Transcript of "Crm chapter 2 v20110909v draft frs"
Chapter 2<br />Roles of Personnel<br /> <br />1. Purpose. This chapter provides detailed information on the roles and responsibilities of all members of the Command Family Readiness Team – the organization within a command responsible for the execution of the Command, Personal, and Family Readiness Program (CPFRP). Where applicable this chapter will also identify differences between Active and Reserve Component programs. <br />2. Command Family Readiness Team. The Command Family Readiness Team (CFRT) executes the CPFRP as directed by the Commanding Officer. The CFRT is a partnership between command leadership and military family representatives to provide a problem-solving body for command Sailors, their spouses, dependents, and other Sailor-designated persons. <br /> <br />3. Roles and Responsibilities <br /> <br /> a. Commanding Officer. The CO’s role and responsibilities in the CPFRP are the same as the role and responsibilities in every other operational aspect of the command. Sailors look to their CO for leadership, guidance, example, advocacy and boundaries. Sailor’s families look to the CO for the exact same things. Although the following task list is directive in nature, it may not be all inclusive. The CO must use professional and personal experience and judgment to leverage the unique aspects of their command to address and mitigate challenges and to determine if the following tasks are sufficient to support Sailors and families adequately. The CO is strongly encouraged to seek advice from the NECC Family Readiness Director, should any questions arise that cannot be answered with information contained in their instruction. <br /> (1) CO’s shall establish and maintain a CPFRP in accordance with this instruction. Consideration should be given to the unique challenges of the command, e.g., geographic location. The program must be accessible to all members of the command, their spouses, other dependents and Sailor-designated persons. <br /> <br /> (2) CO’s shall use all resources, agencies, and organizations available to them to accomplish to establish and maintain a CPFRP. <br /> (3) CO’s shall prioritize the CPFRP comparable to operational functions and become familiar with the concepts, purposes, and actions outlined in chapter 1 and ensure Sailors and their families understand the roles and duties of the CFRT.<br /> <br /> (4) CO’s shall serve as a role model and advocate for the CPFRP. <br /> <br /> (5) CO’s are encouraged to assign in writing a service member from the command in the pay grade of E7 or above to serve as the command Family Readiness Officer (FRO). The liaison may be an officer, senior enlisted member, or civilian employee of the command in accordance with reference ( )OPNAVINST 1754.5B pg 6 para 3.<br /> <br /> (6) CO’s are authorized to assign deputy FROs to address unique challenges within their organization such as size, need or geographic separation. This decision is based on the CO’s judgment and intent for their program, and will be sourced internally. <br /> <br /> (7) CO’s should request a brief from the local supporting <br />Fleet and Family Service Center Representative to become familiar with the local Navy, Sailor and family programs within 30 days of taking command and meet with the Information and Referral Specialist for training within 45 days.<br /> (8) CO’s shall require their FRO to participate in any scheduled command indoctrination briefs. <br /> <br /> (9) CO’s shall schedule CFRT training via the NECC Family Readiness Director within 30 days of assuming command and attend the training (in person, via portal, teleconference, or VTC) within 60 days of taking command. In order to build CFRT cohesion it is recommended that all members of the existing CFRT attend training in company with the CO even if they have already completed training. This will facilitate information sharing about the command’s current CPFRP climate and unique challenges in a convenient setting. It also affords an opportunity for the CO to discuss their vision and intent of the CPFRP with all members of the CFRT. Figure 2-1 is a training matrix listing all required/recommended training and periodicity for all members of the Family Readiness Command Team. <br /> (10) CO’s shall actively participate in the interview and appointment process for all CFRT members. In accordance with reference (a) the CO’s will screen, select and appoint in writing at least one Ombudsman (spouse of command Sailor) as deemed necessary by the commander considering