MANPOWER AND PERSONNEL

VISION OF THE FUTURE

 

Principal Functional Area

DISTRIBUTION

 

I. EXECUTIVE SUMMARY

 

For many years the U.S. Navy personnel distribution process has relied on what is routinely referred to as the "Triad of Detailing" in an effort to ensure that the right person goes to the right billet (requirement) on time and with the proper training. This triad of detailing consists of three distinct functions under the titles of Allocation, Placement and Assignment (or more specifically, detailing). While each performs a specific function, elements of each directly influence the performance or outcome of the others.

 

Functionally, this Triad of Detailing applies equally to both officer and enlisted personnel distribution. On closer scrutiny, one finds subtle programmatic differences which tend to translate into a few significant process variances. Most notable are the differences between officer and enlistment placement and the tendency of officer detailers to "batch" detail. Officer distribution is considerably more "hands on", due in large part to nothing more than community size (60,100 officer versus 376,000 enlisted). In officer placement, routine interaction occurs between an activity and BUPERS to ensure that officer vacancies are filled on time and with the best "qualified" officers. Enlisted placement on the other hand relies heavily on "system" generated vacancy listings and placement is normally only involved when unexpected personnel losses occur. Recent chief petty officer placement initiative is very similar to officer placement. Officer detailers and enlisted detailers perform essentially the same tasks in the day to day assignment process. Officer detailers however tend to look at several officer candidates and numerous vacancies and attempt to make a "best match" for all officers and vacancies while the enlisted detailers tend to follow a more "sequential" method of making assignments, essentially, first come, first served.

 

The purpose of allocation is to equitably spread available personnel to existing requirements. Officers allocation is also used to develop the Navy Manning Plan - Officer, which is basically an established manning level for each activity. For example, all ships, submarines and aircraft squadrons have a target manning of 100%; meaning that all billets will be filled with the appropriate designator and grade of officer called by the requirement. Thus the NMP-O for these activities is 100%. The remaining inventory is then evenly apportioned over the remaining activities, each category being given a target manning percentage through NMP-O. Enlisted allocation attempts to evenly spread available personnel between sea and shore duty and between the four Manning Control Authorities (MCAs). Enlisted allocation does not dictate manning level percentages. The Officer Distributable Projections System (ODPROJ) and Enlisted Distributable Projections System (EDPROJ) are the principal tools used in the allocation process.

 

Placement monitors the manning of the various activities. In so doing, placement officers are considered the activity's advocates. The most distinct difference between officer and enlisted placement was discussed above. The responsibility here for both, is clearly on ensuring the activities are manned with the right individual, on time and with the correct training. For officers billet information from the Total Force Manpower Management System (TFMMS) and personnel information from the Officer Assignment Information System (OAIS) are used extensively in conducting the placement function. For enlisted placement the Active Readiness Information System as well as the Enlisted Assignment Information System (EAIS) are the principal information systems used.

 

The assignment leg of the triad is most frequently referred to as detailing. The detailers, whether officer or enlisted, are generally considered the member's advocate. Especially in the case of officer detailing, the assignment officer typically strives to ensure his constituent is assigned to billets of ever increasing responsibility, whether at sea or ashore. This is also true in enlisted detailing when the member reaches the more senior paygrades, typically first class petty officer (E-6) and above. The actual mechanics of detailing are virtually the same with the method of vacancy listing construction being the most noticeable difference. OAIS and EAIS are the principle information systems used for officers and enlisted respectively.

 

The personnel distribution process for both officer and enlisted has been essentially unchanged for over twenty years. Some changes are beginning to occur with the implementation of job advertising {Job Advertising and Selection System (JASS)} in a large segment of the enlisted community and recent introduction into officer assignments

 

Figure D-7 provides a macro view of enlisted distribution. Figure D-8 provides a macro view of officer distribution.

 

  1. Principal Functional Area - Distribution

 

In general, distribution is the process whereby personnel managers direct the movement of individuals to fill vacancies in field activities. Distribution is better known as matching faces with spaces. It includes three distinct processes including allocation, placement and assignment. Allocation is the process whereby personnel expected to be available for assignment within a specified window of time are projected into specific areas {Atlantic Fleet, Pacific Fleet, BUPERS, or Reserve-Manning Control Authorities (MCAs)} and to either sea duty or shore duty, the latter based on eligibility. Placement is concerned with the on time and appropriate, correct rating and paygrade or other qualifiers, assignment of personnel to sea and shore requirements by activity. Assignment is primarily concerned with matching a particular individual with a particular job based on the needs of the Navy and the needs of the individual. Enlisted distribution is quite different from officer distribution, even though they share primary functions, allocation, placement and assignment, and the same ultimate goal, have the right person in the right place with the proper training and on time.

