Chapter 2 Roles of Personnel1. Purpose. This chapter provides detailed information on the rolesand responsibilities of all members of the Command Family ReadinessTeam – the organization within a command responsible for the executionof the Command, Personal, and Family Readiness Program (CPFRP).Where applicable this chapter will also identify differences betweenActive and Reserve Component programs.2. Command Family Readiness Team. The Command Family Readiness Team(CFRT) executes the CPFRP as directed by the Commanding Officer. TheCFRT is a partnership between command leadership and military familyrepresentatives to provide a problem-solving body for command Sailors,their spouses, dependents, and other Sailor-designated persons.3. Roles and Responsibilities a. Commanding Officer. The CO’s role and responsibilities in theCPFRP are the same as the role and responsibilities in every otheroperational aspect of the command. Sailors look to their CO forleadership, guidance, example, advocacy and boundaries. Sailor’sfamilies look to the CO for the exact same things. Although thefollowing task list is directive in nature, it may not be allinclusive. The CO must use professional and personal experience andjudgment to leverage the unique aspects of their command to addressand mitigate challenges and to determine if the following tasks aresufficient to support Sailors and families adequately. The CO isstrongly encouraged to seek advice from the NECC Family ReadinessDirector, should any questions arise that cannot be answered withinformation contained in their instruction. (1) CO’s shall establish and maintain a CPFRP in accordancewith this instruction. Consideration should be given to the uniquechallenges of the command, e.g., geographic location. The programmust be accessible to all members of the command, their spouses, otherdependents and Sailor-designated persons. (2) CO’s shall use all resources, agencies, and organizationsavailable to them to accomplish to establish and maintain a CPFRP. (3) CO’s shall prioritize the CPFRP comparable to operationalfunctions and become familiar with the concepts, purposes, and actionsoutlined in chapter 1 and ensure Sailors and their families understandthe roles and duties of the CFRT. (4) CO’s shall serve as a role model and advocate for theCPFRP.
(5) CO’s are encouraged to assign in writing a service memberfrom the command in the pay grade of E7 or above to serve as thecommand Family Readiness Officer (FRO). The liaison may be an officer,senior enlisted member, or civilian employee of the command inaccordance with reference ( )OPNAVINST 1754.5B pg 6 para 3. (6) CO’s are authorized to assign deputy FROs to addressunique challenges within their organization such as size, need orgeographic separation. This decision is based on the CO’s judgment andintent for their program, and will be sourced internally. (7) CO’s should request a brief from the local supportingFleet and Family Service Center Representative to become familiar withthe local Navy, Sailor and family programs within 30 days of takingcommand and meet with the Information and Referral Specialist fortraining within 45 days. (8) CO’s shall require their FRO to participate in anyscheduled command indoctrination briefs. (9) CO’s shall schedule CFRT training via the NECC FamilyReadiness Director within 30 days of assuming command and attend thetraining (in person, via portal, teleconference, or VTC) within 60days of taking command. In order to build CFRT cohesion it isrecommended that all members of the existing CFRT attend training incompany with the CO even if they have already completed training.This will facilitate information sharing about the command’s currentCPFRP climate and unique challenges in a convenient setting. It alsoaffords an opportunity for the CO to discuss their vision and intentof the CPFRP with all members of the CFRT. Figure 2-1 is a trainingmatrix listing all required/recommended training and periodicity forall members of the Family Readiness Command Team. (10) CO’s shall actively participate in the interview andappointment process for all CFRT members. In accordance withreference (a) the CO’s will screen, select and appoint in writing atleast one Ombudsman (spouse of command Sailor) as deemed necessary bythe commander considering the unit’s mission, size, geographiclocations and need. CO’s should consider appointing additionalOmbudsmen and Deputy FROs for geographically displaced detachments.The CO shall ensure volunteers attend CPFRP training within the timeperiods listed in Figure 2-1. Further guidance on volunteermanagement is contained in chapter 5. (11) CO’s shall publish a CPFRP policy statement to outlinethe vision and intent of the CPFRP within 30 days of completing CFRTtraining. The CPFRP policy statement should be similar in format toan Equal Opportunity or Sexual Harassment policy statement. The CO’sCPFRP policy statement should reflect an understanding of theconcepts, purposes and actions outlined in chapter 1 including clearexpectations for Sailors to participate in and be accountable for
