M-Day Soldiers, who perform duty one weekend monthly, and two-weeks annually. Both workgroups provide operational training, administrative and logistical support. The military workforce consists of two core segments: Officers and Enlisted. Each segment has distinct key requirements a n d s k i l l s . Figure P . 1 -2 depicts the population data of the total workforce by groups and segments.

Workforce Segments Auth Assign

Officer 716 462

Enlisted 6206 5915

Workforce Groups Auth Assign

AGR 535 535

M-Day Soldiers 5842 5842

Total 6377 6377 Figure P.1-2 Workforce Segments and Groups vii

The minimum civil educational level requirement for the enlisted force is high school diploma or equivalent, and for the Officers is Bachelor Degree. Both core segments are required to complete Professional Military Education, as appropriate during their career. Figure P.1-3 depicts the education levels of the workforce by segments.

Figure P.1-3 Education Data by Workforce Segment

The PRNG is committed toward maintaining a strong, diversified, trained and motivated workforce of employees from a variety of backgrounds, regardless of gender. The organization greatly capitalizes and benefits from the rich diversity. Figure P.1-4 shows the composition of the workforce by gender.

Female Male Total Female

Male

M-Day 642 5200 5842 11% 89%

AGR 91 444 535 17% 83%

Total 733 5644 6377 12% 88%

Officer 39 423 462 9% 91%

Enlisted 650 5265 5915 11% 89%

Total 689 5688 6377 11% 89% Figure P.1-4 Gender Data

The PRNG workforce, both AGRs and M-Day Soldiers, receive a variety of benefits such as awards and incentives, education, medical, and retirement benefits, holiday passes, and annual leave, among others.

The aim of the PRNG is to maintain a safe, healthy working environment for the entire workforce. Among the special health and safety requirements is the need to meet and maintain individual medical and dental deployment readiness at all times. Since Soldiers work in high-risk environments, adherence to a standard safety protocol is critical to human welfare. To minimize accidents, the PRNG embeds the principles of Army Composite Risk Management (CRM) into daily operations.

P.1a(4) Assets An extensive pool of facilities, technologies, and equipment provide PRNG Soldiers and units the resources to deliver its products and services. Figures

P.1-5 through P.1-7 lists the major assets available to the organization

Major Facilities Total

Unit Readiness Centers 23

Armed Forces Reserve Ctr – 201st Regiment RTI 1

CSJMTC (Collective Training Center) 1

Ft Allen Training Center (Individual Training Ctr) 1

Buildings - Camp Santiago 361

Field Maintenance Sites 4

MATES with Support 1

Watercraft Support Maintenance Center 1

Army Aviation Support Facility (AASF) 1

US Property and Fiscal Office (USPFO) 1

USPFO Warehouse 1

Counterdrug Facility 1

Museums 2

Controlled Humidity Storage 6

Gyms 3

Figure P.1-5 Major Facilities Summary

Figure P.1-5 presents a summary of the major facilities and/or real property within the PRNG. Camp Santiago Joint Maneuver Training Center (CSJMTC), is a collective training installation that offers first-rate quality of life facilities for the customers. It also offers, state-of-the-art and automated static target ranges. CSJMTC, located in southern PR, contains over 360 buildings consisting of 837,524 square feet and the capability of billeting over 1,992 troops. The premier joint maneuver training center contains state-of-the-art virtual simulators such as:

automated target ranges, combat engagement skills trainer (EST) and virtual convoy operations trainer (VCOT), and an improvised explosive device (IED) petting zoo.

The CSJMTC has a motorcycle safety training range where soldiers are certified on the Motorcycle Safety Foundation (MSF) course. Fort Allen Training Center is the PRNG’s Professional Education Center where formal military and professional development training are conducted. Some of the trainings offered are: Officer Candidate School, Warrant Officer Candidate School, Noncommissioned Officer (NCO) Academy, PRNG Language Center, Recruit Sustainment Program (RSP), and Youth ChalleNGe program.

Technology is a vital link to the future and is a priority area in the PRNG strategic plan (Figure P.1-6). The PRNG continuously upgrades its information technology (IT) equipment, systems and processes through ongoing efforts to rapidly adapt these valuable resources to customer needs and requirements. All locations use the Reserve Component Automated System (RCAS) network system. This system provides all readiness centers the (IT) capability with adequate access to the most reliable

Education Level Officers Enlisted Total

High School 35 1474 2547

Some college / Tech School 30 1382 1417

Bachelor 455 1481 1936

Advance degree 157 184 341

Unknown 0 136 136

Total 677 4657 6377 viii communication and network connections available using the current state-of-the-art technology.

