FLEET READINESS CENTER WEST

STANDARD ORGANIZATION AND

REGULATION MANUAL

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FRCWESTINST 3120.1B

1 June 2016

Record of Changes

Change

Number Date Entered By Brief Change Summary

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FRCWESTINST 3120.1B

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Table of Contents

1. FRC West Mission and Guiding Principles ........................................ 2 1.1. Vision.............................................................. 2 1.2. Mission............................................................. 2 1.3. Philosophy.......................................................... 2 1.4. Code of Conduct..................................................... 2 1.5. Command Discrimination and Sexual Harassment Policy................. 3

2. FRC West Organization ..................................................... 5 2.1. General............................................................. 5 2.2. Executive Department................................................ 5

2.2.1. Commanding Officer............................................ 5 2.2.2. Executive Officer............................................. 5 2.2.3. Command Master Chief.......................................... 9 2.3. Special Assistants................................................. 11

2.3.1. Public Affairs Officer....................................... 11 2.3.2. Drug And Alcohol Abuse Program Advisor....................... 12 2.3.3. Command Managed Equal Opportunity Manager.................... 13 2.3.4. Command Career Counselor..................................... 14 2.3.5. Sea Operation Detachment (SEAOPDET) Coordinator.............. 15 2.3.6. Command Fitness Leader....................................... 17 2.3.7. Voting Assistance Officer.................................... 18 2.3.8. Command Financial Specialist................................. 18 2.3.9. Urinalysis Coordinator....................................... 19 2.3.10. General Responsibilities of the Division Officer............. 20 3. Administrative Department .................................................. 25 3.1. Administrative Officer............................................. 25 3.2. Manpower Manager................................................... 27

3.2.1. Message Handling Procedures.................................. 28 3.3. Administrative Division Functions and Guidance..................... 30

3.3.1. Plan of the Week............................................. 30 3.3.2. Command Instructions and Notices............................. 31 3.3.3. Awards Processing............................................ 31 3.3.4. Leave Processing............................................. 33 3.3.5. Mail and Postal Affairs...................................... 33 3.3.6. Incoming Official Correspondence............................. 36 3.3.7. Outgoing Official Correspondence............................. 37 3.3.8. Delegation of Authority to Sign Official Correspondence...... 38 3.3.9. Enlisted Evaluations......................................... 39 3.3.10. Temporary Additional Duty / Travel........................... 42 4. Maintenance Department ................................................... 47 4.1. Maintenance Officer (MO)/FRC Equivalent............................ 47 4.2. Assistant Maintenance Officer (AMO)................................ 47 4.3. Business/Production Officer........................................ 47 4.4. Maintenance/Material Control Officer............................... 47 4.5. FRC West Naval Aviation Depot (Lemoore/Detachment Fallon).......... 47

5. QA/Safety Department ..................................................... 49 5.1. Quality Assurance.................................................. 49 5.2. General Command Safety............................................. 49

5.2.1. Safety Standdown............................................. 51 5.2.2. Safety Feedback.............................................. 52 5.3. Command Safety Pro Awards Program.................................. 52 5.4. Operational Risk Management (ORM).................................. 54 5.5. Naval Safety and Occupational Health (NAVOSH)...................... 54 5.6. Mishap Reporting................................................... 58 5.7. Maintenance Safety................................................. 59 5.8. Traffic Safety Program............................................. 60

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5.9. Home and Recreational Safety....................................... 61 6. Legal ................................................................. 65 6.1. Legal Officer...................................................... 65 6.2. Legal Clerk........................................................ 67 6.3. Discipline......................................................... 68

6.3.1. Arrest by Civil Authorities.................................. 68 6.3.2. Counseling/Warning Records................................... 68 6.3.3. Disciplinary Actions......................................... 69 6.3.4. Unauthorized Absentees and Deserters......................... 70 6.3.5. Visitation of Restricted Personnel........................... 71 6.3.6. Non-Judicial Punishment Procedures........................... 72 6.3.7. Fitness-for-Duty Testing..................................... 75 7. Command Retention/Career Information ........................................ 87 7.1. Command Career Information Team.................................... 88

8. Boards, Councils and Committees ............................................ 95 8.1. Enlisted Safety Committee.......................................... 96 8.2. Awards Board....................................................... 97 8.3. Recreation Committee............................................... 99 8.4. Survey Board...................................................... 102 8.5. Career Development Board......................................... 103 8.6. Chief Petty Officers’ Mess........................................ 107 8.7. Commissioned Officers’ Fund....................................... 111

9. Security Program ........................................................ 119 9.1. Classified Material Accounting and Control........................ 120 9.2. Visit Control..................................................... 123 9.3. Personnel Security (Clearance and Access)......................... 123 9.4. Physical Security................................................. 123 9.5. Threatcon Procedures.............................................. 124

9.5.1. FPCON Alpha................................................. 124 9.5.2. FPCON Bravo................................................. 124 9.5.3. FPCON Charlie............................................... 125 9.5.4. FPCON Delta................................................. 126 9.6. Key Control....................................................... 128

10. Watch Organization ...................................................... 131 10.1. Watch Policies.................................................. 136

11. Health and Physical Readiness Programs ...................................... 159 11.1. Drug and Alcohol Abuse Prevention Program....................... 159

11.1.1. Alcohol and Drug Abuse...................................... 160 11.1.2. Urinalysis Testing Program.................................. 160 11.1.3. Tobacco Use Prevention Program.............................. 162 11.2. Physical Fitness................................................ 163

11.2.1. Physical Fitness Assessment................................. 164 11.2.2. Fitness Enhancement Program................................. 166 12. Command Managed Equal Opportunity (CMEO) ................................. 169 12.1. Grievance Program............................................... 170 12.2. Command Training Team........................................... 172 12.3. Command Assessment Team......................................... 172

13. Continuous Process Improvement Program ..................................... 174 14. Casualty and Assistance Calls Program ....................................... 186 15. Training .............................................................. 189 15.1. General Military Training (GMT)................................. 189 15.2. Training and Education.......................................... 189 15.3. Professional Growth Office...................................... 193 15.4. Command Educational Services Program............................ 194

16. Miscellaneous Guidance and Policies ......................................... 195 16.1. Command Leave and Liberty Policy................................ 195

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16.2. Special Request Chit Processing................................. 199 16.3. Command Website Administration.................................. 199 16.4. Sailor of the Month, Quarter, and Year Programs................. 201

16.4.1. Sailor of the Month (SOM)................................... 203 16.4.2. Bluejacket of the Quarter (BJOQ)............................ 204 16.4.3. Junior Sailor of the Quarter (JSOQ)......................... 204 16.4.4. Senior Sailor of the Quarter (SSOQ)......................... 204 16.4.1. Bluejacket of the Year (BJOY)............................... 205 16.4.2. Junior Sailor of the Year (JSOY)............................ 205 16.4.3. Shore Sailor of the Year (SOY).............................. 206 16.4.4. Sea Sailor of the Year (SSOY)............................... 206 16.5. Civilian Employee Recognition Program........................... 207 16.6. Bachelor Enlisted Quarters Management........................... 208 16.7. FRC West Check-In and Indoctrination............................ 212

16.7.1. Sponsor Program............................................. 212 16.7.2. Indoctrination Program...................................... 213 16.7.3. Mentorship/IDP Program...................................... 215 16.7.4. Check In/Out Procedures..................................... 218 16.8. Off-duty Civilian Employment.................................... 219

Appendix A: SORM Change Procedures......................................... 2

FRCWESTINST 3120.1B

1 June 2016

Figures

Figure 2-1 FRC West Organizational Chart................................... 24 Figure 3-2 FRC West LOC Template........................................... 44 Figure 3-3 FRC West Travel Request......................................... 45 Figure 3-4 FRC West Travel Request Instructions............................ 46 Figure 5-1 Safety Pro Nomination........................................... 62 Figure 5-2 Safety Pro Sample Letter of Commendation........................ 63 Figure 5-3 FRC West Anymouse (Mishap reporting)............................ 64 Figure 6-2 EMI Award Notification.......................................... 77 Figure 6-3 Report of Offenses.............................................. 78 Figure 6-4 Preliminary Inquiry Officer's Report............................ 79 Figure 6-5 Rights AcknowledgementWAIVER OF RIGHTS.......................... 81 Figure 6-6 Report Of Preliminary Investigation............................. 83 Figure 6-7 Witness Statement............................................... 84 Figure 6-8 Disciplinary Review Board Recommendation........................ 85 Figure 7-1 Pre-separation Questionnaire.................................... 93 Figure 8-1 Career Development Board Procedures............................ 114 Figure 8-2 Career Development Board Procedures............................ 115 Figure 8-3 Career Development Board Procedures............................ 117 Figure 8-4 Officer/CPO Mess Financial Statement........................... 118 Figure 9-1 Security Briefing Statement.................................... 129 Figure 10-1 Enlisted Watch Standing Awareness Statement................... 147 Figure 10-2 FRC WEST CDO PQS.............................................. 149 Figure 10-3 FRC West MDO PQS.............................................. 153 Figure 10-4 Sample Deck Log Entries....................................... 156 Figure 10-5 Operator’s Inspection Guide................................... 158 Figure 13-1 AIRSpeed Event Review......................................... 184 Figure 16-4 SOY Program Nomination Fact Sheet............................. 220 Figure 16-6 Sponsor/Indoctrination Questionnaire.......................... 221 Figure 16-7 Division Coordinator Designation Letter....................... 223 Figure 16-8 Protégé Interview Sheet....................................... 224 Figure 16-10 Mentoring Resources.......................................... 225 Figure 16-11 Mentor-Protégé Agreement..................................... 226 Figure 16-12 Mentor Feedback.............................................. 229

DEPARTMENT OF THE NAVY FRC WEST LEMOORE

160 “L” STREET

LEMOORE, CALIFORNIA 93246-5049

FRCWESTINST 3120.1B

00

1 June 2016

FRC WEST INSTRUCTION 3120.1B

From: Commanding Officer, Fleet Readiness Center West

To: Fleet Readiness Center West

Subj: STANDARD ORGANIZATION AND REGULATIONS MANUAL

Ref: (a) OPNAVINST 3120.32 (series)

(b) U.S. Navy Regulations, 1990

(c) CINCPACFLTINST 5440.3 (series)

(d) COMNAVAIRPACINST 5440.15 (series)

Encl: (1) FRC West Standard Organization and Regulations Manual

(SORM)

1. Purpose. Enclosure (1) promulgates FRC West organization,

regulations, and key administrative procedures in a unified,

coordinated document. The SORM enhances FRC West's effectiveness

by describing procedures and guidelines to be used in meeting

the requirements of references (a) through (d) as well as other

directives. The SORM augments all administrative FRC West

instructions, and is designed to convey the collective wisdom of

FRC West's current managers to current and future billet-

holders. All FRC West personnel are accountable for managing

their programs and performing their duties in accordance with

the SORM; however, no instruction can replace the good judgment

expected of Naval Officers and Chief Petty Officers.

2. Cancellation. FRCWESTINST 3120.1A.

3. Information. Most general regulations regarding discipline,

morale, and safety are included in this directive, as are most

administrative procedures. Lengthy or classified procedures are

left to directives from higher authority, but are referenced in

the SORM. The SORM shall not be used to re-state procedures

delineated in directives from other echelons except where the

inclusion of the information dramatically improves FRC West

efficiency.

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1 June 2016

4. Applicability. This SORM is applicable to all FRC West to

include Detachment China Lake, Detachment Fallon, and Detachment

Fort Worth with the following criteria:

a. Articles listed here-in that are addressed as “FRC West”

are to be adhered to by all personnel at FRC West and

detachments.

b. Articles listed that are addressed as “FRC West Lemoore”

or “FRC West Detachment XXX” are applicable to only those

specific sites.

c. The terms Commanding Officer and Officer-in-Charge are

interchangeable when applied to detachments.

d. Executive Officer and Assistant Officer-in-Charge are

interchangeable when applied to detachments.

e. FRC West Detachment China Lake does not have an Officer

in Charge or Command Master Chief. The billet structure for

Detachment China Lake calls for an AIMD Supervisor who will

serve in the capacity of the Chief Petty Officer in

Charge/Senior Enlisted Advisor. All divisions of China Lake fall

under the parent division at FRC West Lemoore.

Any deviations from these rules will be addressed within the

article concerned.

5. Changes and Revisions. The SORM shall be reviewed annually.

Detachments and individuals may recommend changes through the

proper chain of command for incorporation in the next change

transmittal. Changes shall be requested in writing and mailed/e-

mailed to the FRC West Administrative Officer utilizing Appendix

B. Every billet, collateral duty, and process described in the

SORM is under the cognizance of an Officer or Chief Petty

Officer who is individually responsible for ensuring that

processes and procedures under their purview are conducted as

described in the SORM. In short, we do business by the SORM, and

if a better way to complete a task is found, we will update the

SORM to reflect that improvement.

K. J. BROWN

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1. FRC West Mission and Guiding Principles

1.1. Vision

To be the Naval Aviation Enterprise’s Leading Aviation

Maintenance Organization, leveraging the full potential of our

diverse capabilities and skills to provide absolute quality

products and services.

1.2. Mission

We will meet Naval Aviation Enterprise War Fighter Readiness

at Improved Efficiency, Optimal TRR, and Reduced Costs by

providing “World Class” Aviation Support, Repair, Overhaul of

Engines, Airframes, Avionics Components, and Support Equipment.

We will explore current and future opportunities for

Partnerships with Industry, other Government Agencies, and

Supporting Aerospace Organizations.

1.3. Philosophy

Take care of your people (and their families). People are our

most valued resource. Take care of our people and we will be

successful. Take care of our people and readiness will be

strong. People are readiness.

Operational Excellence. By the book maintenance – this is what

we do. Make your Division, Department, and FRC West the “best”

our Navy has to offer. Consider our (your) reputation in

everything that you do.

At the end of the day, be proud of what we accomplish. We are

the premier repair site for aircraft and components for the

world’s greatest Navy and the world’s most renowned warfighter.

Take pride.

1.4. Code of Conduct

HONOR: Trust, Integrity, Respect, Maturity

Treats others with respect and dignity, regardless of rank or

position.

Fosters an environment of Win-Win cooperation.

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Recognizes the unique talent, motivation, and weakness that

everyone brings to our job.

Does the right thing…even if no one is watching.

COURAGE: Move forward despite the unknown, moral, and ethical

courage in the face of adversity

Displays a calm “can do” attitude but in the quest for greatness

accepts there are times it’s responsible to say “No.”

Listens to and accepts input from others.

Readily admits mistakes. Accepts consequences of their actions.

Accepts the hard decisions even when they may be unpopular.

Provides clear communications. Easily accepts clarification

questions.

Acknowledges that change is difficult. Remains open minded to

change.

As a leader, trusts subordinates to perform assigned tasks

toward mission completion.

As a subordinate, trusts leaders to remove barriers and seek

solutions to difficult challenges.

COMMITMENT: Achieve mission, work toward technical mastery,

model professionalism

Strives to be a technical expert in their chosen field.

Committed to self improvement, continuing education, and

“sharpening the saw” for self and Sailors.

Models acceptance of Naval professional standards and traditions

through commitment to presenting a professional uniform,

appearance, and attitude.

Develops credibility through alignment of individual behaviors

with the Code of Conduct.

1.5. Command Discrimination and Sexual Harassment Policy

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As the Commanding Officer, it is my responsibility to

ensure all personnel assigned, military and civilian, are

provided with a work environment free from discrimination and

sexual harassment.

Discrimination and Sexual Harassment are violations of the

law and will not be tolerated. Any form of discrimination and

sexual harassment that interferes with an individual’s job

performance and creates an intimidating, hostile, or offensive

work environment has a negative impact on morale and this

commands mission. It makes a mockery of our core values of

Honor, Courage, and Commitment.

I am committed to the Navy’s zero tolerance of

discrimination and sexual harassment. Leadership shall set a

good example of professional work place ethics and conduct.

Sound leadership and professionalism are the essential

ingredients in preventing and eliminating discrimination and

sexual harassment. Therefore, I hold not only all Division

Officers, Chief Petty Officers, Work Center Supervisors, but ALL

personnel accountable for fostering a climate free of

discrimination and sexual harassment. Anyone violating this

policy guidance will be disciplined to the extent necessary to

correct the misconduct.

All assigned personnel, military or civilian, who perceive

they are victims of discrimination or sexual harassment are

encouraged to use informal measures to resolve the situation at

the lowest level in the chain of command. If informal measures

and the use of the chain of command are unsuccessful in

resolving the situation, civilian employees have the right to

file a formal complaint with the servicing Human Resources

Office. Military members will use the Navy grievance procedures,

Uniform Code of Military Justiceor Request Mast.

I count on each of you to act professionally and ensure that

discrimination and sexual harassment do not occur at our

command.

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2. FRC West Organization

2.1. General

The FRC West organizational chart contained in Figure 2-1

describes the arrangement of FRC West division structure, along

with a concise picture of command relationships.

2.2. Executive Department

2.2.1. Commanding Officer

a. Governing Directives: U.S. Navy Regulations

OPNAVINST 3120.32(series)

b. Basic Function. As set forth in U.S. Navy Regulations,

1990, Chapter 8, the Commanding Officer (CO) is charged with

absolute responsibility for the safety, well-being, and

efficiency of the command, except when, and to the extent that,

they may be relieved therefore by competent authority.

c. Duties, Responsibilities, and Authority. The detailed

duties and responsibilities of the CO are well-established by

U.S. Navy Regulations, general orders, customs, and traditions.

The authority of the CO is commensurate with his or her

responsibilities, subject to the limitations prescribed by law

and U.S. Navy Regulations.

d. Organizational Relationships

(1) The CO reports directly to Commander, Fleet

Readiness Centers (COMFRC) for operational and administrative

purposes.

(2) Officers-in-Charge (OIC) of detachment sites

report directly to CO, FRC West for operational and

administrative purposes.

2.2.2. Executive Officer

a. Governing Directives: U.S. Navy Regulations

OPNAVINST 3120.32(series)

b. Basic Function. The Executive Officer (XO) shall

assist the CO in carrying out the mission of FRC West. He or she

is specifically charged with coordinating and supervising the

performance and administration of the command as a whole,

including matters pertaining to the morale, discipline,

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training, welfare, work, exercises, safety, rights, and

privileges of individuals within the command.

c. Assuming Command. The XO will assume command should

the need arise. He or she will keep advised of current

operational doctrine and procedures. During action, the XO will

be stationed where he or she can best aid the CO and if

practicable, where he or she would probably escape the effects

of a casualty disabling the CO and yet would be able to assume

command promptly and effectively.

d. Duties, Responsibilities, and Authority. In

amplification of U.S. Navy Regulations, the XO will:

(1) assume command in the absence of the CO. This will

occur for the following circumstances:

(a) When the CO is on leave (a letter will be

prepared authorizing the XO to sign as “Acting”)

(b) If the CO is determined to be incapacitated

(c) For emergent matters when the CO is not

reachable

(2) interpret and implement orders, regulations, and

directives from higher authority as they pertain to the

administration of FRC West.

(3) keep the CO informed concerning all significant

matters pertaining to the command.

(4) keep himself advised concerning the policies of

the CO in all significant matters pertaining to the command.

(5) publish the Plan of the Week for the coordination

and regulation of FRC West's activities and the information of

the personnel.

(6) coordinate the activities of the divisions of FRC

West as necessary to ensure mutual support and integrated

effort.

(7) exercise general supervision over FRC West's

correspondence, files, records, and reports.

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(8) review all correspondence and directives prepared

for the signature of the CO.

(9) form and conduct a Planning Board for Training,

ensuring that the board produces a training plan and monitor the

execution of the plan.

(10) act as Electronic Key Management System (EKMS)

Manager for the command.

(11) maintain a command calendar for listing all

events, visits, inspections, etc., to facilitate proper

scheduling.

(12) conduct frequent inspections of FRC West in order

to ensure that the high standards of cleanliness, safety,

material preservation, and good order are maintained.

(13) prosecute the energetic and continuing program of

economy, conservation, and cost consciousness within the

command.

(14) supervise the training schedules of the command

as a whole in order to ensure a high standard of operational

readiness is maintained.

(15) coordinate the individual education and

professional training programs of FRC West in order to provide

personnel with incentives and opportunities for self-improvement

and professional advancement. Supervise the personnel leadership

and career development programs.

(16) exercise general supervision over the watch bills

of FRC West.

(17) direct the assignment, training, and service

indoctrination of junior officers.

(18) be alert to detect and correct conditions which

may adversely affect the health and physical well-being of the

crew.

(19) enforce the provisions of the Navy Regulations,

the Uniform Code of Military Justice, and FRC West Regulations

within the command.

Comment [MKB1]: Remove???

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(20) ensure that personnel of the command are fully

informed of their rights and obligations under the Uniform Code

of Military Justice.

(21) assign positions and collateral duties to all

officers.

(22) coordinate and assign officers to take charge and

carry out various fund drive commitments.

e. Organizational Relationships

(1) The XO is directly responsible to the CO from whom

he or she derives all authority for the execution of his duties.

(2) The following individuals report to the XO for all

matters pertaining to the internal administration of FRC West:

(a) All Division Officers

(b) Drug and Alcohol Program Advisor (DAPA)

(c) Command Managed Equal Opportunity (CMEO)

Program Coordinator

(d) Senior Watch Officer

(e) Legal Officer

(f) Public Affairs Officer

(g) Command Career Counselor (CCC)

(h) Command Fitness Coordinator

(i) Command Special Assistant for Personal

Finances

(j) Urinalysis Coordinator

(k) Physical Security Officer

(l) Automated Data Processing (ADP)/Information

Security (INFOSEC) Liaison Officer

(m) Sea Operational Detachment (SEAOPDET)

Coordinator

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(n) Command Educational Services Officer

(o) Training Coordinator

(3) Except as provided otherwise in these regulations,

or as directed by the CO, all communications of an official

nature from subordinates to the CO shall be transmitted through

the XO.

(4) The prescribed duties of the XO shall not be

construed to relieve a subordinate from any part of assigned

responsibilities.

2.2.3. Command Master Chief

a. Governing Directives: OPNAVINST 3120.32(series)

OPNAVINST 1306.2(series)

b. Basic Functions. The Command Master Chief (CMC) has

direct access to the CO in the formulation and implementation of

policies pertinent to the morale, welfare, job satisfaction,

discipline, utilization, and training of all enlisted personnel,

and their dependents, within the command.

c. Duties, Responsibilities, and Authority

(1) Continual liaison with the Immediate Superior in

Command (ISIC) Command Master Chief to ensure the proper

utilization of those communication vehicles by which ideas and

recommendations are transmitted between the enlisted community

and the command.

(2) Assist the CO in an advisory capacity in all

matters pertaining to welfare, morale, job satisfaction,

utilization, and training of enlisted personnel in order to

promote traditional standards of good order and discipline.

(3) Maintain and promote effectiveness and efficiency

of the chain of command and command unity.

(4) Advise the CO concerning the formulation and

implementation on changes in policy pertaining to enlisted

members and ensure command policies are adequately explained,

understood, and carried out.

(5) Assist in the preparation for and participate in

ceremonies concerning enlisted members as appropriate.

Comment [MKB2]: Not always assigned as a CPO....filled by NC1 at

current time

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(6) When directed, represent the command or accompany

the CO to official functions, inspections, ceremonies, and

conferences.

(7) Participate in the reception and hosting of

official visitors to the command.

(8) Upon invitation, serve as the enlisted

representative of the command at special events, celebrations,

and ceremonies, both military and civic.

(9) Attend meetings as directed by the CO to keep him

or her apprised of current issues and provide a representative

enlisted input.

(10) Counsel and assist enlisted members who make the

CMC aware of personal problems, utilizing the chain of command

in seeking solutions.

(11) Participate in, coordinate, or monitor the

following as appropriate:

(a) Command orientation/indoctrination

(b) PO Indoctrination/Selectee Leadership courses

(c) Command Retention Team

(d) Career Development Boards

(e) Awards Board

(f) Sailor of the Month/Quarter/Year Selection

Boards

(g) Command Advancement Program

(h) Human Resources Management Program (HRC)

(i) Command Assessment Team (CAT)

(j) Command Training Team (CTT)

(k) Morale, Welfare, and Recreation Committee

(l) Enlisted personnel barracks/berthing

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(m) Family Services Programs (Ombudsman)

(n) Various advisory boards as necessary

(o) Evaluation/CHIEFEVAL Peer Ranking Boards

(p) Senior Enlisted Watchbill Coordinator

(12) Assume responsibility for inspiring and

developing a more responsible and effective leadership at all

enlisted levels, ensuring that enlisted members maintain the

highest standards of conduct and general appearance.

(13) Work with the XO to assign personnel to Temporary

Additional Duty (TAD) billets and working party assignment in

accordance with current directives.

d. Organizational Relationship. The CMC reports directly

to the CO in the performance of assigned duties.

2.3. Special Assistants

2.3.1. Public Affairs Officer

a. Governing Directives: U.S. Navy Regulations

SECNAVINST 5720.44 (series)

b. Duties, Responsibilities, and Authority. The Public

Affairs Officer (PAO) functions as an aide to the CO and the XO

in carrying out the public relations program of FRC West. He or

she is particularly charged with initiating and supervising

releases to news media outlets. Additional duties include:

(1) Keep the CO and the XO advised concerning public

relations trends, policies, and potentialities, including

directives on security and release of information for

publication.

(2) Be alert to detect and exploit newsworthy material

concerning the FRC West's personnel, routine, and operating

schedules.

(3) Supervise the preparation of news releases and

other materials for release to media outlets.

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(4) Ensure that Duty Officers are familiar with

provisions pertaining to the handling of accidents or incidents

and keep them supplied with sample current accident report

forms.

(5) Maintain appropriate files, clippings, and copies

of press releases.

(6) Maintain a written history of FRC West.

(7) Submit photos of newsworthy/historical nature to

U.S. Navy Chief of Information (CHINFO) office via COMFRC.

(8) Monitor information that is placed on the FRC West

command website for content and accuracy.

(9) Assist the CO in conducting interviews with the

press.

(10) Submit forms to Fleet Hometown News Center as

required by newsworthy events.

(11) Assist the Administrative Officer with the

preparation of the Command Operations Report.

(12) Perform such other duties as may be assigned.

c. Organizational Relationship. The PAO reports to the XO

for performance of assigned duties.

2.3.2. Drug And Alcohol Abuse Program Advisor

a. Governing Directives: OPNAVINST 5350.4 (series)

CINCPACFLT/CINCLANTFLTINST

5350.1 (series)

COMNAVAIRPACINST 5355.1

(series)

b. Duties, Responsibilities, and Authority. The Drug and

Alcohol Abuse Program Advisor (DAPA) is directly responsible for

the administration of the Command Drug and Alcohol Program. The

DAPA shall:

(1) familiarize themselves in full with the provisions

of the governing directives.

Comment [MKB3]: Newsletter hasn’t been done in years!

Comment [MKB4]: Based on the instruction, the “hold file” is

appropriate for sea-going units

only

FRCWESTINST 3120.1B

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(2) advise the CO on the administration of the Command

Drug and Alcohol Program.

(3) conduct administrative screening of

suspected/identified drug and alcohol abusers to determine

whether the individual requires further referral to the

Counseling and Assistance Center for more intensive clinical

screening and evaluation as directed by the CO.

(4) monitor members who return to the command

following completion of outpatient, intensive outpatient, and

inpatient treatment programs. This includes follow-up support

and execution of recommendations from counseling and

rehabilitation facilities.

(5) coordinate command level drug and alcohol abuse

education.

(6) coordinate the presentation of alcohol awareness

training to include DAPA briefings on drug and alcohol policies.

(7) maintain close liaison with base Counseling and

Assistance Center and Substance Abuse and Rehabilitation Program

(SARP).

(8) coordinate Prevent and Adams Training.

(9) attend all scheduled base DAPA meetings.

(10) serve as the Command Drug and Alcohol Self-

Referral Agent.

(11) serve as the Command Suicide Prevention

Coordinator.

c. Organizational Relationship. The DAPA reports directly

to the CO for the performance of assigned duties.

2.3.3. Command Managed Equal Opportunity Manager

a. Governing Directives: OPNAVINST 5354.1(series)

b. Duties, Responsibilities, and Authority. The Command

Managed Equal Opportunity (CMEO) Manager is directly responsible

to the CO for the organization and supervision of the CMEO

Program. The CMEO Manager shall:

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(1) facilitate ongoing education in support of Human

Goals and Equal Opportunity utilizing Defense Equal Opportunity

Management Institute (Deomi) and per the governing directive.

(2) schedule quarterly Command Assessment Team (CAT)

meetings.

(3) maintain close monitoring of the Command Training

Team (CTT) to provide continuing education to FRC West personnel

on military rights and responsibilities, cultural expression,

and sexual harassment coordinating with combined base resources

to meet requirements as necessary.

(4) maintain an active and effective CAT to serve in

support of the chain of command in assessing problem areas,

identifying potential tensions, and providing structured

communication channels to air grievances.

c. Organizational Relationships. The CMEO Manager reports

directly to the CO for the performance of assigned duties.

2.3.4. Command Career Counselor

a. Governing Directive: Retention Team Manual

b. Duties, Responsibilities, and Authority. The Command

Career Counselor (CCC) shall have direct access to the CO and

XO. The CCC shall serve as the command's principal advisor on

policies and regulations related to Navy career planning matters

and be a primary technical assistant supporting other members of

the command's retention team. The CCC shall:

(1) organize and manage an effective retention program

utilizing the Retention Team Manual as a guide.

(2) Support Career Development Boards (CDB) and the

mentorship program, ensuring that mentorship goals are included

in the CDB interview.

(3) train and support the Command Retention Team.

(4) report retention team activities to the CO at

least on a monthly basis.

(5) inform the CO of situations which have a positive

or negative impact on retention and make recommendations as

appropriate.

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(6) maintain command retention statistics.

(7) keep retention team members informed of changes in

policy that may affect individual attitudes toward the Navy or

command.

(8) maintain those publications/materials necessary to

sustain an effective program.

(9) coordinate and arrange group interviews.

(10) maintain a tickler system to ensure that all

personnel are counseled in a timely manner as required.

(11) track all retiring personnel and ensure

retirement ceremony request/processing is conducted in a timely

manner. Retirement requests must be requested utilizing the

Fleet Reserve/Retirement request form locally developed by the

CCC. All retirement ceremonies must be coordinated via a local

5060 notice which shall be routed at a minimum of 60 days in

advance of the ceremony.

c. Organizational Relationships. The CCC reports directly

to the CO and XO on all matters regarding retention.The CCC

shall liaise and maintain a working relationship with and at the

direction of the CMC.

2.3.5. Sea Operation Detachment (SEAOPDET) Coordinator

a. Governing Directives. COMNAVAIRLANT/COMNAVAIRPACINST

1306.18(series)

Enlisted Distribution &

Verification Report

Activity Manpower Document (AMD)

Individual Personnel Tempo

(ITEMPO) Manual

b. Duties, Responsibilities, and Authority. The SEAOPDET

Coordinator is responsible for the supervision and coordination

of all shipboard/CVW detachments and CVW requested FRTP

detachments. The SEAOPDET Coordinator shall be at least a Chief

Petty Officer. The SEAOPDET Coordinator shall:

(1) become familiar with and guided by the provisions

set forth in the governing directives.

(2) screen all PCS orders of inbound and outbound

SEAOPDET personnel to ensure proper assignment of personnel.

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Once a Sailor has completed a deployment with a particular CVW,

they will be permanently assigned to that CVW. Deviation from

this policy shall only occur by direction of the CO. Sailors may

request CVW reassignment via Special Request Chit through their

appropriate Chain of Command, via the SEAOPDET Coordinator, to

the CO. All efforts should be made to keep members assigned to

one CVW their entire tour.

(3) maintain liaison with shipboard/CVW SEAOPDET

Coordinators and COMFRC to determine SEAOPDET embarkation

periods. SEAOPDET personnel support CVW operations, any

requested CVW FRTP detachments, test bench/test program set

(TPS) verification, and test bench repair as required.

(4) maintain liaison with the various CVWs for changing

air wing schedules, assigned host squadrons supporting SEAOPDET,

and transportation availability to and from detachments/

deployments.

(5) ensure the XO and essential personnel are briefed on

work-up/deployment schedules and preparations. This duty also

requires maintaining liaison with the Command Ombudsman.

(6) coordinate with Administrative Office for the

preparation of all pay documents, orders, and travel

arrangements for personnel during all CVW/CVN work-up and

deployment periods.

(7) assign a Petty-Officer-In-Charge for each detachment

to supervise the mustering of personnel, tracking of all

detachment records (to include training records, medical

records, and dental records), coordination with assigned host

squadron for the processing of SEAOPDET personal gear, and

additional duties as required.

(8) schedule and supervise pre-detachment/deployment

briefings.

(9) ensure all SEAOPDET personnel have completed minimum

firefighting training requirements.

(10) ensure compliance with Chief of Naval Operations

(CNO) directed Personnel Tempo of Operations (PERSTEMPO)

directives and maintain liaison with Personnel Support

Detachment (PSD) for SEAOPDET personnel sea counter and sea pay

matters.

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(11) Ensure all Sailors, upon returning from deployment,

are presented a 3-day and 4-day special liberty chit signed by

the CO. Sailors may utilize these chits immediately upon return

or save them to use prior to the expiration date printed on the

chit.

(12) perform other duties as assigned by the CO/XO.

b. Organizational Relationship. The SEAOPDET Coordinator

reports directly to the XO.

2.3.6. Command Fitness Leader

a. Governing Directives: OPNAVINST 6110.1(series)

b. Duties and Responsibilities. The Command Fitness

Leader (CFL) is responsible to the CO for the overall

administration and management of the Command Physical Readiness

Program. The Command Fitness Coordinator shall:

(1) conduct the Physical Fitness Assessment (PFA) at

least semi-annually per guidelines of OPNAVINST 6110.1(series).

(2) maintain the Command PFA Summary Report.

(3) supervise the command's Fitness Enhancement

Program (FEP) and when appropriate, coordinate with base

recreational services for the required physical training or

testing facilities.

(4) update PRIMS data and proper notifications for

assigned members following completion of each semi-annual PFA.

(5) advise the chain of command on all physical

readiness program matters, particularly about members who need

assistance in meeting physical readiness standards.

(6) report to the Safety Officer any physical

readiness program related injuries so that they may be

documented per requirements set forth in OPNAVINST 5102.1

(series).

(7) provide the Administration Department with PFA

results for evaluation/FITREP entries and recognition for

outstanding PFA scores.

c. Organizational Relationship

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(1) The Command Fitness Leader reports to the CO via

the XO and CMC on all matters pertaining to the Physical

Readiness Program.

(2) Collaborates with the Legal Officer to process

personnel for Administrative Separations for failure to meet PFA

standards.

2.3.7. Voting Assistance Officer

a. Governing Directive: OPNAVINST 1742.1(series)

b. Duties, Responsibilitie,s and Authority. The Voting

Assistance Officer is responsible for the detailed supervision

of an effective voting assistance campaign. The Voting

Assistance Officer shall:

(1) use POW notes, GMT, posters, and quarters

announcements to improve voter registration efforts.

(2) In all Federal elections, the Federal Post Card

Application Registration and Absentee Ballot (FPCA), Standard

Form (SF) 76 or SF 76A (electronic version) shall be issued to

all eligible voters and their voting age family members by 15

January of each calendar year and by 15 August of each even

numbered year.

(3) Register the command and contact information in the

Voting Information Management System online database and ensure

documentation of SF 76 delivery is documented in the system.

c. Organizational Relationship. The Voting Officer reports

to the XO for performance of assigned duties.

2.3.8. Command Financial Specialist

a. Governing Directives: OPNAVINST 1740.5(series)

MILPERSMAN 7000-020

b. Duties and Responsibilities. The Command Financial

Specialist shall function as the command's principal advisor in

policies and matters pertaining to the Personal Financial

Management (PFM) education, training, and counseling of command

personnel. The Command Financial Specialist shall:

(1) assist the command to establish, organize, and

administer the command PFM Program.

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(2) disseminate financial management information

within the command through plan of the week notes, newsletters,

etc.

(3) maintain current PFM resource books, directories,

references, and training materials for use in GMT, divisional

training, and counseling. Maintain liaison with the local Fleet

and Family Support Center (FFSC) for updated PFM information.

(4) present PFM training as part of the command GMT

program and provide divisional PFM training as required.

(5) provide basic PFM counseling to individual members

of the command as required/requested.

(a) All E-4 and below personnel shall have a PFM

budget conducted within 30 days of checking in.

(b) Due to the significant change in BAH, it is

recommended for all Sailors reporting to Detachment Fallon

receive PFM counseling within 30 days of checking in.

(6) maintain records of training, counseling

conducted, and counseling referrals and ensure confidentiality

of counseling records.

(7) screen personnel requesting advanced pay as

required by the MILPERSMAN.

(8) refer members with serious financial problems to

the appropriate resource or agency capable of providing

necessary assistance and/or counseling, e.g., FFSC, Navy and

Marine Corps Relief Society (NMCRS), Credit Union, Consumer

Credit Council, etc. The CFS will monitor the individual and the

resource/counseling agency to facilitate progress.

(9) Submit a quarterly report to the CO on all PFM

activities and command financial issues and trends.

c. Organizational Relationship. The Command Financial

Specialist will report to the CO and XO in the performance of

assigned duties.

2.3.9. Urinalysis Coordinator

a. Governing Directives: OPNAVINST 5350.4(series)

COMNAVAIRFORINST 5350.1(series)

Comment [MKB5]: Fallon added this....do we want to mark it as

(Fallon only) or implement it FRC-

wide???

FRCWESTINST 3120.1B

1 June 2016

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b. Duties and Responsibilities. The command Urinalysis

Coordinator is directly responsible to the CO for the

administration and operation of the Urinalysis Testing Program.

An Assistant Urinalysis Coordinator will be appointed to assist

in the program. The Urinalysis Coordinator shall:

(1) familiarize themselves in full with the provisions

of the governing directives.

(2) execute the required percentage of monthly random

urinalysis tests and ensure all newly reporting personnel are

tested within 72 hours of arrival.

(3) ensure all members are tested at least once during

the fiscal year.

(4) collect, handle, and ship urine samples to the

appropriate drug lab.

(5) take immediate action on laboratory noted

discrepancies to ensure repeat discrepancies are avoided.

(6) train observers and Assistant Urinalysis

Coordinators.

c. Organizational Relationships. The Urinalysis

Coordinator reports to the CO in the performance of assigned

duties.

2.3.10. General Responsibilities of the Division Officer

a. Governing Directives: U.S. Navy Regulations

OPNAVINST 3120.32(series)

b. Basic Function. In amplification of the general duties

prescribed in the governing directives, the Division Officer is

responsible for the organization, administration, and operation

of the division and its assigned personnel and material in

support of the overall mission of the division.

c. Duties, Responsibilities, and Authority. The Division

Officer shall:

(1) organize and control the assignment of enlisted

personnel of the division, within the Activity Manning Document,

to achieve maximum operational readiness of the personnel and

equipment.

Comment [MKB6]: CMC recommends delete – mirrors the governing

directive, no local difference

Comment [MKB7]: We no longer have an FRG

FRCWESTINST 3120.1B

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(2) formulate and implement policies, methods, and

procedures for the efficient operation of the division.

(3) direct and supervise the operation of the division

through responsible leading petty officers as prescribed in the

division organization manual.

(4) anticipate the personnel and material requirements

of the division.

(5) control and supervise the preparation, handling,

and submission of all forms, reports and correspondence

originated or maintained by the division.

(6) instruct subordinates in all applicable safety

precautions and require their compliance.

(7) ensure that established security measures are

strictly observed by all personnel of the division.

(8) contribute to the coordination of effort within

the division by recommending improvements in divisional policies

and procedures.

(9) ensure that the Watch Bill, the Plan of the Week

and other bills and directives, which affect the personnel of

the division, are posted on division bulletin boards and read by

all assigned personnel.

(10) maintain a Job Description/Relief folder for the

division containing the following information:

(a) Table of Contents

(b) Duty Assignment Letter

(c) Billet Description/Collateral Duties

(d) Division organization chart

(e) Billet assignments of division personnel

(f) The daily routine is acknowledged

(g) Reports for which responsible and applicable

forms

Comment [MKB8]: Watches are controlled by SWO/SEWC

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(h) Listings of all pertinent preferences,

directives, and FRC West instructions for whomever responsible.

