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Navy Counselor Association Symposium June 2007

2. Community Management Tasks. Total Force Accession planningQuality, quantity, policyLateral conversions TrainingInitial (

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Navy Counselor Association Symposium June 2007

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    1. Navy Counselor Association Symposium June 2007 Captain Mike Fair Total Force Enlisted Community Manager michael.fair@navy.mil

    2. 2 Not going to speak to each of these but wanted to ensure you knew what we're responsible for. What's not up there are all the initiatives that suck manhours out of each day ISO future state. HCS, Reserve/ACDU community management, Sea Warrior, NMAPS, to name a few Training = QMONot going to speak to each of these but wanted to ensure you knew what we're responsible for. What's not up there are all the initiatives that suck manhours out of each day ISO future state. HCS, Reserve/ACDU community management, Sea Warrior, NMAPS, to name a few Training = QMO

    3. 3 Community Management Realignment Enlisted Community Managers

    4. 4 Top ECM Issues Stay Navy Enlisted Total Force Management (AC/RC) CREO and REGA Force Shaping Tools Advancements Community Management Challenges PS Transformation / PS CIVSUB IMA CIVSUB / Surface Ratings Community Health Matrix Rating mergers (changing technology & skills) Enlisted Community Manager Web Site

    5. 5 Selected Reserve (SELRES) Enlisted Community Management Transition of SELRES ECM functions 1 Oct 05 --- from Navy Reserve Forces Command, New Orleans to Pers-9 Strength Planning broken out and shifted to Chief of Navy Reserve staff at the Navy Annex 1 Jun 06 --- from Pers-9 to BUPERS 32 (formerly Pers 4011) Increased alignment with Active Component ECM policies and processes (Community Briefs, CREO/ECMO => CREO/CREO-R) FY07 Accession Plan – first endeavor with new chain of command Established first RC accession plan without “unqualitized end strength.” Led to Working Groups on HYT, RESCORE, Retention/Attrition The Way Ahead Fleet RIDE – working to include SELRES in the tool, supporting AC to RC transitions and eventually RC retention/conversion tool Improved ECMO, aligning definitions with AC CREO Reviewing next step of a “CREO-R” or combined AC/RC CREO Offering RC opportunities to separating Sailors via Perform-to-Serve (PTS) Improved National Call to Service (NCS) communications to standardize policies & business rules regarding transition to RC and extensions on AC Incorporating SELRES data to the ECM Web Site

    6. 6 E1-4 CREO PTS seeks to improve CREO categories across the Enlisted spectrum Move Sailors from overmanned to undermanned ratings Greatest impact on E1-4s E1-4 CREO category historical comparison E1-4 billets have taken greatest cuts in the POM/PR.

    7. 7 Open Ratings (9) - 18 ABE, ABF, ABH, AD, AE, AM, AO, AS, AT Approval Required Ratings (17) - 11 BM, CS, CS(SS), ET(SS-NV), ET(SS-RF), FT, GSM, MM, MM(SS-AX), MM(SS-W), MU, OS, PC, SH, SK, SK(SS), STS Closed Ratings (16) - 15 AZ, CTA, CTM, CTT, DC, EM, EN, GM, HT, MR, PS, QM, RP, TM, YN, YN(SS) “A” School Required Ratings (38) - 37 AC, AG, AME, AW, BU, CE, CM, CTI, CTN, CTR, EA, EM(SS-N), EM(SW-N), EO, EOD, ET, ET(SS-N), ET(SW-N), FC, FC(AEGIS), GSE, HM, IC, IS, IT, MA, MC, MM(SS-N), MM(SW-N), MN, MT, ND, PR, SB, SO, STG, SW, UT Rating Entry Status (Active) (DRAFT)

    8. 8 Open Ratings (7) - 10 AD, AE, AO, AS, AT, BM, YN Approval Required Ratings (8) - 3 AM, AZ, EM, EN, HT, MR, PS, SK Closed Ratings (2) - 5 CS, DC “A” School Required Ratings (8) - 7 AC, AME, AW, ET, HM, IC, IT, PR Rating Entry Status (Full Time Support) (DRAFT)

