2007 NAVSUP 100-day Communication Playbook

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NAVSUP Commander’s Guidance and 100-Day Plan

Communications PlaybookIntroduction

As CNO states in his 2007 Guidance, “The great challenge today is in execution.” This sentiment also applies to the communications challenges that will emerge as we start down the path ahead of us.

To facilitate Leadership communication, use of this Playbook and its Tools will:

– Ensure Message Alignment– Ensure Consistent Message Delivery– Elevate Awareness– Address Concerns

NAVSUPHQ OCC will continue to build messaging on each initiative as we receive additional information and feedback. Expanded messaging will be provided to leadership as initiatives progress.

For additional assistance or guidance please contact the NAVSUP HQ OCC Communications Director, Cathy Partusch, at (717)605-6547 / DSN 430-6549 or email at [email protected]

About this Playbook Table of Contents

Section 1 Communication

Approach

Section 2The Messages

Section 3Communication

Products

AppendixAvailable Resources

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Communications PlaybookCommunication Approach

Section 1

Strategic & Tactical Communications Approach

SECTION 1

In This Section

Strategic & Tactical Communications

Main focus Areas• Linking the Plans

Guide to Managing Communications

• Choosing the right Channels

• Choosing the right Messages

• Choosing the right Messenger

• Managing Feedback

Measuring Success

Tactical: One-Way (Ordinary “Get the Word Out” Communication Tools )

Objective: Elevate Awareness

Strategic: Two-Way (Extraordinary Communication Methods)

Objective: Gain Active Support; Minimize Resistance

As a result, our approach is constructed with the following goals in mind:

1. Equip Leadership with strategic and tactical communication methods

2. Generate supervisor awareness and support of Plan Initiatives

3. Gain active support of Project Leads / Process Owners by involving them in project decisions and design

4. Generate awareness across the workforce; gain support for key initiatives; mitigate resistance through knowledge gained

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Communications Playbook

The chart shown on the next page visually depicts these relationships.

Our Goal is to promote a culture of collaboration and transparency, fostering two-way communication channels necessary to engage our workforce.

Understanding the relationships between Plans is important:

Section 1

Main Focus areas …

The 100-Day Plan defines 8 key initiatives requiring immediate action

The NAVSUP Commander’s Guidance for 2007 has 6 strategic focus areas

Together, the 100-Day Plan and NAVSUP Commander’s Guidance for 2007 SUPPORT the CNO’s Guidance …and his 2007 Focus on Execution

Communication Approach

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CNOs Three Priorities

Sustain Combat Readiness Build a Fleet for the FutureDevelop 21st

Century Leaders

NAVSUP Commander’s Guidance Focus Areas

Alignment

Navy Community Support

Global Network Support

Distance Support

Logistics Systems People

100-Day Plan 8 Initiatives

Enhance Stakeholder Outreach *

Warfare & Provider Enterprises *

Warehousing GSIP *

Products & Services *

BRAC

Workforce & Diversity *

Logistics Business Systems *

ERP *

* Messaging Required

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Communication ApproachSection 1

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PHASE PURPOSE ACTION LEVEL OF RECEPTIVITY

AND ACTIVE SUPPORT

TIME FRAME COMMUNICATION PRINCIPLE

One Provide Information to Increase the

Awareness of A Change and

the Need for Change

Communicate NAVSUP Commander’s Vision and Leadership StrategyFor Realizing Organizational Goals

Awareness and Potential Interest

Begin 30 March and ongoing

Timely and Adequate

Information on Change and

Consequences Help Mitigate Stakeholders’

Natural Resistance to Uncertainty

Two Provide Information and Process Feedback to Facilitate Learning and Knowledge

Continue to Deliver Timely and Activity-Based Information Communicate Opportunities for Stakeholders to Provide Feedback and Be Included in Guiding and Influencing the Execution and Results of Strategy

Reflection on Changes versus Personal Risks

and BenefitsGradual Social Trail of

Change

Begin 30 April and ongoing

*** Or as needed per unique needs of

each initiative

Acceptance of Change Increases In Correlation With Chance to Voice Concerns and Receive Honest, Competent and Empathetic Feedback

