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Program Update

Program Update. Bottom Line Up Front Diversity remains a top priority for the Navy. CNO expects that all Navy leaders understand, embrace, practice, promote, and participate in diversity implementation. Why? Diversity - is an operational strategic imperative .

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Program Update

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  1. Program Update Bottom Line Up Front Diversity remains atoppriority for the Navy. CNO expects that all Navy leaders understand, embrace, practice, promote, and participate in diversity implementation. Why? Diversity -is an operationalstrategic imperative. is a critical force multiplier; directly impacts ability to accomplish mission. is a leadership issue. leverages the talents, experiences, values and ideas of our entire workforce. - is demanded and advocated at highest levels of DoD. “We derive great strength from our diversity. To the degree we are not diverse, we are weak.”ADM Mike Mullen, Chairman, Joint Chiefs of Staff

  2. Military Leadership Diversity Commission (MLDC) “When our nation looks at it’s Navy, it should see itself reflected back. Further, we want an officer corps that is reflective of the enlisted force it leads.” ADM Gary Roughead, Chief of Naval Operations • FY09 NDAA – MLDC established “…MLDC shall conduct a comprehensive evaluation and assessment of policies that provide opportunities for the promotion and advancement of minority members of the Armed Forces, including minority members who are senior officers.” • Deliverables required by law - Musthold deliberations and hearings in a public forum. - Must report out to Congress and the President by March 2011. - Report must include: • recommendations for improving diversity within the Armed Forces • findings and conclusions of the Commission; • other information and recommendations as appropriate 1 year submit a report to the President and Congress shall submit a report to the President and Congress hall submit a report to the President and Congress

  3. The 31 MLDC Commissioners Major General Rita Aragon, NGB (ret.) Major General Art Bartell, USA Lieutenant General Julius Becton, USA (ret.) Mr. Gilbert F. Casellas, Dell Inc. Chief Master Sgt Gary Coleman, USAF (ret.) Honorable D. Michael Collins, SES, FDIC Ms. Marieli E. Colón-Padilla, VP, Fleishman-Hillard Rear Admiral Jay Deloach, USN (ret.) Ms. Mary Dixon, USD (P&R) (DMDC) Brigadier General Rebecca Halstead, USA (ret.) Rear Admiral Cecil D. Haney, USN Lieutenant Colonel Alfred Harris, USA (ret.) Colonel Mary Hittmeier, USAFR Lieutenant General John Hopper, USAF (ret.) Mr. Ron Joe, USA (ret.) (DEOMI) Sergeant Major Hallie Johnson, ARNG (ret.) Colonel Mohammed Khan, USAF General Lester Lyles, USAF (ret.) (Commission Chair) Colonel Jorge Martinez, ARNG Admiral Sonny Masso, USNR (ret.) Senior Chief Thomas McGhee, USN (ret.) Major General Robert Neller, USMC Mr. Richard Noriega, VP, Community Initiatives Inc. Rear Admiral Mary P. O'Donnell, (ret.) USCG Lieutenant General Frank Petersen, USMC (ret.) Master Chief Angela R. Rodriguez, USCG Ms. Shamina Singh, VP, Nike Inc. Sergeant Major of Army Jack L. Tilley, USA (ret.) Sergeant Major William Whaley, USMC (ret.) Major General Leo V Williams, USMC (ret.) Mr. Frank Wu, Chancellor, UC Hastings Coll. of Law

  4. Senior Leader Presentations

  5. Private Sector Presentations

  6. MLDC Charter Tasks • Definition of Diversity • Outreach and Recruiting • Branching / Assignments • Diversity Leadership and Training • Promotion • 6. Retention • Implementation and • Accountability • 8. Metrics • 9. Legal Implications • 10. National Guard and Reserve Congress defined 16 tasks in the MLDC Charter. The Commission further divided the tasks into 10 categories:

  7. Selected MLDC Findings Final Report (PREDECISIONAL DRAFT -131 pages) on MLDC website www.whso.mldc.gov. Some key findings: Implementation and Accountability: Diversity initiatives are fragmented, and accountability is lacking. Outreach and Recruiting: Today’s youth, and minority youth in particular, have low eligibility rates for military service. Branching and Assignments: Top military leaders primarily come from tactical career fields. These career fields have low minority and female representation. Promotion: There is no discrimination evident in the promotion system. Retention: Women tend to leave the military before their male counterparts.

  8. Selected MLDC Recommendations MLDC developed 20 recommendations in Final Report. Excerpts: The leadership of DoD and the Services must personally commit to making diversity an institutional priority. Secretary of Defense conduct annual “accountability reviews” with his senior leadership. Congress require the Secretary of Defense to send an annual report on the progress made toward diversity goals in the Services, to include the Reserve and National Guard. DoD develop a standard set of strategic metrics and benchmarks that enables the Secretary of Defense to track progress toward its goal of having a dynamic and sustainable 20-30 year pipeline that yields diversity. Eliminate “combat exclusion policies” for women, creating a level playing field for all qualified service members.

