This document provides information on upcoming Navy leadership briefings and force management initiatives. Key topics covered include the Perform to Serve program, which manages reenlistments to control end strength; the upcoming Enlisted Retention Board, which will address overmanned ratings by retaining some sailors, converting others, or approving transition to the reserves; and general enlisted force management tools used to shape the force. The brief also reviews the strategic context around decreasing end strength and unprecedented retention levels.
The Enlisted Retention Board addresses overmanned skill sets and reviews Sailors for retention. The board is made up of flag officers and each record receives two independent reviews. Board outcomes include selection for retention, approval for conversion, or not selected for retention and approved for the reserves. The timeline shows eligibility announcements, board review periods, and conversion opportunity deadlines to improve fit in ratings.
Norfolk FET Visit (Leadership brief) BUPERS3Glenn Mallo
The document provides details on the Navy's BUPERS 3 leadership brief scheduled for 11-14 July 2011. It includes the schedule of briefs to take place at various locations. Topics that will be covered include enlisted community management, force shaping through programs like Perform to Serve and the Enlisted Retention Board, and officer community management. The document also provides context on the strategic need for force shaping tools due to goals to decrease end strength while facing unprecedented retention challenges in the current economic environment.
2012 Navy Region NW FCPO Symposium (BRILLIANT ON THE BASICS 3)A.J. Stone
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics program. It emphasizes that CDBs should be done within 30 days of a Sailor reporting, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and the Sailor's personal and professional goals. Commanding officers are instructed to ensure CDBs and quarterly career development team meetings are conducted to develop Sailors.
An ombudsman assists military families by disseminating information from the command and helping to resolve issues. They can help the disaster preparedness plan by ensuring emergency information is updated, publishing articles about preparation, and providing materials to families. An ombudsman works closely with spouses of leadership and the Family Readiness Group. They must report situations involving abuse, violence or suicidal risks. The ombudsman uses forms like a telephone log to track interactions and gather data for required reports.
This document provides guidance to Navy leadership on supporting sailors through effective sponsorship, indoctrination, career development, mentorship, family support programs, and recognition. It emphasizes the importance of welcoming new sailors through proactive sponsorship, conducting thorough indoctrination programs, holding regular career development boards, utilizing command ombudsmen and mentors, and publicly recognizing sailors' accomplishments. Implementing these practices sets the foundation for sailors' success and positively impacts retention.
2012 Navy Region NW FCPO Symposium (POP LEADERSHIP)A.J. Stone
This document discusses the importance of positive leadership in the Navy. It defines positive leadership principles such as passion with compassion, pride projection, empowerment, and projecting a positive attitude. Leaders are encouraged to mentor sailors, provide opportunities for them to succeed, and serve as role models through strong character and positive influence. The goal is to develop a culture where sailors grow both personally and professionally due to the positive examples set by Navy leaders.
The mission is to provide leadership to the enlisted force and advice to Navy leadership to create combat-ready Naval Forces. The vision is for a senior enlisted force committed to developing sailors and enforcing standards while remaining responsive and well-connected to both leadership and sailors, conducting itself professionally and ethically. The guiding principles for chiefs include being visible deck-plate leaders who set the tone, using experience and expertise to produce a well-trained team, upholding professionalism and standards to measure success through sailors, demonstrating integrity and character, encouraging open communication, and using heritage to connect sailors to their past.
2012 Navy Region NW FCPO Symposium (CPO 365)A.J. Stone
This document provides guidance for the Chief Petty Officer 365 Development Guide (CPODG). It outlines the three phases and sections of the CPODG. Phase 1 focuses on building foundational leadership skills. Phase 2 strengthens leadership skills through tasks and qualifications. Phase 3 provides enhanced development for Chief Petty Officer selectees through case studies. The CPODG is designed to prepare and train First Class Petty Officers for their future roles as Chief Petty Officers and sustain continued leadership focus and development.
The Enlisted Retention Board addresses overmanned skill sets and reviews Sailors for retention. The board is made up of flag officers and each record receives two independent reviews. Board outcomes include selection for retention, approval for conversion, or not selected for retention and approved for the reserves. The timeline shows eligibility announcements, board review periods, and conversion opportunity deadlines to improve fit in ratings.
Norfolk FET Visit (Leadership brief) BUPERS3Glenn Mallo
The document provides details on the Navy's BUPERS 3 leadership brief scheduled for 11-14 July 2011. It includes the schedule of briefs to take place at various locations. Topics that will be covered include enlisted community management, force shaping through programs like Perform to Serve and the Enlisted Retention Board, and officer community management. The document also provides context on the strategic need for force shaping tools due to goals to decrease end strength while facing unprecedented retention challenges in the current economic environment.
2012 Navy Region NW FCPO Symposium (BRILLIANT ON THE BASICS 3)A.J. Stone
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics program. It emphasizes that CDBs should be done within 30 days of a Sailor reporting, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and the Sailor's personal and professional goals. Commanding officers are instructed to ensure CDBs and quarterly career development team meetings are conducted to develop Sailors.
An ombudsman assists military families by disseminating information from the command and helping to resolve issues. They can help the disaster preparedness plan by ensuring emergency information is updated, publishing articles about preparation, and providing materials to families. An ombudsman works closely with spouses of leadership and the Family Readiness Group. They must report situations involving abuse, violence or suicidal risks. The ombudsman uses forms like a telephone log to track interactions and gather data for required reports.
This document provides guidance to Navy leadership on supporting sailors through effective sponsorship, indoctrination, career development, mentorship, family support programs, and recognition. It emphasizes the importance of welcoming new sailors through proactive sponsorship, conducting thorough indoctrination programs, holding regular career development boards, utilizing command ombudsmen and mentors, and publicly recognizing sailors' accomplishments. Implementing these practices sets the foundation for sailors' success and positively impacts retention.
