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The Sixth Annual Navy Workforce Research and Analysis Conference: Building on the DON Total Force Strategy
November 1, 2006
The Sixth Annual Navy Workforce Research and Analysis Conference, sponsored by OPNAV (N1), continued to build on the goal of the Chief of Naval Operations to develop a new human capital strategy for the Navy. The theme for this year’s conference was “Enhancing the Navy Workplace: A Competency-Focused and Performance-Based Culture.” This report organizes the presentations from the conference under the Department of the Navy Total Force Strategy through ten enablers required for total force integration: Compensation and Incentivization Strategy, Strategically Focused Education and Training, Active-Reserve Integration, Workforce Diversity, Sea Warrior, Human Systems Integration, National Security Personnel System, Policy and Legislative Initiatives, Workforce Planning, and Information Systems.
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Transforming U.S. Forces and the World: Are They Connected?
July 1, 2006
As a CNA Self-Initiated Project, the author has brought together a series of strands of national security that he had been working on: the American Way of War, globalization and the U.S. Navy, the Global War on Terror, fleet architectures, the responses of U.S. forces to situations around the world, capabilities-based planning, and a study in anticipation of QDR-06 for the Office of Force Transformation. Of particular prior importance was work on the changing nature of warfare for the National Intelligence Council, where techniques for looking out to 2020 were developed. This paper is in some ways a summary of all that previous work: the state of the world, the state of conflict in the world, U.S. foreign policy, especially after 9/11, the global war on terror, the future of U.S. forces after Iraq, and how the U.S. Navy relates to all this. The paper is set "after Iraq," but at the time of writing, it was not clear when Iraq would be "over," and what "over" would look like.
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How Does Sea Duty Affect First-Term Reenlistment?: An Analysis Using Post-9/11 Data
May 1, 2006

We examine the relationship between sea duty and first-term reenlistment decisions from FY95 through FY04. Once we control for other factors, we find that Sailors with 4 and 5-year initial obligations are more likely to reenlist if they are rotating to shore rather than rotating to sea over the entire time period examined. Recently, however, there has been a convergence between these reenlistment rate trends that is not explained by any factors in our model. From FY99 to FY03, Sailors with 6-year initial obligations going to sea duty had higher first-term reenlistment than those going to shore duty even controlling for other factors. For Sailors with 4, 5, or 6-year initial obligations we find that a marginal increase in the amount of time expected to be spent on sea duty in the second term does not have a large negative effect on reenlistment. Finally, we find that increasing deployment spells reduces retention, especially since FY00. While we find that marginal changes in sea duty or deployments will not have large negative retention effects, significant changes may. Thus, we discuss how different compensation tools could be used to address any negative retention effects related to sea duty.

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The Fifth Annual Navy Workforce Research and Analysis Conference: Building on the Pillars of the Navy's Human Capital Strategy
August 1, 2005
At last year’s Navy Workforce Research and Analysis Conference, The Chief of Naval Operations (CNO) announced that he would focus his efforts on developing a new human capital strategy for the Navy. In the subsequent year, much progress has been made towards this goal. This paper links presentations made at the Fifth Annual Navy Workforce Research and Analysis Conference to the five pillars and objectives of the Navy’s evolving human capital strategy: Alignment to the Total Force, Competency focused, Professional and personal growth, Performance culture and Agile organizations.
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An Approach to Fleet Architectures for the Director of Force Transformation Office of Secretary of Defense
November 1, 2004
The then-Director of Force Transformation, VADM Arthur Cebrowski, USN (Ret), asked the author of this document to provide views on future fleet architectures, as a contribution to his response to the mandate from Congress for a study on alternative future naval fleet architectures. The outline of this report was dictated to the author by Admiral Cebrowski. His alternative futures were for (1) force building, (2) force operations in "The Gap," that is, across the seam of the world, and (3) force operations in "The Core," that is, the globalized world. He also set out criteria for fleet architectures, to include relevancy, preserving options, transaction rates, learning capability, complexity at scale, entity cost, and risk management. The bottom lines were that future hulls be either light and maneuverable or trucks that could be adapted to changing needs across the years.
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The Fourth Annual Navy Workforce Research and Analysis Conference: Laying the Foundation for the Navy's Human Resource Strategy
June 1, 2004

The Chief of Naval Operations (CNO) recently announced that he hopes to make development of a new Navy human resource strategy the CNO project for the coming year. But developing such a strategy requires a clear and comprehensive understanding of the key factors that will serve as its foundation. This paper links presentations made at the Fourth Annual Navy Workforce Research and Analysis Conference to six key factors (people, work processes, managerial structure, information and knowledge, decision-making, and rewards) on which a human resource strategy must be built.

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Alternative Concepts for Employing Navy Reservists: Making an Impact on Force Capabilities
August 1, 2002
Abstract:D6584 The latest Quadrennial Defense Review (QDR) tasked the Department of Defense to perform a Comprehensive Review of Active/Reserve Force Mix, organization, priority missions, and associated resources. To support the review, the Office of the Secretary of Defense (OSD) (Reserve Affairs, Manpower and Personnel) asked CNA to identify and develop examples of concepts that could improve capabilities and/or alleviate high-demand/low-density constraints in the Navy and Marine Corps. The concepts could be ones that the Navy is already experimenting with-as long as they highlight the contributions that the Reserves can potentially make to overall capabilities. This report describes seven concepts for using reservists and reserve units to extend the capabilities of the Navy; one also applies to the Marine Corps. The seven concepts are (1) augmenting selected carrier flight deck and ordnance ratings, (2) augmenting carrier aviation intermediate maintenance within the Aircraft Intermediate Maintenance Department (AIMD), (3) using reservists to increase ship's time in areas of operations (AORs), (4) staffing ships during nondeployed periods, (5) having the reserve EA-6B squadron train with Marine Expeditionary Units (MEUs), (6) moving workload off ships, and (7) filling emerging skill niches. The report discusses each concept's feasibility and the need for further research.
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