Human Resources The Building Blocks

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Human Resources The Building Blocks

• Mr. James Oechsler
• Navy Medicine Support Command
• Jacksonville, FL

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BSO 18 manning as viewed by the fleet
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BSO 18 manning as viewed by BSO 18
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Objectives

• What is Total Force Manpower
• Define Requirements versus Authorizations
• Delineate Manpower Personnel Flow Process
• Demonstrate Manpower Personnel Systems
  relationships
• Define Managers Responsibilities

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Total Force Manpower Management

• Navy Total Force maintains the mission to
  attract, recruit, develop, assign and retain the
  right people to meet the demands of the Navy and
  the Joint Force.
• While today most of these roles focus on the
  military workforce, Navy Total Force sets a
  horizon for the integration of career management
  of the civilian and contractor workforce.

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Total Force Manpower Management

• Covers
• Military Personnel (Active Duty and Reserves)
• Civilian Personnel (Civil Service, Local National
  and Contractor)
• Borrowed Labor (Not under UIC)
• Individual Account (IAs)

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The Force Development Process
Identify the Mission, Function, Task
Determine the requirements
Program Billet (BSO 18)
Authorize Billets
Personnel Assets to the Fleet
Feedback
Demand Signal Recruiting Training Promotion Retent
ion
Distribution
Inventory
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Manpower vs. Personnel
RQMTs
BA
READINESS GAP
NMP
COB
NMP
ROC POE MFT
BILLETS AUTHORIZED
FAIR SHARE of INVENTORY
CURRENT ONBOARD
SMD/SQMD FMD/SMRD
EDVR/ODCR
MUSTER
EDVR/ODCR
MANPOWER SPACES
PERSONNEL FACES
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Total Force Manpower
ODCR Manning
Officer Billets
OPA
DCPDS
EDVR Manning
Activity Manpower Document
Civilian Billets
Enlisted Billets
EPA
Comptroller (funding)
Contractor Billets
Contracting Officer
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Total Force Management Responsibilities

• OPNAV
• Manpower Management
• Manpower Requirements Policy
• ROC/POE Development
• SQMD/SMDFMD/SHMD Final Approval
• BUPERS
• Personnel Management
• Community Management
• Recruiting Goals
• TPPH
• Promotion
• Reserve Recall Demand Signal
• DASN (CHR)
• Civilian Personnel Management
• Civilian personnel matters
• Management of the DON civilian SES corps
• HR Operations and Processing

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Manpower Management Responsibilities

• Activity
• Manage their AMD.
• Initiate manpower changes due to changes in
  Mission, function and tasking.

Naval Hospital on Capital Hill 1866-1906
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Manpower Management Responsibilities

• Sub-Claimant SMC
• A command or activity immediately subordinate to
  the manpower claimant.
• In BUMED they are the Regional Commanders
• NMSC
• NCA
• NME
• NMW

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Manpower Management Responsibilities

• Budget Submission Office (BSO)
• The major commanders or bureaus that are
  authorized manpower resources directly by CNO for
  the accomplishment of the assigned missions.

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Manpower Management Responsibilities

• NAVMAC
• Packet management.
• TFMMS/TMMCA Functional Design manager.

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Manpower Management Responsibilities

• N-12
• Approves SQMDs, SMDs, and FMDs.
• N-1
• Manages End-strength for the Navy.
• Single manpower resource sponsor.
• Provides funds to DHP which are fenced off (can
  only be changed in the POM).

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Personnel Management Responsibilities

• Community Manager
• A manager for an Officer/Enlisted
  designator/rating.
• Responsible for the health and welfare of that
  segment.
• Detailer
• Fulfill the needs of the navy by matching the
  best officer/enlisted individual to a valid
  outstanding authorization.

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Personnel Management Responsibilities

• Placement Function
• Command Advocate
• BUPERS for Officers/ EPMAC for enlisted
• EPMAC
• Validate Enlisted Billet Authorizations, develop
  Navy Manning Plans, and issue a personnel
  vacancies list to the Chief of Naval Personnel
  (BUPERS) and to the Naval Reserve Personnel
  Center (NAVRESPERSCEN).

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Personnel Management Responsibilities

• Manning Control Authority (MCA)
• BUPERS
• Through EPMAC Provide centralized management of
  MCA information system requirements as the MCA
• Controls manning priorities.

