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Human Resources The Building Blocks

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Title: Human Resources The Building Blocks


1
Human Resources The Building Blocks
  • Mr. James Oechsler
  • Navy Medicine Support Command
  • Jacksonville, FL

2
BSO 18 manning as viewed by the fleet
3
BSO 18 manning as viewed by BSO 18
4
Objectives
  • What is Total Force Manpower
  • Define Requirements versus Authorizations
  • Delineate Manpower Personnel Flow Process
  • Demonstrate Manpower Personnel Systems
    relationships
  • Define Managers Responsibilities

5
Total Force Manpower Management
  • Navy Total Force maintains the mission to
    attract, recruit, develop, assign and retain the
    right people to meet the demands of the Navy and
    the Joint Force.
  • While today most of these roles focus on the
    military workforce, Navy Total Force sets a
    horizon for the integration of career management
    of the civilian and contractor workforce.

6
Total Force Manpower Management
  • Covers
  • Military Personnel (Active Duty and Reserves)
  • Civilian Personnel (Civil Service, Local National
    and Contractor)
  • Borrowed Labor (Not under UIC)
  • Individual Account (IAs)

7
The Force Development Process
Identify the Mission, Function, Task
Determine the requirements
Program Billet (BSO 18)
Authorize Billets
Personnel Assets to the Fleet
Feedback
Demand Signal Recruiting Training Promotion Retent
ion
Distribution
Inventory
8
Manpower vs. Personnel
RQMTs
BA
READINESS GAP
NMP
COB
NMP
ROC POE MFT
BILLETS AUTHORIZED
FAIR SHARE of INVENTORY
CURRENT ONBOARD
SMD/SQMD FMD/SMRD
EDVR/ODCR
MUSTER
EDVR/ODCR
MANPOWER SPACES
PERSONNEL FACES
9
Total Force Manpower
ODCR Manning
Officer Billets
OPA
DCPDS
EDVR Manning
Activity Manpower Document
Civilian Billets
Enlisted Billets
EPA
Comptroller (funding)
Contractor Billets
Contracting Officer
10
Total Force Management Responsibilities
  • OPNAV
  • Manpower Management
  • Manpower Requirements Policy
  • ROC/POE Development
  • SQMD/SMDFMD/SHMD Final Approval
  • BUPERS
  • Personnel Management
  • Community Management
  • Recruiting Goals
  • TPPH
  • Promotion
  • Reserve Recall Demand Signal
  • DASN (CHR)
  • Civilian Personnel Management
  • Civilian personnel matters
  • Management of the DON civilian SES corps
  • HR Operations and Processing

11
Manpower Management Responsibilities
  • Activity
  • Manage their AMD.
  • Initiate manpower changes due to changes in
    Mission, function and tasking.

Naval Hospital on Capital Hill 1866-1906
12
Manpower Management Responsibilities
  • Sub-Claimant SMC
  • A command or activity immediately subordinate to
    the manpower claimant.
  • In BUMED they are the Regional Commanders
  • NMSC
  • NCA
  • NME
  • NMW

13
Manpower Management Responsibilities
  • Budget Submission Office (BSO)
  • The major commanders or bureaus that are
    authorized manpower resources directly by CNO for
    the accomplishment of the assigned missions.

14
Manpower Management Responsibilities
  • NAVMAC
  • Packet management.
  • TFMMS/TMMCA Functional Design manager.

15
Manpower Management Responsibilities
  • N-12
  • Approves SQMDs, SMDs, and FMDs.
  • N-1
  • Manages End-strength for the Navy.
  • Single manpower resource sponsor.
  • Provides funds to DHP which are fenced off (can
    only be changed in the POM).

16
Personnel Management Responsibilities
  • Community Manager
  • A manager for an Officer/Enlisted
    designator/rating.
  • Responsible for the health and welfare of that
    segment.
  • Detailer
  • Fulfill the needs of the navy by matching the
    best officer/enlisted individual to a valid
    outstanding authorization.

