Manpower, Personnel and Training Course

1
Manpower, Personnel and Training
Course Naval Postgraduate SchoolMonterey,
California
2
MPT Course Agenda

• Day One Morning
• Welcome aboard
• Introduction
• Course
• Students
• Expectations
• Case Study One
• MPT Process, Sub-Processes, Players, Documents

• Day One Afternoon
• Manpower Requirements
• Case Study Two
• Determination
• Validation
• Authorization

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MPT Course Agenda

• Day Two Morning
• Mind Jogger One
• Manpower Programming
• Strength Planning
• PPBS
• Mind Jogger Two
• Personnel Planning
• Strength Planning
• Community Management
• Recruiting
• Training

• Day Two Afternoon
• Mind Jogger Three
• Distribution
• Placement
• Allocation
• Assignment
• Mind Jogger Four
• Evaluations

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Manpower, Personnel Training
Echelon 1
N091 - Dir of Test Eval/Technology Rqmts N093 -
Surgeon General of the Navy N095 - Director of
Naval Reserve N096 - Oceanographer of the
Navy N097 - Chief of Chaplains
DCNO Manpower Personnel (N1)
Director of Naval Intelligence (N2)
DCNO Plans, Policy Operations (N3/N5)
DCNO Logistics (N4)
Director of Space - Info. Warfare (N6)
DCNO Warfare Requirements Programs (N7)
DCNO Resources, Requirements Assessments (N8)
Asst DCNO Manpower Personnel (N1B)
Financial Management Div (N10)
Total Force Programming, Manpower IRM Div (N12)
Military Personnel Plans Policy Div (N13)
Personal Readiness Community Support Div (N15)
Echelon 2
PERS-1 - Navy Personnel Research Studies Tech
Dept. PERS-3 - Business Operations Dept. PERS-4
- Distribution Dept. PERS-6 - Personal Readiness
Community Support Dept. PERS-8 - Personnel
Progression, Perf, Security Dept. PERS-9 -
Naval Reserve Personnel Management Dept.
Commander Navy Recruiting Command
Commander Navy Personnel Command
Echelon 3
Naval Reserve Personnel Center (NRPC)
Enlisted Placement Mgmt Center (EPMAC)
Navy Band
Naval Joint Service Activity (The New Sanno)
Naval Consolidated Brig (Charleston Miramar)
Navy Manpower Analysis Center (NAVMAC)
Recruit Regions
Recruit Orientation Unit
Echelon 4
Source OPNAVINST 5400 Series
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Case Study One
In Pursuit of the Real NavyBy Bradley Peniston
The shortages were hardly limited to the
Navys marquee warships. By years end, the
fleet was missing a sailor for roughly 1 of every
15 jobs. More than three-quarters of the jobs
were shipboard billets, which meant that most of
the fleet was putting to sea with less than-ideal
manning levels. Everywhere, too few sailors
were doing too many jobs. On many ships, this
had produced trickle-up of labor. Petty officers
who thought they had advanced beyond menial tasks
found themselves refilling ketchup bottles or
chipping paint. This was not a morale booster.
Heres what really hurts its not unusual to
have a third class petty officer filling slots on
the mess deck and thats become the rule rather
than the exception, said Master Chief
Machinists Mate (SW/AW) Bernard L. Heffernan
Jr., the Dwight D. Eisenhowers command master
chief. I like to have a huge wall between
seaman and petty officer. If theres no
difference, its hard to convince them to stay in
the Navy. Fleetwide, one of every three slots
went unfilled for junior ships serviceman the
rating that gives haircuts, does laundry, runs
the ships store, and more. One ubiquitous sign
in the fleet of summer 1998 the Barbers Wanted
missives that begged shipmate to come in and
learn to cut hair.
.
Yet the peculiarities of the decade-long draw
down made it hard to move up in some ratings.
For some sailors, the advancement exam had become
a dreary biannual ritual. You keeping finding
ways to recognize them and keep picking them up
and dusting them off and helping them to move on
after the disappointment of not advancing, said
a senior chief on board the guided-missile
cruiser Shiloh (CG-67)
Short-Handed Ships________________________________

Temperatures still topped 110
degrees as another brutal August day of flight
operations ended on board the Abraham Lincoln.
The flight deck crew was wrapping up, descending
into the air-conditioned hull, peeling off
sweat-worked layers of safety equipment. In eight
hours, Catapult Crew Number Three had reprised
the deadly dance of launch-and-recover more than
100 times.
. Many of them spent
much of the night taking care of their equipment,
then rose, bleary-eyed, to risk their lives on
too-little sleep. It was not the ideal
situation, but Aviation Boatswains Mate Third
Class Todd Gray and his teammates had little
choice. Like almost every division on board, Cat
Three was short-handed. During the previous
deployment, the Abraham Lincoln had embarked 44
green shirts to man the catapult. In summer
1998, Grays team numbered 25. It took 13 ABEs
launch-and-recovery specialists to launch an
aircraft, not counting the ones standing watches,
keeping logs, and turning wrenches below. Over
the long summer, Grays teammates were on deck
for almost every flight. Were stretched to the
limit right now, he said. Cat Three was hardly
unique. Their mighty warship was missing a
sailor for one out of every seven jobs. We
left port with 400 fewer than we did in 1995,
acknowledged Master Chief Electricians Mate
(AW/SW/SS) Gray Weir, the ships command master
chief. Indeed, the Abraham Lincoln had lifted
sailors from other ships in order to make the
cruise.
. The Abraham Lincoln was not
alone. As the George Washington (CVN-73) and the
Nimitz (CVN-68) prepared for war with Iraq in
January, neither had anywhere near the Navys
recommended manning levels. The George
Washington was supposed to have a crew of 5,680.
Actually, 1000 fewer were on board. A month
later, the USS Independence (CV-62) dashed into
the area with a crew of 4,200. She had snatched
75 specialists from other ships in order to meet
combat-readiness standards.
Proceedings, May 00
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OverallCourse Objectives
Increase understanding of Manpower, Personnel,
Training (MPT) in terms of the following 1. MPT
is both a process a system that converts
National Military Strategy into personnel
readiness. The course focuses primarily on
fleet vs. shore, active duty vs. reserves, and
enlisted vs. officers.   2. MPT has unique
terminology.   3. MPT contains sub-processes and
major players that interact and affect one
another.   4. MPT uses documents and information
systems.   Course is sub-divided into four
quadrants (listed below), which describe MPT as
an overall process. Each quadrant contains its
own sub-processes, players, documents,
information systems. Four MPT Quadrants
  Quadrant I Manpower Requirements   Quadrant
II Manpower Programming   Quadrant III
Personnel Planning   Quadrant IV Personnel
Distribution  
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Quadrant IManpower Requirements
Quadrant I Manpower Requirements Sub-processes
Determination Validation
Authorization Major Players
Resource Sponsors Navy Manpower Analysis
Center (NAVMAC) Claimants Documents
ROC/POE OPNAVINST 3501.311A OPNAVINST
1000.16J Ship Manpower Document (SMD)
Squadron Manpower Document (SQMD) Fleet
Manpower Document (FMD) Statement of
Manpower Requirements (SMR) Activity
Manpower Document (AMD) Mission Function
Task (MFT) Statement Information Systems
Total Force Manpower Management System (TFMMS)
Navy Manpower Requirements System (NMRS)
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Quadrant IIManpower Programming
Quadrant II Manpower Programming Sub-process
es End Strength PPBS Major
Players N12 N8 Resource
Sponsors Claimants Documents
Enlisted/Officer Programmed Authorizations
(EPA/OPA) Future Years Defense Program
(FYDP) Presidents Budget
(PRESBUD) Information Systems Total
Force Manpower Management System (TFMMS)
Windows Program Analysts Toolkit (WINPAT)
Navy Headquarters Budgeting System (NHBS) 
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Quadrant IIIPersonnel Planning
Quadrant III Personnel Planning Sub-processe
s Strength Planning Community
Management Recruiting
Training Major Players N13
Commander Navy Recruiting Command (CNRC)
Chief of Naval Education Training
(CNET) Documents Strength Plan
Accession Plan School Plan Information
Systems Strength Planning Accession Navy
(SPAN) Navy Training Quota Management
System (NTQMS) Personalized Recruiting for
Immediate and Delayed Enlistment (PRIDE)
Navy Training Reservation System (NTRS)
Navy Integrated Training Resource
Administration System (NITRAS)
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Quadrant IVPersonnel Distribution
Quadrant IV Personnel Distribution Sub-proce
sses Allocation Placement
Assignment Major Players Naval Personnel
Command (NPC) Enlisted Placement Management
Center (EPMAC) Manning Control Authority
(MCA) Documents Enlisted Distribution
Verification Report (EDVR) Information
Systems Total Force Manpower Management
System (TFMMS) Enlisted Master File
(EMF) Projection System (EDPROJ)
Enlisted Personnel Requisition System (EPRES)
Enlisted Assignment Information Systems
(EAIS) Jobs Assignment Selection System
(JASS)
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Final note on course objectives

