Ref._W912LR-18-R-0019_PRARNG_2017-2018_ACOE_FInal_Feedback_Report.pdf

ARMY COMMUNITIES OF EXCELLENCE

FEEDBACK REPORT

Puerto Rico Army National Guard

Award Year 2017-2018

Puerto Rico ARNG 2017-2018 ACOE Feedback Report

EXECUTIVE SUMMARY

The Army Communities of Excellence Award was created in 1988 to recognize achievements in overall performance improvement within the Army. Such achievements continue to serve as models for government organizations in ways to approach change, deliver value to customers, promote best management techniques and encourage sharing of Lessons Learned. The Framework defines the key elements of a comprehensive, integrated management system. The Framework is based on the core values of a systems perspective, visionary leadership, customer-focused excellence, valuing people, organizational learning and agility, focus on success, managing for innovation, management by fact, societal responsibility, ethics and transparency, and delivering value and results.

The Puerto Rico National Guard demonstrates effective, systematic approaches responsive to the basic requirements of many to most Framework items, although there are still areas or work units in the early stages of deployment. Some key processes are beginning to be systematically evaluated, and some minor improvements may have been made. Regarding measurable outcomes, results are reported for some areas responsive to the basic Framework requirements and the accomplishment of the organization’s mission. Some of these results demonstrate good performance levels and performance trends are in the early stages of showing improvement.

Key strengths include:

+ The organization has strong and effective processes for setting Vision, Values, and Mission, while it creates conditions for a successful organization.

+ The organization has well-established processes for how it develops its strategic plan and has identified who is responsible for key actions in its development.

+ The organization has a strong system to engage its workforce to achieve higher levels of performance and meet strategic goals and objectives.

+ The organization has effective processes for how is its data and information is secured according to classification and privilege to information access.

+ The organization has effective processes that select, collects, aligns, and integrates data and information to use for tracking daily operations and overall organizational performance.

Key Opportunities for Improvement include:

– Lack of fact-based systematic process evaluations for key processes.

– Lack of processes for identifying and adapting product offerings to serve customers, federal and state, and to build stronger customer relationships.

– Using robust data sets along with relevant comparisons to facilitate fact-based decisions

– Missing measures for its key work processes, key strategic objectives, and engagement of customer groups and segments.

Key cross-cutting themes demonstrated in the application include:

+ The organization has an effective leader system where leaders have processes to guide and sustain the organization.

+ Creating a positive work climate which leverages cultural strengths with a focus on action to achieve the organization’s mission and builds upon the strong relationship created with its customers at the state and federal levels.

1.1 Strengths

Area to

Address

Comment

1.1a(1) The Senior Leaders have a systematic, effective process to set the organization’s vision and values using a 4-Step process: The PRNG’s Strategic Planning Executive Council

(SPEC) comprised of a cross-functional working group of senior leaders, uses the

Baldridge self-assessment report as a guiding tool. The SPEC addresses the environment, using a strategic, data-driven scan. Senior leadership reviews and updates the organizational MVV as part of the SPP and SWOT analysis of Steps 1 and 2 of the SPP illustrated in Figure 2.1-1. The SPEC deploys the updated MVV’s through key organizational communication mechanisms illustrated in Fig 1.1-2 using PRNG’s MVV

Smart Card as illustrated in Fig. 1.1-1.

1.1c(1) The Senior Leaders have a systematic, effective process to create an environment for success now and in the future using two different processes. The first process sustains success using a 4-step process: 1) Senior leaders understand and meet customer expectation as part of the annual SWOT analysis in the SPP; 2) Execute strategies and monitor results as listed in CAT 4; 3) Analyze the results and making necessary adjustments; and 4) Evaluate and improve work processes. The second process addresses future needs is a using a 4-step process: 1) Provide guidance to the workforce on priorities, scope, and expected end state as part of the SPP; 2) Facilitate resources and delegate authority; 3) Evaluate and communicate results; and 4) Recognize higher performers through the workforce performance management reward/award system as outlined in 5.2a(3).

1.1c(2) The Senior Leaders have a systematic, effective process to create a focus on action that will achieve the organization’s mission using a seven-step process: 1) Integrate the strategic planning process with Directorate and committee/working group structure; 2)

Readiness committee focuses on readiness, force structure, and stationing issues; 3)

Readiness committee coordinates decisions with the Real Property/Facilities committee;

4) Real Property/Facilities committee ensured current and projected infrastructure would support the decisions of the Readiness committee; 5) The SPEC makes adjustments to the strategic plan and long-term direction; 6) QFI’s are reviewed on a quarterly basis against historical data and trend to identify best practices an integration improvements, and 7)

Senior leaders develop performance expectations as the executive council meeting shares this information as step 1 of the SPP.

1.1 Opportunities for Improvement (OFI)

Address

Comment

1.1 Although the Senior Leaders have a systematic, effective process to lead the organization, it does not appear evident that Senior Leaders have begun to use systematic, fact-based evaluations for improvement.

