NAVFAC MIDLANT NAVFAC Southwest CONOPS Alignment, Core & IPT Integration IPT Update and All Hands December 7, 2017
Agenda CO Opening Remarks and background OPS Review of Organization DOPS Review of Implementation Q&A CO Closing Remarks 2
What changed Ø Military-Led Organization - One Chain of Command - From Vertical & Horizontal to Commands & Communities - Embed organizational learning Ø Keystone Operating Philosophy - Focus on Warfighter - One team strengthening Units of Action - Enable success through Support and Reach-Back 3 Ø IPT Construct - From hardwired structure to teaming - Increase agility, technical competency, and mentorship - Position organization for the future
Integrated Product Teams The DECISION - What is the intent Transition away from the hard-wired IPTs as they exist today Maintain the IPT benefits of teams and customer relationships Foster more consistent P&S delivery and advance technical competence What it looks like: Operations Officer will continue to directly oversee managerial positions Continue support for Units of Action coordinated through OPS Retain dedicated team that support the USMC Personnel will centralize/co-locate within specific communities over time Project management personnel may work directly for OPS or for BL/SL 4
Post-IPT Realignment Plan LANT e-mail of 28 Jun 17 tasking 2 outcomes: (1) Post-IPT organization plan Approved 18 Sep 17 (2) Co-location plans with ROM costs (A) Short-term: Co-locate within existing spaces (6 mos.) (B) Long-term: Organize in Government Administrative Facility (3+ yrs.) 5
Proposed SW OPS Organizational Chart Asset Management (AM) OPS Officer Deputy OPS Officer Ops Staff Capital Improvements (CI) Desert AOPS Coastal AOPS Marine Corps AOPS Desert Deputy AOPS Coastal Deputy AOPS Marine Corps Deputy AOPS Public Works (PW) Production Officer (MIL) PMs (CI) Supv PM PMs (CI) Supv PM PMs (CI) Environmental (EV) PWD China Lake PWD Coronado FEAD Barstow PWD El Centro PWD Point Loma FEAD Bridgeport PWD Fallon PWD San Diego FEAD Camp Pendleton PWD Lemoore PWD Seal Beach FEAD MCAS Camp Pendleton PWD Monterey FEAD MCRD PWD Ventura County FEAD Miramar ROICC Travis PWD Reserves Note: Shift of PWD Ventura County to Desert AOR and Seal Beach to Coastal AOR FEAD 29 Palms FEAD Yuma 6
SW Capital Improvements Organizational Chart OPS / DOPS AOPS DAOPS AOPS DAOPS AOPS DAOPS CI BLL Admin CI PM Supv. CI PM Supv. CI 3 CI 4 CI 5 CI Project Managers COLOR KEY CI Project Managers GS-15 Management GS-14 Supervisory GS-13 Supervisory GS-12/13 Supported functions CI Project Managers PM TDC Program Managers Program Analysts Design Production Director Staff Community / QA Director Staff CI Acq Readiness Director Staff CMs Scheduler Systems Acceptance OPCON/ADCON Direct Support Community Mgmt CI41 Arch. Branch Head/TDC CI42 Struct. Branch Head/TDC CI43 Mech. Branch Head/TDC CI44 Elec. Branch Head/TDC CI45 Civil Branch Head/TDC CI46 Fire Prot. Branch Head/TDC CI47 Cost Branch Head/TDC Landscape Design Interior Design Supv. Arch. Supv. Struct. Mech. Supv. Elec. Supv. Civil Supv. FP Cost Interior Design Arch. Mech. Elec. Civil Notes: 1. CI PMs remain in OPS. CI maintains Community Mgmt. for CI funded PMs via the PM TDC. Aligned as needed in support of geographic areas or specified supported commanders. 7
