This document provides an overview of a Navy Fleet Engagement meeting held on 27-28 August 2013 in the Mid-Atlantic region. It discusses topics such as community management perspective, end strength projections, distribution of enlisted assets, specific community management responsibilities, enlisted advancement statistics, the NPC webpage, and Career Waypoints. The document is intended to inform Navy personnel on issues relating to personnel, placement, distribution, and career management.
This document summarizes a Navy fleet engagement meeting that discussed community management. It provided an overview of community management perspectives and objectives from BUPERS, including providing sustainable inventories with requisite skills versus unit-level manning needs. It discussed changing end strengths and tools to stabilize force levels. Specific community management roles and tools were outlined, including accession planning, training, incentive programs, and metrics analysis. Advancement statistics and resources on the NPC webpage were also summarized. Finally, the Career Navigator program was introduced as a new initiative to provide more career transparency and choices for Sailors.
This document provides an overview of Navy community management and career progression resources from BUPERS. It discusses the roles of BUPERS-31, 32, and 34 in areas like accession planning, training, billet management, incentives, and metrics analysis. It introduces programs like Career Navigator and Career Waypoints that aim to give Sailors more transparency and choice in their careers. Charts show historical data on end strength, distribution of assets, advancement opportunity, and reenlistment intent. The presentation emphasizes collaboration between functions to provide sustainable manning while meeting individual and unit needs.
This document provides an overview and agenda for a Navy fleet engagement meeting on enlisted placement and distribution. The summary includes:
1) It introduces the PERS-40 organization that handles enlisted distribution and placement, led by CAPT Allmon. This includes over 240 detailers across various sections that handle assignments by rating and community.
2) It outlines the mission of PERS-4013 to monitor enlisted readiness, generate priority requisitions, and represent manning control authorities.
3) The agenda covers topics like the CMS-ID system, changes to the order negotiation process, special programs like the CPO early return to sea program, detailing timelines, challenges for detailers, and the roles of sailors
This document provides an overview of the enlisted distribution system and detailing process. It discusses the PERS-40 organization chart, detailing timeline, what detailers can and cannot do, spouse collocation, failure to obligate service, the sailor's role, and special programs. It also summarizes incentive pays, overseas tour extensions, senior enlisted academies, and the role of PERS-4013 in monitoring personnel readiness.
The document discusses changes to the Navy's community management structure to increase effectiveness. It outlines the realignment of personnel codes under DCNO for Manpower, Personnel, Training & Education to consolidate community management functions. It also provides details on programs like Perform to Serve (PTS) and Rating Entry for General Apprentices (REGA) that are used to manage skills mix and end strength.
The Navy uses a career management system to match sailors to billets based on their preferences, skills, and the needs of the Navy, with over 1,500 sailors assigned to each detailer. There is friction in the system from unfunded training, medical issues, and other factors that reduce the number of sailors available for assignment. Detailers work to balance multiple factors in assignments while advocating for sailors and placement works to meet the needs of commands.
The document discusses the Navy's Career Navigator program, which aims to give sailors more control and visibility over their career progression. It outlines several key components of Career Navigator, including Career Waypoints for reenlistment, rating conversion, and PACT designation. Career Waypoints allows sailors to indicate their intent to stay in or separate from the Navy 13 months in advance and apply for reenlistment. It also describes how the system aims to provide sailors earlier answers about their career options and more choice by getting them answers sooner.
The document outlines the Navy's career waypoints timeline for sailors. It discusses deadlines for submitting PRD applications if under 24 months of service and shows the windows for applying for in-rate, conversion, or SELRES options starting from 13 months before SEAOS. Applications are only processed from 13 to 10 months before SEAOS. It also provides an overview of the reenlistment check-in process and different categories of reenlistment based on year group manning levels.
This document summarizes a Navy fleet engagement meeting that discussed community management. It provided an overview of community management perspectives and objectives from BUPERS, including providing sustainable inventories with requisite skills versus unit-level manning needs. It discussed changing end strengths and tools to stabilize force levels. Specific community management roles and tools were outlined, including accession planning, training, incentive programs, and metrics analysis. Advancement statistics and resources on the NPC webpage were also summarized. Finally, the Career Navigator program was introduced as a new initiative to provide more career transparency and choices for Sailors.
This document provides an overview of Navy community management and career progression resources from BUPERS. It discusses the roles of BUPERS-31, 32, and 34 in areas like accession planning, training, billet management, incentives, and metrics analysis. It introduces programs like Career Navigator and Career Waypoints that aim to give Sailors more transparency and choice in their careers. Charts show historical data on end strength, distribution of assets, advancement opportunity, and reenlistment intent. The presentation emphasizes collaboration between functions to provide sustainable manning while meeting individual and unit needs.
This document provides an overview and agenda for a Navy fleet engagement meeting on enlisted placement and distribution. The summary includes:
1) It introduces the PERS-40 organization that handles enlisted distribution and placement, led by CAPT Allmon. This includes over 240 detailers across various sections that handle assignments by rating and community.
2) It outlines the mission of PERS-4013 to monitor enlisted readiness, generate priority requisitions, and represent manning control authorities.
3) The agenda covers topics like the CMS-ID system, changes to the order negotiation process, special programs like the CPO early return to sea program, detailing timelines, challenges for detailers, and the roles of sailors
This document provides an overview of the enlisted distribution system and detailing process. It discusses the PERS-40 organization chart, detailing timeline, what detailers can and cannot do, spouse collocation, failure to obligate service, the sailor's role, and special programs. It also summarizes incentive pays, overseas tour extensions, senior enlisted academies, and the role of PERS-4013 in monitoring personnel readiness.
The document discusses changes to the Navy's community management structure to increase effectiveness. It outlines the realignment of personnel codes under DCNO for Manpower, Personnel, Training & Education to consolidate community management functions. It also provides details on programs like Perform to Serve (PTS) and Rating Entry for General Apprentices (REGA) that are used to manage skills mix and end strength.
The Navy uses a career management system to match sailors to billets based on their preferences, skills, and the needs of the Navy, with over 1,500 sailors assigned to each detailer. There is friction in the system from unfunded training, medical issues, and other factors that reduce the number of sailors available for assignment. Detailers work to balance multiple factors in assignments while advocating for sailors and placement works to meet the needs of commands.
The document discusses the Navy's Career Navigator program, which aims to give sailors more control and visibility over their career progression. It outlines several key components of Career Navigator, including Career Waypoints for reenlistment, rating conversion, and PACT designation. Career Waypoints allows sailors to indicate their intent to stay in or separate from the Navy 13 months in advance and apply for reenlistment. It also describes how the system aims to provide sailors earlier answers about their career options and more choice by getting them answers sooner.
The document outlines the Navy's career waypoints timeline for sailors. It discusses deadlines for submitting PRD applications if under 24 months of service and shows the windows for applying for in-rate, conversion, or SELRES options starting from 13 months before SEAOS. Applications are only processed from 13 to 10 months before SEAOS. It also provides an overview of the reenlistment check-in process and different categories of reenlistment based on year group manning levels.
The document provides information about the Navy Reserve Force, including its purpose to augment active duty Navy forces, categories such as the Selected Reserve and Individual Ready Reserve, and benefits of affiliation such as pay, TRICARE health coverage, and education assistance. Career counselors are expected to inform sailors of Navy Reserve options during separation to support total force retention.
This document outlines the Career Waypoints (C-WAY) application timelines in relation to a Sailor's Projected Rotation Date (PRD) and End of Active Obligated Service (SEAOS). It discusses how PRD and SEAOS alignment with the Command Management System - Integrated (CMS-ID) window impacts Sailors and Career Counselors. Key points include: C-WAY applications now start 12 months from PRD instead of SEAOS, ending when approved or 6 months from SEAOS; and the changes reduce Career Counselor workload and provide a clearer signal to Bureau of Naval Personnel (PERS 4) of manning demands.
