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Flood Update …

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

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  • 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.

Transcript

  • 1. Navy Manpower SITREP RADM Don Quinn Commander, NPC / DCNP 28 June, 2010
  • 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 Recruiting Retention
    • Zone A (0-6 yrs): 63.1%
    • Zone B (6-10 yrs): 70.4%
    • Zone C (10-14 yrs): 81.7%
    • Unplanned losses
    • Sailors with 3 PFA failures in 4 years 50%
    • Active: >100%
    • Reserve: >101%
    • Quality:
    • 97% High School Graduates
    • 80% upper half ASVAB
    • Conduct waivers
    • Nuke qualified accessions
    Selected Reserve Historical Average FY10 Enlisted ~28% 18.7% Officer ~18% 15.6% Reserve Attrition (Loss from Pay) Diversity
    • 35% diverse USNA Class of 2013
    • 31% diverse NROTC Class of 2013
  • 5. Strategic Landscape Economy End Strength + + Battle for High-end Skills War for Talent Default Employer of Choice Lean and Selective
    • Increase selected accessions
    • Fewer more expensive incentives
    • Performance-based stabilization
    • Protect high-end skills
    • Reduced accessions
    • Reduced incentives
    • Involuntary actions for career force
    • Highly selective
    • Higher propensity for enlistment
    • Tailored incentives
    • Optimize distribution / Fit
    • Selective
    • Increased accessions
    • Broad incentive programs
    • Retention-focused policies
    • Less selectivity
    1999 2010 Positioning for the recovery – –
  • 6. Total Force Challenges Delivering Fit with the Total Force
    • Stabilize end-strength while facing…
      • New missions and a changing force structure mix
      • Augmentee requirements
      • Rising personnel costs
    • Recognize demographic changes and…
      • Leverage diversity
      • Address generational value-shifts
      • Answer demand for alternative learning and development delivery
  • 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
    Balanced force – seniority, experience, and skills
  • 8. Cost of Manpower Example Programming Rates Enlisted Officer Captain Culinary Specialist (SN): $37,094 Culinary Specialist Second Class: $60,587 Machinist’s Mate Second Class (NUC): $75,587 Master Chief Machinist’s Mate (NUC): $151,755 LT (HR): $109,291 LCDR (HR): $131,580 LCDR (SWO): $137,480 LCDR (Pilot): $156,580 Aviation: $182,001 Surface: $186,101 Nuclear: $204,001 Medical: $227,201
  • 9. 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
  • 10. 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.
  • 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”
    • S ponsorship
    • - First 72 hrs
    • A ssign a reliable mentor
    • - Key to mentoring success
    • I ndoctrination
    • - 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
  • 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 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
  • 14. CO’s Checklist for PTS Success
      • Identify PTS eligible (PRD/EAOS) Sailors (via CIMS Unit Tracking)
      • Ensure CDBs are being conducted (15-24 months prior to PRD/EAOS)
      • Ensure all Sailors qualified in the Fleet RIDE program.
      • Ensure all qualified PTS applications are submitted (12-15 months to PRD/EAOS)
      • Review PTS monthly results via Naval Message (CMC/CCC)
      • Personally recognize Sailors approved for PTS
      • Ensure counseling is conducted for all Sailors who have not been selected for INRATE/Conversion approval after two reviews/looks.
      • Ensure proper command level notification is being done for those being separated under PTS.
      • Ensure Sailors not selected for PTS are provided counseling on the benefits of Reserve Affiliation.
      • Ensure PTS is briefed during Career Development Team Meetings
      • Ensure the Chiefs’ Mess maintains accountability of PTS with their respective departments/divisions.
  • 15. Continuum of Service Recruit Once, Retain for Life
    • Career Transition Office
    • Affiliations
    • Transition time: 30 8 days
    • Intermediate Stop
    • Reserve end strength
    Seamless transitions supporting Fleet and Sailor needs
  • 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
    • Goals of Personnel Services Delivery Transformation (PSDT)
      • Transformation of Navy personnel services programs, policies and processes
      • Build, enhance and sustain our professional HR Workforce
      • Identify & implement modernized personnel services
      • Develop and deploy responsive, integrated technical capabilities
    • Moving into an electronic environment
    • that enables self-service
      • ESR (Electronic Service Record)
      • Web based Official Record view
      • Electronic Leave
      • Sailor facing web portal
      • Robust Customer Service Center
    Navy Counselors are critical to successful service delivery
  • 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
    “ Top 50” positions us for the future
  • 21.
          • QUESTIONS?
  • 22. 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
  • 23. 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%
    • Total MPN account is ~$27.0B
      • Baseline ~$25.5B
      • Supplemental & Reimbursables ~$1.5B
      • 96% non-discretionary, 4% discretionary
    • PCS makes up 50% of discretionary funds
  • 24. FY10-12 Rollers & POPC PCS Obligation Policy Change ~17.5k ~5k ~47.5k ~22.5k Oct 31 Dec 30 Sep FY12: ~70k moves @ ~$645M FY10 FY11 ~70k FY12 Cost Rollers ~22.5k 1 st & 2 nd Qtr Cost Rollers ~13.5k ~5k ~56.5k ~13.5k ~4k FY11: ~79k moves @ $714M ~70k FY11 Cost Rollers ~17.5k 1 st Qtr Cost Rollers ~4k ~9.5k ~66k ~4k ~4k FY10: ~79.5k moves @ $702.7M ~70k FY10 Cost Rollers ~17.5k 1 st Qtr Cost Rollers ~5k FY09 $$ FY10 $$ FY11 $$ ~5k 2QR ~5k 2QR FY12 31 Dec 30 Sep FY11 FY13 31 Dec 30 Sep FY12
  • 25. 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 ??
  • 26. 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.
  • 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
    Preserve career choices, volunteerism and predictability
  • 28. 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
  • 29. 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