Bureau of Naval Personnel Millington Naval Personnel …BUPERS-Millington/NPC FY10 Organizational...

BUPERS-Millington/NPC FY10 Organizational Business Plan

November 18, 2009 1

Bureau of Naval Personnel

Millington

&

Naval Personnel Command

Business Plan

Fiscal Year 2010


November 18, 2009 2

Developed by:

Strategy, Plans and Implementation Office (BUPERS 02) Bureau of Personnel United States Navy

5720 Integrity Drive

Naval Support Activity - Mid-South Millington, TN 38055-0700

For more information please visit:

www.npc.navy.mil


November 18, 2009 3

Table of Contents

Business Plan Overview ............................ 6 Our 2020 Vision ................................... 7 Our Management Philosophy ......................... 8 Roles and Responsibilities ........................ 9 The Strategic Reporting Process .................. 11 Green Strategic Action Plans ..................... 14 Yellow Strategic Action Plans .................... 15 Blue Strategic Action Plans ...................... 16 Focus Area 1 ..................................... 18 Focus Area 2 ..................................... 25 Focus Area 3 ..................................... 30 Focus Area 4 ..................................... 44 Focus Area 5 ..................................... 53 Information Technology ........................... 64 Civilian Manpower/Labor Funds .................... 67 Evolving Methodologies ........................... 71 Enterprise Architecture .......................... 72 Business Case Analysis ........................... 75 Workforce Analysis ............................... 77 Organizational Development and SPIO .............. 79 Reorganization and Space Utilization Review ...... 82 Summary .......................................... 83 Glossary ......................................... 84 Strategic Primer ................................. 86


November 18, 2009 4

A Note from the CNPC … An organization is defined by its actions. In 2010, we at BUPERS-Millington/NPC are embarking on an important year of action. Our leadership team has completed over six months of strategic planning, including your inputs, and is poised to commence the new fiscal year with a refined strategic mission and vision in place, including the strategic priorities that support them. Now is the time to turn those plans into results. In support of the Navy Total Force Strategy for the 21st Century, we created the BUPERS-Millington/NPC 2020 Vision, which defines our way ahead for the next decade. I firmly believe that in order to effect change in a bureaucracy, you must have a longer view. From that vision we have formulated an organizational plan of action with five strategic focus areas that contain a total of 22 desired effects. Producing these effects will give us the capability to satisfy our mission:

Manning the fleet with ready sailors, supporting their ability to serve from beginning to end

There is an old saying that, “You put your money where your mouth is”. Our FY10 Business Plan will guide where we focus our resources and create a system of accountability that will guide our performance over the next 12 months. We are an organization in action, moving towards these 22 desired effects with clear lines of authority, accountability, and a set of rigorous management processes that maximize the return on our available resources. As always, our challenge will be to remain focused on the needs of the Sailor, while responding to real-time challenges in our environment. This Business Plan is intended to enhance our alignment and situational awareness to prioritize activities and available assets to address emerging challenges while sustaining momentum toward our 2020 Vision.

RADM Donald P. Quinn Commander, Navy Personnel Command


November 18, 2009 5

Introduction This business plan represents a culmination of eighteen months of work by our organization defining our mission and crafting a set of action plans to support our work towards the 2020 Vision. We now have a plan of action and milestones for the year that ultimately support the Navy Total Force Strategy for the 21st century. The FY10 Business Plan takes these efforts to the next level stitching the action plans together into a cohesive organizational view, providing our philosophy and resulting processes for strategic management. We know what we will be doing this year and now need to lay more foundation around our management principles.


November 18, 2009 6

Business Plan Overview The FY10 Business Plan is the next step in bringing to life the Vision defined in our 2020 Vision document. We developed this Business Plan to focus our efforts on our five focus areas defining the actions we will take in order to achieve our desired effects and how we will manage and track those actions. It is specifically targeted at BUPERS-Millington Echelon II and Navy Personnel Command Echelon III activities. This is a living document that will evolve throughout the year as environmental conditions change, new needs are identified and progress is made. This adaptability enhances our strategic planning and resource management effectiveness, enabling us to satisfy mission requirements in very dynamic conditions. Business Plan Structure This business plan has five main sections: Mission and Vision This section details our most current ten year vision for the future of BPM/ NPC and the management philosophy which will guide our FY 10 efforts. Methodology This section defines the roles and responsibilities for executing this plan and our schedule and processes for tracking and reporting progress and issues.

FY10 Action Plans Our plans of action for each Focus Area are discussed in detail with Targets and Key Milestones outlined by Desired Effect. The scope of work beyond our day to day tasks we intend for FY10 in moving the organizational needle is contained in this section. Evolving Management Tools This section details our ongoing new developments in our management suite of administrative processes. We discuss our initiatives for becoming a more effectively managed organization.


November 18, 2009 7

Our 2020 Vision To deliver a Total Force to meet the Joint demand, Navy must manage its people through agile and flexible human resource programs, services, and solutions. - Navy’s Total Force Strategy for the 21st Century Our Mission, Vision, Guiding Principles and Core Values To guide our daily approach to our work, our current activities, and our plans for the future, BUPERS-Millington/NPC has developed a Mission, a Vision, three Guiding Principles, and six Core Values. Our Mission at BUPERS-Millington/NPC captures the basic premise of our service provided to Sailors: Manning the Fleet with ready Sailors—supporting their ability to serve

from beginning to end

This Mission has not changed in decades. We have always had, and will continue to have, responsibility for managing and supporting the world’s greatest navy. What is changing over time is how this mission is executed. Our Vision goes beyond our services and embodies the value we want to provide to the Navy:

Deliver capable, ready, and valued 21st Century Sailors Achieving our Vision requires enhancing our work efforts and examining current practices to improve our ability to deliver qualified manpower worldwide and ensure a lifetime of support to our greatest warfighting asset; the Sailor. By focusing on the Navy’s workforce supply chain, we will be transforming the way BUPERS-Millington/NPC delivers manning readiness for the Navy. Our three Guiding Principles of Do the Right Thing, Support Sailors, and Add Value embody our system of beliefs and dictate our daily activities here at BUPERS-Millington/NPC. To complete our value system we have developed from the Guiding Principles our Core Values of Commitment, Innovation, Good Judgment, Service Excellence, Efficiency, and Responsibility. Everything we do here at BUPERS-Millington/NPC should support these values.

As we move forward, we will use this 2020 Vision to guide our work efforts, management focus, and investment decisions as we strive to transform the “business” side of the Navy to realize greater operational efficiencies, enhanced alignment, and transparency. The core challenge for our organization is to apply sound investment decision making to realize the future capabilities we must achieve.


November 18, 2009 8

Our Management Philosophy Execution with barriers minimized

• We will aggressively execute our mission by assigning responsibility to each key action for every Strategic Target

• RADM Quinn and the Executive Leadership Team will take on the responsibility of overcoming critical barriers to our action plans

Accountability with top-level visibility

• We have a revamped reporting structure for targets giving them higher visibility.

• We will have Quarterly Executive Leadership Team meetings that will drive accountability from individual action owners all the way to the top of the organization.

Results that matter to the 2020 Vision

• Our planning has outlined discrete desired effects we value in the organization

• These desired effects move us towards the 2020 Vision and keep us focused

Communication from Executive Team to the Deck Plates

• We are going to aggressively communicate the strategy and the supporting efforts to the deck plates throughout our organization

• Each member of our organization will understand how their job supports the mission of the organization

• Our planning will drive our daily operations.

Smarter decisions based on needs as well as realities

• Our planning and targets bring to light the priorities of the organization.

• Our future decisions on resource allocation will focus on supporting these targets.

• The result is a smarter decision-making process yielding objective decisions based on hard strategic goals and priorities.


November 18, 2009 9

CHAPTER TWO - Methodology

Roles and Responsibilities This plan and its methods are intended to add greater transparency of our decision-making processes and visibility of the resources expended in mission accomplishment. The approach also creates greater accountability through the assignment of cross-functional Focus Area Champions charged with monitoring action plans outside of their normal supervisory duties. This role creates a level of peer-to-peer accountability and brings an additional seasoned manager’s experience to bear on issues affecting action plan accomplishment. Executive Leadership Team (ELT)

• Meet Quarterly to review the progress on all five Focus Areas • Assist in barrier/issue mitigation activities • Determine priorities for resource allocation • Approve additions to Action Plans

Focus Area Champions

• Conduct quarterly updates on Focus Areas for progress • Work with SPIO on barrier/issue mitigation and issues tracking • Brief the ELT Quarterly on their Focus Area progress • Liaison with individual ELT members on issues within their purview and

action plans under their authority. Action Officers

• Actions required to achieve milestones on the action plans • Conduct bi-weekly updates with Responsible Parties on progress with Key

Actions and Deliverables • Work with SPIO on Risk and Barrier issues and reporting • Brief the Council of Deputies on a quarterly basis regarding the

progress of their Targets Responsible Parties

• Actions required to achieve milestones, prepare deliverables, etc. • Brief the Action Officers on a weekly basis as to the progress on Key

Actions and Deliverables to which they are assigned • Assist the Action Officers with updates on barriers/issues and

reporting


November 18, 2009 10

Focus Area Details Focus Area Champion (Code) Targets Action Officers (Codes)

1A(a) BUPERS‐00EL1A(b) PERS‐4M1B(a) PERS‐451B(b) PERS‐40131C PERS‐9

1 PERS 4

1D BUPERS 3

2A BUPERS 32B(a) PERS‐82 BUPERS 3 2B(b) PERS‐8

3A PERS‐33B(a) BUPERS 263B(b) BUPERS 083D(a) PERS‐43D(b) PERS‐93D(c) PERS‐33D(d) BUPERS 07

3 BUPERS 26

3D(e) PERS‐5

4A(a) PMO4A(b) PMO4A(c) NPRST4A(d) BUPERS 074B(a) PMO4B(b) NPRST

4 PMO

4D PERS‐3

5A BUPERS‐025B(a) PERS‐525B(b) BUPERS‐075C BUPERS 055D PERS‐55E(a) BUPERS‐023

5 PERS 5

5E(b) BUPERS‐00IG



The Strategic Reporting Process Accountability has to be present in the foundation of any successful strategic or business plan. As we work toward our 2020 Vision, we will enhance accountability and discipline through our processes of reporting, issue management, resource allocation, and performance measurement. To do this, we established a solid reporting framework to efficiently communicate progress and issues from Action Officer to the Flag level of BUPERS-Millington/NPC. Our reporting process is a quarterly cycle revolving around the five focus areas. Within every quarter of FY10, each focus area will have a planning session to prepare for their Focus Area update with the organization’s deputies and the DCNPC. These working sessions with the Strategy, Plans and Implementation Office (SPIO) will allow involved team members to report on progress, update on issues, and craft their message to the Executive Leadership Team (ELT). At the end of the quarter, there will be an Executive Update with the RADM and the ELT where each focus area champion will update senior leadership on progress and issues. With this process, we establish an organizational battle rhythm of reporting and communication where all critical Targets are given the due diligence they deserve at the senior leadership level. In effect, we establish a pipeline from the Action Officer to the RADM where issues can be resolved quickly, performance can be gauged efficiently, and resources can be reallocated on time and in the right manner. Month Date Activity Parties Involved

1st Monday Deputy Director’s Meeting: Focus Area 1 Update Deputy Directors, Action Officers, SPIO, DCNPC

2nd Tuesday SPIO Working Session (Focus Area 2) FA2 Champion, Action Officers, SPIO

3rd Tuesday SPIO Working Session (Focus Area 3) FA3 Champion, Action Officers, SPIO

1

4th Monday Deputy Director’s Meeting: Focus Area 2 Update Deputy Directors, Action Officers, SPIO, DCNPC



3rd Tuesday SPIO Working Session (Focus Area 5) FA5 Champion, Action Officers, SPIO

2

4th Monday Deputy Director’s Meeting: Focus Area 4 Update Deputy Directors, Action Officers, SPIO, DCNPC



3rd Tuesday SPIO Working Sessions (Open to all) SPIO, all parties needing extra support

3

4th Monday RADM Quinn’s Executive Update Executive Leadership Team, SPIO



Strategic Prioritization The BUPERS-Millington and Navy Personnel Command worked over eighteen months to identify key trends in service offerings and strategic needs for the organization. What resulted from the five Focus Areas were over thirty strategic action plans addressing each of the desired effects set forth by the Executive Leadership Team.

In order to focus the Executive Leadership Team and ultimately the work of the organization, the concept of binning the action plans into three major bins was initiated by the SPIO. The purpose was to identify those action plans that had immediate and high value to the organization and those that were considered less high risk for BPM/NPC. A third “yellow” tier was reserved for those action plans needing further work or business case analysis.



Impact of Strategic Binning While all strategic plans are going to be completed during FY10, the Executive Leadership Team needed a way to identify those action plans requiring special attention to issues and additional needed resources. The decision was made to reserve extra resources identified throughout the organization during FY10 for the Green action plans. These action plans are the high priority for a myriad of reasons. These action plans are either N1 Integrated Business Plan initiatives or high value to BPM/NPC.



Green Strategic Action Plans Action Plan Type Resource Description Action Officer

FTE 1 GS‐15 1 GS‐13 1 GS‐9

Enterprise Integration through Performance Agreement Process 1A(a)

Travel $10,000

BUPERS‐00EL

Travel $10,000 Meet Fit Targets 1A(b) FTE 1 GS‐9

PERS 4M

1B(b)* FTE 7.0 Contractors Career Management and Assignment / Billet Based Distribution PERS 4 ODC $20,000

$3,000 PUKA Rearrangements Office Supplies

Travel $7,000

1C*

IT $79,817 34 NMCI Seats

PERS 9

1D* IT $583,219 Deliver Analytic Capabilities that are both Authoritative and Timely

BUPERS 3

2B(a) None Implement Optimal Alignment of Career Progression Functions 2B(b) None Optimization and Alignment of Supporting Information Systems

PERS 8

FTE 3 1‐06 senior lead 1200 or Admin LDO 2‐04 PASS experience

FTE 3 3 PSCS E8 PS expertise needed for SME and identifying training & audit requirements.

FTE 5 Civilian HR (PASS‐related, strategy/project planning, change management, etc.) YC‐3 Deputy, 2‐YC‐2 Transformation Planning/Workforce Planning 2‐YA‐2 Prog Mgt/Acquisition/Human Resource Specialist.

FTE 1 Senior planner, Project Mgr/Schedule Mgr, Financial Analysis/Mgmt, Change Mgmt/Strategic Communications, Senior BP Analysis (2) Interim BP Analysis, Requirements, Specialist, Doc Specialist, Org Design, Workforce planning, Learning & Develop, IM/IT Planning. Senior System Analyst, Data Specialist

Travel $75,000 Travel will likely be required to Air Force PERS Center (potential model), SPAWAR New Orleans (NSIPS), fleet concentration areas, etc.

ODC $25,000 Printing funds for training documentation, SOPs and related materials.

IT $60,840 NMCI Seats (13x$195X12) ODC $2,000 Supplies

3B(a) *

FTE 19 Contractor Support

BUPERS 26

Travel $95,000 To support meetings, offsites and the gap analysis. ODC $13,000 Printing funds for requirements documentation and related

materials.

3B(b)

None Create a Climate of Trust and Increase Sailor Satisfaction Regarding the Detailing Process

BUPERS 08

3D(a) ODC $5,000 Personnel Moves PERS 4 FTE 8 1 Officer, 6 Enlisted, 1 Civilian

Travel $7,000 To support working with stakeholders in working groups. IT $300,000 To establish RC Assignment function at NPC (Moves from CNRFC)

3D(b)

FTE 20 eSubmission (RIS Submitted)

PERS 9

3D(c)* FTE 13 Supply Chain Production Planning PERS 3 FTE 8 Civilian: Senior Analysts (GS‐12/13 Level) FTE 5 Contractor: Mid‐Level Analyst FTE 1 Civilian: Senior Analysts (GS‐12/13)

4A(a)*

FTE 4 Contractor: Analysts (Mid‐Level)

PMO

FTE 2 Civilian: Senior Analysts (GS‐12/13 Level) FTE 2 Contractor: Mid‐Level Management Assistants

4A(b)*

Travel $150,000 Travel funds for TMU to add schoolhouses to their audit

PMO

* = part of N1 Business Plan



Yellow Strategic Action Plans Action Plan Type Resource Description Action Officer

Travel $167,808 Additional Community Management and Fleet Engagement Travel that is not currently budgeted for.

FTE 2 O6 Billets 2 O4 Billets

BUPERS‐31 Head, Officer Community Management needs to be changed from an O‐2 to an O‐6 billet. Community Managers for LDO, EDO & Oceanography Communities are critical to successful community management goals outlined in this Focus Area. (Essential)

FTE 1 The Technical Director position will serve as the lead for the BUPERS‐34 Metrics Analysis Division. The current military O‐6 serving as the lead will depart early in FY10 and there is no scheduled relief, so one, high‐level, Civilian is needed. (Essential)

FTE 7 Assistant Community Manager billets have been authorized but CIVPERS budget has not been provided to hire. Lack of CIVPERS Assistant Community Mangers has a negative impact on continuity of operations as military staff transfer in and out and corporate knowledge/memory is lost. This turnover makes the goals of this Focus Area more difficult to achieve, so we are requesting 7 civilian billets.

