SURFOR must prepare individual ships according to the ship's technology and expected mission requirements.
Replacing the "metric mania" (where the sheer number and disorganization of metrics makes evaluating, comprehension and accountability problematic (Casey, Peck, Webb, and Quast, 2008), at the SURFOR leadership level, PESTO attempts to simplify performance measurement.
Third, two significant factors affecting readiness, the salaries of the sailors on the ships and the original construction and capital improvements to ships, are not included in the SWE's cost assignments because SURFOR does not control those funding lines.
The performance management system operates within the CLASSRONs and SURFOR at locations geographically and organizationally removed from the headquarters where budget allocation decisions are made.
We also observe a performance management system designed around the factors the SURFOR can control more than one designed to capture the full set of variables affecting fleet readiness.
Their corresponding financial measures are more ambiguous and less direct and should better correlate with the types of management decisions the SURFOR confronts.
In recognition of these points, the SURFOR appointed a civilian deputy to the admiral to influence policymakers and other SWE organizations; however, it is too early to tell whether a "bridge maker" can help improve use of performance data in budgeting.
CS3(SW) Magdalena Castenada Galley Watch Captain USS Whidbey Island (LSD 41) 2008 SURFOR Petty Officer Of The Year
2008 SURFOR Blue Jacket of the Year CS3 Meloiza Worsley Records Keeper/Training Petty Officer Assault Craft Unit TWO