This document outlines responsibilities and procedures for the Navy Retention and Career Development Program. It discusses the roles of commanding officers, executive officers, command master chiefs, and career counselors in establishing a Career Development Team and conducting Career Development Boards and training. It provides a checklist for commanding officers to establish a successful career development program, including establishing mentoring, tracking qualifications, education plans, and communicating with families. It also summarizes the Perform to Serve application process and variables considered, as well as retention awards programs and takeaways about the importance of the command triad relationship for career information programs.

1. XO/CMDCM Career Development Brief

2. Navy Retention and Career Development Program (OPNAVINST 1040.11C) Responsibilities and Action: From CNO N1 down CO, XO, CMC and CCC responsibilities: Career Development Team (CDT) 100% completion of Career Development Training Course (CDTC) for assigned counselors 30:1 counselor to client ratio Career Development Boards** Reporting CDB’s conducted within 30 days per CCC Handbook Quarterly Career Development Team (CDT) meeting to include CO/XO/CMC/ DH/LCPOs/LPOs

3. CO’s Checklist for Success Establish Career Development Program 􀂃 CDB during first 30 days aboard 􀂃 Mentor Program 􀂃 GENDETS (PACT) closely tracked 􀂃 Defined qualification goals 􀂃 Aggressive Warfare Qual Program 􀂃 Education plan established 􀂃 Reserve transition (as option) discussion early in tour Awards program Encourage Navy survey/poll participation Communicate with families 􀂃 Periodic e-mails to spouse group 􀂃 Periodic letters to families (spouses and parents) 􀂃 Web site “family friendly” 􀂃 Pre-deployment briefings Awareness of PTS gates for SEAOS and PRD Est. strategy with CO/XO/CMC/CCC 􀂃 Review of command retention assessment 􀂃 Review of command advancement result 􀂃 Awareness of retention goals – aggregate and individual ratings (“FIT by retention”) Formalize CMC/CCC Team 􀂃 CCC works directly for CMC Establish Sponsor/Check-in Process 􀂃 Plan for first 72 hours 􀂃 Web site facilitates “Reverse Sponsor” program Strong Indoctrination Program 􀂃 CO/XO/CMC hands-on Establish Retention Program (OPNAVINST 1040.11B) 􀂃 Maximize participation in CMS’s 􀂃 Use www.NPC.navy.mil web site 􀂃 Career Development Team meetings 􀂃 TAP participation 12 mos prior to EAOS RETENTION IS A TEAM CONTACT SPORT

4. PTS Application Browser

5. Perform To Serve (PTS)Algorithm Variables At end of month, applications collected—FR-PTS remains open Fleet RIDE sorts applications by EMC code Year Group (YG) *Algorithm is run* CO’s recommendation for retention verified, applications sorted by: -Paygrade -Selected for advancement, but not advanced -Average of up to last five evaluations ** -Critical NECs held -PFA performance (number of failures in last 4 years) -Proximity to SEAOS/decision point -Based on ECMs review of “rack and stack” results and quotas available, quotas are granted/denied

6. PTS Results

7. Retention Awards Retention Excellence Award (REA) – AKA Golden Anchor Annual Career Development Program Review is required Must meet stats for two quarters during FY -or- benchmarks for FY Retention Honor Roll (RHR) – Quarterly No update to FY 11 benchmarks. Benchmarks for FY 10: Zone A reenlistment rate 55%, B 60%, C 71% Attrition 5.5% or less

8. Take Aways CO, XO, CMC – CCC relationship… Sets tone for career information program and credibility. Stats are stats… they don’t drive career information programs. Where is your program? Internal reviews from CMDCM using assessment External reviews (Ex: NC from 14 reviews 41’s NC and vice versa) ISIC quarterly assist and final last quarter assessment

9. Career Development Questions?