OCHR Command Brief HR Intern Orientation August 2010

1. OCHR Command BriefHR Intern Orientation August 2010 Office of Civilian Human Resources Shirley Scott Director, Policy & Programs Dept. Ted Canelakes Director, HR Operations & Customer Engagement

2. OCHR Overview Our Role Our Organization • Develop civilian HR policy • Manage a diverse portfolio of HR Programs • Provide HR oversight & assessment • Represent DON with other agencies & 3rd parties • Perform centralized HR operations • Manage DON civilian HR IT systems & infrastructure • ~ 1300 employees • HQ Washington DC • 5 Human Resources Service Centers - Philadelphia PA - Norfolk VA - Bay Saint Louis MS - San Diego CA - Silverdale WA • Consolidated Benefits Center - Norfolk Our Customers Our Outputs • 192,000 civilian employees • - 38,000 Engineers and Scientists • - 37,000 Industrial Trades/Blue Collar • ~ 50% bargaining unit employees • ~ 36,000 in alternative personnel systems • Many diverse organizations • - Research and development Centers • - Acquisition commands and supply centers • - Shipyards and aviation Depots • - Installations and facilities • ~ 67,000 positions filled annually • ~ 800,000 personnel actions annually • ~ 1.6 million applicants in automated system • Time to Fill (end-to-end) • - All fills – 55 days • - Internal Merit Promotion – 85 days • - External Delegated Examining – 104 days

3. 37 HROs CNIC – 16 NAVSEA – 6 NAVAIR – 3 ONI, ONR, FFC SPAWAR, USUHS, AAUSN, CNO USMC – 5 DON HR Environment ASN (M&RA) Marine Corps Navy DASN(CHR) Office of EEO & Diversity Mgt OCHR 21 MAJOR COMMANDS OCHR Operations & Customer Engagement Dept OCHR Systems & Business Transformation Dept OCHR Policy & Programs Dept DCPP/CDEEOO Program Guidance and Implementation Provides Customer Service Provides Operational Standards, Business Processes, Productivity, Efficiency & IT Support Provides Policy & Program Guidance HRSC East HRSC NE HRSC NW HRSC SE HRSC SW 1000+ Activities 186,000 employees

4. OCHR Vision, Mission and Cultural Beliefs Vision: We are recognized for our proven ability to deliver and sustain the right workforce to meet the mission Mission: The Office of Civilian Human Resources provides civilian human resources policy support, program management, HR systems and assessment in order to deliver and sustain the right workforce to meet the DON mission. Through our Human Resources Service Centers we deliver to our customers the HR policies, programs, systems, and services that ensure the civilian workforce is well qualified, diverse, and flexible. Cultural Beliefs: Deliver results CollaborateSpeak out Be decisiveBe responsive Celebrate success

5. SECNAV INSTRUCTION 12250.6:Civilian HRM in the DON • Sets roles/responsibilities for HR management of the DON work force • ASN (M&RA) issues DON-wide civilian HR policies • Broad authority delegated to DASN(CHR): • Serve as the Director of Civilian Human Resources for DON • Represent DON with DoD, OPM and other external organizations • Develop DON-wide HRM programs to implement Federal, DoD, or DON policies • Provide regionalized HR service delivery through OCHR • Serve as Community Leader for HR functional community • Approve changes in HRO service an structures • Act on requests to establish or disestablish HROs/HRSCs • Staff key HR leader positions (e.g. HR Directors, DCPPs, CDEEOs) • Task and provide input on performance of key HR leaders

6. Civilian HR Policy Office of Personnel Management (OPM) Department of Defense (DoD) Civilian Personnel Management Service (CPMS) Secretary of the Navy SECNAV Instructions provide overarching policy direction ASN/DASN(CHR) Supporting policy, CHRMs OCHROperational guidance GAMs, CBPs Commands Implementation

7. OPM Priorities In next 12 months: • Mandate reforms in hiring and recruitment • Increase federal employment opportunities for veterans • Improve employees’ work-life balance by expanding programs Long term: • Create government-wide pay for performance system • Increase diversity of workforce • Limit increases in health insurance premiums

8. DON OCHR FY11 Key Desired Results DRAFT • Continue with the DON Hiring Reform • Develop enhanced capability for business analytics • Implement transition strategy from NSPS to the GS or alternative systems • Strengthen the HR Community • Strategic Workforce Planning