the unit’s mission, size, geographic locations and need. CO’s should consider appointing additional Ombudsmen and Deputy FROs for geographically displaced detachments. The CO shall ensure volunteers attend CPFRP training within the time periods listed in Figure 2-1. Further guidance on volunteer management is contained in chapter 5. <br /> (11) CO’s shall publish a CPFRP policy statement to outline the vision and intent of the CPFRP within 30 days of completing CFRT training. The CPFRP policy statement should be similar in format to an Equal Opportunity or Sexual Harassment policy statement. The CO’s CPFRP policy statement should reflect an understanding of the concepts, purposes and actions outlined in chapter 1 including clear expectations for Sailors to participate in and be accountable for their personal and family readiness. <br /> <br /> (12) CO’s are encouraged to conduct a family readiness assessment provided by the NECC Family Readiness Director within 30 days of assuming command. Due to legal constraints commands are prohibited from creating their own survey. The data collected will help identify strengths and concerns as well as tailor their CPFRP to the specific needs of their Sailors and families. This data can also be used to leverage findings and produce information for use by the command Family Readiness Council as well as the NECC Force Family Readiness Council. Additional re-assessments will be at the discretion of the CO. <br /> (13) CO’s shall ensure compliance with requirements for Operational Security (OPSEC) and Personally Identifiable Information (PII) per references (b) and (c) respectively. <br /> <br /> (14) CO’s shall ensure compliance with public law and reference (a),(d), and (e) in the case of casualty operations. Specifically: <br /> <br /> (a) The FRO, Ombudsman, FRG Leaders or civilians shall not be involved in the casualty notification process or follow-on casualty assistance. The notification process is defined as the initial notification. Follow-on casualty assistance is defined as any assistance the Casualty Assistance Calls Officer (CACO) may provide to the family with regard to the casualty affairs of a deceased Sailor. <br /> <br /> (b) CO’s shall consult with the CACO and then determine guidance for follow-on survivor specific support, if any, to be offered by members of the command <br /> <br /> (c) CO’s are not authorized to release any information about a deceased Sailor until 24 hours after all next of kin have been notified and a Navy press release has been made public. <br />(15) CO’s shall consult with their CFRT members to develop a baseline Crisis Response Plan and a proactive Communications Plan with the understanding each event is situational. This shall include imminent national disasters, casualties, and deaths of either Sailors or immediate family members.<br /> <br /> (16) CO’s should regularly incorporate personal and family readiness education into command training. <br /> <br /> (17) CO’s shall ensure that Sailors are notified of opportunities to participate in CPFRP training and events. <br /> <br /> (18) CO’s shall oversee the receipt, budget, and execution of all CPFRP expenditures. CO’s determine CPFRP spending priorities within DoD’s fiscal and legal guidelines, and are the final approval authorities for all expenditures of CPFRP funds. See chapter 7 for further guidance on funding the program. <br /> <br /> (19) Per reference (a), CO’s shall ensure volunteers are recognized during Volunteer Appreciation Week (usually in April), Ombudsman Appreciation September 14, Military Spouse Appreciation Day, and at other appropriate times. See reference ( ) OPNAVINST 1750.1F Enclosure (6) page 4 para 7 for general guidelines.<br /> <br /> (20) Per reference (a) CO’s shall initiate, monitor, or participate in any administrative process such as appointments, revocation of appointments/command endorsement, and grievance matters. <br /> <br /> (21) CO’s shall establish reliable communications between the command and families to strengthen the CPFRP. Per reference (f) (NAVADMIN 295/10) CO’s shall provide official CPFRP communication to Sailors, spouses and Sailor designated persons at least once monthly. Definitions of communications means and delivery methods are specified in Chapter 5. <br /> <br /> (22) CO’s shall establish a Crisis Communication Plan by which information is disseminated to Sailors and their families in the event of a crisis. <br /> (23) CO’s shall conduct CFRT meetings with enough frequency to ensure members of the team are familiar with current family readiness issues. CO’s may also consider their meeting to fall in conjunction with the monthly Ombudsman meeting. <br /> <br /> (24) CO’s shall conduct training with COS/XO/CMC regarding contact sheets and NECC family care plan.