The document provides information on various commissioning programs available to enlisted Navy personnel, including Seaman to Admiral-21 (STA-21), the United States Naval Academy, Medical Enlisted Commissioning Program (MECP), Officer Candidate School (OCS), Chief Warrant Officer (CWO), Limited Duty Officer (LDO), and Medical Service Corps In-Service Procurement Program (MSC-IPP). It outlines the basic eligibility requirements, application procedures, and benefits of these programs.
The document provides a summary of Navy career news from November 1-30 2009. It discusses advancement examinations, the elimination of enlisted service records being replaced with electronic records, simplifying the transition between active duty and reserve status, and education/college news including submitting grades for tuition assistance and using any Navy college partnership program.
CNAF N1 Newsletter (Q2, FY11) attached. It marks our third newsletter in a series designed to post you on highlights/recent changes in Personnel & Manpower Policies, to keep our lines of communications open and to familiarize you/your teams with CNAF N1 POCs.
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 provides guidance on writing evaluations for Navy Career Counselors (NCCs/NC1s) being considered for selection to Chief Petty Officer. It discusses areas the selection board considers important like command impact, leadership, collateral duties, and professional development. It offers examples of strong wording to use in the opening statement, when discussing leadership accomplishments, sailor development, and closing remarks. The document also reviews the Navy Counselor Labor Distribution Report and selection precepts to understand expectations for the rating. Overall, it aims to help NCCs craft evaluations that best highlight their qualifications and merit selection to Chief.
Brett Clayton Mahon has over 20 years of experience working with combat control systems and subsystems on various submarine classes. He has served as a senior enlisted advisor, fire control technician, and dive chief. Mahon has extensive experience in training, maintenance, and operations of combat control systems including the AN/BYG-1, AN/BQQ-10, and AN/BVY-1. He is a certified Navy Master Training Specialist and has provided training to crews on modernized combat control systems. Mahon holds a TOP SECRET/SCI security clearance and is pursuing a Bachelor's degree in Workforce Education and Development.
The document outlines the Transition Assistance Program (TAP) which includes pre-separation counseling, the Transition GPS workshop, and the Individual Transition Plan (ITP) that career counselors help separating service members develop. It details requirements like completing the DD Form 2648 (Service Member Pre-Separation/Transition Counseling) no later than 90 days before separation and attending the Capstone event within 90 days of separation. The DD Form 2586 (Verification of Military Experience and Training) provides a listing of a service member's job skills, training, and experience acquired during service.
The document discusses several United States Navy commissioning programs that provide opportunities for enlisted sailors to become commissioned officers. It describes the Seaman to Admiral-21 program, which allows sailors to apply for a college degree program and receive tuition assistance and pay while in school. It also discusses other programs like the United States Naval Academy, Medical Enlisted Commissioning Program, Officer Candidate School, Chief Warrant Officer program, and others. The document provides eligibility requirements, benefits, and details about each program.
This document provides information about the Fleet RIDE system for Rating Entry and General Apprenticeship (REGA) designation. It discusses REGA policy and eligibility requirements. It also describes the Fleet RIDE application process for undesignated sailors to apply for ratings, including viewing quotas, filling out applications, and receiving approval or denial decisions. Statistics on REGA results from October to December 2011 are also presented.
The document is the weekly report from the 14th Navy Reserve Force Master Chief dated 27 June 2011. It provides updates on leadership changes as the new FORCM takes over, highlights policy changes and guidance, and provides operational and readiness statistics for Navy Reserves. It aims to keep Navy Reservists informed of important announcements and events through routine communication.
The document discusses changes to the CMS-ID detailing system that aim to improve Navy readiness. Key changes include reducing the sailor negotiation window from 5 to 3 months, establishing a "Needs of the Navy" window at 6 months out, and prioritizing filling the highest priority requisitions each cycle. This encourages sailors to apply earlier and gives more consideration to Navy needs. The benefits are improved readiness, a more understandable system, and increased sailor choice and planning time.
Current individual combat Marine loads vary from 97 to 135 pounds. - vs. a recommended maximum of 50 pounds. Considerable anecdotal information based on current combat operations indicates heavier loads severely reduce Marine or soldier effectiveness, especially on long-duration patrols, close-in urban combat and other adverse situations. This weight is excessive and the trend will continue unless positive action is taken. The study focused on the Marine Rifle Squad as "the system."
VADM Debbink testified before Congress highlighting the role of Navy Reservists in recent operations. He discussed initiatives to improve support for military families and psychological health programs. The report requests ideas to develop the Navy Reserve's 2012 Strategic Initiative Plan. It provides updates on performance evaluation instructions and medical readiness statistics.
The document provides an overview of changes and enhancements made in the Career Management System/Interactive Detailing MU1B-4 release delivered in April 2010. Key updates include masking sailors' social security numbers, adding special program flags, modifying physical fitness assessment flags, and including gender specific gates. Help resources and relevant NAVADMIN messages are also outlined.
The Navy began implementing its Optimized Fleet Response Plan in November 2014 to address issues stemming from increased ship deployment lengths over the past decade. This included declining ship conditions, a backlog of maintenance, and compressed time for training. The plan aims to maximize the time ships have available for operations while preserving maintenance and training. The report found that prior to the plan, the majority of maintenance availabilities took longer than scheduled, reducing time for training and operations. While only a small portion of the fleet has entered the optimized cycle so far, the first three aircraft carriers completed maintenance over budget, which could impact goals. Public and private shipyards face challenges completing maintenance on time, including unanticipated work, inexperienced workers, and
The document answers frequently asked questions about changes to the deadline for sailors to submit conversion requests to the Enlisted Retention Board. The new deadline is August 15, 2011 to allow more time for sailors to complete necessary tests and submit full applications. Sailors eligible for conversion review include those not subject to separation under Perform to Serve rules, regardless of end of service date. Conversion requests will now be reviewed after the retention board chooses sailors for separation or retention in their current roles.
This document summarizes the efforts of the Marine Aviation Logistics Squadron 24 (MALS-24) to implement continuous process improvement methodologies like Lean Six Sigma and Theory of Constraints. Some key results include reducing customer wait times by 26-67%, improving aircraft phase maintenance turnaround times by 15-30%, and identifying over $975,000 in savings from improving the repair and return of aviation components. MALS-24 has involved both maintenance and supply departments in process improvement efforts through techniques like rapid improvement events and value stream analyses.
This week's Reserve Force Weekly focuses on the Reserve Component Personnel Programs Excellence Award and opportunities for SELRES Senior Enlisted Leaqders to instruct at the Senior Enlisted Academy.
The weekly report provides information on recent Navy Reserve Chief Petty Officer selections, updates on the Senior Enlisted Academy accepting applications for blended classes beginning in October and January, and a list of recent NAVADMIN messages. Medical readiness of the Navy Reserve is reported as 86.8% fully ready and 91.1% total readiness. The monthly communication priority is enabling continuum of service and honoring employers.
The document provides information about the Navy Reserve Force, including its purpose to augment active duty Navy forces, categories such as the Selected Reserve and Individual Ready Reserve, and benefits of affiliation such as pay, TRICARE health coverage, and education assistance. Career counselors are expected to inform sailors of Navy Reserve options during separation to support total force retention.
This document outlines the Career Waypoints (C-WAY) application timelines in relation to a Sailor's Projected Rotation Date (PRD) and End of Active Obligated Service (SEAOS). It discusses how PRD and SEAOS alignment with the Command Management System - Integrated (CMS-ID) window impacts Sailors and Career Counselors. Key points include: C-WAY applications now start 12 months from PRD instead of SEAOS, ending when approved or 6 months from SEAOS; and the changes reduce Career Counselor workload and provide a clearer signal to Bureau of Naval Personnel (PERS 4) of manning demands.
The document provides information on various commissioning programs available to enlisted Navy personnel, including Seaman to Admiral-21 (STA-21), the United States Naval Academy, Medical Enlisted Commissioning Program (MECP), Officer Candidate School (OCS), Chief Warrant Officer (CWO), Limited Duty Officer (LDO), and Medical Service Corps In-Service Procurement Program (MSC-IPP). It outlines the basic eligibility requirements, application procedures, and benefits of these programs.
