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 document provides guidance on the Navy's Perform to Serve (PTS) program. PTS uses performance criteria to determine which sailors can reenlist when end strengths change. It affects sailors E3-E6 with 14 or fewer years of service. The program aims to retain the best performers in each rating and year group. Sailors must apply for a PTS quota 15 months before their end of service and consider options like converting ratings or joining the reserves. Performance factors like evaluations, test scores, and fitness determine PTS selection. The document advises sailors to prepare early by advancing, maintaining excellence, and discussing options with career counselors.
This document provides guidance on the reenlistment process for sailors from determining eligibility to actions required after reenlisting. It outlines requirements like submitting a reenlistment request, determining bonuses or incentives, and ensuring personnel records are updated. The document also provides resources for Navy instructions, articles, and websites related to reenlistment policies and procedures.
Dwayne Martin has over 15 years of experience in leadership and logistics roles in the military. He has consistently received high marks and achievements for his work managing supply operations and property books. His training includes courses in hazardous material transportation, property management, supply procedures, and unit movement operations.
This document provides information about becoming a warrant officer, including:
1. A definition of warrant officers and their roles and ranks.
2. The general requirements to apply such as citizenship, education level, security clearance eligibility, and age and service time limits.
3. The opportunities and benefits of becoming a warrant officer such as specialized training, faster promotion potential, and better pay and retirement.
4. An overview of the application and selection board process for becoming a warrant officer.
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.
The document provides guidance for Navy reservists and active duty sailors transitioning to the Navy Reserve on the affiliation process. It outlines important timelines and actions to take from 12 months before ending active service through affiliation after separation. Key steps include attending transition assistance programs, updating duty preference locations, contacting career transition offices, coordinating with Navy operational support centers, and finalizing affiliation documents.
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 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.
The document provides guidance on the Navy's Perform to Serve (PTS) program. PTS uses performance criteria to determine which sailors can reenlist when end strengths change. It affects sailors E3-E6 with 14 or fewer years of service. The program aims to retain the best performers in each rating and year group. Sailors must apply for a PTS quota 15 months before their end of service and consider options like converting ratings or joining the reserves. Performance factors like evaluations, test scores, and fitness determine PTS selection. The document advises sailors to prepare early by advancing, maintaining excellence, and discussing options with career counselors.
This document provides guidance on the reenlistment process for sailors from determining eligibility to actions required after reenlisting. It outlines requirements like submitting a reenlistment request, determining bonuses or incentives, and ensuring personnel records are updated. The document also provides resources for Navy instructions, articles, and websites related to reenlistment policies and procedures.
Dwayne Martin has over 15 years of experience in leadership and logistics roles in the military. He has consistently received high marks and achievements for his work managing supply operations and property books. His training includes courses in hazardous material transportation, property management, supply procedures, and unit movement operations.
This document provides information about becoming a warrant officer, including:
1. A definition of warrant officers and their roles and ranks.
2. The general requirements to apply such as citizenship, education level, security clearance eligibility, and age and service time limits.
3. The opportunities and benefits of becoming a warrant officer such as specialized training, faster promotion potential, and better pay and retirement.
4. An overview of the application and selection board process for becoming a warrant officer.
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.
The document provides guidance for Navy reservists and active duty sailors transitioning to the Navy Reserve on the affiliation process. It outlines important timelines and actions to take from 12 months before ending active service through affiliation after separation. Key steps include attending transition assistance programs, updating duty preference locations, contacting career transition offices, coordinating with Navy operational support centers, and finalizing affiliation documents.
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 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.
This document outlines the policy for conversion to the Navy Counselor (NC) rating from other ratings, excluding the Career Recruiter Force. It details eligibility requirements including minimum service time, evaluations, test scores, counseling experience, and physical standards. The application process is described which involves letters, documentation, and interviews. Applications are screened and may go before a selection board for review. Selectees will attend the Counselor Course or convert directly if recently attending. Initial sea duty is required after conversion. Forced conversions or reversions are addressed.
This document provides an overview of reenlistments and extensions in the Navy, including eligibility factors, requirements, and definitions of key terms. It discusses reenlistment quality control programs and outlines the process for extensions, including types of extensions, eligibility windows, and reasons extensions may be cancelled. Key dates in the extension process are defined. Requirements for reenlistment, leave sell-back, discharge types, and the importance of the DD-214 are also covered.
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.
This document provides information about becoming an Army recruiter, including:
- The structure of Army recruiting commands and typical recruiter roles.
- An overview of the 79R career path, including typical progression to positions like Center Commander.