Types of Technology Total Video Tele-Conferencing (VTC) Sites 9

Satellite Telephones 22

Tactical Satellite Communications Systems 31

Mobile Communications Systems for Emergencies 5

Distance Learning Centers 5

Digital Language Laboratories 2

Computer Laboratories 3

Voice Over Internet Protocol (VoIP) Telephony Systems 2

Secure Terminal Equipment (STE) 32

Secret Internet Protocol Router Network (SIPR) Rooms 4

Tactical Command Post Platform 2

Figure P.1-6. Major Technologies Summary

Major Equipment Total

Blackhawk (UH-60A) 7

Kiowa (OH-58A+) 2

Fixed Wing (C-12U) 1

Lakota (LUH-72A) 3

Light Tactical Wheeled Vehicles 506

Medium Tactical Wheeled Vehicles 104

Heavy Tactical Wheeled Vehicles 162

Water Purification Systems (ROWPU) 109

Fuel Tankers (5,000 gallon) 11

Engineer Equipment 602

Tactical Fire Truck 1

Watercrafts 14

Figure P.1-7 Major Equipment Summary

P. 1a(5) Regulatory Requirements The PRNG complies with all legal and regulatory requirements serving as stewards of the public’s trust, the environment and government resources. It also complies with the laws of both the United States and the Commonwealth of Puerto Rico. To maintain the safety of our Soldiers, the PRNG follows all Occupational Safety and Health Administration (OSHA), the Environmental Protection Agency (EPA), the Nuclear Regulatory Commission (NRC), the Department of Transportation (DOT) standards, the Department of Defense (DoD), Department of the Army (DA), and NGB regulations and policies. The PRNG has established effective programs and policy memorandums addressing safety and EPA guidelines for workplaces and training environments.

P. 1b Organizational Relationships P. 1b(1) Organizational Structure The organizational chart (Chart 1) portrays the structure, reporting relationship, and the governance system within the PRNG. The senior leaders that comprise the governance system are responsible to ensure management accountability, transparency of operations and fair treatment of stakeholders, workforce and customers. In addition, through the governance system, the PRNG establish guidelines, ensures multiple reviews, accountability, and feedback mechanisms. The reporting relationship with the parent organizations is divided in two areas Federal and State. Chain of Command (reporting system) is used depending on the type of mission supported. We remain under the governor’s control when activated under State Active Duty (SAD); and under the President of the United States when activated to support federal missions.

P.1b(2) Customers and Stakeholders

The PRNG has four key customer groups that align to the deferral state and community missions. The strategic planning product defines and segments customers into groups by missions. Figure P.1-8 lists the key customer groups, requirements for each customer, and customer expectations.

Key Customer and Market Segments

Market Segments

Key Customers

Key Requirements Key Expectations

FEDERAL

FEDERAL

Combatant

Commander

Forces capable of conducting full spectrum military operations within the area of operation (AOR) or in support of Homeland Security

Warfighting, PKO, Sustainment Opns, HLD Opns

STATE

STATE

State

Agencies

Ready, reliable mission-tailored forces capable of providing assistance to civil authorities during emergencies or natural disasters

HLS Opns, SAD response time and recovery cycle time

COMMUNITY

COMMUNITY

Local Community

Mission-tailored forces capable of adding value to our communities.

Community Support Operations

Schools & Youth

Programs Mission-tailored forces capable of educating youth-at-risk

Community Support Operations

Families

Retirees

Figure P.1-8 Key Customers

P.1b(3) Suppliers and Partners The suppliers provide the critical resources required to successfully man, equip, train and mobilize the force. The availability of these resources and the timeliness of suppliers, enhance the PRNG ability to provide ready forces at the right time and in the right place to meet customers’ needs. Figures P.1-9 and P.1.10 lists key suppliers, partners and collaborators.

ix

Key Suppliers

Work Systems

Supply Chain Reqmts

Roles/Relationship Key Communication

Mechanisms

EXTERNAL

1st US Army Man the Force Train the Force Equip the Force

Availability

- Force Structure

- Training Quotas

- Mobilization Resources

Staff Visits Periodic Reports VTCs Email

NGB

Man the Force Sustain the Force

Equip the Force

Timeliness

- Force Structure

- Funds

- Equipment

- Training

- Missions

Staff Visits Periodic Reports VTCs

US Congress

Commonwealth

Legislature

Provide Infrastructure Sustain the Force

- Facility Funding

- State Incentive Program Funding

Staff Visits Performance Reviews Legislative Hearings Emails/Telephone

INTERNAL

USPFO Sustain the Force

Timeless

- Financial Resources

- Military Pay

Staff Meetings

PBAC

Periodic Reports Website Access Emails

CSJMTC Provide Infrastructure

- Training Areas & Ranges

Staff Meetings Periodic Reports

RFMSS

201st

Regiment

(RTI)

- Training Services and Facilities

Staff Meetings Periodic Reports

ATRRS

Web Access

Figure P.1-9 Suppliers

KEY

PARTNER

Work Systems Requirements ROLE / RELATIONSHIP

COMMUNICATION

MECHANISMS

PARTNERS

PR Air

National Guard & State Guard (PRSG)

Sustain the Force Availability Providing support to Joint Task Force and state missions

- Meetings & Conferences

- Exercises

- Email/Web

PRNG

Institutional Trust Fund

(FIGNA)

