The number of Surface Warfare Officers (111Xs) in a wardroom directly affects the combat readiness and effectiveness of a warship today. Preliminary research indicates that the "Sea to SWOS" training initiative is seen to have a positive effect on the amount of time it takes an 116X to attain the 111X designation. The initial qualitative analysis highlights a perceived increase in retention and readiness (combat effectiveness) while the quantitative analysis shows additional costs to the Navy Personnel Command and savings in training costs for the Naval Education and Training Command and OPNAV N76, the Surface Warfare Resource Sponsor. This thesis examines the cost-effectiveness of the newly established "Sea to SWOS" training transformation on the Surface Warfare Officer qualification process. This initiative leverages shipboard on-the-job training experiences and interactive computer-based training replacing previously formalized classroom training. As a result, this initiative significantly alters the Division Officer Sequencing Plan (DOSP). Based on the qualitative data, the transformation to the DOSP in the Surface Warfare Officer qualification process will most likely have a positive effect on retention and the utilization of fully qualified 111X Division Officer resources through earlier numbers of 111X attainment and increased officer personnel readiness.

This thesis develops multivariate models to estimate the determinants of three measures of effectiveness for surface warfare officers (SWO): retention, promotion, and early professional qualifications. Using data from the Navy Officer Master File, Navy Officer Loss File, and Navy Personnel Research and Development Center's Traintrack System File, logit regression equations are employed to estimate the probability of SWO retention between the Lieutenant and Lieutenant Commander selection boards (1981 90), the probability of promotion to Lieutenant Commander (1985-90), and the probability of receiving early professional qualifications by the time of the Lieutenant selection boards (1981-85). The probabilities are modeled as a function of background factors that represent personal demographics, undergraduate education, Navy experience, and Navy training. The findings reveal that a large portion of the variation in SWO measures of effectiveness reflect differences in human capital acquired via precommissioning education or via Navy training. Performance differences by commissioning source and college selectivity of undergraduate education are specifically highlighted. Based upon the research results, it is recommended that a cost-benefit analysis be conducted to determine the optimal officer accession source mix.

Current Surface Warfare Officer (SWO) retention is well below the level needed to staff Department Head billets in the Fleet. The Navy is developing a career incentive pay to stem the flow of SWOs leaving the Navy and increase retention. The purpose of this thesis is to capture the training costs of junior Surface Warfare Officers that occur between commissioning and qualifying as a SWO. This thesis also explains the economic theory of specific training and its relevance to the wage streams offered to SWOs. This thesis estimates the training cost of qualifying a SWO to be $80,194.

This thesis develops multivariate models to estimate the determinants of three measures of effectiveness for surface warfare officers (SWO): retention, promotion, and early professional qualifications. Using data from the Navy Officer Master File, Navy Officer Loss File, and Navy Personnel Research and Development Center's Traintrack System File, logit regression equations are employed to estimate the probability of SWO retention between the Lieutenant and Lieutenant Commander selection boards (1981 90), the probability of promotion to Lieutenant Commander (1985-90), and the probability of receiving early professional qualifications by the time of the Lieutenant selection boards (1981-85). The probabilities are modeled as a function of background factors that represent personal demographics, undergraduate education, Navy experience, and Navy training. The findings reveal that a large portion of the variation in SWO measures of effectiveness reflect differences in human capital acquired via precommissioning education or via Navy training. Performance differences by commissioning source and college selectivity of undergraduate education are specifically highlighted. Based upon the research results, it is recommended that a cost-benefit analysis be conducted to determine the optimal officer accession source mix.

The surface warfare community prides itself on having the most capable, best trained, and most proficient leaders at the Department Head (DH) level. This assumption stems from an age when the "Head of Department" was a seasoned, matriculated, and more senior officer, both chronologically and by years of service. Today's DH normally has five to seven years of naval officer experience, is still in his twenties, likely has only three years of experience at sea, and possesses few of the core competencies required of the position. Surface warfare officer department head leadership development is the thesis topic under examination. This study asks, "Does Surface Warfare Officer School (SWOS) offer the instruction and leadership training required to meet 21st century Department Head requirements?" Examination of both Army and Navy mid-grade leadership courses will gage the competing services level of leader development and the effectiveness of the Department Head Leadership Curriculum. The survey revealed low marks for Resource Management and Leading Change in both services. Recommendations are made for improving SWOS leadership and offers options for future study.