17
Personnel Management Responsibilities
  • Placement Function
  • Command Advocate
  • BUPERS for Officers/ EPMAC for enlisted
  • EPMAC
  • Validate Enlisted Billet Authorizations, develop
    Navy Manning Plans, and issue a personnel
    vacancies list to the Chief of Naval Personnel
    (BUPERS) and to the Naval Reserve Personnel
    Center (NAVRESPERSCEN).

18
Personnel Management Responsibilities
  • Manning Control Authority (MCA)
  • BUPERS
  • Through EPMAC Provide centralized management of
    MCA information system requirements as the MCA
  • Controls manning priorities.

19
Personnel Management Responsibilities
  • Human Resource Offices (HRO)
  • Provide local civilian HR advice and assistance
    at local level
  • Civilian supervisory training, labor relations
  • Recruitment Options, flexibilities
  • Human Resource Service Centers
  • Classification
  • Processing (Recruit and Hire, Promotions,
    retirement, benefits, etc..)
  • Office of Civilian Human Resources
  • Responsible for planning, formulating, issuing,
    communicating and assessing the Department of the
    Navy (DON) civilian personnel and equal
    employment opportunity programs
  • Deputy Assistant Secretary of Navy (Civilian
    Human Resources)
  • Provides policy, oversight and operational
    support for programs with regard to
  • Civilian personnel matters
  • Management of the DON civilian SES corps
  • HR Operations and Processing

20
Personnel Management Responsibilities
  • MTF
  • Acquisition planning
  • Requirements determination
  • Naval Medical Logistics Command
  • Requirements definition
  • Source Selection planning
  • Contracting Office
  • Source Selection
  • Contract award
  • Contract administration
  • BUMEDINST 4200.2B, Health Care Services
    Contracting
  • Outlines policy and guidance for health care
    services acquisition for Navy medicine

21
Total Force Management
TFMMS (AMD)
NES (EDVR)
OPINS (ODCR)
DCPDS
22
(No Transcript)
23
DESIGNING FOR THE FUTURE
  • Classic Designs Still Apply
  • Know Your Model, Keep Current
  • Pay Attention to the Road the
  • Destination

Resources
DHP/DoN
Navy Medicine/MTF
24
THE SHAPING OF OUR MILITARY HEALTH SERVICES
WITHIN NAVY MEDICINE
  • Begins with the Development of a Comprehensive
    Business Plan for Navy Medicine
  • Business Plan Focuses on Key Organizational
    Components
  • The Balancing and Measuring of Operational
    Readiness
  • Understanding our Products and Services
  • Customer Satisfaction
  • Internal Efficiency
  • Human Capital Development
  • Requires the collection and reporting of
    manpower, personnel, resource and clinical data
    and the executive sponsorship and dedication of
    multidisciplinary expertise from within the
    organization
  • Headquarters Approved Mission, Functions, and
    Tasks


25
THE SHAPING OF OUR MILITARY HEALTH SERVICES
WITHIN NAVY MEDICINE
  • DoNs design focus for operational manning is on
    the recruiting, training and retaining of the
    most capable uniformed members to match manpower
    to force structure to combat capability
  • The quality and quantity of requirement must
    allow for
  • Medical Support to the fighting forces as they
    adapt to war fighting changes, humanitarian
    operations, etc
  • Proficiency and productivity at the right cost
  • Manpower Decisions and Global Resourcing
    Unplanned for Navy Medicine Manpower Requirements
  • IA missions considered exceptions by DoN at this
    time
  • Shift from a force structure to one that is
    capability centered

26
New Business Planning Initiative
  • Designed to
  • Enable evaluation of manpower and personnel
    utilization data
  • Measure organizational performance data against
    FTE reporting
  • Address Data Gaps and/or Inconsistencies and/or
    errors
  • Outcome
  • Useful Labor data to improve workforce structure
    design
  • Alignment of utilization data to requirements
  • Potential
  • Visible and Useful Personnel Supply Data
  • Equitable Allocation of human capital to meet
    stakeholder, customer and workforce requirements

