BUPERS-31 Officer Community Overview

1. BUPERS-31Officer Community Overview Officer Community Management BUPERS 31

2. Agenda The functions BUPERS-31 executes: Accession Planning/Execution Strength Planning/Execution Promotion Planning Force Shaping/Execution Compensation/Retention Incentive Planning Community Health Assessment Inventory Modeling, Analysis and Forecasting The functions BUPERS-31 executes: Accession Planning/Execution Strength Planning/Execution Promotion Planning Force Shaping/Execution Compensation/Retention Incentive Planning Community Health Assessment Inventory Modeling, Analysis and Forecasting

3. 3 BUPERS 3Direct Support for Broader Missions We’re on a Mission - in support of Navy - to anticipate warfighting needs, identify associated personnel capabilities, and recruit, develop, manage and apply those capabilities in an agile, cost efficient manner. It is critical to understand our role in achieving Navy’s Mission. We talked about the change that came with the post-9/11security environment. We are living that change: Changing Navy operations, a changing marketplace, and a fiscally constrained environment, challenge our ability to adapt and respond to emerging requirements. Within each of these challenges, there are other internal and external factors that compound the challenge. For example, we all know that manpower costs have continued to rise over time – this is nothing new. In the past, however, we were able to reduce endstrength along with reductions in force structure. Now, we are attempting to build ships, while at the same time attempting to reach steady state strength. The days of offsetting increasing manpower costs with endstrength are over. Add to that the fact that we are becoming a “leaner”, more sea-centric force. We will require our people to have multi-varied skill sets, be critical, analytical, strategically-minded thinkers, and will need to incentivize them to spend more time at sea – military, civilian, and contractor. Our people become more valuable to our Navy, which adds expense – from recruiting, to training, to educating and retaining them – across the workforce. Add to that the reduced propensity to serve and the general public view of or lack of understanding of Navy’s contribution to the fight. All of these compound the challenge, making critical now, more than ever that MPTE change. Bottom line: MPTE must change with Navy to provide the men and women that our Navy needs and our nation deserves. Now, more than ever, we have to change the way we do business – MPTE must change with our changing Navy. The future of our Navy relies on it. We’re on a Mission - in support of Navy - to anticipate warfighting needs, identify associated personnel capabilities, and recruit, develop, manage and apply those capabilities in an agile, cost efficient manner. It is critical to understand our role in achieving Navy’s Mission. We talked about the change that came with the post-9/11security environment. We are living that change: Changing Navy operations, a changing marketplace, and a fiscally constrained environment, challenge our ability to adapt and respond to emerging requirements. Within each of these challenges, there are other internal and external factors that compound the challenge. For example, we all know that manpower costs have continued to rise over time – this is nothing new. In the past, however, we were able to reduce endstrength along with reductions in force structure. Now, we are attempting to build ships, while at the same time attempting to reach steady state strength. The days of offsetting increasing manpower costs with endstrength are over. Add to that the fact that we are becoming a “leaner”, more sea-centric force. We will require our people to have multi-varied skill sets, be critical, analytical, strategically-minded thinkers, and will need to incentivize them to spend more time at sea – military, civilian, and contractor. Our people become more valuable to our Navy, which adds expense – from recruiting, to training, to educating and retaining them – across the workforce. Add to that the reduced propensity to serve and the general public view of or lack of understanding of Navy’s contribution to the fight. All of these compound the challenge, making critical now, more than ever that MPTE change. Bottom line: MPTE must change with Navy to provide the men and women that our Navy needs and our nation deserves. Now, more than ever, we have to change the way we do business – MPTE must change with our changing Navy. The future of our Navy relies on it.

4. 4 Military Community Management Concept of Operations – Total Force The functions BUPERS-31 executes: Development of Officer Accession Plans Development of Officer Strength Plans Development of Officer Promotion Plans Development and use of Force Shaping Tools Development of Compensation Plans/Retention Incentives Assessment of Inventory to OPA Community Billet Base Coordination Community Health Analysis and Management Professional Development Analysis (Joint Education, Graduate Education, Subspecialty Alignment) Response to Congressional InquiriesThe functions BUPERS-31 executes: Development of Officer Accession Plans Development of Officer Strength Plans Development of Officer Promotion Plans Development and use of Force Shaping Tools Development of Compensation Plans/Retention Incentives Assessment of Inventory to OPA Community Billet Base Coordination Community Health Analysis and Management Professional Development Analysis (Joint Education, Graduate Education, Subspecialty Alignment) Response to Congressional Inquiries

5. Military Community Management Aligned in Echelon II to Increase Effectiveness Where we fit in the N1 Organization.Where we fit in the N1 Organization.