    9. 9 Rating Entry Status Changes

    10. 10 Enlisted Force Shaping Tools Selective Reenlistment Bonus (SRB):Both a force shaping and retention tool; Targets undermanned ratings (or NECs) and those ratings which have high replacement training costs; ~ 75% of funds targeted at first reenlistment decision point Natural losses can be affected by policy changes: --SRB to encourage retention, but cannot FORCE people to reenlist; --Fleet reserve requests can be denied if operational requirements dictate; --HYT bar can be raised or lowered; waivers to policy controlled; Last changed in FY93 --Attrition is hard to control at the Fleet level; easier to control at the entry point with CNRC controlling waivers, single RTC conducting training -Retention rates are a management indicator; not a planning tool ;In a downsizing environment, retention will be suppressed by necessary force shaping -Forced losses are required to downsize and shape the force --Driven by rating requirements and overall strength shaping considerations --Need to avoid creating “holes” in the force -Career Force Influences Quality of Service: Working conditions, Fleet manning/GENDET shortfall, Family separation--OPTEMPO Advancement Opportunity Quality of Training Civilian Economy:Opportunity outside the Navy Compensation:Pay, SRB, Retirement benefit systems, Tuition assistance Selective Reenlistment Bonus (SRB):Both a force shaping and retention tool; Targets undermanned ratings (or NECs) and those ratings which have high replacement training costs; ~ 75% of funds targeted at first reenlistment decision point Natural losses can be affected by policy changes: --SRB to encourage retention, but cannot FORCE people to reenlist; --Fleet reserve requests can be denied if operational requirements dictate; --HYT bar can be raised or lowered; waivers to policy controlled; Last changed in FY93 --Attrition is hard to control at the Fleet level; easier to control at the entry point with CNRC controlling waivers, single RTC conducting training -Retention rates are a management indicator; not a planning tool ;In a downsizing environment, retention will be suppressed by necessary force shaping -Forced losses are required to downsize and shape the force --Driven by rating requirements and overall strength shaping considerations --Need to avoid creating “holes” in the force -Career Force Influences Quality of Service: Working conditions, Fleet manning/GENDET shortfall, Family separation--OPTEMPO Advancement Opportunity Quality of Training Civilian Economy:Opportunity outside the Navy Compensation:Pay, SRB, Retirement benefit systems, Tuition assistance

    11. 11 Advancement Planning Enlisted advancement goal Maintain steady advancement opportunity Support manning requirements throughout Fleet Ensure future opportunity by not over advancing today OPNAV N13 - advancement policy, active duty/FTS quota determination and strength plans OCNR – SELRES advancement policy determination and strength plans OPNAV N10 - approves $$$ for number of advancements OPNAV N12 - provides the EPA BUPERS 32 (ECM) - responsible for community health and advancement quota recommendation NETPDTC (exam center) and NPC PERS 81 - exam administration and policy execution

    12. 12 Retention/attrition behavior Increases/decreases in number of test passers Top 6 alignment Fiscal constraints determined by current FY strength plan Rating mergers HYT Over/under advancement EPA increases/reductions (PR/POM process) Changes in EPA can outpace the ability to shape inventory in a single advancement cycle – can cause under/over manning in a paygrade Target EPA may be above/below the execution year’s work requirement Force reductions not reflected in target EPA can cause over/under advancing (MRR reductions, Top 6) ECMS can advance to a quota outside the control with N13/CNP approval Factors Affecting Advancements

    13. 13 E4-E6 Advancement History (ACTIVE)

    14. 14 PSD Transformation PSD Transformation is the Navy’s program to: Improve accuracy by reducing steps and enabling Sailors to interact with the Navy Pay and Personnel Support Center (NPPSC) where decision makers and approval authorities reside. Expand capability to a 24/7 operation where Sailors can transact business from any location with web access, a phone, or a Personnel Office Save money and resources as directed by SECDEF and Navy Leadership by centralizing processes to facilitate web-based applications and gain efficiencies There are many reasons why PSD Transformation is occurring… First is that we have a mandate from the top to catch up with the rest of society and use more technology to free up some limited resources, thereby improving our accuracy and putting you in contact with the experts Second, since operations tempo requires many of you to work at all times of the day from diverse locations, we need to accommodate your needs by expanding our capability…PSD transformation is the backbone of such support Third, surveys have shown that Sailors are increasingly comfortable with the web, and want to be able to take care of their business online. For these reasons, PSD Transformation has been launched to transform the manner in which personnel services are delivered to you and the Navy as an organization. In short, PSD is changing HOW Sailors will complete personnel transactions they have always been responsible for. As the picture depicts, our goal is to have you accomplish 85% of personnel actions via web-based applications while providing the right amount of support in the NPPSC or Face-to-Face to assist as necessary. There are many reasons why PSD Transformation is occurring… First is that we have a mandate from the top to catch up with the rest of society and use more technology to free up some limited resources, thereby improving our accuracy and putting you in contact with the experts Second, since operations tempo requires many of you to work at all times of the day from diverse locations, we need to accommodate your needs by expanding our capability…PSD transformation is the backbone of such support Third, surveys have shown that Sailors are increasingly comfortable with the web, and want to be able to take care of their business online. For these reasons, PSD Transformation has been launched to transform the manner in which personnel services are delivered to you and the Navy as an organization. In short, PSD is changing HOW Sailors will complete personnel transactions they have always been responsible for. As the picture depicts, our goal is to have you accomplish 85% of personnel actions via web-based applications while providing the right amount of support in the NPPSC or Face-to-Face to assist as necessary.