SW Environmental Organizational Chart OPS/DOPS AOPS/ DAOPS AOPS/ DAOPS AOPS/ DAOPS EVBLL EV1 Compliance PC EV2 NEPA/NR/CR PC EV3 Restoration PC EV4 Res & Assessment EV24 (USMC) EV25 (Desert) EV26 (Coastal) EV34 (USMC) EV35 (Desert) EV36 (Coastal) PMs PMs PMs PMs PMs PMs COLOR KEY GS-15 Management GS-14 Supervisory GS-13 Supervisory GS-12/13 Supported functions Notes: 1. This structure mirrors the org charts developed by HQ & other FECs. 2. No major changes to EV1 & EV4. Additional PAs from IPTs will be aligned under EV4. 3. Areas of organization not changed are not shown on chart. 4. PC = Production Coordinator 5. Marine Corps compliance personnel will remain with current structure to maintain dedicated Marine Corps Team. 6. EV funded ACQ personnel will be aligned under EV ACQ Core. OPCON/ADCON Direct Support 8
SW Asset Management Organizational Chart ASSET MANAGEMENT BUSINESS LINE LEADER OPS/DOPS AOPS/DAOPS AOPS/ DAOPS AOPS/ DAOPS AM1/5 REAL ESTATE/PPV PRODUCT LINE LDR AM 2/3 FACILITY PLANNING PRODUCT LINE LDR AM4 ASSET UTILIZATION PRODUCT LINE LDR AM 2 COASTAL PRODUCTION COORDINATOR AM 2 DESERT PRODUCTION COORDINATOR AM 2 MARINE CORPS PRODUCTION COORDINATOR AM 4 GRC SME AM 4 REAL PROPERTY OFFICER AM 2/3/4 COMMUNITY MANAGEMENT PLANNING CPLO PLANNING ADA SME PLANNING ADA SME Notes: 1. No changes to AM1 Real Estate or AM5 PPV, both resident in AM Core. Details of AM1 and AM5 are not shown. 2. Marine Corps planning personnel will remain with current structure to maintain dedicated Marine Corps Team. GIS COLOR KEY GS-15 Management GS-14 Supervisory GS-13 Supervisory GS-12/13 Supported functions OPCON/ADCON Direct Support 9
Southwest Acquisition Organizational Chart ACQ SLL OPS/DOPS ACQ1 People & Processes ACQ2 Public Works ACQ3 Capital Improvements Team Supervisors serve as Production Controllers ACQ4 Environmental AOPS/DAOPS FMFS UEM Notes: 1. No changes to ACQ1, People & Processes. Community Management for all ACQ remains in ACQ1 2. No changes to ACQ2, Public Works. Previously no PW ACQ work or funding on IPTs 3. ACQ3, CI Core reorganized to incorporate IPT assets. Field Support and Claims align under GS14 Director (no change). Regional team and CIBL/AM funded ACQ assets from IPTs integrated to form two teams. Span of control per supervisor expected to be 15 FTEs or less depending on whether assets are moved to the field to support work up to $5M. Each team provides support for full range of contract support (incl MACs) for major clients and internal stakeholders 4. ACQ4, Environmental reorganized to incorporate IPT assets. No change to BRAC team. Regional team and ENV funded ACQ assets from IPTs integrated to form two teams. Span of control per supervisor expected to be 10 FTEs. Each team provides support for full range of contract support (incl MACs) for major clients and internal stakeholders 5. Team supervisor serves as Production Controller Field Support Claims FOCAS USMC & JSF CPEN & MCAS CPEN Miramar & MCRD 29 Palms & Bridgeport Yuma Barstow Lemoore Fallon China Lake Navy & Air Force San Diego Coronado & Coastal C Point Loma Ventura Travis Seal Beach El Centro Monterey EV 1,2, & 4 (Compliance & Conservation) COLOR KEY EV 3 (Restoration) GS-15 Management GS-14 Supervisory GS-13 Supervisory GS-12/13 Supported functions OPCON/ADCON Direct Support BRAC 10