- Incentives for becoming a recruiter like bonuses, pay, and housing benefits.
- Qualification requirements and the packet required to apply for the 79R reclass program.
- Details on the selection process which involves submitting an online application and undergoing an 8-12 week waiver review process before acceptance.
This document provides updates on various Navy programs and policies, including:
1) Changes to the Perform to Serve policy that require commands to submit applications for all E3-E6 sailors regardless of career intentions.
2) Emphasis on the importance of conducting Career Development Boards and submitting PTS applications on time.
3) Reminder that PRIMS data will be reviewed for promotion boards and sailors must meet physical fitness standards.
4) Announcement of the new Overseas Contingency Operations Support Assignments program to preserve volunteerism for IA assignments.
This document provides updates on various Navy programs and policies, including:
1) Changes to the Perform to Serve policy that require commands to submit applications for all E3-E6 sailors regardless of career intentions.
2) Emphasis on the importance of conducting Career Development Boards and submitting PTS applications on time.
3) Reminder that PRIMS data will be reviewed for promotion boards and sailors must meet physical fitness standards.
4) Recognition of the Navy being ranked #17 on Training Magazine's top 125 list for employer excellence.
This document provides a CV for Abdulkader Kadour, a Service Manager from Qatar. It lists his contact information, career objective, personal details, professional experience including roles as Maintenance Manager, Service Manager, and Senior Mechanical Engineer. It also provides details of his education, skills, languages, and references. The CV demonstrates over 15 years of experience in automotive after sales service and management, with expertise in areas such as supervision, maintenance, customer relations, and quality control.
This document is a resume for Rahul Singh Sengar, an Indian national seeking a position as a Chief Engineer, Assistant Technical Superintendent, or Port Engineer. The summary provides:
1) Rahul has over 11 years of experience as a Marine Engineer, holding a Class 1 Certificate of Competency. He has served as Chief Engineer and held various engineer roles.
2) Rahul's responsibilities have included overseeing all shipboard machinery, maintenance planning, budgeting, ensuring regulatory compliance, and supervising crew.
3) Rahul's education includes a mechanical engineering degree and graduate studies in marine engineering. He holds numerous certifications required for his role.
Lindsey Cantrell is seeking a position in quality control, quality assurance, or oilfield operations. She has over 4 years of experience in the oil and gas industry and 5 years in the US Marine Corps as a helicopter mechanic. She has a strong background in inspection processes and was promoted to lead quality assurance roles. She also has certifications including Rig Pass/SafeLand training and a current TWIC card.
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.
The 5 step process to determine reenlistment eligibility includes:
1) Soldiers submit a form to their commander who determines initial eligibility.
2) Commanders evaluate soldiers under a "whole person" concept considering factors like conduct and performance.
3) Soldiers must meet qualifications for discharge, reenlistment, and waivers if needed.
4) Soldiers qualifications are determined considering age, citizenship, medical fitness, weight, and administrative factors.
5) Waivers may be submitted for disqualified soldiers in meritorious cases and approved by appropriate level commanders.
JETSELECT is a provider of premium aviation services including aircraft charter, management, and maintenance. They have over 150 years of combined experience in FAR 135 operations and exceed federal safety requirements. JETSELECT aims to provide personalized service tailored to each customer's needs with a focus on safety, service, and flexibility. Their fleet of 18 aircraft is strategically located across 9 bases nationally.
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 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.
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
The document outlines changes to the Overseas Contingency Operation Support Assignment (OSA) program that aim to preserve desirable elements and mitigate unintended consequences of the Global Sailor program. Key changes include enlisted sailors selecting OSA interest 2-3 months before detailing to be sourced in real-time by OSA detailers, eliminating PCS orders for OSA with sailors administratively attached to their parent command, and providing post-OSA choice of coast detailing while exempting sailors from involuntary assignment for 3 years. The changes reduce administrative burdens, increase flexibility, and provide stronger family and command support for sailors participating in OSA.
1) The document outlines the process for Sailors to volunteer for Overseas Contingency Operations Support Assignments (OSA), which involves deploying in support of overseas operations.
2) Eligible Sailors must indicate their interest in an OSA 9-12 months before their scheduled rotation date and meet screening requirements like security clearance and medical checks.
3) Sailors selected for an OSA will receive temporary additional duty orders and have their rotation date adjusted, then return to their parent command for 60 days before executing follow-on permanent change of station orders.
