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September 2013

Command Overview. September 2013. CAPT Mary Lewellyn Commanding Officer. CDR Guy Delahoussaye Executive Officer. Mr. George Vogel Technical Director. Navy Manpower Analysis Center Defining the Manpower Demand.

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September 2013

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  1. Command Overview September 2013 CAPT Mary Lewellyn Commanding Officer CDR Guy Delahoussaye Executive Officer Mr. George Vogel Technical Director

  2. Navy Manpower Analysis CenterDefining the Manpower Demand …we define, translate, and classify the Navy’s work into a workforce structure and position demand signal to sustain a combat ready force… …we lead the Navy in manpower solutions… • Adding value by defining Navy’s work and creating accurate manpower demand signals for FIT 2

  3. Navy Manpower Analysis CenterAt a Glance • Navy’s Occupational Classification Systems • Fleet Manpower Requirements Determination • Navy’s Manpower Management Program Administration • Navy’s Manpower Information System Business RQMT Core Functions Primary Outcomes Navy Mil Manpower Requirements • Effective Job & Qualifications Management • Military human resources structures (e.g., Rating, NEC, NEBC, Designator, AQD, NOBC, SUBSPEC) • Valid Ship/Squadron Manpower Requirements • 217K RQMTs - 43% of Navy’s Military RQMTs • Effective Manpower Management Processes & Policies • Authoritative Activity Manpower Documents (AMDs) for 6,200+ organizations & 717K Positions • Effective Information System Performance of Manpower Processes • TFMMS and NMRS performance (40+ Outgoing Interfaces) $16B (fully funded) As of end Mar 2013 3

  4. Organizational AlignmentComplex Relationships Echelon 1 Echelon 2 BSO 22 Echelon 3 DCNO(Manpower, Personnel, Training & Education) (N1) N1G Chief of Chaplains Support N1N Nuclear Propulsion N1P Personnel Liaison and Suppt Ofc N1S Chief of Staff/Secretariat N1X Special Projects N1Z Strategic Affairs Office Assistant DCNO(Manpower, Personnel, Training & Education) (N1B) MPTE Resource Management Div (N10) Information, Analysis & Development(N15) Total Force Requirements Div (N12) MPT&E Policy Div (N13) Chief of Naval Personnel (CNP) OPCON Deputy Chief of Naval Personnel (DCNP) BUPERS Washington BUPERS Millington NEOCS/ NOOCS Budget Civilian HR (NAVMAC Dets.) Dual-hat Civilian HR Navy Manpower Analysis Center (NAVMAC) Commander Navy Recruiting Command Commander Navy Personnel Command Ech-3: BUPERSINST 5450.49C 4

  5. NAVMAC Workforce Senior Analytical Staff • Manpower Analysis • Industrial Engineering • Organizational Psychology • Human Resources • Warfare Specialties • Integrated Team • 14 Officers • 51 Enlisted • 47 Civil Servants • 5 Contractors • 117 Total Workforce • Locations • Millington, TN • Norfolk, VA • San Diego, CA • Orlando, FL • Athens, GA

  6. NAVMAC Core Business Processes Define Navy’s Manpower Demand Conduct Manpower Studies (Manpower Documents (SMD, SQMD, FMD), Staffing Standards, Occupational Standards, Models) Outcome Proper Position Demand Signal Perform Manpower Assessments (PSMD, NTSP, ROC/POE, Manpower Change Request, Rating Mergers, SCRs, RISs, “What ifs”) Manage Manpower Programs & Projects (Manpower Instructions/Manuals, NOOCS & NEOCS, Configuration Control/Functional Review Boards) Navy Occupational Classification Systems Fleet Manpower Requirements Determination Navy Manpower Mgmt Program Administration Navy Manpower Information System Business RQMT Code 10 Codes 30 & 40 Code 20 FMO 6

