Assets of Virgin Islands National Guard

The Virgin Islands National Guard (VING)

The Virgin Islands National Guard (VING) was formed in the year 1973. The organization strongly focuses on saving people from the disastrous events. It conducts different training sessions and workshops to achieve the desired goals. The core products of VING involve mission ready soldiers and units capable to deploy for supporting Federal missions. The organization is capable to develop future leaders of the community. The core purpose of VING is to defend and protect the United States’ Constitution from the domestic and foreign enemies. Through various communication mechanisms, the senior leaders tend to show commitment to the values of the organization by getting engaged in different activities. Considering the strategic initiatives, VING must focus on conducting training sessions through the use of real-time simulation. This can help in equipping people with certain skills. It has been observed that there is not much focus given to innovation in VING. The organization should incorporate innovation in its planning process, which can eventually help to reduce casualties. It can involve the utilization of innovative software and applications, simulation device and communication tools. Fair recruitment process must be considered by VING in order to ensure transparency and avoid any biasness. The financial resource management and human skills should be the top-most priority. The organization should spend the money wisely in order to provide maximum benefit to the people. The responsible resource management can assist the organization to achieve the desired objectives and can help to compete effectively.

Introduction

The VING

came into existence during the year 1973. Two powerful hurricanes were witnessed during the year 1989 and 1995, which forced to activate the VING for around 6 months. The organization has a strong focus on safeguarding people during unexpected events, such as disaster. This paper aims to explore the strategic plan of VING and attempts to discuss the strategic initiatives, which can help the organization to perform at the optimum level and achieve the desired goals.

Organization’s Strategic Plan

This section of the paper is focused on discussing the strategic plan of VING within its environmental context. There is a need to consider what elements are incorporated in VING for the purpose of achieving the desired goals.

Product Offerings

The core products of VING involve mission ready soldiers and units capable to deploy for supporting Federal missions and acting in response to the Territorial missions. The readiness of soldiers assures customer satisfaction and sustainable mission success (VING, 2018). Units tend to be developed as a detachment for requirements pertaining to Federal mission. The Regional Training Institute (RTI) is revealed to be an effective facility, which enables VING the capability of delivering useful courses, including the “92W Water Purification MOS”.

Vision and Mission

Vision:

As effective guardians of the Caribbean’s strategic hub and the Eastern Front, the VING is considered the National Guard’s top performing force (ACOE, 2016). The organization is capable to develop future leaders of the community. The leaders are able to adapt to the ever-changing complex environment. The organization aims to become a relevant partner of DOD within the region of the Caribbean, delivering disaster and humanitarian assistance, while supporting the readiness of the Federal mission.

Purpose:

The core purpose of VING is to defend and protect the United States’ Constitution from the domestic and foreign enemies while serving the Territory and Community by providing support to civil authorities (ACOE, 2016). The organization has a strong focus on providing maximum support during the period of natural disasters and emergency.

Mission:

The mission of VING is to provide relevant, ready and trusted forces (top performing) for the purpose of supporting Territorial and Federal requirements (ACOE, 2016). The leaders of the organization work with full dedication in order to help the community and defend the country from harmful forces.

Values:

There are certain values incorporated in the culture of VING. These include integrity, loyalty, excellence, commitment, and selfless service. The values form the culture of the organization and all the members are focused on performing duties while considering the values in order to perform at their optimum level.

Core Competencies

The core competencies of VING tend to be medical readiness and logistic readiness (secondary); training readiness and personnel readiness (primary). These competencies tend to be linked to the missions through exercise and training opportunities, which are afforded by the interagency events and COCOMs (ACOE, 2016). VING strives to offer numerous levels of Water Production, Civil Security, Medical Responses and Transportation Movement. These competencies give an edge to VING, as they responsible perform their duties and ensure customer satisfaction.

Assets

Table 1 Assets (source: ACOE, 2016)

The above table clearly indicates the key equipment, technology, and facilities of VING. It has been observed that RTI tends to be 100% federally funded (ACOE, 2016). The assets of technology enable VING to use the virtual simulation training for soldiers to assist them in equipping with exceptional skills. The JISCC has a focus on the provision of communication platform able to deploy rapidly for allowing interagency communications during territorial and federal missions. The core equipment delivers resources, which allow support to the federal and territorial mission. The Tactical Water Purification Systems

Leadership

Through various communication mechanisms, the senior leaders tend to show commitment to the values of the organization by getting engaged in different activities. The availability of the leaders can be considered a positive indicator of the “buy in” to VING. The organization has determined certain communication gaps between the focus groups. The top-level management was forced to implementing the customer feedback (ICE) process for adequately monitoring and evaluating communication with the focus groups.