Developing Airmen is one of the three Air Force priorities in organizing, training and equipping members to deliver air, space and cyberspace capabilities in support of our National Security and military objectives. Air Force civilians are a key part of the Total Force, the Department of Defense and the US Government. The Air Force must have a tailorable approach to civilian force development, which supports entry anywhere along the career continuum of employees who exhibit the highest level of leadership performance and have varying levels of education, training and experience. These guiding principles provide the framework for accomplishing the critical mission of developing high performing, high potential Air Force civilian employees. In addition, the guiding principles reinforce job performance as the priority and focus for development programs.
The Executive Leadership Development Program (ELDP) was developed in 1985 to provide experiential leadership training for future DoD leaders. The 10-month program combines hands-on military training with senior leader exposure to foster an understanding of the warfighter mission. Activities may include obstacle courses, rappelling, and survival training. The goal is to develop a diverse cadre of leaders who can lead teams, manage organizations, and support the warfighter. Participants must be GS-12 through 14, O-3 through O-4, or senior enlisted personnel nominated by their Component.
Palestra proferida por Timothy M. Dirks, diretor de associação americana análoga à Anesp, no segundo dia do Congresso Brasileiro de Gestores Públicos - CBGP.
The Defense Civilian Emerging Leader Program (DCELP) provides leadership training to emerging civilian leaders in the Department of Defense. The program aims to establish a foundation for leadership development as responsibilities increase. It addresses competencies like problem-solving, communication, and team-building. DCELP includes an online course on the DoD mission/culture and four in-person seminars over six months. Participants complete a capstone paper and are matched with a mentor to receive a certificate upon completion.
The document provides templates and guidelines for applying to Defense civilian leader development programs, including sections for nominee information, resume, statement of interest, supervisor assessment, and biography. The templates require applicants to provide contact details, education and experience histories, leadership skills, defense training, and a statement explaining their qualifications and development goals. Supervisors are asked to evaluate applicants' proficiency in various competencies and endorse their leadership potential.
This document outlines the policy for conversion to the Navy Counselor (NC) rating from other ratings, excluding the Career Recruiter Force. It details eligibility requirements including minimum service time, evaluations, test scores, counseling experience, and physical standards. The application process is described which involves letters, documentation, and interviews. Applications are screened and may go before a selection board for review. Selectees will attend the Counselor Course or convert directly if recently attending. Initial sea duty is required after conversion. Forced conversions or reversions are addressed.
This document provides an overview of reenlistments and extensions in the Navy, including eligibility factors, requirements, and definitions of key terms. It discusses reenlistment quality control programs and outlines the process for extensions, including types of extensions, eligibility windows, and reasons extensions may be cancelled. Key dates in the extension process are defined. Requirements for reenlistment, leave sell-back, discharge types, and the importance of the DD-214 are also covered.
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.
This document provides information about becoming an Army recruiter, including:
- The structure of Army recruiting commands and typical recruiter roles.
- An overview of the 79R career path, including typical progression to positions like Center Commander.
- Incentives for becoming a recruiter like bonuses, pay, and housing benefits.
- Qualification requirements and the packet required to apply for the 79R reclass program.
- Details on the selection process which involves submitting an online application and undergoing an 8-12 week waiver review process before acceptance.
This document provides updates on various Navy programs and policies, including:
1) Changes to the Perform to Serve policy that require commands to submit applications for all E3-E6 sailors regardless of career intentions.
2) Emphasis on the importance of conducting Career Development Boards and submitting PTS applications on time.
3) Reminder that PRIMS data will be reviewed for promotion boards and sailors must meet physical fitness standards.
4) Announcement of the new Overseas Contingency Operations Support Assignments program to preserve volunteerism for IA assignments.
This document provides updates on various Navy programs and policies, including:
1) Changes to the Perform to Serve policy that require commands to submit applications for all E3-E6 sailors regardless of career intentions.
2) Emphasis on the importance of conducting Career Development Boards and submitting PTS applications on time.
3) Reminder that PRIMS data will be reviewed for promotion boards and sailors must meet physical fitness standards.
4) Recognition of the Navy being ranked #17 on Training Magazine's top 125 list for employer excellence.
This document provides a CV for Abdulkader Kadour, a Service Manager from Qatar. It lists his contact information, career objective, personal details, professional experience including roles as Maintenance Manager, Service Manager, and Senior Mechanical Engineer. It also provides details of his education, skills, languages, and references. The CV demonstrates over 15 years of experience in automotive after sales service and management, with expertise in areas such as supervision, maintenance, customer relations, and quality control.
