Radm holloway ccc 2010 brief

1,564 views

Published on

OPNAV N13 BRIEF ON RECENT CCC SYMPOSIUM 2010

Published in: Career
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,564
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
10
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • We sustain and deliver required capabilities as well as anticipate future demands. As of 31 Mar 2010, our active end strength is 329,922. Our FY10 National Defense Authorization Act (NDAA) end strength control is 328,800. Since 2001, our active end strength has decreased by ~48K. During this time, our mission set has increased, including: Individual Augmentees : +7,000 AC SEAL/SOF : +2,782 since POM 04; +3,465 by FY15 Naval Coastal Warfare: +720 (converted 2 NCW units in POM from Reserve to Active Duty) FRP : increase due to Blue in Support of Green (BISOG) – Navy’s organic support to USMC operational units FAO and NECC : +355 Added a Maritime Civil Affairs Group (+155) Converted Reserve Cargo Handling Battalion to Active Duty (+168) Added four platoons to the Explosive Ordinance Disposal community (+32) Riverene : +675 (3 AC squadrons with 225 personnel each) NECC and NSWC : +5,542 through FY10 (using POM 04 as a baseline) Naval Construction Force : +700 in POM-08 (added a 9th active duty Naval Mobile Construction Battalion BISOG : +900 (approx.) supporting increased USMC medical and dental requirements Our goal is to keep a balanced force in terms of seniority, experience, and skill sets matched to requirements. Uniformed Personnel Costs 40% increase since 1999 (still rising)
  • As of 31 March 2010, our reserve end strength is 65,901. Our FY10 NDAA end strength control is 65,500. Since 2001, our Reserve end strength has decreased by ~22K. During this time, our Reserve force has increased their mission set, including: 2003 : Primary missions (NAVELSG, NMCB, TACAIR, EODMU)/ 7488 RC mobilized 2004 : Primary missions (NAVELSG, NMCB, TACAIR, EODMU)/ 4280 RC mobilized 2005 : Primary missions (NAVELSG, NMCB, TACAIR, EODMU)/ 5745 RC mobilized. Missions with increasing footprints: SOF, Naval Coastal Warfare (NCW), Security Force units, AT/FP units 2006 : Primary missions (NAVELSG, NMCB, TACAIR, EODMU, SOF, NCW, Security Force, AT/FP, Civil Affairs, Customs Dets)/ 6313 RC mobilized 2007 : Primary missions (NAVELSG, NMCB, TACAIR, EODMU, SOF, NCW, Security Force, AT/FP, Civil Affairs, Customs Dets)/ 5717 RC mobilized 2008 : Primary missions (NAVELSG, NMCB, TACAIR, EODMU, SOF, NCW/Maritime Expeditionary Security Detachments (MESD), Security Force, AT/FP, Civil Affairs, Customs Dets)/ 5252 RC mobilized. New mission: Riverine Warfare 2009 : Primary missions (NAVELSG, NMCB, TACAIR, EODMU, SOF, MESD, Security Force, AT/FP, Civil Affairs, Customs Dets, Riverine)/ 7168 RC mobilized. 2010 : Primary missions (NAVELSG, NMCB, TACAIR, EODMU, SOF, MESD, Security Force, AT/FP, Civil Affairs, Customs Dets, Riverine)/ 2730 RC mobilized (year to date).
  • FY10 Execution plan represents an adjusted model based on FY09 conditions Over-execution to meet OCO demand FY10 assumptions are: Retention rates will increase Natural losses will decrease Upper-level mental group Navy goal ≥ 70% HS degree goal ≥ 95% We will receive approval for OCO Temporary over strength Force shaping continues to ensure correct skill mix FYDP assumptions are: Retention rates will fluctuate with the economy We are aligned with OSD for OCO strategy but funding is subject to Congressional approval Uncertain retention impact of Post-9/11 GI Bill Manpower costs will continue to exceed real budget growth Risks include: Financial Risk FY10: MPN execution risk = $176M shortfall FY11: Supplemental funding for end strength to meet OCO demand Future Risk – recruiting and retention Recruit quality of future accession missions
  • Overages in LOS 1 and 2 due to shortage of Student EPA compared to Student Inventory: Individuals Account (Student) EPA = 14,297 Individuals Account (Student) BA (M+F) = 14,297 Individuals Account (Student) INV (M+F) = 21,153 Reduced Accessions occurred between FY03 and FY07 PACTS are filling in LOS 3-4 PTS Conversions are filling LOS 4-7 Early Career Transition (vice Early Outs) are really occurring up to 20 years. Indefinite Reenlistment for CPO’s should begin in October 2010. Performance-based Petty Officer Continuation Board for Sailors with 6 to 20 YOS is recommended
  • We must maintain a balanced force—seniority, experience, and skills matched to requirements. Our principles revolve around attracting and retaining the best talent, and safeguard the careers of our top performers. These principles will allow us to have better stability and predictability when delivering Sailors to the Fleet.
