1 / 23

Total Force Strategy

2. Strategic Landscape. As a Nation.... Minority PopulationNation will be 54% minority by 205058% of college graduates are women. . Recruitable Market (28%)Over 29% are obesePropensity for military service at historic lows. . As a Navy.... End-StrengthDown ~46K since 2001 (Active Duty)IA Missi

angus
Download Presentation

Total Force Strategy

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. Total Force Strategy

    2. 2 Strategic Landscape As a Nation... Our Nation is changing: Increasing numbers of both minorities and women in the population and workforce Greater demand for work flexibility Challenging recruitable market The Navy is evolving as well: Decreasing endstrength New mission and increasing emphasis on old missions Rising personnel costs These trends help define our operating assumptions and form the foundation for many of the strategic choices we make. As the Navy provider of Manpower, Personnel, Training, and Education, we must be able to anticipate and respond to these changes in order to effectively meet the Fleet’s warfighting needs. For example, if 54% of the population will be minority by 2050, then we must have a corresponding diversity strategy to ensure that our recruiting efforts support such a diverse labor pool. Our Nation is changing: Increasing numbers of both minorities and women in the population and workforce Greater demand for work flexibility Challenging recruitable market The Navy is evolving as well: Decreasing endstrength New mission and increasing emphasis on old missions Rising personnel costs These trends help define our operating assumptions and form the foundation for many of the strategic choices we make. As the Navy provider of Manpower, Personnel, Training, and Education, we must be able to anticipate and respond to these changes in order to effectively meet the Fleet’s warfighting needs. For example, if 54% of the population will be minority by 2050, then we must have a corresponding diversity strategy to ensure that our recruiting efforts support such a diverse labor pool.

    3. 3 Environment We face challenges with our Navy “brand.” Navy has had a difficult time “branding” our service to the nation at-large. We know what we do...but I’m not sure that many of the things we do are readily recognized by much of the country. Additionally, the propensity for youth to join the military has fallen to unprecedented lows. (Although propensity has increased since last year.) These are challenging times, and members of our minority populations seem to affected the most—making our diversity efforts even more challenging.We face challenges with our Navy “brand.” Navy has had a difficult time “branding” our service to the nation at-large. We know what we do...but I’m not sure that many of the things we do are readily recognized by much of the country. Additionally, the propensity for youth to join the military has fallen to unprecedented lows. (Although propensity has increased since last year.) These are challenging times, and members of our minority populations seem to affected the most—making our diversity efforts even more challenging.

    4. 4 Challenges We face many challenges and opportunities in delivering FIT with the Total Force. We must stabilize the force while facing: A growing mission set (e.g., Riverene, NECC, medical) A changing force structure mix (LCS, JSF, DDG-1000) A 7,000-person individual augmentee mission (includes “boots on the ground” and Sailors in the training pipeline) Rising personnel costs (CRS estimates a 40% increase since 1999) We must recognize demographic changes in our Nation and workforce to: Better reflect diversity Ensure that we respond to women-in-the-workplace trends Address the needs and cultural differences of various generationsWe face many challenges and opportunities in delivering FIT with the Total Force. We must stabilize the force while facing: A growing mission set (e.g., Riverene, NECC, medical) A changing force structure mix (LCS, JSF, DDG-1000) A 7,000-person individual augmentee mission (includes “boots on the ground” and Sailors in the training pipeline) Rising personnel costs (CRS estimates a 40% increase since 1999) We must recognize demographic changes in our Nation and workforce to: Better reflect diversity Ensure that we respond to women-in-the-workplace trends Address the needs and cultural differences of various generations

    5. 5 Total Force Strategy The Navy Total Force Strategy guides our efforts. Our strategy firmly recognizes our Total Force—active and reserve Sailors and Navy civilians—is the Navy’s most important resource and the critical component to meeting the demands of the Joint force. We are guided by six strategic imperatives: Responsive to the Joint Warfighter: We sustain and deliver required capabilities as well as anticipate future demands Competitive for the Best Talent in the Nation: We are sought by the Nation’s best for a career of service Diverse: We draw our strength and innovation from the diversity of the Nation A Learning Organization: We provide life-long learning and development Leader in Human Resource Solutions: We deliver agile, innovative, and flexible solutions to meet the demands of the Maritime Strategy The Navy Total Force Strategy guides our efforts. Our strategy firmly recognizes our Total Force—active and reserve Sailors and Navy civilians—is the Navy’s most important resource and the critical component to meeting the demands of the Joint force. We are guided by six strategic imperatives: Responsive to the Joint Warfighter: We sustain and deliver required capabilities as well as anticipate future demands Competitive for the Best Talent in the Nation: We are sought by the Nation’s best for a career of service Diverse: We draw our strength and innovation from the diversity of the Nation A Learning Organization: We provide life-long learning and development Leader in Human Resource Solutions: We deliver agile, innovative, and flexible solutions to meet the demands of the Maritime Strategy