This document is a resume for Rahul Singh Sengar, an Indian national seeking a position as a Chief Engineer, Assistant Technical Superintendent, or Port Engineer. The summary provides:
1) Rahul has over 11 years of experience as a Marine Engineer, holding a Class 1 Certificate of Competency. He has served as Chief Engineer and held various engineer roles.
2) Rahul's responsibilities have included overseeing all shipboard machinery, maintenance planning, budgeting, ensuring regulatory compliance, and supervising crew.
3) Rahul's education includes a mechanical engineering degree and graduate studies in marine engineering. He holds numerous certifications required for his role.
Lindsey Cantrell is seeking a position in quality control, quality assurance, or oilfield operations. She has over 4 years of experience in the oil and gas industry and 5 years in the US Marine Corps as a helicopter mechanic. She has a strong background in inspection processes and was promoted to lead quality assurance roles. She also has certifications including Rig Pass/SafeLand training and a current TWIC card.
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.
The 5 step process to determine reenlistment eligibility includes:
1) Soldiers submit a form to their commander who determines initial eligibility.
2) Commanders evaluate soldiers under a "whole person" concept considering factors like conduct and performance.
3) Soldiers must meet qualifications for discharge, reenlistment, and waivers if needed.
4) Soldiers qualifications are determined considering age, citizenship, medical fitness, weight, and administrative factors.
5) Waivers may be submitted for disqualified soldiers in meritorious cases and approved by appropriate level commanders.
JETSELECT is a provider of premium aviation services including aircraft charter, management, and maintenance. They have over 150 years of combined experience in FAR 135 operations and exceed federal safety requirements. JETSELECT aims to provide personalized service tailored to each customer's needs with a focus on safety, service, and flexibility. Their fleet of 18 aircraft is strategically located across 9 bases nationally.
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 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.
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
The document outlines changes to the Overseas Contingency Operation Support Assignment (OSA) program that aim to preserve desirable elements and mitigate unintended consequences of the Global Sailor program. Key changes include enlisted sailors selecting OSA interest 2-3 months before detailing to be sourced in real-time by OSA detailers, eliminating PCS orders for OSA with sailors administratively attached to their parent command, and providing post-OSA choice of coast detailing while exempting sailors from involuntary assignment for 3 years. The changes reduce administrative burdens, increase flexibility, and provide stronger family and command support for sailors participating in OSA.
1) The document outlines the process for Sailors to volunteer for Overseas Contingency Operations Support Assignments (OSA), which involves deploying in support of overseas operations.
2) Eligible Sailors must indicate their interest in an OSA 9-12 months before their scheduled rotation date and meet screening requirements like security clearance and medical checks.
3) Sailors selected for an OSA will receive temporary additional duty orders and have their rotation date adjusted, then return to their parent command for 60 days before executing follow-on permanent change of station orders.
Developing Airmen is one of the three Air Force priorities in organizing, training and equipping members to deliver air, space and cyberspace capabilities in support of our National Security and military objectives. Air Force civilians are a key part of the Total Force, the Department of Defense and the US Government. The Air Force must have a tailorable approach to civilian force development, which supports entry anywhere along the career continuum of employees who exhibit the highest level of leadership performance and have varying levels of education, training and experience. These guiding principles provide the framework for accomplishing the critical mission of developing high performing, high potential Air Force civilian employees. In addition, the guiding principles reinforce job performance as the priority and focus for development programs.
The Executive Leadership Development Program (ELDP) was developed in 1985 to provide experiential leadership training for future DoD leaders. The 10-month program combines hands-on military training with senior leader exposure to foster an understanding of the warfighter mission. Activities may include obstacle courses, rappelling, and survival training. The goal is to develop a diverse cadre of leaders who can lead teams, manage organizations, and support the warfighter. Participants must be GS-12 through 14, O-3 through O-4, or senior enlisted personnel nominated by their Component.
Palestra proferida por Timothy M. Dirks, diretor de associação americana análoga à Anesp, no segundo dia do Congresso Brasileiro de Gestores Públicos - CBGP.
The Defense Civilian Emerging Leader Program (DCELP) provides leadership training to emerging civilian leaders in the Department of Defense. The program aims to establish a foundation for leadership development as responsibilities increase. It addresses competencies like problem-solving, communication, and team-building. DCELP includes an online course on the DoD mission/culture and four in-person seminars over six months. Participants complete a capstone paper and are matched with a mentor to receive a certificate upon completion.
The document provides templates and guidelines for applying to Defense civilian leader development programs, including sections for nominee information, resume, statement of interest, supervisor assessment, and biography. The templates require applicants to provide contact details, education and experience histories, leadership skills, defense training, and a statement explaining their qualifications and development goals. Supervisors are asked to evaluate applicants' proficiency in various competencies and endorse their leadership potential.