2012 Navy Region NW FCPO Symposium (POP LEADERSHIP)A.J. Stone
This document discusses the importance of positive leadership in the Navy. It defines positive leadership principles such as passion with compassion, pride projection, empowerment, and projecting a positive attitude. Leaders are encouraged to mentor sailors, provide opportunities for them to succeed, and serve as role models through strong character and positive influence. The goal is to develop a culture where sailors grow both personally and professionally due to the positive examples set by Navy leaders.
The mission is to provide leadership to the enlisted force and advice to Navy leadership to create combat-ready Naval Forces. The vision is for a senior enlisted force committed to developing sailors and enforcing standards while remaining responsive and well-connected to both leadership and sailors, conducting itself professionally and ethically. The guiding principles for chiefs include being visible deck-plate leaders who set the tone, using experience and expertise to produce a well-trained team, upholding professionalism and standards to measure success through sailors, demonstrating integrity and character, encouraging open communication, and using heritage to connect sailors to their past.
2012 Navy Region NW FCPO Symposium (CPO 365)A.J. Stone
This document provides guidance for the Chief Petty Officer 365 Development Guide (CPODG). It outlines the three phases and sections of the CPODG. Phase 1 focuses on building foundational leadership skills. Phase 2 strengthens leadership skills through tasks and qualifications. Phase 3 provides enhanced development for Chief Petty Officer selectees through case studies. The CPODG is designed to prepare and train First Class Petty Officers for their future roles as Chief Petty Officers and sustain continued leadership focus and development.
2012 Navy Region NW FCPO Symposium (BOTTOM LINE UP FRONT - MCPON)A.J. Stone
The 21st Century Sailor and Marine initiative focuses on several areas including readiness, safety, physical fitness, inclusion and continuum of service. One important aspect of readiness is eliminating sexual assault from the Navy and Marine Corps. While April was Sexual Assault Awareness Month, the Navy's focus on preventing sexual assault does not stop. The initiative also embraces using technology, such as stress management apps, to support readiness. Physical fitness is another large component, and two Sailors have made headlines for their commitment to physical fitness standards through competing in triathlons.
2012 Navy Region NW FCPO Symposium (EFMP)A.J. Stone
The EFMP provides support for military families with special needs by (1) screening families to identify special needs prior to overseas assignments, (2) enrolling eligible family members based on the type and severity of their needs, and (3) coordinating resources and assigning families to categories to ensure their needs can be met during assignments. EFMP liaisons assist families with enrollment paperwork and identifying support, while ensuring service members are assigned to locations where their family's needs can be addressed.
This document provides information on joining the Navy Reserve, including benefits such as health insurance, education assistance, retirement, and reemployment rights. It outlines the goals and services of the Career Transition Office, which assists with seamless transitions between active and reserve duty. Contact information is provided for the Career Transition Office to facilitate the affiliation process.
2012 Navy Region NW FCPO Symposium (LDO/CWO)A.J. Stone
This document provides an overview of the Limited Duty Officer and Chief Warrant Officer programs. It discusses the eligibility requirements, timeline, rewards, and contact information for those interested in applying. Some key points include that the programs provide experienced technical specialists and managers with authority to direct difficult operations; eligibility includes a minimum number of years of service and meeting physical standards; and rewards include increased leadership opportunities, authority, career certainty, promotion potential, and retirement pay.
2012 Navy Region NW FCPO Symposium (BUPERS 3)A.J. Stone
This document provides guidance on Enlisted Retention Boards (ERB), Perform to Serve (PTS), Career Management System - Interactive Detailing (CMSID), and High Year Tenure (HYT). ERB standards were implemented to manage force shaping due to high retention and unexpected manning changes. PTS is also used for force shaping and requires sailors to convert ratings if overmanned. CMSID allows sailors to negotiate new assignments during a window prior to their PRD. HYT limits establish maximum years of service by paygrade.
2012 Navy Region NW FCPO Symposium (CSAAD)A.J. Stone
The CSADD program is a peer mentoring program for sailors ages 18-25 that aims to reinforce a culture of shipmates helping shipmates and prevent destructive behaviors. CSADD chapters discuss topics like responsible drinking, suicide prevention, and off-duty safety in a peer-to-peer format. Chapters are run by the sailors and focus on leadership development and creative outreach programs within their commands.
2012 Navy Region NW FCPO Symposium (SUICIDE PREVENTION)A.J. Stone
This document provides information on suicide prevention within the Navy. It defines key suicide-related terms, identifies risk factors and warning signs, and outlines how to be a first responder. As a first responder, one should follow the ACT process - Ask if the person is suicidal, Care by listening without judgment, and Treat by getting immediate professional help. The Navy's goal is to help sailors recognize and understand suicide risk in order to effectively intervene. Resources for suicide prevention assistance are also listed.
2012 Navy Region NW FCPO Symposium (DAPA)A.J. Stone
This document discusses Navy policy on alcohol and drug use. It outlines the Navy's stance on alcohol consumption and consequences for alcohol-related incidents. It defines self and command referrals for substance abuse issues. The document also discusses emerging synthetic drugs like Spice, bath salts, and plant food that are increasingly abused and how they are marketed and sold. It provides details on effects and brand names of these synthetic substances.
