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To learn more, view our Privacy Policy. To browse Academia. Michelle Carstensen. Bovine tuberculosis TB , first discovered in , has now been found in 12 cattle operations in northwestern Minnesota.

To date, all of the infected cattle herds have been depopulated and the Board of Animal Health BAH has continued to test cattle herds in the area. The strain has been identified as one that is consistent with Bovine TB found in. Dennis Slate. Hanaa Ahmed. Dr Atiq Ullah Khan Marwat. Jingtao Lin.

Thomas Deliberto. Although morphologically distinct, both the feral swine and European wild swine are recognized as Sus scrofa.

The physical. Terry Singeltary. Chronic wasting disease CWD is an efficiently transmitted spongiform encephalopathy of cervids e. The management of CWD in farmed cervids will require three avenues of research: 1 the development of a sensitive live animal test, 2 the discovery and implementation of a safe and effective vaccine strategy, and 3 with or without a vaccine, the identification and cultivation of CWD-resistant cervids.

The antemortem detection of CWD and other prion diseases has proven difficult, due in part to difficulties in identifying an appropriate peripheral tissue specimen and complications with conventional test sensitivity. At present, biopsies of the recto-anal mucosalassociated lymphoid tissues RAMALT have shown promising sensitivity in various assays and are not impractical to collect in live animals.

Nasal brush collections have likewise proven both sensitive and practical for identification of prion infections in humans, though in cervids both rectal biopsy and nasal brush collection sensitivity is critically dependent on stage of infection and genetic background.

A blood test would be ideal; however rudimentary assays currently in development have yet to be evaluated blindly on naturally occurring populations or on a large scale.

Vaccine development is currently underway at several institutions, though an effectively protective strategy has yet to be identified. Ultimately, genetic resistance to CWD may be a critical corner piece in the management of CWD in farmed cervids — an approach which has been used effectively to reduce the incidence of scrapie in sheep worldwide.

Aligns with DBDI stakeholders. Live virtual sessions via platforms such as Microsoft Teams, Zoom and Google Meet could be utilized for regular interaction, STEM engagements and free mentoring events.

Key found in survey results— sessions. Each Navy leader is encouraged to Improved retention rates. In order for our teams to heal and build trust, leaders must lead, listen and advocate for change. The focus should be on listening to hear, to understand, to empathize and to show respect vice listening to respond.

Report Rec 6. Establish pilot mentoring Establish a mentoring pilot designed to remove barriers, Improved retention rates.

Increased advancement SES. After one year, all participants will provide feedback meritocracy. Reduction of barriers to communications and improved networking opportunities. The intent is not to necessarily change that process, but rather to increase transparency and add an element of oversight that could later be codified in the instruction. Groups MAGs. The intent is for MAGs to serve as Increased information sharing. MAGs will function Leverage trending data.

In addition, NHHC gains in diversity and notable achievements in the 20th and support and recognition will coordinate with non- 21st centuries. American promoted to the rank of Navy Captain. It could be a powerful tool for recruiting and retention, not just among chaplains but for all Navy communities. Ensure capability to monitor Recommend Office of the Judge Advocate General Analyze applicable data to race, ethnicity and gender of OJAG track and publish statistics to ensure there are no assess to what extent racial, service members subject to disproportionate impacts to underrepresented communities ethnic or gender disparities 5.

Purchase system to ensure proper exist. The report also noted to improve the policy to that minority service members were more likely to be the 5. Increasing the number of qualifying the disparate treatment of infractions and NJPs allowed under the current policies, Sailors from suspect classes formally addressing rehabilitation, considering the length of and diverse backgrounds.

TYCOMs develop Develop adjunct recruiter capability to increase number Increased recruitment an Adjunct Recruiter of recruits for respective communities.

Selected members numbers. Consideration should be given for member to receive a and visibility in diverse support of NRC. Upon successful completion of the communities across the program approx.

Leverage AI to minimize Pilot the use of AI capability for centralized selection Measure demographics for bias in selection board boards to support the selection process and minimize bias selection board results using 5.

AI would not replace the human AI and traditional support for intervention for this process, but rather support processes differences. Aligns with DBDI and potentially serve as a bias mitigation capability. Improve faculty diversity Take deliberate steps to recruit, retain and promote diverse Faculty demographics better within graduate and PME faculty and senior administrators at our graduate and PME reflect the diversity of the institutions NWC and Naval institutions.

