NAVFAC MIDLANT

NAVFAC Southwest CONOPS Alignment, Core & IPT Integration

IPT Update and All HandsDecember 7, 2017

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Agenda

• CO Opening Remarks and background• OPS Review of Organization• DOPS Review of Implementation• Q&A• CO Closing Remarks

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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

Ø IPT Construct- From “hardwired structure” to teaming- Increase agility, technical competency,

and mentorship- Position organization for the future

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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

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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.)

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Proposed SW OPS Organizational Chart

OPS Officer

Ops Staff

Deputy OPS Officer

Desert AOPS Coastal AOPS Marine Corps AOPS

PWD El Centro PWD Point Loma

PWD Coronado

PWD Fallon

PWD Reserves

PWD Ventura County

PWD Monterey FEAD MCRD

PWD Lemoore PWD Seal Beach

PWD San Diego

FEAD Barstow

FEAD MCAS Camp Pendleton

FEAD Bridgeport

FEAD Miramar

FEAD Camp Pendleton

Capital Improvements (CI)

Environmental (EV)

Asset Management (AM)

Public Works (PW)

Production Officer (MIL) PMs

(CI)

Supv PM

PMs(CI)

PWD China Lake

FEAD 29 Palms

FEAD Yuma

Desert Deputy AOPS Coastal Deputy AOPS Marine Corps Deputy AOPS

Supv PM

PMs(CI)

ROICC TravisNote: Shift of PWD Ventura County to Desert AOR and Seal Beach to Coastal AOR

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SW Capital ImprovementsOrganizational Chart

CostFP

CivilElec.Mech.

Struct.

Arch.

CI BLL

CI 5CI 4CI 3

Design Production Director

CI41Arch. Branch Head/TDC

CI42Struct. Branch

Head/TDC

CI43Mech. Branch

Head/TDC

CI44Elec. Branch Head/TDC

CI45Civil Branch Head/TDC

CI46Fire Prot. Branch

Head/TDC

CI47Cost Branch Head/TDC

Arch. Supv. Mech. Supv. Elec. Supv. Civil Supv.

Community / QA Director

StaffGS-15 Management

GS-14 Supervisory

GS-13 Supervisory

GS-12/13

CO

LOR

KEY

Supported functions

CI Acq Readiness Director

PM TDC

Program Managers

Program Analysts

Admin

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.

OPS / DOPS

AOPSDAOPS

CI Project Managers

CI PM Supv.

CI PM Supv.

CI Project Managers

CI Project Managers

AOPSDAOPS

AOPSDAOPS

OPCON/ADCONDirect Support

Staff Staff

Interior Design Supv.

Interior Design

Landscape Design

CMs

Scheduler

Systems Acceptance

Community Mgmt

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SW EnvironmentalOrganizational Chart

OPS/DOPS

EVBLL

EV1 CompliancePC

EV2 NEPA/NR/CRPC

EV24 (USMC)

PMs

EV25 (Desert)

PMs

EV26 (Coastal)

PMs

EV3 RestorationPC

EV34 (USMC)

PMs

EV35 (Desert)

PMs

EV36 (Coastal)

EV4 Res & Assessment

PMs

GS-15 Management

GS-14 Supervisory

GS-13 Supervisory

GS-12/13

CO

LOR

KE

Y

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 Coordinator5. 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

AOPS/ DAOPSAOPS/ DAOPS

AOPS/ DAOPS

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SW Asset ManagementOrganizational Chart

ASSET MANAGEMENTBUSINESS LINE LEADER

AM4ASSET UTILIZATION PRODUCT LINE LDR

AM 2/3FACILITY PLANNINGPRODUCT LINE LDR

AM 2 COASTALPRODUCTION

COORDINATOR

PLANNING

CPLO

AM 2 DESERTPRODUCTION

COORDINATOR

AM 2/3/4COMMUNITY

MANAGEMENT

AM 4 REAL

PROPERTY OFFICER

AM 4GRC SME

AM 2 MARINE CORPSPRODUCTION

COORDINATOR

GIS PLANNING PLANNING

ADA SME ADA SME

GS-15 Management

GS-14 Supervisory

GS-13 Supervisory

GS-12/13

CO

LOR

KEY

Supported functionsNotes: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.