The document provides a summary of Navy career news from November 1-30 2009. It discusses advancement examinations, the elimination of enlisted service records being replaced with electronic records, simplifying the transition between active duty and reserve status, and education/college news including submitting grades for tuition assistance and using any Navy college partnership program.
CNAF N1 Newsletter (Q2, FY11) attached. It marks our third newsletter in a series designed to post you on highlights/recent changes in Personnel & Manpower Policies, to keep our lines of communications open and to familiarize you/your teams with CNAF N1 POCs.
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 provides guidance on writing evaluations for Navy Career Counselors (NCCs/NC1s) being considered for selection to Chief Petty Officer. It discusses areas the selection board considers important like command impact, leadership, collateral duties, and professional development. It offers examples of strong wording to use in the opening statement, when discussing leadership accomplishments, sailor development, and closing remarks. The document also reviews the Navy Counselor Labor Distribution Report and selection precepts to understand expectations for the rating. Overall, it aims to help NCCs craft evaluations that best highlight their qualifications and merit selection to Chief.
Brett Clayton Mahon has over 20 years of experience working with combat control systems and subsystems on various submarine classes. He has served as a senior enlisted advisor, fire control technician, and dive chief. Mahon has extensive experience in training, maintenance, and operations of combat control systems including the AN/BYG-1, AN/BQQ-10, and AN/BVY-1. He is a certified Navy Master Training Specialist and has provided training to crews on modernized combat control systems. Mahon holds a TOP SECRET/SCI security clearance and is pursuing a Bachelor's degree in Workforce Education and Development.
The document outlines the Transition Assistance Program (TAP) which includes pre-separation counseling, the Transition GPS workshop, and the Individual Transition Plan (ITP) that career counselors help separating service members develop. It details requirements like completing the DD Form 2648 (Service Member Pre-Separation/Transition Counseling) no later than 90 days before separation and attending the Capstone event within 90 days of separation. The DD Form 2586 (Verification of Military Experience and Training) provides a listing of a service member's job skills, training, and experience acquired during service.
The document discusses several United States Navy commissioning programs that provide opportunities for enlisted sailors to become commissioned officers. It describes the Seaman to Admiral-21 program, which allows sailors to apply for a college degree program and receive tuition assistance and pay while in school. It also discusses other programs like the United States Naval Academy, Medical Enlisted Commissioning Program, Officer Candidate School, Chief Warrant Officer program, and others. The document provides eligibility requirements, benefits, and details about each program.
This document provides information about the Fleet RIDE system for Rating Entry and General Apprenticeship (REGA) designation. It discusses REGA policy and eligibility requirements. It also describes the Fleet RIDE application process for undesignated sailors to apply for ratings, including viewing quotas, filling out applications, and receiving approval or denial decisions. Statistics on REGA results from October to December 2011 are also presented.
The document is the weekly report from the 14th Navy Reserve Force Master Chief dated 27 June 2011. It provides updates on leadership changes as the new FORCM takes over, highlights policy changes and guidance, and provides operational and readiness statistics for Navy Reserves. It aims to keep Navy Reservists informed of important announcements and events through routine communication.
The document discusses changes to the CMS-ID detailing system that aim to improve Navy readiness. Key changes include reducing the sailor negotiation window from 5 to 3 months, establishing a "Needs of the Navy" window at 6 months out, and prioritizing filling the highest priority requisitions each cycle. This encourages sailors to apply earlier and gives more consideration to Navy needs. The benefits are improved readiness, a more understandable system, and increased sailor choice and planning time.
Current individual combat Marine loads vary from 97 to 135 pounds. - vs. a recommended maximum of 50 pounds. Considerable anecdotal information based on current combat operations indicates heavier loads severely reduce Marine or soldier effectiveness, especially on long-duration patrols, close-in urban combat and other adverse situations. This weight is excessive and the trend will continue unless positive action is taken. The study focused on the Marine Rifle Squad as "the system."
VADM Debbink testified before Congress highlighting the role of Navy Reservists in recent operations. He discussed initiatives to improve support for military families and psychological health programs. The report requests ideas to develop the Navy Reserve's 2012 Strategic Initiative Plan. It provides updates on performance evaluation instructions and medical readiness statistics.
The document provides an overview of changes and enhancements made in the Career Management System/Interactive Detailing MU1B-4 release delivered in April 2010. Key updates include masking sailors' social security numbers, adding special program flags, modifying physical fitness assessment flags, and including gender specific gates. Help resources and relevant NAVADMIN messages are also outlined.
The Navy began implementing its Optimized Fleet Response Plan in November 2014 to address issues stemming from increased ship deployment lengths over the past decade. This included declining ship conditions, a backlog of maintenance, and compressed time for training. The plan aims to maximize the time ships have available for operations while preserving maintenance and training. The report found that prior to the plan, the majority of maintenance availabilities took longer than scheduled, reducing time for training and operations. While only a small portion of the fleet has entered the optimized cycle so far, the first three aircraft carriers completed maintenance over budget, which could impact goals. Public and private shipyards face challenges completing maintenance on time, including unanticipated work, inexperienced workers, and
The document answers frequently asked questions about changes to the deadline for sailors to submit conversion requests to the Enlisted Retention Board. The new deadline is August 15, 2011 to allow more time for sailors to complete necessary tests and submit full applications. Sailors eligible for conversion review include those not subject to separation under Perform to Serve rules, regardless of end of service date. Conversion requests will now be reviewed after the retention board chooses sailors for separation or retention in their current roles.
This document summarizes the efforts of the Marine Aviation Logistics Squadron 24 (MALS-24) to implement continuous process improvement methodologies like Lean Six Sigma and Theory of Constraints. Some key results include reducing customer wait times by 26-67%, improving aircraft phase maintenance turnaround times by 15-30%, and identifying over $975,000 in savings from improving the repair and return of aviation components. MALS-24 has involved both maintenance and supply departments in process improvement efforts through techniques like rapid improvement events and value stream analyses.
This week's Reserve Force Weekly focuses on the Reserve Component Personnel Programs Excellence Award and opportunities for SELRES Senior Enlisted Leaqders to instruct at the Senior Enlisted Academy.
The weekly report provides information on recent Navy Reserve Chief Petty Officer selections, updates on the Senior Enlisted Academy accepting applications for blended classes beginning in October and January, and a list of recent NAVADMIN messages. Medical readiness of the Navy Reserve is reported as 86.8% fully ready and 91.1% total readiness. The monthly communication priority is enabling continuum of service and honoring employers.
The document provides information from the Chief of Naval Personnel's weekly newsletter, including:
1) The establishment of a new Career Transition Office to assist sailors transitioning between active and reserve components.
2) Forthcoming changes to the CMS Interactive Detailing system that will prioritize critical staffing requisitions in a new "red zone".
3) A reminder that sailors must transfer at least one month of Post 9/11 GI Bill benefits to each dependent before retirement to preserve the ability to modify benefit transfers after retirement.
Norfolk FET Visit (PERS40 Brief) JULY 2011Glenn Mallo
This document provides an overview of the enlisted distribution and detailing process in the Navy. It discusses the PERS-40 organization, timeline for sailor negotiations and assignments, changes to the CMS-ID system, challenges in detailing, the roles of detailers and sailors, special programs, and questions for additional support. The key points are that CMS-ID negotiations now occur from 9-7 months prior to a sailor's PRD, detailers aim to make career-enhancing assignments but have various constraints, and sailors should actively apply in CMS-ID to facilitate assignment to their preferred jobs and locations.
Just a heads up (FYI only) on what is coming on detailing and At Sea special programs. Lots of reading to digest for CPOs / CCCs including the new CMS-ID NAVADMIN on Navy's needs for manning at sea, if you have any question from Sailor as they come up to you for career counseling. Note also the attached Updated Voluntary Sea Duty Program NAVADMIN about Section 2(a) regarding HYT waivers.
