The Strategic Plan outlines the Center for Seabees and Facilities Engineering's (CSFE) goals and objectives for FY09-FY11. The CSFE's mission is to provide training to Seabees, CEC Officers, Facility Engineers, and Environmental Professionals. The plan details 4 strategic objectives: 1) support and direct learning sites; 2) provide lateral support within CSFE headquarters; 3) directly support external customers; and 4) manage resources and student throughput. The objectives are broken down into focus areas and essential tasks to ensure alignment with Navy priorities like developing a capability-driven workforce.

1. Strategic Plan
FY09 – FY11
Center for Seabees
and Facilities
Engineering

2. Commander’s Intent
We have set forth some important business goals as a
leadership team. The purpose of the Strategic Plan is
to ensure all of our activities are undertaken with
these tenets in foremost in mind.
Command Philosophy: We will safely execute the
mission or die trying. Everything we do happens
through our people, and ultimately, the students we're
educating and training. Take care of 'em; develop 'em.
A diverse workforce is a productive creative workforce,
and everyone will be treated professionally.
Accountability: Stuff - we've been entrusted with a lot
Commanding Officer
of stuff. Need to take care of it - part of our public
J.J. Heinzel, CAPT, CEC, USN
trust.
Accountability: Time - once spent, we can not recover time; therefore, we must
continually work to make the most of each and every minute that we've been
entrusted with for our students, our staffs, our families, and ourselves.
Alignment: We are in very dynamic times with our supported commands. We will
regularly work with them for course corrections to maintain instructional alignment.
Mission Statement
To provide Seabees, CEC Officers, Facility Engineers, and
Environmental Professionals with the necessary skills,
knowledge, and education to enhance life long learning
and to provide quality support to the fleet.
The Navy places a
lot of value on
education. We want
Sailors and Officers
who can both learn
and teach — our
demanding missions
and high-tech work
environment
demand it.
(http://www.navy.com/benefits/
education/ )
2

3. Vision Warfare Enterprise, Operational
Commanders, and System
Commander value CSFE as their
Training Center of Excellence.
Guiding Principles
CSFE is structured, organized, and staffed,
across the Domain, to deliver trained
Officers/Sailors/Civil Servants to the Fleet.
CSFE is aligned internally and externally the
SYSCOM, TYCOM, and all customers to
support the Navy Total Force (NTF)
Enterprise.
CSFE understands its business and optimizes
its resources.
CSFE leverages innovative solutions, and
harnesses creativity to maximize production
in all business lines.
CSFE values military, Civil Service, and
contractor workforces and develops,
empowers, supports, and rewards its
people.
CSFE products support and enable a surge-
3
capable, combat-ready Navy.

4. Training Professionals
The Center for Seabees and Facilities Engineering (CSFE) was established in 2003 to
train and develop Naval facilities engineering and construction professionals by
providing them with the essential skills and knowledge needed to support career
growth and Fleet readiness.
They build, they fight and they receive intensive training before they can actually
call themselves Seabees. The newcomers begin “A” School fresh out of boot camp,
spending about 75 percent of the twelve weeks immersed in hands-on training.
The remaining 25 percent is spent in classroom instruction.
They build, they fight, and they train.
(http://www.navy.com/about/navylife/onduty/seabees/training/)
Training is vital to every ship,
submarine, squadron, and unit
in the Navy. Whatever the topic,
higher-ranking Sailors are
expected to share their
experience and knowledge with
junior personnel. Training
could be in the form of hands-
on training, group discussion,
or formal classroom lessons.
(http://www.navy.com/careers/
enlisted/education/ )
4

5. As we move forward, we
will continue our proud
tradition of providing
the right Sailors,
Marines and Coast
Guardsmen with the
right training at the
right time.
- RADM. J. F. Kilkenny, NETC
19
5

6. Strategic Objective 1
Support and Direct Learning Sites
Focus Area 1.1
Provide
timely/technically
accurate and
responsive curriculum
development and
management.
1.1.1 Publish the CSFE
Essential Tasks
Training & Administration
Manual.
1.1.2 Publish the CSFE Formal Course
Review process and schedule.
1.1.3 Conduct Training Path Analysis.
1.1.4 Establish and implement the
Curriculum Modification
Development Request (CMDR)
process.
1.1.5 New Equipment Integrated
Logistics Support (ILS)
Coordination.
NCTC NCTC CSFE Det CSFE Det
CECOS Port Hueneme Sheppard AFB Fort Leonard CSFE Det
6 Gulfport
Wood Fort Belvoir

