Total Force Strategy

1. Total Force Strategy RADM DAN HOLLOWAY DIRECTOR, MANPOWER, PERSONNEL, TRAINING, AND EDUCATION POLICY DIVISION SEPTEMBER 2009 Unclassified

2. As a Nation... Strategic Landscape As a Navy... • Minority Population • Nation will be 54% minority by 2050 • 58% of college graduates are women • End-Strength • Down ~46K since 2001 (Active Duty) • IA Mission Up ~7,000 since 2001 • Range of Missions • GWOT Support, Humanitarian Assistance, • Riverine Warfare, Maritime Interdiction • National Economy • Highest unemployment rate in 25 years (9.7%) • Retention • Retention above plan • Losses below plan • Demand for Work Flexibility • >50% will spend 2+ days/week working outside the office by 2010 • Female URLs • 5% increase in last 10 years • Recruitable Market (28%) • Over 29% are obese • Propensity for military service at historic lows • Uniformed Personnel Costs • 40% increase since 1999 (still rising) We must adapt to a changing landscape

3. Environment Public Image Military Propensity(16-21 yrs old) Public Opinion Poll: Which Military Branch is Most Prestigious? Nov 2001Jun 2008 12% 49% 8% 1% from Jun-07 14% 13% 3% from Jun-07 27% 30% 16% 3% from Jun-07 10% 9% White African American Hispanic USN USA USAF USMC % definitely/probably will be serving in the Military in the next few years Source: JAMRS Youth Propensity Poll (2008). Source: Gallup Organization (2008)

4. Challenges • Stabilizing the force while facing… • New missions and requirements • An enduring augmentee requirement • Rising personnel costs • Recognize demographic changes and… • Reflect diversity • Respond to women in the workplace trends • Address generational value-shifts Delivering FIT with the Total Force

5. Total Force Strategy VISION A seamless Navy Total Force valued for their service to the Nation MISSION Attract, recruit, develop, assign, and retain a highly-skilled workforce for the Navy Align the personal and professional goals of our workforce with the needs of the Joint Force, while ensuring the welfare of our Sailors, Civilians, and their families Deliver a high-performing, competency-based, and mission-focused force to meet the full spectrum of Joint operations Provide the right person with the right skills at the right time at the best value to the Joint Force STRATEGIC IMPERATIVES 1 - Responsive to the Joint Warfighter 2 - Competitive for the Best Talent in the Nation 3 - Diverse 4 - A Learning Organization 5 - Leader in Human Resource Solutions We provide a career continuum of training, education, and experiential learning and development We deliver agile, innovative,and flexible solutions to meet the demands of the Maritime Strategy We sustain and deliver required capabilities as well as anticipate future demands We are sought by the Nation’s best for a career of service We draw our strength and innovation from the diversity of the Nation

6. Total Force StrategyDelivering FIT FILL Platform-Centric FIT Capability-Driven THE WORK Demand Signal / Requirement THE PERSON Attract, Recruit, Develop, Assign, Retain Right person, right skills, right job, right time, at the best value

7. Focus Areas • Balanced Force • Diversity • Life-Work Integration • Training and Education • Continuum of Service

8. Balanced Force Sizing Shaping Stabilizing 377K OCO/IA Medical Schlesinger Cyber Since 2001 Average End Strength ~46K 331K Active Component IA Growth AFRICOM/ BISOG/ Force Protection/ Seabee Battalion Fleet Response Plan Riverine FAO & NECC Naval Coastal Warfare & FRP Increased SEAL/SOF/MAA demand Increased Individual Augmentee Mission by 7,000 (Active) ASW – Anti-Submarine Warfare NMD – Navy Missile Defense SEAL – Sea Air Land AFRICOM – U.S. Africa Command BISOG – Blue in Support of Green FAO – Foreign Affairs Officer NECC – Naval Expeditionary Combat Command FRP – Fleet Readiness Plan SOF – Special Operations Forces MAA – Master at Arms AC – Active Component IA – Individual Augmentee

9. Diversity Current Demographics FY09 Focus: • Expanding the Pool • Moving the Needles • Building the Sustainable Base FY10 Focus: • Mentoring • Retention • Life-Work Integration Diversity...the power of inclusion