9. OCHR Organization OCHR: Develops all civilian HR policy, manages a diverse portfolio of HR programs, represents DON with DoD, OPM, etc., and directs all DON centralized HR operations. Echelon II Command of ~1300 civilians and 80 contractors with an operating budget of ~ $125 Million Supports ~192,000 customers, fills ~67,000 positions a year, and processes ~800,000 personnel transactions a year. Office of EEO and Diversity Management Deputy Assistant Secretary of Navy (CHR) DASN (CHR) Office Staff SES Patricia Adams Executive Management Program Office Echelon II DirectorOffice of Civilian Human Resources Business Operations Office of Counsel SES Doug Lundberg DirectorHR Policy and Programs Director HR Systems and Business Transformation Director HR Operations and Customer Engagement DON Civilian HR IT portfolioHiring ReformHR business transformation38 Civ/16 Contractors HR policy and oversight20+ HR programs incl. NSPS50 Civ/12 Contractors Centralized HR operations1,175 Civ/48 Cont SES Shirley Scott SES Jean Mercer SES Ted Canelakes Civilian Work Force Development Division Transition Management Program Office Performance Consulting Division HRSC Northeast HRSC Northwest Assessment and Work Force Inquiries Division Recruitment Tools and Processes Division Recruitment Division HRSC East HRSC Southwest Work Force Relations and Compensation Division HR Systems Division HRSC Southeast

10. Staff Offices • Develop and publish DON EEO policy • and guidance • Operational/command total program oversight • Conduct regular program reviews • Conduct annual DON program assessment • Conduct predictive analysis using historical data • Provide consultant services as well as • operational advice/guidance • Enhance technical competence of EEO • practitioners • Prepare/submit required reports • Workforce EEO data system management • iComplaints system management • EEOC appeal decision tracking and • compliance monitoring • Issue SECNAV Final Agency Decisions • and Administrative Judge Final Orders Office of EEO And Diversity Management Judy Scott • Provides representation in all EEO and MSPB cases involving OCHR, and for other cases as requested. • Prepares appellate briefs in support of DON appeals of EEOC Administrative Judge decisions. • Provides training to the HR/EEO and DON legal community on substantive and procedural aspects of EEO and civil service law in semi-annual symposia, quarterly roundtable discussions and other training conferences and events. • Provides legal advice and guidance to the HR/EEO community and oversight of federal court litigation resulting from civilian employment complaints. • Reviews proposed settlements at all levels of DON involving an award of compensatory damages or other remedies in excess of $10,000. • Provides legal guidance to EEO practitioners regarding class action complaints. Office of Counsel Don Names Business Operations Gary Younes • Prepare and manage approximately $100M Budget • Manage Civilian Personnel End Strength of 1124 • Prepare and submit Secretariat Review Board Issues • Business Case Analysis and Modeling • Administrative Operations • Contracts • Facilities • Purchase Card • Correspondence • Time and Attendance • Personnel Actions

11. HR Policy & Programs DepartmentDirector: Shirley Scott HRSC DON NSPS Program Office Tony Torres-Ramos • Program Management • Communications & Marketing • Assessment & Evaluation • Analysis • Training Recruitment Division Mary Rotchford • Records Management • Workforce Restructure • Internal Recruitment • External Recruitment • Processing • Labor Relations • Employee Relations • Compensation • FECA • Classification • Workplace ADR • Work/Life Programs • Benefits • PCS/Allowances • NAF Workforce Relations and Compensation Division Vacant • SES Recruitment • SES Training Development • SES Pay for Performance & Awards • Succession Planning / Lifecycle Management • Reporting – DoD & OPM Executive Personnel Division Paula Patrick Civilian Workforce Development Division Mary Glotfelty • Career Development • Civilian Community Management • HR Community Management • NSPS Training Management Assessment and Workforce Inquiries Division Charles Buhl • Assessment • Evaluation • Congressional Inquires • Dashboard Project Implementation

