1. 2 program update bottom line up front diversity remains a top priority for the navy. cno...

2 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. -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. ADM Mike Mullen, Chairman, Joint Chiefs of Staff 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

3 Military Leadership Diversity Commission (MLDC) 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 - Must hold 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 When our nation looks at its 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 When our nation looks at its 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

4 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. Coln-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

5 Senior Leader Presentations NameOrganization Month Attended Admiral Mike MullenChairman, Joint Chiefs of StaffSep 2009 General Norton SchwartzChief of Staff, US Air ForceOct 2009 General James T. ConwayCommandant, US Marine Corps Apr 2010 General Craig McKinleyChief, National Guard Bureau Apr 2010 Admiral Gary RougheadChief of Naval Operations, USNJun 2010 General George CaseyChief of Staff, US ArmyJun 2010 Admiral Robert PappCommandant, US Coast GuardJul 2010 General (ret.) Colin PowellFormer Chairman, JCS Mar 2010 Honorable Eric K. Shinseki Secretary of Veterans Affairs Sep 2010 Dr. Clifford L. Stanley USD (P&R) Sep 2010 Vice Admiral David P. Pekoske Vice Commandant, USCG Oct 2009 Mr. Clarence A. JohnsonActing DUSD (Plans)Sep 2009 Ms. Michelle JonesWhite House LiaisonSep 2009

6 Private Sector Presentations NameOrganization Month Attended Steve L. RobbinsS.L. Robbins and AssociatesDec 2010 Claiborne D. HaughtonThe Haughton GroupMar 2010 Dr. Rohini AnandSodexoApr 2010 Mr. Michael MontelongoSodexoApr 2010 Dr. R. Roosevelt ThomasRoosevelt ConsultingApr 2010 Dr. Edward HubbardHubbard & Hubbard, Inc.Apr 2010 Mr. Luke ViscontiDiversity, Inc.Apr 2010 Dr. Frank DobbinHarvard UniversityJun 2010 Mr. Steve BucheratiCoca ColaJun 2010 Ms. Deborah ElamGeneral ElectricJun 2010 Mr. Frank McCloskeyGeorgia PowerJun 2010 Mr. Hayward BellRaytheonJun 2010 Ms. Geeth Chettiar Lockheed Martin Jun 2010 Ms. Sandra Evers-ManlyNorthrop GrummanJun 2010 Mr. Walter OliverGeneral DynamicsJun 2010

7 MLDC Charter Tasks Congress defined 16 tasks in the MLDC Charter. The Commission further divided the tasks into 10 categories: 1.Definition of Diversity 2.Outreach and Recruiting 3.Branching / Assignments 4.Diversity Leadership and Training 5.Promotion 6. Retention 7.Implementation and Accountability 8. Metrics 9. Legal Implications 10. National Guard and Reserve

8 Selected MLDC Findings Final Report ( PREDECISIONAL DRAFT -131 pages ) on MLDC website www.whso.mldc.gov. Some key findings: www.whso.mldc.gov Implementation and Accountability: Diversity initiatives are fragmented, and accountability is lacking. Outreach and Recruiting: Todays 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.

9 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.

10 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 CNOs Diversity Accountability Review Status - Big Navy ADM Gary Roughead, CNO remarks to MLDC, 2010 The accountability reviews are extraordinarily valuable.... They have focused leadership in a way that is more than shouting louder. Its about substance, mentoring, development, understanding who you have, and moving them along. ADM Gary Roughead, CNO remarks to MLDC, 2010

11 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 CNOs 2037 benchmarks NAVMED Diversity Representation vs. 2037 African Am API / NatAm Hispanic Females (Navy Medicine = 37 %) Diverse O1-O3s within Navy Medicine - Our Pipeline and Future African Am629 Officers (13%) API - NatAm 449 Officers ( 9%) Hispanic 376 Officers ( 8%) Females 2,229 Officers (45%) 1,454 ethnic minority JOs in NAVMED today (2100, 2200, 2300, 2900 Designators) Overall Community 2010 Results