This document provides a history of the Limited Duty Officer (LDO) and Chief Warrant Officer (CWO) programs in the U.S. Navy from their origins to modern times. It describes how the programs have evolved over centuries from their roots in warrant officers who served specialized technical roles, through various expansions and contractions of the programs in response to changing needs and technologies. Major developments included the establishment of the LDO category in 1948 to retain critical enlisted skills and the revitalization of the CWO program in the 1960s. The roles of LDOs and CWOs continue to be refined to meet the Navy's needs for officer technical specialists.
This document provides guidelines for the Navy concerning pregnancy and parenthood. It outlines responsibilities and policies regarding assignment, healthcare, limitations, evacuation and separation for pregnant naval personnel. The document also addresses adoption leave, postpartum exercise, depression, in vitro fertilization and workplace support for breastfeeding servicewomen. Appendices include sample forms for pregnancy notification, counseling and documenting occupational exposures.
This document provides guidance on commissioning programs available to enlisted Navy personnel, including the U.S. Naval Academy, Officer Candidate School, Medical Enlisted Commissioning Program, Medical Service Corps In-service Procurement Program, Limited Duty Officer and Chief Warrant Officer programs, and Seaman to Admiral-21 Program. It outlines eligibility requirements and application procedures for each program. The document cancels OPNAVINST 1420.1A and directs commanding officers to follow the application procedures in the enclosure, which provides a manual on applying for enlisted commissioning programs.
This document establishes a mentorship program for the Naval Maritime Forecast Center in Norfolk. It assigns experienced sailors to mentor junior personnel and creates a structured relationship where mentors provide guidance on career development, skills, and personal issues. The roles and responsibilities of mentors, protégés, supervisors, and program coordinators are defined. Mentors are expected to meet regularly with protégés, assist with goal-setting, and attend career reviews. The goal is to help sailors succeed through leadership development and a supportive relationship outside the chain of command.
2012 Navy Region NW FCPO Symposium (FLYER)A.J. Stone
The document announces a 2012 Navy Region Northwest FCPO Leadership Symposium from June 18-20 at Naval Base Kitsap Bangor Plaza in Silverdale, Washington. The three-day symposium will focus on leadership and professional development on day one, personal development on day two, and programs and resources on day three. It costs $10 to attend and registration can be done on-site.
2012 Navy Region NW FCPO Symposium (ETHICS)A.J. Stone
This document discusses ethics topics including gifts from outside sources, gifts between employees, and use of government resources. It provides governing authorities and 14 principles of ethics. Key takeaways are to consult ethics officials when unsure, avoid appearances of conflicts of interest, and follow ethics guidance. Gifts from prohibited sources over $20 require refusal or payment. Limited personal use of government equipment is allowed if it does not interfere with duties. Overall the document provides guidance on proper ethical conduct for government employees.
2012 Navy Region NW FCPO Symposium (CSAAD)A.J. Stone
The document provides guidance for starting a Command Substance Abuse and Prevention Department chapter including creating the chapter, fundraising, and establishing a bank account. It also includes potential monthly topics for chapter meetings that address issues like family planning, financial wellness, safety, and readiness. Contact information is provided for subject matter experts who can assist with any questions.
2012 Navy Region NW FCPO Symposium (CPO SELECTION BOARDS)A.J. Stone
The document provides guidance on the Chief Petty Officer selection board process, including how to prepare evaluation reports and board packages to maximize one's chances of selection. Key points include writing strong evaluations that emphasize leadership and recommend the Sailor, ensuring qualifications and awards are documented, and submitting any missing records to the board for review. The board evaluates candidates based on sustained superior performance, leadership experience, technical expertise, diversity of assignments, qualifications, and potential to serve at the next higher paygrade.
2012 Navy Region NW FCPO Symposium (CPC HANDBOOK)A.J. Stone
The document is a handbook for Command PASS Coordinators (CPC) that outlines their role and responsibilities. It provides guidance on processing personnel and pay actions, references the relevant directives, and includes examples and checklists. The CPC acts as a liaison between their command and the Personnel Support Detachment (PSD) to ensure accurate and timely processing of pay, personnel, and transportation entitlements for service members. Key duties of the CPC include assisting with documents like housing allowance paperwork, meal reimbursements, and separation actions. The handbook is a resource to help CPCs understand Navy policies and procedures.
2012 Navy Region NW FCPO Symposium (HERITAGE)A.J. Stone
The document discusses the history and development of the United States Navy Sailor's Creed from 1992-1995. It provides details on how the creed was commissioned by the CNO in 1993 to align values and develop a statement to support Navy core values. The final version was edited by Admiral Kelso and approved by CNO Boorda in 1995. It also outlines expectations for First Class Petty Officers in areas like leadership, expertise, professionalism, communication, loyalty, and heritage.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
2012 Navy Region NW FCPO Symposium (BOTTOM LINE UP FRONT - MCPON)A.J. Stone
The 21st Century Sailor and Marine initiative focuses on several areas including readiness, safety, physical fitness, inclusion and continuum of service. One important aspect of readiness is eliminating sexual assault from the Navy and Marine Corps. While April was Sexual Assault Awareness Month, the Navy's focus on preventing sexual assault does not stop. The initiative also embraces using technology, such as stress management apps, to support readiness. Physical fitness is another large component, and two Sailors have made headlines for their commitment to physical fitness standards through competing in triathlons.
2012 Navy Region NW FCPO Symposium (EFMP)A.J. Stone
The EFMP provides support for military families with special needs by (1) screening families to identify special needs prior to overseas assignments, (2) enrolling eligible family members based on the type and severity of their needs, and (3) coordinating resources and assigning families to categories to ensure their needs can be met during assignments. EFMP liaisons assist families with enrollment paperwork and identifying support, while ensuring service members are assigned to locations where their family's needs can be addressed.
