Transcript FFC Standard Template

CAPT Ralph T. Soule
Supervisor of Shipbuilding Newport News
Career Goals:
Shipyard Command
Supervisor of Shipbuilding Command
Qualifications:
Surface Warfare Officer
Acquisition Certifications: APM; AG2; AG3
Year
1985
1990
1995
2000
2005
2010
Now
YCS
0
5
10
15
20
25
30
20/30 TYS
Bryan
K
ELEM
JRHI
Beau
K
S FF
W 108
O
S 7
Career
Plan
St
ud
en
t
Kir
k
N N
uc u
P c
wr Pr
Sc ot
ho ot
ERO, CICO ol y
p
FFG 48
Vandegrift
HS
COL
ELEM
JRHI
C Supship
CGN
MIT
CVN 65
PSNS
CVN 69
N Newport Dwight D.
40
EnterAL News
Miss- Student
prise Nuclear APS, Carrier Avail N4
EisenImprovement
issippi
(RCOH)
hower
Carrier
3
MPA
De
put
y
Station
Officer
EM
O
HS
COL
PHNSY Comm
OPS
Overhaul
Project
Reactor Officer
Officer,
PMR
Naval
Air
Force
ACOS
Ship
Materiel
N43
Supship
Newport
News
Supship
SuperNewport
visor
News
Supervisor
ED/EDQP
Boards
Promotion
ENS
LTjg
LT
LCDR
CDR
CAPT
FitReps
20/30 TYS
YCS
0
5
10
15
20
25
30
Now
Year
12/14/2006 5:10:27 PM
1985
1990
1995
Enter/Edit Data
2000
2005
2010
Career Planner (ver 1.6b1 03-25-02)
UNCLAS
Why You Should “Do” Carriers
• The problems you encounter are really the Navy’s
highest priorities.
• The resource sponsors understand and value
maintenance.
• While the problems are complex, you get great
support and rapid attention.
• Carriers have enough money to work ahead of
most of their problems.
UNCLAS
2
UNCLAS
Career Planning Insight (Soule’s view)
• Keep options open, 2 paths to O6/Command as long as
possible
– No one path to O6/Command
• Performance will always be #1 factor
• Develop the KSAs you need for future jobs, it’s not just about
OJT
– Always think one or two jobs ahead
– Observe and get mentoring from senior officers
– Personal development plan
• Have fun!
UNCLAS
3
UNCLAS
CV/N Maintenance
• Governance
– Life Cycle Management Group
• Management of Life Cycle material and programmatic issues
– CV/N Team One
• Manages the “white space” in the CV/N CNO availability process
(planning and execution)
UNCLAS
4
UNCLAS
Current Interests and Reading
UNCLAS
5
UNCLAS
My Personal Development Themes
• Leadership Development (of course!)
• Human Performance Capabilities and Models
• Systems Thinking
• Safety Culture/High Reliability Organizations/Error
Management
• Risk (Crisis) Management/Failure Analysis
• Distributed Cognition
• Critical Thinking
UNCLAS
6
UNCLAS
Recent Reading
• Recently finished
– Irrationality, Sutherland
– Safety at the Sharp End, Flinn et al
– The Checklist Manifesto, Gwande
– How the Mighty Fall, Collins
UNCLAS
7
UNCLAS
Current Reading
• Power Rules, Gelb
• 7 Deadly Scenarios, Krepinevich
• Upgrade Your Life, Trapani
UNCLAS
8
UNCLAS
Suggested Reading
• Havard Business Review
– What Makes a Leader, Goleman
– The Hidden Traps in Decision Making, Hammond et al
– What You Don’t Know About Making Decisions
– What Is Strategy?, Porter
• The New Economics, Deming
• Fifth Discipline, FD Fieldbook, Senge et al
• Leadership and the Art of Communication, Krisco
• Seven Habits, Covey
• Getting Things Done, Allen
• Managing the Unexpected, Weick
• Intuition at Work, Klein
• The New Rational Manager, Kepner-Tregoe
• Becoming a Critical Thinker, Diestler
UNCLAS•
Boyd, Coram
9
UNCLAS
JO Industrial Tour Success Strategies
• Know your customers and what they value.
• Read “Lean Thinking” and “The Toyota Way;” think about
where and why we fall short.
• Read and understand the Shipyard Business Plan.
• Get involved in Carrier or Sub Team One.
• Update your career planner and always have available for
"drive by career counseling" opportunities. You will get
better mentoring if you frequently ask “Why do we …?”