    6. 6 Total Force Strategy Delivering FIT The core of our strategy is to deliver FIT—the right person, with the right skills, in the right job, at the right time, at the best value. We must transition from a platform-centric approach (a Sailor in every billet) to a capability-driven model, which aligns people with the required work. A key to this transition is creating a personnel system that proactively responds to changing demands. There are two major components of achieving FIT – aligning the people with the work. Each of the Total Force Domain’s core functions – attract, recruit, develop, assign, retain – contribute to achieving FIT. In other words, there are activities that must be conducted in each of these functional areas to successfully get the right Sailor with the right skills into the right position at the right time. Examples of essential activities within core functions include: Recruit: communicating a strong Navy brand, expanding NROTC and NJROTC units to increase diversity, and evaluating demographics by region to determine appropriate diversity goals Develop: developing fleet-wide learning policies, establishing training metrics based on fleet requirements, and capturing training and qualifications outside of A- and C- schools. Retain: Identifying non-monetary incentives that are attractive to women, minorities, and millennials, changing the paradigm of naval service to a career continuum, and developing a tiered system that rewards performance through fiscal incentives, geographic stability, bundled detailing, etc. There are also a series of measures within each of these areas that roll up to an overall measure of FIT.The core of our strategy is to deliver FIT—the right person, with the right skills, in the right job, at the right time, at the best value. We must transition from a platform-centric approach (a Sailor in every billet) to a capability-driven model, which aligns people with the required work. A key to this transition is creating a personnel system that proactively responds to changing demands. There are two major components of achieving FIT – aligning the people with the work. Each of the Total Force Domain’s core functions – attract, recruit, develop, assign, retain – contribute to achieving FIT. In other words, there are activities that must be conducted in each of these functional areas to successfully get the right Sailor with the right skills into the right position at the right time. Examples of essential activities within core functions include: Recruit: communicating a strong Navy brand, expanding NROTC and NJROTC units to increase diversity, and evaluating demographics by region to determine appropriate diversity goals Develop: developing fleet-wide learning policies, establishing training metrics based on fleet requirements, and capturing training and qualifications outside of A- and C- schools. Retain: Identifying non-monetary incentives that are attractive to women, minorities, and millennials, changing the paradigm of naval service to a career continuum, and developing a tiered system that rewards performance through fiscal incentives, geographic stability, bundled detailing, etc. There are also a series of measures within each of these areas that roll up to an overall measure of FIT.

    7. 7 Focus Areas Balanced Force Diversity Life-Work Integration Training and Education Continuum of Service We are focused on five priorities. Balanced Force – have the right mix of seniority, skills, and experience. Diversity – ensure that the Navy’s demographics reflect that of the Nation Life-Work Integration – continue to provide programs that make Navy a “Top 50” workplace Education and Training – provide learning and development solutions that meet the demands of the Joint force Continuum of Service / AC/RC Integration – provide seamless transitions between the Active and Reserve components.We are focused on five priorities. Balanced Force – have the right mix of seniority, skills, and experience. Diversity – ensure that the Navy’s demographics reflect that of the Nation Life-Work Integration – continue to provide programs that make Navy a “Top 50” workplace Education and Training – provide learning and development solutions that meet the demands of the Joint force Continuum of Service / AC/RC Integration – provide seamless transitions between the Active and Reserve components.

    8. 8 Balanced Force While reducing end strength, the Navy has grown its mission set since 2001. Individual Augmentees: +7,000 AC SEAL/SOF: +2,782 since POM 04; +3,465 by FY15 Naval Coastal Warfare: +720 (converted 2 NCW units in POM from Reserve to Active Duty) FRP: increase due to Blue in Support of Green (BISOG) – Navy’s organic support to USMC operational units FAO and NECC: +355 Added a Maritime Civil Affairs Group (+155) Converted Reserve Cargo Handling Battalion to Active Duty (+168) Added four platoons to the Explosive Ordinance Disposal community (+32) Riverene: +675 (3 AC squadrons with 225 personnel each) NECC and NSWC: +5,542 through FY10 (using POM 04 as a baseline) Naval Construction Force: +700 in POM 08 (added a 9th active duty Naval Mobile Construction Battalion BISOG: +900 (approx.) supporting increased USMC medical and dental requirements While reducing end strength, the Navy has grown its mission set since 2001. Individual Augmentees: +7,000 AC SEAL/SOF: +2,782 since POM 04; +3,465 by FY15 Naval Coastal Warfare: +720 (converted 2 NCW units in POM from Reserve to Active Duty) FRP: increase due to Blue in Support of Green (BISOG) – Navy’s organic support to USMC operational units FAO and NECC: +355 Added a Maritime Civil Affairs Group (+155) Converted Reserve Cargo Handling Battalion to Active Duty (+168) Added four platoons to the Explosive Ordinance Disposal community (+32) Riverene: +675 (3 AC squadrons with 225 personnel each) NECC and NSWC: +5,542 through FY10 (using POM 04 as a baseline) Naval Construction Force: +700 in POM 08 (added a 9th active duty Naval Mobile Construction Battalion BISOG: +900 (approx.) supporting increased USMC medical and dental requirements