•  
• This course is not about training you to do your
  job.
• The course is about increasing your knowledge of
  how the MPT enterprise works.
• If we understand the language the processes of
  MPT if we understand the cause effect of our
  actions, then we are more likely to obtain the
  results we seek the right sailor, with the
  right skills, in the right job, at the right time
  to deter win war.

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The NavyA Dynamic Environment
Demographic Changes
Changing Missions
Readiness
Affordability
Budget Reductions
Demand for Increased Productivity
New Technologies
Personnel Turbulence
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Sizing the DoN Military Personnel NavyAccount
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Total Navy Numbers

• Manpower Personnel Navy (MPN) ?18 Billion
• Ships 316
• Aircraft 4,108
• Personnel (AD) 372,000
• Personnel (TAR) 14,649
• Personnel (SELRES)
  74,251
• Uniformed Personnel to Manage 460,900
• Civilian Personnel 175,430 Total
  Personnel to Manage 636,330

Source FY 2001 DoN Budget
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Active Duty
FY 2000 FY 2001

• Officers 53,350 53,367
• Enlisted 314,450 314,633
• Midshipmen (Naval Academy) 4,000
  4,000
• Total End Strength 371,800 372,000
• Accessions (year) 57,370 59,400

Source FY 2001 DoN Budget
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Naval Forces
Forward presence as of 1 February 2000.
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Manpower, Personnel TrainingInvolves Everyone

• DCNO(MP) - N13
• Commander, Navy Recruiting Command (CNRC)
• Commander, Naval Education Training (CNET)

• DCNO(MP)- N12, N13

• Navy Personnel Command
• Claimants
• Sailors

• Commander, Navy Recruiting Command (CNRC)
• DCNO(MP) - N13

Recruiting

• DCNO(MP) - N13
• Commander, Naval Education Training (CNET)

• Navy Personnel Command

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Manpower vs Personnel
RQMTs
BA
READINESS GAP
NMP
COB
NMP
WARTIME REQUIRE- MENTS
BILLETS AUTHORIZED
PERSONNEL ASSIGNED
CURRENT ONBOARD
AMD
SMD/SQMDFMD
EDVR/ODCR
MUSTER
MANPOWER SPACES
PERSONNEL FACES
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Manpower, Personnel Training Process
Sub-ProcessesPlayers DocumentsInformation
Systems
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MPT Process
Spaces
MANPOWERPROGRAMMING
MANPOWERREQUIREMENTS
Strategy Readiness
PERSONNELDISTRIBUTION
PERSONNELPLANNING
Faces
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MPT Sub-processes
MANPOWERPROGRAMMING
MANPOWERREQUIREMENTS
Determination Validation Authorization
End Strength PPBS
Research
Allocation Placement Assignment
Strength planningCommunity Mgt
RecruitingTraining
PERSONNEL PLANNING
PERSONNELDISTRIBUTION
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MPT Players
MANPOWERREQUIREMENTS
MANPOWERPROGRAMMING
RESOURCE SPONSORS NAVMAC CLAIMANTS
N12 N8
NPRST CNA NPS
N13CNRCCNET
MCAsNPCEPMAC
PERSONNELPLANNING
PERSONNELDISTRIBUTION
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MPT Documents
MANPOWERPROGRAMMING
MANPOWERREQUIREMENTS
ROC/POESMDSQMDFMDAMDMFT SMR
EPA/OPA
Strength planAccession PlanSchool Plan
EDVR
PERSONNEL PLANNING
PERSONNELDISTRIBUTION
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MPT Information Systems
MANPOWERPROGRAMMING
MANPOWERREQUIREMENTS
TFMMSWINPATNHBS
NMRSTFMMS
SPANNTQMSPRIDENTRSNITRAS
TFMMSEMFEDPROJEPRESJASS
PERSONNELDISTRIBUTION
PERSONNEL PLANNING
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Manpower PolicyManual

• MANUAL OF NAVY TOTAL FORCE MANPOWER POLICIES
  PROCEDURES
• OPNAVINST 1000.16J provides policy guidance
  procedures to determine, validate, authorize,
  approve implement total force manpower
  requirements authorizations for Naval units
  activities

