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.
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 document discusses changes to the Navy's community management structure to increase effectiveness. It outlines the realignment of personnel codes under DCNO for Manpower, Personnel, Training & Education to consolidate community management functions. It also provides details on programs like Perform to Serve (PTS) and Rating Entry for General Apprentices (REGA) that are used to manage skills mix and end strength.
The 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 provides information about the Navy Reserve Force, including its purpose to augment active duty Navy forces, categories such as the Selected Reserve and Individual Ready Reserve, and benefits of affiliation such as pay, TRICARE health coverage, and education assistance. Career counselors are expected to inform sailors of Navy Reserve options during separation to support total force retention.
This weekly newsletter from the Navy Personnel Command provides information on career progression opportunities, personnel matters, and Navy history. Specifically:
1) It announces a program allowing sailors to apply for conversion to overmanned ratings by June 15th, waiving some standard requirements like years of service and obligated service.
2) It congratulates sailors on properly implementing the new E-5 forced ranking rules, noting few evaluation rejects.
3) It provides an update on the FR-PTS database and status codes, reminding commands to check multiple systems for approval status before executing changes requiring FR-PTS approval.
4) It warns that advancement exams will continue to be invalidated for candidates lacking required
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.
The document provides information on various commissioning programs available to enlisted Navy personnel, including Seaman to Admiral-21 (STA-21), the United States Naval Academy, Medical Enlisted Commissioning Program (MECP), Officer Candidate School (OCS), Chief Warrant Officer (CWO), Limited Duty Officer (LDO), and Medical Service Corps In-Service Procurement Program (MSC-IPP). It outlines the basic eligibility requirements, application procedures, and benefits of these programs.
The 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 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 document discusses changes to the Navy's community management structure to increase effectiveness. It outlines the realignment of personnel codes under DCNO for Manpower, Personnel, Training & Education to consolidate community management functions. It also provides details on programs like Perform to Serve (PTS) and Rating Entry for General Apprentices (REGA) that are used to manage skills mix and end strength.
The 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 provides information about the Navy Reserve Force, including its purpose to augment active duty Navy forces, categories such as the Selected Reserve and Individual Ready Reserve, and benefits of affiliation such as pay, TRICARE health coverage, and education assistance. Career counselors are expected to inform sailors of Navy Reserve options during separation to support total force retention.
This weekly newsletter from the Navy Personnel Command provides information on career progression opportunities, personnel matters, and Navy history. Specifically:
1) It announces a program allowing sailors to apply for conversion to overmanned ratings by June 15th, waiving some standard requirements like years of service and obligated service.
2) It congratulates sailors on properly implementing the new E-5 forced ranking rules, noting few evaluation rejects.
3) It provides an update on the FR-PTS database and status codes, reminding commands to check multiple systems for approval status before executing changes requiring FR-PTS approval.
4) It warns that advancement exams will continue to be invalidated for candidates lacking required
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.
The document provides information on various commissioning programs available to enlisted Navy personnel, including Seaman to Admiral-21 (STA-21), the United States Naval Academy, Medical Enlisted Commissioning Program (MECP), Officer Candidate School (OCS), Chief Warrant Officer (CWO), Limited Duty Officer (LDO), and Medical Service Corps In-Service Procurement Program (MSC-IPP). It outlines the basic eligibility requirements, application procedures, and benefits of these programs.
The 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 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 document discusses the Career Navigator and Career Waypoints (C-Way) programs. C-Way allows sailors and career counselors to view "best match" ratings and submit reenlistment applications up to 16 months before end of service. Sailors can request up to 3 rating conversions based on monthly quotas. Applications are reviewed monthly and sailors can be approved for reenlistment, conversion, or separation. The document also covers the C-Way process for Professional Apprenticeship Career Track sailors designating a rating 12 months before their end of obligation.
The document provides updates for Navy Reserve personnel, including:
1) Congratulations to Sailors recently promoted and five finalists for Reserve Sailor of the Year.
2) An explanation for missing numbers on a recent promotion list, noting some were delayed due to physical fitness discrepancies.
3) Reminders that Sailors are responsible for ensuring their physical fitness records are accurate and up-to-date in the PRIMS system, as these will now be checked as part of the promotion process.
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.
This document provides an overview and agenda for a Navy fleet engagement meeting on enlisted placement and distribution. The summary includes:
1) It introduces the PERS-40 organization that handles enlisted distribution and placement, led by CAPT Allmon. This includes over 240 detailers across various sections that handle assignments by rating and community.
2) It outlines the mission of PERS-4013 to monitor enlisted readiness, generate priority requisitions, and represent manning control authorities.
3) The agenda covers topics like the CMS-ID system, changes to the order negotiation process, special programs like the CPO early return to sea program, detailing timelines, challenges for detailers, and the roles of sailors
This document is Steve Joe Collins' unofficial joint services transcript. It lists his military courses, experiences, and occupations from 1987 to 1994 while serving in the Army. The transcript shows that Collins completed basic combat training, aircraft electrician training, and a primary leadership development course. He held occupations as an aircraft electrician and supervisor and completed additional maintenance and leadership courses. The transcript provides ACE credit recommendations for his military training and experience in semester hours.
The Navy is experiencing high retention rates which has led to an imbalance in certain job specializations (ratings). To address this, the Navy has implemented several force management policies to balance the number of personnel across different ratings and specialties. These policies include programs that allow sailors to change their rating if their current one is overmanned, or to transition to the Reserves. Commanders and career counselors play a key role in ensuring sailors understand these options and are able to effectively manage their careers.
Richard Feltzer has over 2,000 flight hours as a CH-47 pilot, including experience as an instructor pilot and maintenance test pilot. He is qualified in the CH-47D and CH-47F models and holds various mission qualifications. His experience includes deployments to Iraq, Afghanistan, and South Korea. He currently works as a CH-47F pilot for a government contractor, supporting fielding and training programs.
The document discusses several United States Navy commissioning programs that provide opportunities for enlisted sailors to become commissioned officers. It describes the Seaman to Admiral-21 program, which allows sailors to apply for a college degree program and receive tuition assistance and pay while in school. It also discusses other programs like the United States Naval Academy, Medical Enlisted Commissioning Program, Officer Candidate School, Chief Warrant Officer program, and others. The document provides eligibility requirements, benefits, and details about each program.
The document summarizes training programs at the Air Logistics Training Center (ALTC) located at NAS JRB Fort Worth. The ALTC offers maintenance and operations courses for various aircraft including the C-130, C-9B, and C-37. Courses include maintenance training, loadmaster training, and administration courses. The ALTC aims to expand training to additional aircraft and roles to support Navy and Marine aviation training needs.
The document discusses a "Flex Maintenance" concept for C-40A aircraft that blends organic Navy maintenance personnel with contracted maintenance support. It proposes a beta test of the concept at VR-58 squadron using 17 contractor maintainers and 25 organic Navy maintainers. The goal is to increase capabilities while reducing costs through strategic use of contractors and maintaining Navy oversight and standards.
Executive Transport Detatchment Sigonellakingstonmj
The document summarizes a project to replace an aircraft undergoing maintenance with a replacement asset from another command to continue operations. It involves transferring a C-20D aircraft from VR-1 to Executive Transport Detachment Sigonella for 9 weeks while their C-20A completes depot maintenance. Tables and timelines provide details on assets, requirements, budgets, and project goals to transfer the aircraft and complete necessary maintenance.