  • Management policies supported by appropriate statutes, benefits, and compensation options and agreements that facilitate transparent movement between AC, RC, Civilian Service. Sailors can choose RC affiliation and the Navy Operational Support Center they desire to drill at while still on active duty---innovative business process. These management policies provide for variable and flexible service options and levels of participation. Support philosophy to recruit once, retain for life. Movement between components are transition vice recruiting activities. Consistent with DOD manpower requirements 72-hour transition processing by end of FY. Supports easy and seamless transitions and allows RC member to provide operational support, whether short period or longer-term and then return to civilian life as expeditiously as possible. Supports Top 50 Employer
  • Navy Suicide Rate Includes Active and Reserve Component Sailors who were activated, training, or drilling at death Official annual rates based on DOD standardization are calculated with confirmed and suspected suicides divided by adjusted end strength calculated by the Armed Forces Medical Examiner based on DMDC end strength data and including active duty population and a fraction of reserve members to account for RC full time equivalent of duty days as of 30 September of the calendar year. The suicide rate has risen each year since 2005. Although the 2009 rate is slightly below the three standard deviation upper control limit from the 1999-2005 baseline, 4 additional deaths in the year would have caused the rate to top the UCL. Suicide Related Behaviors Prior to February 2008, SITREP/OPREP reports were required only for suicide attempts or gestures. In February 2008, the requirement changed to include attempts, gestures, and ideations. However, the reporting compliance was inconsistent and the terms were poorly defined and difficult for commands to discern at the early stages of an event when the message needed to be released. NAVADMIN 122/09 in April of 2009 changed the SITREP/OPREP requirement to a single category “Suicide Related Behaviors”. Only a medical provider can make a determination that the event was a suicide attempt (using the new definition consistent with recent Center for Disease Control nomenclature and accepted for use by VA and DOD). The DoD Suicide Event Report is completed in attempt cases by the medical provider.
  • Radm holloway ccc 2010 brief

    1. 1. Military Personnel, Planning and Policy 22 nd NCA Symposium RADM Holloway, OPNAV N13 28 June 2010
    2. 2. Big Picture Balanced Force – Active Duty ASW – Anti-Submarine Warfare BMD – Ballistic Missile Defense SEAL – Sea Air Land AFRICOM – U.S. Africa Command BISOG – Blue in Support of Green FAO – Foreign Affairs Officer NECC – Naval Expeditionary Combat Command FRP – Fleet Readiness Plan SOF – Special Operations Forces MAA – Master at Arms AC – Active Component IA – Individual Augmentee 328,800 (NDAA) 377,779 Since 2001… End Strength 47,857 Through 31 Mar 10 Sizing Shaping Stabilizing ASW/BMD Humanitarian Medical Cyber Increased Individual Augmentee Mission by 7,000 (Active) Increased SEAL/SOF/MAA demand FAO & NECC AFRICOM/ BISOG/ Force Protection/ Seabee Battalion Riverine Naval Coastal Warfare & FRP Fleet Response Plan Active Component IA Growth
    3. 3. Big Picture Balanced Force – Reserves 65,500 (NDAA) 87,913 Individual Augmentee Mission (~5,500) Civil Affairs, Customs SOF, Naval Costal Warfare, Security Force MESD, Riverine NAVELSG, NMCB, Tactical Air, EODMU 61,000+ Mobilized Reserves since 2001 NAVELSG – Navy Expeditionary Logistics Support Group NMCB – Navy Mobile Construction Battalion MESD – Maritime Expeditionary Security Detachment EODMU – Explosive Ordinance Disposal Mobile Unit SOF – Special Operations Forces Since 2001… End Strength 22,012 Through 31 Mar 10
