The document provides an overview of a communications playbook and approach for leadership messaging regarding various Navy initiatives. The summary is:
1. The communications playbook aims to ensure message alignment, consistent delivery, awareness of initiatives, and address concerns regarding the Navy Supply Corps HQ (NAVSUPHQ) initiatives.
2. The playbook outlines a strategic and tactical communications approach, including choosing the right messages, messengers, and channels to generate support and minimize resistance to planned changes.
3. Key initiatives include the 100-Day Plan, NAVSUP Commander's Guidance, and CNO's priorities, which are all aimed at adapting logistics systems to meet changing needs and developing a diverse workforce.
Launch Communication Plan: A Guide and Template to Provide Effective Communication for a Successful Launch.
You’re launching a new program or platform to increase partner engagement and you can’t wait to get your partners using it.
Consider that how you communicate what you’re offering your partners is just as important as what you’re offering them.
Learn how to make your new initiative successful with a communication plan that educates your partners on the value for them, stokes excitement, and gets partners engaging with the platform after launch.
Launch Communication Plan: A Guide and Template to Provide Effective Communication for a Successful Launch.
You’re launching a new program or platform to increase partner engagement and you can’t wait to get your partners using it.
Consider that how you communicate what you’re offering your partners is just as important as what you’re offering them.
Learn how to make your new initiative successful with a communication plan that educates your partners on the value for them, stokes excitement, and gets partners engaging with the platform after launch.
Running a successful Communications Audit by One clear MessageRichard Riche
Business evolves over time as do stakeholders, audiences and communication channels. A Communications Audit can help your organisation become a better communicator.
Running Head STRATEGIC COMMUNICATIONS PLAN 111Running.docxtodd521
Running Head: STRATEGIC COMMUNICATIONS PLAN
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Running Head: STRATEGIC COMMUNICATIONS PLAN
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Strategic Communication Plan
Name
Strayer University
COM 510 Business Communications
Professor
Date
Strategic Communication Plan
Challenge
The major challenge is ineffective communication since there are broken channels of communication and thus causing the breakdown of organizational communication. This issue ought to be handled carefully due to the fact that it may be the major cause of the problems faced by an organization. In this regards, it is a very crucial matter for an organization always to ensure that communication is included in the organization's strategic plans and thus be handled like any other important issues in an organization.
Goal
The major goal is to attain an effective and faster communication which will enable the stakeholders and the staff of the organization to understand each other better. Additionally, the goal is to ensure that at all times, communication is clear and not ambiguous and this improves the organization's operations. These goals are very clear in that it can be explained and most importantly understood very well (Mahoney, 2016). It is also concise in that fact that despite being various ways of explaining the goal, it is directed towards attaining a common goal which is attaining effective communication.
Audience
The audience in this regards will be made up of all those professionals who have challenges in communication as well as those who have encountered broken communication in the course of their duties. The audience as well is those individuals who have an idea and an urge to venture into the research field since they will have to communicate with each other and come up with a succinct report. It is worth noting that a professional vacancy so an audience is the organization's management especially those who have responsibilities of ensuring useful communication aspects of the organization (Virginia Beach. Department of Emergency Communications and Citizen Services, 2014).
Information about the audience
The available information pertaining to the audience is their demography. Their basic knowledge also is available as well as their present and future expectation. Resources which will be utilized in the research include the professional journals which will provide various challenges and solutions relating to challenges faced in communication especially in an organization. It is worth also noting that numerous conclusions can be derived after interactions regarding the audience. This will help in achieving better results as due to such conclusions, there will be suggestions which will be adopted to attain effective communication (Virginia Beach. Department of Emergency Communications and Citizen Services, 2014).
Tone to be used
The tone which will be used will be friendly as well as professional so that the different individuals can benefit from such communication. In addition, pers.
Running a successful Communications Audit by One clear MessageRichard Riche
Business evolves over time as do stakeholders, audiences and communication channels. A Communications Audit can help your organisation become a better communicator.
Running Head STRATEGIC COMMUNICATIONS PLAN 111Running.docxtodd521
Running Head: STRATEGIC COMMUNICATIONS PLAN
1
11
Running Head: STRATEGIC COMMUNICATIONS PLAN
2
Strategic Communication Plan
Name
Strayer University
COM 510 Business Communications
Professor
Date
Strategic Communication Plan
Challenge
The major challenge is ineffective communication since there are broken channels of communication and thus causing the breakdown of organizational communication. This issue ought to be handled carefully due to the fact that it may be the major cause of the problems faced by an organization. In this regards, it is a very crucial matter for an organization always to ensure that communication is included in the organization's strategic plans and thus be handled like any other important issues in an organization.