 

Enlisted

 

III. Processes

 

(1) ALLOCATION

 

(a) Initiate Process

Process is performed at the end of each month based on computer routine. Process is automated, and runs as mainframe application.

(b) Input

Enlisted Distributable Projection System (EDPROJ)

EDPROJ measures both onboard and projected manning percentages by paygrade and community.

EDPROJ on-line tables exist, managed by Pers 452, to manually adjust continuation rates, sea/shore rotation information, etc.

(c) Process performed

EDPROJ runs monthly, requiring approximately 12 hours of mainframe operating time. It measures those personnel by paygrade and community who are currently attached to an activity. This provides a "current on board" personnel count. It also measures those personnel projected (expected) to be attached to an activity 9 months in the future, Projected Onboard (POB) -9 and beyond. Included in this measure are those personnel under orders to report to the activity between now and POB-9. This calculation provides a POB-9 personnel count. These results are termed distributable strength. The current and POB-9 distributable strength data is compared to current and P-9 projected billet data for the same paygrade/community to determine current manning percentage and projected manning percentage at P-9.

Personnel not already under orders are categorized by EDPROJ as "Determined" or "Undetermined" avails. Determined avails are projected to either sea or shore duty based on an embedded algorithm in EDPROJ and the member's eligibility. Undetermined avails are divided equally (or as determined by the EDPROJ manager through adjustable tables) between sea and shore. Once this step is accomplished, the strength to fill CNO priority manning requirements is deducted from the total sea or shore strength. The remaining distributable strength is then allocated.

EDPROJ compares manning percentages between the four Manning Control Authorities (MCAs) and then allocates available disributable strength to each MCA in an attempt to "level" the P-9 manning percentages. This is done for sea and shore independently.

Without allocation guidance, or adherence to guidance, imbalances may occur between sea and shore and between MCAs.

(d) Personnel

EDPROJ - Pers 452 is the Enlisted Allocation Division Branch Head - LCDR Erv Lhotka is incumbent - 614-2550. Normal tour is 3 years. System manager - EPMAC Code 321 - Rick Burchett - 678-1655. Civilian employee (GS). Five (5) man-years.

(e) Information systems/Interactions/Interfaces

EDPROJ is a mainframe application resident at DMC, C'burg, PA. COBOL based; maintained by EPMAC Code 32. EDPROJ enhancements or its replacement likely to be included in Military Assignment and Selection (MAST) system currently under functional planning.

EDPROJ uses billet information from the Total Force Manpower Management System (TFMMS) and personnel information from the Enlisted Master File (EMF).

(f) Products

EDPROJ - Paper allocation reports; Allocation Tracking Module; On-line Transitory NEC Allocation Module; Projection information used in developing NMP.

(g) Customers

Manning Control Authorities (MCAs); Pers 40, 45; EPMAC (Codes 10, 20, 30, 40, 60, 70, 80, 90)

(h) Measures of effectiveness

The Allocation Tracking Module (ATM) provides on-line and real time allocation measures for the detailer. ATM not only shows what the current allocation levels are but allows the detailer the ability to "what if" certain assignment actions. It does not provide historical MOEs.

Pers 452 maintains hard copy measures by sea/shore, community and paygrade groupings of EDPROJ POB-9 projections and actual onboard when POB-9 becomes current. This MOE is an Excel based, PC tool, manually run on a monthly basis.

(i) Strengths and Weaknesses

EDPROJ is the only distributable strength projection system using current billet and personnel information. It has on-line table adjustment capabilities that enable a knowledgeable manager to make adjustments to achieve more accurate projections. Accuracy is acceptable - within 4-5%. If allocation guidance, from ATM, is followed, equitable spread of available inventory will result. On-line information is excellent.

Does not do a good job of projecting short-lead time inventory changes, i.e. short accession pipelines. EDPROJ would have to identify inventory before actually enlisted in some cases to more accurately reflect this situation. It manages today based on a relatively steady state throughput of accessions through these shorter pipelines. In cases where significant shortfalls (or overages) occur, EDPROJ tends to lag the change.

