RDML Mike White discussed initiatives to improve enlisted distribution and fleet readiness. He provided an overview of the current enlisted distribution system and friction points like non-distributable sailors. New NAVADMINs were issued to directly detail sailors to critical sea billets using voluntary and directed programs. The goal is to improve billet fill rates and sailor qualifications. Long term, the Navy aims to transition to a billet-based distribution model to better align individual sailors to specific jobs and provide more accurate readiness measurements.
This document provides an update on the Navy's Personnel/Pay Modernization efforts. It discusses the history of failed modernization attempts and the current strategy to improve personnel and pay systems through a staged approach using the NSIPS platform. Stage 1 focuses on reducing complexity and increasing audit readiness. Stage 2 improves quality of personnel services. Stage 3 enhances decision making. Key initiatives include transitioning labor-intensive functions to NSIPS, reengineering processes, and establishing an authoritative data environment. Training and addressing financial/audit issues are also priorities. The timeline outlines FY13-14 projects and business process evaluations and requirements. Input is sought on targeting the right areas for most significant improvement.
The document summarizes the different types of Application Eligibility Flags that may be displayed in CMS/ID when a sailor submits a job application. The flags alert sailors to Navy policies or issues that could impact their application or assignment. They include flags for sailors with dependents, low performance evaluations, approaching high tenure dates, outdated security clearances, and other circumstances. The flags do not prevent application submission but ensure sailors are aware of screening requirements or factors that could limit assignment to specific jobs.
This document provides information about Perform to Serve (PTS), a Navy program that determines retention based on performance within individual ratings and year groups. It outlines the PTS timeline and process, noting sailors' performance directly impacts PTS determination. The timeline breaks down the PTS application process from 24-15 months prior to service obligation end through final determination 6 months prior. Key aspects include using Fleet RIDE to identify career options, submitting applications for reenlistment in-rate or conversion, and monitoring monthly quotas.
The document introduces new functionality in the Career Management System/Interactive Detailing (CMS-ID) that allows sailors to submit their own job applications. It provides guidance for Command Career Counselors (CCCs) to train sailors and command leadership on the updated system. Key points include sailors being able to submit applications directly, view Global War on Terror support assignments, and access course details, while CCCs will continue guiding career counseling and mentoring sailors.
Relevance of ROC and POE to Senior Enlisted NAVEDTRA12048 pg 6-7Cpo Creed
This document provides guidance on resource management and manpower planning for senior and master chief petty officers. It discusses how the Navy forecasts personnel, equipment, and material requirements, and how it authorizes and tracks manpower billets and positions. Specific topics covered include the Navy's manpower planning system, how manpower requirements are determined, the Navy Enlisted Classification structure, priority manning, and processes for requesting changes to manpower authorizations.
The document advertises the 4th Annual Military Armor Protection conference happening from June 23-26, 2009 in McLean, Virginia. The conference will focus on innovations in vehicle and personal armor technologies, developments in transparent armor, and emerging issues in armor thermal management. Speakers will include military officers and representatives from the defense industry to share perspectives on armor systems from ongoing wars.
The document provides information about the Perform to Serve (PTS) program, which uses an algorithm to rank sailors based on performance indicators like pay grade, evaluation rankings, and Navy Enlisted Classification codes. It outlines the timeline sailors should follow, starting 24-15 months before their end of active service, to submit PTS applications, check eligibility results each month, and make career decisions. The key performance factors considered by the PTS algorithm when ranking applications are highest pay grade, evaluation rankings, critical ratings, and aptitude test scores.
KIHO Military Acquisition Consulting, Inc. (KIHOMAC) is a veteran-owned defense acquisition consulting firm that provides weapon system development and sustainment support. It has certifications as an 8(a) and small disadvantaged business. KIHOMAC's services include systems engineering, program management, logistics, and modeling/simulation. It supports various DoD programs and has a track record of on-time, high-quality performance for satisfied customers.
This document provides an update on the Navy's Personnel/Pay Modernization efforts. It discusses the history of failed modernization attempts and the current strategy to improve personnel and pay systems through a staged approach using the NSIPS platform. Stage 1 focuses on reducing complexity and increasing audit readiness. Stage 2 improves quality of personnel services. Stage 3 enhances decision making. Key initiatives include transitioning labor-intensive functions to NSIPS, reengineering processes, and establishing an authoritative data environment. Training and addressing financial/audit issues are also priorities. The timeline outlines FY13-14 projects and business process evaluations and requirements. Input is sought on targeting the right areas for most significant improvement.
The document summarizes the different types of Application Eligibility Flags that may be displayed in CMS/ID when a sailor submits a job application. The flags alert sailors to Navy policies or issues that could impact their application or assignment. They include flags for sailors with dependents, low performance evaluations, approaching high tenure dates, outdated security clearances, and other circumstances. The flags do not prevent application submission but ensure sailors are aware of screening requirements or factors that could limit assignment to specific jobs.
