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National Naval Officers Association - Bulletins
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NAVY DIVERSITY STRATEGY
R 141430Z FEB 06
FM CNO WASHINGTON DC//N1/NT//
TO NAVADMIN
RHMFIUU/CNO WASHINGTON DC//N09//
RUENAAA/CNO WASHINGTON DC//N09//
INFO RHMFIUU/CNO WASHINGTON DC//N00/DNS/N095/N097/N098// RUENAAA/CNO
WASHINGTON DC//N00/DNS/N095/N097/N098// UNCLAS //N05354//
NAVADMIN 059/2006
MSGID/GENADMIN/CNO WASHINGTON DC/N1NT/FEB//
SUBJ/NAVY DIVERSITY STRATEGY//
GENTEXT/REMARKS/1. SITUATION.
A. CONSISTENT WITH THE STRATEGY FOR OUR PEOPLE, NAVY SEEKS TO
INSTITUTIONALIZE A CULTURE WHICH FULLY LEVERAGES AND VALUES OUR DIVERSE
WORKFORCE. IN THIS PURSUIT, WE MUST DEVELOP A CAMPAIGN PLAN TO COMPETE
FOR THE WIDE RANGE OF TALENT OUR COUNTRY PRODUCES AND CREATE AN
ENVIRONMENT IN WHICH EVERY MAN AND WOMAN SERVING IN THE NAVY CAN ACHIEVE
THEIR FULL POTENTIAL.
B. THE NAVY NEEDS LEADERS FROM AND FOR EVERY PART OF OUR NAVY.
TODAY'S NAVY IS MANNED BY SAILORS AND CIVILIANS REPRESENTING MULTIPLE
ETHNIC GROUPS AND LITERALLY HUNDREDS OF CULTURAL HERITAGES.
IN LIGHT OF THIS DIVERSITY, WE MUST GIVE CAREFUL ATTENTION TO RETAINING
AND PROMOTING SAILORS WHO HAVE DEMONSTRATED THE POTENTIAL TO BE
EFFECTIVE WITHIN THIS LARGE ORGANIZATION COMPRISED OF PERSONNEL FROM
WIDELY VARYING ETHNIC AND CULTURAL BACKGROUNDS. A KEY MOTIVATION FOR
THESE YOUNG, UPWARDLY MOBILE SAILORS IS TO BE ABLE TO SEE THEMSELVES
REFLECTED IN NAVYS SENIOR LEADERSHIP, IN SUCH THINGS AS PROFESSIONAL
EXPERIENCE, EDUCATION, AND WARFARE COMMUNITY.
C. WHILE NAVY'S EQUAL OPPORTUNITY EFFORTS HAVE GENERALLY ACHIEVED A
DIVERSE WORKFORCE, THERE REMAIN OBSERVABLE DEMOGRAPHIC SHORTFALLS IN
SENIOR RANKS, TECHNICAL RATINGS AND ACROSS WARFARE COMMUNITIES. THIS
LACK OF REPRESENTATION FAILS TO FULLY LEVERAGE THE TOTAL FORCE AND
THEREFORE RISKS NAVY'S FUTURE READINESS AS AFFECTED BY ITS MANPOWER.
2. MISSION. ASSUMING WE HAVE RECRUITED THE WIDEST RANGE OF TALENT OUR
COUNTRY PRODUCES, NAVY WILL RETAIN AND PROMOTE A TOTAL FORCE THAT FULLY
LEVERAGES AND VALUES THE DIVERSITY INHERENT IN ITS MAKEUP. WE MUST
DEVELOP LEADERS AND ROLE MODELS WHO REFLECT OUR NAVY AND ESTABLISH
ENDURING PROCESSES TO MAINTAIN THE DIVERSE TOTAL FORCE.
3. COMMANDER'S INTENT.
A. PURPOSE. NAVY WILL CREATE A TOTAL FORCE THAT FULLY LEVERAGES
AND VALUES THE DIVERSITY INHERENT IN ITS MAKEUP. WE WILL DEVELOP
LEADERS WHO REFLECT OUR NAVY, ITS ETHNIC MAKE UP, GENDER MIX AND
CULTURAL DIVERSITY.
B. METHOD. NAVY WILL ACCOMPLISH THIS MISSION IN THREE PHASES.
PHASES 2 AND 3 MAY OCCUR CONCURRENTLY AND MAY BE SUSTAINED THROUGHOUT
ENDSTATE:
- PHASE 1: ASSESSMENT. PHASE 1 WILL CONSIST OF A BASELINE ASSESSMENT
OF RECRUITMENT, RETENTION AND PROMOTION GUIDELINES THAT HAVE RESULTED IN
CURRENT TOTAL FORCE DEMOGRAPHICS, AS WELL AS A REVIEW OF THE OVERALL
DIVERSITY TOOLKIT, LEGAL AUTHORITIES AND CONSTRAINTS.