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Manpower Management

• The methodical process of determining,
  validating, using manpower requirements as a
  basis for budget decisions determining manpower
  authorization priorities based on available
  funding personnel inventory linking all
  these factors together

OPNAV 1000.16J p. 6
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Requirements
Spaces
Sub-Processes
Players
DeterminationValidationAuthorization
Resource SponsorsClaimants NAVMAC
ROC/POE1000.16JSMDSQMDFMDMFTSMRAMD
TFMMSNMRS
Documents
Info Systems
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Manpower vs Personnel
RQMTs
BA
READINESS GAP
NMP
COB
NMP
WARTIME REQUIRE- MENTS
BILLETS AUTHORIZED
PERSONNEL ASSIGNED
CURRENT ONBOARD
AMD
SMD/SQMDFMD
EDVR/ODCR
MUSTER
MANPOWER SPACES
PERSONNEL FACES
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Case Study Two
Nuclear Submarines Added To Defense Budget By
George C. Wilson
This new congressional commitment to greatly
expand the nation's attack submarine fleet is a
victory for the Navy's submarine community, even
though the Russian undersea threat has declined
dramatically since the end of the Cold War. But
it is also a setback for surface ship warriors
who already are critically short of money needed
to keep more than 300 warships ready to fight.
Navy leaders before this recent action complained
that the high cost of the attack subs threatened
to bankrupt the rest of the fleet.  Submariners
contend they cannot cover the world's hotspots
with the 60 attack boats proposed by Defense
Secretary Cohen in his Quadrennial Defense Review
report of 1997.   Theater commanders rely heavily
on modern attack boats to lie hidden off foreign
shores to eavesdrop and record conversations,
radar signals and telemetry which spews out of
missiles when tested.   Critics of doing beyond
60 attack boats contend there are more pressing
needs for the money and that the Navy should be
prevented from retiring older 688 class attack
boats when they have several years of useful life
left in them.   "It's crazy," said Sen. John
McCain, R- Ariz., a member of the Senate Armed
Services Committee in regard to the submariners'
expansion campaign.  
In a stunning victory for those pressing to spend
fresh billions on the Navy's undersea fleet, a
Senate Armed Services subcommittee behind closed
doors Wednesday agreed to add five nuclear
powered attack submarines of the Virginia class
to future Pentagon budgets. Primary political
beneficiaries of the 10 billion action by the
Sea Power Subcommittee are Armed Services
Chairman Warner, who represents Virginia's
Newport News Shipbuilding, and Sen. Joseph
Lieberman, D-Conn., whose state is home to the
Electric Boat Division of General Dynamics. The
two shipyards would share in the building of the
NSSN subs, which cost about 2 billion
each. Given Warner's backing, the full committee
is expected to endorse the subcommittee action
during its markup of the FY2001 defense
authorization bill. The full committee began its
closed door markup process Wednesday and is
expected to finish next Tuesday. Participants in
the markup sessions, which Warner has gone to
unusual lengths to keep secret, told National
Journal News Service that the production schedule
for the new attack boats will be spread over
several years which, as of Wednesday, had not
been decided upon. The Pentagon has asked for
only one Virginia class submarine for the FY2001
defense budget and estimates it will cost 2.03
billion--including 320.4 million in research and
development costs. Delivery of this first boat is
scheduled for 2004.
Early Bird Apr 00
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Requirements Process

• Begins when the individual Resource Sponsors for
  expeditionary, surface, subs, aviation, etc.
  (N75, N76, N77, N78) translate national
  strategic objectives, Required Operational
  Capabilities and Projected Operational
  Environments into unconstrained manpower needs
• Specified in Ship, Squadron, and Fleet Manpower
  Documents (SMD, SQMD, FMD)

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Determination

• CNO builds platforms (ships A/C) to accomplish
  National Military Strategy
• Resource Sponsors write ROC/POEs to execute the
  platform(s) design capabilities
• NAVMAC measures workload (watch stations,
  maintenance, own unit support) converts
  workload (hrs) into requirements by rate/rating.
• (Requirements are determined validated
  approximately every 2 years or as required)

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Deployable Requirements

• Requirements are determined by NAVMAC displayed
  in SMD/SQMD/FMDs written to
• Minimum Skill
• Minimum Pay Grade
• Minimum Quantity
• To accomplish 100 of mission in a defined
  scenario (ROC/POE)

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Determination Validation
ROC / POE DDG-51 M FT P S D
Resource Sponsor or Claimant
Fleet Shore On-Site Determination Validation
Visit
Revised approx every two years or as required
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Resource Sponsor

• OPNAV organization responsible for an
  identifiable aggregation of resources which
  constitute inputs to warfare supporting tasks
• Span of responsibility includes interrelated
  programs or parts of programs located in several
  mission areas

App. 1
35
Sponsors and Resources
SPONSOR N4 Logistics N6 Staffs N75
Expeditionary N76 Surface N77 Subsurface N78
CV/CVN
RESOURCE People, Naval Stations People People,
Ships People, Ships People, Submarines People,
Planes, Ships
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Manpower Resource Sponsor

• They put money in the bank to cover the checks
  the manpower claimants write

N122/N78/CLF/CPF BUPERS WASHINGTON DC
01 Oct 00
USS NIMITZ CVN 68
CPF/CLF
Active Duty Enlisted
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What is a Claimant?

• Claimants include the fleets, personnel command,
  medical command, the reserves, etcClaimants
  program authorizations (checks) for personnel via
  TFMMSWhen personnel are assigned to a UIC, the
  authorization process ensures that sufficient
  funds have been set aside to pay for spaces IAW
  manpower goals/policies/initiatives

App. 2
38
Projected Operational Environment (POE)

• The environment in which the ship or squadron is
  expected to operate, including the military
  climate (e.g., at sea, Wartime, capable of
  continuous operations at readiness Condition I
  (24hrs, GQ) or readiness Condition III (partial
  capability, 60 days, 8 hrs watch/day)

App. 5
39
Required Operational Capability (ROC)

• Statements prepared by Mission Warfare
  sponsors which detail the capabilities required
  of ships squadrons in various operational
  situations
• The level of detail sets forth which weapons
  will be ready at varying degrees of readiness
  (e.g., perform anti-air warfare with full
  capability, readiness condition I III)

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ROC Limited Capability

I
III
IV
V
CCC 6.2 (U) Maintain visual communication. III,
IV, V (L) - work one contact.
F
L
L
L/A

• Cond III Limited (L) would equate to one signal
  team of one operator one recorder
• Cond III watch sections 6 Signalmen
• Cond V, use off-watch SM to work one contact
• Bottom Line 6 Signalmen Requirements
• 252,000 annually

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ROC Full Capability

I
III
IV
V
CCC 6.2 (U) Maintain visual communication. .
F
F
F
F

• Cond III Full Design (F) would equate to a
  supervisor and two signal teams of one operator
  one recorder - 5 watch standers per section.
• Cond III watch sections 15 Signalmen.
• Full Design capability in all Conditions.
• Bottom line 15 Signalmen Requirements
• 630,000 annually

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ROC Impact

• Cost of using F instead of L for Signalmen on
  the DDG-51 Class example.

