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Navy Manpower SITREP

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Navy Manpower SITREP

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    2. Agenda Flood Update Manpower Environment The Cost of Manpower Brilliant at the Basics Continuum of Service Selection Boards Transformation of HR Service Delivery Saved Rounds

    3. Flood Update

    4. Manpower Environment FY10 to Date

    5. Strategic Landscape

    6. Total Force Challenges In closing, here are the strategic challenges we’re facing across the Total Force. Stabilizing end strength while facing: A growing mission set (e.g., Riverene, NECC, medical) A changing force structure mix (LCS, JSF, DDG-1000) A 14,000-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) Recognizing demographic changes in our Nation and workforce to: Better reflect diversity Address the needs and cultural differences of various generations, and ensure that we respond to women-in-the-workplace trends Answer the growing demand for additional learning opportunities Our goal is to deliver Fit to the Total Force. To do this, we must confront these and other challenges.In closing, here are the strategic challenges we’re facing across the Total Force. Stabilizing end strength while facing: A growing mission set (e.g., Riverene, NECC, medical) A changing force structure mix (LCS, JSF, DDG-1000) A 14,000-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) Recognizing demographic changes in our Nation and workforce to: Better reflect diversity Address the needs and cultural differences of various generations, and ensure that we respond to women-in-the-workplace trends Answer the growing demand for additional learning opportunities Our goal is to deliver Fit to the Total Force. To do this, we must confront these and other challenges.

    7. 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" organization Remain brilliant at the basics Stability and predictability Our principles revolve around attracting and retaining the best talent, and safeguarding the careers of our top performers. Over the last year, we’ve used these principles to shape our polices and guide our decisions. We must maintain a balanced force – seniority, experience, and skills matched to requirements. These principles will allow us to have better stability and predictability when delivering Sailors to the fleet. Our principles revolve around attracting and retaining the best talent, and safeguarding the careers of our top performers. Over the last year, we’ve used these principles to shape our polices and guide our decisions. We must maintain a balanced force – seniority, experience, and skills matched to requirements. These principles will allow us to have better stability and predictability when delivering Sailors to the fleet.

    8. Cost of Manpower

    9. Salaries at a Glance (Southeast Region) Aircraft Mechanic salary is from the Department of Labor Bureau of Labor Statistics May 2005 Metropolitan Area occupational Employment and Wage Estimates Aircraft Mechanic salary is from the Department of Labor Bureau of Labor Statistics May 2005 Metropolitan Area occupational Employment and Wage Estimates

    10. Signs of the Times 7 April 2010

    11. Enabling your Sailors to Compete “Brilliant on the Basics” ENGAGE AND CHALLENGE YOUR SAILORS… Easy acronym (SAILOR) for leadership to remember the “The Basics” Sponsorship - First 72 hrs Assign a reliable mentor - Key to mentoring success Indoctrination - Schedule/include spouses Leadership involvement - DIVO/LCPO/LPO- CDB Managers Ombudsman Program - Introduce to ALL Sailors Recognition Program - Award Sailors for hard work Sponsor programs should be robust enough to enable the new crewmember to make his/her transfer to a new duty station as worry free as possible STAYNAVY Website has a REVERSE SPONSOR AID tool designed to allow Sailors the opportunity to provide pertinent information to their new gaining command and to request a sponsor from their gaining command. NAVADMIN 247/02 requests commands to provide up to date E-mail address and Sponsor Coordinator information to the Naval Personnel Command in order to verify accuracy of existing data base. Command Web Pages should as a minimum, direct or link perspective crew members to the Command Sponsor Coordinator or the Command Master Chief. Properly reaching out to new crew members shows them that they are a welcomed and needed member of the Team. “Welcome Aboard” should be extended to the ‘Total Sailor Package” to include spouses, or parents. Sponsor programs should be robust enough to enable the new crewmember to make his/her transfer to a new duty station as worry free as possible STAYNAVY Website has a REVERSE SPONSOR AID tool designed to allow Sailors the opportunity to provide pertinent information to their new gaining command and to request a sponsor from their gaining command. NAVADMIN 247/02 requests commands to provide up to date E-mail address and Sponsor Coordinator information to the Naval Personnel Command in order to verify accuracy of existing data base. Command Web Pages should as a minimum, direct or link perspective crew members to the Command Sponsor Coordinator or the Command Master Chief. Properly reaching out to new crew members shows them that they are a welcomed and needed member of the Team. “Welcome Aboard” should be extended to the ‘Total Sailor Package” to include spouses, or parents.