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    16. 16 The PS rating in the SELRES has also been effected by billet cuts. Aggregate SELRES PS manning is currently at 138%. Requirements expected to drop from 633 in FY07 to 551 in FY09. Qualify Sailors in Fleet Ride and prepare conversion package for CREO 1 or 2 ratings. Separating Sailor’s may elect to continue their career in the Selected Reserves (SELRES) through RESCORE. Sailors may qualify for a prior service affiliation bonus of up to $20,000 if they choose conversion to a critical rating in the SELRES. 2 year mobilization deferment also in effect. See NAVADMIN 007/07 for guidelines. Sailor or their CCC may contact the recruiter in the geographic area of separation for current opportunities. Stay Navy

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    18. 18 Community Health Matrix Provides leadership with the community health for every rating to lead decisions. Based upon: Geographic Stability Career Progression Sea/Shore Rotation Tools: FAC G billets SDIP

    19. 19 PHASE 1: DRAFT proposal being briefed to leadership based upon Enterprise recommendation. PHASE II: Proposal sent to NAVMAC by initiating authority for commonality study. NEOCS board review with NAVMAC NEOCS packages are with the Enterprises for review Forwarded for review to N1 and for CNO approval Ratings in PHASE II: OS/QM Engineering Ratings NAC to AW Conversion IC Disestablisment Navy Enlisted Occupational Classification System Merger Status

    20. 20 GM/TM Merger (Phase 3)

    21. 21 YN/CTA Merger (Phase 3)

    22. 22 EOD Rating Establishment Admin: NAVADMIN 017/06 announced approval. 1 JUN 06: E6-E9 established; 1 OCT 06: E1-E5 establishment date. Establishment updates provided via NKO and NPC Website. Uniform Manual requirements submitted. Rating badge avail via NEX. Advancement & Training: Coordinated with NETPDTC to publish Bibs JUL 06. First E7 rating advancement exam JAN 07 (CPO). First E4-E6 rating advancement exam MAR 07. First EOD “A” school FY 07. Personnel & Billets: SCR 4006 being executed by PERS-3. E6-E9 personnel designated EOD. General EOD comments: SCR for billet and personnel changes is on track for changes on effective dates. Training pipeline is established with NPDC and entered into CeTARS. General EOD comments: SCR for billet and personnel changes is on track for changes on effective dates. Training pipeline is established with NPDC and entered into CeTARS.

    23. 23 ND Rating Establishment Admin: NAVADMIN 003/06 announced approval. 1 JUN 06: E6-E9 established; 1 OCT 06: E1-E5 establishment date. Establishment updates provided via NKO and NPC Website. Uniform Manual requirements submitted. Rating badge avail via NEX. Advancement & Training: Coordinated with NETPDTC to publish Bibs JUL 06. First E7 rating advancement exam JAN 07 (CPO). First E4-E6 rating advancement exam MAR 07. First ND “A” school FY 07. Personnel & Billets: SCR 4006 being executed by PERS-3. E6-E9 personnel designated ND. RC status E6 – E9 established same date as AC. E1 – E5 establishment date is 1 Mar 07 First RC exams: Feb 07 for CPO, Aug 07 for all others. RC status E6 – E9 established same date as AC. E1 – E5 establishment date is 1 Mar 07 First RC exams: Feb 07 for CPO, Aug 07 for all others.

