Our mission is to facilitate enterprise integration through discussions on intro-enterprise and inter-enterprise topics for the Total Force on behalf of the Chief of Naval Personnel, Navy Total Force.
Our vision is achievement of the Navy Total Force mission of getting to FIT by 2016 through communication, collaboration, transparency, performance management, and enterprise alignment.
ELO Background, Roles, & Responsibilities
The Enterprise Liaison Office is tasked to facilitate discussion on intra-enterprise and inter-enterprise topics on behalf of the Chief of Naval Personnel, Navy Total Force. Within the domain, examples include such topics as proficiency competency billet based detailing (vacancy driven job-person FIT) distribution, officer-enlisted-reserve community management, training and school througout, demand signal determination, workforce diversity, and mapping budget with program reviews. The office also leads the coordination of Enterprise based Performance Agreements; which set expectations for performance between the Navy Total Force provider and the Navy Warfare Enterprises. These activities foster greater focus on value creation activities as it pertains to manpower inputs, manpower outputs, and the manpower training and education conversion process.
Towards that end, goals continue to evolve and currently are to:
- Streamline the performance agreement process within the Navy Total Force Domain.
- Identify key Enterprise Integration stakeholder roles and responsibilities and define process inputs and products.
- Establish and define metrics in partnership with the Warfare Enterprises.
- Provide for and practice greater fidelity, transparency, and collaboration in decision processes.
- Steward all available resources for studies of the Navy, Total Force value chain (recruit, train, force shape, and assign) as it works toward achieving FIT/Cost.
As the Navy Total Force Enterprise Liaison Office works towards the organization's desired end state of FIT by 2016, goals may shift and new goals will be formed as the old goals are met; getting us closer to the desired end state.
1. What is a Performance Agreement?
Performance Agreements, which are at the heart of Navy Enterprise Integration, are being used to establish agreed upon levels of support, performance measures, roles & responsibilities, and communication mechanisms. Increased communication with stakeholders and a published concept of operations and schedule provides greater process efficiency and a defined process for determining manpower training and technology requirements. Removal of barriers and trend analysis of performance metrics contained in performance agreements effectively supports mission readiness and optimizes the use of the Navy’s most valuable asset, its people. Roles and responsibilities are documented for the performance agreement approval process within the Navy Total Force domain and culminate with approval of performance agreements by both CNP and the Fleet Readiness Enterprises. The initiative seeks defined and agreed upon performance metrics that provide fidelity, transparency, and enable decision-support processes in collaboration with the Warfare Enterprises (WE). The Navy personnel organizations are aligned to directly support each Warfare Enterprise with defined metrics to measure responsiveness to their demand signal and process efficiency is measured and analyzed for cost and time savings. The Performance Agreements with each of the Warfare Enterprises, for the first time, have established a codified demand signal for enlisted personnel numbers. The demand signal is expressed in a measurable percentage for Sea, Operational Shore, and Shore components, and coupled with the actual dollar amount of the program’s budget. Better customer service has been realized by an increase in the customer’s input into the product line. By listening and partnering with our customers, teams were formed to diminish or eliminate barriers to the identification, timely delivery, and training of Sailors. The result was higher manning percentages to approach FIT number goals in relation to the production of undermanned and critically short positions throughout all enterprises. This combined with commitments to improve the accuracy of the computer database systems by a measurable reduction in error rates, led to the establishment of time lines to measure and review the mutual agreement. These efforts will efficiently assign personnel, respond quicker to customer needs, reduce manpower and training waste, and increase retention of critical and skilled personnel; greatly improving the organization overall.
2. What is an Enterprise/Domain?
The terms Enterprise and Domain are being used jointly by USFF and NTF. First, a (Domain) is defined as an area under one rule; a realm; a sphere of control or influence. Second, an (Enterprise) is an undertaking, especially one of some scope, complication, and risk; something attempted to be performed; a work projected which involves activity, courage, energy, and the like; a bold, arduous, or hazardous attempt; an undertaking; or a warlike enterprise.
3. What is Enterprise Management?
Enterprise Management is the processes, forums, and enabling tools used by Navy senior leadership to manage the efficient and effective production of current readiness and future capability. By ensuring the perspectives of others are considered, and/or evaluated, prior to implementing major business area process improvements, we strengthen the decision making process substantially and foster an environment of collaboration and transparency.