their personal and family readiness. (12) CO’s are encouraged to conduct a family readinessassessment provided by the NECC Family Readiness Director within 30days of assuming command. Due to legal constraints commands areprohibited from creating their own survey. The data collected willhelp identify strengths and concerns as well as tailor their CPFRP tothe specific needs of their Sailors and families. This data can alsobe used to leverage findings and produce information for use by thecommand Family Readiness Council as well as the NECC Force FamilyReadiness Council. Additional re-assessments will be at thediscretion of the CO. (13) CO’s shall ensure compliance with requirements forOperational Security (OPSEC) and Personally Identifiable Information(PII) per references (b) and (c) respectively. (14) CO’s shall ensure compliance with public law andreference (a),(d), and (e) in the case of casualty operations.Specifically: (a) The FRO, Ombudsman, FRG Leaders or civilians shall notbe involved in the casualty notification process or follow-on casualtyassistance. The notification process is defined as the initialnotification. Follow-on casualty assistance is defined as anyassistance the Casualty Assistance Calls Officer (CACO) may provide tothe family with regard to the casualty affairs of a deceased Sailor. (b) CO’s shall consult with the CACO and then determineguidance for follow-on survivor specific support, if any, to beoffered by members of the command (c) CO’s are not authorized to release any informationabout a deceased Sailor until 24 hours after all next of kin have beennotified and a Navy press release has been made public. (15) CO’s shall consult with their CFRT members to develop abaseline Crisis Response Plan and a proactive Communications Plan withthe understanding each event is situational. This shall includeimminent national disasters, casualties, and deaths of either Sailorsor immediate family members. (16) CO’s should regularly incorporate personal and familyreadiness education into command training. (17) CO’s shall ensure that Sailors are notified ofopportunities to participate in CPFRP training and events. (18) CO’s shall oversee the receipt, budget, and execution ofall CPFRP expenditures. CO’s determine CPFRP spending prioritieswithin DoD’s fiscal and legal guidelines, and are the final approvalauthorities for all expenditures of CPFRP funds. See chapter 7 for
further guidance on funding the program. (19) Per reference (a), CO’s shall ensure volunteers arerecognized during Volunteer Appreciation Week (usually in April),Ombudsman Appreciation September 14, Military Spouse Appreciation Day,and at other appropriate times. See reference ( ) OPNAVINST 1750.1FEnclosure (6) page 4 para 7 for general guidelines. (20) Per reference (a) CO’s shall initiate, monitor, orparticipate in any administrative process such as appointments,revocation of appointments/command endorsement, and grievance matters. (21) CO’s shall establish reliable communications between thecommand and families to strengthen the CPFRP. Per reference (f)(NAVADMIN 295/10) CO’s shall provide official CPFRP communication toSailors, spouses and Sailor designated persons at least once monthly.Definitions of communications means and delivery methods are specifiedin Chapter 5. (22) CO’s shall establish a Crisis Communication Plan by whichinformation is disseminated to Sailors and their families in the eventof a crisis. (23) CO’s shall conduct CFRT meetings with enough frequency toensure members of the team are familiar with current family readinessissues. CO’s may also consider their meeting to fall in conjunctionwith the monthly Ombudsman meeting. (24) CO’s shall conduct training with COS/XO/CMC regardingcontact sheets and NECC family care plan. (25) CO’s will review FRG by-laws prior to permitting an FRGto use the command name. COs will ensure the FRG does not improperlyuse the command name in a way that either implies Navy endorsement oris otherwise discrediting to the command or the United States Navy. (26) CO’s will protect personal information about commandmembers and dependents, releasing it only per reference (f) and (g).Commanding Officers will ensure that written consent is obtained fromcommand members before any release of personal information to an FRG. (27) Per references (d) and (h), CO’s shall designate anofficial command liaison (“FRO”) to the FRG. The command liasion(“FRO”) may officially represent the command and act in an advisorycapacity to the FRG in discussions of matters of mutual interest. Inthis manner, the command liaison (“FRO”) serves as a conduit ofinformation between the command and the FRG. The command liaison(“FRO”) may not direct or otherwise be involved in matters ofmanagement or control of the FRG. (28) Per reference (g), CO’s may accept voluntary services