The educational experience for military provides additional role models Report Rec 4. An educated officer corps environment for students. These institutions build their open the aperture and increase 5. College awareness of opportunities for officials develop a position description and post the job those in academia to serve our announcement on standard DOD employment networks nation and build future leaders.

College officials generally judge the availability of diverse talent only through those that apply to a job announcement. Universities that have successfully grown the diversity of their faculty have a formally established recruiting function. The institutions must reexamine and update hiring practices as well as expand their reach for talent. That advisor would receive input from a MAG ideally Decreased retention gaps reflecting the diversity present in our Navy to ensure proper between men and women.

Increased engagement. In other words, having equal access to affordable, quality healthcare equates to equitable care and treatment for all cannot be assumed. Increased JO retention and decreased unplanned loss rates.

In addition to the recommendations above, there are areas requiring further analysis that TF1N did not have time to dive deeply into. The Navy to Generation Z Minorities. As such, Navy recruiting and to ensure a concerted strategic outreach plan, accession efforts must adapt to the ever-changing which highlights the many existing voices within recruiting market to ensure success in attracting our ranks.

Developing recruiting, a c c e s s i o n a n d 1. Realigning recruiting efforts to better inform socioeconomic backgrounds. Determine the best models to balance academic opportunities for education and careers in the competency, individual character and personal military connections. Refining recruiting strategies to include all 3.

Include strategy that supports the accessions pipeline a cultural framework questionnaire that is tailored Collectively, these issues have a direct impact on to the candidate as appropriate. The Navy understands the need for varied by Officer Community Managers OCMs and backgrounds, life experiences and viewpoints at every NRC personnel to better evaluate and revise OCS level of the organization to not only attract, retain and accessions models and program authorizations.

Investigate the integration of an algorithmic national labor market and defeat global adversaries. Complete a review by the AVRC to ensure all pool of qualified candidates and numerous barriers to enlisted Navy selection and rating entry standards entry for those who are qualified.

Programs are Nominated and Selected for a 1. The officer application process, depending Commissioning Program. The Student Loan Repayment Program is one of several enlistment education incentive programs 1. This program is currently only available 2. Explore expanding the 3. Explore the continued applicability of using program to all personnel or perhaps certain standardized exams like the SAT and ACT communities, like nuclear or cyber, who are as part of the officer program selection and selected for and complete OCS or ODS.

If accepting MSISRs based on historical enrollment not selected, individual will serve in an enlisted numbers. Explore the reestablishment of the BDCP to and board selection processes that influence the provide financial assistance to college students accession pipeline. The Our Navy 2. Establish Our Navy Oversight Program 1.

The Navy does not have a central ADE for Supporting information A whole person evaluation framework that accessions data for officer and enlisted missions deemphasizes the weight of standardized academic that contains all Navy data from application tests will open the aperture on evaluating potential.

In recent years, the Navy has built connections that have resulted in historic increases in minority entrance into the Fleet; however, recruiting efforts have not achieved equitable demographic representation of officers despite the influx of educated, enlisted Sailors across all racial and ethnic groups.

Each officer candidate receives a score operational excellence, strong character and based on standardized test results, high school resilience through community. With OCMs, determine if any metrics of eliminate bias in the officer accession pipeline. While academic competency correlate with success in any best-fit model allows for some correction of error accessions programs or in the fleet e. USNA tracks be employed to ensure that the Navy is bringing in statistics on order of merit for both academic diverse talent.

Navy should continue to leverage the AVRC initiatives personnel, particularly with diverse Sailors having to optimize rating entry standards and explore the use already completed undergraduate degrees, sufficient of algorithmic-driven interest inventory, potentially access to potential officer recruits within minority Jobs in the Navy JOIN scores, as an element of the communities already exists.

The Another issue is that the Navy does not have a AVRC continuously validates classification methods central ADE for all officer and enlisted accessions to optimize Sailor-rating vocational matches. The information. There is no central entity entrusted with AVRC has implemented 15 optimized rating changes developing a strategy and related processes for this in the last year, resulting in an 18 percent increase in data collection.

The first real data from those changes processes that influence the accession pipeline. As a high-impact first step, Navy should aligned.

Military Entrance Processing Station MEPS implement policy to expand upon selection and rating projections are the authoritative starting point for entry standards by requiring all applicants to use an enlisted accessions and this data is captured in algorithmic driven interest inventory for consideration Personalized Recruitment Immediate Delayed as part of the rating classification process.

Officer applications are the equivalent starting point for officer accessions. Current recruiting strategies do not fully appeal PRIDE exists as a centralized data source for the to diverse populations and have not significantly enlisted mission. However, officer application and increased the number of diverse officers recruited.