Sustain the Force Availability Providing service/support to the organization, its Soldiers and families

- Meetings & Conferences

- Exercises

- Email/Web

Morale, Welfare & Recreation

Sustain the Force Availability Providing service/support to the organization, its Soldiers and families

- Meetings & Conferences

- Exercises

- Email/Web

US Embassy and MAAGs Honduras & Dominican Republic

Sustain the Force Availability

State Partnership Program with Dominican Republic and Honduras Operations in support of US Southern Command

- Military-Military

- Civilian-Military/Civ-Civ

- Subject Matter Expert Exchanges

(SMEE)

- Relationship Visits

PR Dept. of Emergency

Management Sustain the Force

Availability Timeliness

Commonwealth Emergency Management

- Conferences

- Exercises

- Email/Web

COLLABORATORS

Interamerican University

Train the Force Sustain the Force

Availability Public-Private Alliance Educational Services

- Youth Program Support

- Distance Learning

Figure P.1-10 Partners x

P.2a Organization Situation P.2a(1) Competitive Environment The PRNG compares its performance against the following medium size states: Kentucky, Iowa and Oklahoma.

In regards to unit size PRNG ranks #24, when compared with the other 53 states and territories.

P.2a(2) Competitive Changes The key changes affecting our competitive station budgetary constraints, decrease in OCUNUS deployments, Puerto Rico’s economic recovery, as well as the possibility of a change from territory to statehood in the future. The latter presents the best opportunity for innovation, as it is the first time in Puerto Rico’s history that a comprehensive vote for statehood has passed.

P.2a(3) Comparative Data The key available sources of comparative data derive from the ARNG Data Warehouse and standard Army database systems (Installation Status Report (ISR), Directors Personnel Readiness Overview (DPRO), (RCAS), (RFMSS), Strategic Management System (SMS) and GCSS-Army.

Limitations include the inter-operability of the systems and, differences in how States report data for internally based programs. Reliance on NGB Databases is the SOP when reporting systems change.

P.2b Strategic Context Figure P.2-1 presents the key challenges faced in today’s uncertain, complex operating environment and their impact on the organization.

P.2c Performance Improvement System To maintain an overall organization focus on performance improvement and evaluation systems, the PRNG uses three basic systematic approaches. First, the Baldrige Excellence Framework is used to identify areas for improvement each year. Second, the Director of NGB’s Slide to monitor the organization’s progress and the Readiness Report Cars, USR, DRRS, and SMS reports as tools to identify organizational trends. Third, three processes are used to achieve systematic evaluation: the After Action Report (AAR), the Military Decision Making Process (MDMP), and Continuous Process Improvement (CPI).

Figure P.2a-1 Strategic Challenges and Advantages

Areas Challenges and Advantages

Business

Challenge: Mitigate the impact of the challenged economy of Puerto Rico has on R&R.

Challenge: Overcome budget constraints and limited resources

Advantage: Organizational relevance and competence as the only multicultural and bilingual force with power projection platform capabilities in the Caribbean

Advantage: Increased likelihood of Statehood with recent plebiscite.

Operational

Challenge: Compete for resources that increase the organizational readiness and enables us to achieve strategic objectives

Advantage: Soldier’s Readiness

Advantage: Major subordinate commands (MSC) headquarters and units are strategically dispersed throughout the Island to facilitate rapid deployment in support of state missions.

Societal

Challenge: Increase community involvement and support programs

Challenge: Increase employment opportunities to unemployed Soldiers

Advantage: Public Trust towards the organization

Workforce

Challenge: Retain quality Soldiers

Challenge: Maintain Soldiers commitment regardless of their generation

Advantage: Increased proficiency in electronic systems of information dispersion by a more highly educated millennial workforce.

Advantage: Soldier Educational Level and Technical proficiency

1. Leadership

1.1 Senior Leadership

1.1a Vision and Values 1.1a(1) Setting Vision and Values Using the annual Baldrige self-assessment report as a guiding tool, the PRNG’s Strategic Planning Executive Council (SPEC), comprised of a cross-functional workgroup of senior leaders, addresses the dynamic environment in which it operates, focusing on a strategic, data-driven approach capable of dealing with the challenges and opportunities in relation to its customers, workforce, governance and ethics, societal responsibilities, and long-term organizational sustainability.

During the PRNG’s annual strategic planning off-site, the PRNG senior leadership reviews and updates the organizational MVV establishing the strategic context to guide and sustain the organization. Set as part of the strategic planning process and SWOT analysis (Steps 1 & 2), they also review, update and validate the command’s MVV to ensure that these remain pertinent, relevant, realistic, strategically-aligned, and capable of energizing the organization (Figure 2.1-1).

The organizational values established in consensus at the off-site represent the balance between the Army and Air National Guard values and stand as the guiding body of principles/behaviors of how the organization and people are required to operate at all times (Figure 1.1-1). These same values reinforce the desired culture of the organization aimed toward guiding decision-making and actions required in attaining “PRNG Vision: Achieve a Fully Functional Joint Force” in the appropriate legal and ethical manner.