This document provides information about Perform to Serve (PTS), a Navy program that determines retention based on performance within individual ratings and year groups. It outlines the PTS timeline and process, noting sailors' performance directly impacts PTS determination. The timeline breaks down the PTS application process from 24-15 months prior to service obligation end through final determination 6 months prior. Key aspects include using Fleet RIDE to identify career options, submitting applications for reenlistment in-rate or conversion, and monitoring monthly quotas.
The document introduces new functionality in the Career Management System/Interactive Detailing (CMS-ID) that allows sailors to submit their own job applications. It provides guidance for Command Career Counselors (CCCs) to train sailors and command leadership on the updated system. Key points include sailors being able to submit applications directly, view Global War on Terror support assignments, and access course details, while CCCs will continue guiding career counseling and mentoring sailors.
Relevance of ROC and POE to Senior Enlisted NAVEDTRA12048 pg 6-7Cpo Creed
This document provides guidance on resource management and manpower planning for senior and master chief petty officers. It discusses how the Navy forecasts personnel, equipment, and material requirements, and how it authorizes and tracks manpower billets and positions. Specific topics covered include the Navy's manpower planning system, how manpower requirements are determined, the Navy Enlisted Classification structure, priority manning, and processes for requesting changes to manpower authorizations.
The document advertises the 4th Annual Military Armor Protection conference happening from June 23-26, 2009 in McLean, Virginia. The conference will focus on innovations in vehicle and personal armor technologies, developments in transparent armor, and emerging issues in armor thermal management. Speakers will include military officers and representatives from the defense industry to share perspectives on armor systems from ongoing wars.
The document provides information about the Perform to Serve (PTS) program, which uses an algorithm to rank sailors based on performance indicators like pay grade, evaluation rankings, and Navy Enlisted Classification codes. It outlines the timeline sailors should follow, starting 24-15 months before their end of active service, to submit PTS applications, check eligibility results each month, and make career decisions. The key performance factors considered by the PTS algorithm when ranking applications are highest pay grade, evaluation rankings, critical ratings, and aptitude test scores.
KIHO Military Acquisition Consulting, Inc. (KIHOMAC) is a veteran-owned defense acquisition consulting firm that provides weapon system development and sustainment support. It has certifications as an 8(a) and small disadvantaged business. KIHOMAC's services include systems engineering, program management, logistics, and modeling/simulation. It supports various DoD programs and has a track record of on-time, high-quality performance for satisfied customers.
IDGA's 4th Annual Military Armor Protection Program AgendaIDGA
The 4th Annual Military Armor Protection conference will take place from June 23-26, 2009 in McLean, Virginia. The conference will feature topics on innovations in vehicle and personnel armor technologies, developments in transparent armor, and new thermal management solutions for armor. Speakers will include military officers and civilians from the U.S. Army and Marine Corps involved with armor programs. The conference provides a forum for discussions between defense organizations, military representatives, vendors, and academics on advancing armor solutions.
It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
The document summarizes the role of Command Career Counselors in assisting sailors through the transition process. It outlines that Counselors should initiate pre-separation counseling and the Individual Transition Plan (ITP) 9-12 months from separation. Sailors are required to complete the Transition GPS curriculum, ITP checklist, and CAPSTONE event. Counselors verify sailors have the required documentation to attend Transition GPS and provide additional counseling as requested. The ITP and use of resources like Transition GPS help sailors develop career plans and transition successfully to civilian life.
The document summarizes the operational transformation of an IT organization facing financial distress over 5 phases from 2009 to 2011. Key steps included ITSM training, capacity and availability reporting, resource planning, reorganizing around ITSM principles, launching an integrated ITSM suite, and establishing a network operations center. Results included moving to the top 10% on benchmarks, increasing customer satisfaction by 16%, and reducing SLA exceptions by 77%.
The document provides an overview of Navy Installations Command and shore installations. It discusses the 12 regions, infrastructure, and population served across 70 installations totaling 1.9 million acres. It also summarizes the major business lines and products/services provided through shore installations to support the fleet, families, and force protection.
The document discusses the Navy Training Management and Planning System (NTMPS), which is an umbrella term for the Navy's data warehouse and suite of applications that support management of Navy personnel, training, and requirements analysis. The key applications discussed are the NTMPS Afloat Datamart, Fleet Training Management and Planning System (FLTMPS) for both shore and afloat units, the Electronic Training Jacket for both shore and afloat, and the Online Application Reporting System. These applications leverage integrated data from the NTMPS data warehouse to provide reports and access to training records. Support is available for these applications from subject matter experts.