• Complete all DAWIA quals possible during this tour.
• Always be thinking about what you want to learn and get
better at doing. What skill sets are you building for Navy
problems?
• If there is a Shipyard CO shadow program at your command,
get on the schedule ASAP.
UNCLAS
10
UNCLAS
Decision Games/Case Studies
• Running out of money in CVN RCOH
• What to do when you realize your new
construction ship is going to be late.
UNCLAS
11
UNCLAS
Recommended Reading
• Managing the Unexpected
• Asking the Right Questions
• New Rational Manager
• Intuiton at Work
• The $5B Misunderstanding
• The Checklist Manifesto
UNCLAS
12
Increasing Aircraft Carrier Ao UNCLAS
Operations Drives Maintenance
CVN 68 Class Incremental Maintenance Plan
OLD
Aircraft Carrier Class
Maintenance Plan
UNCLAS
45 months
increased Ao
over each 50
year life cycle.
Eliminated 2
DPIAs and 4
PIAs.
New Con / ROCH
NEW
Mid life plan with 32-Month OP Cycle
New Con / RCOH
PIA
PIA
PIA
PIA
PIA
DPIA
PIA
RCOH / Inact
DPIA
CVN 68 Class Refueling Complex Overhaul
OLD
Industrial Period
(Refueling Complex Overhaul (RCOH))
RCOH
Preps
3 Months
Shakedown Period
FOA
PSA/SRA
PDTT
Deployment
Industrial Period (RCOH)
Mod
Insertion
39 Months
Workups
CMAV
10 Months
52 Months
10 Months
(8.5 mos)
Deployment
Workups
MCO Surge
Ready
PS
A
NEW
4 Months
(4 mos)
4 Months
(4.5 mos)
A
RCOH
Preps
36 Months
(41.5 mos)
SR
3 Months
(3.7 mos)
57 Months
(62.2 mos)
A
RCOH incorporating SRA
• Eliminates post-RCOH
SRA
• C4I mod insertion
• PMA 251 LLTM risk
reductions

Mid life plan with 27-Month OP Cycle
SR
32 vs 27 month Op Cycle
• Eliminates 2 DPIAs and
4PIAs
• Implements CIA concept
• Drydock Extension
Program (8 vs 6 year
periodicity)

MCO Surge
Ready
Increased
Ao
5 Months
from Notional
10.2 months
from Historical
Average
13
UNCLAS
Supervisors of Shipbuilding
UNCLAS
14
SUPSHIPs Today
$110+ Billion Contracts Administered
SUPSHIP Bath
DDG51 // DDG1000
Mobile, AL
LCS // JHSV
Detachment
San Diego
TAKE // MLP
SUPSHIP Groton
SSN 774
Submarine Repair
SUPSHIP Newport News
CVN 78
Carrier Repair
Carrier Refueling
SSN 774
Submarine Repair
SUPSHIP Gulf Coast
DDG51 // DDG1000 (Deck House) //
LPD 17 // LHA 6 //
TAGM // TAGS66 //
Marinette, WI
LCS
5 Major Shipbuilders
4 SUPSHIPs
SEA 04Z
1 Military
10 Civilian
1 Det, 2 On-Site Offices
Civilians
1087 Direct
114 Military
1201 Total
~$130 M O&MN
15
SWFT-PM addresses funding
55,900
Employees
$110+ B
Contract Value
~$10 B
Annual
Contractor
Progress
Payments
SUPSHIP Community
4 SUPSHIPs
NAVSEA
04Z
1 Military
11 Civilian
+ 1 Detachment
And 3 On-Site Offices
Civilians
1064 Direct (EOB)
113 Military
1177 Total
~$126M EOB
•Requirements
•Program Execution
•Resources
•Policy
•Reporting
•Contract Administration
•Project Management
•Engineering Tech Auth
•Quality Assurance
5 Major
Shipbuilders
54,000
Employees
$100B+
Contract Value
$9.75B
Annual
Shipbuilder
Progress
Payments
•ShipBuilding
Contract Execution
•Planning
•Nuclear Repair
16
SUPSHIP Functions
 Traditional Contract Management Functions:
-
Administrative Contracting Officer
Naval Supervisory Authority
NAVSEA field engineering
Program management
Quality Assurance for key shipbuilder processes
 Non-traditional Functions:






Field Pricing Support for new contracts
Customer interface
Solution facilitation
Program management interface
Program reviews
Work Integration of non NGSB contractors
17
SUPSHIPNN Mission and Goals
 Mission of SUPSHIP Newport News
 Administer contracts for new ship construction,
overhauls, and conversion
 Execute NAVSEA contractual, technical, and fiduciary
responsibilities
 Program management and technical oversight of ship
construction and repair (NSA responsibilities)
 Command Goals
 Inspect to get what the gov’t expects
 Improve mission capability
 Support lower cost of production
Assure that NGSB NN adheres to Navy contracts and provide onsite
technical/program support between NGSNN and Navy activities.