<br />(25) CO’s will review FRG by-laws prior to permitting an FRG to use the command name. COs will ensure the FRG does not improperly use the command name in a way that either implies Navy endorsement or is otherwise discrediting to the command or the United States Navy.<br />(26) CO’s will protect personal information about command members and dependents, releasing it only per reference (f) and (g). Commanding Officers will ensure that written consent is obtained from command members before any release of personal information to an FRG.<br />(27) Per references (d) and (h), CO’s shall designate an official command liaison (“FRO”) to the FRG. The command liasion (“FRO”) may officially represent the command and act in an advisory capacity to the FRG in discussions of matters of mutual interest. In this manner, the command liaison (“FRO”) serves as a conduit of information between the command and the FRG. The command liaison (“FRO”) may not direct or otherwise be involved in matters of management or control of the FRG. <br />(28) Per reference (g), CO’s may accept voluntary services from FRG members and may authorize reimbursement of qualifying expenses for official volunteers.<br />(29) CO’s may provide logistical support, such as access to command spaces, use of equipment, and command representatives, for permissible FRG events, consistent with section 3-211 of reference (h) and available resources.<br />(30) CO’s will not endorse off-base FRG fundraisers when the FRG solicits from anyone other than command members or their dependents, and when using proceeds of a fundraiser to benefit someone other than the command members and their dependents. For example, the CO will not endorse FRG solicitation of local businesses or FRG fundraiser to benefit a charity of the FRG’s choosing.<br />(31) CO’s will not solicit or accept gifts on behalf of an FRG.<br />(32) CO’s will not directly manage or control an FRG.<br />(33) CO’s will, in those instances where FRGs are not complying with applicable rules or conditions for continued support, revoke FRG permission to use the command name, deny requests to endorse or otherwise support FRG events or fundraisers, and decline to accept gifts or services from the FRG. Any such action will be communicated to the installation Commanding Officer for his or her awareness.<br /> b. Reserve Component Commanding Officer. Reserve Component (RC) CO’s shall comply with the same criteria identified for Active Component CO’s with the following additional responsibilities.<br /> <br /> (1) RC CO’s shall ensure compliance with the Yellow Ribbon Reintegration Program (YRRP) established by reference (i) and outlined in chapter 8. <br /> <br /> (2) RC CO’s shall submit requests through the operational chain of command to the Joint Family Resource Center (JFRC) for Joint Family Support Assistance Program (JFSAP) support at least 30 days prior to the YRRP event. Requests should be submitted via http://jfsap.mhf.dod.mil. <br /> <br /> c. Chief of Staff (COS)/Chief Staff Officer (CSO)/Executive Officer(XO). The COS/CSO/XO is expected to set the example, communicate, and implement the vision and intent of the CO’s CPFRP. The COS/CSO/XO will coordinate with the FRO on all personal and family readiness matters. This includes the intangible mission of cultivating an understanding and appreciation within the officer wardroom of the importance of the CPFRP. <br /> (1) The COS/CSO/XO shall, through personal involvement and emphasis require subordinate leaders to advocate for the utilization of the personal and family readiness opportunities offered through Navy Sailor and family programs/resources (see chapter 8). <br /> <br /> <br /> (2) The COS/CSO/XO shall assist the CO as the senior officer advisor to ensure Sailors maintain a constant state of personal and family readiness and initiate action to hold Sailors accountable for their comprehensive readiness.