10. Life-Work Integration TOP 50 COMPANIES KNOW: WHAT WE’RE DOING: RECOGNITION TO-DATE: Work Life Excellence Working Mother Magazine • Paternity Leave...for adoptive parents (+75% IVF costs) • Career Intermission...to leave active duty and keep benefits • Social Fellowships...to work with social orgs like the Red Cross • Virtual Command...to promote alternate work arrangements Most Admired EmployerU.S. Black & Hispanic Engineer Tech. Mag. Parenting is a Priority Work Life Legacy AwardFamilies and Work Institute Best Diversity CompanyDiversity/Careers in Engineering and IT Mag. Flexibility is the Key Diversity Honors Award Association of Diversity Councils Best New Initiative Telework Exchange Career DevelopmentAmerican Society for Training and Development Demand for Balance Performance ImprovementAmerican Society for Training and Development Workforce & DevelopmentAmerican Society for Training and Development Managing ChangeAmerican Society for Training and Development

11. Education and Training • Language, Regional Expertise, and Culture • Officer and Enlisted Learning and Development Strategies • Cyber Warfare Education and training – our asymmetric advantage

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 Actions To-Date • Formed CoS Working Group co-sponsored by CNP/CNR • Established Career Transition Office at NPC • Expanded PTS with SELRES Option 72-hour transition goal

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 Balanced force – seniority, experience, and skills

14. BACKUP

15. IED and Combat Support • MP/Master-at-Arms Navy Augmentee Mission • Civil Affairs • Provincial Reconstruction • Training Teams • Detainee Operations • Customs Inspection Non-Core • Base Operations • Medical Support • Intelligence • JTF/COCOM Staff Support Adaptive Core • NMCB (“SeaBees”) • Airlift Support • Cargo Handling • Maritime & Port Security • Medical/USMC Support Core Navy fully supports the GWOT mission...negotiating resources

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 The goal: stable and predictable GWOT assignments

17. Generational Value-Shifts “Go with the Bold Ones!” “It’s not just a job. It’s an adventure!” “Accelerate your life!” Boomers Generation X Millennials Idealistic Champions of social causes; seek to change their world Individualistic Non-conformists; 63% aspire to be different than other people Self-Completing 61% feel they need to know themselves better Acquisitive Often believe the more they give away or let get away, the less special they are Media Consumption Passive Cynical Shaped by divorce, recession, commercial hype, & morally suspicious social leaders Independent/Pragmatic Take it upon themselves to plan, analyze and make solid decisions -always hedging Entrepreneurial 57% take what they can get in life Diverse Social choices reflect consumption pattern Media Consumption Selective Optimistic Products of their close relationships with parents and extended families Interdependent Record number choosing to join large institutions and government agencies in search of team work and protection against risk. Balanced #1 goal: balance personal & professional life. Sense of Urgency Want responsibility quickly, need short-term goals Media Consumption Multi-source 55% of Navy 43% of Navy 2% of Navy

18. FIT Transformation FILL FIT Platform-centric A Sailor in every billet Capability-driven Right person, right position The Keys to Transition Sizing Shaping Stabilizing The right number of billets The right type of individuals available to fill billets A personnel system that proactively addresses changing demands FIT is about delivering the right person in the rightposition at the right time at the best cost

19. DiversityWomen in the Workplace • Generational shift to “life/work” balance • 18% of all commissioned Ensigns were women in 2008 • 28% of all ROTC freshman are female • 20% of USNA Class of 2012 is female • Moving toward 30% female officer corps College Graduates URL Officers 8% 42% 58% 92% Source: US Dept. of Education Statistics (2006) and Hewlett (2005) Male Female Officer Retention Childless Between Ages 28-55 Sources: National Parenting Association (2002) and Officer Master File (2007/2008)

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 = Focus on Operational Stress Control 20

21. Sexual Assault Prevention and Response (SAPR) N1 designated Executive Agent Ongoing Navy IG Study DON Sexual Assault Prevention Summit 8-10 Sep Challenges • Under-reported crime • Educating the force • Unrestricted vs. restricted reporting • Assault vs. harassment • Computer-based training Studies show that most sexual assaults in America are not reported 21

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

23. Suicide Prevention Poster 23