0. U. S. Coast Guard Manpower Requirements Determination (MRD) Enterprise Overview
July 2015

1. Overview MRD Enterprise MRD Process
Manpower Requirements Analysis
Manpower Requirements Determination
Capabilities Reconciliation Process
MRD Influence on CG Human Resources system
Benefits of the MRD Enterprise

2. MRD Enterprise
Definition: The people, interrelated processes, guidance, and tools designed to:
Translate mission requirements into workforce requirements
Provide an objective, standardized staffing logic for identifying, measuring, analyzing, and reporting work and labor consumption
Align manpower requirements with program management requirements
Enable informed manpower adjustments within resource constraints
Enable informed decisions to improve mission accomplishment
Enable informed decisions to mitigate risk

3. MRD Business Model
The Model is based on a Resources to Results model first introduced several years ago; the basic model demonstrates how strategic intent informs “desired outcomes” in terms of policy or mission results. MRD – the bright yellow circle in the middle – was added by the Team, and clarifies the role which MRD plays in the Resource-to-Results dynamic.
Desired outcomes or results imply certain kinds of activities (e.g., a Concept of Operations) required to accomplish those outcomes, as well as the standards to which these activities should be performed. These desired results and their associated standards drive the need for resources, which most typically include the need for human capital. The signal that human capital is needed for a particular mission or outcome triggers the Manpower Requirements Determination process.

4. Functional Model of MRD Process

5. MRD Informs Risk Management
NMP
MANPOWER
REQUIREMENT
PERSONNEL ASSIGNED
CURRENTLY ON BOARD
BILLETS AUTHORIZED
MRD
AUTHORIZATION
INVENTORY
MUSTER

6. MRD Process
Six-Phase Process to determine the number, types, and competencies of people required to perform a prescribed amount of work to a prescribed standard
Manpower Requirements Analysis (MRA): Phases 1 – 3
Manpower Requirements Determination
Capabilities Reconciliation Process: Phases 4 – 6
Utilizes industry accepted Industrial Engineering principles and Workforce Planning and Forecasting procedures to ensure objectivity

7. Triggers to conduct an MRA
New systems acquisitions, projects, or initiatives
Changes in mission requirements
Changes in performance standards
Proposed changes to organizational structure
Establishment of new maintenance or operational criteria
Implementation of new business processes, equipment, environment or technological advances
Regular periodic analysis

8. Levels of Analytical Rigor
Level One – Manpower Estimate Report Analysis of a previously undefined mission requirement or new acquisition
Level Two – Workload Consolidation A shallow look at major required work items and estimated workload derived from existing policy documents, databases, and other resources
Level Three – Workload Validation A review of pertinent policy doctrine (as above) along with the use of Subject Matter Experts (SME) and Accomplished Performers (AP) to validate work and workload data
Level Four – Workload Observation A review of all pertinent resources and doctrine along with the use of SME/AP, which is followed by surveys, OE site visits, and/or interviews

9. MRA Process: Phases 1 - 3
Define Work Requirements - Extant Data Review and Adjudication
Determine Workload - Work Sampling, Operational Audit, Interview, Survey
Define Workload Constraints and Assumptions - Availability, Paygrade, Competencies, et. al.
Model Optimal Manpower Determination - Manpower Determinant Model, Navy NMRS process, et. al.
Identify Manpower Requirements – Number of positions, billets, and competencies
Identify Staffing Options – Mix of Military, Civilian, Contractor

10. Manpower Requirements Determination
Progression from MRA to MRD can be an iterative process involving multiple reviews
If identified manpower requirements are not supportable, changes to requirements, assumptions, or expectations may be made
Requires another round of analysis and evaluation to determine manpower requirements
Manpower requirements codified into Manpower Requirements Determination and routed for final approval under Technical Authority of CG-1

11. Capabilities Reconciliation Process: Phases 4 - 6

12. Impact of MRD Process 1 2 3 Organizational Framework MRD Process MRD’s
Workforce Planning and Forecasting
Organizational
Framework
MRD’s
Application
To HR System Components
Doctrine
Accessions
Training and
Individual Development
Assignments
Officer Specialty/ Enlisted Rating/ Civilian Management 1 3 2
Purpose
Architecture

13. Benefits of MRD Enterprise
Executive Leadership: A means to ensure the right mix of human capital to support mission requirements and informed decision-making
Program / Resource Managers: A method to link mission requirements to HR requirements through defendable manpower analysis
Chain of Command: A process for prioritizing HR requirements & allocating resources leading to mission accomplishment
Unit Commanders: A tool to communicate HR requirements to decision makers through improved understanding of unit capabilities
Supervisors: A tool to measure work and workload consumption against total number of billets leading to an appropriate workforce (size and make-up)
Members/Employees: A visible sign leadership is looking after its people by providing them with the time and tools (competencies) to do the job properly leading to increased job satisfaction and retention
IMPROVED CONFIDENCE in the HR System and Resource Allocation Process

14. POC: MRD Division Chief
Thank you! Questions?
POC: MRD Division Chief