This document provides guidance on commissioning programs available to enlisted Navy personnel, including the U.S. Naval Academy, Officer Candidate School, Medical Enlisted Commissioning Program, Medical Service Corps In-service Procurement Program, Limited Duty Officer and Chief Warrant Officer programs, and Seaman to Admiral-21 Program. It outlines eligibility requirements and application procedures for each program. The document cancels OPNAVINST 1420.1A and directs commanding officers to follow the application procedures in the enclosure, which provides a manual on applying for enlisted commissioning programs.
Transition training is important for pilots moving between aircraft types to learn the differences in systems, performance, procedures, and limitations. An effective transition training program involves following a structured syllabus with a qualified instructor and focuses on what is different about the new aircraft, including systems, normal and emergency procedures, performance characteristics, and limitations. Transition training helps ensure pilots can safely operate the new aircraft type.
Todd Rhodes has over 20 years of experience in maintenance and leadership roles in the Army. He has managed maintenance operations with budgets over $1 million and supervised teams of up to 15 people. Rhodes has extensive experience planning and conducting training, and maintaining accountability of equipment and budgets. He has deployed overseas 4 times and led maintenance for both companies and battalions.
This document summarizes the changes made in COMNAVAIRFORINST 1414.2B, which overhauls the Enlisted Aviation Warfare Specialist (EAWS) qualification program. Key changes include replacing the PQS system with a controlled Qualification Card and Study Guide produced by each platform's Master Lead, requiring annual updates to materials, and establishing new timelines for qualification ranging from 4 to 30 months depending on status. The new program consists of 4 phases covering orientation, departmental qualifications, aircraft systems, and a final exam requiring a walkthrough and oral board to qualify.
The document is a presentation by the Federal Aviation Administration (FAA) about pilot deviations. It discusses general information about pilot deviations, statistics on common deviations, reasons for deviations occurring, how pilots should respond if involved in a deviation, and the FAA's investigative process. The presentation provides an overview of pilot deviations to educate pilots and flight schools.
1. The document provides guidance and instructions for assessing a career development program using the NAVPERS 15878K Appendix A checklist.
2. It outlines the process for conducting self-assessments, preparing for the review with an assessment binder, and conducting the actual assessment with an assigned assessor.
3. The assessment covers various areas of a career development program including the career counseling team, advancement and education programs, career development boards, and Perform to Serve (PTS) program management. Scores are provided to evaluate programs as outstanding, good, satisfactory, or unsatisfactory.
This presentation discusses transition training for pilots changing aircraft. It notes that lack of transition training and overreliance on automation are contributing factors in loss of control accidents. The presentation recommends pilots read aircraft manuals, find an experienced instructor, and get training specific to the aircraft type, tailwheel, seaplanes, etc. It also stresses practicing risk management and seeking recurrent training. Maneuvering flight and approaches account for about half of fatal loss of control accidents. Transition training is particularly important for pilots moving to experimental or light sport aircraft.
- You can share books (cost you can divide if taking same courses but you have to pay for the exam materials)
- This is all independent/distance learning class (no virtual one-of-one instructor but with CD-Rom with some instructional videos)
- There are some restrictions, one of them: If you are taking English or Math you must pass the ASSET test first.
- Masters Degree Courses are available.
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.
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 document discusses the Career Navigator and Career Waypoints (C-Way) programs. C-Way allows sailors and career counselors to view "best match" ratings and submit reenlistment applications up to 16 months before end of service. Sailors can request up to 3 rating conversions based on monthly quotas. Applications are reviewed monthly and sailors can be approved for reenlistment, conversion, or separation. The document also covers the C-Way process for Professional Apprenticeship Career Track sailors designating a rating 12 months before their end of obligation.
The document provides updates for Navy Reserve personnel, including:
1) Congratulations to Sailors recently promoted and five finalists for Reserve Sailor of the Year.
2) An explanation for missing numbers on a recent promotion list, noting some were delayed due to physical fitness discrepancies.
3) Reminders that Sailors are responsible for ensuring their physical fitness records are accurate and up-to-date in the PRIMS system, as these will now be checked as part of the promotion process.
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.
This document provides an overview and agenda for a Navy fleet engagement meeting on enlisted placement and distribution. The summary includes:
1) It introduces the PERS-40 organization that handles enlisted distribution and placement, led by CAPT Allmon. This includes over 240 detailers across various sections that handle assignments by rating and community.
2) It outlines the mission of PERS-4013 to monitor enlisted readiness, generate priority requisitions, and represent manning control authorities.
3) The agenda covers topics like the CMS-ID system, changes to the order negotiation process, special programs like the CPO early return to sea program, detailing timelines, challenges for detailers, and the roles of sailors
This document is Steve Joe Collins' unofficial joint services transcript. It lists his military courses, experiences, and occupations from 1987 to 1994 while serving in the Army. The transcript shows that Collins completed basic combat training, aircraft electrician training, and a primary leadership development course. He held occupations as an aircraft electrician and supervisor and completed additional maintenance and leadership courses. The transcript provides ACE credit recommendations for his military training and experience in semester hours.
The Navy is experiencing high retention rates which has led to an imbalance in certain job specializations (ratings). To address this, the Navy has implemented several force management policies to balance the number of personnel across different ratings and specialties. These policies include programs that allow sailors to change their rating if their current one is overmanned, or to transition to the Reserves. Commanders and career counselors play a key role in ensuring sailors understand these options and are able to effectively manage their careers.
Richard Feltzer has over 2,000 flight hours as a CH-47 pilot, including experience as an instructor pilot and maintenance test pilot. He is qualified in the CH-47D and CH-47F models and holds various mission qualifications. His experience includes deployments to Iraq, Afghanistan, and South Korea. He currently works as a CH-47F pilot for a government contractor, supporting fielding and training programs.
The document discusses several United States Navy commissioning programs that provide opportunities for enlisted sailors to become commissioned officers. It describes the Seaman to Admiral-21 program, which allows sailors to apply for a college degree program and receive tuition assistance and pay while in school. It also discusses other programs like the United States Naval Academy, Medical Enlisted Commissioning Program, Officer Candidate School, Chief Warrant Officer program, and others. The document provides eligibility requirements, benefits, and details about each program.
The document summarizes training programs at the Air Logistics Training Center (ALTC) located at NAS JRB Fort Worth. The ALTC offers maintenance and operations courses for various aircraft including the C-130, C-9B, and C-37. Courses include maintenance training, loadmaster training, and administration courses. The ALTC aims to expand training to additional aircraft and roles to support Navy and Marine aviation training needs.
The document discusses a "Flex Maintenance" concept for C-40A aircraft that blends organic Navy maintenance personnel with contracted maintenance support. It proposes a beta test of the concept at VR-58 squadron using 17 contractor maintainers and 25 organic Navy maintainers. The goal is to increase capabilities while reducing costs through strategic use of contractors and maintaining Navy oversight and standards.
Executive Transport Detatchment Sigonellakingstonmj
The document summarizes a project to replace an aircraft undergoing maintenance with a replacement asset from another command to continue operations. It involves transferring a C-20D aircraft from VR-1 to Executive Transport Detachment Sigonella for 9 weeks while their C-20A completes depot maintenance. Tables and timelines provide details on assets, requirements, budgets, and project goals to transfer the aircraft and complete necessary maintenance.
