Enter/Edit Data

CAPT Ralph T. SouleSupervisor of Shipbuilding Newport News

Career Goals: Shipyard CommandSupervisor of Shipbuilding Command

Qualifications: Surface Warfare Officer

Acquisition Certifications: APM; AG2; AG3

12/14/2006 5:10:27 PM Career Planner (ver 1.6b1 03-25-02)

Year

YCS 0

1985

5

1990

10

1995

15

2000

20

2005

25

2010

30

20/30 TYS

Now

Bryan K ELEM JRHI HS COL

Beau K ELEM JRHI HS COL

CareerPlan

SWOS

Student

FF 108

7 Kirk

EMO

FFG 48 Vande-

grift

ERO, CICO

Nuc Pwr School

Nuc Prototyp

CGN 40

Miss- issippi

MPA

MIT

Student

CVN 65 Enter- prise

(RCOH)

Station Officer

PSNS

Nuclear APS, Carrier Avail Improvement

CN

AL N43

Deputy

Supship Newport

News

Carrier Overhaul Project Officer, PMR

CVN 69 Dwight D.

Eisen- hower

Reactor Officer

PHNSY

OPS

Comm Naval

Air Force

ACOS Ship

Materiel N43

Supship Newport

News

Supervisor

ED/EDQPBoards

PromotionFitReps

ENS LTjg LT LCDR CDR CAPT

YCS

Year

0

1985

5

1990

10

1995

15

2000

20

2005

25

2010

30

20/30 TYS

Now

Supship Newport News

Super-visor

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Why You Should “Do” CarriersWhy You Should “Do” Carriers

• The problems you encounter are really the Navy’s highest priorities.

• The resource sponsors understand and value maintenance.

• While the problems are complex, you get great support and rapid attention.

• Carriers have enough money to work ahead of most of their problems.

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Career Planning Insight (Soule’s view)Career Planning Insight (Soule’s view)

• Keep options open, 2 paths to O6/Command as long as possible

– No one path to O6/Command

• Performance will always be #1 factor

• Develop the KSAs you need for future jobs, it’s not just about OJT

– Always think one or two jobs ahead

– Observe and get mentoring from senior officers

– Personal development plan

• Have fun!

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CV/N MaintenanceCV/N Maintenance

• Governance

– Life Cycle Management Group

• Management of Life Cycle material and programmatic issues

– CV/N Team One

• Manages the “white space” in the CV/N CNO availability process (planning and execution)

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Current Interests and Reading Current Interests and Reading

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My Personal Development ThemesMy Personal Development Themes

• Leadership Development (of course!)

• Human Performance Capabilities and Models

• Systems Thinking

• Safety Culture/High Reliability Organizations/Error Management

• Risk (Crisis) Management/Failure Analysis

• Distributed Cognition

• Critical Thinking

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Recent ReadingRecent Reading

• Recently finished

– Irrationality, Sutherland

– Safety at the Sharp End, Flinn et al

– The Checklist Manifesto, Gwande

– How the Mighty Fall, Collins

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Current ReadingCurrent Reading

• Power Rules, Gelb

• 7 Deadly Scenarios, Krepinevich

• Upgrade Your Life, Trapani

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Suggested ReadingSuggested Reading

• Havard Business Review

– What Makes a Leader, Goleman

– The Hidden Traps in Decision Making, Hammond et al

– What You Don’t Know About Making Decisions

– What Is Strategy?, Porter

• The New Economics, Deming

• Fifth Discipline, FD Fieldbook, Senge et al

• Leadership and the Art of Communication, Krisco

• Seven Habits, Covey

• Getting Things Done, Allen

• Managing the Unexpected, Weick

• Intuition at Work, Klein

• The New Rational Manager, Kepner-Tregoe

• Becoming a Critical Thinker, Diestler

• Boyd, Coram

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JO Industrial Tour Success StrategiesJO Industrial Tour Success Strategies

• Know your customers and what they value.

• Read “Lean Thinking” and “The Toyota Way;” think about where and why we fall short.

• Read and understand the Shipyard Business Plan.

• Get involved in Carrier or Sub Team One.

• Update your career planner and always have available for "drive by career counseling" opportunities. You will get better mentoring if you frequently ask “Why do we …?”

• Complete all DAWIA quals possible during this tour.

• Always be thinking about what you want to learn and get better at doing. What skill sets are you building for Navy problems?

• If there is a Shipyard CO shadow program at your command, get on the schedule ASAP.