This decline in propensity to commission. Diversity demographics show that the Navy neither proportionally represents the national population, nor job candidates and recognizing possible barriers is proportionally represented throughout the ranks— for otherwise viable applicants.

While 6. This competitive market. Contributing to the current state will provide a common baseline of understanding are TM processes e. Evaluate and develop a proposal—if deemed legal most qualified Sailors. This assumes that expediting a Recommendations larger diverse proportion across the ranks is a consideration within the best-qualified standard Review Procedures for Detailing and Milestone Job for differentiation among those considered fully Opportunities.

Develop a Navy-wide training product that highlights key areas of the existing policy regarding 2. Include Climate Specialist. Pivot from Mid-term Counseling to MyNavy processes. Continue to include diversity information in timeline. This will provide to the Navy a process all formal nominative job packages. Review by-name request BNR policies and individual development plan.

Determine if diversity and gender markers should they conduct performance be removed from fitness reports and evaluations.

Amend policy and electronic submissions – Rating relative to a cumulative accordingly. Continue the PET design concept development. This will require accessions and leadership milestone a significant Navy culture change to counter schools, is part of the fielding plan. Examples include: talent management processes. This includes new i. Subjective comments will be limited to the necessary information to justify trait score assignments—similar to the types of information extracted from records and displayed by members during selection boards.

Removal of local forced distribution ranking requirements. Evaluations will be based on objective standards by paygrade and with detailed scoring criteria codified in policy. Review Promotion and Advancement Processes. Remove officer photographs from all selection boards.

Expand the diversity of selection board participants as recorders and assistant recorders. Expand the diversity data submitted in selection board ROP reports. Track statistics regarding diverse board membership to include support participants. Develop and run a short video on bias awareness and considerations done by a leading expert in the field during the selection board indoctrination process.

Where applicable, amend precept and convening order language to account for TF1N policy changes. While this may run Pursue a change to 10 United States Code specified in board guidance.

USC to allow diverse members in smaller competitive categories to sit consecutive boards. Evaluate and deliver means to provide clearly from those assessed to be fully qualified—during defined post-board information to broad crunches for example. Expand post-board statistics to include gender boards e. This answer Learning in applicable decision algorithms.

Review screening and conversion requirements In support of the Defense Diversity Working for potential biases. Review historical community career progression to identify and remove barriers to upward mobility i. Determine if advancement rates among lower race, ethnicity, gender proportion to other racial minorities and women are higher aviation communities, CRUDES vs. Examine if boards are routinely selecting fair and impartial.

However, the LOE 2 team has women or minorities at lower rates. If so, are identified areas where policy and process changes these results expected based on the records are warranted and where greater study and analysis before the boards.

Indicating bias is not are required to ensure that biases and unintended from the board, but from the inputs to the consequences inherent in subjective human board such as Fitness Reports FITREPS processes do not result in undesired outcomes. The processes. TF1N recognizes knowledge gaps exist selection percentages for every board are reviewed in the Fleet regarding performance evaluation, to evaluate trends or alarming statistics outside the detailing and board processes, which can lead to norm.

However, with low numbers it only takes one the perception of biases existing in current models; or two years with below-average selection rates to therefore, NPC will take steps to improve awareness considerably change the statistics. At the O-4 level, and understanding of Navy TM processes. Greater for instance, Black male officers were eligible post-board feedback is an example and will serve as and were selected, resulting in a 3 percent lower great information for Navy coaches to discuss with promotion rate than the overall average, but there their Sailors during their periodic MyNavy Coaching would be no discrepancy if a mere 17 more officers development sessions.

At the Beyond perception, there remain areas where O-6 level, the discrepancy would have been negligible career progression can be improved by ensuring with the selection of less than one additional officer that selection to major milestones and promotions per cycle. A significant phenomenon affecting is based on published expectations i. It is difficult to build and select minority enhancing billets. Retention that Asian male promotion to O-5 is 11 percent below is foundational to achieving diverse representation at overall average and Black male promotion to O-5 is the senior leadership levels.

However, these. Sailors must have confidence that our Learning in applicable decision algorithms. To this end, we will continue to refine our processes to make sure the right information Success will be the result is available at critical talent-management decision of continued cooperation points to ensure our best and fully-qualified Sailors and partnership with from our inclusive Navy are in the right positions to meet our Service objectives.