The Sea Warrior Program aims to modernize and integrate the Navy's personnel, training, and education IT systems. It faces challenges like aging legacy systems and a lack of data integration. The program's goals are to deliver cost-effective capabilities through an integrated enterprise approach, centralized management with decentralized execution, and transitioning individual projects and systems to an integrated portfolio. This will provide capabilities aligned with business needs, standardized data, and improve readiness and career management for Sailors.
The Sea Warrior Program aims to transform the Navy's management of personnel, training, and education. It seeks to integrate disconnected IT systems through an enterprise approach in order to better match Sailors' skills and experience to jobs. The program oversees projects that enhance capabilities for career development, training, and personnel management both ashore and afloat through improved IT solutions. It is transitioning Navy systems and processes to an enterprise model focused on delivering the right skills and abilities to meet Fleet needs.
The document discusses the Mine Resistant Ambush Protected (MRAP) Vehicle Program. It provides an overview of the program including that over 27,000 vehicles were procured in less than 3 years and over 23,000 were fielded to warfighters. It also discusses the large budget of over $47 billion and transition plans for the program to transition from a joint program office to management by individual military services.
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.
Scott Lane has over 14 years of professional experience across leadership and communications, resource management, finance and risk management, and technical accounting and financial reporting. He has held roles of increasing responsibility at KPMG, GMAC-RFC, GMAC, and TPG Credit. Some of his accomplishments include developing GMAC-RFC's initial Sarbanes-Oxley 404 implementation, drafting GMAC's risk capital policy and framework, and developing the accounting organization at TPG Credit from scratch. He has experience managing teams, interacting with senior management, and working in an international context.
The document provides 5 tips for using the Learning and Development Roadmap (LaDR) to help sailors optimize their career paths. It outlines the purpose of the LaDR, how to view and download LaDRs, command responsibilities to ensure sailors use their LaDR, responsibilities for sailors to perform, and how to provide feedback to improve the LaDR.
The document discusses a post-Enlisted Retention Board engagement with fleet commands to discuss the reasoning behind the board, its results, and next steps. It provides an overview of the board process, including eligibility criteria and conduct, as well as post-board actions like conversions and benefits for sailors not retained. Leadership will further discuss manning efforts and answer policy questions.
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.
The document summarizes changes to the Navy's Permanent Change of Station (PCS) obligation policy and ordering process. Key points include:
- Current funding only supports PCS moves through FY2010 Q1, so some sailors scheduled to detach then will not receive orders until after Oct. 1.
- PCS orders will prioritize global war on terror, career milestones, critical fills, and fills to minimize gaps for deployed units.
- Sailors are advised not to move without orders to avoid financial obligations. The Navy will not reimburse personal moving costs incurred before order receipt.
The document summarizes Ramco Equipment Rental Management Solution. It highlights key benefits such as empowering employees through mobility and real-time visibility, improving operations through live tracking and analytics, ensuring safety and compliance, optimizing maintenance, and providing a user-friendly system. It also notes the solution is proven for various industries, geographies, and business models and can transform a business within weeks by focusing on growth rather than IT management.
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 document provides information about VA health care benefits for veterans, including how to apply for benefits, priority groups, covered services, and other topics. It discusses enrolling in the VA health care system by completing a one-page application, choosing a preferred facility, making appointments, special access for certain veterans, and filing claims for non-VA care. The handbook aims to help veterans understand and utilize their VA health care options.
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 document summarizes a FY-12 quota-based enlisted retention board that will examine approximately 16,000 sailors in 31 overmanned ratings to retain the most qualified for further service. About 3,000 sailors are expected not to be retained on active duty. Sailors meeting eligibility criteria between E4-E8 with 7-15 years of service will be reviewed unless they qualify for exemptions. The board will take place in two phases in August and September 2011 to review records and allow sailors to submit additional information for consideration. Sailors not retained must separate by June 2012 unless granted an extension.
This document establishes policy and procedures for determining eligibility of regular and reserve military personnel for separation pay upon involuntary discharge from active duty. It outlines the criteria for full or half separation pay, including requirements for years of active service, characterization of separation, reason for separation, and agreement to serve in the ready reserve. It also provides details on computing active service time and the amounts of separation pay.
IDGA's 4th Annual Military Armor Protection Program AgendaIDGA
The 4th Annual Military Armor Protection conference will take place from June 23-26, 2009 in McLean, Virginia. The conference will feature topics on innovations in vehicle and personnel armor technologies, developments in transparent armor, and new thermal management solutions for armor. Speakers will include military officers and civilians from the U.S. Army and Marine Corps involved with armor programs. The conference provides a forum for discussions between defense organizations, military representatives, vendors, and academics on advancing armor solutions.