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Decision Games/Case StudiesDecision Games/Case Studies

• Running out of money in CVN RCOH

• What to do when you realize your new construction ship is going to be late.

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Recommended ReadingRecommended Reading

• Managing the Unexpected

• Asking the Right Questions

• New Rational Manager

• Intuiton at Work

• The $5B Misunderstanding

• The Checklist Manifesto

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Increasing Aircraft Carrier AoIncreasing Aircraft Carrier AoOperations Drives MaintenanceOperations Drives Maintenance

32 vs 27 month Op Cycle• Eliminates 2 DPIAs and

4PIAs• Implements CIA concept• Drydock Extension

Program (8 vs 6 year periodicity)

RCOH incorporating SRA• Eliminates post-RCOH

SRA• C4I mod insertion• PMA 251 LLTM risk

reductions

Aircraft Carrier Class Maintenance Plan

Deployment Workups MCO Surge Ready

Industrial Period (RCOH) ModInsertion

Increased

Ao

RCOHPreps CMAV

39 Months 3 Months 10 Months 5 Monthsfrom Notional10.2 months

from Historical Average

PSA/SRA DeploymentWorkups

MCO Surge Ready

RCOHPreps

Industrial Period(Refueling Complex Overhaul (RCOH))

36 Months(41.5 mos)

3 Months(3.7 mos)

4 Months(4.5 mos)

4 Months(4 mos)

10 Months(8.5 mos)

Shakedown Period

FOA PDTT

52 Months

57 Months(62.2 mos)

Deployment Workups MCO Surge Ready

Industrial Period (RCOH) ModInsertion

Increased

Ao

RCOHPreps CMAV

39 Months 3 Months 10 Months 5 Monthsfrom Notional10.2 months

from Historical Average

PSA/SRA DeploymentWorkups

MCO Surge Ready

RCOHPreps

Industrial Period(Refueling Complex Overhaul (RCOH))

36 Months(41.5 mos)

3 Months(3.7 mos)

4 Months(4.5 mos)

4 Months(4 mos)

10 Months(8.5 mos)

Shakedown Period

FOA PDTT

52 Months

57 Months(62.2 mos)

DPIAPIAPIA PIAPIAPIAPIA

DPIA

Mid life plan with 27-Month OP Cycle

Mid life plan with 32-Month OP Cycle

45 months increased Ao over each 50 year life cycle. Eliminated 2 DPIAs and 4 PIAs.

New Con / RCOH

New Con / ROCH

RCOH / Inact

CVN 68 Class Incremental Maintenance Plan

CVN 68 Class Refueling Complex Overhaul

OLD

OLD

NEW

NEW

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Supervisors of ShipbuildingSupervisors of Shipbuilding

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SUPSHIPs Today

SUPSHIP Newport NewsCVN 78Carrier RepairCarrier RefuelingSSN 774Submarine Repair

SUPSHIP Newport NewsCVN 78Carrier RepairCarrier RefuelingSSN 774Submarine Repair

SUPSHIP GrotonSSN 774Submarine Repair

SUPSHIP GrotonSSN 774Submarine Repair

SUPSHIP Gulf CoastDDG51 // DDG1000 (Deck House) //

LPD 17 // LHA 6 //TAGM // TAGS66 //

Marinette, WILCS

SUPSHIP Gulf CoastDDG51 // DDG1000 (Deck House) //

LPD 17 // LHA 6 //TAGM // TAGS66 //

Marinette, WILCS

SUPSHIP Bath DDG51 // DDG1000

Mobile, ALLCS // JHSV

DetachmentSan Diego

TAKE // MLP

SUPSHIP Bath DDG51 // DDG1000

Mobile, ALLCS // JHSV

DetachmentSan Diego

TAKE // MLP

$110+ Billion Contracts Administered

SEA 04Z

1 Military10 Civilian

4 SUPSHIPs 1 Det, 2 On-Site Offices

Civilians1087 Direct 114 Military1201 Total

~$130 M O&MN

5 Major Shipbuilders

55,900Employees

$110+ B Contract Value

~$10 B Annual

ContractorProgressPaymentsSWFT-PM addresses funding

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NAVSEA 04Z

4 SUPSHIPs + 1 Detachment

And 3 On-Site Offices

5 Major Shipbuilders

1 Military1 Military11 Civilian11 Civilian

CiviliansCivilians1064 Direct (EOB1064 Direct (EOB))