This document provides information on joining the Navy Reserve, including benefits such as health insurance, education assistance, retirement, and reemployment rights. It outlines the goals and services of the Career Transition Office, which assists with seamless transitions between active and reserve duty. Contact information is provided for the Career Transition Office to facilitate the affiliation process.
2012 Navy Region NW FCPO Symposium (LDO/CWO)A.J. Stone
This document provides an overview of the Limited Duty Officer and Chief Warrant Officer programs. It discusses the eligibility requirements, timeline, rewards, and contact information for those interested in applying. Some key points include that the programs provide experienced technical specialists and managers with authority to direct difficult operations; eligibility includes a minimum number of years of service and meeting physical standards; and rewards include increased leadership opportunities, authority, career certainty, promotion potential, and retirement pay.
2012 Navy Region NW FCPO Symposium (BUPERS 3)A.J. Stone
This document provides guidance on Enlisted Retention Boards (ERB), Perform to Serve (PTS), Career Management System - Interactive Detailing (CMSID), and High Year Tenure (HYT). ERB standards were implemented to manage force shaping due to high retention and unexpected manning changes. PTS is also used for force shaping and requires sailors to convert ratings if overmanned. CMSID allows sailors to negotiate new assignments during a window prior to their PRD. HYT limits establish maximum years of service by paygrade.
2012 Navy Region NW FCPO Symposium (CSAAD)A.J. Stone
The CSADD program is a peer mentoring program for sailors ages 18-25 that aims to reinforce a culture of shipmates helping shipmates and prevent destructive behaviors. CSADD chapters discuss topics like responsible drinking, suicide prevention, and off-duty safety in a peer-to-peer format. Chapters are run by the sailors and focus on leadership development and creative outreach programs within their commands.
2012 Navy Region NW FCPO Symposium (SUICIDE PREVENTION)A.J. Stone
This document provides information on suicide prevention within the Navy. It defines key suicide-related terms, identifies risk factors and warning signs, and outlines how to be a first responder. As a first responder, one should follow the ACT process - Ask if the person is suicidal, Care by listening without judgment, and Treat by getting immediate professional help. The Navy's goal is to help sailors recognize and understand suicide risk in order to effectively intervene. Resources for suicide prevention assistance are also listed.
2012 Navy Region NW FCPO Symposium (DAPA)A.J. Stone
This document discusses Navy policy on alcohol and drug use. It outlines the Navy's stance on alcohol consumption and consequences for alcohol-related incidents. It defines self and command referrals for substance abuse issues. The document also discusses emerging synthetic drugs like Spice, bath salts, and plant food that are increasingly abused and how they are marketed and sold. It provides details on effects and brand names of these synthetic substances.
This document provides a history of the Limited Duty Officer (LDO) and Chief Warrant Officer (CWO) programs in the U.S. Navy from their origins to modern times. It describes how the programs have evolved over centuries from their roots in warrant officers who served specialized technical roles, through various expansions and contractions of the programs in response to changing needs and technologies. Major developments included the establishment of the LDO category in 1948 to retain critical enlisted skills and the revitalization of the CWO program in the 1960s. The roles of LDOs and CWOs continue to be refined to meet the Navy's needs for officer technical specialists.
This document provides guidelines for the Navy concerning pregnancy and parenthood. It outlines responsibilities and policies regarding assignment, healthcare, limitations, evacuation and separation for pregnant naval personnel. The document also addresses adoption leave, postpartum exercise, depression, in vitro fertilization and workplace support for breastfeeding servicewomen. Appendices include sample forms for pregnancy notification, counseling and documenting occupational exposures.
This document provides guidance on commissioning programs available to enlisted Navy personnel, including the U.S. Naval Academy, Officer Candidate School, Medical Enlisted Commissioning Program, Medical Service Corps In-service Procurement Program, Limited Duty Officer and Chief Warrant Officer programs, and Seaman to Admiral-21 Program. It outlines eligibility requirements and application procedures for each program. The document cancels OPNAVINST 1420.1A and directs commanding officers to follow the application procedures in the enclosure, which provides a manual on applying for enlisted commissioning programs.
This document establishes a mentorship program for the Naval Maritime Forecast Center in Norfolk. It assigns experienced sailors to mentor junior personnel and creates a structured relationship where mentors provide guidance on career development, skills, and personal issues. The roles and responsibilities of mentors, protégés, supervisors, and program coordinators are defined. Mentors are expected to meet regularly with protégés, assist with goal-setting, and attend career reviews. The goal is to help sailors succeed through leadership development and a supportive relationship outside the chain of command.
2012 Navy Region NW FCPO Symposium (FLYER)A.J. Stone
The document announces a 2012 Navy Region Northwest FCPO Leadership Symposium from June 18-20 at Naval Base Kitsap Bangor Plaza in Silverdale, Washington. The three-day symposium will focus on leadership and professional development on day one, personal development on day two, and programs and resources on day three. It costs $10 to attend and registration can be done on-site.
2012 Navy Region NW FCPO Symposium (ETHICS)A.J. Stone
This document discusses ethics topics including gifts from outside sources, gifts between employees, and use of government resources. It provides governing authorities and 14 principles of ethics. Key takeaways are to consult ethics officials when unsure, avoid appearances of conflicts of interest, and follow ethics guidance. Gifts from prohibited sources over $20 require refusal or payment. Limited personal use of government equipment is allowed if it does not interfere with duties. Overall the document provides guidance on proper ethical conduct for government employees.