7. Focus Area 1.2
Quarterdecks
Provide governing policy and guidance CSFE/CECOS
across CSFE Domain (805) 901-7308
NCTC PH
(805) 982-4298
China Lake
(760) 939-3203
NCTC GP
(228) 871-2132
Fort Leonard Wood
(573) 596-0488
Sheppard
Essential Tasks Air Force Base
(904) 676-
1.2.1 Define and develop 7940/7537
standard metrics across Workforce
the Domain.
Composition
1.2.2 Complete SORM and • The CSFE mission is
distribute to Learning supported by a cadre of
Sites. highly qualified military,
Civil Service, and
1.2.3 Complete review of contractor personnel.
existing instructions, draft
new instructions based • While military and Civil
on requirements, and Service personnel are
promulgate throughout permanent, CSFE hires
the CSFE Domain. contractors to
accommodate fluxes in
1.2.4 Provide assistance to all workload, and special
Learning Sites via assist projects.
visits. Officers: 19
1.2.5 Reinforce CSFE role as Enlisted: 192
Civil Service: 90
ISIC and as central POC Contractors: 113
for all business lines.
Total: 414
1.2.6 Become the advocate for (a/o Aug 09)
Learning Sites. 7

8. Focus Area 1.3
Manage resource requirements
Essential Tasks
1.3.1 Initiate collaboration w/TSD Business
Managers to improve support processes.
1.3.2 Promulgate unfunded requirements guidance.
1.3.3 Formalize TSD/Center “Support-Centric”
conference.
1.3.4 Develop Resource Requirements Web.
1.3.5 Identify existing and new validation processes.
1.3.6 Develop ideal DYNAMIC requirements
Identification procedure.
1.3.7 Develop ideal Steady-State requirements
validation process.
1.3.8 Collaborate with SMEs to review and finalize
process inventory.
1.3.9 Prioritize process development/improvement
effort using finalized process inventory.
8

9. Focus Area 1.4
Manage alignment of ITRO and International
Military Student (IMS) processes
Essential Tasks
1.4.1 Educate all levels of the Domain on the ITRO process,
roles and responsibilities and update MICP process.
1.4.2 Update processes to include synchronization between
the Learning Sites and HQ.
1.4.3 Create a Domain process for IMS reporting that defines
roles and responsibilities within the Domain and who
integrates with NETSAFA.
1.4.4 Align N7’s Formal Course Review (FCR) schedule with
the ITRO curriculum review process for Navy hosted
courses.
1.4.5 Collaborate with ITRO Host services to clearly
communicate demand signals.
9

10. Strategic Objective 2
Lateral Support and Collaboration within
CSFE Headquarters
Training organizations
must improve their
analysis and feedback
processes in order to
identify deficiencies
and enable leaders to
take appropriate and
timely corrective
action.
- Sea Warrior Concept of
Operations Nov 07
Focus Area 2.1 Curriculum development and
management
Essential Tasks
2.1.1 Leverage resources to enhance the
curriculum production process.
2.1.2 Establish an information exchange
across the directorates in order to
enhance effectiveness.
2.1.3 Review Administrative processes,
routing of correspondence,
accountability, and Personally
Identifying Information.
2.1.4 Execute a Lean Six Sigma event.
10

11. Focus Area 2.2
Socialize And Maximize Effectiveness Of Center
Processes/Alignment
Essential Tasks
2.2.1 Leverage existing forums (e.g. weekly
ED Meeting, Path Forward, etc.) to
facilitate lateral support and
collaboration.
2.2.2 Review of processes by the directorates
and process owners to ensure
connectivity to other directorates and
Learning Sites.
2.2.3 Develop and promulgate Domain-wide
MICP guidance and training. Develop
MICP Instruction and master MICP
binder.
2.2.4 Develop an internal review process that
enhances MICP accountability.
2.2.5 Review of overlapping instructions.
2.2.6 Establish a robust Lean 6 Sigma
Program.
11

12. Focus Area 2.3
Develop and Manage Occupational Standards
(OCCSTDS) for OF-13 ratings in support of
Curriculum Development, Rate Training Manuals
and Advancement Exams
Essential Tasks
2.3.1 Communicate with SYSCOM / TYCOM in regard to updates and
revisions to Navy Mission Essential Tasks (NMETS) for the Naval
Construction Force (NCF).
2.3.2 Coordinate with NAVMAC on the need or revision and development.
2.3.3 Conduct analysis on OCCSTDS to NMETS to ensure accurate
learning takes place in regard to SYSCOM / TYCOM needs.
2.3.4 Conduct Training Gap Analysis (TGA) on current Learning
Objectives to new OCCSTDS.
2.3.5 Ensure curriculum development is in line with OCCSTDS approved
by SYSCOM / TYCOM.
We will deliver enlisted
career learning and
development roadmaps.
- CNO Guidance for 2010
12

13. Increase information sharing
Focus Area 2.4
Essential Tasks
2.4.1 Develop and deliver Reach out
Program
2.4.2 Develop business rules for data
storage
2.4.3 Implement Exit/Positional
Interviews.
2.4.4 Implement training evaluation
using Post Deployment surveys
The term “information and Kirkpatrick Levels 1, 2, and 3
sharing” in the surveys
Information Sharing 2.4.5 Review Check-in/Check-out
Environment (ISE)
context means that 2.4.6 Maintain Communications Plan
the proper
information, properly
controlled, gets to the
right people in time to
counter terrorist
threats to our people
and institutions.
- ISE Annual Report to The Congress June 2009 13

14. Strategic Objective 3
Directly Support External Customers
Focus Area 3.1
Be recognized as the “Center” for training resources
in support of Seabees, CEC Officers, Facility
Engineers, and Environmental Professionals
Essential Tasks
3.1.1 Develop a marketing
brochure.
3.1.2 Market available training
resources to external
customers in order to
heighten awareness of
CSFE products.
3.1.3 Collaborate with customers
both existing and future as
14 their Training Support Agent.