2A

FTE 2 Civilian Administrative Staff are required to support BUPERS 3 Operations.

BUPERS 3

IT $180,000 Migration from EDS, acquisition cost for CRM (transformation) then annual cost.

3A(b)

FTE 3 Cost associated with labor hours, physical moves of workstations, office spaces, and license seats to expand.

PERS 3

FTE 5 Electronic Submission of Selection Board Documents (ESSBD): 2 Bus Analyst, 1 Project Manager, 1 Sys Admin/DBA, 1 Developer

3D(f)

FTE 5 Navy Performance Appraisal Reporting System (NPARs): 2 Bus Analyst, 1 Project Manager, 1 Sys Admin/DBA, 1 Developer

PERS‐54

FTE 1 Lead analytic cell, perform analyses, and provide Navy SME FTE 1 Perform analyses and provide Navy SME. FTE 4 Study data base requirements; develop/maintain single‐source

capability. Perform analyses and additional data collection. FTE 0.3 Perform training in data collection/extraction, cleansing, and

translation. Travel $12,000 Meet with users at other NTF sites, attend training, etc. ODC $10,000 Software, training course costs, and document preparation.

4A(c)

FTE 15 3 Data Architect (responsible for the documentation of the current and future data environment and maintain the data architecture with in the Enterprise Architecture). 12 Data Analyst (Analyze current data, develop plans and controls to standardize organizational data management activities and support various projects prioritized by the FRBs)

NPRST

FTE 1.8 Civilian (oversight and policy) Travel $50,000 Data Governance and Stewardship meetings, Training, Technical

discussions

4A(d)

Travel $50,000 Travel will most likely be required in Norfolk (CNRF) and the DC Area (CNIC)

BUPERS 07

4D FTE 12 1 Business Systems Analyst (Support for the senior civilian relative to facilitation and coordination) 1 Technical Writer (document analysis, administrative functions, develop deliverables) 10 Data Analyst (support for the reconciliation and analysis of data particularly within the reserve component)

PERS 3



Blue Strategic Action Plans Action Plan Type Resource Description Action Officer 1B(a) None $0 PERS‐4 Decision Support System PERS‐4

FTE 13 Civilian 8 Teams: (1 Per FRB) 1 Project Manager 1 Requirements Manager

FTE 36 Contractors: 8 Teams: (1 Per FRB) 2 Requirements Analysts [2 Data Analysts (moved to data team)] 1 Business process Reengineering Analyst 1 Documentation Specialist 1 Testing Analyst

Travel $12,920 VA Beach, VA (travel to support 5 training courses) $646.00 x 4 x 5 courses

3D(d)

ODC $19,900 Courses: Project Scope Management (PROJ8299D), USDA Project Communications Management (PROJ8294D), USDA Project Risk Management (PROJ8293D), USDA Project Time Management (PROJ8291D), USDA Project Quality Management (PROJ8296D), USDA

BUPERS 07

Travel $24,000 Information Assurance (IA) and Security Management Services

FTE 3 1 Enlisted 2 Civilian

3D(e)

ODC $147,000 IAWF Training Certification

BUPERS 07

FTE 1 Officer: Lead forecasting function, perform assessments, and provide Navy SME.

FTE 1 Enlisted: Analyze forecasts and provide Navy SME. FTE 5 Civilian: Perform data base extractions, build enlisted and

officer manpower models, design and assess results of simulations, perform statistical analysis.

FTE 0.3 Contractor: Perform special analyses and provide training in specialized areas.

Travel $20,000 Meet with stakeholders at NTF sites, attend training, etc.

4B(b)

ODC $50,000 Software, training course costs, and document preparation.

NPRST

ODC $7,000 Printing funds for strategy documentation and related materials

5A

Travel $4,500 BPM/NPC representation at N1 strategy offsites and planning sessions

BUPERS 02

5B(a) None Total Cost Visibility PERS‐52 FTE 1.8 Gov (EA Leads) (Governance & Oversight)‐ CIV FTE 1.8 Gov (IT Inv Mgr)‐ CIV FTE 1 2 Contract Svcs Analyst – CIV FTE 1 EA Leads – CTR FTE 1 Business Archs – CTR FTE 3 System Architects – CTR FTE 3 Technical Architects – CTR FTE 1 Portfolio Info Mgt – CTR FTE 2 Business Analysts ‐ CTR

Travel $65,000 IT Investment Mgt / EA Forums IT 1 License IBM System Architect Publisher IT 2 Licenses Enterprise Elements

5B(b)

IT 5 Licenses Concurrent System Architect 11.X License

BUPERS 07



Blue Strategic Action Plans, Continued Action Plan Type Resource Description Action Officer

Travel 4 classes with TDY travel from HRSC IT TBD Web‐based portal for Human Capital Strategy initiative

Travel $4,000 DOD & DON HR Conferences for 2 people Travel $6,000 Travel for inspections/compliance reviews at Brigs for 2

people ODC TBD Printing and materials for BUPERS conference (25‐40

participants)

5C

Training $10,000 DOD Compensation and SHRM certifications for 3 people

BUPERS 05

FTE 5 Curriculum development ‐ CIV Training $1,500 Succession management training away from base

5D(a)

FTE 1 Website design support ‐ CIV

PERS‐53

FTE 5 Civilian: Tiger team for performance standards and communication efforts

5D(b)

Training $3,000 Maintain in‐house certifications and credentialing

PERS‐51

5D(c) None Talent Management PERS‐51 FTE 2 Continuous Process Improvement program administration

Travel $12,000 TPIO representation at Continuous Process Improvement Symposium, TAD assoc w/staff training

5E(a)

Training $41,000 LEAN Six Sigma training, LEAN Six Sigma ASQ Certification Testing; Change Management Training; CMMI for Services Training; Training Materials

BUPERS 02

5E(b) FTE 3 IG Office analysts BUPERS 00IG



CHAPTER THREE – Focus Area 1 Title Effective Manning to Support Fleet Readiness and Future Needs Our Organizational Statement We will contribute to Readiness by effectively delivering qualified manpower worldwide to meet today’s requirements and proactively plan to support the needs of the future Navy. Our organization’s first focus area involves proper alignment of accountability, authorities and resources to optimize our manning performance supporting the fleet. We will continue to work with the Warfare Enterprises to define meaningful performance agreements and use supply-chain principles to create a planning process removing distribution inefficiencies. We will need to do more to effectively integrate the active and reserve components realizing a Total Force that is able to operate as one integrated team. We will continue to build upon and leverage our capabilities in community management to more effectively apply strategic workforce planning. BUPERS-Millington will be positioned to have a more effective and transparent role in the Navy’s supply chain of Sailors. What results is a more effective process where clear demand signals from the Fleet are addressed quickly and effectively with the right Sailor with the right skills at the right time. 2020 Vision Targets The first focus area has four major desired effects that describe our intended end-state by the year 2020: 1A Maximized manning effectiveness through targeted assignments that meet agreed upon manpower and Personnel readiness goals 1B Navy-wide consensus on a manpower/manning construct aligned to a sustainable billet base/distributable inventory that eliminates overhead and distribution inefficiencies to the maximum extent possible 1C Enhanced ability to rapidly and seamlessly transition qualified Personnel between active and reserve components to meet changing needs 1D Future manpower planning and community management based upon documented requirements with the difference between requirements and budget allocation fully understood



1A(a) Enterprise Integration through Performance Agreement Process Action Officers BUPERS-00EL

Action Plan Description The Enterprise Liaison Office seeks to increase communication and interaction between Navy Total Force (NTF) and the Warfare Enterprises to ensure customer concerns are addressed on issues impacting both the Active and Reserve components. BUPERS-00EL is responsible for crafting annual Performance Agreements between NTF and the five Warfare Enterprises, analyzing the effectiveness of Enterprise agreements through agreed upon metrics and reporting periodically to Navy leadership. The Fit targets codified in the Performance Agreements establish a fleet driven demand signal that factors into accessions, training and distribution.

Problem Statement

To achieve success, leadership must establish and communicate performance goals. Measurable metrics of key performance indicators, based upon shared and defined data are required to determine manning effectiveness. Through an improved, open and transparent communications process, improvement strategies can be developed and executed.

Risks • NTF external communication with FRE not centrally focused. • NTF internal communication and prioritized goals are not well articulated. • Resistance to change.

Operating Assumptions

• Performance Agreements signed by DCNP and Warfare Enterprises Annually will document Fit targets.

Target: 1A(a).1 Increased Efficiency Using Performance Metrics Success Indicators

Achieve greater process efficiency using metrics that are identified and captured in Performance Agreements between Navy Total Force Enterprise and the Warfare Enterprises.

1. EDVR error reduction by 10% in Fy10 2. F&T School missed training opportunities reduced by 5% 3. Achieving NEC Fit goals

Activity Code Activity Description

1A(a).1.1 EDVR process streamlined

1A(a).1.2 Reduced F&T school missed training opportunities

1A(a).1.3 Increased NEC Utilization

Target: 1A(a).2 Meet Performance Agreement Goals Success Indicators

Identify potential Performance Agreement shortfalls and communicate between NTF and WEs on possible solutions to achieve goals

Stop Light Charts for WE Trend Assessments reported to MCM and FPRT


1A(a).2.1 FRE Fit Working Group: 1. recommends Fy10 RCN Fit Goals, 2. FRE Fit working group develop and promulgate definition/criteria for Operational Shore, 3. Sea NEC Fit targets, 4. Officer Fit targets

1A(a).2.2 NTF working group address WE Performance Agreement Issues

1A(a).2.3 Quarterly Performance Agreement Assessments

Target: 1A(a).3 Increased Communication Success Indicators

Increase interaction and customer feedback Meeting Performance Agreement goals


1A(a).3.1 NTF Codes self-assess their communications with the Warfare Enterprises

1A(a).3.2 Five NTF teams formed to address Warfare issues



1A(b) Meet Fit Targets Action Officers

PERS 4M

Action Plan Description PERS-4M serves as a special assistant to PERS-4. The function of this office is to improve organizational effectiveness through the development and management of Enlisted and Officer Career Management Performance Metrics that assist the MPT&E enterprise in manning critical fleet requirements. Working in PERS-4M requires mastery in analytics with a comprehensive understanding of mathematics and statistics to properly develop and monitor performance metrics. The ultimate goal of our efforts is to achieve Fit in order to meet the capability needs of the Navy and enhance combat readiness. The concept of Fit is centered on the idea of delivering the right Active Sailor to the right job, at the right time and on retaining the right Reserve sailor in RC. Fit will provide increased manning readiness through the assignment of Sailors to discrete positions that draw from and enhance their capabilities and potential.

Problem Statement

We need a metric that measures our ability to meet the requirements of the Fleet for Active and Reserve Component Personnel and develop Sailors with the correct knowledge, skills and abilities (KSA) to meet fleet requirements. Fit will be the output metric that measures our success in attaining recruiting, accessions, training and distribution goals.

Risks • Critical NEC Definition not uniformly applied • Distribution systems measure in the Aggregate vice Fit. • Sailors not distributed to Billets • “Get to Fit” not integrated thru Supply chain


• Performance Agreements signed by CNP and Warfare Enterprise Annually will document Fit targets • No other UICs will request separate targets • PCS/TDI funds available to distribution • Inventories of Sailors available to distribution • DRRS-N: Critical NECs defined and made available to PERS-4 • FPRT: Quarterly feedback on meeting Fit targets in Performance Agreements • WE responsibilities contained in P.A.s

Target: 1A(b).1 Meet Fit Manning Targets Success Indicators

Meet Fit targets as approved in Fy-10 Performance Agreements with the Five Warfare Enterprises

RCN Fit – Rating and pay band at targets established by FRE and approved by DCNP.


1A(b).1.1 Man to approved Enlisted RCN Fit targets

1A(b).1.2 Meet Critical NEC thresholds for Deployers

Target: 1A(b).2 Maximize Effectiveness Success Indicators

Maximize manning effectiveness through targeted assignments that meet agreed upon manpower and Personnel readiness goals.

Meff – Manpower Effective


1A(b).2.1 Improve Distribution of Control Grade (CG) Officers

Target: 1A(b).3 Development/Automation of Fit Metrics Success Indicators

Metrics Developed/ Automated in COGNOS Establishment of NEC and Officer Fit targets


1A(b).3.1 Establish NEC Fit metric

1A(b).3.2 Establish Officer Fit metric



1B(a) PERS-4 Decision Support System Action Officer PERS-45

Action Plan Description To semi-automate and make available necessary PERS-4 metrics and reports. By making these metrics/reports available with a degree of ‘drill-down’ leadership can review key performance metrics without the need for large group meetings. Deliverable is a sophisticated group of linked reports presented in a web-based utility.

Problem Statement Find a successful corporation, and you will see a dashboard capability to support decision making. Ultimate goal is a true interactive dashboard that sits on a corporate data system. In our constrained IT development environment, a static web-based format with drilldown capability is as close as we will get in the near term, but it can act as the draft requirements document for a full dashboard at a later date.

Risks • Time to build each monthly update • Appetite for more


• The governance of NTF Enterprise • Navy Total Force establishes and conducts monthly governance

Target: 1B(a).1 Update PCS Reports Success Indicators

Provide a monthly update to required reports, metrics, and executive summaries for PCS (moves, costs), Fit, OSDR Deficiency, Joint Tour Length Status, etc.

Various and numerous, but will draw from the foundational metrics and reports currently used by PERS-4.


1B(a).1.1 Build draft/template Dashboard

1B(a).1.2 Sustain approved dashboard content

1B(a).1.3 Continue monthly updates



1B(b) Career Management and Assignment / Billet Based Distribution Action Officer

PERS-4013

Action Plan Description Develop a Billet Based Distribution capability which aligns Sailors to specific positions, sustains the alignment and produces an enlisted requisition that maintains the integrity of the billet/position with distinct work and identifying descriptors, to include competencies when available.

Problem Statement

Risks • Resource limitations to complete work at SSC ATLANTIC; the primary functional worker, PERS 4013, is currently understaffed by

50% • Complexity of legacy systems which could increase cost, timeline and people needed to complete the tasks


Target: 1B(b).1 Billet Based Alignment Success Indicators

Billet Based Alignment: Provide the ability to align Sailors to specific billets in the Navy based upon the current identifiable billet information in TFMMS. To date the Functional Requirements document has been created and approved. A complete BCA and recommendation for a BBD delivery mechanism has been made.

• The goal of BBD is to align every distributable Sailor in the Navy to a specific Billet. Sailors that are not distributable, like students, will not be aligned until they are a prospective gain to their ultimate activity.


1B(b).1.1 Develop technical solution to provide initial BBD capabilities

1B(b).1.2 Test delivered capabilities to provide initial BBD desired capabilities

Target: 1B(b).2 Generate Requisitions Success Indicators

Generate requisitions based upon vacant billets at an activity. NMP will no longer generate requisitions. Instead a prioritized list of vacant funded and unfunded billets (if necessary for inventory overages) will be created.

• Success is met if a validated requisition is produced with funded and unfunded requirements noted.

• The requisition process must be repeatable and actions taken during a month must be traceable in subsequent months.


1B(b).2.1 Implement Sea and Shore initial BBD capabilities

Target: 1B(b).3 Generated Requisitions Reflect Vacancies Success Indicators

Requisitions, when generated, will reflect vacancies to funded and unfunded billets (where inventory supports this) and will be prioritized to better support readiness and Fit requirements.

• A requisition will be generated which will be prioritized using current readiness standards (deployment status of unit, level of manning in the rating at the command, Critical NECs, CNO/MCA priorities).

• This requisition will be repeatable and stable.


1B(b).3.1 Implement Sea and Shore initial BBD capabilities

1B(b).3.2 Implement a Continuous Process Improvement (CPI) strategy to refine and enhance BBD capabilities FY-1



1C Expand and Optimize the Career Transition Office Action Officers PERS-9

Action Plan Description Expand the Career Transition Office (CTO) in a phased spiral plan to optimize seamless transitions of Personnel between the Active and Reserve Components

Problem Statement To meet the 72 hour AC to RC transition requirement for Officer and Enlisted NAVETs as directed by CNP, all value stream process steps need to be centralized under the control of a single organization. As reported, dependencies on externally controlled process steps have resulted in unacceptable process variation and delays, specifically, inefficiencies for all NAVETs that transition into the RC, excessive time periods required to affect the transition and re-work.

Risks • Manning for 50% of Spiral Two (Enlisted CANREC billets) does not have PCS funding • CNI has not formally approved the CTO Centralized Processing Center • Scrolling process can cause delays in Officer transitions between the AC and RC • CTO is not currently funded or billeted for future operations • There is no common AC and RC pay and Personnel system

Operating Assumptions • Includes work required for transition processing from CMS/ID SELRES designation (Enlisted) or completion of an affiliation package

(Officer) through their gain at a NOSC in a drilling status • Additional work may be conducted in support of future spiral development if the Team determines that there are efficiencies to be

gained and it does not jeopardize the establishment of a fully functioning CTO (as defined above) • Further definition of Spiral Three will be provided at a later date • Manpower Authorization from CNRC and funding • Transition Centralization process approval • PTS/CMS-ID w/SELRES Option implementation • Definite Recall process changes

Target: 1C.1 Improve Transition Rates Success Indicators

Improve transition rates; centralize transition tracking, end-to-end, for Officers and Enlisted Personnel leaving active duty and increase RC program awareness levels. To date CTO Spiral One is complete and eight transition assistants are on board and trained.