Mainframe based. Slow process. Few truly knowledgeable people on the process/system. Out dated programming language.

(j) Flowchart

 

(2) PLACEMENT

 

(a) Initiate Process

The automated portion of enlisted placement takes place each month in conjunction with EDPROJ execution. EDPROJ data is provided to Navy Manning Plan (NMP) which processes to the activity level and establishes basis that Enlisted Personnel Requisition System (EPRES) uses to develop individual rating/paygrade requirements (requisitions) to be used by assignment in filling planned vacancies.

Whenever an individual "manning" question arises. Phone call or correspondence from an activity asking about the distribution "system's" ability to fill existing or expected vacancies. Also done on a routine basis prior to a scheduled deployment of a ship, squadron or submarine, normally 12 months prior to deployment. An entire battle group is usually reviewed as an entity.

(b) Input

Navy Manning Plan (NMP) - utilizes projection information from EDPROJ and personnel and billet information obtained from the EMF and billet information from TFMMS. NMP spreads the projected distributable strength information from EDPROJ across the various activities.

Enlisted Personnel Requisition System (EPRES) - uses the results of NMP calculations and activity and billet information from ARIS to develop a prioritized listing of requirements.

Information from the field activity that identifies the manning concern. Data from ARIS is used to:

1) Verify information from field activity. This may include reviewing billet information, personnel accounting information for the activity, and any other available information that may help provide the most timely relief possible.

2) Review activity manning profile to include prospective gains, losses, etc.

(ARIS includes personnel, billet and NMP information.)

(c) Process performed

NMP - runs monthly in conjunction with EDPROJ. Using data from EDPROJ, distributable strength proportioned by sea and shore and by manning control authority (MCA) as projected at POB-9, and MCA prioritization algorithms, develops manning level plan by paygrade and community to the activity level.

EPRES - normally runs twice a month. Using the manning level developed within NMP, measures personnel projected to be onboard at POB-9 against the POB-9 NMP level and where shortages exist, generates a requirement (requisition) to be used by the assignment control authority to assign personnel to fill the vacancy.

Individual placement functions occur daily for different activities and different communities.

Requirement validation is performed as indicated in I.A.(2)(b) above. This is not done for all requirements, but only for those that are "questionable" based on the placement officer's personal experience or other available information.

Direct liaison with the activity, the Type Commander staff, MCA and detailer to determine best approach to resolve manning issue.

(d) Personnel

NMP - EPMAC Code 40 is the MCA Liaison for NMP management. Lee O'Quinn is incumbent - 678-5409. GS. System manager - EPMAC Code 322 - Jim Mims - 678-1661. GS. (15 man years)

EPRES - EPMAC Code 40 is EPRES manager. Lee O'Quinn. System manager - EPMAC Code 322 - Jim Mims. (4 man-years)

EPMAC Codes 10 (Sea), 20 (Shore), 60 (Submarine), 80 (Placement), 90 (Functional/Placement) and Pers 409 (New Construction) and 4010 (Special Programs). Various senior enlisted personnel are well versed in the placement function. Code 10 - CDR Curry -678-1538; Code 20 - LCDR Kidd - 678-1627; Code 60 - LCDR Heisner - 678-1539; Code 80 - CDR Konrad - 678-1783; Code 90 - LT Proctor - 678-5181; Pers 409 - LCDR Arendt - 695-7252; Pers 4010 - CDR Steve Giesen - 695-7688. Most tours are 3 years. (80 man-years)

(e) Information systems/Interactions/Interfaces

NMP is mainframe application resident in C'burg, PA; COBOL based; maintained by EPMAC Code 32. No enhancements planned.

EPRES is a mainframe application resident in C'burg, PA. COBOL based; maintained by EPMAC Code 32. No enhancements planned.

ARIS - mainframe application maintained at EPMAC by Code 32. MAST is expected to encompass enhancements to ARIS.

Enlisted Assignment Information System (EAIS) - mainframe application maintained in C'burg, PA by NCTS, Washington. (Maintenance will shift to EPMAC Code 32 in the near future).

Level of Operational Manning Information System (LOOMIS) - Mainframe application (running in ARIS) maintained at EPMAC by Code 32.

NMP uses information from TFMMS, EMF, EDPROJ, and MCA algorithms

EPRES uses TFMMS data and passes requisition information to ARIS and to the Requisition Posting Module (RPM) of Enlisted Assignment Information System (EAIS).