113 Military113 Military1177 Total1177 Total

~$126M EOB~$126M EOB

54,00054,000EmployeesEmployees

$100B+ $100B+ Contract ValueContract Value

$9.75B $9.75B AnnualAnnual

ShipbuilderShipbuilderProgressProgressPaymentsPayments

SUPSHIP Community

•Requirements•Program Execution

•Resources•Policy

•Reporting

•Contract Administration•Project Management

•Engineering Tech Auth•Quality Assurance

•ShipBuilding Contract Execution

•Planning

•Nuclear Repair

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SUPSHIP Functions

Traditional Contract Management Functions:- Administrative Contracting Officer

- Naval Supervisory Authority

- NAVSEA field engineering

- Program management

- Quality Assurance for key shipbuilder processes

Non-traditional Functions: Field Pricing Support for new contractsField Pricing Support for new contracts Customer interface Customer interface Solution facilitationSolution facilitation Program management interfaceProgram management interface Program reviewsProgram reviews Work Integration of non NGSB contractors

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SUPSHIPNN Mission and Goals

Mission of SUPSHIP Newport News

Administer contracts for new ship construction, overhauls, and conversion

Execute NAVSEA contractual, technical, and fiduciary responsibilities

Program management and technical oversight of ship construction and repair (NSA responsibilities)

Command Goals Inspect to get what the gov’t expects Improve mission capability Support lower cost of production

Assure that NGSB NN adheres to Navy contracts and provide onsite technical/program support between NGSNN and Navy activities.

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SUPSHIP Manning Bath, Groton, Newport News, Gulf Coast

SUPSHIPs Bath, Groton, Newport News, Gulf Coast

• SUPSHIP Manning directly linked to CNO (N8) Navy Shipbuilding Plan• OPNAV (N81) accredited SUPSHIP model (SWFT) calculates manning

& funding requirements across the FYDP• Change in Shipbuilding plan = Change in SUPSHIP requirements• SWFT accounts for geographic disparities, shipbuilder competence, &

ship design complexity

In FY07:

• NAVSEA agreed to fund FY08 -09 SUPSHIP CIVPERS shortfalls via CDRs Reserve

– Not sustainable long term

• OPNAV N8F agreed to fund POM10 and future

– FY10 requirement funded!!– Divergence from requirement

beginning in FY11

20000

25000

30000

35000

40000

45000

50000

55000

60000

65000

70000

500

750

1000

1250

1500

1750

2000

BES 11 Actuals PB10 POM12 (R7)

SUPSHIP Manning Out of Synch with Workload

Con

tract

or M

en P

er D

ay

SU

PS

HIP

Civilian FTE

Actual Projected

CIVPERS ControlCIVPERS Control

POM12 CIVPERSPOM12 CIVPERSRequirementRequirement

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Direct Manning (Production + Engineering) 14735 Equivalent Men

25%

20%32%

22%

1%

CVN NC

SSN NC

CVN RCOH

GOVT DESIGN

OTHER

Northrop Grumman ShipbuildingShipbuilder Summary

Issues:

CVN71 RCOH (execution) Delivery schedule Feb 12

CVN72 RCOH (planning) Delivery scheduled for April 09

SUB REPAIR Planning Yard and AIT Installations

Virginia Class Submarine (shared with EB)SSN 781, 783 – Cost performance concerns.

CVN 65 InactivationConcern with resources, engineering and workers, to accomplish. CVN 78 Construction

CVN 79 Planning

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Navy Private Sector Management - NGSB

Tactical

– Formal Contracts

• CVN 68 Class RCOHs

• CVN 78 Design and Construction

• CVN 65 Maintenance RSLP availabilities

• Selected other Carrier maintenance availabilities

Strategic

– Joint Executive Management (JEM)

• PEO Carriers/Subs

• DASN Ships

• NAVSEA 00B

• NAVSEA 08

Regulatory

Naval Nuclear Propulsion Audit – NAVSEA 08

• Virginia Class New Construction

• SSN 688 Planning Yard Services

• SSN 21 Planning Yard Services

• SSN AIT Installations

• Select Submarine maintenance availabilities

• President, NGNN

• Support from NAVSEA Senior Leadership and SUPSHIP

– Contracts, Cost Estimating, Engineering

Roles and ResponsibilitiesPEO Carriers/Subs Executive Mgmt and Program Management

NAVSEA 08 Program Mgmt, Contracting, and Technical Authority for Naval Nuclear Propulsion Systems