• Increase direct NAVET Officer RC affiliation rates from 22 to 28% (to approx. 500 per year).

• Process 100% of direct NAVET Enlisted RC affiliations as output from CMS/ID; affiliate 95% with NOSC I-Stop or 70% without NOSC I-Stop.

• Increase RC program awareness to 100% for transitioning Personnel.


1C.1.1 Implement PTS and CMS/ID w/SELRES option

1C.1.2 Man and train Transition Processors for Spiral Two

Target: 1C.2 Decrease Transition Timelines Success Indicators

Decrease transition timelines; optimize and centralize the transition process between the AC and RC Components, decreasing transition timelines to 72 hours.

• Decrease transition timelines to 72 hours.


1C.2.1 Fully Man and train Transition Processors for Spiral Two

1C.2.2 Centralize RC to AC non-mobilization transition actions

Target: 1C.3 Increase Fit Success Indicators

Increase FIT; affiliate increased numbers of NAVET Officers in desired designators, affect NAVET Enlisted affiliations as predicated by CMS/ID, and optimize Recall and ADSW processes to support AC shortfalls.

• Decrease both AC and RC manning shortfalls in designated Ratings and Designators.


1C.3.1 Implement PTS and CMS/ID w/SELRES option

1C.3.2 Refine transition processes to support training and/or redesignation/rate change in overmanned designators/rates.



1D Deliver Analytic Capabilities that are both Authoritative and Timely Action Officers BUPERS 3

Action Plan Description Deliver analytic capabilities that are authoritative and timely - allowing Officer and Enlisted Community Managers to make informed decisions in regards to the delta between requirements and budget allocation of manpower resources.

Problem Statement To provide the Navy workforce analytic services to support effective management through policy and trend analysis that inform decision making. To be able to provide consistent, reliable, and valid reports based upon an agreed upon authoritative source of data, definitions, and method. To shorten the decision making timeframe by being able to provide answers and/or data in a timely manner without having to create the process needed to be able to gather the requested information.

Risks • Not having an approved definitions and methods document • Unreliable Officer and Enlisted Strength Models (OSAM/ESAM) • Differing end strength reporting methods • Limited access to required corporate data

Operating Assumptions • Consensus from stakeholders (N10, N13, N12, BUPERS-3, and NPC) on authoritative methods and definitions • Adequate funding for IT Systems/Programs operations, maintenance and future enhancements • Access to critical corporate data systems working within the Navy IT infrastructure and processes • Coordination among stakeholders • Dependant upon continued funding/enhancements of IT systems • N104 (N14) Modeling Efforts

Target: 1D.1 Authoritative Analysis and Reporting Success Indicators

Authoritative and defined methods and definitions from approved data sources to be used in analyzing and reporting.

• Policies that define authoritative methods and definitions/ business processes that align with policies.


1D.1.1 Develop definitions in coordination with stakeholders for use in analysis and reporting

1D.1.2 Develop policies based upon agreed upon definitions and data sources

Target: 1D.2 Sustainable IT Success Indicators

Sustainable IT solutions that allow access to the approved data sources

• Accessible/Reliable/Adaptable/Sustainable/Transparent IT solutions that incorporate the authoritative definitions and metrics


1D.2.1 Document methodologies to provide confidence in the validity of analytical tools and methods

1D.2.2 Development of IT requirement level of effort that supports our business processes

1D.2.3 Development of new analytic functionality within NRMS

Target: 1D.3 Timely Tasker Response Success Indicators

Ability to respond in a timely manner to taskers or questions from leadership/community managers

• The data analysis phase of decision making is expedited and leadership is able to invest more effort on deliberation to make informed and thought out decisions within allotted timeframes or deadlines.


1D.3.1 Develop reusable tools within data systems and programs to be able to track and pull information on demand



CHAPTER FOUR – Focus Area 2 Title Enable Maximum Contribution of All Sailors Our Organizational Statement We will empower Sailors in their professional career development where performance is recognized and career flexibility is the norm. Our goal is to achieve enlisted manning FIT in order to maximize Readiness and maximize the potential of each Sailor. In order to achieve FIT, we must partner with the Warfare Enterprises to train, develop and place the right people at the right place at the right time. The talent of Sailors provides the Navy operational expertise which is a natural competitive advantage. We will provide Sailors with clearly defined career paths. We must promote an approach that engages Sailors as active partners with their detailers in their career development. This working partnership identifies positions that complement and build their skill sets throughout their careers. To achieve our goal of mission readiness, we need to improve the effectiveness of our retention and compensation programs. These programs will respond quickly and effectively to changing market conditions and critical mission requirements. Vital to our vision will be the ability to provide flexible career options that support a continuum of service. We envision a system that supports a continuum of service where Sailors see the value in continuing their careers with the Navy thereby enabling a lifetime of service to the Nation. 2020 Vision Targets The second focus area has four major desired effects that describe our intended end-state by the year 2020: 2A All Sailors provided with defined career paths that enable them to understand the milestones they need to achieve to have a successful Navy career 2B All Sailors provided with opportunities for personal and professional growth across a lifetime of service 2C Incentive programs retain a workforce with the critical skills needed to meet mission requirements, recognizing and rewarding performance 2D Sailors have the opportunity to transition between Active and Reserve status in ways that enhance retention, increase career flexibility, and directly support Navy operations



2A Conduct Officer and Enlisted Community Management to Enable the Maximum Contribution of All Sailors

Action Officer BUPERS 3

Action Plan Description Enable the maximum contribution of all Sailors through an active Community Management process responsible for: Strength Planning; Accession Planning & Execution; Compensation & Retention Planning & Execution; Promotion/Advancement Planning & Execution; Force Shaping Policy Development & Execution; Community Health Monitoring & Analysis; Inventory Modeling, Analysis, & Forecasting. Which will: • Ensure we attract, retain, recognize, and reward Sailors to shape the force required to accomplish the Navy mission • Produce and provide current and well-defined career paths and opportunities for professional and personal growth for all Sailors • Ensure critical skill set inventory and superior performance is recognized and maintained through the use of effective incentive programs and other methods

Problem Statement People are the Navy’s most valuable asset. Active and accurate Community Management is critical to ensure stable community health of each officer designator and enlisted manning classification. Production of reliable and analytically sound integrated strategic manpower plans, forecasts, and policy recommendations leading to significant cost savings, maximized return on manpower investment, stabilized demand, and improved FIT and Sailor quality of life.

Risks • Current OPA profile is misaligned and does not support community health • Out-of-cycle Billet Change Request (BCR) is often used as a work-around for distribution shortages • Systems in place are not automated to track more detailed analysis of retention behavior • Inadequate manning for career development program management • Loss of contractor support for required career development systems and system enhancements • Systems in place are not automated to track more detailed analysis of retention behavior • Sea/shore flow model has labeled billets for appropriate tours but Sailors are not labeled with respect to the appropriate tour they

are currently executing

Operating Assumptions • Community health is a priority consideration in the PPBES Process • Accurate and clean data with the ability to produce needed reports for specific communities • Continued funding of maintenance and enhancements for manpower related IT Systems, programs, and models • Fleet Commands continue to maximize use of career development IT programs/tools • Trade-offs will be required in a fiscally constrained environment • Active participation in the PPBES process • Dependant upon continued funding/enhancements of IT systems • Continued Fleet compliance with applicable career development policies/procedures • Changes in market forces impacting future needs • Adequate budget for incentive pays

Target: 2A.1 Maintain Community Health Success Indicators

Establish and maintain long-term community health within fiscal authorization constraints through the development/execution of Personnel plans and policies.

• Inventory to OPA/EPA match within 3% at the end of the fiscal year for each community/pay grade and total Navy


2A.1.1 POM12 Engagement

2A.1.2 Accession Planning & Execution Monitoring

2A.1.3 Compensation & Retention Planning & Execution Monitoring

2A.1.4 Promotion/Advancement Planning

2A.1.5 A-School and C-School Training Plans

Target: 2A.2 Inventory Analysis Success Indicators

Provide accurate and detailed inventory forecasting and analytic support to Navy leadership.

• Analytic support and accuracy of forecasting within acceptable tolerances provided to Navy leadership that allows the maintenance of community health


2A.2.1 Provide and maintain Enlisted Dashboards



2A.2.3 Inform Strength Planning Process

2A.2.4 Gain and Continuation Rates for Officer Communities

Target: 2A.3 Force Stability Success Indicators

Achieve Force stability. To date, a NAVADMIN reflecting new SRB levels has been released (August 09)

• Achieve targeted retention/continuation goals through the development/execution of accurate Strength; Accession; Compensation & Incentives; Promotion & Advancement; and Force Shaping plans and policies


2A.3.1 Monitor and provide data and analysis regarding community health and submit justification as to why a particular rating, specialty, or skill set needs SRB or other incentive pays

2A.3.2 Force Shaping Policy Development & Execution Monitoring

2A.3.3 Provide quotas for Officer lateral transfer and reserve recall opportunities into under manned communities

Target: 2A.4 Conduct Fleet Engagement Success Indicators

Conduct Fleet engagement to optimize Navy readiness by providing Sailors with the tools, knowledge, and career information needed to support their professional development and enhance their contributions to the Navy. To date, Enlisted career paths now reflect sea/shore flow and posted by rating on the NPC website.

• Meeting desired retention levels to ensure balanced force structure


2A.4.1 Operate and maintain career development information on the Stay Navy section of the NPC website

2A.4.2 Provide Officer career paths and make them available to the Fleet

2A.4.3 Advertise Officer lateral transfer and reserve recall opportunities

2A.4.4 Implement PTS to Zone B, Zone C, and PTS with SELRES option

2A.4.5 Increasing productivity and efficiency in regards to PTS/FleetRide/Apprentice Career Path Management

2A.4.6 Increasing productivity and efficiency in regards to Career Information Management System (CIMS) and CIMS Analytics



2B(a) Implement Optimal Alignment of Career Progression Functions Action Officer PERS-8

Action Plan Description Optimize Career Progression Department functions through greater functional alignment to better serve our customers.

Problem Statement Internal to the Career Progression Department, there are business lines that cross various divisions. There is opportunity to align to facilitate single business process owners and more equitable workload distribution.

Risks • Resistance to change • Physical Location

Operating Assumptions • Implementation of approved alignment plan (26 August 09) • Primary dependencies pertain to communication of alignment plan with internal and external entities

Target: 2B(a).1 Streamline Selection Boards Success Indicators

Streamline the statutory selection board division by limiting scope of responsibility to board execution.

• Error free execution of statutory boards for grades O-3 through O-8


2B(a).1.1 Align functions not directly related to statutory beard execution out of division.

2B(a).1.2 Develop implementation plan.

2B(a).3.3 Develop turnover plan.

Target: 2B(b).2 Establish Administrative Board Success Indicators

Establishment of administrative board division to focus on execution of all administrative boards

• Error free execution of administrative boards: LDO; transfer/re-destinations; senior enlisted advancement; senior enlisted continuation


2B(a).2.1 Align functions not directly related to administrative beard execution out of division.

2B(a).2.2 Develop implementation plan.


Target: 2B(b).3 Consolidate Board Membership Success Indicators

Consolidation of board membership responsibilities into one division • Single process owner resulting in consistent execution of this critical function


2B(a).3.1 Consolidate all board membership functions under single source sponsor.

2B(a).3.2 Align membership functions out of board execution divisions.


Target: 2B(b).4 Consolidate Board Processing Success Indicators

Consolidation of pre and post board processing into one division • Single process owner resulting in consistent execution of this critical function


2B(a).4.1 Consolidate all pre and post board membership functions under single source sponsor.

2B(a).4.2 Align membership functions out of board execution divisions.




2B(b) Optimization and Alignment of Supporting Information Systems Action Officer PERS-8

Action Plan Description Upgrade, optimize and align data supporting system processes to meet existing Information Technology management requirements.

Problem Statement Sub-optimal manual processes increase risk of error, incur waste through delay and dilute management efforts.

Risks • PERS-8 not currently funded for OPAS to NPAS conversion • OPATS/BOL replacement interoperability

Operating Assumptions • OPAS to NPAS transition funded • N1, Navy Regions, PSDs, command-interaction • OPATS/BOL funding

Target: 2B(b).1 Streamline Selection Boards Success Indicators

Enhance fleet support through accelerated career decision cycles via OPATS.

• Reduction in current processing times


2B(b).1.1 OPATS to BOL transition

Target: 2B(b).2 Leveraging OPAS Success Indicators

Leverage existing system (OPAS) to provide single source integrated data management process for enlisted selection boards, creating robust, redundant eligibility determinations. To date, we have pursued funding for OPAS to NPAS upgrade and implementation for the FY-11 enlisted promotion selection boards is set for September 09.

• Zero percent eligibility error rate for enlisted selection boards


2B(b).2.1 Implementation of reengineered enlisted promotion selection board process leveraging NPAS

2B(b).2.2 Develop turnover plan.



CHAPTER FIVE – Focus Area 3

Title Provide Superior Service to the Fleet & Sailor Our Organizational Statement We will continually pursue service excellence by implementing improved methods of service and support. Our support to the Warfare Enterprises is defined by performance agreements that need to be revisited and rebalanced. We realize that we must be innovative with new methods of service delivery to invigorate our Fleet and Sailor support. To realize this transformation, we will be focused on gathering feedback from our customers to better understand their issues and changing needs. Improving service delivery is dependent upon the inherent design and quality of our human resource programs and services. We will evaluate our critical human resource business practices and measure performance to identify where processes need improvement. It will be critical to manage the Active and Reserve Force using a more aligned and integrated human resource system. We will be focused on pursuing an enterprise-wide Personnel service delivery transformation to enhance the Sailors’ experience that will involve better processes, newer technologies, and a refocused professional workforce. 2020 Vision Targets The third focus area has four major targets that describe our intended end-state by the year 2020: 3A The effectiveness of human resource programs and services is quantifiably measured and opportunities for improvement are identified by collecting feedback from our constituents 3B An integrated and standardized human resource delivery system supporting effective management of the Total Force quickly adaptable to changing needs and business requirements 3C Human resource professionals are effectively trained and supported to successfully deliver Personnel management services at all organizational levels 3D Self-service and automated information solutions delivering superior human resource programs and services efficiently and cost effectively



3A Customer Relationship Management Optimization

Action Officer PERS-3

Action Plan Description Establish 1-866-U ASK NPC as the authorized single contact/entry point for Navy Personnel Commands’ customer service(s). Establish a centralized multi-channel contact center scalable to support over 1.5 million customers annually.

Problem Statement NPCs Customer Relationship Mgt division shares a common objective to provide timely and accurate information and service for its customers. Currently there are multiple service/help desks using various 1-800 numbers and different customer service type applications that are owned and operated by multiple dept/divisions within NPC as well as other external organizations. NPC would like to leverage the existing NPC Customer Service Center assets (i.e. people, processes, and technology) to improve Tier I (self-help) and Tier II (agent assisted) services.

Risks • Current process owners feel loss of control converting help desk to SMEs • Available funding to support infrastructure modifications or IT changes. • CRM concept and principles require extensive change management initiatives prior to implementation. • No improvement in Customer Satisfaction • Knowledge Management concept resisted

Operating Assumptions • We will have zero growth in funding • We will be expected to coordinate with multiple stakeholders • There is an expectation that we will overcome friction • There will be a greater demand for IT solutions • There will be a demand for quick solutions and implementation • Communication Systems and IT support is a requirement for DE #1 • Requires multiple stakeholder participation • Multiple priorities • Change Management • Stand up of PSDTO required to achieve all Desired Effects as scheduled • Future Pay and Personnel System (FPPS) decision impacts Desired Effect #3

Target: 3A(b).1 Standardize and Consolidate Help Desk Systems Success Indicators

Consolidation of help desks across the organization under 1-866 U ASK NPC as the single portal for Personnel and career management information. Through standardization, transform from push to pull systems that embrace web enabled contacts.

• Reduced Number of help desk/call centers…i.e. 1-800-NUMBERS (~18 TO 1)

• Identified SME’s per department • Approved & documented Program requirements, SOPs, &

implementation plans • Increased self-help and decreased phone calls


3A(b).1.1 Discontinue duplicate service

3A(b).1.2 Consolidate similar work

3A(b).1.3 Evaluate insourcing/outsourcing

Target: 3A(b).2 Implement a Culture of Collaboration Success Indicators

Implement an integrated approach to identify, retrieve, evaluate and share the enterprise’s tacit and explicit knowledge. A culture of collaboration and knowledge sharing at NPC where key information and knowledge is pulled and pushed to meet the customers

• Increased use of Knowledge base externally • Developed Communities of Practice to enhance training

and knowledge to the Fleet • Develop a pull vs. push system


3A(b).2.1 CSC drive customers to knowledge base for self-help

3A(b).2.2 Establish Communities of Practice for business lines.