Goal
The major goal is to attain an effective and faster communication which will enable the stakeholders and the staff of the organization to understand each other better. Additionally, the goal is to ensure that at all times, communication is clear and not ambiguous and this improves the organization's operations. These goals are very clear in that it can be explained and most importantly understood very well (Mahoney, 2016). It is also concise in that fact that despite being various ways of explaining the goal, it is directed towards attaining a common goal which is attaining effective communication.
Audience
The audience in this regards will be made up of all those professionals who have challenges in communication as well as those who have encountered broken communication in the course of their duties. The audience as well is those individuals who have an idea and an urge to venture into the research field since they will have to communicate with each other and come up with a succinct report. It is worth noting that a professional vacancy so an audience is the organization's management especially those who have responsibilities of ensuring useful communication aspects of the organization (Virginia Beach. Department of Emergency Communications and Citizen Services, 2014).
Information about the audience
The available information pertaining to the audience is their demography. Their basic knowledge also is available as well as their present and future expectation. Resources which will be utilized in the research include the professional journals which will provide various challenges and solutions relating to challenges faced in communication especially in an organization. It is worth also noting that numerous conclusions can be derived after interactions regarding the audience. This will help in achieving better results as due to such conclusions, there will be suggestions which will be adopted to attain effective communication (Virginia Beach. Department of Emergency Communications and Citizen Services, 2014).
Tone to be used
The tone which will be used will be friendly as well as professional so that the different individuals can benefit from such communication. In addition, pers.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
Welcome to our comprehensive course on Creating an Implementation Plan for ERP, where we will explore various strategies and best practices to ensure a successful and seamless ERP implementation. Throughout this course, we will provide an overview of different ERP implementation strategies, such as phased rollout, parallel adoption, and pilot approach, allowing you to assess the pros and cons of each strategy and select the most appropriate one for your organization. We will delve into the inherent challenges of ERP implementation and guide you in building a cross-functional implementation team to navigate these challenges effectively. Change management considerations and techniques will be emphasized to foster a smooth transition and maximize user adoption. Additionally, we will cover the importance of creating a robust communication plan to manage stakeholder expectations throughout the implementation process, as well as risk mitigation strategies to minimize potential disruptions. By the end of this course, you will be equipped with the knowledge and tools to create an effective implementation plan that sets the stage for a successful ERP deployment within your organization.
Running Head STRATEGIC COMMUNICATIONS PLAN 1 .docxjeanettehully
Running Head: STRATEGIC COMMUNICATIONS PLAN 1
Strategic Communications Plan
Jason Carroll
Strayer University
COM 510
Dr. De Luise
30 July 2017
STRATEGIC COMMUNICATIONS PLAN 2
Description
A. What is your challenge or opportunity?
To introduce the latest Liaison Action Request (LAR) for a major boat alteration to the
Navy’s 34-foot patrol craft worldwide. This will include all overseas deployed locations
as well as all stateside commands. The greatest challenge in this task is trying to
coordinate mission schedules with maintenance availabilities to complete the installation.
B. Why is this professionally important to you?
This is my first opportunity to lead a portion of the project as a new manager. Both the
senior military and government representatives along with my upper management will be
evaluating my proposals and choices as we move through the project. Additionally, this
is my first opportunity to show my fellow project members that I am capable of leading
them to success.
Goal
A. What goal or outcome do you want to achieve with this communication?
My goal is to minimize confusion of task responsibilities, pass along the overall project
goals, create good group communication regarding mission and unit requirements, and
minimize delays.
Audience
A. Who is your target audience?
The audience is the overall program manager for service team projects, senior
government and military personnel and is aimed towards the different subject matter
experts (SME’s) that will be performing the alteration and installation. Also included
will be the local Officers in Charge for all overseas locations, as it will take a lot of
planning and coordination with them to find the mission down time to complete the LAR.
I. What are the professional positions of the audience members?
a. Government Contract Core personnel
b. Valkyrie program manager
c. Unit OIC’s (Officers in Charge)
d. Overseas Deployment coordinator
e. OPTAR Manager (Operating Target, Budget)
f. Electrician
g. Engine Mechanics
h. Electronics communication technician
i. Welder
j. Quality assurance/NDT coordinator
k. Supply logistician
II. What demographic characteristics will the audience comprise of?
The demographics that cover this group vary greatly. There are military
personnel, white collar executives, blue collar office and shop personnel. Given
the use of technology in today’s workplace all are well versed in communicating
via email.
STRATEGIC COMMUNICATIONS PLAN 3
III. What is your relationship to the audience?
I was previously the logistician for the shop but recently completed my
Bachelor’s degree and have been promoted to a level 1 project manager. I have
had constant contact with all shop personnel along with the military management
because of the coordination of materials requirements.
IV. What background knowledge and expertise does the au ...
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi evaluation project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created cases studies and toolboxes. (2011) The Uchaguzi Case Study was created by Jennifer Chan.
