Crfc sg jun 11

STUDENT GUIDE

FOR

CAREER RECRUITING FORCE CONTINUUM COURSE

S-501-0007

PREPARED BY
NAVY RECRUITER ORIENTATION UNIT (NORU)
385 Millington Avenue
PENSACOLA, FLORIDA 32508

APRIL 2011

STUDENT GUIDE S-501-0007


CHANGE RECORD

Number and Description of Change Entered By Date

Ch. 1 – OR Curriculum added CCH 18APR11

Ch. 2 – Ethics/Prohibited Practices lesson modified CCH 19APR11

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TABLE OF CONTENTS

Contents Page

Change Record 2

Table of Contents 3

Section 1.0 - Course Outline Table 4

Section 2.0 - Security Awareness Notice 6

Section 3.0 - Safety/Hazard Awareness Notice 7

Section 4.0 - How To Use Your Trainee Guide 8

Section 5.0 - Terminal Objectives 10

Section 6.0 - Information Sheet Table 14

Section 7.0 – Problem Sheet Table 14

Section 8.0 – Job Sheet Table 14

Section 9.0 – Assignment Sheet Table 14

Section 10.0 – Diagram Sheet Table 14

Section 11.0 – Course Master Schedule 15

Section 12.0 – Course Lessons 19

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SECTION 1.0
COURSE OUTLINE TABLE

CRFC WEEK 1 Topic Outline Sheet
Lesson Topic 1.1 Ethics & Prohibited Practices 1.1
Lesson Topic 1.2 Operational Stress Control 1.2
Lesson Topic 1.3 GENOFF Programs 1.3
Lesson Topic 1.4 Medical Program Knowledge 1.4
Lesson Topic 1.5 Medical market ID 1.5
Lesson Topic 1.6 Reserve Structure 1.6
Lesson Topic 1.7 Reserve Program Knowledge 1.7
Lesson Topic 1.8 Reserve Market ID 1.8
Lesson Topic 1.9 NAVET/DCO Affiliation 1.9
Lesson Topic 1.10 Career Transition Office 1.10
Lesson Topic 1.11 Reserve Bonus Programs 1.11
Lesson Topic 1.12 Reserve Inst & Mob Dif 1.12
Lesson Topic 1.13 Marketing Operations Plan 1.13
Lesson Topic 1.14 Campus Data Notebook 1.14
Lesson Topic 1.15 Speakers Bureau 1.15
Lesson Topic 1.16 Diversity & Cultural Competence 1.16
Lesson Topic 1.17 Credentialing 1.17
Lesson Topic 1.18 Fitness & Nutrition 1.18
Lesson Topic 1.19 Social Media 1.19
Lesson Topic 1.20 Diversity Recruiting 1.20
Lesson Topic 1.21 Collegiate Management 1.21
Lesson Topic 1.22 Kit Building 1.22

CRFC WEEK 2 Topic Outline Sheet
Lesson Topic 2.1 Processing 2.1
Lesson Topic 2.2 Prospecting 2.2
Lesson Topic 2.3 Fairshare Goaling 2.3
Lesson Topic 2.4 LCPO RPMS 2.4
Lesson Topic 2.5 PRIDE 2.5
Lesson Topic 2.6 Privacy Program 2.6
Lesson Topic 2.7 Training 2.7
Lesson Topic 2.8 Recruiting Personnel Management 2.8
Lesson Topic 2.9 NIT Inspection Trends 2.9
Lesson Topic 2.10 Awards & Incentives 2.10

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SECTION 2.0
SECURITY AWARENESS NOTICE
*****************************************************
This course does not contain any classified material.
******************************************************

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SECTION 3.0
SAFETY/HAZARD AWARENESS NOTICE

This notice promulgates safety precautions for students at Navy Recruiting Orientation Unit
(NORU). All personnel must remain alert for any hazards within the training facilities. At a
minimum, each individual is responsible for knowing, understanding, and observing all safety
precautions applicable to NORU. In addition, you are responsible for observing the following
general safety precautions:

a. Each individual shall report for work rested and emotionally prepared for the tasks at
hand.
b. You shall use normal prudence in all your functions, commensurate with the work at
hand.
c. You shall report any unsafe conditions, or any equipment or material which you consider
to be unsafe, and any unusual or developing hazards.
d. You shall warn others whom you believe to be endangered by known hazards or by
failure to observe safety precautions, and of any unusual or developing hazards.
e. You shall report to the school any mishap, injury, or evidence of impaired health
occurring in the course of your work or during non-training environment.

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SECTION 4.0
HOW TO USE YOUR STUDENT GUIDE

This publication has been prepared for your use while under instruction. It is arranged in
accordance with the topics taught, and is in sequence with those topics. By using the table of
contents you should be able to locate the lesson topics easily. By following the enclosed course
schedule, you should be able to follow the course of instruction in a logical manner.

Under each topic there may be the following instruction sheets:

• OUTLINE SHEETS: Provide a listing of major teaching points. The outline is consistent
with the outline of the discussion points contained on the DDA pages in the lesson plan. It
allows the trainee to follow the progress of lesson topic, to take notes as desired, and to retain
topic information for future reference.

• INFORMATION SHEETS: Amplify supplemental information from the reference materials
for the course, from technical manuals, or from instruction books. You may be tested on this
material during the course.

• PROBLEM SHEETS: Normally used for paperwork troubleshooting when the equipment is
not available. Can also be used for drill-and-practice problems related to the topic.

• JOB SHEETS: Provide step-by-step instructions for developing your skills in performing
assigned tasks and maintaining the equipment when and where the work is assigned, in the
laboratory or practical areas.

• ASSIGNMENT SHEETS: To assist you in being prepared for the lesson topics and
laboratory/practical exercises BEFORE they are presented by the instructor or occur in the
course.

• DIAGRAM SHEETS: These are used as necessary to simplify the instruction. They are to
aid you in understanding the systems, equipment, or topics presented.

All of the instruction sheets are identified by their unit and lesson topic number. They are
listed in the order of their use. Each lesson topic will contain at least one Enabling
Objective.

The Enabling Objectives listed in this Guide specify the knowledge and/or skills that you
will learn during the course, and reflect the performance expected of you on the job. The
Enabling Objectives specify the knowledge and/or skills you will learn in a specific lesson
topic. You should thoroughly understand the Enabling

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Objectives for a lesson topic and what these objectives mean to you before you start each
lesson topic. Each learning objective contains behavior(s), conditions, and standards. They
are defined as follows:

The behavior is a description of the performance and/or knowledge
that you will learn in that lesson topic;

The conditions under which you will be able to perform or use the
knowledge;

The standard(s) to which you will be able to perform or use the
knowledge.

The objectives provide a means by which you can check your progress during training. The
objectives also enable you to evaluate your training when you have finished, so you can ensure
that you have satisfied the goals of the course. Your instructor will explain the objectives to you
at the start of the course. Feel free to ask for additional information during training if you feel
that you are not learning as you should.

• STUDY TECHNIQUES:

Classroom and laboratory sessions will be conducted by one or more instructors. You will be
responsible for completing the material in this guide, some of it before class time. Prior to
starting to use this guide, read through the front matter and become familiar with the
organization of the material, then follow directions below for each lesson topic:

1. READ the Enabling Objectives for the lesson topic and familiarize yourself with what
will be expected of you.

2. STUDY each reading assignment.

3. WRITE any written assignment.
• EXAMINATIONS AND QUIZZES

Exams and quizzes will be administered as required by the Course Master Schedule. A blitz is an
informal test used to check for understanding, and may be given by your instructor at any time.
These quizzes do not count toward your final grade. In any event, only the material covered will
be tested. All written tests will be in the form of multiple choice, completion, or true/false items.
Performance tests will be provided to test job skills as appropriate. Success on exams is
dependent upon an understanding of the objectives, involvement in class activities, and good
study habits.

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SECTION 5.0
TERMINAL OBJECTIVES

1.1.0 Explain ethical behavior and prohibited practices to include Fraternization, Sexual
Harassment, Government Vehicles, Government Travel Card, and Government Cell
Phones, as it pertains to Navy Recruiting Command Personnel in accordance with Navy
and NRC Directives.

1.2.0 Recognize how Navy Operational Stress Control (OSC) can enhance your ability to
prosper physically, emotionally and professionally.

1.3.0 Identify General Officer Direct Accession and Collegiate programs.

1.4.0 Identify Direct Accession and Collegiate programs; Program Authorizations and
Program Managers.

1.5.0 Identify the marketing plan and timelines for marketing medical programs.

1.6.0 Explain the Reserve Structure.

1.7.0 Explain the NAVET & DCO Programs for Navy Reserve Officers.

1.8.0 Identify the competitive profiles, marketing concepts and timelines for reserve programs.

1.9.0 Define NAVET and DCO affiliation.

1.10.0 Explain the functionality of the Career Transition Office (CTO).

1.11.0 Explain the incentives available for qualified Navy Reserve Officers.

1.12.0 Describe the Mobilization Deferment policy for transition from Active Component to
Reserve Component.

1.13.0 Explain the Officer's Marketing Operation Plan (MOP) including purpose, sections, and
how to create a Plan of Action and Milestones to prevent failure.

1.14.0 Explain the purpose of the Campus Data Notebook (CDN).

1.15.0 Explain the procedures necessary to effectively utilize Navy Recruiting Commands
Speakers Bureau Funds.

1.17.0 Describe the credentialing process for Active/Reserve Dental Corps, Medical Corps
(MC), Medical Service Corps (MSC), and Nurse Corps (NC).

1.18.0 Explain the importance of proper fitness and nutrition in preparation for Officer
Candidate School (OCS) and Recruit Training Command.

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1.19.0 Recognize how social media and social networking benefit Navy awareness.

1.20.0 Demonstrate the ability to maximize Officer Recruiting Diversity Production, utilizing
tools and strategies to become a successful U.S. Navy Officer recruiter in Outreach
Markets.

1.21.0 Describe the Collegiate Management Process and Reporting requirements.

1.22.0 KIT BUILDING

2.1.0 PROCESSING

2.2.0 PROSPECTING

2.3.0 Identify the process of goaling throughout Navy Recruiting Command.

2.4.0 Demonstrate the ability to manage the Enlisted Recruiter Production Management
System as a Leading Chief Petty Officer.

2.5.0 Explain the programs and reports located in the PRIDE System and how they are used in
the enlistment and management of Navy Applicants.

2.6.0 Explain the NRC Privacy Program requirements as outlined in DoD Directive 5400.11,
COMNAVCRUITCOMINST 5211.4 (Series), COMNAVCRUITCOMINST 1130.8
(Series) and COMNAVCRUITCOMINST 1131.2 (Series) as it pertains to Officer and
Enlisted recruitment and processing.

2.7.0 Utilize the Training Program to identify and correct production recruiter deficiencies to
maximize productivity.

2.8.0 Utilize Recruiter Development, Recruiter Qualification, and Recruiter Eligibility Boards
to determine a recruiter’s ability to perform on recruiting duty.
Initiate recruiting personnel actions, including fault/no-fault transfers, and NRD change
of station/move procedures.

2.9.0 Build a Plan of Action with Milestones to correct NIT Inspection discrepancies.

2.10.0 Utilize Navy Recruiting Commands various awards and incentive programs to provide
timely recognition to successful field recruiters.
Back to Course Outline

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OUTLINE SHEET 1.1

ETHICS AND PROHIBITED PRACTICES

A. Introduction

The mission and requirements of Navy Recruiting create a unique environment in which
NRC personnel are consistently placed in situations requiring strict adherence to rules,
regulations and ethical guidelines.

B. Enabling Objectives

1.1.1 Describe NRC Fraternization policy as it pertains to applicants, prospects, DEP
personnel, Future Sailors, and Collegiates.

1.1.2 Explain the policies regarding providing familiarization and/or coaching to prospects,
applicants, DEP personnel, Future Sailors, and Collegiates.

1.1.3 Identify the four different types of recruiting irregularities and investigations.

1.1.4 Describe the authorized use of government vehicles (GOV) to include Domicile to
Duty procedures, credit card use and limitations and emergency/accident procedures.

1.1.5 Explain the policies regarding government cellular phones.

1.1.6 Explain the policies and member responsibilities associated with the Government
Travel Card.

C. Topic Outline

1. Fraternization: Personal relationships that are unduly familiar between recruiting
personnel, prospect, applicants, DEP personnel, Future Sailors, and Collegiates are
prohibited.

a. Prospect. Any person who has expressed to recruiting personnel an interest in
enlisting or receiving an appointment in the U.S. Navy or U.S. Navy Reserve and
who appears to possess the potential, or who may in the future possess the potential
and qualifications for enlistment or appointment.

1) A prospect that expresses a loss of interest in enlistment or appointment shall
continue to be a prospect under this instruction for a period of one year from the
date they express this loss of interest.
2) Individuals who may in the future possess the potential and qualifications for
enlistment or appointment include, but are not limited to, individuals who do not
meet minimum age requirements, who score too low on the qualification testing
but will be eligible to re-test, or who have not completed their education.

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3) An individual who expresses an interest in enlistment or appointment but is
permanently barred under existing regulations is not a prospect.
b. Applicant: Any person who has commenced processing for enlistment or
appointment in any of the Armed Forces.

c. Future Sailor: Any person who accesses into the Delayed Entry Program of the
United States Navy.

d. DEP personnel: Any person who accesses into the Delayed Entry Programs of any of
the Armed Forces.

e. Collegiate: Any individual who has been selected and enlisted into one of the
following programs:

1) Baccalaureate Degree Completion Program (BDCP)

2) Civil Engineer Corps (CEC) Exceptional Student Program

3) Nuclear Power Officer Candidate (NUPOC)

4) Naval Reactors Engineer (NRE)

5) Nuclear Power School Instructor (NPI)

6) Health Services Collegiate Program (HSCP)

f. Recruiting Environment: Any function, gathering or meeting in a public or private
place that recruiting personnel attend in their official capacity.

2. Prohibited Activities. Recruiting personnel shall not:

a. Form or attempt to form a dating, private or unofficial social relationship with anyone
known to be a prospect, applicant, DEP personnel, Future Sailor, or Collegiate.

b. Allow anyone known to be a prospect, applicant, DEP personnel, Future Sailor, or
Collegiate to remain in any recruiting offices except for official business.

c. Allow anyone known to be a prospect, applicant, DEP personnel, Future Sailor, or
Collegiate to ride in any Government vehicle except for official purposes or ride in
the personal vehicle of anyone known to be a prospect, applicant, DEP personnel,
Future Sailor, or Collegiate.

d. Engage in consensual or nonconsensual physical contact with anyone known to be a
prospect, applicant, DEP personnel, Future Sailor, or Collegiate when the contact is
not authorized in the performance of official duties or required in an emergency to
protect against injury, or in self-defense against an unprovoked attack.

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e. Perform body fat measurements on any prospect, applicant, DEP personnel, Future
Sailor, or Collegiate of the opposite sex. If a prospect, applicant, DEP personnel,
Future Sailor, or Collegiate requires measurement and none of the recruiting
personnel at the station are of the same gender of that individual, the measurement
can be delayed until the individual goes to MEPS for processing.

f. Harass any prospect, applicant, DEP personnel, Future Sailor, or Collegiate.
Harassment includes, but is not limited to:

1) Any language or act, which would, measured by an objective standard, constitute
cruelty, oppression or maltreatment under article 93, UCMJ.

2) Abusive language which, when taking due consideration of the individual
sensitivities of the victim, tends to degrade a prospect, applicant, DEP personnel,
Future Sailor, or Collegiate whether directed at or used in the presence of such
person.

g. Use anyone known to be a prospect, applicant, DEP personnel, Future Sailor, or
Collegiate to provide any benefit, financial or otherwise.

h. Allow or invite any prospect, applicant, DEP personnel, Future Sailor, or Collegiate
to enter into, operate or be transported in the recruiting personnel's private vehicle
unless authorized in advance by a POV use authority for official purposes only.

i. Gamble with any prospect, applicant, DEP personnel, Future Sailor, or Collegiate.

j. Solicit or accept, directly or indirectly, anything of value from any source in return
for granting favors, privileges or other preferential treatment to any prospect,
applicant, DEP personnel, Future Sailor, or Collegiate.

k. Borrow money or any articles of value from, lend the same to, anyone known to be a
prospect, applicant, DEP personnel, Future Sailor, or Collegiate.

l. Offer to engage in, or engage in, any unofficial financial or business dealings with
anyone known to be a prospect, applicant, DEP personnel, Future Sailor, or
Collegiate.

m. Photograph or accept any pictures of anyone known to be a prospect, applicant, DEP
personnel, Future Sailor, or Collegiate other than those required for official purposes.

n. Spend the night with, or allow anyone known to be a prospect, applicant, DEP
personnel, Future Sailor, or Collegiate to spend the night in the same home or
apartment without prior command approval

o. Process for enlistment or appointment, any person with whom they developed a
social relationship prior to that person becoming a prospect, applicant, DEP

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personnel, Future Sailor, or Collegiate or prior to learning that person was a prospect,
applicant, DEP personnel, Future Sailor, or Collegiate. Recruiting personnel will
refer such a person to another recruiter and disclose the nature of the relationship to
the Commanding Officer via the Chain of Command.

p. Enter any portion of an establishment known to be a MEPS lodging and/or meal
facility, except that recruiting personnel may enter the main lobby of such a facility
when their official duties make it necessary to assist in the proper check-in and
check-out of an applicant and/or Future Sailor.

q. Coach any prospect, applicant, DEP personnel, Future Sailor, or Collegiate to give
false statements to NRC personnel to include but not limited to; Medical history,
medical processing, criminal history, drug usage, education, and RTC processes or
requirements.

3. Use of Government Vehicles

a. Transportation of military and civilian personnel officially participating in public
ceremonies, military field demonstrations, and parades directly related to official
activities. Transportation of other individuals (e.g., hitchhikers, friends, family
members) is prohibited.

b. Transportation of prospective military recruits may be provided in connection with
interviewing, processing, and orientation.