(i) Complete Command Inspection Guide/CSEC

Checklist

(j) Membership on Boards/Committees/Councils

(k) List of Accountable/Classified Material in

custody

(l) Spaces and personnel assigned

(m) Filing and internal routing procedures

(n) Current projects in work

(o) Division Officer’s Personnel Records

(11) schedule and conduct training for personnel

assigned to the division. Training should include

indoctrination of new personnel in preparation for advancement

in rating, individual instruction and drills in FRC West, team

training to fulfill operational requirements of the division,

and individual training.

(12) prepare, review, and update lesson guides for

professional training within the division.

(13) keep informed concerning the capabilities and

qualifications of personnel assigned to the division and make

recommendations for advancement as appropriate.

(14) review and recommend reassignment of Navy

Enlisted Classification Codes as necessary for the personnel

within the division.

(15) initiate Evaluation Report and Counseling Record

(NAVPERS 1616/26) or CHIEFEVALs for personnel in the division

per current directives.

(16) encourage the personnel of the division to

qualify for advancement and participate in off-duty education to

improve their general education.

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(17) make recommendations for personnel transfers and

changes in divisional personnel allowance to the XO.

b. Organizational Relationship

(1) The Division Officer reports to the CO via the XO

in the performance of duty.

(2) The Division Officer reports the the MMCO for all

matters pertaining to maintenance.

Comment [MKB9]: Not sure if the below is worded completely

correctly....Celeste recommended

the change to differentiate between

administrative and maintenance

reporting relationship.

Comment [MKB10]: Working on a new org chart....

FRCWESTINST 3120.1B

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Figure 2-1 FRC West Organizational Chart

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3. Administrative Department

3.1. Administrative Officer

a. Governing Directives: SECNAV M-5216.5)

SECNAV M-5210.1

SECNAV M-5210.2

SECNAVINST 5215.1 (series)

SECNAVINST 1650.1 (series)

BUPERSINST 1610.10 (series)

b. Duties, Responsibilities and Authority. The

Administrative Officer shall function as an aide to, and may be

delegated to act for, the Executive Officer in specific details

of the administration of FRC West. He or she shall coordinate

and be responsible for the Administrative Division. The

Administrative Officer shall:

(1) report to the XO on the implementation and

effectiveness of administrative policies, procedures and

regulations of FRC West.

(2) review all correspondence prepared for the signature

of the CO and the XO, as well as Officers authorized to sign “By

direction”, focusing on attention to its conformance with

current correspondence instructions.

(3) control the mailing of correspondence and reports.

(4) screen all correspondence and directives and

initiate action as required.

(5) process all incoming and outgoing official

correspondence and ensure that such correspondence is properly

accounted for and expeditiously routed.

(6) ensure that all provisions of directives are fully

complied with concerning the security and handling of classified

correspondence.

(7) maintain FRC West’s central correspondence files per

the current edition of the Navy-Marine Corps Standard Subject

Classification System and other pertinent directives.

(8) supervise the compilation and forwarding of required

reports, ensuring the proper recording of completion and

forwarding.

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(9) maintain a master tickler system to ensure that

reports and correspondence requiring action or reply are

promptly and properly acted upon. Initiate “tracer” action when

necessary.

(10) serve in an advisory capacity to the XO, Detachment

OICs, Division Officers, and all FRC West clerical personnel

concerning the technical format and clerical acceptability of

official correspondence.

(11) maintain a reference library of all administrative

type publications and directives required for the administration

of FRC West.

(12) exercise control over the reproduction and issuance

of all instructions prepared for review and signature to ensure

proper format, arrangement of contents, adequacy of security

classification, revision or change procedure, and for possible

duplication or conflict with other releases. Supervise the

operation of FRC West's directive case files.

(13) ensure all correspondence/orders relating to change

of duty, promotion, or other changes in the status of FRC West’s

officer personnel are properly interpreted, executed, and

recorded.

(14) supervise the distribution, handling, and

forwarding of all officer fitness reports and enlisted

evaluation reports.

(15) ensure the proper administration of the Officer

Distribution Control Report (ODCR).

(16) supervise the preparation of the Plan of the Week

and review it for arrangement, accuracy, and content.

(17) attend Department/Division Head meetings, keeping

such records as the XO may direct.

(18) schedule interviews with the XO for visitors of FRC

West, screening out visitors with business of a routine nature

and properly route them to the appropriate FRC West officer.

(19) manage the awards program by conducting regular

awards boards, tracking timely submission of awards, and

auditing awards for proper content and format.

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(20) submit the Command Operations Report annually on 1

March with assistance and input from the Public Affairs Officer.

(21) perform such other duties as may be assigned.

c. Organizational Relationships. The Administrative

Officer, in relationship to Division Officers, within the areas

of delegated responsibility and authority, is the direct

representative of the XO.

(1) The Administrative officer reports to the CO via the

XO for performance of assigned duties.

3.2. Manpower Manager

a. Governing Directives: OPNAVINST 1000.16(series)

Enlisted Distribution &

Verification Report

Activity Manpower Document

Military Personnel Manual

b. Duties, Responsibilities, and Authority. The Manpower

Manager is directly responsible to the XO, through the

Administrative Officer, for enlisted personnel placement

tracking and personnel matters. The Manpower Manager shall:

(1) ensure the proper administration of the enlisted

personnel accounting system.

(2) interpret and coordinate actions required by

enlisted personnel directives received from higher authority.

(3) originate correspondence as necessary concerning the

allowance and utilization of enlisted personnel.

(4) supervise the professional training and education of

enlisted personnel assigned to the Manpower Office.

(5) maintain records of transfers of enlisted personnel

into other commands per current directives.

(6) publish a monthly list of projected personnel gains

and losses.

(7) ensure the Enlisted Distribution Verification Report

is properly and regularly updated, accurately reflecting FRC

West manning.

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c. Organizational Relationships

(1) The Manpower Manager reports to the XO via the

Administrative officer for performance of assigned duties.

(2) The Manpower Manager collaborates with

(a) all Division Officers having enlisted personnel

assigned.

(b) the Command Career Counselor on matters relating

to transfers and retention.

(c) the XO concerning projected manpower and NEC

management.

3.2.1. Message Handling Procedures

a. Governing Directives. NTP-4 (C)

NTP-3 (H)

NWP-4

ACP 121

SECNAVINST 5510.30(series)

OPNAVINST 3100.6 (series) (FOUO)

b. Purpose. To establish the policy and procedures that

will be employed in the receiving, handling, accounting,

routing, drafting, and releasing of messages within FRC West.

c. Training. The Manpower Manager is responsible for the

establishment of a communication's training program. Training

will be given to all personnel with releasing authority and

message drafters. Personnel will become familiar with pertinent

information contained in the listed governing directives.

d. Message Release Policy. All messages involving command

policy or the commitment of material, personnel or other

services will be released by the CO. In the COs absence, when

urgency dictates, the senior officer present is authorized to

release messages. Division Officers may release routine messages

originating within their division that do not affect policy or

are not restricted to CO release by higher authority.

e. Message Processor Responsibility. All messages

received from release authorities will be verified to have a

physical signature on the paper copy of final draft or a

FRCWESTINST 3120.1B

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digitally signed email containing the wording “Message released”

or equivalent direction. The processor will insure all Plain

Language Addresses (PLAD) are valid and proper formatting in

accordance with message processing directives is adhered to.

f. Incoming Message Traffic

(1) All unclassified messages are automatically

received via NMCI Outlook email. Messages will then be dispersed

into appropriate folders for command review.

(a) Messages will remain in the Outlook Message

folder for a period of 30 days and then will be moved into an

archive folder identifiable by month and year.

(b) Messages of executive interest or containg

urgent action shall be forwarded directly to the CO, XO, CMC,

and Administrative Officer for immediate review.

(c) Integrity of the Command Message Board is

paramount in maintaining an accurate record of communications.

g. Special Handling of Messages

(1) “Personal For” (P4) messages will be delivered by

appropriate means to the CO (or the XO in the COs absence) and

only the CO/XO may authorize further dissemination.

(2) American Red Cross Messages or messages concerning

death or serious illness will be delivered to the CO or XO, or

to the Division Officer of the individual concerned if the CO

and XO are not immediately available. If none of these officers

are available, the Command Duty Officer (CDO) will make the

decision as to how the individual is to be notified, depending

on the gravity of the situation. In no case will an individual

be notified by a non-khaki.

g. Outgoing Message Traffic

(1) Outgoing Messages will be processed using Navy

Interface for Command Email (NICE). Messages can be drafted

using Message Editor and saved as a Notepad document and then

imported to NICE. All PLADs, spelling, and message format must

be checked prior to the message being routed for approval.

Messages will then be routed for signature. The current listing

of up-to-date PLADS will be obtained from the NICE website under

Public Messages #PLADs.

Comment [MKB11]: I brain-locked on how to word what I’m trying to say!

FRCWESTINST 3120.1B

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(2) Once an outgoing message is transmitted, the Date

Time Group (DTG) assigned by message processor will be annotated

on the message release log and the message then filed. A return

copy of the successfully processed message shall be forwarded to

the message releaser.

(3) Any situation requiring a Situation Report

(SITREP) will be discussed with the XO and CO prior to drafting

the message. Specific guidance for SITREPs can be found in

OPNAVINST 3100.6(series). SITREPs must be logged into the CDO

binder to ensure correct numbering (calendar year basis). All

SITREPs shall be tracked for any required follow-on update and

close-out messages.

3.3. Administrative Division Functions and Guidance

3.3.1. Plan of the Week

a. General. The Plan of the Week (POW), or Plan of the

Month (POM), depending upon the command or detachment policy, is

a basic administrative directive signed by the XO. It contains

plans and orders for the administration of FRC West and

announcements of general interest. The most important factor in

preparing the POW is timeliness. All hands are responsible for

the knowledge of, compliance with, and contents of the POW for

their respective site.

(1) The XO is responsible for ensuring that the POW is

published.

(2) The Administrative Officer is directly responsible

for the preparation and distribution of the POW. The POW, for

the following week, shall be prepared and submitted to the XO

for signature no later than 1000 each Friday.

(3) Division Officers and Chief Petty Officers are

responsible for ensuring that their respective divisions are

fully informed of the contents of the POW.

(4) Divisions and program managers are encouraged to

submit notes of interest to publish in the POW. Notes for the

POW will be submitted to the Administrative Division prior to

1200 each Thursday for inclusion in the POW.

b. Arrangement of Contents. The information contained in

the POW shall normally be presented under the following

groupings:

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(1) Key personnel listing

(2) Orders of the Day. Official notes requiring

compliance by all hands.

(3) Announcements of general interest and unofficial

notes admitted.

c. Distribution. The POW requires widest distribution.

It should reach all levels of FRC West by notification via e-

mail of its posting/location on the shared drive, reading at

quarters, and posting in all workcenters.

3.3.2. Command Instructions and Notices

a. Governing Directives: OPNAVINST 5215.7(series)

SECNAVINST 5215.1 (series)

b. General. Objectives of command instructions and

notices are to promulgate and amplify policy and procedures

received from higher authority and local procedures and polices

established within the command. The Navy Directives System uses

two types of directives; instructions, which are of a continuing

nature and effective until subsequently canceled, and notices

which are of a periodic nature and are applicable only for a

brief period (one year or less).

c. Information. FRC West directives will be distributed

by the Administrative Department as assigned by the originator.

The Administrative Department will maintain a complete file of

FRC West directives. Divisions, shops, and work centers will

maintain only applicable directives. Originators of a directive

or correspondence must note who is to receive the directive.

Distribution and use of directives should occur by electronic

means as much as possible.

d. Annual review. Each FRC West instruction will be

reviewed annually by the originator. The purpose of the review

is to ensure the document is accurate, understandable, and

required. The goal is to reduce the number of command documents

to what is essential. To this end, the use of higher echelon

directives will be used and command directives will be

established only if absolutely required. The Administration

Officer will prompt annual reviews per the governing directive.

3.3.3. Awards Processing

a. Governing Directives. SECNAVINST 1650.1 (series)

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NAVAIRINST 1650.1 (series)

COMFRCINST 1650.1 (series)

b. Applicability. This policy applies to all FRC West and

detachments.

c. Policy and procedures

(1) Awards for sustained superior performance or for

specific achievements shall be submitted for an individual at

the termination of the period during which the person

demonstrated that performance, such as an end of tour. Specific

achievement awards shall be submitted as soon as possible after

the special act or achievement. The goal for end of tour awards

is to present the award to the member prior to departure;

therefore, all awards must be received in the Administrative

Department prior to members departure as follows:

AWARD DUE TO FRCW LEMOORE

Navy and Marine Corps Achievement Medal 60 Days

Navy and Marine Corps Commendation Medal 90 Days

Meritorious Service Medal 90 Days

Any award that is not within the required timeframe requires a

letter of explanation as to why it is being submitted late.

(2) The awards package must contain the following:

(a) A completed and signed OPNAV 1650/3, Personal

Award Recommendation. The original is required for FRC West

Lemoore submissions; detachments shall submit a scanned form.

(b) A summary of action in MS Word format.

(c) A proposed citation in MS Word format.

(d) Fallon only - Command Awards Recommendation

and Record of Action Sheet (FRCWDF 1650/3) Figure 3-2.

(3) Division Officers at Lemoore submitting an awards

package shall submit paper copies of the package with all

documents uploaded onto the designated folder of the shared

drive or emailed to the awards clerk. Detachments shall submit

awards packages via email with a scanned copy of the signed

OPNAV 1650/3 in Adobe Acrobat (.pdf) format and the summary of

action and proposed citation in MS Word format.

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(4) Citation formats for all awards are located on the

shared drive. Formats for Flag LOC and above are to be prepared

per COMFRCINST 1650.1 (series).

(5) See Section 8.2 for discussion of awards board

process.

3.3.4. Leave Processing

a. Governing Directives. DoD Directive 1327.5

DoD Instruction 1327.6

DJMS Procedures Training Guide

Military Personnel Manual

b. Leave Processing Pprocedures. All leave requests, with

the exception of convalescent leave, will be requested via NSIPS

e-Leave in a member’s individual account utilizing the guidance

listed in Chapter 16.1. Leave reviewers and approvers will be

assigned utilizing the appropriate routing matrix.

c. Leave Control Log. All leave will be tracked by the

Administrative Department via NSIPs E-Leave. Command Leave

Administration Clerk will maintain E-Leave accurately and ensure

all leave changes will have the proper supporting documentation.

3.3.5. Mail and Postal Affairs

a. Governing Directives. OPNAVINST 5218.7 (series)

OPNAVINST 5112.6 (series)

USPS Domestic Mail Manual

USPS International Mail Manual

DoD Postal Manual 4525.6-M

DoD Postal Manual 4525.8-M

b. Purpose. To establish procedures for the effective

operation of the U.S. Mail Service.

c. Postal Service. The Postal Officer is responsible for

mail service within FRC West. Administrative department

personnel will hold duties as Mail Orderlies and are authorized

to handle official, personal, and registered mail and will be

guided in the execution of their duties by this manual and the

listed governing directives. The Postal Officer shall:

(1) Provide mail service within the command by the use

of mail orderly service and by providing adequate training of

personnel assigned to postal duties.

FRCWESTINST 3120.1B

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34

(2) Institute and maintain operating and control

procedures to ensure the proper and expeditious delivery,

processing, and dispatch of mail and preserving the

inviolability of the mail, both official and personal.

(3) Appoint mail orderlies to perform the mail

distribution functions within FRC West.

(4) Provide adequate facilities to safeguard the U.S.

and Guard Mail while in the orderly system and monitor the

functions of FRC West mail orderlies.

(5) Ensure the maintenance of a complete and effective

mail directory service of the command.

(6) Furnish all personnel with their correct mailing

address while attached to the command and ensure receipt of a

correct change of address upon transfer.

d. Mail Handling Procedures

(1) Incoming Non-Registered Mail. Incoming, non-

registered mail will be picked up by an FRC West mail orderly

following current base procedures. Mail will be sorted in the

Administration Department.

(2) Outgoing Non-Registered Mail. FRC West mail

orderlies will collect outgoing, non-registered mail from the

mail collection box located in the Administrative Department.

(3) Registered Mail. FRC West mail orderlies will

maintain an unbroken chain of receipt for registered mail.

(a) Incoming. Incoming registered mail will be

delivered to the Administration Officer who will open, properly

log, and prepare it for routing. If the Administration Officer

is not available for immediate turnover of registered mail, it

shall be delivered to the XO who will properly store the

registered mail.

(b) Outgoing. The Administration Officer will

maintain a separate log for outgoing registered mail containing

the following information:

1. Registered number

2. Date mailed

3. Address

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35

4. Contents or Subject (Unclassified)

5. Responsible Division

d. Directory Service. The Administrative Division will

maintain a mail directory of all detached and transferred

personnel. Incoming mail will be forwarded for six months. At

the end of six months, mail will be returned to sender. Names of

prospective gains will be placed in the mail directory to avoid

improper routing of incoming mail.

e. Internal Distribution of Personal Mail. Personal mail

shall be immediately delivered to the person it is addressed to.

Unauthorized opening, destroying, appropriating, or tampering

with U.S. Mail is punishable by fine and imprisonment under

Federal Law.

f. Security of Mail. Incoming and outgoing non-registered

mail awaiting internal distribution or outgoing delivery will be

securely maintained in the Administrative Division.

g. Letter and Package Bombs

(1) Postal personnel should be aware that a bomb can

be enclosed in either a parcel or an envelope, with outward

appearance limited only by the imagination of the sender. Mail

bombs have exhibited the following unique characteristics that

may assist postal clerks in identifying a suspect letter or

parcel:

(a) Mail bombs may bear restricted endorsements

such as "Personal" or "Private."

(b) The addressee's name and/or title may be

inaccurate.

(c) Mail bombs may reflect distorted handwriting

or the name and address may be prepared with homemade labels or

cut-and-paste lettering.

(d) Mail bombs may have visible protruding wires,

aluminum foil, or oil stains and may emit a peculiar odor.

(e) Mail bombs may have an excessive amount of

postage stamps affixed.

(f) Letter type bombs may feel rigid or appear

uneven or lopsided.

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(g) Parcel bombs may be unprofessionally wrapped

with several combinations of tape used to secure the package and

may be endorsed "Fragile-Handle with Care" or "Rush-Do-Not-

Delay."

(h) Parcel bombs may make a buzzing, ticking, or

sloshing noise.

(2) If a postal clerk is suspicious of a mailing and

is unable to verify the contents with the addressee or sender:

(a) Do not open the article.

(b) Isolate the article and evacuate the immediate

area.

(c) Do not put in water or confined spaces such as

a desk drawer or a filing cabinet.

(d) If possible, open windows in the immediate

area to assist in venting potentially explosive gases.

(e) If there is any reason to believe a letter or

parcel is dangerous, contact base security immediately.

3.3.6. Incoming Official Correspondence

a. Governing Directives. SECNAVINST 5216.5(series)

SECNAVINST 5210.11(series)

(1) All official correspondence addressed to the

Commanding Officer shall be delivered to the Administration

Officer for processing and routing to the division concerned.

(2) Internal Distribution. Routine official

correspondence not requiring special routing will be forwarded

directly to the division concerned. Otherwise, the

correspondence will be routed via the Administrative Officer,

XO, and CO or as otherwise directed.

(3) Time Limits. Unless there is a specific response

time indicated in the action correspondence, the following

guidelines shall be followed:

(a) Congressional Inquiries. All communication

from Congress is considered priority and shall be answered

FRCWESTINST 3120.1B

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37

within five calendar days of receipt or sooner as directed by

the inquiry.

(b) Letter Correspondence. Response to incoming

action correspondence shall be accomplished within ten calendar

days of receipt.

(c) Messages. Replies to routine messages shall be

made within five working days of receipt or sooner if/when

directed by higher authority.

(d) Interim Replies. An interim reply shall be

forwarded to the originator whenever a deadline cannot be met.

The interim reply shall provide as much relevant information as

is available at the time. The reason additional time is required

and a projected date the final reply may be expected will also

be addressed.

(4) Classified Material. All incoming classified

correspondence will be received by the Security Manager for

review and further routing. The Security Manager will prepare a

correspondence control slip for the routing of all classified

material.

3.3.7. Outgoing Official Correspondence

a. Governing Directives. SECNAV M-5216.5

SECNAV M-5210.2

b. Preparation. All official correspondence shall be

prepared per the listed governing directives. Official

classified correspondence will be prepared strictly per SECNAVM-

5510.36. The originator, Division Officer, and the

Administrative Office shall carefully review correspondence

submitted to the CO or XO for signature.

c. Submission and Approval. All correspondence submitted

to the CO or XO for signature shall be prepared on plain paper

and placed in a folder with a routing sheet and any

substantiating documentation for approval. The Administration

Department will log and track all correspondence received. All

correspondence will be reviewed by the Administrative Officer

and the XO prior to being prepared on letterhead for final

signature. After the correspondence is signed by the CO or "By

direction", it will be processed by the Administrative Division

for dating, serialization, and mailing. The command

correspondence file will be arranged per governing directives.

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38

Copies of all outgoing command official correspondence will be

properly filed in these files.

3.3.8. Delegation of Authority to Sign Official Correspondence

a. Governing Directive. SECNAV M-5216.5

b. Purpose. To delegate authority to particular personnel

attached to FRC West to sign official correspondence. The CO,

or person "Acting," must personally sign documents which:

(1) Establish policy

(2) Center on changes to the command's mission and are

addressed to higher authority.

(3) Deal with certain aspects of military justice. In

this case, others may sign only if an FRC West Legal Officer

first finds that the CO's signature is unnecessary.

(4) Are required by law or regulation.

c. Delegation. The authority to sign official

correspondence and other related matters is delegated in the

paragraphs below. Detachment OICs may delegate other “By

direction” authority by letter as desired.

(1) The XO may sign "By direction" on:

(a) all correspondence other than that which is

addressed to a higher authority relating to the policies,

efficiency, or mission of the command.

(b) all routine reports and letters originated by

the China Lake Maintenance Detachment.

(2) The CMC may sign "By direction" on:

(a) Routine correspondence pertaining to the

administration of enlisted personnel.

(b) e-Leave for enlisted personnel.

(c) Orders to the Disbursing Officer affecting pay

and allowances.

(3) The Administrative Officer may sign “By direction”

on:

FRCWESTINST 3120.1B

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39

(a) Routine administrative correspondence.

(b) Orders to the Disbursing Officer affecting pay

and allowances.

(4) The Legal Officer may sign routine correspondence

and service record entries relating to legal matters "By

direction."

(5) The Safety Officer may sign all routine reports

and letters originated by the Safety Office "By direction."

(6) The CDO may sign in the absence of the CO, XO, and

Administrative Officer all correspondence or papers relating to

personnel matters which must be accomplished outside of normal

working hours. **For Detachment Fallon, this is delegated to any

commissioned officer or Master Chief.

3.3.9. Enlisted Evaluations

a. Governing Directive. BUPERSINST 1610.10(series)

b. Purpose. The enlisted performance evaluation is the

single most important document in the enlisted service record.

It is used to determine eligibility for reenlistment,

advancement, continuation on active duty, and appointment to

commissioned status. The command's enlisted performance

evaluations shall be accurate, concise, and submitted on time.

Everyone shall receive documented mid-cycle counseling to

provide a performance analysis and improvement opportunities.

c. Delegation of Reporting Senior. Delegation of

reporting senior authority is authorized as listed below:

(1) E-6 and above - CO

(2) E-5 - XO

(3) E-4 and below - Division Officer

(4) The CO shall sign all reports that withdraw a

recommendation for advancement after advancement authorization

has been received, reports marked "not recommended" for

advancement and/or retention, and all reports containing adverse

comments or marks. Any report that has adverse marks or comments

shall be reviewed by the XO prior to being presented to the CO

Comment [MKB12]: Recommend deleting since it has been a blue-shirt

lately.

FRCWESTINST 3120.1B

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40

for signature. In addition, the following reports shall be

reviewed by the CO:

(a) Reports marked "progress toward" advancement

that are submitted after all other prerequisites to compete for

advancement have been met.

(b) Special reports submitted for meritorious or

substandard performance or to recommend the member for an

officer commissioning program.

(c) Reports or supplements which have been

directed as redress under Navy Regulations, 1990, Article 1150,

Redress of Wrong Committed by a Superior, or the Uniform Code of

Military Justice (UCMJ), Article 138, Complaints of Wrongs.

d. Ranking Board. Ranking boards for E5 and above shall

be conducted as follows:

(1) All members of the evaluation group shall be

entered in the FRCW Ranking Sheet which will be provided by the

Administrative Officer.

(2) The FRCW Ranking Sheet will be passed from each

ranking board to the subsequent ranking board with that boards

recommended ranking filled out in the applicable column.

(3) After the final ranking board, the rankings will

be briefed to the CO/XO by the CMC and senior

e. Timeline. Ranking boards and evaluation submission

will be per the following schedule:

E5 E6 E7/8

E6 Board 15 Jan

CPO/CMC Board 20 Jan 10 Sep 15 Jul

Officer Board 1 Feb 20 Sep 20 Jul

Due to Admin 10 Feb 1 Oct 1 Aug

Due to XO 1 Mar 15 Oct 15 Aug

Due to CO 1 Nov 1 Sep

f. Debriefing. The CO will debrief all E-7/8/9

CHIEFEVALS; Division Officers will debrief all other

evaluations.

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41

g. Processing Procedures. Evals shall be processed using

guidance contained within the governing directive and any local

procedural policy set forth.

(1) Standardized performance evaluation packages will

contain:

(a) Orange file folder with standard routing slip

affixed

RIGHT SIDE

(b) Completed evaluation form

LEFT SIDE

(c) Copy of previous evaluation

(d) FLTMPS Admin page

(e) PRIMS

(f) Mid-term counseling

(g) Brag sheet

(h) Proof of community service

(i) Proof of awards

(j) Proof of completed education

(2) NAVFIT98 file shall be placed in the shared drive

h. Mid-term Counseling

(1) Mid-term counseling will be performed using the

same evaluation/FITREP/CHIEFEVAL form used for regular

evaluations/FITREP/CHIEFEVALs. The counseling will be done at

the mid-point between annual reports by the immediate

supervisor.

(2) Mid-term counseling reports may be hand written

and will be held in the Division Officer Notebook (Enlisted) and

COs file (Officer).

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42

(3) Guidance for effective counseling is contained in

the governing directive.

3.3.10. Temporary Additional Duty / Travel

a. Governing Directives: JFTR

COMNAVAIRPACINST 1320.1

(series)

DODFMR

DTS Business Rules

b. The Temporary Additional Duty (TAD)/Travel Coordinator

is responsible for coordinating all TAD requests and travel

records.

c. Annual TAD Projections. Estimates of planned TAD

requirements will be forwarded by each division to the

Administration Officer for consolidation and review prior to

submission. Projections will be submitted no later than 1 May

of each year. Projections shall include all known TAD

requirements for the upcoming year. The Administration Officer

will pay particular attention to the status and utilization of

allotted TAD funds. At no time will over-obligation occur. FRC

West will be advised by the most expedient means whenever an

augment is necessary and provided with full justification for

additional funds.

d. Unprojected TAD Requests. When requesting a TAD period

that requires funding, a request will be completed and submitted

to the TAD coordinator for review of justification including

matters pertaining to dates, lodging reservations, and funding

availability utilizing Figure 3-3. Email/telephone requests for

non-projected TAD will be approved only in unusual or emergency

situations.

e. Signing of TAD Orders. All proposed TAD travel will be

approved by the XO. After appropriate approval, travel orders to

officer/enlisted members may be signed "By direction" when the

CO specifically delegates such authority.

f. Advance Travel Payments. Travel advances are only

authorized for non-frequent travelers who do not have a

Government Travel Credit Card. Advancements are limited to 80

percent of the total estimated travel expense (less airfare,

train fare and bus fare). Travel requests must be received at

least 5 working days prior to departure to ensure advance can be

processed and paid prior to the travel.

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g. TAD Orders Briefing. Prior to execution of TAD orders,

individual traveler(s) will be briefed on proper execution of

orders and authorized expenditures utilizing Figure 3-4.

h. Travel Claim Filing Procedures. All travelers will

submit a travel claim through the Administration Department

within five working days of their return from TAD through DTS

for liquidation. For personnel failing to liquidate by the 15th

calendar day, procedures will be initiated to check the member's

pay in the amount of any travel advances drawn. Additionally, no

further TAD orders will be issued to the member until

outstanding travel orders are liquidated. The TAD Coordinator

will review travel claims for accuracy prior to submission for

liquidation.

i. Government Travel Cards. Government Travel Cards are

required for all personnel, regardless of paygrade, who travel

on official TAD/TDY three or more times per year. Additionally,

all SEAOPDET personnel are required to obtain a Government

Travel Card. Cardholders are allowed to use the card to charge

major travel, e.g., airline tickets, hotel, government lodging,

rental car, and any other authorized expenses, incurred while on

TAD/TDY. When using the Government Travel Card, cardholders are

entitled to cash advances not to exceed 90 percent of MI&E

estimates. ATM cash advance fees and ATM service fees are not

reimburseable as a separate expense. Cardholders are authorized

to utilize the Government Travel Card while on official travel

only.

FRCWESTINST 3120.1B

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COMMAND AWARDS RECOMMENDATION AND RECORD OF ACTION SHEET

NAME: RATE: WARFARE/DESIG:

DIVISION: AWARD RECOMMENDED: NC / NA / FLOC / LOC / LOA

RET/TRF/SEP/SPECIFIC ACHIEVEMENT DATE(S):

REPORT DATE:

PREVIOUS AWARD(S)(DATES) RECEIVED ONBOARD:

EVAL PROMOTION RECOMMENDATION (LAST): P / MP / EP

PFA (LAST): SAT / GOOD / EXCELLENT / OUTSTANDING

DIVISION CHIEF: ______________________________________________________

______________________________________________________________________

______________________________________________________________________

MMCPO: _______________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

MMCO: ________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

SEL: _________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

AOIC: ________________________________________________________________

______________________________________________________________________

______________________________________________________________________

OIC: APPROVED/DISAPPOVED NC / NA / FLOC / LOC / LOA __________________

______________________________________________________________________

NOTE: Due to FRCW (Route 15 days prior to meet deadlines)

MSM=100 days NC=100 days NA=75 days COLOC=30 days

FRCWDF 1650/3 (07-14)

Figure 3-1 FRC West Detachment Fallon Awards Board

Recommendation

FRCWESTINST 3120.1B

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45

Rate/Rank

Rental Car at TAD Site

Date:

FLEET READINESS CENTER WEST LEMOORE

This section must be filled out in its entirety and forwarded to TAD Coordinator at least 10 working days prior to travel.

Name (Last, First, Middle)

Position Title and Grade

SSN (last 4)

Yes ____ No ___

To be completed by the FRC West TAD Coordinator

Justification:

Government Air ____ Government Vehicle ____ POV ___ Rental Car ___ Commercial Air ____ Other ____

Mode Of Transportation

If taking leave in conjunction with TAD, indicate leave address, phone numbers and leave dates.

Executive Officer SignatureApproved ____ Disapproved ____

TAD Coordinator Signature

Estimated Cost

Air: ______ Rental Vehicle: ________ Fuel/POV: _______ Lodging: ______ Per Diem: ______ Total: __________

Remarks:

List impact to mission readiness if travel is not approved (excludes Medical):

Return Date & Time No. Of TAD Days (including travel days)

TAD Location (list specific base) Govt Card Holder

Yes ____ No _____

Reason For Travel

Work Phone Cell Phone

Rank/Rate/Title: Signature:

Departure Date & Time

Date:

Advance Requested

Yes ____ No ___

Lodging Required

No ____ Yes ____ Conf # ___________________

Recommended Approval

____ Yes ____ No

____ Yes ____ No

____ Yes ____ No

____ Yes ____ No

____ Yes ____ No

____ Yes ____ No

____ Yes ____ No

____ Yes ____ No

____ Yes ____ No

Figure 3-2 FRC West Travel Request

FRCWESTINST 3120.1B

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46

TRAVEL REQUEST INSTRUCTIONS

1. Travel requests may be originated by the traveler or anyone in the traveler’s chain of command. Documentation

showing class quotas, dates, location, lodging and messing requirements, registration fees, etc. should accompany

the travel request. In the case of Permissive or No Cost TAD, supporting documentation would include a copy of

member’s PCS orders or retirement authorization message.

2. Commence by entering the “Date Prepared”.

3. Mark “Funded By” according to who is funding the travel either; FRC West, ASD, another command, or No

Cost. If No Cost, please indicate if House hunting, Job Hunting, or any other reason.

4. IAW the DOD FMR all travelers are required to arrange the least costly travel and lodging available. If

you are in doubt as to what the least costly travel mode is, contact the command travel coordinator.

5. If traveling via Commercial Air, departure will be from the closest major airport from the command. The

Command authorizes reimbursement of POV travel for one round-trip to the airport plus short term parking

expenses or, two round trips and no parking. Be careful to indicate which airports you will be traveling “from” and

“to”.

6. If traveling via POV, indicate in the remarks section if “Mileage In-and-about” the TAD location is authorized

and the maximum mileage per day, usually not to exceed 25 Miles per day. If mileage in-and-about is authorized, a

written record of your daily mileage must be attached to your voucher, and should show the Date, Time, From, To,

Purpose, and Mileage of each trip. In-and-about mileage is only for “Official Business”, such as, to and from work

and meals.

7. All rental car drivers must be listed on and sign the rental car agreement. Additionally, authorization as

“alternate rental car driver” MUST be in the remarks section of your orders, or the rental car is reserved in your

name and you are the primary driver. Normally only “Economy” rental cars are authorized, exceptions must be

fully justified. SUVs are only authorized in special circumstances during inclement weather and when a rental car is

the mode of transportation between permanent duty station and the TAD location.

8. Government lodging will be utilized unless a Certificate of Non-Availability (CNA) has been issued by the BQ

office at the TAD location. The Command authorizes Commercial Lodging when attending training/conference

which is conducted off a military installation in a commercial facility.

9. Military personnel lodging in government quarters, which include Navy Lodges, receive Government Meal Rate

(GMR) unless attending a formal course of instruction. In which case, Proportional Meal Rate (PMR) is

authorized. PMR may be authorized in certain circumstances when government messing is available but the nature

of the TAD precludes the traveler from eating all meals in the government mess. Commercial Meal Rate (CMR) is

only authorized when no government messing facility is available, or when the nature of the TAD precludes eating

any meals in the mess. CMR may be authorized whenever commercial lodging is used.

10. Indicate the dollar amount of any registration fees that must be paid and whether or not meals are included in

the registration price. Insure you receive a receipt for the registration fee. It is very important that the receipt states

“Meals not included” or denotes the individual meals and dates that are.

11. Filing Travel Claims: Travel claims must be submitted to the command DTS coordinator within 5 calendar days

after completion of your travel. Claims must be supported by original receipts.

Figure 3-3 FRC West Travel Request Instructions

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4. Maintenance Department

Governing Directive. COMNAVAIRFORINST 4790.2(series)

4.1. Maintenance Officer (MO)/FRC Equivalent

As the head of the Maintenance Department, the MO/FRC Equivalent

manages the department and is responsible to the CO for the

accomplishment of the department’s mission. The MO/FRC

Equivalent shall carry out all applicable responsibilities as

outlined in the governing directive.

4.2. Assistant Maintenance Officer (AMO)

The AMO assists the MO in the performance of duties and keeps

the MO fully informed of matters concerning the department. The

AMO makes recommendation to the MO for improved departmental

policies and ensures efficient and full use is made of the

capabilities and facilities of the department. The XO currently

functions as the XO, MO and AMO. Certain duties have been

delegated to other individuals with applicable letters of

designation. The AMO shall carry out all applicable

responsibilities as outlined in the governing directive.

4.3. Business/Production Officer

The Business/Production Officer is the head of the FRC Business

Office. The Business Office is the primary focal point of the

FRC in assessing the future shape of Depot level maintenance,

developing business strategies, and instituting tactical plans

which will lead the FRC toward attaining long range strategic

objectives. Two predominate functions of the Business Office are

Strategic Planning and Business Planning.

4.4. Maintenance/Material Control Officer

MMCO is responsible to the MO for the overall production effort

and material support of the department and division. The MMCO

shall carry out all applicable responsibilities as outlined in

the governing directive. Regardless of potential impact, the

MMCO shall brief the CO on all situations that may impact

production or be brought to attention from an outside source.

4.5. FRC West Naval Aviation Depot (Lemoore/Detachment Fallon)

FRC West has operational and administrative control of FRC

Southwest Detachment Lemoore Naval Aviation Depot. They serve as

the Primary Phased Maintenance Interval facility for west coast

F/A-18 E through G aircraft and Phased Maintenance Interval One

facility for F/A-18 A through D aircraft. In addition, their

FRCWESTINST 3120.1B

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48

artisans perform modifications and in-service repair actions,

primarily, but not limited to the complete F/A-18 platform.

Comment [MKB13]: MMCO recommends delete, information should be

derived from the current 4790.2

series and the current information

is not accurate.

FRCWESTINST 3120.1B

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5. QA/Safety Department

5.1. Quality Assurance

Governing Directive: COMNAVAIRFORINST 4790.2(series)

FRC West Quality Assurance Division (040) oversees the

Maintenance Department and Safety Programs. The division is

comprised of 14 highly skilled and experienced maintenance

personnel representing each respective production division at

FRC West. The QA concept is fundamentally the prevention of the

occurrence of defects. The concept embraces all events from the

start of the maintenance operation to its completion and is the

responsibility of all maintenance personnel. Our Quality

Assurance representatives are the most senior and experienced

maintenance personnel within the command that provide technical

expertise and ensure strict adherence of the Naval Aviation

Maintenance Program (NAMP). Quality Assurance Representatives

constantly research information needed to manage their assigned

programs and are the department's resident experts in the many

technical fields of FRC West.

5.2. General Command Safety

a. Governing Directives: OPNAVINST 3750.6 (series)

OPNAVINST 5100.23 (series)

CNAFINST 4790.2 (series)

OPNAVINST 5102.1 (series)

OPNAVINST 3500.39 (series)

OPNAVINST 4790.2 (series)

NASLEMRINST 5560.8 (series)

OPNAVINST 5100.12 (series)

b. Purpose. The Command Safety Program is established to

develop and maintain safety consciousness on the part of each

individual in order to enhance readiness through preserving the

lives and well-beings of FRC West personnel.

c. Scope. Command safety encompasses all safety program

areas including operational risk management, safety and

occupational health, mishap reporting, and maintenance, traffic,

home, and recreational safety.

d. Responsibilities. The FRC West Safety Department

consists of the Safety Officer and Safety Petty Officer who are

charged to plan, organize, implement, and execute the Command

Safety program and policies. The success of the program depends

upon the involvement of every member of the command. The Safety

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50

Officer will be responsible for the overall conduct of the

Command Safety Program. The Safety Petty Officer will assist as

directed.

e. The goal of the Safety Program is a zero mishap and

injury rate. This goal reflects a commitment to mission

readiness through the preservation of human and material

resources. The specific means to this goal will consist of the

detection, elimination, and/or control of hazards and the

management and dissemination of safety information.

f. Hazard Detection. The principle intent of the safety

program is to detect and eliminate hazards before they result in

mishaps. This objective shall be implemented through periodic

hazard awareness training, safety standdowns, safety surveys,

and safety inspections of equipment and facilities. Further, the

command shall provide a program by which any member of the

command may anonymously report a hazard and shall periodically

instruct all hands in its use.

g. Hazard Elimination. Hazard elimination shall be

accomplished at whatever level is required to correct problem

areas. This action is divided into four steps; reporting,

specifying corrective measures, monitoring those measures to

completion on a timely basis, and dissemination of the results.

h. Safety Information Management. Pertinent information

regarding maintenance and personal safety is received in many

forms. The Safety Officer shall act as a collector of this

information and may distribute it through one or more of the

following ways:

(1) POW Notes - Shall be ran periodically to inform all

hands regarding current issues of concern and to enhance

continued safety awareness.

(2) Safety publications shall be distributed throughout

the command in a timely manner.

(3) Safety bulletin boards shall be maintained in the

divisions and updated periodically with current photos, safety

program members, and other safety information for all hands.

(4) Safety posters shall be posted where appropriate.