Bottom line is - let's understand the program and encouraging extension of duties at sea (VSDP, SDIP, CPO-at-Sea & now CMS-ID Limited Detailing) - that's where the Navy needs our Sailors now.
The document provides information from the Navy Personnel Command Force Master Chief regarding career progression opportunities, personnel matters, and general updates. Sailors are encouraged to provide feedback on reducing administrative requirements by July 31st through the RAD website. The summary also includes information on career waypoints and conversions, today in Naval history briefs, an update on the Reducing Administrative Distractions initiative, progress made in reducing synthetic drug use in the Navy, and details on the annual Special Duty Assignment Pay recertification process.
The weekly report provides information on the upcoming 97th Navy Reserve Anniversary ceremony, family support programs, and training opportunities like the Senior Enlisted Academy blended classes. It also includes updates on operational support levels and medical readiness for Reserve sailors.
Flood Update
Manpower Environment
The Cost of Manpower
Brilliant at the Basics
Continuum of Service
Selection Boards
Transformation of HR Service Delivery
Saved Rounds
The weekly report discusses upcoming events to celebrate Independence Day and honor those who fought for freedom and democracy. It also provides an update on the delayed release of Navy Reserve advancement results on July 2nd due to retention numbers and planned force reductions. Navy leadership thanks sailors for their patience during this challenging cycle.
The Career Navigator Program uses the Career Waypoints (C-Way) tool to help sailors make informed career decisions. C-Way allows sailors to view their best match ratings and submit reenlistment or conversion applications between 13-6 months before their end of service. Applications are approved based on the sailor's qualifications and available quotas, with the goal of placing sailors in career paths that match their skills.
This weekly report from the Pentagon provides updates on initiatives to honor wounded warriors, encourage taking time to appreciate sailors, announce revisions to the Physical Readiness Program to improve sailor health and fitness, and changes to sea/shore rotation policies to increase time sailors spend at sea. It also provides information on nominating sailors for the Reserve Force Master Chief Executive Assistant position and invites submissions of issues to the Navy Reserve Policy Board.
The weekly report provides updates on Navy Reserve matters such as congratulating new chief selects, noting opportunities to thank employers for supporting Reserve service, announcing a selection process for an executive assistant position to the Force Master Chief, and recapping deployment activities for the aircraft carrier USS Enterprise. The report also includes policy guidance, upcoming events, and medical and operational readiness statistics for the Navy Reserve force.
The document provides information about pathways to joining the Navy Reserve. It discusses options for active duty service members transitioning to the Navy Reserve through the AC2RC (Active Component to Reserve Component) program, as well as options for those who have been separated from active duty for over 6 months. It also summarizes benefits of joining the Navy Reserve, such as educational benefits, healthcare, and retirement benefits after 20 years of service. Contact information is provided for Navy personnel who can assist with the affiliation process.
VADM Debbink and the author visited over 900 sailors in 43 engagements in Kuwait, Bahrain, and Djibouti. They saw improvements in efficiency and morale. Sailors asked questions about pay, benefits, uniforms, and future manning. Leadership is focused on issues like pay problems and communicating with sailors. The report provides updates on topics like general military training, CAC cards, PRIMS data validation, and physical fitness assessments.
The summary provides an overview of key information from the document in 3 sentences or less:
The document discusses an update to the CMS-ID system that improves the interface between it and EAIS, automating the job selection and requisition posting process. It urges sailors to complete overseas screenings early to prevent failures that could result in manning gaps or family disappointments. Finally, it reminds ERB sailors of the August 31st deadline to submit IRR contract requests to NPC to ensure timely payment of involuntary separation pay.
This document provides information and resources for Navy career counselors. It summarizes new policies around the reenlistment process, including that 75% of sailors requesting reenlistment will now receive approval on the first application. It also outlines checklists for career counselors on tasks like ensuring sailors are counseled and applications are submitted on time. Additionally, it announces upcoming webinars for career counselors on topics like advancement, special programs, and best practices.
The document provides information about the upcoming slate selection for the position of Force Master Chief for Commander, Navy Reserve Force (CNRF). It announces that the slate nomination period is open from 3 December 2012 to 14 January 2013. It outlines the prerequisites for nomination including a minimum 12 months time on station in the current assignment and successful completion of at least one Command Master Chief tour. It provides instructions for commanders and nominees to follow in the nomination process, including documents required to be submitted by the nomination deadline of 14 January 2013.
Norfolk FET Visit (PERS4013 Brief) JULY 2011Glenn Mallo
- PERS-4013 manages enlisted distribution and placement to ensure personnel readiness for the Navy. It was previously known as EPMAC and merged with NPC Pers-40 in 2006.
- PERS-4013 loads priority requisitions from Manning Control Authorities onto the CMS/ID system to match Sailors with billet requirements while considering Sailor preferences.
- CMS/ID aims to give Sailors visibility and involvement in their career assignments while supporting personnel readiness through a monthly matching cycle between available Sailors and high priority billets.
The document summarizes several topics from the weekly newsletter of the Navy Personnel Command Force Master Chief:
1) It announces a new Voluntary Sea Duty Program that allows sailors to extend their sea duty assignments or terminate shore duty early to extend their sea duty.
2) It discusses changes to the Process for Selection for Training quotas that will no longer provide automatic quotas to sailors who score high on advancement exams.
3) It provides information to first class petty officers on preparing their records for the upcoming Chief Petty Officer promotion board, including reviewing their official military file and submitting additional documents.
This document provides an overview of the Navy Fleet Reserve and retirement process. It outlines the eligibility requirements for transferring to the Fleet Reserve after 20 years of service, as well as computing retirement pay under the three different retirement systems. Key steps and factors are defined, such as required documentation, computing retainer pay, and a command's responsibilities for retirement ceremonies. The objectives are to help sailors understand their retirement options and benefits.
Similar to Bupers 32 spouse brief fet norfolk_ updated_13 aug 2013 (20)
Organizations such as Coast Guard, Facebook, Amazon, Department of Defense has a career service provider that helps members make good career decisions and transition enhancing morale and focus on doing a better job in their current position. A lecture and proposal to Coast Guard.
Dr. Astro talks about the importance of Personal wellness and discusses the holistic approach in career counseling in making good personal decisions in life.
Humans can often determine a lot about other people just by looking at their faces and bodies. Subtle cues like facial expressions, posture, and clothing choices unconsciously provide clues about personality traits, emotions, intentions, social status, and more. While quick judgments based on appearance alone can be inaccurate, research shows that people tend to form initial impressions about others based primarily on visual information.
This document discusses cultural intelligence (CQ) and how it relates to age and generational culture. It provides links to resources on defining CQ and the pros and cons of diversity as well as a blog post about technologists and CQ, suggesting CQ is important for understanding differences between age groups and cultures.
Tony Astro has experience in career counseling, human resources, business ownership, and diversity training. He has traveled to over 30 countries and volunteers in his community. The document discusses how the Internet of Things will impact customers, innovation, competitors, work styles, and cultural intelligence. It suggests using social media, video, blogs, mobile phones, networking, and other online tools to connect, create, celebrate, collaborate, contact, and communicate in this new digital landscape.
This document contains announcements and advertisements for a series of talks called "FusionTalk" held bi-monthly that last 15 minutes each and cover topics related to business, career, and culture. The talks are free for members of ABAHR and open to all, and are sponsored by various groups and individuals. They are held at different locations in Virginia Beach.
1. Here is something you already know. People like to get free stuff. What kind of people? well, new prospects who need to become aware of your company or services loyal customers who deserve to be appreciated and employees who have gone the extra mile.
2. How about others? Well, trade show visitors love advertising specialties and so do the more than 6 out of 10 people who enjoy receiving their mail every day
3. In fact, the direct marketing association says you can double your response rates with lumpy envelopes containing small items because they make people curious and like we said everyone likes free stuff.