1) Individuals requesting authorization to use a GOV for transportation between
domicile and place of duty must submit a written request, to an authorized official
prior to the date of such use is requested.

c. Domicile-to-Duty is the use of GOVs for transportation between an individual’s
Domicile and place of duty. It is permitted only when: the Individual has an
assignment or official obligation away from their regular duty station which requires
them to either proceed directly to the place of an assignment, or obligation, without
reporting first to their regular duty station, or to return from such place of assignment
or obligation after normal duty hours.

1) Individuals requesting authorization to use a GOV for transportation between
domicile and place of duty must submit a written request, to an authorized official
prior to the date of such use is requested.

d. Safety Regulations apply to all personnel operating Government-owned or controlled
motor vehicles. Personnel shall comply with current instructions.

1) All vehicle operators will conduct themselves in a manner, which will not
endanger or cause injury to themselves or others.

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2) Safe/defensive driving shall be practiced at all times.

3) No individual shall operate a Government-owned or leased motor vehicle while
consuming, or within a period of eight hours after consuming, any quantity of
alcoholic beverage.

4) Consuming or permitting the consumption of alcoholic beverages by any
occupant of a Government motor vehicle is prohibited.

5) The driver has the responsibility for maintaining the mechanical and cosmetic
condition of the vehicle.

e. Monthly Vehicle Log Report shall be forwarded within 5 calendar days of the end of
each month to the NRD Vehicle Coordinator.

f. Emergency/Accident Procedures. Vehicle operators must report any accidents and
incidents immediately by telephone to the Logistics Support Department and the
chain of command. This includes damage resulting from accidents, thefts, vandalism,
or arising from natural phenomena.

1) Within three working days of an accident, the motor vehicle accident reporting kit,
which is contained in the glove compartment of each vehicle, shall be submitted
by the operator in involved in the accident/mishap to the Logistics Support
Department. If you are involved in an accident:

(a) Take necessary emergency action.

(b) Do not sign or make a statement as to responsibility except to your supervisor
or Government Investigator. Do not engage in arguments at the accident
scene. Do not divulge personal insurance information.

(c) Get names and addresses of all persons involved and extent of injuries, if any.

(d) If it is a serious accident, report by telephone to your supervisor.
g. Credit Card Use. Tight security of credit cards shall be maintained. Upon
completion of a trip and at the end of each working day, credit cards will be removed
from the vehicle and placed in a secure location.

h. On all purchases, the vehicle operator shall ensure that the number of gallons, price
per gallon, value of purchase, vehicle tag number, mileage, and driver’s signature are
on the driver’s copy of the receipt. Copies of all credit card purchase receipts will be
forwarded monthly to the district Vehicle Coordinator. Guidelines are as follows:

1) Use self-service pumps only.

2) Fraudulent use of the credit card is subject to criminal prosecution.

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3) Procurement of the following items with a credit card is unauthorized:

(a) Waxes and polishes

(b) Storages and parking

(c) Tires and tubes

(d) Batteries

(e) Routine repairs

(f) Items for personal use

i. Vehicle Care/Maintenance/Repair. The vehicle operator has the primary
responsibility for maintaining the mechanical and cosmetic condition of the vehicle to
include safety items. If unscheduled or Emergency/After hour repairs are needed and
the GSA MCC cannot be reached for authorization, the driver must notify the
LSO/Vehicle Coordinator.

4. Cellular Telephones

a. Use of cellular telephones is for official business only. Use of the cellular phone for
other than authorized purposes is prohibited.

b. Cellular phone users are encouraged to use government communications lines
whenever possible (i.e., in office). Excessive use of cell phones may result in un-
programmed additional charges such as exceeding contract minutes.

c. Directory assisted calls are very costly, and as a result, are PROHIBITED.

d. The individual assigned a cellular phone is responsible for safeguarding against
unauthorized use, and loss or destruction of the cellular phone and accessories.

5. Government Travel Charge Card. All military and DoD civilian employees are required
to apply for the government travel card. The government travel card is the primary
means by which travelers will receive cash advances, pay for lodging, meals, rental
vehicles, etc. while TAD only. The cardholder will:

a. Limit use of card for official TAD travel expenses only. Use for other than official
business can result in a disciplinary action I.A.W. the UCMJ.

b. Pay financial obligations to bank on time.

c. Notify Agency Program Coordinator of any changes.

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d. Use of the split pay option (mandatory for all military personnel) upon travel
liquidation.
e. Assume liability for all billed charges. Cardholder must pay on time whether or not
reimbursement has been received.

6. Familiarization/Coaching are methods directing, instructing and training a person or
group of people, with the aim to achieve some goal or develop specific skills.

a. Coaching any prospect, Applicant, DEP personnel, or Future Sailor to give false
statements to NRC and RTC personnel is Strictly Prohibited. These include but not
limited to; medical history, medical processing, criminal history, drug usage, and
education.

b. ASVAB Familiarization/Coaching. Several information devices are available to
familiarize applicants with the ASVAB:

(1) Use of the official ASVAB website is authorized

(2) Use of the Enlistment Screening Test (EST) is authorized.

(3) Sample for School Officials. An ASVAB specimen set is a sample for school
Officials to familiarize them with the institutional ASVAB. NRC personnel are
strictly prohibited from using it to familiarize applicants or students.

(4) Study Guides. Several ASVAB information/study guides, such as the ARCO
ASVAB preparatory study guide, have been commercially produced. Use of these
commercial publications by NRC personnel is Strictly Prohibited. It is recognized
that these commercial publications are available to applicants; however, NRC
involvement with these publications is limited to informing applicants that they
are available in some stores. Under no circumstances shall NRC personnel use a
commercial ASVAB study guide to familiarize applicants with the ASVAB. NRC
personnel are prohibited from possessing any ASVAB Study Guides.

(5) Schools. NRC personnel must NOT refer applicants to any commercial ventures
or schools whose purpose is to familiarize applicants with the ASVAB. NRC
personnel may not offer their services to these schools, act as a distributor for
their information materials, or become involved with them in any way.

(6) NRC personnel must be fully aware that acts which are conducive to test loss or
compromise will not be tolerated and that individuals who are found to have aided
or abetted test compromise will be subject to disciplinary action under the UCMJ.

7. Recruiting Irregularities and Investigations

a. Malpractice: Malpractice is concealment of or conspiracy to conceal a disqualifying
factor of an applicant; action to qualify an ineligible applicant in violation of

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directives; or any intentional violation of recruiting policy or procedure, which results
in the processing and enlistment of an ineligible applicant. A person in recruiting,
while dealing with an applicant or processing an application for enlistment is guilty of
malpractice when he/she intentionally violates an established law, regulation, written
policy or directive in order to enlist an applicant who does not meet the basic
enlistment eligibility requirements.

b. Erroneous enlistment: An enlistment agreement into which the government would not
have entered had the true facts been known or had the legal conclusion based on such
facts been correctly reached at that time.

c. Fraudulent enlistment: An enlistment with deliberate misrepresentation, omission or
concealment by an applicant to the government, which, if know at the time, might
have resulted in rejection of that applicant.

d. Misconduct: Conduct that does not affect the enlistment qualifications of the
applicant, but which is in violation of regulations or policy.

e. Every alleged or apparent recruiting or enlistment processing irregularity is to be
acted upon and investigated at the appropriate level to determine if it occurred and
how it could have been prevented.

f. Investigation Procedures: The investigation will be conducted only by an impartial
commissioned officer, Warrant Officer or senior enlisted person, (E-7, E8, or E9).

g. Congressional inquiries. The most common inquires are:

1) Promised reclassification in RTC

2) College graduates promised commissioning after RTC

3) Fraternization

4) Harassment of potential applicants from recruiters

e. CNRC Hotline complaints. Most common complaints are:

1) Quality of life – working hours.

2) Recruiting Procedures – DEP Discharge request.

3) Misconduct – Misuse of GOV vehicle.

4) Command Policies – Relief of position.

8. Summary & Review

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9. Application

10. Assignment: None


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INFORMATION SHEET 1.1-1

ETHICS AND PROHIBITED PRACTICES

A. Introduction

This information sheet provides references and abbreviations used in this lesson.

B. References
1. OPNAVINST 5354.1 (Series), Navy EO Policy
2. COMNAVCRUITCOMINST 1130.8 (Series)
3. COMNAVCRUITCOMINST 5370.1 (Series) Fraternization
4. COMNAVCRUITCOMINST 1137.3 (Series), Invest. & Reporting of Allegations &
Complaints
5. SECNAVINST 5350.15 (Series), DON Core Values
6. COMNAVCRUITCOMINST 4400.1 (Series) Logistics Support Manual
7. COMNAVCRUITCOMINST 2061.2 (Series) Telecommunications Service
8. http://www.asvabprogram.com/index.cfm?fuseaction=overview.test

C. Information

ASVAB Armed Services Vocational Aptitude Battery

BDCP Baccalaureate Degree Completion Program

CEC Civil Engineer Corps

EST Enlisted Screening Test

DEP Delayed Entry Program

GSA MCC General Services Administration, Maintenance Control Center

GOV Government Vehicle

HSCP Health Service collegiate Program

NPI Nuclear Power School Instructor

NRE Naval Reactors Engineer

NUPOC Nuclear Power Officer Candidate

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OUTLINE SHEET 1.2
OPERATIONAL STRESS CONTROL

Terminal Objective:

1.2.0 Recognize how Navy Operational Stress Control (OSC) can enhance your ability to
prosper physically, emotionally and professionally.

Enabling Objectives:

1.2.1 Identify common sources of stress.

1.2.2 Describe indicators of the four phases in the Stress Continuum.

1.2.3 Identify actions for managing stress reactions and injuries and getting help for stress
illnesses.

1.2.4 Explain your role in OSC.

Topic Outline:

1. Introduction

2. What is Stress?

a. The process by which we respond to challenges to the body or mind.

b. Stress can be positive or negative.

3. Operational Stress Control

a. Comprehensive approach to prevent, identify & manage the adverse effects of Operational
Stress and Stress injuries on the health and readiness of Sailors.

b. OSC is not just for “operational” commands in the historic sense. It is for all Navy
personnel, in any mission, any environment.

c. OSC seeks to create an environment where Sailors, commands and families can thrive in
the midst of stressful operations. Just as world-class athletes gain the winning edge by
using every means at their disposal – coaches, trainers, even sports psychologists – our
world-class Sailors need to employ every available resource to stay fit, ready and resilient
as well as seek assistance for stress reactions early before they become problems.

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Causes of Stress
a. The levels of reported stress have shown significant increase in recent years in both the
officer and enlisted ranks.

b. Of the top ten reported causes of stress Navy-wide, most will still apply while on
recruiting duty.

c. Stressors can have different effects on Sailors and their families.

4. Impact of Negative Stress

a. Irritability

b. Physical symptoms (migraine, fatigue, weight gain/loss, trouble sleeping)

c. Decrease in work quality or output

d. Damaged Relationships (personal /professional)

e. Compromise of morals or ethics

f. Depression/Suicide

5. Stress Continuum – Refer to Information Sheet 1.2-1

a. The goal of Navy OSC is to get back to Green.

1. Ready – Green - To stay mission ready. Keep fit, eat right, relax and balance.

2. Reacting – Yellow - To recover and build resilience. Get adequate sleep, talk to
someone you trust.

3. Injured - Orange - To begin healing. Talk to a chaplain, counselor or medical
provider.

4. Ill – Red - To get help. Seek medical treatment.

6. Your Role in OSC

a. Help build positive relationships

b. Help to foster trust

c. Communicate

d. Help others to see the bigger picture

22


e. Refer to the right resources

7. Resources

a. Shipmate, family member, or command leadership

b. Ombudsman

c. Fleet and Family Support Center

d. Doctor, nurse or other medical staff member

e. Military One Source (www.militaryonesource.com)

f. Chaplain/Religious leader (www.navychaplaincare.navy.mil)

g. Navy Operational Stress blog (www.navynavstress.com)

h. Navy Stress Facebook Page (www.facebook.com/navstress)

i. Navy Personnel Command Suicide Prevention (www.suicide.navy.mil)

8. Summary & Review

a. Stress is a fact of life, some stress can actually push us to achieve our personal best, but
it’s important to know how to recognize when stress is becoming a problem. Using the
Stress Continuum can help you learn more about the signs and symptoms of too much
stress, as well as what you can do to help yourself or your shipmates stay healthy.

9. Application

a. None

10. Evaluation

a. CBT

11. Assignment

a. None

12. Back to Course Outline

23


INFORMATION SHEET 1.2-1

OPERATIONAL STRESS CONTROL

A. Introduction

This information sheet provides references used in this lesson.

B. References
1. Navy Operational Stress blog (www.navynavstress.com)

2. Navy Stress Facebook Page (www.facebook.com/navstress)

3. Navy Personnel Command Suicide Prevention (www.suicide.navy.mil)

C. Information

24


OUTLINE SHEET 1.3
GENERAL OFFICER (GENOFF) PROGRAM KNOWLEDGE

Terminal Objective:

1.3.0 Identify General Officer Direct Accession and Collegiate programs.


1.3.1 Describe the difference between OCS and ODS General Officer programs.

1.3.2 Identify General Officer Programs.

Reference:

1. COMNAVCRUITCOM INST 1131.2 (Series)

2. Program Authorizations

Topic Outline:

1. Introduction

2. Introduction to General Officer Programs (GENOFF).

a. What are GENOFF Programs? Usually when someone says GENOFF they mean
everything other than medical and reserves.

b. GENOFF designators include all designators (Unrestricted Line, Restricted Line, &
Staff Corps) that go to Officer Candidate School (OCS) plus a few that go to Officer
Development School (ODS) (JAG, Chaplain, Nuke Instructor and Naval Reactors
Engineer).

c. OCS GENOFF:

(1) 1390 Pilot (Naval Aviator)
(2) 1370 Naval Flight Officers (NFO)
(3) 1160 Surface Warfare Officer (SWO)
(4) 1460 SWO Engineering Duty Officer Option (SWO-EDO)
(5) 1160-1800 SWO Oceanography Option (SWO-METOC)
(6) 1160-1600 SWO Information Professional Option (SWO-IP)
(7) 1160-1640 SWO Information Warfare Option
(8) 1600 Information Professional
(9) 1180 Special Warfare SEAL
(10) 1190 Special Operations EOD, UMCM, ODS, EOM

25


(11) 1630 Special Duty Intelligence
(12) 1640 Special Duty Information Warfare (IW)
(13) 3100 Supply Corps
(14) 1520 Aerospace Maintenance Duty Officer (AMDO)
(15) 1650 Public Affairs Officers (PAO)
(16) 5100 Civil Engineering Corps (CEC)
(17) 5100 CEC Collegiate
(18) 1810 Cyber Warfare Engineer
(19) 1170/1160 NUPOC Sub & Surface
(20) XXX7 Baccalaureate Degree Completion Program (BDCP)

d. ODS GENOFF:
(1) 2500 Judge Advocate General (JAG)
(2) 1950 JAG Student
(3) 4100 Chaplain
(4) 1945 Chaplain Candidate Program
(5) 1210 Nuclear Power School Instructor
(6) 1220 Naval Reactors Engineer

e. GENOFF programs are competitive (i.e. many applicants will not get selected even
though they are qualified). Being qualified to apply does not mean an applicant will be
selected. Selection is based on the whole person concept.

3. Officer Candidate School (OCS) Programs.

a. Pilot

(1) Community Overview

(a) Navy pilots are members of the select, highly skilled Naval Aviation team. The
Navy maintains and operates more than 4,000 aircraft including carrier-based jets,
land-based patrol and reconnaissance aircraft, transport planes and sea and land-
based helicopters.

(2) Age

(a) At least 19 and less than 27 at time of commission.

(b) Waiver up to 24 months for prior AD service.

(3) Education

(a) BA/BS in any major; technical degrees preferred.

(b) Min 2.5 GPA.

26


(4) Testing

(a) OAR-40; AQR-4; PFAR-5; PRT

(5) Training

(a) OCS (12 wks)

(b) API Basic/Intermediate Advanced Winged (18-24 mo)

(c) FRS (6-12 mo)

(6) Obligation

(a) 8 yrs Active Duty from earning wings.

b. Naval Flight Officer (NFO)


(a) Naval Flight Officers (NFOs) are members of the select, highly skilled Naval
Aviation team. NFOs may be radar intercept officers, tactical coordinators or
airborne electronic warfare specialists. The Navy maintains and operates more
than 4,000 aircraft including carrier-based jets, land-based patrol and
reconnaissance aircraft, transport planes and sea and land-based helicopters.

(2) Age


(b) Waiver up to 48 months for prior AD service.

(3) Education

(a) BA/BS in any major.

(b) No restrictions, but technical degrees preferred.

(c) Min 2.5 GPA

(4) Testing

(a) OAR-40; AQR-4; FOFAR-5; PRT

(5) Training

27


(a) OCS (12 wks)

(b) API (6 wks)

(c) Basic/Intermediate/Advanced Winged (15 – 24 mo)

(d) FRS (6 – 12 mo)

(6) Obligation

(a) 6 yrs Active Duty from date of designation as NFO.

c. Surface Warfare Officer (SWO)


(a) Surface Warfare Officers are Navy officers whose training and primary duties
focus on the operation of Navy ships at sea and the management of various
shipboard systems. Their ultimate goal is to command a Navy surface ship. Navy
systems such as the vertical launch system that fires surface-to-air and cruise
missiles require the skills and expertise of people trained in high-tech fields.

(2) Age


(b) Waiver up to 2 yrs for prior AD service.

(3) Education

(a) BA/BS

(4) Testing

(a) OAR – 35+

(b) PRT (higher scores are more competitive)

(5) Training

(a) OCS (12 wks)

(b) DIVO (6 – 10 mo)

(c) SWOS (4 – 6 wks)

28


(d) Complete DIVO tour

(e) Specialty School (3 – 7 wks)

(6) Obligation

(a) 4 yrs Active from date of commission.