LOOMIS uses data from ARIS and OPNAV readiness calculations manually processed by EPMAC

(f) Products

NMP provides the prioritization methodology and "spread" formula within each MCA.

EPRES - prioritized listing of vacancies by community, MCA and sea and shore duty. Sample RPM at Tab (E).

Resolutions to manning issues.

Telephonic and written responses to manning inquiries.

Written overview of deployment manning profiles for deploying activities.

(g) Customers

Fleet and shore activities; MCAs; Pers 40; EPMAC (Code 10, 20, 30, 40, 60, 70, 80, 90)

(h) Measures of effectiveness

There are no automated MOEs for Placement. EPMAC Code 40 maintains graphs and data of certain MOEs overall distribution such as gapped billets, paygrade substitutions, etc. Sample at Tab (F).

(i) Strengths and Weaknesses

NMP - provides a "fair" method of equitably spreading projected inventory throughout an MCA.

Only as good as the projections it uses. Significant manual monitoring.

EPRES - prioritized vacancy listing.

Accuracy directly proportional to that of projections, NMP.

Identification of potential manning issues for deploying activities is a well established and useful process. The day to day manning issues are handled in a straight-forward manner with the goal to fill the vacancy as soon as possible.

Virtually the entire process is manual for individual issues. Receipt of communication, identifying the issue, researching, validating requirement, passing the information to assignment authority, follow-up, notification of fill are all done manually. While effective, this process needs to be streamlined/automated and is therefore considered a weakness. Manpower intensive due to manual processes involved, telephones, correspondence, etc.

(j) Flowchart

 

(3) ASSIGNMENT

 

(a) Initiate Process

Assignment authority (detailer) determines that an individual requires assignment from one location to another. Under normal circumstances this is caused by the member reaching projected rotation date (PRD). At other times the member is "made available" for assignment, at other than PRD, as a result of completing training, hospitalization, etc.

(b) Input

Personal information obtained from Enlisted Assignment Information System (EAIS). Requisition (vacancy) information from Requisition Posting Module (RPM) contained in EAIS. Training data is obtained from SPIRIT. Permanent Change of Station (PCS) costing information from tables provided by Pers 46. Information from enlisted microfiche service records is also used for some assignments.

(c) Process performed

Assignment actions take place several times a day. Negotiation with an individual may take a few minutes, on one occasion, or may be several minutes per day for several days. As few as 5 orders may be issued per day to over a hundred depending on the detailer and the type of assignments being made. Assignments based on PRD normally take longer due to the negotiation process, while assignments based on availability take less time (i.e. a large number of students graduating at the same time from a course of instruction). The actual process of data entry to "write" an assignment directive takes only a matter of a few minutes. Sample EAIS Order Production Module page at Tab (H).

The detailers must review the member's eligibility for a particular assignment, duty preferences, requisition priority, training requirement, etc. If the assignment is feasible, the actual process of issuing orders will begin. Orders include transfer dates, intermediate activity information such as; training, ultimate activity information, report dates planned rotation dates, etc.

(d) Personnel

BUPERS Pers 40, EPMAC Code 70. Pers 40 handles assignments for all "rated" personnel, meaning those personnel who have a specialty. EPMAC Code 70 is the assignment authority for non-rated personnel. Various senior enlisted personnel are well versed in the assignment function. At Pers 40, specifically Pers 40BB - LT Fred Sheehy - 697-0376. At EPMAC Code 70 - Mr. Lindsley 678-1432 (GS). Most tours are 3 years. (250 man-years)

(e) Information systems/Interaction/Interfaces

EAIS is a mainframe application maintained at DMC, C'burg by EPMAC Code 32. MAST is expected to encompass enhancements to EAIS.

SPIRIT is a mainframe application maintained at DMC C'burg by NCTS, Washington.

EAIS uses personnel and activity information from the Enlisted Master File (EMF). Activity information in EMF is taken from an activity file maintained by EPMAC which includes telephone numbers and mailing addresses, MCA, sea/shore code, etc. EAIS also provides data to the EMR for corporate system update. This includes all the assignment information, prospective gain, new rotation date, etc.

Training quota information is currently contained in SPIRIT, and is accessed via EAIS. SPIRIT training information is obtained from NITRAS.

(f) Products

Assignment directives.

Obligation of PCS funds.