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Personnel Management Responsibilities

• Human Resource Offices (HRO)
• Provide local civilian HR advice and assistance
  at local level
• Civilian supervisory training, labor relations
• Recruitment Options, flexibilities
• Human Resource Service Centers
• Classification
• Processing (Recruit and Hire, Promotions,
  retirement, benefits, etc..)
• Office of Civilian Human Resources
• Responsible for planning, formulating, issuing,
  communicating and assessing the Department of the
  Navy (DON) civilian personnel and equal
  employment opportunity programs
• Deputy Assistant Secretary of Navy (Civilian
  Human Resources)
• Provides policy, oversight and operational
  support for programs with regard to
• Civilian personnel matters
• Management of the DON civilian SES corps
• HR Operations and Processing

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Personnel Management Responsibilities

• MTF
• Acquisition planning
• Requirements determination
• Naval Medical Logistics Command
• Requirements definition
• Source Selection planning
• Contracting Office
• Source Selection
• Contract award
• Contract administration
• BUMEDINST 4200.2B, Health Care Services
  Contracting
• Outlines policy and guidance for health care
  services acquisition for Navy medicine

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Total Force Management
TFMMS (AMD)
NES (EDVR)
OPINS (ODCR)
DCPDS
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DESIGNING FOR THE FUTURE

• Classic Designs Still Apply
• Know Your Model, Keep Current
• Pay Attention to the Road the
• Destination

Resources
DHP/DoN
Navy Medicine/MTF
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THE SHAPING OF OUR MILITARY HEALTH SERVICES
WITHIN NAVY MEDICINE

• Begins with the Development of a Comprehensive
  Business Plan for Navy Medicine
• Business Plan Focuses on Key Organizational
  Components
• The Balancing and Measuring of Operational
  Readiness
• Understanding our Products and Services
• Customer Satisfaction
• Internal Efficiency
• Human Capital Development
• Requires the collection and reporting of
  manpower, personnel, resource and clinical data
  and the executive sponsorship and dedication of
  multidisciplinary expertise from within the
  organization
• Headquarters Approved Mission, Functions, and
  Tasks

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THE SHAPING OF OUR MILITARY HEALTH SERVICES
WITHIN NAVY MEDICINE

• DoNs design focus for operational manning is on
  the recruiting, training and retaining of the
  most capable uniformed members to match manpower
  to force structure to combat capability
• The quality and quantity of requirement must
  allow for
• Medical Support to the fighting forces as they
  adapt to war fighting changes, humanitarian
  operations, etc
• Proficiency and productivity at the right cost
• Manpower Decisions and Global Resourcing
  Unplanned for Navy Medicine Manpower Requirements
• IA missions considered exceptions by DoN at this
  time
• Shift from a force structure to one that is
  capability centered

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New Business Planning Initiative

• Designed to
• Enable evaluation of manpower and personnel
  utilization data
• Measure organizational performance data against
  FTE reporting
• Address Data Gaps and/or Inconsistencies and/or
  errors
• Outcome
• Useful Labor data to improve workforce structure
  design
• Alignment of utilization data to requirements
• Potential
• Visible and Useful Personnel Supply Data
• Equitable Allocation of human capital to meet
  stakeholder, customer and workforce requirements

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Current State

• Total Available and Assigned FTEs by MEPRS Codes
• Data shows a significant decrease in available
  compared to assigned FTEs in the B codes
• Total E code FTEs average 29 Total B code
  FTEs average 26 of total FTEs

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Current State

• Data shows a significant decrease in Skill Type 1
  Provider FTEs available in the B Codes
• Does the decrease in available Total and Skill
  Type 1 FTE correlate to what is seen in workload
  trends and PPS earnings?
• How good is the data?

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Defects Recall Alerts

• Currently we do not have one easily minable
  system that
• provides visibility of total force billets,
  bodies and FTEs
• Current systems do not have common business rules
  
• and are not reconciled
• Example below is current data from one MTF

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The Bottom Line

• 70 of Navy Medicines labor operating costs are
  allocated to expenses
• Reported deployment labor costs over the last
  five years are as follows
• MEPRS Reporting Sites
• Notes
• FY 09 does not reflect a full year of data.
• Requires additional analysis. Per OSD/HA
  BUMED labor reporting rules, only assigned active
  duty personnel are authorized to report available
  time to the deployment cost center(s).
• Source EASIV, data pulled 18 September 09.

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The Bottom Line (cont.)

