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Is NAVSO Organized and Staffed to Do Its Job?
January 1, 2002
The Commander, U.S. Naval Forces Southern Command (COMUSNAVSO), asked CNA for help. This new command, the Navy component command to U.S. Southern Command (USSOUTHCOM), established in February 2000, had a staff cobbled together from various existing commands, which it in part replace, and no official manning review was involved in its inception. The focus of our study was on this question: Is NAVSO organized and staffed to do its job? To answer this question we had to understand NAVSO's job, organization (with a focus on its relationships in the administrative/Navy chain of control), and staff. As background to these efforts, we needed to look at the history of Navy component commands in the SOUTHCOM AOR. This work produced insights into the genesis of NAVSO and the form it took.
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Manpower and Personnel IWAR 2000: Aging the Force
January 1, 2001
The Navy plans to recruit more than 55,000 youth into its active enlisted force each year for the foreseeable future. However, decision-makers fear that recruiting difficulties will continue and that this goal-recently revised downward from 58,000-is not feasible. The Integrated Warfare Architectures (IWARs) are a part of the Navy's annual planning process. This year's Manpower and Personnel IWAR focuses on increasing retention and the appeal of naval service. As part of this effort, N813 asked CNA to describe and evaluate alternative retention available to the Navy.
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Comparison of Navy and Private-Sector Physicians' Total Compensation, by Medical Specialty (Supplement to Annotated Briefing on Provider Satisfaction)
August 1, 2000
The Navy Surgeon General has asked CNA to evaluate physicians' job satisfaction and retention within the existing climate to determine if major issues exist. The scope of the study was expanded to include a comparative analysis of compensation for Navy physicians continuing a military career versus leaving for a private-sector track. We find that a substantial current compensation gap exists between military and private-sector physicians, particularly at the end of the 7-year career point, and the disparity in total compensation varies widely by medical specialty. Our finds show, however, that as Navy physicians accrue more military service, it becomes more lucrative for them to complete 20 years, retire, and then pursue a private career. This information memorandum documents the results of these compensation comparisons.
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Quantity and Quality of Attrition
July 1, 2000
This briefing on attrition was presented to the Navy Human Resources Board of Directors in June 2000. While one of its purposes was to raise the awareness level of the attrition problem among the Navy's senior leadership, we concentrated on how the Navy can change its system so that the attrition issue is raised in importance at lower levels in the command structure, even when the senior leadership is focused on other issues. We organized our suggestions/recommendations into two categories-improving accountability within the system and incentives.
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