1.1(a)2 It does not appear that the Senior Leaders have effective, well-ordered and repeatable processes to demonstrate Senior Leader actions and commitment to ethical and legal behavior. The lack of such demonstrative actions may make it difficult for the PRNG

Senior Leaders to instill its organizational core values such as integrity, respect, empowerment or loyalty.

1.1b Although the Senior Leaders have some mechanisms to communicate and engage its entire workforce, it is not evident that the Senior Leaders have well-ordered and repeatable processes to do the same with its key customers. Failing to consistently engage and communicate with the applicable Combatant Commands and state agencies may be a missed opportunity to understand customer requirements or changing needs. This in turn may result in a failure to achieve the organizational vision of providing relevant forces for support.

1.2 Strengths

Address

Comment

1.2a(1) The applicant has a systematic, effective process to ensure responsible governance using a

16-step process. Examples of the process steps are: Step 3) use of effective compliance listed in Figure 1.2-1 along with annual performance reviews of leadership; Step 5) PBAC manages and allocates resources to support command priorities; Step 6) ICMP monitors compliance to establish controls defined by Accessible Unit Managers; Step 10) The

Internal Review (IR) Division provides oversight, independent auditing, and review for organizational fiscal areas; Step 12) conduct a systematic cycle of assessments, inspections, and evaluations to ensure accountability and serviceability of critical items;

Step 16) Employ the six-step succession planning as illustrated by Figure 1.2-2 used by the Council of Colonels for building a leadership pipeline/talent pool; develop potential successors; identify the best candidates; concentrate resource on the development of select leaders.

1.2a(2) The applicant has a systematic, effective process to evaluate the performance of its senior leaders and its governance board using a 5-Step process: 1a) Governor of Puerto Rico evaluates the Adjutant Generals performance based on the PRNG’s support mission requirements; 1b) The evaluation of other senior leaders is conducted through the standard OER and NCOER systems; 1c) Senior leaders use these systems and performance reviews for technicians; 2) Senior leaders embark on self-learning programs of professional reading; advice of predecessors, and alliance relationships; and 3) leaders are evaluated through the annual CIP and IG inspections; 3a) These programs provide information and feedback on current organizational and leadership effectiveness throughout the command; 4) Senior leaders and directors use performance review to develop further and improve personal leadership effectiveness and leadership system, and

5) The findings of the unit/workplace climate surveys are used to implement changes and improve organizational effectiveness.

1.2b(1) The applicant has a systematic, effective process to address and anticipate community concerns with its products and operations using a 3-Step process: 1) Anticipates the potential for adverse impacts of Guardsmen and their operations in the communities during the SWOT analysis during SPP; 2) Senior leaders review internal and external factors related to the main product and service; and 3) Public Affairs Office prepares media plans to anticipate and mitigate adverse public opinion.

1.2b(2) The applicant has a systematic, effective process to promote and ensure ethical behavior in all interactions using a 5-Step process: 1) Organizational values listed in Figure P.1-1 guide the commitment to ethical behavior; 2) Training of ethics is provided to the entire workforce that promotes ethical business practices; equal opportunity and discipline;

ethical, and legal training; security briefings; SHARP; environmental compliance; 3)

Ethical behavior is monitored through organizational goals, guidelines, and measure as displayed in Figure 1.2-3; 4) Results are reported to appropriate appointing or decision-making authority; and 5) Senior leaders take the appropriate action.

1.2c(1) The applicant has a systematic, effective process to consider social well-being and benefit as part of its strategy and daily operations using a 5-Step process: 1) events are conducted in coordination with various state agencies and/or at the request of the local government or municipality; 2) G-3 analyzed the scope of service and resources needed to make a final determination; 3) a priority number is assigned, and a unit is tasked with the mission; 4) TAGO representative provides follow up with the OIC of the mission and customer; 5) outcomes of the events are presented to the TAGO and lessons learned shared during staff meetings.

1.2 Opportunities for Improvement (OFI)

Area to

Address

Comment

1.2 Although the organization has a systematic, effective processes to govern and fulfill societal responsibilities it is not evident that Senior Leaders have begun to use systematic, fact-based evaluations to improve these same processes.

1.2(c)2 It is not evident that the applicant has systematic, effective processes to support and strengthen its key communities actively. Without systematic, effective processes to evaluate, measure, and improve the effectiveness of community support functions the organization may not be effective at maintaining and improving key community relationships important to success.

1.2b(1) Although the applicant has a systematic, effective process to address and anticipate community concerns and environmental stewardship, it does not appear to have effective systematic processes for addressing and anticipating legal and regulatory concerns. Failure to address and anticipate legal and regulatory concerns relating to

OSHA, NRC, and DOT (as mentioned in the Organizational Profile) can prevent the organization from meeting its regulatory and legal compliance.

2.1 Strengths

Address

Comment

2.1a(1) The applicant has a systematic, effective process to conduct strategic planning using the 9-step process illustrated on page 8, which include the following key steps under Plan, Do, Check, Act Steps: Plan: 1) Revise the MVV annually; 3) Conduct SWOT; 5) Convey action teams; DO: 6) Develop/Implement Action Plans; Check: 8) Measure and evaluate the organizational results quarterly; ACT: 9) Engage. The Strategic Plan is developed through collaboration in a team-based approach called the Strategic Planning Executive

Council (SPEC) comprised of the TAG, DJs, JCS, and Directorates who meet on annual off-site.