  7. Mar 2010 What do we ProduceProducts Supporting MFT

  8. NAVMAC Navy-wide CustomersWho gets our products (P01-20) OPNAV N1 ECH I N15 N12 N13 P15 PM- FRB/RIS P16 BURT Docs P02 NOOCS-NEOCS Boards /CCR P03 NOCS Documents ECH II SYSCOMs Acquisition Programs SPAWAR IT Service Provider CNP/DCNP BUPERS NETC P13 MRD Program Administration BSOs Supply Chain N7 CIO • Enterprises • USFF • TYCOMs P14 Manpower CCB/SCR P17 SAAR P19 Data Configuration P18 FM Reviews ECH III P06 Acquisition Docs P08 Workload Reviews P20 Model Reviews NETPDTC (Rating Exams) NAVMAC Activities P04 Fleet MRD Docs P05 Afloat Readiness Reviews P07 Special MRD Docs Learning Centers (Curriculum Development) P01 Occupational Standards P09 Manpower MGMT Governance Reviews P10 Manpower MGMT Special Tasking P11 Shore Manpower Change Request P12 AMD Compliance Reviews Authoritative Manpower Demand Activity Manpower Documents (AMD) Resource and Supply Chain Stakeholders NAVMAC Products (P01-20) Warfare/ Resource Sponsor Military Distribution Community Mgmt Mobilization Planning Readiness Reporting Training Managers Manpower Managers 8

  9. Input Mission Priorities Force Shaping OM&N Budget NAVMAC Business Functions Manpower Management ProcessProducing a Valid Demand Signal Occupational Classification Structure (Off/Enl/Civ) Customers Suppliers Manpower Controls Organizational Structure (Activities/UICs) Military Distribution Fleet Manpower Requirement Determination Program Manpower RQMT Determination Process Budget Submitting Offices (BSOs) Shore Manpower Requirement Determination Program Community Mgmt Manpower Change Request (MCR) Process Non-Navy Controlled (Joint) Manpower Requirement Determination Programs Input Activity Mission / Workload Output Valid Demand Signal Officer / Enlisted Civilian / Contractor Requirements Activity Manpower Documents (AMDs) Mobilization Planning Total Force Positions Individual Account (IA) Manpower Requirement Determination Program SYSCOMs Manpower Managers Update AMDs & Military Controls Billet Authorizations (BA) & Programmed Authorizations (PA) Readiness Reporting Authorized Positions Active/Reserve Military & Civilian Manpower Managers Manpower Managers Manpower Authorization Process Military Programmed E/S Controls Resource Controls PPBES Managers

  10. Recruiting #1 Training Family & Sailor Care Distribution & Assignment The MPTE Supply Chain …all manufacturing processes begin with the demand… Selection & Classification “Gathering Raw Material” “Sorting” Determine Manpower Requirements Authorize Positions “Defining Demand” “Assembly & Polishing” $ $ $ PMO “Operations” “Shipping/ Delivery” “Customer Care” Delivering Fleet Readiness

  11. Manpower Process DocumentsHigh Level - Integration N1/ N2N6/ N4/N9_ BSOs N2N6/N9_ PM/NAVMAC/BSOs Sponsor Programs Determine Requirements Identify Mission Requirements Authorized Acquisition AMD End-Strength Controls ROC/POE MNS/MFT SMD/FMD/ SQMD/SMRD OFF / ENL Programmed Authorizations (OPA / EPA) Manpower Billets Authorized (BA) NPC (Detailers) PERS-4013 Personnel Recruiting Training Education Promotion Retention Policies Inventory Distribution Personnel Assets On-board N13/ NETC PERS/NRC

  12. Manpower-vs-ManningNAVMAC’s Field of Operation …manpower requirements are only a part of the overall picture… Endstrength Personnel Requirements Authorization RQMT Work Funding ROC/ POE Readiness Gap “Risk” Authorization NMP Classify Work COB Work Initial Manpower Specification MFT Current On-board Navy Manning Plan Places Faces Demand Controls NAVMAC Direct Work NAVMAC Support to N12 12