4. Here at Mvoss Creation we have access to thousands of promotional products to fit any budget or company. Better still we can show you how to save time and money by helping you match the right things to the right people for the right occasions that’s what we call flexibility
5. But are logoed items really effective? you bet. Logoed items can promote your company much longer than most other forms of advertising. The advertising specialty institute says promotional items are kept for an average of seven months and more than 60% get passed along to someone else plus they’re memorable - nearly 90 percent of recipients are able to recall the company name on their promotional products.
6. Best of all they’re affordable to business of all sizes delivering a fantastic return on investment of course to get these great results you need to find a great local product
7. Contact Mvoss Creation about totes, backpacks and caps or functional desk accessories, calendars, USB drives and more.
8. There truly is something for everyone Mvoss Creation your convenient one stop source for practical cost effective marketing and print solutions with the power of promotional items to bring your brand to life and Market your Visuals to Optimize your Social & Services of your company, events or your brand contact Mvoss Creation today.
Military & Veteran Career Issues
What challenges and issues do I foresee facing the veteran and military affiliated student population? What role would CHIEFPRENEUR play as the coordinator?
10 minutes presentation
Tony Astro gave a 10 minute briefing on 3 undergraduate degrees: Bachelor of Science in Business, Bachelor of Arts in Christian Ministry, and Bachelor of Arts in Animation. He described the career opportunities, program requirements, and contact information for each degree. The Business degree focuses on principles, theory, and real-world experience to prepare students for careers in fields like marketing, human resources, and accounting. The Christian Ministry degree teaches the Bible, communication, and discipleship to prepare students for church roles and nonprofit work. The Animation degree utilizes advanced technology and software to train students for careers in areas such as game design, animation, and graphic design.
Eligibility Communicating with the board Pre board Membership Quotas Tools of the board Not Presented to Board Members What the Board Considers Board Process Overview Post Board Process Special boards Common Issues/FAQs/MythsEnl advancement board brief for pers 803 webpage (feb 10 2015)
This is directed at all of my Reserve Component Chief Petty Officer shipmates:
“Do you want to take COMMAND? Can you be entrusted to stand tall under pressure? If you are a Chief then the answer must be a resounding “Aye, Aye!” Would you like to drill/serve your country past the maximum 30 years of TIS allowed for enlisted personnel? Do you have what it takes to wear "eagles" on your collar or be a CWO5? Would you like to increase your retirement pay by 50% or even 100%?
If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.
The RC LDO/CWO program is actively seeking candidates with the “right stuff”. The RC CWO program is in particular need of support from the CPO mess. We are approximately 50% manned in our RC CWO inventory and we are losing folks almost as fast as we are “making” them. The RC LDO situation is a bit better, but not by much. So the fleet has an incentive to get as many highly qualified candidates into those billets as possible.
If you are a Reserve Component Chief Petty Officer and are interested in the RC LDO/CWO program, then now is the time to take the next step.
The following designator/career fields are OPEN:
623X (LDO SUB REPAIR)
626X (LDO SUB ORDNANCE)
628X (LDO SUB ELEX)
629X (LDO SUB COMMS)
633X (LDO AV MAINT)
641X (LDO ADMIN)
642X (LDO INFO PRO)
645X (LDO INTEL)
649X (LDO SECURITY)
653X (LDO CEC)
711X (SURF DECK CWO)
712X (SURF OPS CWO)
713X (SURF REP CWO)
715X (SEAL CWO)
716X (SURF ORD CWO)
717X (SWCC CWO)
742X (INFO TECH CWO)
744X (INFO WARFARE CWO)
745X (INTEL CWO)
Any interested applicants should take a look at the attached program flyer for more information. Anyone that does NOT already have an RC LDO/CWO mentor to assist with application preparation and the interview appraisal process should immediately contact our Recruiting Action Officer for assistance: CWO2 Richard Townsend: richard.townsend@navy.mil
Applications are due NLT 01OCT2015, so time is running short. The fleet needs you now. I am "living proof" of what the program offers. It worked for me and it can work for you too. Please pass the word.
R,
CAPT Jim Elizares ("commissioned CPO", Anchors earned in 1985)
RC LDO/CWO Community Leader “Mustangs Earn it Everyday”
jameselizares@yahoo.com
james.f.elizares@navy.mil
*** No College Required: Active Duty Commissioning or Officers Program: LDO/CWO *** If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.http://www.npc.navy.mil/…/LDO%20and%20CWO%20Recruit%20Your%…
The document discusses eligibility requirements and benefits of the Post-9/11 GI Bill. Key points include:
- To receive full benefits, members must have at least 36 months of qualifying active duty service. Lesser amounts provide reduced benefits.
- Benefits include payment of tuition and fees at public and private colleges, books and supplies stipends, housing allowances, and licensing exam reimbursement.
- The GI Bill can now be transferred to dependents if the service member commits to additional years of military service.
This document provides instructions for requesting access to the CIMS system. It outlines the steps to open an internet browser and navigate to the NSIPS login page, where a CAC is required for authentication. It describes selecting "CIMS Departmental/Divisional Career Counselor" and filling out fields with name, email, phone and justification. Requestors are also instructed to select the appropriate CIMS UIC and notify a CCC once access is approved so sailors can be assigned.
The Career Tools Afloat (CTA) page replaced "NKO at Sea" and provides access to Navy eLearning (NeL) Afloat, Electronic Training Jacket (ETJ) Afloat, and FLTMPS Afloat. When Internet is available, it also provides links to systems ashore.
This document summarizes updates from a September 2014 Navy College newsletter. It outlines changes to Navy Tuition Assistance (TA) policy in NAVADMIN 190/14, including allowing TA use in the first year and reimbursement requirements for failing grades. It also provides tips for TA success, information on the Department of Defense Memorandum of Understanding (MOU) with education providers, and details the new Postsecondary Education Complaint System. Contact information is given for local Navy College Offices and the Virtual Education Center.
This document provides an overview of the Exceptional Family Member Program (EFMP) for command points of contact. It discusses the history and goals of EFMP, common myths about the program, benefits of enrollment, eligibility criteria, the enrollment process, categories of enrollment, and responsibilities of command EFMP points of contact. Contact information is provided for EFMP liaisons and medical coordinators who can assist with the program.
More from Tony Astro - Veteran Counselor & Entrepreneur (20)
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Bupers 32 spouse brief fet norfolk_ updated_13 aug 2013
1. NAVY
BUPERS 3
1
Fleet Engagement
(NAVREG MID-ATLANTIC 27-28 AUG 2013)
CAPT Bruce Deshotel Mr. Randy Miller EMCM Ted Hillebrand
Head Enlisted Community Manager, BUPERS-320 BUPERS-321
BUPERS-32
PSC Christie Cole CSCM Paul Marshall FCCS Jason Brock
BUPERS 320 PERS 40 SEL PERS 4013
3. NAVY
BUPERS 3
3
Community Management
Perspective
There can be a natural tension between the objectives of each function
Community
Management
Placement Distribution
Focus
Providing
sustainable
inventories with
requisite skills
Unit level manning
and requirements
Individual
assignments to
meet billet/skill
needs (Fit/Fill)
Demand Signal
Officer & Enlisted
Programmed
Authorizations
(OPA & EPA)
Unit manning
documents
(AMDs, SMDs)
Requisitions
• Often review same things, but from different perspectives
• Collaboration is important & improving
• Process the same for Active & Reserve components
4. NAVY
BUPERS 3
4
End-Strength
Changing End-Strength
Stabilizing through the FYDP
GOAL: BALANCED FORCE, STABLE END-STRENGTH
Contributors to current strength:
Expectation to go lower than 320,000
ERB
C-WAY-Reenlistment
Decreased accessions
Increased losses (vs. stable retention)
PFA policy changes, for example
Constrained budgets
Officer over-execution offset with
enlisted
Friction
Under-funded and over-executed
Individuals Account
Force Management Strategy:
Use all available levers
Accessions, Vol, Invol actions
Balance the force
CAREER WAYPOINT-Reenlistment, PACT
Designation, quality boards
Man sea billets
Incentives, SSF, VSDP, CPO to Sea, etc.