(b) Total of 8 yrs Active & Inactive.

d. SWO Engineering Duty Officer Option (SWO-EDO)


(a) Engineering Duty (ED) Officers are the technical leaders of the United States
Navy, and are a unique cadre of Naval officers who are highly educated, and have
a broad continuum of operational experience and engineering expertise. EDs
develop system-engineered, cost effective solutions to meet fleet war fighting
requirements. We lead the integration of research and development, design,
acquisition, construction, modernization, and life cycle management.

(b) Engineering Duty Option Program. Ten Officer Candidate School quotas are
available per year for this program. Officers begin their careers as conventional
Surface Warfare Officers, and can exercise their option to become EDs after
completing their warfare qualification, and a minimum sea tour, typically two
years. Shortly after reporting to their ship, they'll be assigned a local ED mentor,
available to provide information and answer questions.

(2) Age



(3) Education

(a) BS/MS in Engineering or Science.

(b) Req. evidence of academic excellence (B or better avg.)

(c) Top ¼ of class.

(4) Testing

(a) OAR – 35; PRT

29


(5) Training

(a) OCS (12 wks)

(b) DIVO (6-10 months)

(c) SWOS (4-6 wks)


(e) NPS/MITEDO School (6 wks)

(6) Obligation



(c) If NPS/MIT for MS, then additional 3 yrs for 1st yr and month for month
thereafter.

e. SWO Oceanography Option (SWO-METOC)


(a) Special Duty (Oceanography) Officers (designator 180X) are commonly referred
to in the fleet as Meteorology and Oceanography (METOC) Officers. The
METOC Community is a small Restricted Line community of just under 400
officers (0.7% of the Navy's Officer Corps). It is a technically oriented
community that provides meteorological, oceanographic, and Geospatial
Information and Systems (GI&S) support to the fleet. Also, it is a sea going
community; about 16% of our billets are afloat on ships, staffs, or Mobile
Environmental Teams. Seventy percent of our officers currently have warfare
qualifications.

(2) Age

(a) Less than 35 years at time of commissioning.

(3) Education

(a) BS in Physical Oceanography or Meteorology is preferred, but not required.

(b) Min. 2.2 GPA. C+ or better in Calc & Physics.

(4) Testing

30


(a) OAR – 35; PRT

(5) Training

(a) OCS (12 wks)


(c) SWOS (4-6 wks)


(e) Basic Oceanography Accession Training (11 wks)

(6) Obligation



(c) Officers must serve two years following re-designation to 1800 or until the
completion of four years from the date of commission, whichever is greater.

f. IP and SWO Information Professional Option (SWO-IP)


(a) The IP community was established in October 2001 and is one of the newest
officer communities in the Navy. IP officers plan, acquire, operate, maintain, and
secure the Naval network and the systems that support Navy's operational and
business processes to ensure they are reliable, available, survivable, and secure.
They evaluate and integrate cutting edge technologies, innovative concepts, and
essential information elements to ensure a war fighting advantage.
(b) Age Less than 35 years at time of commissioning.

(2) Education

(a) BS in Computer Science, Computer of Electrical Engineering, Math, Physics,
Information Systems or Operations preferred, but not required.

(b) Min. 2.2 GPA. C+ or better in Calc & Physics.

(3) Testing

(a) OAR – 35; PRT

31


(4) Training

(a) IP

i OCS (12 wks)

(b) SWO IP Option

i OCS (12 wks)

ii DIVO (6-10 months)

iii SWOS (4-6 wks)

iv Complete DIVO tour

(5) Obligation

(a) IP & SWO IP Option

i 4 yrs Active from date of commission.

ii Total of 8 yrs Active & Inactive.

(b) SWO IP Option only

i Officers must serve two years following re-designation to 1600 or until the
completion of four years from the date of commission, whichever is greater.

g. Special Warfare SEAL


(a) The word SEAL is an acronym that stands for the environments in which Naval
Special Warfare (NSW) units operate; the Sea, the air and the land. NSW
personnel are organized, trained, and equipped to conduct maritime special
operations across the spectrum of conflict. These highly trained specialists are
deployed worldwide in support of joint and fleet operations. The unique training
regimen in place to produce the basic SEAL operator is based on the four Special
Operations Forces (SOF) Truths: Humans are more important than hardware;
Quality is better than quantity; SOF cannot be mass produced; and, Competent
SOF cannot be created after emergencies occur.

(2) Age


32



(3) Education

(a) BA/BS

(b) Technical degree preferred.

(c) Min 2.0 GPA. (Higher GPA more competitive.)

(4) Testing

(a) OAR – 35

(b) Physical Fitness Screen

i Special Warfare/Special Operations Physical Fitness Screen consists of: swim
50 meters with mask, fins and snorkel to show waterborne confidence with no
time limit; 500yd swim using breast/side stroke in 12.5 min (competitive time
of < 9 min); 10 min rest; minimum of 42 push-ups in 2 min (competitive >
100); 2 min rest; minimum of 50 sit-ups in 2 min (competitive > 100); 2 min
rest; minimum of 6 pull-ups with no time limit (competitive > 20); 10 min
rest; and 1.5 mile run in boots and long pants in 11.5 min (competitive time <
9 min).

(5) Training
(a) OCS (12 wks)

(b) BUD/S (6 mo)

(6) Obligation

(a) 4 years Active from commission or 3 years from completion of training,
whichever is longer.


h. Special Operations Explosive Ordinance Disposal (EOD), Under-water Mine Counter
Measures (UMCM), Operational Diving & Salvage (ODS), Expendable Ordnance
Management (EOM).


(a) The 1140 Navy Special Operations (SPECOPS) community comprises the war
fighting communities of Explosive Ordnance Disposal (EOD) and Under-Water

33


Mine Countermeasures (UMCM) with expertise in Operational Diving and
Salvage (ODS) and Explosive Ordnance Management (EOM). The Community
offers a unique opportunity to motivated men and women who seek early
leadership responsibilities and tough challenges. Assignments are based on
performance, qualification, and personal desires, mirroring the URL warfare
community. All aspects from initial training to command are included in the
organization of the SPECOPS community. Junior officers are immediately trained
as Navy Diving Officers and serve aboard Mine Countermeasures (MCM) and
salvage ships to earn their qualification as Surface Warriors. After training in
EOD, officers are immediately assigned as the Officer in Charge of EOD
detachments, operating throughout the world.

(2) Age

(a) At least 19 and less than 29 at time of application.


(3) Education

(a) BA/BS

(b) Technical degree preferred.

(c) Min 2.0 GPA.

(4) Testing

(a) OAR – 35; Physical Fitness Screen

(5) Training

(a) OCS (12 wks)


(c) SWOS (4-6 wks)


(e) Naval Diving & Salvage Training Center (18 wks)

(f) EOD School (51wks

34


(6) Obligation

(a) 2 yrs Active after EOD School grad. or until completion of previously acquired
min. obligated svc., whichever is longer.


i. Intelligence


(a) Naval intelligence officers provide tactical, strategic and operational intelligence
support to U.S. naval forces, joint and multi-national military forces, and
executive-level decision-makers in our national government.

(2) Age


(b) No waivers.

(3) Education

(a) BA/BS in International Relations, Political Science, Gov’t, Engineering, Physical
or Natural Science, and Comp. Science preferred.

(4) Testing

(a) OAR-35; AQR-3; PRT

(5) Training
(a) OCS (12 wks)

(b) Intel School (5 mo)

(6) Obligation

(a) 4 yrs Active from commissioning.


j. Information Warfare (IW) and SWO IW Option

(a) Modern technology has created a different type of war often referred to as
information warfare. Sea duty opportunities in the IW community takes many

35


forms from TAD deployments onboard ships and submarines, to PCS assignments
aboard aircraft carriers, amphibious units, cruisers and destroyers, to staff
assignments with the numbered fleet commanders. IW officers may be assigned to
flight duty at commands which conduct fleet airborne reconnaissance operations.
The Navy's IW officers perform:

i Naval Information Warfare and related functions as directed by the Chief of
Naval Operations.

ii National Signals Intelligence tasks assigned by the Director, National Security
Agency/Chief, Central Security Service (DIRNSA/CHCSS). These functions
include:

iii Information Warfare (IW) support to deployed ships, submarines, and aircraft.

iv Signals Intelligence (SIGINT) tasks assigned by both CNO and DIRNSA
where appropriate.

v Information Warfare (Protect) to minimize foreign exploitation of the Navy's
electromagnetic system.

(2) Age


(b) No waivers.

(3) Education
(a) IW. BA/BS in Computer Science, Info. Systems, Mathematics, Physics,
Electrical Engineering preferred.

(b) SWO IW Option. BS in Computer Science, Math, Engineering, Physics and
Foreign Area studies with a concentration in Language are preferred, but not
required. Min. 2.2 GPA. C+ or better in Calc & Physics.

(4) Testing

(a) OAR – 35; PRT

(5) Training IW

(a) OCS (12 wks)

(b) Crypto Officer Basic Course (13 wks)

(6) Training SWO IW Option

36


(a) OCS (12 wks)


(c) SWOS (4-6 wks)


(7) Obligation



(c) SWO IW Option: Officers must serve two years following re-designation to 1640
or until the completion of four years from the date of commission, whichever is
greater.

k. Supply Corps

(a) The Supply Corps is the United States Navy's professional staff corps responsible
for the supply phases of naval logistics. The broad responsibilities of the Supply
Corps are closely related to those of many executive positions in private industry
and embrace such areas as financial management, inventory control,
merchandising, transportation, procurement, data processing, and personnel
services, including feeding U.S. naval forces and operating the Navy's Exchanges.

(2) Age


(b) Waiver up to 31 yrs prior to AD service.

(3) Education

(a) BA/BS in Math, Econ., Accounting, Business Admin., Finance, or Comp.
Science/Info. Systems preferred.

(4) Testing

(a) OAR – 35; PRT

(5) Training

37


(a) OCS (12 wks)

(b) Supply Corps School (24 weeks)

(6) Obligation



l. Aerospace Maintenance Duty Officer (AMDO)

(a) Aerospace Maintenance Duty Officer's (AMDOs) are maintenance and logistics
professionals with formal technical and managerial education. AMDOs use their
extensive Fleet experience to provide leadership at all levels of the integrated
logistics and operational support of Naval Aviation. No other designator mirrors
AMDO education, Fleet experience, and knowledge of the integrated logistics
system.
(2) Age


(b) No waivers.

(3) Education

(a) BA/BS in Technical/ Business/Engineering/ Physical Science.

(b) Min 2.0 GPA.

(4) Testing

(a) OAR-35: AQR-3; PRT

(5) Training

(a) OCS (12 wks)

(b) Aviation Maint. Officer School (10 wks)

(6) Obligation

(a) 4 yrs active from commissioning.


38


m. Public Affairs Officers (PAO)


(a) A Navy Public Affairs Officer handles visual, audio and written communications
for internal and public audiences, chooses the best media to deliver information,
responds to reporters, and provides intuitive advice to top-level Navy decision
makers.
Navy Public Affairs Officers manage the flow of news and information for the
Navy, the media and the public.

(2) Age


(b) No waivers.
(3) Education

(a) BA/BS in English, Communication, PR, Journalism, Speech or Broadcasting.

(4) Testing

(a) OAR – 35; PRT

(5) Training

(a) OCS (12 wks)

(b) PAOC(10 wks

(6) Obligation

(a) 4 yrs from date of commission.


n. Civil Engineering Corps (CEC)


(a) Hundreds of naval shore facilities worldwide-like small cities with hospitals,
airfields, power plants, housing, stores, office buildings and much more-make up
the fleet support establishment. As a Navy Civil Engineer Corps (CEC) officers
are a special group of officers in charge of engineering, management, planning,
construction and maintenance of the Navy's shore facilities. Civil Engineer Corps
officers may work in any or all of the following three areas:

39


(b) Contract Management.

(c) Public Works.

(d) Construction Battalions.

(2) Age


(b) Waivers may be considered for those who would not exceed age 35 at
commission.

(3) Education
(a) BS/MS in ABET accredited Engineering program (Civil/ Mechanical/Electrical,
etc.) or NAAB accredited Architecture Program.

(4) Testing

(a) PRT

(5) Training

(a) OCS (12 wks)

(b) CECOS (13 wks)

(c) Three tour areas: 1) Construction Management 2) Public Works 3) SEABEES

(6) Obligation



o. CEC Collegiate

(1) Age


commission.

(2) Education

40


(a) Within 2 yrs of graduation in AABET/ NAAB accredited BS program (1 yr for
MS).

(b) Collegiate: Min 3.0 GPA and "B" or better all science/tech courses.

(c) Applications will not be considered if prospect not already within the 24/36
month windows listed above.

(3) Testing

(a) PRT

(4) Training

(a) OCS (12 wks)

(b) CECOS (13 wks)

(c) Three tour areas: 1) Construction Management 2) Public Works 3) SEABEES

(5) Obligation



p. Cyber Warfare Engineer


(a) The Cyber Warfare Engineer was created as a means of addressing the increased
demand for officers with specific computer network operations (CNO) focused
knowledge, skills and abilities. Initial employment is focused on CNO
capability/tool development under the purview of fleet cyber command. Selection
is based on outstanding technical academic records in the field of computer
science and computer engineering degree programs. After completion of
obligation CWE’s are encouraged to laterally transfer into another community
within the information dominance corps.

(2) Age

(a) Less than 35 years at time of commissioning.

(3) Education

41


(a) BS in Computer Science, Computer Engineering or Electrical Engineering.

(b) Min. 3.0 GPA in all Technical/Math/Science courses.

(c) One year of Calculus and Calculus-based Physics with a minimum grade of B.

(4) Testing

(a) PRT

(5) Training

(a) ODS (5 wks)

(6) Obligation



q. NUPOC Sub


(a) Nuclear Trained Officer's first tour of duty is spent learning and overseeing the
operations of a nuclear propulsion plant, this is only a foundation on which much
higher levels of responsibility are built. After mastering the engineering spaces
and the theories behind nuclear power, junior officers learn more about
communications, navigation, armament capabilities, and the tactical employment
of the platform.

(2) Age


(b) Waiverable to 31.

(3) Education

(a) BA/BS/MS in preferred majors: Math, Physics, Engineering, and Chemistry.

(b) Within 2 ½ years of graduation (1yr - MS), with a minimum of:

i 1 yr Calculus with C or higher

ii 1 yr Calculus-based Physics with C or higher

42


iii Calculus must be through differential and integral calculus of one real
variable. Physics must cover the classic fundamentals of mechanics,
magnetism, and electricity.

(4) Testing

(a) PRT

(5) Training (SUB)

(a) OCS (12 wks)

(b) NPS (6 mos)

(c) Prototype (6 mos)

(d) Sub School (13 wks)

(e) Fleet qualify DNR, Wash., DC for Engineering Exam

(6) Training (SURFACE)

(a) OCS (12 wks)

(b) DIVO (6-10 mos)

(c) SWOS (4-6 wks)


(e) NPS (6 mos)

(f) Prototype (6 mos)

(g) Fleet qualify DNR, Wash., DC for Engineering Exam

(7) Obligation

(a) 5 yrs from date of commission.


r. BDCP (1160, 1370, 1390, 1460, 1860, 1520, 1630, 1640, 1800, 3100, 5100)

(1) Program Overview

43


(a) BDCP a very financially rewarding program for applicants and a tremendous tool
for recruiters to attract top quality college students to begin a career as a Naval
Officer. BDCP candidates are selected by an officer community (Aviation
Officer and Surface Warfare Officer BDCP professional selections are made by
NRC staff vice community representatives) when determined that the applicant
possesses the desired skills, abilities, and professional growth potential desired by
the specific community. Once professionally selected, the NRC staff conducts an
evaluation of the applicant's academic record and selection is based on the
assessment of the individual's potential to meet the academic performance
standards prescribed for the program.

(2) Age

(a) At least 18 and cannot exceed designator age limit prior to commission.

(3) Education

(a) Enrolled full time in accredited 4-yr college with at least 30 sem. or 45 qtr hrs.

(b) Min. 2.7 GPA.

(c) No waivers.

(d) Candidates can be enrolled in the program for up to 36 months

i For Technical Degrees: Generally, should have taken or be scheduled to take
Calculus and Physics prior to graduation. Technical Degrees include: all
Engineering, Architecture, Aeronautics, Operations Research/Systems
Analysis/Operations Analysis, Meteorology/Climatology, Biochemistry,
Chemistry, Metallurgy, Mathematics, Computer Science (Math Oriented),
Physics, Astronomy, Physical Sciences, and Statistics.

(e) Applications will not be considered if appl not already within the 36 month
window listed above.

(4) Test

(a) OAR-35 or as required by program designator

(b) PRT

(c) Others as required by program designator

(5) Training

(a) OCS (12 wks)

44


(b) Follow-up training per designator

(6) Obligation

(a) Obligation upon commissioning as required by program designator

4. Officer Development School (ODS) Programs

a. Judge Advocate General (JAG)


(a) The Judge Advocate General's (JAG) Corps Direct Appointment Program (DA)
permits attorneys to be appointed directly into the Navy Judge Advocate General's
Corps as lieutenants (junior grade) in the U.S. Naval Reserve for eight years and
serve on active duty for at least the first three or four years of that obligation. This
is a small program.

(2) Age

(a) At least 21 and less than 35.

(b) Waiver for every month prior commission service.

(3) Education

(a) Graduate of ABA accredited law school.

(4) Testing

(a) Passed Bar Exam in one of the 50 states.

(5) Training

(a) ODS (5 wks)

(b) Naval Justice School (9 wks)

(c) Naval Legal Service Office Orientation (1 wk)

(d) Ship Orientation (2 wks)

(6) Obligation

(a) 4 yrs Active from reporting to 1st duty station.