    12. Perform to Serve (PTS) Serves as a force shaping tool, moving manning from overmanned to undermanned ratings and as a quality screening process for reenlistments Applied to Zone A, B, and C Sailors Applied to all ratings First Class Petty Officers that have been selected or frocked to E-7 are exempt from PTS Nature of program Centralized system with BUPERS-controlled quotas Requires BUPERS authority to reenlist Sailors may convert to an undermanned rating

    13. PTS and Detailing

    14. CO’s Checklist for PTS Success

    15. Continuum of Service Recruit Once, Retain for Life

    16. Selection Boards The Integrity of Our Process The Navy selection board process enjoys a good reputation for integrity & fairness Board members take an oath and sign a written order to never divulge any proceedings and not divulge results until they are officially released. Board members are prohibited from discussing adverse matters that are not documented in an eligible’s record. Record Responsibility Board eligible Sailors must exercise reasonable diligence to ensure their official record is complete and accurate. Recommend 3 to 4 months prior to the board. Enlisted Eligibility Verification Commands must verify the eligibility of those posted on the list on the NETPDTC website Verify accuracy and completeness of all eligible members in the command

    17. Transformation of HR Services

    18. SELECTION BOARD SUBMISSIONS Unnecessary board submissions clog the system Utilize Web Enabled Record Review (WERR) to review your record 3 to 4 months prior to a board If it’s in WERR, it’s in your official record If you are missing a document, call 1-866-U-ASK-NPC for the procedures to submit it for your record. Recheck WERR 45 days prior to your board. If still missing, submit them directly to the Board. Submitting a package does NOT enhance chances of selection, unless it contains relevant items missing from your record.

    19. Saved Rounds Enlisted GSA OSA PRIMS scrub on promotion lists “Physically qualified for promotion” Record Review / package submissions Use the tools available – WERR, ESR, BOL, etc.

    20. Messages Stabilized end strength to FY12 ~329K Focus on performance Battle for high-end skills Proactive command programs optimize the chances of every Sailor to succeed in this competitive environment

    22. Active End Strength Increased Mission While Decreasing End Strength 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

    23. FY10 MPN Breakdown Basic Elements of Pay – Basic Pay, RPA, BAH, Social Security, etc Other Entitlements – Separation Pays, FSA, OSA, etc Non Discretionary S&I pays – Flight Pay, Sub Duty Pay, etc Discretionary S&I pays – SRB, SDAP, Health Provider Bonuses, etc Non-Discretionary PCS – accessions, separations, organized unit moves Discretionary PCS – readiness moves (ORT = operational, rotational, and training moves) Basic Elements of Pay – Basic Pay, RPA, BAH, Social Security, etc Other Entitlements – Separation Pays, FSA, OSA, etc Non Discretionary S&I pays – Flight Pay, Sub Duty Pay, etc Discretionary S&I pays – SRB, SDAP, Health Provider Bonuses, etc Non-Discretionary PCS – accessions, separations, organized unit moves Discretionary PCS – readiness moves (ORT = operational, rotational, and training moves)

    24. FY10-12 Rollers & POPC PCS Obligation Policy Change

    25. PTS Stacking Algorithm

    26. THE GOOD NEWS…

    27. Overseas Contingency Operation Support Assignments (OSA) IA with Backfill OSA/IA for enlisted Eliminate entitlement inequities Preserve Sailor and family support GSA/IA for officers

    28. Salaries at a Glance: Norfolk Architectural and Civil Drafter; Fire Fighter and Aircraft Mechanic salaries are from the Department of Labor Bureau of Labor Statistics May 2005 Metropolitan Area occupational Employment and Wage EstimatesArchitectural and Civil Drafter; Fire Fighter and Aircraft Mechanic salaries are from the Department of Labor Bureau of Labor Statistics May 2005 Metropolitan Area occupational Employment and Wage Estimates

    29. Total Force Vision The Navy’s Total Force Vision for the 21st Century (January 2010) guides our efforts. This strategy firmly recognizes that 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. Central to this vision is our ability to achieve Fit by delivering the right person with the right skills at the right time at the best value. Our efforts are guided by five 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’s Total Force Vision for the 21st Century (January 2010) guides our efforts. This strategy firmly recognizes that 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. Central to this vision is our ability to achieve Fit by delivering the right person with the right skills at the right time at the best value. Our efforts are guided by five 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.

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