Sample Project Team OPS/DOPS ACQ SLL AOPS/DAOPS ACQ 3 CI BLL EV BLL AM BLL ACQ 4 Capital Improvements Environmental PM Supv. (CI) PM (CI) CI3 PM TDC / Program Mgr CI 4 EV1 Compliance PC EV2 NEPA/NR/CR PC AM 2/3 Facility Planning PLL AM2 USMC PC Planning Navy & Air Force PW/FEAD CS USMC & JSF EV 1,2,&4 (Compliance & Conservation) EV 3 (Restoration) Design Prod Director CI41 Arch Landscape Design Interior Design CI42 Struct CI43 Mech CI44 Elec CI45 Civil EV24 USMC PM PM EV25 Desert PM PM EV26 Coastal PM PM EV3 Restoration PC EV34 USMC PM PM EV35 Desert ADA SME AM2 Desert PC Planning ADA SME AM2 Coastal PC Planning ADA SME PW/FEAD CS COLOR KEY GS-15 Management GS-14 Supervisory GS-13 Supervisory GS-12/13 Supported functions CI46 Fire Prot CI47 Cost PM PM EV36 Coastal PM PM OPCON/ADCON Direct Support 11
MILCON Work Flow HQ CI BLL / MILCON FEC CIBL, CI3, OPS AOPS / DAOPS Lead Branch Head Design Production Director CI PM Design Manager Discipline Branch Heads Virtual Teams Established 12
Non-MILCON SRM Work Flow PWD WIB AOPS / DAOPS CI PM (if required) Design Manager Lead Branch Head Design Production Director Discipline Branch Heads Virtual Team Established 13
Plan Summary Coastal IPT Bldg 291, NBSD Spaces going to CI Marine Corps IPT 3 rd Flr, Bldg 1, Broadway Spaces going to EV Initial Operating Capability (IOC) Final Operating Capability (FOC) 01APR18 30APR18 Desert IPT Bldgs 129, 130 and 131, 1220 Pacific Highway Spaces going to CI and AM Plan consolidates AM, CI, EV, ACQ, BD & Safety 14
NBSD B291: CI Design Opportunity exists using current NAVFAC Southwest space 32 nd Street, Bldg. 291: CI Architectural, Civil, Structural, Mechanical, Electrical, Landscape Architectural CI4 Product Line Coordinator, CI4 Design Production Director 95 All of CI engineering except fire protection, cost & interior design in one building 15
Broadway B1: EV & CI Design Remainder Broadway Complex, Bldg. 1: Environmental EV from IPTs on FL 3 EV ACQ stays with EV Tech CI Interior Design on FL 1 & Mezzanine CI Fire Protection, CI5 (Construction) on FL 1 & 3 PWD Reserves Team FL 1 8 7 CI Interior Design (existing, add 2 stations) CI Fire Protection, CI5 (Construction) PWD Reserves Team 22 76 FL 3 EV2, EV3, ACQ EV (coming from IPT s) Mezzanine 3 Interior Design (existing) Environmental, ACQ EV (existing, no change) Various Existing 123 FL 5 Consolidates EV in one building 16
1220 B127: AM, ACQ, other CI 1220 Complex, Bldg. 127: AM1, AM4 (real estate, asset utilization) on FL 1 middle wing & FL 2 north wing ACQ1, ACQ3 on FL 1 north wing CI BLL, CI3 PLC, CI5 PLC on FL 2 (existing) FL 2 40 3 AM1 (real estate) AM4 (asset utilization) CI BLL, CI3 & CI5 PLCs FL 1 24 46 ACQ1, ACQ3 AM and most of ACQ consolidated in 1220 Compound 17
1220 Complex: Functional Consolidation 1220 Complex, Bldgs. 128, 129, 130, 131 & 132: Bldg. 132: ACQ2 (Public Works FMFS & UEM), IG 20 Bldg. 131: CI3 (PgM Mgmt), CI Cost, CI4 Community & QA, CI4 AQ Readiness 34 Bldg. 130: AM2 (facility planning) 29 Bldg. 129: AOPS, DAOPS, CI PMs 30 Bldg. 128: BD Staff (BD, Deputy, HRO remain in Bldg. 127), AM5 (PPV), Safety 18 AOPS, DAOPS & CI projects managers consolidated into one building 18
LANT Plan of Action & Milestones CRITICALPATH ACTIONS COMPLETION Final Report with POAM May 2017 Coordinated w/ HQ BL/SL & CMO June 2017 Community Detailed Organizational Designs August 2017 Provision of FEC Co-location Plans/ROM Costs October 2017 Community PD Changes October 2017 LANT Review/Approval of Co-Location Plans October 2017 FEC PMB Approval of Org Changes November 2017 Ech III PMB Approval of Org Changes December 2017 Union Notifications November 2017 Union Negotiations (I&I) December 2017 MAXIMO/ieFACMAN CCB Modifications January 2018 FEC FM Creation of New Work Centers February 2018 DoD Review of Union Agreement February 2018 OCHR Mass Update Data Elements & OF-8s March 2018 Process RPAs for Reassignments (IOC) March 2018 TWMS Routing Updates (PRM, IPMS, RPA Tracker) April 2018 Supervisory Assignment Updates (TWMS, DCPDS) April 2018 SLDCADA Org Updates April 2018 MAXIMO Update WI / iefacman Data Migration April 2018 FEC Collocation of Personnel (FOC) Date is FEC specific Updates to LANT Commander every 60-days - first update week of 04DEC 19 19
