RAAUZYUW RUENAAA0002 0441731-UUUU--RHMFIUU.
ZNR UUUUU ZUI RUEWMCS2771 0452241
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//

***THIS IS A 2 SECTION MESSAGE COLLATED BY DMDS***


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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.


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    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:


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- 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.


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    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,


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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)


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    - 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)


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MSGID/GENADMIN/CNO WASHINGTON DC/N1NT/FEB//
    - 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


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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))


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    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.


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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
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