Three Expand Two-Way Flow of

Information for Informed

Support and Action

Use Multimedia and face-to-face Two-Way Communication to Integrate Information Sharing into the Operational Flow to Enhance Execution of Tactics/Strategies

Genuine Support of or Increased

Understanding of the Need to Support change

and the Command Vision

Initiative dependent *** As needed per unique needs of each initiative

Continuous Meaningful Communication Actively Supports Learning, Progress and Real Change

Three Phased Strategic Approach

Section 1

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Carefully choose the Right Message, Right Messenger and Right Channel

Consider the following:

Communication ApproachSection 1

Managing Communications

• People react based on perceptions (emotionally) rather than facts (rationally).Response: Ensure messages are delivered by trusted, credible sources, and open to discussion

• People become less trusting.Response: Be personally respectful of people’s concerns … they are real to the people expressing them.

• People can process less information when stressed or anxious.Response: Communications must be simplified to accommodate this reduced capacity.

• People have shorter attention spans. Response: Limit presentations to 15 minutes (with three supported key messages) before opening the forum to discussion; limit responses to questions to two minutes (with one supported key message).

• People focus on the negative.Response: Negative interpretations will be attached to all information, both verbal and non-verbal. Deliver three positive messages to balance one negative.

• People ask challenging questions.Response: Listen to questions to identify the underlying concern expressed and respond to that concern.

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Choosing the Right Channel

Section 1

Some examples of Tactical (One-way) and Strategic (Two-way) communication channels are listed below:

One Way Channels• News Releases/Flashes • NAVSUP Messages• Email note from the Commander • Supply Corps Newsletter articles• Base Newspapers• NAVSUP In Brief / In Focus• Posters and Handouts • Web Site • Video News Releases

Two Way Channels• Open Forums • Listening posts (Informal)• Brown Bag Lunches• Modified Information Exchanges• Online Chat events• Informal group discussions• Supervisor’s information Exchange communication network

• Information Kiosks w/SMEs• Discussion Videos

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Communications PlaybookCommunication Approach

Choosing the Right Messages

Section 1

This Playbook contains Corporate Messages suitable for generating awareness and stimulating discussion.

As the 100-Day Plan and the Focus Areas in the 2007 Commander’s Guidance matures, additional messaging based upon concerns and feedback expressed will be developed and provided to leadership and communicators.

Selecting the right messages … will ensure that the information is accurately received and processed by the recipient. Key messages should be based on what the target audience most needs to know, most wants to know, and is most concerned about.

• Relevant - Ensure the information addresses both the needs of the organization AND the concerns of receiving stakeholders.

• Specific - Be Clear, Concise, Brief and Positive. Use Key messages of no more than 8-12 words.

Additional resources on messaging

available on

When Choosing Message Content, it should be:

MyNAVSUP – on the Command Support Tab /

Change Communication

• Paper Presented by Dr. Vincent Covello at the World Health Organization Workshop on Messaging and Risk Communication

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Choosing the Right Messenger

Section 1

• Identify a trusted Subject Matter Expert at each local activity. • Ensure accessibility to all employees. • First line supervisors are considered trusted/credible sources of information to

working level employees.

• Individual who is trusted by a wide audience at all levels of the organization

• Individual who is credible and knowledgeable

• Someone deemed “accessible ,” or approachable to employees

• Someone with a physical on-site presence

• Someone possessing good listening skills

• One who involves project leads, process owners and first line supervisors in the communication process

When Choosing the Right Messenger, consider:

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Managing Feedback

Section 1

• Provide timely responses to feedback

• Avoid letting feedback go unanswered

• Provide personal responses where appropriate

• Provide open responses where appropriate

• Link responses to credible, trusted sources

When managing Feedback

Promote Collaboration - Encourage Feedback - Adjust communication based upon Feedback.