2.1a(2) The applicant has a systematic, effective process as part of its strategic development to stimulate and incorporate innovation using the 8-step Continuous Process

Improvement (CPI) illustrated in Figure 2.1-3 (Innovation Process) which includes: 1)

Review documents and systems for opportunities; 2) Task action team; 3) Determine feasibility of opportunity; 4) If feasible, develop proposal; 5) Determine if funds are available: 6) If available, implement process or contract for implementation; 7) If funds are unavailable, list as unfunded requirement; 8) Send requirement to PBAC

Process.

2.1a(3) The applicant has a systematic, effective process to collect and analyze relevant data and develop information for its strategic process using a 5-Step process: 1) The data is collected using performance evaluation means listed on Figure 4.1-2; 2) The results of the analysis are integrated into the SPP; 3) The SPP discussed in 2.1a(1) is translated into

Action Plans (AP), and communication means listed in Category 1; 4) AP’s and metrics are integrated into the Strategic Management System (SMS) and linked to the Strategic

Plan node within SMS; and 5) Monitor and present to the quarterly SPEC meetings and make adjustments as applicable.

2.1a(4) The applicant has systematic, effective process for how it decides which key process will be accomplished by its workforce and which by external suppliers and partners using a 9-

Step process: 1) Integrate feedback from customers, suppliers, and partners; 2) Customer concerns are identified and validated or changes are identified; 3) DJS designates a key process owner and SMEs to review scope of the project and gather information from customers, suppliers, and partners through the Key Customer Support mechanisms in Fig

3.1-1; 4) Key Process Owners (KPOs) receive annual guidance from TAG based on

Strategic Objectives; 5) KPOs brief senior leaders on the status of the assigned work systems/process, during monthly performance reviews; 6) SPEC validates the organizations core competencies in relation to end products and services; 7) The SPEC determines which process should remain internal and which will be external (outsourced) to suppliers and partners annually; 8) The SPEC make the strategic decision to consider outsourcing processes; 9) Select outsourcing vendors who are aligned with the PRNG values and can effectively provide product or service. This process is evaluated annually using the ACOE Organizational Self-Assessment.

2.1b(1) The applicant lists its Key Strategic objective and changes with the time frame in Fig. 2.2-

1 (Key Strategic Objectives and Goals) which includes the following goals: Acquire emergent and relevant mission for 156 AW; Enhance personnel management; increase readiness; attain and maintain end strength FSA; improve infrastructure to enhance readiness, sustainability and safety; enhance leadership development; be audit ready by

FY 19; and broaden strategic partnerships and community outreach programs.

2.1b(2) The applicant has a systematic process to use strategic objectives to achieve appropriate balance among varying and potentially competing for organizational needs using a 5-Step process: 1) Champions are assigned to strategic goals at the end of the strategic planning workshop; 2) These champions assign an action officer who is in charge of executing the related objectives by developing action plans; 3) Champions provide action officer with final results of the SWOT analysis for the development of the action plans to address strategic challenges and advantages; 4) The needs of key stakeholders are addressed from inputs from customers, partners gained through communication means listed in CAT 1, and 5) Action plans are monitored quarterly to assess expected end state.

2.1 Opportunities for Improvement (OFI)

Area to

Address

Comment

2.1 Although the applicant has a systematic, effective process for its strategic development, it is not evident that the applicate has applied a fact-based, systematic approach to evaluating these strategic processes. Also, if data are produced by the evaluation, it is not evident that the organization utilizes the data effectively or systematically to make value-added or meaningful improvements to its planning processes.

2.2 Strengths

Address

Comment

2.2a(1) The applicant lists it key short-and long-term actions plan in Fig 2.2-3 which includes:

Short; Decrease ARNG LT/CPT/MAJ vacancies by 15% by EOFY-15, qualify personnel in NIMS/ICS 100-800 by EOFY 15: Long; Decrease ARNG Warrant Officer Vacancies by 15% by EOFY 17 (Missing OBJ#2A in figure). The organization has a systematic, effective process to develop its action plans using a 5-step process: 1) SPEC assigns responsibility and accountability to specific action officer to accomplish the tasks/action by specific date at the annual off-site; 2) The action officer establishes a working group, develops measures, and creates actionable action plans; 3) The G-5 provides the template to standardize all action plans and deploys it as an annex to the PRNG Joint Strategic

Plan; 4) Action plans are submitted through the SPEC throughout the year through the

Action Plan Modification Process Figure 2.2-4; and 5) SO Champions lead the development and organization-wide deployment of action plans.

2.2a(2) The applicant has a systematic, effective process to deploy its action plans using a 3-step process: 1) The action plans are deployed and implemented down to the individual Soldier using communication mechanism listed in Fig. 1.1-2; 2) Senior leaders ensure action plan owners are held accountable for the accomplishment of the action plan; and 3) Action plans are monitored, and their status is briefed back to the SPEC during quarterly meetings or to the Senior Leaders on a monthly basis if action plans are directly linked to

QFI’s.