This authoritative and objective cludes key leader representation from all four of the data is critical. This OPT meets statistics for promotion, advancement, command on a regular battle rhythm cycle to drive implemen- milestone and screening boards see Figure 3 for tation or further study for all of the aforementioned an example.

While these statistics are important, recommendations. Recommendations 2. Self-awareness SA tools are a critical part 3. Develop and retain Sailors and Navy civilians of bias awareness and are administered at by ensuring an inclusive culture across our various leadership levels, without the benefit of workforce. NETC is then specifically tasked to: 2. Leader development stakeholders e. Some duplication for emphasis across the continuum may be warranted.

No single assessment is suitable MIDN over – five years. These requirements will be Navy and provide a comprehensive clarified during the pilot program year. MIDN candidates will be selected by 1. NROTC admission is a significant win for the 5. Achieve sustained success through careful. As part of a system of programs to harness talent, female and minority Sailors.

With the exception Fleet stakeholders. If the current trend continues, on-the-job training OJT , and formal training underrepresented groups will never approach national to ensure effective training that meets Fleet demographic norms.

Explore possibility of separate Navy Enlisted groups are generally not as prepared for college Classification NEC for styling female Sailors. Specifically, African Americans, Native direct accessions from high school. Studies indicate currently hovers around The US groups who desire to serve. Preparatory Program. After a was originally developed as part of NAPS until the successful pilot program, the program will then grow program expanded to become independent of school to 50 MIDN a year.

It disproportionately negative impact on the number was found that BOOST was highly effective and of minority officer applications. However, than their direct entry cohorts. These differences in test scores affect the already completed undergraduate degrees, sufficient eligible demographic pool for commissioning access to potential officer recruits within minority programs, which raises questions about testing bias communities exist. The Navy does not, however, have a central ADE Additionally, current recruiting strategies do not for all officer and enlisted accessions information.

This decline requirements, selection criteria and board selection in propensity coupled with the declining number of processes will be beneficial in measuring future military veterans in households, makes personal success. Data is available to understand market youth. However, have resulted in historic increases in minority entrance understanding whether specific coursework and into the Fleet; however, recruiting efforts have not educational pathways are disproportionately achieved equitable demographic representation advantageous to certain groups of Sailors is of officers despite the influx of educated, enlisted important.

This necessitates a major focus on building Sailors across all racial and ethnic groups. Utilize headquarters formal tasking system, social media and other mass distribution methods to Problem Statement encourage self-reporting and areas of interest. This under-representation impacts 2. Navy must create opportunities that leverage existing 3. Leverage relationships with minority fraternities, of minority representation in the form of positive role sororities, and other affinity groups to query models and mentors.

Streamline ethics approval process for outreach diversity of thought and experiences. This increases opportunities. Active-duty Sailors and civilians our lethality by bringing eager candidates, whose who want to participate in outreach opportunities unique skills and knowledge can be leveraged.

The collaborative and meaningful relationships. Efforts to increase outreach and awareness activities of navy stem opportunities could also generate interest in those aspiring to join stem fields in the future. To advance the outreach by providing clear examples of how it is related to initiative and build in a place for awareness and their career in the Navy. Capitalize on existing relationships within these could be centralized to a one-stop shop for STEM affinity groups to encourage using social and engagements.

Create a Diversity Affinity Office to coordinate distinguished themselves by fostering STEM sponsorships and outreach activities on behalf of education and mentoring to underrepresented all lower echelons. Create and maintain a mentorship program where 1. Encourage through public announcements and senior officers and senior civilians are linked up as STEM outreach activities within affiliated minority mentors with junior officers or new Navy civilians fraternity, sorority and affinity groups.

Look for in their organizations to provide guidance from opportunities to speak at undergraduate and the moment they are commissioned or arrive to graduate chapter events to promote STEM fields their new command. The program is associated with those groups to collaborate with sponsor will: minority fraternities, sororities and other affinity group headquarters. This vast partners. Option to provide live virtual sessions i.

As a result, the Navy is in the process of enhancing and developing a robust STEM outreach program for K students that could potentially generate greater interest and awareness for students with diverse backgrounds. Some recommendations may require further review LOE 5 Additional and assessment to determine next steps.

George Floyd, an African American man, killed at the hands of police in Minneapolis, Minnesota, and the ensuing protests, the Navy stood up TF1N on 1 July to address the Respect is the issues of racism, sexism and other destructive biases foundation of our within our Navy and their impact on naval readiness.