12. HR Systems & Business TransformationDirector: Jean Mercer • Workforce Analysis, Planning & Reporting Tools HR Systems & Business Transformation HQ Staff • Workload Forecasting • Civilian Personnel FAM-Lead • Lean Six Sigma Business Transformation Division Howard Brosseau • Performance Consulting • Common Business Process • Strategic Plan • Employee Engagement • Change Management • Performance Planning • Model Recruitment Pgrm • Resumix • CHART • DON Employee Info Ctr Recruitment Tools & Processes Division Terri O’Brien • Bus Process Development • and improvement (DoD/DON) • Civ Recruitment Auto Tool • DoD Enterprise Staff Solution • DON HR Infrastructure • COOP • Communications • Firewall • System Admin • CARS/CCZ • IA • UNIX/Windows Server • Hardware • Software • NMCI/NETWARCOM • DCPDS-NSPS HR PM • CAC Application Enabling • Data Modeling/Warehousing • DONCADS • Reports • Dashboard/Metrics • Recruitment Suite • Benefits Suite • LR/ER Tracker • AEP Tracker • SES Tool • Privacy Act • Surveys HR Systems Division Diane Bergeron Operations Branch Data Management Branch • NSPS Support • Spiral Conversion • My Biz/PAA/CWB • Training Reports • Web Ex • Public/Private Portal Service Delivery Branch

13. HR Operations & Customer Engagement DepartmentDirector: Ted Canelakes • Provide Services to: • - 21 Major Commands - 1238 Activities • - 37 HROs - 39 Satellite Offices • - ~186,000 DON Employees • FY 08 Transactions Processed: 804,280 • FY 08 Fills – Internal: 16,402 • FY 08 Fills – External: 2,733 • FY 08 Fills – Other 48,709 HumanResource Service Centers HRSC NE Pat D’Amico • Staff: 170 Serviced Workforce: 38,714 HRSC NW Julie Herling • Staff: 204 Serviced Workforce: 44,240 HRSC East Rondy Waye • Staff: 156 Serviced Workforce: 34,207 HRSC SE Tim Berryhill • Staff: 129 Serviced Workforce: 27,810 HRSC SW Roberta Allen • Staff: 189 Serviced Workforce: 39,201 HRSC Pacific • BRAC Closure: Mar 2010 • Workforce realigned to NW & SW

14. HRSC and Serviced Population January 2010

15. BRAC Realignment HRSC Northwest Silverdale, WA • All Hawaii Activities • (Less MCBH) • SRF Yokosuka • Total = ~7900 CIV employees • Current Svc’d Pop = 38,714 • Current HRSC Staff = 170 HRSC Pacific Pearl Harbor, HI HRSC Northeast BRAC Relocation HRSC NE relocates to NSA, Phila – FY 2011 HRSC Southwest San Diego, CA • Realignment March - October 2009 • Closure March 2010 • WESTPAC • (Less SRF Yokosuka) • Marine Corps Pacific • Total = ~3600 CIV employees HRSC Southwest BRAC Relocation HRSC SW relocates to MCAS, Miramar – July 2011 • Current Svc’d Pop = 39,201 • Current HRSC Staff = 189

16. Current HR Structure Operational HR Specialists (Involved in Service Delivery) • 21 Major Commands • 1,238 Activities/UICs • CNIC is the largest HRO provider (>60%) Command/HQ HR Specialists * Satellites and Site Offices as sub-elements of a Parent HRO

17. OCHR HQ Policy Program Management Systems HRSC Recruitment & Staffing Merit promotion and DE Workforce shaping Tactical – administer PPP, issue certificates, pay setting, etc. Classification Process personnel actions Maintain OPFs Data Management & Reports Workforce Development Labor/Employee Relations (MSPB PFR, FSIP cases, etc.) Benefits via the DON Consolidated Benefits Center DCPP Major command-wide HR program oversight HRO Labor/Employee Relations (bargaining, grievances, appeals) Performance Management Compensation Management EEO Program Strategic Workforce Planning & Recruitment HR Advice and Guidance DON HR Service DeliveryCore Functions

18. DON Civilian Hiring • Civilian Hiring Reform External Drivers • Presidential Memorandum • DON Hiring Reform Governance Structure • DON Hiring Reform Working Groups • DON’s Civilian Hiring Reform Key Message

19. External Hiring Reform Drivers Executive Office of The President – President’s Memo dtd 11May10 Office of Management and Budget (OMB) – OMB-M-09-20 dtd 11Jun09 Office of Personnel Management (OPM) – Memo dtd 11May10 & 18Jun10 Department of Defense (DoD) Under Secretary of Defense for Personnel & Readiness (USD(P&R)) OPM Strategic Plan 2010-2015 DoD Strategic Management Plan (SMP) Performance Objectives for USD(P&R) Strategic Plan FY2010-12 Strategic Goal 1: Recruit and hire the most talented and diverse Federal workforce possible to serve the American people Business Priority 4: Enhance the Civilian Workforce Goal 3: Shape and maintain a mission-ready civilian workforce Formed DoD Executive Hiring Reform SWAT Team 19

