1. Manpower, Personnel, Training, and Education (MPT&E)
CAPT Terry Merritt
02 OCT 08

2. Overview Total Force Enterprise Relationships
Center for Naval Aviation Technical Training (CNATT)
Fleet and Total Force Interface
Training Model Managers
Integrated Production Plan
Human Performance Requirement Review Process
Navy Credentialing Opportunities On Line (COOL)
Total Force Readiness Metrics
DRSS-N
NAE Current Readiness
On the Horizon

3. Navy Enterprises Operating Concept
Navy CODB
S & T
* Other includes Intel, Joint, etc.
** ATL includes PEOs and SYSCOMS
Other*
This process addresses the alignment of support enterprise billets and resources with the warfighting readiness priorities

4. Metrics Development Team
NAE ENTERPRISE CFT
NAE Air Board
Air Board
* CNAF * DC(A), USMC * NAVAIR * CNAL
* OPNAV N43 * OPNAV N * CNAFR * TF CFT (CNATRA)
* IRMT OPNAV N USFF N4/ NAVICP
NSAWC COMFRC PEO (A) PEO (C4I)
PEO (Carriers) PEO (JSF) PEO (T) PEO (U&W)
AIR 1.0
Air Board Extended Members
NAVSEA MARFORRES MARFORPAC MARFORCOM CNP
CNIC NETWARCOM CNETC SPAWAR ONR
NSC DASN-AIR DASN-SHIPS DASN-C4I DSCR
* NAE Air Board EXCOMM
Current Readiness CFT
CNAL
Total Force
CFT
CNATRA
Int Resource
Mgmt Team
CNAF N8 (Int)
Metrics Development Team
Readiness,
Standards and Policy
Maint and Supply
Chain Management
NAVICP / AIR 6.0
Carrier Readiness
Team
CVN CO
Future Capability
OPNAV N88
Leadership Group
(DASNs, PEOs, OPNAV)
Working Group
NAE Air Board EXCOMM

5. Center for Naval Aviation Technical Training
‘Conglomerate’ product line
Wide range course offerings
Strong Enterprise alignment
Requirements based on acquisition life cycle planning
Position based for weapon system
Supports career continuum
Integrated USN / USMC staff and throughput
Military Instructors return value to the NAE
Reinvest expertise in the fleet upon transfer
Maintains health of the community and sea shore rotation
Changes to Program of Record (POR) from FY07 – FY09
NASC transitioned from CNATRA to CNATT in FY07
FASO transitioned from CNAF to CNATT in FY08 5

6. CNATT Domain 835 Course 1522 CDP Brunswick Me FASO Whidbey Island
EA6B/P3/CASS
FASO
Swim
Lakehurst NJ AB
Lemoore
F/A 18
FASO
FMS
Ft Lee VA
Spec Ops PR
TINKER AFB OK
E-6
Hampton Roads
Oceana Norfolk
F/A-18 H-60/H-53
FMS E-2
CASS FASO
Swim
Athen GA
Maint Logistics
Meridian MS AZ
San Diego
North Island Camp Pendleton
H-60/CASS H-1
SE FASO
FASO Swim
Goodfellow AFB TX
Firefighting
North Carolina
Cherry Pt New River
AV-8/C130 V22
FASO H-46/H-53
Keesler AFB MS
AG/Calibration
Pensacola FL Milton FL
API, Safety, AMDO
AVCOT AOOCP
Aviation A Schools
FMS
Jacksonville FL
H-60/P-3
Support Equip
FASO
FMS
Atsugi 2M
FASO
Kaneohe Bay HA
FASO
CNATT

7. Business Product Line Supporting Enterprise FRC’s and Afloat I Level
N1/NETC/NPDC
CNATT
NAE
Enlisted
13 Navy Ratings
225 NEC
88 USMC MOS
Officers
Pilot/NFO
Aviation Maintenance Officer
Aviation Ordnance Officer
14 Designators
31 Type Model Series,
FRC’s and Afloat I Level
Business Functions Individual Training Delivery
Curriculum Management Content Development
Business Product Line
Total Force Personnel Ready for Tasking 7