<br /> <br /> (3) The COS/CSO/XO shall keep apprised of all policies of the CO and disseminate that information to the command’s personnel, Ombudsman and FRO. <br /> <br /> (4) The COS/CSO/XO shall serve as an additional source of Information and Referral (I&R) resources for the FRO, Sailors and families. <br /> <br /> (5) The COS/CSO/XO shall attend Family Readiness Command Team meetings. <br /> <br /> (6) The COS/CSO/XO shall attend CFRT within 60 days of reporting to the command. <br /> (7) The COS/CSO/XO shall advise all officers who decline to allow their spouse to participate in the CPFRP or whose spouse declines to participate in the CPFRP on the benefits of the program to their family. Spouses of Sailors will not be coerced to participate. <br /> <br /> d. Command Master Chief. The CMC is also expected to set the example, communicate and implement the vision and intent of the CO’s CPFRP. The CMC will coordinate with the FRO on all personal and family readiness matters relating to enlisted Sailors and their families. This includes the intangible mission of cultivating an understanding and knowledge within the enlisted ranks of NECC Family Readiness Programs. Chiefs Mess and subordinate leaders may offer a unique insight into the problems and challenges faced by the Sailors and their families. <br /> (1) The CMC shall, through personal involvement and emphasis require subordinate leaders to advocate for the utilization of the Sailor and family programs functions, services, opportunities and agencies available to them through the CPFRP and Navy Sailor and family programs/resources.<br /> (2) The CMC shall demonstrate to Sailors and families the importance of personal and family readiness through active and visible presence and involvement in personal and family readiness efforts. <br /> <br /> (3) The CMC shall assist the CO to ensure Sailors maintain a constant state of personal and family readiness and coordinate action with the COS/CSO/XO to hold Sailors accountable for their comprehensive readiness. <br /> <br /> (4) The CMC shall serve as an additional source for Information and Referral resources and actions for the FRO, Ombudsman, FRG Leaders, Sailors and families. <br /> (5) The CMC shall attend CFRT meetings.<br /> <br /> (6) The CMC shall attend Family Readiness Command Team training within 60 days of reporting to the command. <br /> (7) The CMC shall advise enlisted Sailors who decline to allow their spouse to participate or whose spouse declines to participate in the CPFRP on the benefits of the program to their family. <br /> e. Family Readiness Officer (FRO). The roles and responsibilities of the FRO and Deputy FRO are outlined in Chapter 3. <br /> <br /> f. Chaplain. The roles and responsibilities of the command chaplain are inherently dynamic. In addition to ministerial and pastoral duties, the chaplain is in a unique position to provide insight into the emotional and spiritual well-being of the CO’s CPFRP, and to offer timely and relevant advice on issues impacting the CO’s personal and family readiness. <br /> <br /> (1) The command chaplain shall advise the CO about any potential challenges the unit as a whole is facing and recommend appropriate courses of action. <br /> <br /> (2) The command chaplain shall attend all command specific functions where a chaplain’s brief is required, such as Command Indoctrintation. <br /> <br /> (3) The command chaplain shall attend NECC Family Readiness Symposiums; be familiar with the Combat Operational Stress Control Program (COSC), and NECC Total Force Fitness. <br /> <br /> (4) The command chaplain is encouraged to be familiar with all potential resource opportunities to include networking with other command chaplains in order to observe other command’s training activities and civilian faith-based outreach programs. <br /> <br /> (5) The command chaplain shall attend Command Family Readiness Team training within 30 days of assignment. In the event a command chaplain is assigned to a reserve unit the officer shall attend Command Family Readiness Team training within 120 days of assignment. <br /> g. Command Leadership Spouses. The involvement and support of spouses of the CO, XO, and CMC can be an invaluable asset to the CPFRP. The degree of involvement that any of these individuals will have may differ by command and personal interest. Reference (a) allows CO’s to select their spouse, the spouse of the XO or CMC, or another member of the chain of command, to serve as an advocate to the command Ombudsman program. To assist in their leadership role, training is available. It is recommended that leadership spouses attend Ombudsman Basic Training, preferably with their command Ombudsman. This training provides important guidelines and direction in assisting Ombudsman, as well as the requirements of confidentiality <br /> (1) Although leadership spouses may participate in conversations that are of a personal, confidential nature, this does not preclude