Reduce friction
Fund Individuals Account, evaluate programs
322,700
End of FY13 Strength Projections:
Total: 324,325 (+1,625)
Officer: 53,477 (+2,179)
Enlisted: 266,380 (-532)
Source: June 2013 Monthly End Strength Brief
5. NAVY
BUPERS 3
5
Of 264,411 total enlisted, 16% (42,841) were non-distributable and
2.2% (5,784) were LIMDU or pregnant on 01 Aug 13.
Note: Sailors who become pregnant while assigned to sea duty are assigned
to a special shore tour. On 01 Aug13, there were 33 sailors in ACC 105
and 12 in ACC 355 that were also pregnant.
1,100
Billets Authorized
Distributable 236,434
Students 23,549
TPP&H 8,989
Total 268,972
(Numbers are USN personnel only)
Total Distributable – 221,570 (84%)
(includes LIMDUs and pregnancies which
make up 2.6% of the distributable manning)
Total Non–Distributable – 42,841 (16%)
TPP&H – 11,861 (4%)
Students – 30,980 (12%)
25,358
12,342
ADSW and mobilized reservists are no
longer included in numbers.
3,265
3,145
LIMDUs
(ACC 105)
47%
Pregnancies
from Sea
Duty
53%
PEB
(ACC 355)
[796]
2%
Transients
23%
Patients,
Prisoners
& Holdees
[1,118]
3%
Students
72%
30,980
9,947
2,694
3,090
215,786
Distribution of Navy Wide Enlisted Assets (August 2013)
Data Source/Date: Student BA-TFFMS (07/23/13); All Other: ARIS (08/01/13) POC: Pers-4013C 901-874-4574
6. NAVY
BUPERS 3
6
Specific Community Mgmt
BUPERS-31 (Off) / BUPERS-32 (Enl) / BUPERS-34 (Metrics)
Accession planning
Quality, quantity, policy
Lateral conversions/Re-designations
Training
Initial („A‟) school requirement
Advanced/career („C‟) school requirements
Policy advisor to NETC/OTC
Review billet changes for impacts on community health
Sea/shore rotation
Adv/Promotion impacts
Career progression
Geo Stability
Information dissemination
Fleet Engagement
Link, web pages, PAO efforts
POM Analysis and Mitigation
Special Initiatives
CNO‟s TOR Comm Mgmt WG
Force Management ESC
LDO/CWO Realignment
Continuum of Service WG
Enlisted Supply Chain Planning & Execution
LCS Council
Cyber TF Challenge
Force structure management
Advancement/Promotion Planning
Career paths
Retention
Retirements
Separations (early, hardship)
Sea/shore tour lengths
CAREER WAYPOINT-Reenlistment (Formerly PTS)
CAREER WAYPOINT-PACT Designation (Formerly
REGA)
NEOCS/NOOCS
Continuation/SERAD
Probationary Officer Continuation and Redesignation Board
(POCRB)
Incentives
Pay
Bonuses (SRB Plan)
Special duty assignment pay (SDAP)
Training incentives (STAR/HPSP)
Metrics and Analysis
Reports, ad hoc queries
Active & Reserve, Officer & Enlisted
SRB & SDAP
NAVADMIN Updates
released in MAR 13
9. NAVY
BUPERS 3
9
Every month, Community Managers post detailed
information regarding the status of your rating.
• Click Community Overview to view a “big picture”
snapshot of your rating’s overall health.
• Click Career Path to view a typical career path, from
Navy enlistment as E-1 to 30-year retirement as E-9. 9
Community Overview
10. 10
CWAY-PACT:
•PACT-in plan 350 through the FY
•Made 294 BM’s off MAR13 NWAE. Plan to add 350
SPACT to BM throughout FY13. This will also continue
throughout FY14.
•SRB:
• Zone A SRB is back IAW NAVADMIN 077/13.
Notes:
•Under-manning in Zone A due to PACT policy and
delayed FY13 accessions. 310 accession E3 and below
Sailors will enter the rating this FY in addition to PACT.
10
14. NAVY
BUPERS 3
14
Navy Advancement Center
• Bibliography
• Profile sheet
• Exam Statistics
• Advancement Manual
• FAQs
Advancement Center on
Navy Knowledge Online (NKO)
17. NAVY
BUPERS 3
17
Career Navigator Program
New program to change how we do business in enlisted career
management. Goal is to help Sailors make informed decisions by
placing career management systems at their fingertips.
• Career opportunities across full continuum of Active and Reserve
Naval Service balancing Sailor choices with Navy needs
• Transparent and interactive Sailor tools
• Cornerstone of Navy’s electronic Human Resources
Management (eHR) strategy
Initial Career
Decisions:
Join Navy Choose a rating Change rating
Mid-Career
Actions:
Same rating Change rating AC RC
Assignments Advancement Records and Feedback
CAREER NAVIGATOR
Sailor at the Helm
NAVADMINs
149/13 & 150/13
18. NAVY
BUPERS 3
18
CareerWaypoints
Career Waypoints
• Reclassification
• PACT Designation
• Reenlistment
(in-rate, conversion or AC to RC)
• Conversion*
• RC to AC
• AC to RC*
PRIDE
CMS-ID/BBD
NSIPS
Career
Starting point
• Rating choice
Career
Billet Assignments
• Billet applications
Career Record Management
• Electronic service record
Career Viewpoint
• Survey
Sailor Portal
• Resume review
• Career interests
• Career options
• Career Waypoint
Application status
• Advancement
dashboard
Supported by Multiple IT systems
Formerly FleetRIDE
Cornerstone of Navy’s eHR strategy
CIMS
Career
Development
Boards
•Tracking
*Included as part of Reenlistment application only.
Future separate capability recommended.
CAREER NAVIGATOR
Program Vision
19. NAVY
BUPERS 3
19
Sailors check-in 13 months in advance and
indicate if they plan to separate or reenlist
Competitive Reenlistment: If eligible, must apply
(Overmanned and special requirements)
Balanced Reenlistment: If eligible, auto-confirm or apply based on YG manning
(Fully manned) Undermanned year group: Auto-confirmed, can reenlist immediately
Overmanned year group: Must apply
Open Reenlistment: If eligible, auto-confirmed, can reenlist immediately
(Undermanned and E6s)
NOW: E6s and Sailors with open reenlistment--100% approval 1st application (~30-day wait)
Early fall: E6s, Open and some Balanced immediately auto-confirmed
CAREER WAYPOINTS
Reenlistment Check-in
23. NAVY
BUPERS 3
23
This user aid describes
each career tool, then
tells you where to find
it, what to do when you
get there, and how to
get help when you need
it.
Go to www.public.navy.mil/bupers-npc. Under Career Links, click Career Toolbox.
Go to www.nko.navy.mil. Under Career Management heading, click Navy Career Tools.
Sailor Career Toolbox
24. NAVY
BUPERS 3
24
New User Aid
Support Record Review
1
2
Go to www.npc.navy.mil.
Click Career Toolbox on NPC
homepage.
Scroll down to view Personnel
Records Review.
Conduct a complete inventory
of your OMPF and ESR.