    24. 24 SO Rating Establishment Admin: NAVADMIN 132/06 announced approval. Establishment effective 1 OCT 06 E1-E9. Establishment updates provided via NKO and NPC Website. Rating Badge/Uniform Manual requirements submitted. Advancement & Training: Coordinated with NETPDTC to publish Bibs JUL 06. First E7 rating advancement exam JAN 07 (CPO). First E4-E6 rating advancement exam MAR 07. First SO “A” school FY 07. Personnel & Billets: SCR 4006 being executed by PERS-3. RC Status E1 – E6 establishment effective 1 Oct 06. E7 – E9 establishment set for 1 Mar 07. First RC exams: CPO, Feb 07, all others Aug 07 RC Status E1 – E6 establishment effective 1 Oct 06. E7 – E9 establishment set for 1 Mar 07. First RC exams: CPO, Feb 07, all others Aug 07

    25. 25 SB Rating Establishment Admin: NAVADMIN 133/06 announced approval. Establishment effective 1 OCT 06 E1-E9. Establishment updates provided via NKO and NPC Website. Rating Badge/Uniform Manual requirements submitted. Advancement & Training: Coordinated with NETPDTC to publish Bibs JUL 06. First E7 rating advancement exam JAN 07 (CPO). First E4-E6 rating advancement exam MAR 07. First SB “A” school FY 07. Personnel & Billets: SCR 4006 being executed by PERS-3. RC Status E1 – E6 establishment effective 1 Oct 06. E7 – E9 establishment set for 1 Mar 07. First RC exams: CPO, Feb 07, all others Aug 07 RC Status E1 – E6 establishment effective 1 Oct 06. E7 – E9 establishment set for 1 Mar 07. First RC exams: CPO, Feb 07, all others Aug 07

    26. 26 Mass Communications Specialist Rating Merger Admin: NAVADMIN 339/05 announced merger. Merger effective 1 JUL 06. Advancement & Training: First merged E7 advancement board JUN 06 – completed. First E7 rating advancement exam JAN 07 (CPO). First E4-E6 rating advancement exam SEP 06 – completed. First MC “A” school FY 07. Coordinated with NETPDTC to publish Bibs APR 06 for SEP 06 Exam. Personnel & Billets: Personnel and billets changes completed. Everything is on track. MC merger completed as 1 July 2006. Everything is on track. MC merger completed as 1 July 2006.

    27. 27 Admin: NAVADMIN 338/05 announced merger. Merger effective: 1 Mar 06: E5 and below – completed, no issues. 1 Oct 06: E6 and above. Advancement & Training: First E7 rating advancement exam JAN 07 (CPO). First E4-E6 rating advancement exam MAR 06 – completed. Personnel & Billets: Personnel and billets changes completed, to date. Temp NEC 0CTO used to identify former CTO. This merger has went well. One lesson learned from this merger: We attempted to lead the merger target by changing databases 9 months in advance of effective date to address P9 distribution challenges. We found that by changing the databases early caused unforeseen problems with advancements boards and testing. We have worked with PERS-3 (and coordinated with all database stakeholders) to develop a SCR template and MOA (in draft) to establish biz rules to change databases on the effective merger date rather than trying to lead the target. This merger has went well. One lesson learned from this merger: We attempted to lead the merger target by changing databases 9 months in advance of effective date to address P9 distribution challenges. We found that by changing the databases early caused unforeseen problems with advancements boards and testing. We have worked with PERS-3 (and coordinated with all database stakeholders) to develop a SCR template and MOA (in draft) to establish biz rules to change databases on the effective merger date rather than trying to lead the target.

    28. 28 NPC WEB-SITE Timely info/updated monthly Ease of Navigation Continuity of Web-Pages Co-located with other NPC Departments http://www.npc.navy.mil/Enlisted/CommunityManagers/

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    33. Aviation Structural Mechanic (AM)

    34. 34 Stay Navy Questions ?