8. Current Operational Environment New / Increased Requirements
CNATT
NAE
NETC/N1
New / Increased Requirements
NavPlan
2030
MQ-8B
F/A-18
F-35
ARC
H-1Y/Z
PCSIM
TRANET
Instructor s
Trainers (TTE)
Electronic Classrooms
Courseware
NKO
Multimedia
KC-130J
BRAC
USMC
ATSP
H-60S/R
E-2D
ITRO
P-8
RQ7B
EA-18G
CH-53K
MAP 8

9. Key Result Areas
Training Effectiveness
Production Efficiency
Total Force Alignment
Provide training that is current and relevant in the correct amount at the right time
Provide training in the most cost effective and efficient manner
Right person to the right job aligned to Enterprise roles and responsibilities 9 9

10. “Work Defines the Work Force”
Technical Training Curriculum
Defense Readiness Reporting System
JMETL
Key
Learning
Points
KSA
JTF
NMETL
Group
NMETL
ELO
Warfare CDR
NMETL
Key
Learning
Points
KSA
Unit
NMETL
ELO
Mission Essential
Systems Matrix
CRITICAL &
FREQUENT
TASKS
TTL
TLO
ELO
Key
Learning
Points
KSA
MASTER
TASK LIST
ELO
APPROVED
NTSP
ELO
TRAINING
SYSTEM ACQ
STRATEGY
PLAN
Key
Learning
Points
KSA
TRPPM
Analysis
MPT INPUTS TO
CONCEPT
REFINEMENT
RFP
Training System Development

11. Enlisted Training Continuum
Training Design Analysis applied across career continuum
Aviation Technical Training
Completed Training Analysis A
School
Initial
T/M/S
CNATT
Career
T/M/S
CNATT
SEAM
CNATT
QPT
Apprentice
In Service Training
QPT
Journeyman
In Service Training
QPT
Master
In Service Training
Recruit
Apprentice
Journeyman
Master
E1 - E4
E5 - E6
E7 – E9
“QUALIFIED PROFICIENT AVIATION TECHNICIAN”

12. AD Pipeline

13. Key Training Processes Fleet Interface
Training Model Manager (TMM)
Integrated Production Plan (IPP)
HPRR Process
CNATT UNITS / MARUNITS
Open House
Metrics
Commodore Meetings/TRIAD
Formal Course Review / QPT
Rating Competency / Occupational Standards
Advancement Exam Development

14. Enterprise Relationships
Navy Total Force
NAE
Air Board
CNP
NETC
Total Force
CFT
CNATT
Requirements
ATB
USMC
CNAF
ATS/Training Management Teams (V-22,C-130, H-46, H-1, AV-8, H-53, JSF, UAS)
Training Model Managers (F/A-18, P3, H-60, E2/C2, E-6, EA-6B, H-46, JSF, MH-53) 14

15. Why Training Model Manager?
Provide TYCOM current and accurate fleet assessment of training requirements
Integrated Production Process (IPP)
Qualified Proficient Technician (QPT)
Provides feedback on training effectiveness to ensure current relevant and complete courseware
Participate in Formal Course Reviews
Develop action chits for HPPR process based on Sailor/Marine performance
Focuses fleet feedback by TMS for TYCOM action
Provides input to Training NARG

16. Training Model Managers
P PATRON THREE ZERO
F/A-18 C/D COMSTRKFIGHTWINGLANT
F/A-18 E/F COMSTRKFIGHTWINGPAC
E-6B COMSTRATCOMMWING ONE
EA6B COMVAQWINGPAC
E2/C COMACCLOGWING
MH-53E COMHELSEACOMBATWINGLANT
SH-60B COMHELMARSTRIKEWINGLANT
MH-60R/S SH-60F/H COMHELMARSTRIKEWINGPAC
C-9 C-40 C-130T COMFLELOGSUPPWING