45



b. JAG Student

(a) The Judge Advocate General's (JAG) Corps Student Program (SP) permits law
students to
receive a commission in the inactive Naval Reserve while attending law school.
Upon graduation and successful completion of a bar examination, SP participants
serve in the Navy Judge Advocate General's Corps as lieutenants (junior grade) in
the U.S. Naval Reserve. This is our largest source of attorneys and the best way to
become a Navy JAG.

(2) Age (same as JAG DA)

(a) At least 21 and less than 35.

(b) Waiver for every month prior commission service.

(3) Education

(a) Full-time student at ABA Law School with at least one year completed or
graduate awaiting Bar admission.

(b) Part-time or dual-degree students must be within 2 yrs of completion.

(4) Testing

(a) None

(5) Training (same as JAG DA)

(a) OIS (5 wks, if possible, done summer prior to 3rd yr, otherwise after Bar exam)

(b) Naval Justice School (9 wks)

(c) NLSO Orientation (1 wk)

(d) Ship Orientation (2 wks

(6) Obligation

(a) 4 yrs Active from reporting to 1st duty station.


46


c. Chaplain

(a) Chaplain Corps officers are religious professionals in spiritual care. They work in
collaboration with all Navy, Marine Corps and Coast Guard commands
throughout the world to deliver religious ministry to active duty personnel and
their families. The areas of responsibility include:

i Navy ships at sea, home ported in the continental United States and overseas.

ii Navy, Marine Corps and Coast Guard units and chapels at home and around
the world.

iii Navy hospitals near military bases.

iv Service academies and military training schools.

(2) Age

(a) Must not have reached age 40 at time of commission.

(b) Waivers on a case by case basis to meet the needs of the Navy. Age waiver boards
for Chaplains will be announced by the Program Manager, and are currently very
limited in number available.

(3) Education

(a) 120 semester hrs for undergrad degree, plus a graduate degree (72 grad. semester
hrs; at least 36 of these hours must be in "religious/ministry" core areas); from
accredited schools.

(4) Testing

(a) None

(5) Training

(a) Chaplain School (length of school varies depending on whether first assignment is
with a Marine Corps or Navy command).

(b) Active Duty applicants, with an initial assignment to a US Navy command, will
complete approximately 80 days of Chaplain Basic Course curriculum. Applicants
with an initial assignment to a US Marine Corps will complete an additional
(approximate) 25 days of USMC orientation (CREST training).

(6) Obligation

47


(a) 3 yrs from date of initial Active Duty orders.

d. Chaplain Candidate Program


(a) This program is designed to expose seminary students to the diverse and
demanding ministry of Navy chaplains serving sea service personnel in a variety
of settings. Chaplain candidates wear the uniform and receive pay and benefits
only while on annual training.

i Active Duty - This program leads to a direct commission as a Naval Reserve
officer on three years of active service. Chaplains on active duty may apply
for an indefinite extension and a regular commission after selection and
promotion to Lieutenant Commander.

ii Reserve Duty - This program leads to a commission as an officer in the Naval
Reserve and a commitment of two days each month for drills and two weeks
of annual training. While remaining in their civilian careers, Naval Reserve
chaplains also have the opportunity to serve their country and accumulate
points toward retirement. Naval Reserve chaplains also may apply for
temporary or full-time active duty assignments

(2) Age

(a) At least 21 and not older than 38 at time of graduation from seminary.

(3) Education

(a) 120 semester hrs for undergrad degree, plus enrolled full-time in an accredited
graduate program.

(4) Testing

(a) None

(5) Training

(a) Chaplain School (approximately 45 days).

(6) Obligation ACITVE

(a) 3 yrs from date of initial Active Duty orders.


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(7) Obligation RESERVE

(a) Total 8 yrs USNR Ready Reserve.

(b) Not subject to recall or mobilization while in a 1945 status.

(c) No annual or weekend drill obligations.

(d) Annual on-the-job-training (OJT) periods, with pay, strongly encouraged.

e. Nuclear Power School Instructor


(a) Nuclear Power School Instructors are responsible for teaching future nuclear
trained officers and enlisted personnel the theory and fundamentals behind the
design and operation of Naval nuclear propulsion plants.

(2) Age


commission.

(3) Education

(a) BA/BS/MS in preferred majors; Math, Physics, Engineering, and Chemistry.


i 1 yr Calculus with B or higher

ii 1 yr Calculus-based Physics with B or higher


iv "B" or better in all technical courses.

(4) Testing – None

(5) Training
(a) ODS (5 wks)

49


(b) NPS OJT (4 mo)

(6) Obligation

(a) 4 yrs from ODS graduation.


f. Naval Reactors Engineer


(a) NR Headquarters consists of about 250 engineers, who technically manage the
Naval Nuclear Propulsion Program. About 100 of these engineers are junior naval
officers with engineering or technical degrees. This Headquarters group is
responsible for all aspects of the Nuclear Propulsion Program including:

i Advanced research and development in concepts, materials, design, and
operation of nuclear propulsion plants.

ii Training and qualification of nuclear propulsion plant operators.

iii Reactor safety and radiological controls.

iv Development of equipment, procedures, and specifications for naval nuclear
propulsion plants.

v Overseeing the acquisition, construction, testing, and operation of propulsion
plants.

vi Developing and implementing the operating, maintenance, and refueling
procedures for these plants.

vii Resolving emergent fleet technical issues.

viii Decommissioning the nuclear propulsion plants when removed from service.

(2) Age

commission.

(3) Education

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(a) BA/BS/MS in preferred majors: Math, Physics, Engineering, and Chemistry.


i 1 yr Calculus with B or higher

ii 1 yr Calculus-based Physics with B or higher


iv "B" or better in all technical courses.

(c) Competitive GPA = 3.3+; top 10% of class.

(4) Testing

(a) None

(5) Training

(a) ODS (5 wks)

(b) Department of Naval Reactors OJT (4-5 months)

(c) Land-based prototype (2 wks)

(d) Reactor Design Study at Bettis Reactor Engineer School (6 months)

(6) Obligation

(a) 5 yrs from OIS graduation.

5. Summary & Review

6. Application

7. Evaluation

a. CBT

8. Assignment

51


OUTLINE SHEET 1.4
MEDICAL PROGRAM KNOWLEDGE

Terminal Objective:

1.4.0 Identify Direct Accession and Collegiate programs; Program Authorizations and
Program Managers.


1.4.1 Describe Active Duty Direct Accession Medical, Dental, Nurse and Medical Service
Corps programs.

1.4.2 Describe Active and Reserve Collegiate programs offered within the Medical, Dental,
Nurse and Medical Service Corps.

1.4.3 Explain Bonus Options and Payback Requirements for each medical program.

1.4.4 Identify the purpose of Program Authorizations.

1.4.5 Identify the role of Medical Program Managers (PM).

Reference:

1. Program Authorizations: 113 – 119; 130 – 132
2. N34 Active Duty Medical Program Matrix
3. Lesson Topic: Intro to Collegiates
4. Information Sheet (I-2): Competitive Board Profiles

Topic Outline:

1. Introduction

2 Active Duty Direct Accession Medical Programs

a Medical Corps Direct Accession
(1) Fully licensed and specialized. Can also be ready to finish residency or be right out
of Medical School.
(2) Accession Bonuses vary by specialty, higher for Critical Wartime Skills (CWS).
Health Professions Loan Repayment Program (HPLRP) available.
(3) Obligation 3 years, 4 years if bonus or HPLRP is taken.
b Dental Corps Direct Accession
(1) Fully licensed and/or specialized. Can be right out of Dental School.

52


(2) Accession Bonus is $75,000. HPLRP available. CWS bonus may be more.
(3) Obligation 3 years, 4 years if bonus or HPLRP is taken. CWS bonuses may incur
even more obligation.
c Nurse Corps Direct Accession
(1) Must have 4 year BSN degree and have passed license exam.
(2) Accession Bonus options are $20,000 or $30,000. HPLRP is available dependent
upon need for Navy Nurses.
(3) Obligation is 3 years with or without the $20,000 bonus. 4 years with $30,000 or
HPLRP. 5 years if $30,000 and HPLRP are taken.
d Medical Service Corps Direct Accession. The MSC consists of 22 specialties. Accession
bonuses vary year to year dependent on the needs of the Navy. Minimum payback for all
MSC direct accession programs is 3 years. If bonus is available and taken payback is + 1
year in addition to minimum (3) for a total of 4 years. Same for HPLRP. If a bonus and
HPLRP are available and taken together payback is + 2. Not all of these specialties are
needed each fiscal year as some specialty communities are very small.
(1) Aerospace Physiology (AP)

(2) Aerospace Experimental Psychology (AEP)

(3) Audiology

(4) Biochemistry (BIOCHEM)

(5) Clinical Psychology Workforce (CLINPSYCH)

(a) Clinical Psychology Uniformed Services University of Health Sciences (USUHS)

(b) Clinical Psychology INTERN

(c) Clinical Psychology Post Doctoral Fellowship

(6) Clinical Dietetics

(7) Environmental Health (EHO)

(8) Entomology (ENTO)

(9) Health Care Administration (HCA)

(10) Industrial Hygiene (IHO)

(11) Medical Technology (MEDTECH)

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(12) Microbiology

(13) Occupational Therapy (OT)

(14) Optometry

(15) Pharmacy (PHARMD)

(16) Physical Therapy (PT)

(a) Physical Therapy Baylor Program

(17) Physician Assistant (PA)

(18) Physiology

(19) Podiatry

(20) Radiation Health (RHO)

(21) Research Psychology

(22) Social Work (SW)

3 Collegiate Medical Programs. These are the same programs you were introduced to during
Introduction to Collegiates.
a Active Collegiate Programs
(1) Health Services Collegiate Program (HSCP) provides opportunities to the following
types of students.
(a) Dental students
i There are not many HSCP positions available to dental students, some years
there may be none offered at all.
(b) Medical Students
(c) MSC
i Only offered to certain specialties and can change year to year, even mid-year.
(2) Benefits and payback.
(a) All benefits and pay commensurate to all other active duty personnel with the
exception of tuition assistance.
(b) Payback is generally year for year.

54


b Reserve Collegiate Programs
(1) Armed Forces Health Professional Scholarship Program (AFHPSP). This is a
program identical to the Army and Air Force, thus why it’s called Armed Forces
HPSP. It provides scholarships for the following types of students.
(a) Medical Students

(b) Dental Students

(c) Physician Assistant Students

(d) Optometry Students

(e) Podiatry Students

(f) Clinical Psychology Students

(g) Nurse Corps

(h) The above specialties may be authorized per program authorization to use the
AFHPSP but this does not mean all of them do each year. It’s all dependent on
funding and needs of the specific Corps.

(i) There is a $20,000 signing bonus associated with this program. Whether it is
offered to each of the 7 specialties above may change year to year. Currently it is
only offered to Medical Students. Stipend is the same no matter the specialty,
currently $2,060 per month, taxable.

(j) Payback for all specialties is generally year for year + 1.

(k) As with most accession bonuses, accepting the bonus incurs 1 more year of
obligation IF not taken at the beginning of a 4 year program or currently in the
first year of a 4 year program. For example, a medical student is waiting to begin
or is currently in their first year of medical school and signs the AFHPSP contract
accepting the bonus will not incur any further obligation.

(2) Dental Student Program. This is a specific program offered only to Dental Students.
(a) Sign on any time during dental school, but student decides whether to obligate at
graduation.

(b) Time in program earns time towards pay- this could result in $1000.00 or more
per month if they obligate.

(c) Upon graduations they have four options.

i Option 1 –$75,000.00 sign on bonus;

55


ii Option 2 – HPLRP;
iii Option 3 - $75,000 and HPLRP;
iv Option 4 – do not obligate at all and return a civilian at graduation.

(d) Payback is 3 years if no bonus or HPLRP taken. 4 years if bonus or HPLRP taken.
5 years if bonus and HPLRP taken.

(e) This program only offers a guaranteed job.

(3) Nurse Candidate Program (NCP). As the name implies this is specific to the Nurse
Corps.
(a) Offered to 3rd and 4th year Nursing Students.

(b) A $10,000 accession bonus is broken into 2 payments. $5,000 at accession and
$5,000 six months later.
(c) A monthly taxable stipend of $1,000 is earned monthly.
(d) Payback is tricky with this program. If a student accesses between 24 and 12
months from graduation they are obligated 5 years. If accessing within a year of
graduation they are obligated 4 years.
(e) For those students falling into the 4 year obligation it may be in the best interest
for the student to apply for a direct accession. Ensure you have all goaling and
bonus information up to date and that the student understands their options.
(4) Financial Assistance Program (FAP). This program offers an annual grant and
stipend to the following:
(a) Medical

(b) Dental

(c) The grant for both is $45,000 and is paid on their anniversary date of accession.

(d) Both also receive the same stipend allotted to the AFHPSP of $2,060 per month.

(e) Payback is year for year + 1, or a minimum of 3 years, whichever is greater. For
example, a medical school graduate is accepted to a 3 year residency and signs the
Navy contract. At the completion of the residency the Doctor will owe 4 years. 3
years for the program plus 1 year.

(f) Keep in mind that the Doctor, while in a military program, is attending a civilian
residency. This means they will also be paid by the civilian residency.

4 Program Authorizations (PA)

56


a PA’s are written laws of basic eligibility requirements such as age limits and citizenship,
and education requirements such as Grade Point Averages and professional test scores,
for each different program the Navy has to offer.

b It’s unrealistic to memorize every single PA but it is important to know where to find,
view, and/or review a PA prior to beginning the “blueprinting” process with a Prospect.

c PA’s are public information and can be found on the Navy Recruiting Command (NRC)
website under “Publications” then click on “Directives.”

d NRC Website address is: http://www.cnrc.navy.mil/

5 Program Managers (PM)

a PM’s reside at NRC Headquarters in Millington, TN. Their primary job is to accomplish
annual goals assigned to them by the Director of Medical Accessions.

b PM’s other duties involve screening your kits for accuracy and applicant eligibility in
preparation for the professional review boards.

c It is in your best interest to contact a PM if there is any question whether a prospect is
qualified. Guessing in the recruiting business equals wasted time for you and more
importantly, the prospect. It is highly stressed that you read the respective PA prior to
calling a PM.

d PM contact information can be found on the NRC website by selecting “Internal Links”,
then “Recruiting Quarterdeck” (CAC Required), then “Departments”, then “N3”. Scroll
down to N314; these are the PM’s for the programs discussed in this lesson.

6 Summary & Review

a None

7 Assignment

a Review N34 Program Matrix

8 Testing

a CBT

9 Application


57


OUTLINE SHEET 1.5
MEDICAL MARKET IDENTIFICATION

Terminal Objective:

1.5.0 Identify the marketing plan and timelines for marketing medical programs.


1.5.1 Determine the most efficient marketing for each Medical Program.

1.5.2 Explain the timelines involved with Medical Marketing to meet your goal.

1.5.3 Identify the required marketing plan developed and maintained by NRC, Regions East
and West, and NRDs.

Reference:

1. COMNAVCRUITCOM 1131.2 (SERIES), Chapter 6
2. Current Fiscal Year District Marketing Operations Plans
3. Program Authorizations: 113 – 119; 130 – 132
4. Information Sheet (I-2) Competitive Board Profiles

Topic Outline:

1. Introduction

2 Marketing Medical Programs

a Out of the 43 separate medical programs discussed in lesson 2.13 Medical Program
Knowledge, each one has a distinct target market.

b Each Navy Recruiting District (NRD) has its own distinct market consisting of some or
all of the 43 medical programs discussed.

c There are many tools available to you in order to target your assigned goal to your
specific market.

(1) Marketing Operations Plan

(2) College Navigator Website

(3) Your assigned College/University Websites

(4) Center of Influence (COI)

58


(5) Fellowship and Residency Electronic interactive Database (FREIDA) website.

(6) Officer Production Analysis Training & Evaluation (OPATE)

d Program Specific Targeting. Details will be different throughout every corner of our
country. This is a general overview of who we’re looking for.

(1) Medical Corps Direct Accession

(a) MD (Doctorate of Medicine) – AMA (American Medical Association)

(b) DO (Osteopathic Doctor) – AOA (American Osteopathic Association)

(c) Foreign Medical Graduate (FMG) is not qualified for scholarship but can gain
entry to Medical Corps.

(2) Dental Corps Direct Accession

(a) ADA accredited 4th year dental school program

(b) Graduated from an accredited ADA school in the U.S., Canada, or Puerto Rico,
and must be licensed to practice in at least one of the U.S. States or District of
Columbia.

(3) Nurse Corps Direct Accession

(a) NLN/CCNE accredited 4 year Nursing Schools

(4) Medical Service Corps Direct Accession

(a) Review associated Program Authorization (PA)

(b) You are looking for specific accreditation requirements

(5) Health Services Collegiate Program (HSCP)

(a) Medical and Dental Corps. Market to current or future medical school students
interested in active duty benefits vs. scholarship money.

(b) MSC Specialties. You will need to stay in close contact with your MSC Program
Manager (PM) due to the extremely competitive nature of this program within the
MSC Corps. PA’s for direct accession will show accreditations you’ll be looking
for within colleges/universities.

(6) Armed Forces Health Professional Scholarship Program (AFHPSP)

59


(a) Medical and Dental Corps. Market to those motivated to have little to no debt
from school.

(b) MSC Specialties. (Physician Assistant; Clinical Psychology; Podiatry;
Optometry) You will need to stay in close contact with your MSC Program
Manager (PM) due to the extremely competitive nature of this program within the
MSC Corps. PA’s for direct accession will show accreditations you’ll be looking
for within colleges/universities.

(c) Nurse Corps. Currently authorized within the PA but no funding.

(7) Dental Student Program.

(a) Accepted to or attending an ADA accredited Dental School.