2012 Navy Region NW FCPO Symposium (CSAAD)A.J. Stone
The document provides guidance for starting a Command Substance Abuse and Prevention Department chapter including creating the chapter, fundraising, and establishing a bank account. It also includes potential monthly topics for chapter meetings that address issues like family planning, financial wellness, safety, and readiness. Contact information is provided for subject matter experts who can assist with any questions.
2012 Navy Region NW FCPO Symposium (CPO SELECTION BOARDS)A.J. Stone
The document provides guidance on the Chief Petty Officer selection board process, including how to prepare evaluation reports and board packages to maximize one's chances of selection. Key points include writing strong evaluations that emphasize leadership and recommend the Sailor, ensuring qualifications and awards are documented, and submitting any missing records to the board for review. The board evaluates candidates based on sustained superior performance, leadership experience, technical expertise, diversity of assignments, qualifications, and potential to serve at the next higher paygrade.
2012 Navy Region NW FCPO Symposium (CPC HANDBOOK)A.J. Stone
The document is a handbook for Command PASS Coordinators (CPC) that outlines their role and responsibilities. It provides guidance on processing personnel and pay actions, references the relevant directives, and includes examples and checklists. The CPC acts as a liaison between their command and the Personnel Support Detachment (PSD) to ensure accurate and timely processing of pay, personnel, and transportation entitlements for service members. Key duties of the CPC include assisting with documents like housing allowance paperwork, meal reimbursements, and separation actions. The handbook is a resource to help CPCs understand Navy policies and procedures.
2012 Navy Region NW FCPO Symposium (HERITAGE)A.J. Stone
The document discusses the history and development of the United States Navy Sailor's Creed from 1992-1995. It provides details on how the creed was commissioned by the CNO in 1993 to align values and develop a statement to support Navy core values. The final version was edited by Admiral Kelso and approved by CNO Boorda in 1995. It also outlines expectations for First Class Petty Officers in areas like leadership, expertise, professionalism, communication, loyalty, and heritage.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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1. NAVY
BUPERS 3
BUPERS 3
Leadership Brief
PNW Fleet Engagement
UPDATED 2 Aug 2011 8-11 AUG 2011
2. NAVY
BUPERS 3
Line Up
• FET Schedule
• Enlisted Community Management
• Force Management
• Fleet RIDE- Perform to Serve (FR-PTS)
• Enlisted Retention Board (ERB)
• Enlisted Distribution (PERS 40)
• Personnel Readiness (PERS 4013)
6. NAVY
FY11 Strategic Context
BUPERS 3
End Strength Unprecedented Retention
• E/S expected to decrease overall across the FYDP 10.0%
95%
8.0%
Zone C
Reenlistment Rate
Unemployment Rate
85%
6.0%
75%
Zone B
4.0%
65%
Zone A
55% 2.0%
45% 0.0%
FY 00 FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11
There is a moderate to strong positive correlation between
unemployment rate and reenlistment rates
Decreasing Attrition Reenlistment Behavior
18,000
12.00%
16,000 New policy
10.00% encouraged
14,000 long –term behavior
8.00%
12,000
6.00% Zone A 10,000 Goal
Zone B
4.00% 8,000 Actual
Zone C
2.00% 6,000 FY10 Only
4,000
0.00%
2,000
0
A B C
Sailors are staying out of trouble Sailors making earlier long term commitments 6
7. NAVY
Force Stabilization Tools
BUPERS 3
ENLISTED OFFICER
Reduced Accessions Probationary Officer Continuation &
Redesignation Board
“Blended” SRB
Career Status Boards
STE Policy
Limit Retire/Retain and Age Waivers
Selected TIG Waivers
Selected TIG Waivers
Selected Early Out
Limit Retraction of Retires/Resigs
Perform to Serve (Zones A/B/C)
High Year Tenure
Selective Early Retirement / Continuation
Board (O-5 and O-6 FTS)
E7-9 >20 Continuation Board
Special and Incentive Pay Reviews
Special and Incentive Pay Reviews
Minimum Service Requirement Waiver
Enlisted Retention Board (ERB)
Admin Selection Boards
Force Management Lever Working Group Initiated
8. NAVY
BUPERS 3
Enlisted Force Management
How? - Reduce Input (Accessions) + Increase Output (Losses)
• Reduce Input (Accessions) + Balance -
• 34,279(FY10) to ~33,000(FY13) - Sunk cost - Long-term effect,
- Misaligns work
• Increase Output (Losses)
• Adjust PTS Guidance - YG mgmt - Limited eligibles/yr
• Enlisted Retention Board - Targets excess - Good Sailors w/no
- Competitive blemishes go home
- Helps PTS w/ no retirement
• CPO Continuation Board - Perf. based - Loss of experience
• Policy Adjustments (HYT, ECTP, etc) - Selectable - Inconsistent
Why FY12 Enlisted Retention Board?
• PTS not designed to be primary force reduction tool
• PTS sending good Sailors home while retaining poorer performers
• Current tools not sufficient to keep us w/in end strength limits
8
10. NAVY
BUPERS 3
Perform-To-Serve
• Centralized re-enlistment approval 2003
(0-14 years of service) Implemented for first-
term Sailors (0-6 years
• Manages number of re-enlistments to stay of service)
within fiscal controls
• Balances enlisted manning in each skill set 2009
Expanded to second-
• Outcomes: term (6-10 years of
service) and third-term
1 Re-enlist in current skill set Sailors (10-14 years of
service)
2 Convert to a different (undermanned) skill set
3 Transition to reserves 2011
4 Separate Navy’s primary tool to
manage end strength
5 Denied-resubmit (up to 6x in 6 months) and balance the force
PTS is a performance-based strength management tool
10
11. NAVY
Perform-to-Serve
BUPERS 3 Use and Timeline
Force Balancing / Management Tool
• Performance based quota reservation system (In-rate / Conversion / SELRES)
• Rating conversion (Overmanned Undermanned)
• Controls reenlistment / continuation between zones
• End strength management
Application Timeline
Months prior to Sailor’s End of Obligated Service (EAOS) as extended
24-15 15-12 12-6 6 5-3
Results published monthly.