3A(b).2.3 Identify critical one-to-many pathways

3A(b).2.4 Measure regularly

Target: 3A(b).3 Make data driven decisions Success Indicators

CRM programs collect organize and store the qualitative and quantitative contact data for evidence-based decisions.

• Increased Customer satisfaction • Reduced turn-around-time (TAT) for routine request



• Reduced cost per interaction (CPI)


3A(b).3.1 Customer Service data collection



3B(a) Personnel Service Delivery Transformation

Action Officer

(BUPERS 26)

Action Plan Description Identify current PASS policies, procedures, and requirements in order to develop and define process improvement opportunities. Proactively pursue development of a Personnel Service Delivery model that will leverage technology to allow service providers to provide more effective and efficient services while also enhancing self-service capabilities for Sailors in the field. Identify current state workforce skills and capabilities in order to identify and address deficiencies through development of workforce development and training strategies.

Problem Statement Documenting current policies, procedures, and requirements provides the opportunity to improve PASS performance by defining the current state and identifying possibilities for enhancing efficiencies. Development of a Strategic Plan for Personnel Service Delivery transformation provides the opportunity to enhance personnel service delivery by centralizing and standardizing the processes which are now the responsibility of field activities that execute such processes in a non-uniform manner. Documenting current workforce skills and capabilities provides the opportunity to improve PASS performance by identifying deficiencies and addressing them in order to enhance PASS program effectiveness.

Risks • Level of support from CNIC in development of Personnel Service Delivery transformation plans uncertain • Inability to accurately identify and obtain required resources and/or appropriate skills. • Visionary and sufficiently senior leader required for this effort. • Morale of Personnel Specialists and HR civilians in PASS network may result in premature exit of talent and SMEs. • Space for PSDTO

Operating Assumptions • We will have zero real growth in funding • Cost of manpower will outpace real budget growth • There will be greater demand for IT solutions to promote transparency, accessibility, and self-service • Current owner of PASS execution, CNIC, will be instrumental to the development of documentation to support all Desired Effects • Stand up of PSDTO required to achieve all Targets and activities as scheduled • Future Pay and Personnel System (FPPS) decision and development is a critical element • Target and activities/action plans dependent upon funding the Personnel Service Delivery Transformation Office (PSDTO) • Less technical skill sets will be easier to retain than highly technical skill sets • There will be an increased requirement for specialized skills, necessitating a closer link between learning centers and operational units

Target: 3B(a).1 Validated Policies & Procedures Shared Across The Organization

Success Indicators

Validated Policies & Procedures Shared Across The Organization • Policies and procedures documented. Mapping and documentation completed. Standard Operating Procedures are developed and shared across the organization

Target: 3B(a).2 Define The Current State Success Indicators

Fully Capture Current State In Terms of People, Process, Technology, & Infrastructure

• PASS organizational structure documented

Target: 3B(a).3 Process Improvement Opportunities Success Indicators

Identify, Define, & Pursue Process Improvement Opportunities • Opportunities for enhancing efficiencies documented

Target: 3B(a).4 PSDT Governance Success Indicators

Establish Navy-wide PSDT governance structure & organization • PSD transformation governance structure established and PSDTO Resourcing Plan and Funding Request submitted

Target: 3B(a).5 Transformation Strategy Success Indicators

Fully Capture Current State In Terms of People, Process, Technology, & Infrastructure

• Future Service Delivery Model and Navy Personnel Service Delivery Transformation Strategy finalized

Target: 3B(a).6 Transformation Planning Success Indicators

Begin Enterprise-wide Transformation Planning • Communication plan and Transformation Roadmap that effectively support change management finalized



Target: 3B(a).7 Workforce Capabilities Success Indicators

Current Workforce Skills & Capabilities Analyzed & Benchmarked • Skills Analysis Documentation delivered

Target: 3B(a).8 Address and Plan for Deficiencies Success Indicators

Training Deficiencies Addressed & Future Workforce Strategies Planned • Concepts of Operation for Training Plan delivered

Target: 3B(a).9 Career Development Success Indicators

PS Community Sponsorship & Future Career Path Development • Career Development Plan delivered



3B(b) Develop Integrated Personnel and Pay System Requirements Action Officer BUPERS 08

Action Plan Description Integrated Personnel and Pay System development. Process modeling, Requirements definition and Gap Analysis to identify the capabilities needed to successfully develop and deliver an integrated Personnel and pay system.

Problem Statement Navy Personnel and pay systems are unable to support current operations to the extent that Service Members and their families are being negatively impacted. Additionally, Combatant Commanders do not have access to accurate and timely Personnel data to assess operational capabilities. This affects the management of resources and planning of manpower functions.

Risks • Leadership Buy-In to support the Requirements development effort with adequate resources and expertise • Stakeholder participation and acceptance of desired end state • Automated tools providing direct interaction among requirement, architecture, testing and configuration documentation are not

available for this type of complex IT initiative

Operating Assumptions • Leadership commitment to the Requirements Development and Gap Analysis process • Functional Subject Matter Experts will be available for the Requirements Development and Gap Analysis process. • Navy intends to employee the DIMHRS Core IT investment • 3D: Effective self service is directly dependent upon the successful implementation of a fully integrated HR system • 4A: Single source of integrated and authoritative data is directly dependent upon the successful implementation of a fully Integrated

HR system • 4C: Pertinent career management information is directly dependent upon successful implementation of a fully integrated HR system • 4D: Timely & accurate compensation is directly dependent upon a fully integrated HR system • 4E: Visibility of HR information to support effective management of the Navy Workforce is directly dependent upon the successful

implementation of an integrated HR system

Target: 3B(b).1 PSDT Governance Success Indicators

Development of a complete set of Navy Personnel and Pay Functional Requirements that have been validated by the functional user community.

• A validated Integrated Personnel and Pay System Functional Requirements Document


3B(b).1.1 Compile requirements in logical order aligned with DoD Business Enterprise Architecture (BEA)

3B(b).1.2 Distribute Draft FRD to functional community for review.

3B(b).1.3 Conduct Requirements Workshops with Subject Matter Experts to validate Functional Requirements

Target: 3B(b).2 Transformation Strategy Success Indicators

Development of a complete set of As-Is and To-Be Business Process Maps for all Navy Personnel and Pay functions aligned to the Department of Defense Business Enterprise Architecture.

• Development of As-Is and To-Be Business Process Maps (BPM) • Development of Functional Metadata Repository • Incorporation of Navy BPM and metadata information into the BEA


3B(b)2.1 Conduct research and process discovery utilizing Navy directives, training materials and online resources.

3B(b).2.2 Conduct Workshops with Functional process Subject Matter Experts to Complete Business Process Maps and identify applications and data used.

3B(b).2.3 Final meeting with SMEs to validate FPDT and Business Architecture Document (BAD)

Target: 3B(b).3 Transformation Planning Success Indicators

Completion of a Gap Analysis to determine capability shortcomings of the future system as compared to the functional requirements.

• Development of a Gap Analysis report to the system developer


3B(b).3.1 Implement DIMHRS software on Navy servers.

3B(b).3.2 Develop data transform rules to migrate Navy legacy data into DIMHRS database.

3B(b).3.3 Extract Navy data from legacy systems, transform and load the legacy data into the DIMHRS database.

3B(b).3.4 Develop Test Plan for testing DIMHRS functionality.

3B(b).3.5 Develop Test Scripts for testing DIMHRS Functionality



3B(b).3.6 Complete Gap Analysis of DIMHRS software compared to Navy requirements.



3D(a) Create a Climate of Trust and Increase Sailor Satisfaction Regarding the Detailing Process

Action Office PERS-4

Action Plan Description Create a climate of trust and increase Sailor satisfaction regarding the detailing process.

Problem Statement As our Navy experiences the highest retention rates in years, Navy leadership remains committed to providing our sailors with the best customer service possible as we continue to strive for excellence as a top 50 employer.

Risks

Operating Assumptions • Cultural entrenchment/resistance to new initiatives • Available funding • Sailors prefer direct contact with their detailers • Technological limitations (not all ships/commands have connectivity or access to the same information while deployed) • Entrenched Fleet perception of detailing responsibilities • Policies (existing and emerging) • Limited data (no real time survey data available) • Fleet expectations vs. reality • Conflicting tone and messages to the Fleet (Top 50 employer vs. Continuation Board) • Time: Conflicting obligations and tasking consume detailing time • Technological support • NPRST surveys and data analysis

Target: 3D(a).1 Increase Customer Satisfaction Success Indicators

To increase overall customer satisfaction by employing technology to educate our Sailors on the detailing process, improve communication with the Fleet, and reduce detailer workload, while providing Sailors with the capability to provide “real time” customer service feedback. To date, we’ve developed guidance and training to be posted on the NPC Website to educate Sailors on the detailing process. We have coordinated with Call Center to determine an accurate benchmark.

• Establish a benchmark for identifying improved customer satisfaction by analyzing past and present NPRST survey data

• PERS-4 internal survey to determine total time detailers actually “detail” vs. time spent on other tasks and functions

• Track call volume


3D(a).1.1 Improve communications with the Fleet

3D(a).1.2 Develop a capability for real time customer service feedback on detailing and placement

Target: 3D(a).2 Constituent-to-detailer ratio Success Indicators

Optimize constituent-to-detailer ratio • Monitor detailer-to-constituent ratios based on an identified optimal ratio (current average is 1500:1)

• Track call volume


3D(a).2.1 Determine the optimal constituent-to-detailer ratio



3D(b) Optimize Reserve Personnel Management Core Functions Action Officer PERS-9

Action Plan Description Optimize Reserve Personnel Management Functions through continuous process improvements delivering improved solutions to meet the needs of the 21st Century Navy Total Force.

Problem Statement Reserve Personnel Management at NPC, core business processes align with Reserve Retirements, Reserve Status, Reserve Policy, governed by unique statute and policy, utilizing unique IT systems. Other functions performed by NPCs Reserve Personnel Management Division are also performed by other Divisions, resulting non-unique business practices The potential areas include: LIMDU/MEDHOLD/ LOD and RC Selection Boards.

Risks • Resistance to change • Different statutory/policy requirements for AC vs. RC Personnel • RC utilization of assignments vs. AC utilization of detailing • Funding shortfalls • There is no common AC and RC pay and Personnel system

Operating Assumptions • Alignment of Navy’s Reserve Personnel Management, non-core, Functions will result in improved processes enabling limited

resources to be better utilized in other business areas of the organization • Boundaries within Reserve Personnel Management are set by statute and policy • Statue limits the use of RPN/OMNR funds to be utilized only for support of RC activities • Organizational alignment for Reserve Personnel Management may be required across multiple BSOs • Primary dependencies focus on collaboration with CNRFC, PERS-4, PERS-8, BUPERS-3 and other external stakeholders

Target: 3D(b).1 Create One Total Force WII Program Success Indicators

Improve care of Navy’s Wounded, Ill, and Injured (WII) through alignment of AC and RC WII programs into one Total Force program.

Improved medical case management for WII measured through: • Reduction in WII time in less than full duty status • More efficient case management providing increased deployable

manpower


3D(b).1.1 Establish a working group between stakeholders.

3D(b).1.2 Leadership decision to move forward with alignment.

3D(b).1.3 Initiate Billet Change Request to transfer manpower to gaining organization.

3D(b).1.4 Transfer functionality to gaining organization

Target: 3D(b).2 One-Stop Distribution/Assignment Success Indicators

Explore the viability of a one-stop Navy Total Force Distribution/Assignment for all Active and Reserve Navy Personnel.

• Improved FIT for AC and RC


3D(b).2.1 Participate in working group with internal and external stakeholders

3D(b).2.2 Make recommendation to leadership.

3D(b).2.3 Develop business rules, comm plan, IT systems requirements, identify manpower requirements, logistics.

3D(b).2.4 Total Force Distribution/Assignments fully operational.

Target: 3D(b).3 Address Selection Board Process Redundancies Success Indicators

Eliminate redundant selection board processes to access and release officers into and from the AC and RC.

• Single consistent process executed with proven professionals resulting in reduced cost and time expended


3D(b).3.1 Consolidate AC/RC LDO/CWO selection boards in FY 10

3D(b).3.2 Consolidate AC/RC Transfer Redesignation Boards

3D(b).3.3 Transfer FTS CAPT Continuation/ FTS CDR SERAD selection boards to NPCs selection board execution experts.



3D(c) OMPF Management and Usage Optimization Action Officer PERS-3

Action Plan Description Identify operational efficiencies relative to the Official Military Personnel File (OMPF) that take advantage of existing technologies, reduce operational costs, and increase sailor satisfaction with Personnel support and human resource services.

Problem Statement The current processes to update the OMPF and to submit “Letters to the Board” and Performance Evaluations are extremely labor intensive, antiquated, and rely almost exclusively on paper. There is an opportunity to enhance and automate these processes which would reduce the document processing labor and storage costs. Electronic form submissions facilitate the online processing of Personnel actions allowing for more efficient PASS processes, enhanced sailor satisfaction with Personnel services and improve the completeness and accuracy of the OMPF.

Risks • Data Center Schedule • Competing Priorities • Aggressive Schedule • Inadequate web bandwidth (deployed/detached units) • Digital signatures (non-CAC users)

Operating Assumptions • We will have zero real growth in funding • We will be expected to coordinate with multiple stakeholders • There is an expectation that we will overcome friction • There will be a greater demand for IT solutions • There will be a demand for quick solutions and implementations • IT support is a dependency for DE #1 and DE #3 • Requires multiple stakeholder participation • Competing IT requirements vying for limited available development resources • Change Management • Lack of Funding

*Funded under the EFSR closeout project.

Target: 3D(c).1 ESR Requirements Success Indicators

Requirements for electronic forms submissions and associated processes are complete. (To date, we have a Project Management Plan that defines the project execution, monitored, and controlled.)

• Approved Business/Functional Requirements Document/Implementation Plan

• Single portal/source to process Personnel actions or for Personnel support• Completed Post Implementation Review (PIR)


3D(c).1.1 Secure funding

3D(c).1.2 Agree on the work activities, deliverables and timeline

3D(c).1.3 Identify functional requirements

3D(c).1.4 Test strategy developed

Target: 3D(c).2 Complete ESR Requirements Success Indicators

Requirements for electronic submission of Navy Performance Evaluations are complete. (To date, we have developed and deployed an eSubmissions and Communication Plan, finalized a Disposition Plan, and a training submission schedule is completed.)

• The completeness, accuracy and acceptability of performance evaluations is increased

• Rejection rates for evaluations is significantly reduced • Continuity of reporting increases/gaps in reporting is reduced


3D(c).2.1 Commence Construction Phase

3D(c).2.2 Functional Acceptance Testing (eSub)

3D(c).2.3 Train end-users

3D(c).2.4 Deploy solution



Target: 3D(c).3 Electronic “Letters to the Board” Success Indicators

Current and emerging BUPERS Online tools such as Web Enabled Record Review (WERR) are expanded to provide board eligible Personnel with the ability to “self-validate” their board records and to electronically submit Selection Board “Letters to the Board” and associated attachments. (To date, the (WERR) and (ESSBD) RISs and requirements have been submitted to BUPERS 07.)

• The completeness and accuracy of board records is increased • Necessity for board prep is reduced or eliminated resulting in

reduced TAD costs. • Accuracy and completeness of Official Military Personnel File

documents increases • Labor required for receipt and processing of hard copy “Letters” is

reduced or eliminated


3D(c).3.1 (WERR) Support WERR pilot board to establish efficacy of WERR as a self-validation tool.

3D(c).3.2 (WERR) Develop detailed requirements to support WERR/BOL modifications

3D(c).3.3 (WERR) Develop and implement WERR/BOL Modifications

3D(c).3.4 (WERR) Fleet Communication Plan/NAVADMIN

3D(c).3.5 (ESSBD) Develop and implement

3D(c).3.6 (ESSBD) Fleet Communication Plan/NAVADMIN



3D(d) Create a Responsive Customer Driven IM/IT Organization Action Officer BUPERS 07

Action Plan Description Create a responsive, customer driven IM/IT organization, focused on timely delivery of secure, reliable, next generation information services and business capabilities.

Problem Statement Today’s IM/IT environment consists of multiple complex systems of hard coded interfaces, redundant functionality and data sources, separate systems for active, reserve, officer, and enlisted. This current stove pipe infrastructure is incapable of supporting the move to a net-centric operating environment and delivering the business capabilities required by the Navy’s transformation efforts without a disciplined approach to managing project activities ensuring successful and timely results.