This document provides guidance on commissioning programs available to enlisted Navy personnel, including the U.S. Naval Academy, Officer Candidate School, Medical Enlisted Commissioning Program, Medical Service Corps In-service Procurement Program, Limited Duty Officer and Chief Warrant Officer programs, and Seaman to Admiral-21 Program. It outlines eligibility requirements and application procedures for each program. The document cancels OPNAVINST 1420.1A and directs commanding officers to follow the application procedures in the enclosure, which provides a manual on applying for enlisted commissioning programs.
Transition training is important for pilots moving between aircraft types to learn the differences in systems, performance, procedures, and limitations. An effective transition training program involves following a structured syllabus with a qualified instructor and focuses on what is different about the new aircraft, including systems, normal and emergency procedures, performance characteristics, and limitations. Transition training helps ensure pilots can safely operate the new aircraft type.
Todd Rhodes has over 20 years of experience in maintenance and leadership roles in the Army. He has managed maintenance operations with budgets over $1 million and supervised teams of up to 15 people. Rhodes has extensive experience planning and conducting training, and maintaining accountability of equipment and budgets. He has deployed overseas 4 times and led maintenance for both companies and battalions.
This document summarizes the changes made in COMNAVAIRFORINST 1414.2B, which overhauls the Enlisted Aviation Warfare Specialist (EAWS) qualification program. Key changes include replacing the PQS system with a controlled Qualification Card and Study Guide produced by each platform's Master Lead, requiring annual updates to materials, and establishing new timelines for qualification ranging from 4 to 30 months depending on status. The new program consists of 4 phases covering orientation, departmental qualifications, aircraft systems, and a final exam requiring a walkthrough and oral board to qualify.
The document is a presentation by the Federal Aviation Administration (FAA) about pilot deviations. It discusses general information about pilot deviations, statistics on common deviations, reasons for deviations occurring, how pilots should respond if involved in a deviation, and the FAA's investigative process. The presentation provides an overview of pilot deviations to educate pilots and flight schools.
1. The document provides guidance and instructions for assessing a career development program using the NAVPERS 15878K Appendix A checklist.
2. It outlines the process for conducting self-assessments, preparing for the review with an assessment binder, and conducting the actual assessment with an assigned assessor.
3. The assessment covers various areas of a career development program including the career counseling team, advancement and education programs, career development boards, and Perform to Serve (PTS) program management. Scores are provided to evaluate programs as outstanding, good, satisfactory, or unsatisfactory.
This presentation discusses transition training for pilots changing aircraft. It notes that lack of transition training and overreliance on automation are contributing factors in loss of control accidents. The presentation recommends pilots read aircraft manuals, find an experienced instructor, and get training specific to the aircraft type, tailwheel, seaplanes, etc. It also stresses practicing risk management and seeking recurrent training. Maneuvering flight and approaches account for about half of fatal loss of control accidents. Transition training is particularly important for pilots moving to experimental or light sport aircraft.
- You can share books (cost you can divide if taking same courses but you have to pay for the exam materials)
- This is all independent/distance learning class (no virtual one-of-one instructor but with CD-Rom with some instructional videos)
- There are some restrictions, one of them: If you are taking English or Math you must pass the ASSET test first.
- Masters Degree Courses are available.
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.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already have a condition.
Credentialing involves meeting professional standards through licenses, certifications, or apprenticeships. Licenses are granted by government agencies and are usually mandatory, while certifications are granted by non-government organizations and are often voluntary. Apprenticeships provide recognition for on-the-job training through programs like USMAP. Credentials typically require some combination of education, training, experience, and examinations. They can help Navy personnel develop careers and improve prospects when transitioning to civilian employment. Resources like GI Bill funds and Navy programs help offset costs for credentials.
This document summarizes information about changes to the Selective Reenlistment Bonus (SRB) program, including a new quota system and application process. Sailors are advised to submit reenlistment requests earlier if they want to receive an SRB. The new system will not allow changing reenlistment dates to take advantage of higher SRB levels, and rejected requests will be canceled if the requested date passes. Sailors are directed to the SRB website to check available levels and submission deadlines.
According to the NAVADMIN, this page 13 must be signed by the CO and should be presented at the time of notification. If you do not have the access to create these, please ensure you are in contact with someone in your command who has this ability.
This document provides information about VA benefits and services for transitioning service members. It discusses accessing VA resources online and via phone. It outlines the Department of Veterans Affairs divisions that administer benefits - Veterans Benefits Administration, Veterans Health Administration, and National Cemetery Administration. The document then summarizes the process for applying for service-connected disability compensation benefits through the Benefits Delivery at Discharge, Quick Start, and traditional claims processes.
The approving official receives an email requesting approval or disapproval of TA funding. They click the URL in the email or copy and paste it to log in with their CAC or NKO username and password. Once logged in, they complete the reviewer information and select "Approve" or "Reject". If approved by the Command, the document is forwarded to NCO for final approval and the applicant can view any comments.
This document provides information about affiliating with the Navy Reserve after separating from active duty, including:
1. Applying for affiliation through the PTS program at least 90 days before ending active service, which reserves a spot to enlist in the reserves within 60 days of separation.
2. Upon receiving a PTS approval letter, the service member must complete a check sheet and submit required documents like their DD-214 to the CTO office to finish the affiliation process.
3. Once documents are signed and submitted, the service member must report to their assigned NOSC for drill weekends or risk being discharged from the reserves. The document also provides contact information for CTO personnel and local recruiters who can assist
1. The Legalman rating now requires associates degrees in paralegal studies, with courses taken during normal work hours and funded outside the TA program.
2. The Navy TA funding has been reduced by 20% for FY11, and there will be a focus on education plans, course completions, and funding courses toward degree requirements.
3. The Post-9/11 GI Bill provides education benefits to veterans and service members, including tuition, fees, books, housing allowance, and more. Eligibility is based on aggregate active duty service time.
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.
The document summarizes information from a career counselors conference about post-selection board processes, performance-based continuation boards, and an enlisted retention board for the Navy. It discusses that chief petty officer boards are administrative in nature and different than officer boards. A performance-based continuation board will be held in December to look at sailors over the past 5 years. The enlisted retention board will execute quotas then look at performance, scoring records independently to ensure fairness. Sailors not selected will be notified through their commanding officers.
This document provides information about VA benefits from a TAP briefing for transitioning service members. It discusses accessing VA resources online and by phone. It outlines VA regional offices, medical centers, and vet centers. It provides an overview of veteran service organizations, eBenefits, DS Logon for lifetime identity, and the departments within VA. Finally, it outlines the course on compensation and pension, military sexual trauma counseling and treatment, life insurance, health care, vet centers, home loans, education, vocational rehabilitation, burial benefits and additional resources.
The document provides information about Navy enlisted selection boards, including eligibility requirements, board composition, the board process, tools used by boards, and what boards consider when evaluating candidates. It discusses qualifications like evaluations, awards, experience, leadership, and community involvement that are common strengths for candidates. It also identifies potential weaknesses in evaluations or areas where candidates may be lacking that could impact selection.
This document outlines the policy and process for Navy members to receive involuntary separation pay. To be eligible, members must agree to serve for three years in the Navy Ready Reserve after separating from active duty, by enlisting in either the Selected Reserve (SELRES) or the Individual Ready Reserve (IRR). The process involves members signing an agreement, being screened for Reserve affiliation, and if qualified, enlisting in the Ready Reserve. Once enlisted, separation pay can be provided and the member's service records are transferred to the Reserve component.