them from reporting conversations that expose domestic/child abuse or other criminal activity. As Volunteers, per reference (a) leadership spouses are mandatory reporters for purposes of the CPFRP. <br /> <br /> (2) Leadership spouses are encouraged to listen to Sailors and their families and elevate issues concerning family well-being and community needs to the CO and CFRT. <br /> <br /> (3) Leadership spouses should foster a sense of community within the command, support initiatives that contribute to socialization of command members and families, and encourage family members to be good neighbors. <br /> <br /> (4) Leadership spouses are encouraged to help families acknowledge their role and responsibility for individual family readiness self-sufficiency and resiliency. <br /> (5) Leadership spouses should advocate use of Sailor and Family Readiness support systems and training that supports families. <br /> <br /> (6) Leadership spouses are encouraged to share ideas, best practices, and successes with other spouses. <br /> <br /> (7) Leadership spouses are encouraged to support grass-roots problem solving within the command. <br /> <br /> (8) Leadership spouses are encouraged to attend the NECC CFRT Training with the new CO, or within 45 days of accepting the invitation to volunteer. <br /> (9) Leadership spouses are encouraged to attend a COMPASS Class, local C.O.R.E. conferences/FFSC Spouses workshop within 30 days of accepting the invitation, or as soon as a workshop becomes available, in order to better advocate and promote available family readiness training. Command Leadership School for spouses is also a recommended class to assist in understanding and the execution of your position.<br /> <br /> (10) Leadership spouses will comply with OPSEC and PII requirements as outlined in references (b) and (c)should they accept the invitation to participate. OPSEC training, PII training, and signing a Volunteer Service Agreement must be completed within 90 days of accepting the invitation to volunteer. While providing services within the scope of their volunteer duties, leadership spouses are afforded the same tort liability protection as government employees under the Federal Tort Claims Act, reference (l). Leadership spouses are authorized access to email distribution lists, or other such information, that may contain PII only for the purposes of assisting the Ombudsman and FRG Leaders in the event these individuals are unable to fulfill their duties. <br /> <br /> (11) Leadership spouses that choose to hold a volunteer position are required to include a signature block on all CPFRP related emails with at least the following information and subject to the below limitations. Email distribution lists shall not be used to announce non-CPFRP events or solicit non-CPFRP related materials or donations. <br /> <br /> (a) Name. <br /> <br /> (b) Position/title (i.e. Commander’s Spouse or CMC’s Spouse). <br /> <br /> (c) Leadership spouses email and/or phone number for contact purposes or include the Ombudsman’s contact information. <br /> <br /> (d) Leadership spouses may not include a favorite quotation, inspirational saying or tagline in their signature block. <br /> <br /> (e) Disclaimer: Information is distributed in this email as information of common interest for military members and their families/designated-contacts. Use of this information does not advertise nor imply endorsement of any non-federal entity, commercial or otherwise, by the Department of Defense, U.S. Navy or this command. <br /> <br /> h. Command Ombudsman. The Command Ombudsman supports the command mission by providing communication, outreach, resource referral, information, and advocacy to and for command families. Per reference (a) the Ombudsman is a volunteer who is the spouse of an active duty or selected reserve member. If the CO is unable to select the spouse of an active duty or reserve command member, refer to reference (a) enclosure (1) for waiver procedures. In the event a spouse does not volunteer, a designated parent/extended family member of an enlisted/officer member may fill the position upon approval from CNIC. (The CO shall appoint, in writing, at least one Ombudsman, although it may be beneficial to appoint more than one due to the size and mission of command to ensure that all constituencies are provided a voice to the CO. When two or more Ombudsman are appointed, it is vitally important to maintain clear lines of communication and prevent conflict detrimental to the individuals involved. If the CO, XO, CMC spouse is Ombudsman certified they may fill the position on a temporary basis. Recommendations from incumbent Ombudsman and/or other CFRT members should be considered when appointing a new Ombudsman. However, the CO has the final decision on Ombudsman appointment. Ombudsmen must undergo the screening, interview, selection, and appointment process that the CO has put in place. A probationary period of six months for a first time ombudsman and three months for an experienced ombudsman is recommended. <br />Ombudsmen should submit a resignation letter when:<br /> (1) There is a change of command.