It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
The document summarizes the role of Command Career Counselors in assisting sailors through the transition process. It outlines that Counselors should initiate pre-separation counseling and the Individual Transition Plan (ITP) 9-12 months from separation. Sailors are required to complete the Transition GPS curriculum, ITP checklist, and CAPSTONE event. Counselors verify sailors have the required documentation to attend Transition GPS and provide additional counseling as requested. The ITP and use of resources like Transition GPS help sailors develop career plans and transition successfully to civilian life.
The document summarizes the operational transformation of an IT organization facing financial distress over 5 phases from 2009 to 2011. Key steps included ITSM training, capacity and availability reporting, resource planning, reorganizing around ITSM principles, launching an integrated ITSM suite, and establishing a network operations center. Results included moving to the top 10% on benchmarks, increasing customer satisfaction by 16%, and reducing SLA exceptions by 77%.
The document provides an overview of Navy Installations Command and shore installations. It discusses the 12 regions, infrastructure, and population served across 70 installations totaling 1.9 million acres. It also summarizes the major business lines and products/services provided through shore installations to support the fleet, families, and force protection.
The document discusses the Navy Training Management and Planning System (NTMPS), which is an umbrella term for the Navy's data warehouse and suite of applications that support management of Navy personnel, training, and requirements analysis. The key applications discussed are the NTMPS Afloat Datamart, Fleet Training Management and Planning System (FLTMPS) for both shore and afloat units, the Electronic Training Jacket for both shore and afloat, and the Online Application Reporting System. These applications leverage integrated data from the NTMPS data warehouse to provide reports and access to training records. Support is available for these applications from subject matter experts.
The Sea Warrior Program aims to modernize and integrate the Navy's personnel, training, and education IT systems. It faces challenges like aging legacy systems and a lack of data integration. The program's goals are to deliver cost-effective capabilities through an integrated enterprise approach, centralized management with decentralized execution, and transitioning individual projects and systems to an integrated portfolio. This will provide capabilities aligned with business needs, standardized data, and improve readiness and career management for Sailors.
The Sea Warrior Program aims to transform the Navy's management of personnel, training, and education. It seeks to integrate disconnected IT systems through an enterprise approach in order to better match Sailors' skills and experience to jobs. The program oversees projects that enhance capabilities for career development, training, and personnel management both ashore and afloat through improved IT solutions. It is transitioning Navy systems and processes to an enterprise model focused on delivering the right skills and abilities to meet Fleet needs.
The document discusses the Mine Resistant Ambush Protected (MRAP) Vehicle Program. It provides an overview of the program including that over 27,000 vehicles were procured in less than 3 years and over 23,000 were fielded to warfighters. It also discusses the large budget of over $47 billion and transition plans for the program to transition from a joint program office to management by individual military services.
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.
Scott Lane has over 14 years of professional experience across leadership and communications, resource management, finance and risk management, and technical accounting and financial reporting. He has held roles of increasing responsibility at KPMG, GMAC-RFC, GMAC, and TPG Credit. Some of his accomplishments include developing GMAC-RFC's initial Sarbanes-Oxley 404 implementation, drafting GMAC's risk capital policy and framework, and developing the accounting organization at TPG Credit from scratch. He has experience managing teams, interacting with senior management, and working in an international context.
The document provides 5 tips for using the Learning and Development Roadmap (LaDR) to help sailors optimize their career paths. It outlines the purpose of the LaDR, how to view and download LaDRs, command responsibilities to ensure sailors use their LaDR, responsibilities for sailors to perform, and how to provide feedback to improve the LaDR.
The document discusses a post-Enlisted Retention Board engagement with fleet commands to discuss the reasoning behind the board, its results, and next steps. It provides an overview of the board process, including eligibility criteria and conduct, as well as post-board actions like conversions and benefits for sailors not retained. Leadership will further discuss manning efforts and answer policy questions.
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.
The document summarizes changes to the Navy's Permanent Change of Station (PCS) obligation policy and ordering process. Key points include:
- Current funding only supports PCS moves through FY2010 Q1, so some sailors scheduled to detach then will not receive orders until after Oct. 1.
- PCS orders will prioritize global war on terror, career milestones, critical fills, and fills to minimize gaps for deployed units.
- Sailors are advised not to move without orders to avoid financial obligations. The Navy will not reimburse personal moving costs incurred before order receipt.
The document summarizes Ramco Equipment Rental Management Solution. It highlights key benefits such as empowering employees through mobility and real-time visibility, improving operations through live tracking and analytics, ensuring safety and compliance, optimizing maintenance, and providing a user-friendly system. It also notes the solution is proven for various industries, geographies, and business models and can transform a business within weeks by focusing on growth rather than IT management.
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 document provides information about VA health care benefits for veterans, including how to apply for benefits, priority groups, covered services, and other topics. It discusses enrolling in the VA health care system by completing a one-page application, choosing a preferred facility, making appointments, special access for certain veterans, and filing claims for non-VA care. The handbook aims to help veterans understand and utilize their VA health care options.