    9. 9 Diversity FY09 Focus: Expanding the Pool Moving the Needles Building the Sustainable Base

    10. 10 Life-Work Integration Navy is a Top 50 employer I believe the Navy IS a Top 50 organization and an “employer of choice.” Our comprehensive benefits and innovative programs and policies are as good as or better than many civilian organizations. A Top 50 employer believes people are its most valuable asset, deserving of a work environment that is personally and professionally rewarding. It is an organization that recognizes the value of diversity and fosters a culture of trust, respect, cooperation, and whose programs and policies reflect these beliefs. Annually, hundreds of companies are ranked nationally on several criteria including: employee benefit packages, ethics, training and development, advancement potential, and overall best practices. The best overall organizations rank in the Top 50 due to their ability to meet and unify the needs of the individual and the organization. Our efforts are focused on a number of different areas: diversity, career flexibility, and Sailor and family care programs.Navy is a Top 50 employer I believe the Navy IS a Top 50 organization and an “employer of choice.” Our comprehensive benefits and innovative programs and policies are as good as or better than many civilian organizations. A Top 50 employer believes people are its most valuable asset, deserving of a work environment that is personally and professionally rewarding. It is an organization that recognizes the value of diversity and fosters a culture of trust, respect, cooperation, and whose programs and policies reflect these beliefs. Annually, hundreds of companies are ranked nationally on several criteria including: employee benefit packages, ethics, training and development, advancement potential, and overall best practices. The best overall organizations rank in the Top 50 due to their ability to meet and unify the needs of the individual and the organization. Our efforts are focused on a number of different areas: diversity, career flexibility, and Sailor and family care programs.

    11. 11 Education and Training Language, Regional Expertise, and Culture Officer and Enlisted Learning and Development Strategies Cyber Warfare We must deliver education and training solutions that meet Joint force demands and respond to changes in our strategic environment. Language, Regional Expertise, and Culture: With our role in the GWOT and our continual IA mission support, we’re ensuring that our Sailors get the appropriate language and cultural training to make them more effective in these new roles. Enlisted Learning and Development Strategy: We’re focused on delivering the right mix of skills training and professional military education, using multiple delivery methods (resident, non-resident, full-time, part-time, off-duty, and web-based). Officer Learning and Development Strategy: Similar to the Enlisted Learning and Development Strategy, we are crafting a vision for delivering the appropriate sequence/timing of warrior/professional training, graduate education and JPME throughout an officer’s career. Cyber Warfare: As we become more reliant on networks and network warfare, we’re ensuring that our Sailors have the technical skills to operate effectively in the cyber-domain. We must deliver education and training solutions that meet Joint force demands and respond to changes in our strategic environment. Language, Regional Expertise, and Culture: With our role in the GWOT and our continual IA mission support, we’re ensuring that our Sailors get the appropriate language and cultural training to make them more effective in these new roles. Enlisted Learning and Development Strategy: We’re focused on delivering the right mix of skills training and professional military education, using multiple delivery methods (resident, non-resident, full-time, part-time, off-duty, and web-based). Officer Learning and Development Strategy: Similar to the Enlisted Learning and Development Strategy, we are crafting a vision for delivering the appropriate sequence/timing of warrior/professional training, graduate education and JPME throughout an officer’s career. Cyber Warfare: As we become more reliant on networks and network warfare, we’re ensuring that our Sailors have the technical skills to operate effectively in the cyber-domain.