Figure 1 ICE customer feedback (source: ACOE, 2016)

The above figure explains the process of ICE customer feedback, which is quarterly monitored for evaluating the process’ effectiveness. It involves the development of the questionnaire to be presented in order to get the feedback (ACOE, 2016). This process can be considered effective; it has a focus on satisfying the customers and aims to enable improvement in the processes. The leaders have focused their attention to cater to the needs of customers and to guide the followers accordingly. The organization has set particular standards, which determine its success and help to get a competitive edge.

Strategic Initiatives

Training

Elsea (2006) highlighted that the leader of VING’s strategic plans and initiatives division gave briefing the leaders of local government agency, families, farmers and retirees during a particular visitors day. The troops of VING focused on conducting the training exercise pertaining to natural disaster management for remaining in readiness state. This initiative points out that VING desires to protect the community from certain disasters, which can eventually cause destruction and mayhem. The disaster field training must be conducted by VING for people in order to equip them with the necessary skills that can be utilized during the period of disaster and any unfortunate event. There is a need to consider the fact that training pertaining to disastrous events should be the top priority for VING. Through such initiatives, the organization can gain the trust of consumers and can serve the nation well.

Smith (2012) explored that hypothetical disaster training can be conducted in order to create awareness among the people regarding how to survive in a disaster. The first step involves devising the drill. This involves simulation of the event. There are certain major components that should be considered for a disaster drill. The second step involves determining the major partners and inviting the representatives to take part in the drill. These can involve emergency management services. In the third phase, the roles can be assigned to the participants for playing at a pre-drill briefing. The fifth phase includes initiation of the drill by enabling a mock situation of real hazard. In the last phase, the drill should be assessed in order to evaluate the effectiveness of the procedures. This training can be considered by VING in order to implement strategic techniques for serving the community in a better way. Such training sessions can be beneficial for the citizens, as they can learn the strategies to be utilized during the disastrous events.

Innovation

Grissom (2006) highlighted that innovation refers to the implementation or initiation of a unique product, idea or method. The element of innovation helps to improve the strategic planning process. It can help in coming up with innovative techniques that can be utilized by the users. The researchers highlighted that organizations can come up with communication software that helps the users to lodge any complaint or any disastrous event. Through the use of innovative technology, the leaders can get awareness of when the event occurred and the location. Through the latest technology, it may be easier to communicate with people regarding any unfortunate event. Considering VING, it has been observed that the organization has not embedded innovation in its strategic planning process. This aspect indicates that the use of software and applications may prove beneficial for the organization, as these tools can help in immediately locating the harmful event and can fasten the process of rescuing people. It is recommended that VING should incorporate innovation in its planning process, which can eventually help to reduce casualties.

As per the study of Hylton (2015), communication gap seems to be fatal for any organization. In order to eliminate the gap, organizations often make use of innovative technology. The use of communication applications and software can help to resolve the situation up to a certain extent. It involves the use of development of applications that allow instant internal communication between the employees. In this way, leaders are able to direct the followers in an effective way. For VING, it has been identified that communication gap exists between employees and other suppliers or stakeholders. The use of mobile application can significantly help in resolving the issue. The management can focus on hiring IT professionals, which may help in reducing the communication gap. In this way, the organization would be able to perform at the optimum level.

Recruitment of Soldiers

Cross (2007) pertinently pointed out that one of the core initiatives for army units is to recruit capable and strong soldiers. The researchers highlighted that soldiers are responsible for saving lives. There is a need to consider the fact that in specific situations, the recruitment is not conducted on a fair basis. This aspect eventually leads to recruiting incapable individuals, who cannot live up to the expectations. The researchers concluded that a fair recruitment process is a necessary element that must be considered by every army organization. The candidates should be judged fairly, irrespective of their caste, religion or background. For VING, it is recommended that soldier recruitment must be done without any biasness. This aspect can eventually help the organization achieve its strategic objectives and goals. The initiative of fair recruitment can be considered the most significant element, which can eventually determine the success of the organization.