AM1/5REAL ESTATE/PPV

PRODUCT LINE LDR

OPCON/ADCON

Direct Support

AOPS/ DAOPSAOPS/ DAOPS

AOPS/DAOPS

OPS/DOPS

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Southwest AcquisitionOrganizational Chart

ACQ SLL

ACQ4

Environmental

ACQ3

Capital Improvements

ACQ2

Public Works

ACQ1

People &

Processes

OPS/DOPS

AOPS/DAOPS

USMC & JSF

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

Navy & Air

ForceFMFS UEM Field

Support

Claims

El Centro

Monterey

San Diego

Point Loma

Ventura

Seal Beach

29 Palms & Bridgeport

CPEN & MCAS CPEN

Coronado & Coastal C

China Lake

Barstow

Miramar & MCRD

Yuma

Travis

Lemoore

Fallon

EV 3

(Restoration)

EV 1,2, & 4

(Compliance &

Conservation)

BRAC

Team Supervisors serve

as Production Controllers

GS-15 Management

GS-14 Supervisory

GS-13 Supervisory

GS-12/13

CO

LOR

KEY

Supported functions

OPCON/ADCON

Direct Support

FOCAS

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PM

Sample Project Team

GS-15 Management

GS-14 Supervisory

GS-13 Supervisory

GS-12/13

CO

LOR

KEY

Supported functions

OPCON/ADCON

Direct Support

CI41 Arch

CI42 Struct

CI43 Mech

CI44 Elec

CI45 Civil

CI46 Fire Prot

CI47 Cost

Landscape Design

Interior Design

EV34 USMC

EV35 Desert

EV36 Coastal

EV3 Restoration PC

Planning

ADA SME

AM2 Coastal PC

AM2 Desert PC

AM2 USMC PC

AM 2/3 Facility Planning

PLL

PM Supv.(CI)

PM (CI)

EV1 Compliance PC

EV2 NEPA/NR/CR PC

EV24 USMC

CI3

CI 4

Design Prod Director

PM TDC / Program Mgr

EV25 Desert

EV26 Coastal

OPS/DOPS

CI BLL EV BLL AM BLL ACQ 4Environmental

ACQ 3Capital Improvements

Navy & Air Force

USMC & JSF

PW/FEAD CS

PW/FEAD CS

EV 1,2,&4 (Compliance & Conservation)

EV 3 (Restoration)

ACQ SLL

AOPS/DAOPS

PM

PMPM

PMPM

PMPM

PMPM

PMPM

Planning

ADA SME

Planning

ADA SME

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HQ CI BLL / MILCON

FEC CIBL, CI3, OPS

AOPS / DAOPS

CI PMDesign

Production Director

Lead Branch Head

Design Manager

Discipline Branch Heads

Virtual Teams

Established

MILCON – Work Flow

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PWD WIB AOPS / DAOPS

CI PM (if required)

Design Production

DirectorLead Branch

HeadDesign

Manager

Discipline Branch Heads

Virtual Team Established

Non-MILCON SRM – Work Flow

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Plan Summary

Plan consolidates AM, CI, EV, ACQ, BD & Safety

• Coastal IPT– Bldg 291, NBSD– Spaces going to CI

• Marine Corps IPT– 3rd Flr, Bldg 1, Broadway– Spaces going to EV

• Desert IPT– Bldgs 129, 130 and 131, 1220 Pacific Highway– Spaces going to CI and AM

Initial Operating Capability (IOC)

01APR18

Final Operating Capability (FOC)

30APR18

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NBSD B291: CI Design

• Opportunity exists using current NAVFAC Southwest space– 32nd Street, Bldg. 291:

• CI Architectural, Civil, Structural, Mechanical, Electrical, Landscape Architectural

• CI4 Product Line Coordinator, CI4 Design Production Director

All of CI engineering except fire protection, cost & interior design in one building

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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

Consolidates EV in one building

CI Interior Design (existing, add 2 stations)

PWD Reserves TeamCI Fire Protection, CI5 (Construction)

EV2, EV3, ACQ EV (coming from IPT’s)

Interior Design (existing)

Environmental, ACQ EV (existing, no change)