Personnel assets to fill activity vacancies.

 

(g) Customers

Individual Sailors.

Fleet and shore activities.

Pers 46 (PCS data)

 

(h) Measures of effectiveness

The only existing MOE for assignment is the Headquarters Enlisted Assignment Reconciliation and Tracking (HEART) Monitor produced bi-weekly by Pers 452. Pers 452 also produces a monthly Enlisted Readiness Brief for CNP.

(i) Strengths and Weaknesses

The existing assignment process has been in effect for over twenty years and most Sailors are comfortable with the process. There is a significant amount of personal interaction between the detailer and the constituent. Perceptions are somewhat split - "I have talked to the detailer and we have worked out an assignment"; or, "I can't get anything from the detailer, I think he's hiding billets from me".

Considerable amount of manual effort to perform this process. Some improvements over time regarding automation of the process, however, the process is basically unchanged. Each assignment is done in isolation of other assignments, call this a sequential assignment process. The first person on a list of PRD rollers is assigned to one of the vacancies on a list. Then the next person and so on. Little attention is paid to "best match" opportunities. No support tool/system to help assignment authority "batch" assignments.

(j) Flowchart

 

Officer

 

Unlike enlisted, officer distribution is done almost exclusively by one organization. Allocation, placement and assignment are all managed within different divisions of BUPERS. The principles behind each of these processes are similar to those on the enlisted side, but there are subtle differences in the actual execution. While some databases are shared, different systems are used to perform the functions.

(1) ALLOCATION

 

(a) Initiate Process

Monthly mainframe execution or on demand. Projected inventory information is compared to projected requirements. This information is used to establish manning levels (by percentage - NMP-O) by activity types.

(b) Input

Officer Distributable Projection System (ODPROJ) - uses billet information, designator and grade, from the Total Force Manpower Management System (TFMMS) and personnel information (designator, grade, projected rotation date, loss information, etc) from the Officer Master File (OMF).

NMP-O uses data from ODPROJ (billet and bodies).

(c) Process performed

ODPROJ runs monthly, requiring approximately 2 hours of mainframe operating time. It measures the officers onboard through the next twelve months by grade and designator. Planned accessions are factored in and expected continuation is considered as well to produce an inventory projection. It also measures the authorized billets through the next year.

NMP-O - runs monthly in conjunction with EDPROJ, PC based. NMP-O uses the inventory to billet ratios to arrive at projected manning levels by types of activities. Generally, warfighting forces have a manning level of 100%. Where overall inventory shortages exist, these shortages are reflected in support activities, i.e. shore stations, air stations, etc. Normally adjusted annually.

(d) Personnel

ODPROJ - Pers 454 is the Officer Allocation Division Branch Head - Currently vacant - good POC is LT Jeff Semon 693-0032. Normal tour is 3 years. System manager - Pers 4G1D - Donita Ackley - 693-7264. (GS).

NMP-O - Pers 454 - LT Semon.

(e) Information systems/Interactions/Interfaces

ODPROJ is a mainframe application resident in DMC C'burg, PA. It is a component of Officer Distribution Management System (ODMS). COBOL/FORTRAN languages; maintained by NCTS, Washington (as contracted by Pers 4G). NCTS is currently working on some system enhancements in preparation for transfer of ODMS to EPMAC Code 30.

ODPROJ uses billet information from TFMMS and personnel information from the OMF.

NMP-O is a PC based application resident and maintained in Pers 454. No enhancements planned.

(f) Products

ODPROJ - Paper allocation reports and data used in developing NMP-O.

NMP-O - manning plan for equitable allocation of available officer assets to activities.

(NOTE: There is NO MCA intervention or consideration given to "fleet balance" in officer allocation. The primary goal is to ensure 100% manning of the warfighting forces (sea duty commands), followed by all other types of activities.)

(g) Customers

BUPERS Officer Placement and Detailers

Fleet and field activities

 

(h) Measures of effectiveness

Pers 454 monitors officer distribution monthly. Part of this action involves measurement of manning profiles by class of activities to monitor compliance with NMP-O.

(i) Strengths and Weaknesses

ODPROJ provides reasonably accurate projection information upon which the ODPROJ manager bases NMP-O inputs. Annual adjustments are generally all that is necessary due to accession input occurring principally once a year.

Mainframe based. Few truly knowledgeable people of the process/system. Out dated programming language.

NMP-O - provides a defined method of spreading projected inventory.

