Center for Seabees and Facilities Engineering

Strategic Plan FY09 –

FY11

We have set forth some important business goals as a leadership team. The purpose of the Strategic Plan is to ensure all of our activities are undertaken with these tenets in foremost in mind.

Command Philosophy:

We will safely execute the mission or die trying. Everything we do happens through our people, and ultimately, the students we're educating and training. Take care of 'em; develop 'em. A diverse workforce is a productive creative workforce, and everyone will be treated professionally.

Accountability: Stuff

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we've been entrusted with a lot of stuff. Need to take care of it -

part of our public trust.

Commander’s Intent

Commanding OfficerJ.J. Heinzel, CAPT, CEC, USN

Accountability: Time

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once spent, we can not recover time; therefore, we must continually work to make the most of each and every minute that we've been entrusted with for our students, our staffs, our families, and ourselves.Alignment:

We are in very dynamic times with our supported commands. We will regularly work with them for course corrections to maintain instructional alignment.

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The Navy places a lot of value on education. We want Sailors and Officers who can both learn and teach — our demanding missions and high-tech work environment demand it. (http://www.navy.com/benefits/

education/ )

To provide Seabees, CEC Officers, Facility Engineers, and Environmental Professionals with the necessary skills, knowledge, and education to enhance life long learning and to provide quality support to the fleet.

Mission Statement

Warfare Enterprise, Operational Commanders, and System

Commander value CSFE as their Training Center of Excellence.

Vision

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Guiding PrinciplesCSFE

is structured, organized, and staffed, across the Domain, to deliver trained Officers/Sailors/Civil Servants to the Fleet.

CSFE

is aligned internally and externally the SYSCOM, TYCOM, and all customers to support the Navy Total Force (NTF) Enterprise.

CSFE

understands its business and optimizes its resources.

CSFE

leverages innovative solutions, and harnesses creativity to maximize production in all business lines.

CSFE

values military, Civil Service, and contractor workforces and develops, empowers, supports, and rewards its people.

CSFE

products support and enable a surge-

capable, combat-ready Navy.

Training is vital to every ship, submarine, squadron, and unit in the Navy. Whatever the topic,

higher-ranking Sailors are expected to share their

experience and knowledge with junior personnel. Training

could be in the form of hands-

on training, group discussion, or formal classroom lessons.

(http://www.navy.com/careers/enlisted/education/

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Training ProfessionalsThe Center for Seabees and Facilities Engineering (CSFE) was established in 2003 to train and develop Naval facilities engineering and construction professionals by providing them with the essential skills and knowledge needed to

support career growth and Fleet readiness.

They build, they fight and they receive intensive training before they can actually call themselves Seabees. The newcomers begin “A”

School fresh out of boot camp, spending about 75 percent of the twelve weeks immersed in hands-on training. The remaining 25 percent is spent in classroom instruction.

They build, they fight, and they train.(http://www.navy.com/about/navylife/onduty/seabees/training/)

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As we move forward, we will continue our proud tradition of providing the right Sailors, Marines and Coast Guardsmen with the right training at the right time.- RADM. J. F. Kilkenny, NETC

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Strategic Objective 1Support and Direct Learning Sites

CSFE DetSheppard AFB

CSFE DetFort Leonard

Wood

NCTCGulfport

NCTCPort HuenemeCECOS CSFE Det

Fort Belvoir

Focus Area 1.1Provide timely/technically accurate and responsive curriculum development and management.

1.1.1

Publish the CSFE Training & Administration Manual.

1.1.2

Publish the CSFE Formal Course Review process and schedule.

1.1.3

Conduct Training Path Analysis.

1.1.4

Establish and implement the Curriculum Modification Development Request (CMDR) process.

1.1.5

New Equipment Integrated Logistics Support (ILS) Coordination.

Essential Tasks

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Provide governing policy and guidance across CSFE Domain

1.2.1

Define and develop standard metrics across the Domain.

1.2.2 Complete SORM and distribute to Learning Sites.

1.2.3 Complete review of existing instructions, draft new instructions based on requirements, and promulgate throughout the CSFE Domain.

1.2.4 Provide assistance to all Learning Sites via assist visits.

1.2.5 Reinforce CSFE role as ISIC and as central POC for all business lines.

1.2.6 Become the advocate for Learning Sites.

Essential Tasks

Focus Area 1.2Quarterdecks

CSFE/CECOS (805) 901-7308

NCTC PH (805) 982-4298

China Lake (760) 939-3203

NCTC GP (228) 871-2132

Fort Leonard Wood (573) 596-0488

Sheppard Air Force Base

(904) 676- 7940/7537

Workforce Composition

• The CSFE mission is supported by a cadre of highly qualified military, Civil Service, and contractor personnel.