The document provides information about the 22nd Annual Navy Counselors Association Professional Development and Training Symposium being held in Norfolk, VA from June 28th through July 1st, 2010. It includes words from the NCA President clarifying that all attendees, including officers, must pay the $150 registration fee which covers costs like audio/visual equipment rental. It provides the draft agenda for the symposium which will include presentations from admirals and senior leaders on topics important to career counselors. It also includes logistical information about transportation, registration, and a retirement ceremony being held for NCC Ebony Henry.
The document outlines the responsibilities and procedures for managing a command's Career Development Program (CDP). It discusses the Career Counselor Coordinator's (CCC) primary responsibilities in overseeing the CDP, ensuring all sailors have career development opportunities. It also covers establishing an effective CDP, organizing the CCC office, creating an annual budget, tracking retention statistics, and using reference publications to effectively manage the CDP.
This document provides instructions for sailors preparing for an upcoming selection board. It details how sailors should review their official military personnel file for errors or missing documents, and how to submit requests to correct issues. It also explains that sailors can submit new information for the board's consideration and provides a sample cover letter. Sailors are advised to carefully check their records and submit any corrections or additions at least 30 days before the board convenes.
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 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.
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 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 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.
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 weekly report discusses upcoming events to celebrate Independence Day and honor those who fought for freedom and democracy. It also provides an update on the delayed release of Navy Reserve advancement results on July 2nd due to retention numbers and planned force reductions. Navy leadership thanks sailors for their patience during this challenging cycle.
The 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.
This document summarizes the policies and procedures for enlisted advancement in the US Navy as outlined in the BUPERSINST 1430.16F manual. It details the requirements for advancement from E1 to E9 including time-in-rate, evaluations, exam scores, community involvement, and CO recommendation. It also outlines the responsibilities of commanding officers, NETPDTC, and TYCOMs in administering the Navy Enlisted Advancement System. Non-exam advancement programs are also briefly mentioned.
This weekly report from the Pentagon provides updates on initiatives to honor wounded warriors, encourage taking time to appreciate sailors, announce revisions to the Physical Readiness Program to improve sailor health and fitness, and changes to sea/shore rotation policies to increase time sailors spend at sea. It also provides information on nominating sailors for the Reserve Force Master Chief Executive Assistant position and invites submissions of issues to the Navy Reserve Policy Board.
The Navy is experiencing high retention rates which has led to an imbalance in certain job specializations (ratings). To address this, the Navy has implemented several force management policies to balance the number of personnel across different ratings and specialties. These policies include programs that allow sailors to change their rating if their current one is overmanned, or to transition to the Reserves. Commanders and career counselors play a key role in ensuring sailors understand these options and are able to effectively manage their careers.
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.
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.
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 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.
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.
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 week's Reserve Force Weekly focuses on the Reserve Component Personnel Programs Excellence Award and opportunities for SELRES Senior Enlisted Leaqders to instruct at the Senior Enlisted Academy.
The weekly report provides updates on Navy Reserve matters such as congratulating new chief selects, noting opportunities to thank employers for supporting Reserve service, announcing a selection process for an executive assistant position to the Force Master Chief, and recapping deployment activities for the aircraft carrier USS Enterprise. The report also includes policy guidance, upcoming events, and medical and operational readiness statistics for the Navy Reserve force.
The document provides information on a Returning Warrior Workshop (RWW) event hosted in Sedona, AZ. It summarizes that MCPON West provided an emotional speech to attendees and that each warrior and family member received a certificate of appreciation. It also encourages service members who have deployed to attend future RWW events. The document then provides several updates on Navy policies and programs, including details on Reserve component personnel management and CMS/ID scheduling changes due to flooding at Naval Support Activity Mid-South.
Similar to Nca symposium slide deck (monday 24 june 1230) (20)
Organizations such as Coast Guard, Facebook, Amazon, Department of Defense has a career service provider that helps members make good career decisions and transition enhancing morale and focus on doing a better job in their current position. A lecture and proposal to Coast Guard.
Dr. Astro talks about the importance of Personal wellness and discusses the holistic approach in career counseling in making good personal decisions in life.
Humans can often determine a lot about other people just by looking at their faces and bodies. Subtle cues like facial expressions, posture, and clothing choices unconsciously provide clues about personality traits, emotions, intentions, social status, and more. While quick judgments based on appearance alone can be inaccurate, research shows that people tend to form initial impressions about others based primarily on visual information.
This document discusses cultural intelligence (CQ) and how it relates to age and generational culture. It provides links to resources on defining CQ and the pros and cons of diversity as well as a blog post about technologists and CQ, suggesting CQ is important for understanding differences between age groups and cultures.
Tony Astro has experience in career counseling, human resources, business ownership, and diversity training. He has traveled to over 30 countries and volunteers in his community. The document discusses how the Internet of Things will impact customers, innovation, competitors, work styles, and cultural intelligence. It suggests using social media, video, blogs, mobile phones, networking, and other online tools to connect, create, celebrate, collaborate, contact, and communicate in this new digital landscape.
This document contains announcements and advertisements for a series of talks called "FusionTalk" held bi-monthly that last 15 minutes each and cover topics related to business, career, and culture. The talks are free for members of ABAHR and open to all, and are sponsored by various groups and individuals. They are held at different locations in Virginia Beach.
1. Here is something you already know. People like to get free stuff. What kind of people? well, new prospects who need to become aware of your company or services loyal customers who deserve to be appreciated and employees who have gone the extra mile.
2. How about others? Well, trade show visitors love advertising specialties and so do the more than 6 out of 10 people who enjoy receiving their mail every day
3. In fact, the direct marketing association says you can double your response rates with lumpy envelopes containing small items because they make people curious and like we said everyone likes free stuff.
4. Here at Mvoss Creation we have access to thousands of promotional products to fit any budget or company. Better still we can show you how to save time and money by helping you match the right things to the right people for the right occasions that’s what we call flexibility
5. But are logoed items really effective? you bet. Logoed items can promote your company much longer than most other forms of advertising. The advertising specialty institute says promotional items are kept for an average of seven months and more than 60% get passed along to someone else plus they’re memorable - nearly 90 percent of recipients are able to recall the company name on their promotional products.
6. Best of all they’re affordable to business of all sizes delivering a fantastic return on investment of course to get these great results you need to find a great local product
7. Contact Mvoss Creation about totes, backpacks and caps or functional desk accessories, calendars, USB drives and more.
8. There truly is something for everyone Mvoss Creation your convenient one stop source for practical cost effective marketing and print solutions with the power of promotional items to bring your brand to life and Market your Visuals to Optimize your Social & Services of your company, events or your brand contact Mvoss Creation today.
Military & Veteran Career Issues
What challenges and issues do I foresee facing the veteran and military affiliated student population? What role would CHIEFPRENEUR play as the coordinator?
10 minutes presentation
Tony Astro gave a 10 minute briefing on 3 undergraduate degrees: Bachelor of Science in Business, Bachelor of Arts in Christian Ministry, and Bachelor of Arts in Animation. He described the career opportunities, program requirements, and contact information for each degree. The Business degree focuses on principles, theory, and real-world experience to prepare students for careers in fields like marketing, human resources, and accounting. The Christian Ministry degree teaches the Bible, communication, and discipleship to prepare students for church roles and nonprofit work. The Animation degree utilizes advanced technology and software to train students for careers in areas such as game design, animation, and graphic design.