Feedback Tools: Formal and Informal Surveys - web-enabled responses - communication feedback cards - functional email boxes - face-to-face interaction.

Feedback Mechanisms

Currently In Place• Feedback links on Public Web

and MyNAVSUP• email boxes to OCC

[email protected]

Lean Six Sigma:[email protected]

ERP: [email protected]

BRAC:[email protected]

• Electronic and hard-copy opinion surveys

• Question boxes (paper copies)• Face to Face (in person/online

chat/VTC)

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Measuring Our Success

Section 1

Metrics will:• Assess reliable data through formal/informal feedback mechanisms. • Show to what extent messages are being received, embraced and acted upon. • Promote communication course adjustments.• Use a combination of informal/formal methods to validate communication effectiveness.

Measurement Area Methods UsedLevel and Source of Awareness Intercept Interviews (using consistent Interview Guide)

Random telephone Interviews

Level of Knowledge (determine Intercept Interviews for focused target groupsability to explain the issue) Focus Groups (professional facilitated)

Random Surveys (electronic or print)

Understanding (determine Information Exchange (modified)Attitudes/beliefs, level of support) Listening Posts

On-line ChatsWeb casts or similar discussions

Acceptance (considered an indirect Skills testing (if applicable)communication metric due to number Promotion/Retention rates (if applicable, i.e. People/ of outside variables) Diversity issues)

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Communications PlaybookThe Messages

Section 2

Using MessagesSECTION 2

In This Section

Organizational Messaging

• Diagram overview

• Detailed outlines for Key Messages

Messaging facilitates message alignment and consistency. This section contains Organizational Messages suitable for communication with all stakeholders (Internal and External).

Key Communication guidelines:1) Be concise – Use 3 Key messages, with no more than 2-3

Supporting Facts2) Be Clear – Simple Language, 8-12 words per Key Message3) Be Brief – Limit presentations to 15 minutes4) Avoid negatives – words like No, Not, Never, Nothing, None

Responding to Tough Questions1) Convey respect for the concerns 2) Provide 1 Message that responds to question (7-12 Words,

positive3) Provide Two supporting Facts (choose from message maps)4) Repeat Message in exactly same words as Step 25) Describe future actions (as appropriate)

UsingTHREE levels

of THREEbrings substance and credibility to your message

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Key Message 1

NAVSUP Commander’s Guidance is tied directly to CNO’s

Guidance for 2007

SF1CNO’s 3 Top Priorities focus on a changing environment

Sustain Combat Readiness– improve core capabilities, balance present/future needsBuild Fleet for Future– develop strong partnershipsDevelop 21st Centy. Leaders- Dev culture embracing diversity

Key Message 3

Focus Areas are supported by long-term Initiatives with key

short-term Objectives

Key Message 2

Commanders’ Guidance contains six strategic focus areas with

clearly defined end states

SF1We assign responsibility and accountability to each initiative

SF1Each Focus Area relates to one or more CNO’s Priorities

Key Message Diagram

Several focus areas linked to Sustaining Combat Readiness & Building Fleet for Future Logistics Systems focus is a key enablerPeople focus ties to Develop 21st Century Leaders

Sr. leaders will champion objectives and initiatives

Each objective has a completion date

Emphasis on collaboration – partnering for success

SF2Logistics systems must adapt to meet changes at global level

Reducing costs, buildg. a culture of efficiency (L6S)Standardize supt. where appropriate across FREERP update/adapts business processes & info. systemsConsistent/reliable service levels for new CONOPS across theaters

SF3Culture & behaviors must change to support the Navy Enterprise framework

Projecting logistics support from shore infrastructureWorkforce development plans to meet future needsEmbrace changes to reflect global diversity in workforce

SF2Eight key initiatives are detailed in the 100 Day Plan

SF2Each Focus has clearly defined end state w/ best business practices

Focus Areas are long term efforts - will continue & adjustMeasured annually & adjusted to Navy RequirementsCustomer-focused, based on best Navy value

Ref. the eight InitiativesProgress closely trackedDeserve special attention – require immediate actionSome new efforts; Some existing efforts need to be accelerated