About Face: Adapting Military Style Leadership to a Civilian OrganizationJohn Hamiter
As the US winds down from many years of war, new veterans are returning to the civilian workforce. With them they bring leadership skills honed by years of war. Their skills will be a tremendous asset to their civilian employers, but they must first adapt their leadership style to a style that is more palpable to civilians.
The document discusses leadership styles and communication. It describes an autocratic leadership style where the leader makes all decisions without input from followers. It also describes a democratic style where the leader involves followers in decision making and problem solving. Effective leadership requires blending styles depending on the situation. Leaders must communicate clearly by reading instructions, writing clearly, listening to followers, and public speaking. Delegating tasks is important but leaders remain responsible.
This document discusses the IBM Leadership Development Framework. It provides background on IBM's large, diverse workforce and then summarizes IBM's approach to leadership development in 3 key areas:
1) Establishing leadership competencies that all IBM employees are assessed on and developed through programs. This includes embedding competencies in all leadership training.
2) Providing integrated leadership development programs at all levels of the company to identify, assess, and develop high-potential leaders. This includes defining leadership roles and pipelines.
3) Developing leaders through progressive training programs like LEADing@IBM and the Corporate Service Corps, which immerses leaders in emerging markets through problem-solving and global experiences.
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.
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 summarizes information about the Navy's Career Transition Office (CTO) and its role in facilitating seamless transitions between active and reserve military components. The CTO aims to increase transitions, decrease processing times, educate sailors on reserve benefits, and decrease training costs. Key phases of the CTO's work include facilitating officer and enlisted transitions, as well as transitions between active and reserve components.
The document discusses several topics related to military personnel planning and policy:
- It summarizes current end strengths and growth areas for active duty and reserve personnel, including increases in special operations forces and individual augmentees.
- It outlines challenges in sustaining personnel quality due to economic recovery factors like the post-9/11 GI Bill and national healthcare. More competitive retention is expected.
- It discusses force shaping strategies like the performance-based continuation board, Perform to Serve program, and selective reenlistment bonuses to maintain the right skill mix.
The document discusses various Navy personnel force shaping tools and policies. Perform-to-Serve (PTS) is the primary tool used to manage enlisted end strength and balance the force across ratings. An Enlisted Retention Board will also convene to reduce overmanned ratings by up to 16,000 sailors. Voluntary separation programs like EETP and ECTP are also discussed. For officers, a Selective Early Retirement board may select approximately 65 Commanders and 65 Captains for early retirement.
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.
The document discusses policies and procedures for the REGA and PTS programs. REGA allows sailors to apply for rating changes or take advancement exams if eligibility criteria are met. PTS is a force shaping program that allows sailors in overmanned ratings to convert to undermanned ratings if quotas exist. The Fleet RIDE system integrates REGA and PTS applications and uses an algorithm to rank sailors for quota assignment based on factors like evaluation scores, paygrade, and critical qualifications. Recent policy changes have reduced the number of automatic approvals and extended the time quotas remain open.
The document summarizes changes and improvements to the Perform to Serve (PTS) and Fleet RIDE programs. Key points include merging PTS and Fleet RIDE into a single system, populating applications with corporate data to streamline the process, basing eligibility on end of obligated service, and incorporating additional performance criteria into the ranking algorithm. The merged system will provide commands with visibility into quotas and streamline program management.
The document summarizes the Navy's enlisted community management program. Key points include:
- The Enlisted Programmed Authorization (EPA) model provides programmed authorizations for enlisted personnel aligned to end strength and funding.
- Perform-to-Serve (PTS) is used to shape the force and manage reenlistments between different zones of service. PTS is under pressure due to high retention.
- 31 ratings are overmanned going into FY2012. An Enlisted Retention Board (ERB) will target sailors in these ratings with 8-15 years of service for early separation.
- Conversion opportunities will be provided to sailors selected by the ERB to convert to undermanned ratings.
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 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.
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 U.S. Army Recruiting Command is charged with recruiting highly qualified applicants to serve as Army Warrant Officers.
Warrant Officers are highly specialized experts and trainers in their career fields. By gaining progressive levels of expertise and leadership, these leaders provide valuable guidance to commanders and organizations in their specialty. Warrant Officers remain single-specialty Officers with career tracks that progress within their field, unlike their Commissioned Officer counterparts who focus on increased levels of command and staff duty positions.