27. NAVY
BUPERS 3
27
Agenda
• PERS-40 Organization Chart
• PERS-4013 Mission
• NAVADMIN 226/12
• CMS-ID Overview
• CPO Early Return to Sea Program
• Detailing timeline/challenges
• What Detailer's Can/Can't Do
• Spouse Collocation
• Failure to OBLISERV
• Sailor Role
• Special Assistants / Special Programs
28. NAVY
BUPERS 3
28
PERS-40
ORGANIZATIONAL CHART
DIRECTOR
ENLISTED
DISTRIBUTION
DIVISION
CAPT ALLMON
PERS-40
DEPUTY
DIRECTOR
MR. DODGE
PERS-40B
SEABEE/SEAL
SWCC/EOD
BRANCH
PERS-401
SEABEE
ASSIGNMENTS
SECTION
PERS-401C
SWCC/SEAL/EOD
ASSIGNMENTS
SECTION
PERS-401D
SURFACE
ENGINEERING
BRANCH
PERS-402
NUC POWER
SUBMARINE
BRANCH
PERS-403
ENGINEERING
ASSIGNMENTS
SECTION
PERS-403C
WEAPONS
ASSIGNMENTS
SECTION
PERS-403D
NAVOPS/COB
ASSIGNMENTS
SECTION
PERS-403E
TRAINING
ASSIGNMENTS
SECTION
PERS-403F
AVIATION
BRANCH
PERS-404
AVIONICS
ASSIGNMENTS
SECTION
PERS-404C
AD, AZ, AB, AC, A
G, AS, PR
ASSIGNMENTS
SECTION
PERS-404D
AW, AM, AME
ASSIGNMENTS
SECTION
PERS-404E
ADMIN/SUPPLY
DECK/SECURITY
ASSIGNMENTS
SECTION
PERS-405
COMBAT
SYSTEMS
ASSIGNMENTS
SECTION
PERS-406
MEDICAL
ASSIGNMENTS
BRANCH
PERS-407
CRYPTOLOGIC
ASSIGNMENTS
BRANCH
PERS-408
SEA SPECIAL
PROGRAMS
ASSIGNMENTS
BRANCH
PERS-409
PRECOM
PERS-409D
LCS
PERS-409CD
LCAC
PERS-409CD4
RIVERON
PERS-409CD9
DECOM
PERS-409DC
SHORE SPECIAL
PROGRAMS
ASSIGNMENTS
BRANCH
PERS-4010
RECRUITER
ASSIGNMENTS
BRANCH
PERS-4010C
RDC, MEPS, 9999
ASSOGNMENTS
BRANCH
PERS-4010D
DC PLACEMENT
ASSIGNMENTS
BRANCH
PERS-4010F
JOINT, NATO
ASSIGNMENTS
BRANCH
PERS-4010G
A SCHOOL
MANAGEMENT
SECTION
PERS-4010S
FULL TIME
SUPPORT
ASSIGNMENTS
BRANCH
PERS-4012
ENLISTED
READINESS
BRANCH
PERS-4013
DISTRIBUTION
SUPPORT
PERS-4013DS
PLACEMENT
SUPPORT
PERS-4013PS
RATING
CONTINGENCY
SUPPORT
PERS-4013RS
NAVY MUSIC
PROGRAM
ASSIGNMENTS
BRANCH
PERS-4014
SPECIAL
ASSISTANTS
BRANCH
PERS-4015
ENTITLEMENTS
PERS-40CC
INCENTIVE PAY
PROGRAMS
PERS-40DD
CMDCM
ASSIGNMENTS
PERS-40FF
AVAILABILITY
MANAGEMENT
PERS-40GG
HUMANITARIAN
ASSIGNMENTS
PERS-40HH
SENIOR
ENLISTED
ADVISOR
CSCM
MARSHALL
PERS-40G ADMIN
OFFICER
LTJG POLK
PERS-40AO
NECC
LCDR
CAMPBELL
USE
CDR
SISCO
NAE
LCDR
MCDONALD
SWE
CDR
GLANCEY
NIDE
LCDR
HOCUTT
FRE
MR.
BARBIER
34 Officers
336 Enlisted
-- 248 Detailers
-- 73 Placement and Readiness
-- 20 Special Assistants and Admin
Support 62Civilians
29. NAVY
BUPERS 3
29
• Perform the enlisted placement function for all E3 through E9
personnel and reviewing and approving proposed orders to their
next assignment. Function is performed by placing requisitions on
CMS/ID and reviewing orders that do not meet order edits.
• Assignment of LIMDU and 0055/0054 (Pregnant from Sea-duty)
• Take management action in conjunction with the appropriate Type
Commander to attain Manning Control Authority (USFF) desired
level of personnel readiness for surge and deployment.
• Provide solutions on manning issues to the Major Manpower
Claimant, Type Commander, and MCA‟s.
• Help improve the accuracy of command personnel data base
(EDVR).
- Tools used: PERSMARS, EDVR/NEC/DNEC Scrubs
PERS-4013 Mission
30. NAVY
BUPERS 3
30
CMS-ID Changes
NAVADMIN 226/12
Based on fleet feedback regarding manning deficiencies and
FIT/FILL, the order negotiation process using CMS/ID has changed to
provide greater predictability in future manning and reduce shore notice
manning actions including crossdecks and diverts.
• Removed “Red Zone” requisitions
• Modified the number of requisitions displayed to advertise priority fill
billets only
• Changed green zone requisitions to “mandatory fills”
• Sailors may be assigned to a job without application at anytime during
their negotiation window
31. NAVY
BUPERS 3
31
Detailing Impact
• Sailor negotiation window remains 3 months (P-9 to P-7)
• Sailors continue to be able to submit a maximum of 5
applications per month
• Needs of the Navy window remains at P-6
• Sailors nearing the end of their negotiation window will generally
be chosen first to fill assignments they did not apply for over
Sailors who are at the start of their negotiation window
ENCOURAGES SAILORS TO “APPLY” IN A MORE
AGGRESSIVE AND TIMELY MANNER
32. NAVY
BUPERS 3
32
• Developed to support Sailor Advocacy.
– Supports retention and QOL initiatives.
– Builds trust with detailers.
– Sailor plays major role in shaping own career.
• Supports personnel readiness.
– Placement function loads requisitions for detailers to fill.
– Sailors can chose, but only from the highest priority
requisitions.
– Provides Sailors with visibility of other priorities not normally
considered, which makes the detailers‟ job easier.
• Instructor billets, overseas assignments.
CMS/ID developed to help Sailor manage career.
Why CMS/ID?
33. NAVY
BUPERS 3
33
Chief Petty Officer Early Return to Sea
NAVADMIN 230-12
• The CPO Early Return to Sea Program is focus on the Longer term
and is intended to remain in place as a means of maintaining the
required level of critical Senior Leadership at Sea
• Applies to Senior Enlisted Leaders (E7-E9) Sailors in all ratings
• Involuntary curtailment of shore duty will only be used when there are
no available CPO‟s in the PRD window and there are no excess
personnel on Sea duty within the geographic area who can be
reassigned.
• Only Sailors who have completed at least 24 months of shore duty at
the time of transfer will be considered for early return to sea
34. NAVY
BUPERS 3
34
• Candidates will be selected based on various factors which include:
- Length of time on Shore Duty
- Recent Advancement
- Fleet experience
- NEC/Skills held
- Type of previous sea duty
- Remaining OBLISERV
• Requests to transfer to the Fleet Reserve, submitted subsequent to
selection for early return to sea by CPO‟s with more than one year of
contract time remaining may be disapproved
• High Year Tenure (HYT) waiver requests for CPO‟s chosen for early
return to sea will receive favorable consideration
Chief Petty Officer Early Return to Sea
NAVADMIN 230-12
35. NAVY
BUPERS 3
35
Enlisted Distribution
System Overview
TYCOM
MCA
-Establishes Priorities
ISIC
4013
-Monitors Enlisted Personnel Readiness
-Generates Prioritized Requisitions
-Represents MCAs for personnel readiness
NPC Detailers
-Make selections
-Release orders
-Negotiate special cases
ASSIGNMENTS
UNIT
CMS/ID
SAILOR
-Review record at 12-15
months prior to PRD to
ensure data is accurate;
update preferences
-9-7 months view available
reqs and apply
CCC
-Review CMS/ID w/Sailors
-Assist sailor with
CMS/ID Negotiations
PLACEMENT
36. NAVY
BUPERS 3
36
If not selected for orders
via CMS/ID, needs of the
Navy orders are issued
7 mos prior
Sailor, Career
Retention Team, and
Detailer Engagement
Sailor is about to
enter negotiation
window
Sailor applies in
CMS/ID via CCC or
Sailor
Sailor in negotiation
window
PRD9 mos prior12 mos prior
Sailor Detailed as
Needs of the Navy
Detailing Time Line
COMMUNICATION IS THE KEY
37. NAVY
BUPERS 3
37
Detailing Challenges
PCS cost
Requisition
Priority
Sailor’s
desire
Needs of
the Navy
Spouse
Collocation
School quota
availability
Training costEFM
C-WAY
Career
Enhancement
Evals PRT/BCA
Special
Screening
Command
Input
PRD Gender
Sea/shore
flow
Pay grade
Billet gap
PRD rollers
Assignment
Decision
Available
Requisitions
HYTTime on
Station
38. NAVY
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Detailer's Can...