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

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

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

15 NAVMED Diversity Enlisted GradeMaleFemaleWhiteAAAsian NATAM Hispanic Med 0-6 yrs80.93%19.07%39.75%17.29%6.98%4.78%24.14% Navy 0-6 yrs82%18%47.79%15.55%4.05%5.91%19.18% Med 6-10 yrs67.82%32.18%35.62%25.24%11.30%2.83%19.78% Navy 6-10 yrs83.90%16.10%51.23%21.28%5.59%3.34%14.95% Med 10-14 yrs71.62%21.38%37.22%21.17%18.28%2.54%17.30% Navy 10-14 yrs86.56%13.44%50.37%22.33%7.98%2.46%13.54% Med 14-20 yrs78.28%21.72%52.42%19.40%12.59%.90%11.84% Navy 14-20 yrs88.73%11.27%54.60%23.74%7.13%.95%10.51% Med 20 +85.04%14.96%48.23%24.54%14.64%.66%9.04% Navy 20 +92.45%7.55%57.49%22.43%8.67%.66%7.78% 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

16 Diversity Process Integration Toolkit Diversity Sustainment Strategic Communication Strategic Diversity Working Group Diversity Council Website MLDC Training Webinars Diversity Roadshow Contract Trainers NKO Outreach PEP STEM S2M2 Affinity Groups N134 Partnership Mentorship Formal/Informal One-on-one Reverse mentoring Situational Community eMentoring Accountability MEDIG Inspections Leadership Command Climate Survey Diversity Attainment and Retention Attract a Diverse Applicant Pool Develop our Diverse Workforce Recognize our Diverse Workforce Retain our Diverse Workforce Plan for a Diverse Workforce Provide Opportunities for our Diverse Workforce

17 Leadership Responsibilities Conduct a local program assessment whats been done with diversity at your command? Appoint a Diversity Action Officer (not your CMEO if possible) Implement the CNOs 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.

18 The Diversity Training Roadshow Trained in FY10 & 1st Qtr FY11 Confirmed for 2 nd Qtr FY11 Pending, 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

19 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: [email protected]@med.navy.mil CDR Debra Yniguez, MSC, USN Deputy Diversity Officer (M00DA/ M09B10) Special Asst to the SG for Diversity 202-762-1651 Email: [email protected]@med.navy.mil

20 Questions

Back-up Slides

Assumptions and Perceptions about Diversity True or False? Pop Quiz

Assumptions About Diversity 2. Diversity promotes differences over talent. 1. Having a culturally diverse staff means that your command values diversity. 3. Diversity and white male bashing go hand-in-hand. 5. If you have a good EO program, you dont need diversity. 4. Diversity initiatives must be led by minorities and/or females.

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

Assumptions About Diversity Diversity promotes differences over talent. 2

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

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

Assumptions About Diversity If you have a good EO program, you dont need diversity. 5

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

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.

31 Focus Areas Key Assignments Promotions Milestone Attainment What are the REAL key assignments? Whos getting them/not getting them and why? Retention/Mentoring Three Year Plan Are milestones/career tracks clearly identified? Is there a clear path to each job/position? Any trends that should be observed/studied? Any one group stand out from the pack? 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

YEAR 1 ACTIVITIES CONTINUED NAVMED 3-Year Diversity Action Plan Review Lessons Learned & Benchmark Best Practices YEAR 1 (CY-10) YEAR 2 (CY-11) YEAR 3 (CY-12) Community Mgt / Career Development Retention 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 Target affinity groups at HBCU & ROTC Events Engage and target Navy Medicine Community Associations Outreach: K-12 Partnerships, Mentoring, Tutoring, STEM Academies Mentor Junior/Mid Grade Build on Previous Diversity Training & Embed Diversity Education in opportunities/career training Conduct Focus Groups Refine & Analyze Exit Interview Process 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 Focus on Retention Analysis through Specific Exit Interviews Military Responses (four months after leaving) Conduct Affinity Group tours to Naval Academy; Create Medical ROTC pilot program i.e. Philadelphia, PA Develop Metrics to Assess Program Performance & ROI Recruitment Diversity Sustainment Way Forward INPUT Workforce Planning Develop a more flexible career path for all NAVMED Corps YEAR 1 ACTIVITIES CONTINUED Establish S2M2 programs at Elementary, Middle and High Schools through out the USA

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