2.2a(3) The applicant has a systematic process to ensure financial resources are available to support the achievement of its action plans while meeting current obligations using a 4-step process: 1) Resources are requested when action officer develops their action plan; 2)

Resources are presented to the SPEC and USPFO review during the quarterly PBAC; 3)

The SPEC and USPFO assess the financial and other risks associated with action plans and recommend approval/disapproval to TAG; The TAG approves the resources ensuring there is an adequate balance of resources to meet current obligations.

2.2a(4) The applicant lists its key workforce plans to support short and long-term strategic objectives and action plans as the Manpower Voucher and Table of Distribution and

Allowances (TDA).

2.2a(5) The applicant lists its key performance measures used to track achievement and effectiveness of its action plans in Figure 4.1-1, which contains the 17 QFI’s which includes such things as End Strength, Retention, DMOSQ, No Val Pay, Equipment

Readiness, and Obligation rates.

2.2a(6) The applicant lists its performance projections with Figure 2.2-3 (Action Plans).

2.2b The applicant has a systematic process to establish and implement modified action plans in rapid execution using a 4-step process as illustrated in Figure 2.2-4 (Action Plan

Modification Process): 1) Unplanned strategic event is identified; 2) Champion, Senior

Leaders, and SPEC members are empowered to redirect action planning Notification of emerging strategy is given to the ATAG/DJS; 3) A rapid-cycle SWOT analysis is conducted and adjustments to the Strategic Plan are drafted, and action plans are developed using the SP Process and PDCA; 4) Champions discuss proposed action or modification for approval with ATAG/DJS, who notifies the TAG.

2.2 Opportunities for Improvement (OFI)

Area to

Address

Comment

2.2 Although the applicant has systematic, effective processes for strategic implementation, it is not evident that the PRNG has the beginnings of a systematic approach to evaluate these processes.

2.2a(3) Although the applicant has a systematic process to ensure financial resources are available to support the achievement of its action plans while meeting current obligations, it does not appear to be effective at addressing other resources. Failure to address other resources may pre-empt critical actions necessary to accomplish the strategic action plans.

3.1 Strengths

Address

Comment

3.1b(1) The applicant has a systematic, effective process to determine customer satisfaction and engagement using a 4-step process: 1) PRNG uses formal and informal mechanisms shown in Fig 3.1-2 (Measures of Customer Satisfaction); 2) Service Provider Managers (SPMs) are assigned within each PRNG HQ’s Directorate; 3) Customer’s feedback is gathered from communication mechanisms and is considered during SWOT analysis, and 4) Results are used in development of goals IOT meet or exceed customer expectations and secure customer engagement.

3.1b(2) The applicant has a systematic, effective process to obtain information on (federal-military) customers satisfaction with its organization relative to other organization using a

4-Step process: 1) PRNG uses standard Army reporting systems such as SIDPERS, AFCOS, ATRRS, etc., to monitor performance in comparison to competitors; 2) Senior leaders review strength data weekly and readiness data quarterly; 3) Obtain information on customer satisfaction relative to competitors from face-to-face meetings; and 4) Senior leaders follow-up with individual customers; Staff and directors have primary responsibility to ensure productive customer follow-up; Commanders have responsibility within their commands; Soldiers and employees share responsibility to follow up until full resolution.

3.1 Opportunities for Improvement (OFI)

Area to

Address

Comment

3.1a(1) The applicant does not appear to have a systematic, effective process for listening, interacting, and observing customers. The lack of such an effective, systematic process may cause organizational inconsistencies when listening to customers that may result in misunderstandings of customer needs.

3.1a(2) Although some venues are used by the different directorates within the organization to gather customer input for potential customers, a step-by-step process for gathering this information is not evident. Failure to have systematic processes to identify potential customers and their requirements may result in lost opportunities for the organization to expand its footprint within its area of operation.

3.1 Although the applicant appears to have a systematic, effective process to obtain information from their customers, it is not evident that the PRNG has the beginnings of a systematic approach to evaluate these processes.

3.2 Strengths

Address

Comment

3.2a(2) The applicant has a systematic, effective 4-step process to enable customers to seek information and, support using the Customer Support Process—Figure 3.2-2. The

Customer Support Process begins with step 1) communications events; 2) initial assessment; 3) action plan development, and 4) conduct support event. The applicant uses several events (For example, Horse Blanket Meetings, quarterly visits to CoComs and NGB, and PR Interagency Meetings) to meet with customers and identify customer support opportunities.

3.2b(2) The applicant has a systematic, effective 5-step Complaint Management Process (Figure

3.1-3) to manage customer complaints starting with step 1) review complaint; 2) receiver/owner investigates; 3a) notify stakeholder or 3b) refer to subject matter expert;

4a) notify stakeholder or 4b) analyze information gaps; and5a) implement change or 5b) notify stakeholder.