FL 1

Mezzanine

FL 3

FL 5VariousExisting

123

7622

3

87

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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)

AM and most of ACQ consolidated in 1220 Compound

ACQ1, ACQ3

FL 2

FL 1

AM1 (real estate) AM4 (asset utilization)

CI BLL, CI3 & CI5 PLCs

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40

46

3

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1220 Complex: Functional Consolidation

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34

30

29

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– 1220 Complex, Bldgs. 128, 129, 130, 131 & 132:• Bldg. 132: ACQ2 (Public Works FMFS & UEM), IG

• Bldg. 131: CI3 (PgM Mgmt), CI Cost, CI4 Community & QA, CI4 AQ Readiness

• Bldg. 130: AM2 (facility planning)

• Bldg. 129: AOPS, DAOPS, CI PMs

• Bldg. 128: BD Staff (BD, Deputy, HRO remain in Bldg. 127), AM5 (PPV), Safety

AOPS, DAOPS & CI projects managers consolidated into one building

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LANT Plan of Action & Milestones

CRITICAL PATH ACTIONS COMPLETION

Final Report with POAM May 2017

Coordinated w/ HQ BL/SL & CMO June 2017Community Detailed Organizational Designs August 2017

Provision of FEC Co-location Plans/ROM Costs October 2017

Community PD Changes October 2017LANT Review/Approval of Co-Location Plans October 2017

FEC PMB Approval of Org Changes November 2017

Ech III PMB Approval of Org Changes December 2017Union Notifications November 2017

Union Negotiations (I&I) December 2017

MAXIMO/ieFACMAN CCB Modifications January 2018FEC 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 2018TWMS Routing Updates (PRM, IPMS, RPA Tracker) April 2018

Supervisory Assignment Updates (TWMS, DCPDS) April 2018

SLDCADA Org Updates April 2018MAXIMO Update WI / ieFACMAN Data Migration April 2018

FEC Collocation of Personnel (FOC) Date is FEC specific

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Updates to LANT Commander every 60-days - first update week of 04DEC

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SW Detailed POA&MFEC PROGRESS