SW Detailed POA&M FEC PROGRESS ID Task Task Name Duration Start Finish BL/SL WASHINGTON MIDLANT SOUTHEAST SOUTHWEST 1 Deliverables 3/4 Drafted and Submitted 20 days 3/20/17 4/14/17 x x x x 2 Review by Stakeholders 7 days 4/17/17 4/25/17 x x x x 3 Final Report of Recommended Actions 14 days 4/26/17 5/15/17 x x x x 4 Decision by NAVFAC Leadership 21 days 5/16/17 6/13/17 x x x x 5 Prepare OF-8 Updates for OPS positions 14 days 6/14/17 7/3/17 BD Waiting on HQ/ LANT 11/22/2017 TBD 6 FECs finalize Table 30 changes for Operations 21 days 6/14/17 7/12/17 BD Waiting on HQ/ LANT x 11/17/17 7 FECs identify work/cost center changes for Operations 14 days 7/13/17 8/1/17 OPS Waiting on HQ/ LANT 11/29/2017 11/1/17 8 BL/SL Finalize Organizational Plans 45 days 6/14/17 8/15/17 BL/SL 10/21/2017 x x x 9 OPS PD Changes (DAOPS) 45 days 6/14/17 8/15/17 OPS Waiting on HQ/ LANT 11/22/2017 TBD 10 FEC FM builds any New OPS Workcenters 14 days 8/2/17 8/21/17 FM Waiting on HQ/ LANT 2/21/2018 11/24/17 11 FECs finalize Table 30 changes for BL/SLs 21 days 8/16/17 9/13/17 BD Waiting on HQ/ LANT x 11/17/17 12 Develop Communication Plan 75 days 6/14/17 9/26/17 PAO x x x x 13 Prepare OF-8 Updates for BL/SL Positions 30 days 8/16/17 9/26/17 BD Waiting on HQ/ LANT 11/22/2017 11/15/17 14 FECs identify work/cost center changes for BL/SLs 14 days 9/14/17 10/3/17 BL/SL Waiting on HQ/ LANT 11/29/2017 11/1/17 15 BL/SL PD Changes 45 days 8/16/17 10/17/17 BL/SL Waiting on HQ/ LANT 11/22/2017 11/30/17 16 FECs Provide Co-Location Plans as Required 45 days 8/16/17 10/17/17 OPS x x x x 17 Develop Revised Org Charts 45 days 8/16/17 10/17/17 BD x x 9/29/2017 x 18 FEC FM builds any new BL/SL workcenters 14 days 10/4/17 10/23/17 FM 2/21/2018 11/24/17 19 FEC Union Notification(s) Changes 16 days 10/18/17 11/3/17 BD 11/15/2017 20 Launch Communication Plan - Phase 1 - Intent, Pre-Decisional on final details 30 days 9/27/17 11/7/17 PAO x x x x 21 Develop NAVFAC Portal Updates by FEC 60 days 8/16/17 11/7/17 CIO 22 FEC PMB Approval of BL/SL Org Changes 30 days 10/18/17 11/28/17 VICE 10/24/2017 23 Provide specs for Team (Maximo and eprojects) changes 90 days 8/16/17 12/19/17 PW & CI 11/22/2017 24 iefacman - Develop and test modifications 30 days 8/16/17 12/19/17 CIO 11/22/2017 25 Draft FM esystem Updates (WC, Routing, etc.) 90 days 8/16/17 12/19/17 FM 26 Union I&I FEC Instructions 57 days 11/4/17 12/31/17 BD 1/17/2018 27 Prepare Mass Update for HR Data Elements 30 days 11/29/17 1/9/18 BD 28 Prepare RPAs for reassignments 30 days 11/29/17 1/9/18 BD 29 ECH III PMB Approval of Changes 30 days 11/29/17 1/9/18 VICE 30 Develop Updates for FEC Instruction and Policy 120 days 8/16/17 1/30/18 VICE 31 Provide specs for Office (econtracts) changes 30 days 12/20/17 1/30/18 AQ 32 DoD Review of Union Agreement 30 days 1/1/18 2/1/18 BD 33 iefacman - Production Env Changes 1 day 2/21/18 2/27/18 CIO 34 Issue Revised Org Charts (FEC portal, etc.) 5 days 2/21/18 2/27/18 BD 35 iefacman Data Migration 5 days 2/28/18 3/6/18 CIO 36 Maximo - Develop and test modifications 30 days 2/21/18 3/12/18 PW & CI 37 Deploy