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.

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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

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

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

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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

24. Additional Information Appendix 2007 NAVSUP Commander’s Guidance focus areas …

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.