Risks • Austere Fiscal Environment [Limited resources of time, manpower, and investment dollars] • Cultural Norms • Resistance to change • External Organization Dependencies • Contractor / Civ PERS conversion • Stakeholder lack of compliance with OPNAV NOTICE 5200 • MPT&E Systems owned and operated by under different resource sponsors by different service providers BSO22, BSO39, PMW240,

PERS54, NETPDTC, CNRC • Change Management

Operating Assumptions • The framework defined in OPNAV NOTICE 5200 for effective governance and innovative use of Information Technology/Information

Management (IT/IM) for the Manpower, Personnel, Training and Education (MPTE) domain will be followed by all enterprise stakeholders

• All enterprise stakeholders must adhere to the requirements of OPNAV NOTICE 5200 by establishing procedures, policies, appointing boards, providing oversight and guidance, participating in Information Services Requirements Integration Implementation processes

Target: 3D(d).1 Institutionalize Project Management Success Indicators

Institutionalize the discipline of planning, organizing and managing project resource activities to bring about the successful completion of specific project goals and objectives

• 90% IMO managed project deliver on-time and within budget


3D(d).1.1 Pay/Personnel, Distribution Functional Review Board execution and support

3D(d).1.2 Manpower Functional Review Board execution and support

3D(d).1.3 Workforce Development Functional Review Board Processes

3D(d).1.4 Recruiting & Accessions Functional Review Board Processes

3D(d).1.5 Full Life-Cycle Project Plan six phase refinement

3D(d).1.6 BUPERS-08 collaboration

3D(d).1.7 Define, establish Configuration Management

3D(d).1.8 Define, implement Project Management Toolset



3D(e) electronic Forms Platform Action Officer PERS-5

Action Plan Description Provides a software platform, or tool, for electronically preparing and managing Navy Personnel forms in PDF format. The platform will run on the BUPERS On-Line (BOL) and Electronic Military Personnel Records System (EMPRS) hardware as an integrated application set. This provides a core software framework, surrounded by an established Navy records management system, enabling users to conveniently build and maintain Personnel forms while replacing current manual methods. The self service tool can be easily adjusted to provide a way for individual programs to implement all forms Navy wide. This project will leverage interactive PDF/XML forms and publicly available freeware like the Adobe Reader using existing Manpower, Personnel, Training and Education (MPTE) hardware assets. As this project is the building block for Navy electronic forms, other projects will be initiated to leverage this project. These could be electronic forms projects for Navy Recruiting Command (like accessions documents), Navy Personnel Command (like performance appraisal documents), etc.

Problem Statement Current forms processes are not automated. For example, the current processes to update the OMPF and to submit “Letters to the Board” and Performance Evaluations are extremely labor intensive, antiquated, and rely almost exclusively on paper. Automating these processes would reduce document processing labor and storage costs. The US Army has quantified their savings as 2 hours per performance appraisal. The US Navy processes in excess of 500,000 performance appraisals per year. Electronic form submissions facilitate the online processing of Personnel actions allowing for more efficient PASS processes, enhanced sailor satisfaction with Personnel services and improve the completeness and accuracy of Navy business. Past initiatives have struggled to secure funding as the total solution has a lifecycle cost exceeding $50M. This solution set uses existing resources to the maximum extent practicable.

Risks • Data Center Schedule • Competing Priorities (Personnel, funding, testing) • Aggressive Schedule • Inadequate web bandwidth (deployed/detached units) • Digital signatures (non-CAC users)

Operating Assumptions • We will have zero real growth in funding • We will be expected to coordinate with multiple stakeholders • There is an expectation that we will overcome friction • There will be a greater demand for IT solutions • There will be a demand for quick solutions and implementations • IT support is a dependency • Requires multiple stakeholder participation • Competing IT requirements vying for limited available development resources • Change Management • Lack of Funding

Target: 3D(e).1 EFP Requirements Documented Success Indicators

To D

ate

• PM Plan: We have an approved Project Management Plan that defines project execution, monitoring, and control.

• Requirements Document: We have drafted the System Requirements Document.

• Identified hardware: The Consolidated Data Center does not have an operational view at this time. We have enacted the mitigation for the risk, i.e., we will use existing system hardware.

• Approved PM Plan • Approved Technical/system Requirements Document • Identified single portal/source to process forms


3D(e).1.1 Agree on the work activities, deliverables and timeline

3D(e).1.2 Identify system requirements

3D(e).1.3 Test strategy developed



Target: 3D(e).2 Provide Basic EFP Functionality (Phase 1) Success Indicators

License: Initial purchase complete 9/2009 • Licenses purchased and installed • Base functionality tested and available


3D(e).2.1 License Purchased Load Initial Dev/Test instance of platform software

3D(e).2.2 User Acceptance Testing

3D(e).2.3 Ready to Load into Production

3D(e).2.4 Deploy Initial Platform Solution

Target: 3D(e).3 Provide Forms Manager Capability (Phase 2) Success Indicators

To D

ate

• Have started communications with the new NPC Forms Manager and the Navy Forms Manager who have been invited to the EFP Technical Conference to be held 5-6 Nov 2009.

• Have drafted the CONOPS.

• NPC Forms manager has a process to deploy a form, and the process is tested.


3D(e).3.1 Develop CONOPS

3D(e).3.2 Develop User Manual

3D(e).3.3 Analysis and Configuration

3D(e).3.4 Test Forms Manager Process



CHAPTER SIX – Focus Area 4 Title Information to Support Navy Decision Making & Sailors Careers Our Organizational Statement Our organization will provide timely, accessible, accurate, and reliable information to support management decisions and the personal and professional needs of Sailors. We must fully integrate AC and RC processes to create a diverse and fully integrated Navy Total Force operating as one. To manage one of the world’s largest workforces, accessible and accurate information is critical to support informed leadership decision making, enterprise-wide human resource management, and effective Personnel service delivery. We will help establish effective data governance policies, programs, and practices designed to support and realize integration and migration to an authoritative data environment. We intend to build and continually enhance our manpower forecasting, modeling, analytic capabilities and toolsets to more effectively shape and manage the workforce. We will continue our efforts to securely provide more information and tools to help Sailors manage their careers. We will provide Navy human resource professionals with more modern management tools which will improve the way in which we provide information to support access to compensation, quality of life, and other benefits for the Navy. The result will be a secure and efficient information management system supporting effective human resource services to the Sailor. 2020 Vision Targets The fourth focus area has five major desired effects that describe our intended end-state by the year 2020: 4A A consistent, reliable, and accessible single source of authoritative Personnel data supporting business processes and stakeholders across the Navy 4B Strategic manpower forecasting, modeling, and analytic capabilities informing Navy decision making and policy formulation 4C Pertinent career management information that guides career decisions and supports professional growth is readily available to Sailors, commands, career counselors, and detailers 4D Personnel information ensures timely and accurate access to compensation and benefits for Navy Personnel and their families 4E Human resource professionals are provided visibility of a full spectrum of information to support effective management of the Navy workforce



4A(a) Supply Chain Planning Improvements Action Officer

PMO

Action Plan Description Create unified planning processes for Personnel demand signals, developing and implementing an integrated, disciplined planning process that involves all stakeholders to ensure maximum visibility and collaboration. Capture best practices from NAE’s Integrated Production Plan and expand to include prioritization across Warfare Enterprises and integration between Producers, Planners and Programmers from all NTF Echelons.

Problem Statement Forecasting supply chain demand is an essential step in resource planning. Supply Chain Production Planning (SCPP) involves creating and deploying enabling tools for NTF production utilizing the concept of SCM. Trends and events that affect the economy also create opportunities and problems in obtaining manpower. The Navy must plan supply chain production, continually monitoring and adjusting to respond to these challenges. The SCPP needs to be scalable to the entire NTF domain.

Risks • Inertia – continued desire to plan and execute as we have always done • Culture – unwillingness of leaders to show shortfalls, thus masking needs for outside help • Availability of SMEs. Improvement of such a complex set of processes requires broad expertise, which is held by few individuals.

The same SMEs are trouble-shooting and managing day-to-day roadblocks • Unclear roles & responsibilities within BUPERS, and lack of formal supply chain management organization • Limited visibility of process and results of planning – encourages continued management of stovepipes (rather than the whole

process)

Operating Assumptions • Scope will initially focus on enlisted accession supply chain production to annual community manning requirements, expanding to

include distribution requirements (including C-School) and Zone A • Integrated SCPP must be supported by all stakeholder organizational leadership across the domain with appropriate guidance and

direction from OPNAV (N1) and DCNP/COO

Target: 4A(a).1 Understanding Demand Signals Success Indicators

Understand demand signal generation and relationships.

• Clearly understood and supported end-to-end production targets including “step down” demand signals or production targets for each stakeholder organization


4A(a).1.1 Contractor review of demand signals and current state of SCM

4A(a).1.2 Develop way ahead for demand signal development

Target: 4A(a).2 Standardize Fleet-school procedures Success Indicators

Develop planning process that involves all stakeholders in appropriate role, capturing best practices from A-School planning and extending them to C-School planning. Ensure procedures can also be used for Fleet-owned schools, to enable standardized procedures.

• Published NTF governance that clearly describes roles and responsibilities of all stakeholders in the SCPP including planners, programmers, producers and customers


4A(a)2.1 Benchmark loss rate data and interpretation process designed in FY09

4A(a)2.2 Identify ratings and programs that don’t fit the 28-28-44 phasing model for A-Schools/accessions. (*This is an ongoing action but will not be complete until an IPP integration decision and funding support is determined.)

4A(a)2.3 Incorporate best practices already identified into Demand Signal generation for C-Schools

4A(a)2.4 Develop SCPP (supply chain production planning) for in-year C-School planning

4A(a)2.5 Develop SCPP for out-year C-School planning

Target: 4A(a).3 TRM Planning Success Indicators

Capture improvements to TRM planning in revised governance documents

None


4A(a).3.1 Refine/revise/socialize during TRM work for FY13-18



4A(b) Drive Supply Chain Management Organizational Effectiveness Action Officer PMO

Action Plan Description Implement roles and responsibilities with respect to supply chain management (i.e., production oversight). Field an effective Organizational Structure to manage the supply chain. Work within the newly-established framework of the larger Echelon II work, ensuring alignment with the related work on “shared services” such as finance and IT.

Problem Statement Existing business practices and organizational models are incomplete in some functional areas and redundant in others. This limits NTF’s ability to make operational decisions and trade-offs that cross between stakeholders. Unified Echelon-II responsibilities and organizational structure are key enablers for oversight and alignment of production and planning.

Risks • Cost – the investment required to jump start this effort. Not currently budgeted for long-term implementation • Availability of SMEs. Improvement of such a complex set of processes requires broad expertise, which is held by few individuals.

The same SMEs are trouble-shooting and managing day-to-day roadblocks • Culture – unwillingness of leaders to show shortfalls, thus masking needs for outside help • Outdated governance documents. Unclear roles & responsibilities within BUPERS, and lack of formal supply chain management

organization • Limited visibility of process and results of planning – encourages continued management of stovepipes (rather than the whole

process)

Operating Assumptions • Assume continued cooperative effort and participation by all NTF organizations in reaching consensus on organizational structure

recommendations going to decision makers. Not bounded at Ech II as Ech I and Ech III organizational core functions will be considered for realignment.

• An effective, production focused Ech II organization will require leadership support from all stakeholders across the domain.

Target: 4A(b).1 Supply Chain Management Success Indicators

Establish clear roles & responsibilities for supply chain management, starting with the enlisted supply chain, then proceeding to Zone A.

• Published NTF governance that clearly describes roles and responsibilities of all stakeholders including planners, programmers, producers, detailers and customers


4A(b).1.1 Establish conops for supply chain management (SCM)

4A(b).1.2 Draft governance documents for (SCM) of the enlisted supply chain, ensuring document is scalable to include other Personnel production chains.

Target: 4A(b).2 Coordination Between Echelons Success Indicators

Improve coordination and streamline document routing/approval between Echelons.

• Fewer instances of key stakeholders being neglected in staffing, which is ad hoc in many cases. Reduced confusion should lead to shorter routing times for decision documents


4A(b).2.1 Use NTF WG as foundation for expanded cross-functional discussion & decision forum

4A(b).2.2 Develop tolerances for various production conditions

4A(b).2.3 Develop collaborative, consensus-based business rules for out-of-tolerance conditions throughout the Personnel production supply chain(s)

Target: 4A(b).3 PMO Integration Success Indicators

Successfully integrate PMO into BPM/NPC. • Effective work/task alignment to optimize production • Reduced resources required to support shared services; e.g., Resource and

IT Management • PMO core functions and success metrics are clear


4A(b).3.1 Develop success metrics for PMO’s core functions. Identify the metrics and quantifiable measures of success needed to evaluate current performance and establish attainable targets that will drive success

4A(b).3.2 Expand TMU & PMO roles to broader NTF view. TMU now works beyond enlisted TPPH, but is M&P-centric; PMO is broader in terms of MPT&E integration, but focuses only on enlisted accessions supply chain management. Merge these approaches to optimize PMO/TMU contributions.



4A(c) Information and Analytic Services Action Officers NPRST

Action Plan Description Develop single-source access to consistent, reliable archival Personnel data derived from authoritative sources. Provide analytic services to support effective management of the Navy workforce through policy analysis, modeling, forecasting, and trend analyses that inform decision making. Desired effects include consistency in analysis through use of the same archival data; ability to rapidly respond to data queries and interpretive analyses; and visibility over data gaps and alternative methods for collecting data to fill those gaps. The approach includes defining requirements and current capabilities, developing technologies to fill gaps, and establishing the structure and business processes to sustain the capability.

Problem Statement The multiple disparate sources of authoritative data inhibit a manpower and Personnel common operating picture. To make sound business decisions that are grounded in accurate historical data and interpreted in proper context, a common nomenclature must be developed, information gaps filled, user-friendly access portals created, and interpretative analytic services provided.

Risks • Ability to link, develop common nomenclatures, and overcome data anomalies • Approval for and access to relevant data bases

Operating Assumptions • Numerous warehouses of relevant data exist, currently under the cognizance of various activities, and will require coordination and

cooperation across the NTF to institute data sharing • Physical consolidation of the data is cost prohibitive • Rather, a virtual data architecture approach will be applied to develop access portals to the data in their native environment (as they

continue to support their operational requirements) with linkages and data collation and translation addressed with user interfaces • Critical thinking skills required by data analysts require years of education and experience • Dedicating resources to this function and minimizing turnover are required to build the type of corporate memory over prior policy and

resource decisions that enhance the value of this function • 4B: NPRST assessment and forecasting priority will rely, in large part, on data from this centralized source to develop models and

simulations

Target: 4A(c).1 Analysis of Archival Data Success Indicators

Consistency in analysis through use of the same archival data.

• Data used to develop plans, reports, and forecasts are taken as accurate without requiring reconciliation across reports


4A(c).1.1 Review stakeholder requirements and review existing data capabilities.

4A(c).1.2 Develop methods of filling gaps and overcoming data anomalies.

4A(c).1.3 Develop the data architecture and design user interfaces.

4A(c).1.4 Prototype and document data base.

Target: 4A(c).2 Rapid Response to Data Queries Success Indicators

Ability to rapidly respond to data queries and interpretive analyses.

• The data analysis phase of a decision making process is expedited by ready-access to data


4A(c).2.1 Define the nature and scope of analytic services required.

4A(c).2.2 Assess current SMEs to help stand up/populate the function; define other skill sets and level of effort required.

4A(c).2.3 Staff the analytic cell; integrate and train assets as they report; create organizational framework to sustain the function.

4A(c).2.4 Define methods and processes for systematically collecting data needed to augment archival data.

Target: 4A(c).3 Gap Analysis Success Indicators

Visibility over data gaps and alternative methods for collecting data to fill those gaps.

• Multiple types of data, e.g., surveys, focus groups, past reports, and record data, are blended together along with past analytic work for richer decision-making guidance


4A(c).3.1 Develop manuals and supporting documentation for common and recurring analytic tasks and data base maintenance.

4A(c).3.2 Develop metrics for assessing impact on decision making processes.

4A(c).3.3 Develop point papers on potential expansions and enhancements.



4A(c).3.4 Develop alternative data collection methods and integrate software enhancements as indicated by outcome measures.

4A(d) Define and Implement Data Management Services Action Officer BUPERS 07

Action Plan Description Define and implement data management services that support modernization of the MPTE data infrastructure and align the underlying data architecture to the enterprise business strategy; meeting the information needs of enterprise stakeholders in terms of information availability, security and quality.

Problem Statement The MPTE enterprise currently make critical business decisions based on information housed in “siloed” systems that are managed by separate organizations. Among these disparate systems, much of the data is redundant and there is a lack of standardization across the enterprise for important aspects as data format and quality. Implementing data management services will facilitate quality agile information by establishing governance and information controls that result in quality, audit ability and alignment of data across the enterprise.

Risks • Lack of funding for Contract labor • Lack of funds for tool set

Operating Assumptions • Functional and technical support will be available when required • Entire MPTE data steward community, BUPERS – 08 and PMW-240

Target: 4A(d).1 Framework for effective data management Success Indicators

Foundational structure and strategic framework for effective data management, consisting of governance of policies, programs, and practices to ensure that the required data is sufficiently prepared for integration and migration to the Authoritative Data Environment

• Functioning Enterprise Information Management framework


4A(d).1.1 Establish Data Governance

4A(d).1.2 Select Data Integration Toolset

4A(d).1.3 Set Data Standards

Target: 4A(d).2 Legacy Data Environment Success Indicators


4A(d).2.1 Establish Data Discovery Framework

Target: 4A(d).3 Migrate to the Authoritative Data Environment Success Indicators

Mature Extract, Transform, and Load (ETL) process supporting designated, cleansed and standardized data for migration to the Authoritative Data Environment.