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5.2.1. Safety Standdown

a. General. During safety standdown, a moratorium is placed

on operational commitments of a unit for a specified period of

time, usually one day. This period of time is used for making a

concerted effort to promote a renewal of safety awareness

throughout the command. This is accomplished by reviewing and

re-evaluating the command's mission and procedures, reinforcing

proven safety principles and precepts, conducting training

lectures, on-the-job training, and reviewing established

maintenance procedures. Downward trends in mishap rates are

proven results of a properly conducted safety standdown.

b. Frequency. Safety standdown’s will be conducted at a

minimum annually or as directed by the CO.

c. Recommended Procedures. To be effective, a safety

standdown must be well planned and it should be interesting,

informative, factual, and timely. The Safety Officer should be

the primary coordinator providing ideas, suggestions, and

material. An agenda should be agreed upon in advance and

published in a memorandum so all command personnel are familiar

with the scheduled events. The Maintenance Training Coordinator

should be utilized as much as possible in developing the

standdown agenda items. Lectures and periods of instruction on

specific topics or areas of interest should be assigned to

cognizant personnel with sufficient time to allow for

preparation. To maintain the attention of most individuals,

maximum use of training aids (e.g., charts, movies, or actual

equipment) is strongly encouraged. Guest speakers, technical

experts (external to the unit), and visits to other facilities

should be considered for added variety, interest, and

information. Suggested areas which may be considered for a

safety standdown are:

(1) Areas of common interest:

(a) Recent mishap problem areas, lessons learned,

and corrective action

(b) Recent safety concerns and trends

(c) Navy Occupational Safety and Health (NAVOSH)

(d) Safety Questionnaire

(e) Safety Surveys

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(f) Maintenance safety

(g) QA Presentations

(h) Hazardous Material (Hazmat) Training

d. Coordination. Coordination between all divisions is an

absolute necessity if a safety standdown is to be effective. A

standdown schedule will be published five working days prior to

the safety standdown. The schedule will include the classes to

be held, location, time of the classes, and the instructors.

Copies of the schedule will be distributed to all workcenters.

5.2.2. Safety Feedback

a. General. An effective Safety Program is difficult to

evaluate because success means lack of mishaps and losses.

Almost any unit can survive a period of time without incidents

of a serious nature by coincidence and chance. Therefore,

performance alone does not always reveal all there is to know

about how well a safety program is managed. Feedback through

division inspections and individually solicited information can

aid tremendously in the evaluation of the detachments safety

program.

b. Anonymous Reporting. A system for anonymously reporting

hazards is made by completing an anonymous report. Anonymous

reports shall be made via the Anymouse form, Figure 5-2, which

is also available from the Safety Department or Safety Bulletin

Boards. Each division will maintain a red anonymous suggestion

box. Hazards identified and corrective actions taken will be

published in the POW.

c. Unsafe or Unhealthful Working Condition Reporting. A

report of unsafe or unhealthful working conditions is made by

filling out an Occupational Safety and Health (OSH) violation

report and submitting it to the Safety Department. Blank forms

shall be maintained in the Safety Department and be posted on

all Safety Bulletin Boards. The unsafe/unhealthful working

condition or violation of standards identified and corrective

action taken will be published in the POW.

5.3. Command Safety Pro Awards Program

a. General. This program is intended to recognize and

reward deserving, safety-conscious civilian and military

personnel in support of the Safety Programs. The Safety Pro

award serves to foster constant attention to detail and rewards

FRCWESTINST 3120.1B

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individuals for their zeal and conscious efforts in the

prevention of potential mishaps.

b. Eligibility. All active duty Navy and Marine Corps

personnel, members of the Naval Reserve, civilian Department of

the Navy employees, and civilian contractor employees

permanently assigned to FRC West, as well as military personnel

temporarily assigned to FRC West for training, are eligible for

recognition under this program.

c. Responsibility

(1) The Safety Officer, shall be responsible for the

implementation and administration of the Safety Pro Awards

Program, which includes eligibility verification of all

nominees.

(2) Division Officers and Leading Chief Petty Officers

shall ensure the widest dissemination of the contents and

requirements of this instruction to ensure that all civilian and

military personnel within their respective divisions are aware

of the opportunities to nominate any member(s) for this award.

d. Nomination/Selection Procedures. Any member may nominate

a fellow co-worker in or outside their respective work center.

Nominations must follow the below guidelines:

(1) Nominations must be limited to a half page in

length. The nominations must identify what significant safety

contributions were made and how it affected the safety posture

of the division command. How their performance of assigned

duties enhanced the Safety Program must also be addressed.

(2) All nominations shall be submitted via the

division’s chain of command to the Safety Department utilizing

Figures 5-1 and 5.2. All nominations must be to the Safety

Officer prior to the last safety meeting of the quarter for

which the award applies.

(3) The selection of the Safety Pro of the Quarter shall

be made by a board consisting of the following personnel:

(a) Executive Officer

(b) Safety Officer

(c) Safety Petty Officer

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(4) The board will meet and select a Safety Pro during

the last safety meeting of each quarter.

e. Recognition. The FRC West Safety Pro of the Quarter will

be recognized by a formal Letter of Commendation from the

Commanding Officer and a 24 hour special liberty (military) or

an eight hour time off award (civilian).

5.4. Operational Risk Management (ORM)

a. Governing Directive: OPNAVINST 3500.39 (series)

b. Purpose and Scope. ORM is an integral part of the

decision-making process for all military and civilian personnel,

on or off duty.

c. Responsibilities.

(1) The executive officer shall be designated as the ORM

program manager.

(2) The Safety officer will be responsible to the

executive officer for the execution of the ORM Program IAW the

governing directive, including, but not limited to:

(a) ensuring a qualified officer and senior enlisted

ORM instructor is available.

(b) ensuring indoctrination and continual ORM

training is conducted.

5.5. Naval Safety and Occupational Health (NAVOSH)

a. Governing Directives: OPNAVINST 5100.23 (series)

b. Purpose and scope. NAVOSH applies to all FRC West

personnel from the Commanding Officer through the Division

Officers, Chief Petty Officers, and Supervisors down to every

member of the command.

c. Discussion. The governing directive is used to implement

the policies of the Department of the Navy to conserve manpower

and material to the maximum possible degree through the

application of a comprehensive, effective and continuous

Occupational Safety and Health Program.

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(1) The Occupational Safety aspect of the program

focuses on the elimination or control of the type of hazard that

can result in injury or death. An example of Occupational Safety

would be wearing safety glasses to prevent eye injuries.

(2) The Occupational Health element is concerned with

more transparent health effects, which are usually produced by

long-term exposures to toxic chemicals or harmful physical

agents. An example of Occupational Health would be a hearing

conservation program to prevent loss of hearing due to harmful

noise around the workplace.

d. Policy. It is this command's policy to provide a safe

and healthy work place for all personnel consistent with the

operational commitments. The objectives of the NAVOSH Program

are to:

(1) detect occupational hazards through command safety

consciousness and a formal program of training and inspection.

(2) ensure reporting of all occupational hazards by all

personnel in the command and ensure corrective action is

recommended and completed.

(3) reduce or eliminate occupational hazards to

personnel through a rigorous application of engineering,

administrative and/or personal protective equipment principles

as described herein.

e. Responsibilities. The Safety Officer will perform the

duties of the Occupational Safety and Health Officer IAW the

governing directive and report to the Commanding Officer.

(1) The Commanding Officer is responsible for the

overall NAVOSH Program to ensure a safe work environment for all

command personnel. The CO is required to:

(a) conduct an aggressive and continuing NAVOSH

Program.

(b) assign NAVOSH responsibilities to qualified

personnel.

(c) ensure that all personnel are fully aware of

their obligations and responsibilities to the NAVOSH Program.

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(d) establish positive measures to protect all Navy

personnel from coercion, discrimination, or reprisals for

participation in the NAVOSH Program.

(e) develop procedures to measure and recognize

superior or deficient NAVOSH performance. Performance

evaluations shall reflect personal accountability.

(f) review all NAVOSH citations and findings from

external authorities pertaining to the command to assist in

solving problems, not merely the symptoms.

(2) Officers, Chief Petty Officers, and Supervisors

shall support the NAVOSH program by:

(a) setting the example for subordinates.

(b) promptly correcting recognized hazards.

(c) clearly defining and assigning NAVOSH

responsibilities to subordinates.

(d) documenting NAVOSH performance in evaluations of

subordinates.

(e) ensuring subordinates receive appropriate NAVOSH

training.

(f) conducting or participating in work site

inspections including those made by the NAVOSH Officer.

(g) receiving training appropriate to their level of

responsibility.

(h) ensuring that all personnel receive and utilize

the proper personal protective equipment.

(i) promptly investigating and reporting all mishaps

and injuries to the Safety Officer.

(3) All Personnel shall:

(a) report to an immediate supervisor any condition,

equipment, or material they consider to be unsafe or likely to

develop into a hazard.

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57

(b) immediately cease to use any equipment or

appliance which malfunctions or is in violation of any safety or

health standard or regulation.

(c) warn others who are believed to be endangered by

hazards or fail to observe applicable safety precautions and/or

instructions.

(d) wear or use protective clothing and/or equipment

for the safe performance of the work being accomplished.

(e) report for work suitably groomed and clothed for

assigned tasks. Specifically:

1. Items of jewelry and loose clothing shall

not be worn in areas where they subject the wearer to possible

injury.

2. Individuals requiring corrective lenses or

hearing aids must maintain the devices in good functional order

and utilize them while in the work place.

(4) The NAVOSH Officer/Safety Officer shall promulgate

the command policy and:

(a) inform personnel of the protection and

obligations provided for in the NAVOSH Program.

(b) post procedures for personnel to report unsafe

or unhealthy working conditions per the governing directives.

(c) state the location(s) where personnel can review

copies of the NAVOSH standards, records of safety and health

committee meeting, action items, their recommendations, and any

other pertinent NAVOSH documentation.

(d) monitor the work place. An industrial hygeine

(IH) survey will be conducted annually by the Industrial

Hygienist in order to identify all possible hazards. All noted

hazards will be reduced to the greatest extent possible. All

recommendations of the inspector and the actions taken will be

forwarded to the Commanding Officer when received and again when

the action is complete. This survey is a major tool in the

detachment hazard abatement program.

(e) designate a fall protection program coordinator.

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(f) ensure Occupational Safety and Health training

is conducted IAW governing directive.

(h) ensure medical fitness and medical surveillance

programs are complied with IAW governing directive.

5.6. Mishap Reporting

a. Governing Directive: OPNAVINST 5102.1 (series)

b. Purpose and scope. Identify mishap causal factors and

develop appropriate corrective actions which, when implemented,

will help to prevent similar mishaps and to maintain a standard

system to investigate mishaps and hazards and provide procedures

to assure reports are submitted in a timely manner.

c. Accident/Mishap Investigation and Reports. Mishap

investigation and reporting is a requirement and a tool to be

used to identify unsafe acts. It is mandatory that all mishaps

be investigated fully by supervisors and reported to the Safety

Officer using OPNAV Supervisor's Mishap Report Form.

Additionally, the Safety Officer shall be notified immediately

of any injury or mishap prior to receiving this written report.

d. Initiate Accident/Mishap Reports. Supervisors must

initiate mishap reports and take appropriate action immediately

to eliminate identified hazardous conditions. All mishaps are

reportable. The criteria outlined should not be considered

all-inclusive. If there is a "lesson to be learned", a report

should be submitted.

(1) Supervisors will investigate each mishap and submit

the original copy of each mishap report to the Safety Department

within two working days.

(2) Personnel shall inform their supervisors of any

mishap immediately if possible, but in no case later than 24

hours from its occurrence.

e. Reports and Appeals of Unsafe or Unhealthy Working

Conditions

(1) Personnel have the right to decline a task because

of a reasonable belief that there is an immediate risk of death

and insufficient time for hazard reporting and abatement

actions.

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(2) Personnel who observe unsafe or unhealthy work

practices or conditions or violations of established safety and

health standards are required to advise the work place

supervisor.

(a) Any person may submit a written report on the

deficiency using OPNAV Form 5100/11, (Employee Report of Unsafe

or Unhealthful Working Conditions) to the Safety Officer.

(b) Work center supervisors shall initiate

appropriate corrective action upon receipt of any verbal or

written report of unsafe or unhealthy work practices or

conditions.

(c) Upon receipt, the Safety Officer shall contact

the originator of the report, advise the supervisor that a

hazard has been reported, initiate an investigation, and provide

an interim or complete response within ten working days.

(3) Appeals to the response provided by the Safety

Officer shall be made through the chain of command. The person

initiating the hazard report is encouraged to confer with the

Safety Officer regarding the report.

(4) When personnel are exposed to serious unsafe or

unhealthy working conditions which are verified by command

safety officials, a notice advising personnel of the unsafe or

unhealthy working conditions shall be posted by the work center

supervisor in the immediate vicinity of the hazardous condition.

(5) Copies of unsafe and unhealthy working condition

reports and records of abatement actions taken shall be retained

for at least five years by the Safety Officer following the end

of the calendar year within which they occur.

5.7. Maintenance Safety

a. Governing Directive: CNAFINST 4790.2 (series)

b. Purpose and scope. The Maintenance Safety Program is

established to develop and maintain safety consciousness on the

part of each individual while working on the job.

c. Responsibilities. The Quality Assurance Officer is the

Maintenance Safety Officer. The Maintenance Safety Officer will:

(1) conduct the Maintenance Safety Program.

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(2) monitor all programs on matters pertaining to

Maintenance Safety IAW the governing directive.

(3) ensure a qualified Radiation Safety Officer is

designated.

(4) ensure a qualified Laser Safety Officer is

designated.

(5) ensure a Fall Protection Coordinator is appointed

and designated.

5.8. Traffic Safety Program

a. Governing Directives: NASLEMRINST 5560.8 (series)

OPNAVINST 5100.12 (series)

b. General. Motor vehicle mishaps are the leading cause of

serious injury and death of Navy personnel. This tragic loss of

life and reduction in manpower can be prevented in most cases.

An aggressive traffic safety program is imperative to shape the

safety culture of the command and reduce the number of motor

vehicle mishaps.

c. Responsibility. The Safety Officer is responsible for

the organization and conduct of the Traffic Safety Program.

(1) The Safety Petty Officer will manage and coordinate

the command’s Traffic Safety Program. He will ensure command

awareness is raised through distribution of information via POW

notes, articles, and safety standdowns. Additionally, he will

provide the command with personal risk assessment worksheets

tailored to driving seasons and local environment.

(2) Division officers will ensure their personnel are

aware of the requirements of the Navy Traffic Safety Program.

d. Vehicular Safety. Ensure all personnel are aware of the

dangers of driving and receive adequate instruction in all

safety precautions which should be followed. A "Drive Safe"

lecture will be given semi-annually. "Drive Safe" literature and

driver handbooks will be made available to all hands.

e. Motorcycle Safety. Ensure all personnel are aware of the

dangers of operating and receive adequate instruction in all

safety precautions which should be followed in the use of

motorcycles.

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(1) All active duty personnel that operate, or intend to

operate, a motorcycle shall notify their chain of command.

(a) These personnel shall complete the Basic Riders

Course prior to operating a motorcycle.

(b) Personnel that have completed the Basic Riders

Course and continue to operate a motorcycle will complete within

60 days the Military Sports Bike Rider Course or the Experienced

Rider Course cruisers as described in the governing directives.

5.9. Home and Recreational Safety

a. Purpose. To reduce manpower losses due to hazards

encountered when off the job.

b. Responsibilities.

(1) The Safety Officer is responsible for the overall

conduct of the Home and Recreation Safety Program and will

ensure that pertinent information is disseminated to all hands.

Information of a seasonal nature will be published in the POW

and the FRC West Safety Gram and posted on the safety bulletin

boards.

(2) Safety Petty Officer shall maintain records on the

following by utilizing Enterprise Safety Management Application

System (ESAMS):

(a) Motor Vehicle Mishap Reports

(b) Personal Injury Reports

(c) Safety Surveys and Corrective Action

(d) Stand-up Training Rosters

(e) Supervisor Safety Training Rosters

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FLEET READINESS CENTER WEST SAFETY PRO NOMINATION FORM

From: ____________________________ DATE: _________

To: Safety Officer

Via: Command Safety Petty Officer

I nominate (Name/Rate) ____________________________ for the

Fleet Readiness Center West “Safety Pro” for the following

reasons. (Describe specific actions of the nominee that

resulted in the prevention of a potential mishap or correction

of a hazard.)

Location ________________________ Time/Date _______________

Briefly describe the situation and nominee’s actions/performance that

resulted in the prevention of a potential mishap.

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

______________________

Signature

Figure 5-1 Safety Pro Nomination

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Commanding Officer, Fleet Readiness Center West, Lemoore

takes pleasure in presenting a LETTER OF COMMENDATION to

AVIATION SAFETY SPECIALIST SECOND CLASS (AVIATION WARFARE)

AYE M. SAFE

UNITED STATES NAVY

For service as set forth in the following

CITATION

“For outstanding initiative and excellent execution of duty, Petty

Officer Safe was chosen as the Fleet Readiness Center West Safety

Professional of the Quarter for July through September 2009. Petty

Officer Safe performed his duties in an exemplary and highly

professional manner. Eight lines here…

Petty Officer Xxxx initiative, perseverance and loyal devotion to

duty reflected credit upon himself and were in keeping with the

highest traditions of the United States Naval Service. I commend you

on your well deserved selection. Please accept my personal

congratulations for a job “Well Done!”

I. M. INCHARGE

Commander, U.S. Navy

Figure 5-2 Safety Pro Sample Letter of Commendation

FRCWESTINST 3120.1B

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64

FLEET READINESS CENTER WEST

ANYMOUSE THIS FORM IS PROVIDED FOR EASE OF SUBMISSION, BUT IS NOT INTENDED AS THE ONLY METHOD TO SUBMIT A

REPORT. HONEST AND CONSTRUCTIVE SOLUTIONS ARE OUR GOAL HERE. THANK YOU FOR SUBMITTING!

OPTIONAL

NAME: . RATE: ___________

SHOP:

BRIEFLY DESCRIBE THE HAZARD WHICH EXISTS, INCLUDING THE APPROXIMATE NUMBER OF

SAILORS EXPOSED TO OR THREATENED BY SUCH HAZARD:

WHAT COULD BE DONE TO CORRECT THIS PROBLEM:

COMMENTS FROM SAFETY DEPARTMENT:

CORRECTIVE ACTION:

Figure 5-3 FRC West Anymouse (Mishap reporting)

FRCW Anymouse No. ________

Date: _________

FRCWESTINST 3120.1B

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65

6. Legal

Governing Directives: Uniform Code of Military Justice

Manual for Courts-Martial 2012

JAG Manual

Navy Regulations

MILPERSMAN

6.1. Legal Officer

a. Duties, Responsibilities and Authority. The Legal

Officer functions as an advisor to the CO and the XO concerning

the interpretation and application of the Uniform Code of

Military Justice, the Manual for Courts-Martial and other

sources of military law, for the maintenance of discipline and

the administration of justice within FRC West. The Legal Officer

shall:

(1) submit to the CO recommendations for the assignment

of members to courts-martial, investigations, and other legal

duties as required.

(2) ensure that personnel assigned to courts-martial,

investigations, and other legal duties are well-versed in the

legal duties as required.

(3) supervise the technical and clerical preparation of

charges preferred by a preliminary inquiry or the Pre-trial

Investigating Officer.

(4) recommend to the CO the referral of cases to

specific type courts for trial and considerations regarding

administrative separations.

(5) advise and assist members and counsel of courts-

martial in the execution of their duties.

(6) supervise the technical and clerical preparation of

records of courts-martial.

(7) exercise general coordination of the functions of

courts-martial in order to ensure the expeditious administration

of justice.

(8) ensure Report and Disposition of Offense(s) (NAVPERS

1626/6) are properly investigated.

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(9) supervise the maintenance of legal records of FRC

West and the submission of required reports.

(10) cooperate with and assist other military and civil

authorities in the enforcement of military and civil law.

(11) advise and assist officers appointed to Courts of

Inquiry, Foreign Claims Commissions and other investigations in

regards to the procedural requirements of the conduct of such

investigations and preparations of reports.

(12) ensure all preparations for Commanding Officer’s

Mast are properly made.

(13) initiate Judge Advocate General (JAG)

investigations per the JAG Manual (JAGMAN). Appoint

Investigating Officers and track and document the status of

cases.

(14) ensure report chits recommending division level

counseling and extra military instruction (EMI) are routed to

the appropriate Division Officer.

(15) provide advice and counsel personnel on legal

matters, and initiate referral to the base Naval Legal Services

Office when appropriate.

b. Organizational Relationships

(1) The Legal Officer reports to the CO and XO as an

advisor for law and legal matters.

(2) The Legal Officer collaborates with:

(a) the Administrative Division concerning proper

documentation of service record entries and ADSEP matters.

(b) the Command Master Chief concerning restricted

personnel regulations.

(c) the Medical Officer concerning injury

reports/investigations.

(d) the DAPA on drug and alcohol related incidents,

ADSEPs, and command directed rehabilitation.

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(e) the Naval Criminal Investigation Service

Regional agent concerning investigations.

(f) the Judge Advocate General (JAG) concerning JAG

investigations.

(g) division officers regarding disciplinary and

routine administrative matters.

(h) the Command Fitness Coordinator concerning

personnel not within body-fat standards.

6.2. Legal Clerk

a. Duties, Responsibilities and Authority. The Legal Clerk

is responsible for assisting the Legal Officer by performing a

multitude of legal assistant duties. The Legal Clerk shall:

(1) prepare and administer Administrative Separation

documents.

(2) prepare Preliminary Investigation Reports, Report

and Disposition of Offense, and all other applicable

documentation for Commanding Officer’s Mast.

(3) plan and coordinate all non-judicial punishment

(NJP) proceedings.

(4) perform legal and technical research and obtain

necessary documentation required on all legal matters.

(5) prepare Military Protection Orders for command

personnel when necessary.

(6) track status of all report chits.

(7) maintain and keep readily available, copies of the

military justice proceedings and all required publications and

forms as required.

(8) plan and coordinate all administrative board

proceedings, e.g., court reporter during administrative boards,

transcription of the Record of Proceedings, compile all

government and respondent exhibits, prepare a recommendation

letter for BUPERS, GCMA, or CO action, etc.

(9) Update and print weekly legal tracker for Triad

legal meetings.

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b. Organizational Relationships

(1) The Legal Clerk reports primarily to the CO, XO,

Administrative Officer, and Legal Officer for the performance

of assigned duties.

6.3. Discipline

6.3.1. Arrest by Civil Authorities

a. If arrested or detained by civil authorities, all FRC

West personnel will communicate expeditiously with their chain

of command and state the facts concerning such arrest or

detention.

6.3.2. Counseling/Warning Records

a. Requirement to Counsel. Prior to initiating discharge

proceedings, it is frequently a requirement to provide

counseling and document that counseling in writing signed by the

member.

b. Content. Counseling must include:

(1) Written notification of deficiencies. The preferred

method for notification is via NAVPERS 1070/613 Administrative

Remarks. Written counseling for less minor offenses shall be

made utilizing Figure 6-1.

(2) Specific recommendations for corrective action with

information on assistance available.

(3) Comprehensive explanation of consequences of failure

to successfully undertake the recommended corrective action.

(4) Notification of a reasonable opportunity to

undertake corrective action.

(5) The warning required prior to processing for

discharge must include a statement explaining that the member is

being retained in the service on a probationary basis and that,

by implication, he will not be discharged in the absence of

further misconduct.

c. Procedures

(1) Division Officers desiring to place warnings in the

service records of subordinates shall contact the Legal Officer.

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(2) Upon receipt of a newly reporting member, Division

Officers shall ensure that a review of the individual's service

record is promptly conducted.

e. Discharges based on drug abuse require no warning.

Administrative Separation Board procedures will be initiated as

appropriate.

6.3.3. Disciplinary Actions

a. Purpose. To establish policy for assignment of

disciplinary actions as described in the below paragraphs:

(1) Extra Military Instruction (EMI) is sanctioned by

MCM 2000, Article 306 to improve the efficiency of a command.

EMI is an instruction intended to correct a deficiency in a

phase of military duty. It must be intended as training and not

a substitute for punitive action appropriate under the UCMJ.

The deficiency to be corrected must be clearly identified to the

individual assigned EMI and the training assigned must be

logically related to the deficiency noted. EMI that is to be

performed during normal working hours can be awarded by any

supervisor to a subordinate as the Division Officer allows for

the division. The XO will be informed of all EMI actions.

Supervisors assigning EMI shall notify the XO via Legal Officer

and chain of command within two working days of the action using

Figure 6-2. The authority to assign EMI to be performed outside

normal working hours is delegated by the CO to any E-7 or above.

Supervisors desiring to assign such EMI will submit a signed

notification to the XO via the chain of command using Figure 6-

2. The following limitations must be observed:

(a) EMI will not exceed 2 hours per day.

(b) EMI will be limited to a period of time required

to correct the deficiency.

(c) EMI will not be conducted on the member's

Sabbath.

(d) EMI will not be used as a method of depriving

normal liberty. A member who is otherwise entitled to liberty

may commence liberty upon completion of EMI.

(e) Maximum amoung EMI assigned by E7 and above will

be according to the following chart:

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(2) Restriction is a punishment awarded in CO’s NJP. MCM

2000 states that restriction is a form of moral restraint. It

further defines that confinement is the physical restraint of an

accused in a correctional facility, detention cell, or other

areas by means of walls, locked doors, guards, or other devices.

Restriction is the least severe form of deprivation of liberty

and involves ordered rather than physical restraint. A person

placed on restriction is required to report to a designated

place at specified times to ensure that punishment is being

properly executed. Unless otherwise specified by the CO, a

person in restriction may be required to perform any military

duties assigned. While shore based, the limits of restriction

are hereby defined as the limits of Naval Air Station, Lemoore.

Accused will report to the Chief Master-at-Arms, NAS, Lemoore.

6.3.4. Unauthorized Absentees and Deserters

a. Governing Directives. MILPERSMAN

Manual for Courts Martial, 2012

b. Purpose. To publish command procedure in the handling of

unauthorized absentees and deserters and the termination of

periods of unauthorized absence (UA) and desertion.

c. Information. It is essential that UA and desertion be

handled in a uniform and correct manner. To provide a uniform

procedure in these matters, the Legal Officer and/or Division

Officer is designated as the point of contact for handling such

cases.

d. Action

(1) The CO/XO shall be notified immediately through the

chain of command of any instance of UA or possible desertion.

The division will ensure, through the contacting of local

hospitals, police agencies, and next of kin in the area that the

Service member is, in fact, UA.

(2) A Report and Disposition of Offenses (NAVPERS

1626/7) will be prepared by the Legal Division in all cases

where the Service member was reported UA in excess of 24 hours.

In cases where the Service member was UA for less than 24 hours,

E7/E8 E9 Officer XO

6 hrs 10 hrs 10 hrs 20 hrs

FRCWESTINST 3120.1B

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71

the division will determine whether or not a report chit is

required. If a report chit is required, the division will notify

the Legal Officer and one will be initiated.

(3) The command will determine as soon as possible if

events or circumstances indicate that the Service member in

question should be placed in a deserter vice UA status.

Examples of such circumstances would be if the member indicated

a desire to remain away permanently or if the member sought

refuge in a foreign country.

(4) An opening page 13 entry in the Service member’s

records shall be made as soon as the Legal Officer is notified

of the UA. In cases where the UA is in excess of 24 hours, a

Page 6 entry shall also be made in the Service member’s record

by forwarding daily muster report indicating the unauthorized

absence to the Personnel Support Activity Detachment that

services the command.

(5) Additional steps to be followed at specific

intervals while a Service member is UA are located in the

governing directives.

(6) A urinalysis will be conducted on individuals who

are UA for periods exceeding 12 hours and will be performed

within 12 hours of return of Service member to FRC West.

(7) Assistance in the apprehension of UA personnel

believed to be in the local civilian community shall be made

through the Legal Officer who shall then contact Security for

guidance and assistance. In cases where the Legal Officer is not

available, the CDO should contact Security and/or NCIS for

assistance. The Security Officer will forward a copy of the

incident report showing the time and circumstances surrounding

the termination of the UA/desertion when Security assisted in

the apprehension of the member.

(8) Following the return of a FRC West member to

military control, the CO, shall determine the degree of pretrial

restraint required, if any.

6.3.5. Visitation of Restricted Personnel

a. Although each restricted person is involved in the

counseling program established with the Restricted Barracks,

there is a need to provide continuing contact through a

representative from the command.

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72

b. Personnel confined to the Restricted Barracks for less

than 30 days will normally return to the command and continue to

be the responsibility of this command. Command visits are

designed to retain identity with the command and to reinforce

their primary chain of command.

c. The Legal Officer will track commencement and

termination of confinement and will make necessary arrangements

for the command visit (e.g., prior coordination with the

Restricted Barracks). A command visit will be conducted at least

weekly on each restricted person who will return to the command.

A representative will make this visit from the member's parent

division.

d. When personal visits are impossible, the Legal Officer

will inform the XO, who will then arrange a personal phone

conversation with each restricted person.

e. Only E-5 and above personnel, with E-7 and above prior

approval, can check people out from the restricted barracks.

Restricted personnel may be checked out from Restricted Barracks

for separation physical prior to discharge, medical

appointments, appointments with PSD, and to assist with space

rehabilitation, housekeeping, or other forms of manual labor.

f. Being prejudicial to good order and discipline, a

restricted Service member will not work in their primary job

position while in a restricted status unless granted specific

authority in writing by the Commanding Officer.

6.3.6. Non-Judicial Punishment Procedures

a. Governing Directives: Manual for Courts Martial 2012

Uniform Code of Military Justice

Judge Advocate General Manual

NASLEMOOREINST 5811.1 (series)

b. Purpose. To promulgate instructions pertaining to the

duties of Preliminary Investigators and the procedures for

conducting non-judicial punishment hearings.

c. Information

(1) Upon receipt of charges of information indicating

that a member has committed an offense punishable under the

UCMJ, the CO shall cause a preliminary investigation into the

case. The inquiry shall be of sufficient depth to enable the CO

to make an intelligent disposition of the matter.

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73

(2) An informative report of investigation is of the

utmost importance to the chain of command in determining the

disposition of the case. Disposition includes determining guilt

or innocence, acting upon an appeal or aiding counsel in

preparing for court-martial.

(3) It is incumbent upon the Preliminary Investigator to

submit a textual report. The primary purpose of the Preliminary

Investigation is to gather evidence, take statements, and

collect pertinent documents.

(4) The Preliminary Investigator must at all times be

aware that the case could go to courts martial if the member

refuses NJP and therefore ensure that the investigation is

written to support this contingency.

d. Action

(1) The Legal Officer, upon receipt of Figure 6-3, shall

prepare, review for completeness, and forward the legal package

of Report and Disposition of Offense(s) (NAVPERS 1626/7) to the

XO via the Disciplinary Review Board (DRB) and Chain of Command

for determination of the initial disposition of the case. A

preliminary investigation shall be initiated.

(2) The Commanding Officer shall assign an Officer or a

Chief Petty Officer as the Preliminary Investigation Officer

(PIO). Conflict of interest, bias and good cause shall be the

limiting factors in assigning an investigator. The Legal Officer

will issue Figure 6-4 to the assigned PIO for guidance in the

appropriate completion of the PIO’s report.

(3) The PIO will perform an initial investigation into

the charges by contacting the accused, the accuser, and any

witnesses listed on the report chit. The PIO is required to

advise the suspect of their Article 31(b) rights prior to asking

any questions or taking any statements utilizing Figure 6-5.

Upon completion of the investigation, the report (including all

notes) shall be forwarded to the XO via the Legal Officer and

DRB utilizing Figure 6-6. Any witness statements will be

prepared by the witness utilizing Figure 6-7.

(4) The CMC will forward the DRB recommendation

utilizing Figure 6-8 to the XO via the Legal Officer for final

disposition.

(5) The XO may decide to:

FRCWESTINST 3120.1B

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74

(a) dismiss the case

(b) direct the division to handle the case; or

(c) hear the case

(6) If the matter is heard at XOI, the following

personnel shall be present if available: Legal Officer, CMC,

Accused, Accused Chain of Command, Accuser (normally not

required if a complete investigation is conducted), and any

pertinent witnesses (normally not required if a complete

investigation is conducted).

(7) Upon completion of XOI, the XO will either dismiss

all or part of the charges or will refer the remaining charges

to CO’s Mast along with their recommendations. If the charges

are referred to CO’s Mast by the XO, accused notification and

election of rights documents shall be completed as appropriate.

(8) If the accused is referred to CO’s Mast, the

member’s Division Officer/Chief will ensure the accused has a

complete sea bag inspection (E-6 and below). The accused has the

right to refuse non-judicial punishment. They have the right to

consult with an attorney prior to making a decision. If the

accused accepts non-judicial punishment, they have the right to

appear before the CO, but they may also refuse. They have the

right to submit written statements for consideration. If the

accused waives the right to appear before the CO, the Legal

Officer shall notify the accused of the time and location of

sentencing. The CO shall award the sentence imposed. The

location and who may attend will be at the discretion of the CO.

(9) CO’s Non-judicial Punishment (Captain’s Mast) is a

formal hearing conducted in accordance with Article 15 of the

UCMJ. The proceeding is open to the public unless the CO

determines that the proceeding should be closed for good cause

such as military exigencies, security, or privacy. The accused

will appear before the CO in the proper dress uniform. The

following shall be in attendance: Legal Officer, Command Master

Chief, Accused, Accused Chain of Command, Accuser (normally not

required if a complete investigation is conducted), and any

pertinent witnesses (normally not required if a complete

investigation is conducted).

(10) Military rules of evidence do not apply at CO’s

Mast, excepting rules of privilege. Any relevant matter may be

FRCWESTINST 3120.1B

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75

considered.

(11) After considering all relevant matters the CO may:

(a) dismiss the charge(s) if she/he concludes the

accused did not commit the offense(s) alleged.

(b) defer the charge(s) to a courts martial if

she/he concludes the accused committed a serious offense.

(c) impose punishment, within the limits of the

JAGMAN, if she/he concludes the accused has committed one or

more minor offenses.

(12) The accused has the right to appeal non-judicial

punishment. The Legal Officer shall ensure the accused

acknowledges the right to appeal in writing. There are only two

grounds for appeal; (1) the punishment was unjust or (2) the

punishment was disproportionate. An appeal must be filed within

five working days of imposition of punishment.

(13) The execution of any punishment shall begin

immediately upon completion of CO’s Mast. Restriction and extra

duties, if awarded, shall be handled per governing directives

while ashore.

(14) Upon completion of CO’s Mast, applicable

documentation shall be completed by the Legal Officer. The case

file shall be submitted to PSD for inclusion in the member’s

service record.

(15) The Plan of the Week may, at the discretion of the

CO, publish the results of non-judicial punishment.

6.3.7. Fitness-for-Duty Testing

a. General. In instances of possible intoxication, drug

abuse, adverse reactions to medications, or other unusual

exposure or circumstances, there may be a need to know whether

the individual involved is competent to perform duties, operate

a motor vehicle, or perform other functions. Only the CO is

authorized to order fitness for duty testing. If the CO is

unavailable, the CDO may make the determination for a fit for

duty testing.

b. Action. When a fitness for duty testing is directed,

items 1 through 12 of NAVMED Form 6120/1 (located in the CDO

binder) are to be completed. Under escort (E-7 or above), direct

FRCWESTINST 3120.1B

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76

the individual to report to the Naval Branch Clinic for testing.

The escort shall remain at the testing site and assist in the

examination, if requested, by the examining Medical Officer.

When the testing is complete, the individual will be returned to

the command under escort unless admitted to the sick list. Once

completed by the Medical Officer, the original of NAVMED Form

6120/1 will be returned to the command and delivered to the

authorizng official who ordered the fitness for duty testing.

FRCWESTINST 3120.1B

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NOTIFICATION OF AWARD OF EXTRA MILITARY INSTRUCTION (EMI)

Date _________

From: ________________________________________

To: ________________________________________

Subj: EXTRA MILITARY INSTRUCTION

Ref: (a) FRCWESTINST 3120.1 (series)

(b) Manual of the Judge Advocate General of the Navy

1. Per reference (a) you are hereby ordered to perform hours of Extra

Military Instruction (EMI). This award of EMI is a non-punitive measure

assigned for the purpose of correcting a specific deficiency in your

performance and/or behavior, to wit:

2. I have determined that the below described EMI is rationally and

logically related to correcting the above noted deficiency in your

performance and/or behavior: (Describe the type of EMI)

3. You are advised that, unless otherwise informed, your performance of EMI

will commence immediately after normal working hours and will not last for

more than 2 hours per day until completed. You will be supervised by a petty

officer senior to you and should feel free to consult that individual for

further guidance and instruction as required.

4. This EMI is not intended as a punishment nor does it constitute an

unofficial method of awarding you extra duty. The tasks which you have been

assigned to perform are instructional in nature and are aimed at improving

your skills as a member of the Naval Service.

5. You are hereby forewarned that this is a lawful order and that you are

punishable under Articles 86 and 92 of the UCMJ for failure to complete the

assigned EMI.

___________________________ ___________________________

(Awardees signature) (Supervisor's signature)

___________________________________________________________________________

FIRST ENDORSEMENT

Date:

From: _____________________________________

To: XO

1. I have received a copy of the above letter. I understand that I have been

awarded EMI. I have read the above letter and further understand that the

assignment of EMI constitutes a lawful order, which is directed at correcting

the stated deficiencies in my performance or behavior.

(Signature)

Routing:

Division Officer, Legal Officer, XO

Figure 6-1 EMI Award Notification

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78

REPORT OF OFFENSE(S)

INSTRUCTIONS: This form initiates the process for placing a member of FRC

West on report. The official report form (NAVPERS 1626/7) will be prepared by

the Legal Office using the information contained in this form. Be as thorough

as possible and print all entries clearly.

Date: _______________

ACCUSED’S NAME RATE SSN_____________

DEPT/DIVISION____________________________

Place of Offense(s) Time and Date of Offense(s):

_____________________________________________________________________________

_____________________________________________________________________________

Nature of Offense(s)(i.e. U/A, Assault, Larceny):

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

Details of Offense(s):

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

Name of Other Parties Involved (NAME/RATE/COMMAND/DEPT/DIV):

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Name of Witness (NAME/RATE/COMMAND/DEPT/DIV):

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

I hereby report the above named individual for the offense(s) noted.

___________________________________ _________________________________

Print Rate/Name/Title Signature of Person

Reporting Offense(s)

NOTE: Deliver this report and all evidence (if any) to the Legal Officer no

later than the next working day. This is not to be used in lieu of a

counseling chit.

Figure 6-2 Report of Offenses

FRCWESTINST 3120.1B

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79

FRC WEST LEMOORE CA

PRELIMINARY INQUIRY OFFICER'S REPORT

Date

PRELIMINARY INQUIRY IN THE CASE OF: _________________

Ref: (a) Uniform code of Military Justice (UCMJ)

(b) Manual for Courts-Martial (MCM)

(c) JAG Manual

1. The Preliminary Inquiry Officer (PIO) will conduct an

investigation by executing the following steps substantially in the

order presented below. The report of investigation will consist of the

following:

a. PIO's Report

b. Statements or summaries of interviews with all witness (sworn

statements will be obtained if practicable).

c. Statements of the accused's supervisor(s), sworn if

applicable.

d. Original or copies of documentary evidence.

e. If the accused waives all rights, a signed sworn statement by

the accused, or a summary of interrogation of the accused, signed and

sworn to be the accused, or both.

f. Any additional comments by the investigator as desired.

g. Applicable article and elements to support suspected violation

of the UCMJ.

2. The PIO's primary objective is to collect all available evidence

pertaining to the alleged offense(s). As a first step, the PIO should

be familiar with those paragraphs in Part IV of the Manual for Courts-

Martial, 1995 describing the offense(s). Within each paragraph is a

section entitled "elements" which lists the elements of proof for the

offense. The PIO must be careful to focus on the correct variation.

The elements of proof should be written down to guide the PIO in

searching for the relevant evidence. The PIO is to consider everything

which tends to prove or disprove an element of proof.