NAVSEA 02 Subs and Carriers Contracting Authority

NAVSEA 05 Subs and Carriers Technical Authority

SUPSHIP On-Site Project, Contracts, Business, Q/A, and Eng Mgmt

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2006 RAND Evaluation of Shipbuilding Costs

Highlights of Findings• 7.4%-10.8% annual inflation from 1950- 2000 for Battle Force Ships (Amphibs, Combatants, CVNs, Attack Subs)• ~50% due to economic factors such as labor and commodities• ~50% due to customer-driven factors such as capability (requirements creep) and build rate

Recommendations• Increase investments in producibility• Increase procurement stability• Fund technology and efficiency improvements• Improve management stability• Change GFE-program management controls• Employ batch production scheduling• Consolidate the industrial base• Encourage international competition/participation• Build ships as a vehicle• Change the design life of ships• Buy a mix of mission focused and multi-role ships• Build commercial-like ships

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Affordability of the 313 Ship Navy

The Navy currently builds 4-6 ships per year at a cost of $8.9 billion

Navy needs to build 200 ships over the next 20 years at a average annual cost of $14 billion (forty percent increase above the current budget).

Navy assumes no real growth in the Navy's top line—how can we buy the ships we need?

Lower maintenance costs for in service ships

No cost growth: personnel, ship cost, operations

Increased commonality between ship classes at the component level

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Other Navy Shipbuilding Challenges

Maintaining the industrial base

Current ship designs are too expensive for the funds available

Cost growth on lead ships of a class

Lifecycle support costs of all weapons systems and platforms are on unsustainable trend lines

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SUPSHIP ChallengesSignificant Challenges

• AT/FP and physical security requirements across all contractor sites

• Balance PEO desires with SUPSHIP mission and manning

• Bridging the gap between now and FY12 manning increases

• NMCI model does not apply well to Supship

• Resources to support ERP • Impact of BRAC decisions on

crew QOL

Major Initiatives/Actions

• Supship Back to Basics• SupshipNN Performance

Improvement Plan• ABS collaboration• Maintain Customer-focus• ERP implementation• Military manning (PMRs) to grow

future COs• Training all the new hires as

“graybeards” retire

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0 5 10 15 20 25 30 35 40 45 50

RCOH

Only 37% through the service life of the NIMITZ-Class 313carrier-years remaining.as of today

In-Service Aircraft Carriers Years of Service

Years of

Service Life

- ENTERPRISE will be 51 at her FY12 inactivation- NIMITZ-Class: 500 total carrier-years, serving from 1975 until 2059

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CDRs Conference Task

SUPSHIP Health: Back to Basics

• Implement Actions to make SUPSHIPs a more proactive organization in driving quality performance and execution at private shipyards

Lead: SEA04/Vice Commander NAVSEA

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SUPSHIP Back to Basics FY10

Code 300 Quality– Implement results CY Q1-Q2Team Lead – Capt Elkin (SSGR)

Code 150 Project Oversight– Gap ID & Analysis CY Q1; Implement Q3Team Lead – Capt Soule (SSNN)

Code 400 Contracts – Gap ID, Analysis CY Q1-Q2; Implement CYQ3-Q4Team Lead – Capt Krestos (SSBA) and Capt Barnard (SEA02)

Code 200 Engineering – Gap ID, Analysis CYQ2-Q3; Implement CY Q4Team Lead – Capt Galinis (SSGC)

1

2

3

4

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SUPSHIP Back to Basics

1. C300 Quality Improvement - Implement CY 2010 Q1-2• Chain of Accountability:

• SEA04 QA Audits of SUPSHIPs (note: completed 2 SUPSHIPs and 2 Det to date)• SUPSHIP Code 300 Audit of Shipbuilder QMS

• Changing waterfront behavior on a daily basis• Develop and implement a structured QA planning process• Standardized CAR process• Documented QA standards/requirements• Ensure safe and reliable operations• Clearly identify, communicate and follow up with the shipbuilders defects and corrective actions

• Ship Quality Metric reporting by Class, hull, CCP, sector• Better engagement with Shipbuilder/PEO/SEA04/SEA00

• Audits and oversight of Shipbuilder’s Quality Management Systems (QMS)• Major shift toward Process Evaluation (PE) vice Product Verification Inspection (PVI)

2. C150 Project Management Improvement - Gap ID CY 2010 Q1• Better Cost/Schedule Performance Analysis (EVM)• Change Management• Enhance Project Analysis & Reporting• Better engagement with Shipbuilder/PEO on Project Mgmt & Tech Issues