SF3These will change the way we do business

SF3Each Focus Area has initiatives to achieve that end state

Alignment - Bus. Processes optimized across WE/ProvidersGlobal Support Network - give consistent/reliable supt across theatersDistance Supt – Project supt from shore infrastructureNavy Community Supt – QOLLogistics Systems – ERP, ITPeople – diverse, operational military & civilian Workforce

Leadership meet w/teams to ensure progress Two-way communication foster innovation, collaborationFirst-line supervisors key role interface w/employees & leadership to ID add’l customer reqmts, concerns, improvements

Use this diagram as a quick reference tool, providing key words to select Supporting Facts and Proof Points supporting your Key Messages. For complete understanding of the contents, please see the detailed Outlines for each Key Message.

Section 2

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Key Message 4

Eight Initiatives require immediate action within first

100 days

SF1NAVSUP leadership, w/ stakeholder input, have formulated eight initiatives

These address key customer & stakeholder concerns

Eight initiatives:Align w/Warfare Enterprises & FREPartner for BRAC ExecutionAccelerate preps for ERP implement.Understand costs & value of our P&SAccelerate Global Warehouse & Storage (GSIP)Complete Workforce & Diversity plansDevelop NAVSUP Strategy for Logistics Business SystemsEnhance Stakeholder Outreach

Key Message Diagram

SF2Initiatives are linked to CNO’s Top 3 Priorities & NAVSUP Commander’s Guidance

Implementation responds to challenges from new customer platforms & CONOPS

Initiatives will improve our performance Initiatives will strengthen our relationships

with our customers

SF3These initiatives are NAVSUP top priorities and make up the 100-Day Plan

Each initiative has a desired outcomeEach initiative has an action plan to realize

desired end stateNAVSUP has assigned senior leaders to

each initiative

Use onlyTHREE KEY MESSAGES

at any one time.

A combination of any three key messages or three supporting

facts is preferred.

Section 2

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Communications PlaybookKey Messages

Section 2

Key Message 1: NAVSUP Commander’s Guidance is tied directly to CNO’s Guidance for 2007

Supporting Fact 1: The CNO has outlined three top priorities that focus on a changing logistics environment

Proof Point 1: Sustaining Combat Readiness: Warfighting … improving core capabilities and balancing present and future needs

Proof Point 2: Building a Fleet for the Future: Building Strong Partnerships … develop and sustain international partnerships to enhance our common security

Proof Point 3: Develop 21st Century Leaders: Diversity … promote and engender a culture that embraces our diversity

Supporting Fact 2: We must adapt the logistics system and business operations to meet the needs of a changing global environment

Proof Point 1: Through tools like Lean Six Sigma, NAVSUP is reducing costs and building a culture of efficiencyProof Point 2: We will standardize support where appropriate across the Fleet Readiness Enterprise (FRE) through

collaboration with other providers Proof Point 3: Navy ERP will enable us to update and adapt our business processes and information systems, combining

legacy systems Proof Point 4: We must provide consistent and reliable levels of service for new Navy and joint operational concepts and

mission areas across all combat theaters

Supporting Fact 3: We must change our culture and behaviors to support the changing framework of the Navy Enterprise

Proof Point 1: We must develop ways to project logistics support to afloat, expeditionary and ashore units from a streamlined “operationalized” shore infrastructure

Proof Point 2: Workforce development plans will focus on skills and capabilities our workforce will need to meet future requirements

Proof Point 3: We must embrace changes to reflect the diversity of the world in our workforce

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Section 2

Key Message 2: Commander’s Guidance contains six strategic focus areas with clearly defined end states

Supporting Fact 1: Each Focus Area directly relates to one or more of the CNO’s Top Priorities

Proof Point 1: Several NAVSUP Focus Areas are linked to Sustaining Combat Readiness and Building a Fleet for the Future

Proof Point 2: NAVSUP’s Focus on Logistics Systems is a key enabler. Proof Point 3: NAVSUP’s People Focus Area ties directly to CNO’s Diversity and Developing 21st Century Leaders