• Successful ADS pilot


4A(d).3.1 Analyze and design data integration process

4A(d).3.2 Develop and implement data cleansing process

4A(d).3.3 Interface analysis and design documentation development



4B(a) End-to-End Supply Chain KPIs/Metrics Action Officer PMO

Action Plan Description Develop structure and content of corporate-level Key Performance Indicators (KPIs) to facilitate supply chain management, first for the Enlisted Supply Chain and then expand to Zone A. Develop success metrics for inventory quantity that can be accurately, completely and efficiently collected. Identify data sources and craft business rules for interpretation of the data.

Problem Statement A successful metrics program identifies NTF’s KPIs, selects and defines the corresponding metrics for each stakeholder, and integrates the metrics into existing processes. Well defined and communicated success metrics for each stakeholder will drive a formal production management process. “You can only manage what you can measure, and should only measure what you can manage”. Identification and evaluation of KPIs are critical for ensuring end-to-end process integration. Metrics-driven processes and programs enable identification of gaps, clear definition of how much improvement is still needed, and how improvement initiatives should be prioritized.

Risks • Unwillingness to embrace corporate-level KPIs/metrics. Prefer to continue metrics with which each segment is comfortable, even

though they portray only one part of production • Taxonomies, measurement instruments, and success criteria have not been determined • Availability of SMEs. Improvement of such a complex set of processes requires specific expertise. Additional analysts with supply

chain knowledge is required to determine the most appropriate means and methods (instruments) of monitoring and determining success criterion. Specific skill sets must be identified, training may be required

Operating Assumptions • Scope will integrate appropriate levels of metrics and Key Performance Indicators necessary to provide a clear and coherent picture of

NTF-wide quantity production at the rating, program and gender level • Resourcing required to support this effort will be identified and supported • Work will focus first on enlisted supply chain then expand to Zone A • These NTF-wide metrics and Key Performance Indicators must be supported by all stakeholder organizational leadership across the

domain with appropriate guidance and direction from DCNP/COO

Target: 4B(a).1 Developing Quantitative Measurements Success Indicators

Effective scorecard/dashboard that reflects current production. Quantitative measurement of the results and a comparison of them to set goals.

• Fully socialized, consensus approach to corporate-level KPIs for NTF production


4B(a).1.1 Metrics program Charter and Work Plan, developed in collaboration with key stakeholders throughout the Personnel Supply Chains.

4B(a).1.2 Establish portfolio of the enlisted supply chain inventory production metrics

4B(a).1.3 Identify data sources for corporate-level metrics

Target: 4B(a).2 Single Data Sources Success Indicators

Single, agreed-upon application and corporate data sources that enable full transparency of metrics.

• Clearly understood, measurable and attainable set of KPIs supported by all stakeholder organizations

• Increased focus on end-to-end production barriers, crossing old production stovepipe views

• Reduced focus on the question of “are these the right numbers?” and more focus on root causes and cross-functional solutions


4B(a).2.1 Data sources linked to reporting tools.

4B(a).2.2 Agreed corporate-level metrics are in use



4B(b) Forecasting and Assessment Action Officers NPRST

Action Plan Description Develop empirically-based forecasting /assessment capability that uses statistical analysis, modeling, simulation, and optimization to analyze current/proposed policies, forecast manpower trends, and inform workforce management decision making. Desired effects include a central source of forecasting and assessments with standardized tools, methods, definitions, data, and assumptions across all functional areas; a cell of professional analysts to provide rapid response forecasts and interpretation; and NTF leadership understanding of critical factors related to decisions, courses of action, and higher-order effects. Approach is to review existing capabilities and develop technologies to fill gaps.

Problem Statement Many of the questions and policy alternatives posed from N1 are novel and complex with many potential higher-order effects. Without professional analysts and working under time constraints, responses are typically limited to prior knowledge and tools at hand. A cadre of professional analysts with an array of tools, methods, and data could provide deeper, richer, and defensible answers to questions and estimates of policy impacts. The solution set could be expanded from linear forecasts to more complex models, simulations, and optimizations. This would reduce uncertainty for decision makers, expand the range of foreseen potential impacts, and minimize disruptions from errant decisions.

Risks • Ability to link, develop common nomenclatures, and overcome data anomalies • Approval for and access to relevant data bases

Operating Assumptions • Accurate, available, and consolidated data exists to support analyses, modeling, simulation, and optimization • Skilled analysts with the deep functional knowledge are available • Statistical techniques, modeling, and simulation tool sets change, sometimes rapidly, but a standardized toolset can be consistently

applied • 4A: This focus area depends on data that would be developed under NPRST Priority

Target: 4B(b).1 Standardized methods of forecasting Success Indicators

A central source of forecasting and assessments with standardized tools, methods, definitions, data, and assumptions across all functional areas.

• Plans, reports, and forecasts are accepted as based on accurate baseline data and little reconciliation across forecasts is required


4B(b).1.1 Review stakeholder modeling and forecasting requirements.

4B(b).1.2 Review existing modeling, forecasting, and analysis capability.

4B(b).1.3 Develop modeling and forecasting tools and techniques required to fill gaps.

Target: 4B(b).3 Understanding High Order Effects Success Indicators

NTF leadership understanding of critical factors related to decisions, courses of action, and higher-order effects.

• Use of multiple analysis techniques (e.g., linear/non-linear models, simulations, optimizations) provide decision makers a richer understanding of the decision space


4B(b).3.1 Identify the universe of manpower issues likely to require routine forecast assessment.

4B(b).3.2 Consult stakeholders in prioritizing forecasting protocols to be routinely produced and assessed.

4B(b).3.3 Develop protocols for forecasts to be routinely produced and define out-of-norm intervals.

4B(b).3.4 Test and validate routine forecast protocols.

Target: 4B(b).2 Rapid Forecasting Success Indicators

A cell of professional analysts to provide rapid response forecasts and interpretation.

• The data analysis phase of decision making is expedited, allowing decision makers to invest more effort on deliberation of alternatives or shorten the decision making horizon


4B(b).2.1 Define the nature and scope of forecasting skills required

4B(b).2.2 Assess current SMEs to help stand up/populate the function; define other skill sets and level of effort required.

4B(b).2.3 Staff the forecasting function; integrate and train assets as they report.

4B(b).2.4 Establish organizational framework to sustain the function.



4D Personnel Information Management Service Delivery Optimization Action Officer PERS-3

Action Plan Description Define and implement an active and reserve Personnel Information Management service delivery platform, integrated with information technology as needed, which provides accurate and timely Personnel information that supports sailor and family compensation and benefits, career management decisions, and Navy Total Force business decisions.

Problem Statement Management of Personnel information for the active and reserve forces is currently supported by multiple organizations, internal to NPC as well as external. Often decisions are made without consideration of impacts to either component, or ultimately the sailor. There is an opportunity to enhance the integration of active and reserve Personnel processes which will result in providing the Navy Total Force with more accurate and timely Personnel information. Effective processes are the enabler to a single authoritative data store.

Risks • Support and “buy-in” from OCNR/CNRF, CNIC, PERS-9 • No funding to buy contractor resources support execution • Schedule for establishing the single authoritative data store

Operating Assumptions • We will have zero real growth in funding • We will be expected to coordinate with multiple stakeholders • There is an expectation that we will overcome friction • There will be a greater demand for IT solutions • There will be a demand for quick solutions and implementation • IT support is a dependency for DE #3 • Requires multiple stakeholder participation • Multiple priorities



Target: 4D.1 Formalized Framework Success Indicators

Formalized framework to enhance Personnel processes and management of Personnel information established.

• Approved Memorandum of Understanding • Approved Charter


4D.1.1 Coordinate with internal and external stakeholders to define framework, roles, and responsibilities

4D.1.2 Identify resource requirements and align or realign to support

4D.1.3 Consolidate information

Target: 4D.2 Integrated Processes Success Indicators

Integrated processes relative to data management and reconciliation established.

• Focal point for information/data decisions in support of BBD, FIT, Competencies, readiness

• Clear service delivery roles and responsibilities • Delivery of accurate and timely information/data • Flexibility in manpower resources/repurpose


4D.2.1 Conduct analysis on key data quality and metadata management processes to determine areas to integrate, refine, or eliminate

4D.2.2 Identify areas in which edits could enhance data quality and timeliness

4D.2.3 Identify areas in which field input/processing can be optimized to enhance data quality and timeliness

4D.2.4 Consolidate information

Target: 4D.3 Single data store Success Indicators

Single authoritative data store is established.

• Integrated active and reserve requirements are defined • Operational/Manpower costs are reduced • Transparency in service delivery of Personnel information • Customer/sailor satisfaction fosters a positive Navy experience/moral


4D.3.1 Coordinate with internal and external stakeholders to define requirements

4D.3.2 Validation, and test of data and metadata that is migrated to the ADE



CHAPTER SEVEN – Focus Area 5 Title Foster an Effective Organization & Workforce Organizational Statement Our goal for Focus Area 5 is the internal alignment of our plans, investments and workforce in support of our vision and mission objectives. We will create a long range vision based on logic that will enable us to be more effective and proactive in the face of change. Our organization will focus on the need for greater visibility and understanding of the total costs associated with performing our mission responsibilities which will enable more informed business decisions by the organization. Workforce planning needs to be better aligned with the organization's vision and mission and empowered through strategic planning, performance plans, and budgets. We will have strategies to guide the identification of the required knowledge, skills and abilities of the workforce made possible by effective workforce management and development. There will be an established approach to performance management and continuous process improvement making both processes widely and systematically used at all levels of the organization. We will align our plans, investments, and workforce to achieve our vision and continually evaluate our performance against mission objectives. 2020 Vision Targets The fifth focus area has five major desired effects that describe our intended end-state by the year 2020: 5A Formalized strategic planning and business management capabilities effectively support the organization’s ability to meet mission requirements and achieve its vision 5B Management decisions will be based on a thorough understanding of the total costs associated with performing our mission responsibilities 5C Workforce planning is aligned with the organization’s vision and mission, and integrated through strategic planning, performance plans, and budgets 5D Mission priorities guide the identification of the required knowledge, skills and abilities of our workforce supported by effective workforce management and development 5E Performance management and continuous process improvement are used at all levels of the organization to identify and implement business transformation



5A Strategic Planning Action Officer BUPERS 02

Action Plan Description The Navy Personnel Command has established a two year track record creating a foundation of strategic planning within the Executive leadership. Moving to the next stage, more formalized strategic planning and business management capabilities will effectively support the organization’s ability to achieve its mission and work towards its 2020 vision. The goal of this priority is for strategic planning to be executed with an established and consistent process that becomes ingrained in the organization’s leadership skill set. This priority involves daily monitoring of the strategic priorities in place across the entire BUPERS-M/NPC organization. For the organization to be successful in its strategic priorities this year, a comprehensive communication plan needs to be developed in tandem with the Public Affairs Office (PAO). This communication plan will enable strategic efforts to be embraced by the staff at BUPERS-M/NPC. Our organization’s employees need to understand the importance of their work and its connection to the larger Navy Total Force strategy at the N1 level.

Problem Statement Given today’s operating environment, strategic drivers, and fiscal constraints, it is critical that an organization plans its efforts and resources with a consistent strategic process. The efficacy of strategic planning is realized only when it is underpinned by a sound strategic management methodology embraced by all levels of management and communicated to the staff.

Risks • Emerging N1 Integrated Business Planning efforts require ability to seamlessly align BPM/NPC planning efforts and require minimal

additional effort in terms of reporting strategy execution. • Executive support for strategic planning’s inclusion into executive level performance reviews.

Operating Assumptions • Leadership commitment to strategic planning and management will be ongoing through FY10 and FY11 • Executive Leadership will be open to incorporating Strategic Planning into yearly performance reviews • BUPERS Millington / NPC organizational strategic planning and management will align with NTF strategy/business planning • N1: Alignment with N1 integrated business plan • PAO: Partnership with public relations to ensure effective communication • 5B: Direct link between strategic management and financial management processes • 5C/5D: Alignment of strategic priorities with workforce planning • 5D: Alignment of leadership development with continuous learning programs • 5E: Direct relationship between strategy and performance management

Target: 5A.1 Formalized Strategic Planning Success Indicators

Formalized strategic planning and management processes need to be consistent across the organization. As the practice has evolved, there has not been enough time to develop a formal approach documented for all members of the BUPERS-M/NPC leadership team. Consistent results require documentation of our processes. These efforts will be the second major step establishing strategic planning as a core competency of the leadership team.

• 100% compliance at the Director level of strategic planning and management activities

• Development of an organizational risk management and barrier management plans of action

• Fully documented strategic planning and management SOPs


5A.1.1 Implement and monitor strategic activities for the FY10 cycle

5A.1.2 Implement executive-level barrier/issue management process

5A.1.3 Document all standard operating procedures (SOPs) pertaining to strategic planning, tracking and reporting mechanisms.

Target: 5A.2 Strategic Communications Plan Success Indicators

Management effectively communicates strategy and directly involves the workforce as active participants in the strategic planning and management processes. This will required a coordinated effort with the PAO and SPIO to develop a plan of action for communicating strategic activities throughout the staff.

• Development of the FY10 Strategic Communication Plan • An online presence for SPIO/Strategic management activities • Quarterly strategic communication presence at the Chief’s Mess

meeting


5A.2.1 Develop a strategic communications plan for the FY10 Implementation cycle

5A.2.2 Strategic quarterly updates for Chiefs’ Mess monthly meeting



Target: 5A.3 Strategic Planning Leadership Competency Success Indicators

Strategic planning will become a core competency of the organization’s leadership and be supported by a Strategic Planning Community of Practice (CoP). A community of leadership will be created that will help new leaders assimilate to the strategic culture here at BUPERS-M/NPC and spread best practices across organizational leadership.

• Increased informal communication between NPC leadership regarding strategic planning best practices and processes

• Better transition and onboarding of new leaders to established NPC strategic planning processes


5A.3.1 NTF and industry best practices regarding strategic planning are disseminated to NPC leadership

5A.3.2 A Strategic Planning Community of Practice (CoP) is established at the NPC

5A.3.3 New NPC managers engaged with a full spectrum of resources to aid in their strategic planning onboarding.



5B(a) Total Cost Visibility Action Officer PERS 52

Action Plan Description Visibility and understanding of the total costs associated with performing our mission responsibilities which will support informed business-based decisions is a critical next step for our organization. We need to fully align financial management and funds allocation with the organization’s strategic plans and priorities through better business case analysis and higher fidelity financial reporting. This is critical in leveraging existing resources in order to meet mission requirements in a strained fiscal environment.

Problem Statement Given today’s operating environment, strategic drivers, and fiscal constraints, it is critical to unify an organization’s efforts and resources to ensure effectively meeting collective business responsibilities and apply sound investment decision-making to realize the future business capabilities and results desired.

Risks • Delays in the processing of organizational changes present a barrier to the ability to provide accurate and timely manpower cost data.

Operating Assumptions • Official documentation for payroll and organizational alignment will be completed and provided. • Military Personnel costs will be available for inclusion in business area cost reporting. • N10: Financial reporting structure will need to align with BSO proscribed accounting structure format. • 5E: Will need to maintain a direct relationship between organizational strategy and financial planning requirements.

Target: 5B(a).1 Strategy and Finance Link Success Indicators

A direct linkage between financial management processes and strategic business planning in order to provide a means to effectively tie funding to strategic priorities

• Formalized procedures to assess alignment of funding requests with organizational strategies.


5B(a).1.1 Develop procedures to assess the alignment of funding requests with organizational strategies.

Target: 5B(a).3 Cost Communication Success Indicators

Clear and effective communication to both program managers and organizational leadership of the costs associated with each business area.

• Simple and concise report that reflects the costs associated with each business area in the organization, and provides enough detail to foster leadership decision making.


5B(a).3.1 Develop a financial reporting format that will clearly and concisely display the costs associated with each business area in the organization and provides enough detail to foster leadership decision making.



Target: 5B(b).2 IM/IT Investment Process Success Indicators

An IM/IT Investment selection process which enables investments to be selected based their merits and strategic and architectural alignment to include benefit, risk criteria, organizational priority and funding, while providing for greater reuse of existing assets.

• Consistent, comprehensible and measurable mechanism for Selection, Control, and Evaluation of BPM/NPC IMIT investments; report investment results to leadership and other interested parties


5B(b).2.1 IT investment awareness (MPFRB)

5B(b).2.2 Detailed Portfolio structure and repository development and execution

5B(b).2.3 Commercial Software License Management policy and process development

5B(b).2.4 BUPERS Defense Business System (DBS) Annual Reviews

5B(b).2.5 Consolidated Information Management and Information Technology Support and Services Contract Oversight, Policy and Process

5B(b).2.6 IT Quarterly Financial Review (QFR) promoting a better understanding of funding shortfalls and the management of scarce IT resources

Target: 5B(b).3 Documented Organizational Process Dependencies Success Indicators

Clearly defined and documented dependencies between IT investment management (ITIM) and other instituted management practices and disciplines such as strategic planning, project management (PM), enterprise architecture (EA) management, software & systems acquisition management, capital planning and investment control (CPIC) and Strategic Planning activities.