- PHASE 2: DECISIVE ACTION. PHASE 2 WILL CONSIST OF ESTABLISHING THE
INSTITUTIONAL FRAMEWORK TO OPTIMIZE NAVY'S DIVERSE TOTAL FORCE, AS WELL
AS CONDUCTING A FOCUSED ANALYSIS OF DEFICIENT AREAS TO SUPPORT ROOT
CAUSE DETERMINATIONS AND CORRECTIVE ACTIONS.
EFFECTS BASED ASSESSMENTS WILL UNDERPIN PHASE 2 ACTIVITIES.
- PHASE 3: SUSTAINMENT AND ACCOUNTABILITY. PHASE 3 WILL CONSIST OF THE
ENDURING ACTIONS TO MAINTAIN NAVY'S DIVERSE TOTAL FORCE, INCLUDING
ACCOUNTABILITY FOR BOTH MISSION SUCCESSES AND FAILURES.
C. ENDSTATE. HAVING CREATED AN INSTITUTIONAL FRAMEWORK IN WHICH
EVERY MAN AND WOMAN SERVING THE NAVY CAN ACHIEVE THEIR FULL POTENTIAL,
NAVY WILL MAINTAIN ITS DIVERSE TOTAL FORCE THROUGH ENDURING EFFECTS
BASED ASSESSMENTS AND DISCRETE PHASE 2 AND/OR 3 LINES OF EFFORT, AS
CALLED FOR.
4. EXECUTION.
A. ORGANIZATION. CNO WILL ESTABLISH NAVY'S STRATEGIC OBJECTIVES
FOR A DIVERSE TOTAL FORCE IN ALIGNMENT WITH DOD'S DIVERSITY STRATEGY.
VCNO WILL CONDUCT EXECUTION OVERSIGHT OF THIS PLAN. N1/NT IS THE
COMMAND ORGANIZATION FOR NAVY'S DIVERSITY CAMPAIGN AND WILL COMMAND AND
CONTROL EXECUTION. THESE EFFORTS WILL BE SUPPORTED BY SUPPORTING
COMMANDERS, ENTERPRISES AND COMMUNITIES, CNO SPECIAL ASSISTANT FOR
DIVERSITY, RECRUITING COMMAND DIVERSITY DEPARTMENT, N13, N17, NPC,
CHINFO, JAG AND AT LEAST ONE SENIOR SUBJECT MATTER EXPERT FROM EACH OF
THE FOLLOWING ORGANIZATIONS: ASN (M&RA), FFC, OCHR, NETC, NSTC, CNI,
BUMED, CHC, OJAG, CHINFO, NAVY RESERVE, NPRST AND OTHER DOD/DON
ORGANIZATIONS AS REQUIRED.
B. COURSE OF ACTION
(1) CONDUCT PHASE ONE ASSESSMENT IN THREE DISCRETE, PARALLEL
LINES OF EFFORT, INCLUDING REVIEWS OF RECRUITMENT, RETENTION AND
PROMOTION GUIDELINES. FOR EACH LINE OF EFFORT, EVALUATE THE LEGAL
FRAMEWORK THAT BOTH SUPPORTS AND CONSTRAINS THE ACTIVITY. PHASE ONE
WILL INCLUDE PERIODIC UPDATES ON ASSESSMENTS AND AS A MINIMUM, WILL
ANSWER THE FOLLOWING QUESTIONS: (N1/NT, JAG)
- RECRUITMENT. ARE ALL ACCESSION SOURCES ACHIEVING A REPRESENTATIVE
DIVERSITY AMONG QUALIFIED APPLICANTS? (CNRC, NSTC,USNA)
- IS DIVERSITY ADVERTISING BUDGET AND STRATEGY EFFECTIVE? (CNRC)
- WHAT IS CURRENT DEMOGRAPHIC INVENTORY OF OFFICER CANDIDATES IN THE
CLASSES OF 2006-2009? (ALL)
- ARE NAVY WEEKS MAXIMIZING OPPORTUNITIES TO PROVIDE VISIBILITY TO
DIVERSE MARKETS AND IS ROI TRACKED? (CNRC,CHINFO)
- ARE PREP PROGRAMS MAXIMIZED TO PREPARE OFFICER CANDIDATES FOR
SUCCESS AND TO INCREASE DIVERSITY? (NSTC)
- RETENTION. DO DEMOGRAPHICS SHOW THE ATTAINMENT OF A DIVERSE NAVY UP,
DOWN AND ACROSS OUR TOTAL FORCE TASK ORGANIZATION?