(8) Nurse Candidate Program (NCP).

(a) 2nd through 4th year students currently enrolled in an NLN or CCNE accredited
Nursing School.

(9) Financial Assistance Program (FAP).

(a) Dental School graduates accepted for or enrolled in an approved ADA graduate
dental program.

(b) Medical School graduates accepted for or enrolled in an ACGME or AOA
residency program. Cannot be a Foreign Medical Graduate (FMG) unless from
an AMA or AOA accredited Canadian School.

3 Marketing Timelines.

a Timing your prospecting to meet board dates is critical to meeting your goals.

b Two factors are considered in accomplishing your assigned goals.

(1) Goaling Letter. Ask yourself the following questions.

(a) As a new Officer Recruiter, is your first goaling letter mid-year, partial year, or
full year?

(b) How much time does it take to get a contact to applicant in each individual goal?

(c) What is your lead to applicant & applicant to accession ratio from the Officer
Production Analysis Training and Evaluation (OPATE) data?

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(2) Board Dates

(a) Board dates for medical programs are published by Program Managers. Some are
frequent such as every Wednesday, some may be only twice per year. Every
effort is made to keep the board dates on schedule but keep in mind there are
uncontrollable factors that can result in boards being postponed or even cancelled.

c With this knowledge you are able to create a solid marketing plan with timelines.
Knowing the board date allows you to work backwards.

(1) Board date. Mark this on your calendar.

(2) Date to PM. Two weeks prior to board date. Mark this on your calendar as well.
The PM needs 2 weeks with your kit to prepare and deliver it to the board. Keep in
mind not all boards are held at NRC in Millington, TN.

(3) Date to Processor. About two weeks prior to above. This depends on the speed of
your processor who will need time to QC the kit, submit to OPO for signature, and
upload into CIRMS. Allow time for; corrections to any mistakes your processor
finds; postal time.

(4) Date Kit Complete. About a week prior to above set a date that you want the kit
completely done. There may still be some final signatures you’ll need from the
prospect once you QC the kit.

(5) Kit processing time. This area is where the prospect and you are gathering and
completing portions of the kit. The amount of time will be determined by the
particular program. Most kit requirements are out of your control. Or are they?

(a) Motivation of prospect

(b) Medical Forms and supporting medical documentation; MEPS; Consults

(c) SF-86 security questionnaire

(d) Employer/Character references

(e) Collection of professional documents; educational documents

(f) Prior Service Record; Conditional Release; CO recommendation letter

(g) Police Record Check

(h) Credentialing

61


(i) Motivational Statement

(j) Family Care Plans

(k) Resume/CV

(6) Finding the prospects. This is where your OPATE will be useful if the data is
accurate. From the data you will estimate how much time you will need to prospect,
generating X amount of leads for X amount of prospects.

(a) Scenario: It is September and you just received your new Goaling Letter for next
FY. You have several goals on your letter and decide to start with AFHPSP MC;
you were not goaled with this last FY.

i FY Goal 6
ii OPATE shows 2:1 lead to applicant ratio (50%)
iii Applicant to accession ratio is 2:1 (50%)
iv Two schools in your area are productive in this goal.
v There is only 1 board this FY in July.
vi Both schools only allow you to speak to the pre-med clubs during meetings
and they only meet twice per year in October and March.

(b) How long will it take to generate 24 leads in time for 12 kits to make board,
producing your 6 accessions?

(7) Prospecting Plan. We’re not done yet, there’s still time needed for planning and
preparation.

(a) Time to create this prospecting plan; you’ll have more than just AFHPSP MC on
your Goaling Letter.

(b) Time to create campus visit plans for multiple schools.

4 Marketing Operations Plan (MOP)

a When building your medical prospecting plan there is no need to start from scratch. The
MOP is a marketing plan requirement produced and maintained by NRC, Regions East
and West, as well as each individual NRD. Within each NRD the MOP is the Officer
Programs Officer’s (OPO) tool to accomplish mission each FY.

b Each District’s MOP is different just as each area throughout the United States is
different IRT economic, social and demographic differences.

c Review your district’s MOP.

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(1) What are the advantages of using your MOP?

(2) What challenges did you observe?

5 Summary & Review

a None

6 Assignment

a Review your assigned district MOP (Disregard for now)

7 Testing

a CBT

8 Application


63


OUTLINE SHEET 1.6
RESERVE STRUCTURE

Terminal Objective:

1.6.0 Explain the Reserve Structure.


1.6.1 Define the Ready Reserve.

1.6.2 Define the Individual Ready Reserve (IRR).

1.6.3 Define the Selected Reserve (SELRES).

Reference:

2. BUPERSINST 1001.39 (Series)

Topic Outline:

1. Introduction

2. Navy Reserve. The Navy Reserve is composed of three (3) categories:

a. Active Status
(1) SELRES (USNR-R)
(2) Individual Ready Reserve (USNR-R)
(a) Voluntary Training Unit
(b) Active Status Pool
(3) Standby Reserve Active (USNR-S1)
b. Inactive Status
(1) Standby Reserve Inactive (USNR-S2)
c. Retired

3. USNR-R (SELRES, IRR). Officers stay in USNR-R Status until transferred or discharged.
They are eligible for involuntary recall to active duty in time of national emergency or when
authorized by law.

4. USNR-S1 Status – Active Status.
a. They were transferred into this status by PERS 911 formerly PERS 4911.
b. May participate for drill points however they are not authorized pay, allowances or travel
allowances.
c. Continue to be eligible for promotion and they are subject to recall.

64


d. Temporary Mobilization Restrictions
e. Key Federal Employees
f. Medical or Dental Program Students
g. Persons whose retention in an active status, for reasons other than those specified above,
considered by SECNAV to be in the best interest of the Navy.

5. USNR-S2 Status – Inactive Status.
a. May not participate for retirement points or pay.
b. They are in the inactive status pool at NAVRESPERCEN.
c. Not considered for promotion.
d. They are subject to recall.
e. May be returned to USNR-R Status if qualified and requested.
f. Reservists who have complete MSO may be transferred to USNR-S2 for:
(1) Failure to complete a Ready Reserve Service Agreement.
(2) Failure to satisfy minimum participation requirements.
(3) Personal Request approved by NAVRESPERSCOM.
(4) Eligible for Retired Pay with a disability rating of less than 30% and assigned to the
S2 Status instead of being separated for that disability.
(5) Best interest of the Navy.

6. USNR – Retired.
a. Reservists in USNR-R1, S1 or S2 are transferred to the Retired Reserve upon request or
as directed per SECNAVINST 1820.2 (Series).
b. Subject o recall to active duty.
c. May not receive Retirement point credit for the performance of any duty after the
effective date of their retired status (except while authorized to serve on active duty).
d. May do permissive orders with exceptions; reference BUPERSINST 1001.39 (Series) for
specifics.

7. Minimum Participation Requirements to Remain in an Active Status.
a. Monitored by PERS 911.
b. Officers earning fewer than 27 points (15 gratuitous + 12 additional) are in jeopardy.
c. Good Year for retirement is 50 > points.
d. Keep in mind that a good year for retirement and the minimum participation standards for
drilling members are different.

8. Reserve Promotion Criteria.
a. Serve continuously of the RASL or ADL during the one (1) year period ending on the
date of the convening of the promotion board.
b. Officers returning to an active status from broken service of S-2 Status aren’t eligible for
promotion until the one (1) year requirement has been met.

9. Broken Service for Reserve Officers.
a. Officers leaving Active Duty going into the IRR do not have broken service.
b. Officers resigning their commission after meeting their MSO and then request to come
back in have broken service.

65


c. Therefore a person off of active duty into the IRR Status is eligible for promotion at the
next promotion board – if they are in zone.
d. This generally only effects people with over eight (8) years service. A person under 8
years goes into the IRR.

10. Status Check.
a. Important to conduct a status check prior to working a NAVET.
(1) Person may be in S-2 Status due to:
(a) Poor performance.
(b) Not enough satisfactory participation years to retire.
(c) Other service.
b. Status checks are conducted by calling PERS 911.

11. Summary & Review.

a. Review Objectives

12. Assignment:

a. None

13. Testing:

a. CBT

14. Application:

a. None

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OUTLINE SHEET 1.7
RESERVE PROGRAM KNOWLEDGE

Terminal Objective:

1.7.0 Explain the NAVET & DCO Programs for Navy Reserve Officers.


1.7.1 Explain and define the NAVET program and the IRR list for Reserve Officers.

1.7.2 Explain and define the DCO program Reserve Officers.

Reference:

COMNAVCRUITCOMINST 1131.2 (Series)

Topic Outline:

1. Introduction

2. Finding qualified NAVET officers is of the utmost importance in making reserve officer
mission. Your primary method for finding those officers is by using the Individual Ready
Reserve (IRR) list. The number and type of NAVET is determined by the current year’s
accession plan.

a The IRR list is generated quarterly by PERS 9 and forwarded to the field by N31. The
list is sent in MS Excel format and the names are not in any particular order. This is the
OPOs responsibility to ensure their recruiters receive updated IRR lists.

b. BRCL is a two digit code that stands for Branch/Class.

c. First Digit:

(1) “3” & “4” means member is in the Ready Reserve to include Reserve Active Status
(S-1).
(2) “5” means Standby Reserve Inactive Status (S-2).

d. Second Digit:

(1) Further breakdown within the category.

e. Possible combinations:

67


(1) 31 – in the RR and eight year Military Service Obligation (MSO) has expired
(2) 32 – in the RR and still servicing MSO
(3) 33 – in the RR, subject to attrition, but continued in active service
(4) 34 – in the RR, retained with at least 18, but less than 20 good years.
(5) 35 – in the RR, with age-in-grade waiver or past age 60 waiver
(6) 36 – in the RR, serving under a Ready Reserve Transfer Request Service Agreement
(7) 37 – in the RR, in Naval Active Duty Delayed Study Program.
(8) 38 – in the RR, not SELRES, in Armed Forces Health Scholarship Program.
(9) 41 – S-1 due to Key Federal Employee
(10) 42 – S-1 due to hardship, expects to return to RR
(11) 44 – S-1 due to age, at least 18 but less than 20 good years.
(12) 51 – S-2 due to promotional attrition
(13) 55 - S-2 due to max age in grade or age 60 restrictions
(14) 56 – S-2, retained in S-2 due to recommendation of Naval Reserve Officer
Mobilization Board
(15) 57 – S-2 due to failure to earn sufficient retirement points in an anniversary year
(16) 58 - S-2, selected for non-continuation by board

f. ANNIV. Month and day of member’s anniversary date. This is the date that the member
will gain another “good year” for retirement purposes if they accrue the necessary points.
These dates do not run by fiscal year.

g. APGD. IRR lists actual rank, older versions use codes.

h. DOR. Year, month, day of member’s date of rank. The date the member was promoted
to their current rank.

i. PEBD. Pay Entry Base Date, typically the date the member first entered military service.
Eight year MSO is measured from this date.

j. DOB. Year, month, day of member’s date of birth.

k. LRAD. Last Released From Active Duty, most recent date that member was on active
duty.

l. DESIG. Member’s designator. This can be used to filter data and specify designators we
are looking for.

m. TOTSF - Total Satisfactory (Service). This is how many “qualifying years” for
retirement the member has accrued.

n. ABCD. This column contains retirement point information on the member’s most recent
year for which there is data. The first digit (letter) indicates how many retirement points
earned in the year. Second digit indicated which year the activity occurred in. In most
cases, the year will be 200X, where X is the second digit. Exceptions are for where the
year is 199X.

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(1) A – > 50 points (qualifying year for retirement)

(2) B – 27 to 49 points (not a “good year” but sufficient to maintain good standing.

(3) C - < 27 points accrued, not a “good year” for satisfactory participation requirements.

o. PROST. Promotion Status. This column contains information on the member’s recent
promotion activity. The first digit (letter) indicates the type of promotion activity. The
remaining digits are the year(s) in which the activity occurred. In most cases the year
will be 200X, where X is the digit. Exceptions for 199X.

(1) S – Selected for promotion.

(2) F – Failed to select (FOS).

(3) C – Considered, not promoted (O-6 and above).

(4) D – Consideration for promotion has been delayed for administrative reasons.

p. UNAME. Unit Name.

q. BDCS. Base Date of Commissioned Service. Will differ from PEBD if member had
prior enlisted service.

3. Now that you have the list and information, now you can use it for prospecting. You can
transfer this information to an Excel file and use the sort function to sort by LRAD or any
other category i.e., designator.

4. Prospecting. You can analyze all the data fields for a member to get the big picture” before
contacting the member but you will want to consider the following factors before beginning
your prospecting evolution.

a. BRCL. How did the member get to be in the status he/she is in?

b. ANNIV. By being cognizant of the member’s anniversary date, you may be able to
advise them that coming back to active duty/SELRES by a certain date may be in their
best interest to avoid losing a “good year.”

c. TOTSF. Definitely important to have this number in mind when contacting the member.
You will need to be able to discuss how many years left to lock in the “million dollar”
retirement package.

d. 20 by 24 Rule. A LCDR must reach 20 “good years” towards retirement by their 24th
year of commissioned service. If they cannot do that, they need to make CDR to earn a
retirement (tough to do in the IRR). This can be calculated by figuring their total service
and the BCDS date.

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(1) If total service (TOTSF) is 8 years in 2008; but their BDCS is 1994, they cannot
make 20 good years in 24 years.

5. Direct Commission Officer (DCO). The Direct Commissioning Program allows university-
educated professionals, between ages 19 to 42 (or older, in some cases i.e. medical), the
opportunity to be appointed as an officer in the Naval Reserve. Most DCOs hold advanced
degrees (MAs, MBAs, JDs, MDs, DOs, PharmD’s and Ph.D’s) and/or significant civilian
work experience. DCO candidates will attend the two week school located in Newport, RI
and are required to complete this training within the first year of commissioning.
Information on the DCO School can be found at: http://www.ocs.navy.mil/nrows_inst.asp.
The following is a list of available designators for the DCO program.

a. Human Resources Officer (1205)
b. Special Warfare Officer (1135)
c. Special Operations Officer – EOD (1145)
d. Engineering Duty Officer – (1465/1445)
e. Aeronautical Engineering Duty Officer (1515)
f. Aviation Maintenance Duty Officer (1525)
g. Special Duty Officer (Information Professional) (1605)
h. Special Duty Officer (Information Warfare former Cryptology) (1645)
i. Special Duty Officer (Merchant Marine) (1625, 1665, 1675, 1695)
j. Special Duty Officer (Intelligence) (1635)
k. Special Duty Officer (Public Affairs) (1655)
l. Special Duty Officer (Oceanography) (1805)
m. Supply Corps (3165/3105)
n. Civil Engineer Corps (5105)
o. Medical Corps (2105)
p. Nurse Corps (2905)
q. Medical Service Corps (2305)
r. Dental Corps and General Residency (2205)

6. Program Authorizations. You will need to reference Program Authorization (PA) for
specifics regarding the program, basic qualifications, work experience requirements, age
limitations and service obligations for each DCO program. Program Authorizations can be
located on the NRC website at
http://www.cnrc.navy.mil/publications/ProgramAuthorizations.htm The Medical and Non-
Medical program matrixes consolidate the main points of the Program Authorizations.


8. Assignment:

a. None

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9. Testing:

a. CBT

10. Application:

a. None


71


OUTLINE SHEET 1.8
RESERVE MARKET IDENTIFICATION

Terminal Objective:

1.8.0 Identify the competitive profiles, marketing concepts and timelines for reserve programs.


1.8.1 Determine the basic characteristic differences between NAVETS and DCO Applicants.

1.8.2 Explain the timeline involved with Navy Veteran and DCO applicant processing.

1.8.3 Identify the marketing strategies and best business practices involved with finding Navy
Veterans and Direct Commission Officer applicants.

Reference:


Topic Outline:

1. Introduction

2. Navy Veteran. The current year accession plan dictates exactly what type of NAVET
Officer can successfully affiliate into the Selected Reserve. As long as the Officer has the
correct designator and rank, stipulated by the current year accession plan, to include meeting
physical requirements and documentation requirements by PERS-9, then the Officer will
obviously be competitive. There really is no competitive profile, if the NAVET is
physically qualified and meets the accession plan they will get approved.

3. Direct Commission Officer. DCOs are broken down into two primary categories, Medical
and Non-Medical.

a. Medical DCO. If you have an applicant that meets the minimum requirements as
specified in the Program Authorizations ( P.A.) for the MC, DC, MSC and NC, and the
applicant meets physical requirements, they will be competitive! The selection rate for
medical applicants is the highest out of all the DCO programs.

b. Non-Medical DCO. Every DCO program has different competitive requirements.
However, they all have the following general characteristics for competitive applicants.
(1) Strong Prior Enlisted Record
(2) Advanced Degree in a Related Field
(3) Working Professional in a Related Field

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c. Examine Competitive Profile Sheets for Non-Medical DCOs.

4. Marketing Timelines. An Officer Recruiter must be fully cognizant of the timelines
involved with processing applicants, either DCO or NAVET. This is critical in preparing
how far in advance marketing strategies need to be in place prior to a realistic kit submission
date as well as selection date to make assigned goal. Again this is broken up into two
primary categories: NAVET and DCO.

a. NAVET Timelines. If a NAVET has all their required paperwork, i.e. DD-214, signed
Ready Reserve Agreement, current physical, etc. then affiliation approval can be as fast
as a week. In short, the NAVET timeline is dependent upon the NAVET having the
required paperwork and motivation. If you find a NAVET that is qualified and motivated
they can be a gain for that same month. Remember, all that is required is the affiliation
paperwork.

b. DCO Timelines. DCO timelines are dependent upon three general issues: building the
kit and submitting the kit, the DCO board convening dates and commissioning
documents generation which will include items such as the scroll process. It can
sometimes take as long as 6 months to a year to successfully commission a DCO
applicant. Therefore marketing strategies are long term and may not provide results in
the short term. If you find a qualified CEC DCO applicant it may take months until the
individual is affiliated with the SELRES and you receive credit.