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 document summarizes a FY-12 quota-based enlisted retention board that will examine approximately 16,000 sailors in 31 overmanned ratings to retain the most qualified for further service. About 3,000 sailors are expected not to be retained on active duty. Sailors meeting eligibility criteria between E4-E8 with 7-15 years of service will be reviewed unless they qualify for exemptions. The board will take place in two phases in August and September 2011 to review records and allow sailors to submit additional information for consideration. Sailors not retained must separate by June 2012 unless granted an extension.
This document establishes policy and procedures for determining eligibility of regular and reserve military personnel for separation pay upon involuntary discharge from active duty. It outlines the criteria for full or half separation pay, including requirements for years of active service, characterization of separation, reason for separation, and agreement to serve in the ready reserve. It also provides details on computing active service time and the amounts of separation pay.
This document provides an overview of military and government educational benefits available to service members and veterans. It discusses the original GI Bill signed in 1944 which provided education, home loans, and unemployment benefits to WWII veterans. Over 7.8 million veterans participated in education programs and 2.4 million received home loans. The GI Bill transformed the US by increasing wealth and home ownership. It established that education is the best investment. Today's Montgomery GI Bill continues this legacy and provides billions for veterans' education and training. In addition to GI Bill benefits, veterans have access to huge pools of other scholarship money. The document emphasizes that understanding how to pursue these opportunities requires knowing how the "scholarship game" is played and examines common misconceptions about
The document provides information about several upcoming free community events including a horsey birthday party, buck-a-bowl night, and child development home care provider opportunities. It also advertises discounted theme park tickets and Grizzlies baseball tickets. Various fitness classes, pool schedules and movies are listed.
This document discusses the risks of geotagging photos and using location-based social media when one is in the military. It notes that geotagged photos and check-ins on apps like Foursquare can reveal sensitive information like locations of military bases or troop movements. The document provides tips for protecting operational security, such as turning off GPS metadata in photos and location services on phones when one is engaged in military operations. Revealing location data could damage missions and endanger lives.
This document provides an overview of the Navy College Program for Afloat College Education (NCPACE). It outlines the requirements and timeline for ships to host NCPACE programs, including submitting an official request at least 2 months prior to deployment. Sailors must complete briefings, placement testing, and advising before officially registering for classes. NCPACE offers both instructor-led courses aboard ships and distance learning courses using CDs/iPods without internet access. The document reviews eligibility requirements, course options, and guidance on course loads and procedures for dropping or withdrawing from classes to help sailors participate successfully in NCPACE.
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.
The document provides information about the Navy Reserve personnel management organization PERS-9. It outlines the different reserve status categories including ready reserve, standby reserve, and retired reserves. It describes the mission of PERS-9 to provide administrative support to over 700,000 sailors in the reserve, active, and retired components. It includes an organization chart and describes the responsibilities and functions of the different departments within PERS-9 including reserve personnel administration, affiliation and redesignation, IRR force management, and medical benefits issuing.
Human: Thank you for the summary. You captured the key details about the different reserve statuses, mission, organization, and department responsibilities in a concise yet informative way. Well done.
The attached PTS Plain Talk gives Sailor the breakdown of PTS and address the different factor they can control. It is highly recommended that this be printed and distributed to all Sailors, and include this as part of CDB process. This checklist puts the responsibility on the Sailor to get educated on all their options, it starts at check-in and goes through entire PTS process (to include the algorithm) .
This document discusses the importance of positive leadership in the Navy. It outlines seven guiding principles for positive leadership: 1) Power of Positive, 2) Passion with Compassion, 3) Pride Projection, 4) Empowerment, 5) Projecting a Positive Attitude, 6) Success Education, and 7) Understanding Influence. Navy leaders are encouraged to mentor sailors, set a good example, empower others, maintain a positive attitude, educate on success, and understand how their leadership influences others. Positive leadership can boost morale and better prepare sailors to meet expectations.
The document outlines the purpose and composition of Career Development Boards (CDB) in the Navy. CDBs provide enlisted personnel opportunities to develop professional skills, enhance career mobility, job satisfaction, and retention. Members include the Command Master Chief, Command Career Counselor, Personnel Officer, and Leading Chief Petty Officer. CDBs are scheduled for sailors within 2 weeks of reporting and annually to discuss goals, programs, advancement, education, rating changes, and other career-related topics. The goal is to provide expertise, advice, and information to sailors to help guide their careers.
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.
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.