  13. Challenges and Initiatives Major NAVMAC Initiatives Challenges for Navy Manpower • Sustain and modernize Manpower IT Systems (TFMMS & NMRS) • Business Process Re-engineering (BPR) • Functional Requirements Document (FRD) • Business Case Analysis (BCA) • Improve Fleet Manpower Requirements Determination (FMRD) • Update SMDs using new 30% MRPA allowance • Determine current Fatigue allowances • Address non-traditional work grouping (LCS) • Update FMRD model by leveraging N1/N81 Analytic Agenda submissions • Improve FMRD manpower model optimization • STAMPS M&P product (costs) • Modernize Occupational Classification • Deploy Navy Job Analysis (NJA) process containing analytical rigor and robust data mgmt using the chartered MPTE NJA Cross Functional Team (CFT) • New warfighting capabilities & platforms are driving the need for new manning concepts (LCS, UAV, Aegis Ashore) • New work classifications produced by acquisition initiatives are driving increasingly complex work and skill demands • Change to shore-based support of shipboard work is driving need to assess FMRD assumptions (Condition I/III/V) • Evolving Supply Chain processes are changing manpower demand signal requirements • Total Ownership Cost based decision-making requires new manpower optimization approach 13

  14. NAVMAC Goals & Objectives Strategic Goals Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6 Improve Navy manpower products to support a skill-based workforce. Define and structure manpower business requirements to comply with DoD/CNO Information Mgmt (IM) initiatives. Improve Navy MRD Processes and Products to support Navy Position Management Line of Business Increase visibility, availability, and usability of NAVMAC information Increase stakeholder confidence in NAVMAC's products and services. Foster an effective workforce to maximize NAVMAC capabilities Business Objectives • 1.1 Support and complete NPC skill-based taskers • 1.2 Develop a Total Force process for conducting Job Analysis. • 1.4 Develop a Total Force task-based classification system. • 1.5 Develop Universal Task list • 1.6 NEC Funding Initiative • 1.7 Develop and Implement Survey Capability • 1.8 Conduct a NAVMAC /NETC CPI project on NEOS development and usage • 1.9 Implement a common framework for governing Total Force Jobs • 2.1 Document position management business requirements (PM-BURT) • 2.2 Document fleet manpower requirements determination business requirements (FMRD-BURT) • 2.4 Identify the gap between current and projected manpower Information Systems (IS) performance and approved PM-BURT. • 2.5 Identify the gap between current and projected manpower Information Systems (IS) performance and approved FMRD-BURT. • 2.6 Support Enterprise Information Management (EIM) and submit SCRs/RIS as needed • 2.7 Reduce PII Footprint and submit SCRs/RIS as needed • 2.8 Support ADE/ADW and submit SCRs/RIS as needed • 2.9 Develop Position Management IT Portfolio Transition Plan and submit new business initiatives as needed. • 2.10 Document shore manpower requirements determination business requirements (SMRD-BURT) • 3.2 Implement TF position descriptions on Activity Manpower Documents through common storage and reporting of manpower classification data. • 3.3 Integrate Navy Manpower BSOs into Position Management Line of Business by planning and programming for a uniform workload data collection tool for use across decentralized Shore Manpower Requirements Determination Program • 3.4 Design a uniform process to collect task-level workload and generate Total Force manpower staffing standards • 3.5 Identify changes required by current FMRD support systems and policies to accommodate acceptance and optimization of Total Force (TF) workload • 3.6 Validate TF Manpower Studies. • 3.7 Develop strategy to deliver new work definition and manpower requirements optimization capabilities to support Fleet Manpower Requirements Determination (FMRD) for both operational manpower requirements and acquisition manpower requirements • 3.8 Develop framework and business requirements documentation for Navy Position Management Line of Business (PMLB) • 3.9 Formalize and expand NAVMAC Manpower Analytics Capability • 3.10 Formalize NAVMAC's involvement in MPTE Supply Chain working groups and initiatives • 3.11 Increase currency of Manpower Management policy documents • 4.1 Assess NAVMAC manpower information sources and customer defined criteria to determine usable, accurate manpower information for dissemination • 4.2 Assess and implement a means of making NAVMAC information readily available to our customers • 4.6 Improve efficiency / effectiveness of and enterprise access to authoritative NOOCS/NEOCS processes/products • 5.1 Improve and institutionalize NAVMAC’s involvement within the acquisition process. • 5.2 Increase manpower product currency • 5.3 Fully involve stakeholders in all manpower processes. • 5.5 Align with Industry Standards • 5.6 Execute a brand marketing strategy, with focus on high visibility, high impact projects. • 5.7 Increase Accuracy of Manpower Processes/Products • 5.10 Update aging aviation staffing standards • 6.1 Assess and align NAVMAC work • 6.2 Develop a Results Oriented Work Environment by increasing NAVMAC workforce development • 6.3 Identify, establish and publish NAVMAC Standard Operating Procedures (SOP's) in a central location. • 6.4 Identify and establish NAVMAC's workforce mobility readiness. • 6.5 Identify and publish sources of educational manpower information