5. Marketing Strategies. NAVET and DCO marketing strategies vary, however both do
require heavy involvement with your local Navy Operational Support Center. SELRES
personnel at the NOSCs assigned to your territory are your one of your best sources in
getting the word out on Navy Reserve programs. Therefore any marketing strategy
developed will need to incorporate building strong relationships with NOSC personnel.

a. NAVET Marketing. The following are the primary tools for finding Navy Veterans in
your area of responsibility.

(1) IRR list***

(2) TAP class

(3) Local PSD

(4) Branch Medical Clinics

(5) Active Duty Installations Visits

(6) CTO

(7) NOSC COI Development

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b. NAVET Marketing Strategies.

(1) Mail Outs with Benefit Information. Knowing benefits is paramount and one of the
most powerful tools to sell NAVETS is the reserve retirement calculator:
https://staynavytools.bol.navy.mil/RetCalc/Default.aspx

(2) Phone Power: Finding NAVET phone numbers can be challenging because they are
not located on the IRR list. Do your research prior to phoning any NAVET! Do not
call without knowing how many years of service they have, points toward retirement,
billets available etc. You will have to do some solid research before conducting
phone power. Some good resources at finding phone numbers are:
http://www.whitepages.com/ http://theultimates.com/

(3) NOSC COI Development. It is imperative that Reserve Officer Recruiters work drill
weekends, every drill weekend! Selected Reservists will be a powerful tool at selling
NAVETS the benefits of being a drilling member of the reserves, extra income,
retirement benefits, SGLI, medical benefits, and networking.

1. Example: 1115 SWO Officers will be able to talk to SWO NAVETS on the
realities of being a SWO in the SELRES, i.e. not standing bridge watches and the
variety of jobs available etc.

c. DCO Marketing Strategies. DCO Marketing is broken down into two categories.
Medical and Non-Medical.

(1) Non-Medical DCO. Some of the primary areas for finding non-medical DCO
applicants are:

1. Enlisted SELRES population. Enlisted SELRES that have advanced degrees and
that are working in a related field are highly competitive. Again, knowing your
NOSC population is key.

2. Professional Organizations. Professional organizations are excellent resources for
finding applicants with specific skill sets such as engineers, business professionals
etc. The below are general examples of a myriad of national, state and local
professional organizations.

a. http://www.nspe.org/index.html

b. http://www.mbaworld.com/

c. http://www.afcea.org/mission/intel/default.asp

3. Career Fairs

4. Colleges and Universities: specifically Career Service Centers

74


(2) Medical DCO (MC, DC, MSC, NC). Active and Reserve medical markets are very
similar. However, the primary difference for the MC is that the RC does not look for
medical students while they are in medical school. The RC is only interested in fully
qualified (board certified) physicians and residents for the DCO program. For the
Nurse Corps the RC is only interested in nurses who have completed their BSN and
who have at least 3 months of work experience. For the DC they need to be already
licensed and practicing as well. In short, the RC is no looking for students but fully
qualified medical practitioners and residents. s

1. School Lists (Residencies) and Professional Organizations. ID every university in
your area that offers a residency program and BSN program. Also ID every
medical professional organization available. The following websites illustrate the
myriad of online resources available:

a. http://dbapps.ama-assn.org/aps/amahg.htm

b. http://www.acgme.org/adspublic

c. http://www.ama-assn.org/ama/pub/education-careers/graduate-medical-
education/freida-online.shtml

2. Develop Residency Coordinator as COI. Email or call for a meeting to discuss
what you’re trying to do, and ask for a school listing of all residents. Ask your
coordinator if you can post or leave flyers and or business cards. Once you have
spoken with the residency coordinator ask also for permission to provide a 15-20
minute brief, possibly during lunch or after the monthly residency meeting. From
there, plan your brief by preparing your handouts outlining the highlights of the
TMS program as well as the LRP/STIPEND bonuses. Also, ask one of your
drilling Doctors if he/she would be interested in attending as well.

3. Mail outs. As with NAVETS, mail outs can be a powerful tool in attracting
qualified applicants. Many medical professional organizations such as the
American Society of Anesthesiologists at http://www.asahq.org/ can provide
lists of doctors and addresses, typically for a fee.


7. Assignment:

a. None

8. Testing:

a. CBT

75


9. Application:

a. None


76


OUTLINE SHEET 1.9
NAVAL VETERAN (NAVET) & DIRECT COMMISSION OFFICER (DCO)
AFFILIATION

Terminal Objective:

1.9.0 Define NAVET and DCO affiliation.


1.9.1 Explain Navy Reserve Affiliation.

1.9.2 Define the three types of billet assignment.

1.9.3 Explain the Reserve Functional Area and Sex (RFAS) code.

1.9.4 Explain the specific components of a billet and where to find billets for NAVETS and
newly commissioned DCOs.

1.9.5 Explain the importance of the Navy Reserve Affiliation checklist.

Reference:

COMNAVRESFORINST 1001.5F (May 2010)

Topic Outline:

1. Introduction

2. Navy Reserve Affiliation. The affiliation process is simply taking an Officer and assigning
them into the Selected Reserves.

a. NAVETS. Taking Officers from Active Duty and the Individual Ready Reserve and
placing them into the Selected Reserves.

b. DCOs. Taking newly commissioned Direct Commission Officers and placing them into
the Selected Reserves. Once the DCO application process is complete and the officer
receives their commission they need to be affiliated into the Selected Reserve. After being
commissioned they are in the Individual Ready Reserve and need to be placed into the
Selected Reserve.

3. There are three different types of Reserve Billet Assignments.

a. Hard Billet Assignment. This is the ideal assignment where the member drills with the
unit that they will be mobilized to. Training Reserve Unit Identification Code (TRUIC)

77


and Unit Mobilization Unit Identification Code (UMUIC) are the same command. The
TRUIC supports the UMUIC.

b. Cross Assignment. Ideal for members not living close to the NOSC that contains their
billet. They will drill with a unit at a closer NOSC and therefore complete drills with an
alternate unit. With cross assignment the RUIC and TRUIC will not match. The TRUIC
is the unit the member drills with and the RUIC is the unit the member belongs to. The
UMUIC is the unit the member will be mobilized to. The member conducts Annual
Training (AT) periods with UMUIC.

c. In Assignment Processing. With IAP the member does not actually hold a billet.
Personnel can be in IAP status for 90 days to allow time to search for a hard billet or
cross assignment. DCOs and CWOs can be IAP for their first 3 years following
commissioning.

4. Reserve Functional and Sex (RFAS) Codes. This code is used to determine which type of
officer can fill a particular billet. RFAS Codes consist of the following:

a. Designator
b. Rank
c. Rank Substitution
d. Designator & NOBC (Navy Officer Billet Classification) Substitutions
e. Sex
f. Funded & Not Funded

5. The components of a reserve billet.

a. Naval Reserve Activity (NRA): 0858 NOSC Pensacola, NRA is the NOSC the billet
belongs to.

b. RUIC (Reserve Unit Identification Code) = TRUIC. The exception to this is for Cross
Assignment, the RUIC is the unit the Officer belongs to, the TRUIC is where the officer
drills.

c. AUIC (Active Unit Identification Code) = UMUIC

d. RBSC = Reserve Billet Sequence Code

6. Where to find reserve billets.

a. In general, all designators can use JO APPLY except for HR, EDO, Information Warfare
(Crypto), Intel, PAO and CEC.

b. For (URL) 1105, 1115, 1125, 1135, 1145 use JO APPLY.

78


c. For (Aviation URL) 1305, 1315, 1325 use JO APPLY. Exception for those seeking
assignment to squadron assignments and flight billets, squadron convenes board.

d. For (HR) 1205 contact CAPT Teri Barber (PERS 4421) at teri.barber@navy.mil, (901)
874-4054.

e. For (Engineering) 1445, 1465 contact YNC(SW) Charles Shelton (NAVSEA) at
charles.c.shelton@navy.mil, (202) 781-3959.

f. For (AEDO) 1515, 1525 use JO APPLY, however, recommend contacting CDR Matthew
Browning (NAVAIR, Program 25) at matthew.browning@navy.mil, (301) 757-2153 (may
have to speak to squadron MANPOWER personnel, if they are seeking an operational
assignment).

g. For (Information Professional) 1605 use JO APPLY.

h. For (Information Warfare) 1615, 6445 use JO APPLY, recommend contacting Mr. Ronald
Whittle (Navy Network Warfare Command) at ronald.whittle1@navy.mil, (240) 373-
3081.

i. For (Merchant Marine) 1625, 1665, 1675 use JO APPLY.

j. For (Intel) 1635, 6455, 7458 contact local Navy Intelligence Reserve Region Officer-in-
Charge for billet assignment.

k. For(PAO) 1655 contact CDR Kyra Hawn (CHINFO) at kyra.hawn@navy.mil, (703)
614-4288.

l. For (Oceanography) 1805, 6465 use JO APPLY, recommend contacting LCDR Ricky
Baker (Commander Naval Meteorology and Oceanography Command) at
ricky.baker@navy.mil, (228) 688-4531.

m. For (Medical) 2105, 2205, 2305, 2905 use JO APPLY, recommend contacting LT Brian
Allen (BUMED) at reserve.manpower@med.navy.mil, (202)762-3842.

n. For (JAG) 2505 use JO APPLY, recommend contacting LCDR Joseph Schaaf (CNRFC
N01J) at joseph.schaaf@navy.mil, (757) 322-5648.

o. For (Supply) 3105, 6515, 7518, 7528 use JO APPLY, recommend contacting RCC N4,
CDR Eileen Werve at eileen.b.werve@navy.mil, (904) 542-2486 x196.

p. For (Chaplain) 4105 use JO APPLY, recommend contacting Chaplain CDR Steven Smith
(CNRFC N01G) at steven.c.smith4@navy.mil, (757) 322-5671.

q. For (CEC) 5105, 6535, 7538 use CDR Stanley Sikes (PERS 4413D) at
stanley.sikes@navy.mil, (901) 874-4031.

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r. All LDOs and all CWOs use JO APPLY.

7. Affiliation Paperwork. The Affiliation Checklist will provide you with every necessary
form required for proper affiliation into the Navy Reserve. This paperwork is what makes
effective Inactive Duty Orders (NAVRES 1321.1) placing a member into the SELRES in a
specific billet to include SGLI setup, processing of W4, processing of direct deposit etc.
Once the affiliation paperwork is complete provide a copy to the member and the originals to
the Navy Operational Support Center staff.

a. Navy Reserve Affiliation
b. 3 Types of Billet Assignments
c. RFAS Codes
d. Billet Components & Where to Find Billets
e. Importance of the Affiliation Checklist

9. Assignment:

a. None

10. Testing:

a. CBT

11. Application:

a. None

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OUTLINE SHEET 1.10
CAREER TRANSITION OFFICE (CTO)

Terminal Objective:

1.10.0 Explain the functionality of the Career Transition Office (CTO).


1.10.1 Define CTO and how they assist in making Reserve Officers Mission.

Reference:


Topic Outline:

1. Introduction

2. The Career Transition Office (CTO) has been established (NAVADMIN 229/09) to support
the Navy’s Total Force Vision for the 21st Century and the Chief of Naval Personnel’s
Continuum of Service (CoS) initiative (NAVADMIN 114/10). This supports rapid and
seamless transitions across Active and Reserve Components (AC/RC) that will encourage a
lifetime of Navy service, whether in uniform or as a Civil Servant. The CTO will become
the single point of contact for all Navy personnel transitional guidance and transition
processing. The CTO has been initiated and implemented in the following three phases:

a. OFFICER AC TO RC TRANSITIONS: On 29 May 2009, Phase One of the CTO
commenced operations. The CTO Officer Transition Branch transitions Navy Officers
directly from the AC to the RC as a drilling Navy Reservist. An Officer Transition
Assistant (TA) from the CTO contacts and advises all officers approved to leave the AC
and are eligible for continued Navy service, informing them of the benefits and
opportunities available in the Navy Reserve. If an officer desires direct transition to the
RC as a drilling Navy Reservist, the CTO will facilitate the transition process to include
preparation and processing of all required transition documents and assignment to a
drilling Unit at their desired Navy Operational Support Center (NOSC). The TA is
responsible for affecting the transition as quickly and seamlessly as possible and
addressing any questions for the transitioning Officer, but additional assistance and
information may be provided by a local Reserve Officer Recruiter if desired. Officers
that separate from the AC and do not desire direct transition from the AC to the RC will
have to contact a Reserve Officer Recruiter at a later date to affiliate with the RC as a
drilling reservist.

b. ENLISTED AC TO RC TRANSITIONS: On 24 November 2009, Phase Two of the
CTO commenced operations. The CTO Enlisted Transition Branch directly transitions
Enlisted Sailors from the AC to the RC as a drilling Navy Reservist. Enlisted Sailors

81


desiring a direct transition into the RC should contact their Command Career Counselor
to apply RC in the Fleet RIDE/Perform to Serve (PTS) system. A CTO Enlisted
Transition Assistant will contact and advise transitioning Sailors about the benefits and
opportunities available in the Navy Reserve as well as facilitate the transition process
from beginning to end. The CTO has also established a Centralized Processing of
all required loss and gain activities within the CTO. These actions will continue to make
the transition process as seamless as possible and work towards the Chief of Naval
Personnel’s goal of achieving AC/RC transitions within 72 hours.

c. RC to AC : On October 1, 2010, Phase Three of the CTO commenced operations. This
recall program is only available to Drilling Navy Reserve Sailors. IRR members must
contact a local Active Officer/Enlisted recruiter to transition to the AC. Select "RC to
AC Opportunities" on the Hotlinks in the left column for more information.

3. CTO and Navy Reserve Officer Affiliations.

a. Background. The CTO is a new program developed as a CNP initiative in support of the
Continuum of Service. The CTO has been established to ease the transition from Active
Component (AC) to Reserve Component (RC) for our fleet officers and will complete all
paperwork/processing of these applicants. NAVCRUITCOM recruiters are no longer
required to process members directly transitioning from AC to RC; however, it is vital to
keep recruiters involved in the process to establish ongoing referrals and to inform of RC
opportunities when required, as well as to work those NAVETs who have already
separated. CTO and NAVCRUITCOM are working in collaboration to create a "win-
win" situation for the recruiters, CTO and NAVETs. In addition, CTO and
NAVCRUITCOM are working together to achieve our FY11 NAVET recruiting goal.
CTO is responsible for gaining all AC members who are directly accessing into the RC;
however, NAVCRUITCOM is still accountable for the goal; therefore, it is imperative
that CTO and NAVCRUITCOM work closely in establishing a working relationship that
benefits all. The following guidelines have been jointly established by NAVCRUITCOM
and CTO and are effective on the date of release.

b. General Guidelines

(1) CTO will access all AC members who directly transition to RC. Recruiters will
assess all NAVETs that have been referred to by CTO or that already have been
separated to include members of the IRR. All NAVETs still on active duty will be
referred to CTO for processing per directions below.

(2) Recruiters need to continue to be engaged in order to gain referrals and inform
transitioning members on opportunities in the Navy Reserve. Officer recruiters will
receive accession credit for CTO accessions rather than having goals reduced.

(3) Recruiters who have already begun to work with NAVETs will refer them to CTO for
processing. Recruiters will follow process below and points will be awarded
accordingly.

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(4) Recruiters will not contact CTO directly regarding NAVET applicants. If issues or
questions arise, recruiters will contact the regional OPO and NAVCRUITCOM CTO
staff liaison.

c. General Process Information

(1) Goal attainment: Attainments will be awarded rather than goal reduction according to
the following guidelines and processes. Awarding of points is similar to that of
“Touch and Go” recruiting.

(2) Front End Process: Recruiters will continue to contact AC officers at active
commands, TAP classes, etc. Recruiters will enter the leads per
COMNAVCRUITCOMINST 1131.2D, Chapter 10, Section 1. Next action is up
loading the record to CTO via OTools and provide the transitioning officer with
contact information for the CTO which is as follows:

(a) (901)874-4192/DSN 882-4192 or email cto.officer@navy.mil, website
http://www.npc.navy.mil/CareerInfo/Transition

(b) Once initial contact is established, CTO will be responsible for contacting and
processing the NAVET. Recruiters are expected to offer assistance to NAVETs in
answering questions and offering support as well as obtaining referrals, but will
not process kits.

(c) Recruiters will let the NAVETs know that CTO does not contact members
directly until the CTO has received approved release/resignation paperwork. The
NAVET is free to contact CTO at anytime to receive information. NAVETs will
all be turned over to the CTO, unless the officer have already separated.

(d) If the NAVET affiliates, the recruiter who initially entered the record in OTOOLs
will gain one half points.

d. Mid-Process

(1) Once they receive approved release/ resignation papers, CTO makes initial contact
with the NAVET. If the NAVET is not yet in OTOOLs and desires to affiliate in the
RC, CTO enters NAVET into OTOOLs and processes him/her.

(2) If he/she does not desire to affiliate, CTO will re-contact him or her 90 days prior to
separation.

(3) If s/he still does not desire to affiliate, NAVET lead is forwarded to
NAVCRUITCOM to be assigned to a local recruiter.

83


(4) If the recruiter is able to “sell” applicants, then the recruiter will update the record in
OTOOLs.

(5) The “next action” the CTO will direct the officer to re-contact the CTO Transition
Assistant (TA) who will process the case. Upon affiliation, the recruiter will receive
one half points for the sale and be considered the front end recruiter, and recruiter on
back end will receive one half point upon obtaining drill verification. If NAVET
affiliates in the same area, this recruiter receives a full point.

e. End-Process

(1) Once the NAVET has separated, CTO will load the affiliation kit and DD214 into
OTOOLs. The NAVCRUITDIST OPO for the NOSC where NAVET will drill will
assign a local recruiter to contact the NAVET, and the recruiter should initiate contact
immediately and make every effort to meet the NAVET at the NOSC for his/her
initial drill weekend. Recruiter will upload drill verification form into OTOOLs,
ensuring that all necessary fields are completed. This will result in a gain of one half
points for the local recruiter if there was a front end recruiter. If CTO made initial
contact and no recruiter has been involved yet, this recruiter will earn a full point.