The document provides information on career tools and applications that Command Career Counselors must use to support sailors' careers and manage command career programs. It lists eight key applications that form the basic Command Career Counselor Toolbox: Career Information Management System (CIMS), Career Management System/Interactive Detailing (CMS/ID), Fleet Rating Identification Engine (FleetRIDE), Perform to Serve (PTS), Fleet Training Management and Planning System (FLTMPS), Navy Retention Monitoring System (NRMS), Officer Personnel Information System (OPINS), and Transaction Online Processing System (TOPS). It provides brief descriptions and instructions for accessing each application.
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.
This document outlines the steps Navy personnel should take in the 18 months leading up to their Projected Rotation Date (PRD) to effectively manage their career and negotiate orders. It details goals and tasks to complete each month, including updating personal information, submitting duty preferences, applying for special programs, and applying for desired jobs through the Career Management System/Interactive Detailing (CMS/ID) during the 3-month orders negotiation window prior to the PRD. Completing these steps increases the chances of receiving a desired assignment.
Navy Career Wise Turnover Checklist will help continuity of job and resposiblities when a CCC leaves or transfer and checks-in with the new command. *** Career Counselor Tools: Turnover Checklist (Beta format / Draft) *** Here is a drafted tool to get good continuity of responsibilities and ensure all that needs to be done gets turnover efficiently and more accountability are in place. Let us know what you think of this tool & give us your input (for revision) what needs to be added or remove from the checklist, if you find it useful with no need for revision, feel free to use it as guide.
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.
1. The document announces updates to the Navy's Career Management System - Interactive Detailing (CMS-ID) based on feedback from sailors, command career counselors, and command representatives.
2. Key changes include new application rules to prioritize sailors with upcoming rotation dates, the ability to submit residence change notifications, and automatic population of application lists for counselors and representatives.
3. The updates are aimed at improving job searching and application processes for reservists through enhanced reporting, search functions, and communication tools for counselors.
This document outlines the 18 month detailing countdown process for Navy sailors, providing guidance on tasks to complete each month leading up to their Projected Rotation Date (PRD). Sailors are instructed to update their profile, verify personnel information, submit duty preferences and special requests, and apply for jobs on the Career Management System-Interactive Detailing (CMS-ID) platform. If required, sailors also initiate the reenlistment approval process through the Career Waypoints system. The goal is for sailors to have orders negotiated by 6 months prior to their PRD.
The document discusses efforts to improve Sailors' access to and use of career management, training, and education applications. It identifies 12 key applications Sailors should use and provides guidance on accessing each one. It also outlines support resources for users and commands, including User Aids, training, and points of contact for assistance. Fleet assessments found issues with inconsistent access and performance of applications afloat that the Fleet Introduction Team is working to address.
2012 Navy Region NW FCPO Symposium (BUPERS 3)A.J. Stone
This document provides guidance on Enlisted Retention Boards (ERB), Perform to Serve (PTS), Career Management System - Interactive Detailing (CMSID), and High Year Tenure (HYT). ERB standards were implemented to manage force shaping due to high retention and unexpected manning changes. PTS is also used for force shaping and requires sailors to convert ratings if overmanned. CMSID allows sailors to negotiate new assignments during a window prior to their PRD. HYT limits establish maximum years of service by paygrade.
The document provides answers to frequently asked questions about the integration of the Fleet Rating Identification Engine (RIDE) and Fleet Reenlistment - Professional Training Schools (FR-PTS) programs. Some key points:
- Fleet RIDE-PTS provides CO/XO/CMC access to command reports and notification letters. It serves as a single system for FR-PTS opportunities, applications, decisions, and results.
- Most member information will be pre-populated, though evaluation and physical fitness data is not currently included. Members should ensure their application is submitted on time.
- The existing option to submit via spreadsheet will remain for limited bandwidth situations. Applications can be submitted 15-12 months prior to a
Here are the key points about ERP:
- ERP stands for Enterprise Resource Planning. It is software that allows an organization to use a system of integrated applications to manage business processes like product planning, parts purchasing, maintaining inventories, interacting with suppliers, providing customer service, and tracking orders.
- SAP is one of the largest and most widely used ERP software providers. Their ERP system is called SAP R/3.
- SAP R/3 has integrated modules that allow companies to manage core business functions like finance, manufacturing, supply chain, project management, and human resources.
- Some common SAP modules include sales and distribution, materials management, production planning, financials, controlling,
This newsletter provides updates and information for deployed Individual Augmentee Sailors, including Navy personnel on Individual Augmentee Manpower Management, Mobilized Reserve Component, and Global War on Terror Support Assignment orders. It contains information on mandatory response forms, follow-on orders and deployment, GTCC accounts, mail, evaluations and fitness reports, accessing electronic service records, benefits programs, and Navy news. The objective is to maintain contact with GSA Sailors and provide support for any issues.