Portal Updates 14 days 2/21/18 3/12/18 CIO 38 Launch Communication Plan - Phase 2 - Details of Implementation 15 days 2/21/18 3/13/18 PAO 39 BMS Updates - Draft 150 days 8/16/17 3/13/18 BL/SL 40 Process RPAs for reassignments 21 days 2/21/18 3/21/18 BD 41 OCHR Process Mass Update of Data Elements and OF-8 Updates 7 days 3/14/18 3/22/18 BD 42 BMS Updates Launch 7 days 3/14/18 3/22/18 BL/SL 43 FM deletes old OPS or BL/SL Workcenters 14 days 3/22/18 4/10/18 FM 44 FEC Email Distribution Lists Updates 14 days 3/22/18 4/10/18 CIO 45 DTS Routing Updates 14 days 3/22/18 4/10/18 BD 46 SLDCADA Org Updates 14 days 3/22/18 4/10/18 FM 47 Supervisory Assignment Updates - TWMS, IPMS 14 days 3/22/18 4/10/18 BD 48 TWMS Routing Updates (PRM/IPMS/RPA Tracker) 14 days 3/22/18 4/10/18 BD 49 DCPDS Routing Updates 14 days 3/22/18 4/10/18 BD 50 Issue FEC Instruction Updates 5 days 4/4/18 4/10/18 VICE 51 Maximo - Production Env Changes 1 day 12/20/17 4/24/18 PW & CI 52 FM System Updates - Production 45 days 2/21/18 4/24/18 FM 53 FEC Share Drive Updates 14 days 4/11/18 4/30/18 CIO 54 TBD - IPMS Plan Closeout / New 30 days 3/22/18 5/2/18 BD 55 Misc. Updates - Telework, ESAMS, OGE450 30 days 3/22/18 5/2/18 OPS 56 FEC Completes Moves for Co-Location of Personnel 180 days 2/21/18 10/30/18 OPS 20
Transition Team First priority is administrative tasks to meet POA&M Second priority will be development of work flow processes Team members: o OPS: o IPTs: o CI: o EV: o AM: o ACQ: o BD: o FM: o HR: o CIO: Martin Smith, Lead Chris Parry, Coastal Earl Estrella, Marine Corps Eileen Dsouza, Desert Jennifer Llamas Kathie Beverly Amy Chevalier Carlos Donado Cindy Ludwig Joleen Robinson Elise Magsarili Marc Santos 21
Moving Forward Positive and productive energy to implement Change management Workflow processes and Coordination Seamless transition from Supported Command viewpoint Cooperative and collaborative approach Transition team FEC NW Lessons Learned Leverage what others are doing (High Velocity Learning) Open and frequent Communications A lot of work, but it is manageable 22
Questions? What's broken that needs such cost and effort to fix? We just did a realignment several years ago. Is it true that NAVFAC SW has been highly successful as IPT's, while other NAVFAC FEC's have not embraced the model? Is there any existing and empirical data to show that this will be beneficial? Why move people now when we have to move for the new bldg. someday anyway? Cost savings seem to favor one move, versus two. How much will this cost as planned? What is NAVFAC SW doing to minimize/avoid impacts to the employees, specifically? 23
Questions? Will existing pre/post award project teams (i.e. Design Manager) stay with the projects to the end? Would the planning team reconsider the idea of having the Project Manager and DM/design team at different locations? PMs will end up spending a significant amount of time visiting the DMs for project coordination. When visiting DM/design team, will PMs have access to cubicles or temporary work areas? There is talk about some employees moving to NBSD and the impact it will have on the daily commute especially for some who use public transportation such as the Coaster Train. If this move does happen this will add 1/2hr. + to an already 1-1/2 hr. commute. Will there be options such as additional days for Telework, workstations at Camp Pendleton FEAD or flexibility in work schedule for those who live in North County? 24
25 CO s Final Thoughts