Only as good as the projections it uses. Significant manual monitoring.

(j) Flowchart

 

(2) PLACEMENT

(a) Initiate Process

Any vacant requirement (billet), whether created by planned or unplanned rotation of the incumbent or "stand-up" of a new billet, puts the placement process in motion. Correspondence or phone call from an activity asking about the distribution "system's" ability to fill existing or expected vacancies. Also done on a routine basis in the form of "wardroom planning". This means an activity's look at all its officers to manage the rotation pattern to maintain a well "qualified" officer compliment.

(b) Input

Data from On-line Distribution Information System (ODIS) which includes billet and body information and the Officer Assignment Information System.

Information from field activity

(c) Process performed

Placement function occurs daily for different activities and specific requirements.

Requirement validation is performed (specifically, is the requirement valid?). This involves ensuring the requirement is an authorized (funded) billet and that it is funded through the duration of the next officer's tour of duty.

Direct liaison with the activity and detailer to determine best approach to fill requirement.

(d) Personnel

Within Pers 4, several different codes are responsible for officer placement. These include:

1. Pers 413 - Surface Ship Placement

(CAPT Wilson - 614-8324)

2. Pers 423 - Submarine Shore Placement

(LCDR Sawyer - 695-3923)

3. Pers 424B - Surface Nuclear Placement

(LT Pascual - 6954192)

4. Pers 433 - Air Combat Unit Placement

(CDR Wanjon - 614-4347)

5. Pers 44 - Restricted Line/Staff Corps Placement

(CAPT Wikstrom - 614-4022)

(Pers 44 is a large organization that encompasses the remaining placement functions within officer distribution.)

Most tours are 2 to 3 years.

(e) Information systems/Interactions/Interfaces

Officer Assignment Information System (OAIS) - mainframe application maintained in DMC C'burg, PA by NTCS, Washington. Maintenance shifts to EPMAC Code 32 near term. Planned transition to Oracle. OAIS uses billet information take from TFMMS and personnel information taken from the OMF.

Officer Distribution Information System - mainframe application maintained in DMC, C'burg by NCTS, Washington. Maintenance will shift to EPMAC Code 32 in near future. No enhancements currently planned, but will be included in MAST project for improvements. Billet information is obtained from TFMMS and personnel information is obtained from the OMF.

(f) Products

Postings (validated vacancies). Sample at Tab (N).

Telephone and written responses to manning inquiries.

(g) Customers

Detailers use the postings as assignment targets.

Fleet and shore activities.

 

(h) Measures of effectiveness

There are no automated MOEs for officer placement. Placement, ensuring all posted requirements are filled is the only measure of success.

(i) Strengths and Weaknesses

Individual attention in filling an activity's vacancies.

Validation of requirements (vacancies).

Single point of contact for warfighting forces for officer manning issues.

Very manpower intensive.

(j) Flowchart

 

(3) ASSIGNMENT

 

(a) Initiate Process

Assignment authority (detailer) determines that an individual requires assignment from one location to another. Under normal circumstances this is caused by the member reaching projected rotation date (PRD). At other times the member is "made available" for assignment, at other than PRD, as a result of completing training, hospitalization, etc. Much of the officer assignment process is governed by adherence to "career flow points" - meaning that an officer should fill certain types of jobs at certain points in his/her career (department head/executive officer/commanding officer, etc.).

(b) Input

Personal information obtained from Officer Assignment Information System (OAIS). Vacancy (postings) information also from OAIS are determined and posted by Placement. Permanent Change of Station (PCS) information from tables are provided by Pers 46. Information from officer service records is also used for some assignment decisions.

(c) Process performed

Assignment actions take place several times a day. Negotiation with an individual may take a few minutes on one occasion or may be several minutes per day for several days. As few as 1 to 2 sets of orders may be issued per day to over a twenty depending on the detailer and the type of assignments being made. Assignments based on PRD normally take longer due to the negotiation process, while assignments based on availability generally take less time (i.e. a large number of students graduating at the same time from a course of instruction). The actual process of data entry to "write" an assignment directive takes only minutes.

(d) Personnel

BUPERS Pers 41 - Surface Officer Distribution Division - Pers 41B - 641-8341; Pers 42 - Submarine/Nuclear Power Distribution Division - Pers 42B - 695-1205; Pers 43 - Aviation Officer Distribution Division - Pers 43B - 614-8080; Pers 44 - Restricted Line/Staff Corps Officer Distribution - Pers 44B - 614-4024. Various personnel are well versed in the assignment function which is essentially the same throughout all the divisions. Most tours are 2-3 years.