Figure 1.1-1 New PRNG MVV Card

Once the MVV was validated, the SPEC established the key organizational communication mechanisms to deploy/channel down the MVV throughout the leadership system, workforce, key suppliers/partners, customers and other stakeholders. The primary deployment mechanisms are: the Strategic Plan, standardized desktop and the PRNG’s MVV Smart Card (Fig. 1.1-1).

PRNG senior leaders reflect their commitment to the institutional core values through their personal, day-to-day interactions and the organizational policies and decisions established for the organization. Their involvement in the deployment communicative approaches listed in Figure 1.1-2 also reflect their personal commitment and adherence to the organization’s value system. In 2016, PRNG senior leaders implemented several fact-based evaluation methods focused on improving the effectiveness of the organization’s deployment of the MVV to stakeholders and the workforce through stakeholder surveys, Interactive Customer Evaluations (ICE), telephonic/face-to-face consultations, and interagency after action reviews (AAR). The results of these assessment methods are presented and discussed in the annual SPP offsite.

1.1a(2) Promoting Legal and Ethical Behavior Senior leaders demonstrate their commitment to the highest legal and ethical standards through actions such as: ethics training, leader professional developmental workshops, counseling, mentorship, and senior leader role-modeling. Senior leaders also establish and enforce policies that require annual mandatory briefings on values/ethics, standards of conduct, equal opportunity, and sexual harassment.

The full-time workforce is required to sign (annually) a Standards of Conduct compliance certification of their commitment to these standards. In addition, every soldier at all levels is expected to lead by example, living the Army core values and is evaluated (annually) in accordance with his/her character, moral behavior and adherence to the service values. Finally, senior leaders personally promote an organizational environment by taking immediate, firm and decisive action when violations occur; and implementing changes when policies and practices fall short and/or are required.

TAG-PR ensures that the PRNG’s Judge Advocate General (JAG), Inspector General (IG), Equal Opportunity (EO) specialists/representatives, and Internal Review personnel possess the empowerment and autonomy to fully carry out their responsibilities. As part of the Internal Control Management Program (ICMP), all senior leaders and resources managers must sign the Annual Assurance Statement. This statement ensures that measures are in place to safeguard the organization against fraud, waste, and abuse of federal resources and to hold personnel accountable for their actions. Other senior leader methodologies to foster and promote legal and ethical behavior are shown in Figure 1.1-3 (below).

1.1b Communication Senior leaders communicate across the entire organization and address suppliers, partners, and other stakeholders through the mechanisms listed in Figure 1.1-2. The most relevant communication venues include:

memorandums, policy letters, newsletters, and social media websites from which senior leaders periodically deliver messages to the workforce and key customers.

Other communicative venues include: senior leader attendance to organizational conferences, seminars and workshops; personal visits to units along with leader calls and town hall meetings. Senior leaders provide empowerment through their support to project teams, working groups, advisory councils, and standing committees to foster continuous improvement and collaboration.

Frank communication is encouraged through initial counseling, position descriptions, and priorities of work are all outlined clearly to subordinates. This ensures that all are operating under ac common operating picture, and know the behaviors and products expected of them in a given position.

Figure 1.1-2 Communication and Deployment Means

Senior leaders have communicated throughout the various communication means to the entire workforce that as a result of the downshift on overseas missions, there was a need to refocus on community outreach efforts.

Additionally, social media has been a key asset in establishing new ways of encouraging frank two-way communication with both the workforce and the customers. Some of the metrics used to evaluate the effectiveness are: positive impact on public opinion news, customer satisfaction levels, customer engagement, workforce and customer’s participation/support, etc. The analysis of the effectiveness of the organization’s communication means has resulted in some improvements; for example, community outreach program initiatives have been refocused towards customer satisfaction to strengthen their engagement. This approach has resulted in an increase of positive impact on public opinion news.

To motivate the workforce, senior leaders create a clear expectation of what is needed. They uphold the service core values that promote a corporate focus, excellence and empowerment. Senior leaders are receptive to new ideas, encourage the workforce to view mistakes as lessons learned, advocate teamwork, encourage open communication, and celebrate success.

Junior officer and enlisted forums provide feedback conduits to senior leaders from our lowest ranks. At the executive and functional levels, frank two-way communication takes place during the monthly staff meetings. At the operational Major Subordinate Command (MSC) and tactical levels (units), senior leaders encourage two-way communication through most of the forums identified in Figure 1.1-2 and 3.1-1.