The first signature goal of this initiative is to influence and encourage Active and Reserve service members, government behavior. In order for Sailors to heal and rebuild trust, leaders must lead, listen and Supporting Information advocate for change. This starts by providing Sailors and our civilian teammates an environment to openly Respect is the foundation of our Navy team and our communicate.

Leadership engagement is essential first Signature Behavior. Respect has the connotation to ensuring the eradication of any form of disparities of saying that I see you and I hear you. To our fellow in our formations, one command at a time. Accountability has emerged as one of the key themes from our Listening Sessions.

In our Navy culture, leaders understand good order and discipline. Secondly, a CNO-level early on the importance of authority, responsibility communication to remind leaders of their obligations and accountability. Talking builds teamwork, and that teamwork builds trust. The Service gain a better understanding of what we must improve Academies have conducted exchange of MIDN and as an organization.

We all know the importance of Cadets for several decades, to include foreign students, mentoring, advocacy and sponsorship. This provides and this framework could be replicated with HBCUs and an opportunity to coach someone throughout the rest MSIs to build a more cohesive team, remove barriers of their career and share their mentoring experiences and increase understanding in leading a diverse force. The Flag Officer will be increased recognition of meritocracy improves connected with a MIDN, Senior SES would be paired perceptions of inclusion from underrepresented with newly appointed SES or an identified highly groups and provides a foundation of understanding performing GS interested in future assignments and a commitment to breaking down barriers.

After one year, all participants will provide feedback via surveys and written responses to see if expansion of the program is warranted. This initiative is an opportunity to associated with the Confederacy and identify assets named after racist, derogatory or culturally honor and name insensitive persons, events or language.

Renaming recommendations and decisions navy assets for should be consistent with current naming naval heroes. This course of action documentation, there appears to be no consolidated COA offers thoroughness and consistency. Review should identify assets honoring those the period of review. Success will be measured when 1 the Committee is stood up months ; Topic: Form Management advisory 2 the Committee produces a consolidated groups MAGs 5.

The intent is for MAGs consideration of a broad range of possible to serve as an information resource and feedback names that reflect diversity and inclusion capability to the Chief Inclusion and Diversity Officer or months. MAGs will function similar ii. The recommendations a comprehensive list or database, efforts and inputs provided by the various MAGs will be used must be taken to keep the list up to date.

Updates could be submitted Increased involvement; increased information sharing; through the OPNAV staff for updating or a leverage trending data stakeholder from the committee could be assigned this responsibility as a running requirement. In addition, NHHC should reach out to non-judicial punishment actions 5.

Chaplain Thomas David Parham Jr. Both Recommendations the Chaplain Corps and the Navy will benefit from a well-done documentary on his groundbreaking Recommend Office of the Judge Advocate General service. It could be a powerful tool for recruiting and OJAG track and publish statistics to ensure there retention, not just among chaplains but for all Navy are no disproportionate impacts to underrepresented communities. Purchase system to ensure proper tracking.

For young people that consider service in our Navy, for Sailors that currently serve, and for our veterans Supporting Information and the American public, history that is celebrated and is perennially on display in US Navy museums Analyze applicable data to assess to what extent and Naval Installations reflects our culture and the racial, ethnic or gender disparities exist. This will lead value we place on the accomplishments of those who to increased transparency and improved awareness represent the best in our ranks and our nation.

Topic: Evaluate changes to milpersman minor disciplinary infractions And Milpersman Pattern of misconduct Allowing a Sailor to 5. First, none of the minor violations could have resulted in a punitive discharge. Fourth, the member must have been disciplined by one NJP.

Members may to require General Court Martial Convening not be processed under this article unless they have Authorities GCMCAs to report significantly more been given the opportunity to correct their deficiency. Following an NJP, gender of every accused and victim, if applicable. In the case where system, which is currently under development.

Including specific rehabilitation metrics, such as If the member has less than days of service, an timelines to correct a deficiency and the requirement entry level separation may be appropriate.

This added To prevail in conflict, we need a Navy that draws on the measure can more clearly establish that despite diverse resources, skills and talents of all our people. Coordination with the CRTs may Force partnered with NRC to pilot a new program improve retention and reduce the potential for to attract and recruit talented candidates of diverse disparate treatment of Sailors from suspect classes backgrounds for the Navy officer corps. The purpose and diverse backgrounds. CRT members can of this program was to help educate diverse applicants participate in rehabilitation in a number of ways, such on all aspects of the Navy, especially highlighting as providing input on behalf of a Sailor during the NJP unique experiences and career opportunities.