Eligibility Communicating with the board Pre board Membership Quotas Tools of the board Not Presented to Board Members What the Board Considers Board Process Overview Post Board Process Special boards Common Issues/FAQs/MythsEnl advancement board brief for pers 803 webpage (feb 10 2015)
This is directed at all of my Reserve Component Chief Petty Officer shipmates:
“Do you want to take COMMAND? Can you be entrusted to stand tall under pressure? If you are a Chief then the answer must be a resounding “Aye, Aye!” Would you like to drill/serve your country past the maximum 30 years of TIS allowed for enlisted personnel? Do you have what it takes to wear "eagles" on your collar or be a CWO5? Would you like to increase your retirement pay by 50% or even 100%?
If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.
The RC LDO/CWO program is actively seeking candidates with the “right stuff”. The RC CWO program is in particular need of support from the CPO mess. We are approximately 50% manned in our RC CWO inventory and we are losing folks almost as fast as we are “making” them. The RC LDO situation is a bit better, but not by much. So the fleet has an incentive to get as many highly qualified candidates into those billets as possible.
If you are a Reserve Component Chief Petty Officer and are interested in the RC LDO/CWO program, then now is the time to take the next step.
The following designator/career fields are OPEN:
623X (LDO SUB REPAIR)
626X (LDO SUB ORDNANCE)
628X (LDO SUB ELEX)
629X (LDO SUB COMMS)
633X (LDO AV MAINT)
641X (LDO ADMIN)
642X (LDO INFO PRO)
645X (LDO INTEL)
649X (LDO SECURITY)
653X (LDO CEC)
711X (SURF DECK CWO)
712X (SURF OPS CWO)
713X (SURF REP CWO)
715X (SEAL CWO)
716X (SURF ORD CWO)
717X (SWCC CWO)
742X (INFO TECH CWO)
744X (INFO WARFARE CWO)
745X (INTEL CWO)
Any interested applicants should take a look at the attached program flyer for more information. Anyone that does NOT already have an RC LDO/CWO mentor to assist with application preparation and the interview appraisal process should immediately contact our Recruiting Action Officer for assistance: CWO2 Richard Townsend: richard.townsend@navy.mil
Applications are due NLT 01OCT2015, so time is running short. The fleet needs you now. I am "living proof" of what the program offers. It worked for me and it can work for you too. Please pass the word.
R,
CAPT Jim Elizares ("commissioned CPO", Anchors earned in 1985)
RC LDO/CWO Community Leader “Mustangs Earn it Everyday”
jameselizares@yahoo.com
james.f.elizares@navy.mil
*** No College Required: Active Duty Commissioning or Officers Program: LDO/CWO *** If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.http://www.npc.navy.mil/…/LDO%20and%20CWO%20Recruit%20Your%…
The document discusses eligibility requirements and benefits of the Post-9/11 GI Bill. Key points include:
- To receive full benefits, members must have at least 36 months of qualifying active duty service. Lesser amounts provide reduced benefits.
- Benefits include payment of tuition and fees at public and private colleges, books and supplies stipends, housing allowances, and licensing exam reimbursement.
- The GI Bill can now be transferred to dependents if the service member commits to additional years of military service.
This document provides instructions for requesting access to the CIMS system. It outlines the steps to open an internet browser and navigate to the NSIPS login page, where a CAC is required for authentication. It describes selecting "CIMS Departmental/Divisional Career Counselor" and filling out fields with name, email, phone and justification. Requestors are also instructed to select the appropriate CIMS UIC and notify a CCC once access is approved so sailors can be assigned.
The Career Tools Afloat (CTA) page replaced "NKO at Sea" and provides access to Navy eLearning (NeL) Afloat, Electronic Training Jacket (ETJ) Afloat, and FLTMPS Afloat. When Internet is available, it also provides links to systems ashore.
This document summarizes updates from a September 2014 Navy College newsletter. It outlines changes to Navy Tuition Assistance (TA) policy in NAVADMIN 190/14, including allowing TA use in the first year and reimbursement requirements for failing grades. It also provides tips for TA success, information on the Department of Defense Memorandum of Understanding (MOU) with education providers, and details the new Postsecondary Education Complaint System. Contact information is given for local Navy College Offices and the Virtual Education Center.
This document provides an overview of the Exceptional Family Member Program (EFMP) for command points of contact. It discusses the history and goals of EFMP, common myths about the program, benefits of enrollment, eligibility criteria, the enrollment process, categories of enrollment, and responsibilities of command EFMP points of contact. Contact information is provided for EFMP liaisons and medical coordinators who can assist with the program.
More from Tony Astro - Veteran Counselor & Entrepreneur (20)
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Jill Pizzola's Tenure as Senior Talent Acquisition Partner at THOMSON REUTERS...dsnow9802
Jill Pizzola's tenure as Senior Talent Acquisition Partner at THOMSON REUTERS in Marlton, New Jersey, from 2018 to 2023, was marked by innovation and excellence.
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
5 Common Mistakes to Avoid During the Job Application Process.pdfAlliance Jobs
The journey toward landing your dream job can be both exhilarating and nerve-wracking. As you navigate through the intricate web of job applications, interviews, and follow-ups, it’s crucial to steer clear of common pitfalls that could hinder your chances. Let’s delve into some of the most frequent mistakes applicants make during the job application process and explore how you can sidestep them. Plus, we’ll highlight how Alliance Job Search can enhance your local job hunt.
11. PTS Ranking Criteria Scenario : Eight sailors are competing for two PTS Quotas Sailor A MAY12 Sailor F JAN12 Sailor B FEB12 Sailor C MAR12 Sailor D JAN12 Sailor E MAY12 Sailor G MAY12 Sailor H APR12 Sailor A All Pass Sailor F 2 Fail Sailor B All Pass Sailor C All Pass Sailor D 1 Fail Sailor E All Pass Sailor G All Pass Sailor H 1 Fail Sailor A E6 Sailor F Frocked E6 Sailor B E6 Sailor C E6 Sailor D E6 Sailor E E6 Sailor G E5 Sailor H E5 Sailor A Yes Sailor F Yes Sailor B Yes Sailor C Yes Sailor D Yes Sailor E No Sailor G No Sailor H Yes Sailor A 25 Sailor F 20 Sailor B 23 Sailor C 23 Sailor D 23 Sailor E 23 Sailor G 25 Sailor H 20
12. Zones D&E 15-30 years Zone C 11-14 years Zone B 7-10 years Zone A 0-6 years 271,235 Sailors Every FY, Only 18% (~49K) of population are PTS decision makers Perform-to-Serve Population and ERB Impact Cohort available for Force Shaping via PTS in FY12 Limited Force Shaping Options PTS pressure relieved by ERB in FY12 PTS is inefficient when timing overtakes quality
33. Navy Manpower Trends More Ships, Fewer People, Higher Costs Until FY07, the Number of People in the Navy was Driven by the Number of Ships in the Navy Since FY03, the Number of People in the Navy has Decreased but Cost of People has Increased The rising cost of manpower has… necessitated the reallocation of resources from “Tail to Tooth” and… created a divergence between force structure and personnel in the Navy
34. Operational Realit y Manpower-vs-Manning Faces Authorization Requirements Manning Navy Manning Plan Current On-board COB NMP Endstrength RQMT … manpower requirements are only a part of the overall picture… Spaces Readiness Gap “ Risk” Funding Authorization Manpower Places Controls Root Source
35. Fit and Fill In a Perfect World Manpower Domain Jobs* Positions KSA* Certifications* NECs Competencies* Rate/Desig Paygrade Tasks* Jobs Held** KSA** Certifications** NECs Competencies** Rate/Desig Paygrade **-Requires data & development on Supply Side Potential Matching Criteria Position Demand Signal Supply Chain *-Requires data on the Demand Side Input Community Management & Hire Plan & Place Develop Total Force Inventory ROC/ POE MFT