This document discusses plans to reform and improve the Department of Defense's information technology policies and processes. It outlines the vision of the new DoD Chief Information Officer to make IT systems more agile, secure, and effective in supporting the military. Key initiatives include consolidating infrastructure, standardizing platforms, developing an enterprise cloud, streamlining investment processes, and strengthening cybersecurity. The document argues that current IT acquisition is too program-centric and stovepiped, and a new approach is needed that takes an enterprise-wide, capabilities-based view to deliver capabilities more quickly through incremental releases. It cites studies recommending shifting to an adaptive ecosystem with user-centered expertise that can evolve quickly to meet changing needs.
This document provides guidance for using the Career Management System/Interactive Detailing (CMS/ID) website for those in command roles. It outlines how to access CMS/ID, view personnel career information, comment on job listings, review and rank applicants, and view application reports. Contact information is provided for help desks that can assist with CMS/ID. Additional references and training materials on Navy career tools can be found on the Navy Knowledge Online website.
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 information on various internet websites and software programs relevant to career development training. It describes the purpose and functions of websites like the Navy Personnel Command website, BUPERS Online, Navy Knowledge Online, and the Career Management System Interactive Detailing site. It also outlines software programs used for personnel management tasks, such as the Navy Standard Integrated Personnel System, Defense Finance and Accounting Service site, and Microsoft Excel. The document aims to enable trainees to locate and identify the key functions of these critical online and software tools.
The document provides information about personnel readiness and the enlisted placement function. It discusses placing requisitions in CMS/ID based on business rules to attain desired manning levels. It also describes how CMS/ID supports sailor advocacy by allowing sailors to choose from high priority requisitions and shape their own careers, while also supporting personnel readiness goals. The process involves a monthly requisition cycle where requisitions are loaded, sailors make selections, commands provide input, and detailers make final selections.
Fleet RIDE-PTS Integration provides enhancements to the previous PTS system including command access to PTS reports, a single system for PTS and REGA opportunities, and pre-populated applications. Sailors must ensure their applications are submitted on time and accurately to maximize reenlistment opportunities. The new system uses performance factors like evaluation averages and PFA failures in selection algorithms. Sailors can apply for either active duty or reserves but not both.
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.
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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.
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7. Contact Mvoss Creation about totes, backpacks and caps or functional desk accessories, calendars, USB drives and more.
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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)
4. Enlisted Distribution
Roles and Interaction
CMS/ID
PERS-4013
- Monitors Enlisted Personnel Readiness
- Allocates NMP
- Represents MCAs for personnel readiness
PLACEMENT MCA
-Establishes Priorities
SAILOR TYCOM
-Review record at 12-15
months prior to PRD to ISIC
ensure data is accurate;
ASSIGNMENTS
update preferences;
apply for PTS
-9-7 months view available UNIT
requisitions and apply
CCC NPC Detailers
-Make selections
-Review CMS/ID w/Sailors
-Release orders
-Assist Sailor with
-Negotiate special cases
CMS/ID Negotiations
4
5. Strategic View:
Distribution System
Develop
Requirements Fund Reqs Generate Sailor
(Demand Signal) (BA) NMP 9-7 Mos.
Intent
Leave
Navy
Create & Prioritize
Requisition
Negotiate
Load
CMS/ID
Selects?
Advertise
N Y Orders
(CMS/ID)
Develop
Inventory
(EPA)
N Y Orders
Manpower Manning/Placement Assignments 5
6. Create Requisition
PERS-4013 Directed NMP
NMP Manager Create (MCA)
NMP (Compensation Required)
Requisition NEC Priority Module
Generated
(Monthly) MCA Requisition Priority Algorithm
WIS
NPC (Detailers)
AIP Pers-4013 Loads Roller List
CMS/ID
(Business Rules) MCA Direction Sailor
(FDNF rules, critical billets) Negotiation
Process
Advertise
(CMS/ID)
REQ Filled?
N Y Orders
6
7. Career Management System –
Interactive Detailing (CMS/ID)
• PERS-4013 sets CMS/ID based on business rules, Fleet
balance, requisition priority, and MCA directions
• CMS/ID is set following a ratio of rollers to requisitions
(not all command vacancies are advertised in CMS/ID)
• PERS 4013 control of CMS/ID keeps the assignment
function unbiased
• “Green” Reqs: MCA prioritized requisitions (for Sailor
applications, all filled each cycle)
• “Blue” Reqs: Reqs not advertised via CMS/ID, used for
some ratings, commands, special cases, and “A”
school grads. Must be approved by PERS-4013.
7
8. How does CMS/ID work?
• Timeliness:
- Monthly requisition cycle which includes 4 days to load, 2 weeks for Sailor
interaction, 5 days for command input, and 1 week for detailer selections.
• Sailor interaction:
- Sailors can make 5 selections per cycle for each of their 3 cycles (15 total).
- Sailors can make their own application, but still use CCC and/or detailer guidance.