20. Presidential Memorandum dated 11 MAY 2010 • Applicant • Eliminate essay-style questions (75% complete) • Accept resumes and cover letters from applicants – easy to understand JOAs (75% complete) • Notify individuals applying about their status at key stages (75% complete) • Hiring Manager • Expanded use of “category rating”; eliminate “rule of 3”(50% complete) • Increase hiring manager involvement and accountability • Required Training • Senior Leaders • Lead implementation of Reform Actions • Hold Hiring Manager Accountable • Advocacy for Federal service; visiting universities or colleges to incorporate time to discuss career opportunities in the Federal service with students 20

21. Presidential Memorandum dated 11 MAY 2010, (cont) • OPM • Establish a Government–wide performance review • Develop a plan to promote diversity • Evaluate the Federal Career Intern Program • Introduce Legislation to support Hiring Reform • Evaluate the effectiveness of shared registers • Increase the capacity of USAJOBS • Develop a website for reporting; i.e., Reform Dashboard • Review progress and results with each Agency and submit an annual report • Compliance evaluation process 21

22. DON Civilian Hiring Reform Governance Model 1Contact must be copied on all Hiring Reform communication external to DON. 2All WGs will engage HRO, HRSC and customers in review and task completion as appropriate.

23. DON Hiring Reform Working Groups (WG)

24. DON’s Civilian Hiring Reform Key Message Maps

25. DON’s Civilian Hiring Reform Key Message Maps

26. Transition from NSPS in an open, strategic and orderly manner Continue to recognize and reward employees in meaningful ways Engage the workforce through communication and education DON NSPS Transition Plan Goals DON overarching vision in transitioning more than 72,000 employees from NSPS Avoid undue interruption to mission and minimize negative impact on employees

27. Transitioning from NSPS • Four phases for NSPS to GS transition – 25 April 2010-24 April 2011 • ~23,126 employees transitioned (eff. 18 July) • ~14.3% granted pay retention • Average salary adjustment for placement on GS step - ~$1454 • Facilitating NSPS transition to STRL demonstration projects • NAVAIR and SPAWAR warfare centers; working with Commands and ASN(RD&A) • FRN expected publication 1 August; transition completed NLT 24 April 2011 • Coordinating NSPS transition to AcqDemo • Five organizations • Transitions expected third quarter 2011 • Working with new DoD AcqDemo Office • Facilitating NSPS transition to alternative personnel system • SPAWAR – 24 April 2011 • Managing NSPS transition to newly developing healthcare system • Hybrid under development based on Title 38 flexibilities; NLT 30 December 2011 • 30 occupational series identified for inclusion • Coordinating the identification of deployed civilians and established processes to ensure smooth and orderly transition • Other related transition processes and coordination • ONR published first FRN for demonstration project status

28. Backup

29. DRAFT DON OCHR FY11 Key Desired Results

30. DON OCHR FY11 Key Desired Results DRAFT • Continue with the DON Hiring Reform • Develop, socialize and implement performance expectations to measure and access progress • Demonstrate measurable improvement in E2E timeliness • Implement, assess, modify and advance the Common Business Process • Develop a revised approach for a new suite of automated staffing tools

31. DON OCHR FY11 Key Desired Results DRAFT • Develop enhanced capability for business analytics • Implement and expand tactical performance metrics • Explore capabilities to expand upon DASHBOARD • Continue efforts to expand the use of eWIPS to HROs • Establish processes to ensure Data quality

32. DON OCHR FY11 Key Desired Results DRAFT • Implement transition strategy from NSPS to the GS or alternative systems • Provide oversight and guidance to organizations; develop transition processes/policies; and monitor timelines • Successfully implement the DON Interim Performance Mgmt System, modifying as needed to address command concerns • DoD Futures Search • Represent DON interests in DoD forums responsible for design/development of next generation of an enterprise performance mgmt system and new HR flexibilities and hiring authorities • Preparation and implementation of DCPDS Oracle 12 migration

33. DON OCHR FY11 Key Desired Results DRAFT • Strengthen the HR Community • Ensure the refreshment of OCHR talent • Develop leadership succession plan • Develop strategic workforce plan • Implement BRAC decision related to relocation of HRSC NE and HRSC SW • Improve communication across the HR Community • Launch the DON HR Private Portal • Continue development of training curriculum for the HR community

34. DON OCHR FY11 Key Desired Results DRAFT • Strategic Workforce Planning • Provide oversight and guidance to organizations; develop processes/policies • Develop training strategy for community