Once selected for the program, NRC can that may be motivated by personal bias. Members will be required to support a NTAG at least quarterly, Supporting Information sharing opportunities and focus on key contact points Trending data; Rehabilitation metrics; NJP Data; in their specific communities. Example: A flight instructor could fly cross country to a specific location and coordinate with the local NTAG to raise awareness of opportunities in Naval Aviation.

Due consideration should be given to providing a stipend per engagement. Upon successful completion of the program approx. The Flag Wardroom consists of over active and reserve officers O-7 through O Although, Flag Matters does an exceptional job tracking and detailing officers for key and competitive assignments, specific management and awareness of underrepresented demographics can be left to specific community planning.

In an effort to increase awareness of talent, timing and career implications, TF1N recommends that Flag Matters produce a detailed matrix to provide senior leaders a snapshot of key milestones and timelines across the entirety of junior Flag Officers in O-7 and O-8 billets.

Diversity across faculty solutions, combined with training and leadership provides all students a unique opportunity to grow and development, to mitigate human biases. Supporting information Supporting information Demographic data, Trending data, Promotion A more diverse faculty provides additional role Statistics models and creates a more engaging environment for students.

Deliberate recruiting actions open the aperture and increase awareness of opportunities for those in academia to serve our nation and build future leaders. Topic: Establish Unit-level coe award to incentivize excellence in coe initiatives and programs 5. Recognition is an important and mission part of acknowledging exemplars of the culture we want units to develop and foster.

Currently, accomplishment. The criteria will be compiled from all areas that support and develop a strong Navy culture. Once designated, the MAG could look at issues such as uniform apparel, footwear, grooming standards, parenting policy and other miscellaneous recommendations. Health disparities adversely affect groups of people who have systematically experienced health and service needs greater obstacles to health based on their racial or of communities of color.

Developing a framework for action. However, a full understanding of the antecedents 2. Identify and monitor metrics and indicators of of healthcare disparities impacting Navy personnel health equity. The key to reducing inequities 3. Additionally, there are diet-related disparities that impact Sailor 4.

Support training and professional development physical and mental wellness, health and the ability to to address health disparities and culturally deploy. These disparities are defined as differences in competent care dietary intake, dietary behaviors and dietary patterns 5. Serve as a proactive vs reactive feeder board for in different segments of the population, resulting often addressing issues that impact health equity in poorer dietary quality and inferior health outcomes 6.

Fully Implement Culturally and Linguistically for certain groups that can provide unequal burden Appropriate Services and Education for in terms of disease incidence, mortality, survival Healthcare Providers and even quality of life. Factors that contribute to diet-related disparities among Sailor populations 7. Promote Organizational Collaborations to are complex and include individual, environmental, Exchange Beneficial Knowledge and Resources. Therefore, 8. Recruit, Promote and Retain a Diverse Healthcare a cultural shift towards primary prevention to address Staff these factors and expand the influence of the 9.

Putting aside issues of equity and fairness for the moment, at least four reasons can be put forth for attaining greater diversity in the health care workforce: 1 advancing cultural competency, 2 increasing access to high-quality health care services, 3 strengthening medical research, and 4 ensuring optimal management of the health care system. Identify and develop a separate plan of action for where minority representation, particularly in the primary prevention to enhance wellness in the more senior ranks, remains a shortcoming.

Its mission is to establish three things concurrently: a robust peer-to-peer network to leverage junior officer insights, a pipeline to align input with stakeholder requirements and a culture Topic: Establish ongoing partnership with that prepares junior leaders for future responsibilities.

Our DON civilian workforce of over , stands with our uniformed Sailors day after day ensuring our Recommendations Navy Team is ready to successfully execute missions. Supporting information We realize that culture and people are inextricably As JOs feel more connected and included, we should linked and in order to get after some of the unique see increased manning and performance due to issues across our Navy affecting our civilian increased feelings of inclusion and increased morale.

Clearly, recommendations that improve culture and connectedness will also recommendations that improve the integrated environment in which our improve culture and civilians work and interact with uniformed personnel connectedness will also as they provide continuity in support of Navy readiness.

Many uncover underlying assumptions and beliefs. The recommendations below are being developed in. To ensure TF1N recommendations are executed and enduring initiatives are reassessed and updated continuously, stakeholders who led the development of the TF1N LOEs must continue to lead with We will be able to accountability and measure the success of selected TF1N recommendations from this report.