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40. Sea / Shore Flow Comparison of Ratings CNO directed resolution in POM 13 Time at Sea Over 30-yr Career (months) More Shore-Intensive Ratings More Sea-Intensive Ratings Sea Tour Length Limit – 18 yrs ABEs would need to spend 25 yrs at sea to man all sea-duty billets 3236 billets needed ashore (FY13) - 1428 billets available to shift from shore to sea-intensive = 1808 billets required to balance (FY13)* *assumes no additional Student IA required and that POM 13 shore RMC and ATG Instructor billets funded (increasing shore duty opportunities)
53. PACT Manning Projections Surface Total Inventory includes Individual Account (IA) inventory 99% Force Structure INV to Force Structure BA: NOV 11 End FY11 INV/EPA: 106% End FY11 Force Structure INV/BA: 87% Fleet Attrition: 7% Non-Distributable Inventory: 7% Enlisted Planning Authorization Force Structure Billets Authorized Force Structure Inventory Total Inventory Original INV line Original FS line Accessions Reclass FY10 FY11 FY10 FY11 687 2709 (+2022) 1072 1391 (+319) E1 E2 E3 228 891 2264
54. PACT Manning Projections Aviation Total Inventory includes Individual Account (IA) inventory 100% Force Structure INV to Force Structure BA: NOV 11 End FY11 INV/EPA: 113% End FY11 Force Structure INV/BA: 87% Fleet Attrition: 7% Non-Distributable Inventory: 13% Enlisted Planning Authorization Force Structure Billets Authorized Total Inventory Force Structure Inventory Original INV line Original FS line E1 E2 E3 103 464 1477 Accessions Reclass FY10 FY11 FY10 FY11 583 1172 (+589) 565 788 (+223)
55. PACT Manning Projections Engineering Total Inventory includes Individual Account (IA) inventory 100% Force Structure INV to Force Structure BA: SEP 11 End FY11 INV/EPA: 116% End FY11 Force Structure INV/BA: 100% Fleet Attrition: 7% Non-Distributable Inventory: 18% Enlisted Planning Authorization Force Structure Billets Authorized Force Structure Inventory Total Inventory Original INV line Original FS line Accessions Reclass FY10 FY11 FY10 FY11 81 248 (+167) 85 110 (+25) E1 E2 E3 28 62 176
Editor's Notes
The challenge we face is that at the same time that we are reducing end strength, we are experiencing increased retention and decreased attrition. Additionally, the behavior trend we’ve seen, and encouraged through policy change, is that Sailors are committing to stay in the Navy earlier, and for longer periods of time.
PTS is our primary force shaping tool. Other tools we can employ are changing the number of new accessions we recruit, the amount and skills we offer reenlistment bonuses to, and the voluntary separation programs we offer. PTS: Helps manage End Strength with the opposing forces of fiscal pressure and sailor behavior. It is critical to our ability to reduce Navy End Strength, which is required over the next two fiscal years. Primary tool used to help balance the force by reducing manning in overmanned ratings, and converting Sailors from overmanned ratings to undermanned ratings that they qualify for.
PTS will continue as Navy’s principal force shaping tool, but it is currently at its effective limit. We should not impose additional Navy-wide end strength pressure on the narrow cohort of Sailors facing a reenlistment decision through the PTS program. High performing Sailors in overmanned ratings are disadvantaged at EAOS if we continue to rely on PTS as our only tool to reduce E/S. All options for rebalancing the force and meeting our Congressional end strength ceilings have been carefully considered. We have reduced new accessions to the minimum sustainable levels consistent with the future health of the force. New and enhanced Navy policies to facilitate voluntary Sailor transition prior to EAOS, such as the Enlisted Early Transition and Early Career Transition programs, have been instituted. Additionally, we are staffing a new MILPERSMAN to separate Sailors in their initial training pipeline if they fail their initial A/C-school training or are a disciplinary problem, and there are no openings in other ratings that they qualify for. The ERB is a force shaping tool that will focus on individual ratings to achieve a rebalanced force.
PTS is used for various reasons: It is primarily a performance based quota reservation system to control continuation behavior. It allows the Sailor to apply for three main types of quotas to continue their Naval Servie: In-Rate (stay in current rate), Conversion (to undermanned Rating or FTS), SELRES (affiliate in SELRES). It balances ratings by facilitating conversions from overmanned ratings into undermanned It helps control Zone manning and continuation across the various year groups It helps control end strength The PTS Algorithm ranks Sailors based on performance (see algorithm slide 8). On a micro-level, this is how a PTS Application Timeline looks for the Sailor: The Sailor’s end of obligated service (to include any extensions) determines when the Sailor enters the PTS window. Note: There are other reasons why the Sailor could enter PTS (see slide 7), but this is the primary reason. All Sailors must enter into PTS, even if they intend to separate. If they intend to separate, they do not compete for a quota. Commands conduct a career development board up to two years prior to a Sailors end of obligated service. The RIDE service can be used to support this counseling session, and offer insight into what the competition is like within the Sailors current rating and to identify what other ratings a Sailor is eligible for or interested in. Commands can provide opportunity to retake the ASVAB to increase the number of other ratings a Sailor is eligible for. Sailors can apply up to 6 times for a quota. They can begin their application up to 3 months in advance of their first competitive cycle which happens at the 12 month mark. If they do not receive approval during a competitive cycle, but still have time remaining prior to the 6 month mark, they receive a denied status, but can re-apply. Sailors may be negotiating orders during the same window, which will not be approved until/unless they receive PTS approval. If Sailors rank highly based on the PTS algorithm, they may receive a quota after their first or second look. Every Sailor will know if they received a quota at the six month mark. If they are not approved, they will receive a “final denied” status, and separation letter. Sailors who are not approved to reenlist have an additional three months to compete for an opportunity to affiliate in the SELRES. If not, they will be directed to separate at the end of their obligated service.
On a macro-level, this is how the PTS cycle works: On an annual basis, we approve a PTS quota plan by rating and years of service. However, in order to respond to actual behavior trends, it is reconciled monthly to remain relevant, and not over or under-shoot the mark. Monthly, PTS quotas are loaded into the system and made visible to the Navy. Sailors can see what their competitive opportunity is for the month they are applying. Applications are submitted throughout the month, and accepted until the final day of the month. Most applications are for a Sailor’s end of obligated service (to include any extensions). However, there are some special circumstance applications that are also required, typically to obtain enough obligated service to negotiate PCS orders, or for a program requirement such as reenlistment bonuses, or Post 911 GI Bill transferability. All applications are ranked using a performance based algorithm (see slide 8) and decisions are made on who will and won’t receive quotas (Rack-N-Stack process). Sailors compete for in-rate quotas first, and then for up to 3 ratings with conversion opportunity in series based on the Sailor’s stated preference. Based on quota utilization and reenlistment rates the Quota Plan is reconciled for the next month’s available quotas.
PTS is an important tool for the Navy to review Sailor’s enlistment contract for performance quality and end strength limits prior to renewal. This slides illustrates the small cohort (18%) of the enlisted population that PTS reviews annually. ERB has relieved some of that pressure by expanding the population of Sailors who may be released from service. If the conditions continue as they are, and behavior remains the same, we may have increased PTS pressure again in FY13 because of E/S reductions, requiring another ERB to balance the force.
