1. Military Personnel, Planning and Policy 22 ndNCA Symposium RADM Holloway, OPNAV N13 28 June 2010

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 Through31 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. 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 DetachmentEODMU Explosive Ordinance Disposal Mobile Unit SOF Special Operations Forces Since 2001 End Strength 22,012 Through31 Mar 10 4. Enlisted Strategic Landscape Economy End Strength + + Battle for High-end Skills War for Talent Default Employer of Choice Lean and Selective

Increase selected accessions

Fewer more expensive incentives

Performance-based stabilization

Protect high-end skills

Reduced accessions

Reduced incentives

Involuntary actionsfor career force

Highly selective

Higher propensity for enlistment

Tailored incentives

Optimize distribution / Fit

Selective

Increased accessions

Broad incentive programs

Retention-focused policies

Less selectivity

1999 2010 Positioning for the recovery 5. Position for Economic Upturn

Highest quality/most senior force in history

Recruiting 97% High School grads; 79% TSC I IIIA;

DEP is at nearly 12 months

Retention Zone A:63.1%; Zone B:70.4%; Zone C:81.7%

Top 6 paygrades 73%

National factors may challenge sustainment of this quality

Economic recovery with demand for technical skills

Post-9/11 GI Bill

National Health Care

Unemployment Forecast Your NavyReenlistment vs Unemployment Retention Assessment

Sailors at a reenlistment decision point will increase in FY12-13

More competitive retention environment in FY12-13

• Webb GI Bill

• National Health Care

Increased number of individuals at their decision point and a more competitive environment could drive a significant increase in losses

Increased losses would be focused in high skill (6YO) ratings and could impact readiness

6. Cost of Manpower Example Programming Rates Enlisted Officer Captain Culinary Specialist (SN):$37,094 Culinary Specialist Second Class:$60,587 Machinists Mate Second Class (NUC):$75,587 Master Chief Machinists 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. 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. Stabilizing and Shaping Current Enlisted Inventory Data as of 30 May 2010 Zone AZone B Zone EZone DZone C

Zone C PTS

HYT Waivers

Zone B PTS

HYT Waivers

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)

Zone A PTS

Early Career Transition E4 HYT E5 HYT E7 HYT E8 HYT E6 HYT E9 HYT 9. Selective Reenlistment Bonus (SRB)

Not an entitlement, but a Force Shaping tool

Approximately 272,000 Sailors fleet-wide

• Less than 4% reenlist for SRB each year

Decreasing budget controls

• FY08 - $199M

• FY09 - $170M

• FY10 - $145M

• FY11 - $131M

Policy:

• FY10: 90-day policy and enforcement of 35-day PRECERT policy continued

• • Exceptions to 90-day policy:

• • • Tier 1 personnel (various rates, based on priority)

• • • Tier 2&3 Early Promote (EP) sailors

• • • Combat Zone personnel

• • • PRD Rollers

FY10 SRB Plan:

• Flexible, market-based and strategically focused on most critical, hard to replace ratings

• Additional incentives for performance (i.e. early reenlistment opportunity for EP sailors)

FY11 SRB Plan:

• Similar to FY10 plan

10. Force Shaping Guiding Principles

Retain our best Sailors with the right skill mix

• Target incentives to critical skills ratings

• Keep a balanced force seniority, experience, and skill sets matched to requirements=Long term sustainment of our Navy

• Focus on performance retain and safeguard careers of top performers

Continue to attract and recruit our Nation's brightest

• Continue our efforts as a "Top 50" Company remain brilliant at the basics

Continue to use FIT as our primary metric

Stability and predictability

Balanced force seniority, experience, and skills 11. Performance-Based Board for Continuation Enlisted Personnel with Greater than 19Years Active Service

Convenes 20 Sep 10

Active/FTS E7-E9 Sailors with at least 19 years of service and 3 years time-in-rate as of 1 Sep 10 and

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 Navys effort to:

• stabilize and shape the force

• ensure continued professional growth opportunities

• retain our top performers in our most demanding billets

Focused exclusively on Sailors performance;there are absolutely no quotas or expected percentages!

12. Perform To Serve (PTS)

A vital element of our Navys 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.

Required for all Sailors Zone A-C.

Controlling the number of Sailors in specific ratings improves FIT.