(ALL)
- ARE RETENTION RATES COMPARABLE ACROSS THE TOTAL FORCE AND WITHIN
SPECIFIC COMMUNITIES? (NPC, CCD, FFC)
FURTHER:
- DOES THE INSTITUTIONAL FRAMEWORK ACHIEVE ALIGNMENT WRT DIVERSITY
INITIATIVES UP, DOWN, AND ACROSS THE NAVY'S TASK ORGANIZATION, SUCH THAT
OUR GOALS FOR A DIVERSE TOTAL FORCE MAY BE ACHIEVED? (N1/NT)
- DO ENTERPRISES/COMMUNITIES HAVE
DIVERSITY EFFORTS UNDERWAY AND DO THEY HAVE DIVERSITY POC/SME? (ALL)
- ARE FLEET EOA BILLETS FUNDED, FILLED AND PROPERLY UTILIZED?
(NPC, FFC, CNI)
- IS SEMI-ANNUAL FLEET DIVERSITY COUNCIL AND YEARLY EOA SYMPOSIUM
EFFECTIVE IN ALIGNING FLEET EFFORTS? (N1/NT, PERS-670)
- ARE WE GROWING AND DEVELOPING ACTIVE, RESERVE AND CIVILIAN LEADERS
WHO ARE ABLE TO FULLY LEVERAGE THE NAVY'S DIVERSE WORK FORCE, AND WHO
POSSESS THE CULTURAL AWARENESS AND ABILITY TO FOSTER ENVIRONMENTS WHERE
EVERY INDIVIDUAL PROSPERS AND EFFECTIVELY CONTRIBUTES TO NAVY'S MISSION?
(NETC)
- DO ALL LEADERSHIP/DEVELOPMENT COURSES INCLUDE DIVERSITY SKILLS AND
AWARENESS SCENARIOS? (NETC)
- IS TRAINING ON MENTORING AVAILABLE TO ALL LEADERS AND IS MENTORING
AND COACHING MEASURED? (NETC)
- DOES 5VM INCLUDE DIVERSITY LEADERSHIP SKILLS? (NETC)
- DO THE INTERNAL AND EXTERNAL COMMUNICATION PLANS ACHIEVE THE
DESIRED LEVEL OF AWARENESS AND COMMITMENT REGARDING THE BENEFITS OF
NAVY'S DIVERSITY INITIATIVES AND ATTAINMENT OF A DIVERSE TOTAL FORCE?
(CHINFO)
- IS PLAYBOOK 2006 MAXIMIZED FOR DIVERSITY OUTREACH? (CHINFO)
- IS NKO AND NPC DIVERSITY WEBSITE MAXIMIZED? (N1/NT)
- PROMOTION. DO POLICIES AFFECTING ASSIGNMENT, MENTORSHIP, TRAINING AND
EDUCATION MAXIMIZE OPPORTUNITIES TO SUCCESSFULLY COMPETE FOR ADVANCEMENT
AND PROMOTION, REGARDLESS OF GENDER OR ETHNICITY?
(NETC, NPC)
- IS THERE A PROCESS TO ENSURE A DIVERSE POOL OF CANDIDATES FOR ALL
AVAILABLE BILLETS AND OPPORTUNITIES? (NPC)
- DO PROMOTION BOARD PRECEPTS CAPTURE THE ESSENCE OF THE DIVERSE
TOTAL FORCE, SUCH THAT ALL RECORDS ARE AFFORDED THEIR BEST OPPORTUNITY
FOR SELECTION? (NPC, JAG)
(2) CONDUCT PHASE TWO DECISIVE ACTION THROUGH EFFECTS
ASSESSMENTS, FOCUSED ANALYSIS OF LINE OF EFFORT DEFICIENCIES AND ROOT
CAUSE DETERMINATIONS TO SUPPORT CORRECTIVE ACTIONS. THESE EFFECTS BASED
ASSESSMENTS OF RECRUITMENT, RETENTION, AND PROMOTION TAKE PLACE AGAINST
A BACKDROP OF THE INSTITUTIONAL FRAMEWORK THAT DELIVERS THE NAVY'S
DIVERSE TOTAL FORCE. CORRECTIVE ACTIONS MAY CALL FOR ADJUSTMENTS TO THE
INSTITUTIONAL FRAMEWORK.