3.2 Opportunities for Improvement (OFI)

Area to

Address

Comment

3.2a(1) Although the applicant describes a six-step process (Figure 3.2-1—Product

Offering Process) that incorporates customer input and helps the applicant to resource and apply adjusted policy, it is not evident that the process is effective in determining product offerings. Lacking an effective, systematic process to determine product offerings may create a situation in which customer requirements and expectations are not consistently met. This may cause customers to seek other capability providers for activities the PRNG previously performed.

3.2b(1) Although the applicant has the beginning of a process to build and manage customer relationships, it does not appear to be systematic, effective. Not having a systematic, effective process for relationship management may cause the organization to fail to create an environment that provides a positive customer experience. This may in-turn cause customers to seek other organization who can provide the products or services that meet customer expectations.

4.1 Strengths

Address

Comment

4.1a(1) The applicant has a systematic, effective process to track data and information on daily operations and overall organizational performance using a 6-Step process: 1) Use of automated systems to measure organizational performance such as: AFCOS, SIDPERS, DPRO, ATRRS, RCAS, NET USR, MEDPROS, PBUSE, SAMS-E, SARRS, etc; 2)

Leaders obtain data from information management (IM) reporting systems to assess and evaluate performance to determine Soldier and unit readiness; 3) The data/information obtained is evaluated during the SPWG and AARs; 4) Data and information collection process are reviewed and modified by Senior Leaders during the annual SPP; 5) Directors and program managers assign champions or process owner to monitor progress relative to strategic objectives and action plans; and 6) Champions select information and data to track daily operations and overall performance to be used in the decision making process.

The applicant also has systematic, effective 3-step process for how it selects data: 1)

Select data sources/points related to its strategic objectives; 2) Use brainstorming and

MDMP to determine best tracking mechanisms essential for data collection and analysis based on impact on the strategic goals and objectives; and 3) The SPEC review the current performance and recommends changes that reinforce alignment as part of the

SWOT analysis as part of the SPP.

4.1a(2)

The applicant has a systematic, effective process to select comparative data and information to support fact-based decision making using a 5-step process: 1) DA and

NGB is the organization that primarily dictates organizational measures; 2) identify key comparative data; 3) Senior leaders review scorecards and assess performance indicators;

4) Information collected is used to monitor strategic plans and leverage core competencies to address strategic advantages and challenges; and 5) Review and modify metrics to meet

Senior Leader expectations.

4.1a(3)

The applicant has a systematic, effective process to select VOC and market data information using a 4- Step process: 1) Use listening and learning methods listed in

Figure 3.1-1 (Key Customer Support Mechanisms) to gather VOC data by customer group; 2) Data is sent to State Public Affairs Office or Directorate/Office; 3) Customer data and feedback is reviewed and assessed by the customer support groups during the step #5 of the SPP; and 4) Integrate data and lessons learned from AARs, IPRs, to refine organizations strategies.

4.1a(4) The applicant has a systematic, effective process to ensure its performance measurement system can respond to rapid or unexpected organizational or external changes using a 5-

Step process: 1) The SPEC ensures validity and accuracy of performance measurement system; 2) The Organizational Self-Assessment Teams identifies opportunities for improvement and analysis of comparative data; 3) The SPEC and OSA Teams use the

Plan, Do, Check, Act (PCDA) to revisit key priorities, strategic objectives, action plans and the measurement systems as a follow-on action to the SPP Offsite; 4) Directors, managers, and commanders review their measure to ensure process requirements are met with specific process measures reviewed during the SPP process review; and 5)

Participants involved with the CCIR, IPR, AAR, and commander assessment reviews determine the level of improvement which provides opportunities to rapidly respond to changes and challenges.

4.1b The applicant has a systematic, effective process to review its organization’s performance and capabilities using a 7-Step process: 1) Review performance and capabilities through

TAG Strength Briefing, Readiness Committee Meetings, Resource Management

Conference, and briefings to Command and Staff; 2) Identify shortfalls and areas for improvements; 3) Findings from these meetings are translated into priorities based on strategic objectives and vision; 4) G-3 monitors emerging requirement changes and assesses impact on the organization; 5) Performance reviews are tailored to focus on specific measures; 6) Senior leaders conduct data analysis as part of the performance review system;

and 7) Trend data is used to analyze internal operations and ensure valid conclusions.

Competitive performance is assessed during the annual strategic plan and the ACOE

Organizational Self-Assessment which serves as a baseline for continuous organizational improvement.

4.1c(1) The applicant has a systematic, effective process to project its organizations future performance using a 5 step process: 1) QFI’s (as listed in Figure 4.1-1) are reviewed and evaluated; 2) MSC who have the best QFI performance per category are identified as successful examples; 3) Lessons learned and best practices are shared and deployed to commanders and are held accountable for QFI performance through comments in the OER;

4) Observe data trends in the Readiness Report Card (RRC) to identify future RM meetings; 5) Use historical data to project future performance; 6) Projected performance data is compared with key performance measures based on impact of the stakeholder; and

7) Key comparative and competitive data is evaluated to account for the expected result of planned initiatives. This process is reviewed during the quarterly SPEC meetings.