  9. Status - Big Navy “The accountability reviews are extraordinarily valuable. . . . They have focused leadership in a way that is more than shouting louder. It’s about substance, mentoring, development, understanding who you have, and moving them along. ADM Gary Roughead , CNO remarks to MLDC, 2010 MLDC presentations revealed that Navy clearly stands out among the Services as the leader in implementation of diversity initiatives. Navy Diversity Directorate (N134) and Navy Strategic Diversity Working Group Recognized by Assoc of Diversity Councils as a Top 25 organization in US for achievements in workplace diversity processes and implementation. Ranked #8 in “U.S. Top 25 Diversity Councils”; beat following major corporations: - Best Buy - American Airlines - McDonalds - Comcast - Prudential - FedEx - Pfizer - Bayer Corp. - Siemens Energy - Gannett Co, Inc - Ameren - John Hopkins Laboratories CNO’s Diversity Accountability Review

  10. NAVMED: Where We Stand Today • Navy Medicine still a front-runner in creating diversity for Navy - Outreach and actions strategically aligned with Navy diversity efforts and successes - Diversity initiatives continuously reviewed and updated to identify and remove barriers -However,still much to accomplish to reach the CNO’s 2037 benchmarks • NAVMED Diversity Representation vs. 2037 African Am API / NatAm Hispanic Females(Navy Medicine = 37 %) • Diverse O1-O3’s within Navy Medicine - Our Pipeline and Future • African Am 629 Officers (13%) • API - NatAm 449 Officers ( 9%) • Hispanic 376 Officers ( 8%) • Females 2,229 Officers (45%) Overall Community       1,454 ethnic minority JO’s in NAVMED today (2100, 2200, 2300, 2900 Designators)   2010 Results 11

  11. NAVMED DiversityOfficers - Current State(Dec 2010) 2008 Percentage in Reference to 2037 Benchmark Green  at or above Yellow  within 5% Red  more than 5% below 2037 9,736 10,049 10,049 Gender Race / Ethnic ID NAVMED Designators: 2100,2200,2300,2900 Strong trend with AA; Opportunity for growth with Hispanic and API; Overall Navy leaders in Female percentages 12

  12. NAVMED DiversityOfficers Gender Drill-Down(Dec 2010) 490 (13%) 10,049 292 (8%) 251 (7%) Diversity 480 (8%) Gender NAVMED Females More Diverse than Males, paced by African American Females 13

  13. NAVMED Breakdown by Corps Officers (Dec 2010) • Successes: • AA:Above target: NC and MSC • FEMALE:MC 25%,DC 22%,MSC 31%,NC 63% • Opportunities for growth: • AA:CurrentlyBelow target: MC and DC • HISP:Currently Below target: all Corps • API/NatAM:Currently Belowtarget: all Corps CY 10 Medical Corps Nurse Corps Dental Corps Medical Service Corps AA API/NATAM Hispanic W-Fem W-Male 14

  14. NAVMED Diversity Enlisted Green - exceeds USN Yellow = +/- .5% of USN Red - falls short of USN Enlisted community indicates a better mix of gender/ethnic diversity at almost all levels in almost all zones. Source: NSIPS NRMS

  15. Diversity Process Integration Toolkit Retain our DiverseWorkforce Recognize our Diverse Workforce Plan for a Diverse Workforce Develop our Diverse Workforce Provide Opportunities for our Diverse Workforce Attract a Diverse Applicant Pool

  16. Leadership Responsibilities Conduct a local program assessment – what’s been done with diversity at your command? Appoint a Diversity Action Officer (not your CMEO if possible) Implement the CNO’s 5 pillars of diversity locally: *Accountability *Training *Outreach *Mentoring *Strategic Communication Be visible as a diversity change agent; communicate your vision to your command. Schedule the BUMED Diversity Training Road Show. Implement local outreach for K-12; Science, Service, Mentoring & Medicine(S2M2); see SG memo of Mar 09 Establish credibility; develop your own personal cultural competency. Hold your leaders accountable to the same.