9
Billet Difference/Skill
Ships in the Class (authorized)
37
Life Expectancy/Ship Yrs
40
2000 MPN End Strength Rate
42,000.00
Life Cycle Cost
559,440,000
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Navy Standard Workweek Afloat

Workweek 168 Hours
Sleep (56)
Personal (14)
Messing (14)
OPNAVINST
Sunday Free (3)
Service Diversion (7)
1000.16J
Training (7)
Work (67)
(Watch Stander 56 hrs watch, 11 hrs other work)
RefOPNAVINST 1000.16J app. C, App. 7
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Shore Manpower Requirements Determination Program
(SMRDP)

• Claimants validate approve quantitative
  qualitative manpower requirements for a shore
  activityBased on peacetime workload
• These validated requirements are displayed in the
  Statement of Manpower Requirements (SMR)

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Mission, Function Task (MFT) Statement

• Missions are concise, unclassified general
  statements of what the activity is to accomplish
• Functions are workload derived from the main
  elements of an activitys mission
• Tasks are workload accomplished in connection
  with existing program policy directives or
  written tasking assignments

App. 8
46
Requirements Documents
ROC/POE DDG-51 MFT PSD
Resource Sponsor or Claimant
Fleet or Shore On-Site Determination
Validation Visit
Documents Ship Manpower Document Squadron
Manpower Document Fleet Manpower
Document Statement of Manpower Requirements
App. 3
47
Authorization
The Billet Buy
R/Ss via N12
48
What is an Authorization?
The term manpower authorization describes a
manpower requirement supported by approved
funding end strength Authorizations are the
basis for the planning distribution of military
personnel inventory Authorizations are a
reflection of claimant choices resource sponsor
funding They represent estimates for use in
planning programming through TFMMS
1000.16J ch 5
49
Total Force Manpower Management System (TFMMS)

• The single, authoritative data base for total
  force manpower requirements authorizations
• end strength
• Provides storage retrieval of historical,
  current, budget, out-year manpower data
• Provides access to current manpower data for
  resource sponsors, claimant, etc

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What is a Billet?
R/S
MMC/SMC
NAVMAC
Who gets what?
Requirements
TFMMS
TFMMS
Approx. 90 Funded (put money in the bank for
deployable units)
Building AMD RQMTE/SAuth A Billet!
Claimantschoose (write checks) which RQMTs to
authorize given 90 funding
51
Billet Components

• All billets have three parts
• Requirement (NAVMAC)
• Authorization (Resource Sponsor)
• End Strength (Congress)
• Billets are reflected in the
• Activity Manpower Document
• (AMD)

52
End Strength (E/S)
The number of uniformed personnel set by congress
allowed at the end of each fiscal year (372,000
in FY01)
53
Activity Manpower Document(AMD)
The qualitative quantitative expression of
manpower requirements authorizations allocated
to a Naval activity to perform the assigned
ROC/POE or MFT statement The single official
statement of funded unfunded requirements
(manpower requirements B/A) App. 4
54
Authorization
Resource Sponsor or Claimant
ROC/POE DDG-51 MFT PSD
Fleet or Shore On-Site Determination Visit
Quan/Qual Reclama process between Resource
Sponsor, NAVMAC and Claimant
X
Billet Authorization AMD
55
Quan/Qual Balance

• Balancing Military Personnel Navy (MPN)
• to end strength
• Constraints
• Defense Officer Personnel Management Act
  (DOPMA) Compensation
• Sea / Shore rotation

OPNAVINST 1000.16J
56
Information Systems Documents
NMRS
Workload, Draft Documents and what if scenarios
Claimants (Ship Shore)TMMCA
TFMMS
NAVMAC
Ship/Squadron (SMD/SQMD)
Activity (AMD)
Fleet (FMD)
Statement Requirements (SMR)
NMRS - Navy Manpower Requirements
System TFMMS - Total Force Manpower Management
System TMMCA - TFMMS Micro Manpower Change
Application
57
Manpower Documents
SPONSOR,CLAIMANT,NAVMACRECLAMA
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MANPOWER REQUIREMENTS PROCESS
NAVMAC CLAIMANTS
NAVMAC CLAIMANTS
RESOURCE SPONSOR
RESOURCE SPONSOR
AUTHORIZE REQUIREMENTS
DETERMINE REQUIREMENTS
CREATE AMD IN TFMMS (B/A)
IDENTIFY MISSION
PROGRAMMING (N12/N8)
Personnel
PLANS STRENGTH COMMUNITY MGT RECRUITING TRAINING
DISTRIBUTION
INVENTORY
READINESS
CURRENT ON-BOARD
59
So whats the problem?

• Fiscal constraints restrict the Navy from
  authorizing (buying) all the manpower
  requirements specified
• Resource Sponsors (N4, N75-78...) must choose
  amount of mission/workload to fund
• Claimants (CPF/CLF...) must choose which
  requirements to authorize (by skill and pay grade)

60
Programming
Spaces
Sub-Processes
Players
N12N8Resource SponsorsClaimants
End StrengthPPBS
EPA/OPAFYDPPRESBUD
TFMMSWINPATNHBS
Documents
Info Systems
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PROGRAMMING
FLEET RESOURCE SPONSORS ROC/POE SMD, SQMD,
FMD BUDGETARY CONSTRAINTS FORCE
STRUCTURE RECRUITING, PROMOTIONS, RETENTIO
N, ACCESSION, TRAINING, POLICIES INVENTORY
MISSION, FUNCTION, TASK
SHORE MANPOWER CLAIMANTS MISSION, FUNCTION,
TASK STATEMENT STATEMENT MANPOWER RQMTS
RESOURCE SPONSOR
PROGRAM BILLETS

DETERMINE REQUIREMENTS
PROGRAMMING DECISIONS
MANDATED E/S CONTROLS
BILLET AUTHORIZATION
OPA/EPA
STRENGTH PLANS
PERSONNELREADINESS TO FLEET / SHORE
DISTRIBUTION
62