Additionally, ready if all sailors while a focus has been made on diverse and believe they are intersecting identities via TF1N recommendations, that recognition alone is not sufficient to improve important to the readiness or effectiveness. As we progress in our efforts, there are gaps in continuum, and implementing evidence-based and knowledge we need to fill in order to more effectively evidence-informed programs, policies, practices, illuminate incidences of bias and discrimination that and processes.

The proactive, preventive focus may be impacting the accession and retention of our includes a shift in our messaging to focus not only on Sailors. Ongoing Data Gathering Our people are the center of everything we do. Our nation of over million individuals is made up of a multitude of races, ethnicities, genders, religions, sexual orientations and more.

With all of our ills, injustices, and sometimes broken promises. We will still rise and stand shoulder to shoulder against any foe, knowing we will win.

We will win because of our shared beliefs and common ideas — an oath to protect and defend the constitution of the United States of America against all enemies foreign and domestic. A shared belief that we are all created equal and that we are better together. A shared belief in innovation, toughness and adaptability. A shared belief so strong that we are willing to give our lives for the freedoms and rights of future generations.

This TF1N journey has been one of discovery, self-reflection and sometimes unspoken truths. Though humbling and disappointing at times, it has been a genuine and determined effort to make our Navy Team better. In our listening sessions, the conversations always centered on six key themes: respect, empathy, skepticism, training, accountability and the silence of leadership.

In those sessions, we found pain, truth, unity, friends and our shipmates. We also found who we could ultimately become for the good of our Navy and our nation. Our recommendations have been well vetted, key initiatives red-teamed and the temporal aspect of when to act considered. We concluded that to do nothing is unacceptable. The recommendations might not all be right, but they are recommendations, nonetheless. Recommendations were developed that recognize some systemic inequalities and offer solutions to help our Navy become a more lethal and well-connected warfighting force.

Well-connected in a sense that we know who we are and who is standing next to us in war and in peace. Yes, we know our shipmates…we see them, we hear them, we trust them and we respect them.

Ultimately, the specific actions, metrics and outcomes will be tracked and monitored via the COE Campaign Plan and briefed to the COE Governance Board to ensure enduring support for years to come. The inclusion in the COE campaign plan is truly the key to effecting enduring change and long-term sustainability.

A renewed sense of who we are as a people, as shipmates and as a Navy. Action that improves readiness across the force while unleashing the full potential, talents and skills of all who serve. Finally, when it comes to inclusion and diversity we can choose to be either committed or involved.

PHillips A. Mission one for every Sailor, active and reserve, uniformed and civilian, is the operational readiness of todays Navy. That means being ready both in our personal and professional lives. And part of that readiness, as members of the profession of arms, is holding ourselves to high ideals of integrity and service. Sailors are our asymmetric advantage in a complex and changing environment.

Optimizing our Navy teams performance requires us all to drive toward a Culture of Excellence, a culture focused on the high ideals espoused in our Core Values of Honor, Courage, and Commitment. In order to more effectively recruit, develop, manage, reward, and retain the forces of tomorrow, aiming to simply avoid doing the wrong thing is too low a bar; we must actively pursue that which is right. When Sailors feel included, respected, and empowered, they will be more ready to win wars, deter aggression and maintain freedom of the seas.

To reach this vision of cultural excellence, the Navy must evolve beyond simply responding to incidents after they occur.

Reactive strategies demand large amounts of our collective time and effort to target a relatively small population. Instead, we must proactively prevent incidents from occurring in the first place. We are hard at work developing the necessary guidance and tools to do so. Soon, you will receive the following: 1 Communication guides for senior and deckplate leaders to further explain our way ahead.

Over the last 6 months, we have been reviewing, simplifying and aligning our policies and programs that are duplicative or ineffective. Before we ask you to do anything different, we will leverage this simplification to give deckplate leaders time back for training, qualifications, education, and everything else that promotes combat readiness. We will continue to seek your feedback on these efforts. Navy senior leaders, myself especially, are listening.

We are committed to promoting your success. You will soon see a follow-up 12 Star message from our Fleet Commanders, highlighting our unified commitment to signature behaviors.

Navy will develop leaders who demonstrate operational excellence competence , high ideals of integrity and service character at every level of seniority, all the while expanding and enhancing trust and confidence connections. Renewed Great Power Competition requires we accelerate our leader development efforts. Community leads, listed below, will update their strategies and continuums to develop leaders up to the Command Senior Enlisted Leader CSEL and major command levels.

After 2 years of implementing the Leader Development Framework, there are many best practices to discuss and share.