from FRG members and may authorize reimbursement of qualifyingexpenses for official volunteers. (29) CO’s may provide logistical support, such as access tocommand spaces, use of equipment, and command representatives, forpermissible FRG events, consistent with section 3-211 of reference (h)and available resources. (30) CO’s will not endorse off-base FRG fundraisers when theFRG solicits from anyone other than command members or theirdependents, and when using proceeds of a fundraiser to benefit someoneother than the command members and their dependents. For example, theCO will not endorse FRG solicitation of local businesses or FRGfundraiser to benefit a charity of the FRG’s choosing. (31) CO’s will not solicit or accept gifts on behalf of anFRG. (32) CO’s will not directly manage or control an FRG. (33) CO’s will, in those instances where FRGs are notcomplying with applicable rules or conditions for continued support,revoke FRG permission to use the command name, deny requests toendorse or otherwise support FRG events or fundraisers, and decline toaccept gifts or services from the FRG. Any such action will becommunicated to the installation Commanding Officer for his or herawareness. b. Reserve Component Commanding Officer. Reserve Component (RC)CO’s shall comply with the same criteria identified for ActiveComponent CO’s with the following additional responsibilities. (1) RC CO’s shall ensure compliance with the Yellow RibbonReintegration Program (YRRP) established by reference (i) and outlinedin chapter 8. (2) RC CO’s shall submit requests through the operationalchain of command to the Joint Family Resource Center (JFRC) for JointFamily Support Assistance Program (JFSAP) support at least 30 daysprior to the YRRP event. Requests should be submitted viahttp://jfsap.mhf.dod.mil. c. Chief of Staff (COS)/Chief Staff Officer (CSO)/ExecutiveOfficer(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 familyreadiness matters. This includes the intangible mission of cultivatingan understanding and appreciation within the officer wardroom of theimportance of the CPFRP. (1) The COS/CSO/XO shall, through personal involvement andemphasis require subordinate leaders to advocate for the utilization
of the personal and family readiness opportunities offered throughNavy Sailor and family programs/resources (see chapter 8). (2) The COS/CSO/XO shall assist the CO as the senior officeradvisor to ensure Sailors maintain a constant state of personal andfamily readiness and initiate action to hold Sailors accountable fortheir comprehensive readiness. (3) The COS/CSO/XO shall keep apprised of all policies of theCO and disseminate that information to the command’s personnel,Ombudsman and FRO. (4) The COS/CSO/XO shall serve as an additional source ofInformation and Referral (I&R) resources for the FRO, Sailors andfamilies. (5) The COS/CSO/XO shall attend Family Readiness Command Teammeetings. (6) The COS/CSO/XO shall attend CFRT within 60 days ofreporting to the command. (7) The COS/CSO/XO shall advise all officers who decline toallow their spouse to participate in the CPFRP or whose spousedeclines to participate in the CPFRP on the benefits of the program totheir family. Spouses of Sailors will not be coerced to participate. d. Command Master Chief. The CMC is also expected to set theexample, communicate and implement the vision and intent of the CO’sCPFRP. The CMC will coordinate with the FRO on all personal andfamily readiness matters relating to enlisted Sailors and theirfamilies. This includes the intangible mission of cultivating anunderstanding and knowledge within the enlisted ranks of NECC FamilyReadiness Programs. Chiefs Mess and subordinate leaders may offer aunique insight into the problems and challenges faced by the Sailorsand their families. (1) The CMC shall, through personal involvement and emphasisrequire subordinate leaders to advocate for the utilization of theSailor and family programs functions, services, opportunities andagencies available to them through the CPFRP and Navy Sailor andfamily programs/resources. (2) The CMC shall demonstrate to Sailors and families theimportance of personal and family readiness through active and visiblepresence and involvement in personal and family readiness efforts. (3) The CMC shall assist the CO to ensure Sailors maintain aconstant state of personal and family readiness and coordinate actionwith the COS/CSO/XO to hold Sailors accountable for theircomprehensive readiness.