4.1c(2) The applicant has a systematic, effective process to use findings from performance reviews to develop priorities for continuous improvement and opportunities for innovation using a

5-Step process: 1) Analyze QFIs from Scorecard and categorize as Good, Needs

Improvement, and Critical; 2) For the QFIs classified a “Needs Improvement, MSC AOs identify and deploy best practices. For those classified as “Critical,” Senior Leaders analyze reports and establish priorities by assigning resources to action plans; 3) In cases of high complexity, Senior Leaders decide if an LSS team or assistance from partners and collaborators to conduct a root-cause analysis; 4) Champions coordinate with MSC AOs and Directors to execute plans; and 5) Action officer tracks progress of the action plans, conducts AARs, prepares and submits IPRs for the SPEC and senior leaders.

4.1 Opportunities for Improvement (OFI)

Address

Comment

4.1b Although the applicant has the beginnings of a systematic approach to evaluate its process to select VOC and to obtain market data information, it is not evident that the PRNG consistently applies a fact-based, systematic evaluation of its measurement, analysis, and improvement of organizational performance processes.

Also, if the evaluation produces data, it is not evident that the organization utilizes the data effectively or systematically to make value-added or meaningful improvements to its planning processes.

4.1a(1) Although the applicant provided key organizational performance measures in Figure 4.1-1 and termed them as Quality Force Indicators, it is not evident that the organization has identified key short- and longer-term financial measures. The failure to integrate appropriate financial data and information throughout the organization and to track it daily;

so, it can support decision-making may force decisions based on intuition and guesswork.

These types of decisions tend to be highly variable, prone to error, and lead to unnecessary waste of limited resources.

4.2 Strengths

Address

Comment

4.2a(1) The applicant has a systematic, effective 11-step process to verify and ensure the quality of organizational data and information. The 11-steps are: 1) the most needed data or information is made available through various Information Technology and

Telecommunication (IT/T) systems; 2) the accuracy, integrity, reliability, timeliness, security, and confidentiality of the data are safeguarded through the institution’s

Information Assurance Program; 3) quality Information Assurance Program continuously monitors organizational data, information, and knowledge; 4) before data or information is made available to the workforce, suppliers, partners, collaborators, and customers, it is secured using various software and hardware methods; 5) ensures that only authorized personnel can access and modify data; 6) Information Security Program ensures that the

Information System from where the data or information will be made available complies with the DoD and Army regulations; 7) after the data has been made available through the selected Knowledge Management System the Information Assurance Program ensures that only authorized users to have access; 8) data and information integrity is verified weekly by an automated process; 9) results are presented to the J-6, which determines the proper COA; 10) data and information accuracy, reliability, and timeliness are ensured by information owners, leaders, and stakeholders; 11) the data and information owners use a Knowledge Life Cycle process in which new information is added as needed, updated, and/or removed if it is not reliable or accurate. The outcome of this Knowledge Life Cycle (KLC) process is presented to senior leaders during weekly staff meetings and AARs.

4.2a(2) The applicant has a systematic, effective process for making organizational data and information available using a 3-step process starting with 1) who needs access to the information; 1a) if information is needed only within the organization a broadband system is used or 1b) if outside the organization, Guard Knowledge Online is used; 2) if information does not change frequently and it needs to be available to all members, it is placed either on the WebServer via web page or on Datacenter via other systems.

4.2b(1) The applicant has a systematic, effective process for building and managing organizational knowledge using a 7-step process starting with 1) information and knowledge collection; 2) reviewing SOPs and AARs in order to identify shortfalls; 3) knowledge is captured and shared; 4) knowledge is transferred to new employees by using the succession process; 5) the sharing of relevant information and knowledge is transferred throughout the organization, to and from member agencies, through e-mails, newsletters, and routine face-to-face interactions; 6) external customers, suppliers, partners and collaborators are included in annual conferences; 7) other means of collection are: local website and by accessing DoD, Army, NG, US Army Combat Readiness Center

(USACRC) websites available to all members of the organization. The applicant shares best practices with the local legislature, other states, and active participation with local communities, government agencies, and private organizations.

4.2b(3) The applicant has a systematic, effective process to use knowledge and resources to embed learning in the way the organization operates using a 3-step process 1) using research, regulations, directives, guidance, potential opportunities/ideas from stakeholders to embed learning in operations; 2) leaders identify gaps; 3) new requirements are analyzed and an action plan is developed. The applicant provides a training site example using the 4-step innovation process (Figure 2.1-3): 1) review documents and systems; 2) task additional team; 3) develop a proposal; 4a) fund or/ 4b) submit as an unfunded request. And as a follow-on, the effectiveness of these projects is being evaluated through the Range Facility Management Support System, and the results are reflected in the

Installation Status Report (ISR).

4.2 Opportunities for Improvement (OFI)

Area to

Address

Comment

4.2 Although the applicant appears to have the beginnings of a systematic evaluation by using ICE and applying links to ICE on its three major knowledge centers, it is not evident that the applicate has applied a fact-based, systematic approach to evaluating their information and knowledge management processes. Also, if the evaluation produces data, it is not evident that the organization utilizes the data effectively or systematically to make value-added or meaningful improvements to its information and knowledge management processes.