Sailors receive notification
Reserve of:
PTS Application Component PTS
• Career Window
Approved: In Rate
Development application Approved: Conversion
Board Denied: Denied Quota but
• Use RIDE to review Orders negotiation may resubmit monthly
current quotas and window 9-7 mo Denied Final: Denied
opportunities quota and directed to
• Consider retaking separate at EAOS (as
ASVAB Submit PTS extended)
Final PTS
Application
determination made
11
COC play a critical role…not just a NC thing
12. NAVY
Perform-to-Serve
BUPERS 3 Monthly Quota process
Quota planning factors:
PTS Quotas
• Retention rates
• Strength targets (OPLAN) loaded and
• Behavior/quota execution visible When Sailor applies:
• Eligible population • End of contract
• ECM need zone manning including extensions
• EPA changes • Special
circumstances:
1. Negotiate for PCS
Monthly orders or training
Reconciliation PTS Applications program
2. Benefits (re-enlistment
Cycle bonus, Post-911 GI Bill
eligibility).
Updated based on
actual retention
behavior and quota
utilization
Rack-N-
Stack
• Performance based algorithm
• Competition for in-rate quotas
• Followed by up to three
competitions for conversion
Quotas differ for every rate/year group and update monthly
12
13. NAVY
PTS Monthly Process
BUPERS 3
ECMs load PTS quotas available, SEAOS application shells loaded
Commands review/validate, enter new applications
At end of month, applications collected—FR-PTS remains open
Fleet RIDE sorts applications by EMC code and YG
Algorithm run
• CO’s recommendation for retention verified, applications sorted by:
• Paygrade
• Selected for advancement, but not advanced
• Average of up to last five (three for E3/4) EVALs (EP=5, MP=4, etc, not
trait average); NOB accounted for but not factored in
• Critical NECs held (per USFFC list) OR RIDE score for conversions
• PFA performance (number of failures in last 4 years)
• Proximity to SEAOS/decision point
14. NAVY
PTS Results so far …
BUPERS 3 Application Submissions
• 1 October 2010: Fleet RIDE – Perform to Serve (PTS) went live
• Valid submissions trending up (legacy system applications avg. only 9,600)
• Non-compliance trending down, sharply as a percentage of the total
PTS Applications PTS Applications
Spec Circ Apps Valid SEAOS Submissions SEAOS Failed to Submit
30,000 Valid SEAOS Submissions SEAOS Failed to Submit
1,851 1,380 1,233
25,000 100%
14% 11% 12% 10% 9%
26% 21% 22%
20,000 1,305 12,986 12,923 80%
1,431 13,189
1,976 2,105
15,000 2,495 9,103 10,053 60%
7,618 7,489
7,036 86% 89% 88% 90% 91%
10,000 40% 74% 79% 78%
12,308 11,913 11,656 20%
5,000 8,272 8,991 9,633
6,652 7,730
0 0%
Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11 May-11 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11 May-11
Setting the Stage – Facilitating Command Submission 14
15. NAVY
FY12 A/C Decision Maker PTS Status
BUPERS 3
Looks Remaining
12,870
Total Submitted: 16,428
Looks FY12 Final Actions: 3,662
Remaining
12,766 Approved In-
Not in PTS Approved
Window
Rate, 2,186 , Conversion, 63
12,163 59.7% , 1.7%
Approved
SELRES, 265 ,
7.2%
TS
Approved
w Convert to FTS,
0 19 , 0.5%
Intends to
Denied Final Separate, 494 ,
Active, 635 , 13.5%
17.3%
Final Actions: 2,533 Approved (69%) 1,129 Final Denied (31% )
Approved/Denied Quotas Impact FY12 E/S 15
16. NAVY
PTS Take-Aways
BUPERS 3
Involvement is key
Early is better
Trust, but verify (CDBs, applications, etc)
Know the system, know what can be influenced and what can‟t be
EVALs
Be honest—inflated evals could hurt a better Sailor
Know when someone is coming into PTS window
Use other programs to address misbehavior/ substandard performance
Push conversion option after 2-3 looks
Alternative is likely a separation quota
Still get in rate look first—increases opportunity (4/month vice 1)
Prepare for conversion well before PTS window
If separating, push SELRES affiliation
17. NAVY
PTS Checklist for Success
BUPERS 3
Identify PTS eligible (SEAOS/PRD) Sailors (via CIMS Unit Tracking)
Ensure CDBs are being conducted (15-24 months prior to PRD/SEAOS)
Ensure all Sailors qualified in the Fleet RIDE program.
Ensure all qualified PTS applications are submitted (12-15 months to
SEAOS/PRD)
Review monthly results via Fleet RIDE-PTS command reports
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 Quarterly/Monthly Career Development Team
Meetings
Ensure the Chiefs‟ Mess maintains accountability of PTS with their
respective departments/divisions.