    4. 4. Enlisted Strategic Landscape Economy End Strength + + Battle for High-end Skills War for Talent Default Employer of Choice Lean and Selective <ul><li>Increase selected accessions </li></ul><ul><li>Fewer more expensive incentives </li></ul><ul><li>Performance-based stabilization </li></ul><ul><li>Protect high-end skills </li></ul><ul><li>Reduced accessions </li></ul><ul><li>Reduced incentives </li></ul><ul><li>Involuntary actions for career force </li></ul><ul><li>Highly selective </li></ul><ul><li>Higher propensity for enlistment </li></ul><ul><li>Tailored incentives </li></ul><ul><li>Optimize distribution / Fit </li></ul><ul><li>Selective </li></ul><ul><li>Increased accessions </li></ul><ul><li>Broad incentive programs </li></ul><ul><li>Retention-focused policies </li></ul><ul><li>Less selectivity </li></ul>1999 2010 Positioning for the recovery – –
    5. 5. Position for Economic Upturn <ul><li>Highest quality/most senior force in history </li></ul><ul><li>Recruiting – 97% High School grads; 79% TSC I – IIIA; </li></ul><ul><li>DEP is at nearly 12 months </li></ul><ul><li>Retention – Zone A: 63.1%; Zone B: 70.4%; Zone C: 81.7% </li></ul><ul><li>Top 6 paygrades – 73% </li></ul><ul><li>National factors may challenge sustainment of this quality </li></ul><ul><li>Economic recovery with demand for technical skills </li></ul><ul><li>Post-9/11 GI Bill </li></ul><ul><li>National Health Care </li></ul>Unemployment Forecast Your Navy Reenlistment vs Unemployment Retention Assessment <ul><li>Sailors at a reenlistment decision point will increase in FY12-13 </li></ul><ul><li>More competitive retention environment in FY12-13 </li></ul><ul><ul><li>Webb GI Bill </li></ul></ul><ul><ul><li>National Health Care </li></ul></ul><ul><li>Increased number of individuals at their decision point and a more competitive environment could drive a significant increase in losses </li></ul><ul><li>Increased losses would be focused in high skill (6YO) ratings and could impact readiness </li></ul>
    6. 6. Cost of Manpower Example Programming Rates Enlisted Officer Captain Culinary Specialist (SN): $37,094 Culinary Specialist Second Class: $60,587 Machinist’s Mate Second Class (NUC): $75,587 Master Chief Machinist’s Mate (NUC): $151,755 LT (HR): $109,291 LCDR (HR): $131,580 LCDR (SWO): $137,480 LCDR (Pilot): $156,580 Aviation: $182,001 Surface: $186,101 Nuclear: $204,001 Medical: $227,201
    7. 7. FY10 Planned End 328,650 Stabilized End Strength and Balancing Skills and Seniority FY10 Active End Strength Execution NDAA 328,800 FY08 E/S 329,304 9.7% UE FY10 Mid-year Review Shortfall $176M FY10 Supplemental $1.2B Actual 330,615 As of June 17 FY10 Goals Accessions: 36,200 -2060 Retention: Zone A: 55% Zone B: 60% Zone C: 71%
    8. 8. Stabilizing and Shaping Current Enlisted Inventory Data as of 30 May 2010 Zone A Zone B Zone E Zone D Zone C <ul><li>Zone ‘C’ PTS </li></ul><ul><li>HYT Waivers </li></ul><ul><li>Zone ‘B’ PTS </li></ul><ul><li>HYT Waivers </li></ul>20----------CPO Continuation Board-----------30 20---------- Time-in Grade Waivers-------------30 Reduced Accessions FY03-FY07 Filling with PACTS Filling with PTS Conversions (LOS 4-7) <ul><li>Zone ‘A’ PTS </li></ul>Early Career Transition E4 HYT E5 HYT E7 HYT E8 HYT E6 HYT E9 HYT