18
SUPSHIP Manning
Bath, Groton, Newport News, Gulf Coast
• SUPSHIP Manning directly linked to CNO (N8) Navy Shipbuilding Plan
• OPNAV (N81) accredited SUPSHIP model (SWFT) calculates manning
& funding requirements across the FYDP
• Change in Shipbuilding plan = Change in SUPSHIP requirements
• SWFT accounts for geographic disparities, shipbuilder competence, &
ship design complexity
•
OPNAV N8F agreed to fund
POM10 and future
– FY10 requirement funded!!
– Divergence from requirement
beginning in FY11
Actuals
PB10
POM12 (R7)
SUPSHIPs Bath, Groton, Newport News, Gulf Coast
70000
Projected
Actual
1750
60000
55000
50000
SUPSHIP
Manning
Out of
Synch with
Workload
POM12 CIVPERS
Requirement
1500
45000
1250
40000
1000
35000
30000
750
25000
CIVPERS Control
FY
90
FY
91
FY
92
FY
93
FY
94
FY
95
FY
96
FY
97
FY
98
FY
99
FY
00
FY
01
FY
02
FY
03
FY
04
FY
05
FY
06
FY
07
FY
08
FY
09
FY
10
FY
11
FY
12
FY
13
FY
14
FY
15
20000
19
2000
65000
Contractor Men Per Day
– Not sustainable long term
BES 11
500
SUPSHIP Civilian FTE
In FY07:
• NAVSEA agreed to fund FY08 09 SUPSHIP CIVPERS
shortfalls via CDRs Reserve
Northrop Grumman Shipbuilding
Shipbuilder Summary
Issues:
CVN71 RCOH (execution)
Delivery schedule Feb 12
CVN72 RCOH (planning)
Delivery scheduled for April 09
Direct Manning (Production + Engineering)
14735 Equivalent Men
1%
SUB REPAIR
Planning Yard and AIT Installations
22%
25%
CVN NC
Virginia Class Submarine (shared with EB)
SSN 781, 783 – Cost performance concerns.
SSN NC
CVN RCOH
GOVT DESIGN
CVN 65 Inactivation
Concern with resources, engineering and workers, to accomplish.
OTHER
20%
32%
CVN 78 Construction
CVN 79 Planning
20
Navy Private Sector
Management - NGSB
Roles and Responsibilities

Tactical
–

Executive Mgmt and Program Management
NAVSEA 08
Program Mgmt, Contracting, and Technical Authority for
Naval Nuclear Propulsion Systems
Subs and Carriers Contracting Authority
Subs and Carriers Technical Authority
On-Site Project, Contracts, Business, Q/A, and Eng Mgmt
NAVSEA 02
NAVSEA 05
SUPSHIP
Formal Contracts
•
CVN 68 Class RCOHs
•
CVN 78 Design and Construction
• Virginia Class New Construction
•
CVN 65 Maintenance RSLP availabilities
• SSN 688 Planning Yard Services
•
Selected other Carrier maintenance availabilities
• SSN 21 Planning Yard Services
• SSN AIT Installations
Strategic
–

PEO Carriers/Subs
•
PEO Carriers/Subs
•
DASN Ships
•
NAVSEA 00B
• President, NGNN
•
NAVSEA 08
• Support from NAVSEA Senior Leadership and SUPSHIP
Regulatory

• Select Submarine maintenance availabilities
Joint Executive Management (JEM)
– Contracts, Cost Estimating, Engineering
Naval Nuclear Propulsion Audit – NAVSEA 08
21
2006 RAND Evaluation of
Shipbuilding Costs
Highlights of Findings
• 7.4%-10.8% annual inflation from 1950- 2000 for Battle
Force Ships (Amphibs, Combatants, CVNs, Attack Subs)
• ~50% due to economic factors such as labor and
commodities
• ~50% due to customer-driven factors such as capability
(requirements creep) and build rate
Recommendations
• Increase investments in producibility
• Increase procurement stability
• Fund technology and efficiency improvements
• Improve management stability
• Change GFE-program management controls
• Employ batch production scheduling
• Consolidate the industrial base
• Encourage international competition/participation
• Build ships as a vehicle
• Change the design life of ships
• Buy a mix of mission focused and multi-role ships
• Build commercial-like ships
22
Affordability of the 313 Ship
Navy
 The Navy currently builds 4-6 ships per year at a
cost of $8.9 billion
 Navy needs to build 200 ships over the next 20
years at a average annual cost of $14 billion (forty
percent increase above the current budget).