. Sailors have 6 opportunities every month to be reviewed if they are eligible to stay Navy or transition to the Reserve.
2. If Sailors opted not to convert - they have less chance of being selected if rating is overmanned.
3. Those that were "denied" will have another chance to apply now until end of the month - please conduct CDBs now especially if there are ANY changes on their application (i.e. member decided to convert or new FITREP, clearance, new NEC, etc) that may affect next month's screening.
4. Remember that the following algorithm priority affects the member's selection every month:
- Highest Pay Grade
- Selected-Not Yet Advanced - Frocked Sailors rank higher than those not yet picked for advancement.
- Average Ranking of Five Most Recent Evaluations
- Critical Navy Enlisted Classification (NEC)
- Fleet RIDE/Rank Score - Largely based on a Sailor's ASVAB score - provides an indicator of potential success in the rating requested. (Applies to a Conversion algorithm only.)
- Physical Fitness Assessment (PFA) Results
- Proximity to Soft End of Obligated Service (SEAOS).
5. If member is on "Denied" PTS status for the 3rd time (i.e. 9 months prior to EAOS- Sailors have 6 looks or Denial before being told to separate)
- They must attend the TAP-GPS to get them prepared for the worst.
- Another CDB to review further options (conversion, retaking an ASVAB test, reviewing PTS package)
- Apply for conversion option
6. If member is finally PTS approved:
- Submit a reenlistment request within 6 months (maximize to 6 years to cover next Zone if SRB is not affected)
- Contact detailer to negotiate for orders if on PRD window.
The document outlines the Perform to Serve (PTS) program which manages Navy manning by promoting advancement opportunities and screening qualified sailors for conversion. It discusses when sailors should begin PTS planning, who is affected, timelines and application processes. Commands are encouraged to help sailors through career development boards, testing, and training to maximize their chances of retention or conversion through PTS.
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 changes to the Navy's Perform to Serve (PTS) policy and physical fitness requirements. Key points include:
1) Commands must now submit PTS applications for all E3-E6 sailors regardless of career intentions to better manage quotas and orders.
2) PRIMS data on physical fitness will be reviewed for promotion boards starting in FY2010. Sailors must meet fitness standards to advance.
3) Over half of sailors who had advancements withheld due to missing PRIMS data have now corrected their records and been approved. Commands should ensure sailors' records are complete.
The document provides information about personal and professional development courses and programs available to assist the USS VICTORIOUS (DDG-999) in reaching its education and training goals. It includes details on command-managed courses, drug and alcohol training programs, tuition assistance, academic programs, and testing services available through the Navy College Office. Contact information is provided for follow up questions.
FTSW - Stay Navy document to us navy .pptxmuhammadsamroz
This document provides information about reenlistment in the Navy, including eligibility requirements, the Career Waypoints system, zones of enlistment, selected reenlistment bonuses, and options for Professional Apprentice Career Track sailors. It explains that reenlistment is a privilege, not a right, and outlines the process for recommending and approving reenlistment based on factors like rating, qualifications, quotas, and tenure limits. Professional Apprentice Career Track sailors have options to apply for ratings before their scheduled rotation date.
This document provides a step-by-step guide to understanding and managing one's career under the Navy's Perform to Serve (PTS) system. PTS uses performance criteria to determine which Sailors are retained in order to maintain experience levels. It affects Sailors E-3 to E-6 with 14 or fewer years of service. The top performers in each year group and rating are retained. Sailors are ranked based on factors like pay grade, evaluation scores, time in service, and exam scores. The guide defines important terms and advises Sailors to meet with career counselors to understand their options, like retraining, under the PTS system.