27
Current State
  • Total Available and Assigned FTEs by MEPRS Codes
  • Data shows a significant decrease in available
    compared to assigned FTEs in the B codes
  • Total E code FTEs average 29 Total B code
    FTEs average 26 of total FTEs

28
Current State
  • Data shows a significant decrease in Skill Type 1
    Provider FTEs available in the B Codes
  • Does the decrease in available Total and Skill
    Type 1 FTE correlate to what is seen in workload
    trends and PPS earnings?
  • How good is the data?

29
Defects Recall Alerts
  • Currently we do not have one easily minable
    system that
  • provides visibility of total force billets,
    bodies and FTEs
  • Current systems do not have common business rules
  • and are not reconciled
  • Example below is current data from one MTF

30
The Bottom Line
  • 70 of Navy Medicines labor operating costs are
    allocated to expenses
  • Reported deployment labor costs over the last
    five years are as follows
  • MEPRS Reporting Sites
  • Notes
  • FY 09 does not reflect a full year of data.
  • Requires additional analysis. Per OSD/HA
    BUMED labor reporting rules, only assigned active
    duty personnel are authorized to report available
    time to the deployment cost center(s).
  • Source EASIV, data pulled 18 September 09.

31
The Bottom Line (cont.)
  • Data Quality front line tactical defense for Navy
    Medicine and the design for the future
  • Standard Organization Compliance What does it
    do?
  • AMD How is it used?
  • Fit/Fill Are the occupation code assignments
    accurate? Are the billets filled with the
    correct personnel?
  • DMHRSi Who did what, when?
  • Heighted review of output metrics and the
    relationship of these labor costs to war fighter
    needs are underway
  • Key to our design and future strategies is
    defining the cost of readiness which impacts the
    entire organization, transforms business
    operations and affects employees and our
    beneficiaries

32
Back-up Slides
33
Deployment (GDA) Detail Information MTF
Specific
Borrowed Military Labor EE 6B
Reservist EE C
34
DMHRSi 100LCA File Current Metrics
  • MTF Example
  • NHCNE FY 09 July Reporting Month
  • Timecard Compliance 99.97
  • (3046/3047 timecards submitted and approved.
  • HR Data Issues 5
  • Occupation Code to Skill Type Reconciliation 7
  • Examples of issues
  • Navy enlisted member with an occupation code of
    8485 assigned to skill type 5Z instead of 4Z.
  • Navy enlisted corpsmen with an occupation code of
    0000 assigned to skill type 2Z instead of 4Z.

35
BSO 18 manning as viewed by BSO 18
36
Defense Medical Human Resources System -
internetDMHRSi
  • Mr. Michael Stewart
  • Navy Medicine Support CommandJacksonville, FL

37
Great Quote
  • Business transformation requires focused
    activities to change policies, train people,
    shift attitudes, align performance with rewards
    and recognition, hold people accountable, and
    develop leaders who are focused on
    transformation, rather than on maintaining the
    status quo.
  • unknown

38
DMHRSi, What is it?
  • A web based multi-service Human Resource (HR)
    solution for the Military Health System (MHS)
    utilizing a commercial off-the-shelf (COTS)
    Oracle product configured to Service
    specifications

The Oracle 11i e-Business Suite
Oracle 10g Database
Oracle Human Resource Management System
Oracle Learning Management
Oracle Project Administration (LCA)
Oracle Self Service
Oracle Discoverer
39
Who is in DMHRSi?
40
Concept of Operations
  • Deploy to all Defense Health Program (DHP) funded
    activities
  • All Hospitals, Medical Clinics, Dental
    Facilities, Veterinary Activities and HQ
    Components
  • Over 600 sites worldwide
  • Replaces Service legacy systems
  • Army Uniform Chart of Accounts Personnel
    Utilization System (UCAPERS)
  • Navy Standard Personnel Management System II
    (SPMS II), Expeditionary Medicine Platform
    Augmentation, Readiness and Training (EMPARTS)
  • Air Force Personnel Subsystem of the DoD Expense
    Assignment System (EAS III)
  • Approximately 170,000 DMHRSi Users
  • Users are assigned permissions based upon roles
    and responsibilities
  • All active duty, reserve, civil service,
    contractor, and volunteers
  • Capability to replace local and/or stovepipe
    databases, spreadsheets, and paper records
    located within the MHS medical, dental and
    veterinary activities and other organizations