 Navy assumes no real growth in the Navy's top
line—how can we buy the ships we need?
 Lower maintenance costs for in service ships
 No cost growth: personnel, ship cost, operations
 Increased commonality between ship classes at the
component level
23
Other Navy Shipbuilding
Challenges
 Maintaining the industrial base
 Current ship designs are too expensive for the
funds available
 Cost growth on lead ships of a class
 Lifecycle support costs of all weapons systems
and platforms are on unsustainable trend lines
24
SUPSHIP Challenges
Significant Challenges
• AT/FP and physical security
requirements across all
contractor sites
• Balance PEO desires with
SUPSHIP mission and manning
• Bridging the gap between now
and FY12 manning increases
• NMCI model does not apply well
to Supship
• Resources to support ERP
• Impact of BRAC decisions on
crew QOL
Major Initiatives/Actions
• Supship Back to Basics
• SupshipNN Performance
Improvement Plan
• ABS collaboration
• Maintain Customer-focus
• ERP implementation
• Military manning (PMRs) to grow
future COs
• Training all the new hires as
“graybeards” retire
25
UNCLAS
In-Service Aircraft Carriers
Years of Service
- ENTERPRISE will be 51 at her FY12 inactivation
- NIMITZ-Class: 500 total carrier-years, serving from 1975 until 2059
Years of
Service
Life
RCOH
0
5
10
15
20
25
30
Only 37% through the service life of the NIMITZ-Class
UNCLAS
35
40
45
50
313 carrier-years remaining.
as of today
26
CDRs Conference Task
SUPSHIP Health: Back to Basics
• Implement Actions to make SUPSHIPs a
more proactive organization in driving
quality performance and execution at
private shipyards
Lead: SEA04/Vice Commander NAVSEA
27
SUPSHIP Back to Basics FY10
Code 300 Quality– Implement results CY Q1-Q2
1 Team Lead – Capt Elkin (SSGR)
2 Code 150 Project Oversight– Gap ID & Analysis CY Q1; Implement Q3
Team Lead – Capt Soule (SSNN)
Code 400 Contracts – Gap ID, Analysis CY Q1-Q2; Implement CYQ3-Q4
3 Team Lead – Capt Krestos (SSBA) and Capt Barnard (SEA02)
4 Code 200 Engineering – Gap ID, Analysis CYQ2-Q3; Implement CY Q4
Team Lead – Capt Galinis (SSGC)
28
SUPSHIP Back to Basics
1.
C300 Quality Improvement - Implement CY 2010 Q1-2
•
Chain of Accountability:
•
•
•
Changing waterfront behavior on a daily basis
•
•
•
•
•
•
Develop and implement a structured QA planning process
Standardized CAR process
Documented QA standards/requirements
Ensure safe and reliable operations
Clearly identify, communicate and follow up with the shipbuilders defects and corrective actions
Ship Quality Metric reporting by Class, hull, CCP, sector
•
•
Better engagement with Shipbuilder/PEO/SEA04/SEA00
Audits and oversight of Shipbuilder’s Quality Management Systems (QMS)
•
2.
SEA04 QA Audits of SUPSHIPs
(note: completed 2 SUPSHIPs and 2 Det to date)
SUPSHIP Code 300 Audit of Shipbuilder QMS
Major shift toward Process Evaluation (PE) vice Product Verification Inspection (PVI)
C150 Project Management Improvement - Gap ID CY 2010 Q1
•
•
•
•
Better Cost/Schedule Performance Analysis (EVM)
Change Management
Enhance Project Analysis & Reporting
Better engagement with Shipbuilder/PEO on Project Mgmt & Tech Issues
•
•
•
•
Quality Data Schedule Analysis
Tracking and resolving Open Issues
Readiness for Milestones
Reassert the role of the "Supervisor" of Shipbuilding
•
Give the PMs the “Story behind the Story”
29
SUPSHIP Back to Basics
3.