7. Medical Corps (2100) RETENTION, ACCESSION AND FORCE SHAPING

8. Medical Corps- (2100)Retention of 27 Different Specialties and over 200 subspecialtiesCommunity Leading Indicators/Specific Measures

9. Dental Corps (2200) RETENTION, ACCESSION AND FORCE SHAPING

10. Dental Corps- (2200) Retention of General and Specialty DentistsCommunity Leading Indicators/Specific Measures

11. Medical Service Corps (2300) RETENTION, ACCESSION AND FORCE SHAPING

12. Medical Service Corps- (2300)Community Leading Indicators/Specific Measures

13. Accessions points: Six Accession Sources majority of accessions come in between 1-4 years of YCS depending on nursing experience and/or prior commissioned service. Outliers can be out to 7 and 11 YCS but are very few. Sources: Direct Accession: Targets New graduates and experienced RNs, eligible for Nurse Accession Bonus 20K for 3 yr commitment and 30K for 4 year commitment. Combine the $20K and the Health Profession Loan Repayment Program $40K the commitment is 5 years. Nurse Candidate Program (NCP): Targets nursing students, May sign for 12-24 months. Students get a 10K bonus and 1K per month for however long they are in the program. FY09 increase authority to bonus and stipend if necessary. Currently meeting funded goal. Interservice Transfers (IST): Target other service. Do not seek out. Very few in number. Medical Enlisted Commissioning Program (MECP): Targets highly motivated sailors for commission as a Nurse Corps Officer. Maintains current rate pay and allowances. Required to pay for school themselves. Can use GI Bill or if qualified other scholarships. The total number of billets is 150 for ~ 50 starts per year. Seaman to Admiral-21 (STA-21): Targets highly motivated sailors for commission as a nurse corps officer. Maintains current rate pay and allowances. Provides a 10K allowance for tuition, books, and fee plus current rate pay and allowances. Participates in School's ROTC. Reserve Officer Training Corps (ROTC) (Nurse Option): Allows motivated students to study nursing in a ROTC program. Recall Reservists: Allow reserves to return to AD. Have indefinite and definite recalls. Typically use indefinite recalls. Attempt to have O3 and below. Will review O4 on case by case basis based on needs. The Nurse Corps is DOPMA constrained. Retention Points: RN ISP Specialties: Targeted for specialties that are less than 90% manned and have high OPTEMO: Mental health nurses, Perioperative Nurses, Critical Care Nurses, Mental Health Nurse Practitioners, Family Nurse Practitioners, Nurse midwives, Women's Health Nurse Practitioner and Pediatric Nurse Practitioners Force Shaping Points: The Nurse Corps uses promotion flow points as force shaping points.Accessions points: Six Accession Sources majority of accessions come in between 1-4 years of YCS depending on nursing experience and/or prior commissioned service. Outliers can be out to 7 and 11 YCS but are very few. Sources: Direct Accession: Targets New graduates and experienced RNs, eligible for Nurse Accession Bonus 20K for 3 yr commitment and 30K for 4 year commitment. Combine the $20K and the Health Profession Loan Repayment Program $40K the commitment is 5 years. Nurse Candidate Program (NCP): Targets nursing students, May sign for 12-24 months. Students get a 10K bonus and 1K per month for however long they are in the program. FY09 increase authority to bonus and stipend if necessary. Currently meeting funded goal. Interservice Transfers (IST): Target other service. Do not seek out. Very few in number. Medical Enlisted Commissioning Program (MECP): Targets highly motivated sailors for commission as a Nurse Corps Officer. Maintains current rate pay and allowances. Required to pay for school themselves. Can use GI Bill or if qualified other scholarships. The total number of billets is 150 for ~ 50 starts per year. Seaman to Admiral-21 (STA-21): Targets highly motivated sailors for commission as a nurse corps officer. Maintains current rate pay and allowances. Provides a 10K allowance for tuition, books, and fee plus current rate pay and allowances. Participates in School's ROTC. Reserve Officer Training Corps (ROTC) (Nurse Option): Allows motivated students to study nursing in a ROTC program. Recall Reservists: Allow reserves to return to AD. Have indefinite and definite recalls. Typically use indefinite recalls. Attempt to have O3 and below. Will review O4 on case by case basis based on needs. The Nurse Corps is DOPMA constrained. Retention Points: RN ISP Specialties: Targeted for specialties that are less than 90% manned and have high OPTEMO: Mental health nurses, Perioperative Nurses, Critical Care Nurses, Mental Health Nurse Practitioners, Family Nurse Practitioners, Nurse midwives, Women's Health Nurse Practitioner and Pediatric Nurse Practitioners Force Shaping Points: The Nurse Corps uses promotion flow points as force shaping points.

14. Nurse Corps- (2900)Community Leading Indicators/Specific Measures