    9. 9. Selective Reenlistment Bonus (SRB) <ul><li>Not an entitlement, but a Force Shaping tool </li></ul><ul><li>Approximately 272,000 Sailors fleet-wide </li></ul><ul><ul><li>Less than 4% reenlist for SRB each year </li></ul></ul><ul><li>Decreasing budget controls </li></ul><ul><ul><li>FY08 - $199M </li></ul></ul><ul><ul><li>FY09 - $170M </li></ul></ul><ul><ul><li>FY10 - $145M </li></ul></ul><ul><ul><li>FY11 - $131M </li></ul></ul><ul><li>Policy: </li></ul><ul><ul><li>FY10: 90-day policy and enforcement of 35-day PRECERT policy continued </li></ul></ul><ul><ul><ul><li>Exceptions to 90-day policy: </li></ul></ul></ul><ul><ul><ul><ul><li>Tier 1 personnel (various rates, based on priority) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Tier 2&3 Early Promote (EP) sailors </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Combat Zone personnel </li></ul></ul></ul></ul><ul><ul><ul><ul><li>PRD Rollers </li></ul></ul></ul></ul><ul><li>FY10 SRB Plan: </li></ul><ul><ul><li>Flexible, market-based and strategically focused on most critical, hard to replace ratings </li></ul></ul><ul><ul><li>Additional incentives for performance (i.e. early reenlistment opportunity for EP sailors) </li></ul></ul><ul><li>FY11 SRB Plan: </li></ul><ul><ul><li>Similar to FY10 plan </li></ul></ul>
    10. 10. Force Shaping Guiding Principles <ul><li>Retain our best Sailors with the right skill mix </li></ul><ul><ul><li>Target incentives to critical skills ratings </li></ul></ul><ul><ul><li>Keep a balanced force – seniority, experience, and skill sets matched to requirements=Long term sustainment of our Navy </li></ul></ul><ul><ul><li>Focus on performance – retain and safeguard careers of top performers </li></ul></ul><ul><li>Continue to attract and recruit our Nation's brightest </li></ul><ul><ul><li>Continue our efforts as a &quot;Top 50&quot; Company – remain brilliant at the basics </li></ul></ul><ul><li>Continue to use FIT as our primary metric </li></ul><ul><li>Stability and predictability </li></ul>Balanced force – seniority, experience, and skills
    11. 11. Performance-Based Board for Continuation Enlisted Personnel with Greater than 19Years Active Service <ul><li>Convenes 20 Sep 10 </li></ul><ul><li>Active/FTS E7-E9 Sailors with at least 19 years of service and 3 years time-in-rate as of 1 Sep 10 and </li></ul><ul><li>E7-E9 selected reserve (SELRES) and Voluntary Training Unit (VTU) personnel with at least 19 years of total service computed from their PEBD and three years TIR as of 1 September 2010 will be considered by the Continuation Board. Supports Navy’s effort to: </li></ul><ul><ul><li>stabilize and shape the force </li></ul></ul><ul><ul><li>ensure continued professional growth opportunities </li></ul></ul><ul><ul><li>retain our top performers in our most demanding billets </li></ul></ul><ul><li>Focused exclusively on Sailor’s performance; there are absolutely no quotas or expected percentages! </li></ul>
    12. 12. Perform To Serve (PTS) <ul><li>“ A vital element of our Navy’s total force strategy providing an opportunity to keep our best and brightest Sailors to meet future fleet and manpower requirements.” VADM Ferguson, Chief of Naval Personnel. </li></ul><ul><li>Required for all Sailors Zone A-C. </li></ul><ul><li>Controlling the number of Sailors in specific ratings improves FIT. </li></ul><ul><ul><li>Better control of rating inventory </li></ul></ul><ul><ul><li>Better advancement opportunities </li></ul></ul><ul><ul><li>Places Sailors in ratings Navy needs them most </li></ul></ul><ul><ul><li>Better prediction of end strength gain/loss trends </li></ul></ul><ul><li>PTS SELRES – expand to include an option for AC Sailors to apply for RC quota. This program supports Continuum of Service </li></ul>
    13. 13. Continuum of Service <ul><li>Seamless movement between Active Component (AC), Reserve Component (RC) and civilian service </li></ul><ul><ul><li>Established Career Transition Office to focus on retaining sailors vice re-recruiting as they transition between components </li></ul></ul><ul><li>72-hour AC/RC Transition processing </li></ul><ul><ul><li>Phased approach bridges the gaps and removes barriers associated with separate pay systems </li></ul></ul><ul><ul><li>Improve organizational alignment and processes </li></ul></ul><ul><li>Policies that promote retention of experienced and trained individuals </li></ul><ul><ul><li>Provide a career continuum of meaningful and valued work </li></ul></ul>Challenge the status quo and encourage unconventional solutions A key element of a comprehensive personnel management strategy and a central component of an integrated force