41
Purpose of DMHRSi
  • Enable the MHS to manage medical human resources
    across the enterprise
  • Provide a single, integrated, Joint medical HR
    management system encompassing facets of
    personnel management critical to the MHS ability
    to enhance quality services and support theater
    operations
  • Provide visibility of all personnel working
    within MHS activities
  • Provide standardized/centralized Joint medical HR
    information
  • Promote accurate Joint data collection and
    reporting
  • Provide standardized labor cost analysis across
    the MHS
  • Provide essential medical personnel readiness
    information
  • Supports GAO Report Tri-Service strategy
    needed to Justify Medical Resources for Readiness
    and Peacetime Care

42
Decision to Use COTS
Managing expectations is a critical
task!Enterprise Resource Planning (ERP) tools
impose unique demandsA COTS strategy has its own
inherent risks and costs
  • COTS ERP Benefits
  • Best industry business practices represented
  • Significant research development costs are
    avoided
  • Continual product improvement
  • Generally faster deployment/fielding to the user
  • Reduction in training costs
  • Supports improved decision making at the
    enterprise level
  • COTS ERP Costs
  • DoD has to adapt to the prescribed best business
    practices as much as possible change management
  • Enterprise COTS applications are characterized by
    higher levels of complexity and cultural change
  • Minimize customization and work-arounds
  • Enterprise systems ? less data entry

COTS Commercial Off-The-Shelf
43
Application Functionality
44
DMHRSi Benefits
  • Provides Tri-Service personnel visibility at all
    organizational levels for decision making
  • Provides for horizontal and vertical integration
  • Provides visibility of all personnel working
    within medical activities
  • Centralized data
  • Standardizes HR information throughout the MHS
    enterprise
  • Standardized processes
  • Savings on training
  • Provides for a global training record
  • Establishes interdependency among MHS enterprise
    HR related functions
  • The space, the face, the cost reunited
  • Establishes conducive environment for
    re-engineering
  • Supports Unified medical structure or business
    group consolidation

45
DMHRSi Benefits
  • Assists Leadership
  • Improves accountability
  • Allow for greater command and control
  • Can minimize low density or single-point
    administrative support negative impacts.
  • Provides for space-to-face accountability
  • Can accommodate Borrowed Labor
  • Provides potential for improving accuracy of data
    collected and reported
  • Accountability of supervisors
  • Actual hours worked (vs. Crazy 8s)
  • Reconciliation with civilian pay hours
  • Tracks dual component personnel
  • Provides potential for greater accuracy thru
    self-service actions

46
DMHRSi Limitations
  • Web-based product
  • Inaccessible if there are internet/network
    outages
  • Infrastructure dependent
  • Requires Tri-Service functional community
    involvement and guidance
  • Requires strong identification of Tri-service
    requirements
  • Change management and Business Process
    Re-engineering (BPR) at the site level
  • Requires standardized use of all modules to
    realize full potential
  • Unused potential
  • Ability to leverage some functionality may be
    outside of medical community control

47
Manpower Key Points
  • Organizations are within the Manpower Structure
    based on the Standard Organization Policy.
  • Organizations can only be created in DMHRSi if
    they appear on the AMD for the UIC.
  • Organizations are created when the AMD is loaded
    from the Total Force Manpower Management System
    (TFMMS). If the header record is not on the AMD,
    the Organization can not be created in DMHRSi.
  • The accounting data elements associated with each
    Organization are manually entered into DMHRSi in
    the LCA Record on each Organization.
  • The Group field is used to identify where the
    individual is actually working. In most cases
    the Group should match the Organization.