Single Manpower Sponsor
CNP is now responsible and accountable for the
proper manning of Navy units it is his task to
see that appropriate numbers of people are
requested in POM and Budget preparation and that
the required dollars are provided. N1 and N81
will work together keeping me fully informed
should manpower or manpower funding fall below
that required to meet specified levels of
readiness Admiral Boorda 16 August 1994
63
Single Manpower Sponsor

• CNO N12 was stood up to
• Plan, program, allocate manpower in accordance
  with CNO priorities
• Be single POC for claimants resource sponsors
  on manpower issues
• Review program validated manpower RQMTs in
  accordance with programming priorities
• Review approve reprogramming actions to ensure
  they meet fiscal guidance programming
  priorities
• Develop the BAM for M P
•  Resolve RQMTs vs E/S in sufficient time to
  optimize training facilitate the distribution
  process
• BAM Baseline assessment Memorandum

64
Total Force Programming, Manpower Information
Resource Management Division

• Single Manpower Sponsor
• End Strength
• Oversight

Resource Sponsors
N8

• Manpower RQMTs
• B/A

• PPBS
• Distribute DoN Budget

• N120 Program Budget
• N121 NAVMAC
• N122 Manpower Resources
• N123 Joint Contingency
• N124 Information Systems
• N125 Acquisition Programs

N13

• Fleet Readiness
• DPG to RQMTs

• EPA/OPA
• Strength

65

End Strength

• Presidents Budget- Interpretation of Program
  Budget Decisions (PBD) from Office of the
  Secretary of Defense (OSD) is converted to END
  STRENGTH
• POM - End Strength programming (funding) actions
  are retrieved from WINPAT (budget information
  system) entered into TFMMS
• Summer Review - Reprogramming adjustments or
  marks to end strength are issued by Navy
  Comptroller. Appeals are submitted in the form of
  a Reclama

66
Future Years Defense Program (FYDP)

• The official program that summarizes
  SECDEF-approved plans DoD programs
• Published at least annually
• Updated regularly to reflect budget decisions
  reprogramming actions seven years out
• FYDP CY BY 5 years out

67
Enlisted/Officer Programmed Authorizations
(EPA/OPA)

• EPA/OPA provides the manpower signals to officer
  enlisted strength planners to determine
  accessions, training, promotions plans,
  retention
• The EPA/OPA projects programmed authorizations
  for current future FYs (budget program years)

App. 9
68
EPA/OPA

• Planned authorizations are summarized by rating
  pay-grade within rating/designator groups for
  each FY controlled precisely to the approved
  end strength for each of the FYs
• A recurring (3 times a year), published document
  summarizing enlisted/officer authorizations
  contained in TFMMS

69
ProgrammingInformation Systems
TFMMS
WINPAT NHBS
Planning CPAM/IWAR
Programming POM/PR
Budgeting PRESBUD
Navy Personnel Financial Plan
CPAM -CNOs Program Analysis Memorandum
POM -Program Objective Memorandum PR -Program
Review PRESBUD -Presidents Budget
EPA/OPA -Enlisted/Officer Program Authorizations
TFMMS -Total Force Manpower Management
System WINPAT -Windows Process Application
Toolkit NHBS -Navy Headquarters Budgeting System

70
Assessment Division
SECDEFSECNAV
CNET
ClaimantsCPF/CLF

• PLANNING - CPAM/IWAR
• PROGRAMMING - POM/PR
• BUDGETING - PRESBUD

• Manpower
• Requirements
• Fleet Readiness

www.hq.navy.mil/cno/n8/n80
71
Organization
N8 DCNO Resources,
Requirements, AssessmentsAdministration,
Oversight and Authority over the PPBS System
PPBS Managers
N83 JROC REQ/ CINC Liaison
N80 Programming
N81 Planning Assessments
N82 Fiscal (Budget)
N74 ASW
N76 Surface Warfare
N77 Submarine Warfare
N78 Air Warfare
N75 Expeditionary Warfare
Resource Sponsors
N1 Manpower Personnel
N79 Naval Education Training
N4 Chief of Navy Logistics
72
The PPBS Process

• Planning
• Determine Need
• Programming
• Determine Affordability
• Budgeting
• Refine Estimate

A Constant EvolutionA Never Ending Cycle
73
Objectives

• Provide a basic understanding of PPBS
• Familiarization of terminology
• Better understand how programmatic decisions are
  made
• Discuss PPBS time line
• How will this affect you?

74

• The ultimate objective of the DoD PPBS is to
  provide the best mix of forces, equipment
  support attainable within fiscal constraints.

75

• PPBS enables senior leadership to assess
  alternative ways to achieve the objectives
  established by the President the Secretary of
  Defense.

76

• The decisions from the PPBS involve balancing
  near term readiness, sustainability force
  structure requirements with long term
  modernization needs to ensure a warfighting
  capability today in the future.

77
ResourcesDoD s by Service
Defense Wide 28 Billion
Air Force 84 Billion
Army 71 Billion
Navy 87 Billion Includes USMC
Current FY 00 s
DoD-Budget authority by component
78
Peace Dividendwas Financed with Force Structure
Our 2003 force will be 49 smaller than that
planned in 1988
1988 - Cold War The Maritime Strategy 600 Ship
Navy
1992 - Transition From the Sea 450 Ship Navy
CV/N 151 LHA/LHD 12 Surf Combt 19423 SSN 100 SS
BN 37 MPA 24 13
-25
CV/N 121 LHA/LHD 11 Surf Combt 132 16 SSN
80 SSBN 18 MPA 20 13
2003 - QDR Force 306 Ship Navy
-32
CV/N 12 LHA/LHD 12 Surf
Combt 112 4 SSN 50 SSBN
14 MPA 12 7
79
PPBS Timeline Overview
JUL AUG SEP OCT NOV DEC JAN FEB
MAR APR MAY JUN JUL AUG SEP OCT
- OSD Fiscal Guidance
NAVY
CPAM IR3B
CINC BRIEF (CPAM)
CINC BRIEF (CPAM Issues)
N81
N80
N82

• SECNAV/CNO Approval

OSD Review
Congressional Action
Congressional Review

• Presidents Budget

• New Fiscal Year

• Budget Committees Complete

• Authorization Bill

• Appropriation Bill

80
PPBS Managers

• Planning N81 (assessment) plus N51 (strategy)
• Assess strategic resource environments
• Integrated Warfare Architectures
• Develop strategy policy for force planning
  guidance
• Output is service POM guidance
• Programming N80 (programming)
• Develop six year FYDP plan
• Balance fiscal constraints exactly
• Output is service POM
• Budgeting N82 (fiscal)
• Emphasis on first two years
• Output is service budget estimate submission