    35. 35 P4011S1 ADMIN ASSISTANT Bill Ragatz 4-3200 P4011D1 AVIATION MECHANICAL CDR Silvester Del Rosario, ECM 4-2890 AFCM Mike Otten, Tech Ad 4-2076 (AB, ABE/F/H, AD, AF, AM, AME, AO, AS, AV, AZ) P4011D2 AVIATION AVIONCS/AIRCREW CDR John Segerson, ECM 4-2075 ADCS Brad Hoel, Tech Ad 4-2074 (AC, AE, AG, AT, AW, PR, AIRCREW) P4011D3 SURFACE ENGINEERING MAIN PROPULSION LCDR Carl Patterson (IA), ECM 4-2979 GSCS Wayne Hockensmith, Tech Ad 4-2979 (EN, GS, GSE, GSM, MM) SURFACE HULL/ELECTRICAL ICCS Earl Salter, ECM & Tech Ad 4-2821 (DC, EM, HT, IC, MR) P4011D5 SURFACE COMBAT SYSTEMS LCDR Scott Fairbank, ECM 4-2356 STGCS Craig Burns, Tech Ad 4-2820 (ET, FC, FC-AEGIS, GM, STG, MN, TM) SURFACE OPERATIONS ITCS Stanley Greene, ECM & Tech Ad 3784 (BM, OS, QM, IT, SM, LCAC) P4011D7 SPECIAL WARFARE/EOD/DIVER LCDR Paul Giberson, ECM 4-2858 NDCM (MDV) Leonard Winter, Tech Ad 4-3116 EODCM John Siegel, Tech Ad 4-2827 (DIVERS, EOD, SEALS, SWCC) P4011D8 CRYPTO/FRN LANUAGE LCDR William Kramer, ECM 4-2870 CTNCM Candace Janes, Tech Ad 4-2967 CTRCM Steve Proffitt, Tech Ad 4-2286 CTICS Richard Robinson, Tech Ad 4-2653 CTMCM Mark Stuart, Tech Ad 4-3870 (CTA, CTN, CTO, CTT, CTI, CTM CTR) P4011D9 SUBMARINE PERSONNEL (NUC-NUC) LT Matthew Mooshegian, ECM 4-2081 ETCS Scoot Rossiter, Tech Ad 4-2082 STS2 Casey Vandeusen, Tech Ad 4-2819 (EM(SS), ETS(SS), MM(SS), CS(SS), MT, SK(SS), SN(SS), STS(SS), YN(SS)) P4011D10 ADMIN/MEDIA LCDR Bruce Haynes, ECM 4-2949 NCCM David Adkins, Tech YNCM Michael Harris, Tech Ad 4-4977 (MC, ,PS, RP, YN, MU GENDET)

    36. 36 P4011D11 FULL TIME SUPPORT (FTS) CDR John Lanthroum (IA), ECM 7-2869 PSCM John Vance (IA), Tech Ad 4-2674 PSCM CJ Mitchell, Tech Ad 4-2974 HMC John Stephens, Tech Ad 4-2078 P4011D13 MEDICAL/DENTAL CDR Pete Guzman, ECM 4-2079 HMC Rodney Dooley, Tech Ad 4-2987 HMC Gil Cerros, Tech Ad 4-2981 (HM&DAPC) P4011D14 LEGAL/LAW ENFORCMENT LT Mark Reid, ECM 4-2975 MACM Luis Cruz, Tech Ad 4-2080 (SECURITY) P4011F PERFORM TO SERVE (PTS) NCCM Jean Allie 4-3195 PSCS Ron Miller 4-2950 P4011D15 SUPPLY CDR Dave Shealy, ECM 4-2823 LT Clint Bryant, Tech Ad 4-2822 CSCS Terry Reich, Tech Ad 4-2099 SK1 Dietta Caesar, Tech Ad 4-2826 (CS, PC, SH, SK) P4011D16 SEABEES LCSR Chris Martino, ECM 4-2037 SWCS Darrell Wagner, Tech Ad 4-2038 (BU, CE, CM, CN, CU, ES, SO, SE, UC, UT) P4011D17 INTEL SPECIALIST ISCM Michael Finnerty, Tech Ad 4-2880 P4011D18 SELRES CDR Tom Simpson, ECM 4-4511 PSCS Jennifer Mack, Tech Ad 4-4508 PSC Beth Schudel, Tech Ad 4-4515 PSC Charles Stevens, Tech Ad 4-2869 PS1 Keith Williams, Tech Ad 4-3326 PS1 Rosablanca Heyder, Tech Ad 4-4011 YN2 LaQuita Jackson, Tech Ad 4-4902 P4011G ANALYSIS CELL Jerry Rippy 4-4286 James Blum 4-3098 P4011H FLEET RIDE LIASON Paul Martin 4-2970 N27 (IS Rating) CDR Robert Farley, ECM (703) 695-1416 N133D (NUC) CDR Paul Whitescarver, (703) 695-4449

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