Pers3 leadership brief
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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.
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Pers3 leadership brief
- 1. BUPERS 3 Military Community Management UPDATED June 2010
- 2. Military Community Management Aligned in Echelon II to Increase Effectiveness DCNO for MPT&E / Chief of Naval Personnel (N1) N10 N11 N12 N13 N16 Echelon I Echelon II Echelon III NAVY PERSONNEL CODES CNRC RTC NETC BUPERS-3 Community Management BUPERS 31 (OCM) / BUPERS 32 (ECM) / BUPERS 320 (CCD) / BUPERS 34 (Analysis) NETC N7 N14 N15 Deputy Chief of Naval Personnel (DCNP) N095 CNRFC PMO Enterprises CNRF
- 4. Active End Strength Increased Mission While Decreasing End Strength Increased Individual Augmentee Mission by 7,000 (Active) Increased SEAL/SOF/MAA demand FAO & NECC Cyber ASW NMD AFRICOM/ BISOG/ Force Protection/ Seabee Battalion Riverine 377K 328K Naval Coastal Warfare & FRP Since 2001 Average End Strength ~46K ASW – Anti-Submarine Warfare NMD – Navy 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 Fleet Response Plan Active Component IA Growth Sizing Shaping Stabilizing
- 8. TPP&H/Student Pipeline LIMDUs & DNEC 0054/0055 237,892 Distribution of Navy Wide Enlisted Assets Of 288,215 total enlisted, 15% (43,005) were non-distributable and 2% (7,318) were LIMDU or had DNEC of 0054/0055 on May 2010. This is the I ndividuals A ccount less Officer Candidates *Note: Sailors who become pregnant while assigned to sea duty are assigned to a special shore tour with the DNEC 0054/0055. On 11 May 10, there were 75 Sailors in ACC 105 that also had DNEC 0054/0055. 4,510 1,931 29,496 12,307 Billets Authorized Distributable 244,185 Students ** TPP&H 9,123 Total 253,308 7,318 (Numbers are USN & FTS personnel) 3,998 3,320 Total Distributable – 245,210 (85%) (includes LIMDU and DNEC 0054/0055 which make up 2% of the distributable manning) Total Non–Distributable – 43,005 (15%) TPP&H – 13,509 (4%); Students – 29,496 (11%) Date of Data: May 2010 **Under Verification
- 9. NAVY RETENTION AND ATTRITION
- 10. ZONE A Reenlistment Rate Prediction & Progress 7.12 Attrition Rate Updated 31 May
- 11. ZONE B Reenlistment Rate Prediction & Progress 2.08 Attrition Rate Updated 31 May
- 12. ZONE C Reenlistment Rate Prediction & Progress 1.43 Attrition Rate Updated 31 May
- 13. Managing Skills Mix and End Strength (PTS/REGA/Continuation Board/PRP) FORCE STABILIZATION
- 14. Retaining Highly Skilled Motivated Sailors PERFORM TO SERVE
- 17. PTS and Detailing Ideal application period for personnel who require OBLISERV. Applications should be submitted 12 months prior to PRD to allow maximum number of looks prior to Detailing Window. 15 months from PRD 12 months from PRD 9 months from PRD PRD 7 months from PRD Commands should conduct Career Development Boards on all personnel who are within 12-15 months of PRD. PTS Applications should be submitted 12 months prior to PRD for those who would be required to OBLISERV for PCS orders. CMS-ID Detailing Window All Sailors should be under orders no later than 7 months prior to PRD PTS APPLICATION WINDOW 6 months from PRD PTS window extends beyond CMS-ID application window ** PTS/CMS-ID overlap due to detailing window shift from 9-5 months to 9-7 months in OCT 09 (NAVADMIN 249/09)** NEEDS OF THE NAVY CMS-ID apply PTS SELECTION WINDOW 4 months from PRD PTS Quota removed if not under Orders
- 19. PTS Timeliness Data On time submission of PTS applications: 76% 78% 86% 73% 18% 89% 96% 74%
- 20. PTS Separation Messages Separation message received after only 1 look in PTS due to late submission of application (less than 6 months) 167 248 459 243
- 21. Sailors who received INRATE Quota on last look 181 192 81 6 192 228 13 0
- 26. RATING ENTRY FOR GENERAL APPRENTICES (REGA)
- 29. Denied REGA with Qualified Rates Rates Qualified # of Sailors
Editor's Notes
- Where we fit in the N1 Organization.