The ERB will require an total Navy leadership effort to communicate the plan and guarantee smooth transitions for our Sailors. Timing the board to be conducted in August/September 2011 allows us to develop the board process, membership, etc., while avoiding disrupting other planned boards scheduled in the COMNAVPERSCOM board spaces before/after that timeframe. An August/September board, with results released in October/November and a mandatory separation date of 30 June 2012, allows Sailors not chosen for retention sufficient time to prepare for transition from active duty in FY12.
Analysis of Navy suicides has shown a common pattern that includes one (or often multiple) life stressors, conditions around the time of the event where social network was disrupted in some way, and in which judgment was impaired at the time of the event by alcohol, sleep deprivation, or acute anger. Easy access to lethal means in states of impaired judgment increases the likelihood of impulsive suicide – an important percentage of Navy suicides could be avoided if the person had to delay more than 30 minutes before acting. Note: very few suicides occur on shipboard deployment where social support is often strong and access to means more difficult. When clear warning signs are shown to command members, intervention almost always takes place (these instances are found in SITREPS). In many of the deaths, no clear warning signs were seen by fellow Sailors or command. It is common for a significant precipitating factor to occur on liberty and the Sailor dies before seeing the command again - leaving no time for intervention once in crisis. When someone was aware a Sailor was having problems or thoughts of suicide, this was most often a family member or significant other. Prevention must move upstream before thoughts of suicide even occur and families need to learn to recognize warning signs and access assistance. Although there are many pathways leading to psychological pain and suicide, Thomas Joiner’s evidence based theory suggests that all lead to a common cluster of distorted thinking and beliefs. The individual feels they do not belong or have become a burden to others and that they are no longer effective. People work up to the capacity for lethal harm through means such as vicarious exposure to pain, mental rehearsal, learned pain tolerance in training, sports, of habitual self-injury, or progressive risky behaviors. Most Sailors never got in the door to professional help before taking their lives, but 23% of 2009 deaths had received some type of counseling or mental health treatment within the year of their death. One focus area is making sure mental health providers have the state of the art tools for assessing and managing suicide risk and that effective processes are put in place related to communication between leaders and medical providers to balance privacy and safety and best support the Sailor to heal and reintegrate.
Next SA study to be conducted Fall 2011. Will give us insight into actual incidents of SA. Blue on blue attacks are 72% for incidents that involve at least on Servicemember. 450 final dispositions for all completed investigations in FY10 61% (274) could not be prosecuted: lack of jurisdiction – 13, offender unknown – 16, allegation unfounded – 44, probable cause for non-sexual offense – 18, insufficient evidence – 70, victim declined to cooperate with investigation/prosecution – 113. 34% (155) presented for disposition 5% civilian jurisdiction 155 subjects presented to commands for disposition decision 46% (70) courts martial preferred 23% (36) NJP 19% (30) CDRS declined action pursuant to RCM 306(c)(1) 9% (14) Admin discharge 3% (5) Admin action
Opening: Today’s Navy needs more ships, but will be working with fewer people at higher costs – Navy’s costing trends(current situation) is similar to America’s largest corporations and many of our state/local governments – i.e., manpower costs continue to rise, budgets are essentially flat, trending downward On the right - People vs. Costs (BLUF) Costs of people (in Blue) rising despite having fewer sailors (in Red) - why, retirement, healthcare, wage and benefit increases have outpaced savings associated with Navy’s downsizing efforts! Don’t get me wrong, these benefits are part of our Navy’s commitment to our Sailors – this is good for the Nation, Navy and our Navy family, but very expensive at the macro level and has/will continue to make for funding decisions at the strategic level challenging. On the left – Sailor vs. Ships (BLUF) Navy’s ship count is estimated to grow in the near-term, but cost of manpower will limit Navy’s ability to grow the manpower account. Most recently, to mitigate afloat growth, Navy moved manpower from ashore to afloat units, i.e., supporting increased surface force manning and new construction requirements within POM-12. These factors have created a divergence between force structure and personnel in the Navy - the left chart shows the relationship between manpower and force structure. With exception of the post 9/11 ramp-up (highlighted in YELLOW), the Navy manpower reductions from FY96 to FY01 and again from FY03 to FY07 (highlighted in BLUE) have near perfect correlation with force structure reductions. - Beginning in FY07 (highlighted in RED), Navy manpower begins to diverge from force structure - this manpower divergence may be a contributing factor to the perceived personnel readiness degradation reported by the Fleet. Overall, Navy faces increased manpower cost which cannot be over-stated – these factors are significant. These issues are being addressed at the strategic level as the Navy attempt to balance force structure, operational readiness and the cost of manpower.
Now lets take a look at the process of determining a requirement and how that translates to Sailors onboard at COB. Three elements are used in determining manpower requirements: requirements (places), endstrength (controls), and authrorizations (root source). Then the Navy Manning Plan is applied. This is the fair share distribution of the PERSONNEL that are assignable. Current on Board is the result = Today's muster THE MINIMUM requirements and the Current on Board are different. This difference leads can lead to a readiness gap...we have less people on board to meet the defined workload requirements.
In order to effectively use the inventory to meet the defined workload requirements. The Navy must FILL its billets with the right FIT . “ Fit” is having the right skills for specific fills. FIT to FILL, as you are aware, isn’t an easy process. There are factors that can affect FIT TO FILL such as: Inventory gaps Budget constraints / reductions School quotas Ready rollers Additional Information: The left side of the slide explains how we as a Navy work to quantitize and qualitize the billets needed to meet the mission and workload. Right side displays the flow of personnel to those billets (the demand signal for people). Ideally, in the accession, training and placement of the personnel we arrive at Fill.
What is the EPA and why is it important in this discussion of manpower? The EPA is our billet base and is controlled by to the actual end strength authorization. The EPA is broken down by fiscal years and summarized by Enlisted Manning Codes, rates and rating. It is produced for active duty and reserve components (one in the Spring and Fall of each year). Semi-annually publication allows for programming changes that have occurred during the year to be reflected in the billet base. This document is important to both Community Managers and Strength Planners. It is primarily used in promotion and strength plans. Bottom line is that the EPA allows us to bring billets authorized and end strength in balance.
Now let’s talk about a specific initiative that had broad impact on the enlisted billet base – the Top Six Alignment. When we began looking at this several years ago, there was a large gap between what we say we needed at the senior “Top Six” paygrades (the billets authorized) and what we could afford in terms of personnel cost. Closing that gap required either increasing personnel seniority (which costs more money) or reducing the billet authorizations. Personnel seniority has been limited to 73.25% due to limited manpower funding. Top Six was an effort to close that gap and send a better demand signal by reducing the billet authorizations. Phase I was implemented in 2007 and rolled down over 17,000 billets (reducing the Top Six percentage to 75.1%) Phase II was implemented in 2009 and rolled down an additional 7,000 billets (reducing the Top Six percentage to 74.24%) Further POM-12 actions have reduced the Top Six billet percentage to 73.89%
CNP Guidance for Phase II of the Top Six Alignment was clear - preserve personnel readiness for our ships, submarines, squadrons and other operational units. To do that in Phase II, we focused on shore activities and enlisted communities that were shore-centric and shore-intensive when looking for billets for paygrade reductions. Billets chosen for roll down were carefully selected to minimize the impact to Fleet readiness, while factoring in community health, career progression, and sea shore flow. I understand your community is concerned about Strike Fighter Wing NCC billets that were rolled down to NC1 and are now junior to the NCC billets at VFA squadrons. If the billet requires an E7 fill, then the Wing can petition their BSO to reinstate the higher paygrade through a Billet Change Request (BCR). The BSO will have to identify billet compensation in the form of an alternate E7 billet to lower to E6.