Organizationally, senior leaders advocate “open door” policies encouraging open and honest dialogue across the entire organization. TAG-PR also conducts annual Leaders’ Call to communicate key organizational issues, concerns and priorities; and also to promote an open, candid two-way forum of communication in which Soldiers

PRNG COMMUNICATION MECHANISMS

Source Documents

-PRNG Strategic Plan -TAG Policy Memorandums -MSC Training Circulars -Joint Staff Newsletters/Updates -Annual Governor Report -ACOE Submission -Command Instructions, Tasks

-Strength Management Campaign Plan -Force Structure Plan -Command/Yearly Training Guidance -Education Program Plan -Equipment Fielding Plan -Facilities Plan -Directorate-Level Action Plan

Interaction

Leadership Workforce Customers Suppliers, Partners & Stakeholders

SPEC Sessions X X

Strategic Planning Workshop X X X X

Commander’s Call (i.e. TAG Leaders Call) X X

Yearly Training Briefs X X X X

Units and Annual Training Visits X X X X

Weekly Strength Management Teleconferences X X

Personal Calls X X X X

Face-to-Face Meetings (town-hall, NGB) X X X X

Performance Feedback Discussions X X X X

Weekly/Monthly Update Briefs X X

Readiness Review Boards X X X X

Monthly Staff Meetings X X X

Council of Colonels X X X

Monthly MSC AO Meetings X X

Annual Joint CMDR’s Safety Conference X X X X

Annual Management Conference X X X X

PRESENTE Magazine, Newsletters, E-mail, Intranet X X X X

Social Media: PRNG Website & Facebook, X X X X

Electronic Billboards & Bulletin Boards X X X X

Officer & NCO Evaluation Reports X X

New Employee Orientations X X X

Functional Area Workshops X X X

Company Commander & 1SG Courses X X

Quarterly Budget Meetings X X X

Qtrly Safety/Health & Environmental Committee Mtgs X X X

VTC/Conference Calls X X X X

AO/RNCO Readiness Workshops X X

Surveys (i.e. Unit Climate, ICE) X X X

Sensing Sessions X X

Professional Development Conferences/Workshops X X

Unit Ceremonies X X X X

State of State Brief X X X

Committee Meetings (i.e. Real Property Committee) X X X X

Standardized Desktop X X are allowed to expose their interests, problems, concerns, and ideas.

Operationally, After Action Reviews (AAR) and In- Progress Reviews (IPR) open forums for communication between participants during and after events. Special advisory groups for example: State Family Program Executive Council, Junior Enlisted Advisory Council, and the Employer Support for the Guard and Reserve (ESGR) ensure frank, two-way communication between senior leaders and the community.

Senior leaders personally reward performance excellence and customer focus with awards such as: the Safety Award, Family Support Award, Soldier/NCO of the Year, Freedom Salute Campaign, Unit Strength Maintenance Streamer Award, performance awards and promotion ceremonies. Their ongoing commitment to “Soldier Well-Being” or “taking care of people” is apparent in their disposition and commitment in motivating and recognizing Guard member, employees, and family members.

1.1c Mission and Organizational Performance 1.1c(1) Creating an Environment for Success The PRNG’s senior leaders maintain a sustainable organization by: (1) understanding and meeting customer expectations as part of the annual SWOT analysis (outlined in category 2). (2) Executing the strategies, and monitoring results (as outlined in category 4), (3) analyzing the results and making necessary adjustment,

(4) evaluating and improving work processes. To better align the organization to address current business needs and future challenges, the PRNG reviews its strategic planning and organizational performance improvement processes as outlined in category 2.

Other processes employed to address current and future needs that could affect the organization sustainability are: SPEC performance meeting and reviews; Personnel (QFIs) & Medical Readiness, annual leadership management and full-time workforce conferences; and quarterly financial reviews such as the Programmed Budget Advisory Committee (PBAC);

among others. Senior leaders create an environment for achievement of mission by: (1) providing guidance to the workforce on priorities, scope, and expected end state as part of the strategic planning execution process; (2) facilitating resources and delegating authority, as appropriate, (3) evaluating and communicating results, as outlined in item 4.2a(1), and (4) recognizing high performers through the workforce performance management reward/award system, as outlined in item

5.2a (3).

To improve organizational performance the PRNG: (1) Identifies courses for professional development conducive to support a culture of performance improvement. (i.e. ACOE Courses, Strategic Planning, CPI Introduction, Leadership Development, Emotional Intelligence, and Critical Thinking). (2) Identifies participants by creating a balance between the suggested target audiences, and the desired extent, (3) allocates funds and resources through the PBAC (depicted in item 6.2), and (4) engages the workforce in performance improvement activities, for example: SPW, OSA Team, and CPI Initiatives.

To ensure organizational learning, SLs capture ideas and inputs from stakeholders thru sharing of best practices and lessons learned during the annual ACOE Best Practice Conference, Organizational Readiness Courses, Personnel Readiness Summit, Chief of Staff Advisory Council (COSAC), and Warrant Officer Senior Advisory Council (WOSAC) among others. Inputs are evaluated to determine the impact on the organization’s priorities, and viable ideas are implemented through the strategic management system. Performance is monitored for effectiveness and efficiency and, results are evaluated and improvement and/or changes are implemented as appropriate.

