Action Plan National Security Personnel System NSPS

1
Action PlanNational Security Personnel
System(NSPS)
Mike Williamson Sandra Rodgers Gina
Hughes 25-Dec-09
2
Objectives
? To facilitate the transformation to the
National Security Personnel System (NSPS) by
preparing, planning and providing oversight of
the SMC NSPS implementation process.
3
Summary of Recommendations

• SMC Executive Steering Group to provide
  leadership and guidance
• SMC Working Group at supervisory level to
  facilitate, plan and oversee tasks
• Use Base Resources for assistance as necessary

4
Deliverables/Outcomes

• ? New Position Descriptions for NSPS employees
• All 42 SMC NSPS employees have completed formal
  training (39 civilians and 3 military managers)
• MyBiz/My Workplace Accounts activated
• ? SMART objectives written
• ? All 39 SMC NSPS civilian employees
  successfully converted
• ? Performance Cycle Process successfully
  documented/ implemented

5
Plan of Action Milestone

• 15 Oct 07 - Identify existing positions and newly
  established positions that require
  reclassification for NSPS.
• 15 Oct 07 - Review NSPS position descriptions for
  accuracy. Rewrite position descriptions as
  required, and submit new PDs/classification
  actions to Manpower/CHRO.
• 16 Nov 07 - Ensure SMC NSPS employees establish
  MyBiz/My Workplace accounts and review profiles
  to ensure accurate data.
• 30 Nov 07 Mgmt Team develops Initial SMART
  goals
• 30 Nov 07 Ensure all SMC NSPS employees have
  completed pre-conversion training.
• Mock review of SMART goals first week of
  December
• 3 Feb 08 - To successfully transition SMC
  eligible employees from PARS to NSPS.
• NLT 3 Mar 08 - Establish SMART objectives for SMC
  NSPS positions.
• 30 Sep 08 Ensure all SMC NSPS employees have
  completed post-conversion training.

6
Resource Requirements

• People
• Marine Corps Logistics Command NSPS
  Implementation Team includes a broad based group
  of key stakeholders who will provide a seamless
  transition and successful implementation of NSPS.
  The teams leaders are
• - Rich Hooks, Chairman
• - Patricia Alexander, Vice Chairman
• SMC Executive Steering Committee will plan,
  manage and control the centers implementation.
• Charter Team Members
• Michael Williamson, Chairman
• Carla Johnson, Vice Chairman
• Gina Hughes, Vicky Hall, Lead Coordinating
  Office
• Sandra Rodgers, MCLC Implementation Team
• Charles Dexter, Key Leader
• Mitchell Upton, Key Leader
• Derek Cornette, Key Leader
• Brenda Shy, Key Leader

7
Resource Requirements (contd)

• People (contd)
• Civilian Human Resource Office determine local
  training requirements and coordinate, provide
  required NSPS training. The POCs are
• - Wanda Fitzgerald
• - Al Dervan
• Manpower Office Oversees implementation of the
  NSPS across the Marine Corps. Provide
  instructions and policies on NSPS Classification
  and Position Management of civilian positions.
  The POCs are
• - Angela Haire
• - Bill Battle
• SMC Administrative Support Office
• All 39 converting SMC civilian employees
• -SMC supervisors
• -SMC non-supervisors
• Two military managers

8
Resource Requirements (Contd)

• Systems/tools
• - Internet for MYBIZ/My Workplace
• accounts, NSPS Web page
• - COREDOC for PD rewrites
• Time 1 Year
• None
• Project Training None Identified
• NSPS Training Extensive

9
Training Requirements

• The following pre-conversion NSPS training
  courses are required and must be completed in
  sequential order by 31 Jan 08
• Spiral 2.2 Core Training Requirements
• 1. HR Elements and Performance
• Management (All NSPS personnel), 4
  hrs.
• 2. Building Alignment Smart Objectives
• (all NSPS personnel), 7 hrs.
• 3. Objective Driven Performance (all NSPS
• personnel) 7 hrs.
• 4. Pay Pool Management Briefing (managers
  
• supervisors), 4 hrs.

10
Training Requirements (contd)

• The following post-conversion NSPS training
  courses are required and must be completed by 30
  Sep 08. (These courses do not need to be taken
  in sequential order).
• Spiral 2.2 Post-Conversion NSPS Training
• 1. Pay Setting and Compensation
  (managers supervisors) 7 hrs
• 2. Writing Performance Accomplishments
• (all NSPS personnel), 7 hrs.
• 3. Rating and Rewarding Performance
  (managers
• supervisors), 7 hrs.
• 4. Pay Pool Management (for pay pool
  panel
• members staff who perform admin
  functions
• in support of pay pools), 2 days

11
Metrics to measure success

• Number of SMC employees to be converted (348
  Vacant positions)
• 100 of encumbered NSPS positions have MyBiz/My
  Workplace accounts established by 15 Nov
• - 32 MyBiz accounts established as of 2
  Nov 07 - 94
• Training Requirements (348 vacant positions
  includes 3 mil)
• Course Date
  Completed
• HR Elements
  18 Sep (mkup) 34
  100
• Building SMART Objectives 19-20
  Sep (mkup) 33
  97
• Objective Driven Performance 18 Oct-2
  Nov 33
  97
• Pay Pool Mgmt 4 27 Nov 07
  9 28
• Pay Setting Compensation
  TBD
• Writing Performance Accplmts
  TBD
• Rating Rewarding Performance TBD
• Pay Pool Mgmt
  TBD

12
Metrics to Measure success (contd)

• PDs rewrites for SMC NSPS positions (39)
• 39 completed as of 15 Oct 07 100
• Initial SMART goals written by 30 November
• Mock review of SMART goals first week of
  December

13
Workforce Communications

• SMC Implementation Team member attends bi-weekly
  NSPS Charter Team meetings and provides status
  updates to SMC eligible employees.
• The minutes from the above meetings are also
  provided to the SMC charter team members for
  forwarding to all converting employees.
• Training and other NSPS updates are also provided
  base-wide to all NSPS converting employees via
  HRO.
• An NSPS web page has been established and updates
  daily on NSPS issues.
• MCLCs Base paper, The Emblem, also provides a
  section that addresses NSPS frequently asked
  questions.

14
Integration

• Team 2 Training
• work closely with training team/HRO to ensure
  NSPS training is available for new SMC NSPS
  employees also, refresher training as necessary
• Team 3 PDs, work assignments
• work closely to ensure all required PDs are
  rewritten
• Team 5 Communications
• we will provide useful NSPS info that needs to
  be communicated to the workforce
• Team 6 Performance Mgmt
• ensure SMART goals support the established
  performance metrics

15
Back-up

• Positions scheduled for conversion
• Position/Series/Grade Number of
  Positions
• GS-0318-08 1
• GS-0343-09 1
• GS-0343-11 2
  (1 vacant)
• GS-1306-11 1
• GS-0346-12 2
• GS-1306-12 1
• GS-2010-12 13
• GS-0346-13 10 (6 vacant)
• GS-1306-13 1 (1 vacant)
• GS-2003-13 1
• GS-0346-14 4
• GS-1306-14 1
• GS-1101-15 1