• Quality Data Schedule Analysis• Tracking and resolving Open Issues• Readiness for Milestones

• Reassert the role of the "Supervisor" of Shipbuilding• Give the PMs the “Story behind the Story”

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SUPSHIP Back to Basics

3. C400 Contracts Improvement - Gap ID CY 2010 Q1-2

• Improve Selected Shipbuilding Contract Clauses, SEA02/PEO/SUPSHIP• Streamlined way of doing business for Shipbuilder & SUPSHIP

• Shipbuilder's Cost/Schedule Performance Analysis (EVM)

4. C200 Engineering Improvement - Gap ID CY 2010 Q3

• Revitalize Waterfront Engineering Organization• More time on the ships

• Collaboration with SUPSHIP Code 300 Quality team

• Focus on quicker decisions (more local decisions, faster TWH decision cycle time)

• Refine Tech Authority workload during design & construction phase• Clear definition of responsibilities for Code 200

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USS ENTERPRISE (CVN 65)

USS NIMITZ (CVN 68)

USS EISENHOWER (CVN 69)

USS CARL VINSON (CVN 70)

USS THEODORE ROOSEVELT (CVN 71)

USS ABRAHAM LINCOLN (CVN 72)

USS GEORGE WASHINGTON (CVN 73)

USS JOHN C. STENNIS (CVN 74)

USS HARRY S. TRUMAN (CVN 75)

USS RONALD REAGAN (CVN 76)

USS GEORGE H. W. BUSH (CVN 77)

Enterprise Class Nimitz Class

RCOH

RCOH

RCOH

RCOH

RCOH

RCOH

RCOH

33 34 3522 23 24Fiscal Year

29 30 31 3225 26 27 282117 18 19 2013 14 15 1609 10 11 1205 06 07 08

AIRCRAFT CARRIER

RCOH

3325 26 27 2821 22 24 34 3529 30 31 3214 15 16 2317 18 19 20Fiscal Year

09 10 11 1205 06 07 08 13

Carrier Maintenance PlanCarrier Maintenance Plan

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Summary

Roles of SUPSHIP

ACO, NSA, Tech Authority, Quality AssuranceContract delineates requirement

Unfunded Reqts – Contract Change

On Site Govt Representatives

Program Office, NAVSEA, Fleet, Govt Vendors

SUPSHIP commands cannot easily grow/contract for workload

Crew Support - Ship’s Force is often caught in the middle of repair/construction problems. SUPSHIP has to be prepared to stand up for the things they need to be successful

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QuestionsQuestions

34

Backup

Check out my blog at: www.rtsoule.squarespace.com

35

Public vs. Private Shipyard – Execution

More Similar More Different Workload Management/NSA Alignment NRRO Interface Delivery (NewCon) Hazmat / Mixed Waste / Environmental TWDs/DR/DL/IR Project Management IT (SAP vs AIM) Industrial Procedures Funding ECC Size WPC LBOD SUBSAFE New Ship Construction EVMS No production work In-Service Project Execution No nuclear tech authority In-Service Work Certification Contracting Outsourcing to MSRs New work mgmtCVN Team One, LEAN, Co-Yard, One SY/Resource Sharing, Navy Acqusition Programs, BRAC, Enterprise Construct have all Driven Convergence in Operations, Practices, Similarities, and Workload Sharing

Top Level Similarities / Differences

36

SUPSHIP Customers and Stakeholders

Major Customers: the direct recipients or beneficiaries of the services that SUPSHIP provides.

- The Fleet: Warfare Enterprises (SUB, SURF, and AIR)

- NAVSEA (Program Offices, Naval Shipyards)

- Private Shipyards

Major Stakeholders: those who influence the budget, funding and resource allocations; fill a stewardship or regulatory role.

NAVSEA HQ, ASN (RD&A), OPNAVNAVSEA HQ, ASN (RD&A), OPNAV PEO, OSD, Congress, EPA, OSHA PEO, OSD, Congress, EPA, OSHA NRC, State & Local GovernmentsNRC, State & Local Governments

37

Tasking #1

Affirmation of theSupervisors of Shipbuilding Role

SUPSHIP Back to Basics

38

1) Establish clear lines of communication, accountability and authority• Goal: “One Navy Voice” to the Shipbuilder – Q2• SUPSHIP, NAVSEA HQ and PEO teams to develop SUPSHIP common

business processes – IT (Q1), Project Office (Q2), Contracts (Q3), Testing & Engineering (Q4) - FY10