48
Human Resource Data
  • Data is visible from TMA to BUMED to the Regions
    to your site.
  • Data is being used for leadership decisions.
  • Your HR/LCA Data has recently been queried by
    BUMED, TMA and Center for Naval Analysis
  • Mental Health Providers
  • OB/GYN Providers
  • DMHRSi assignment aligns to billets on your AMD
  • Data used for staffing assessments is based on
    the assignment record
  • No one assigned to a particular org no need for
    that specialty
  • Accurate alpha and recall rosters driven by
    assignments
  • Inaccurate assignments inaccurate rosters
  • Inaccurate person demographic data (phone
    numbers, address) inaccurate rosters

49
Labor Cost Assignment Data
  • Accounts for the labor being performed by the
    staff at the work center level
  • Is transmitted to EAS and then to M2 where it can
    be analyzed by TMA, 3 services, regions and any
    MTF.
  • 70 of our operating cost are directly linked to
    labor
  • LCA Data is being used for leadership decisions

50
EAS and M2 Data Reporting
  • The assigned FTE (Full Time Equivalent) is
    calculated based on the number of days in the
    reporting month that a person is assigned to the
    organization on their primary DMHRSi assignment.
  • Available time is reported to the task (MEPRS
    Code) selected on the timecard.
  • Non Available time is reported to the
    organization annotated in the Group field on
    the primary DMHRSi assignment.
  • Attention to detail in assignments is paramount
    to data quality in EAS/M2

51
Education Training Data
  • Provides for one Electronic Training Jackets
    (ETJ) for your entire career
  • One site not entering data adversely affects the
    entire record
  • Enables higher headquarters to complete one
    training history query vice going to each site
    individually. (i.e. IA and CBRNE Training)
  • Standardization promotes better tracking of
    compliance
  • Enables platform commanders to view training
    completion of Augmentee.
  • Your ET data is being queried for command
    compliance. Failing to use DMHRSi is not an
    option!

52
Readiness Data
  • Currently receives bi-weekly data feed from
    EMPARTS
  • Upon sunset of EMPARTS, DMHRSi will be the
    primary tool for
  • Documenting Readiness Assignments
  • Documenting Mission Assignments
  • Documenting individual readiness requirements
  • Administrative Requirements (dog tags, gas mask
    inserts, etc..)
  • Family Care Plans
  • Readiness Counseling
  • Deployable Status
  • Deployments
  • Uniform/Equipment Issue
  • Accurate data essential in making operational
    sourcing Decisions

53
Conclusion
  • DMHRSi standardizes management and readiness
    reporting of human resource assets within the MHS
    enterprise
  • We must constantly evaluate our AMD alignments of
    billets to organizations
  • Provides total multi-Service personnel asset
    visibility for improved decision making
  • Success will depend upon leadership, change
    management and transformation

54
Acronyms
  • Enlisted Distribution Verification Report (EDVR)
  • Defense Civilian Personnel Data System (DCPDS)
  • Officer Distribution Control Report (ODCR)
  • Defense Medical Human Resources System internet
    (DMHRSi)
  • Expeditionary Medicine Platform Augmentation,
    Readiness and Training (EMPARTS)
  • Individual Account (IA)
  • Ship Manpower Document (SMD)
  • Squadron Manpower Document (SQMD)
  • Shore Manpower Requirement Determination (SMRD)
  • Fleet Manpower Document (FMD)
  • Activity Manpower Document (AMD)
  • Navy Manning Plan (NMP)
  • Program Objective Memorandum (POM)
  • Deputy Assistant Secretary of the Navy (Civilian
    Human Resources) DASN (CHR)

55
(No Transcript)
56
Operational Manpower Requirements
  • Mr. Tom Payne
  • Navy Medicine Support Command
  • Jacksonville, FL