(4) The CMC shall serve as an additional source forInformation and Referral resources and actions for the FRO, Ombudsman,FRG Leaders, Sailors and families. (5) The CMC shall attend CFRT meetings. (6) The CMC shall attend Family Readiness Command Teamtraining within 60 days of reporting to the command. (7) The CMC shall advise enlisted Sailors who decline to allowtheir spouse to participate or whose spouse declines to participate inthe CPFRP on the benefits of the program to their family. e. Family Readiness Officer (FRO). The roles andresponsibilities of the FRO and Deputy FRO are outlined in Chapter 3. f. Chaplain. The roles and responsibilities of the commandchaplain are inherently dynamic. In addition to ministerial andpastoral duties, the chaplain is in a unique position to provideinsight into the emotional and spiritual well-being of the CO’s CPFRP,and to offer timely and relevant advice on issues impacting the CO’spersonal and family readiness. (1) The command chaplain shall advise the CO about anypotential challenges the unit as a whole is facing and recommendappropriate courses of action. (2) The command chaplain shall attend all command specificfunctions where a chaplain’s brief is required, such as CommandIndoctrintation. (3) The command chaplain shall attend NECC Family ReadinessSymposiums; be familiar with the Combat Operational Stress ControlProgram (COSC), and NECC Total Force Fitness. (4) The command chaplain is encouraged to be familiar with allpotential resource opportunities to include networking with othercommand chaplains in order to observe other command’s trainingactivities and civilian faith-based outreach programs. (5) The command chaplain shall attend Command Family ReadinessTeam training within 30 days of assignment. In the event a commandchaplain is assigned to a reserve unit the officer shall attendCommand Family Readiness Team training within 120 days of assignment. g. Command Leadership Spouses. The involvement and support ofspouses of the CO, XO, and CMC can be an invaluable asset to theCPFRP. The degree of involvement that any of these individuals willhave may differ by command and personal interest. Reference (a)allows CO’s to select their spouse, the spouse of the XO or CMC, oranother 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 spousesattend Ombudsman Basic Training, preferably with their commandOmbudsman. This training provides important guidelines and directionin assisting Ombudsman, as well as the requirements of confidentiality (1) Although leadership spouses may participate inconversations that are of a personal, confidential nature, this doesnot preclude them from reporting conversations that exposedomestic/child abuse or other criminal activity. As Volunteers, perreference (a) leadership spouses are mandatory reporters for purposesof the CPFRP. (2) Leadership spouses are encouraged to listen to Sailors andtheir families and elevate issues concerning family well-being andcommunity needs to the CO and CFRT. (3) Leadership spouses should foster a sense of communitywithin the command, support initiatives that contribute tosocialization of command members and families, and encourage familymembers to be good neighbors. (4) Leadership spouses are encouraged to help familiesacknowledge their role and responsibility for individual familyreadiness self-sufficiency and resiliency. (5) Leadership spouses should advocate use of Sailor andFamily Readiness support systems and training that supports families. (6) Leadership spouses are encouraged to share ideas, bestpractices, and successes with other spouses. (7) Leadership spouses are encouraged to support grass-rootsproblem solving within the command. (8) Leadership spouses are encouraged to attend the NECC CFRTTraining with the new CO, or within 45 days of accepting theinvitation to volunteer. (9) Leadership spouses are encouraged to attend a COMPASSClass, local C.O.R.E. conferences/FFSC Spouses workshop within 30 daysof accepting the invitation, or as soon as a workshop becomesavailable, in order to better advocate and promote available familyreadiness training. Command Leadership School for spouses is also arecommended class to assist in understanding and the execution of yourposition. (10) Leadership spouses will comply with OPSEC and PIIrequirements as outlined in references (b) and (c)should they acceptthe invitation to participate. OPSEC training, PII training, andsigning a Volunteer Service Agreement must be completed within 90 daysof accepting the invitation to volunteer. While providing services