    14. 14. Active Advancement Opportunity <ul><li>E4 – 24.4% (21.5% below 15-yr ave) E5 – 15.5% (3.4% below 15-yr ave) E6 – 11.1% (1.8% below 15-yr ave) </li></ul>Advancements Affected by High Retention, Reduced End Strength E4 thru E6 E7 – 18.7% E8 – 11.9% E9 – 10.4% E7 thru E9
    15. 15. FTS Advancement Opportunity Advancements Affected by High Retention, Reduced End Strength E4 thru E6 E7 thru E9 <ul><li>Limited data available (8 years) E6 opportunity remaining steady; E5/4 negatively affected by high retention E4 – 35.8% E5 – 16.3% E6 – 11.4% </li></ul>E7 – 17.0% E8 – 8.5% E9 – 16.7%
    16. 16. SELRES Advancement Opportunity Maintaining predictable, sustainable advancements E-4 thru E-6 E-7 thru E-9
    17. 17. Retention Status Zone A FYTD Cumulative Average Zone B FYTD Cumulative Average Zone C FYTD Cumulative Average SELRES Attrition (loss from pay) Selected Reserve FY10 Plan Rate Enlisted 18.1% 18.6%* Officer 12.7% 15.1%* *12-month rolling average
    18. 18. SAPR Vision and Mission <ul><li>Reduce sexual assaults in the Navy </li></ul>Sexual assault – inconsistent with our Ethos MISSION A culturally-aware, educated Total Force environment intolerant of sexual assault, supported by a well-defined prevention, reporting, investigation, military justice, and victim advocacy program VISION “ Nothing has a more corrosive effect on readiness, good order, and discipline than sexual assault.” SECNAV, Sept 2009
    19. 19. Navy SAPR Program STATISTICS/TRENDS PROGRAM OVERVIEW
    20. 20. Navy Suicide Data CY10 CY09 *2010 preliminary rate includes confirmed suicides and ongoing investigations (calculated based on rolling rate June 09 to May10) <ul><li>OSC Training Continuum </li></ul><ul><li>Suicide Prevention Coordinator </li></ul><ul><li>Conference (22-23 Jun) </li></ul><ul><li>Fleet Leadership Workshops </li></ul><ul><li>CNO Suicide Study </li></ul><ul><li>Reserve Psychological </li></ul><ul><li>Outreach Teams </li></ul>Suicide Prevention and Awareness MONTH-BY-MONTH SUICIDES Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Active Duty (AC+RC) 0 4 2 3 4 0 13 SELRES (not in duty status) 1 0 2 0 0 0 3 Active Duty (AC+RC) 2 6 4 3 5 3 4 6 3 3 3 4 46 SELRES (not in duty status) 1 0 0 0 1 0 2 1 1 0 0 0 6 NAVY ACTIVE DUTY SUICIDE RATE PER 100K PER YEAR 1991- 2010*
    21. 21. <ul><li>BACKUP </li></ul>
    22. 22. E7-E9 Time-in-Grade Waivers <ul><li>NAVADMIN 370/08 – authorizes time-in-grade (TIG) waiver from two years to one year for retirement eligible E7-E9s. </li></ul><ul><li>Applies to active, FTS, and SELRES. </li></ul><ul><li>Cannot have less than one year TIG to request. </li></ul><ul><li>Will not be approved for: </li></ul><ul><ul><li>Pending/existing PCS orders </li></ul></ul><ul><ul><li>GSA assignment </li></ul></ul><ul><ul><li>Nuclear ratings </li></ul></ul><ul><ul><li>SEAL/SWCC/EOD/Diver programs </li></ul></ul><ul><ul><li>Incomplete DoD area tour requirements </li></ul></ul><ul><li>Those with critical NECs will be based on community requirements </li></ul><ul><li>Has not been a successful tool – extremely low yield </li></ul><ul><ul><li>Economic environment </li></ul></ul><ul><ul><li>“ high three” retirement pay calculation </li></ul></ul>