17. Human Performance Requirements Process
TMT
NA L DA
ISE
CILR
OMN
POM
FCR
READY
TOP 10
PET
MPN
SUPV
AMMT
ACQ
TEST
SURVEY
PRE/L
ILSMT
SURVEY
APN
CNATT
CNAF
TECOM
NAVAIR
OPNAV
ASL
TRAINING BARRIERS
FLEET BARRIERS
PROGRAM BARRIERS
BUDGET BARRIERS
PROVIDERS
FLEET
RESOURCES
FLEET REQUIREMENTS

18. Accession Phasing History
History shows us accessions are phased in a “saw tooth” manner driven by fiscal constraints
1st trimester shipping constrained
Creates student backlog at “A” Schools post RTC
Flow to fleet affected
Fiscally constrained phasing creates inefficiencies downstream
BOY Historical Accession Phasing by Trimester (FY94-FY08)
Potential Loading Based on Notional Accession Phasing
Trimester Phasing
“Saw Tooth” Phasing
Annual Accessions
(Active + NAT)
RTC
Summer Surge
TSC
Surge/Student Backlog
Current accession phasing:
Fiscally constrained
Supports recruiting business cycle
Exceeds training capacity at surge point creating student backlog
Evaluate and mitigate high risk in-year for:
Recruiting business cycle
Exceeding training capacity and high number of NUI
MPN account
Ensure accession phasing & training pipeline deliver trained Sailors to the fleet
The right Sailor, to the right place, at the right time, & at the right cost 17

19. A School Student Phasing

20. Health of the Community
Supply vs Demand Model
SUPPLY
DEMAND
TOA
NMETL
AMD
REQN
IPP
OPA
EPA
Health of the Community
Fleet Readiness

21. Integrated Production Plan (IPP) Demand Based Approach
Tie accessions to fleet demand
Spotlights differences between accession and associated training output and fleet needs
TMS specific production plan
Highlight disconnects/barriers within the training pipeline that inhibit fulfilling the demand signal
Employ IPP generated production plan
Basis for CeTARS scheduling
Out year POM resource planning
We tend to use the term IPP loosely to refer to both the Integrated Production Plan and the Integrated Planning Process. I think the latter version best expresses the overall effort.

22. Demand Planning AT “O” Comparative Analysis
Source
JAN 2008
FEB 2008
MAR 2008
APR 2008
MAY 2008
JUN 2008
JUL 2008
AUG 2008
SEP 2008
Total
Supply Model
144
193
192
1491
Capacity 82
117
843
Demand Model
114
129
116
121
138
160
166
191
150
1285
Supply and demand models not consistent
Both models reflect surge
Capacity does not meet supply model requirements
Forces continual rise in students awaiting instruction

23. CpC Maint Pers

24. Maintenance Personnel Rating Fit
General Info:

25. Maintenance Personnel NEC Fit

26. What’s Navy COOL? https:www.cool.navy.mil
Credentialing Opportunities On-Line (COOL)
Find civilian credentials related to your rating, job, or occupation
Understand what it takes to obtain the credentials
See if there are available programs that will help pay credentialing fees
Chief of Naval Personnel (CNP) authorized appropriated funds to pay for licensing / certification exams, re-certifications, and maintenance fees for Navy and Naval Reserve service members
Authorizes the Navy's Credentials Program Office to a limited amount of certification / license vouchers that may be used towards specifically-identified certification / license exams

27. Center for Naval Aviation Technical Training
“AM” Navy COOL
Center for Naval Aviation Technical Training

28. What’s on the Horizon Aircrew Rating Merger Enlisted Road Maps
Officer Navy Job Analysis
Officer Credentialing
Personnel metrics for DRSS-N
T & R Matrix for Maintenance Personnel

29. Questions