1 ESSAYS – Preparation for HS 305 Test 2 1. Let.docxaryan532920
1
ESSAYS – Preparation for HS 305 Test 2
1. “Let’s Stop HIV Together” is a communication campaign (from the readings, on CDC’s site). It is an anti-
stigma campaign featuring individuals with HIV who share their personal stories along with friends and family.
It promotes a call to Americans to join the fight against HIV. How would a health educator apply the concept of
segmentation from communications campaigns to an intervention? Explain three specific examples of how
you think segmentation could be applied to this campaign to ensure relevance of the message.
2. Your health office wants to develop a program like CDC’s “One Test. Two Lives.” It is a communication
campaign (from the readings, on CDC’s site) to encourage health care providers to test pregnant women for
HIV infection. You are not sure whether the CDC program is applicable to your community. You decide to
conduct formative research to evaluate this. Explain three specific examples of how you think formative
research could be applied to the development of a campaign to ensure relevance of the message to your
community.
3. Answer ALL parts of this question: You have been awarded a grant for a community’s anti-bullying
campaign, and you want to enlist the help of the local elementary school. The school has a very diverse
population of students, faculty, staff, and administrators, and it strongly supports equality and respect. In this
school, children are allowed to wear clothing and other symbols of their respect for their religions, such as hijab
(head covering) for Muslim girls, and necklaces with a cross or a Star of David. The school would like for you
to enlist the students at the school to assist with anti-bullying education in the rest of the community. What is
one way that you might you help the students tailor their messages without stigmatizing or stereotyping any
individuals at the school? Who will keep the project going after the funding has ended? Why would they be
interested in doing so? What might be one specific barrier to the program’s sustainability? How can you
apply a strategy based on theory to overcome that barrier? Be specific. In your answer, include the theory and
the construct from the theory that you propose using.
4. Answer ALL parts of this question: You have been awarded a grant to promote healthier eating behaviors
among NAU students. You want to enlist the help of selected students whom you believe would promote the
campaign. The grant funders have asked that you enlist support from diverse student groups. What is one
way that you might select students who represent NAU without stigmatizing or stereotyping any individuals?
How can they help you tailor messages to reach the widest array of the student population in a culturally
competent and respectful way? Who will keep the project going at NAU after you have graduated? Why
would they be interested in doing so? What might be one ...
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
5. Communication Approach CNOs Three Priorities Sustain Combat Readiness Build a Fleet for the Future Develop 21 st 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 Think 3-6-8 3-6-8 Approach Culture of Collaboration and Transparency Section 1
6. Communication Approach Three Phased Strategic Approach Section 1 Continuous Meaningful Communication Actively Supports Learning, Progress and Real Change Initiative dependent *** As needed per unique needs of each initiative Genuine Support of or Increased Understanding of the Need to Support change and the Command Vision Use Multimedia and face-to-face Two-Way Communication to Integrate Information Sharing into the Operational Flow to Enhance Execution of Tactics/Strategies Expand Two-Way Flow of Information for Informed Support and Action Three Acceptance of Change Increases In Correlation With Chance to Voice Concerns and Receive Honest, Competent and Empathetic Feedback Begin 30 April and ongoing *** Or as needed per unique needs of each initiative Reflection on Changes versus Personal Risks and Benefits Gradual Social Trail of Change 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 Provide Information and Process Feedback to Facilitate Learning and Knowledge Two Timely and Adequate Information on Change and Consequences Help Mitigate Stakeholders’ Natural Resistance to Uncertainty Begin 30 March and ongoing Awareness and Potential Interest Communicate NAVSUP Commander’s Vision and Leadership Strategy For Realizing Organizational Goals Provide Information to Increase the Awareness of A Change and the Need for Change One COMMUNICATION PRINCIPLE TIME FRAME LEVEL OF RECEPTIVITY AND ACTIVE SUPPORT ACTION PURPOSE PHASE
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16. Key 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 efficiency Proof 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
17. Key Messages 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
18.
19. 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 stakeholders Proof 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 performance Proof 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 outcome Proof Point 2: Each initiative has an action plan to realize the desired end state Proof Point 3: NAVSUP has assigned senior leaders to each initiative Key Message 4: Eight Initiatives require immediate action within first 100 Days
23. Available Resources Appendix CNO Guidance for 2007 NAVSUP Commander’s Guidance for 2007 and 100-Day Plan Memo https://www.navsup.navy.mil on MyNAVSUP – Commander’s Corner Available Resources … at http://www.navy.mil/features/CNOG_2007.pdf Additional Change Communication Background https://www.navsup.navy.mil on MyNAVSUP – Command Support Tab
25. Additional Information 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 …
26. Additional Information 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.