81
Requirements Resources

• N74, N75, N76, N77, N78, N79 each responsible for
  distinct aggregate of programs
• Focus on capabilities not systems
• Identify cost/capability trades across resource
  areas
• Participate in development of Integrated Warfare
  Architecture (IWAR)
• Ensure standard programming for common functions

82

• Planning
• Determine Need
• Programming
• Determine Affordability
• Budgeting
• Refine Estimate

83
Navy Program Planning Assessment
Navy program planning establishes a direct
linkage from strategy to programmatic decisions
through a single organization to develop
comprehensive roadmaps comprising end-to-end
analyses of warfare capabilities.
Vision..Presence..Power A program guide to the
U.S. Navy 2000 edition
84
Planning Inputs
NATIONAL SECURITY STRATEGY
FORWARD... FROM THE SEA Naval Strategic Vision
Navy Strategic Planning Guidance
SECNAV Planning Guidance
INTEGRATED WARFARE ARCHITECTURE (IWAR)
85
DoN Planning Process

• Priorities
• Warfare Areas
• Fleet CINC

DoN Level
Approx 7 years beyond

• Guiding Principles
• Readiness
• Capability
• Jointness
• People

• Assumptions
• Threat
• Roles Functions
• Fiscal Expectations
• Force Levels

Planning
Affordable Program Outline (Integrated Warfare
Architecture)
86
Role of Planning Phase

• Output of Planning Phase are IWAR CPAM
• Provides senior leadership the foundation for
  resource decisions by conducting end-to-end
  capabilities analysis of warfare support areas
• Provides linkage across Naval strategic vision,
  threat assessment resource programs
• Prioritizes warfighting support capabilities
  through integration synchronization of current
  planned programs
• Identifies impact of trade-offs on near, mid,
  far term warfighting capabilities

87
Role in PPBS

• How is the warfare support capability
  requirement of the Navy entered into the next
  decision-making (PPBS) cycle?
• How much of this capability can the Navy afford?
• What programmatic adjustments must the CNO make
  to gain/prepare for his desired Navy capability?

88
Planning Objectives

• Develop a thorough understanding of how Naval
  forces contribute to the nations joint war
  fighting capabilities
• Command
• Control
• Surveillance
• Battlespace Dominance
• Power Projection
• Force Sustainment

89
Who is the audience?

• Primary Chief of Naval Operations
• Secretary of the Navy
• Secondary
• OPNAV N74/N75/N76/N77/N78/N79
• Resource Sponsors, SYSCOMs, Secretariat
• Fleets

90
Manpower PersonnelCapability Definition

• Capability of manpower personnel is measured as
  a function of
• Quantity Ability to provide specific numbers of
  military civilian personnel to meet
  requirements
• Quality Ability to provide specific skills,
  grades experience levels to meet requirements
• End-to-End Capability
• Ability to access, retain, and distribute
  specific quantities of trained personnel to fill
  sea shore requirements

91
ManpowerActive, Reserve, Civilian

• Specific billets, sea shore, with defined
  skills, experience levels, duties, tasks
  functions
• Functional Components
• Operational forces
• Shore support
• Individuals account

92
Methodology

• 1. Identify what Navy is buying
• Capability (capacity quality)
• TFMMS
• Funding (across the FYDP)
• WINPAT
• 2. Whats the requirement
• Comparison of Billet requirements to inventory
• Health assessments
• 3. What's the difference
• Alternatives

• Quantity
• Funding source
• (WCF, MPN, RPN, OM)
• Type
• (Active, Reserve,Civilian...)
• Quality
• Functional area
• Location

93

• Planning
• Determine Need
• Programming
• Determine Affordability
• Budgeting
• Refine Estimate

94
(No Transcript)
95
Programming Process
Resource Sponsor Focus
5-6 Year Horizon
Affordable Program Outline (IWAR/CPAM)

• Estimated Cost
• Personnel
• Force Structure
• Steaming Days
• Flight Hours
• Contingencies

• Goals Constraints
• Warfare Capability
• Fiscal Limitations

Programming
Program Estimate (Program Objective Memorandum
(POM)
96
Programming

• Objective
• Match available resources against validated
  requirements
• Convert planned requirements into resources
  needed to provide them
• Develop a balanced Navy program (POM/PR) for
  submission to OSD
• Defend POM through program budget review

97

• Planning
• Determine Need
• Programming
• Determine Affordability
• Budgeting
• Refine Estimate

A Constant EvolutionA Never Ending Cycle
98
Budgeting Process
Near term 1-2 year horizon
Claimant Focus
Program Objective Memorandum (POM)

• Goals
• Determine best pricing
• Ensure justification to OSD
• Availability of s during FY
• Dollars and Personnel match
• Timely execution of s

• Determine actual costs
• Personnel
• Force Structure
• Steaming Days
• Flight Hours
• Contingencies

Budgeting
Presidents Budget Submission (PRESBUD)
99
Budgeting Process (Cont.)

• Program is now under control of SECNAV
• POM input is analyzed for near year execution
• Output is the budget exhibits by budget line
  item that are submitted to OSD
• Adjustments to the POM may be made by holding
  hearings
• Justification of programmatic changes
• Increases/decreases to previous budget

100
Budgeting Process (Cont.)

• Budget process accommodates changes driven by
• Congressional adjustments
• Program Decision Memoranda (PDM)
• OSD OMB fiscal guidance(Presidential
  Comptrollers)OMD - Office of Management
  Budget

101
Outside PPBS

• Requirements for Personnel Outside of the PPBS
  cycle without accompanying funding are know as
• Directed and/or unfunded requirements

102
Personnel Planning
Sub-Processes
Players
Strength PlanningCommunity Mgt
RecruitingTraining
N13CNRCCNET
Accession PlanStrength PlanSchool Plan
SPANNTQMSPRIDENTRSNITRAS
Documents
Info Systems
Faces
103
Strength Planning

• Strength planners predict, plan, manage the
  Navys total gains losses for a given fiscal
  year in order to reach a Congressionally mandated
  End Strength while staying within budget

104
End StrengthPlanning Equation (by pay grade)

• (BS - L G E/S)
• Begin Strength - Losses Gains
• End Strength

105
Strength Planners Job

• How does a strength planner build a plan to
  attain E/S stay within budget?
• By predicting Losses Gains

106
Predicting Losses

• How many by month pay grade?
• Attrition
• Failure to complete enlistment contract
• Retention
• Failure to reenlist
• Retirement