ID Task Task Name Duration Start Finish BL/SL WASHINGTON MIDLANT SOUTHEAST SOUTHWEST1 Deliverables 3/4 Drafted and Submitted 20 days 3/20/17 4/14/17 x x x x2 Review by Stakeholders 7 days 4/17/17 4/25/17 x x x x3 Final Report of Recommended Actions 14 days 4/26/17 5/15/17 x x x x4 Decision by NAVFAC Leadership 21 days 5/16/17 6/13/17 x x x x5 Prepare OF-8 Updates for OPS positions 14 days 6/14/17 7/3/17 BD Waiting on HQ/ LANT 11/22/2017 TBD6 FECs finalize Table 30 changes for Operations 21 days 6/14/17 7/12/17 BD Waiting on HQ/ LANT x 11/17/177 FECs identify work/cost center changes for Operations 14 days 7/13/17 8/1/17 OPS Waiting on HQ/ LANT 11/29/2017 11/1/178 BL/SL Finalize Organizational Plans 45 days 6/14/17 8/15/17 BL/SL 10/21/2017 x x x9 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 11/24/1711 FECs finalize Table 30 changes for BL/SLs 21 days 8/16/17 9/13/17 BD Waiting on HQ/ LANT x 11/17/1712 Develop Communication Plan 75 days 6/14/17 9/26/17 PAO x x x x13 Prepare OF-8 Updates for BL/SL Positions 30 days 8/16/17 9/26/17 BD Waiting on HQ/ LANT 11/22/2017 11/15/1714 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 11/1/1715 BL/SL PD Changes 45 days 8/16/17 10/17/17 BL/SL Waiting on HQ/ LANT 11/22/2017 11/30/1716 FECs Provide Co-Location Plans as Required 45 days 8/16/17 10/17/17 OPS x x x x17 Develop Revised Org Charts 45 days 8/16/17 10/17/17 BD x x 9/29/2017 x18 FEC FM builds any new BL/SL workcenters 14 days 10/4/17 10/23/17 FM 2/21/2018 11/24/1719 FEC Union Notification(s) Changes 16 days 10/18/17 11/3/17 BD 11/15/201720 Launch Communication Plan - Phase 1 - Intent, Pre-Decisional on final details 30 days 9/27/17 11/7/17 PAO x x x x21 Develop NAVFAC Portal Updates by FEC 60 days 8/16/17 11/7/17 CIO22 FEC PMB Approval of BL/SL Org Changes 30 days 10/18/17 11/28/17 VICE 10/24/201723 Provide specs for Team (Maximo and eProjects) changes 90 days 8/16/17 12/19/17 PW & CI 11/22/201724 ieFACMAN - Develop and test modifications 30 days 8/16/17 12/19/17 CIO 11/22/201725 Draft FM eSystem Updates (WC, Routing, etc.) 90 days 8/16/17 12/19/17 FM26 Union I&I FEC Instructions 57 days 11/4/17 12/31/17 BD 1/17/201827 Prepare Mass Update for HR Data Elements 30 days 11/29/17 1/9/18 BD28 Prepare RPAs for reassignments 30 days 11/29/17 1/9/18 BD29 ECH III PMB Approval of Changes 30 days 11/29/17 1/9/18 VICE30 Develop Updates for FEC Instruction and Policy 120 days 8/16/17 1/30/18 VICE31 Provide specs for Office (eContracts) changes 30 days 12/20/17 1/30/18 AQ32 DoD Review of Union Agreement 30 days 1/1/18 2/1/18 BD33 ieFACMAN - Production Env Changes 1 day 2/21/18 2/27/18 CIO34 Issue Revised Org Charts (FEC portal, etc.) 5 days 2/21/18 2/27/18 BD35 ieFACMAN Data Migration 5 days 2/28/18 3/6/18 CIO36 Maximo - Develop and test modifications 30 days 2/21/18 3/12/18 PW & CI37 Deploy Portal Updates 14 days 2/21/18 3/12/18 CIO38 Launch Communication Plan - Phase 2 - Details of Implementation 15 days 2/21/18 3/13/18 PAO39 BMS Updates - Draft 150 days 8/16/17 3/13/18 BL/SL40 Process RPAs for reassignments 21 days 2/21/18 3/21/18 BD41 OCHR Process Mass Update of Data Elements and OF-8 Updates 7 days 3/14/18 3/22/18 BD42 BMS Updates Launch 7 days 3/14/18 3/22/18 BL/SL43 FM deletes old OPS or BL/SL Workcenters 14 days 3/22/18 4/10/18 FM44 FEC Email Distribution Lists Updates 14 days 3/22/18 4/10/18 CIO45 DTS Routing Updates 14 days 3/22/18 4/10/18 BD46 SLDCADA Org Updates 14 days 3/22/18 4/10/18 FM47 Supervisory Assignment Updates - TWMS, IPMS 14 days 3/22/18 4/10/18 BD48 TWMS Routing Updates (PRM/IPMS/RPA Tracker) 14 days 3/22/18 4/10/18 BD49 DCPDS Routing Updates 14 days 3/22/18 4/10/18 BD50 Issue FEC Instruction Updates 5 days 4/4/18 4/10/18 VICE51 Maximo - Production Env Changes 1 day 12/20/17 4/24/18 PW & CI52 FM System Updates - Production 45 days 2/21/18 4/24/18 FM53 FEC Share Drive Updates 14 days 4/11/18 4/30/18 CIO54 TBD - IPMS Plan Closeout / New 30 days 3/22/18 5/2/18 BD55 Misc. Updates - Telework, ESAMS, OGE450 30 days 3/22/18 5/2/18 OPS56 FEC Completes Moves for Co-Location of Personnel 180 days 2/21/18 10/30/18 OPS

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Transition Team

• First priority is administrative tasks to meet POA&M• Second priority will be development of work flow processes• Team members:

o OPS: Martin Smith, Leado IPTs: Chris Parry, Coastal

Earl Estrella, Marine CorpsEileen Dsouza, Desert

o CI: Jennifer Llamaso EV: Kathie Beverlyo AM: Amy Chevaliero ACQ: Carlos Donadoo BD: Cindy Ludwigo FM: Joleen Robinsono HR: Elise Magsarilio CIO: Marc Santos

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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

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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?

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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?

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CO’s Final Thoughts