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)
9. Salaries at a Glance (Southeast Region) Navy Rating (E-5/ >6 yrs) Navy Salary (1) Private Sector Title Private Sector Salary (2) City or Region Electronics Technician 2 nd Class (ET2) Base: $27,886 Total Salary: $45,065 Electronics Technician – Intermediate Base: $38,000 Southeast Region Information Systems Technician 2 nd Class (IT2) Base: $27,886 Total Salary: $45,065 LAN Administrator – Intermediate Base: $49,200 Southeast Region Personnelman/Yeoman/ Disbursing Clerk 2 nd Class (PN/YN/DK2) Base: $27,886 Total Salary: $45,065 Human Resources Generalist Associate Base: $43,900 Southeast Region Engineering Aid 2 nd Class (EA2) Base: $27,886 Total Salary: $45,065 Drafter-Intermediate Base: $42,600 Southeast Region Machinist Mate 2 nd Class (MM2) Base: $27,886 Total Salary: $45,065 Maintenance Mechanic Base: $32,900 Southeast Region Aviation Mechanic 2 nd Class (AM2) Base: $27,886 Total Salary: $45,065 Aircraft Mechanic Base: $43,140 Jacksonville
10. Signs of the Times 7 April 2010 Drawdown – Air Force to be cut by 6,000 airmen Nearly 6,000 active-duty airmen - enlisted and officers - will be cut loose in the next two years because so few are leaving on their own to enter the tough civilian job market… Air Force officials estimate the service would have to find nearly $200 million from existing accounts for salaries and benefits in 2010 alone if it does not begin trimming the ranks. They still expect to have additional personnel costs because of the phasing-in of the drawdown, but could not give a dollar amount. The drawdown is 1 of 3 reductions outlined to Air Force Times by Brig. Gen. Sharon Dunbar, the Air Staff's director of force management policy. Those measures will: * Pare down the officer corps by 1,373 and the enlisted force by 4,376; the numbers do not include expected retirements and separations. * Postpone until 2011 the commissioning of the 737 ROTC cadets who graduate this spring. * Hold back enlisted recruitment by 2,681; recruits with delayed entry agreements not affected.
11.
12.
13. PTS and Detailing Ideal application period for personnel who require OBLISERV. Applications should be submitted 12 months Prior to PRD to allow maximum number of looks prior to Detailing Window. 15 months from PRD 12 months from PRD 9 months from PRD PRD 7 months from PRD Commands should conduct Career Development Boards on all personnel who are within 12-15 months of PRD. PTS Applications should be submitted 12 months prior to PRD for those who would be required to obligate for PCS orders. CMS-ID Detailing Window All Sailors should be under orders No later than 7 months prior to PRD PTS APPLICATION WINDOW 6 months from PRD PTS window extends beyond CMS-ID application window **PTS / CMS-ID overlap due to detailing window shift from 9-5 months to 9-7 months in OCT 09 (NAVADMIN 249/09)** Rescind PTS Quota (no action taken by member) NEEDS OF THE NAVY CMS-ID apply PTS SELECTION WINDOW
14.
15.
16.
17.
18.
19.
20.
21.
22. Active End Strength Increased Mission While Decreasing End Strength Increased Individual Augmentee Mission by 7,000 (Active) Increased SEAL/SOF/MAA demand FAO & NECC Cyber ASW NMD AFRICOM/ BISOG/ Force Protection/ Seabee Battalion Riverine 377K 328K Naval Coastal Warfare & FRP Since 2001 Average End Strength ~48K ASW – Anti-Submarine Warfare NMD – Navy Missile Defense SEAL – Sea Air Land AFRICOM – U.S. Africa Command BISOG – Blue in Support of Green FAO – Foreign Affairs Officer NECC – Naval Expeditionary Combat Command FRP – Fleet Readiness Plan SOF – Special Operations Forces MAA – Master at Arms AC – Active Component IA – Individual Augmentee Fleet Response Plan Active Component IA Growth Sizing Shaping Stabilizing
26. THE GOOD NEWS… Second Class Petty Officer over 4 YOS Base Pay + BAS + BAH (Millington) Single Married 1981 2010 $14,400 $15,100 $44,600 $46,600 Does not include Sea Pay, SRB, SDAP, AIP, Flt Pay, Nuke Pay, etc.
27.
28. Salaries at a Glance: Norfolk Petty Officer 2 nd Class (PO2) over 6 years Private Sector Occupation Private Sector Base Salary Base: $27,886 Customer Service Rep – Intermediate $29,200 Maintenance Mechanic $33,600 BAS: $3,359 Human Resources Generalist – Associate $36,300 BAH w/Depn: $14,784 Architectural and Civil Drafter $37,900 CMA: $392 Fire Fighter $35,590 Total Salary 1 : $46,421 Aircraft Mechanic $43,000
29. Total Force Vision A seamless Navy Total Force valued for their service to the nation VISION Attract, recruit, develop, assign, and retain a highly skilled workforce for the Navy 1 - Responsive to the Joint Warfighter 3 - Diverse 2 - Competitive for the Best Talent in the nation 4 - A Learning Organization 5 - Leader in Human Resource Solutions Align the personal and professional goals of our workforce with the needs of the joint force, while ensuring the welfare of our Sailors, Civilians, and their families Deliver a high-performing, competency-based, and mission-focused force to meet the full spectrum of joint operations Provide the right person with the right skills at the right time at the best value to the joint force MISSION STRATEGIC IMPERATIVES We sustain and deliver required capabilities as well as anticipate future demands We are sought by the nation’s best for a career of service We draw our strength and innovation from the diversity of the nation We provide a career continuum of training, education, and experiential learning and development We deliver agile, innovative, and flexible solutions to meet the demands of the Maritime Strategy
Editor's Notes
In closing, here are the strategic challenges we’re facing across the Total Force. Stabilizing end strength while facing: A growing mission set (e.g., Riverene, NECC, medical) A changing force structure mix (LCS, JSF, DDG-1000) A 14,000-person individual augmentee mission (includes “boots on the ground” and Sailors in the training pipeline) Rising personnel costs (CRS estimates a 40% increase since 1999) Recognizing demographic changes in our Nation and workforce to: Better reflect diversity Address the needs and cultural differences of various generations, and ensure that we respond to women-in-the-workplace trends Answer the growing demand for additional learning opportunities Our goal is to deliver Fit to the Total Force. To do this, we must confront these and other challenges.