19. NAVY
BUPERS 3 Enlisted Retention Board
Board addresses select overmanned skill sets
31 skills sets, > 103% manned
~ 16K Sailors considered, retain ~13K
E4 – E5 Board (22 Aug to 16 Sep)
E6 – E8 Board (26 Sep to 21 Oct)
Each board presided by Flag Officer
Each record receives 2 independent reviews
Board outcomes
• Selected for retention in rate
1
• Approved for conversion
2
• Not selected for retention (approved for transition to Selected Reserves)
3
Commanding Officers will have 7 days to notify/counsel affected
Sailors before results posted
Targeted method to improve fit in select overmanned skills
Reduces ―pressure‖ on Perform to Serve
19
20. NAVY
BUPERS 3
ERB: Performance Indicators
All personnel eligible for the board will
have their records reviewed for the
following basic performance standards:
• Substandard performance of duty
• Declining performance
• Detachment for cause per MILPERSMAN 1616-010
• Removal of security clearance when required by rating
• Military/civilian conviction or NJP
• Administrative/personnel action for misconduct such as DUI,
DWI, spouse or child abuse
Sustains Quality of the Force based on Performance
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21. NAVY
Timeline and Conversion Opportunity
BUPERS 3
2011 2012
MAR APR MAY JUN JUL AUG SEP OCT-NOV JAN- MAR JUN SEP
E4-5 E6-8 Reserve Component
OSD (P&R) Eligibility application Separate
notification
Conversion Board Board
applications verification/
(4 weeks) weeks)
(4
accepted Sailors
correspond with Separation
Board notification
Eligibility Conversion
announcement selection 90-day operational
NAVADMIN waiver
Conversion Opportunity:
• Only those Sailors not selected for retention by the ERB will be considered
for conversion
• If selected for conversion, ERB result will be vacated and they will continue
service in their new rating
Conversion application deadline extended to 15AUG for more to apply
21
22. NAVY
FY 12 8-15 LOS Board Eligible Population
BUPERS 3 of Overmanned Ratings
F
Population in PTS LOS
TOTAL ELIGIBLE RATING EMC
Sp
Window w/SEAOS in E
POPULATION FY12:
23,696 E7-E8: 0 EA H140
AG A410 1
E6: 1,852 MMSW B130 4
E5: 3,700 GSE B121 1
E4 666 FC B310 6
Total: 6,218 AS A430 2
SH B730 3
AZ A440 3
PS B710 5
Population NOT in PTS AWV A550 1
AD A110 8
Window with SEAOS >
AWR A505 2
FY12: AT A210 1
E7-E8: 1,612 MR B250
E6: 6,135 ABF A102 2
E5: 9,201 CE H110 2
E4: 530 BU H100 4
AWF A530 2
Total: 17,478
SW H170 1
CM H120 3
EO H150 3
PR A450 2
UT H190 1
Enlisted Retention Board ETSW B420 1
STG B340 5
NOTES: Target Population (FEB11)
RP B720 1
1. EXCLUDES NUCLEAR RATINGS AND SRB RECIPIENTS based on
AE A200 5
Spring SRB MSG.
AM A130 1
2. LOS 8-15 (YOS 7.01 – 14.99)
MN C160 1
3. Includes Time in Rate (TIR) greater than 1 year. OS B440 1
EMSW B210 5
23. NAVY
BUPERS 3
ERB Quota Plan
• ECM’s reviewed Max Cut provided by B34 and recommended any
changes which were not reflected in the B34 analysis.
• Eligible inventory compared to FY12 EPA.
• ECM’s reviewed LOS graphs to determine were over manning is
located.
• ECM’s targeted single LOS cells to precisely target overmanned
year groups.
– Resulted in more competitive groups than PERS 8 could manage in the board
timeline.
• ECM’s grouped LOS cells together to reduce competitive groups
and minimize potential rating damage.
• Quota plan will change based on final eligibility of 1 Aug 2011.
– Advancement and exclusions will reduce total eligible but not the total separated.
23
24. NAVY
Conversion Opportunity
BUPERS 3 Undermanned Ratings
Conversion eligibility requirements waived to The following ratings will
allow all ERB eligible Sailors maximum accept applications for
opportunity to convert conversion:
• Years of Service: Greater than 12 years CS(SUB) CTR
of service can apply FT HM
• Paygrade: All personnel regardless of CTI CTT
paygrade can apply ITS NCC
• PRD: Personnel with more than 12 CTM ET-NAV
months to PRD can apply
LS(SUB) YN(SUB)
• Minimum activity tour: No restriction for
minimum activity tour requirement CTN ET-RADIO
MM-WEPS (SUB)
• PCS: Personnel in receipt of PCS orders
can apply
• OBLISERV: No restriction for Obliserv
requirements incurred as a result of
24
reenlistment, training or other programs
25. NAVY
BUPERS 3
Transition Assistance for ERB Sailors
Current Benefits for Invol Seps Enhanced Benefits for ERB Sailors
Transition Assistance Program Proposed
Involuntary separation pay (monthly NAVSEA/NAVAIR/SPAWAR
base pay x12 x years-of-service x ―shipmate to workmate‖ hiring
10%) program/job fair
Transitional TRICARE (180 days) + Pending Contracted professional job
premium based medical coverage placement, interview skills, resume
(18 months Continued Health Care writing (90 days)
Benefit Program (CHCBP)) Mandated 60 days INCONUS prior
ID card for access to medical and to separation
other benefits Sailor choice of transition date
Extended Commissary and (command endorsed)
Exchange (2 years) Command waiver for operational
necessity (90 days)
Still in development
25
26. NAVY
BUPERS 3
Senior Enlisted Continuation Board
• NAVADMIN 194/11 (052211ZJUL11) outlines criteria, board
membership and defines those in exempt billets
• Convenes 5 Dec 2011
• A performance-driven review of Master Chiefs, Senior Chiefs and
Chiefs with more than 19 years of service and three years time in
grade
• No quotas
• Documented misconduct and substandard performance are the
primary reasons a Sailor would not be selected for continued
service.
