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This study conducted a critical review of professional development requirements in the Surface Warfare Community to maximize the use of increasingly scarce permanent change of station (PCS) funds. Seven network representations of career pathways were constructed to encapsulate the career paths Surface Warfare Officers (SWOs) actually pursue. Four focal points of professional development were determined to provide the basis for these pathways. These four are the major command tour, the commander comamnd tour, the executive officer tour and the department head tour. Naval Officer Billet File data and information from the Naval Military Personnel Command's Officer Manning Plan model were used to determine the geographic locations and respective numbers of SWO billets. Officer Longitudinal Master File data were used to determine historical tour lengths of Surface Warfare Officers. Analyses were conducted for key developmental tours and for the type of tour assignment (sea or shore, and geographic location). The interrelationships between tour length, billet opportunity and selectivity are discussed. The above considered, two additional career pathways were developed which improve the efficiency of the SWO career path and potentially save PCS funds. Keywords include: Career Planning, Career Development, Permanent Change of Station Costs, and Theses.
SWOs are U.S. Navy officers whose primary duties focus on the safe operation of surface ships at sea. In 2017, the Navy had two collisions at sea that resulted in the death of 17 sailors and hundreds of millions of dollars in damage to Navy ships. Following the collisions, the Navy identified deficiencies in the SWO career path and staffing policies, and took action to improve these areas. Among other things, this report (1) assesses trends in separation rates of SWOs with those of similar U.S. Navy officer communities, and trends in SWO separation rates by gender; (2) describes how the career path of U.S. Navy SWOs compares to those of selected foreign navies and other U.S. Navy and U.S. maritime communities; and (3) assesses the extent to which the U.S. Navy has used or evaluated alternative career paths. GAO is making 7 recommendations to the Navy, including developing a plan to improve SWO retention; regularly evaluating its current approaches, including alternative career paths; and using these to improve SWO career options and proficiency.