within the scope of their volunteer duties, leadership spouses areafforded the same tort liability protection as government employeesunder the Federal Tort Claims Act, reference (l). Leadership spousesare authorized access to email distribution lists, or other suchinformation, that may contain PII only for the purposes of assistingthe Ombudsman and FRG Leaders in the event these individuals areunable to fulfill their duties. (11) Leadership spouses that choose to hold a volunteerposition are required to include a signature block on all CPFRPrelated emails with at least the following information and subject tothe below limitations. Email distribution lists shall not be used toannounce non-CPFRP events or solicit non-CPFRP related materials ordonations. (a) Name. (b) Position/title (i.e. Commander’s Spouse or CMC’sSpouse). (c) Leadership spouses email and/or phone number forcontact purposes or include the Ombudsman’s contact information. (d) Leadership spouses may not include a favoritequotation, inspirational saying or tagline in their signature block. (e) Disclaimer: Information is distributed in this emailas information of common interest for military members and theirfamilies/designated-contacts. Use of this information does notadvertise nor imply endorsement of any non-federal entity, commercialor otherwise, by the Department of Defense, U.S. Navy or this command. h. Command Ombudsman. The Command Ombudsman supports the commandmission 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 dutyor selected reserve member. If the CO is unable to select the spouseof an active duty or reserve command member, refer to reference (a)enclosure (1) for waiver procedures. In the event a spouse does notvolunteer, a designated parent/extended family member of anenlisted/officer member may fill the position upon approval from CNIC.(The CO shall appoint, in writing, at least one Ombudsman, although itmay be beneficial to appoint more than one due to the size and missionof command to ensure that all constituencies are provided a voice tothe CO. When two or more Ombudsman are appointed, it is vitallyimportant to maintain clear lines of communication and preventconflict detrimental to the individuals involved. If the CO, XO, CMCspouse is Ombudsman certified they may fill the position on atemporary basis. Recommendations from incumbent Ombudsman and/orother CFRT members should be considered when appointing a newOmbudsman. However, the CO has the final decision on Ombudsmanappointment. Ombudsmen must undergo the screening, interview,
selection, and appointment process that the CO has put in place. Aprobationary period of six months for a first time ombudsman and threemonths for an experienced ombudsman is recommended.Ombudsmen should submit a resignation letter when: (1) There is a change of command. (2) They can no longer perform their assigned duties. (3) They are unable to work effectively within their chain ofcommand. (4) Their spouse transfers to another command, retires, orotherwise separates from the command.As a courtesy, when a new CO reports, the incumbent Ombudsman shouldsubmit a letter of resignation. The new CO may ask the Ombudsman toremain until a new Ombudsman is trained and in place, or the incumbentOmbudsman may be reappointed.Per reference (a) and (d) the Command Ombudsman may collaborate withthe FRG on behalf of the command, but shall not serve as an FRGofficer (President, Vice President, Treasurer, Secretary, or committeechair).However, they may assist the CFRT in marketing the establishment andcreation of the FRG. They may also serve as the SME for informationand referral to the FRG. More information on this function isavailable at: http://www.cnic.navy.mil/CNIC_HQ_Site/WhatWeDo/FleetandFamilyReadiness/FamilyReadiness/FleetAndFamilySupportProgram/OmbudsmanProgram/OmbudsmanProgramOverview/index.htm (1) NECC Force Ombudsman. The Roles and Responsibilities ofthe Force Ombudsman are the same as the command Ombudsman. Therelationship between the Force Ombudsman, Echelon IV Ombudsmen, andcommand Ombudsmen will be one of communication and not direction.This position supports distribution of information between subordinatecommands within NECC and the Type Commander. Mentorship and advocacyare 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 Ombudsmanshould hold the position of the Force Ombudsman. (2) NECC Staff Ombudsman. Per reference (a) commanders shouldappoint an Ombudsman for their staff only. The Staff Ombudsman mayserve in an advisory capacity to the commander on matters affectingservice members and their families within their area of commandresponsibility. This is for reporting purposes only. There is nohierarchy within the Ombudsman Program and there are not prescribedsupervisory roles over other Ombudsman. Supervision of ombudsman isthe responsibility of the CO and of their designated representatives.