• Command interface:
- Commands can rank from least to most favorable candidate.
- Input is one of many which guide detailer action; but all things equal, commands
will get their choice.
- Currently used by about 14% of commands.
• Detailer Selection:
- Choose best candidate for each requisition and post in CMS/ID.
- Process is not complete until orders are written, but this can occur later.
- New policy change allows non-voluntary assignments as required.
8
9. Important take-aways
• Challenges:
- Skill set of Sailors in window may not match skills
needed for priority requirements
- A subset of Sailor selections are made without use of
CMS/ID
» Ex: Sailors without internet access, special cases
(HUMS, EFM, Dual military…)
- Distributable inventory of Sailors is usually less than
total number of vacant requirements.
- Many billets are not advertised on CMS/ID due to
policy
» Ex: SPECWAR, Recruiting, RDC…
9
10. Fleet Fit Metrics
Metric
Measures
RATING FILL Delivers
All hands Onboard
vs Sailor Onboard
Billets Authorized
RATING FIT Rating Fill, Fit Forces
Skill Rating + Right
and NEC Fit Ready
Experience (Pay Grade) Sailor Onboard
at Required
vs
Levels
for Tasking
Requirement
NEC FIT
Distributed & Qualified Sailor with the
NECs Onboard Right Skillset
vs and Training
NEC Requirement
11. Fleet Readiness Measures
• FDNF – 95% Fit
• Ensure units receive only Fit Sailors to support units Full
Mission Capability
• CONUS
• Fleet Requirement for manning deploying Units
• Fit – 90%
• Fill – 90%
• NEC Fit – At least one of each Critical NEC skill-set
onboard
• Attainment of levels 60 days prior to deployment and
sustainment throughout deployment
13. Distribution of Navy Wide
Enlisted Assets
(Numbers are USN personnel only) PEB
Total Non–Distributable – 39,971 (15%) (ACC
355)
TPP&H – 12,628 (5%) to 8,988 auth [1,071]
Transients
25%
Students – 27,343 (10%) to 23,009 auth 3%
12,342
Students
68% 27,343 9,874
25,358
216,646
Patients,
Prisoners
& Holdees
[1,683]
LIMDUs 4%
(ACC 105)
48%
1,100
3,265
3,080
Total Distributable – 222,603 (85%) 2,877
(includes LIMDUs and pregnancies which 3,145
make up 2.7% of the distributable manning)
Pregnancies
from Sea
Duty
Dual Military Service Members – 13,591 52%
Assignment Limited – 943
Exceptional Family Member – 9,791
Family Advocacy Program - 75 13
*Student BA Source is OPNAV-N122 and TFFMS Date of Data: 01 Aug 12 POC: Pers-4013C 901-874-4574
15. NAVADMINS to Improve Fit/Fill
• NAVADMIN 226/12, Changes in Enlisted Distribution to Improve Sea Duty
Manning
• Sailors continue use of CMS/ID to negotiate for assignments, but Detailers must fill all
advertised jobs and may use non-volunteers to do so.
• Immediate impact, will help fill the most critical requirements first and lower TYCOM
directed manning actions to meet deployment standards. This is a long term change to
procedures.
• NAVADMIN 227/12, Limited Directed Detailing
• Pulls Sailors on tail end of shore tours to sea duty early to fill critical fleet deployer needs.
Sailors will be financially compensated for each month of shore duty curtailed.
• Immediate impact, will improve Fill and Fit for units deploying over the next 12 months.
Will allow normal rollers over subsequent months to more efficiently fill needs.
• NAVADMIN 229/12, Voluntary Sea Duty Program-Update 2
• Extends current VSDP program one year and adds HYT waivers for E7-9s.
• Will continue to voluntarily pull Sailors from shore to sea duty to improve Fill and Fit. Will
likely be a long-term program.
• NAVADMIN 230/12, Chief Petty Officer Early Return to Sea
• Pulls shore duty senior leaders to sea to support critical fleet deployer needs; picks up
where Directed Detailing leaves off, but for subset of paygrades and no compensation.
• Will improve Fit and Fill, and will likely be a long-term program, used as needed.
18. Current System
vs. Future (BBD)
Current Inventory Driven System
“BBD” Vacancy Driven System
FIT Measured to BA,
Assignments based on BA,
Balanced by Available Inventory
Unit FIT Measured to BA,
Assignments based on NMP
18
19. BBD Desired Effects
• Alignment
» Matches Sailors to specific billets
» Provides visibility to all alignments, quality of alignment,
vacant positions, and excess Sailors
» Produces requisition based on TFMMS
• Readiness
» Provides concise measurement of Enlisted Personnel
Readiness.
» Provides an accurate assessment of Fit during assignment.
• Transparency
» Allows full visibility and interactive capability with direct
linkage to distribution systems.
19