Our principles revolve around attracting and retaining the best talent, and safeguarding the careers of our top performers. Over the last year, we’ve used these principles to shape our polices and guide our decisions. We must maintain a balanced force – seniority, experience, and skills matched to requirements. These principles will allow us to have better stability and predictability when delivering Sailors to the fleet.
Aircraft Mechanic salary is from the Department of Labor Bureau of Labor Statistics May 2005 Metropolitan Area occupational Employment and Wage Estimates
Sponsor programs should be robust enough to enable the new crewmember to make his/her transfer to a new duty station as worry free as possible STAYNAVY Website has a REVERSE SPONSOR AID tool designed to allow Sailors the opportunity to provide pertinent information to their new gaining command and to request a sponsor from their gaining command. NAVADMIN 247/02 requests commands to provide up to date E-mail address and Sponsor Coordinator information to the Naval Personnel Command in order to verify accuracy of existing data base. Command Web Pages should as a minimum, direct or link perspective crew members to the Command Sponsor Coordinator or the Command Master Chief. Properly reaching out to new crew members shows them that they are a welcomed and needed member of the Team. “Welcome Aboard” should be extended to the ‘Total Sailor Package” to include spouses, or parents.
While reducing end strength, the Navy has grown its mission set since 2001. Individual Augmentees : +7,000 AC SEAL/SOF : +2,782 since POM 04; +3,465 by FY15 Naval Coastal Warfare: +720 (converted 2 NCW units in POM from Reserve to Active Duty) FRP : increase due to Blue in Support of Green (BISOG) – Navy’s organic support to USMC operational units FAO and NECC : +355 Added a Maritime Civil Affairs Group (+155) Converted Reserve Cargo Handling Battalion to Active Duty (+168) Added four platoons to the Explosive Ordinance Disposal community (+32) Riverene : +675 (3 AC squadrons with 225 personnel each) NECC and NSWC : +5,542 through FY10 (using POM 04 as a baseline) Naval Construction Force : +700 in POM 08 (added a 9th active duty Naval Mobile Construction Battalion BISOG : +900 (approx.) supporting increased USMC medical and dental requirements
Basic Elements of Pay – Basic Pay, RPA, BAH, Social Security, etc Other Entitlements – Separation Pays, FSA, OSA, etc Non Discretionary S&I pays – Flight Pay, Sub Duty Pay, etc Discretionary S&I pays – SRB, SDAP, Health Provider Bonuses, etc Non-Discretionary PCS – accessions, separations, organized unit moves Discretionary PCS – readiness moves (ORT = operational, rotational, and training moves)
Architectural and Civil Drafter; Fire Fighter and Aircraft Mechanic salaries are from the Department of Labor Bureau of Labor Statistics May 2005 Metropolitan Area occupational Employment and Wage Estimates
The Navy’s Total Force Vision for the 21st Century (January 2010) guides our efforts. This strategy firmly recognizes that our Total Force—active and reserve Sailors and Navy civilians—is the Navy’s most important resource and the critical component to meeting the demands of the Joint force. Central to this vision is our ability to achieve Fit by delivering the right person with the right skills at the right time at the best value. Our efforts are guided by five strategic imperatives: Responsive to the Joint Warfighter : we sustain and deliver required capabilities as well as anticipate future demands. Competitive for the Best Talent in the Nation : we are sought by the Nation’s best for a career of service. Diverse : we draw our strength and innovation from the diversity of the Nation. A Learning Organization : we provide life-long learning and development. Leader in Human Resource Solutions : we deliver agile, innovative, and flexible solutions to meet the demands of the Maritime Strategy.