While workforce issues in general - human capital strategic planning efforts in particular-are important throughout the DoD, the AT & L workforce has received special attention. The strategic human capital plan for the AW, which is currently in its third revision (see DoD, Acquisition, Technology, and Logistics, 2007), emphasizes several critical workforce issues: the eventual loss of retirement-eligible personnel and their knowledge, understanding the differences in the workforce generations (aging baby-boomers compared with Generations X and Y, for example), and coping with the increasing demand for workers educated in science and engineering. In 2006, the Office of the Under Secretary of Defense for Acquisition, Technology and Logistics, Director of Human Capital Initiatives (OUSD(AT & L)/HCI)), asked RAND to analyze DoD AW data. RAND's findings for OUSD(AT & L/HCI) are presented in Gates er al. (2008). While that inquity was under way, the United States Navy asked RAND to under-take a complementary analyis focusing on the DoN's civilian AW. The DoN asked RAND to provide a descriptive overview of the DoN civilian AW and conduct preliminary analyses of data related to specific workforce management issues of retention, professional development, and leadership. This report summarizes what we learned about DoN's civilian AW and these workforce management issues.

Provides a descriptive overview of the Department of the Navy's civilian acquisition workforce over the past decade and presents the results of preliminary analyses of data related to specific workforce management issues: retention, professional development, and leadership.

This groundbreaking book examines the complex relationship between the US Navy and the American people. From the naval arms race of the early XXth century to the challenges of the Cold War, the book explores the cultural, political, and economic factors that have shaped this enduring partnership. With insightful analysis and vivid storytelling, it is a must-read for anyone interested in the history of the US Navy or American society more broadly. This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work is in the "public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.

Members of the naval service will find that at all points in their careers they can expect to be involved to some extent in the planning and execution c~fofficial ceremonies and social events. Protocol is a code of established guidelines on proper etiquette and precedence which, when followed, lays the foundation for a successfid event. From this foundation, the host should consider the facets which make a particular situation unique, and fi-om there, use imagination to design a memorable occasion. The most important consideration in planning should always be the comfort of one's guests. A clever hostlhostess is able to reach a proper mixture of protocol and common sense that will enable guests to enjoy themselves completely. If this is accomplished, an event is truly successful.