4.2b(2) Although the applicant has the early stages of a process to share best practices in its organization is does not appear to be systematic, effective. Failure to ensure people at every level share information on best practices makes it difficult to identify and understand the core competencies, without this information the leadership has to rely on intuition or incomplete data to support decision-making.

5.1 Strengths

Address

Comment

5.1a(1) The applicant has a systematic, effective process to assesses its workforce capability and capacity needs using a 7-step process illustrated in Fig 5.1-1 (Work Force Needs

Assessment Process): 1) Directorates review duties and responsibilities; 2) Assess if individual has the skills/resources to perform job; 3) G3/5 Identifies requirements through needs assessment; 4) Analyze information collected; 5) Prepare needs assessment Report;

6) Review and revise needs/ prepare and implement plan; 7) Evaluate the process and

Implement changes.

5.1a(2) Based on information provided in the application, it appears that effective, systematic processes may not be in place to recruit, hire and place new members. However, standard military and federal hiring and placement practices direct basic requirements and processes to be in place for the various workforce segments outlined in P.1a(3). For example, M-day

Soldiers are recruited, hired and placed using standard Army recruiting, qualification and placement processes. The AGR workforce segment is placed using standard NGB AGR hiring processes. Technician employees (both dual-status and non-dual status) use standard

OPM hiring processes which typically consist of USA Jobs Announcement and application processes. All organizations must comply with standard Army regulations when recruiting and placement of M-day Soldiers; and comply with Federal Department of Labor laws and procedures when recruiting and hiring of the AGR and Technician workforce.

5.1a(3) The applicant has systematic, effective process to prepare its workforce for changing capability capacity needs using a 4-Step process: 1) Senior leaders evaluate the capacity and capabilities when they become aware of changes in capacity and capabilities and assign action team; 2) The team develops a road map and recommends course of action to implement changes (recruit, retrain, reassign, reclassify) that are approved by the TAG; 3)

Action officer and applicable sections proceeds to implement the changes; and 4) in the event of growth or reduction of staffing, the workforce is prepared and given opportunity to be reassigned.

5.1a(4) The applicant has systematic, effective process to organize and manage its workforce with a 5-step process: 1) The organizations identifies and work alignments with TDA and

MTOE documents, which are evaluated annually to ensure personnel are positioned properly, qualified and effectively contribute to the mission; 2) Military units and functions are organized by skills and competencies linked to force structure and defined work roles; 3) Missions are assigned according to MTOE and TDA; 4) AGR and M-day support allocations are evaluated annually by senior leaders to ensure performance and effectiveness are met; and 5) Employee skills are extended using cross-functional teams.

The organization uses the Plan, Do, Check, Act process that is integrated into the SPP to ensure their customer and business focus when there are strategic challenges.

5.1b(1) The applicant has a systematic process for how it ensures workplace health, security, and accessibility for the workforce using a 6-Step process: 1) The Safety and Occupational

Health Officer manages a comprehensive accident prevention program, which enhances readiness by implementing health and wellness initiatives; 2) The Assistant TAG chairs the State Safety Health Council composed of directors, MSC Commanders, and representatives of local union to reduce workplace hazards/accidents and increase workforce participation; 3) The State Safety Officer develops an operational safety plan;

4) Designate an Additional Duty Safety Officer to conduct risk assessments, safety training, and compliance; 5) Personnel receive training specific to their jobs; and 6) Safety training is targeted toward high-risk activities and tailored specific goals and programs to prevent accidents. The process for workforce health and safety is analyzed at the quarterly

Safety Council Meetings.

5.1b(2) Based on information provided in the packet, it appears that consistent processes may not be in place to provide workforce benefits and policies. However, all federal government organizations support their workforce through various government-sponsored benefits that include periodic workplace assessments, career development, education assistance programs, leave policies, health and fitness programs, child care, recreation activities, insurance options, and retirement benefits. Each organization tailors these benefits and services to specific work groups, pay scales, and professional career classifications, which help provide important support to ensure mission satisfaction.

5.1 Opportunities for Improvement (OFI)

Area to

Address

Comment

5.1 Although the applicant appears to have a systematic, effective processes regarding workforce capability, capacity, and climate, it is not evident that the applicate has applied a fact-based, systematic approach to evaluating their workforce processes.

Also, if the evaluation produces data, it is not evident that the organization utilizes the data effectively or systematically to make value-added or meaningful improvements to its information and knowledge management processes.

5.1b(1) Although the applicant appears to have a systematic process to ensure health and security for the workforce, it does not appear to be an effective process as it fails to address workplace accessibility. Lack of appropriate workplace accessibility may serve as an unnecessary distraction to the workforce and reduce productivity.

5.2 Strengths

Address

Comment

5.2a(1) The applicant has a systematic, effective 3-step process to foster an organizational culture characterized by open communication, high performance, and an engaged workforce using a 3-step approach using 1) annual conferences, workshops, operational exercises to communicate and reinforce positive behaviors and good discipline; 2) provide feedback and two-way communication to Soldiers through regulated performance evaluation and appraisal system (OER/NCOER); 3) reinforce nondiscriminatory behaviors through EEO and AAP.