3. The PIO's secondary objective is to collect information about the

accused which will aid the Commanding Officer in making a proper

disposition of the case. Items of interest to the command include

Figure 6-3 Preliminary Inquiry Officer's Report

FRCWESTINST 3120.1B

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80

attitudes and ability to get along with others and particular personal

difficulties or hardships which the accused is willing to discuss.

Information of this sort is best reflected in the statements of the

accused's supervisors, peers, and the accused himself.

4. Witnesses interviewed (not the accused):

NAME DIVISION SIGNED

STATEMENT (YES/NO)

5. Documentary evidence:

DESCRIPTION NAME OF CUSTODIAN DIVISION/PHONE

6. Real evidence (Evidence furnished by things themselves, on view or

inspection, e.g., marks, scars, wounds, fingerprints, and weapons):

DESCRIPTION NAME OF CUSTODIAN DIVISION/PHONE

7. Permit the accused to inspect Report Chit, legal package, and

statements. Make sure you have a witness when you read the member

their rights prior to questioning.

8. Forward your recommendation to the XO via the Legal Officer and

CPO Disciplinary Review Board.

Figure 6-3 Preliminary Inquiry Officer's Report (cont.)

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81

SUBJECT'S RIGHTS ACKNOWLEDGEMENT/STATEMENT

(See JAGMAN 0170)

FULL NAME

(ACCUSED/SUSPECT)

SSN RATE/RANK SERVICE

(BRANCH)

ACTIVITY/UNIT

DATE OF BIRTH

NAME (INTERVIEWER)

SSN RATE/RANK SERVICE

(BRANCH)

ORGANIZATION

BILLET

LOCATION OF INTERVIEW

TIME DATE

RIGHTS

I certify and acknowledge by my signature and initials set forth below

that, before the interviewer requested a statement from me, he warned

me that:

(1) I am suspected of having committed the following offense(s):

______________________________________________________________________

______________________________________________________________________

(2) I have the right to remain silent,. . . . . . . . . . _______

(3) Any statement I do make may be used as evidence against me in

trial by court-martial, . . . . . . . . . . . . . . . . . . . ._______

(4) I have the right to consult with lawyer counsel prior to any

questioning. This lawyer counsel may be a civilian lawyer retained by

me at my own expense, a military lawyer appointed to act as my counsel

without cost to me, or both; and . . . . . . . . . . . . . . ._______

(5) I have the right to have such retained civilian lawyer and/or

appointed military lawyer present during this interview.. . . ._______

Figure 6-4 Rights Acknowledgement

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82

WAIVER OF RIGHTS

I further certify and acknowledge that I have read the above statement

of my rights and fully understand them, and that,

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .______

(1) I expressly desire to waive my right to remain silent;

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .______

(2) I expressly desire to make a statement;. . . . . . . . .______

(3) I expressly do not desire to consult with either a civilian

lawyer retained by me or a military lawyer appointed as my counsel

without cost to me prior to any questioning;. . . . . . . . . . ______

(4) I expressly desire to have such a lawyer present with me

during this interview; and . . . . . . . . . . . . . . . . . . .______

(5) This acknowledgement and waiver of rights is made freely and

voluntarily by me, and without any promises of threats having been

made to me or pressure or coercion of any kind having been used

against me. . . . . . . . . . . . . . . . . . . . . . . . . . . ______

SIGNATURE (ACCUSED/SUSPECT)

TIME DATE

SIGNATURE (INTERVIEWER)

TIME DATE

SIGNATURE (WITNESS)

TIME DATE

Figure 6-4 Rights Acknowledgement (cont.)

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83

Date: ____________

From: _________________________________________________________

To: CO, FRC West, Lemoore CA

Via: (1) CPO Disciplinary Review Board

(2) FRC West Lemoore Legal Officer

Subj: REPORT OF PRELIMINARY INVESTIGATION OF ALLEGED OFFENSE(S)

ICO ___________________________________

Ref: (a) Article 15, Manual for Court-Martial, 2012

1. The subject allegations have been investigated and the results are

as follows:

The subject-named member admits commission of the charged

offense(s) and offers no additional comments.

The subject-named member admits commission of the charged

offense(s) and offers the attached statements.

The subject-named member denies commission of the charged

offense(s).

2. My recommended disposition (Check all those that apply.):

Dismiss Handle at

Division

XOI NJP Courts-

Martial

3. Comments:

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

Very respectfully,

Print Rate and Name Signature of PIO

Figure 6-5 Report Of Preliminary Investigation

FRCWESTINST 3120.1B

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84

The statement which appears on this page (and the following page(s), all of

which are signed by me), is made freely and voluntarily by me, and without

any promises or threats having been made to me or pressure of coercion of any

kind having been used against me.

___________

Signature (Witness/Accused) Date

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

Figure 6-6 Witness Statement

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85

CHAIN OF COMMAND AND DISCIPLINARY REVIEW BOARD RECOMMENDATION ICO

________________________

(Rate/Name)

DAPA OFFICER NOTIFIED (If drug or alcohol related):

SIGNATURE: ____________________ DATE: __________

(DAPA Officer)

DIVISION CHIEF:

Date of Career Development Board: _____________________________

Date and nature of all counseling chits on file: ____________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Member’s Reliability: _______________________________________________

______________________________________________________________________

______________________________________________________________________

Member’s Military Bearing: __________________________________________

______________________________________________________________________

______________________________________________________________________

Facts and Recommendations:

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

SIGNATURE: _________________________ DATE: __________

Figure 6-7 Disciplinary Review Board Recommendation

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86

DISCIPLINARY REVIEW BOARD (Issues discussed and recommendations):

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

CMC’s SIGNATURE: ____________________ DATE: __________

DIVISION OFFICER (Facts and Recommendations):

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

SIGNATURE: ____________________ DATE: __________

EXECUTIVE OFFICER (Recommendation):

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

SIGNATURE: ____________________ DATE: __________

CO:

ACTION: Dismissed NJP Courts-Martial

SIGNATURE: ____________________ DATE: __________

Figure 6-7 Disciplinary Review Board Recommendation (cont.)

FRCWESTINST 3120.1B

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87

7. Command Retention/Career Information

a. Governing Directive. Retention Team Manual (NAVPERS

15878KH)

b. Policy. The policy of this command is to vigorously

pursue the intentions and goals of the Navy's retention effort.

Retention of quality personnel is a top priority item and has

the full support of the CO. The importance of and the need for

retention of high quality personnel cannot be over emphasized.

The goals of the Command Retention Program are to:

(1) Support the Navy-wide recruiting and retention

effort to attract and retain only the best qualified people to

meet the needs of the future.

(2) Ensure command career information programs are

conducted per Career Information Program Manager (CIPM) methods

as set forth in governing directives.

(3) Monitor personnel management, family, and

educational programs to ensure their support of retention.

(4) Monitor, evaluate, and recognize command career

information and personnel programs.

c. The Career Counselor Handbook provides basic guidance

and establishes requirements for career development within the

U.S. Navy. To meet retention goals, an effective Career

Information/Retention Program is necessary. This program must

include the following:

(1) Actively support the Command Retention Program.

(2) Ensure the Retention Team actively involves every

level of the command structure.

(3) Ensure the proficiency and motivation of the team

members is sustained.

(4) Establish a Command Incentive Program for re-

enlisting personnel.

d. Career Development Team. The Career Development Team

consists of the CO, XO, CCC, CMC, Division Officers, Chief Petty

Officers, and Division Career Counselors. The Career Development

Team shall meet quarterly.

FRCWESTINST 3120.1B

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88

e. Incentive Programs

(1) The following Reenlistment Package will be given to

all reenlistees. This package is offered as a means of

expressing the appreciation of the command and the U.S. Navy for

an individual who has chosen to continue their Naval career.

This package is effective the date of reenlistment.

(a) Day off - commencing after reenlistment

ceremony.

(b) Honorable Discharge Certificate.

(c) Letter of Appreciation for spouse or family.

(d) Reenlistment certificate in blue award binder.

(e) Pictures of Ceremony.

(f) FRC West Picture

(g) Benefits Coupon Book

7.1. Command Career Information Team

a. Governing Directives. Career Counselor Handbook (NAVPERS

15878)

CINCPACFLTINST/CINCLANTFLTINST

1040.1(series)

NASLEMINST 1160.3(series)

OPNAVINST 1040.11(series)

BUPERSINST 1040.5(series)

c. Purpose. To provide guidance, in conjunction with the

governing directives, that will enhance the ability of the

Command Career Information Team (CCIT) to counsel and retain

quality personnel in the United States Navy.

d. Organization and Responsibilities

(1) The Commanding Officer shall:

(a) serve as the senior career counselor of the

Command Career Information Team (CCIT).

(b) establish a formal Career Information Program

Management (CIPM) system.

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89

(c) maintain an effective Personnel Entry System,

e.g., Career Development Board, Sponsor Program, Indoctrination

Program, Chief Petty Officer, and Petty Officer Indoctrination.

(d) establish and maintain an officer career

information program.

(e) ensure that the CCC is a graduate of the Command

Career Counselor Course.

(2) The Executive Officer shall:

(a) ensure that the policies of the CO relating to

career information efforts are published and enforced.

(b) Ensure Divisional Career Counselors and

supervisors are trained in accordance with the Career Counselor

Handbook.

(c) ensure that Career Information Team meetings are

held on a monthly basis.

(d) provide adequate office space and facilities for

the CCC.

(3) The CCC is the CO’s Career Information Program

Manager and is evaluated by, works for, and reports directly to

the CO/XO/CMC in the performance of career counseling duties.

The CCC shall:

(a) organize and manage the command career

information program using the CIPM methodology tracking all

efforts of the Command Career Information Team.

(b) train, support, and update the Command Career

Information Team.

(c) conduct Career Information Team meetings on a

monthly basis.

(d) provide a written monthly report on career

information related activities and CDBs to the CO.

(e) ensure all reenlistments are provided to the

CO’s Secretary for inclusion on the CO’s calendar.

FRCWESTINST 3120.1B

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(f) keep the CO/XO informed of situations that have

a positive or negative impact on career information and make

appropriate recommendations.

(g) maintain publications, records, and materials

necessary to maintain an effective program.

(h) maintain a tickler system to allow efficient

scheduling of required interviews.

(i) assist Division Officers in the screening of

division career counselors.

(j) conduct a two-day Career Information Training

Class monthly.

(k) conduct a one-day First Term Success Workshop

monthly.

(l) ensure interviews of all members departing the

Navy, as well as all individuals refusing to obtain obligated

service (obliserv) for orders, are being conducted utilizing

Figure 7-1. This form will be completed in its entirety prior to

the member checking out of the command, or prior to release of

refusal to obliserv message.

(4) The Command Master Chief shall:

(a) serve as a member of the CCIT and work in close

association with the CCC to support the CCIT effort.

(b) keep the CCC informed of any matters of policy

that may arise from special conferences and seminars that may

affect career information.

(c) make sure that eligibility criteria are met

prior to making a recommendation of approval on any special

request for a career information program.

(5) Division Officers shall:

(a) oversee the career information program as it

pertains to the personnel in their division.

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(b) direct an advancement training program and

provide for maximum advancement examination participation of

qualified personnel.

(c) make sure all divisional Career Information Team

members attend Career Information Team meetings/training.

(d) ensure members are entered in programs (e.g., C-

WAY, CDB, T-GPS, Naval Reserves) in accordance with Chapter 6 of

the Retention Team Manual and that members making a request for

a career information related program meet all eligibility

criteria for the program before making a recommendation for

approval.

(e) ensure interviews of all members from the

division departing the Navy, as well as all individuals refusing

to obtain obliserv for orders, are being conducted, utilizing

Figure 7-1. This form will be completed in its entirety prior to

member checking out of the command or prior to release of

refusal to obliserv message.

(6) The Division Career Counselor shall:

(a) keep the Division Officer and the CCC informed

on division career information activities.

(b) ensure members are entered in programs (e.g., C-

WAY, CDB, T-GPS, Naval Reserves) in accordance with Chapter 6 of

the Retention Team Manual, conduct the required interviews,

situation interviews, and make detailer calls for individuals.

(c) make required reports to the CCC.

(d) screen electronic service records, ddetermine if

all eligibility requirements are met, and make appropriate

comments on why a special request for a career information

program, extension, or reenlistment should or should not be

approved.

(e) ensure all reenlistment paperwork is picked-up

at least two working days prior to the reenlistment.

(f) ensure photographer, hometown news release, and

related items are scheduled and completed.

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(g) coordinate with all personnel in their division

who request a ceremony for transfer to the Fleet Reserve or

retirement, utilizing assistance from the CCC and the CMC.

(h) personally interview all members from the

division departing the Navy, as well as all individuals refusing

to obtain obliserv for orders, utilizing Figure 7-1. This form

will be completed in its entirety prior to member checking out

of the command or prior to release of refusal to obliserv

message.

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Pre-Separation Questionnaire

Please fill out this questionnaire in its entirety. All information

will be held in confidentiality, and will only be utilized by the

command for tracking and retention purposes.

Name: __________________________ Rate: ______ DoD ID:_______________

Date you entered the Navy: ____________________

Are you currently sea or shore duty: Y / N

If currently shore duty, have you ever deployed on a ship: Y / N

How would you rate your tour at FRC West?

Unsatisfactory / Poor / Average / Above Average / Exceptional

How would you rate your entire time in the Navy?

Unsatisfactory / Poor / Average / Above Average / Exceptional

Why are you leaving the Navy?

_____________________________________________________________________________

_____________________________________________________________________________

What would it take for you to “Stay Navy”:

_____________________________________________________________________________

_____________________________________________________________________________

Would you recommend a friend or relative to join the Navy? Y / N

Comments (Required):

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

Divisional Career Counselor:

______________________________________________________________________

______________________________________________________________________

Figure 7-1 Pre-separation Questionnaire

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Pre-separation Questionnaire (cont.)

Division Leading Chief Petty Officer:

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Division Officer:

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Command Career Counselor:

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Command Master Chief:

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Executive Officer:

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Commanding Officer:

______________________________________________________________________

______________________________________________________________________

Figure 7-1 Pre-separation Questionnaire (cont.)

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8. Boards, Councils and Committees

a. Boards, Council and Committee Organization. A board,

council, or committee is a group of persons organized under a

president, chairman, or senior member to deliberate and evaluate

a problem or situation and make recommendations to the CO for

its solution or improvement; sit as a judicial body; or for

other purposes as directed in the order establishing the board

or committee. They are policy forming groups and should not

normally be assigned functions requiring supervision or

direction.

b. Membership of Boards, Councils, and Committees.

Officers, Chiefs, and enlisted personnel are assigned to boards

and committees as a collateral duty and notification of such

assignments shall be listed in the command collateral duties

notice or by issuance of designation letters if required by the

applicable program instruction. Any limits or special conditions

governing the performance of the duties assigned shall normally

be set forth in a formal letter to members of the board or

committee.

c. Activation of Boards, Councils, and Committees. A board

or committee shall not be created unless it furthers the

efficient administration of FRC West and unless the function of

the board or committee cannot be performed as an adjunct of the

duties and responsibilities already assigned to an FRC West

Officer. Assignments to boards and committees, which meet on an

infrequent basis, such as only once a year, need be activated

only during the period that their services are required.

Membership of boards and committees shall be revised as

necessary. Such revisions shall be accomplished in such a way as

to permit experience in these collateral duties to be gained by

as many Officers as possible and at the same time provide for a

continuity of membership.

d. Guide for Boards, Councils and Committees. The guides

that follow in this chapter provide for the activation and

functioning of boards and committees which shall be established

aboard FRC West. Additional boards and committees shall be

established when prescribed or required by competent authority.

e. Meeting of Boards, Councils, and Committees.

Information concerning the time a board or committee will meet

will generally be published in the Monthly Training Plan and/or

the Plan of the Week. Minutes from subject meetings will be

routed to the CO via the chain of command.

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8.1. Enlisted Safety Committee

a. Governing Directives. OPNAVINST 5100.23 (series)

OPNAVINST 4790.2 (series)

OPNAVINST 3120.32 (series)

COMNAVAIRPACINST 5100.3 (series)

b. Purpose. To effectively identify and eliminate hazards

whenever they are found and to ensure compliance with all

directives of higher authority pertaining to aviation and ground

safety. To review the administration of NAVOSH programs, CDI

qualifications, and conduct FOD prevention. The Enlisted Safety

Committee will also serve as the Ground/Maintenance Department

Safety Committee.

c. Membership

(1) Commanding Officer (Member)

(2) Executive Officer (Member)

(3) Safety Officer (Advisor)

(4) Ground Safety Officer (Advisor)

(5) NAVOSH Officer (Advisor)

(6) FOD Officer (Advisor)

(7) FRC West Safety Petty Officer

(Chairman/Secretary)

(8) Designated Work Center Safety Petty Officer (Member)

(9) Designated Work Center Alternate Safety Petty

Officer (Member)

(10) Quality Assurance Representative (Member)

(11) Corpsman (Member/Advisor)

d. Procedures. The Ground Safety Officer will convene the

committee. The FRC West Safety Petty Officer shall act as

chairman. He is additionally tasked with publishing the minutes

and routing them to the CO via the Safety Officer not later than

five working days following the meeting. Minutes will be posted

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in each work center and on FRC West Safety Bulletin Boards or

binders.

e. Action Items. If any member of the committee is

assigned action or further study of any problem areas, he will

report such action or progress made at the next committee

meeting or as directed by the CO, Chairman, or cognizant

authority. If a hazard is identified that is beyond the scope of

the committee’s authority, it will be forwarded to the station

Aviation Safety Committee for action.

f. Convening Dates. The Enlisted Safety Committee should

meet at least monthly.

8.2. Awards Board

a. Governing Directives. SECNAVINST 1650.1 (series)

NAVAIRINST 1650.1 (series)

COMFRCINST 1650.1 (series)

b. Purpose. The Awards Board shall be responsible for

assisting the CO in the evaluation and recommendation of awards

for personnel serving under command jurisdiction and to ensure

compliance with all directives of higher authority pertaining to

awards.

c. Membership. An Awards Board shall consist of the

following members:

(1) Executive Officer (Senior Member)

(2) Command Master Chief

(3) Division Officers

(4) Division Leading Chief Petty Officers

d. Procedures. The Awards Board shall be responsible for:

(1) Inquiring into and analyzing all recommendations for

personal awards (except Letters of Appreciation) which originate

within FRC West, or which the CO is required to review.

(2) Ensuring that the acts or services described in the

recommendation fulfill all requirements of pertinent directives

of higher authority concerning awards.

e. Responsibilities

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(1) The XO acts as the senior member of the awards board

and shall be responsible for ensuring the command maintains an

effective program.

(2) The Administrative Officer shall:

(a) maintain a tracking system that allows division

officers and LCPOs the ability to determine all personnel in the

zone for an award.

(b) maintain all awards board results.

(c) ensure awards are submitted through the chain of

command in a timely manner to ensure proper presentation prior

to a member departing the command.

(3) Division Officers/LCPOs shall:

(a) monitor the transfers/separation tracker

provided by the Administrative Division for personnel in the

zone for awards consideration.

(b) hold a divisional awards board prior to the

command awards board to determine at a divisional level what

award to recommend for a Service member.

(c) be prepared to properly brief all members

departing within the awards board zone to the command awards

board.

(d) submit award package to the CO/XO via the

Administrative Officer at the awards board. No member will be

boarded for an award if the award package is not ready to

submit.

e. Timeline. All awards shall be submitted within the

following number of days prior to the event (i.e., transfer,

retirement ceremony, etc.):

AWARD DUE TO FRCW LEMOORE

Navy and Marine Corps Achievement Medal 60 Days

Navy and Marine Corps Commendation Medal 90 Days

Meritorious Service Medal 90 Days

Any award that is submitted outside of the required timeframe

requires a letter of explanation as to why it is being submitted

late.

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f. Award Zone. The awards board shall review all personnel

transferring or separating within an upcoming three month

period, e.g., an April awards board will review award

nominations for all personnel transferring or separating in

April, May, and June. Specific achievement awards shall be

briefed during any board, regardless of timeframe.

f. Convening Dates. The awards board shall meet at least

monthly, normally on the first Thursday of the month.

8.3. Recreation Committee

a. Governing Directives. Special Services Manual (NAVPERS

15769A)

SECNAVINST 1700.12(series

NASLEMINST 7010.10(series)

b. Purpose. To establish guidelines for operation of the

FRC West Morale, Welfare, and Recreation (MWR) Committee.

c. Officers and Responsibilities.

(1) FRC West MWR Committee CPO shall:

(a) chair all MWR Committee meetings.

(b) review and approve the organization and

implementation of all fundraisers proposed by the committee.

(c) inform the XO and CMC of all events, fund

requests, and any other pertinent information.

(d) ensure a financial audit is performed and

results submitted to the Commanding Officer at a minimum when

there is a Change of Command, change of MWR CPO, and change of

MWR Treasurer.

(f) file all corporate state and federal tax filing

requirements.

1. Committee account info is as follow:

Name: AIMD Recreation Committee

CA Corporate ID Number: C2639606

Federal EIN: 20-2284121

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2. The following forms shall be provided as

follows:

a. CA Secretary of State Statement of

Information (SI-100) every 2 years (biennially) starting

1/6/2014 with a $20.00 fee due at each filling. Form shall be

filed online at https://businessfilings.sos.ca.gov/.

b. CA e-Postcard (199N) annually due by 15

May with no fee associated. 199N shall be filed at

https://www.ftb.ca.gov/online/199N_ePostcard/index.asp?WT.mc_id=

Business_Online_199N.

c. IRS e-Postcard (Form 990-N) annually due

by 15 May with no fee associated. 990-N shall be filed at

http://epostcard.form990.org/.

(2) President shall:

(a) ensure the necessary personnel for approved

events are published one month in advance.

(b) assume all MWR Committee CPO functions in their

absence.

(c) keep the MWR CPO informed of all matters

concerning fundraising efforts, events, deployed MWR members,

and any other pertinent information.

(d) keep track of personnel participating in

voluntary fundraising evolutions for reporting senior

verification for evaluation credit purposes

(3) Vice President shall:

(a) assist MWR Committee President on all matters.

(b) assume all MWR Committee Presidential duties

during any absences.

(c) coordinate with the civilian community as well

as other commands to properly and professionally execute MWR

Committee events.

(d) ensure all aspects of the MWR Committee actions

adhere to higher authority instructions.

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(4) Secretary shall:

(a) maintain an accurate and current copy of all

applicable instructions as they pertain to MWR Committee events

and actions, ensuring to follow all required instruction

controls as applicable.

(b) draft letters of correspondence as appropriate.

(c) draft and submit award letters as appropriate.

(e) maintain a logbook of MWR Committee events

including but not limited to:

1. MWR Committee events

2. Dates

3. Locations

4. Company or command involved

5. Points of contact

6. Phone numbers

(f) Record the minutes from each meeting and submit

via memorandum to the XO via the Committee President and

Committee CPO for approval.

(5) Treasurer shall:

(a) maintain a MWR Committee Fund Ledger tracking

unit allocation (Community Support Programs Quarterly Grant)

accumulation and expenditures; petty cash accumulation and

expenditures; and cost, reimbursement and accumulation for each

fundraiser and sponsored event.

(b) maintain a budget report with lessons learned

per event with expenditures.

(6) Divisional Leadership shall:

(a) assign a minimum of one member and one alternate

per work center. Work centers with 5 or less personal are exempt

from alternate requirement.

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(b) To ensure proper pay grade availability to elect

cabinet positions, the following pay grade minimums will be

applied by divisional/departmental COC when selecting work

center primary and alternate members:

1. Each production division (400 thru 900)

shall have a minimum of 1 E6 and 2 E5s.

2. Maintenance Staff (020/040/050/Maintenance

Training) shall have a minimum of 1 E6 and 2 E5s.

(c) Divisional leadership will communicate with

Recreation Committee CPO when manpower constraints prohibit

meeting this requirement.

(7) Recreation committee members shall:

(a) attend all MWR Committee meetings.

(b) provide feedback from work centers.

(c) inform the work centers of upcoming events and

other pertinent information.

(d) participate in all Command MWR events including,

but not limited to, Command Picnic and Command Holiday Party

(events are not fundraising evolutions).

8.4. Survey Board

a. Governing Directives. NAVSUP Publication 475 Para 5125

b. Purpose. A Survey is used to investigate the

circumstances surrounding the loss or damage of certain

material. A formal survey is required for material or articles,

or when specifically directed by the CO.

c. Members. A formal survey will be conducted by the CO’s

direction and shall consist of an Accountable Officer,

Appointing Authority, and the Approving Authority.

(1) Accountable Officer. The individual appointed by

the proper authority who maintains items and/or financial

records in connection with government property, (irrespective of

whether the property is in his own possession for use or

storage, or is in the possession of others to whom it has been

officially entrusted for the use or care and safekeeping) and

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may entail ”financial liability” for failure to exercise his

obligation.

(2) Appointing Authority. An individual designated in

writing by the approving authority. The approving authority may

act as the appointing authority. The appointing authority

appoints a financial liability officer, if required; approves or

disapproves the recommendations of the responsible officer,

reviewing authority or financial liability officer; and

recommends actions to the approving authority. The appointing

authority is normally senior to the responsible officer,

reviewing authority, accountable officer, and financial

liability officer.

(3) Approving Authority. The approving authority makes

determination to either relieve involved individuals from

responsibility and/or accountability or approve assessments of

financial liability. The approving authority may act as the

appointing authority or designate an appointing authority in

writing. The approving authority is normally senior to the

appointing authority. The approving authority will be the CO,

except as specified in paragraph 5127-6 of NAVSUP P-475 Vol 1.

d. Procedures. If articles are missing, the survey shall

make a thorough examination of the circumstances prior to the

loss and shall determine cause and responsibility. If

responsibility cannot be determined, a statement shall be made

on the survey form, including the findings of conditions, cause

and responsibility, together with a recommendation as to the

disposition, replacement, or continuance in service. NAVSUPPUB

475 contains further information on survey procedures.

e. Convening Dates. The survey shall be established when

directed by the CO and shall convene at his discretion.

8.5. Career Development Board

a. Governing Directives. BUPERSINST 1040.5(series)

Retention Team Manual (NAVPERS

15878K)

CINCPACFLTINST/CINCLANTFLTINST

1040.1(series)

COMNAVAIRPACINST 1430.1(series)

b. Purpose. To establish objectives, procedures, and

composition of the FRC West Career Development Board (CDB).

c. Discussion

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(1) The CDB supplements the chain of command by

providing career guidance and counseling to all enlisted

personnel, regardless of pay grade, in order for Service members

to attain positions of greater or different responsibility. The

board will encompass all facets of professional growth as

required by individual necessity. The board will consist of

officer and enlisted members representing varied backgrounds.

Division Officers, Leading Chief Petty Officers, Branch Chiefs,

and Supervisors shall accompany their personnel in all

appearances before the CDB. Additionally, the board will monitor

the development of rated personnel and screen those who apply

for programs requiring command endorsement. The ultimate goal of

the CDB is to intervene prior to the development of potential

disciplinary problems and to assist personnel in upward mobility

by creating opportunities for optimal development of their

professional skills.

(2) The composition, forms, and guidelines set forth in

this instruction are to be considered only the minimum

requirements for a CDB. All divisions are encouraged to add to

their individual CDBs any forms, policies, and/or procedures,

which would benefit the Service member.

d. Command Career Counselor (CCC) Interviews. The CCC will

conduct initial personal interviews, utilizing existing

interview sheets from the Career Counselor Handbook, with all

FRC West personnel during the check-in process and keep a record

of these interviews. The interview sheet shall be forwarded to

the applicable Division Career Counselor (DCC) for use during

the CDB.

e. Board Composition

(1) Division LCPO. The Division Leading Chief Petty

Officer will be chairman of the board. Figure 8-1 outlines

proposed CDB procedures. The chairman shall:

(a) ensure requirements to appear before the CDB are

met as contained in this instruction.

(b) convene the board. The Division LCPO will

designate the time and place of each meeting, and ensure

required membership is present for each meeting of the board.

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(c) notify the Division Officer, Branch Chiefs, and

supervisors of personnel scheduled to attend the board of the

time and place of the meeting.

(d) forward minutes and recommendations of each

meeting to the CMC via the chain of command.

(2) Divisional Career Counselor. The DCC will serve as

a permanent member of the CDB. The DCC will:

(a) schedule enlisted personnel to appear before the

CDB, coordinate the CDB agenda, maintain a CDB tickler file, and

provide minutes of each CDB to the CCC.

(b) indoctrinate all newly reporting personnel on

CDB process during initial CDB.

(c) brief the board with Pre-Interview Questionaire,

Figure 8-2, for all personnel appearing before the board.

(d) provide the board with Division Officer Record

via CIMS or FLTMPS of those personnel appearing before the

board.

(e) provide the board with appropriate instructions,

notices, and directives with which to evaluate all pertinent

data of each individual case appearing before the board.

(f) use Figure 8-3 as a guideline for topics of

discussion during the CDB.

(g) provide the board a copy of the Individual

Development Plan (IDP) for review.

(h) maintain the minutes of all CDBs.

(3) Division Officer. The Division Officer shall be a

voting member to screen, counsel, and make recommendations on

all personnel appearing before the CDB.

f. Guidelines

(1) The CDB shall review and make recommendations for

the following:

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(a) All newly reporting personnel shall be

interviewed by the CDB within four weeks of reporting to FRC

West, no exceptions.

(b) Personnel not reaching career professional

growth criteria. The following examples include:

1. E-3 not reaching E-4 within 4 years of

active day-for-day service

2. E-4 not reaching E-5 within 8 years of

active day-for-day service

3. E-5 not reaching E-6 within 12 years of

active day-for-day service

4. E-6 not being selected for Chief Petty

Officer, after being selection board eligible for 3 years. E-6

personnel not achieving a selection board eligible score after

the E-7 rating exams.

(c) Rating Conversion and designations

(d) Commissioning Programs

(e) Special Programs (Physical Security, Recruiting,

Aircrew, Blue Angels, STAR, SCORE, Overseas, Personnel Exchange

Program, etc.).

(f) Schools (Fleet "A" Schools, "C" Schools,

academic skills, GED, high school completion, and other

education enhancing programs, etc.).

(g) Pass but Not Advanced (PNA) or Failures.

Personnel in pay grades E-3 through E-6 who fail the Navy-Wide

Examination or have excessive PNAs (four or more) will receive

CDB counseling regarding methods of self-study, training, and

preparation for the advancement examination.

(h) Failure to make "Selection Board Eligible" or

"Board Eligible" and not selected for advancement. Career

personnel in pay grades E-6 through E-8 will receive CDB

counseling in an effort to identify areas of weakness and to

formulate goals to strengthen these areas.

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(2) The CDB will monitor the individual's progress,

ensuring personnel have fulfilled the requirements set forth by

the board and have been completed in a reasonable time.

(3) Unless otherwise directed, the CDB will meet a

minimum of once every four weeks. If additional boards are

required to ensure everyone receives a board within four weeks

of checking in, they will be scheduled by the Division LCPO.

g. Applicant Criteria. The CDB will display consistency and

impartiality in formulating recommendations, be thorough in its

examination of the applicant’s service and training records, and

interview the applicant to determine sincerity. For newly

reporting personnel, an inquiry into their background is

required. In evaluating personnel for striker, professional

growth, or special programs, the CDB will consider the following

factors:

(1) Prerequisites/Program Qualifications

(2) Performance in currently assigned duties

(3) Disciplinary Record

(4) Prior Advancement History

(5) Technical Competence/Aptitude

(6) Self-improvement by off-duty educational programs or

correspondence courses

(7) PQS Progress/Completion

(8) Projected manning requirements

(9) Individual Aspirations/Individual Development Plan

(IDP)

(10) Other criteria established by higher authority

h. Action. All officers will ensure that personnel under

their cognizance are familiar with this policy through periodic

briefings at quarters, General Military Training, and through

the DCC. All hands are responsible for the success of the CDB.

8.6. Chief Petty Officers’ Mess

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a. Purpose. To establish guidelines for the operation of

the Chief Petty Officers’ Mess. The Chief Petty Officer’s Mess

will provide a professional and social environment for all

members, thereby increasing fellowship in the CPO community. The

Mess will recognize arriving/departing Mess members in good

standing and provide constant interface among all members,

resulting in the CPO community becoming more knowledgeable and

aware of activities occurring within the U.S. Navy and onboard

Naval Air Station Lemoore.

b. Background. The FRC West Chief Petty Officers have

established a monetary fund for purposes as set forth below. The

mess funding will be voluntary, non-profit, and will in no way

be competitive with other official organizations. It shall be

governed by the FRC West CPO Mess members in such a way that a

majority vote by a quorum of members in good standing will be

essential to change, delete, or add on to any rules of this

document. (A “quorum” will be comprised of positive votes from

two thirds of the total members in good standing with the Mess.)

When any elected officer is accused, in writing, of failure in

the proper performance of their duties, or misconduct of any

kind that would discredit the CPO Mess, the remaining officers

will conduct an investigation of the matter within two weeks and

make a report to the President with recommendations for action.

Any officer that neglects to participate in 75 percent of CPO

Mess meetings will be automatically removed from office.

c. Officers. Duties of the CPO Mess Officers are as

follows.

(1) President. The Command Master Chief will be the

President of the CPO Mess and will oversee all actions of the

Mess. Each October, the President will solicit the membership

for nominations of all Officers for the Mess. Ensure all Officer

nominations are in good standing with their dues before the

election. The Mess President is not considered a voting member

unless a tie-breaking vote is required. A By-law review

committee will be appointed annually in the month of October to

review and present proposed changes to be reported to the

membership at the November general meeting. Approved changes

will be incorporated at the December general meeting. The By-law

review committee shall consist of at least three members in good

standing.

(2) Vice-President. The Vice-President will act in the

absence of the President and as point of contact for all

committees or functions. He/she will oversee the Treasurer,

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Secretary, and Social Committee Chair, will assume the role as

Chairman to the NAS Lemoore CPOA and all related functions, will

coordinate all special events through the CPO Mess Officers such

as Hail and Farewells and retirements. And will be responsible

and liaison with the Social Committee Officer for all plaques

and gifts for departing members.

(3) Treasurer. The Treasurer shall be directly

accountable for safeguarding and disbursement of all Mess funds

and shall maintain close liaison with the President concerning

the financial state of the Mess. The Treasurer will maintain all

financial records for 36 months and a roster of all members in

good standing and maintain a running balance sheet showing the

net worth of the Mess for 36 months. The ledger will include

invoice and receipt numbers in a dated format for all income and

expenditures. The Treasurer will submit a financial report to

the Secretary for presentation at each Mess meeting.

Expenditures of Mess funds of more than $100 are prohibited

without regular membership or President’s approval. In the event

the Treasurer cannot attend a meeting, the treasurer’s report

will be forwarded to the Secretary for dissemination.

(4) Secretary. The Secretary is the official recorder of

all CPO Mess activities. The Secretary will keep a detailed set

of minutes of all CPO Mess meetings and send it to all members

within two days of the meeting, distribute the most recent

treasury report along with CPO Mess meeting minutes and maintain

and distribute the Mess social roster and By-Laws distributed to

all new members as requested.

(5) Social Committee Chairman. The Social Committee

Chairman shall supervise the procurement, stowage, and issue of

consumables, e.g., plaques, coins, t-shirts, etc., bought with

CPO Mess funds, will post all pertinent public affairs,

retirements, and related information in the Plan of the Week,

base marquee, and base newspaper as appropriate, will assist the

Vice President in coordinating all Mess functions and

fundraisers accordingly, and is responsible for all

communication to Mess members of all functions and fundraisers

via email, flyers, etc. The Socal Committee Chairman is

responsible for the maintenance and repair of Goat Locker

facilities and equipment and safeguard of physical assets

against misuse and loss. He/she will manage and plan all social

functions and cannot expend CPO Mess funds without regular

membership approval.

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d. Members. All Chief Petty Officers (E-7, E-8, and E-9)

attached to FRC West are considered members of the Chief Petty

Officers’ Mess. A member in “good standing” is defined as one

whose membership dues have not elapsed two months. Only members

in good standing will have a voting power in CPO Mess business.

e. Meetings. A regularly scheduled meeting will be held

monthly to discuss items of interest to the mess and to receive

a financial report from the Treasurer. All other meetings will

be held when deemed necessary by the Mess President.

f. Finances. The following information, as a minimum, will

be used to manage the FRC West CPO Mess finances:

(1) The CPO Mess maintains a non-profit fund. A minimum

balance of $100.00 will be maintained at all times for any

emergencies unless voted otherwise by a quorum.

(2) The Mess Treasurer will collect monthly dues of

$10.00 from each memberor a lump sum of $100 for the year. The

first month dues of each newly selected CPO member will be

waived. Membership fees and dues are not refundable upon

withdrawal from membership or transfer.

g. Expenditures

(1) The Mess President may authorize any disbursement of

Mess funds up to $100.00 without the need for a quorum from the

members.

(2) The CPO Mess pays for honoree(s) luncheon expense(s)

during “Hails and Farewells” which are scheduled as needed.

(3) The CPO Mess will provide plaques for transferring

CPO Mess members in good standing.

(4) The CPO Mess will provide a plaque and shadow box

(not to exceed $150.00 combined) for retiring members in good

standing.

(5) The CPO Mess will provide the combination cap, post

acceptance coin, and t-shirt for activity personnel advanced to

the CPO rank.

(6) Bereavement/Sympathy. The CPO Mess will provide

flowers, card, and/or charity donation for hospitalization or

death for a member of a Chief’s immediate family.

FRCWESTINST 3120.1B

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(7) Disbursement of Mess funds or property to an

individual in the name of the Mess is defined as a gift. Gifts

upon transfer or retirement will only be made to members in good

standing whose dues are paid up to date. Transfer or retirement

gifts are intended to be in the form of commemorative plaques or

flag presentation boxes provided by the Mess. If the member

chooses to purchase a retirement item more than $150, the member

shall produce receipts for reimbursement of a maximum of $150.

h. Fund Raisers. All fund raising projects will be decided

by quorum vote and carried out by the Social Committee Chairman.

i. Action. Figure 8-4 is the financial statement format for

the administration and operation of the FRC West Chief Petty

Officers’ Mess. The Mess Treasurer/Secretary will retain and

post a copy of the by-laws and maintain approved financial

statements.

8.7. Commissioned Officers’ Fund

a. Purpose. To establish guidelines for the operation of

the Commissioned Officers’ Fund (COF).

b. Discussion. FRC West maintains a COF to reimburse costs

associated with approved functions and occasions for all

officers assigned to FRC West.

c. Responsibilities. The Mess Treasurer shall:

(1) maintain and be accountable for all funds in the COF

account.

(2) maintain, update, and submit Receipts and

Expenditures and Accountability Statements to the XO on a

monthly basis.

(3) inform all officers of their current account status

and collect all dues on a monthly basis.

(4) disburse funds for all authorized functions within

the prescribed limits outlined in the instruction.

(5) maintain and update all officers’ account status.

(6) deposit all cash and checks into the COF account at

least monthly.

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112

(7) maintain a log of all COF account statements

received from the account custodian.

(8) maintain a file of receipts for all expenditures.

(9 ensure all disbursements can be covered by the COF

account held by the account custodian.

(10) immediately report to the XO any loss of funds.

d. FRC West Officers Mess Members. Officers and Civilian

Division Officers/Department Heads may join the Mess.

Responsibilities include:

(1) pay a buy-in fee in the amount of $45.00 upon

reporting to FRC West. Dues must be paid within 30 working days

of reporting.

(2) pay monthly dues in the amount of $10.00.

(3) reconcile account 30 days prior to detachment.

e. Policy

(1) The Mess Treasurer will maintain the COF account.

Figure 8-4 is the financial statement format for the

administration and operation of the FRC West COF. The Mess

Treasurer will retain and post a copy of the by-laws and

maintain approved financial statements. Funds will be held by an

accountable and established bank or credit union. The account

will be jointly in the Mess Treasurer’s and XO’s names. The XO

will access the account only in an emergency when the Mess

Treasurer is not available. All dividends provided by the

custodian will remain part of the COF account and are subject to

all disbursement restrictions outlined in this notice. The Mess

Treasurer will reimburse all penalties imposed by the custodian

due to improper management of the account by the Mess Treasurer.

Such penalties will NOT be subtracted from the COF account.

(2) All Officers reporting/detaching FRC West will

check-in/out with the Mess Treasurer.

(3) The Mess Treasurer is responsible for all loss of

funds. The CO may waive reimbursement of funds in cases where

negligence is not suspected. All incidents of probable theft

must be immediately reported to base security.