<br /> (2) They can no longer perform their assigned duties.<br /> (3) They are unable to work effectively within their chain of command. <br /> (4) Their spouse transfers to another command, retires, or otherwise separates from the command. <br />As a courtesy, when a new CO reports, the incumbent Ombudsman should submit a letter of resignation. The new CO may ask the Ombudsman to remain until a new Ombudsman is trained and in place, or the incumbent Ombudsman may be reappointed. <br />Per reference (a) and (d) the Command Ombudsman may collaborate with the FRG on behalf of the command, but shall not serve as an FRG officer (President, Vice President, Treasurer, Secretary, or committee chair). <br />However, they may assist the CFRT in marketing the establishment and creation of the FRG. They may also serve as the SME for information and referral to the FRG. More information on this function is available at: http://www.cnic.navy.mil/CNIC_HQ_Site/WhatWeDo/<br />FleetandFamilyReadiness/FamilyReadiness/FleetAndFamilySupportProgram/<br />OmbudsmanProgram/OmbudsmanProgramOverview/index.htm<br /> (1) NECC Force Ombudsman. The Roles and Responsibilities of the Force Ombudsman are the same as the command Ombudsman. The relationship between the Force Ombudsman, Echelon IV Ombudsmen, and command Ombudsmen will be one of communication and not direction. This position supports distribution of information between subordinate commands within NECC and the Type Commander. Mentorship and advocacy are two key components in making this position a success, as well as, taking the initiative to be engaged with lower echelon leadership, Ombudsmen and families within the NECC Force. A seasoned Ombudsman should hold the position of the Force Ombudsman. <br /> (2) NECC Staff Ombudsman. Per reference (a) commanders should appoint an Ombudsman for their staff only. The Staff Ombudsman may serve in an advisory capacity to the commander on matters affecting service members and their families within their area of command responsibility. This is for reporting purposes only. There is no hierarchy within the Ombudsman Program and there are not prescribed supervisory roles over other Ombudsman. Supervision of ombudsman is the responsibility of the CO and of their designated representatives. <br /> (3) Additional Ombudsmen responsibilities are defined below. <br /> <br /> (a) Ombudsmen shall work with the CFRT to support the CPFRP and the CO. <br /> <br /> (b) Ombudsmen shall serve as the liaison between command families and the command, keeping the CO informed of general morale, health, and welfare of the command’s families. <br /> <br /> (c) Ombudsmen shall attend all CPFRP meetings as directed by the CO. <br /> <br /> (d) Ombudsmen shall develop and distribute a command approved monthly or quarterly family readiness communication tool (ie. Facebook, command newsletter). If the Ombudsman is designated by the CO to create/maintain a social networking/media site for the command they shall request social networking/media site training from NECC Strategic Communications staff prior to initiating or updating any social networking/media site, regardless of the registration status. All social networking/media sites must be registered at http://www.navy.mil/media/smd.asp. <br /> <br /> (e) Ombudsmen shall serve as a gauge of the strength and overall well-being of the CPFRP to the command team. <br /> <br /> (f) Ombudsmen shall participate in CFRT planning and assessment activities as determined by the CO. <br /> <br /> (g) Ombudsmen shall attend and participate in family readiness-related functions such as pre, mid, and post deployment events, family days and other functions the CO deems appropriate. <br /> <br /> (h) Ombudsmen shall exemplify the CO’s vision and intent. <br /> <br /> (i) Command ombudsman shall attend Basic Ombudsman Training provided by FFSC within 30 days of appointment; priority is given to the timeliness of training and not to the other participants