(3) Additional Ombudsmen responsibilities are defined below. (a) Ombudsmen shall work with the CFRT to support theCPFRP and the CO. (b) Ombudsmen shall serve as the liaison between commandfamilies and the command, keeping the CO informed of general morale,health, and welfare of the command’s families. (c) Ombudsmen shall attend all CPFRP meetings as directedby the CO. (d) Ombudsmen shall develop and distribute a commandapproved monthly or quarterly family readiness communication tool (ie.Facebook, command newsletter). If the Ombudsman is designated by theCO to create/maintain a social networking/media site for the commandthey shall request social networking/media site training from NECCStrategic Communications staff prior to initiating or updating anysocial networking/media site, regardless of the registration status.All social networking/media sites must be registered athttp://www.navy.mil/media/smd.asp. (e) Ombudsmen shall serve as a gauge of the strength andoverall well-being of the CPFRP to the command team. (f) Ombudsmen shall participate in CFRT planning andassessment activities as determined by the CO. (g) Ombudsmen shall attend and participate in familyreadiness-related functions such as pre, mid, and post deploymentevents, family days and other functions the CO deems appropriate. (h) Ombudsmen shall exemplify the CO’s vision and intent. (i) Command ombudsman shall attend Basic OmbudsmanTraining provided by FFSC within 30 days of appointment; priority isgiven to the timeliness of training and not to the other participantswithin the class. Ombudsmen shall also attend PII training viahttp://www.doncio.navy.mil/TagResults.aspx?ID=36 within 30 days ofappointment. Upon verification of PII training completion, Ombudsmenshall apply for their LAC card via their command FRO. (j) Ombudsman shall take the NECC CFRT within 30 days ofappointment. (k) Ombudsmen are strongly encouraged to attend a Compassworkshop within 90 days of appointment, or as soon as a workshopbecomes available within your region in order to better advocate andpromote the Compass program. (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, theOmbudsman is afforded the same tort liability protection as governmentemployees under the Federal Tort Claims Act, reference (k). TheOmbudsman is authorized access to information that may contain PIIonly for the purposes of serving in their official duties. (m) Ombudsman shall contact a FOCUS representative for areview of their policy and training. See Resource Chapter for furtherinformation. (n) Ombudsman shall take Operational Stress Controltraining via NECC portal or other means. (o) Ombudsman shall include a signature block on all CPFRPrelated emails with at least the following information. Emaildistribution lists shall not be used to announce non-CPFRP events. 1. Name. 2. Command/title (command name, Ombudsman name, (ie.RIVRON ONE command Ombudsman) 3. Ombudsman email (1NCDOmbudsman@navy.mil)and phonenumber for contact purposes. 4. Ombudsman may not include a favorite quotation,inspirational saying or tagline in their signature block. 5. Disclaimer: Information is distributed in thisemail as information of common interest for military members and thisfamilies/contacts. Use of this information does not advertise norimply endorsement of any commercial activity or product by theDepartment of Defense, U.S. NAVY, or this command. (r) Per reference (a), Ombudsmen are mandatory reportersfor purposes of CPFRP. (s) Per reference (a), Ombudsmen are required to registeron the Ombudsman Registry in order to track their volunteer hours.Active duty Ombudsmen must report monthly and Reserve Ombudsmen willreport quarterly, unless otherwise instructed by their CO. i. Family Readiness Group (FRG). Per reference (d), an FRG is aprivate organization, closely affiliated with the command, comprisedof family members, Sailors, and civilians associated with the commandand its personnel, who support the flow of information, providepractical tools for adjusting to Navy deployments and separations, andserve as a link between the command and Sailors’ families. FRG’s helpplan, coordinate and conduct informational, care-taking, morale-
building and social activities to enhance preparedness, commandmission readiness, and increase the resiliency and well-being ofSailors and their families. 1. Nature of FRGs. FRGs are an integral part of a supportservice network that includes ombudsmen, fleet and family supportcenters (FFSCs), chaplains, school liaison officers, and childdevelopment centers at the command-level, to provide services insupport of service members and their families. FRGs interact withinstallation activities (e.g., FFSC; morale, welfare and recreation;chapel) and other Navy affiliated private organizations (e.g., ChiefPetty Officers Association, Navy Wives Club of America, Navy LeagueAssociation, United Services Organization) to help coordinateactivities for the support of unit members and their families. 