Comment [MKB14]: I know I'm not the smartest in math, but...Huh???

FRCWESTINST 3120.1B

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113

(4) Only the following authorized functions and

occasions will be covered by the COF account subject to the

following:

(a) Social events and retirement gift allocation

amounts will be discussed and voted upon by the Mess. Due to the

limited size of the mess, some functions may require additional

monetary contribution by Mess members.

(b) Flowers for death in the immediate family of

mess members limited to $75.00. All other occasions will have to

be voted on by the Mess.

(c) Command plaque upon a Mess member’s detachment

from FRC West subject to market value. In no circumstance will

the cost be more than the buy-in cost unless voted on by a

majority of the mess members or with an augment from the

departing individual.

(d) Honoree(s) luncheon expense(s) during “Hails and

Farewells” which are scheduled as needed.

(e) Nametags for Officers reporting to FRC West.

(f) All costs associated with Change of Command

functions will be limited to $200.00. This amount does not

include the gift.

(5) Increases in dues and price limitations must be

approved by a majority of the mess members.

Comment [MKB15]: Recommended by Celeste due to rising market costs

FRCWESTINST 3120.1B

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114

Career Development Board Procedures

1. After all preparations are complete and the candidate is

before the board, the chairman will introduce themself and the

board members and explain to the candidate the purpose of the

CDB.

2. The chairman should control the interview and allow each

member of the board to ask questions of the candidate.

3. Interview personnel one at a time to determine:

a. Does the Sailor have a desire in relation to a

specific rating/special program? What is the desire based on

and is the basis valid?

b. If, in the case of a non-designated Sailor, that

Sailor has no particular desire or strong feeling toward any

specific rating(s) or program(s), the board must establish,

through review of all available data, the rating(s) or

program(s) that will best suit the candidate's interests and

ability.

c. When the interview has been pursued to the point where

a recommendation can be made by the board, the chairman will

direct the Sailor to stand by outside. The board should then

confer and agree on a recommendation. The chairman will summons

the Sailor again before the board and provide, verbally, the

board's recommendations.

d. Those recommendations that require assistance from

external commands in the form of part-time or full-time TAD for

the purpose of giving each sailor an opportunity for hands-on

OJT and professional evaluation, should be requested and

utilized as required.

Figure 8-1 Career Development Board Procedures

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115

Career Development Board Pre-Interview Questionaire

Name: _______________________ Rate: ______ CDB Date: _________

CDB Purpose:

________________________________________________________________

1. Off Duty Interests:

________________________________________________________________

________________________________________________________________

2. Special Program or Interest. (Officer, School, etc):

________________________________________________________________

________________________________________________________________

3. Previous Duty Assignments:

________________________________________________________________

________________________________________________________________

4. Command Collateral Duties:

________________________________________________________________

________________________________________________________________

5. PRT Status:

________________________________________________________________

6. Community Service:

________________________________________________________________

________________________________________________________________

7. Off Duty Education (College, Technical, CEU’s, etc):

________________________________________________________________

________________________________________________________________

Do you have a degree? Yes / No Name and type of degree:

________________________________________________________________

What degree(s) are you working towards?

_______________________________________________________________

8. Warfare Qualified: Yes / No Which

Program(s):_____________________________________________________

9. Are you enrolled in US MAP (United Services Military

Apprenticeship Program)?: Yes / No / Already Completed

Figure 8-2 Career Development Board Procedures

FRCWESTINST 3120.1B

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116

If ‘Yes’ or ‘Already Completed’, which program(s):

________________________________________________________________

10. Goals (Short Term):

________________________________________________________________

________________________________________________________________

________________________________________________________________

11. Goals (Long Term):

________________________________________________________________

________________________________________________________________

12. Career Intentions at PRD / EAOS:

________________________________________________________________

________________________________________________________________

13. Positive perceptions about the Navy:

________________________________________________________________

________________________________________________________________

14. Negative perceptions about the Navy:

________________________________________________________________

________________________________________________________________

15. Any area you wish to discuss. (Personal problems, Job

related problems, etc):

________________________________________________________________

________________________________________________________________

16. How is your family getting along with you being in the

Navy?

________________________________________________________________

________________________________________________________________

17. Board Comments:

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

18. Command Master Chief Comments:

________________________________________________________________

________________________________________________________________

________________________________________________________________

Figure 8-2 Career Development Board Profile (cont.)

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117

Career Development Board (CDB) Checklist

Rate/Name:

I have received my Career Development Board in accordance with the Career Counselor’s Handbook and above items were explained to my satisfaction. I understand I will receive a copy of this checklist for future reference.

_____________________________________________________ _____________________________ (Name – Print and Sign) (Date)

_____________________________________________________ _____________________________ (CDB Chairman) (Date)

_____________________________________________________ _____________________________

(Career Counselor) (Date)

Figure 8-3 Career Development Board Procedures

1. _____ Discuss purpose of the CDB

2. _____ Review and discuss CDB questionnaire

interview sheet.

3. _____ Review Service Record / Electronic Service

Record

{https://nsips.nmci.navy.mil/}

4. _____ Verify Record of Emergency Data (Page 2)

{MPM 1070-270}

5. _____ Describe CCC functions.

6. _____ Why did you join the Navy? Still meet your

expectations?

7. _____ Verify Family Care Policy (Single parent /

Dual Military with kids) (OPNAVINST 1740.4}

8. _____ Discuss intentions at EAOS. ( )

Reenlistment Window: __________ to __________

9. _____ Discuss intentions at PRD. ( )

Detailing Window: __________ to ___________

10. _____ GUARD 2000 (MPM 1306-1002}

11. _____ Career Navigator Program

{MPM 1440-060}{Current NAVADMINs}

12. _____ Update Duty Preference Form on CMS-ID

{https://www.cmsid.navy.mil}

{MPM: 1306-110}

13. _____ Determine Advancement Eligibility.

TIR: ____________________

Future Exam Date: ______________

14. _____ Discuss Warfare Requirement (EAWS, ESWS,

etc) {OPNAVINST 1414.2A}

15. _____ Discuss Officer Programs.

{OPNAVINST 1420.1}

16. _____ Discuss Navy Schools / CANTRAC

{https://main.prod.cetars.training.navy.mi}

17. _____ Discuss Navy College Program

{https://www.navycollege.navy.mil}

18. _____ Explain SOCNAV Agreement.

{http://www.soc.aascu.org/socnav}

19. _____ Review JST Transcript and SMOLAA

{https://smart.navy.mil}

20. _____ Discuss Tuition Assistance Requirements

{Current NAVADMINs}

21. _____ Discuss DANTES programs

{http://www.dantes.doded.mil}

22. _____ Discuss MGIB {www.gibill.va.gov}

23. _____ Discuss US MAP Program

{htts://usmap.cnet.navy.mil} {OPNAVINST

1560.10}

24. _____ Discuss Navy COOL program

{https://www.cool.navy.mil}

25. _____ Discuss Mentorship Program. Mentor is:

_________________ {OPNAVINST 1040.1}

26. _____ Discuss STAR / SCORE / Change of Rates

{MPM: 1160-090} {MPM: 1160-100}

{MPM: 1440-010}

27. _____ Discuss Career Opportunity Matrix

{http://www.npc.navy.mil/CareerInfo/CMC_CCC/}

28. _____ Discuss Pay and Compensation Calculator

{www.npc.navy.mil/careerinfo/payandbenefits/}

{www.dfas.mil} {http://militarypay.dtic.mil}

29. _____ Discuss Career Status Bonus/REDUX

{Current NAVADMINs}

30. _____ Discuss Thrift Savings Plan. Enrolled: YES/NO

{www.tsp.gov}

31. _____ Discuss Commissary / Exchange Benefits

{BUPERSINST 1750.10}

32. _____ Discuss Medical / Dental Benefits

{http://www.tricare.mil}

33. _____ Discuss SGLI / VGLI

{http://www.insurance.va.gov}

{MPM 1741–020}

34. _____ Discuss Social Security Benefits (Extra money

for military) {www.ssa.gov}

35. _____ Discuss Navy Reserve Programs

{http://www.navyreserve.navy.mil}

36. _____ Discuss Recruiting Programs

HARP Duty {BUPERSINST 1150.1}

Recruiting Referral Program

COMNAVCRUITCOMINST 5305.1}

37. _____ Discuss Retirement Plan and Retainer Pay

{www.npc.navy.mil/careerinfo/payandbenefits/}

38. _____ Discuss Pre-Separation Check List, DD 2648

39. _____ Discuss Verification of Military and

Experience Document

VMET {https://www.dmdc.osd.mil/vmet/}

40. _____ Discuss LaDR (Enlisted Learning and

Development Road Map)

41. _____ Other: __________________________________

42. _____ Other: __________________________________

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118

FRC WEST Officer/CPO MESS FINANCIAL STATEMENT

PERIOD COVERED: ____________________

ASSETS: ____________________

CASH ON HAND: +___________________

BALANCE: =___________________

DUES RECEIVED: ____________________

DUES OWED: ____________________

SPECIAL ASSESSMENTS RECEIVED:

EXPENSES:

1. LUNCHEON: ______________________

2. PLAQUE: ______________________

3. RETIREMENT: ______________________

4. ADVANCEMENT: _____________________

SUBMITTED: APPROVED:

___________________________ ____________________________

TREASURER/SECRETARY PRESIDENT

Figure 8-4 Officer/CPO Mess Financial Statement

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

_______________________________________

FRCWESTINST 3120.1B

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119

9. Security Program

a: Governing Directives. OPNAVINST 5530.14(series)

SECNAVINST 5510.30(series)

SECNAVINST 5510.36(series)

SECNAV M5510.30

SECNAV M5510.36

DODD 8100.02

b. Purpose. To implement subject program following

governing directives

c. Policy and Procedures. All classified information,

whether written, printed, spoken, photographed, taped, or

recorded by other means, shall be protected from unauthorized

disclosure. Each individual, military or civilian, assigned or

employed at FRC West is responsible individually for compliance

with this instruction and governing directives.

d. Security Management

(1) Responsibilities

(a) The Security Manager is the principal advisor on

Classified Material Control, information security, and personnel

security in the command and is responsible to the CO for the

management of the program. Specific duties are outlined in

governing directives. The Security Manager will be designated in

writing. Normally, the Administrative Officer is designated as

the Security Manager. If the Administrative Officer position is

vacant, the XO will be designated as Security Manager. The

Security Manager’s duties shall be performed in accordance with

the governing directives.

(b) The Security Officer, designated in writing by

the CO, manages facilities security per governing directives.

The Security Officer may serve concurrently as Security Manager,

as directed by the CO, in times of manpower shortage.

(2) Security Violations. All known or suspected security

violations or compromises and actual, potential, or suspected

cases of espionage, sabotage, or subversions shall be reported

immediately to the Security Manager. If the Security Manager is

unavailable, a prompt report will be made directly to the CDO

who will report to the CO any action taken. Compromise includes

the loss of classified material or the exposure of classified

information to unauthorized persons. The Security Manager will

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120

make notification to the Naval Criminal Investigative Service

(NCIS) field office. Other matters to be reported to the

Security Manager include the following:

(a) Contacts with citizens of a subversive foreign

country and all instances of suspicious activities or anomalies

that might indicate the involvement of a foreign government of

terrorist organization (foreign or domestic), regardless of

whether they occur on or off installation, ship, or are being

investigated by other authorities. The Security Manager, via the

CO will report suspected counterintelligence incidents to the

resident Naval Criminal Investigative Service (NCIS) field

office.

(b) Suicide or attempted suicide by anyone with

access to classified material.

(c) Unauthorized absence of any personnel with

access to classified material.

(d) Any safe containing classified material found

unlocked and unattended. In the event containers or storage

areas for classified matter are found open and unattended, loss

or comprise of material stored therein must be presumed SECRET

until an accurate determination to the contrary can be made.

The container will be guarded until properly secured and

investigative action will be promptly initiated in each case.

e. Individual Anti-Terrorism Plan (IATP). The purpose of an

IATP is to enable all travelers, command Individual Augmenteee

Coordinators (CIAC), and decision-makers (Flag Officer or SES)

to submit, manage, and approve/disapprove requests for all

official (TAD/IA) and unofficial (leave) travel. The Anti-

terrorism Officer (ATO) is responsible for coordinating all

requirements for and preparing the IATP. All personnel needing

an IATP are directed to see the ATO at least two months prior to

requested overseas travel.

9.1. Classified Material Accounting and Control.

a. The Security Manager is responsible for implementing

proper accounting and control procedures. The Security Manager

is the designated control point for all classified material. All

classified material will be under the direct control of

indoctrinated/ cleared personnel.

(1) Incoming Material. All incoming classified material

(with the exception of aircraft components) will be brought to

FRCWESTINST 3120.1B

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121

the Security Manager. The Security Manager shall receive the

material utilizing OPNAV Form 5511/42.

(2) Outgoing Material. All outgoing classified material

(with the exception of aircraft components) will be brought to

the Security Manager for mailing. A record of receipt card

(OPNAV form 5511/10) will be prepared for each item to be

transferred out of the command.

(3) Internal Classified Material Control

(a) All classified material will be kept under

continuous accountability through the use of sub-custody

receipts. Signatures are required for sub-custody; initials are

not acceptable.

(b) Reproduction of Classified Material.

Reproduction of classified material is not authorized. If

reproduction of classified material is necessary, the Security

Manager shall be notified for assistance.

b. Safeguarding and Storage of Classified Material

(1) Requirements. When not in actual use, all

classified material will be locked in a GSA approved security

container. Classified material cover sheets will be utilized as

applicable.

(2) Markings on Security Containers. Safes shall be

marked with a safe control number and a Security Container Check

Sheet (SF 702) will be posted on the top of each safe or outside

of each vault for recording of each opening and closing of the

container. In the event of emergency destruction or evacuation,

an identification number or symbol indicating relative priority

will be placed on the exterior of each security container. The

external markings will not indicate the level of classified

information stored in the container.

(3) Securing of Classified Material. A responsible

person from each work center shall perform a security check,

using Activity Security Checklist (SF 701), at the end of each

working day to ensure that all classified material is properly

secured. The security check shall determine that:

(a) All classified material is stored in the manner

prescribed.

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(b) Responsible custodians have locked security

containers.

(c) The procedure will be initialed off using

Security Container Check Sheet (SF 702).

(4) Safe Combinations

(a) Combinations to security containers will be

changed only by individuals cleared for the highest level of

classified material in the container. Each work center will

appoint custodians responsible to change the combination

(preferably the work center Leading Petty Officer (LPO)). Public

Works locksmiths, via a work request, will assist the actual

changing of safe combinations.

(b) Combinations will be changed under any of the

following circumstances:

1. When placed in use after procurement.

2. Whenever an individual knowing the

combination no longer requires access, e.g., transferring

personnel, etc.

3. When the combination has been compromised or

the security container has been discovered unlocked and

unattended.

(5) Inventories. Inventory requirements for SECRET

material do not exist formally; however, SECRET material held by

workcenters present the opportunity for compromise. Accordingly,

a SECRET material turnover inventory will be conducted:

(a) Upon turnover of Security Manager duties

(b) Change of Charge

(c) Between the relieving work center LPO and the

departing LPO

(6) Use of Commercial Wireless Devices, Services, and

Technologies within FRC West Restricted Areas. Per governing

directives, cellular telephones, personal digital assistants,

flash drives (e.g., thumb drives, etc.), portable hard drives,

personal digital cameras, and personal laptop computers are not

authorized inside FRC West Lemoore designated restricted areas.

FRCWESTINST 3120.1B

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123

i. Disposal of Classified Material.

(1) Classified material shall be destroyed as soon as it

is no longer required.

(2) FRCWESTINST 5510.1B contains specific guidance on

how to destroy classified material.

9.2. Visit Control

a. A visitor is anyone not assigned to or employed by FRC

West or anyone on Temporary Assigned Duty (TAD) orders to FRC

West. The movement of all visitors shall be restricted as

necessary to protect classified information.

b. Visit Requests

(1) Prior to a visit which will involve access to

classified information/material, a visit request must be

submitted via JPAS to the Security Manager. If a visitors parent

company does not utilize JPAS, visit requests may be prepared on

a Visit Request Form, OPNAV 5521/27 and sent via email or fax.

(2) FRC West personnel visiting other commands and

requiring access to classified spaces must contact the Security

Manager for submission of a visit request.

9.3. Personnel Security (Clearance and Access)

(a) An individual’s access level will equal the level

required for the performance of their duties even though their

security investigation may support a higher level of clearance

or access. Individuals should not be allowed to use, handle, or

view material with classifications higher than their individual

access as granted by the Security Manager.

(b) If an individual reports with no security clearance and

requires access to classified material, the Security Manager has

the authority to grant an interim clearance until the final

clearance has been adjudicated.

9.4. Physical Security

a. Governing Directive: OPNAVINST 5530.14(series)

b. Duties, Responsibilities and Authority. The Physical

Security Officer will assist the CO in determining the adequacy

FRCWESTINST 3120.1B

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124

of physical security, both internal and external. This person

implements and coordinates the physical security plan.

c. Organizational Relationships. The Physical Security

Officer reports to the CO via the XO in the performance of

assigned duties.

9.5. Threatcon Procedures

a. Governing Directives: OPNAVINST 5530.14(series)

CNAF INST 3300.53(series)

DOD Directive 2000.12

b. Duties, Responsibilities and Authority. The Anti-

Terrorist/Force Protection Officer will assist the CO in

establishing and ensuring threat condition procedures are

adhered to, both internal and external. This person implements

and coordinates the Force Protection Condition (FPCON) Plan

utilizing paragraphs 9.5.1, through 9.5.4.

c. Organizational Relationship. The Anti-Terrorist/Force

Protection Officer reports to the CO via the XO in the

performance of assigned duties.

9.5.1. FPCON Alpha

During FPCON Alpha, no additional threat has been identified and

all conditions are considered normal. No immediate action items

are necessary.

9.5.2. FPCON Bravo

The following are immediate action items that are to be

performed upon implementation of FPCON Bravo:

a. Notify Chain of Command:

(1) Commanding Officer

(2) Executive Officer

(3) Security Officer

(4) Anti-Terrorism Officer

b. The CDO will remain on base in FRC West spaces or the

BOQ. (if the CDO lives in base housing or barracks - they can

stay in their quarters and don't have to stay in the BOQ).

FRCWESTINST 3120.1B

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125

NOTE: Detachment Fallon MDO is not required to remain on

base but will maintain Duty Cell Phone and make hourly contact

with Base Security.

c. Limit entries to command spaces and conduct random

inspections of visitors (must have a valid military

identification for entry).

d. Increase roving patrol watch, and regularly inspect

outside building for suspicious vehicles, packages, or personnel

and instruct admin staff to inspect all mail/packages.

e. Roving Patrols Instructions:

(1) OPS Roving Patrol will be posted 24/7

(2) Radio procedures (functional, checks, etc.)

(3) Reporting procedures

f. Authorized vehicles must be parked at least 25 meters

from FRC West facilities. Centralized parking for FRC West

personnel will be provided and published to all hands.

g. Brief command personnel on FP measures and advise family

members of threat increase/measures (as required).

h. Quarterdeck Watch reports “All-Secure” to security

dispatch on the hour.

9.5.3. FPCON Charlie

The following are immediate action items that are to be

performed upon implementation of FPCON Charlie:

a. Notify Chain of Command:

(1) Commanding Officer

(2) Executive Officer

(3) Security Officer

(4) Anti-Terrorism Officer

b. Initiate command notification list/phone tree.

Comment [MKB16]: Fallon Specific

FRCWESTINST 3120.1B

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126

(1) Only Mission Critical personnel report for duty (CO,

XO, CMC, Production Officer, MMCO, MMCPO, Physical Security

Officer, Anti-terrorism Officer)

(2) Duty Sections (as required by operational and watch

standing requirements)

(3) Expect NO OPERATIONS UFN

c. Key AT/FPO personnel report/remain for duty.

(1) CDO arranges berthing, etc.

(2) The CDO will remain on base in FRC West spaces or

the BOQ (if the CDO lives in base housing or barracks - they can

stay in their quarters and don't have to stay in the BOQ).

d. Establish “single-point” of access to command spaces and

conduct random inspections of visitors (must have a valid

military identification for entry).

e. Increase roving patrol watch, and regularly inspect

outside building for suspicious vehicles, packages, or personnel

and instruct admin staff to inspect all mail/packages.

f. Roving Patrols Instructions:

(1) OPS Roving Patrols will be posted 24/7

(2) Radio procedures (functional, checks, etc.)

(3) Reporting procedures

g. NO PARKING around FRC West facilities. Parking will be

limited to authorized government delivery/service vehicles.

Centralized parking for FRC West personnel will be provided and

published to all hands.

h. Brief command personnel on FP measures and advise family

members of threat increase/measures (as required).

i. Quarterdeck Watch reports “All-Secure” to security

dispatch on the hour.

9.5.4. FPCON Delta

The following are immediate action items that are to be

performed upon implementation of FPCON Delta:

FRCWESTINST 3120.1B

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127

a. Notify Chain of Command:

(1) Commanding Officer

(2) Executive Officer

(3) Security Officer

(4) Anti-Terrorism Officer

b. Initiate command notification list/phone tree.

(1) Only Mission Critical personnel report for duty

(2) Duty Sections (as required by operational and watch

standing requirements)

(3) Expect NO OPERATIONS UFN

c. Key AT/FPO personnel remain for duty.

(1) CDO arranges berthing, etc.

(2) The CDO will remain on base in FRC West spaces or

the BOQ (if the CDO lives in base housing or barracks - they can

stay in their quarters and don't have to stay in the BOQ).

d. NO VISITORS. Establish “single-point” of access to

command spaces and conduct random inspections (must have a valid

military identification for entry).

e. Increase roving patrol watch, and regularly inspect

outside building for suspicious vehicles, packages, or personnel

and instruct admin staff to inspect all mail/packages.

f. Roving Patrols Instructions:

(1) OPS Roving Patrol will be posted 24/7

(2) Radio procedures (functional, checks, etc.)

(3) Reporting procedures

g. NO PARKING around FRC West facilities. Parking will be

limited to authorized government delivery/service vehicles.

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Centralized parking for FRC West personnel will be provided and

published to all hands.

h. Brief command personnel on FP measures and advise family

members of threat increase/measures (as required).

i. Quarterdeck Watch reports “All-Secure” to security

dispatch on the hour (ext 4749/4750).

9.6. Key Control

a. Duties, Responsibilities and Authority

(1) The Key Control Officer shall be responsible for the

administration of the FRC West key and lock control program.

(2) The Key Custodian is responsible for the day-to-day

accountability of all FRC West keys. Sub-custodians may be

appointed by the Key Control Officer to assist in departmental

accountability.

b. Organizational Relationships. The Key Control Officer

reports to the Security Officer. The Key Custodian reports to

the FRC West Key Control Officer.

Comment [MKB17]: Separate FRC instruction required by NAS EMKS

created

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SECURITY BRIEFING STATEMENT

__________________________________________________________________________

NAME(last,first MI) RATE/RANK SS# W/C&Clearance

This is to advise you that your assignment to Fleet Readiness Center West

carries with it grave responsibilities for safeguarding classified

information which you may be granted access to during your assignment. You

are also responsible for helping to maintain the security of this command by

complying with various security regulations, all of which have been issued

for the purpose of providing necessary protection against all classified

information falling into unauthorized hands and to prevent physical sabotage.

The importance of the security of this station cannot be over-emphasized.

You must fulfill your responsibilities to maintain security by observing the

following rules:

1. DO NOT discuss classified information with unauthorized persons,

uncleared persons, or those who do not need the information to perform their

duties. Uncleared or unauthorized persons, such as dependents and friends,

normally do not realize the importance of such information and may

inadvertently pass it to others. This also applies to classified "shop talk"

which takes place outside of working spaces.

(a) It is your responsibility to caution your dependents, friends, and

family regarding their responsibility for safeguarding any classified

information which may be carelessly/inadvertently revealed to them. You are

to advise the chain of command as to the circumstances of such disclosures.

(b) If you are in doubt as to whether certain information is classified,

it is YOUR responsibility to determine the classification. If you are unable

to make this determination, it is your responsibility to contact your chain

of command for appropriate guidance. IF IN DOUBT, DO NOT DISCUSS!!!

2. It is your duty and responsibility to report all infractions of the

Security Regulations which may come to your attention to your chain of

command and the Security Manager. In the case of CMS User/Communications

personnel, the Communications Security Officer and the CMS Custodian/

Alternate also need to be advised.

3. Classified documents and material with which you may be entrusted or to

which you may gain possession must be physically safeguarded at all times.

Classified information WILL NOT be removed from the station unless you are in

a courier status.

4. NEVER discuss classified information over a telephone.

5. Personal electronic equipment having the capability to store information

is prohibited in any space which processes/stores classified information.

Some examples are: Audio and Visual recorders, flash/thumb drives, personal

computing devices (computers, programmable pocket calculators, programmable

watches, cellular phones, etc.). You must coordinate with the command AIS

prior to introducing personal computing devices to the department.

Figure 9-1 Security Briefing Statement

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Most security violations are the result of carelessness, lack of knowledge of

regulations, indifference, lack of security consciousness, or unawareness of

penalties for security violations. The provisions of SECNAV Instructions

5510.30 and 5510.36 prescribe heavy penalties for the disclosure of

classified information to unauthorized persons and for the loss, destruction,

or compromise of such information through violation of pertinent regulations.

_______________________________ACKNOWLEDGEMENT______________________________

I certify that I have read and thoroughly understand the above briefing and:

1. I acknowledge that I may be authorized access to classified information

in connection with assigned duties.

2. I have been fully instructed in the special security precautions and the

reasons for such precautions with regard to the handling and dissemination of

subject information. I understand further that when a change in my assignment

or other change in my status no longer necessitates the need for me to have

access to subject information, I will execute a Debriefing Statement as

required by pertinent regulations. I also understand that my name will be

removed from the list of personnel authorized access to classified

information/spaces.

3. I understand that the security of classified information is of

paramount importance and that the compromise of such information could cause

grave danger to the United States. I affirm that I will not discuss with, or

disclose to any person, known classified information unless that person is

current authorized access to and has the "need-to-know" such information. I

will disclose such information only as required by my official duties.

____________________ ___________________________________

(Date) (Signature of Person Being Briefed)

I certify that I have thoroughly explained the above briefing to

______________________________ and have witnessed the above signature.

(Name of Person Being Briefed)

_______________________________________

(Signature of Briefing Officer)

Figure 9-1 Security Briefing Statement (cont.)

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10. Watch Organization

a. Governing Directives: (a) U.S. Navy Regulations

(b) OPNAVINST 3120.32C

b. Background. To provide for the orderly dissemination of

all required information for proper watch organization within

FRC West.

c. Applicability. This policy applies to all military

personnel assigned to FRC West Lemoore and Detachment China

Lake.

d. Policy and Procedures. It is the policy of the

Commanding Officer (CO) to actively support good order and

discipline within the command through the productive use of

manpower to carry out watchstanding responsibilities. All those

involved in the watch organization and all watch standers will

familiarize themselves with this policy and the governing

directives listed, complete required JQR/PQS watchstanding

qualifications, and be held accountable for the proper discharge

of their assigned watchstanding responsibilities. Furthermore,

communication up and down the duty chain of command must be

accomplished accurately and in a timely fashion.

e. Watch Organization and Assignments. FRC West Lemoore

and Detachment China Lake will assign personnel to the following

positions and watch stations as required. Additional watches may

be established on an "as needed/directed" basis by appropriate

authority and at which time duties and responsibilities will be

provided.

(1) Senior Watch Officer (SWO) - Lemoore

(2) Senior Enlisted Watch Coordinator (SEWC) – Lemoore

and Detachment China Lake

(3) Command Duty Officer (CDO) – Lemoore

(4) Maintenance Duty Officer (MDO) –China Lake

(5) Senior Section Leader (SSL)/Assistant Senior

Section Leader (ASSL) – Lemoore and Detachment China Lake

(6) Duty Section Leader (DSL)/Assistant Duty Section

Leader (ADSL) – Lemoore and Detachment China Lake

Comment [MKB18]: Removing Fallon and Fort Worth as it makes the

reading of this section difficult

due to the differences. They are

creating their own watch

instructions.

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(7) Quarterdeck Watch (QDW) – Lemoore

(8) Duty Driver (DD) - Detachment China Lake

(9) Barracks Petty Officer (BPO) – Lemoore

(10) Roving Patrol – Lemoore

f. General Watch Procedures. Prior to assuming any and all

watches, the watchstander will understand and ensure their

ability to execute the responsibilities and requirements of the

watch. Anyone who does not understand or is unable to execute

the duties to which they are assigned will immediately notify

and seek amplifying instructions from their respective DSL/ADSL.

All watchstanders will become familiar with and are subject to

the Eleven General Orders of a Sentry and will carry out the

Standing Orders of the CO, XO, SWO, SEWC, and CDO/MDO.

(1) All E-6 and below duty section personnel will

muster with the DSL/ADSL or their representative on their

respective duty day in the prescribed uniform.

(2) NO ONE will be excused from duty section muster for

maintenance purposes by their LPO. Production Control is the

only entity through which personnel will be excused from muster

and only when employed on high priority jobs. Production Control

will inform the DSL/ADSL that the individual is otherwise

employed and excused from muster.

g. Duty Section Guidance and Infractions. It is imperative

that each and every duty related infraction is immediately

reported to the DSL/ADSL. DSL/ADSLs shall document all

infractions via formal counseling, maintain records of all

counseling actions, and review said record every time counseling

is conducted in order to ensure appropriate action is taken.

(1) Late for muster/watch/recall. A member is

considered late for muster/watch when they:

(a) Are not properly excused and are not present,

in ranks when muster commences but arrive prior to the

completion of said muster.

(b) Do not answer the initial evening quarterdeck

recall attempt or fail to return initial attempt within 60

minutes.

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(c) Fail to report to assigned watch station 30

minutes prior to the hour of assigned watch. (e.g., watch is

0800-1200, member arrives after 0730).

(2) The minimum administrative action for personnel who

are late for muster/watch/recall shall be as follows:

(a) 1st Offense: Written counseling and one extra

watch not to interfere with members working hours.

(b) 2nd Offense. Written counseling and two extra

watches not to interfere with members working hours.

(c) 3rd Offense. Written counseling and report chit

forwarded to DRB with all infractions listed.

(3) Unauthorized Absence (UA) from muster/watch/recall

- A member is considered UA from muster/watch/recall when:

(a) They fail to meet the requirements of late for

muster/watch as outlined above.

(b) The DSL/ADSL has to expend excessive time

and/or effort in the recall attempt.

(c) The DSL is required to call in an alternate

watchstander to relieve the current watch.

(4) The minimum administrative actions for personnel

who are UA from muster/watch/recall shall be as follows:

(a) 1st Offense: Written counseling from the SEWC.

(b) 2nd Offense. Written counseling and report chit

forwarded to DRB for remediation.

(c) 3rd Offense. Written counseling and report chit

forwarded to DRB for NJP recommendation.

h. Watch Assignment Requirements. All E-6 and below

personnel will sign the Enlisted Watchstanding Awareness

Statement. No watchstander will be assigned a watch until they

have completed the requisite Personal Qualification Standard

(PQS) (Figures 10-1 and 10-2 for CDO/MDO and ASM for all

others), received a watchstanding indoctrination brief from the

SWO, SEWC, or SSL and performed two watches under instruction

(UI) with a qualified watchstander. Once all requirements are

Comment [MKB19]: Unless removed - see later note on Figure.

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completed, the requisite PQS will be routed to the appropriate

individuals for Final Qualification Signatures.

i. Uniform Requirements. Duty personnel will stand all

watches in the Uniform of the Day. Coveralls are authorized for

muster (unless otherwise directed); however, everyone must have

the appropriate Uniform of the Day readily available for use at

all times.

j. Recall requirements. It is the responsibility of ALL

HANDS to maintain a current and accurate recall on file with the

Duty Office. A recall is defined as any method by which an

individual can be reached in a timely manner. A phone number

alone can be considered adequate recall; however, duty personnel

must be available to answer that phone at all times and provide

a home address as an alternate (last resort) method of recall.

Additional duty section recall requirements are as follows:

(1) During duty days, any change to your recall must be

reported to the duty office immediately. If you fail to report a

change in your recall and cannot be contacted during a duty

section recall, you will be considered UA.

(2) Cell phones may be used as a source of recall;

however, no excuses will be accepted for phone calls missed

during the duty day. If the watch is unable to reach a duty

member, they will be considered UA and appropriate action will

be taken.

(3) Duty section personnel are subject to duty section

recall (phone or physical) at any time while in a duty status.

(4) Duty section personnel must be able to muster in

person within a reasonable timeframe. A reasonable timeframe is

defined as not to exceed one-hour (respective of recall

location) from the time of the recall being received.

k. Duty Swap. Exchange of duty is authorized when a

special request chit can be completed by both members and

approved by both Section Leaders and Division LCPOs five days

prior to the proposed exchange of duty.

l. Special Liberty and Leave.

(1) Special liberty will not be authorized on a duty

day, unless a duty swap has been approved utilizing the

procedures identified above.

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(2) All leave chits submitted via eLeave will be routed

via the DSL/ADSL at least five working days prior to the leave

start date so as not to impact the watch bill. DSL/ADSL will NOT

recommend leave once the watch bill is posted. Division approval

of last minute non-emergency leave affecting the Watch Bill is

highly discouraged. Division Officers and Chiefs will notify the

SSL or DSL of personnel going on emergency leave, extensions of

leave, and cancellation of leave as soon as the leave is

approved or cancelled.

m. TAD/Medical Release/Off-Duty Education. It is the

individual’s responsibility to inform the DSL of any changes to

periods of unavailability. Personnel receiving TAD orders, light

duty, or Sick in Quarters (SIQ) chits are to inform their chain

of command and their respective DSL/ADSL as soon as possible.

Attending off-duty education classes will not relieve a member

from watch standing requirements; however, the DSL will assign

watches around their school schedule when possible, provided the

Service member routes a request chit detailing the class

schedule in advance of attending school.

n. Duty Free.

(1) Personnel checking into FRC West will be assigned

to a duty section immediately upon check-in, but will be watch

free for their first 15 days followed by 15 days of UI watches

to familiarize themselves with local watchstanding procedures.

Personnel attached to SEAOPDET (or shore volunteers) returning

from a deployment of six months or greater will be duty free for

30 days commencing the day of return.

Note: Members transferring between UICs within FRC West, Lemoore

are not entitled to watch free or UI days.

(2) Personnel assigned to the following billets will be

considered watch free for watchstanding purposes and not subject

to duty section muster recalls; however, they will be assigned

to a duty section for maintenance support purposes and are

required to update recall information when it changes:

(a) Auxiliary Security Force (ASF)

(b) Honor/Color Guard, Burial Detail

(c) Personnel on Leave, TAD, or utilizing incentive

program duty free chits.

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(d) IT1 Billet incumbent will remain duty free due

to administrative and workload taskings.

(e) MO/MMCO/MMCPO (regardless of paygrade)

(f) O4 and above/E9 personnel

(3) The following requests are not automatic and will

be granted based on SSL and divisional inputs.

(a) Personnel transferring under Permanent Change

of Station orders (PCS) may request up to 30 days duty free.

(b) Personnel separating at the end of their

obligated service may request up to 15 days duty free.

10.1. Watch Policies

a. Period of Duty. Duty section personnel are required to

comply with all duty section requirements during their assigned

duty periods to include no alcoholic beverage consumption 12

hours prior to assuming duty status. The period of duty for each

site is defined as follows:

(1) Lemoore - The 24 hour period from 0730 to 0730 the

next day with weekend duty encompassing the 72 hour period from

0730 Friday to 0730 the following Monday.

(2) China Lake - The week long period from 0700 Monday

to 0700 the following Monday.

b. Muster Times. Duty section musters will be conducted

for both day, night, and mid check (as required), unless

otherwise stated/directed, as follows:

(1) Lemoore. All watch bills will be posted in the Duty

and Training offices one week prior to the week of actual duty.

All physical musters will be conducted on the east side of Bldg

160 or as directed by the CDO. During inclement weather muster

will be conducted in Building 160 Conference room. All sign in

musters will be conducted at the Quarterdeck. Mustering times

are as follows:

(a) Normal workday - Muster will be conducted by

the CDO on Monday, Tuesday, Thursday, and Friday (Friday is day

check only) at 1500. Wednesday muster will be conducted at 1430.

Night check will sign Thursday muster sheet prior to 0800 the

Comment [Wads20]: One of those “that’s how it’s always been” type

things. It should be in writing.

IT1 incumbent is also called upon

all hours for message release

(SITREPS) and VTC’s on days off,

etc…. Workload with tracking and

reporting requirements of assigned

assets further

necessitates/qualifies the duty

free status

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day of duty. When mid-check is in operation, muster will be at

0700 each duty work day.

(b) Working Saturday – Muster will be held 30

minutes prior to Production Control meeting followed by a duty

section Foreign Object Damage (FOD) walkdown of the flight line

East of Bldg 180 and the parking lot South of Bldg 180.

(c) Non-working Weekend/Holiday duty – Musters will

be conducted via phone-in muster between 0730 and 0930. At 0930

the QDW notifies the CDO that all duty personnel are accounted

for.

(3) China Lake. All watch bills will be posted in

Production Control one week prior to the week of actual duty and

will be initialed by 0800 the first working day of the week

prior to actual duty week. All physical musters will be

conducted in Production Control. Mustering times are as follows:

(a) Normal workday - Muster will be conducted

Monday through Thursday at 0700.

(b) Working Friday/Saturday – muster will be

conducted at 0800.

(c) Weekend/Holiday duty – Musters will be

conducted via phone-in muster with the MDO before 0830.

c. Watch Organization Billet Descriptions and

Responsibilities. Duty sections will consist of an equal size

and range of E1 to E6 personnel with an assigned DSL who will

organize their section in such a way as to meet all watch bill

and maintenance requirements. All hands are tasked with becoming

"Qualified Watchstanders" for all watches to which they may be

assigned.

(1) Senior Watch Officer (SWO). The SWO will be a

Lieutenant Commander or senior Lieutenant for Lemoore or the

Chief Petty Officer-in-Charge for China Lake. The SWO will be

responsible for the general management and operation of the

watch organization and will establish and approve policies for

the watch organization and duty section to include providing

updates of this section of the SORM for incorporation.

(2) Senior Enlisted Watch Coordinator (SEWC). The SEWC

should be the Senior Chief Petty Officer with the most seniority

in the command or the most senior E-6 in China Lake. The SEWC

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will enforce approved polices as established by the CO or SWO

and act as liaison between the SWO, SSL, and DSLs on all watch

bill related issues. In addition, the SEWC will

approve/disapprove nominated SSL and DSLs, and call meetings as

needed to provide guidance on noted watch-standing issues.

(3) Senior Section Leader (SSL)/Assistant Senior

Section Leader (ASSL) will be senior E-6s in the command and

will manage the administration of the command watch bill

operations. The SSL/ASSL will be the liaison between DSLs and

the SEWC for all watch bill issues. Additionally, the SSL/ASSL

shall:

(a) Assist the SWO/SEWC as directed.

(b) Review this section of the SORM at least semi-

annually for any changes that need to be addressed and submit

those changes to the SWO via the SEWC for approval.

(c) Assign all new check-ins to a duty section.

SSL/ASSL will assign duty sections based on divisional inputs

and address all manning shortage issues with the SEWC and the

affected Division LCPO.

(d) Review command policies with the DSLs as

needed.

(e) Ensure DSLs adhere to this instruction,

maintain their section in a professional manner, and recommend

appropriate corrective action when required.

(4) Duty Section Leader (DSL)/Assistant Duty Section

Leader (ADSL) will be an E-6 approved by the SEWC for each

section. The DSLs will ensure that there are an adequate number

of qualified personnel in their section and will be responsible

for the administration, coordination, training, and direction of

their assigned section. The DSL will be the first person in the

chain of command that the duty section will contact on matters

relating to duty. Additionally, the DSL shall:

(a) Ensure all watch organization requirements are

met for their respective duty day(s).

(b) Ensure completed watch bills are forwarded to

the SSL and posted in the appropriate locations no later than

one week prior to the next watch period.