  15. Backup

  16. Fleet Manpower Requirements Determination (FMRD) Higher Headquarters Controls (DoD, SECNAV, OPNAV Instructions) Fleet Manpower Requirements Determination (OPNAV N12/NAVMAC) Inputs (Workload Drivers) Output (RQMTs) • Mission • Wartime / Peacetime Process • Activity Manpower • Document (AMD) Capabilities (Warfare Sponsor - ROC/POE AW, AMW, CCC, C2W, INT, MOB, NCO, USW, etc) Ship / Fleet Manpower Documents (SMD / FMD) Data Phase (Workload, Work-hours, Occupational Skills, Organizational Structure) Maintenance (PM/CM/FM) Computation Phase (Model & Optimize) Support Services (OUS/CS/AS/UT/SA/DM) Configuration (Program Sponsor/SYSCOM - Platform Design, Equipment, etc) Squadron Manpower Documents (SQMD / MRW) Operational Manning (OM - Watches/Aircrew) Acquisition / Special Documents (MER / PSMD / NTSP, etc.) Navy Policies Various - Environmental, SORM, EDORM, CSD, NWP, NATOP, NSTM, 3M, QOL, etc Directed RQMTS Officer RQMTS Manpower Standards (OPNAV N1 – Staffing Standards, OCCSTDs, Allowances, Factors, NAF, etc) Outcome Proper demand signal to achieve & assess mission readiness The Key – Changing any of the Inputs will change the Output

  17. Position Management Line of Business Business Focus Occupational Classification (NJA/NOCSS) Fleet Manpower RQMTs. Determination (FMRD) Shore Manpower RQMTs Determination (SMRD) Activity Manpower Management (AMM) Current State Current State Current State Current State • No Navy-wide validation capability • Limited data management tools • Outpaced by business needs • Limited integration across MPTE • Inadequate visibility/linkage betwAcq & impact on mnpwr / trng • Inconsistent BSO execution • No standard/uniform process • Limited oversight • Lack of leadership confidence in process • 2015 end of TFMMS useful life • Lack of agility/ accessibility • Outpaced by business needs • Limited integration • Minimal decision support • Inflexible and labor intensive • Cannot assess all OPS conditions • Ineffective modeling/optimization • Insufficient tools • Aging standards/factors/allowances Documenting the Need Documenting the Need Documenting the Need Documenting the Need BURT: Complete BURT: Complete BURT: Draft in Progress BURT: Complete Improving Delivery Improving Delivery Improving Delivery Improving Delivery • Update doctrine/instructions • Performance stds • Survey Capability • eNEC (FOC) / NOCSS • AIM/CPM • NAVMAC/NETC Partnership • Flt-approved performance stds • NOLA data center & San Diego COOP (FOC) • Test/devel environment (FOC) • Automated NAVSEA PM data input (FOC) • NMRS Stabilization • Streamlined AMD (FOC) • Qtrly AMM Guide (FOC) • Increased user functionality (TMMCA 8.2 FOC) • TMMCA Stabilization • Streamline BCR process • Protocols to develop staffing standards On-going/O&MN Improving Processes Improving Processes Improving Processes Improving Processes • BPR • Decomp algorithms/plng factors (MRPA complete) • NMRS Modernization • Analytics • Fatigue Allowances • OPNAV N81 SMRD Process Study • Future BPR (FY2015) • NAVMAC/NETC CFT • Future BPR (FY2015) • Analytics • Navy Task Classification (NTC) • BPR • TFMMS Modernization Near-term R&D • FY2014 N81 Analytic Agenda • STAMPS • FY2014 N81 Analytic Agenda • POM16 S&T Agenda • STAMPS • FY2014 N81 Analytic Agenda • POM16 S&T Agenda Long-term R&D

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