• Data Quality front line tactical defense for Navy
  Medicine and the design for the future
• Standard Organization Compliance What does it
  do?
• AMD How is it used?
• Fit/Fill Are the occupation code assignments
  accurate? Are the billets filled with the
  correct personnel?
• DMHRSi Who did what, when?
• Heighted review of output metrics and the
  relationship of these labor costs to war fighter
  needs are underway
• Key to our design and future strategies is
  defining the cost of readiness which impacts the
  entire organization, transforms business
  operations and affects employees and our
  beneficiaries

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Back-up Slides
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Deployment (GDA) Detail Information MTF
Specific
Borrowed Military Labor EE 6B
Reservist EE C
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DMHRSi 100LCA File Current Metrics

• MTF Example
• NHCNE FY 09 July Reporting Month
• Timecard Compliance 99.97
• (3046/3047 timecards submitted and approved.
• HR Data Issues 5
• Occupation Code to Skill Type Reconciliation 7
• Examples of issues
• Navy enlisted member with an occupation code of
  8485 assigned to skill type 5Z instead of 4Z.
• Navy enlisted corpsmen with an occupation code of
  0000 assigned to skill type 2Z instead of 4Z.

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BSO 18 manning as viewed by BSO 18
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Defense Medical Human Resources System -
internetDMHRSi

• Mr. Michael Stewart
• Navy Medicine Support CommandJacksonville, FL

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Great Quote

• Business transformation requires focused
  activities to change policies, train people,
  shift attitudes, align performance with rewards
  and recognition, hold people accountable, and
  develop leaders who are focused on
  transformation, rather than on maintaining the
  status quo.
• unknown

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DMHRSi, What is it?

• A web based multi-service Human Resource (HR)
  solution for the Military Health System (MHS)
  utilizing a commercial off-the-shelf (COTS)
  Oracle product configured to Service
  specifications

The Oracle 11i e-Business Suite
Oracle 10g Database
Oracle Human Resource Management System
Oracle Learning Management
Oracle Project Administration (LCA)
Oracle Self Service
Oracle Discoverer
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Who is in DMHRSi?
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Concept of Operations

• Deploy to all Defense Health Program (DHP) funded
  activities
• All Hospitals, Medical Clinics, Dental
  Facilities, Veterinary Activities and HQ
  Components
• Over 600 sites worldwide
• Replaces Service legacy systems
• Army Uniform Chart of Accounts Personnel
  Utilization System (UCAPERS)
• Navy Standard Personnel Management System II
  (SPMS II), Expeditionary Medicine Platform
  Augmentation, Readiness and Training (EMPARTS)
• Air Force Personnel Subsystem of the DoD Expense
  Assignment System (EAS III)
• Approximately 170,000 DMHRSi Users
• Users are assigned permissions based upon roles
  and responsibilities
• All active duty, reserve, civil service,
  contractor, and volunteers
• Capability to replace local and/or stovepipe
  databases, spreadsheets, and paper records
  located within the MHS medical, dental and
  veterinary activities and other organizations

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Purpose of DMHRSi

• Enable the MHS to manage medical human resources
  across the enterprise
• Provide a single, integrated, Joint medical HR
  management system encompassing facets of
  personnel management critical to the MHS ability
  to enhance quality services and support theater
  operations
• Provide visibility of all personnel working
  within MHS activities
• Provide standardized/centralized Joint medical HR
  information
• Promote accurate Joint data collection and
  reporting
• Provide standardized labor cost analysis across
  the MHS
• Provide essential medical personnel readiness
  information
• Supports GAO Report Tri-Service strategy
  needed to Justify Medical Resources for Readiness
  and Peacetime Care

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Decision to Use COTS
Managing expectations is a critical
task!Enterprise Resource Planning (ERP) tools
impose unique demandsA COTS strategy has its own
inherent risks and costs

• COTS ERP Benefits
• Best industry business practices represented
• Significant research development costs are
  avoided
• Continual product improvement
• Generally faster deployment/fielding to the user
• Reduction in training costs
• Supports improved decision making at the
  enterprise level

• COTS ERP Costs
• DoD has to adapt to the prescribed best business
  practices as much as possible change management
• Enterprise COTS applications are characterized by
  higher levels of complexity and cultural change
• Minimize customization and work-arounds
• Enterprise systems ? less data entry

COTS Commercial Off-The-Shelf
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Application Functionality
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DMHRSi Benefits

• Provides Tri-Service personnel visibility at all
  organizational levels for decision making
• Provides for horizontal and vertical integration
• Provides visibility of all personnel working
  within medical activities
• Centralized data
• Standardizes HR information throughout the MHS
  enterprise
• Standardized processes
• Savings on training
• Provides for a global training record
• Establishes interdependency among MHS enterprise
  HR related functions
• The space, the face, the cost reunited
• Establishes conducive environment for
  re-engineering
• Supports Unified medical structure or business
  group consolidation