15. Focus Area 3.2
Deliver timely and accurate products and services
to external customers.
Essential Tasks
3.2.1 Collaborate with external customers to provide curriculum
development support to be taught by other agents to include
program management support and planning.
3.2.2 Collaborate with NAVFAC to integrate equipment and training
using the ILS Program and plan for the out years.
3.2.3 Provide online training curriculum that can be accessed and
used directly by an individual troop.
3.2.4 Provide support in the form of technical and Professional
expertise in the development of Competencies and
Occupational Standards.
3.2.5 Develop and Maintain Personnel Qualification Standards for the
Naval Construction Force and Naval Beach Groups.
3.2.6 Provide career management guidance and information to all
OF-13 and Civil Engineering Corps personnel in the form of
Career Roadmaps.
3.2.5 Develop maintain and distribute the Seabee Electronic Toolbox
on an annual basis to all OF-13 personnel.
3.2.6 Research and Validate Certifications and Qualifications in
support of Navy Credentialing Opportunities Online and United
Services Military Apprenticeship Program by conducting Job
Task Analysis to Navy Occupational Field-13 and Civil
Engineer Corps Officer learning objectives and occupation
descriptors. 15

16. Focus Area 3.3
Pro-active
involvement in
supply-chain
management of
student throughput
Essential Tasks
3.3.1 Review, update, and
validate the training
production process.
3.3.2 Engage with and
develop strong
relationships with ECM,
PMO, NETC, OCM, and
OPNAV to ensure most
current strategy and
alignment are in place.
We will develop enlisted training demand and capacity
models to provide greater fidelity and confidence in
training resource requirements.
- CNO Guidance for 2010
16

17. Expanding demand for a
capability-driven workforce
drives the need for continuous
improvement and employment of
tested, field proven ‘reach
back/reach out’ capabilities that
deliver the most capable person
to the right place with the right
skills at an affordable cost.
- Sea Warrior Concept of Operations Nov 07
17
17

18. Mission, Functions, & Tasks
• Carry out all regulations, instructions, and directives from higher
authority pertaining to the administration of CSFE and its domain and
issue such detailed internal instructions, regulations, orders, and notices
as required for the efficient organization and administration.
• Assign the mission, training requirements, funding and staff personnel
to support the training requirements of the CSFE domain.
• Perform all curricula development, monitoring, reviews, and course
management for CSFE Learning Sites.
• Manage the Non-Resident Training courses mapped to the CSFE domain.
• Provide career management development with regard to professional
development, personal development, leadership, certifications and
qualifications, and performance.
• Act as Model Manager for Personnel Qualification Standards (PQS) that
fall within the CSFE domain.
• Provide Fleet Integration with Type Commanders, Budget Submitting
Offices (BSOs) and Fleet units to ensure the skills and education provided
are relevant, tied to mission requirements, and provided at the right time
and the right cost.
• Provide knowledge management through the population of data for
delivery to the Sailor using the Navy Knowledge Online (NKO) portal and
other web sites.
• Provide technical support in the acquisition and contracting of services
and equipment in support of all training and support systems.
• Implement staffing plan to ensure all civilian and instructor staffs are
properly manned.
• Identify and fill billets with qualified personnel.
18 • Manage resources within CSFE domain.

19. NETC Strategic Foundation
Vision. To be the world’s premier learning
organization ensuring the success of the
world’s greatest Navy and all who serve.
Mission. To educate and train those who
serve providing the tools and opportunities
that:
Ensure Fleet readiness and
accomplishment
Enhance professional and personal
growth and development
Enable life-long learning
Strategic Goals.
♦ Capability-Driven Manpower. Navy workforce requirements will be based
on current and future joint warfighting needs.
♦ Competency-based Workforce. Navy work and workforce will be defined
by knowledge, skills, and abilities that enable mission accomplishment.
♦ Effective Total Force. Our total force – active and reserve military, civilians,
and contractors – will be viewed as one, integrated team that supports
required warfighting capability.
♦ Diverse. Our culture will embrace diversity and encourage and enable all
Sailors and civilians to reach their full professional and personal potentials.
♦ Agile and Cost Efficient. We will deliver additional capability from a
smaller, yet increasingly talented educate and integrated workforce.
♦ Competitive in the Marketplace. We will revise and update our policies and
practices to deliver desired benefits such as improve life-long learning,
career choice, and family support.
19
19

20. Greatness is more than potential.
It is the execution of that potential.
Beyond the raw talent.
You need the appropriate training.
You need the discipline.
You need the inspiration.
You need the drive.
Eric A. Burns
CSFE
Center for Seabees and
Facilities Engineering
3502 Goodspeed Street
Port Hueneme, CA 93043
Phone (805) 982-3300
DSN 551-3300
csfeadmin@navy.mil