(e) Information systems/Interactions/Interfaces

OAIS is a mainframe application maintained at DMC, C'burg, by NCTS Washington. Management plans to move to EPMAC in near term. MAST is expected to encompass enhancements to OAIS. Billet information is obtained from TFMMS and personnel information is obtained from the OMF.

(f) Products

Assignment directives.

Obligation of PCS funds.

Personnel assets to fill activity vacancies.

 

(g) Customers

Individual officers.

Fleet and shore activities.

Pers 46 (PCS data)

 

(h) Measures of effectiveness

There are no automated MOEs for officer assignments. Pers 454 monitors aggregate officer manning profiles and provides monthly briefings to CNP.

(i) Strengths and Weaknesses

There is a considerable amount of manual effort to perform this process. Officer detailers tend to "slate" assignments, meaning that they look at a group of vacancies and a group of candidate officers and attempt to make the "best match" for several officers at once. This is a notable difference from enlisted assignments. The smaller number of officers, resulting in a smaller constituent to detailer ratio, allows this "batch detailing". No automated tool exists to assist for this process.

(j) Flowchart

 

IV. SCENARIOS

 

A. What is the impact on distribution when a decision is made to immediately recommission a decommissioned platform (or several)? If done in the short term, overall fleet manning must be reduced in order to cover the "new" requirements. How much of an impact is there on fleetwide readiness? What is the additional PCS funding impact? What recommission timeline is supportable? How many people would have to be moved early from sea duty to meet these requirements so as not to impact overall sea manning and readiness?

 

B. Four aircraft carriers will be decommissioned in a single fiscal year. What is the impact on PCS funding? What is the impact on endstrength constraints? How much sea time should be waived for crew members in order to assign them ashore?

 

C. Following PCS household goods shipping adjustments during the fiscal year, the PCS manager must recover $20M to cover the increased costs. What is the impact on individual detailers? How many planned moves cannot be made? How many moves must be canceled to recover the detailer's "fair share" of the bogey?

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

V. ACRONYMS

 

 

ARIS - Active Readiness Information System

ATM - Allocation Tracking Module

BUPERS - Bureau of Naval Personnel

CNO - Chief of Naval Operations

DMC C'BURG - Defense Mega Center, Chambersburg, PA

EAIS - Enlisted Assignment Information System

EDPROJ - Enlisted Distributable Projection System

EMF (EMR) - Enlisted Master File (or Record)

EPMAC - Enlisted Personnel Management Center

EPRES - Enlisted Personnel Requisition System

HEART - Headquarters Enlisted Assignment Reconciliation and Tracking Monitor

JASS - Job Advertisement and Selection System

LOOMIS - Level of Operational Manning Information System

MAST - Military Assignment and Selection (???)

MCA - Manning Control Authority (Atlantic, Pacific, Bupers, Reserve)

MOE - Measure of Effectiveness

NCTS - Naval Computer and Telecommunication Station (????)

NMP - Navy Manning Plan

NMP-O - Navy Manning Plan - Officer

OAIS - Officer Assignment Information System

ODIS - On-line Distribution Information System

ODPROJ - Officer Distribuable Projection System

OMF (OMR) - Officer Master File (or Record)

OPM - Order Production Module

OPNAV - Shortened title for the CNO's staff elements

PCS - Permanent Change of Station

POB - Projected onboard

PRD - Projected Rotation Data

RPM - Requisition Posting Module

TFMMS - Total Force Manpower Management System

 

FEQUENTLY USED PUBLICATIONS

Department of Defense (DOD) Directive 1315.7 (Subj: Military Personnel Assignment)

Joint Federal Travel Regulations

DOD Pay Manual

OPNAVINST 1300.14 (Subj: Personnel Suitability for Overseas Assignment)

OPNAVINST 1300.15 (Subj: Navy Military Personnel Assignment Policy)

OPNAVINST 1306.1 (Subj: Overseas Tour Extension Incentive Program)

Navy Enlisted Transfer Manual (ENLTRANSMAN) (NAVPERS 15909)

Navy Officer Transfer Manual (OFFTRANSMAN) (NAVPERS 15559)

Navy Military Personnel Manual (MILPERSMAN)