WHAT THIS MEANS IS THAT, UNLESS SEA/SHORE FLOW POLICIES CHANGE, WE WILL HAVE PLENTY OF FUNDED BILLETS AT SEA TO FILL, BUT MANY OF THE SAILORS THAT WOULD FILL THEM REMAIN ASHORE COMPLETING THEIR ENTITLED 36 MONTH SHORE TOUR. THIS DISCONNECT WILL BECOME INCREASINGLY CLEAR IN FY 12. ----------------------------------------------------------------------------- For Aviation billets, between FY10 and FY16, average billets are at 54,000. 66% of those billets are at sea and 33% at shore. This does not include FAC-G billets and non aviation production billets (recruiter, RDC, TPU staff, etc.). Currently there are 59,680 aviation rated Sailors in the Navy. On average, 10% of those Sailors are non distributable due to LIMDU/Pregnancy/TPP&H. Total distributable is 53,572; approximately 400 personnel short to fill all aviation specific billets. Average Sea/Shore rotation for first tour Aviation billets is 48 months at sea and 39 months shore. With 66% of the billets at sea and 400 personnel short to fill aviation rated billets, there are great difficulties in manning fleet commands while still supporting Sailor’s sea/shore rotations. Both ABs and AOs are at 60 months for first sea tour and 36 months shore. To fill ABE billets, Sailors need to actually do up to 96 months sea and 26 months shore. For AOs sea needs to be at 60 months, but shore needs to be only 26 months.
AN INTERESTING REALITY FROM THE POM 12 DECISIONS IS THAT WE HAVE BROKEN SEA /SHORE FLOW. THE NUMBER OF RATINGS THAT ARE MAXED OUT HAS GROWN. NOTE THE COMMENT ON THE ABE RATING.
Now let’s shift over to one of my favorite CNO special programs…The Navy and Coast Guard’s wounded, ill and injured program which we refer to as Navy Safe Harbor. Safe Harbor is the Navy’s lead organization for coordinating non-medical support of seriously wounded, ill, and injured Sailors, Coast Guardsmen, and their families. Safe Harbor non-medical care managers provide a lifetime of individually tailored assistance designed to optimize the success of the service member’s recovery, rehabilitation, and reintegration activities. Safe Harbor’s goal is to return Sailors to duty and, when not possible, work collaboratively with federal agencies including Department of Veterans Affairs, Department of Labor, state, and local organizations to ensure successful reintegration of Sailors back into their local communities. The Navy Safe Harbor program was originally developed in October 2005, to be an organization that focused on advocacy for the Sailors and their families who were seriously injured as a result of OEF/OIF operations. The program’s mission has been expanded in 2008 to cover any “Seriously ill/injured (SI) and Very seriously ill/injured (VSI)” Sailors and their families. Safe Harbor extends support beyond separation or retirement, by providing mentoring during reintegration to the community through the Anchor Program, a partnership of Navy Reserve and Retired member volunteers. In April 2009, the CNO and Commandant of the Coast Guard signed a MOA to align all serious wounded, ill and injured Coast Guardsmen under Safe Harbor, due to the smaller Coast Guard population, making it easier and more cost effective to leverage the Navy’s already existing wounded warrior program.
Now when speaking of organization structure and alignment, Navy Safe Harbor is currently aligned under OPNAV N1 (Deputy Chief of Naval Operations for Manpower, Personnel, Training and Education) in the N12 (Navy Total Force Requirements Division) Directorate. Additionally, the Director Navy Safe Harbor reports directly to the Vice Chief of Naval Operations on matters concerning wounded warrior care. Navy Safe Harbor staff consists of a Headquarters element of 20 personnel and 18 field personnel. The headquarters staff is located in the Navy Annex in Washington DC and consists of 20 personnel assigned in two distinct departments. Strategic Support Department contains 11 personnel assigned as subject matter experts on all phases of wounded warrior care. The Operations Department consists of 4 personnel who manage and lead the 18 Non-medical Care Managers (Field Personnel) who are assigned to 12 Military Treatment Facilities and VA Hospitals Nationwide. Non-Medical Care Managers support and assist seriously wounded, ill, and injured service members and their families, identify needs, and work towards achieving recovery, rehabilitation, and reintegration goals. The non-medical care manager works closely with the medical team, hospital patient administration, casualty affairs office, and the service member’s command. In doing this the non-medical care managers helps in resolving non-medical issues and aids in the preparation for a transition back to active service or civilian life. Safe Harbor assists with issues pertaining to legal and guardianship, invitational travel orders, lodging and housing adaption, child and youth care along with transportation needs, to name a few.
Safe Harbor enrollment eligibility includes combat-related wounds or injuries and ship board accidents, off duty accidents, (motor vehicles, sporting, etc.), serious medical and psychological conditions (cancer, severe PTSD, etc). The majority of enrollees are either seriously ill or injured however, the Navy does have 81 combat wounded service members that the program takes care of. Enrollment in Safe Harbor is voluntary. Sailors and Coast Guardsmen may be referred to Safe Harbor by self-referral, family referral, their command leadership, or their medical team to name a few. Navy Safe Harbor support does not end at the medical treatment facilities’ door. Once you are enrolled in the program, you are enrolled for life and anytime a non-medical issue arises, your Navy Safe Harbor team will be there to help you overcome that obstacle, allowing each service member to reach their recovery goals.
Currently, Safe Harbor manages a Wounded Warrior population of 674 service members. Out of this figure 100 cases are currently in progress and being aggressively managed by the field non-medical care managers. Also, 336 have either transitioned out of the Navy by separation or retiring from active duty service. A snapshot of Safe Harbor’s enrolled Sailor is an active duty, E-5 Male with an average age of 34 and married. This means that 87% of the enrolled population are male and 13% are females. As you can see from the chart, 90% are enlisted and 10% are officers. 79% are active duty and 21% are reservists. Only a small portion of the Navy is aware of this program, 12% to be exact! Please continue to spread the word about the Navy’s Wounded Warrior program to your fellow Shipmates. It is everyone’s duty to promote the program and know about the resources available to our shipmates. We are on Facebook and Twitter! Also, the program will launch a new website on during the month of July.
Navy Safe Harbor has established an enduring organization that has been responsive to the needs of all seriously wounded, ill or injured Sailors and family members. The Navy’s commitment is to provide superior quality, life-long non-medical care management and individually tailored support plans, ensuring sustained engagement in providing for the health and welfare of seriously wounded, ill, or injured Sailors, Coast Guardsmen and their families. If you have any additional questions please feel free to contact the Director CAPT Bernie Carter or the Operations Officer LT David Noriega. Navy Safe Harbor – the Navy’s Wounded Warrior Program.
The guiding principle for this quota-based enlisted retention board is performance, with the objective of balancing the force in terms of seniority, experience and skills to meet Fleet and Joint Requirements. The board will examine the records of all eligible Sailors for performance indicators. Recent documented misconduct and substandard performance will indicate that retention may not be in the best interests of the Navy.
We have waived conversion eligibility requirements so that all ERB eligible Sailors are also eligible to apply for rating conversion to an identified undermanned rating prior to the board. Those selected for conversion will be exempt from the board.