  17. The Diversity Training Roadshow Trained in FY10 & 1st Qtr FY11Confirmed for 2nd Qtr FY11Pending, 3rd & 4th Qtr FY11 • BUMED NAVMEDLOGCOM NAVMEDCEN San Diego • NMPT&E NMSC, Jacksonville NH Camp Pendleton • NNMC, Bethesda NAMRU-3 NH Lemoore • NH GITMO NH Rota NH Okinawa • NH Jacksonville NH Naples NH Yokosuka • NH Camp LeJuene NH Sigonella NHC Pearl Harbor • NH Cherry Point NH Bremerton NH Guam • NAVMISSA, San Antonio NH Oak Harbor NMCPHC • NAVMEDCEN Portsmouth AMDOC / EMDEC Courses NH 29 Palms • NMC Annapolis AMDOC / EMDEC Courses • NH Charleston • NMC Quantico • NH Great Lakes • NAVHOSP Corps School, GL • NHC New England • NBHC Washington Navy Yard • NBHC Groton • NHC Patuxent River • Naval Med Research Ctr • NH Pensacola • NH Beaufort • NH Corpus Christi • All AMDOC / EMDEC Courses

  18. Contact Info CAPT Marvin Jones, MSC, USN Navy Medicine Chief Diversity Officer (M00D / M09B10) Special Asst to the SG for Diversity 202-762-3106 Email: marvin.jones@med.navy.mil CDR Debra Yniguez, MSC, USN Deputy Diversity Officer (M00DA/ M09B10) Special Asst to the SG for Diversity 202-762-1651 Email: debra.yniguez@med.navy.mil

  19. Questions 20

  20. Back-up Slides

  21. Pop Quiz Assumptions and Perceptions about Diversity True or False?

  22. Assumptions About Diversity 1. Having a culturally diverse staff means that your command valuesdiversity. 2. Diversity promotes differences over talent . 3. Diversity and “white male bashing” go hand-in-hand. 4. Diversity initiatives must be led by minorities and/or females. 5. If you have a good EO program, you don’t need diversity.

  23. Assumptions About Diversity Having a culturally diverse staff means that your command values diversity. 1

  24. Assumptions About Diversity Diversity promotes differences over talent. 2

  25. Assumptions About Diversity Diversity and “white male bashing” go hand-in-hand. 3

  26. Assumptions About Diversity Diversity initiatives must be led by minorities and/or females. 4

  27. Assumptions About Diversity If you have a good EO program, you don’t need diversity. 5

  28. Legal Issues: Targets and Goals • Numerical targets and goals can NOT be used for suspect classes during any selection process • Example: the academies cannot use race, ethnicity, and gender during the admissions process • Numerical targets and goals CAN be used to increase the pool of eligible candidates • Example: the goals for the number of academy applications can specify race, ethnicity, and gender

  29. Legal Issues: Strict Scrutiny • The Services have gone to court for using suspect classes but they have always settled after the judge indicated that “strict scrutiny” would apply. • “Strict scrutiny” means that the government needs to achieve a higher threshold and demonstrate that there is a “compelling government interest” in achieving diversity. This does NOT mean that the government would necessary lose the case.

  30. Focus Areas What are the REAL key assignments? Who’s getting them/not getting them and why? Are milestones/career tracks clearly identified? Is there a clear path to each job/position? Key Assignments Any trends that should be observed/studied? Any one group stand out from the pack? Milestone Attainment What is being done to keep our best and most talented? How are you mentoring your people? Continue to work on fixes Move the needle; Keep the ball moving Retention/Mentoring Three Year Plan Promotions 31

  31. YEAR 1 ACTIVITIES CONTINUED YEAR 1 ACTIVITIES CONTINUED YEAR 1 ACTIVITIES CONTINUED NAVMED 3-Year Diversity Action Plan YEAR 3 (CY-12) YEAR 2 (CY-11) YEAR 1 (CY-10) Review Lessons Learned & Benchmark Best Practices Workforce Planning Continue to build on NAVMED coalition to assist with Recruitment and Retention Adopt work/life balance policies; attract and employ more candidates from our medical communities. Analyze/Develop action plans for Command Climate Survey Data Incorporate Center for Naval Analysis Findings in future sustainment efforts Promote NAVMED Flag/SES active involvement in Diversity Events Identify Historical & Current Military Data Sources & Requirements Conduct Command Climate Survey To Obtain Diversity Perceptions CNA Survey 2009 Analysis and Reports INPUT Diversity Sustainment Way Forward Establish S2M2 programs at Elementary, Middle and High Schools through out the USA Target affinity groups at HBCU & ROTC Events Engage and target Navy Medicine Community Associations Outreach: K-12 Partnerships, Mentoring, Tutoring, STEM Academies Recruitment Conduct Affinity Group tours to Naval Academy; Create Medical ROTC pilot program i.e. Philadelphia, PA Develop a more flexible career path for all NAVMED Corps Community Mgt / Career Development Mentor Junior/Mid Grade Build on Previous Diversity Training & Embed Diversity Education in opportunities/career training Retention Focus on Retention Analysis through Specific Exit Interviews Military Responses (four months after leaving) Conduct Focus Groups Refine & Analyze Exit Interview Process Develop Metrics to Assess Program Performance & ROI

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