Supporting Fact 2: Each Focus Area contains a desired end state that is clearly defined and focuses on establishing best business practices

Proof Point 1: Focus Areas are long-term efforts and will continue and adjust to emerging fleet requirements Proof Point 2: Focus Areas and initiatives will be measured annually and adjusted based on evolving Navy requirements Proof Point 3: Focus Areas are customer-focused, aimed at a culture of collaboration and transparency for best Navy

value

Supporting Fact 3: Each Focus Area contains specific initiatives that enables achieving a successful end state

Proof Point 1: Alignment to desired end state: Business processes are optimized, and where appropriate standardized, across all Warfare Enterprises and Provider Domains

Proof Point 2: Global Support Network desired end state: Logistics support is agile, quickly scalable…with standard processes and consistent and reliable service across all theaters of operation

Proof Point 3: Distance Support desired end state: Logistics support is projected to afloat, expeditionary and ashore units from a streamlined operationalized ashore infrastructure

Proof Point 4: Navy Community Support desired end state: Quality of Life services leverage joint service investments and cooperative efforts

Proof Point 5: Logistics Systems desired end state: Modern, flexible and secure IT is aligned with Command Priorities and compliant with prevailing architectures and standards

Proof Point 6: People desired end state: A diverse, operationalized total force of military, civilians and contractors, seamlessly works together to support joint and Navy missions

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Section 2

Key Message 3: Focus Areas are supported by Long-term Initiatives with Key Short-term Objectives

Supporting Fact 1: Our management approach assigns responsibility and accountability to each initiative

Proof Point 1: Senior leaders have been identified to champion designated Objectives and InitiativesProof Point 2: Each objective has a completion date Proof Point 3: Emphasis on collaboration - some objectives require partnering to achieve maximum success

Supporting Fact 2: Eight key Initiatives are addressed in detail in the 100-Day Plan

Proof Point 1: 100-Day initiatives: 1) Align with the Warfare Enterprises and Fleet Readiness Enterprise; 2) Partner for Base Realignment and Closure Execution; 3) Accelerate Preparations for ERP Implementation; 4) Understand the Costs and Value of our Products and Services; 5) Accelerate Global Warehouse and Storage (Global Shore Infrastructure Plan (GSIP)); 6) Complete Workforce and Diversity Plans; 7) Develop Strategy for Logistics Business Systems; 8) Enhance Stakeholder Outreach.

Proof Point 2: Progress in each area will be closely trackedProof Point 3: These eight Items were singled out as deserving special attention and immediate actionProof Point 4: Some are new efforts that need a kick-start; others are existing efforts which need to be accelerated

Supporting Fact 3: These initiatives will change the way we do business.

Proof Point 1: Leadership will meet with their teams to better define products and services, support ERP implementation, and enhance stakeholder outreach.

Proof Point 2: Two-way communication will foster innovation, encourage feedback and enhance collaboration.Proof Point 3: First-line supervisors will play a key role interfacing with employees and leadership to better understand

NAVSUP customer requirements, concerns, and need for improvements.

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Key Messages

Section 2

Supporting Fact 1: NAVSUP Leadership, with stakeholder input, have formulated eight initiatives

Proof Point 1: These eight initiatives address key concerns of our customers and stakeholdersProof Point 2 : Initiatives are: 1) Align with Warfare Enterprises and FRE

Proof Point 3: 2) Partner for BRAC Execution; Proof Point 4: 3) Accelerate Preparations for ERP implementation; Proof Point 5: 4) Understand costs and value of our P & S; Proof Point 6: 5) Accelerate Global Warehouse & Storage (GSIP);

Proof Point 7: 6) Complete Workforce & Diversity Plans;Proof Point 8: 7) Develop NAVSUP Enterprise Strategy for Logistics Business Systems;

Proof Point 9: 8) Enhance Stakeholder Outreach

Supporting Fact 2: Our initiatives are directly linked to the CNO’s top three strategic priorities and our NAVSUP Commander’s Guidance