• SEA04 Council (PEO, NAVSEA 02/05/07/08) to address SUPSHIP Community issues – Q2

2) Establish SUPSHIP input to Ship Program Acquisition Strategies• Need: Consistent Shipbuilding Contract Requirements – 04/02/SS - Q4• Define: SUPSHIP (C200) Responsibility in design process – 04/05/SS - Q3• Acquisition Strategy and Alignment – 04/PEO/SS - Q3• Shipbuilding lessons learned process – SS/PEO - Q4• Define Post-Delivery responsibilities – 04/PEO/05 – Q2

Tasking #1: Affirmation of theSupervisors of Shipbuilding Role

39

Tasking #2

Standardize SUPSHIP Organization and Functions

SUPSHIP Back to Basics

40

1) Establish standard SUPSHIP organization• Establish SUPSHIP Standard Codes & Org Chart – Q2

• Re-Establish independent SUPSHIP Bath QA Department – Q2• Define SUPSHIP Products & Services by functional area – Q4

2) Establish standard SUPSHIP metrics to assess and influence shipbuilders• Define common Quality (C300) metrics – Q1• Define cost and schedule metrics, including EVMS – Q3

3) Establish Common Business Processes by functional area• Implement SUPSHIP Quality Team (C300) Results - Q1• Common IT (C800) functionality – Q1• Common Comptroller (C700) functions – Q1• Programmatic Oversight (C150) – Q3• Engineering (C200) functionality – Q4• Common Contract (C400) functionality – Q4

Tasking #2: Standardize SUPSHIP Functions and Organization

41

Tasking #3

Ensure SUPSHIP resources ($$ and People) are properly allocated

SUPSHIP Back to Basics

42

1) Efficient alignment of SUPSHIP manning – 04Z/SS – Q4 Annually

2) Evaluate Manning vs Workload Changes• Align $$ and CIVPERS requirements across SUPSHIPs

• Execution/Budget years• Are we properly staffed? • Is workload accounted for/has it shifted? Q4 Annually• CDRs Reserve Request? Annual review Q4

3) Update SWFT manning model to determine required resources over FYDP – 04Z/SS• OPNAV (N81) Full Accreditation of SWFT-PM - Q1 FY10• POM/PR input to (N8F) resource sponsor – Q1 Annually

4) Determine efficient & effective alignment of remote sites• Site analysis (Mobile, Marinette, San Diego, New Orleans) - Q1• Establish Detachments (if necessary) – Q4 FY10

5) NAVSEA In-Sourcing – SUPSHIP BOD – Q1 FY10

Tasking #3: Ensure SUPSHIP resources ($$ and People) are properly allocated

43

Tasking #4

Recruit, hire, train and retain the talent needed at the SUPSHIPs

SUPSHIP Back to Basics

44

1) Recruit & Hire• Establish a THREE year plan) to meet CIVPERS manning requirement – Q4

• Based on SWFT output and updated annually• Surge Capability using contract vehicles• SUPSHIPs Team with local HRSC/HRO

• Participate on NAVSEA recruiting teams – SEA10/04/SS• College recruiting for diversity and new employees – Q2 each SS• Military TAP class recruiting for experienced employees• Obtain & deploy lessons learned from SS Gulf Coast hiring success – Q1

2) Train/Mentor • Broaden SUPSHIP Skill sets, increase diversity, retain required expertise• Continue to deliver SOM training- class schedule Q1

• 9 classes delivered in FY09 (~225 SUPSHIP personnel @ 7 locations)• 12 classes scheduled in FY 10 (~300 SUPSHIP personnel targeted)

• Develop specific required training at SUPSHIPs – Q2• Establish Rotation billets across SUPSHIPs/PEO/NAVSEA – Q1• Continue development of SUPSHIP Training Continuum – Q1 thru Q4

3) Retain/Mentor • Monitor retention information at each SUPSHIP - Annually• Establish individual succession-readiness Plans – Q4• Incentive tools for CIVPERS ($$, awards, promotion, NSPS) – Q2 SS• Develop/codify experience required for critical SUPSHIP positions – Q2 SS

Tasking #4: Recruit, Hire, Train and Retain the talent needed at the SUPSHIPs

Slide 45

Revised Project Oversight Team Timeline

Summary of Changes: Extended Roles Team activity completion into early Apr

2010 Project Analysis and Reporting Team start shifted to Apr

2010 due to shift in completion of Roles Team Recognized Implementation & Sustainment Actions June 2010 completion timeframe maintained