57
Operational Requirements
  • Operational Requirements are a key element in
    determining the Total Force Mix for military
    medicine.
  • Operational Requirements are defined by Fleet
    based upon their Required Operational Capability
    and Projected Operational Environment (ROC/POE)
  • Operational Requirements are documented on an
    Fleet Manpower Document (FMD)
  • Operational Requirements send demand signal to
    Navy Medicine for Health Services Augmentation
  • Billets requiring augmentation are identified in
    the Total Force Manpower Management System
    (TFMMS) through assignment of a Primary
    Functional Assignment Code (PFAC) of A

58
Augmentation Requirements
  • Fleet Augments
  • Expeditionary Medical Facility (EMF)
  • Casualty Receiving Treatment Ships
  • Carriers
  • Forward Deployed Preventive Medicine Units
  • Fleet Marine Forces
  • Hospital Ships
  • Theater Hospital Augments
  • Okinawa NH
  • Guam NH
  • Yokosuka NH
  • Other Requirements
  • Armed Services Blood Bank Center
  • Armed Services Whole Blood Proc Lab
  • Blood Donor Center

58
59
Health Services Augmentation Program (HSAP)
  • BUMED 6440.5C
  • Provides guidelines for active duty Navy Medical
    Department Personnel assigned to augment
    operational platforms or units during contingency
    or wartime situations.

60
EMPARTS
  • Expeditionary Medicine Platform Augmentation
    Readiness and Training System (EMPARTS)
  • Track and report sourcing commands ability to
    meet augmentation requirements
  • Assign and track personnel to associated
    augmentation billets (P-Status)
  • Assign platform skill requirements and tracks
    training course completions (T-Status)
  • Tracks individual administrative readiness
    requirements (A-Status)
  • Assign and Track Deployments and Mission
    Assignments
  • Identify operational capacity in response to
    Request For Forces (RFF)
  • Report platform and personnel readiness
  • Provide command and headquarters reports

Quality data essential to identifying operational
capacity
61
HSAP Platform Report
62
Capacity Report(based on USFFC Guidance)
63
EMF UTC Team Example
64
  • Replacement of EMPARTS by DMHRSiwill occur
    when required readiness reporting is fully
    developed within DMHRSi.

65
(No Transcript)
66
Manpower Data Mining
  • Mark Eckman
  • Senior Operations Research Analyst
  • Navy Medicine West

67
USA Today has come out with a new survey -
apparently, three out of every four people make
up 75 of the population. .
-David Letterman
68
Navy Medicine Data
  • Source Systems
  • M21
  • CDM1
  • EAS IV
  • PPS1
  • DMHRSi
  • MCFAS1
  • PTDS
  • Corporate Reporting Systems
  • MHS Insight1
  • TOC2
  • Monitor
  • SMART
  • EMPARTS
  • PEPR

1 https//dhss.csd.disa.mil
2 http//mytoc.tma.osd.mil/
69
Analog Data
70
HD Data
  • Regional Metrics (aka Wikimetrics)
  • Relational Database Architecture using Dimensions
    of Care
  • Customized Metrics
  • Pick-a-Peer
  • Quick Metrics

71
Metrics Of Interest
Updated 9/15/2009
71
72
Primary Care Peer Comparison
Updated 9/15/2009
72
73
Outpt Workload DetailsPrimary Care
Updated 7/24/2009
73
74
Outpt Staffing DetailsPrimary Care
Updated 7/24/2009
74
75
Outpatient Cost DetailsPrimary Care
Updated 7/24/2009
75
76
The "Gap"
  • Corporate vs. local analysis
  • Population vs. sample data
  • Analysis vs. report writing
  • Single source vs. multi-dimensional

Vs.
77
Analytical Synthesis
  • Analyze (verb) break down into components or
    essential features
  • Synthesize (verb) to combine so as to form a
    more complex product

Workload
M2
Cost
EASIV
Staffing
MHS Insight
Reference
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