within the class. Ombudsmen shall also attend PII training via http://www.doncio.navy.mil/TagResults.aspx?ID=36 within 30 days of appointment. Upon verification of PII training completion, Ombudsmen shall apply for their LAC card via their command FRO. <br /> (j) Ombudsman shall take the NECC CFRT within 30 days of appointment. <br /> (k) Ombudsmen are strongly encouraged to attend a Compass workshop within 90 days of appointment, or as soon as a workshop becomes available within your region in order to better advocate and promote the Compass program. <br /> <br /> (l) Ombudsmen shall comply with OPSEC and PII requirements as outlined in references (b) and (c), respectively within 90 days. While providing services within the scope of their duties, the Ombudsman is afforded the same tort liability protection as government employees under the Federal Tort Claims Act, reference (k). The Ombudsman is authorized access to information that may contain PII only for the purposes of serving in their official duties.<br /> <br /> (m) Ombudsman shall contact a FOCUS representative for a review of their policy and training. See Resource Chapter for further information.<br /> (n) Ombudsman shall take Operational Stress Control training via NECC portal or other means.<br /> <br /> (o) Ombudsman shall include a signature block on all CPFRP related emails with at least the following information. Email distribution lists shall not be used to announce non-CPFRP events.<br /> <br /> 1. Name. <br /> <br /> 2. Command/title (command name, Ombudsman name, (ie. RIVRON ONE command Ombudsman)<br /> <br /> 3. Ombudsman email (1NCDOmbudsman@navy.mil)and phone number for contact purposes. <br /> <br /> 4. Ombudsman may not include a favorite quotation, inspirational saying or tagline in their signature block. <br /> <br /> 5. Disclaimer: Information is distributed in this email as information of common interest for military members and this families/contacts. Use of this information does not advertise nor imply endorsement of any commercial activity or product by the Department of Defense, U.S. NAVY, or this command. <br /> <br /> <br /> (r) Per reference (a), Ombudsmen are mandatory reporters for purposes of CPFRP. <br /> <br /> (s) Per reference (a), Ombudsmen are required to register on the Ombudsman Registry in order to track their volunteer hours. Active duty Ombudsmen must report monthly and Reserve Ombudsmen will report quarterly, unless otherwise instructed by their CO. <br /> i. Family Readiness Group (FRG). Per reference (d), an FRG is a private organization, closely affiliated with the command, comprised of family members, Sailors, and civilians associated with the command and its personnel, who support the flow of information, provide practical tools for adjusting to Navy deployments and separations, and serve as a link between the command and Sailors’ families. FRG’s help plan, coordinate and conduct informational, care-taking, morale-building and social activities to enhance preparedness, command mission readiness, and increase the resiliency and well-being of Sailors and their families. <br />Nature of FRGs. FRGs are an integral part of a support<br />service network that includes ombudsmen, fleet and family support centers (FFSCs), chaplains, school liaison officers, and child development centers at the command-level, to provide services in support of service members and their families. FRGs interact with installation activities (e.g., FFSC; morale, welfare and recreation; chapel) and other Navy affiliated private organizations (e.g., Chief Petty Officers Association, Navy Wives Club of America, Navy League Association, United Services Organization) to help coordinate activities for the support of unit members and their families.<br />Structure of FRGs. FRGs consist of elected officers and<br />group members. Sample by-laws for an FRG are contained in reference (d) enclosure (1). Further details on FRG structure are contained in the U.S. Navy Family Readiness Group Handbook 2011. FRGs are open to all family members, Sailors, and civilians associated with the command and its personnel, In addition, although not required, individual FRG members may be designated as official volunteers. Official volunteers are FRG members who are approved by the command or installation and agree to perform assigned duties under command supervision. See Official Volunteer Activities.