C400 Contracts Improvement - Gap ID CY 2010 Q1-2
•
Improve Selected Shipbuilding Contract Clauses, SEA02/PEO/SUPSHIP
•
•
4.
Streamlined way of doing business for Shipbuilder & SUPSHIP
Shipbuilder's Cost/Schedule Performance Analysis (EVM)
C200 Engineering Improvement - Gap ID CY 2010 Q3
•
Revitalize Waterfront Engineering Organization
•
•
•
•
More time on the ships
Collaboration with SUPSHIP Code 300 Quality team
Focus on quicker decisions (more local decisions, faster TWH decision cycle time)
Refine Tech Authority workload during design & construction phase
•
Clear definition of responsibilities for Code 200
30
UNCLAS
Carrier Maintenance Plan
AIRCRAFT CARRIER
Fiscal Year
05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35
USS ENTERPRISE (CVN 65)
USS NIMITZ (CVN 68)
USS EISENHOWER (CVN 69)
USS CARL VINSON (CVN 70)
USS THEODORE ROOSEVELT (CVN 71)
USS ABRAHAM LINCOLN (CVN 72)
USS GEORGE WASHINGTON (CVN 73)
RCOH
RCOH
RCOH
RCOH
USS JOHN C. STENNIS (CVN 74)
RCOH
USS HARRY S. TRUMAN (CVN 75)
RCOH
USS RONALD REAGAN (CVN 76)
RCOH
USS GEORGE H. W. BUSH (CVN 77)
RCOH
05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35
Fiscal Year
UNCLAS
Enterprise Class
Nimitz Class
31
Summary
Roles of SUPSHIP
ACO, NSA, Tech Authority, Quality Assurance
Contract delineates requirement
Unfunded Reqts – Contract Change
On Site Govt Representatives
Program Office, NAVSEA, Fleet, Govt Vendors
SUPSHIP commands cannot easily grow/contract for workload
Crew Support - Ship’s Force is often caught in the middle of
repair/construction problems. SUPSHIP has to be prepared
to stand up for the things they need to be successful
32
UNCLAS
Questions
UNCLAS
33
Backup
Check out my blog at:
www.rtsoule.squarespace.com
34
Public vs. Private Shipyard –
Execution
Top Level Similarities / Differences
More Similar
Workload Management/NSA
NRRO Interface
Hazmat / Mixed Waste / Environmental
Project Management
Industrial Procedures
ECC
WPC
SUBSAFE
EVMS
In-Service Project Execution
In-Service Work Certification
Outsourcing to MSRs
More Different
Alignment
Delivery (NewCon)
TWDs/DR/DL/IR
IT (SAP vs AIM)
Funding
Size
LBOD
New Ship Construction
No production work
No nuclear tech authority
Contracting
New work mgmt
CVN Team One, LEAN, Co-Yard, One SY/Resource Sharing, Navy Acqusition
Programs, BRAC, Enterprise Construct have all Driven Convergence in
Operations, Practices, Similarities, and Workload Sharing
35
SUPSHIP Customers
and Stakeholders
 Major Customers: the direct recipients or beneficiaries of the
services that SUPSHIP provides.
- The Fleet: Warfare Enterprises (SUB, SURF, and AIR)
- NAVSEA (Program Offices, Naval Shipyards)
- Private Shipyards
 Major Stakeholders: those who influence the budget, funding
and resource allocations; fill a stewardship or regulatory role.