Senior Leaders create an environment conducive to personal learning through the process described in item 5.2c (1). In addition, senior leaders encourage personal learning through monthly Staff, SPEC, Personnel/Medical Readiness, PBAC, and Logistics meetings, among others.

The PRNG’s Senior Leaders create a workforce culture that delivers consistently positive customer experience and fosters customer engagement by: maintaining a close professional and human relationship, embracing and integrating the organizational values and focusing on the central theme of “Our People, Our Families, Our Guard”. This begins with direct contact by senior leaders or designee with key customer representatives through the communications means listed in figure 1.1-2 to analyze the requirements, expectations and benefits of partnership agreements and/or services requested.

Partnership and/or agreement are then developed and integrated into the SP process for the development of action plans, which are then implemented to support and assist partners with concerns or activities. Feedback on product/partnership/service performance is received which is used to improve future activities and ensure satisfaction. An example of this partnership is the ongoing relationship between the PRNG and the PR Department of Education which resulted in the success of the Youth Challenge and CREANDO Programs, granting high school diplomas upon completion of the course. Training on cultural values is provided by attending formal Army school programs. Officers and NCOs are required to develop and display a value centered behavior following ethical principles.

In order to create an environment for the achievement of strategic objectives, embrace innovation and intelligent risk taking, and maintain the organization’s agility; senior leaders lay emphasis on the impact of the external factors that represent a constant influence on the organization’s OPTEMPO. These factors (budget constraints, force structure changes, diminishing resources, ARFORGEN) are discussed during the above mentioned meetings and workshops. The approaches employed for organizational and personal learning also serve to acquire new ideas and/or validate the relevance of the ongoing processes and methods. Furthermore, the comparison of the organization’s QFIs levels against those of the top ranking states and the review of the ACOE Feedback Report provide a clearer idea of what areas to address with higher priority. Each year at the end of the Strategic Planning Workshop, senior leaders assign champions to each Strategic Goal in order to distribute the work load by aligning their areas of expertise with the expected outcome. Champions are empowered to select personnel from across the organization to ensure they have a well-balanced working group.

1.1c(2) Creating a Focus on Action PRNG leaders create a focus on action to achieve the organizations mission, improve performance, and accomplish the vision by integrating the strategic planning process with the Directorate and committee/working group structure. The Readiness Committee focuses on readiness, force structure and stationing issues; and, coordinates decisions with the Real Property/Facilities Committee. This committee ensures current and projected infrastructure will support the decisions of the Readiness Committee. Adjustments to the strategic plan and long-term direction are made by the SPEC as appropriate.

The key performance measures that senior leaders regularly review to be informed of needed actions are the key QFIs contained in Figure 4.1-1 QFIs and performance capabilities are reviewed on a quarterly basis. A myriad of strategies and data sources are used to focus on and assess organizational performance by: identifying specific organizational goals being met; validating metrics that monitor success; comparing data to historical trends and identifying best practices/integrating improvements.

By developing organizational performance expectations, senior leaders maintain focus on creating and balancing value in two ways. First, they gather stakeholder/customer input via the mechanisms listed in Figure 1.1-2 and 3.1-1. Secondly, at the Executive Council meetings they share this information and use it during Step 1 of the Strategic Planning Process to validate key concepts, identify initiatives, and adjust long-term direction.

Personal accountability for the organization’s actions are demonstrated through increased use of social media and feedback collection processes. This increases the likelihood of the organization avoided previous mistakes, and constantly improves the product we off to the Governor, the State and the Army.

1.2 Governance and Societal Responsibilities

1.2a Organizational Governance 1.2a(1) Governance System Figure 1.2-1 illustrates how the PRNG reviews and achieves key aspects of its governance system. The PRNG addresses the key factors of its governance system as follows:

- Accountability for Senior Leaders’ actions is achieved through oversight by HQDA and NGB, through regulations and policies related to standards of conduct, ethical behavior and operational processes. To ensure accountability of Senior Leaders’ actions, the PRNG uses effective compliance processes such as those listed in figure 1.2-1, as well as annual performance reviews of leadership at all levels. Non-compliance or violations may result in actions under the Uniform Code of Military Justice, the PR Military Code, or federal/state laws as appropriate. In addition, NGB also monitors our IMCP.

TAG reviews and signs an annual assurance statement to NGB certifying that risk assessments and adequate management controls are in place to ensure fiscal accountability/managerial integrity.

- Fiscal accountability. The USPFO, an NGB appointee, has overall fiscal and property accountability over the PRNG. The Internal Review section monitors regulatory compliance. The Chief of Staff, Comptroller, and Program Managers monitor budget development, distribution and execution of federal funds via the weekly Status off Fund Report and the PBAC. The PBAC manages and allocates resources to support command priorities.

