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.
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.
Aircraft Mechanic salary is from the Department of Labor Bureau of Labor Statistics May 2005 Metropolitan Area occupational Employment and Wage Estimates
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.
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
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)
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 Estimates
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.
Navy Manpower SITREP RADM Don Quinn Commander, NPC / DCNP 28 June, 2010
Salaries at a Glance (Southeast Region) Navy Rating (E-5/ >6 yrs) Navy Salary (1) Private Sector Title Private Sector Salary (2) City or Region Electronics Technician 2 nd Class (ET2) Base: $27,886 Total Salary: $45,065 Electronics Technician – Intermediate Base: $38,000 Southeast Region Information Systems Technician 2 nd Class (IT2) Base: $27,886 Total Salary: $45,065 LAN Administrator – Intermediate Base: $49,200 Southeast Region Personnelman/Yeoman/ Disbursing Clerk 2 nd Class (PN/YN/DK2) Base: $27,886 Total Salary: $45,065 Human Resources Generalist Associate Base: $43,900 Southeast Region Engineering Aid 2 nd Class (EA2) Base: $27,886 Total Salary: $45,065 Drafter-Intermediate Base: $42,600 Southeast Region Machinist Mate 2 nd Class (MM2) Base: $27,886 Total Salary: $45,065 Maintenance Mechanic Base: $32,900 Southeast Region Aviation Mechanic 2 nd Class (AM2) Base: $27,886 Total Salary: $45,065 Aircraft Mechanic Base: $43,140 Jacksonville
Signs of the Times 7 April 2010 Drawdown – Air Force to be cut by 6,000 airmen Nearly 6,000 active-duty airmen - enlisted and officers - will be cut loose in the next two years because so few are leaving on their own to enter the tough civilian job market… Air Force officials estimate the service would have to find nearly $200 million from existing accounts for salaries and benefits in 2010 alone if it does not begin trimming the ranks. They still expect to have additional personnel costs because of the phasing-in of the drawdown, but could not give a dollar amount. The drawdown is 1 of 3 reductions outlined to Air Force Times by Brig. Gen. Sharon Dunbar, the Air Staff's director of force management policy. Those measures will: * Pare down the officer corps by 1,373 and the enlisted force by 4,376; the numbers do not include expected retirements and separations. * Postpone until 2011 the commissioning of the 737 ROTC cadets who graduate this spring. * Hold back enlisted recruitment by 2,681; recruits with delayed entry agreements not affected.
Enabling your Sailors to Compete “Brilliant on the Basics ”
ENGAGE AND CHALLENGE YOUR SAILORS…
Easy acronym (SAILOR) for leadership to remember the
“ The Basics”
- First 72 hrs
A ssign a reliable mentor
- Key to mentoring success
- Schedule/include spouses
L eadership involvement
- DIVO/LCPO/LPO- CDB Managers
O mbudsman Program
- Introduce to ALL Sailors
R ecognition Program
- Award Sailors for hard work
Early Engagement --- Set the conditions for Success Earl y Engagement Transfer AC or RC Orientation Career Development Boards Retirement Separation Plan Evaluation
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
PTS and Detailing Ideal application period for personnel who require OBLISERV. Applications should be submitted 12 months Prior to PRD to allow maximum number of looks prior to Detailing Window. 15 months from PRD 12 months from PRD 9 months from PRD PRD 7 months from PRD Commands should conduct Career Development Boards on all personnel who are within 12-15 months of PRD. PTS Applications should be submitted 12 months prior to PRD for those who would be required to obligate for PCS orders. CMS-ID Detailing Window All Sailors should be under orders No later than 7 months prior to PRD PTS APPLICATION WINDOW 6 months from PRD PTS window extends beyond CMS-ID application window **PTS / CMS-ID overlap due to detailing window shift from 9-5 months to 9-7 months in OCT 09 (NAVADMIN 249/09)** Rescind PTS Quota (no action taken by member) NEEDS OF THE NAVY CMS-ID apply PTS SELECTION WINDOW
Active End Strength Increased Mission While Decreasing End Strength Increased Individual Augmentee Mission by 7,000 (Active) Increased SEAL/SOF/MAA demand FAO & NECC Cyber ASW NMD AFRICOM/ BISOG/ Force Protection/ Seabee Battalion Riverine 377K 328K Naval Coastal Warfare & FRP Since 2001 Average End Strength ~48K 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 Fleet Response Plan Active Component IA Growth Sizing Shaping Stabilizing
FY10 MPN Breakdown Non-Discretionary Discretionary Basic Elements of Pay, 89% Other Entitlements, 2.5% S&I pays, 3.5% PCS, 1% PCS, 2% S&I pays, 1.5% Other pays, 0.5%
PTS Stacking Algorithm Sailors recommended for advancement by CO Sailors in Highest Paygrades Sailors selected for advancement, but not yet advanced (frocked) Sailors last 2 regular promotion recommendations (EP, MP, etc) Sailors who hold critical NECs * Approved to Reenlist in Current Rate * Approved to Convert to New Rate * No Quota Available- Rolled over to Following Month * SELRES Option * Not Approved for Reenlistment or Conversion Entry Point: CO’s recommendation for Retention required to enter the PTS Stacking PTS OUTPUT MILPERSMAN ART 1160-030 Members must be Promotable and recommended for advancement on the Last (2) Graded Evaluations to be Reenlistment Eligible (Professional Growth Criteria) Sailors who PNA’d the last exam
PTS ALGORITHM WAY AHEAD
(FLEET RIDE/PTS MERGER FY11)
USE CORPORATE DATA
PFA DATA (PRIMS)
ADDITIONAL EVAL DATA (4 EVAL)
MBR’S RANKING AGAINST CO’S CUMLATIVE AVERAGE
WARFARE DESIGNATOR DATA
USFF CRITICAL NEC LIST BY RATING BY PAYGRADE
NJP DATA ??
THE GOOD NEWS… Second Class Petty Officer over 4 YOS Base Pay + BAS + BAH (Millington) Single Married 1981 2010 $14,400 $15,100 $44,600 $46,600 Does not include Sea Pay, SRB, SDAP, AIP, Flt Pay, Nuke Pay, etc.
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
Preserve career choices, volunteerism and predictability
Salaries at a Glance: Norfolk Petty Officer 2 nd Class (PO2) over 6 years Private Sector Occupation Private Sector Base Salary Base: $27,886 Customer Service Rep – Intermediate $29,200 Maintenance Mechanic $33,600 BAS: $3,359 Human Resources Generalist – Associate $36,300 BAH w/Depn: $14,784 Architectural and Civil Drafter $37,900 CMA: $392 Fire Fighter $35,590 Total Salary 1 : $46,421 Aircraft Mechanic $43,000
Total Force Vision A seamless Navy Total Force valued for their service to the nation VISION Attract, recruit, develop, assign, and retain a highly skilled workforce for the Navy 1 - Responsive to the Joint Warfighter 3 - Diverse 2 - Competitive for the Best Talent in the nation 4 - A Learning Organization 5 - Leader in Human Resource Solutions 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 MISSION STRATEGIC IMPERATIVES 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 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