• An approved process model that depicts the relationships between the business management disciplines, to include defined roles and responsibilities


5B(b).3.1 IT Investment Management Policy and Process development

5B(b).3.2 IT Investment Management Strategic Plan development

5B(b) Create, implement and sustain a business investment governance framework Action Officer BUPERS 07

Action Plan Description Our goal is to create, implement, and sustain a business investment governance framework which enables informed IM/IT decision making, provides for greater reuse of existing assets, and ensures prioritized and strategically aligned investments are compliant with statutory and regulatory guidance while supporting the mission and goals of the enterprise.

Problem Statement The need exists to create a comprehensive approach for the BPM/NPC organization to improve the management of their information resources, by: focusing information resource planning to support their strategic missions; implementing a capital planning and investment control process that links to budget formulation and execution; and rethinking and restructuring the way they do their work before investing in information systems.

Risks • Military Skill set mismatch • Austere Fiscal Environment [Limited resources of time, manpower, and investment dollars] • Cultural Norms • Resistance to change • External Organization Dependencies


Target: 5B(b).1 Enterprise Architecture Framework Success Indicators


None



5C Human Capital and Workforce Planning Action Officer BUPERS 05

Action Plan Description Workforce planning aligned with the organization’s vision and mission while integrated through strategic planning, performance plans, and budgets. Human capital strategy is aligned with mission, goals, and organizational objectives and integrated into its strategic plans, performance plans, and budgets.

Problem Statement In order for human capital to support the strategic mission, BPM/NPC will develop an integrated human capital plan, or other human capital planning documents that establish human capital goals, objectives and investments that link to BPM/NPCs strategic plan. BUPERS Echelon 2 staff needs to develop a comprehensive plan to evaluate and integrate new HR/Manpower programs/policies, train BUPERS HR/Manpower professionals, and develop repeatable processes to sustain HR/Manpower practices.

Risks • Communication • Organizational Structure Changes • Mandatory spread of Pay Pool funds


Target: 5C.1 HR/Manpower Community of Practice Success Indicators

A direct linkage between financial management processes and strategic business planning in order to provide a means to effectively tie funding to strategic priorities

• Participation in BUPERS coordinated training events


5C.1.1 HR professional Learning and sharing of best practices

Target: 5C.2 Business Case Analysis Success Indicators

Provide accurate HR/Manpower Policies to BUPERS Managers and employees.

• Percentage of approved policies drafted in FY10 plan


5C.2.1 Review, prioritize and establish a repeatable process for BUPERS HR/Manpower policies.

5C.2.2 Draft defined percentage of policies identified for FY10. Coordinate and staff for approval.

Target: 5C.3 Compliance Reviews Success Indicators

Conduct compliance reviews for BUPERS HR/Manpower program areas. • Completion of annual reports for key BUPERS HR/Manpower program areas


5C.3.1 Establish a repeatable process for reviewing BUPERS Echelon III commands for compliance with DOD, DON and BUPERS regulations and guidance. Collect and analyze critical metrics to substantiate BUPERS TFHR programs.

Target: 5C.4 Complete Workforce Requirements Analysis Success Indicators

A strategic partnership between financial and program managers to better enable program managers to make financial decisions that align with the NPC strategic vision.

• Published FY11 PM and staffing plan prioritizing the work performed and proposes known hiring plan


5C.4.1 Review BPM/NPC work; establish impact and quality of work, associated level of manpower. Use this information to better align manpower to current/future priorities.

Target: 5C.5 Integrated NSPS Compensation Program Success Indicators

An Enterprise Architecture framework to provide the strategy which will enable the organization to support its current state and also act as the roadmap for transition to a target environment based on organization business and strategic requirements.

• Refined policy and business rules associated with Merit pay procedures


5C.5.1 Revise BUPERS policy, business rules and merit pay practices to incorporate analysis of position value and employee competency level in merit pay setting decisions.



5D NPC Human Resource Transformation Action Officer PERS 5B

Action Plan Description This action plan focuses on human resources functions within the NPC organization that drive employee development, management training, career development, hiring processes and succession planning. These efforts are multi-dimensional and always interrelated as they seek to establish a more defined suite of human resource programs for NPC personnel.

Problem Statement The Navy Personnel Command is challenged with building a high performing workforce capable of supporting the organization’s mission and vision. A critical element of meeting the strategic mission is a strong learning and development core program focused on preparing our managers in their role of staff development and performance management. Facing external competition for talent and evolving mission functions, the NPC must put into place a learning and development program that ensures the command identifies, develops, and retains employees of the highest caliber. The NPC must also establish an open and inclusive career development program underpinned with a defined succession planning model that rewards high achievement and retains the best talent the organization recruits and develops.

Risks • NPC staff concerns regarding the command climate survey and a lack of management response • GS Performance Measures/Goals – Resistance from managers/supervisors • Lack of IDP completion reports • NPCs lack of a KSA analysis of staff

Operating Assumptions • Senior leadership must champion the organizational changes and support the initiatives with input and official sanctioning the efforts • Significant partnership with the PAO to craft communication plans of action for each initiative • SME input on required supervisory competencies • IT support or contract support for web development covering several initiatives (HR and Training)

Target: 5D.1 - NPC Staff Learning and Development Programs Success Indicators

Augmented training programs and the evaluation of them • All new supervisors completing front-line manager training • Select high impact courses evaluated on three Kirkpatrick levels • Increased participation in the IDP, job shadowing and mentoring

programs


5D.1.1 Front-line supervisor development curriculum

5D.1.2 Revamped Individual Development Plan (IDP) process

5D.1.3 Development of a Kirkpatrick evaluation approach for training

5D.1.4 Reorganization and analysis of the job shadowing and mentoring programs

Target: 5D.2 - Human Resource Information Systems Success Indicators

HR applications and web presence for HR programs • TRIM and TWMS deployed across the command • Improved PERS 5 HR and Training web presences


5D.2.1 Total Record and Information Management (TRIM) system deployment

5D.2.2 Total Workforce Management Service (TWMS) system deployment

5D.2.3 PERS 5 Website Development

Target: 5D.3 - Recruitment and Retention Programs Success Indicators

A clearer and more open hiring process for the command • All job descriptions posted for open positions • Hiring process defined and trained to management • Exit interview data compiled and reported


5D.3.1 Analysis and clarification of NPC’s hiring process

5D.3.2 Revision of the exit interview process and reporting mechanism

Target: 5D.4 - Succession Planning Program Development Success Indicators

Establishment of a program to identify, retain and promote talent • Completed career roadmaps for other major job series • Business case for succession management from WAT analysis • Command-wide succession management plan developed




5D.4.1 Development of Career Progression Roadmaps

5D.4.2 Review of Workforce Analysis Tool project

5D.4.3 Develop a Succession Management plan

Target: 5D.5 – Equal Employment Opportunity (EEO) Success Indicators

Analysis of current programs and practices for the command • Increased diversity in hiring at NPC • Refined EEO training and communication programs • Regular reporting established for the command


5D.5.1 Analysis of current hiring and staff demographics

5D.5.2 Augmentation of EEO programs and practices where necessary

5D.5.3 Revision of EEO reporting mechanisms for the command



5E(a) Performance Management/Continuous Process Improvement Action Officer BUPERS 02

Action Plan Description The Bureau of Navy Personnel and Navy Personnel Command will require a new approach to performance management as we enter into our second stage of strategic planning in FY10. Performance management and continuous process improvement need to be widely and systematically used at all levels of the organization to identify and implement business transformation to support the mission and vision. We will develop an organizational culture that readily employs continuous process improvement practices to transform business functions and applies the right performance measurements to evaluate service delivery outcomes based on the needs of customers and stakeholders.

Problem Statement Budget constraints, increasing customer expectations, and the demand to “do more with less”, requires that organizations work smarter, rather than harder. Employment of continuous process improvement methodologies to streamline existing processes and practices provides the best opportunity to meet escalating customer and stakeholder demands without increasing costs. Performance measures provide leaders with a looking glass into process functions to compare service levels against specifications so process improvements efforts can be tactically employed.

Risks


• Senior leadership must champion the organizational changes and support the initiatives with input and official sanctioning the efforts • Dedicated FTE focus on some labor-intensive initiatives • A clear forecasting signal regarding critical billet vacancies from the HR division • SME input on leadership curricula during development • Inclusion of IDP component into the NSPS Supervisory Objective • SME input on required management competencies • Inclusion of IDP component into the NSPS Supervisory Objective • Significant partnership with the PAO to craft communication plans of action for each initiative • IT support or contract support for web development covering several initiatives (HR and Training) • Business Plan will identify key success factors from which organizational performance measures will developed and where continuous

process improvement efforts should be focused

Target: 5E(a).1 Adoption of Continuous Process Improvement Success Indicators

Organization employees adopt and apply continuous process improvement practices to transform business functions in order to meet mission requirements.

• Process Improvement Projects Planned • Training Measures • Advisory Services Measures


5E(a).1.1 Establish a community of practice by training and institutionalizing Continuous Process Improvement practices, Metrics, development, and Change Management for targeted employees

5E(a).1.2 Provide expertise and support for Continuous Process Improvement, including project planning, Charter Development, and identifying project team members

5E(a).1.3 Monitor progress of active projects and provide team guidance, share results of completed projects, and celebrate the win

Target: 5E(a).2 Established Performance Management Practices Success Indicators

Managers effectively monitor and report organizational performance measures in order to achieve business operations excellence.

• Behavioral Measures • Metric Reporting Timeliness • Metrics Report Completion • Data driven decision making


5E(a).2.1 Provide expertise and support for to project teams and command employees with identifying critical measures of success that are aligned to the command business plan

5E(a).2.2 Assist project teams by incorporating The development of process level performance measures into Continuous Process Improvement efforts, and the establishment of locally controlled recording and monitoring mechanisms

5E(a).2.3 Monitor metrics and results



Target: 5E(b).1 Investigation of BUPERS Programs Success Indicators

Through the conduct of investigations, inspections, and evaluations determine whether BUPERS programs are meeting customer and stakeholder needs.

• Percentage of all recommendations implemented for corrective actions taken by management with the timeframe agreed by IG and management


5E(b).1.1 Conduct inquiries and/or investigations on allegations received

5E(b).1.2 Develop a 4-year Inspection Plan

5E(b).1.3 Conduct FY10 and FY11 inspections according to plan

5E(b).1.4 Use the Managers’ Internal Control (MIC) Program, Command Evaluation (CE) Program, and other evaluation methods to determine whether goals are being met efficiently and effectively

Target: 5E(b).2 Corrective Action for Operations Problems Success Indicators

Identification and implementation of corrective actions for major management and operating problems within BUPERS.

• Estimate the impact of implemented recommendations, e.g., what percentage of corrective actions taken in response to the recommendations resolved the identified problems and/or resulted in improved BUPERS programs or operations


5E(b).2.1 Through investigations, identify and follow up on corrective actions to correct problems and mitigate future occurrences

5E(b).2.2 Through inspections, identify and follow up on corrective actions

5E(b).2.3 Receive and task recommendations in GAO, DoD IG, and NAVAUDSVC audits

5E(b).2.4 Through the MIC Program, material weaknesses identified

5E(b) Effective and Efficient Program Management Action Officer BUPERS 00IG

Action Plan Description The BUPERS IG Office will conduct, coordinate, and supervise audits, inspections, evaluations, and investigations to detect and prevent waste, fraud, abuse and mismanagement. Both the performance management/CPI and IG efforts will enable the organization to foster effective and efficient program management.

Problem Statement Budget constraints, increasing customer expectations, and the demand to “do more with less”, requires that organizations work smarter, rather than harder. It is critical that fraud, waste, abuse and mismanagement within the CHNAVPERS claimancy are detected and rectified via various IG programs and efforts.

Risks

• Staff currently under strength, reducing ability to provide effective timely service • Inadequate IG manpower


• Communications with other commands, activities, managers, and employees within the CHNAVPERS claimancy and OPNAV N1 is required

• Communications with organizations and Personnel external to CHNAVPERS claimancy • Communication and coordination with Naval Inspector General and other Echelon II IGs is necessary • Available SMEs from both internal and external to BUPERS. • Action Officers assigned from within BUPERS claimancy and OPNAV N1

BUPERS-M/NPC FY10 Organizational Business Plan


CHAPTER EIGHT – Organizational Resources Overview Our financial resources can be sub-divided into three distinct areas of our business: Information Technology, Manpower/Labor, and Operations. These three areas map to our three components of the Programs of Record and will provide a framework for our look at the way we run our organization. Each of the areas has its own set of management controls already in place our organization has been using to monitor our progress and control our investment decisions.



Information Technology Information technology represents one of the largest discretionary components of the BPM/NPC budget, meaning that the command has the ability to move resources between programs to support changing requirements. However the level of funding available does not normally enable us to exercise that authority. In September of 2007 Manpower, Personnel, Training & Education (MPTE) experienced significant funding shortfalls in the IT programs. In as result a software configuration freeze was put in place to ensure that Information Technology (IT) systems were only operationally sustained and prohibiting new development. Another aspect of IT funding is that the control of funds for operating and maintaining many of our IT systems is done by organizations outside of our chain of command. This includes OPNAV N6 for NMCI and the SPAWAR Systems Center Atlantic for such critical systems as NES, OPINS, OAIS, and EAIS. This external management arrangement limits our ability realign resources as requirements change. IT Program of Record Costs (in thousands) IT Program of Record FY09 ($) FY10 ($) FY11 ($) DIMHRS 312 0 0 DEERS/RAPIDS 162 193 195 CIO Support 107 2,414 1,674 IT Support-ITS NPC 122 180 172 ITS BUPERS 659 790 391 EMPRS 5,572 8,785 9,308 Defense Messaging Sys 246 637 640 BUPERS On-Line 979 1,617 1,834 ITEMPO 150 149 152 Service Unique Apps-NPC 1,704 419 419 Perform to Serve 210 206 207 Corrections Mgmt System 244 243 291 Navy MC MOB Processing 4,357 859 1,034 ARGUS 143 150 309 CIMS 476 472 489 Retention Monitor Sys-4A5M 11 1,135 1,139 ADMITS 8 201 205 206 DCIPS 431 141 307 Total ($) 16,086 18,595 18,767



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Civilian Manpower/Labor Funds Breakdown of labor costs (in thousands) CIV Labor POR FY10 ($) Percentage (%) NPC Civilian Labor 30,226 69.3 BUPERS Civilian Labor 3,131 7.2 IRM (IT) Labor 4,788 11.0 NPC Reserve Civilian Labor 5,458 12.5 TOTAL $43,603 100.0 A labor breakdown by PERS Code calculated by percentage of the civilian workforce in each PERS Code:

Code Civilians % of Civilians PERS-00 7 1.10% PERS-3 122 18.80% PERS-4 157 24.20% PERS-5 119 18.30% PERS-8 88 13.40% PERS-9 71 10.90% BUPERS-IG 10 1.50% BUPERS-02 3 0.50% BUPERS-26 14 2.20% BUPERS-03 28 4.30% BUPERS-05 10 1.50% BUPERS-07 20 3.10% BUPERS-08 1 0.20% Totals 650 100.0% Total OMN funds of the Organization (in thousands)

Type FY2009 FY2010 FY2011

4A4M $59,257 $63,225 $66,799 4A5M $26,632 $21,864 $25,484 Total $205,967 $128,127 $138,571



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CODE CIVILIANS ENLISTED OFFICERS

PERS-00 7 13 6 PERS-3 122 7 0 PERS-4 157 320 178 PERS-5 119 8 4 PERS-8 88 22 29 PERS-9 71 37 11 BUPERS-IG 10 0 0 BUPERS-02 3 0 0 BUPERS-26 14 3 3 BUPERS-03 28 28 45 BUPERS-05 10 0 0 BUPERS-07 20 1 8 BUPERS-08 1 0 1

TOTAL 650 439 285



Operations Funds Operations controls refer to those expenses for the day to day costs operating the BPM/ NPC offices. This is primarily supplies, telephones, copies, and facilities costs such as interior construction, painting and cubicle assembly. It also includes travel. However there are a number of centrally funded and managed expenses not controlled or paid by BPM/ NPC, including utilities, grounds maintenance and janitorial services. As in the IT area this means we have less funding we can control and reprioritize. For instance, we cannot embark on a campaign to sweep our own floors in order to realign janitorial funds to travel or copiers. Operation Fund Budgets by Fiscal Year (in thousands) Operations FY09 FY10 FY11 Central Ops 2,378 2,644 3,200 P01 Communications 1,403 1,441 1,720 NPC Command Travel 1,193 386 463 BUPERS Ops 412 217 267 NPC Reserve Ops NA 1800 NA NPC Misc 651 59 77 Total 6037 6547 5727

Operations Budget by Program(in thousands)

NPC Command Travel$386 (6%)

P01 Communications$1,441 (22%)

BUPERS Ops$217 (3%)

NPC Reserve Ops$1,800 (27%)

Central Ops$2,644 (41%)

NPC Misc $59 (1%)