KEY

GOVERNANCE

GUIDELINES

GOVERNANCE

OVERSIGHT

FEEDBACK CONSEQUENCE

State & Federal Ethics

Standards

TAG / ATAG

All Leaders & Stakeholders

Investigations, Complaints, Reviews

Exoneration, Adverse Action, Program Revision

OSHA

Standards

OSHA

Inspections, Notices of Violations (NOVs), Recognition

Procedure and Facility

Improvements, Injuries, Loss

Time

Environmental Protection

Agency (EPA) Regulations

EPA & PR

Environmental Control Board

Warning Letter, Standing

Committees’ Dialogue, NOVs

Enforcement Actions

Federal Fiscal Laws

DA, NGB,

DFAS, GAO,

IR

Inspections, Reviews, Internal Control Plans, Quality

Assurance

Loss of Resources, Adverse Personnel Actions, Program

Improvement

Internal Controls

IR, External & Internal Audits

Audit Results, Annual

Assurance Statement

Risk Mitigation, Adverse Actions, Improved Controls

Environment

PR Code of Military Justice

Commanders Leaders

Discovery of Violations

Judicial/Non- Judicial

Punishment, Admin Actions

Figure 1.2-1 Ethical Guidelines / Governance System

- Transparency in operations. This is achieved via the strategic planning process, the creation of a coordination matrix to synchronize performance metrics; and the integration of responsibilities between committees. The ICMP monitors compliance to established controls defined by Accessible Unit Managers. The Chief of Staff provides rigorous oversight of the IMCP. All program managers review and sign an annual assurance statement validating that risk assessments and adequate management control measures are in effect.

- Selection of Governance board members is achieved through the SWOT process for the SPEC and performance reviews for the TAG’s staff. The SWOT identifies the areas of growth and opportunity, and SPEC Champions are selected on their subject matter expertise and experience. Disclosure of policies follows the chains of communication listed in 1.1b. Any changes are also briefed via OPORDERs, WARNORDs and FRAGORDs, as well as during bi weekly Battle update briefs at the directorate level.

- Independence and effectiveness of internal and external audits. All property and funds are audited based on programmed schedules dictated by State, Federal, DA, and NGB requirements. The Internal Review (IR) Division provides oversight, independent auditing and review of organizational fiscal areas. Inspectors are responsible for conducting regulation-driven, result-oriented inspections to the highest ethical standards

- Protection of stakeholder interests. The PRNG conducts a systematic cycle of assessments, inspections, and evaluations to ensure accountability and serviceability of critical items such as: sensitive items, secure communications equipment, hazardous waste and real property. The primary quality control function is accomplished at unit level. However, results are validated, verified, and reviewed by Directors/J-Staff who, in turn, drive unit-level actions to correct deficiencies ensuring the protection of stakeholder interests. Inspection and audit results are made available to all leaders to ensure lessons learned are captured and integrated into action plans.

Senior leaders communicate and coordinate with unit-level leaders regarding systemic issues requiring command emphasis/leadership involvement at leader forums (i.e. Commander Conferences and Officer Calls).

- Protection of Stakeholder and stockholder interests, to the extent that the Guard can, is achieved through insurance of mission compliance with state and federal regulations. Also to ensure that any operations that are being conducted by the organization comply with the Army Values and regulations. Leadership is responsible at their level to alert Senior Leaders to non-compliance, and produce alternative courses of action.

- Succession planning for senior leaders. The PRNG has a systematic succession planning process that employs the ‘Council of Colonels’ as the body responsible for building a leadership pipeline/talent pool to ensure leadership continuity; develop potential successors in ways that best fit/meet the organization; identify the best candidates for categories of positions; and concentrate resources on the development process of select leaders.

Figure 1.2-2 illustrates the succession planning for senior leaders.

1.2a(2) Performance Evaluation The Governor of Puerto Rico evaluates the Adjutant General’s performance based on the PRNG’s ability to support mission requirements and attain state-related performance objectives. The evaluation of other senior leaders takes place through the Army standard OERs and NCOER systems. To improve leadership effectiveness, senior leaders use these systems and performance reviews for technicians. To gain greater insight, senior leaders embark on self-learning programs of professional reading; advice of predecessors; and alliance relationships with centers of influence such as Training and Doctrine Command (TRADOC) and NGPEC. Leaders are also evaluated through the annual Command

Inspection Program (CIP) and IG inspections. Both programs provide information and feedback on current organizational and leadership effectiveness throughout the command.

Figure 1.2-2 Succession Planning Process for Senior Leaders

Senior leaders and directors use performance reviews to further develop and improve both their personal leadership effectiveness and the leadership system. They use the findings from the annual unit/workplace climate surveys to implement changes and improve their effectiveness. They also use the findings from reports, assessments, evaluations, Soldier Readiness Process (SRP), and other tools to improve their operations.

1.2b Legal and Ethical Behavior 1.2b(1) Legal and Regulatory Compliance Community relations, force protection, and environmental stewardship requirements from the J- METL are significant public responsibilities of the organization. Responsibilities to the public are based on the impact of the products, services, and operations have on the communities especially in those municipalities where training centers and Readiness Centers are located. For example, all new construction or major renovation projects always include environmental impact studies/risk assessments to secure public confidence in the organization.