 NAVSEA HQ, ASN (RD&A), OPNAV
 PEO, OSD, Congress, EPA, OSHA
 NRC, State & Local Governments
36
SUPSHIP Back to Basics
Tasking #1
Affirmation of the
Supervisors of Shipbuilding Role
37
Tasking #1: Affirmation of the
Supervisors of Shipbuilding Role
1) Establish clear lines of communication, accountability and authority
•
•
•
Goal: “One Navy Voice” to the Shipbuilder – Q2
SUPSHIP, NAVSEA HQ and PEO teams to develop SUPSHIP common
business processes – IT (Q1), Project Office (Q2), Contracts (Q3), Testing
& Engineering (Q4) - FY10
SEA04 Council (PEO, NAVSEA 02/05/07/08) to address SUPSHIP
Community issues – Q2
2) Establish SUPSHIP input to Ship Program Acquisition Strategies
•
•
•
•
•
Need: Consistent Shipbuilding Contract Requirements – 04/02/SS - Q4
Define: SUPSHIP (C200) Responsibility in design process – 04/05/SS - Q3
Acquisition Strategy and Alignment – 04/PEO/SS - Q3
Shipbuilding lessons learned process – SS/PEO - Q4
Define Post-Delivery responsibilities – 04/PEO/05 – Q2
38
SUPSHIP Back to Basics
Tasking #2
Standardize SUPSHIP Organization and
Functions
39
Tasking #2: Standardize SUPSHIP
Functions and Organization
1) Establish standard SUPSHIP organization
•
•
Establish SUPSHIP Standard Codes & Org Chart – Q2
•
Re-Establish independent SUPSHIP Bath QA Department – Q2
Define SUPSHIP Products & Services by functional area – Q4
2) Establish standard SUPSHIP metrics to assess and influence
shipbuilders
•
•
Define common Quality (C300) metrics – Q1
Define cost and schedule metrics, including EVMS – Q3
3) Establish Common Business Processes by functional area
•
•
•
•
•
•
Implement SUPSHIP Quality Team (C300) Results - Q1
Common IT (C800) functionality – Q1
Common Comptroller (C700) functions – Q1
Programmatic Oversight (C150) – Q3
Engineering (C200) functionality – Q4
Common Contract (C400) functionality – Q4
40
SUPSHIP Back to Basics
Tasking #3
Ensure SUPSHIP resources ($$ and People)
are properly allocated
41
Tasking #3: Ensure SUPSHIP resources ($$
and People) are properly allocated
1) Efficient alignment of SUPSHIP manning – 04Z/SS – Q4 Annually
2) Evaluate Manning vs Workload Changes
•
•
•
•
Align $$ and CIVPERS requirements across SUPSHIPs
•
Execution/Budget years
Are we properly staffed?
Is workload accounted for/has it shifted? Q4 Annually
CDRs Reserve Request? Annual review Q4
3) Update SWFT manning model to determine required resources over
FYDP – 04Z/SS
•
•
OPNAV (N81) Full Accreditation of SWFT-PM - Q1 FY10
POM/PR input to (N8F) resource sponsor – Q1 Annually
4) Determine efficient & effective alignment of remote sites
•
•
Site analysis (Mobile, Marinette, San Diego, New Orleans) - Q1
Establish Detachments (if necessary) – Q4 FY10
5) NAVSEA In-Sourcing – SUPSHIP BOD – Q1 FY10
42
SUPSHIP Back to Basics
Tasking #4
Recruit, hire, train and retain the talent
needed at the SUPSHIPs
43
Tasking #4: Recruit, Hire, Train and Retain the
talent needed at the SUPSHIPs
1)
Recruit & Hire
•
•
•
•
•
2)
Train/Mentor
•
•
•
•
•
3)
Establish a THREE year plan) to meet CIVPERS manning requirement – Q4
•
Based on SWFT output and updated annually
•
Surge Capability using contract vehicles
•
SUPSHIPs Team with local HRSC/HRO
Participate on NAVSEA recruiting teams – SEA10/04/SS
College recruiting for diversity and new employees – Q2 each SS
Military TAP class recruiting for experienced employees
Obtain & deploy lessons learned from SS Gulf Coast hiring success – Q1
Broaden SUPSHIP Skill sets, increase diversity, retain required expertise
Continue to deliver SOM training- class schedule Q1
•
9 classes delivered in FY09 (~225 SUPSHIP personnel @ 7 locations)
•
12 classes scheduled in FY 10 (~300 SUPSHIP personnel targeted)
Develop specific required training at SUPSHIPs – Q2
Establish Rotation billets across SUPSHIPs/PEO/NAVSEA – Q1
Continue development of SUPSHIP Training Continuum – Q1 thru Q4
Retain/Mentor
•
•
•
•
Monitor retention information at each SUPSHIP - Annually
Establish individual succession-readiness Plans – Q4
Incentive tools for CIVPERS ($$, awards, promotion, NSPS) – Q2 SS
Develop/codify experience required for critical SUPSHIP positions – Q2 SS
44
Revised Project Oversight Team
Timeline
Summary of Changes:
 Extended Roles Team activity completion into early Apr 2010
 Project Analysis and Reporting Team start shifted to Apr 2010 due
to shift in completion of Roles Team
 Recognized Implementation & Sustainment Actions
 June 2010 completion timeframe maintained
Slide 45