• Examples (listed in the NAVADMIN) include:
• Substandard Performance of Duty
• Declining Performance
• Military or civilian convictions, and non-judicial punishment.
• Inability to perform duties required by rating, such as through removal of
security clearance
• Members not selected for continuation must transfer to the Fleet
Reserve or retire NLT 30 September, 2012
27. NAVY
In Closing…..
BUPERS 3
Community Management
Force Management
Fleet RIDE – Perform to Serve
Who and when to apply
Remember conversion options
Enlisted Retention Board (ERB)
Senior Enlisted Continuation Board
Enlisted force shaping measures are very similar to those on the officer side, although there is typically more lee way with enlisted since law governs many aspects of the officer force. The same dangers are present with cutting accessions, but it is even more complicated by the differing tour lengths driven by Sea Shore Flow, and what is considered Apprentice/Journeyman/Master level work, and complicated training pipelines to produce the NECs needed in the fleet. While the perform to Serve (PTS) program has undergone some recent policy and execution changes for the better, it is being used as a primary force reduction tool instead of its originally designed purpose of shifting personnel from over-manned rates to under-manned rates. In FY11 we are projecting 6,139 PTS separations (3743 Zone A, 1513 Zone B, 883 Zone C) as a result of emphasis to drive rate manning to 100%. The OPLAN goal was 3200 total (1600/1200/400 by zones). As over-manned rates are reduced towards 100%, the result is that there isn’t a similar population from which to affect significant strength reductions in following years (FY12 and beyond). As a result, an Enlisted retention Board was recommended and approved. The board is tentatively scheduled to occur in two sessions in late fall. This board will identify approximately 3000 FY12 losses from rates that are 103% or greater manned. The board will look at all Sailors in those rates that are between 7 & 15 years of service, and who do not currently receive SRB. The intent is to be very “surgical” in identifying Sailors for release—it will be by YG and paygrade within each rate. There is an option to request conversion to an identified under-manned rate prior to the board (requests received by 15 June)—the NAVADMIN announcing details is in chop as of 20 APR. The distinct advantage of a quota-based board over PTS is that PTS only sees a small portion of the enlisted population each year (those requiring reenlistment approval) and therefore separates Sailors that may be of better quality than those who are not in the PTS window. An Enlisted Early Career transition program was also just announced in MAR as a voluntary measure to entice Sailors to leave active/FTS service prior to their commitment ending. In return, it requires a mandatory drilling reserve obligation equal to the remaining active portion of their current enlistment contract (minimum of 1 year obligation). There is no specified maximum amount of contract time that can be shifted to a reserve commitment. General requirements are; active service time of between 2 and 16 years, be physically/medically qualified, reenlistment eligible, and serving in a CREO 2 or 3 rating requesting to serve in a CREO 1 or 2 SELRES rating.
PTS is used for various reasons:It is primarily a performance based quota reservation system to control continuation behavior. It allows the Sailor to apply for three main types of quotas to continue their Naval Servie: In-Rate (stay in current rate), Conversion (to undermanned Rating or FTS), SELRES (affiliate in SELRES). It balances ratings by facilitating conversions from overmanned ratings into undermannedIt helps control Zone manning and continuation across the various year groupsIt helps control end strengthThe PTS Algorithm ranks Sailors based on performance (see algorithm slide 8).On a micro-level, this is how a PTS Application Timeline looks for the Sailor:The Sailor’s end of obligated service (to include any extensions) determines when the Sailor enters the PTS window. Note: There are other reasons why the Sailor could enter PTS (see slide 7), but this is the primary reason. All Sailors must enter into PTS, even if they intend to separate. If they intend to separate, they do not compete for a quota.Commands conduct a career development board up to two years prior to a Sailors end of obligated service. The RIDE service can be used to support this counseling session, and offer insight into what the competition is like within the Sailors current rating and to identify what other ratings a Sailor is eligible for or interested in. Commands can provide opportunity to retake the ASVAB to increase the number of other ratings a Sailor is eligible for. Sailors can apply up to 6 times for a quota. They can begin their application up to 3 months in advance of their first competitive cycle which happens at the 12 month mark. If they do not receive approval during a competitive cycle, but still have time remaining prior to the 6 month mark, they receive a denied status, but can re-apply.Sailors may be negotiating orders during the same window, which will not be approved until/unless they receive PTS approval.If Sailors rank highly based on the PTS algorithm, they may receive a quota after their first or second look. Every Sailor will know if they received a quota at the six month mark. If they are not approved, they will receive a “final denied” status, and separation letter.Sailors who are not approved to reenlist have an additional three months to compete for an opportunity to affiliate in the SELRES. If not, they will be directed to separate at the end of their obligated service.
The guiding principle for this quota-based enlisted retention board is performance, with the objective of balancing the force in terms of seniority, experience and skills to meet Fleet and Joint Requirements. The board will examine the records of all eligible Sailors for performance indicators. Recent documented misconduct and substandard performance will indicate that retention may not be in the best interests of the Navy.
The ERB will require an total Navy leadership effort to communicate the plan and guarantee smooth transitions for our Sailors.Timing the board to be conducted in August/September 2011 allows us to develop the board process, membership, etc., while avoiding disrupting other planned boards scheduled in the COMNAVPERSCOM board spaces before/after that timeframe. An August/September board, with results released in October/November and a mandatory separation date of 30 June 2012, allows Sailors not chosen for retention sufficient time to prepare for transition from active duty in FY12.
We have waived conversion eligibility requirements so that all ERB eligible Sailors are also eligible to apply for rating conversion to an identified undermanned rating prior to the board. Those selected for conversion will be exempt from the board.