The PRNG initially anticipates the potential for adverse impacts of Guardsmen and their operations in the communities during the SWOT analysis conducted in conjunction with the Strategic Planning Process. During the SWOT, senior leaders review internal and external factors related to the main product and service: the provision of ready forces for accomplishing federal, state and community missions. Through the SWOT analysis process, many potential public concerns are discovered often leading to the development of new objectives and action plans in the overall organizational strategy. The Public Affairs Office prepares media plans to anticipate and mitigate adverse public opinion.

The PRNG anticipates public concerns with its associated operations during the regular meetings of the

Staff, MACOM Commander, and Command Group.

During these meetings, senior leaders discuss key issues relating to transformation, force structure needed to maintain relevancy; facilities required to sustain future operations; impact of mobilizations on the community; and input from customers, suppliers and partners affected by operations.

Figure 1.2-3 Measures of Ethical Behavior The Adjutant General meets annually with the mayors of the 78 municipalities to discuss and clarify the role of the PRNG and the support it can provide the municipal governments in times of need and/or emergency. Senior leaders also periodically visit community leaders across the Island to promote initiatives and dissipate public concerns. Senior leaders address public concerns and/or any adverse impacts of operations within communities by tapping into and reviewing outcomes from listening and learning forums such as Community Relations/Outreach Program. Anticipated impacts of operations are addressed in meetings with community and municipal officials such as the mayors, chiefs of police and other stakeholders as necessary. These meetings enable the PRNG to address future situations, stay abreast of current situations and to identify situations/areas needing improvement.

Actions with the community are addressed primarily through the Environmental Management System (EMS) which allows to systematically managing environmental and health/safety matters. It consists of a continual cycle of planning, implementation, review and improvement of processes and actions to meet strategic business and environmental goals. EMS is built on the "Plan, Do, Check, Act" model which leads to continual improvement in environmental performance, compliance, and overall employee awareness of environmental responsibilities.

The PRNG Environmental Quality Control Council (EQCC) is another instrument that meets quarterly and assists customers in identifying problems and necessary resources required to ensure compliance with regulations.

It also serves to keep participants informed of ongoing and planned environmental projects and programs within the organization. The EQCC employs the Environmental Protection Assessment System (EPAS), a comprehensive environmental assessment tool. Based on the results, the EQCC systematically works to meet standards in any deficient areas.

1.2b(2) Ethical Behavior Organizational Values (Figure P.1-1) guide the commitment to ethical behavior in all dealings with the public, customers, and partners. Control strategies include educating work teams to the highest ethical standards, consistent and persistent oversight through supervision, committees, and quality teams. Other strategies include ethics training to the entire workforce promoting ethical business practices, equal opportunity and discipline; legal-ethical training; new employee ethics and security briefings (information security and operational security, etc.); sexual harassment and assault prevention training;

environmental compliance training; etc.

Ethical behavior in key processes is monitored through the organizational goals, guidelines and measures shown in Figure 1.2-3. If a breach or violation is suspected or has occurred the JAG is consulted and depending on the circumstances either a Commander’s preliminary inquiry or an AR 15-6 investigation is conducted. The results are reported to the appropriate appointing or decision-making authority. Consequently, appropriate actions are taken by the senior leadership.

Goals and measures for monitoring regulatory and legal requirements as well as associated are depicted in figure 1.2-3 The Internal Review and Internal Control programs assess internal processes for compliance to standard operating procedures, established checklists and policies, to include transactions with customers, partners and suppliers, i.e. contract audits by the USPFO. The USPFO requires all Program Managers and International Merchant Purchase Authorization Card (IMPAC) cardholders to attend training on the ethical and legal ramifications of fund management prior to the disbursement of funds or issuance of an IMPAC card. The USPFO also monitors the Government Travel Card program for delinquent payments.

Depending on the severity of the violation, breaches of ethical behavior for military personnel are processed through the PR Code of Military Justice and may consist of formal/informal counseling, non-Judicial punishment or discharge/separation.

Finally, the TAG-PR ensures ethical business practices in all stakeholder transactions and interactions through the JAG, IG and EO offices. These offices conduct inquiries, investigations and resolution management of issues relating to the discipline, efficiency or morale of the organization. As proactive measures, these staff sections conduct training on how to prevent, recognize, address and report unethical behavior in the workplace.

Figure 1.2-4 Legal and Regulatory Requirements

PROCESS PERFORMANCE MEASURE FIGURE

Management Control

Internal Control Program 7.4a

Internal Reviews Audits and Reviews 7.4a

Inspector General IG Complaint Cases 7.4a

Environmental Stewardship

Regulatory & Legal Compliance 7.4a

Environmental Enforcement Actions

7.4a

PROCESS

PERFORMANCE

MEASURE

GOALS FIGURE

LEGAL AND REGULATORY REQUIREMENTS

Leadership Accountability

Number of complaints 0 7.4a

Safety & Occupational Health

# Recordable & Reportable Mishaps

0 7.4a

Environmental…