4. Summary and Review.

a. Background
b. Front Process
c. Mid Process
d. End Process
e. Points

5. Assignment
a. None

6. Testing
a. CBT

7. Application
a. None

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OUTLINE SHEET 1.11
RESERVE BONUS PROGRAMS

Terminal Objective:

1.11.0 Explain the incentives available for qualified Navy Reserve Officers.


1.11.1 Define Special Pay and basic eligibility requirements.

1.11.2 Define Loan Repayment Program (LRP) and basic eligibility requirements.

1.11.3 Define STIPEND and basic eligibility requirements.

1.11.4 Define the Affiliation bonus program for NAVETS and basic eligibility requirements.

1.11.5 Define the Accession bonus program for new medical DCOs and basic eligibility
requirements.

1.11.6 List the point of contact for all Navy Reserve bonus programs and incentives.

Reference:

1. NAVADMIN 322/10 - 20FEB10
2. Navy Reserve Officer Affiliation/Accession Incentives Listing Effective 01OCT10 (QUICK
GUIDE)
3. LRP and STIPEND Obligation Chart

Topic Outline:

1. Introduction

2. Special Pay qualifications, entitlements and obligation.

a Must be a commissioned Medical Corps, Dental Corps, Medical Service Corps or Nurse
Corps Officer or be qualified and applying for an appointment as a Direct Commission
Medical Corps, Dental Corps, Medical Service Corps or Nurse Corps Officer.

(1) Must be affiliating with the Navy Reserve for the FIRST TIME after completion of a
required period of obligated active duty (not mobilized or ADSW), this is for
NAVETS only.

85


(2) If previously in the drilling Navy Reserve, must not have been a member of the
drilling Reserve (SELRES) for the previous 12 months prior to re-affiliation.
(3) Be qualified and currently possess, or be eligible to qualify for a listed Critical Skill
Shortage (CSS) NOBC/SSP/AQD.

(4) Have no current contractual obligations for receipt of any other incentive or
educational assistance program (i.e. LRP/STIPEND/MBIG-SR).

(5) Have not previously received this incentive.

b Entitlements and Obligation.

(1) Medical/Dental Corps/Nurse Corps (Anesthetists, Perioperative Nurses, Mental
Health Nurse Practioners).

(a) $25,000 annually (less tax)

(b) 2 or 3 year obligation (maximum 3 years)

(2) Medical Service Corps/Nurse Corps.

(a) $10,000 annually (less tax)

(b) 2 or 3 year obligation (maximum 3 years)

(3) Payments are made at the beginning of each year of eligibility.

(4) Must serve satisfactory in the drilling Navy Reserve for each year of the obligation.

(5) Serve in the same service and critical specialty.

(6) Termination & recoupment. If member does not perform satisfactorily in the drilling
Navy Reserve for the entire year in which a payment has been received, eligibility
will be terminated and the TOTAL payment for that year will be processed for
recoupment.

3. Loan Repayment Program (LRP) qualification, entitlements and obligation.

a Eligibility. Must be a commissioned Medical Corps, Dental Corps, Medical Service
Corps or Nurse Corps Officer or be qualified and applying for an appointment as a Direct
Commission Medical Corps, Dental Corps, Medical Service Corps or Nurse Corps
Officer.

(1) Must be affiliating with the Navy Reserve for the FIRST time after completion of a
required period of obligated active duty (not mobilized or ADSW), this is for
NAVETS only.

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(2) If previously in the drilling Navy Reserve, must not have been a member of the
drilling Reserve (SELRES) for the previous 12 months prior to re-affiliation.

(3) Must currently possess, or be eligible to qualify for a listed Healthcare Professional
Critical Shortage Specialty (CSS) NOBC/SSP/AQD.

(4) Be fully qualified and possess a current valid unrestricted health professional
license(s)/certification, or have completed at least 2 years of their residency.

(5) If currently in a residency program:

(a) Member may become eligible for LRP after completion of their 1st year, however,
they are not entitled to their first Loan Repayment until completion of the 2nd year
of residency.

(b) Member must also enroll in STIPEND to be eligible for LRP.

(6) Are not under contractual agreement for any other incentive program with the
exception of the STIPEND program. Obligations run consecutively, not concurrently!

b Entitlements & Obligations. Payments may not exceed $20,000 annually, and shall not
exceed a combined total of $50,000 ($20K year 1, $20K year 2, $10K year 3). Payments
are considered TAXABLE income.

(1) LRP Payments will be made to the loan institution and will go towards the current
balance of approved loans.

(2) Loans must be a minimum of one year old and must not be in default.

c Serve satisfactory in the Drilling Navy Reserve for each year prior to loan repayment
being made.

(1) Payments will be made at the end of each satisfactory year of eligibility upon
MEMBER’s submission of DD Form 2475 (DoD LRP Application).

(2) It is the MEMBER’s responsibility to submit this annually.

d Termination & Recoupment. If the member does not perform satisfactorily in the drilling
Navy Reserve for the entire year for which payment will be made, eligibility will be
terminated and no payment will be made.

(1) There is no recoupment because no payment will be made.

4. STIPEND basic eligibility requirements, entitlements and obligation.
a Basic eligibility for Physicians.

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(1) Eligibility. Must be a commissioned Medical/Dental Corps/Medical Corps Service
officer or be qualified and applying for an appointment as a Direct Commission
Medical Corps, Dental Corps or Medical Service Corps.

(2) Be affiliating with the Navy Reserve for the FIRST time after completion of a
required period of obligated active duty (not mobilized or ADSW), for NAVETS
only.

(3) If previously in the drilling Reserve, have not been members of the drilling Navy
Reserve (SELRES) for the previous 12 months prior to re-affiliation.

(4) Currently possess, or be eligible to qualify for a listed Healthcare Professional
Critical Shortage Specialty (CCS) NOBC/SSP/AQD.

(5) Be a graduate of a medical or dental school.

(6) Be currently enrolled in an accredited medical or dentist residency program.

b. STIPEND basic eligibility for Registered Nurses.

(1) Eligibility. Must be a commissioned Nurse Corps officer or be qualified and applying
for an appointment as a Direct Commission Nurse Corps Officer.

(2) Be a commissioned Nurse Corps Officer and be affiliating with the Navy Reserve for
the FIRST time after completion of a required period of obligated active duty (not
mobilized or ADSW), for NAVETS only.

(3) If previously in the drilling Reserve, cannot been a member of the drilling Navy
Reserve for the previous 12 months prior to re-affiliation.

(4) Currently possess, or be eligible to qualify for a healthcare professional Critical
Shortage Specialty (CSS) NOBC/SSP/AQD.

(5) Be e a registered Nurse.

(6) Be currently enrolled, or have been accepted for enrollment, in an accredited nursing
residency program in a CCS specialty.

c. STIPEND Entitlement. Rate in effect for participation in the Armed Forces Health
Professional Scholarship Program under DOD 7000.14-R.

(1) Current rate = $2,060 per month

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d. Obligation. Must successfully complete the entire residency program for which
STIPEND enrollment was approved, i.e. must elect to receive the STIPEND for the entire
residency period.

(1) Incur a Drilling Navy Reserve obligation of two years for each year or partial year for
which STIPEND assistance is provided.

(a) Example: Member received STIPEND for 2 years and 3 months, Navy Reserve
Drilling obligation would equal 6 years.

e. Repayment of the obligation will begin immediately upon completion of their residency
program. (If also enrolled in LRP, repayment of STIPEND obligation will begin upon
LRP obligation completion).

(1) Serve satisfactory in the drilling Navy Reserve for each year of obligation.

(2) Serve in the same service and critical specialty.

f. STIPEND Termination & Recoupment. If the member does not complete their residency
program, eligibility will be terminated, and the TOTAL amount of STIPEND paid will be
recouped.

(1) If member does not perform satisfactorily in the drilling Navy Reserve for the entire
period of obligation, eligibility will be terminated, and the TOTAL amount of
STIPEND paid will be recouped.

5. Affiliation Bonus eligibility, entitlement and obligation.

a. Must be a commissioned officer and be affiliating with the Navy Reserve for the FIRST
time after completion of required period of obligated active duty (not mobilized or
ADSW).

b. If previously in the drilling Reserve, have not been members of the drilling Navy Reserve
(SELRES) for the previous 12 months prior to re-affiliation.

(1) New Direct Commission Officer’s (DCO’s) are ineligible for an affiliation bonus.

c. Currently qualified in an eligible DESIGNATOR.

d. Obligate to serve in the drilling Navy Reserve for a period of 3 years.

e. Must serve satisfactorily in the drilling Navy Reserve for the entire 3 year period of
obligation.

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f. Affiliation Bonus Entitlement. Members are entitled to a $10.000 lump sum bonus.
Currently only 1445, 1635 and 3105 Officers are only allotted a $6,000 lump sum for
FY11. See the latest NAVADMIN 322/10 for changes.

g. Affiliation Bonus Termination and Recoupment. If a member does not satisfactorily
complete the entire 3 year obligation, eligibility will be terminated, and a pro-rated
amount will be recouped.

6. Accession bonus eligibility, entitlement and obligation.

a. Must be a Direct Commissioned Officer commissioning for the first time in the armed
forces in healthcare professional designators only. Must be qualified and applying for an
appointment as a commissioned officer with a designation as a Medical Corps, Dental
Corps, Nurse Corps or Medical Service Corps Officer.

b. Must possess a current, valid and unrestricted health professional license(s)/certification
and such additional credentials and privileges as required to perform duties in the
designators for which the bonus is authorized.

c. Must affiliate in the drilling reserve in an Inactive Duty Training (IDT) pay status
(SELRES) for a minimum of three years and serve satisfactorily for each year of this
obligation. Failure to satisfactorily complete the required obligated period will
result in bonus eligibility termination and recoupment of unearned portions of the
bonus.

d. A member who qualifies for and elects any of the CCS incentives (LRP, STIPEND, and
Special Pay) CANNOT also receive an accession bonus.

e. If previously in the drilling Reserve, have not been members of the drilling Navy Reserve
(SELRES) for the previous 12 months prior to re-affiliation.

7. Incentive Quota Application Process.

a. If an applicant is eligible and requests a financial incentive, NAVCRUITCOM Program
Managers will obtain a quota number and financial incentive written agreement from
COMNAVRESFORCOM (N112) for eligible designators and subspecialties.

b. If approved, COMNAVRESFORCOM (N112) will complete the financial incentive
written agreement and a copy will be emailed to the NAVCRUITCOM PM and recruiter.
The applicant must sign the agreement and the OP will email the signed agreement to the
COMNAVRESFORCOM Officer Bonus Shop (in NMCI Global address list) and upload
it into OTOOLs. Then the OP will send a “Next Action” to the NAVET PM.

c. If an applicant declines a financial incentive program, a Declination Statement of
Financial Incentives must be submitted on a NAVPERS 1070/613. The completed
NAVPERS 1070/613 must be uploaded into OTOOLs.

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a. None

9. Assignment:

a. None

10. Testing:

a. CBT

11. Application:

a. None

91


OUTLINE SHEET 1.12
RESERVE INSTRUCTIONS AND MOBILIZATION DIFFERMENT

Terminal Objective:

1.12.0 Define the most pertinent Reserve Instructions.


1.12.1 Explain the most important elements of BUPERSINST 1001.39F Administrative
Procedures for Navy Reservists.

1.12.2 Explain the most important elements of COMNAVRESFORINST 1001.5F
Administrative Procedures for Drilling Reservists.

1.12.3 Explain MILPERSMAN Article 1131-040 Reappointment Procedures.

Reference:

1. COMNAVRESFORINST 1001.5F
2. BUPERSINST 1001.39F
3. MILPERSMAN Article 1131-040

Topic Outline:

1. Introduction

2. Purpose: It is imperative that Reserve Officer Recruiters understand the inner workings of
the Navy Reserve. Understanding where to locate information is paramount when answering
questions from DCO applicants as well as providing mentoring and career advice to Navy
Veterans.

3. BUPERSINST 1001.39F Administrative Procedures for Navy Reservists.

a. Chapter 1 – Naval Reserve Status Categories

b. Chapter 2 – Physical Qualifications

c. Chapter 3 – Individual Ready Reserve

d. Chapter 4 – Enlisted Programs and Obligations

e. Chapter 5 – Enlisted Classification/Assignment/Transfer

f. Chapter 6 – Change of Rating

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g. Chapter 7 – Transfers to Other Components or Services

h. Chapter 8 – Enlisted Administrative Separations

i. Chapter 9 – Navy Officer Occupational Classification System (NOOCS)

j. Chapter 10 – Officer Assignment
(1) Located on page 10-11 there is the standard letter format for redesignation in the
Navy Reserve.

k. Chapter 11 – Participation Requirements

l. Chapter 12 – Inactive Duty Training (IDT) and Inactive Duty (ID)

m. Chapter 13 – Active Training (AT), Active Duty Training (ADT), and Active Duty Other
Than for Training

n. Chapter 14 – Pay and Allowances

o. Chapter 15 – Group Life Insurance

p. Chapter 16 – Family Member Identification Cards and Defense Enrollment Eligibility
Reporting System (DEERS) Enrollment Program

q. Chapter 17 – Military Exchange; Morale, Welfare, and Recreation; and Transient Housing
Facilities Privileges

r. Chapter 18 – General Reserve Entitlements

s. Chapter 19 – Air Travel

t. Chapter 20 – Retirement

u. Chapter 21 – Navy Reserve Screening

v. Chapter 22 – Mobilization

w. Chapter 23 - Navy Reserve Reemployment Rights

4. COMNAVERESFORINST 1001.5F Participation Policy for Navy Reservists

a. Chapter 1 – General Assignment Information

b. Chapter 2 – Inactive Duty Training and Administration

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(1) Section 209 – Flexible (FLEX) IDT Drill Option

(2) Section 210 - Special Drilling Categories

1. Training in Medical Specialty (TMS) – Main Elements:

a. Formerly called MIT Medical in Training.

b. Training at hospital or school is the drill credit.

c. Open to all residents where billets exist.

d. Mentored via the PSLO (Professional School Liaison Officers) and Unit
leadership.

e. If a CCS (Critical Shortage Specialties) cannot be mobilized. If not CCS must
request a waiver.

f. AT (Annual Training) encouraged but not required.

g. 1 year obligation for every year in program.

h. 2 days annual drill required for administrative purposes and to take the PFA.

2. Critical Medical Specialty (CMS)

a. Must be a CCS.

b. Fully trained and able to mobilize.

c. Perform a minimum of one drill weekend (4 IDTs) per quarter.

d. If under financial agreement will have to do two week AT.

e. 35 points can be accumulated by completing CME (Continuing Medical
Education)

c. Chapter 3 – Pay

d. Chapter 4 – Medical

e. Chapter 5 – Enlisted Classification Program

f. Chapter 6 – Codes

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g. Chapter 7 – Merchant Marine Reserve

5. MILPERSMAN Article 1131-040. This article stipulates how former Officers can request to
obtain their commissions back after resignation. Officers can request their commission back
after 3 years from the date of their discharge.

Terminal Objective:

Describe the Mobilization Deferment policy for transition from Active Component to Reserve
Component.


Define the purpose for Mobilization Deferment.

List the qualifying Reserve programs.

Explain timeframes of separation for qualification.

Explain the NOSC reporting procedures for Mobilization Deferment.

Explain voluntary Mobilization procedures.

Reference:

1. COMVAVCRUITCOMISNT 1131.2D
2. NAVADMIN 007/07
3. NAVADMIN 273/06
4. 10 U.S.C 12302

Topic Outline:

1. Introduction

2. Purpose:

a. Based upon length and nature of previous service, family responsibilities, and
employment interests it is imperative to permit a reasonable transition period to avoid
back-to-back deployments or mobilizations.

3. Reserve Programs:

a. The following Active and Reserve programs qualify for deferment:

95


(1) Navy Veterans (NAVETS)

(2) Other Service Veterans (OSVETS)
b. New Accessions to reserve programs are subject to mobilization upon completion of
required training.

4. Mobilization Program Guidance:

a. All NAVETS and OSVETS who affiliate with the Navy Reserve within 6 months (183
Days) of release of Active Duty qualify for a 2-year deferment from involuntary
mobilization.

b. All personnel who affiliate between 7 and 12 months qualify for a 1-year deferment from
involuntary mobilization.

(1) Commences on the date of affiliation

(2) Mobilization deferment applies to all sailors regardless of previous deployment
schedule, last duty station, NECs held or designator.

5. Navy Operational Support Center (NOSC) reporting procedures:

a. Sailors gained at a NOSC will receive a manpower availability status (MAS) code in
NSIPS defining their mobilization category.

(1) AS1 for a 1-year deferment.

(2) TS1 for a 2-year deferment.

b. Upon reaching the end of the deferment the NOSC will remove the MAS code.

6. Voluntary Mobilization.

a. Sailors may volunteer for a mobilization any time during the deferment period. They
must:

(1) Sign a page 13 to reflect a volunteer status.

(2) NOSC will remove or change the MAS cod to VOL.

b. If the Sailor desires to remove the VOL MAS code and is not currently identified for
mobilization the AS1 or TS1 may be re-entered until the 1 or 2-year deferment date has
passed.

7. Summary & Review:

96


a. This is a good tool to use when speaking with recently transitioned personnel or their
family members. Print out the NAVADMIN 007/07 for relevant proof when referring to
the Mobilization program.