5.2a(2) The applicant has a systematic, effective 4-step process to determine the key drivers of workforce engagement. The PDCA process steps are 1) plan and develop workforce engagement assessment process/strategy; 2) survey development and administration; 3) review of results and action planning, and 4) execute and take action. The applicant uses several methods to collect workforce engagement data including AARs, sensing sessions, command climate surveys, and several other to guide the improvement process.

5.2a(3) The applicant has a systematic, effective process to assess workforce engagement using a

3-step process. Beginning with step 1) all new commanders ensure his/her units complete the Unit Climate Assessment; 2) battalion commanders conduct Army Readiness

Assessment Program (ARAP); 3) commander brief-back all Soldiers on survey results.

Other formal measures used by the organization to assess workforce engagement include workforce retention, absenteeism, grievances, safety, productivity, attrition and accident rates. Informal methods such as AARs and ICE surveys are used by the organization as well.

5.2a(4) The applicant has a systematic, effective process for supporting workforce performance management, high performance, and workforce engagement. The applicant uses the Army performance management process on a one-year cycle utilizing the following steps: 1) completing NCOERs and OERs on an annual basis (shown in 5-step performance management process in fig 5.2-1); 2) quarterly counseling; and 3) MSCs and units ensure compliance through tracking when evaluations are due.

5.2b(1) The applicant has an effective, systematic 3-step process for its learning and development system to support the organization's needs and the personal development of workforce members, manager, and leaders. The three steps are 1) discuss leader development needs during SPP; 2) deliver education, training, and coaching through multiple programs; and

3) incrementally increase product offerings through the RTI as needed. The applicant utilizes mandatory ethics and values training. The applicant also uses a dedicated customer focus culture using feedback from customers during SPP. The organization transfers skills and knowledge through the following methods: continuity books, face-to-face exchanges, and overlap of personnel.

5.2b(3) The applicant has a systematic process to manage career progression for the workforce and future leaders using a 7-step process. The seven steps are 1) the G1/DCSPER develops the State Master Development Plan (SMDP) to manage Soldier careers; 2) progression and effective succession planning for management and leadership positions;

3) the DSCOPS office sends out biweekly reports of MOS schools available; 4) professional development is briefed quarterly to senior leaders to ensure accountability and to provide a forum for units requiring assistance in identifying problem areas limiting career progression; 5) professional capabilities are developed through planned and progressive military assignments; 6) Equal Opportunity for promotion/selection and higher assignments are based on their demonstrated abilities, and 7) Annual Qualitative and Selective Retention Boards are conducted to ensure vacancies exist for career progression.

5.2 Opportunities for Improvement (OFI)

Area to

Address

Comment

5.2a Although the applicant has systematic, effective processes to engage its workforce to achieve high- performance, work environment, the PRNG does not appear to have the beginnings of a systematic, fact-based approach to evaluate these processes.

5.2b(2) Although the applicant has a systematic process for evaluating effectiveness and efficiency of its learning and development system, it does not appear to be effective as it appears to address TRADOC training opposed to the PRNG’s Learning and Development System as described in Figure 5.1-2 (Workforce and Leader Development). Failure to evaluate training may make it difficult to ensure training effectiveness or optimal performance, which wastes resources vitally important to the organization.

6.1 Strengths

Address

Comment

6.1a(1) The applicant has a systematic, effective process for determining key product and work process requirements using a 6-step process. The six-steps are 1) Collect from listening strategies in Figures P.1-9, P.1-10, 1.1-2, and 3.1-1 from customers, partners, suppliers, and collaborators; 2) KPOs are identified to design, manage, and improve process of the

Key Work Systems listed in Figure 6.1-2; 3) Directorates apply the WSPDM process listed on page 30 to determine if new technology is needed; 4) Staff assigns a Process

Action Team (PAT) Lead, who selects a cross-functional project team; 5) The PAT reviews regulations, policies, and past performance to determine the impact on the process; and 6) Organizational knowledge is shared through AARs, IPR, and lessons learned from the integration of the WSPDM process.

6.1a(2) The applicant lists it key work processes as: Recruit, Retain, Personnel Management, Medical Screening; Quota Management, Operations Management; Equipment Personnel and Units; Facility Management, Environmental/Sustainment, Restoration, Modernization, Energy Management System, Personnel Management, Financial

Management.

6.1b(1) The applicant has a systematic, effective process to ensure day-to-day operations meet key process requirements using a 3-step process: 1) Integrate feedback from customers, suppliers and partners into the WSPDM process on page 30; 2) CJS designates key process owners and SMEs to review project and gather information from customers, suppliers, and partners using mechanisms listed in Figure 3.1-1; and 3) This information is used to drive performance improvement illustrated in Figure 6.1-2 (Key Work Systems).

6.1b(3) The applicant has a systematic, effective process to design its products and work processes to meet requirements using a 6-step process: 1) Senior leaders conduct reviews annually with staff, employees, and Soldiers to identify key learning and improvement opportunities; 2) Improvement opportunities are assessed; 3) turned into action plans; 4)

The SPEC and Program/ Operations…