    12. 12 Continuum of Service AC/RC Crossflow Total Force retention – “Sailor for Life” AC/RC Integration Operational support officers (RC) embedded in all staffs Recruiting force integration Continuum of service is about closing the seams between Active Duty and Reserve. For Sailors leaving Active Duty, we want to make a transition to the Reserves an attractive, easy process. We’re also looking at ways to better integrate the Reserve Component in our staffs. Our Career Intermission Pilot allows individuals to exit active duty for a short period of time, but remain on the IRR list for accountability and administrative purposes. ACTIONS TO DATE Formed CoS Working Group co-sponsored by CNP/CNR Established Career Transition Office at NPC Commenced operations 29 May 2009 58 NAVETS packages being processed: 47 to affiliate SELRES Expanded PTS with SELRES Option Sailors can choose SELRES Option beginning in Aug CONTINUUM OF SERVICE DATA FY09 E-5 HYT Transitions to RC 215 Sailors identified 95 of 215 (44%) responded 76 of 95 (80%) requested transition to RC NAVET Officers 6 affiliations accomplished (training attrites) 112 packages in process at Career Transition Office 71 of 112 (64%) have expressed interest in RC transitionContinuum of service is about closing the seams between Active Duty and Reserve. For Sailors leaving Active Duty, we want to make a transition to the Reserves an attractive, easy process. We’re also looking at ways to better integrate the Reserve Component in our staffs. Our Career Intermission Pilot allows individuals to exit active duty for a short period of time, but remain on the IRR list for accountability and administrative purposes. ACTIONS TO DATE Formed CoS Working Group co-sponsored by CNP/CNR Established Career Transition Office at NPC Commenced operations 29 May 2009 58 NAVETS packages being processed: 47 to affiliate SELRES Expanded PTS with SELRES Option Sailors can choose SELRES Option beginning in Aug CONTINUUM OF SERVICE DATA FY09 E-5 HYT Transitions to RC 215 Sailors identified 95 of 215 (44%) responded 76 of 95 (80%) requested transition to RC NAVET Officers 6 affiliations accomplished (training attrites) 112 packages in process at Career Transition Office 71 of 112 (64%) have expressed interest in RC transition

    13. 13 Guiding Principles Retain our best Sailors with the right skill mix Target incentives to critical skills ratings Keep a balanced force – seniority, experience, and skill sets matched to requirements Focus on performance – retain and safeguard careers of top performers Continue to attract and recruit our Nation's brightest Continue our efforts as a "Top 50" Company – remain brilliant at the basics Continue to use FIT as our primary metric Stability and predictability We must maintain a balanced force—seniority, experience, and skills matched to requirements. Our principles revolve around attracting and retaining the best talent, and safeguard the careers of our top performers. These principles will allow us to have better stability and predictability when delivering Sailors to the Fleet.We must maintain a balanced force—seniority, experience, and skills matched to requirements. Our principles revolve around attracting and retaining the best talent, and safeguard the careers of our top performers. These principles will allow us to have better stability and predictability when delivering Sailors to the Fleet.

    14. 14 BACKUP

    15. 15 Navy Augmentee Mission The Navy fully supports the GWOT mission. To continue this level of support, we must understand the impacts of this support on the rest of the Navy. Our total augmentee requirement is a little over 14,000 Sailors. This accounts for the necessary training “pipeline” that our Sailors receive prior to their GWOT assignment. As the chart depicts, the Navy supports a variety of missions – from provincial reconstruction to airlift support. These missions include: Core – we have standard, mission-ready capabilities Adaptive Core – we can expand a core capability to perform the mission, but it requires additional training/equipping Non-Core – we do not have standard, mission-ready capabilities Our adaptive core and non-core requirement is about 7,100 Sailors. We’re working right now on the funding strategy to ensure that the Navy can continue to support these missions without driving down manning and readiness levels across the Fleet.The Navy fully supports the GWOT mission. To continue this level of support, we must understand the impacts of this support on the rest of the Navy. Our total augmentee requirement is a little over 14,000 Sailors. This accounts for the necessary training “pipeline” that our Sailors receive prior to their GWOT assignment. As the chart depicts, the Navy supports a variety of missions – from provincial reconstruction to airlift support. These missions include: Core – we have standard, mission-ready capabilities Adaptive Core – we can expand a core capability to perform the mission, but it requires additional training/equipping Non-Core – we do not have standard, mission-ready capabilities Our adaptive core and non-core requirement is about 7,100 Sailors. We’re working right now on the funding strategy to ensure that the Navy can continue to support these missions without driving down manning and readiness levels across the Fleet.