<br />Official Volunteer Activities. Per reference (g),<br />Commanders are authorized to accept voluntary services from an appropriate number of FRG members to assist family support programs. Prior to providing volunteer services to the command, volunteers must complete a DD Form 2793. A copy of the signed agreement shall be given to the volunteer prior to their commencement of volunteer services. A person providing properly accepted voluntary services is considered to be an employee of the Federal Government for certain purposes. Therefore, commands must provide official volunteers a clear, written description of duties and scope of responsibilities assigned, provide appropriate training, and supervise performance of those duties. Official volunteers may not release personal information, obtained from the command in the course of official voluntary duties, to the FRG absent proper consent of the individual(s) concerned. Protection of personal information is governed by the Privacy Act and reference (l). Official volunteer duties may not include fundraising, soliciting, or accepting gifts. Official volunteers will adhere to the same standards of conduct as paid federal employees as outlined in reference (h). Official volunteers are not authorized independent use of government vehicles.<br />Relationship between Ombudsman and FRG. FRGs operate<br />distinctly from the ombudsman, the official Navy representative tasked with improving mission readiness through family readiness. The ombudsman may collaborate with the FRG on behalf of the command, but shall not serve as an FRG officer. An ombudsman may participate in the FRG in a purely personal capacity, but not as the command Ombudsman. <br />Command Support. Installation CO’s may permit properly<br />approved FRGs, that meet the requirements of reference (m), to operate on Navy installations. Individual commands may provide limited logistical support, such as access to command spaces, use of equipment, and command representatives for FRG events, based on the criteria listed in section 3-211 of reference (h) and per reference (m). Questions regarding specific events should be referred to judge advocates in the chain of command.<br />FRG Use of Command Name, Seals, Logos, or Insignia. An<br />FRG may use the name of the command in the name of the FRG, with approval of the Commanding Officer. FRGs may not use seals, logos, or insignia of commands on any FRG letterhead, correspondence, titles, or in association with any FRG programs, locations, or activities. The FRGs status as a private organization must be apparent and unambiguous. Printed material, web sites, and electronic media must include the prominent disclaimer contained in reference (m).<br />Fundraising. As a private organization, an FRG may <br />fundraise. Per references (d) and (h), commanders may officially endorse and approve FRG fundraising events when the fundraising occurs within command spaces and is conducted among their own members or dependents to raise money for the benefit of their own command members or dependents. In regards to fundraising elsewhere on an installation, FRGs will obtain approval of the installation commanding officer to hold fundraisers on base when the location is other than unit command spaces. FRGs may solicit local business or conduct fundraisers off the base; commands do not approve or disapprove such activities. However, FRG members will not solicit gifts or donations on behalf of the command or imply that the Navy officially endorses their fundraising activity. Service members and civilian employees may never solicit donations from contractors, even if acting in their personal capacity as a private member of the FRG.<br />Gifts. An FRG is free to accept solicited and unsolicited <br />gifts offered to the FRG without command approval but compliant with its by-laws. An FRG may never accept a gift on behalf of a command or the Department of the Navy. Similarly, a commanding officer will never accept a gift on behalf of an FRG. Any donation of gifts from an FRG to the command will be processed in accordance with reference (n).<br />Disestablishment. When in the best interest of the FRG to <br />disestablish, the FRG may be dissolved by a vote of its members.<br /> <br /> <br /> NECC CFRTFRO TRAININGOMB TRAININGFRG TRAININGP.I.I. TRAININGCO/XO/CMC/CHAPWithin 30 days By CO direction Within 45 daysBy CO direction Within 45 days FRO/DEPUTY FROWithin* 30 daysWithin* 30 daysWithin 45 daysWithin 90 daysWithin 30 daysOMBUDSMANWithin 30 daysWithin 90 daysWithin 30 days Within 90 daysOFFICIAL VOLUNTEERWithin 30 days Within 90 days<br />* RC FRO Training required within 60 days of assignment.<br /> Daysl VolunteerFigure 2-1.<br />