Proof Point 1: Implementation responds to emerging challenges from customers’ new platforms and operational concepts

Proof Point 2: We have eight initiatives to improve performanceProof Point 3: These initiatives will strengthen our relationships with our customers

Supporting Fact 3: These Initiatives are top priorities for NAVSUP and make up the 100-Day Plan

Proof Point 1:Each initiative has desired outcomeProof Point 2: Each initiative has an action plan to realize the desired end stateProof Point 3: NAVSUP has assigned senior leaders to each initiative

Key Message 4: Eight Initiatives require immediate action within first 100 Days

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Communications PlaybookCommunication Products

Section 3

SECTION 3

In This Section• Overarching

Presentation

• Brochure

• Handout poster

• Large Posters

This section contains products to support Leadership communications including:

PresentationBrochurePosters

Throughout this communication campaign additional products will be added to support communication of the 100-Day Plan and Commander’s Guidance for 2007

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Handout side 1

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Handout side 2

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Communications PlaybookAvailable Resources

Appendix

CNO Guidance for 2007

NAVSUP Commander’s Guidance for 2007and 100-Day Plan Memohttps://www.navsup.navy.mil

on MyNAVSUP – Commander’s Corner

Available Resources

… at http://www.navy.mil/features/CNOG_2007.pdf

Additional Change Communication Backgroundhttps://www.navsup.navy.mil

on MyNAVSUP – Command Support Tab

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Communications PlaybookAdditional Information

Appendix

2007 NAVSUP Commander’s Guidance focus areas …

Sustain Combat Readiness

Build a Fleet for the Future

Develop 21st

Century Leaders

Logistics Systems

Logistics support is projected to afloat, expeditionary and

ashore units from a streamlined “operationalized” ashore

infrastructure

People


Distance Support

Global Support Network

Alignment

Business processes are optimized, and where appropriate standardized, across all Warfare Enterprises and Provider Domains

Logistics support is agile and quickly scalable…with standard

processes and consistent service across all theaters of operation

Modern, flexible and secure IT is aligned with command

priorities and compliant with prevailing architectures and

standards

Quality of Life services leverage Joint service

investments and cooperative efforts

A diverse, “operationalized,”total force of military, civilians

and contractors, seamlessly works together to support Joint

and Navy missions

CNO Guidance

NAVSUP Strategic Focus Areas

Sustain Combat Readiness

Build a Fleet for the Future

Develop 21st

Century Leaders

Logistics Systems

Logistics support is projected to afloat, expeditionary and

ashore units from a streamlined “operationalized” ashore

infrastructure

People


Distance Support

Global Support Network

Alignment

Business processes are optimized, and where appropriate standardized, across all Warfare Enterprises and Provider Domains

Logistics support is agile and quickly scalable…with standard

processes and consistent service across all theaters of operation

Modern, flexible and secure IT is aligned with command

priorities and compliant with prevailing architectures and

standards

Quality of Life services leverage Joint service

investments and cooperative efforts

A diverse, “operationalized,”total force of military, civilians

and contractors, seamlessly works together to support Joint

and Navy missions

CNO Guidance

NAVSUP Strategic Focus Areas

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Appendix

100 Day Action Plan Priorities

Align with the Warfare Enterprises and Fleet Readiness Enterprise (FRE) - Lead SUP 03: The Navy is reorganizing support into Warfare Enterprises collectively known as the Fleet Readiness Enterprise (FRE.) The FRE consists of six Warfare Enterprises: the Naval Aviation Enterprise (NAE), Surface Warfare Enterprise (SWE), Undersea Enterprise (USE), Navy Expeditionary Combat Enterprise (NECE), Naval NETWAR/FORCEnet Enterprise (NNFE), and Navy Special Warfare Enterprise (NSWE). Each Warfare Enterprise has a Fleet command that serves as the single process owner (ex. Commander Naval Air Forces for the NAE) responsible for identifying, delivering and optimizing all warfighting capabilities across the Navy for their Enterprise. The emphasis is on delivering readiness at reduced cost. As a key provider supporting these enterprises, we need to align our metrics and goals with theirs and continually seek ways to improve performance at reduced cost.

