Manpower and Personnel Needs for a Transformed Naval Force (2008) / Chapter Skim
Currently Skimming:
1 Introduction
1 Introduction
Pages 11-29
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From page 11... ...
A highly trained, versatile force is critical to realizing the full potential of our naval forces. In his 2006 guidance, ADM Michael G
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Beyond that the role of the developing Marine Corps Special Operations Forces is in the process of being defined. Both the Navy and the Marine Corps will face recruitment and training challenges and compensation issues as they increasingly compete with the private sector for talent.
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The road will be difficult and involve integrated changes to virtually every aspect of manpower and personnel policy -- including recruitment, career paths, force management, compensation, retirement, education, and training. But, once these changes are in place, the naval forces will be prepared to meet the future.
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From page 14... ...
Two other laws that constrain the shape of the force and the flexibility of individual career paths are the Warrant Officer Management Act (WOMA) , adopted through the Fiscal Year 1992/1993 National Defense Authorization Act, and the Reserve Officer Personnel Management Act (ROPMA)
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From page 15... ...
Naval war missions have changed to include large and small strike missions using land-attack missiles and carrier-based aircraft, the sinking of an occasional small enemy ship, and antimine operations. The use of unmanned aerial vehicles as persistent surveillance platforms is growing, as is the demand for special forces.
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From page 16... ...
These new responsibilities require more widely distributed forces that are capable of independent action and able to carry out diverse functions that depend on the particular scenario. Manpower Concerns for Naval Forces Despite guidance, quadrennial reviews of compensation, and numerous study group recommendations, the maritime services still face major manpower issues in preparing for a transformed naval force.
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From page 17... ...
Gove, USN, Deputy Chief of Naval Personnel, Commander, Navy Personnel Command, "Manpower and Personnel Needs for a Transformed Naval Force," presentation to the committee, Feb ruary 13, 2007, Millington, Tenn.; DOD press release, "Fiscal 2008 Department of Defense Budget Released," February 5, 2007. and in specific occupational categories, shifts in the demographics of the U.S.
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To address these challenges, the Navy is increasing its recruiting force and is considering options to relax some of its quality goals, as well as offering several educational incentives for potential recruits. The Marine Corps plans to expand its recruiting force, but hopes to maintain current levels of quality.
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12 ol Otto J Rutt, USMC, Senior Marine Advisor to the Defense Human Capital Strategy Program C Executive Officer (DHCS PEO)
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It will require considerable effort for the naval forces to attract and retain the manpower required to carry out their missions. The Cost of Pay and Benefits Is Rising The new manpower needs come at a time when military pay and benefits consume about one-third of the DOD budget and place considerable pressure on accounts for acquisition and for operations and maintenance.
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From page 21... ...
TABLE 1.2 Benefits for Service Members, Families, and Retirees Added Since 1999 New Benefit History of Adoption Pay raises above the employment cost index Requested by chiefs of staff in autumn 1998 testimony; required by Congress for 2000 to 2006 Repeal of Military Retirement Reform Act (1986) Requested by chiefs of staff in autumn 1998, retirement provisions granted by Congress in National Defense Authorization Act of 2000 Tricare for Life Granted by Congress in National Defense Authorization Act of 2001, DOD role unclear Concurrent receipt of military retired pay and Granted by Congress in 2004 without DOD veterans' disability compensation request Repeal of Social Security offset for surviving Granted by Congress without DOD request spouse of deceased military retiree Expanded Tricare for reservists Opposed by DOD, granted by Congress
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15 Col Otto J Rutt, USMC, Senior Marine Advisor to the Defense Human Capital Strategy Program Executive Officer (DHCS PEO)
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Indeed, the committee believed it sensed early signs of problems during a brief site visit to a few ships at port in Norfolk, Virginia. Appreciating that the committee's site visit was very limited and took place in a port setting -- which is a particularly busy time for sailors, with multiple competing interests onshore -- committee members were struck by the level of voiced dissatisfaction with several aspects of Navy service, including long hours, lack of training opportunities, inflexible career paths, and individual augmentee (IA)
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From page 24... ...
, seniors having to perform the work of subordinates because of undermanning, and inadequate time to complete their own assigned tasks. Sailors also felt that their ability to train lower-ranked individuals to do their jobs well was limited by their own work schedules.20 The "In Lieu of" and Individual Augmentation programs, whereby sailors are assigned to fill shortfalls in numbers and skills in Army or Marine Corps ground units, is causing personnel turbulence and, at times, seems to hurt morale while creating shortfalls in traditional billets.
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From page 25... ...
A top-down look at plans for bringing future ships and aircraft online as they relate to productivity enhancement, including assessments of skill mix adjustments, out-of-norm operations, and lead times for preparing to use the new capabilities, should be considered. The fact that the manpower draw-down is to continue through 2013 adds urgency to the examination of these future productivity issues.22 A pressing reason to examine manpower productivity is the near-term addition of new ship designs and retrofitting plans for the legacy fleet.
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From page 26... ...
The Corps' establishment of air-ground task forces, its evolution of doctrine for amphibious operations and close air support, and its use of vertical lift and jump jets are all examples of fundamental innovation. The Marine Corps differs from the Navy, however, in the degree to which it expects to hold to tradition even as it transforms to meet future challenges and capitalize on technological opportunity.
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27 ol Otto J Rutt, USMC, Senior Marine Advisor to the Defense Human Capital Strategy Program C Executive Officer (DHCS PEO)
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From page 28... ...
28 ol C Otto J Rutt, USMC, Senior Marine Advisor to the Defense Human Capital Strategy Program Executive Officer (DHCS PEO)
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From page 29... ...
Navy and Marine Corps requirements for a transformed force demand new manpower and personnel policies that are more flexible and adaptive. Research tools ranging from surveys and analyses of administrative data to pilot demonstrations and experimentation have always been key tools in formulating policies that support military manpower transformation as discussed in Chapter 4.
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Key Terms
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