1. 2 Program Update Bottom Line Up Front Diversity remains a top priority for the Navy. CNO...
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1. 2 Program Update Bottom Line Up Front Diversity remains a top priority for the Navy. CNO expects that all Navy leaders understand, embrace, practice,
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
Slide 3
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
Slide 4
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
Slide 5
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
Slide 6
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
Slide 7
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
Slide 8
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.
Slide 9
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.
Slide 10
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
Slide 11
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
Slide 12
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
Slide 13
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%)
Slide 14
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
Slide 15
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
Slide 16
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
Slide 17
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.
Slide 18
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
Slide 19
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
Slide 20
20 Questions
Slide 21
Back-up Slides
Slide 22
Assumptions and Perceptions about Diversity True or False? Pop
Quiz
Slide 23
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.
Slide 24
Assumptions About Diversity Having a culturally diverse staff
means that your command values diversity. 1
Slide 25
Assumptions About Diversity Diversity promotes differences over
talent. 2
Slide 26
Assumptions About Diversity Diversity and white male bashing go
hand-in-hand. 3
Slide 27
Assumptions About Diversity Diversity initiatives must be led
by minorities and/or females. 4
Slide 28
Assumptions About Diversity If you have a good EO program, you
dont need diversity. 5
Slide 29
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
Slide 30
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.
Slide 31
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
Slide 32
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