    16. 16 GSA Detailing Shift to GSA deployments Sep 08 ? 29% Officer, 22% Enlisted on GSA (24% total) Jun 09 ? 53% Officer, 59% Enlisted on GSA (57% total) CFFC as IA executive agent N1 – policy, reporting, and oversight USFF – execution and enforcement Policy incentives Advancement points Exam flexibility We’re continuing to make progress on our GSA detailing efforts. Our goal is to provide greater stability and predictability when assigning a Sailor to a GWOT support assignment. As of September, 24% of our Sailors are on GSA orders. We expect to have 57% on GSA orders by next summer. On the policy side, we’ve shifted execution responsibilities down to CFFC.We’re continuing to make progress on our GSA detailing efforts. Our goal is to provide greater stability and predictability when assigning a Sailor to a GWOT support assignment. As of September, 24% of our Sailors are on GSA orders. We expect to have 57% on GSA orders by next summer. On the policy side, we’ve shifted execution responsibilities down to CFFC.

    17. 17 Our Navy is also now composed of 3 very different generations, with different priorities, motivated by different incentives, and possessing different strengths. The Total Force needs to be flexible and agile to account for all three to ensure Navy is successful at meeting the needs for each generation. The Navy must continue to be a “great place to work” for Sailors in each of these very different generations. Our Navy is also now composed of 3 very different generations, with different priorities, motivated by different incentives, and possessing different strengths. The Total Force needs to be flexible and agile to account for all three to ensure Navy is successful at meeting the needs for each generation. The Navy must continue to be a “great place to work” for Sailors in each of these very different generations.

    18. 18 The ultimate goal of our efforts within MPTE is to achieve FIT – delivering the right sailor, with the right skills, to the right job, at the right time, and at the right cost. For several years, our focus was on sizing the force – ensuring that we had the right number of billets and filling every billet with a Sailor. Today, we are focused on shaping and stabilizing the force – ensuring that we have the right fit between the knowledge, skills, and abilities required by a billet and those possessed by the Sailor, Civilian, or Contractor filling that billet. The goal of sizing the force was to determine the right number of billets required to meet current and future warfighting requirements. The goal of shaping the force is to ensure that we have the right type of individual available in our workforce to fill those billets. The goal of stabilizing the force is to have a personnel management system that can proactively respond to changes in warfighting requirements. The ultimate goal of our efforts within MPTE is to achieve FIT – delivering the right sailor, with the right skills, to the right job, at the right time, and at the right cost. For several years, our focus was on sizing the force – ensuring that we had the right number of billets and filling every billet with a Sailor. Today, we are focused on shaping and stabilizing the force – ensuring that we have the right fit between the knowledge, skills, and abilities required by a billet and those possessed by the Sailor, Civilian, or Contractor filling that billet. The goal of sizing the force was to determine the right number of billets required to meet current and future warfighting requirements. The goal of shaping the force is to ensure that we have the right type of individual available in our workforce to fill those billets. The goal of stabilizing the force is to have a personnel management system that can proactively respond to changes in warfighting requirements.

    19. 19 Diversity Women in the Workplace We’re facing a female retention issue we can’t ignore. Females earn the majority of higher degrees in US - 58% of all college graduates, 45% of graduate degrees. Women continue to make up a large percentage of new officer accessions, but there is still room to grow the number of women in URL (non-traditional) communities, which is only at 8%. Female officer pregnancy rate is half that of the national average (8% v 15%). The majority of women feel they must place their career ahead of having a family if they are to remain competitive in their community (particularly aviation). If the Navy cannot find a way to accommodate starting a family during the career path of a competitive SWO or Aviator, she will leave the service for a civilian job that will. We’re facing a female retention issue we can’t ignore. Females earn the majority of higher degrees in US - 58% of all college graduates, 45% of graduate degrees. Women continue to make up a large percentage of new officer accessions, but there is still room to grow the number of women in URL (non-traditional) communities, which is only at 8%. Female officer pregnancy rate is half that of the national average (8% v 15%). The majority of women feel they must place their career ahead of having a family if they are to remain competitive in their community (particularly aviation). If the Navy cannot find a way to accommodate starting a family during the career path of a competitive SWO or Aviator, she will leave the service for a civilian job that will.

    20. 20 FY09 Survey: Work Stress Work stress impacts performance, health, and safety 16% increase since 2005 (74%) Family stress Perception of stigma “People would treat me differently if I sought help” (55% O / 37% E) “The chain of command would have less confidence in me” (51% O / 40% E) “Very stressed” Sailors negative coping behaviors

    21. 21 Sexual Assault Prevention and Response (SAPR) N1 designated Executive Agent Ongoing Navy IG Study DON Sexual Assault Prevention Summit 8-10 Sep

    22. 22 Suicide Prevention OSC training (45,000+) Fleet front-line supervisor training Navy Reserve Psychological Health Coordinators Outreach and awareness

    23. 23 Suicide Prevention Poster

More Related