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DMHRSi Benefits

• Assists Leadership
• Improves accountability
• Allow for greater command and control
• Can minimize low density or single-point
  administrative support negative impacts.
• Provides for space-to-face accountability
• Can accommodate Borrowed Labor
• Provides potential for improving accuracy of data
  collected and reported
• Accountability of supervisors
• Actual hours worked (vs. Crazy 8s)
• Reconciliation with civilian pay hours
• Tracks dual component personnel
• Provides potential for greater accuracy thru
  self-service actions

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DMHRSi Limitations

• Web-based product
• Inaccessible if there are internet/network
  outages
• Infrastructure dependent
• Requires Tri-Service functional community
  involvement and guidance
• Requires strong identification of Tri-service
  requirements
• Change management and Business Process
  Re-engineering (BPR) at the site level
• Requires standardized use of all modules to
  realize full potential
• Unused potential
• Ability to leverage some functionality may be
  outside of medical community control

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Manpower Key Points

• Organizations are within the Manpower Structure
  based on the Standard Organization Policy.
• Organizations can only be created in DMHRSi if
  they appear on the AMD for the UIC.
• Organizations are created when the AMD is loaded
  from the Total Force Manpower Management System
  (TFMMS). If the header record is not on the AMD,
  the Organization can not be created in DMHRSi.
• The accounting data elements associated with each
  Organization are manually entered into DMHRSi in
  the LCA Record on each Organization.
• The Group field is used to identify where the
  individual is actually working. In most cases
  the Group should match the Organization.

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Human Resource Data

• Data is visible from TMA to BUMED to the Regions
  to your site.
• Data is being used for leadership decisions.
• Your HR/LCA Data has recently been queried by
  BUMED, TMA and Center for Naval Analysis
• Mental Health Providers
• OB/GYN Providers
• DMHRSi assignment aligns to billets on your AMD
• Data used for staffing assessments is based on
  the assignment record
• No one assigned to a particular org no need for
  that specialty
• Accurate alpha and recall rosters driven by
  assignments
• Inaccurate assignments inaccurate rosters
• Inaccurate person demographic data (phone
  numbers, address) inaccurate rosters

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Labor Cost Assignment Data

• Accounts for the labor being performed by the
  staff at the work center level
• Is transmitted to EAS and then to M2 where it can
  be analyzed by TMA, 3 services, regions and any
  MTF.
• 70 of our operating cost are directly linked to
  labor
• LCA Data is being used for leadership decisions

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EAS and M2 Data Reporting

• The assigned FTE (Full Time Equivalent) is
  calculated based on the number of days in the
  reporting month that a person is assigned to the
  organization on their primary DMHRSi assignment.
• Available time is reported to the task (MEPRS
  Code) selected on the timecard.
• Non Available time is reported to the
  organization annotated in the Group field on
  the primary DMHRSi assignment.
• Attention to detail in assignments is paramount
  to data quality in EAS/M2

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Education Training Data

• Provides for one Electronic Training Jackets
  (ETJ) for your entire career
• One site not entering data adversely affects the
  entire record
• Enables higher headquarters to complete one
  training history query vice going to each site
  individually. (i.e. IA and CBRNE Training)
• Standardization promotes better tracking of
  compliance
• Enables platform commanders to view training
  completion of Augmentee.
• Your ET data is being queried for command
  compliance. Failing to use DMHRSi is not an
  option!

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Readiness Data

• Currently receives bi-weekly data feed from
  EMPARTS
• Upon sunset of EMPARTS, DMHRSi will be the
  primary tool for
• Documenting Readiness Assignments
• Documenting Mission Assignments
• Documenting individual readiness requirements
• Administrative Requirements (dog tags, gas mask
  inserts, etc..)
• Family Care Plans
• Readiness Counseling
• Deployable Status
• Deployments
• Uniform/Equipment Issue
• Accurate data essential in making operational
  sourcing Decisions

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Conclusion

• DMHRSi standardizes management and readiness
  reporting of human resource assets within the MHS
  enterprise
• We must constantly evaluate our AMD alignments of
  billets to organizations
• Provides total multi-Service personnel asset
  visibility for improved decision making
• Success will depend upon leadership, change
  management and transformation