Central OpsP01 CommunicationsNPC Command TravelBUPERS OpsNPC Reserve OpsNPC Misc



CHAPTER NINE – Evolving Methodologies What are “Evolving Methodologies?” During the course of our planning, our organization discovered the need for additional management controls. We determined there are areas for improvement to be addressed with further study, additional processes or better aligned policies. The methodologies represent the “back-end” of running our business more effectively while the Strategic Action Plans represent the “front-end” of our efforts. This FY10 Business Plan is the first step in identifying the needs and outlining plans for incorporating new tools and processes in actively managing our organization. Some of these efforts are already underway while others are concepts to be explored. Evolving methodologies include:

1. Enterprise Architecture 2. Workforce Analysis 3. Organizational Development 4. Space Utilization Review 5. Business Case Analysis



Enterprise Architecture Enterprise Architecture (EA) is defined as the “process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enable its evolution”. The scope of any enterprise architecture includes the people, processes, information and technology of the enterprise, as well as their relationships to one another and to the external environment. Enterprise architects in association with business stakeholders compose holistic solutions that address the business challenges of the enterprise and support the governance needed to implement them. Achieving this EA reality means that the business context is critical and cannot be ignored. EA is a process and a thing. It is an undertaking pursued on a continuous basis, rather than a project that is simply constructed and implemented with a defined beginning and end. Clear business vision and strategy are essential to a successful enterprise architecture effort. Strong architectures are driven out of the business strategy of an organization. Without the input of the business, an EA initiative will amount to little more than "architecting for the sake of architecting." The reason we pursue an architecture initiative is to support change. If no change is required, no EA is required. The critical output of an enterprise architecture effort is process, information and technology change. The principles that guide decisions, and models that illustrate the result of those decisions, are key enablers of that change. The objectives of the enterprise architecture are to design the future state to support the strategic needs of the business and to define a course of action to get from where the business is to where it is going. This means that the enterprise architecture will provide guidance to the initiatives in the project portfolio, as well as suggest new initiatives to help close the gap. The scope of enterprise architecture extends well beyond technology and covers business processes, organization, information and technology — all of which are interdependent. This does not mean that the architecture team controls all those components, but it is responsible for integrating the future vision of those components into a coherent whole. Architects are involved not only in the creation of the enterprise architecture, but also in the governance and strategic planning processes that support the creation of new and improved capabilities to support the business in the future. Why Do Enterprise Architecture (EA)? If BPM/NPC, the business, is planning to do more than one project, for more than one solution, and for more than one business unit then we should do enterprise architecture. Enterprise architecture is done because the business will want to plan in a cross-functional, inter-departmental kind of way between business units. It will be useful to define what standards and guidelines to repeat across these projects,



solutions and business units. It will be helpful to define what can be shared rather than implemented separately within these divisions. To Ensure Planning Across Divisions: We do EA so that we do more planning across or between existing constituencies that are planning in silos, including across those inside the IT departments, across business divisions, and between IT and the business — not to mention between our enterprise and its business partners (external boundaries). To Improve Our Enterprise: EA planning could be focused on any area defined in the chosen EA framework — Gartner's framework, for example, defines business processes and people, information, technology, and solutions as the different EA areas in which to define specific change requirements that would improve the enterprise, and improve specific business key performance indicators (KPIs). The primary design goal for EA must be to enable rapid change in business processes, along with the information, applications and infrastructures that enable those business processes. It doesn't mean we stop planning for improvements in other non-EA ways (such as inside divisions, just for one project at a time, and so on); rather, it means we also will plan for improvements in this specifically different EA way. EA results must show that enterprise improvements have been made (in IT, and, most importantly, in terms of business value). To Establish a Common Vocabulary for Planning across the Enterprise: EA programs, particularly in larger, more-complex federated enterprises, must establish a common language or vocabulary to be used when collaborating and planning among constituencies. Often, cross-division planning is derailed by using the same words that mean different things, or by using different words to mean the same thing. Consider words like "service" or even "collaboration", without some common understanding of what these terms mean (for business and IT roles), enterprise planning efforts will fail. Where Do We Begin with our Enterprise Architecture (EA) Efforts? Actually we already have. Last year’s strategy initiative 6.8 used our existing Navy Total Force (NTF) Enterprise Architecture Operational Activity (OA) model as the common vocabulary describing BPM/NPC organization functions and tasks. Our Functional Review Board (FRB) process aligns to our Architectural Lines of Business (LOB) as well as all Information Technology (IT) investments to include applications, databases, and Defense Business Systems. Our Enterprise Information Management (EIM) governance model is also aligned to the Architectural LOB’s. Examine the business strategy and ask the following questions: How must the business change? What types of information, new or existing, will be required to support the change? What technology capabilities must be provided?



What programs will support our strategic objective? This effort does not have to involve the entire strategic plan. Be selective. Look for areas that require cross-functional areas of the business and can deliver true value. Get all business stakeholders; internal and external, engaged. Build a team and develop an architecture that addresses the future-state. Analyze the current-state to determine the gap between now and the desired future. Develop a road map to work toward the vision. Use that architecture to inform and assist other strategic and governance initiative in the decision-making process. In this way, architecture can focus on issues that are truly important to the business and deliver value quickly — before organizations lose interest and wander on to the next great idea. Enterprise architecture (EA) is about much more than technology; it is the process of translating an enterprise business vision and strategy into effective enterprise change. EA enables an organization to change and adaptively evolve in a dynamic, unpredictable environment. Source: 2006-2009 Gartner



Business Case Analysis

The Business Case Analysis Guidance was created by the BUPERS-Millington/NPC Production Management Office (PMO) to provide the submitting organization with a framework to articulate the Business Case for any project proposed to Navy Total Force (NTF) with the exception of IT Business Systems. The purpose of the BCA Guidance is to ensure the organization captures the critical information decision-makers need to determine the relative worth, strategic value, costs, associated risks, and overall impact the proposed Business Case will have within the NTF domain. The result of following this guidance will contribute to the organization’s success of making efficient management decisions regarding where BPM/NPC allocates its available resources to best accomplish the mission. The organization will be able to analyze and prioritize the work against the command’s mission, so as to align new initiatives under current mission critical activities. The first step in establishing a business case based decision-making process is to establish the business rules for gathering and managing the collected data. The PMO has been vital in assessing the process and creating the tools from a user’s stand point. The SPIO, a branch of the organization’s business analysis department, will employ a series of data collection methods to analyze task-level requirements and derive a true resource requirement for each Business Case presented to leadership. SPIO analysis will deliver a comprehensive view of what BUPERS-Millington/NPC is currently doing, where the new requests fit in, and the amount of resources needed to accomplish each request. Next, establishing a voting process, once scoring criteria is defined, will be an effort on Leadership’s part. These details will be outlined during a leadership offsite event and by devoting one of the deputy directors’ meetings (quarterly) to the presentation and voting on business cases, leadership can make educated resource decisions. The final component of the Business Case Analysis process is establishing a set of recommendations for action. Outcomes from the BCA deputy directors’ meeting will be documented, analyzed by the SPIO to provide a data source and then captured in a repository to support the management of these decisions. The finished report would provide a comprehensive data view for leadership looking at resource allocation here at BUPERS-Millington/NPC. As the available resources dwindles within the DoN, providing sound business cases for each project and initiative will help guide leadership toward making the right choices for the Navy and the command. Getting a tight grasp and clear view of how resources are distributed and for the respective areas of the organization they are distributed to, will add a much needed level of governance during these turbulent economic times.



Business Case Analysis Format The Business Case Analysis Guidance also provides a specific format for all submissions. This standard format ensures consistent analysis on projects with all submissions crafting the same pattern of business case for a project. The format includes an executive summary, details regarding business regulations and statutes, the business need for the project, an outline of goals and objectives, and an evaluation of project contributions and expected impediments. The DoN BCA process has been approved by the Chief of Naval Operations and the document provides guidance for all projects Navy-wide.



Workforce Analysis

The Workforce Analysis project was begun at BUPERS-Millington/NPC to establish an organizational capability in strategic workforce alignment. As a result of FY2009 strategic planning, the command identified the need to develop a Command Workforce Strategy. This Workforce Strategy will lead to the development of a Position Management Plan and a Performance Management Plan. The ultimate desired state is for the command to be able to identify and reward talent, develop and utilize a succession planning program for critical billets, and develop a set of training curricula based on competencies and required skill sets. The results of the Workforce Analysis project will be our organization’s ability to effectively monitor where our people are aligned under efforts and make efficient management decisions regarding where we shift human capital to meet our mission. Our organization will be able to prioritize tasks against command missions and analysis our workforce by its alignment under these important activities. The first step in the Workforce Analysis project is a complete organizational analysis which is ongoing to date. A series of data collection methods are being employed to analyze task-level requirements to derive a true workforce requirement for each task. The organizational analysis delivers a comprehensive view of what we do here at BUPERS-Millington/NPC and how many people it takes to do each task. These efforts will provide a much improved data source for management of all workforce decisions. The Workforce Analysis project will provide our organization with the ability to capture and display workload by position, activity, and organizational element as well as derive valid FTE requirements for each activity. The final component of the Workforce Analysis project is a prescriptive set of recommendations regarding proper workforce alignment and the introduction of the Workforce Analysis Tool (WAT). The recommendations will help guide management decisions regarding alignment of our human capital and the WAT will provide a comprehensive data view for management looking at workforce requirements here at BUPERS-Millington/NPC. In light of new budgetary constraints facing the Navy, our organization will be able to harness the work of the Workforce Analysis project and quickly develop workforce strategies for addressing staff reductions. Our organization will now be able to look at efficiencies by identifying those positions involved in similar activities across the organization.



Desired Organizational Capabilities

1. Ability to prioritize work tasks against the command mission

2. Executive level understanding of workload data validating manpower needs and alignment

3. Workload displayed by position, activity, and organization

4. Workforce requirements derived for each activity and organization

5. All positions prioritized by work performed 6. Workforce reduction strategy development 7. Workforce and activity redundancies across organizations



Organizational Development and SPIO

Organizational development (OD) is often defined as a planned, top-down, organization-wide effort to increase the organization's effectiveness and health. It is a long range effort to improve organizations’ problem solving and renewal processes, particularly through more effective and collaborative management of organizational culture, often with the assistance of a change agent or catalyst. With the ultimate goal of changing the beliefs, attitudes, values, and structure of our organization so it can better adapt to new technologies, missions, and challenges, the Strategy Plans and Implementation Office (SPIO) is the recognized change agent for organizational development or organizational effectiveness (interchangeable terms) at BPM/NPC.

Essential to changing the organizational culture to one that readily adopts proven practices and displays supportive behaviors that enable it to become more effective over time at achieving its goals, is the development and implementation of an organizational strategic plan. It is the means by which our organization focuses its efforts toward one or more shared mission aligned goals and plans for the optimal allocation of limited resources to best ensure accomplishment of those goals.

The strategic plan is the foundation from which most, if not all, organizational performance improvement projects originate. From an OD (and SPIO) perspective, the goal of any project is not to simply implement improvements into a single aspect of the organization, but, more importantly, to leave customers with a set of tools, behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps toward its own improvement and development.

The objective of the SPIO is to assist the organization with improving its capacity to manage its internal and external functions and requirements. This would include such things as improved interpersonal and group processes, more effective communication, enhanced ability to cope with organizational problems of all kinds, more effective decision making processes, improved skill in dealing with destructive conflict or barriers, and higher levels of trust and cooperation among organizational members.



FY10 Organizational Development Plan of Action

Organizational change is not an easy undertaking for any organization. For this reason, an internal Organizational Development competency for BPM/NPC will require a defined and embraced organizational analysis process. While there are multitudes of models for organizational development, SPIO will use the Action Research model for organizational analysis and change. This cyclical process is widely accepted as the basis for activities required when implementing an organizational development initiative.

The action research cyclical model has been in use for over 60 years in various industries. The model assumes a planned process for organizational change where collaborative data gathering and analysis between members of an organization. For these reasons, it provides a solid foundation for SPIO organizational development activities. Working with department heads throughout the organization, SPIO will undertake deliberate action research projects where deemed strategically imperative for the Command. In order to do this, some effort will be needed establishing a foundation for Action Research in the Command.

Preliminary Hypothesis

Data Collection

Data Analysis and Joint Diagnosis

Action Planning

Implementation

Evaluation

Presentation of Problem



FY10 Action Research Plan of Action

1. Present Action Research as a concept to interested departments

2. Work with a select few departments to identify two to three core needs/issues facing the department

3. Establish a repository of Command performance metrics currently being tracked in different departments for future use and analysis

4. Select two to three needs/issues that reflect strategic areas for the Command that need to be resolved in support of the 2020 Strategic Vision

5. Assist departmental issue owners in the augmentation of performance measures collected working towards key measures related to the issue to be resolved

6. Train and institutionalize the use of joint diagnosis activities with departmental issue owners

7. Develop a reporting mechanism for selected projects within the context of the existing Command-wide strategic reporting

8. Share results so that readily applicable solutions may be implemented throughout the organization and yield unexpected benefits when possible

9. Celebrate the win and recognize success by employing existing command publicity and awards programs while also incorporating results and lessons learned into CNO Top 50 Award submissions



Reorganization and Space Utilization Review Another focus area for more disciplined decision making is in the area of facilities, specifically space utilization, construction and moves. Our past practice has been to allocate funds to this function and allow customer demand to determine how they were expended. This practice does not necessarily result in the most cost-efficient use of space or effective expenditure of funds. Instead a Reorganization and Space Utilization Board will review requests for reorganizations, space assignment, physical moves and construction projects, including cubicle removal and reconfiguration to ensure a valid business need with an identified benefit exists prior to the expenditure of funds. The methods and tools for developing business cases to support the requests are currently being developed.



CHAPTER TEN - Summary BUPERS-Millington/NPCs mission to the Sailor presents numerous challenges for our organization and the Navy. The Navy Total Force strategies regarding responsiveness to the joint warfighter and becoming the leader in Human Resource solutions encapsulate our activities here in Millington. The FY10 Business Plan marks the culmination of a year-long process engaging leadership in strategic planning preparing for this mission. This document is the inception statement for our organization detailing what we will be doing and how we will go about meeting our goals that work toward our 2020 Vision. With numerous new business processes being developed, BUPERS-Millington/NPC is fully committed to becoming a smarter more effective organization with the human capital we already have here in Millington. Our management approach will concentrate on doing more with less and shifting resources based on strategic needs throughout the year. Our Target Action Plans will test the organization at all levels as we push towards the 2020 Vision with limited resources. We are keenly aware of the resource challenges the Navy faces, so we believe this business plan outlines our attempt at being more efficient and focuses on work that matters to the Sailor. Our planning phase has concluded and we are ready for action. We feel we have a system in which accountability is a fundamental aspect of the plan. Our progress will be checked and management will now have the tools in place to make decisions as we continue where new resources need to be engaged. We have genuine excitement about the road ahead this year as we take our first step towards our 2020 Vision.



GLOSSARY Activity Code An organizational taxonomy for Strategic Focus Areas, Desired Effects, Targets, and Key Actions (i.e. 1B.1.4,etc.). The activity code is the smallest coded item in an action plan. Action Officer Individuals tasked with the oversight of a particular Desired Effect under a Focus Area (i.e. 2B, 4D, etc.). These individuals will monitor progress and report progress directly to the Focus Area Champions. Additional Requested Resources Extra people, funds or technologies required to complete the Target Action Plan on time with the quality expected. The absence of these resources does not necessarily mean that the Target cannot be addressed but it does mean time or quality will be impacted by their absence. Dependencies These are factors within the organization that greatly impact the successful implementation of a Target Action Plan. These might be steps that need to be completed before the project work can begin or issues that need to be resolved between sections of our organization. Focus Area One of the five sections of our 2020 Vision for the BUPERS-M/NPC organization that encompasses all strategic plans. These sections help the organization build out its strategic action plans in support of the NTF. Focus Area Champion Individuals who claim ultimate oversight for a particular Focus Area. These individuals will compile progress reports from the Focus Area Action Officers and report on progress directly to the CNPC along with the DCNPC. Measure of Effectiveness (MOE) See Success Indicator Milestones Specific deliverables with deadlines within a Key Action. Each Key Action might have several Milestones organized by date of completion.



Navy Total Force Strategy The N1 Strategic Plan or NTF set forth by the CNO. Our Millington Strategic Vision cascades from this larger N1 initiative. Organizational Assumption Facts that are taken to be true in order for the Target to be successfully implemented. While the absence of these factors might pose major hurdles, they are not necessarily considered barriers without them. These assumptions are made by the Action Officers when planning the action plan for a specific Target. Plans will need to be adjusted if the assumptions prove to be false or not present. Responsible Party The individuals specifically tasked with the delivery of an Activity and the milestones associated with it in an Action Plan. These individuals will report their progress directly to the Action Officers. Risks Issues or situations that could arise if the particular Target is not successfully addressed by the organization. Target Targets are components of Desired Effects that make up the Desired Effect Action Plan. They are designated with the second number in our taxonomy (i.e. 5a.1 Success Indicator Signs or organizational manifestations that the Target has been achieved for our organization.



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