Partner for Base Realignment and Closure (BRAC) Execution - Leads NAVICP and COMFISCS: The BRAC recommendations are law. We must work with a spirit of cooperation and foster an environment of collaboration with our partners to make these initiatives a reality. In our planning to realign warehousing and distribution operations, or transfer the responsibility for procuring Depot Level Repairables, or implementing a new maintenance support structure for aviation items, or establishing the infrastructure to facilitate Joint Basing, it is imperative that we work closely and collaboratively with DLA, other services and other Navy activities to successfully implement the decisions resulting from BRAC 2005. The savings generated from these changes are a necessary and important part of financing the Navy of the future. We must make BRAC successful.

Accelerate Preparations for Enterprise Resource Planning (ERP) Implementation - Lead SUP E: We have a big challenge in front of us. Much of the work we do involves the use of our legacy computer systems. These systems are based on a sixties-era programming language called COBOL that is becoming increasingly difficult and expensive to maintain. The people with the expertise in these systems or COBOL, in general, are becoming harder and harder to find. ERP will not only replace our old legacy IT systems but will also afford us an opportunity to improve our business practices - reengineered business processes, CFO compliance, and the integration of financial, supply chain, acquisition and intermediate maintenance functionality. It is imperative that we implement ERP successfully. It will take all of us working together to get this right. I expect your full support.

Excerpt from 100-Day Plan Initiatives … Message from the Commander …

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Appendix

Understand the Costs and Value of Our Product and Services - Lead SUP 01: CNO has made it clear that the Navy needs to understand and reduce the costs of delivering all its Products & Services, whether the costs are for material or people. Last year’s PR09 exercise mapped all military and civilian billets to a product, a function and a customer. Contractor costs will be mapped this year. This mapping will serve as the baseline that will allow us to examine the cost of providing a product or service, performing a function or supporting a customer and will give us a cost transparency that we’ve never had before. We must be able to articulate the value we deliver in each of our products and services and aggressively look for opportunities to provide solutions to problems and reduce costs.

Accelerate Global Warehouse & Storage (Global Shore Infrastructure Plan GSIP) - Lead COMFISCS: We have already begun working with Commander, Navy Installations Command (CNIC) and Naval Facilities Engineering Command (NAVFAC) to look at the 63 million square feet of warehouses that Navy currently maintains. We will work with these Navy commands to determine how much material needs to be stored and how much warehouse space we need. It is an important opportunity to reduce our footprint and associated maintenance costs.

Complete Workforce and Diversity Plans - Lead SUP 03: In his 2007 Guidance, CNO states that diversity is “A strategic imperative for the U.S. Navy.” This is the perspective we need to keep in mind. The link between diversity and future success is clear. With a large percentage of our civilian personnel nearing retirement age, we have an unprecedented opportunity to influence the make-up of our workforce now and in the future. We must develop a strategy to ensure we have the people with the necessary skills to operate in the 21st century workplace. We also need to utilize the unique capabilities and talents a diverse workforce offers. Diversity engenders new and different ideas and perspectives and is a productivity multiplier for the future. We must ensure that we take this opportunity to recruit and develop a skilled and diverse workforce.

Develop NAVSUP Enterprise Strategy for Logistics Business Systems - Lead CIO: Even as we move to ERP to replace our primary supply systems, there are still a large number of systems used by NAVSUP and by the Fleet customer that will not be replaced. We must take a leadership role in determining the best mix of business processes and information systems to make it easy for customers to deal with the supply system and to do so in a consistent, seamless way.

Enhance Stakeholder Outreach. Know your customer - Lead SUP 03: To be successful, any large business enterprise must be in touch with and understand the needs of its customers. Our basic business performance has never been better and is valued by the Fleet. We must continue to be agile and adjust our service delivery as our customers’ requirements change.

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