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Acronyms

• Enlisted Distribution Verification Report (EDVR)
• Defense Civilian Personnel Data System (DCPDS)
• Officer Distribution Control Report (ODCR)
• Defense Medical Human Resources System internet
  (DMHRSi)
• Expeditionary Medicine Platform Augmentation,
  Readiness and Training (EMPARTS)
• Individual Account (IA)
• Ship Manpower Document (SMD)
• Squadron Manpower Document (SQMD)
• Shore Manpower Requirement Determination (SMRD)
• Fleet Manpower Document (FMD)
• Activity Manpower Document (AMD)
• Navy Manning Plan (NMP)
• Program Objective Memorandum (POM)
• Deputy Assistant Secretary of the Navy (Civilian
  Human Resources) DASN (CHR)

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Operational Manpower Requirements

• Mr. Tom Payne
• Navy Medicine Support Command
• Jacksonville, FL

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Operational Requirements

• Operational Requirements are a key element in
  determining the Total Force Mix for military
  medicine.
• Operational Requirements are defined by Fleet
  based upon their Required Operational Capability
  and Projected Operational Environment (ROC/POE)
• Operational Requirements are documented on an
  Fleet Manpower Document (FMD)
• Operational Requirements send demand signal to
  Navy Medicine for Health Services Augmentation
• Billets requiring augmentation are identified in
  the Total Force Manpower Management System
  (TFMMS) through assignment of a Primary
  Functional Assignment Code (PFAC) of A

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Augmentation Requirements

• Fleet Augments
• Expeditionary Medical Facility (EMF)
• Casualty Receiving Treatment Ships
• Carriers
• Forward Deployed Preventive Medicine Units
• Fleet Marine Forces
• Hospital Ships
• Theater Hospital Augments
• Okinawa NH
• Guam NH
• Yokosuka NH
• Other Requirements
• Armed Services Blood Bank Center
• Armed Services Whole Blood Proc Lab
• Blood Donor Center

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Health Services Augmentation Program (HSAP)

• BUMED 6440.5C
• Provides guidelines for active duty Navy Medical
  Department Personnel assigned to augment
  operational platforms or units during contingency
  or wartime situations.

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EMPARTS

• Expeditionary Medicine Platform Augmentation
  Readiness and Training System (EMPARTS)
• Track and report sourcing commands ability to
  meet augmentation requirements
• Assign and track personnel to associated
  augmentation billets (P-Status)
• Assign platform skill requirements and tracks
  training course completions (T-Status)
• Tracks individual administrative readiness
  requirements (A-Status)
• Assign and Track Deployments and Mission
  Assignments
• Identify operational capacity in response to
  Request For Forces (RFF)
• Report platform and personnel readiness
• Provide command and headquarters reports

Quality data essential to identifying operational
capacity
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HSAP Platform Report
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Capacity Report(based on USFFC Guidance)
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EMF UTC Team Example
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• Replacement of EMPARTS by DMHRSiwill occur
  when required readiness reporting is fully
  developed within DMHRSi.

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Manpower Data Mining

• Mark Eckman
• Senior Operations Research Analyst
• Navy Medicine West

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USA Today has come out with a new survey -
apparently, three out of every four people make
up 75 of the population. .
-David Letterman
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Navy Medicine Data

• Source Systems
• M21
• CDM1
• EAS IV
• PPS1
• DMHRSi
• MCFAS1
• PTDS

• Corporate Reporting Systems
• MHS Insight1
• TOC2
• Monitor
• SMART
• EMPARTS
• PEPR

1 https//dhss.csd.disa.mil
2 http//mytoc.tma.osd.mil/
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Analog Data
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HD Data

• Regional Metrics (aka Wikimetrics)
• Relational Database Architecture using Dimensions
  of Care

• Customized Metrics
• Pick-a-Peer
• Quick Metrics

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Metrics Of Interest
Updated 9/15/2009
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Primary Care Peer Comparison
Updated 9/15/2009
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Outpt Workload DetailsPrimary Care
Updated 7/24/2009
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Outpt Staffing DetailsPrimary Care
Updated 7/24/2009
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Outpatient Cost DetailsPrimary Care
Updated 7/24/2009
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The "Gap"

• Corporate vs. local analysis
• Population vs. sample data

• Analysis vs. report writing
• Single source vs. multi-dimensional

Vs.
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Analytical Synthesis

• Analyze (verb) break down into components or
  essential features
• Synthesize (verb) to combine so as to form a
  more complex product

Workload
M2
Cost
EASIV
Staffing
MHS Insight
Reference