Lanngren (2012) highlighted that in the region of the United States, certain problems exist regarding unfair soldier recruitment. The researchers indicated that rational soldier recruitment should be considered a top priority for army organizations. Racism must be avoided at any cost, as it is unjustified to treat someone only on the basis of race. Every candidate must go through the proper selection process in order to show his/her capabilities. The VING must consider the aspect of the fair selection process. The organization is devoted to serving the community and has a strong focus on the provision of quality services. The organization must strictly monitor the selection process in order to eliminate unjustified treatment of the candidates.

Resource Management

Salas, Wilson, Burke & Wightman (2006) indicated that resource management refers to the effective and efficient development of an organization’s resources. The researchers indicated that there seem to be different ways for managing resources efficiently. The most important phase involves the element of planning. During the planning phase, resources are determined and the time is allocated for completing every task. Another effective way is to make sufficient use of technology. The utilization of automated procedures can eventually help in increasing competition and can help to serve the customers in an effective way. Considering the VING, these aspects can be applied significantly for satisfying the needs of customers. It is observed that planning is considered by the organization, which helps it attain the desired goals and objectives. Innovative technology must be implemented in VING for making it competitive and ensuring customer satisfaction. Further, the resources must be managed effectively by the management in order to ensure success.

Fan, Yu & Saurkar (2008) explored that financial resources play a vital role in ensuring the success of an organization. It is crucial to monitor the financial position in order to evaluate the current status. Maximizing productivity with minimum finances can be considered a vital element that can help to achieve success within a short time period. After the analysis of the VING’s financial position, it has been observed that funding seems to increase with each passing year. This aspect highlights that the authoritative bodies provide funding to the organization in order to attain the desired objectives. VING must consider the strategies to spend the finances in a proper way. The organization conducts different workshops and training sessions for the people. If the finances are monitored effectively, then the organization can be able to serve the customers in an effective way. A proper budgeting plan needs to be considered by the organization for the purpose of dealing with any constraints.

Abrahams (2007) explored that human skills are the most significant aspect in the army. There are certain skills, which must be present in army personnel. Some of the evident skills are integrity, teamwork, technical skills, problem-solving skills, flexibility and communication skills. Army organizations must focus on nurturing the skills of army staff for the purpose of accomplishing tasks effectively. For VING, it has been observed that the soldiers are equipped with vital skills. It is recommended that VING must focus on conducting training sessions for its soldiers in order to enhance their skills. The training sessions can be beneficial for every soldier, as it has a focus on implementing practical skills.

Conclusion

This paper discussed the strategic plan of VING in its environmental context. It further explored the strategic initiatives, which can be beneficial for the organization. Considering the strategic plan, vision, mission, product offering, assets, and leadership have been discussed. The strategic initiatives which must be considered by VING include resource management, recruitment of soldiers, innovation, training, and workshops. It is concluded that there is less focus on innovation within VING. The organization must focus on implementing a fair selection process, use of innovative technology, financial resource management, and human skills management. It is concluded that VING possesses the capability to outperform the competitors and become one of the best defense forces in the region of the United States.

References

Abrahams, D. S. (2007). Emotional Intelligence and Army Leadership: Give It to Me Straight!. Military Review, 87(2), 86.

ACOE (2016). Virgin Islands National Guard. PDF.

Cross, C. S. (2007). Business in special forces: Process improvement advances Army recruitment efforts. Industrial Engineer, 39(10), 26-31.

Elsea, J. K. (2006). The use of federal troops for disaster assistance: Legal issues. LIBRARY OF CONGRESS WASHINGTON DC CONGRESSIONAL RESEARCH SERVICE.

Fan, S., Yu, B., & Saurkar, A. (2008). Public spending in developing countries: trends, determination, and impact. Public expenditures, growth, and poverty, 20-55.

Grissom, A. (2006). The future of military innovation studies. Journal of Strategic Studies, 29(5), 905-934.

Hylton, D. (2015). Commanders and communication. Military Review, 95(5), 84-92.

Lanngren, K. (Ed.). (2012). Solutions In Action. United States: Elsevier.

Salas, E., Wilson, K. A., Burke, C. S., & Wightman, D. C. (2006). Does crew resource management training work? An update, an extension, and some critical needs. Human Factors, 48(2), 392-412.

Smith, G. (2012). Planning for post-disaster recovery: A review of the United States disaster assistance framework. United States: Island Press.

VING (2018). Virgin Islands National Guard. Retrieved from https://state.nationalguard.com/virgin-islands