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(c) Be responsible for determining watch

requirements and monitoring duty section assignments for

equitable manning levels in each pay grade and inform SSL of any

deficiencies needing SEWC and Divisional LCPO correction. Change

of assigned duty sections must go through the SSL prior to

taking effect.

(d) Ensure all duty section personnel are aware of

watch assignments and manage the fair and equitable assignment

of watches to all duty section personnel.

(e) Conduct random uniform/personnel inspections of

duty section personnel and forward results to SEWC/CDO via the

SSL.

(f) During normal workdays, ensure a proper

turnover has been completed. The DSL will be briefed by the off-

going DSL no later than 15 minutes prior to the start of the

official duty period on any watch related issues as required.

(g) Screen and make recommendations on all request

chits that impact the duty section requirements. If the DSL

cannot afford to comply with the chit, the Division LCPO will be

contacted in order to recommend appropriate action, e.g., duty

swaps, etc. Records will be updated to indicate current status

of all duty section personnel, to include days of TAD, school,

medical absences, etc.

(h) Ensure all incoming personnel are properly

indoctrinated on watchstanding responsibilities and

qualifications.

(i) Maintain an adequate recall and muster list in

preparation for the day of duty.

d. Watchstanders Responsibilities.

(1) Command Duty Officer (CDO) – Lemoore. The CDO is a

24 hour watch tasked with the daily supervision of the duty

section and will act as the direct representative of the CO on

all duty related matters after normal working hours and during

weekends and holidays. Additionally the CDO shall:

(a) Be assigned to all O1-O3, W2-W3, Senior Chief

Petty Officers, and Chief Petty Officers on a rotational basis.

Select E6 personnel demonstrating exceptional leadership

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capabilities can be nominated for CDO by the SWO/SEWC and

approved by the CO.

(b) Inform the chain of command on any unusual or

significant events/updates that occur during the duty period.

Duty section issues are reported to the SEWC; personnel issues

are reported to the CMC who will brief the XO if necessary.

(c) Conduct a face-to-face muster with their relief

and the XO and CMC at 0730 in the XO’s office to discuss any

events, issues, ground cleanliness, and material conditions from

the previous 24-hour duty period.

(d) Attend duty section muster and tour the

barracks at least once per 24 hour period on weekdays and on

weekends once during daylight hours and once after 2100.

Additionally Saturday CDOs shall conduct barracks room/uniform

reinspections at 0800 as necessary.

(e) Carry the duty phone at all times, be able to

respond to base as needed, and brief chain of command as

appropriate when incidents arise.

(f) Direct and initiate a random duty section

recall which will consist of a minimum 25 percent on weekdays

and 50 percent on weekends.

(g) When required, pick up detained personnel from

security. (This shall not be delegated).

(h) Approve leave extensions not to exceed the next

normal workday. The member's Division Officer/LCPO will extend

leave for longer periods.

(i) Support the Dial-a-Ride program and ensure

members are picked up at all costs.

(j) Be familiar with CDO binder and know

requirements for submittal of SITREPS and unit messages. If

message is required after hours, the IT incumbent will be

recalled for formatting/transmission of the message.

(2) Maintenance Duty Officer (MDO) – China Lake. The

MDO is a 24 hour watch tasked with the daily supervision of the

duty section, will act as the direct representative of the CPOIC

on all duty and maintenance related matters, and will be the

single point of contact after normal working hours, during

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weekends, and holidays. The MDO is tasked with the similarly

related site specific tasks of Lemoore's CDO with the following

site specific additional responsibilities. China Lake MDO shall:

(a) Be assigned to all E6 and select E5 personnel

on a rotational basis.

(b) Complete the Production Control Supervisor Job

Qualification Requirements (JQR).

(c) Inform FRCW Lemoore's duty office on personnel

issues that may require higher authority notification.

(3) Quarterdeck Watch (QDW). The Quarterdeck Watch

shall assist the DSL and CDO/MDO in all matters that are of

concern and act as a representative of the command. The QDW

shall be an E6. All watch material will be maintained at the

Quarterdeck and consists of required materials to safely and

productively perform watch standing duties. The QDW shall:

“Attention on Deck” will be called for all O-5 (CDR) and above

entering the quarterdeck/duty office.

(a) Keep the CDO/MDO and DSL informed of all

unusual occurrences.

(b) Stamp the orders and make a logbook entry of

all personnel checking in/out of command after normal working

hours.

(c) Check personnel out/in from leave in accordance

with procedures outlined in Section 16.1 of this instruction and

coordinate any leave issues/emergencies with the DSL and

CDO/MDO.

(d) Maintain the Deck Log per Figure 10-9.

(4) Duty Driver (DD). Assist the CDO/MDO in carrying

out watchstanding procedures as required to include assisting

the Operation Roving Patrol during rounds if available. The DD

shall be E5 and below and be responsible for the duty vehicle(s)

and the safe operation of said vehicle(s). Utilize Operator’s

Inspection Guide (Figure 10-11) prior to first use of the day.

Duty Driver will be on call from 1600 Sunday through 1600

Friday. From 1600 Friday through 1600 Sunday, a duty driver will

be physically present at the quarterdeck.

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(5) Barracks Petty Officer (BPO) will be an E-5

responsible for the overall security and cleanliness of the

barracks common areas and ensure that good order and discipline

of personnel is maintained. The BPO shall:

(a) Report to the quarterdeck once every hour.

(b) Maintain a chronological log of all significant

events pertaining to the barracks and the watch.

(c) Log any official visits conducted.

(d) Ensure all visitors comply with local

instructions and are logged in and out of the BEQ.

(e) Notify the quarterdeck of all disturbances.

(f) Report any disturbances that cannot be

immediately handled to the QDW and CDO prior to calling

security.

(g) Maintain good order and discipline in the

barracks and ensure residents comply with the UCMJ and all base

regulations.

(h) Complete face-to-face turnover with off-going

staff or BPO and Rovers. When assuming the watch, oncoming and

off-going watches shall tour the barracks, then review and sign

the BPO log book.

(i) Read and understand watch instructions and make

logbook entry stating “BPO and Roving Patrol have read and fully

understand their watchstanding responsibilities.”

(j) Respond appropriately in the event of a fire.

Follow emergency procedures as posted at BPO Desk.

(k) Take meals in the BPO office. Meals shall be

limited in time as not to jeopardize the integrity of the watch.

(6) Roving Patrol shall be an E-4 or below and shall be

familiar with the requirements of both roving stations, Barracks

Rover, and Operations Rover. Both roving stations will be

responsible to the DSL and ensure that good order and discipline

is maintained at all times.

(a) The Barracks Rover shall:

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1. Report to the BPO and conduct tour of the

barracks prior to assuming the watch.

2. Inspect the material condition of the

barracks and surrounding areas. Ensure trash has been picked up

and disposed of properly.

3. Challenge all unauthorized personnel and

verify authorized personnel as having proper identification on

them.

4. Know and understand the Eleven General

Orders of a Sentry.

5. Be continuously roving during the term of

the watch.

6. Report at least every 60 minutes to the BPO

or more often as directed.

7. Report any disturbances, vandalism, etc. to

the BPO immediately. This is to include underage drinking,

unauthorized guests, and guests after hours.

8. Take meals in the BPO office. Meals shall

be limited in time so as not to jeopardize the enforcement of

the Barracks Roving Patrol.

9. Ensure appointed place of duty is well kept

to include policing the grounds and barracks common areas (it is

the responsibility of the Barracks Rover to conduct a continuous

sweeper).

10. Request assistance from the BPO to

organize cleaning party for barracks common areas as necessary.

(b) Operations Rover will be an E-4 or below,

roving FRCW Lemoore’s Operation side areas to ensure security

and integrity of all FRC West property. The Operation Roving

Patrol shall:

1. Report all conditions to the QDW.

2. Know and understand the Eleven General

Orders of a Sentry.

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3. Inventory any turnover items. Report any

discrepancies to QDW for correction.

4. Be briefed by the QDW on any additional

duties and responsibilities directed from CDO.

5. Patrol around Buildings 150, 160, 165, 170,

175, 176, 177, 179, 180 and 188 including the LOX tank

containment shed south of Building 160 upon notification of “all

secure” by Production Control. Verify all doors and openings are

secure.

*NOTE*

PHYSICAL CHECK OF DOORS IN BLDG 160 IS NOT AUTHORIZED. DOING SO

WILL SET OFF ALARMS RESULTING IN SECURITY RESPONSE.

6. Be responsible for regularly patrolling the

areas surrounding FRCW Lemoore’s buildings to ensure no security

breaches have occurred and the LOX converter cage is free of

tampering and fires. This will be done with the help of the duty

driver for safety purposes when available.

7. Be continuously roving during the term of

the watch, changing the direction of their route so as not to

establishing a routine.

8. Report in person to the QDW every half

hour. If any abnormal conditions exist, contact the QDW

immediately with location and circumstances, prior to

investigating. The QDW will report findings to CDO.

9. Challenge all unauthorized personnel and

verify authorized personnel as having proper identification on

them.

10. Ensure that common courtesy, respect, and

acknowledgement of rank and position held is adhered to.

11. Take all meals in the FRC West duty

office. Meals shall be limited in time as not to jeopardize the

enforcement of the Roving Patrol.

12. Ensure a proper turnover is conducted upon

completion of watch.

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e. After Hours Emergency Facility Problem. All watches are

responsible for reporting after hour facility problems to the

QDW/ACDO and CDO/MDO who will, in turn, contact the appropriate

site facility authority for action. The QDW/ACDO/CDO/MDO shall

make appropriate logbook entries for the particular situation.

f. Issuing Keys. If the need arises which justify the

issuance of facility keys, the time and date shall be logged in

the key logbook and an entry shall be made in the QDW/ACDO pass

down log. Issuance of keys shall be limited to FRCW E7 and above

or listed on an access list.

g. Leave Check-in/out Procedures.

(1) E-4 and above personnel may check out on leave by

telephone. E-3 and below personnel are required to report in

person to the duty office to check out on leave. All personnel

checking in or out on leave in person during normal working

hours shall be in the uniform of the day.

(2) Emergency Leave Procedures. In the event of an

emergency leave situation CDO/MDO will inform the chain of

Command. The duty log shall identify the member, who authorized

the leave, and the leave dates. The CDO/MDO shall notify Admin

of any emergency leave granted after hours to upload into NSIPS

eLeave.

h. AMCROSS Message Notification Procedures. In the event a

call is received from the American Red Cross attempting to relay

an emergency situation to a Service member, the receiving watch

will record applicable information on the AMCROSS Notification

Message Form. The watch will then relay all information to

CDO/MDO who will inform local chain of command and FRC West

Lemoore CDO as appropriate. A log book entry will be made

indicating all appropriate information.

i. Building Security. Upon securing buildings, the senior

person shall notify Production Control that the division/

building(s) is/are secure prior to departing the command. The PC

Chief will notify the Duty Office that the site is secure prior

to leaving the building at the end of the shift, at which time

the Roving Patrol will verify the security with the aide of the

duty driver.

*NOTE*

PHYSICAL CHECK OF DOORS IN LEMOORE BLDG 160 IS NOT AUTHORIZED.

DOING SO WILL SET OFF ALARMS RESULTING IN SECURITY RESPONSE.

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j. Security Issues. All issues dealing with base Security

personnel shall be dealt with by informing the CDO. The CDO will

contact the CMC who will inform the XO if necessary. The CDO/MDO

shall be the only person to pick up personnel detained by

Security.

l. Pass-down Information. The QDW/ACDO shall contact the

CDO on all necessary incidents. Contact with the CMC/XO shall be

the responsibility of the CDO.

FRCWESTINST 3120.1B

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ENLISTED WATCH STANDING AWARENESS STATEMENT

Date____________

From: Senior Enlisted Watch bill Coordinator

To: _________________________________

Subj: ENLISTED WATCH STANDING AWARENESS STATEMENT

1. All watch standers shall be familiar with the following instructions,

checklists and forms and know their location in the Duty Office:

a. FRC West SORM Chapter 10 Watches and Bills (FRCWESTINST 3120.1A)

b. Physical Security Plan for respective site

c. Barracks Instruction for respective site

d. Department of the Navy Telephonic Threat Complaint / Bomb Threat

Procedure.

e. AMCROSS Telephone Message Form

f. Terrorist Threat Condition Security Checklist

2. No alcohol shall be consumed while in a duty status or 12 hours prior.

3. Duty status is a 24-hour period.

4. Normal duty section musters will be conducted at each site as indicated

in FRC West SORM Chapter 10.1.a & b. Failure to muster will result in

disciplinary action. No exceptions.

5. All watches stations (Quarterdeck Watch, Barracks Petty Officer, Duty

Driver and Roving Patrol) will be stood in clean, pressed uniform of the day.

6. All personnel shall be responsible for updating the command recall

listing with their respective Section Leaders and on RADM. This includes:

Current home address

Current home phone number and/or cell phone number

Work shift assigned

Work phone number

On the occasion that this is information is not accurate the individual in

violation will be identified as in an Unauthorized Absence status and subject

to the disciplinary actions outlined in FRCWESTINST 3120.1A Chapter 10.

7. All personnel going TAD, to school or on cruise/det are individually

responsibility for informing their Duty Section Leader of their absence.

8. Responsibility of assigned watches will be understood prior to assuming

your watch. Ensure a proper pass-down.

Figure 10-1 Enlisted Watch Standing Awareness Statement

Comment [MKB21]: This was deleted on AECS Wadsworth edit....needed?

In ASM maybe??

FRCWESTINST 3120.1B

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9. Non-compliance with the items mentioned may result in a counseling sheet,

EMI, report chit, or NJP.

10. All watches will check in and out with the DSL, QDW or BPO before

assuming the watch and prior to securing from a watch.

11. Watch gear will be inventoried and inspected for material integrity at

each watch shift.

12. Watch swaps may be approved depending on the requirements of the watch

and with the concurrence of the Senior Section Leader.

13. All duty personnel will be at their recall at all times if not on watch.

14. The Duty Section Leader will sign all leave and request chits affecting

the duty section. If the Duty Section Leader has not signed the chit, the

chit will be considered void for duty and watch purposes.

15. Under normal circumstances, request chits shall be submitted via your

chain of command a minimum of five days prior to your requested day.

Extenuating circumstances will be handled on a case-by-case basis.

16. All permanent duty section changes will be processed through the Senior

Section Leader and the Senior Enlisted Watch Coordinator for approval.

______________________________ ______________________________

Watch-Stander (Print) Watch-Stander Signature/Date

______________________________ ______________________________

Duty Section Leader (Print) Duty Section Leader Signature

__________ ________

Section # Date

Figure 10-1 Enlisted Watch Standing Awareness Statement (cont.)

FRCWESTINST 3120.1B

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FINAL QUALIFICATION

FLEET READINESS CENTER WEST

COMMAND DUTY OFFICER (CDO)

NAME: RATE/RANK:

This page is to be used as a record of satisfactory

completion of Personnel Qualification Standard (PQS). Only

qualified personnel may sign completion of applicable sections

either by written or oral examination, or by observation of

performance. The examination or checkout need not cover every

item; however, a sufficient number should be covered to

demonstrate the examinee’s knowledge. Qualifier’s should not

“give away” their signatures; unnecessary difficulties can be

expected in future routine operations.

This qualification is to be maintained by the trainee and

updated to ensure awareness of remaining tasks.

Trainee has completed all PQS requirements for this watch

station. Recommend designation as a qualified Fleet Readiness

Center West Command Duty Officer.

RECOMMENDED ____DATE ______ _

(Senior Enlisted Watch Coordinator)

RECOMMENDED ____DATE ______ _

(Senior Watch Officer)

APPROVED ____ DATE__________

(Executive Officer)

Original to:

Senior Enlisted Watch Coordinator

Figure 10-2 FRC WEST CDO PQS

FRCWESTINST 3120.1B

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Command Duty Officer PQS

1. Complete the following items with a qualified CDO:

a. Read, understand, and manage the duties and responsibilities of FRC West watch stations as defined in the FRC West SORM Watches

and Bills (FRCWESTINST 3120.1).

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

b. Conduct CDO turnover and discuss all pertinent information and what may need to be passed up the Chain of Command.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

c. Discuss the special situations that require an OPREP or SITREP and the reporting criteria.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

d. Generate two OPREP/SITREP messages to be presented at your oral board.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

e. Discuss the various circumstances and incidents that may require you to notify the Chain of Command up to and including the

Commanding Officer.

__________________(Qual’d Watch Stander) ___________(Date)

__________________(Qual’d Watch Stander) ___________(Date)

f. Discuss the procedures for and what constitutes sending personnel on emergency leave.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

Figure 10-2 FRC WEST CDO PQS (cont.)

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151

g. Discuss the procedures for special situations i.e. picking personnel up from civil authorities, courtesy turn-over, suicide

attempt etc.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

h. Perform random nightly barracks inspections.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

i. Oversee Duty Section muster and provide pass down to the Section Leader any standing orders or important information.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

j. Discuss procedures and watch requirements associated with an increase or decrease in the threat condition.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

k. Perform room/personnel re-inspection for room failures from the previous week. (Saturday only)

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

l. Discuss the procedures in the event you find contraband in a room during inspection.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

m. Discuss the procedures for personnel checking in to FRC West after normal business hours to include getting the person

quarters and looking after their welfare.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

Figure 10-2 FRC WEST CDO PQS (cont.)

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n. Discuss the procedures for re-calling the entire Command in case of emergency or as directed by higher authority.

__________________(Qual’d Watch Stander) ____________(Date)

__________________(Qual’d Watch Stander) ____________(Date)

2. Member has successfully passed a CDO oral board.

___________________ ______________________ __________

SWO Signature Date

___________________ ______________________ __________

SEWC Signature Date

_____________________ ______________________ _________

CMC Signature Date

_____________________ ______________________ _________

XO Signature Date

The board will consist of:

Executive Officer

Command Master Chief

Senior Watch Officer

Senior Enlisted Watch Coordinator

LCDR U. I. WATCH

Senior Watch Officer

Figure 10-2 FRC WEST CDO PQS (cont.)

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FINAL QUALIFICATION

FLEET READINESS CENTER (FRC) WEST

MAINTENANCE DUTY OFFICER (MDO)

NAME: RATE/RANK:

This page is to be used as a record of satisfactory

completion of Personnel Qualification Standard (PQS). Only

specified supervisors may signify completion of applicable

sections either by written or oral examination, or by

observation of performance. The examination or checkout need

not cover every item; however, a sufficient number should be

covered to demonstrate the examinee’s knowledge. Supervisor’s

should not “give away” their signatures; unnecessary

difficulties can be expected in future routine operations.

This qualification is to be maintained by the trainee and

updated to ensure awareness of remaining tasks.

Trainee has completed all PQS requirements for this watch

station. Recommend designation as a qualified FRC West

Maintenance Duty Officer.

RECOMMENDED _____ DATE ___

(Senior Section Leader)

RECOMMENDED _____ ______ DATE ___

(Senior Enlisted Watch Coordinator)

RECOMMENDED ______ DATE ___

(Senior Watch Officer)

APPROVED__ ______ ____DATE ____

(Officer in Charge)

Figure 10-3 FRC West MDO PQS

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Maintenance Duty Officer (MDO) PQS

1. Complete the following items with a qualified MDO:

a. Stand two MDO Indoctrination watches.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

b. Conduct Passdown with off-going and on-coming MDO.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

c. Perform Duty Section Muster and assign daily tasks.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

d. Conduct a proper Compound FOD Walkdown.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

e. Discuss proper Duty Section chain of command.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

f. Perform Production Control Passdown with PC supervisor.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

g. Conduct daily clean-up.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

Figure 10-3 FRC West MDO PQS (cont.)

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h. State the proper procedures and scheduling Saturdays

Field day.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

i. Secure the compound.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

j. State the responsibilities of the QDW to the MDO.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

k. State the importance of proper key control procedures.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

l. Utilize the Maintenance support request.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

m. State the proper procedures of the QDW in reference to

securing the compound at the conclusion of the 1600-2000

Quarterdeck watch.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

n. Read the site specific watch responsibilities.

_______________ (Qual'd Watch Stander) ____________(Date)

_______________ (Qual'd Watch Stander) ____________(Date)

Figure 10-3 FRC West MDO PQS (cont.)

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Sample Deck Log Entries

0001 01 SEPTEMBER 2009

FRC WEST COMMANDING OFFICER: CDR I. M. INCHARGE

FRCW DET (location) OFFICER IN CHARGE: LCDR I. B. NEXT

(Lemoore - leave blank)

COMMAND MASTER CHIEF: AFCM D. BEST

COMMAND DUTY OFFICER: (Filled in by the watch)

DUTY SECTION LEADER: (Filled in by the watch)

Assumption of Duty Entry

0001 I ASSUME ALL DUTIES AND RESPONSIBILITIES AS FRC WEST QDW.

THE FRC WEST DECK LOG IS IN ORDER. DISCREPANCIES ARE ONE

LINED, INITIALED AND DATED. I HAVE READ AND UNDERSTAND THE

WATCHSTANDING RESPONSIBILITIES.

Iam Watchstander PRINT RATE AND NAME

*NOTE*

ENTRIES SHALL BE MADE IN ALL CAPS WITH TIME IN THE LEFT MARGIN.

THERE SHALL BE NO BLANK LINES BETWEEN ENTRIES PRIOR TO MAKING

OFFICIAL ENTRIES IN THE LOG BOOK, UTILIZE SCRATCH PAPER TO

GATHER AND ORGANIZE THE FACTS, THEN MAKE THE OFFICIAL ENTRY IN

THE DECK LOG.

Example Deck Log Entries

1530 ATAN DOE CHECKED OUT ON REGULAR LEAVE (REFER TO LEAVE

PROCEDURES SECTION).

1540 AN SMITH CHANGED RECALL NUMBER TO XXX-XXXX.

2300 AOAN JONES CALLED REQUESTING A LEAVE EXTENSION DUE TO

FLIGHT DELAYS OUT OF CHICAGO INTERNATIONAL. CONTACTED CDO,

ATC LEADER, WHO EXTENDED LEAVE TO EXPIRE AT 0700, 13SEP09.

0545 AT1 WORKER CHECKED OUT KEY #1 FOR THE XXXXXXXXXX.

0730 PROPERLY RELIEVED OF THE DUTIES AS FRC WEST QDW BY (PRINT

RATE/NAME OF ONCOMING WATCH).

Iam Watchstander PRINT RATE AND NAME

Figure 10-4 Sample Deck Log Entries

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Sample Deck Log Entries

The following list of common entries should be made in the Deck

Log when they occur.

*NOTE*

This list is not meant to be all inclusive, it is the

responsibility of the watch stander to evaluate reports and

record the facts that are of importance.

(a) Check-in/Check-out of personnel under orders, such as

TAD or PCS.

(b) Official phone calls or visitors.

(c) Emergency conditions such as severe weather that might

affect the command or create facilities problems.

(d) Incidents involving military/civilian authorities.

(e) All reports made from Roving and Barracks Watches.

As required, line out remaining lines, enter “No further entries

this page (NFETP)” and start a new page.

Figure 10-4 Sample Deck Log Entries (cont.)

FRCWESTINST 3120.1B

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OPERATOR’S INSPECTION GUIDE AND TROUBLE REPORT

REGISTRATION NUMBER ODOMETER READING

Use this form as a guide when performing before and after

operation inspection. Check (X) items that require servicing by

maintenance personnel.

1. Damage (Exterior/Interior/Missing Components)

2. Leaks (Oil/Gas/Water)

3. Tires (Check Inflation, Abnormal Wear)

4. Fuel

5. Oil

6. Washer Fluid

7. Radiator Fluid (Antifreeze in Season)

8. Battery (Check water level, Cables, Etc…)

9. Horn

10. Lights/Reflectors/Mirrors/Turn Signals

11. Instruments (Oil, Gas, Temp, Etc…)

12. Windshield Wipers

13. Cargo, Mounted Equipment

14. Steering

15. Safety Devices (Seat belts, Etc…)

16. Drive belts, Pulleys

17. Brakes

18. Other (Specify in Remarks)

Date Operator’s Signature

Remarks

NAVFAC 9-11240/13 (12-69)

Supersedes DD Form 1358

S/N 0105-LF-004-11

Figure 10-5 Operator’s Inspection Guide

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11. Health and Physical Readiness Programs

11.1. Drug and Alcohol Abuse Prevention Program

a. Governing Directives. OPNAVINST 5350.4 (series)

CINCPACFLT/CINCLANTFLTINST

5350.1(series)

COMNAVAIRPACINST 5355.1(series)

NASLEMINST 1700.3(series)

b. General. Alcohol and other substance abuse by command

members are incompatible with the high professional standards

required to maintain peak operational readiness. It undermines

the very fiber of the Navy’s core values of Honor, Commitment

and Courage. The development of sound military discipline is

vital to mission accomplishment. The resources available to the

CO include identification, interdiction, enforcement, education

and rehabilitation. Instances of substance abuse must be

examined individually to determine if the member is deserving of

assistance and if the member has potential for future productive

service. Alcohol abuse may be just as detrimental to command

efficiency as the abuse of other drugs, and must be addressed

through an effective substance abuse program.

c. Responsibilities

(1) All hands will be involved in de-glamorization

efforts. All personnel are fully accountable for their actions

relating to substance abuse and for any substandard performance

or illegal acts resulting from such actions.

(2) The Command DAPA is responsible to the CO for the

education and training program. All newly reporting personnel

will be briefed during Command Indoctrination regarding policies

and local resources. Prevent classes and ADAMS training will be

scheduled as required. POW notes, posters and bulletin boards

will also be used to inform personnel of current Navy drug and

alcohol policies. The DAPA will also manage the Command Level

Alcohol Prevention Program.

(3) Intervention is required at all levels of the chain

of command. We are obligated to approach our shipmates and

communicate our concern or refer them to the Command DAPA for

assistance. All incidents where alcohol was a contributing

factor, including on-base or off-base DUIs, will be referred to

the DAPA for screening and the Legal Officer for investigation.

FRCWESTINST 3120.1B

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(4) The Legal Officer and Urinalysis Coordinator are

the front line of deterrence. The Legal Officer will process

alcohol/drug incidents as required under the UCMJ and also

notify the Command DAPA of all reports of incidents involving

members of the command indicating possible alcohol/drug abuse.

The Urinalysis Coordinator will execute random testing and

command sweeps when directed by the CO.

(5) Dial-a-Ride Program. The Dial-a-Ride program is

designed to ensure active duty members get home safely if they

have been drinking alcoholic beverages. Command personnel can

call the duty office/duty cell phone and ask for a safe ride

home vice driving with alcohol in their system. The duty office

will then contact a Dial-a-Ride volunteer who will pick up the

Sailor and get them home with no questions asked except for

those required to assist in locating the member, such as first

name, location, and a number they can be reached at (cell phone,

etc.). Any information obtained will not be utilized for any

reason except for the safe pick-up and delivery of command

personnel. The DAPA will maintain a listing within the duty

office of personnel who have volunteered to safely drive

personnel home. The volunteer list will be reviewed monthly to

update personnel and recall numbers as necessary. The DAPA will

monitor usage to ensure those who have volunteered are

responding when contacted and remove volunteers from the list

who have been contacted multiple times and have not responded/

assisted. The CO will award a command coin and letter of

appreciation for all volunteers who have responded to five

calls.

11.1.1. Alcohol and Drug Abuse

a. The abuse of alcohol is not authorized and any use of

illegal drugs will not be tolerated. Personnel who violate this

policy will be subjected to severe punishment including

administrative discharge processing, if applicable.

b. All personnel assigned to FRC West will fully comply

with the host base policy on control of alcoholic beverages. No

person will knowingly provide alcohol to a minor.

c. Members who desire help for Alcohol/Drug Abuse may

self-refer to the command DAPA for screening. Those members

having potential for further Naval service will be retained and

treated.

11.1.2. Urinalysis Testing Program

Comment [MKB22]: I haven't seen this happen in the 6 years I've

been here...not sure if it's

because noone has done 5 calls or

it's not being monitored?

FRCWESTINST 3120.1B

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a. Governing Directives. OPNAVINST 5350.4(series)

COMNAVAIRFORINST 5350.1(series)

b. General. The Urinalysis Testing Program serves as an

effective deterrent in the enforcement of the United States

Navy’s “zero tolerance” policy regarding illicit and

prescription drug misuse/abuse. Violation of any provision of

the governing directives subjects military members to

disciplinary action under the UCMJ and may lead to

Administrative Separation (ADSEP). Urinalysis Testing Program

sampling shall be conducted randomly with testing dates

unannounced.

c. Procedures. Specific procedures are outlined in the

governing directives. Additional procedures are as follows:

(1) The Urinalysis Program Officer and Urinalysis

Program Coordinator will be designated in writing by the

Commanding Officer.

(2) The Urinalysis Program Coordinator will verify

speciman chain of custody utilizing DD Form 2624 prior to sample

shipment.

(3) The Urinalysis Program Coordinator will anticipate

test results 15 days after shipping samples. If results are not

received within 15 days the Urinalysis Program Coordinator will

contact the CNAF Urinalysis Program Coordinator and the Navy

Drug Screening Lab utilized to ensure that the samples were

received and establish the reason for the delay.

(4) The Manpower Office will electronically provide

the Urinalysis Program Officer and Urinalysis Program

Coordinator with an up-to-date Alpha Roster every Friday which

specifically highlights all personnel that have checked-

in/checked-out during that week.

(5) Division Officers/LCPOs will ensure their

personnel selected for Urinalysis Testing are available and the

status of all Service members is accurately reflected in RADM.

Members on leave, SIQ, TAD (off-station),or on deployment on the

day of testing will be exempt. Watchstanding (with the exception

of ASF), appointments, or special liberty will not be an excused

reason for missing urinalysis tests.

(5) Unexused "No Shows" will be placed on report for

an Article 92 violation and have leave, liberty, and special

Comment [MKB23]: This was on the changes made by LT Dillion....but

if someone is on special liberty,

are we really going to recall them?

FRCWESTINST 3120.1B

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162

request privileges suspended until a sample is submitted. It is

the responsibility of the Division Officer, LCPO, Branch Chief,

and LPO to ensure that their personnel promptly muster for

urinalysis and provide a sample.

11.1.3. Tobacco Use Prevention Program

a. Governing Directive. SECNAVINST 5100.13(series)

b. Purpose. To provide policy and program guidance on

Tobacco Use Prevention and Cessation for all personnel onboard

FRC West.

c. Scope. This instruction applies to all FRC West

personnel, both military and civilian. In addition, all military

and civilian visitors, while occupying FRC West spaces, are

subject to the provisions of this instruction.

d. Background. The health consequences of tobacco use in

all its form and exposure to Environmental Tobacco Smoke (ETS)

by non-smokers have been clearly documented. Tobacco use is

considered the chief preventable cause of premature death and

disease in the United States, killing more the 400,000 (19

percent of total deaths) annually. Tobacco use in any form is

addictive. Involuntary exposure to tobacco smoke has been shown

to cause cancer and lung and heart disease in healthy non-

smokers. Because of these findings, the Environmental Protection

Agency (EPA) has classified ETS as a known human lung carcinogen

or “Group A” carcinogen under U.S. EPA’s carcinogen

classification system. Mere separation of smokers and non-

smokers within the same airspace may somewhat reduce, but does

not eliminate ETS exposure. Tobacco use and ETS exposure have an

adverse impact upon the health and readiness of our force.

Tobacco use adversely affects night vision, respiratory

capacity, wound healing rates, and contributes to risk of cold

injuries, including frostbite. Statistically, smokers have

higher accident rates than do non-smokers. The health of all

personnel must be protected by providing a safe, healthy, and

non-polluted workplace.

e. Policy. FRC West policy is to reduce tobacco use and

protect personnel from involuntary exposure to ETS to the

greatest extent possible. Where conflicts arise between the

rights of non-smokers and the rights of smokers, the rights of

non-smokers to a smoke-free airspace shall prevail. The command

will provide tobacco users with encouragement and professional

assistance to stop. The objective is to establish appropriate

environmental protective measures to ensure a safe, healthy and

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unpolluted working and living environment. This approach is

designed to improve our overall state of health and our ability

to maintain a high state of readiness. Tobacco use harms

readiness by impairing physical fitness and by increasing

illness, absenteeism, premature death, and health care costs.

The term “tobacco use” refers to any form of tobacco, including

electronic cigarettes.

(1) Tobacco use is only permitted in designated tobacco

use areas.

(2) Tobacco use is prohibited during time authorized

for physical fitness, training, and conditioning.

(3) Smokeless tobacco is not a safe alternative to

smoking as it causes oral cancer and is highly addictive. It

damages gums, teeth, and oral soft tissue. Smokeless tobacco use

is only permitted in designated tobacco use areas.

f. Action

(1) All FRC West workspaces ashore are non-smoking

areas and shall have signs posted as "Non-Smoking" areas.

(2) All tobacco use areas shall prominently display

tobacco use warnings and availability of tobacco cessation

programs.

g. Summary. It is not a requirement for personnel to stop

using tobacco products. At the same time, FRC West is committed

to help create a healthier, cleaner Navy. Your cooperation is

required to help us achieve that goal.

11.2. Physical Fitness

a. Governing Directives. OPNAVINST 6110.1(series)

NAVPERS 15602A, Navy Nutrition

and Weight Control Guide

b. Purpose. To provide additional guidance for the

coordination and administration of the command Physical Fitness

Assessment (PFA) and Fitness Enhancement Program (FEP). This

guidance is provided to ensure all divisions of the command are

fairly and evenly executing command policy.

c. Applicability. This policy is applicable for all

military members attached to FRC West.

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d. Discussion. All military members failing to meet

minimum physical readiness standards shall be assigned to a

Fitness Enhancement Program (FEP). This program is designed to

ensure our personnel have the maximum opportunity to meet

established U.S. Navy standards for physical readiness.

11.2.1. Physical Fitness Assessment

a. Responsibilities

(1) The Command Fitness Leader (CFL)/Assistant CFL

(ACFL)shall:

(a) develop a report prior to the PFA (in

conjunction with the medical department) to identify those

members who have not been cleared by medical to participate in

the Physical Readiness Test (PRT). Relevant changes in medical

condition occurring between screening and testing phases must be

documented and evaluated by the Medical Department

Representative prior to testing.

(b) ensure all applicable conditions required at the

PRT site are followed, e.g., medical personnel, water, weather

conditions, track conditions, radios if required.

(c) ensure all new check-ins that are not within

height/weight standards are assigned to FEP until such time as

they are within height/weight standards and passed a mock PRT. A

Page 13 entry will not be documented for these cases and this

“failure” will not be reflected on their next evaluation (unless

they fail to meet standards during an official PFA during the

reporting period).

(d) schedule advance test dates for personnel who

have a planned absence during the test cycle. Failure to take

the PRT within the scheduled time will result in an Unauthorized

Absence status being entered for that cycle and assignment to

the FEP program until successful completion of a subsequent

official PFA cycle.

(e) screen all members at the PRT site for medical

clearance using the CFL/ACFL-developed “hit list.” Members not

cleared by medical will not participate in the PRT until

medically cleared.

(f) complete monthly height/weight measurements and

PRT events for those individuals assigned to FEP. This

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information will be enteredy into PRIMS and will aid in tracking

weight reduction and PRT performance progression.

(g) ensure members achieving “Outstanding” on

official PRT are awarded Certificates of Achievement and a one

day special liberty from the Commanding Officer.

(h) ensure members subject to administrative action

are formally notified. Members failing to meet standards are

notified by Page 13 for enlisted members or Letter of

Notification for officers.

(i) manage consolidated resources (PRIMS) and ensure

consistency in administrative procedures.

(j) retain copies of PFA failure notification for

five years after member transfers.

(k) properly train and certify Division Assistant

Command Fitness Leaders (ACFL) to conduct body composition

assessments.

(l) notify deployed SeaOpDet of upcoming PFA that

will take place upon their return via the SeaOpDet Coordinator.

(m) conduct body composition measurements for

official PFA cycles and as needed for check-ins, advancement

processing, overseas screening, and transfers.

(3) Divisional ACFL shall:

(a) administer weekly divisional PT sessions as

directed to ensure that all personnel maintain adequate fitness

standards.

(b) ensure all division personnel complete

semi-annual Physical Activity Risk Factor Assessments.

(c) maintain current CPR qualifications.

(d) ensure diet, health, and exercise information is

readily available within their Division.

(e) liaison with CFL for any medical screening

concerns/requirements.

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(4) Division Officers shall:

(a) ensure all members within their divisions are

present to participate in the PFA. If an individual is approved

for retirement or is transferring out of the command, he will

still be required to participate in the PFA.

(b) closely monitor members within their divisions

who are assigned to the remedial physical training program.

(c) aid the CFL/ACFL by ensuring that only

legitimate reasons are accepted for personnel missing the

originally scheduled PFA.

(d) keep the CFL/ACFL informed of special

circumstances involving their personnel in regards to the PFA

and FEP.

(e) ensure that any members who are approved for

leave during the week of the PFA are scheduled for the early or

a make-up PFA via CFL or Lead ACFL.

11.2.2. Fitness Enhancement Program

a. Purpose. Fitness Enhancement Program (FEP) is designed

to introduce the individual to self-help strategies and motivate

the member to adopt new habits by requiring regular exercise.

b. Guidelines. An effective FEP must provide individuals

with an atmosphere conducive toward measurable improvements,

lifestyle and diet alternatives, and a collective resolve to

meet Navy Physical Readiness Standards. The recognition of

individual body types and physical limitations must be factored

into any physical training regimen, particularly when dealing

with those out of standards. The CFL must ensure the instructors

running the program instill positive motivation, proper exercise

techniques, and high levels of enthusiasm. The FEP will strongly

encourage a total team concept for participants and instructors;

“Us vs. Them” mentality must not exist, regardless of paygrade.

The CFL shall be an active participant in all aspects of

training and shall be directly involved in remediation and

motivation.

c. Policy. Members enrolled in remedial fitness program,

including those who self-refer with approval from their division

chain of command, shall attend FEP four times per week for at

least one hour during the workday.

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d. Action. Division Officers and LCPOs are to ensure all

personnel assigned to FEP attend as required. Upon receiving the

muster sheets from the CFL/ACFL, they will review and provide

feedback to ensure an accurate accounting of personnel. Any

absences by personnel assigned to FEP will be validated. Members

not having a valid reason (e.g., special liberty, leave, medical

reason, etc.) will be counseled per the following guidelines:

(1) First unauthorized absence – written counseling

(2) Second unauthorized absence – written counseling

(3) Third unauthorized absence – the member will no

longer be considered to be making progress in the fitness

enhancement program and will be placed on report by their chain

of command.

(4) In cases where warranted, a report chit may be

initiated by the member’s chain of command regardless of prior

counseling history.

(5) If a member fails a subsequent PFA and fails to

report for mandatory remedial physical training, previous

counseling sessions will be reviewed in determining disciplinary

action.

e. Nutrition Education. Personnel assigned to FEP shall be

provided ongoing nutrition education either through lectures or

informational handouts.

f. Administration. The FEP shall be administered by the CFL

assisted by the base MWR and ACFLs. The CFL shall maintain the

following information on all FEP participants:

(1) Completed Risk Factor Screening.

(2) Copy of PFA failure notification reflecting reason

for assignment to FEP.

(3) FEP brief sheet signed by the member if applicable.

As a minimum, the brief sheet should include such information as

time, location, frequency of attendance, safety “time-out”

information, and the earliest possible date member can be

removed, etc.

(4) Copy of Limited Duty chit for personnel with medical

exemptions.

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h. Assignment. The following situations shall result in

immediate assignment to the FEP in addition to those outlined in

the governing directives.

(1) PFA failure.

(2) Failed to participate in semi-annual or mid-term

PRT.

(3) Exceeded body-fat standards at any time.

i. FEP Disenrollment. Members shall be removed from FEP

when all of the following conditions are met:

(1) Member shall pass two consecutive PFAs with a score

of “good” on each category of the PRT event.

(2) Courtesy BCA will be conducted and member must be

within standards

(3) Member must request disenrollment via their

divisional chain of command. Approval will rest with the CFL. If

the CFL does not wish to approve request, the request will be

forwarded with substantiating documentation from the CFL for

further review from the Commanding Officer.