- While reducing end strength, the Navy has grown its mission set since 2001. 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
- I’m going to turn now to a discussion of your pay. This is not meant to help you DECIDE if your pay is GOOD or BAD, HIGH or LOW. This IS meant to introduce you to the KEY ELEMENTS of PAY and to offer GUIDANCE to you in HOW TO THINK ABOUT PAY, so that IF a time comes when you’re considering offers from the NAVY or from employers in the private sector, YOU have a BASIS for comparing what you have with what you are being offered.
- End-of-quarter reenlistment rates predicted using linear regression variables used are: Previous year Zone A reenlistment rate Pay Gap E-5 Advancement PERSTEMPO for last 3 years
- End-of-quarter reenlistment rates predicted using linear regression variables used are: Previous year Zone A reenlistment rate Pay Gap E-5 Advancement PERSTEMPO for last 3 years
- End-of-quarter reenlistment rates predicted using linear regression variables used are: Previous year Zone A reenlistment rate Pay Gap E-5 Advancement PERSTEMPO for last 3 years
- I’m going to turn now to a discussion of your pay. This is not meant to help you DECIDE if your pay is GOOD or BAD, HIGH or LOW. This IS meant to introduce you to the KEY ELEMENTS of PAY and to offer GUIDANCE to you in HOW TO THINK ABOUT PAY, so that IF a time comes when you’re considering offers from the NAVY or from employers in the private sector, YOU have a BASIS for comparing what you have with what you are being offered.
- I’m going to turn now to a discussion of your pay. This is not meant to help you DECIDE if your pay is GOOD or BAD, HIGH or LOW. This IS meant to introduce you to the KEY ELEMENTS of PAY and to offer GUIDANCE to you in HOW TO THINK ABOUT PAY, so that IF a time comes when you’re considering offers from the NAVY or from employers in the private sector, YOU have a BASIS for comparing what you have with what you are being offered.
- ZONE A: INV EPA Mar 09 2258 2415 93.5% Jul 09 2294 2100 109.2% (-315 EPA) ZONE B: INV EPA Mar 09 947 940 100.7% Jul 09 903 979 92.2% (+39 EPA) ZONE C: INV EPA Mar 09 764 668 114.3% Jul 09 754 788 95.6% (+120 EPA) ZONE D: INV EPA Mar 09 1219 901 135.2% Jul 09 1218 949 128.3% (+48 EPA) ZONE E: INV EPA Mar 09 329 193 170.4% Jul 09 338 274 123.3% (+81 EPA) EPA 2007 = 5216 (Pre-Merger) 5801 (Post-Merger) +585 2008 = 5801 (Peak Merger) 5270 (Reduction) -531 2009 = 5270 (Peak) 5089 (Reduction) -181 Total EPA Loss since Merger (Oct 07): 712 billets Total EPA Loss since EPA Spread (Mar 09): 29 billets
- I’m going to turn now to a discussion of your pay. This is not meant to help you DECIDE if your pay is GOOD or BAD, HIGH or LOW. This IS meant to introduce you to the KEY ELEMENTS of PAY and to offer GUIDANCE to you in HOW TO THINK ABOUT PAY, so that IF a time comes when you’re considering offers from the NAVY or from employers in the private sector, YOU have a BASIS for comparing what you have with what you are being offered.
- Sponsor programs should be robust enough to enable the new crewmember to make his/her transfer to a new duty station as worry free as possible. Although not all Sailors desire or require sponsors, Commands should have in place a method of passing pertinent information about the Command, Local Area, Base/Facilities , Housing issues and other items interest. STAYNAVY Website has a REVERSE SPONSOR AID tool designed to allow Sailors the opportunity to provide pertinent information to their new gaining command and to request a sponsor from their gaining command. NAVADMIN 247/02 requests commands to provide up to date E-mail address and Sponsor Coordinator information to the Naval Personnel Command in order to verify accuracy of existing data base. Command Web Pages should as a minimum, direct or link perspective crew members to the Command Sponsor Coordinator or the Command Master Chief. Properly reaching out to new crew members shows them that they are a welcomed and needed member of the Team. “Welcome Aboard” should be extended to the ‘Total Sailor Package” to include spouses, or parents.