107
Predicting Gains

• How many by month pay grade?
• Accessions
• Transfers from other services
• Transfers from USNR
• Once built, must monitor (plan vs actual)
• Some revisions made during year

108
Enlisted Strength Planning
Enlisted Master File (EMF)
Transaction Monitoring ModuleInventory,
Losses/Gains
Enlisted Forecasting ModuleOSCAR, NETRETIR
Enlisted Monthly Forecast
Strength Plan Module SPAN
OSCAR - Obligated Service Contract
Analysis NET - Navy Attrition Model RETIR
- Retirement Model SPAN - Strength Planning
Accessions Navy
109
Strength Planning GoalAchieve End Strength
within budget
Pay levels Incentives
CommunityManagement
Accession Planning
Recruiting goals
StrengthPlanners
AdvancementPlanning
Advancements among communities by pay-grade
A C School Plan
School quotas
110
Community Managers Job

• Accession to retirement community management
• Fill current community manning needs shape
  future community inventory
• Enlisted Community Managers (ECM) are
  
  responsible for
  shaping by Rate, Rating NEC

111
Community Management
Enlisted

• Managed by an Enlisted Community Manager
  (ECM)
• 318K sailors in ? 95 community (rate NEC)
• Number of ECMs per community varies
• ECMs monitor shape each community using
• A C school plan
• Sea / shore rotation
• Advancements
• Accession planning
• Separation
• TERA
• Incentives (Bonuses, SRB)
• Pay allowances (career sea pay, BAH, Flight pay)

SRB - Selective Reenlisted Bonus TERA -
Temporary Early Retirement Authority BAH - Basic
Allowance for Housing
112
Community Management

• Officer
• Managed by an Officer Community Manager (OCM)
• 54K Officers in ? 20 communities ((Designator,
  Subspecialty, AQD)
• OCMs monitor shape each community using
• Promotions
• Accessions Resignations
• Billets Bodies Balance
• Community Structure (pay grade balance in billets
  inventory)
• Career milestones
• Compensation
• Professional development requirements
• Coordinate policies recruiting, retention,
  training, DOPMA

DOPMA - Defense Officer Personnel Mgt Act AQD -
Additional Qualifying Designator
113
SKIPPER COURTNEY

• SKIPPER model enables community managers to
  forecast community manning/accession requirements
  under different scenarios
• Minimize difference between authorizations
  projected inventory

• Forecasts seashore rotation
• Uses authorizations, continuation, sea/shore
  patterns, other factors, forecasts personnel
  inventories in sea shore
• Estimates future inventories by
• Type Duty
• Length of Service in years (LOS)
• Paygrade

114
A C School Plans

• Frequency
• Annual review of future year planning
• Monthly monitoring of the execution plan
• Data Requirements
• EPA by paygrade and rating
• Inventory projections by rating
• Women in the Navy Goal
• School capacity, school length
• Instructor/student ratio, attrition rates
• Quota allocation by rating
• Model Support
• SKIPPER
• Output
• Unconstrained "A C" School requirements
• Constrained "A C School plans

115
Recruiting Environment
Males about 10
About10 Million
17-21 Year Old Population
Youth Propensity to Enlist

RISING
116
Recruiting Environment
About 1/4 of 17-21 year olds meet Navy enlistment
standards about 250K
117
Youth Perception of Services
Source 1996 Youth Attitude Tracking Study (YATS).
118
Advertising
70 Million in Advertising!

119
Advertising
FY94-FY98 Improvement

• AWARENESS increased
• TV 25
• Radio 35
• Web 60
• DECISIONS influenced
• TV ads 12
• Direct mail 15
• Web 16
• NEW Contracts from Leads increased
• 38
• EXPOSURE increased
• television advertising reached 95 of 18-24 year
  old men - over 135 million exposures.

120
Process Players
CONGRESS
E/S, Policy
CNP
CNET
N13
Goaling Letter
Shippers
CNRC
Recruiting Prospects
MEPCOM Enlistment processing CNRC classification
App. 10
121
Converting Leads into Accessions
APPLICANT POOL Generating Leads (Direct
Marketing) Prospecting (creating contacting
Leads) Appointments / Interviews Processing
(BEERS Requirements) Qualifying (Physical
Aptitude Screening) Ship Date Classifying Waivers
Contracting into DEP DEP Attrition Ship to Boot
Camp
80 prospects required to produce one new
accession!
122
Training Sailors

• Students on Any Given Day
• 43,800 students in training
• 35,600 military / 7,000 civilians / 1,200
  International
• 169 activities nationwide
• 29,635 employees
• 17,854 military / 4,959 civilians / 6,822
  contractors
• Over 3,400 courses offered

123
Distribution
Sub-Processes
Players
AllocationPlacementAssignment
NPCEPMACMCAs
EDVR
TFMMS EMFEDPROJEPRESEAISJASS
Documents
Info Systems
Faces
124
Distribution Triad

• Allocation - Distributable inventory is
  shared among the 4
  MCAs
• (LANT, PAC, BUPERS, Reserve)
• Placement - Commands advocate in the
• distribution process
• (right time, person
  skills)
• Assignment - Commonly called detailing
• (Sailors advocate)

125
Manpower vs Personnel
RQMTs
BA
READINESS GAP
NMP
COB
NMP
WARTIME REQUIRE- MENTS
BILLETS AUTHORIZED
PERSONNEL ASSIGNED
CURRENT ONBOARD
AMD
SMD/SQMD FMD
EDVR/ODCR
MUSTER
MANPOWER SPACES
PERSONNEL FACES
126
Distribution

• The overall process of putting the right person
  in the right place at the right time is not
  complete, until individual Sailors are assigned
  to jobs that fully utilize their acquired
  occupational skills

127
Inventory Distribution
PersonnelInventory(Persons inuniform)
Distributableinventory
Non-Distributableinventory IA AI TPPH
Shore
Shore School,TPU, TMU, etc
TPPH Transient, Patients, Prisoners
Holdees IA Individuals AccountAI
Awaiting instruction TPU Transient Personnel
UnitTMU Transient Monitoring Unit
128
Distribution

• Starts with identifying sailors projectedto
  rotate to a new assignment 9 months out
• This projected Distributable Inventory excludes
  sailors who are
• expected to leave the Navy
• in training
• not assignable (i.e., medical, legal, etc.)

