1. COMMAND STAFFING Presented by Adrienne Somerville AIR 2.0 Technical Lead 26 July 2007 Enabling the Right Skills At the Right Time To Accomplish the Right Tasks NAVAIR Public Release 07-456 Distribution Statement A – “Approved for public release; distribution is unlimited”

2. 2 “As we move to a capabilities-based approach, we will focus on determining the right workforce (numbers, skills and mix) based on current and future missions – based on an analysis of the work and work management, balanced with cost and operational risk.” VADM John C. Harvey Chief of Naval Personnel “As we move to a capabilities-based approach, we will focus on determining the right workforce (numbers, skills and mix) based on current and future missions – based on an analysis of the work and work management, balanced with cost and operational risk.” VADM John C. Harvey Chief of Naval Personnel “Navy and Marine Corps aviation has no equal in air combat as a result of the professionalism and effectiveness of our most prized capital asset, our people…our human capital. Our Total Force Readiness (TFR) strategy will enable the creation of a force that provides the right skills, at the right time, to accomplish the right work, in the 21 st century. ” VADM Jim Zortman Former Commander, Naval Air Forces “Navy and Marine Corps aviation has no equal in air combat as a result of the professionalism and effectiveness of our most prized capital asset, our people…our human capital. Our Total Force Readiness (TFR) strategy will enable the creation of a force that provides the right skills, at the right time, to accomplish the right work, in the 21 st century. ” VADM Jim Zortman Former Commander, Naval Air Forces “The Enterprise construct gives us a good start in gaining understanding of missions, requirements, and capabilities. Using current billet baselines, we will validate the Enterprise domains and the associated work using a value chain.” VADM John C. Harvey Chief of Naval Personnel “The Enterprise construct gives us a good start in gaining understanding of missions, requirements, and capabilities. Using current billet baselines, we will validate the Enterprise domains and the associated work using a value chain.” VADM John C. Harvey Chief of Naval Personnel NAVY SENIOR LEADERSHIP PERSPECTIVES

3. 3 WORK WILL BE MORE EFFECTIVELY DISTRIBUTED AMONG ACTIVE, RESERVE, CIVILIAN, AND CONTRACTOR, UTILIZING THE STRENGTHS OF EACH RESOURCES MISSION OUTSOURCE: MISSION & MARKET DO NOT JUSTIFY RETENTION FOCUS: Develop & Implement Enterprise-Wide Approach for Contractors MILITARY POM-08 CORE TO MISSION: GOVERNMENTAL DECISIONS UNIQUE KNOWLEDGE CRITICAL SKILLS POTENTIAL ECONOMIES DECREASED RISK FOCUS: Develop & Implement Enterprise-Wide Approach for CIVPERS ESSENTIAL MILITARY COMPONENT FOCUS: Identify Stakeholders, similar to Warfare Sponsors, within the MPT&E Enterprise CIVILIAN PR-09 CONTRACTOR SUPPORT POM-10 SINGLE MANPOWER RESOURCE SPONSOR’S VISION

4. 4 TOTAL FORCE READINESS (TFR) The Purpose of Capturing TFR: –To provide Manpower Capability Assessments to Aid in Determining Future Requirements Why Is This Important to Contractors? –All Civilian, Military and CSS Work will be defined Using Common Consistent Work Definition Structures allowing for a True Total Force Assessment –Completed for Military and Civilian for POM08 and PR09 –Add Contracted Support Services (CSS) for POM10. How is planned CSS Work being captured? –A Command Staffing tool is being used for Planning and Staffing

5. 5 Contractor Component (POM10) Today’s goal… –Capture the planned work to be performed by the contracted workforce –Build the initial baseline for the contractor component of the workforce –It is NOT about execution. –It is NOT about tracking down the bodies. Vision of tomorrow… –Enhance the visibility of the Total Navy Workforce.

6. 6 Planned Work How will the work be captured? –Select the FSC that best describes the work –Map the work to products supporting the Warfare or Provider Enterprise –Identify labor categories –Selecting the Augmented Workforce and its geographic location FSC handbook website: –www.dlis.dla.mil/pdfs/h2.pdfwww.dlis.dla.mil/pdfs/h2.pdf

7. 7 Data Elements FSC Codes Contractor Logistics Support Maintenance, Repair, Modification, Installation, Salvage FSC Codes J,K,N,P Research & Development Major System Development, Basic Research, Exploratory Development Activities FSC Codes Only A**6 Information Technology ADP & Comm Services FSC Codes D, R426, W codes (except W210, W310E) Installation Management Base Operating Support, Medical, Utilities, Transportation, Lease/Rental, Buildings FSC Codes E, F, G, M, Q, T, V, W (except W058), X, Y, Z C111-C130 C211-C219 R416 S111-S119 S201-S299 Other Mission Critical Services Program Support Administrative Support Quality Control Training The FSC will be used to define the type of planned work, not necessarily what is on a current contract.

8. 8 Other Mission Critical Services Program Support Engineering Program Mgmt B/FM Logistics Tech Rep FSC Codes A**6 L Codes R407, R413, R414, R415, R421, R425, R405, R406, R408, R409, R499, R799, R422, R703, R704, R709, R710, R706, Admin Support Analyses/ Studies & Misc Admin Support FSC Codes B Codes R401, R402, R404, R411, R418, R420, R423, R424, R427, R428, R497, R498, R602, R603, R604, R605, R606, R607, R608, R609, R610, R611, R612, R613, R614, R699, R701, R702, R705, R707, R708, R711, R712, R713 Quality Control Inspection, Testing, Quality Control FSC Codes H codes Training Education, Training & Simulation FSC Codes U Codes R412, R419 Other Mission Critical Services Program Support Administrative Support Quality Control Training

9. 9 SUMMARY Command Staffing…  Focuses on understanding work requirements  Provides insight into program risk  Promotes demand and supply dialogue  Facilitates better resource utilization  Enables NAVAIR to make data-based resourcing decisions

10. 10 PROCESS IMPROVEMENT

11. 11 PROCESS IMPROVEMENT

12. 12 AIRSPEED SUCCESS HIGHLIGHTS Justification & Approvals –Previous Process 26 steps and 17 rework loops and the cycle time ranged from 28 to 129 days. –New Template Process 11-13 steps and 16 to 40.5 days is the reduced cycle time Business Clearances Above TINA –Previous Process Annually AIR-2.0 Business Unit executed more than 515 Business Clearances >= $550K Average cycle time was estimated at 224 days –New Template Process (Endorsed by SECNAV; Implemented by NAVSEA) Revised/Standardized a template; Revised Applicable Instruction; Developed a Training Plan for Preparers and Approvers The average cycle time is estimated at 49 days Review of SAP Actions Team (2006 Commander’s Award for Business Operations) –Previous Process  High volume/ low obligation actions averaged 14.13 labor hours costing $731.54 per action –New Process Re-designed, faster, less expensive process flow Savings are expected to exceed $4.5M over the next five years