• While military and Civil Service personnel are permanent, CSFE hires contractors to accommodate fluxes in workload, and special projects.

Officers: 19Enlisted: 192Civil Service: 90Contractors: 113

Total: 414(a/o Aug 09)

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Manage resource requirements

1.3.1

Initiate collaboration w/TSD Business Managers to improve support processes.

1.3.2

Promulgate unfunded requirements guidance.

1.3.3

Formalize TSD/Center “Support-Centric”

conference.

1.3.4

Develop Resource Requirements Web.

1.3.5

Identify existing and new validation processes.

1.3.6 Develop ideal DYNAMIC requirements Identification procedure.

1.3.7 Develop ideal Steady-State requirements validation process.

1.3.8 Collaborate with SMEs

to review and finalize process inventory.

1.3.9 Prioritize process development/improvement effort using finalized process inventory.

Essential Tasks

Focus Area 1.3

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Manage alignment of ITRO and International Military Student (IMS) processes

1.4.1

Educate all levels of the Domain on the ITRO process, roles and responsibilities and update MICP process.

1.4.2 Update processes to include synchronization between the Learning Sites and HQ.

1.4.3

Create a Domain process for IMS reporting that defines roles and responsibilities within the Domain and who integrates with NETSAFA.

1.4.4

Align N7’s Formal Course Review (FCR) schedule with the ITRO curriculum review process for Navy hosted courses.

1.4.5

Collaborate with ITRO Host services to clearly communicate demand signals.

Essential Tasks

Focus Area 1.4

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2.1.1

Leverage resources to enhance the curriculum production process.

2.1.2

Establish an information exchange across the directorates in order to enhance effectiveness.

2.1.3

Review Administrative processes, routing of correspondence, accountability, and Personally Identifying Information.

2.1.4 Execute a Lean Six Sigma event.

Strategic Objective 2 Lateral Support and Collaboration within

CSFE Headquarters

Training organizations must improve their analysis and feedback processes in order to identify deficiencies and enable leaders to take appropriate and timely corrective action.

- Sea Warrior Concept of

Operations Nov 07

Essential Tasks

Focus Area 2.1 Curriculum development and management

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Socialize And Maximize Effectiveness Of Center Processes/Alignment

2.2.1

Leverage existing forums (e.g. weekly ED Meeting, Path Forward, etc.) to facilitate lateral support and collaboration.

2.2.2

Review of processes by the directorates and process owners to ensure connectivity to other directorates and Learning Sites.

2.2.3

Develop and promulgate Domain-wide MICP guidance and training. Develop MICP Instruction and master MICP binder.

2.2.4

Develop an internal review process that enhances MICP accountability.

2.2.5

Review of overlapping instructions.

2.2.6

Establish a robust Lean 6 Sigma Program.

Essential Tasks

Focus Area 2.2

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Develop and Manage Occupational Standards (OCCSTDS) for OF-13 ratings in support of Curriculum Development, Rate Training Manuals and Advancement Exams

2.3.1

Communicate with SYSCOM / TYCOM in regard to updates and revisions to Navy Mission Essential Tasks (NMETS) for the Naval Construction Force (NCF).

2.3.2 Coordinate with NAVMAC on the need or revision and development.

2.3.3

Conduct analysis on OCCSTDS to NMETS to ensure accurate learning takes place in regard to SYSCOM / TYCOM needs.

2.3.4

Conduct Training Gap Analysis (TGA) on current Learning Objectives to new OCCSTDS.

2.3.5

Ensure curriculum development is in line with OCCSTDS approved by SYSCOM / TYCOM.

We will deliver enlisted career learning and development roadmaps. - CNO Guidance for 2010

Essential Tasks

Focus Area 2.3

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Increase information sharing

2.4.1

Develop and deliver Reach out Program

2.4.2

Develop business rules for data storage

2.4.3

Implement Exit/Positional Interviews.

2.4.4

Implement training evaluation using Post Deployment surveys and Kirkpatrick Levels 1, 2, and 3 surveys

2.4.5

Review Check-in/Check-out

2.4.6

Maintain Communications Plan

- ISE Annual Report to The Congress June 2009

The term “information sharing” in the Information Sharing Environment (ISE) context means that the proper information, properly controlled, gets to the right people in time to counter terrorist threats to our people and institutions.

Essential Tasks

Focus Area 2.4

3.1.1

Develop a marketing brochure.

3.1.2

Market available training resources to external customers in order to heighten awareness of CSFE products.