- PHASE 2 ACTIONS WILL BE DERIVED FROM OUTCOMES OF PHASE 1
ASSESSMENTS AND DESIRED EFFECTS STATEMENTS WILL HELP DETERMINE
APPROPRIATE MEASURES OF EFFECTIVENESS. SUPPORTING COMMANDERS DEVELOP
ECHELON LEVEL DESIRED EFFECTS AND MOES.
- PROVIDE REGULAR UPDATES TO PHASE 2 ACTIONS
(3) CONDUCT PHASE THREE SUSTAINMENT AND ACCOUNTABILITY THROUGH
ONGOING EFFECTS ASSESSMENTS OF LINES OF EFFORT ACROSS THE TOTAL FORCE.
THIS PHASE INCLUDES ACCOUNTABILITY FACTORS FOR BOTH MISSION SUCCESSES
AND FAILURES, AND AS SUCH MUST ANSWER THE FOLLOWING QUESTIONS:
- IS SUCCESSFUL APPLICATION OF THE DIVERSITY FRAMEWORK APPROPRIATELY
INCENTIVIZED AND REWARDED?
- IS FAILED APPLICATION OF THE DIVERSITY FRAMEWORK ACCOUNTED FOR?
C. INFORMATION MANAGEMENT. THE DIVERSE TOTAL FORCE MUST BE
SUPPORTED BY INFORMATION TOOLS THAT ENABLE ACCURATE CHARACTERIZATION OF
TOTAL FORCE DEMOGRAPHICS, ONGOING EFFECTS BASED ASSESSMENTS AND
CORRECTIVE ACTION PLANNING AND IMPLEMENTATION. INFORMATION MANAGEMENT
MUST ALSO SUPPORT RAPID, COLLABORATIVE COMMUNICATIONS REGARDING LINES OF
EFFORT UP, DOWN, AND ACROSS THE INSTITUTIONAL FRAMEWORK. (N1/NT, ACNO
(IT))
D. MEASURES OF EFFECTIVENESS. N1/NT AND SUPPORTING COMMANDERS WILL
CONDUCT EFFECTS BASED ASSESSMENTS OF ALL LINES OF EFFORT. AS SUCH,
SUPPORTING COMMANDERS WILL DETERMINE ECHELON LEVEL DESIRED EFFECTS AND
MEASURES OF EFFECTIVENESS (MOE), DERIVED FROM STRATEGIC LEVEL DESIRED
EFFECTS STATEMENTS. MOES MUST BE READILY COLLECTABLE AND ILLUSTRATIVE
OF THE STATUS OF THEIR ATTENDANT LINES OF EFFORT, SUCH THAT DEFICIENCIES
ARE READILY EVIDENCED AND RE-PLANNING/CORRECTIVE ACTIONS MAY RESULT.
5. ADMINISTRATION AND LOGISTICS.
A. BUSINESS RULES. N1/NT INTENTIONS WILL INCLUDE APPLICABLE
BUSINESS RULES REGARDING C2, COMMUNICATIONS, EFFECTS ASSESSMENTS,
REPORTING, AND DIVERSITY SENIOR ADVISORY GROUP UPDATES. DIVERSITY
STRATEGY DOCUMENT WILL BE PROVIDED SEPCOR AND VETTED THROUGHOUT NAVY
WIDE DIVERSITY TASK ORGANIZATION AND IN ALIGNMENT WITH STRATEGY FOR OUR
PEOPLE.
B. TIMELINE. INITIAL PHASE 1 ASSESSMENT ENDS 30 APR 06. PHASE
2 AND 3 BEGIN UPON COMPLETION OF INITIAL ASSESSMENT.
6. COMMAND AND CONTROL. OPERATIONAL C2 WILL BE EXECUTED FROM N1/NT
THROUGHOUT THE DIVERSITY TASK ORGANIZATION IAW BUSINESS RULES DELINEATED
IN COMMANDER'S INTENTIONS.
7. PUBLIC AFFAIRS. IN SUPPORT OF THIS CAMPAIGN I, IN COORDINATION WITH
CHINFO, WILL SUSTAIN AN ACTIVE PUBLIC AFFAIRS APPROACH. PUBLIC RELEASE
OF INFORMATION ABOUT NAVY DIVERSITY EFFORTS IS AUTHORIZED WHEN APPROVED
BY CHIEF OF NAVAL INFORMATION OR MYSELF.
8. ADDITIONAL INFORMATION REQUESTED IN REF A, INCLUDING RESOURCE/COST
ESTIMATES FOR FY06, WILL BE FORWARDED SEPCOR.
9. RELEASED BY VADM J. C. HARVEY, JR., N1NT.// BT
#0002
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