Holistically, NLDF briefings will facilitate frank conversations between community leads and Navy leadership on how the latest in decision science and team development is employed across all three leader development lanes outlined in reference a and below.

NLDF community briefs should incorporate the following to demonstrate progress in achieving both a Culture of Excellence and leader development outcomes: a. Competence: Producing operational experts 1 Community leader development strategy 2 Officer, enlisted and civilian leadership development continuum 3 Use of assessments to gauge leader development continuum 4 Community initiatives and way ahead 5 Efforts to integrate decision science into leader development b.

Character: Espousing our Core Values of Honor, Courage and Commitment 1 Initiatives that demonstrate infusion of character building throughout a Sailors career progression 2 A focus on how inclusive leaders build better teams and make better decisions 3 Pursuits to develop ethical leaders c. Connection: Develop levels of common understanding and a sense of identity and belonging for team members 1 Community-specific I and D goals and objectives 2 Community demographic data: composition by rank, trends, promotion stats, career milestones and retention 3 Community best practices and challenges 4 Coaching, mentoring and advocacy efforts.

Activities which also drive competence and character, and ultimately, higher team performance 5 Efforts to integrate human factors, primary prevention and Command Resilience Team fundamentals into leader development 6 Talent management efforts to deliberately track and develop high potential diverse talent, barriers to overcome to retain talent and initiatives to promote engagement.

The following are designated community leads: a. Public Affairs Community: Chief of Information j. Medical Community: Surgeon General of the Navy m.

Chaplain Corps: Chief of Chaplains p. The LDCC meets on a monthly basis and provides an opportunity for community leads to share best practices and provide feedback on proposed leader development strategies and programs. Points of contact: a. Oct 23, Necessary Conversations 2.

In addition to these conversations, over the last three months Task Force One Navy TF1N has engaged in listening sessions across the force. Thus far, forty-three themes and several recommendations have emerged to help remove barriers to help improve readiness, equality, inclusion and diversity in our ranks.

We heard our shipmates say things like:. There is a whole section at PERS that their only job is finding female racks at sea, that is not an issue for men. As highlighted above, discussing inequalities can be difficult, but these conversations are necessary to foster connectedness in our Navy.

In order for our teams to heal and build trust, leaders must lead, listen, and advocate for change. This starts by providing our Sailors and civilians with the environment to openly communicate with you. This is hard sometimes, but necessary. Know that barriers exist and be an active listener to all perspectives. Before you begin the conversation, consider the following: What journey did your Sailors walk that led to their beliefs?

What journey did I walk that shaped my beliefs? Identify if, and understand why, your own beliefs may make you feel uncomfortable with this topic. The goal is not to solve all the issues right then and there, but to listen without endorsement or judgment, and open the lines of communication in support of your Sailors. Create a Comfortable Environment Make time in the schedule to allow personnel to attend but make the conversation attendance voluntary.

When possible, you want to select a place where people can feel relaxed and be willing to share. This can apply as much to the physical location as to the make-up of the group. Be cognizant of the level of openness junior Sailors might feel in a large discussion with their chain of command present, as opposed to a smaller group led by an LPO, for instance. Be Authentic Communicate that these can be difficult conversations, but they are important and need to take place.

Acknowledge your own limitations and possible lack of understanding of the experiences of others. Set the tone by conveying how much you value them and appreciate their willingness to share their stories and experiences with the team. Set Some Guidelines Make sure the group knows that participation is voluntary and everyone who joins is allowed to voice their own perspective.

Stress that the goal is to listen and hear each other. Be Okay with Silence Some groups will begin talking right away.

Others will need some time to feel comfortable and think about what they want to say. Be okay with the silence for a time but set the tone as a leader. Feel free to share a relevant personal experience, or one of a shipmate without divulging any confidences to open the flow of conversation. Someone will begin speaking. When the conversation winds down and no one else is speaking be sure to ask if anyone else has anything to say and wait to see if anyone responds.

Remind the group that there are alternative ways to voice their concerns, i. CO Suggestion box, email and chain of command. Also let them know that as soon as the current speaker is finished, they can present what they are discussing to the group for a more inclusive discussion. If a topic of conversation has gone on too long or gone too far off topic, tell the group this item is going to be tabled and can be revisited at another time.

Continue the Work Conversations regarding complex issues must be done in a continuous approach. This is not a one and done. Make a commitment and plan for continued conversations. Other Considerations While very personal ideas and experiences will be openly shared throughout the conversations, it is important to remember that all participants must treat one another with dignity and respect.

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