3.1.3

Collaborate with customers both existing and future as their Training Support Agent. 14

Directly Support External Customers

Be recognized as the “Center”

for training resources in support of Seabees, CEC Officers, Facility Engineers, and Environmental Professionals

Essential Tasks

Focus Area 3.1

Strategic Objective 3

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Deliver timely and accurate products and services to external customers.

3.2.1

Collaborate with external customers to provide curriculum development support to be taught by other agents to include program management support and planning.

3.2.2

Collaborate with NAVFAC to integrate equipment and training using the ILS Program and plan for the out years.

3.2.3

Provide online training curriculum that can be accessed and used directly by an individual troop.

3.2.4

Provide support in the form of technical and Professional expertise in the development of Competencies and Occupational Standards.

3.2.5

Develop and Maintain Personnel Qualification Standards for the Naval Construction Force and Naval Beach Groups.

3.2.6

Provide career management guidance and information to all OF-13 and Civil Engineering Corps personnel in the form of Career Roadmaps.

3.2.5

Develop maintain and distribute the Seabee Electronic Toolbox on an annual basis to all OF-13 personnel.

3.2.6 Research and Validate Certifications and Qualifications in support of Navy Credentialing Opportunities Online and United Services Military Apprenticeship Program by conducting Job Task Analysis to Navy Occupational Field-13 and Civil Engineer Corps Officer learning objectives and occupation descriptors.

Essential Tasks

Focus Area 3.2

Focus Area 3.3

Pro-active involvement in supply-chain

management of student throughput

3.3.1 Review, update, and validate the training production process.

3.3.2

Engage with and develop strong relationships with ECM, PMO, NETC, OCM, and OPNAV to ensure most current strategy and alignment are in place.

Essential Tasks

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We will develop enlisted training demand and capacity models to provide greater fidelity and confidence in training resource requirements.

- CNO Guidance for 2010

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Expanding demand for a capability-driven workforce drives the need for continuous improvement and employment of tested, field proven ‘reach back/reach out’ capabilities that deliver the most capable person to the right place with the right skills at an affordable cost.

- Sea Warrior Concept of Operations Nov 07

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Carry out all regulations, instructions, and directives from higher authority pertaining to the administration of CSFE and its domain and issue such detailed internal instructions, regulations, orders, and notices as required for the efficient organization and administration.

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Assign the mission, training requirements, funding and staff personnel to support the training requirements of the CSFE domain.

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Perform all curricula development, monitoring, reviews, and course management for CSFE Learning Sites.

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Manage the Non-Resident Training courses mapped to the CSFE domain.

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Provide career management development with regard to professional development, personal development, leadership, certifications and qualifications, and performance.

•

Act as Model Manager for Personnel Qualification Standards (PQS)

that fall within the CSFE domain.

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Provide Fleet Integration with Type Commanders, Budget Submitting Offices (BSOs) and Fleet units to ensure the skills and education provided are relevant, tied to mission requirements, and provided at the right time and the right cost.

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Provide knowledge management through the population of data for delivery to the Sailor using the Navy Knowledge Online (NKO) portal and other web sites.

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Provide technical support in the acquisition and contracting of services and equipment in support of all training and support systems.

•

Implement staffing plan to ensure all civilian and instructor staffs are properly manned.

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Identify and fill billets with qualified personnel.

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Manage resources within CSFE domain.18

Mission, Functions, & Tasks

Strategic Goals.♦

Capability-Driven Manpower.

Navy workforce requirements will be based on current and future joint warfighting

needs.♦

Competency-based Workforce.

Navy work and workforce will be defined by knowledge, skills, and abilities that enable mission accomplishment.

♦

Effective Total Force.

Our total force –

active and reserve military, civilians, and contractors –

will be viewed as one, integrated team that supports required warfighting

capability.♦

Diverse.

Our culture will embrace diversity and encourage and enable all Sailors and civilians to reach their full professional and personal potentials.

♦

Agile and Cost Efficient.

We will deliver additional capability from a smaller, yet increasingly talented educate and integrated workforce.

♦

Competitive in the Marketplace.

We will revise and update our policies and practices to deliver desired benefits such as improve life-long learning, career choice, and family support.

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NETC Strategic FoundationVision. To be the world’s premier learning organization ensuring the success of the world’s greatest Navy and all who serve.

Mission. To educate and train those who serve providing the tools and opportunities that:

Ensure Fleet readiness and accomplishmentEnhance professional and personal growth and developmentEnable life-long learning

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CSFECenter for Seabees and Facilities Engineering3502 Goodspeed StreetPort Hueneme, CA 93043Phone (805) 982-3300DSN 551-3300csfeadmin@navy.mil

Greatness is more than potential.It is the execution of that potential.

Beyond the raw talent. You need the appropriate training.

You need the discipline. You need the inspiration.

You need the drive.Eric A. Burns