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12. Command Managed Equal Opportunity (CMEO)

a. Governing Directives. OPNAVINST 5354.1(series)

CO Equal Opportunity Policy Memo

CO Fraternization Policy Memo

CO Hazing Policy Memo

CO Sexual Harassment Policy Memo

b. Discussion. CMEO emphasizes the chain of command's

responsibility for command environment and constitutes the

minimum requirements for identifying, assessing, and resolving

equal opportunity issues within the command. All personnel in

the chain of command have a responsibility to ensure equal

opportunity and treatment in all areas including training,

promotion, job assignment, retention, military justice, and

personal services. CMEO requires a Command Training Team (CTT)

trained to conduct Navy Rights & Responsibilities (NR&R)

workshops for all personnel, a Command Assessment Team (CAT)

trained to collect and analyze command climate information for

presentation to the Commanding Officer, and an action planning

process to address identified issues and/or potential problem

areas.

c. Policy. All FRC West personnel shall refer to the

Commanding Officer’s Discrimination and Sexual Harassment

Policy. Additionally, this policy shall be posted in all spaces

where people may congregate.

d. Command Assessment. A critical element to the ultimate

effectiveness and success of a command's CMEO program is the

ability to accurately assess the current Equal Opportunity (EO)

climate. The assessment focuses on the treatment and achievement

of individuals, overall effectiveness of the command EO

programs, and the follow-up actions on previously identified EO

issues. The assessment uses command demographic information

which includes objective data sources (command records) as well

as subjective data sources (interviews and observations) which

identify perceptions and behaviors evident in the objective data

sources.

e. Data Sources. Data reports shall be collected, updated,

and reviewed as follows:

(1) Advancement Data. Shall be collected by the command

Educational Services Officer, maintained, and forwarded to the

CMEO Program Coordinator upon request. Data collection should

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coincide with Navy wide advancement results time frame as much

as possible.

(2) Discipline Data. Shall be collected by the Legal

Officer, maintained and forwarded to the CAT upon request.

(3) Retention Data. Shall be collected by the Command

Career Counselor, maintained and forwarded to the CAT upon

request.

(4) Demographic Data. Shall be collected by the special

assistants and forwarded to the CMEO upon request.

(5) Awards Data. Shall be maintained by the

administrative department and forwarded to the CAT upon request.

f. Action Planning. Once command specific issues are

identified, a systematic approach to address the problem area(s)

shall be employed by the CAT. This requires the CAT to define

and analyze the problem area(s), generate and evaluate courses

of action, and recommend to the Commanding Officer the most

appropriate courses of action. The selected courses of action

are then developed into Plans of Actions and Milestones (POA&M)

and are to be monitored for effectiveness by the CMEO.

g. Reprisal Policy Statement. Too often it has been

reported that members are afraid to use the Navy Grievance

System because of fear of reprisals. If any member of this

command has a grievance and needs to use the grievance system,

they need to act quickly and responsibly. It is the intention to

impress upon every member that this system is available to

everyone and that any form of reprisal against personnel who

utilize grievance procedures will be dealt with swiftly and

severely. It is your responsibility to know how to use the Navy

Grievance System and to bring to the attention of your

supervisors a legitimate grievance without fear of reprisal.

Specific guidelines and assistance in processing discrimination

complaints will be provided by the CMEO.

12.1. Grievance Program

a. General. The policy of the Navy and FRC West is to

conduct matters free from arbitrary discrimination and to

provide equal opportunity and fair treatment for all persons

without regard to race, color, religion, gender, age, sexual

orientation, or national origin.

(1) You have the right to:

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(a) Present any legitimate complaint to the command

without fear of intimidation, reprisal, or harassment.

(b) Be educated on the Navy’s complaint and appeal

procedures.

(c) Communicate with the CO concerning your

complaint utilizing the chain of command.

(d) Obtain feedback from the CO on the resolution of

the complaint.

(2) You have the responsibility to the Navy and FRC West

to:

(a) Advise the command of the specifics of sexual

harassment/discrimination complaints and to provide the command

an opportunity to rectify and remedy, or take appropriate action

before the complaint becomes formal and is brought to the

attention of higher authorities.

(b) Submit only legitimate complaints and to

exercise caution against immature and reckless charges.

b. The procedures that must be followed to present a

complaint are divided into two categories, informal and formal.

(1) Informal. When possible, always attempt to resolve

the complaint with the person(s) involved. Resolution of

conflict at the lowest level is strongly encouraged using the

Informal Resolution System (IRS). Use the three options in the

IRS to reach a satisfactory resolution.

(a) Direct Approach - approach the person involved

directly.

(b) Informal Third Party - request the assistance

from another person, possibly within your chain of command, or

request CO’s Mast.

(c) Request Training - request presentation of

training materials to communicate inappropriate behavior. If the

resolution of the informal complaint is still considered

unsatisfactory, use the formal procedures.

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(2) Formal. The primary method to report an Equal

Opportunity (discrimination or sexual harassment) complaint

which cannot be appropriately handled informally. NAVPERS

5354/2 should be completed prior to submission of a complaint

under either article listed below. The Command Managed Equal

Opportunity (CMEO) Officer will assist personnel in resolving

discrimination and sexual harassment complaints.

(a) Redress of Wrong Committed by a Superior

(NAVREGS ART 1150): if the grievance is against a superior in

the same chain of command, other than the CO, submit the

complaint to the CO. If you consider the resolution unjust,

submit a complaint against the CO.

(b) Complaint of Wrongs Against the Commanding

Officer (UCMJ ART 138): the “complaint of wrongs” should be

prepared with legal assistance and submitted via the chain of

command to the person exercising general court-martial authority

over the CO. Where an Article 138 complaint is submitted, a

report of proceedings is forwarded to the Secretary of the Navy

for review and final action.

12.2. Command Training Team

a. The Command Training Team (CTT) minimum size is three

members in pay grades E-6 and above. CTT members are designated

in writing by the Commanding Officer. CTT members must meet all

requirements of the governing directive.

b. CTT members are responsible for conducting Navy Rights

and Responsibilities Workshop training. Forward documentation of

training to the Training Coordinator for entry.

c. CTT members will be providing critique sheets at the

conclusion of NR&R workshops for data gathering purposes and

assessment by the Command Assessment Team (CAT).

d. CTT members will hold an annual all-hands NR&R workshop

which shall include sexual harassment and command specific Equal

Opportunity training.

12.3. Command Assessment Team

a. The Command Assessment Team (CAT) consists of command

personnel trained to plan, conduct and analyze the data

collected for a command assessment. The members will consist of

a cross-section of the command in terms of pay grade, gender,

race and division. Regardless of the composition, the ultimate

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responsibility for CAT effectiveness remains with the Commanding

Officer. CAT mandatory membership will include the XO,

Administrative Officer, Legal Officer, Command Master Chief,

CMEO, and Command Career Counselor. Additional CAT members will

be appointed by the CMEO.

b. Utilizing the tools outlined in addition to other

pertinent data, the CAT will collect and evaluate command

climate data when directed by the Commanding Officer. Upon

proper evaluation, the CAT will recommend the amount of change

required and/or desired to the Commanding Officer.

c. CAT meetings will convene at least quarterly.

d. The CAT will conduct an annual command assessment and

maintain all results and supporting documentation on file for at

least 36 months.

Comment [MKB24]: Interesting....I've never been requested to do

anything with the CAT!

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13. Continuous Process Improvement Program

a. Governing Directives. SECNAVINST 5220.13

SECNAVINST 5220.14

COMNAVAIRFORINST 4790.2B

NAE CPI Guidebook

b. The purpose of Continuous Process Improvement (CPI) is

characterized by an integrated culture of self-sustaining, CPI

aligned toward delivering mission requirements at reduced

resource cost thus enabling world-class logistics excellence for

the Naval Aviation Enterprise (NAE) in support of the T/M/S

teams.

c. Franklin Covey. Understanding CPI is as much a culture

as it is a program. FRC West utilizes two Franklin Covey

Corporation programs in order to formalize its efforts.

(1) The Seven Habits of Highly Effective People (7H)

allows the individual to personalize concepts leading to more

effective, productive living. The major tenets of this program

involve:

(a) Taking responsibility for results and exercising

more initiative.

(b) Setting meaningful work goals and following

through with them.

(c) Getting more organized by improving planning and

time-management skills.

(d) Making work relationships more productive

through “win-win” thinking.

(e) Improving listening and communication skills.

(f) Solving problems creatively and dealing with

conflict productively.

(g) Adopting a “continuous-improvement mindset” and

improving work/life balance.

(2) The Four Disciplines of Execution (4D) operates on

an organizational level to provide the focus necessary to

execute the mission consistently and professionally.

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(a) Everyone in the organization is committed to

achieving the Wildly Important Goal (WIG) - the one which must

be achieved or nothing else matters.

(b) Everyone knows and commits to the 20 percent of

activities that provide 80 percent of the results.

(c) Everyone knows how success toward WIGs is

measured, and can see where they stand at any time.

(d) Everyone is accountable at all times for

progress toward the goal.

d. AIRSpeed Program. NAVRIIP’s enabler in our enterprise

approach toward CPI, AIRSpeed is an essential tool in achieving

and sustaining cost-wise aircraft readiness. AIRSpeed provides

managers the tools to balance and align maintenance and supply

activities to end-user demand (operations). Providing the right

material, to the right place at the right time, and at the right

cost is key to the successful attainment of Ready for Tasking

aircraft. Additionally, AIRSpeed provides a set of tools to

achieve cost-wise readiness using best business practices such

as Lean, Six-Sigma, and Theory of Constraint (TOC). The

application of these tools will assist the activity in

removing/managing constraints, removing waste, and reducing

variability in their process.

(1) AIRSpeed provides the planning, training,

integration, sustainment, and monitoring of business practices

across the NAE. Functions include practical application,

progress assessment, communications, innovation, and

documentation of barriers and effects-cause-effects (lessons

learned).

(2) Successful implementation of AIRSpeed will reduce

the total cost of naval aviation by reducing inventory and

operating expenses.

(3) To revolutionize the way naval aviation does

business, AIRSpeed will focus on the following fundamental

principles:

(a) Properly manage RFT aircraft.

(b) Manage inventory and investments (parts,

equipment, and facilities).

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(c) Reduce operating expenses.

(d) Identify and address interdependencies.

(e) Identify constraints.

(f) Manage and reduce variability.

(g) Create a culture of CPI.

e. CPI Training

(1) AIRSpeed drives choices, decisions and actions that

deliver pre-determined outcomes within an enterprise construct.

The AIRSpeed approach will transition our maintenance and supply

logistical practices from the traditional push system to a

demand pull based system. AIRSpeed will enable activities to

make budgetary decision with a comprehensive understanding of

how local decisions have a global impact on naval aviation. The

key to achieving success is to have a properly trained command.

CPI training is divided into levels with each level requiring a

unique skill set.

(a) Yellow Belt. Entry level training is the Yellow

Belt Course. The yellow belt course is a classroom based

training designed to introduce the basic tools used in CPI

events, provide greater knowledge of CPI theories, and provide

the training needed to operate production under the AIRSpeed

rules of engagement. After completion of the yellow belt course

personnel will be eligible to serve as team members on CPI

events. All hands are required to attend Yellow Belt Training

within 90 days of reporting onboard. Division Officers and

Division LCPOs shall also attend and complete Champion training

in order to perform their role as process owner for CPI events.

(b) Green Belt. Intermediate level training is the

Green Belt Course. The Green Belt is a classroom based course

which provides training in team management and how to run CPI

events. Completion of course and certification process can

qualify for NEC 9564. Seating in Green Belt classes is limited.

Screening for selection for Green Belt training must be

rigorous. Individuals selected to attend Green Belt should have

demonstrated change agent skills when serving on previous CPI

teams.

(c) Logistics Chain Improvement Practitioner (LCIP).

This advanced TOC training is intended to help develop and

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maintain TOC Designs. LCIP will normally be Green Belt certified

and will serve as Divisional CPI representatives or CPI Core

Team members.

(d) Black Belt. This advanced level training is

designed to teach the use of advanced tools needed to complete a

full project. Seating is very limited for this class. All

personnel selected for Black Belt training must:

(1) Be a Green Belt who demonstrated success as

a change agent who led several CPI events.

(2) Have a strong knowledge of how Naval

Aviation works.

(3) Have the personality to train and mentor all

team members during events.

If certification is achieved then NEC 9582 could be awarded.

Black Belts will normally be full time CPI practitioners for a

minimum of one year after qualification. Black Belt candidates

must meet minimum active service obligations established by

COMFRC.

(2) Other CPI training. Training is not limited to

these courses alone. AIRSpeed training is continually being

developed to improve CPI knowledge. The AIRSpeed Officer will

work closely with the FRC West AIRSpeed Manager to promote new

training opportunities.

f. Roles and responsibilities

(1) The CO is the Executive Champion for CPI. The CO

shall:

(a) Have overall responsibility for CPI.

(b) Serve to remove barriers for areas outside FRC

West.

(c) Reward team members for successful events.

(2) Detachment OICs and FRC West Lemoore MO serves as a

local Executive Champion for CPI. The OIC shall:

(a) Develop annual tactics to support FRC West

strategic objectives.

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(b) Have overall responsibility at their respective

site for CPI.

(c) Inform the FRC West CO on CPI efforts under

their respective command.

(d) Designate in writing an AIRSpeed Officer or LCPO

who will be assigned for a minimum of 18 months.

(e) Establish an AIRSpeed core team that consists of

a minimum of four personnel to include the AIRSpeed Officer or

LCPO. It shall be an integrated team of maintenance personnel

and ASD or supply equivalent. Core team members shall be

assigned for a minimum of 18 months.

NOTE: For CPI purposes, site China Lake is a work center and

site Fallon is a division under FRC West, Lemoore.

(f) Reward team members for successful events.

(g) Shall ensure that the MMCO shall complete LCIM

training and development and Champion/Project Sponsor training

prior to being designated as MMCO unless waived by the CO.

(3) The FRC West AIRSpeed Manager shall:

(a) Serve as the AIRSpeed Officer for all sites.

(b) Champion FRC West AIRSpeed interest at all

meetings with COMFRC AIRSpeed.

(c) Obtain class quotas for sites.

(d) Monitor metrics and prepare reports to show CPI

results.

(e) Each site shall maintain one person trained to

perform Independent Financial Reviewer (IFR) duties needed to

validate and lock metrics in CPIMS. Furthermore, the Financial

Representative/Independent Reviewer (FR/IR) shall be the only

person with the authority in CPIMS to lock financials into place

unless a site Financial Subject Matter Expert (FSME) is

authorized by the FR/IR.

(f) Advise the CO on AIRSpeed matters.

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(g) Conduct semi-annual executive planning sessions

with CO.

(4) The AIRSpeed Officer/LCPO is the Local Deployment

Champion. The AIRSpeed Officer/LCPO shall:

(a) Maintain a core competency of certified AIRSpeed

Green Belts/AIRSpeed TOC experts.

(b) Ensure that all AIRSpeed core team members are

AIRSpeed Green Belt or LCIP certified within 9 months of

assignment.

(c) Ensure one AIRSpeed core team member shall be

certified as an AIRSpeed Black Belt and an LCIP TOC expert.

(d) Coordinate CPI events by finalizing team

members, approving event in CPIMS, and arranging in-brief and

out-brief time locations.

(e) Ensure all CPI events are documented in CPIMS.

(f) Review all NIIN Analysis events to ensure the

root cause is discovered.

(g) Review AIRSpeed Event Review Sheet (Figure 13-1)

and publish the due date and the name of the Green Belt who is

responsible for the review in the Monthly Maintenance Plan

(MMP).

(h) Report any six-month review that shows the

process is not following the event POA&M/SOP to the local

Executive Champion, the Process Owner, and the FRC West AIRSpeed

Manager.

(i) Lock project in CPIMS if six-month review is

successful.

(j) Coordinate training requirements with the FRC

West AIRSpeed Manager.

(5) The AIRSpeed Core Team shall:

(a) Advise work centers on CPI initiatives.

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(b) Review original AIRSpeed design quarterly to

identify additional opportunities to execute high impact event

opportunities.

(c) Maintain a core competency of certified AIRSpeed

Green Belts/AIRSpeed TOC experts.

(d) Enter all events into CPIMS.

(e) Provide training as needed.

(6) The MMCO shall:

(a) Develop annual tactics to support OIC/MO

strategic objectives.

(b) Complete LCIM training and deployment and

Champion/Project Sponsor training classes.

(c) Perform NIIN analysis at the beginning of the

fiscal year and ensure work center supervisors complete all

items on the list prior to the end of the FY.

(d) Forward all completed NIIN Analysis events to

the CPI office for uploading into CPIMS.

(e) Ensure that all production control supervisors

have completed training with the AIRSpeed Officer or Core Team

prior to being qualified to work in production control.

(f) Use BMT reports to monitor and manage activities

production and performance.

(g) Use AIRSpeed analysis tools for other activity

comparisons and lessons learned, e.g., BMT, and CPIMS.

(h) Publish a list of all CPI personnel, upcoming

CPI events, active CPI events, and upcoming CPI training in the

MMP.

(7) Division Officers are Process Owners and are

responsible for CPI within their division. Division Officers

shall:

(a) Develop annual tactics to support the MMCOs

strategic objectives.

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(b) Ensure changes are implemented and maintained.

(c) Assign a six month review date after completion

of out-brief for each event.

(d) Select personnel for the AIRSpeed core team as

needed. Personnel nominated to be on the core team should not

have a promotion recommendation lower than EP on their last

evaluation. Personnel who are ranked in the upper five percent

of MP may be nominated with a request from their Division

Officer to the CO via the local AIRSpeed Officer.

(e) Maintain at a minimum two Green Belts to help

execute CPI within the division. Personnel assigned as

Divisional Green Belts must be qualified within 12 months.

Submit names for inclusion to the MMP.

(f) Identify events to support command and

enterprise goals.

(g) Submit ideas into CPIMS for CPI events.

(h) Reward team members for successful events.

(i) Maintain a CPI binder showing all of the events

performed within the division. Each event shall have an annual

review using Figure 13-1.

(j) Ensure BMT is used to manage maintenance within

the division.

(k) Nominate Green Belt candidates.

(l) Ensure all division personnel complete required

training.

(m) Ensure NIIN Analysis events are completed on

time and root cause is discovered.

(n) Walk through their spaces weekly and perform 5S

evaluations.

(8) Black Belts shall:

(a) Coach strategic events or lead a team to

complete tactical events.

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(b) Lead complex projects where higher-level tools

or statistical analysis may be required.

(c) Serve as technical advisor to Green Belts in

training, mentoring, and coaching Green Belt projects.

(d) Identify projects to support Command goals.

(9) Green Belts shall:

(a) Participate in events such as Lean and Six

Sigma, teams, and projects.

(b) Apply fundamental Lean and Six Sigma skills and

techniques to improve processes and projects for the

organization.

(c) Perform six-month event reviews as assigned by

the AIRSpeed Officer.

(d) Assist the Division Officer with all AIRSpeed

aspects within the division.

(e) Identify events and recommend them to the

Division Officer.

(f) Ensure NIIN Analysis projects are completed

correctly.

(g) Perform CPI training within the work center.

(10) QA /Data Analysis shall:

(a) The QAO shall ensure QARs inspect division

officer CPI binders annually. A copy of the audit shall be sent

to the MO and AIRSpeed Officer.

(b) Check to make sure divisions are performing CPI

to support strategic objectives.

(c) Review CPI improvements to maintain sustainment.

(d) Review qualifications of divisional CPI

representatives during work center and training audits.

(11) All hands shall:

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(a) Complete Yellow Belt and LCM training within 180

days of reporting onboard.

(b) Practice CPI in day-to-day operations.

(c) Look for improvement opportunities and submit

them for implementation.

(d) Sustain CPI events performed in the work center.

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Figure 13-1 AIRSpeed Event Review

Comment [MKB25]: Waiting for AIRSpeed to get me new form with

new logo

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Figure 13-1 AIRSpeed Event Review (cont.)

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14. Casualty and Assistance Calls Program

a. Governing Directives: MILPERSMAN 1770(series)

BUPERSINST 1770.3(series)

DODI 1300.18

JAGINST 5800.7(series)

b. Duties, Responsibility and Authority. The CACO will be

assigned as needed. The CACO assists the CO in the personal

notification of the next of kin and initiates all official

message and correspondence associated with the death or serious

injury of FRC West personnel. The CACO shall:

(1) Comply with the listed governing directives and any

associated directives concerning the notification of next of

kin.

(2) Maintain an up-to-date CACO folder of pertinent CACO

instructions and notices.

(3) Extend condolences to the next of kin on behalf of

the command and U.S. Navy.

(4) Inquire into the needs of the bereaved family and

extend all feasible assistance.

(5) Assist, if requested, in arrangements including

provision for escorts when required.

(6) Notify BUPERS (Pers-122) if the death gratuity is

not paid, obtain an application if the widow(er) was not

residing with the serviceman/woman (propriety permitting), and

contact the Navy and Marine Corps Relief Society and/or Red

Cross.

(7) Provide a lessons learned overview within 60 days of

casualty incident via message or regular mail to Navy Casualty

(N135C), in the following format: topic, discussion, and

recommendations.

c. Organizational Relationship

(1) The CACO reports to the CO via the XO in assistance

to notifying the next of kin.

(2) The CACO collaborates with

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(a) the Senior Chaplain in the local area.

(b) the station or ship CACO.

(c) the Area CACO Coordinator.

d. The XO will designate the Primary Casualty Assistance

Calls Officer (CACO). The XO and the Administrative Officer will

assist the CACO with coordination of all actions required in the

event of death, serious injury, capture, or mission status of

FRC West personnel. The CACO shall:

(1) maintain a Casualty Assistance Folder to include

all records, messages and instructions applicable to this

subject and to individual cases, should they occur.

(2) assist the CO in carrying out the provisions of

this article, using the Casualty Assistance Calls Manual.

(3) prior to extended deployment, ensure all FRC West

personnel have completed or updated the following documents:

(a) Will

(b) Power of Attorney (if desired)

(c) SGLI (VA Form 29-8286)

(d) Record of Emergency Data (NAVPERS 1070/602)

(4) Originate the initial Personnel Casualty Report

(PCR) to Navy Personnel command and to the Commandant of the

Naval District in which the primary and secondary next of kin

reside or the appropriate senior Naval Commander, if death

occurs. Step by step procedures for the initial CACO report are

contained in the governing directive.

(5) Originate a letter of condolence to the next of kin

after initial notification per the current MILPERSMAN article.

(6) Originate a CO's letter to the next of kin relating

to circumstances of the casualty in cases of death, missing,

seriously ill, or injured members within 48 hours of the

occurrence of the casualty.

(7) Appoint a board to inventory the personal effects.

This board shall be composed of:

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DECEDENT RANK BOARD Member

Officer 2 Officers

Enlisted 1 Officer, 1 Enlisted

(8) On shore, submit supplemental casualty reports, as

required.

(9) Assign escorts per BUPERSINST 1770.3 series.

(10) Notify the medical and dental activities that are

responsible for the members treatment records and provide a copy

of the death certificate if requested.

e. The Safety Officer shall ensure a safety report is

submitted per current instructions.

f. The Legal Officer shall ensure an administrative

investigation/line of duty (LOD) determination is conducted.

g. The Administrative Officer shall:

(1) Notify Personnel Support Activity Detachment

immediately as to the status of the person involved. This

includes providing a copy of the PCR.

(2) Collect and forward or return all personal mail of

the individual concerned as specified in the MILPERSMAN.

(2) Advise the CACO of the name of the recipient of the

death gratuity and unpaid pay and allowances from the members

Record of Emergency Data.

h. The Security Manager shall ensure a complete inventory

of classified material the member has had access to or custody

of is conducted and that all classified material is accounted

for.

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15. Training

a. Governing Directive. OPNAVINST 1500.22 (series)

b. Duties, Responsibilities and Authority. The Training

Petty Officer administers the enlisted General Military Training

program. The Educational Services Officer administers the

command Navy-wide Advancement Examination program.

c. Organizational Relationship. The Training Petty Officer

and the Educational Services Officer report directly to the XO

in the performance of their assigned duties.

d. Practical Advice. To plan schools/training courses well

in advance to prevent scheduling delays.

15.1. General Military Training (GMT)

a. General. The GMT Program is designed to coordinate the

accomplishment of non-technical training and educational

objectives stated by the sponsor of various programs that apply

to the general Navy population.

b. Action. The Training Petty Officer shall ensure the GMT

Program is accomplished throughout the command.

15.2. Training and Education

a. General. All enlisted personnel shall actively pursue

all available training opportunities in order to facilitate a

higher level of professional and personal achievement.

b. Executive Officer. The XO is charged with the

supervision and coordination of the command's training program

and will be responsible for the preparation and execution of the

training program as prescribed by directives of higher

authority.

c. Command Training Petty Officer. The Training Petty

Officer will be the overall coordinator of all enlisted training

within FRC West and advise the command on all phases of enlisted

training. The Training Petty Officer shall:

(1) direct the enlisted education and training program

embracing the necessary publications and instructions.

(2) assist divisions in establishing training programs.

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(3) publish and maintain information concerning service

schools and courses and their requirements and assist personnel

in applying for them.

(4) advise the XO on the effectiveness of training

programs, the need for new programs, and the need for corrective

action whenever indicated.

(5) ensure courses completions and qualifications are

properly documented.

(6) procure and maintain custody of all training aids

and devices including films, USAFI educational manuals, BUPERS

training courses, books, projectors, and other training aids not

specifically assigned to departments.

d. Division Officers. Division Officers will be responsible

for the execution of the training program within the division,

submission of reports, and the maintenance of records. In

addition, each Division Officer shall:

(1) Assume the responsibilities of monitoring

advancement in rate for all assigned personnel.

(2) Keep a division training record for all personnel

assigned, indicating training accomplished.

(3) Ensure the availability of suitable materials,

equipment, and space to conduct professional training of

personnel in the division.

e. Division/Shop Training Petty Officers. Division/Shop

Training Petty Officers will be appointed by Division Leading

Chief Petty Officers. They will be responsible for the execution

of the training program within the division, the submission of

reports, and the maintenance of individual training records.

They report to the Training Petty Officer via the Division

Officer.

f. Definitions. Training under this program is divided into

three categories; Professional, General Military and Academic.

(1) Professional Training is that training which will

provide an individual with the necessary knowledge to fill a

billet and/or accomplish a task and maintain technical

proficiency.

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(2) The General Military Training Program consolidates

non-technical and informational requirements stated by offices

and bureaus of the Department of the Navy. These requirements

all relate to some aspect of personnel development in non-

technical areas which are applicable generally to all Navy

personnel. General Military Training comprises those areas

required in orientation courses and follow-up training for:

(a) preparing Navy personnel to fulfill the

obligations of their oath of service.

(b) providing guidance and information on matters

affecting their welfare, both as citizens and as members of the

Navy.

(3) Academic Training is that training which will assist

personnel in attaining a higher level of education and knowledge

through their own personal efforts.

(4) Advancement Training is included in each of the

above categories. It is that training which will assist

personnel in preparing for advancement to a higher rate and/or

change of rating and in preparing for a specific training

program and/or school.

g. Requirements

(1) Professional training requirements will be

determined by the Division Officer.

(2) GMT Informational and instructional requirements are

outlined in the governing directives. Many topics will be

covered through the Plan of the Week, safety standowns,

indoctrination, etc.

(3) Academic Training requirements are dependent upon

the individual and their qualifications as well as the

established requirements of a particular program. Information in

pursuit of this category of training will be provided by the

Division Officer. Service members should be directed to the Navy

College Office for information on specific academic training.

(4) Advancement training requirements are established by

higher authority. Additional requirements may be necessary and

must be approved by the CO.

h. Lesson Guides

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(1) The Division Officer is responsible for the

preparation, review, and updating of lesson guides for

professional training within the division.

(2) Lesson guides for use in General Military Training

will be maintained on file with the maintenance training

coordinator. Divisions desiring to use these lesson plans may

check them out as necessary.

(3) The Division Officer will assign unit numbers to all

lesson plans maintained by the division/office. This number will

be used on all training reports and records.

i. Scheduling of Training

(1) Training Schedules. Timeliness and flexibility are

essential elements of the local training plan. Information and

instructions should be given when most appropriate and the

scheduling should provide for taking advantage of training

opportunities available from maintenance and operational

schedules. As a planning base, an average of one hour per week

should be allotted to the instructional requirements of the

follow-up General Military Training.

(2) Division technical/professional training will be

conducted each week. Two hours of formal technical training per

week for each person assigned is considered a minimum. Division

Officers must ensure that sufficient time is allotted to meet

these training requirements within their respective divisions.

Division Officers are to ensure training sessions scheduled by

their divisions are optimally utilized.

(3) Academic training is highly encouraged and every

effort should be made to allow members the opportunity to pursue

this. This training will be conducted during the member’s off-

duty time and through their own personal efforts.

j. Reports/Records

(1) Monthly reports of proposed and accomplished

training shall be prepared by each division/work center and

submitted to the Maintenance Training Coordinator prior to the

2nd of each month. These reports will contain the division/work

centers’ proposed training for the forthcoming month and

completed training for the previous month.

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(2) General Military Training Syllabus (OPNAV Form

4790/33) and the Professional Training Syllabus or PQS shall be

contained in each individual training jacket to show the

lectures received.

15.3. Professional Growth Office

a. The Professional Growth Office (PGO) is a voluntary

program designed to give Sailors multiple resources they can

utilize to help in preparation for the Navy-wide Advancement

Examination.

b. The following items, at a minimum, are to be provided by

the PGO:

(1) In-rate and Professional Military Knowledge classes

held divisionally.

(2) Disks with the latest bibliographies and resources.

(3) Organized study groups.

c. All divisions shall designate a primary and alternate

representative for a minimum of one year and shall be designated

in ASM as such. The representation of the PGO shall be as

follows:

(1) One command lead designated in ASM

(2) 020 Division - AZ

(3) 050 Division - LS, AB, IT, PS

(4) 400 Division - AD

(5) 500 Division - AM, MR

(6) 600 Division - AT, AE

(7) 700 Division - AO

(8) 800 Division - PR

(9) 900 Division - AS

d. The structure of the PGO shall be as follows:

(1) Meetings shall be held once a month at a minimum.

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(2) Divisional class schedules will be prepared and

submitted to the PGO lead no later than the 20th of each month

and posted throughout the divisions.

(3) Class attendance shall be tracked and maintained on

file by each division.

e. Upon release of the Navy-wide Advancement Examination

results, an analysis shall be conducted as to the effectiveness

of the PGO and briefed to the chain of command.

15.4. Command Educational Services Program

a. Governing Directive. BUPERSINST 1430.16(series)

b. General. All enlisted personnel shall actively pursue

advancement in rate and participate in the Navy-wide Advancement

Examination, when eligible.

c. The Command Educational Services Officer is responsible

for ensuring all eligible candidates participate in the Navy-

Wide Advancement Examination. Additionally, the Command

Education Services Officer shall:

(1) post all information concerning educational

opportunities and examinations for rating.

(2) verify the examination verification report received

from the Personnel Support Activity Detachment (PSD) and submit

corrections as necessary.

(3) ensure that all members eligible for advancement

have an examination ordered.

(4) submit request to PSD to order early-candidate

examinations for “early-promote” personnel who have been

approved by the CO to participate in an early examination.

(5) correct examination discrepancies and assist Service

members who are missing points from their Final Multiple Score.

(6) notify PSD of personnel selected for advancement

under the Command Advancement Program (CAP) and forward a copy

of authorization signed by the CO.

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16. Miscellaneous Guidance and Policies

16.1. Command Leave and Liberty Policy

a. Governing Directives. DODI 1327.06

MILPERSMAN 1050

b. General. To establish an annual leave and liberty

program to provide all military personnel the opportunity to be

granted leave and/or liberty within the constraints of

operational military requirements. Experience has shown that

vacations and short periods of rest from duty provide benefits

to morale and motivation of maximum effectiveness.

c. Background. Leave is authorized absence of a military

member from a place of duty chargeable against the member’s

leave account. All members are reminded that when in a leave

status, leave papers must be in their possession at all times.

d. Policy

(1) The maximum number of officers and enlisted

personnel on leave at one time is 10 percent of the actual

onboard count within each division except during holiday leave

periods. All members shall be encouraged to use their entire 30

days of accrued leave each year.

(2) Emergency leave may be granted for both officers and

enlisted personnel to the extent of earned leave plus up to 10

days advance leave (leave that can be earned back during the

current enlistment). Emergencies requiring extended absence from

duty will be considered for humanitarian reassignment

eligibility. Conditions for leave to be considered “Emergency

Leave” are contained in MILPERSMAN 1050-130 and apply to both

shore and sea duty personnel.

(3) The following leave situations require approval from

the CO:

a. All leave requests for more than 21 days to

include separation/retirement and convalescent leave (with the

exception of maternity leave)

b. Leave outside of the continental United States

(OCONUS) that requires O5 approval.

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(4) The following leave situations require approval from

the XO:

a. All leave requests for more than 14 but less

than 22 days to include separation/retirement and convalescent

leave

b. Leave requests that will place a member in a

negative leave status

c. OCONUS leave that does not require higher

approval.

(5) All separation/retirement leave requests must have

the Administrative Officer as a “Reviewer” in the routing

directly before the XO (before Division Officer if leave is for

14 days or less).

(6) Separation/Retirement leave shall be restricted to

the following amounts. Leave in excess of these amounts should

have a memo from the Service member uploaded with the leave

request with reasons for requesting the excess leave.

a. Separation leave – maximum of 30 days

b. Retirement leave – maximum of 60 days

(7) Leave requests are to be submitted utilizing NSIPS

eLeave via the proper chain of command at a minimum of five

working days in advance of the first day of requested leave. If

watch bill has has been published, it is the Service member’s

responsibility to find a relief prior to routing a leave

request. Verification of leave approval MUST be obtained and

leave paper printed prior to commencing leave.

(8) Maternity leave requests are to be submitted in

advance on NAVCOMPT From 3065 Leave Request Authorization with

the estimated due date in the remarks section with the Division

Officer as approver. The request will be routed and retained in

Admin. Upon release from the hospital, the Service member shall

provide a copy of the discharge paperwork to Admin who will

enter the leave period into NSIPS eLeave to commence the day

after discharge.

(9) Prior to submitting a leave request outside of the

continental United States, Sailors are required to work with the

IATP (Individual Anti-Terrorism Plan) Coordinator to complete

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the pre-travel requirements at least two months prior to

commencement of leave. The IATP Coordinator shall be a reviewer

on the requested leave.

e. Requests for extension of leave. All requests for a

leave extension shall follow the guidelines for approval in the

preceeding paragraphs, e.g., an extension that will place a

member over 21 days of leave in total must be approved by the

CO. Extensions granted after working hours must be annotated in

the quarterdeck and CDO log books and notification must be made

to Admin the next available workday.

f. Check In/Check Out Procedures

(1) E-4 and above are authorized telephone check in/out

with the duty office provided that their leave has been

approved. IF TELEPHONE CHECK IN/OUT IS USED, YOU MUST BE IN THE

IMMEDIATE VICINITY OF THE BASE. Immediate vicinity is defined as

the place member commutes to and from work. All personnel

checking out via telephone must have thier LCN to give to the

duty office to annotate in the leave log.

(2) Enlisted members E-1 through E-3 will check in/out

with the duty office in person. Under no circumstances will E-1

through E-3 personnel be allowed to check in/out via telephone.

(3) All members must be diligent about checking in/out

on leave on time. If your leave ends at 0730 on a working day,

failure to check in prior to 0730 will result in an extra day of

leave being charged.

g. Meal Passes. E-1 through E-6 personnel that have meal

passes are required to surrender their meal pass upon

commencement of leave. Meal passes will be held by Admin and

shall be retrieved by the member upon completion of the leave

period.

h. Liberty Policy

(1) Regular liberty is routinely authorized absence from

end of working hours to the beginning of the next scheduled work

hour, e.g., from after work on a Tuesday to Wednesday morning or

after work Friday to Monday morning.

(2) Special liberty is liberty granted outside of

regular liberty periods and is reserved for unusual reasons such

Comment [MKB26]: Galley uses ID cards now, but confirmed by PSD

that meal passes are still

mandatory to be issued by members

not receiving BAS

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asthose listed below. Special liberty should not be granted to

“save leave”.

(a) emergencies

(b) to exercise voting responsibilities of

citizenship

(3) for observance of major religious events,

requiring the individual to be continuously absent from work or

duty

(4) for special recognition

(3) Four-day special liberty is a liberty period

commencing at the end of normal working hours on a given day and

expiring within the ending of working hours on the fourth day,

and must include two consecutive non-working days, e.g., from

Wednesday evening until Monday morning. Four-day liberty shall

only be approved by the CO. A request chit must be submitted

through the member’s chain of command and must contain the

reason the Service member is requesting the special liberty.

(4) Three-day special liberty is a liberty period

commencing at the end of normal working hours on a given day and

expiring with the start of normal working hours on the fourth

day, e.g., from Monday evening until Friday morning. Three-day

liberty shall only be approved by the XO. A request chit must be

submitted through the member’s chain of command and must contain

the reason the Service member is requesting the special liberty.

(5) Defined liberty area. Travel across state lines is

authorized up to 400 miles one way. All travel out of the

country, including Mexico, will require a leave request and

compliance with current directives applicable to the country in

question. All E4 and below traveling more than 250 miles at

anytime must have an "out of bounds" chit signed by the Division

Officer.

(6) Prior to submitting an out of bounds chit, Service

members are required to work with their supervisor to complete a

plan utilizing the Travel Risk Planning System (TRiPS) on the

Naval Safety Center website.

(7) All personnel in either a leave or liberty status

must maintain a valid recall number at all times. If residing in

a barracks facility, the central lounge or duty desk number may

Comment [MKB27]: LT Martin recommends a specific area versus

"state line" and Vegas policy

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suffice. If residing in a private residence, apartment, or in

on-station housing, an operational telephone must be located in

the residence or the member must have a cellular phone.

16.2. Special Request Chit Processing

a. Purpose. To publish policies and procedures for

effective administration of special requests.

b. Responsibility. Each Supervisor, Division CPO, and

Division Officer will ensure special requests are handled within

the guidelines established in this section.

c. Action. Special requests will be considered on the basis

of need and the performance record of the individual concerned.

Prompt handling of special requests is mandatory. Approval or

disapproval must be indicated, signed, and dated. Reasons for

recommending disapproval shall be stated on the routing sheet or

in a separate memo prior to forwarding. Block 22 shall only be

used by the CO to state reason for disapproval. The CO is the

only person authorized to disapprove a special request chit.

d. Timeliness. Routing of all special request chits will be

conducted to have the request to Admin within 3 working days of

original submission unless the request involves extensive

research. In these cases, the member shall be informed of the

delay and be given an approximate timeframe. Service members

should route request chits well in advance to avoid last-minute

processing. All special request chits must have the below

information listed, a template is available on the shared drive.

Routing of chits will follow the routing matrix that can be

found on the shared drive.

(1) Expiration of Active Obligated Service

(2) Projected Rotation Date

(3) Unit Identification Code

(4) PRT Status (Pass/Fail)

16.3. Command Website Administration

a. Governing Directives. SECNAVINST 5720.44(series)

SECNAVINST 5211.5E

SECNAV M-5510.36

SECNAVINST 5239.23 (series)

COMNAVNETWARCOM Guidance

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b. Purpose. To establish policy for the organization and

operation for a publically accessible command website.

c. Responsibilities

(1) The FRC West Webmaster is overall responsible to the

Commanding Officer for the command website. Core

responsibilities of the webmaster include but are not limited to

the regulation and management of the command website including:

(a) ensuring the host web server hardware and

software are operating accurately and are configured

appropriately.

(b) developing the command website

(c) generating and revising web pages

(d) ensuring the appearance and content are per Navy

Regulations.

(e) ensuring all technical documentation regarding

the command website is accurate and up to date. Technical

documentation shall be thoroughly maintained and remain current.

(f) approving or denying formal website change

requests as appropriate to Navy Regulations.

(g) making appropriate alterations to the command

website via informal change requests as appropriate.

(h) collaborating with the Public Affairs Officer to

ensure the website is in compliance with Navy Regulations.

(2) The FRC West Webmaster shall retain this billet for

a period of at least one year or more depending on command needs

and available skilled personnel.