• Better control of rating inventory

• Better advancement opportunities

• Places Sailors in ratings Navy needs them most

• Better prediction of end strength gain/loss trends

PTS SELRES expand to include an option for AC Sailors to apply for RC quota.This program supports Continuum of Service

13. Continuum of Service

Seamless movement between Active Component (AC), Reserve Component (RC) and civilian service

• Established Career Transition Office to focus on retaining sailors vice re-recruiting as they transition between components

72-hour AC/RC Transition processing

• Phased approach bridges the gaps and removes barriers associated with separate pay systems

• Improve organizational alignment and processes

Policies that promote retention of experienced and trained individuals

• Provide a career continuum of meaningful and valued work

Challenge the status quo and encourage unconventional solutionsA key element of a comprehensive personnel management strategy and a central component of an integrated force 14. Active Advancement Opportunity

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)

Advancements Affected by High Retention, Reduced End Strength E4 thru E6 E7 18.7%E8 11.9%E9 10.4% E7 thru E9 15. FTS Advancement Opportunity Advancements Affected by High Retention, Reduced End Strength E4 thru E6 E7 thru E9

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%

E7 17.0% E8 8.5%E9 16.7% 16. SELRES Advancement Opportunity Maintaining predictable, sustainable advancements E-4 thru E-6 E-7 thru E-9 17. Retention Status Zone A FYTD Cumulative Average Zone B FYTD Cumulative Average Zone C FYTD Cumulative Average SELRES Attrition (loss from pay) Selected ReserveFY10 Plan Rate Enlisted 18.1%18.6%* Officer12.7%15.1%* *12-month rolling average 18. SAPR Vision and Mission

Reduce sexual assaults in the Navy

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. Navy SAPR Program STATISTICS/TRENDS PROGRAM OVERVIEW 20. Navy Suicide Data CY10 CY09 *2010 preliminary rate includes confirmed suicides and ongoing investigations (calculated based on rolling rate June 09 to May10)

OSC Training Continuum

Suicide Prevention Coordinator

Conference (22-23 Jun)

Fleet Leadership Workshops

CNO Suicide Study

Reserve Psychological

Outreach Teams

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 6435346 333 4 46 SELRES (not in duty status) 10 0 0 1 0 2 1 1 0 0 0 6 NAVY ACTIVE DUTY SUICIDE RATE PER 100K PER YEAR 1991- 2010* 21.

BACKUP

22. E7-E9 Time-in-Grade Waivers

NAVADMIN 370/08 authorizes time-in-grade (TIG) waiver from two years to one year for retirement eligible E7-E9s.

Applies to active, FTS, and SELRES.

Cannot have less than one year TIG to request.

Will not be approved for:

• Pending/existing PCS orders

• GSA assignment

• Nuclear ratings

• SEAL/SWCC/EOD/Diver programs

• Incomplete DoD area tour requirements

Those with critical NECs will be based on community requirements

Has not been a successful tool extremely low yield

• Economic environment

• high three retirement pay calculation

23. Early Transition

NAVADMIN 369/08 Sailors can request early separation for up to 12 months prior to EAOS.

COs maintain final disapproval authority.

Those holding critical NECs will be based on individual community requirements.

Those who will not be approved:

• Pending/existing PCS orders

• GSA assignment

• Under an SRB, in a rating, or holding a NEC eligible for an SRB

• National Call to Service

• Nuclear ratings

• SEAL/SWCC/EOD/Diver programs

• Incomplete DoD area tour requirements

Bonus recoupment

Program expires 30 Sep 2010

24. Accessions

FY10 Active/PACT/NCS Accession Goal

• Original Goal = 38,750

• Current Rev 7 Goal = 34,140

FY10 Reserve/FTS/Prior Service Accession Goal

• Original Goal = 8,226

• Current Rev 7 Goal = 6,654

PACT

• PACT FY10 ECM need = 2,101 based on Fall 09 EPA

• FY10 Original PACT Accession goal = 2,352

• Current Rev 7 Goal = 1,351

PMO Reclassification

• Successful reclassification process has allowed PMO to fine tune recruit ratings at RTC to meet ECM need at school output

25. Nuclear Sailors

N133 is responsible for all policy decisions that affect nuclear rated Sailors

• MM (NEC 3355, 3365, 3356, 3366, 3385, 3395, 3386, 3396)

• ET (NEC 3353, 3363, 3383, 3393)

• EM (NEC 3354, 3364, 3384, 3394)

Nuclear rates are compensated differently from many others

• SRB

• ESRP

• SDAP

• SDIP

Many policies have special criteria for nuclear rates

Call N133 anytime there is a question on what to do for a nuke

EMCM Dean Phelps

[email_address]

703-695-3301

26. Approach for Building Resiliency

Build Resiliency by developing a holistic approach to health, wellness and stress control

Provide the highest quality services to meet the needs at the right cost

Provide services through an integrated Community Support Information Network

Enable Sailors and their Families toproactivelymanage their own health and wellness

Benchmark state-of-the-art and best practices in DoD and Industry

Aggressively understand Total Ownership Costs and eliminate duplicate or redundant efforts

Transition from Program-focused to Sailor- and Family-focused Family Readiness efforts

Ultimately, how do we support Joint Preparedness for Military families?

27. Requirements for a Successful Transformation Sexual Assault Not In My Navy

Explicitly define the expected behavior

Accountability

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

Recognizes Alcohol as the weapon of choice

Targets young Sailors

By-stander intervention

Sexual assault investigation and litigation

Trained SARCs, Victim Advocates, and medical staff

SAVI Case Management system

Prevention programs in all areas

2 3 1 4 Requires leadership commitment for the culture shift