    23. 23. Early Transition <ul><li>NAVADMIN 369/08 – Sailors can request early separation for up to 12 months prior to EAOS. </li></ul><ul><li>CO’s maintain final disapproval authority. </li></ul><ul><li>Those holding critical NECs will be based on individual community requirements. </li></ul><ul><li>Those who will not be approved: </li></ul><ul><ul><li>Pending/existing PCS orders </li></ul></ul><ul><ul><li>GSA assignment </li></ul></ul><ul><ul><li>Under an SRB, in a rating, or holding a NEC eligible for an SRB </li></ul></ul><ul><ul><li>National Call to Service </li></ul></ul><ul><ul><li>Nuclear ratings </li></ul></ul><ul><ul><li>SEAL/SWCC/EOD/Diver programs </li></ul></ul><ul><ul><li>Incomplete DoD area tour requirements </li></ul></ul><ul><li>Bonus recoupment </li></ul><ul><li>Program expires 30 Sep 2010 </li></ul>
    24. 24. Accessions <ul><li>FY10 Active/PACT/NCS Accession Goal </li></ul><ul><ul><li>Original Goal = 38,750 </li></ul></ul><ul><ul><li>Current Rev 7 Goal = 34,140 </li></ul></ul><ul><li>FY10 Reserve/FTS/Prior Service Accession Goal </li></ul><ul><ul><li>Original Goal = 8,226 </li></ul></ul><ul><ul><li>Current Rev 7 Goal = 6,654 </li></ul></ul><ul><li>PACT </li></ul><ul><ul><li>PACT FY10 ECM need = 2,101 based on Fall 09 EPA </li></ul></ul><ul><ul><li>FY10 Original PACT Accession goal = 2,352 </li></ul></ul><ul><ul><li>Current Rev 7 Goal = 1,351 </li></ul></ul><ul><li>PMO Reclassification </li></ul><ul><ul><li>Successful reclassification process has allowed PMO to fine tune recruit ratings at RTC to meet ECM need at school output </li></ul></ul>
    25. 25. Nuclear Sailors <ul><li>N133 is responsible for all policy decisions that affect nuclear rated Sailors </li></ul><ul><ul><li>MM (NEC 3355, 3365, 3356, 3366, 3385, 3395, 3386, 3396) </li></ul></ul><ul><ul><li>ET (NEC 3353, 3363, 3383, 3393) </li></ul></ul><ul><ul><li>EM (NEC 3354, 3364, 3384, 3394) </li></ul></ul><ul><li>Nuclear rates are compensated differently from many others </li></ul><ul><ul><li>SRB </li></ul></ul><ul><ul><li>ESRP </li></ul></ul><ul><ul><li>SDAP </li></ul></ul><ul><ul><li>SDIP </li></ul></ul><ul><li>Many policies have special criteria for nuclear rates </li></ul><ul><li>Call N133 anytime there is a question on what to do for a “nuke” </li></ul><ul><li>EMCM Dean Phelps </li></ul><ul><li>[email_address] </li></ul><ul><li>703-695-3301 </li></ul>
    26. 26. Approach for Building Resiliency <ul><li>Build Resiliency by developing a holistic approach to health, wellness and stress control </li></ul><ul><li>Provide the highest quality services to meet the needs at the right cost </li></ul><ul><li>Provide services through an integrated Community Support Information Network </li></ul><ul><li>Enable Sailors and their Families to proactively manage their own health and wellness </li></ul><ul><li>Benchmark state-of-the-art and best practices in DoD and Industry </li></ul><ul><li>Aggressively understand Total Ownership Costs and eliminate duplicate or redundant efforts </li></ul><ul><li>Transition from Program-focused to Sailor- and Family-focused Family Readiness efforts </li></ul><ul><li>Ultimately, how do we support Joint Preparedness for Military families? </li></ul>
    27. 27. Requirements for a Successful Transformation “Sexual Assault … Not In My Navy” <ul><li>Explicitly define the expected behavior </li></ul><ul><li>Accountability </li></ul>Role-modeling Under- standing and commitment Skills and competencies Aligned systems and structures “ ...We see our leaders behaving differently” “ ...We know what we need to change and we want to do it” “ ...We have the skills and confidence to behave in the new way” “ ...the systems reinforce the desired change” <ul><li>Recognizes Alcohol as the “weapon of choice” </li></ul><ul><li>Targets young Sailors </li></ul><ul><li>By-stander intervention </li></ul><ul><li>Sexual assault investigation and litigation </li></ul><ul><li>Trained SARCs, Victim Advocates, and medical staff </li></ul><ul><li>SAVI Case Management system </li></ul><ul><li>Prevention programs in all areas </li></ul>2 3 1 4 Requires leadership commitment for the culture shift

    ×