129
Distribution
Inventory DistributablePersonnel
Allocation Distributeinventory to MCAs
LANT
Reserves
Placement Command needs
Shore
Shore
Shore
Shore
Shore
Assignment Sailor preferences
130
Allocation Management
Who Navy Personnel Command Goal Identify
projected distributable inventory allocate
it to the 4 MCAs How Computer models use
billet info from TFMMS enlisted/officer
master files (EMF/OMF) Why To ensure a
prioritized MCAs balance of distributable
personnel inventory to the Fleet (guidance
only, due to accuracy)
App. 13
131
Allocation

• Projected Inventories
• 4 MCAs
• PAC, LANT, BUPERS, RES

• Policy determines
• requisition priority
• CNO 1, 2 (Allocation Phase)
• MCA 3

Prioritization

• Fair Share inventory Among Activities
• Rate/Ratings/NEC

Requisition Priority REQ (EAIS)
132
Navy Manning Plan(NMP)
R/S
MMC/SMC
NAVMAC
Who gets what?
Requirements
TFMMS
TFMMS
TFMMS
B/A
CNO/MCA/EPMAC
(EMF/TFMMS) EDPROJ
NMP (EDVR)

Fair share
133
AllocationInformation Systemto build NMP

• Who? Pers 452 uses the Enlisted Distribution
  Projection System (EDPROJ) to generate
  allocation guidance
• What? Measures current strength vs. current
  billets, projected strength vs. projected
  billets
• Where? The resulting projection info is passed to
  EPMAC
• Why? To build Navy Manning Plan (NMP)

App. 5
134
Enlisted Distribution Verification Report(EDVR)

• Produced monthly, normally on first Monday after
  last Friday of month
• Available by downloading from EPMAC
• Detailed instructions available in EDVRMAN (dtd
  22 Apr 99)
• Available on EPMAC web page
• http//www.epmac.nola.navy.mil/downloads.htm

App. 6
135
Placement

• Who ? EPMAC principal agent for the enlisted
  placement function
• Goal ? Equitably spread the projected
  strength across the activities (fair share)
• How ? NMP uses projection info from EDPROJ
  priority algorithms from the MCAs
• The Enlisted Personnel Requisition System (EPRES)
  generates requisitions (assignments)for
  detailers to fill

136
Placement
Command Vacancy

• Focus on Activitys requirements
• Right person, training time
• Telephone / Email negotiations
• Labor intensive
• Gapped billets less than optimal skill matches

137
Assignment

• Who? Assignment Officers (detailers)
• Goal? Match people billets (faces in
  spaces) Sailors needs with Navy needs
• (Orders or Invitation?)
• How? EPRES passes REQ INFO to the
• Requisition Posting Module (RPM) within the
• Enlisted Assignment Info System (EAIS)

138
Assignment
Command Vacancy

• Focus on Sailors skills interests
• Right person, training time
• Telephone / Email negotiations
• Labor intensive
• Gapped billets less than optimal skill matches

139
Assignment

• Putting Faces in Spaces
• Sailors interests are considered
• Faces occur as a result of projected rotation
  or availability. Spaces occur when the
  projected personnel onboard are less than the
  NMP. This produces a requisition

140
Assignment
Class Quotas
Reqs
PRD Rollers
Aggregate Policies
Eligibility Policies
PCS Cost
Sea/Shore
JASS Preference
Pay Grade
Fleet Balance
Skills/NECs
Req Priority
Gender
Billet Gap
PRD
ASSIGNMENTS
141
Assignment

• Assignment officers use EAIS to list
  Projected Rotation Date (PRD) rollers
• Determine the person to fill the requisition
• Training required? Navy Training Reservation
  System (NTRS)

142
Assignment

• Sailors can apply for jobs through the Jobs
  Advertising Selection System (JASS) negotiate
  job options with their detailers
• When all the decisions are made, the detailer
  uses the Order Posting Module (OPM) within EAIS
  to issue the transfer directive (orders)

143
Distribution Process
ALLOCATION
TFMMS/EMF
NMP
CNO/MCA PRIORITIES
DISTRIBUTABLE INVENTORYEDPROJ
REQUISITIONEPRES
PRD FROM LAST ASSIGNMENT/EMF
EAIS DETAILER DECISION
COMMAND NEEDS
SAILOR DESIRES
COMMAND CAREER COUNSELOR
JASS
ASSIGNMENT
PLACEMENT
ORDERS
144
Manpower, Personnel andTraining Course CDR Bill
HatchGraduate School of Business and Public
PolicyNaval Postgraduate School code
GSBPP/Hh555 Dyer Road, Room 236Monterey, CA
93940-5103DSN 878-2463 / COMM 831-656-2463 /
FAX [phone]EMAIL wdhatch_at_nps.navy.mil
145
GENERAL SYSTEMS MODEL
E
Input
Throughput
Results
Outputs
Outcomes
Design Factors
What does the system offer/ produce in terms of
Goods Services How are Outputs measured What
are Indicators of Performance

• Environmental context
• Political Economic Social Technological
• System Direction - Mandates - Values -
  Mission - Strategy

TASKS What are the basic Tasks
PEOPLE Who are the people Knowledge, Skills
Abilities
INFO SYSHow can the Work Flow be Described
What are the implications consequences of the
outputs

• STRUCTURE
• How describe
• Basic grouping
• Hierarchy
• Teams

• PROCESSES
• Human Resource Management
• Reward System

146
OVERALL MANPOWER, PERSONNEL, TRAINING (MPT)
SYSTEM
E
Input
Throughput
Results
Outputs
Outcomes

• Set Direction
• Natl Military
• Strategy
• Congress
• Social Political
• Economic
• Environment

TASKS Complex

• PEOPLE
• 372,000K Active Duty
• 15K TAR
• 74K SELRES
• 186K CIV

• Right4
• Person
• Skills
• Place
• Time

INFO SYSOver 35 Legacy Information Systems
Fleet Readiness

• STRUCTURE
• Geographically
• dispersed
• Organizations
• Centralized
• Decentralized

• PROCESSES
• PPBS
• Manpower
• Personnel
• Training

PPBS - Planning Programming Budgeting System
147
RESOURCE SPONSORS
Input
Throughput
Results
Outputs
Outcomes

• Portion of Navy TOA
• SMD
• SQMD
• FMD
• SMR
• N80 Fiscal guidance
• Issue Papers

• Matching
• TOA to
• Commands
• (UICs)
• Responses
• to IPs

Funded RQMTs (Billets Authorized)

• TASKS
• Distribute
• Funding per
• Navy Guidance
• Billet Buy
• Approve ROC/POE

PEOPLE MIL/CIV
INFO SYS WINPAT TFMMS

• STRUCTURE
• 7 Primary
• Sponsors N4, N6
• N75, N76, N77, N78
• N8
• N12

• PROCESSES
• PPBS/POM/PR

SMD - Ship Manpower Do