(3) Personnel that desire to apply for the webmaster

position should be proficient with such web technologies as

Hypertext Markup Language (HTML) and Cascading Style Sheets

(CSS) and information systems technologies such as desktop and

server operating systems, networking, and systems design and

development. Intermediate knowledge of web design and image

editing is also desired. An associate’s degree in information

technology or web design/development or higher is recommended

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but not required. It is mandatory to qualify as a website

administer as directed by Defense Information System Agency

(DISA) to gain access to the Multi-Host Internet Access Portal

(MIAP). Requests to either become the webmaster or to assist

with webmaster duties shall be requested by means of a special

request chit via your chain of command with supporting

experience documentation attached.

d. Changes to Website. There are two types of changes that

will be used to modify information on the command website.

(1) Informal changes. Informal change requests involve

general website maintenance such as typographical errors,

incorrect information, outdated information, broken links,

images or pages not loading, etc. Requests for informal changes

can me sent directly to the webmaster at

W_LEMR_FRCWEST_WEB_GS@navy.mil.

(2) Formal changes. Formal change requests involve

addition, removal, or alteration of the general structure of the

website or any single web page of the site such as for command

sponsored events, First Class Association, Junior Enlisted

Association, Family Readiness Group, Community Relations events,

etc. Request for formal changes are to be made via a special

request chit with attached documentation detailing the reason

for the request, the content to be posted (for images or

graphics, the exact location of the file on the share drive is

also required). These requests require the approval of the

Webmaster, Public Affairs Officer, and the Commanding Officer.

16.4. Sailor of the Month, Quarter, and Year Programs

a. Governing Directive. OPNAVINST 1700.10(series)

b. Purpose. To provide direction for maintaining the FRC

West Sailor of the Month (SOM), Bluejacket of the Quarter

(BJOQ), Junior Sailor of the Quarter (JSOQ), Senior Sailor of

the Quarter (SSOQ), and Bluejacket, Junior, Sea, and Shore

Sailor of the Year Programs. This program is intended to reward

and recognize outstanding military personnel assigned to FRC

West.

c. Applicability. This policy applies to all FRC West

active duty military personnel in paygrades E1 through E6.

d. Discussion. The recognition programs described in this

chapter are established to provide proper recognition of

outstanding personnel and to inspire increased effort on the

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part of all personnel to develop desirable traits of character,

performance, and appearance.

e. Eligibility. Candidates must have no record of NJP, XOI

or other punishment under the UCMJ during the preceding 12

months.

f. Areas of Consideration

(1) Professional performance

(2) Military bearing

(3) Support of Navy and Command programs and policies

(4) Leadership supervisory abilities (as applicable)

(5) Collateral duties

(6) Moral character

(7) Off-duty education achievements

(8) Participation in community and command activities

g. Recognition. Awardees will be recognized and rewarded

as follows:

(1) 30-days watch free (must be requested for period

desired)

(2) Portrait on the FRC West Recognition Board

(3) Letter of Commendation (for SOM, BJOQ, JSOQ, and

SSOQ)

(4) Shore SOY and Sea SOY selectee will be forwarded to

COMFRC for further competition.

(5) Navy Achievement Medal for BJOY and JSOY) (SOY/SSOY

NAM is to be awarded only if not selected to compete at higher

level)

(6) Command plaque

h. Action

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(1) FRC West CMC shall:

(a) Act as overall coordinator of the program and

chair the SSOQ, SOY, and SSOY boards.

(b) Assign a First Class Petty Officer to chair the

SOM, BJOQ, JSOQ, BJOY, and JSOY boards.

(c) Present the selection recommendation to the XO

for review and subsequent approval by the CO.

(d) Notify selectee’s division after approval by the

CO.

(e) Schedule selectee to have a portrait taken.

(2) Division Officer shall be responsible for writing

the Letter of Commendation or Navy Achievement Medal, as

applicable, and routing to the Administrative Division for

processing.

(3) Administrative Division shall prepare Letter of

Commendation/Navy Achievement Medal for presentation at

quarters.

(4) Public Affairs Officer shall:

(a) Set appointment with selectee for interview.

(b) Submit Fleet Hometown News Release.

(c) Submit an article for the Golden Eagle.

16.4.1. Sailor of the Month (SOM)

a. Eligibility

(1) Onboard for a minimum of 30 days.

(2) Must be in paygrades E-1 through E-4.

b. Nomination. All nominations will be submitted with the

Nomination Fact Sheet, Figure 16-4 to the SOM board chairman.

c. Selection. The board will be chaired by an E-6 and

membership will consist of an E-6 from each division.

Assignment to the board will be for a minimum of 6 months and

will be considered a collateral duty. All SOM boards will be

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held on the 10th of the month following the applicable month.

OPNAV 1650/17 will be used by board members to score all

nominees.

16.4.2. Bluejacket of the Quarter (BJOQ)

a. Eligibility

(1) Onboard for a minimum of 90 days.

(2) Must be in paygrades E-1 through E-4.

b. Nomination. All nominations will be submitted with the

Nomination Fact Sheet, Figure 16-4 to the SOQ board chairman.

c. Selection. The board will be chaired by an E-6 and

membership will consist of an E-6 from each division.

Assignment to the board will be for a minimum of 6 months and

will be considered a collateral duty. All BJOQ boards will be

held on the 10th of the month following the applicable month.

OPNAV 1650/17 will be used by board members to score all

nominees.

16.4.3. Junior Sailor of the Quarter (JSOQ)

a. Eligibility

(1) Onboard for a minimum of 90 days.

(2) Must be in paygrade E-5.

b. Nomination. All nominations will be submitted with the

Nomination Fact Sheet, Figure 16-4 to the SOQ board chairman.

c. Selection. The board will be chaired by an E-6 and

membership will consist of an E-6 from each division.

Assignment to the board will be for a minimum of 6 months and

will be considered a collateral duty. All JSOQ boards will be

held on the 10th of the month following the applicable month.

OPNAV 1650/17 will be used by board members to score all

nominees.

16.4.4. Senior Sailor of the Quarter (SSOQ)

a. Eligibility

(1) On board for a minimum of 90 days.

(2) Be in paygrade E-6 (may be waived for an E-5

performing in an LPO position).

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b. Nomination. All nominations will be submitted with the

Nomination Fact Sheet, Figure 16-4 to the FRC West CMC.

c. Selection. The board will be chaired by the CMC and

membership will consist of a CPO from each division. Boards

will be held at the discretion of the CMC. OPNAV 1650/17 will

be used by board members to score all nominees.

16.4.1. Bluejacket of the Year (BJOY)

a. Eligibility.

(1) On board for a minimum of twelve months.

(2) Must be in paygrades E-1 through E-4.

(3) BJOQ during the past fiscal year (1 October to 30

September). ADHOC candidates may be considered at the CO’s

discretion.

b. Nomination. All nominations will be submitted with the

Nomination Fact Sheet, Figure 16-4 to the SOM board chairman.

c. Selection. The board will be chaired by an E-6 and

membership will consist of an E-6 from each division. All

boards will be held prior to the command Holiday Party in order

to facilitate the announcement of the BJSOY selection. OPNAV

1650/17 will be used by board members to score all nominees.

16.4.2. Junior Sailor of the Year (JSOY)

a. Eligibility.

(1) On board for a minimum of twelve months.

(2) Must be in paygrade E-5.

(3) SOM during the past fiscal year (1 October to 30

September). ADHOC candidates may be considered at the CO’s

discretion.

b. Nomination. All nominations will be submitted with the

Nomination Fact Sheet, Figure 16-4 to the SOM board chairman.

c. Selection. The board will be chaired by an E-6 and

membership will consist of an E-6 from each division. All boards

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will be held prior to the command Holiday Party in order to

facilitate the announcement of the SOY selection. OPNAV 1650/17

will be used by board members to score all nominees.

16.4.3. Shore Sailor of the Year (SOY)

a. Eligibility.

(1) On board for a minimum of twelve months.

(2) Must be in pay grade E-6.

(3) SSOQ during the past fiscal year (1 October to 30

September). ADHOC candidates may be considered at the CO’s

discretion.

(4) SOY candidate packages are collected from FRC West

Lemoore and all detachments.

b. Nomination. All nominations will be submitted with the

Nomination Fact Sheet, Figure 16-4 to the CMC no later than the

1st of September.

c. Selection. The board will be chaired by the CMC and

membership will consist of a CPO from each division. OPNAV

1650/17 will be used by board members to score all nominees.

d. A nomination package for the selected SOY will be

prepared and forwarded to COMFRC to compete in higher level SOY

competitions.

16.4.4. Sea Sailor of the Year (SSOY)

a. Eligibility

(1) On board for a minimum of twelve months.

(2) Must be in paygrade E-6.

(3) Nominations will be on an ADHOC basis.

b. Nomination. All nominations will be submitted with the

Nomination Fact Sheet, Figure 16-4 to the CMC no later than the

1st of September.

c. Selection. The board will be chaired by the CMC and

membership will consist of a CPO from each division. OPNAV

1650/17 will be used by board members to score all nominees.

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16.5. Civilian Employee Recognition Program

a. Purpose. To establish a Civilian Employee Recognition

Program. The goal is to recognize deserving FRC West civilian

employees for significant contributions to their command's

mission.

b. Scope. This policy applies to civilian employees

assigned to FRC West.

c. Policy. The importance of an effective Incentive Awards

Program to motivate employees to increase productivity and

creativity and that their achievements are recognized. Employees

whose performance is substantially above normal job requirement

and performance standards are to be recognized promptly with an

appropriate award.

d. Responsibility. Any Division Officer may submit

recommendations for deserving civilians for appropriate awards

to the CO. The CO will review the recommendations and make final

approval. The XO and Administrative Officer will be responsible

for ensuring monetary and/or time-off awards are processed.

e. Civilian of the Quarter

(1) Nominations. Divisions are limited to one nomination

per quarter. Nominations will be submitted to the Sailor

Recognition Program Manager. Due dates for submission will be

distributed via email.

(2) A standard Naval Letter of Appreciation will be

submitted to the Administrative Office.

(3) The Civilian of the Quarter will be recognized by:

(a) A formal Letter of Appreciation.

(b) An eight hour time-off award.

f. Civilian of the Year

(1) Nominations. All previous Civilians of the Quarter

will automatically be candidates for Civilian of the Year.

Divisions may also nominate other civilians regardless of

whether they have received the award. Nominations will be

submitted to the Sailor Recognition Program Manager. Due dates

for submission will be distributed via email.

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(2) A standard Naval Letter of Appreciation will be

submitted to the Administrative Office.

(3) The Civilian of the Year will be recognized by:

(a) A formal Letter of Appreciation.

(b) A 16 hour time-off award.

16.6. Bachelor Enlisted Quarters Management

a. Governing Directive. NASLEMINST 11101.1(series)

b. General. In order to maintain the best possible quality

of life in an assigned BEQ, the following duties,

responsibilities, procedures, and regulations are established:

c. Responsibilities

(l) The CMC shall be responsible to the XO in all matters

of order, discipline, material condition, and quality of life in

FRC West assigned BEQs. Additionally the CMC shall:

(a) provide a list of unsatisfactory rooms to be

re-inspected to the XO and Division LCPOs. Unsatisfactory rooms

will be re-inspected by the Command Duty Officer (Fallon –

Division LCPO) on Saturdays at 0800. Results of re-inspection

will be forwarded to the CMC.

(b) assist the Barracks Petty Officer in resolving

material discrepancies requiring outside assistance.

(2) Barracks Petty Officer shall:

(a) be responsible for the maintenance and living

standards of the assigned BEQ.

(b) monitor personnel BEQ room assignments.

(c) maintain an up-to-date roster of all BEQ

residents and copies of weekly room inspection results.

(d) coordinate all maintenance performed in the BEQ

and conduct liaison with the Billeting Office on any contractual

work to be performed.

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(e) assist the CMC in the scheduling and

accomplishment of BEQ inspections and conduct random room

inspections.

(f) be responsible for the day-to-day management of

the BEQ to include the cleaning and maintenance of all common

areas, parking areas, and grounds.

(g) ensure all unoccupied rooms are kept clean and

locked.

(h) assist the CMC in formulating plans to improve

living standards in the BEQ.

(i) assist the CMC in coordinating FRC West return/

departures per established acceptance/turnover instructions.

(j) ensure a complete daily turnover with the duty

section BPO to ensure continuity.

d. BEQ Regulations. The items listed below are not all-

inclusive. Residents are also responsible for following all

rules and regulations listed in the governing directive.

(1) Personnel will reside in the room they are assigned.

Any room changes will require a special request chit to the CMC.

(2) The material condition of assigned rooms will be

strictly maintained. Any damage or material degradation should

be reported to the BPO immediately.

(3) Laundry rooms and common areas will not be used for

the dumping of trash. All trash will be placed in the container

provided outside the BEQ. If the dumping of trash in common

areas becomes a problem, cleaning of these areas will be the

responsibility of BEQ residents.

(4) Lounges are for the exclusive use of all BEQ

residents. Each resident is responsible for the cleanliness and

overall appearance of the lounge areas.

(5) Inspections of the BEQ will be held every Wednesday,

as directed by the Command Master Chief. Service members that

fail a weekly inspection will be required to stand a formal

re-inspection in Dress Uniform by the CDO at 0800 on Saturday.

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(6) BEQ Residents will exercise due consideration for

their shipmates and their work schedule. Loud noise and

unacceptable behavior will not be tolerated.

e. Inspections. All discrepancies shall be recorded and

signed by the BEQ Staff and inspecting Officer/Chief/CDO and

will be maintained by the FRC West BPO.

(1) Each person moving into the BEQ will be furnished

with a complete set of BEQ regulations, cleaning instructions,

and inspection standards.

(2) Personnel checking out of the BEQ will have their

room inspected by the BPO prior to checking out with NAS

Billeting Office. PCS personnel will not be granted check out

authorization until their BEQ areas of responsibility are

satisfactory. The same is true for all BEQ residents moving out

of their BEQ room in preparation for deployment. Room

inspections will be conducted to allow sufficient time to

correct discrepancies prior to the Service member's departure.

(3) Weekly Inspections. Formal weekly BEQ room

inspections will be conducted every Wednesday at 1400 (Fallon –

Tuesdays and Thursdays at 0900). An inspecting Chief Petty

Officer will be assigned on a rotating basis by the CMC. The XO

will conduct monthly inspections to maintain familiarity with

the condition of the BEQ and personally ensure quality of life

standards are maintained. Any material condition discrepancies

that are the responsibility of the BEQ staff will not be listed

as a discrepancy against the BEQ resident. To ensure all

inspectors are utilizing consistent inspection criteria, the

following minimum requirements are provided:

(a) All occupied beds in a room will be made.

Unoccupied beds will have a bare mattress and pillow.

(b) Lockers, tops of furniture, windowsills, blinds,

etc., must be cleaned and free of dust.

(c) All personal gear stowed neatly.

(d) All uniform items and civilian clothing must be

stowed in assigned lockers. Lockers must be locked; an unlocked

locker will constitute an automatic failure.

(e) No personal gear will be stowed in empty

lockers.

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(f) Government padlocks are not authorized. The use

of government padlocks constitutes an automatic failure.

(g) All bunks and lockers in each room will be

tagged. Occupied lockers and bunks will have the individual's

name and rate clearly labeled on the tag (two consecutive hits

is automatic failure).

(h) Trash cans emptied.

(i) Carpets vacuumed.

(j) Decks swept, swabbed, waxed, buffed.

(k) Sink, mirror and counter top cleaned.

(l) Commode cleaned inside and out.

(m) Shower stall cleaned and free of soap film and

mildew.

(n) All bright work shined.

(o) Doors and walls must be spot cleaned.

(p) Refrigerator defrosted (ice no more than 3/16th

of an inch thick).

(q) Food outside of refrigerator must be stored in

sealed containers.

(r) No cooking or heating appliances of any kind are

authorized in BEQ rooms.

(4) Three or more minor discrepancies constitute a

failure. Two minor discrepancies are considered satisfactory.

A room with no discrepancies is not an automatic "Outstanding."

An "Outstanding" grade is given at the discretion of the

inspector. Rooms receiving an outstanding are exempt from the

following weeks inspection.

(5) Personnel failing a room inspection will receive

written counseling from Division LPO or LCPO. Three or more

failures in a six month period will result in being assigned to

a NAS Non-compliance room for a minimum of 30 days.

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16.7. FRC West Check-In and Indoctrination

16.7.1. Sponsor Program

a. Governing Directives. OPNAVINST 1740.3(series)

b. Purpose. To establish policy for the organization and

operation of the Navy Sponsor Program.

c. Background. The governing directives set guidelines for

an effective Navy Sponsor Program. The primary objective of the

program is to provide relocation assistance to military

personnel and their families upon receipt of Permanent Change of

Station (PCS) orders. A well-administered sponsor program can

ease the difficulties encountered during the transition

associated with a PCS move. A comprehensive command sponsor

program directly contributes to Navy retention by demonstrating

genuine concern for newly reporting personnel.

d. Action

(1) The CMC shall:

(a) supervise the Sponsor Program training process.

(b) review personnel comments in their check-in

questionnaire (Figure 16-6) to ensure the effectiveness of the

Sponsor Program.

(2) The Sponsor Coordinator will:

(a) Notify the division of prospective gain and

request assignment of a division sponsor. Sponsors shall be top

performers (E5 and above) with not less than six months onboard.

The sponsor sets the tone by providing the individual with the

initial positive impression of our command.

(b) Release a Welcome Aboard Message within three

working days on all orders to provide sponsor point of contact

information to the PG as soon as possible. Ensure sponsor

receives a copy of the message.

(c) Maintain a roster of approved command sponsors

and update monthly to ensure accuracy. This list shall be

distributed to Division Officers and LCPOs quarterly.

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(d) Keep a database of the status of all PGs in

order to effectively track status of steps of the “Welcome

Aboard” process.

(3) Division Chiefs shall:

(a) assign a sponsor from prospective work center or

division and forward name to the Sponsor Coordinator.

(b) ensure sponsors are fully trained. Training is

provided through Fleet and Family Service Center.

(c) monitor progress of the assigned sponsor to

ensure the needs of the PG is taken care of.

(4) The Sponsor shall:

(a) be familiar with applicable command procedures

and governing directives and be knowledgeable about available

resources.

(b) contact the gaining person as soon as possible

via telephone, facsimile, letter, or e-mail.

(c) Meet new member upon arrival in the area and

ensure they are settled.

(d) be available to assist the new member during the

check-in process. The sponsor will arrange their work schedule

to accommodate the new member.

16.7.2. Indoctrination Program

a. Governing Directive: NAVPERS 15878H

b. Purpose. To provide procedures for the proper

indoctrination of newly assigned personnel.

c. Discussion. The indoctrination program smoothly

integrates new personnel into FRC West. Goals are to acquaint

newly reporting personnel with the mission, policies and

services of this command; reduce much of the anxiety felt by

newly reporting members and their families, fostering increased

esprit de corps and higher morale. The Command Master Chief is

the overall coordinator ensuring the indoctrination program is

properly executed. All personnel below Division Officer level

reporting to this command will attend indoctrination per

governing directives.

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d. Action. The following personnel will discuss the

following at a minimum:

(1) Commanding Officer. Welcome newly assigned personnel

aboard and discuss personal philosophy, rules for success, and

expectations.

(2) Executive Officer. Welcome newly assigned personnel

aboard, discuss the chain of command, command policy, daily

routine, regulations, and office location.

(3) Command Master Chief. Welcome newly assigned

personnel and discuss the CMC function, office location, legal

(e.g., request mast procedures, off-limits locations), standards

of conduct, attire and grooming, recreation services, chaplain

services, vehicle registration, and command lay-out.

(4) Command Career Counselor. Welcome and discussion of

the CCC role, programs, office location, and training and

education services. Conduct First Term Success Workshop for E-1

through E-4 personnel and Career Development Training Course for

E5 and above personnel.

(5) Senior Section Leader. Discuss duty section rotation

and functions of various watchstanding duties.

(6) Safety Officer/Petty Officer. Department overview

and command safety program.

(7) Command Fitness Leader. Physical fitness program and

command testing cycle.

(8) Command Financial Specialist. Personal financial

management.

(9) Command Drug Alcohol Program Advisor. Discuss DAPA

services.

(10) Command Managed Equal Opportunity Officer. Program

overview and grievance procedures.

(11) NAMP Program Managers. Discuss NAMP Programs and

enter completed training through ESAMS for newly reporting

personnel.

(12) Command Ombudsman. Provide assistance to single

Sailors as well as deployed Sailors and their families.

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(13) Fleet and Family Support Center (FFSC). Discuss

available programs through the FFSC.

(14) Navy College Office. Discuss overview of services

and available educational opportunities.

e. Navy Pride and Professionalism training will be

facilitated during command indoctrination. CCC will maintain a

list of personnel that are qualified to facilitate the training.

16.7.3. Mentorship/IDP Program

a. Governing Directives. CNO Guidance for 2003

COMNAVAIRPACINST 1040.1

b. Purpose. To provide the guidelines and requirements for

the assignment of mentors to all FRC West Naval personnel and

the corresponding management of those assigned designated

command personnel.

c. Background. Mentoring is a relationship in which a

person with greater perspective and experience guides another

person to develop, both personally and professionally. All

personnel will have a mentor designated to assist in their

professional and personal growth. The Mentor Program is designed

to assist and encourage the personal, professional, and

educational growth and development of our Sailors through a

structured exchange of ideas, dialogue and goal setting between

the protégé and mentor.

(1) Effective mentorship ensures that every Sailor has

access to the best information, advice, and guidance and is

aware of the many professional opportunities the Navy has to

offer. The Mentor/Protégé partnership is to augment, not

replace, the formal chain of command, Command Sponsor Program,

and functions of the Command Career Counselor.

(2) All Navy personnel should be involved in mentorship,

ideally in roles as both a mentor and protégé. Mentors should

assist protégés in setting and achieving realistic goals.

d. Action

(1) All command personnel, regardless of rate or rank,

will personally select a mentor within 30 days of reporting. The

30-day window will allow newly reporting personnel sufficient

time to meet and select a mentor from their division or other

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command personnel. If a newly reported member is unable to

select a mentor at the end of the 30-day period, the member’s

divisional coordinator will assign one.

(2) A mentor shall be, at a minimum, one pay grade

senior for E-5 and above. For E-4 and below an E-5/E-6 shall be

assigned.

e. Responsibilities

(1) Mentor Program Manager. Shall be an E-6 or above

designated in writing by the Commanding Officer (CO) after

nomination from Command Master Chief (CMC). The Program Manager

is charged with monitoring the assignment of mentors to all

command personnel within the stated timelines, reviewing mentor

resources, providing periodic mentorship training to command

personnel, and keeping the CO and CMC informed and updated on

the status of the program. The Program Manager shall perform a

quarterly assessment with the CMC to ensure continued success of

the program.

(2) Division Mentor Program Coordinator. Shall be shore

duty personnel only and be designated in writing using Figure

16-7. The coordinator shall:

(a) be directly responsible for the operation of the

Mentor Program within their division.

(b) Assign mentors to all personnel within the

division.

(c) Meet at least semi-annually with each member of

their division and the member’s mentor to review progress

towards the protégée’s goals identified on Figures 16-8 and 16-

9. Utilize Figure 16-10 resources as needed to assist the

mentor/protégé.

(d) give direction, training, and command support to

the Mentor Program and advise mentors within their division as

needed.

(e) ensure completion and maintain a copy of Figure

16-11 upon mentor assignment, maintain records and track

individual training, and maintain a tracking system to ensure

all divisional personnel have been assigned a mentor.

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(f) ensure all assigned mentors within the division

have completed the Mentor PowerPoint training prior to

assignment as a mentor. Ensure completion is entered into

Advanced Skills Management (ASM).

(g) maintain a list of Sailors who, after initial

mentor assignment, elect to terminate a mentor/protégé

relationship.

(3) Mentor. First and foremost, the mentor will be a

volunteer. The role of a mentor is as a trusted advisor and

coach charged with guiding and developing their protégés into

experienced, multi-talented, and professional Sailors. At a

minimum, mentors will be well versed in the requirements for

advancement, off-duty education, Navy Core values, and the

availability of personal and professional counseling services

provided throughout the local area. No mentor shall have more

than eight protégé's at one time. The mentor shall:

(a) utilize Figure 16-11 to establish an agreement

with the protégé. The mentor shall fully discuss the Code of

Conduct and what it means to their protégé as a United States

Sailor and as a member of FRC West. Upon completion, return

Figure 16-11 to the Protégé’s Divisional Mentor Coordinator for

record filing.

(b) utilize Figure 16-8 to establish long and short-

term goals with their protégé.

(c) maintain records of any and all contact with

their protégé while functioning in the mentor role. Items

discussed of a personal sensitive nature will not be divulged to

the chain of command unless the information is of a criminal

nature that must be reported or if the protégé elects command

notification. In the event that a protégé is deployed, weekly

contact is still required. E-mail is an authorized form of

communication and will be maintained for record purposes.

(d) not attempt to bypass normal procedures, chain

of command or to exert pressure or influence on an individual

such as the junior Sailor's supervisor on the protégé's behalf.

(4) Division LCPO and Branch Chief. Screen prospective

mentors within their division prior to assignment of a mentor.

Assign this responsibility based on motivation, experience, and

observed commitment to the Navy and the command.

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(5) Protégé. Someone who commits himself to a mentoring

relationship, takes on new responsibilities and challenges,

seeks feedback, accepts responsibility for their own growth and

development, and is ultimately responsible for their own

personal growth and career development. If the relationship with

their mentor is not producing the desired results, it is their

responsibility to communicate any concerns with their mentor

and/or divisional coordinator. SEAOPDET personnel, while

deployed, are highly encouraged to seek an alternate mentor for

face-to-face contact. During deployments, the protégé is still

required to maintain weekly contact with their assigned command

mentor. The protégé shall:

(a) be committed to learning, open to advice and

guidance, and be willing to accept responsibility for their own

careers.

(b) select a mentor that has the best skills and

experience to help meet individual mentoring goals and

objectives.

(c) consult with their Division Mentor Coordinator if

unable to identify a mentor.

(d) notify their Division Mentor Coordinator if they

desire to terminate or no longer participate in the mentorship

program.

(e) utilize Figure 16-12 to provide feedback to their

mentor.

(f) not attempt to use their mentor to bypass normal

procedures or chain of command or request a mentor to exert

pressure or influence on an individual such as the junior

Sailor's supervisor on their behalf.

16.7.4. Check In/Out Procedures

a. Upon arrival during normal working hours, new personnel

will be directed to the Administration Department for check-in

processing. After normal working hours, the quarterdeck watch

will take the following actions and direct the new arrival to

report to Admin the next working day with their sponsor:

(1) Endorse member’s orders with date and time reported.

(2) Make a log entry showing date and time reported.

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(3) Ensure the member is assigned berthing.

(4) Provide transportation as required.

(5) Provide directions to the Galley and Navy Exchange

facilities.

b. The assigned sponsor will accompany the new person

through the check-in process. A check-in sheet will be provided

during the check-in process with Admin.

c. Detaching. Enlisted personnel in receipt of PCS orders

will be notified through a Transfer Information Sheet which must

be completed and returned to the Administrative Department

within 21 days of receipt regardless of transfer date. This is

to allow sufficient time to prepare mandatory screening

confirmations to higher authority and provide an exact transfer

date for planning purposes. Check-out sheets are given to

members 10 days prior to their last day and must be turned back

in prior to departure. Division Officers will provide a

detachment evaluation two weeks prior to the effective

transfer/discharge date. Personnel shall not detach without a

signed evaluation and all required paperwork.

16.8. Off-duty Civilian Employment

a. Policy. Command members may engage in legitimate and

ethical employment or enterprises during off-duty hours.

Personnel on active duty are in a 24-hour duty status and

military duties take precedence. No person will be ordered or

permitted to leave their regular post of duty to engage in

civilian employment or enterprise.

b. Action. All Service members desiring to obtain off-duty

civilian employment must submit a special request chit prior to

obtaining the employment. Annotate the place of employment and

proposed days and hours of work on the special request chit.

Requests must be routed via the Duty Section Leader and approval

rests with the Division Officer.

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FRC WEST SOY PROGRAM NOMINATION FACT SHEET

(Quarter/Year)

NAME OF NOMINEE (First MI Last)

RATE

ASSIGNED POSITION (SUP/LPO/ect)

DIV/WC

DATE REPORTED ONBOARD

WARFARE DESIGNATOR AW SW FMF SCW

PFA SCORE (most recent PFA)

DATE OF RATE

ACTIVE DUTY SERVICE DATE

EAOS

HOMETOWN

Summary of Action

(Include description of primary and collateral duties, command contribution,

self-improvement efforts, honors, awards, and community activities):

Opener:

Primary Duties:

Collateral Duties:

Command:

Divisional:

Work Center:

Command Contributions/Involvement i.e. JEA/MWR:

Self-Improvement Efforts:

Qualifications:

College Courses completed and credits achieved:

NRTC:

NKO Courses completed:

Honors or Awards:

LOA:

FLOC:

Other:

Community Involvement:

Activity (Hours dedicated)

Figure 16-1 SOY Program Nomination Fact Sheet

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COMMAND SPONSOR AND COMMAND INDOCTRINATION PROGRAMS QUESTIONAIRE

The information you provide will be combined with the responses

of others and will be utilized by the chain of command to

improve the Sponsor and Indoc programs for FRC West. You MUST

include your name so that we may call you for clarification.

Completion of this questionnaire is MANDATORY.

LAST NAME:______________ FIRST NAME: ____________INITIAL:__

RANK/RATE:______________ DEPARTMENT:_______________________

1. Did your former command, prior to transfer, inform you of the

sponsor program and its benefits? □ Yes □ No

2. Did you receive information and communication from the

gaining command in advance of your arrival? □ Yes □ No

a. If yes, was the information an adequate representation

of this command? □ Yes □ No

b. If yes, was the information adequate to inform you

about this geographical area? □ Yes □ No

c. If yes, was the information received in time to permit

adequate advance planning? □ Yes □ No

d. If no, what additional information would have made your

transfer and relocation

easier?_________________________________________________________

________________________________________________________________

3. Did you request/elect to have a sponsor? □ Yes □ No

4. Were you assigned a sponsor? □ Yes □ No

5. Who is your sponsor? ____________________

6. Did your name sponsor contact you prior to your to your

departure form your previous command (via email, phone, or

letter)? □ Yes □ No

7. Were you given last minute orders to transfer or prior to

your graduation from ‘A’ school? □ Yes □ No

Figure 16-2 Sponsor/Indoctrination Questionnaire

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222

8. Did you attempt to contact your sponsor upon receiving your

welcome aboard message? □ Yes □ No

9. Did your sponsor or anyone from the command meet you upon

your arrival at NAS Lemoore? □ Yes □ No

(If No, state possible reason(s) (e.g., my sponsor was not aware of my

time/date of arrival, familiar with the base, etc…)________________

_____________________________________________________________________________

_____________________________________________________________________________

10. Was your sponsor knowledgeable about the command and local

community and able to answer any questions? □ Yes □ No

11. What date did you receive your orders?______________________

12. What date did you transfer from your last command?

_____________

13. Did you attend any school(s) or take leave in transit?

□ Yes □ No

If yes, list dates: __________________

14. How many days were you onboard before attending the Command

Indoctrination Program? _____________

15. Please list topics that you would like to see covered in the

Command Indoctrination Program?

______________________ _______________________

______________________ _______________________

16. Overall, were you satisfied with this Command Sponsor

Program? □ Yes □ No

17. Please list any suggestions you have for improving the

Command Sponsor and Indoctrination Programs.

________________________________________________________________

________________________________________________________________

_________________________________________________

Figure 16-2 Sponsor/Indoctrination Questionnaire (cont.)

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DIVISION MENTOR PROGRAM COORDINATOR DESIGNATION LETTER

Date: __________

From: Mentor Program Manager

To: CPO/PO1 1st A. Sailor, USN, XXX-XX-6789

Subj: DESIGNATION AS DIVISION MENTOR PROGRAM COORDINATOR

Ref: (a) FRCWESTINST 1040.2

1. Per reference (a), you are hereby designated as _____

Division Mentor Program Coordinator for Sailors assigned to your

Division. You will familiarize yourself with the duties and

responsibilities delineated in this instruction.

2. This designation remains in effect until you transfer or are

otherwise relieved of your duties.

__________________________________

Mentor Program Manager

Figure 16-3 Division Coordinator Designation Letter

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PROTÉGÉ INTERVIEW SHEET

Check which applies: Initial Interview or Semi-Annual Assessment

Date of interview:__________Date of 6 month follow-up:__________________

Name: ______ Rate: Department:

Date Reported: ADSD: PRD:_ EAOS:

Current Billet/Date Assigned: ______________________

History of Assignments:

_________________________________________________________________

_________________________________________________________________

Hometown: Previous Occupation:

Background:

_________________________________________________________________

Marital Status: ___ Spouse:

Children/Ages:

Accompanied or unaccompanied:

Family Location: ______

Educational Background:

Educational Plans:

Hobbies:

Short-term Goals:

_________________________________________________________________

Long-term Goals:

_________________________________________________________________

Plan for Achieving Goals:

_________________________________________________________________

Figure 16-4 Protégé Interview Sheet

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MENTORING RESOURCES

Professional:

https://www.nko.navy.mil Navy Knowledge Online

https://www.navyreserve.navy.mil/Pages/default.aspx (Navy

Reserve Force home page)

https://www.bol.navy.mil (BUPERS Online) OSR/PSR, Retirement

Point Capture Sheet

Advancement:

https://www.advancment.cnet.navy.mil Navy Advancement Center

Education:

https://www.navycollege.navy.mil Navy College Website (for SMART

Transcript)

https://www.nko.navy.mil Navy Knowledge Online

http://www.dantes.doded.mil CLEP and DANTES Exam information

Financial:

http://www.dfas.mil DFAS (Military Pay and Compensation)

http://www.tsp.gov Thrift Saving Plan

Other:

http://www.npc.navy.mil/CareerInfo/StayNavyTools/ Stay Navy

Tools

http://www.lifelines.navy.mil (Quality of Life, Benefits)

https://www.netc.navy.mil Naval Education and Training Command

http://www.npc.navy.mil Navy Personnel Command

Figure 16-5 Mentoring Resources

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MENTOR-PROTÉGÉ AGREEMENT

This Mentor-Protégé Agreement is entered into on __________________,

Date

between _______________________ and _____________________________

Protégé Mentor

Date Mentor NKO Course completed: _______________

Approved by Division LCPO, Branch Chief, or Division Officer of Mentor:

__________

Date Division Mentor Coordinator received and filed this form: ________

Purpose. The purpose of this mentor-protégé relationship is primarily for the

professional and personal improvement of our Sailors and their quality of

life development. Additional discussions/guidance may be entertained and

shall be mutually agreed upon.

1. Term. The parties’ relationship shall commence on this date and shall

continue until terminated as provided for in this Agreement.

2. Time Contributions. Each party agrees to devote enough time each week for

the first four weeks of the relationship to establish clear direction. After

the first four weeks of the relationship, each party agrees to devote as much

time as mutually agreed upon to support the goals/objectives.

3. Semi-Annual Assessments. Each party agrees to meet with the protégé’s

Divisional Mentor Program Coordinator at least once every six months to

discuss progress, problem areas, and strategies.

4. Mentor Responsibilities. The Mentor agrees to provide the Protégé with

the fundamental knowledge and tools needed to accomplish the purpose of this

Agreement. The Mentor’s role will be to guide, counsel, and assist the

Protégé as needed to support the identified goals.

5. Protégé Responsibilities. The Protégé agrees to be truthful and candid in

communications with the Mentor. Any and all questions related to the purpose

can and should be asked of the Mentor. There are no “Stupid Questions”. The

Protégé will take all guidance, encouragement, counsel, and assistance

provided by the Mentor in a constructive manner and agree to devote their

best effort towards the completion of tasks designed to fulfill the purpose.

6. Mentor Program Resources. Both parties are encouraged to draw upon any

and all resources provided by the Mentor Program Coordinator and/or the

Divisional Program Coordinator to accomplish any and all subjects discussed.

Figure 16-6 Mentor-Protégé Agreement

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227

7. Mentor-Protégé meetings. Shall not be conducted at off-base

establishments where patronage may bring discredit to or otherwise reflect

poorly upon the U.S. Naval service or command. Both members are to maintain a

professional relationship that respects the differences in paygrade and does

not violate the Department of the Navy’s Fraternization policy. Questions

regarding potentially inappropriate or problematic behaviors should be

directed to the Chain of Command.

8. Termination. The Mentor-Protégé relationship may be terminated by either

or both parties for any of the following reasons:

(a) Incompatibility between the parties

(b) Failure of either party to fulfill responsibilities

(c) PCS of either party

The party initiating the termination will agree to notify the Divisional

Coordinator at least two weeks (14 calendar days) prior to any anticipated

termination. If the prospective termination is due to reasons (a) or (b),

both parties agree to have the matter reviewed by the Divisional Coordinator

and the Mentor’s Chief Petty Officer before the termination goes into effect.

9. Binding. This Agreement is binding upon both parties.

10. Waiver. No waiver or modification of any of the provisions of this

agreement shall be valid unless such change is in writing, signed by both

parties to be changed, and approved by the Division Program Coordinator.

Figure 16-6 MENTOR-PROTÉGÉ AGREEMENT (cont.)

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FLEET READINESS CENTER WEST Our Professional Code of Conduct

HONOR: Trust, Integrity, Respect, Maturity Treats others with respect and dignity, regardless of rank or position.

Fosters an environment of Win-Win cooperation.

Recognizes the unique talent, motivation, and weakness that everyone brings to our job.

Does the right thing…even if no one is watching.

COURAGE: Move forward despite the unknown, moral and ethical courage

in the face of adversity

Displays a calm “can do” attitude but in the quest for greatness accepts there are times it’s

responsible to say “No.”

Listens to and accepts input from others.

Readily admits mistakes. Accepts consequences of their actions.

Accepts the hard decisions even when they may be unpopular.

Provides clear communications. Easily accepts clarification questions.

Acknowledges that change is difficult. Remains open minded to change.

As a leader, trusts subordinates to perform assigned tasks toward mission completion.

As a subordinate, trusts leaders to remove barriers and seek solutions to difficult challenges.

COMMITMENT: Achieve mission, work toward technical mastery, model

professionalism

Strives to be a technical expert in their chosen field.

Committed to self improvement, continuing education, and “sharpening the saw” for self and

Sailors.

Models acceptance of Naval professional standards and traditions through commitment to

presenting a professional uniform, appearance, and attitude.

Develops credibility through alignment of individual behaviors with the Code of Conduct.

Figure 16-6 MENTOR-PROTÉGÉ AGREEMENT (cont.)

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MENTOR FEEDBACK

Empowering the protégé. Is the mentoring relationship

driven by the needs of the protégé and does it emphasize

increasing the protégé’s understanding and ability to

handle problems on their own?

Active listening. Does your mentor act as a sounding board,

helping you explore where a course of action might lead and

to define the gap between what is and what is needed, while

ensuring that you retain ownership of the problem and the

decision about how to solve it?

Providing feedback. Does your mentor listen for both facts

and feelings and provide feedback on the whole message?

Does your mentor provide information, personal insight,

options, and ideas at a time when you are ready for it?

Context shifting. Does your mentor help you see yourself in

a broader, more self-actualizing light?

Confrontation. Does your mentor provide clear, non-

judgmental descriptions of what he/she observes you doing

or intending to do? Does he/she describe the consequences

they anticipate or observe and express how they feel, while

refraining from telling you what to do?

Does your mentor provide encouragement?

Does your mentor help you explore options?

Figure 16-7 Mentor Feedback

FRCWESTINST 3120.1B

1 June 2016

Appendix A: SORM Change Procedures

This enclosure provides procedures to be used in submission of

change requests to the FRC West SORM.

Changes to the FRC West SORM will be indicated on the change

page at the beginning of the SORM and will be effective the date

entered. New issuances of the manual will be made for

significant (including cumulative) changes to the original

document.

All requests for changes must be routed through the appropriate

chain of command and be submitted to the FRC West Administrative

Office via the Division Officer or the Detachment OIC/AOIC.

Corrections for basic clerical/administrative changes can be

sent directly to the Administrative Officer.

________________________________________________________________

Person submitting change:_______________________________________

Detachment/Division requesting change:__________________________

Chapter and sub-chapter of SORM article:________________________

Governing directive (include chap/sect/pg, etc for ease of

research: ______________________________________________________

Change Requested: ______________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

Impact if change is not incorporated (if applicable): __________

________________________________________________________________