2. Structure of FRGs. FRGs consist of elected officers andgroup members. Sample by-laws for an FRG are contained in reference(d) enclosure (1). Further details on FRG structure are contained inthe U.S. Navy Family Readiness Group Handbook 2011. FRGs are open toall family members, Sailors, and civilians associated with the commandand its personnel, In addition, although not required, individual FRGmembers may be designated as official volunteers. Official volunteersare FRG members who are approved by the command or installation andagree to perform assigned duties under command supervision. SeeOfficial Volunteer Activities. 3. Official Volunteer Activities. Per reference (g),Commanders are authorized to accept voluntary services from anappropriate number of FRG members to assist family support programs.Prior to providing volunteer services to the command, volunteers mustcomplete a DD Form 2793. A copy of the signed agreement shall begiven to the volunteer prior to their commencement of volunteerservices. A person providing properly accepted voluntary services isconsidered to be an employee of the Federal Government for certainpurposes. Therefore, commands must provide official volunteers aclear, written description of duties and scope of responsibilitiesassigned, provide appropriate training, and supervise performance ofthose duties. Official volunteers may not release personalinformation, obtained from the command in the course of officialvoluntary duties, to the FRG absent proper consent of theindividual(s) concerned. Protection of personal information isgoverned by the Privacy Act and reference (l). Official volunteerduties may not include fundraising, soliciting, or accepting gifts.Official volunteers will adhere to the same standards of conduct aspaid federal employees as outlined in reference (h). Officialvolunteers are not authorized independent use of government vehicles. 4. Relationship between Ombudsman and FRG. FRGs operatedistinctly from the ombudsman, the official Navy representative taskedwith improving mission readiness through family readiness. Theombudsman may collaborate with the FRG on behalf of the command, but
shall not serve as an FRG officer. An ombudsman may participate inthe FRG in a purely personal capacity, but not as the commandOmbudsman. 5. Command Support. Installation CO’s may permit properlyapproved FRGs, that meet the requirements of reference (m), to operateon Navy installations. Individual commands may provide limitedlogistical support, such as access to command spaces, use ofequipment, and command representatives for FRG events, based on thecriteria listed in section 3-211 of reference (h) and per reference(m). Questions regarding specific events should be referred to judgeadvocates in the chain of command. 6. FRG Use of Command Name, Seals, Logos, or Insignia. AnFRG may use the name of the command in the name of the FRG, withapproval of the Commanding Officer. FRGs may not use seals, logos, orinsignia of commands on any FRG letterhead, correspondence, titles, orin association with any FRG programs, locations, or activities. TheFRGs status as a private organization must be apparent andunambiguous. Printed material, web sites, and electronic media mustinclude the prominent disclaimer contained in reference (m). 7. Fundraising. As a private organization, an FRG mayfundraise. Per references (d) and (h), commanders may officiallyendorse and approve FRG fundraising events when the fundraising occurswithin command spaces and is conducted among their own members ordependents to raise money for the benefit of their own command membersor dependents. In regards to fundraising elsewhere on aninstallation, FRGs will obtain approval of the installation commandingofficer to hold fundraisers on base when the location is other thanunit command spaces. FRGs may solicit local business or conductfundraisers off the base; commands do not approve or disapprove suchactivities. However, FRG members will not solicit gifts or donationson behalf of the command or imply that the Navy officially endorsestheir fundraising activity. Service members and civilian employeesmay never solicit donations from contractors, even if acting in theirpersonal capacity as a private member of the FRG. 8. Gifts. An FRG is free to accept solicited and unsolicitedgifts offered to the FRG without command approval but compliant withits by-laws. An FRG may never accept a gift on behalf of a command orthe Department of the Navy. Similarly, a commanding officer willnever accept a gift on behalf of an FRG. Any donation of gifts froman FRG to the command will be processed in accordance with reference(n). 9. Disestablishment. When in the best interest of the FRG todisestablish, the FRG may be dissolved by a vote of its members.
NECC FRO OMB FRG P.I.I. CFRT TRAINING TRAINING TRAINING TRAINING By CO direction By CO direction Within Within WithinCO/XO/CMC/CHAP 30 days 45 days 45 days Within* Within* Within Within WithinFRO/DEPUTY FRO 30 days 30 days 45 days 90 days 30 days Within Within Within WithinOMBUDSMAN 30 days 90 days 30 days 90 daysOFFICIAL Within WithinVOLUNTEER 30 days 90 days* RC FRO Training required within 60 days of assignment. Figure 2-1.