• Counsel and advise Sailors as their advocate
• Make assignments to valid billets within negotiation window (9-7
months prior to PRD)
• Adjust PRD (NAVPERS 1306/7 required)
• Transfer Sailors up to three months before through four months after
PRD (Per MILPERSMAN 1306-100)
• Support special programs to include:
– Camp David, White House, SEAL Support, Recruiting, Recruit
Division Commander, EO Advisor, SARP, Brig Duty, Instructor
Duty, Pre-Comm
– Sailors will not be released to a special program detailer without
rating detailer consent.
39. NAVY
BUPERS 3
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Detailer's Can...
• Coordinate spouse collocations (1306/7 required from both
Sailors 12 months prior to PRD / not always approved).
• Make assignments for Sailors returning to full duty from
Limited Duty.
• Issue "Non-Voluntary" orders to Sailors who enter the Needs
of the Navy window.
40. NAVY
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Detailer's Don't…
• Adjust PRD‟s to facilitate negotiation of orders “shopping early/late”
• Make pay grade substitutions without PERS 4013 approval
• Make assignments to non-existent requisitions
• Change manning demand signal (BA or NMP)
• Allow “by name” request assignments (not fair to other Sailors)
41. NAVY
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Detailer's Don't…
• Transfer Sailors to open up EP Eval/Fitrep spots
• Transfer Sailors early to fix personality or leadership issues
• Send Sailors to schools en route that are not required on the
requisition
• Break PRD more than -3/+4 Months without approved 1306/7
• Extend EAOS
42. NAVY
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Spouse Collocation
• Assignments will normally be made to fill valid Navy
requirements, considering the needs of the military family as well
as the manning of the losing and gaining activities. Collocation
may not always be possible.
• Both people desiring collocation must each submit a request with
command endorsement, noting their military couple status and
including the name, rank/rate, service of spouse, and number of
current dependents. Using NAVPERS 1306/7, Enlisted Personnel
Action Request.
• Each member must submit a copy of their spouse‟s request with
their request. Both members must be in agreement that
collocation is desired. If not in agreement, each member will be
detailed independently of their spouse.
43. NAVY
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Spouse Collocation
(Continued)
• When both members are eligible for sea duty, the spouse with the
least amount of sea duty will normally be assigned to sea duty.
• Military couples comprised of two first-term members may be
involuntarily assigned to simultaneous sea duty.
• Collocation and Training. Members requesting training may not be
eligible for spouse collocation in conjunction during the training
assignment, and should request collocation at the conclusion of
training.
• Members completing training will be assigned to an appropriate tour
for the newly acquired skills, which may preclude spouse collocation
for the duration of this post-training assignment.
1300-1000 Military Couple and Single Parent Assignment Policy
44. NAVY
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44
Failure to OBLISERV
MILPERSMAN 1306-106
What is Failure to OBLISERV?
• It means a Sailor has not obligated sufficient service required to
accept and/or execute PCS orders.
• Sailors who fail to OBLISERV and those who submit a 1306/7 to
match PRD to EAOS with intent to separate will have their record
Flagged by PERS-40BB. A Sailor with a flagged record who
decides to reenlist will be issued “Needs of the Navy” orders without
further negotiation.
What is the command‟s responsibility?
• Send failure to OBLISERV messages IAW MILPERSMAN Article
1306-106.
45. NAVY
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• Sailor Apply
• Have realistic expectations; communicate with detailer about options
• Submit multiple CMS/ID job applications (up to five) each month of
negotiation window
• Apply for career enhancing jobs instead of focusing on location
• Plan for high year tenure (HYT), retirement, and twilight tour (if
eligible)
• Request PRD adjustment and/or spouse collocation via 1306/7 12
months prior to PRD
Sailor Role
46. NAVY
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46
Sailor Role (Cont)
• Enroll in or update Exceptional Family Member (EFM) Program
• Ensure OBLISERV and required screening are completed within 30
days of receiving orders
(this MUST happen)
• Address medical issues early
• Sailor CMS/ID quick start guide found at
http://www.npc.navy.mil/Enlisted/CMS/
47. NAVY
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• Conduct Career Development Boards NLT 12 months prior to
PRD/EAOS
– Allows time for member to submit a request to extend
– Provides the Sailor with the tools and information to make timely
career decisions
• Follow the Navy‟s Physical Fitness Guidelines
• Scrub your EDVR
– Ensure Sailors are reflecting accurately in your command‟s EDVR
– Accurately reflect NEC‟s held
• Express your manning concerns to your ISIC/TYCOM/USFF
– EMIR/PERSMAR
• Review CMS/ID
– Know what billets for your command are being advertised on
CMS/ID
– Rank applicants applying to your command during CMS/ID cycle
• Help shape your Sailors and their expectations
How To Help Your Sailors
and Yourself
48. NAVY
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Special Assistants Branch
(PERS-4015)
• Humanitarian Reassignments
• Early Returns from Overseas
• Enlisted PCS Budget
• Operational Unsuitability Determination
• Incentive Pays (AIP/SDIP)
• Enlisted PCS Entitlements
• Enlisted Availabilities
• Command Master Chief / Command Senior Chief Detailing
• Twilight tours
49. NAVY
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Special Programs
• OSA
• Recruit Division Commander
• Recruiting Duty
• Command Chief / Senior Chief / Master Chief
• White House
• Camp David
• PRECOM
• LCS
• MEPS
PTS= Perform to ServeERB=Enlisted Retention BoardSERB=Selective Early Retirement Board
Transient numbers include expired prospective gains.
Now we’ll turn to the Enlisted Advancement, specifically eligibility requirements, how to prepare for exams properly, available study resources, and your exam profile sheet.
The Navy Advancement Center is located on NKO. It is the official source of your Bibliography for Advancement and where you’ll find the Topics and Subtopics I mentioned a moment ago. For the March exam, the BIB will be posted the prior October. For the September exam, BIBs will be posted the prior April.You can quickly reach Advancement Center resources by logging into NKO and click the hyperlink located under the yellow Career Management heading. Once on the Advancement Center pages, you will find lots and lots of supporting resources including the Advancement Manual, FAQs and a link to your Exam Profile Sheet.If you’re on Facebook, we encourage you to “like” the Navy Advancement Center page, as they ask great situational questions throughout the year, send out reminders for upcoming exams and give advanced notice of when results are coming out. (GREAT RESOURCE!)
Speaking of performance, have you ever wondered how many points really separate a recommendation of Promotable, Must Promote and Early Promote on your eval? Here’s a breakdown by paygrade. As you can see, superior PERFORMANCE is key to advancing!
Now we’ll turn to the Enlisted Advancement, specifically eligibility requirements, how to prepare for exams properly, available study resources, and your exam profile sheet.
I want to tell you about the Sailor Career Toolbox information sheet, which is located on the NPC “Career Toolbox” and NKO “Navy Career Tools” pages. It is a user aid that provides detailed information about all of the tools listed on the previous page. The information sheet includes an individual page for each of tool and provides a description of what the tool is designed to provide, where you must go to use it, the actions you should perform while there, plus points of contact for more information or assistance, should you need it.This user aid provides important information about the online systems that you should be using and I encourage you to review the information today. Be sure to check back frequently, however, as the information sheet – as well as other user aids you’ll find on NPC and NKO – are updated frequently as systems change.
The NPC Career Toolbox page contains information and user aids designed to help you access and use your Navy career tools.Two users aids, in particular, will help you inventory your OMPF and ESR to ensure both are accurate and complete.