4. What is Enterprise Integration?
Navy Enterprise Integration is an initiative designed to improve the understanding of our business practices so we remain the most effective and efficient Navy in the world. Navy Total Force, as a concept, is an organizational construct that promotes greater alignment and transparency among the multiple sectors of the entire Navy and their personnel including military, civilian, and contractor. Our resources - people, time, and money - are precious and we must ensure we are maximizing our Return on Investment (ROI) in all we do. In order to properly marry the business lines between these various entities calls for flexibility and adaptation to elicit warfare enterprise requirements. By conducting a requirements analysis, validating and verifying these requirements, the organization must identify associated personnel capabilities, as well as, recruit, develop, manage, and apply those capabilities. This should all be done within constraints to provide an agile and cost-efficient manner in response to the demands of the Fleet. To achieve success, leadership needs to establish and communicate clear performance goals and objectives, but also set boundaries for management to adhere to. Defining the proper metrics of key performance indicators, based upon data that is shared amongst the organizations, requires quality data to be collected, tested and used to determine the effectiveness of Navy Total Force efforts. Through an improved, open, and transparent communications process, process improvement strategies must be developed, and the gaps corrected and closed.
5. How does ELO provide alignment and transparency?
The Navy Enterprise Integration initiative was required to develop a progressively more efficient and integrated Navy through an integrated enterprise construct with the overarching goal of achieving a maximized personnel placement strategy, known as FIT, by 2016. By continuing to work together, through Performance Agreements, the stakeholders have present and future goals which target functional and supplemental requirements for optimization and process improvement. Better integration within the Navy between the Warfare Enterprises and the Provider Enterprises has increased collaboration and improved efficiencies to ensure that the target goal is hit. The Navy’s Enterprise Integration construct is a model that seeks to incorporate enterprise practices, realizing process and resource efficiencies, through greater coordination, collaboration, and streamlined decision making. Our integration within this construct results in a more defined demand signal that is readiness-focused, sailor-centric in philosophy, and sensitive to efficiencies and associated manpower costs. Implementation of this new way of doing business will require close collaboration and coordination among all Navy Enterprise stakeholder organizations. The required business processes, rules, and communication streams need to support the planning and tracking of workforce demand, manage competency and capability, and enable efficiency and transparency across the entire workforce value chain. As outlined in the Navy’s “Strategy for Our People” document, management of the future Navy workforce requires maximizing human capital, and new methods for the delivery of people ready for tasking. Changes in military operations, the workforce marketplace, financial conditions and advances in technology all demand thorough understanding of the workforce value chain and development of a new business model capable of delivering an increasingly agile, flexible, and robust warfighting force. The Navy Enterprise Integration organizational construct is designed to foster collaboration and tighten cross-organizational linkages necessary to deliver warfighting readiness and capability effectively and efficiently both today and tomorrow. The business charter was broadly mandated to align the organization with the Navy enterprise construct. The Fleet Readiness Enterprises are Naval Aviation, Surface Warfare, Under Sea, Navy Expeditionary Combat, and Naval NETWAR/FORCEnet. They communicate through a common Navy Enterprise Executive Committee (NE ExComm). Roles and responsibilities were assigned by the NE ExComm to develop functional governance; identify constraints, map and remove barriers to achieving integration; and to develop and track performance metrics that are specifically defined, completely achievable, realistic, and timely.
6. What is FIT?
Fit is an output metric used to measure NTF success in attaining, recruiting, accessions, training, and distribution goals.
RCN Fit – Rating Control Number Fit measures the number of Sailors with the correct Rating and Payband vs. Billets Authorized to the UIC.
Officer Fit – Measures the number of Officers with the correct Paygrade and Designator Distributed vs. Billets Authorized to the UIC.
NEC Fit measures the percentage of Sailors DNEC’d that hold the NEC in their record against total NEC requirements at a given UIC. A senior may fill a junior but not vice versa.
The formulaic equation for calculating NEC Fit follows:
NEC Fit =
(NEC Held/DNEC by Rating & SJA Payband)
(NEC Requirements by Rating&SJAPayband)
DNEC’d Sailors are distributed by PERS 4 to a UIC to perform the functions of the NEC.
Total NEC requirements are used instead of Billets Authorized because some billets have more than one NEC assigned.
NEC Fit computed using required paygrade (payband) as designated in the NEC Manual.
NEC Aggregate- measures the percentage of Sailors DNEC’d + Rate Inventory against total NEC requirements at a given UIC.
The formulaic equation for calculating NEC Aggregate follows:
(Held/DNEC = Rate Inv)
NEC Aggregate = NEC Requirements
Rate Inventory Sailors hold the NEC in their record, but are not DNEC’d.