6. Summary & Review

7. Assignment
a. None

8. Testing
a. None

9. Application
a. None

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HOMEWORK ASSIGNMENT # 3

Terminal Objective:

Explain Residency programs as they relate to finding Doctors for service in the Navy
and Navy Reserve.


Identify resources available to search for Doctors.

Demonstrate the ability to navigate the American Medical Association website.

Reference:

http://dbapps.ama-assn.org/aps/a,ahg.htm

Topic Outline:

1. Introduction

3. Residency programs are critical in search for qualified physicians for service in the Navy and
Navy Reserve. By searching the American Medical Association website you will be able to
quickly search specific physicians and their residencies. Follow the steps listed below for
easy navigation:

h. Visit http://dbapps.ama-assn.org/aps/a,ahg.htm

98


i. Select accept terms and conditions.

j. Search by Physicians name.

99


k. Type in your Physician’s name and select search.

l. Select your doctor’s name.

100


Looks as though Dr. Gehrke is an Anesthesiology Resident at the University of
Minnesota.

m. Next log it to BUPERS Online and select ARPR/ASOSH Online.

101


n. Request that your OPO speak with BUPERS to give you access to the Pick a Record
option. When access has been approved, select “pick a record.”

o. Next type in either the physician’s name or social security number.

102


p. Choose ASOSH.

q. Let’s find Dr. Gehrke’s Residency. Search the ACGME Website:
http://www/acgme.org/adspublic/. Next select Accredited Programs.

103


r. Type in the Residency you are looking for.

s. As noted, Michigan has three Anesthesiology Residency Programs. Select the
University of Michigan.

104


t. Listed is all the contact information for the University of Michigan. You can then
scroll down and see the number of residents, directors information etc. in helping with
your prospecting activities.


a. None

4. Assignment:

a. Complete CBT 4.17

5. Testing:

a. CBT

6. Application:

a. None


105


OUTLINE SHEET 1.13
MARKETING OPERATIONS PLAN (MOP)

Terminal Objective:

1.13.0 Explain the Officer's Marketing Operation Plan (MOP) including purpose, sections, and
how to create a Plan of Action and Milestones to prevent failure.


1.13.1 List the recruiting personnel who are required to maintain a MOP.

1.13.2 Explain the purpose of the MOP.

1.13.3 Explain the three major sections of the MOP: Overview, Situation Analysis, and
Production Analysis and Planning.

1.13.4 Calculate formulas to determine the number of prospects required to make goal by
utilizing the MOP functions.

1.13.5 Explain how to develop work-lists for the MOP for each goaled program.

1.13.6 Explain Out-of-Limit conditions and developing Plan of Action and Milestones
(POAM) to address them.

1.13.7 Explain Officer Program goaling to include active and reserve programs and how goals
are determined for the Navy Recruiting District.

Reference Publications:

a. COMNAVCRUITCOMINST 1131.2 (Series)

Topic Outline

1. Introduction.

2. Presentation.

a. Marketing Operations Plan. Who must have one and what is the benefit of the plan?

(1) CNRC, Regions and the individual Districts per the instruction are required to have a
Marketing Operation Plan.

b. Why have a plan - it stimulates thinking and as a recruiter you shouldn't fly by the seat of
your pants. A well-developed Marketing Plan helps reduce crisis management, improves

106


communication, and will result in a coordinated effort by the entire department. In
addition, it identifies market and gives your team a day-to-day working plan.

(1) The plan needs to be clear, practical, flexible and complete. It must have actionable
items, be realistic, and executable.

3. Officer Programs Plan Sections.

a. The Marketing Plan's first section is the Overview. The Overview is just that it gives the
reader a snapshot of the current district's past and current situation.

b. The second section is the situation analysis - in this section the personnel, operating
assets, demographic analysis, political economic and marketing, social assumptions are
discussed. When properly written this gives your marketing plan an identity.

c. The OPO shall list all their personnel with PCS dates, and discuss the current situation
with personnel i.e. new recruiters, experienced recruiters, award winners, etc. This
information is very useful for goaling purposes as well as determining the best plan of
action. A new recruiter replacing a very successful recruiter should not be expected to
produce the same results right away. This will need to be figured into goaling letters and
planning prospecting events. It can also be used to plan for future FY’s and set the
district up for success. As a new Officer Recruiter this information is valuable, it can
guide you on who to talk to for guidance during your recruiting efforts.

d. The MOP should address the financial capability of the district and determine priorities
for allocating financial resources. Ensure the cost of all planned events get taken into
consideration (lunch and learns, applicant travel, production meetings, etc.) As well as
the cost of any school and name lists. This is important for your future planning as a
Officer Recruiter and essential for future budget request.

e. Assumptions are made about the social and marketing aspects affecting the District.
Demographic analysis would be obviously quite different from NRD Denver to NRD
New York. The diversity, medical and engineering markets should be explored.

f. The Production analysis and planning section. This is an area many districts struggle
with as it takes past production data to ensure the numbers are correct. The purpose for
production planning for the officer programs recruiter is to determine based on the goal
the desired number of prospects needed to achieve that specific goal. . For instance if a
district has a goal of 2 physicians they may need four completed applications. To get the
four completed applications they need 10 applicants. To get 10 applicants they need 50
prospects. To get the 50 prospects it could be a combination of a certain percentage of
mail-outs, walk-ins, cold calls, career fairs, magazine advertisements, newspaper
advertisements, etc. The purpose of production analysis is to get the best use of your
personnel and resources in order to attract prospects. This also takes into account
working with the advertising coordinator to see what adds in the past worked past to
attract Leads and etc. These numbers also give recruiters benchmarks for the amount of

107


activity they need to generate. The data from recruiter’s OPATEs can also be
consolidated and analyzed to determine the most effective way to generate accessions and
aid in allocating resources.

4. How do you get Prospects?

a. National LEADS

b.Walk-ins

c. Referrals

d.Campus Visits

e. PDC

f. Mail-outs

g.Local Advertising

h.Presentations

i. Email campaigns

j. YOU DECIDE!!!!

5. Plan of Action and Milestones.

Per the MOP and OPATE, when a production area is identified as out-of-limits after the first
quarter of the fiscal year, the Officer Recruiter along with the OPO will develop a POA&M. The
CO will review and approve, by signature and date, each POA&M every week until noted out-
of-limit criteria are resolved.

a. POA&Ms will be developed utilizing the following developmental steps:

Step 1: Identify the relationship(s) that is out of limits.

Step 2: Examine/Analyze all relevant activities within the MOP previously assigned for
the purpose of achieving the desired level of activity in support of the particular area
that is out of limits to assess MOP compliance and effectiveness. Variables such as
media (type and quality), prospecting activities, PSS proficiency, processing
procedures, etc., are to be principal among the activities examined.

Step 3: Develop activities and procedures to address the
identified weaknesses

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Step 4: Implement the POA&M with specific timeline
requirements.

Step 5: Review/Assess the plan’s effectiveness in resolving
the out-of-limits condition(s).

b. The OPO will provide a monthly written status report to the CO on the status of all
outstanding POA&Ms. Once a program is no longer out-of-limits, the completed
POA&Ms will be initialed and dated by the CO. Completed POA&M will be retained for
two years.

5. The reasons MOPS fail.

a. DEVELOPED TO SATISFY INSPECTION REQUIREMENTS

b. TOO MUCH/TOO COMPLEX

c. NO RECRUITER OWNERSHIP

d. POORLY WRITTEN WORK LIST

e. LACK OF LEADERSHIP

6. Goaling Facts

a. At the beginning of each fiscal year NRC, Regions, Districts, and recruiters are give
goaling letters detailing the number of officers they are expected to recruit that FY. It is
good to know how that process works so you, your chain of command, and your
department understand the reasons and methodology for the goals.

b. National Goals. NRC doesn’t just make their goal up. They are goaled by higher
authority. Each summer NRC is given a goaling letter from the Deputy Chief of Naval
Operations (N13) for Manpower, Personnel, Training, and Education listing the
accessions needed by program/designator for the FY. These numbers are calculated
forecasts base on projected number of separations, resignations, retirements, authorized
& funded billets, End Strength, DOPMA, and other inputs.

c. The Goaling letter NRC receives is sent from MPT&E (N13). This Goaling letter also is
sent to the Naval Academy, Naval Education and Training Command (NETC), and Naval
Service Training Command (NSTC). This letter details what N13 is expecting from each
of the commissioning sources by designator/program for the FY.

d. Enclosure (2) is specific to NRC. It lists NRC’s recruiting goals for
Designators/Programs (note: Goal = Accession Plan + Attrition – Rollovers). This is
used by the Officer Programs Officer to analyze this to determine what programs his/her
recruiters should focus on.

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e. Enclosure (3) is the Selected Reserves (SELRES) Officer Accession Plan. It shows the
goals for reserve designators for both Direct Commission Officer (DCO) and Navy
Veterans (NAVETS

(1) Enclosure (3) also lists the Subspecialties (SSP) needed for Medical programs and
which ones are designated as critical shortages and eligible for special pay,
STIPEND, and/or Loan Repayment Programs (LRP).

(2) Enclosure (4) lists the Program Authorization (PA) number for each
designator/program, the PA manager, and date the PA was signed.

7. Region Goals. There are only two regions; east and west. NRC splits the goal between
them. Region east usually has a higher goal due to a higher population. NRC also
recommends district goals to the Regions based on historical production, number of
recruiters, market size, etc.

8. District Goals. Region usually sticks with NRC recommendations. Regions have goaling
conferences usually in August each year to work out the goaling specifics with each of their
perspective Districts. Some goal trading is usually allowed so that districts can work
together to get a best case for all.

a. These goals are then trickled down to the recruiters based on factors such as but not
limited to: Markets, Manning, Past Production History etc.

9. Summary & Review
a. CNRC, Region, District
b. Stimulates Thinking, Reviews Past Productions, Reduces Crisis Management, Improves
Communication, Coordination Efforts, Evaluation of Results.
c. Divided into three major sections: Overview, Situation Analysis, and Production
Analysis and Planning.
d. National Leads, Walk-Ins, Referrals, Campus Visits, PDC Mail-outs, Local Advertising
e. Plan of Action and Milestones
f. Means you haven't made your goal and addresses alternative or more intense
marketing/prospecting means to create more prospects.

g. Conclusion: A MOP is a manager's tool. Like any management tool it is only as good as
the information put within it. A MOP SHOULDN'T BE COMPLETED JUST TO
SATISFY AN INSPECTION. Make the MOP work for you and your team!!!

10. Assignment

a. None

110


OUTLINE SHEET 1.14
CAMPUS DATA NOTEBOOK

Terminal Objective:

1.14.1 Explain the purpose of the Campus Data Notebook (CDN).


1.14.2 Identify the contents of the CDN, and specific responsibilities of Officer Programs
Officer (OPO) and Officer Recruiter (OR).

Reference:


Topic Outline:

1 Introduction

2. Importance

a. A tracking and monitoring system to ensure all colleges have been identified and contacts
leading to relationships for COI development and student contact activity are ongoing.

3. Campus Data Notebook (CDN).

a. Purpose
- Mandatory for priority 1 and 2 schools.
- Highly recommended for priority 3 schools.
- Provides specific information about the school and the student body.
- Provides contact information about college administration and faculty.
- Provides tracking mechanism on students interested or currently in the Navy
attending the school.
- Helpful in continuity of officer recruiting.

b. The Notebook
- 3 ring binder, 2”size.
- Contact Data
- Officer Recruiting Post Prospecting Reports (NAVCRUIT 1131/25).
- Additional Information.

c. Section 1: contact data
- COI Roster

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- Active duty and IRR roster
- Selected reserve (Selres)

d. Section 2: Officer Recruiting Post Prospecting Activity Reports
- NAVCRUIT 1131/25
- Submit and maintain reports

e. Section 3: Additional Information

f. Responsibilities of OPO
- Maintain lists within NRD
- Assign recruiters to schools
- Conduct quarterly review

g. Responsibilities of OR
- Maintain notebook for assigned school
- Update COI roster
- Update collegiate roster

Summary & Review:

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OUTLINE SHEET 1.15
NRC SPEAKERS’ BUREAU

Terminal Objective:

1.15.0 Explain the procedures necessary to effectively utilize Navy Recruiting Commands
Speakers’ Bureau Funds.


1.15.1 Explain the purpose of Navy Recruiting Commands Speakers’ Bureau Funds.

1.15.2 Describe the guidelines associated with the Speakers’ Bureau.

Reference:

1. COMNAVCRUITCOMINST 5721.1
2. BUMED INSTRUCTION 5721.3C

Topic Outline:

1 Introduction

2. Importance

a. Recruiting high quality applicants for positions as Naval Officers is vital to the continued
success of the Navy, especially in critical specialties which include; Aviation, Nuclear
Power, Intelligence, Special Warfare and all Medical specialties.

b. The primary objective of the bureau is to maximize the use of local assets when
executing recruiting events and facilitate the recruitment of the most diversified pool of
applicants possible.

3. Guidelines

a. The Speakers’ Bureau provides Navy Recruiting Districts with a list of Junior Officers
from various communities and personal backgrounds that have volunteered to speak at
recruiting events.

b. NAVCRUITDIST’s will make every effort to solicit local Navy Operational Support
Center’s (NOSC’s) and local Navy commands for speakers before contacting a speaker
on the bureau list.

c. In the event a speaker is requested for a non-local event, NAVCRUITCOM will fund
travel on a case-by-case basis when necessary as funding is available.

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d. Speakers shall only be used for speaking events. A speaker shall be scheduled for
minimum duration travel to reduce impact on their parent command.

e. After action reports are required from the NAVCRUITDIST requestor and the speaker
for any speaking engagement by a bureau member.

f. Event and venue information shall be prepared by the requesting command to provide to
speakers prior to their arrival. In general, junior officers will be speaking about their
experiences as a Naval Officer.

g. It is the responsibility of the person requesting the service to ensure that the speaker is
able to meet the requirements of the event.

4. Areas of desired use

a. Diversity Events

b. Nuclear Recruiting Events

c. Medical Recruiting Events

d. Civil Engineer Recruiting Events

e. Navy Special Warfare Recruiting Events

f. Aviation Recruiting Events

5. Summary & Review
a. Utilizing the Speaker Bureau is a way for recruiters to bring the Navy to locations that do
not have a strong Navy presence. This is particularly useful when trying to recruit critical
wartime specialties such as Medical Professionals, Nuclear Engineers and Special
Warfare candidates. These speakers lend a certain amount of credibility to the
information that the recruiters in the field are conveying to potential applicants.

6. Application

a. None

7. Testing

a. CBT

8. Assignment
None

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OUTLINE SHEET 1.16
DIVERSITY AND CULTURAL COMPETENCE

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OUTLINE SHEET 1.17
CREDENTIALING

Terminal Objective:

1.17.0 Describe the credentialing process for Active/Reserve Dental Corps, Medical Corps
(MC), Medical Service Corps (MSC), and Nurse Corps (NC).


1.17.1 Define the purpose for credentialing.

1.17.2 List the Navy medical programs requiring credentialing.

1.17.3 Explain the credentialing process for each medical program.

1.17.4 Explain the use of the credentialing checklist.

1.17.5 Explain routing procedures.

Reference:

1. COMVAVCRUITCOMISNT 1131.2D
2. NMSCINST 6010.1.

Topic Outline:

1. Introduction

2. Purpose:

a. Credentialing is used to ensure the Navy and Marine Corps not only have the highest
quality of Medical readiness, but also to have the most qualified Medical staff available.

3. Medial Credentialing Programs:

a. The following Active and Reserve medical programs require Credentialing:

(3) Dental Corps (DC)

(4) Medical Corps (MC)

(5) Medical Service Corps (MSC)

(6) Nurse Corps (NC) - qualified Anesthetist, Practitioner and Midwives only.

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b. All programs requiring credentialing follow the same guidelines and process using
NMSCINST 6010.1 in conjunction with the credentialing checklist.

4. Credentialing Process and Checklist items needed:

a. Curriculum Vitae (Resume).

(1) Signed and Dated

(2) Full Name

(3) Social Security

(4) Date of Birth

b. Qualifying Degree.

c. ECFMG (Education Commission for Foreign Medical Graduates).

(1) For non US degrees

(2) Test Date

(3) Certificate number

(4) If they have this they know what they need

d. ACGME (Accreditation Council for Graduate Medical Education) Certification if
available (where applicable).

e. Academic/Professional International Evaluation (for foreign graduates only).

f. Professional Licenses, Board Certification, and resuscitation cards (i.e. BLS, ACLS etc.).

(1) Must have ALL active U.S. Licenses.

(2) ALL expired/inactive U.S. Licenses.

(3) Expired/inactive licenses need explanation as to why they are expired.

g. All post graduate training

(1) Program manager will ask for transcripts.

(2) Residencies, fellowships, master degrees, etc.

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(3) Provide complete address where training was completed.

h. Prior military records if job experience was part of military service.

i. Professional Peer Inquiry.

(1) Need two Peer Inquiries.

(2) A peer is a person who has equivalent education and training and has worked with
you in the same specialty.

(3) Make sure if handwritten it is legible.

j. Drug Enforcement Agency Certificates (DEA) and/or controlled Dangerous Substance
Certificates (CDS)

(1) For administering narcotics.

k. National Provider Identifier (NPI)

l. Applicants should fill form out themselves. They may need help if they are right out of
school.

5. Routing of Credentialing form.

a. All forms and documentation will be sent to Centralized Credentials and Privileging
Department (CCPD)

b. Once everything is completed, it will be scanned and submitted to CCPD via OTOOLS.

c. After CCPD approves package, it will be sent to the proper program manager for further
approval.

d. CCPD will call all references.

e. The more you can do for the package and applicant the quicker it will be approved.
Quality paperwork is key.


a. Remember Doctors don’t have the best hand writing. If you can send this to them
electronically it will help.

b. Ensure that all signatures are complete where applicable.

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c. The responsibility for credentialing rests with the applicant. Good recruiters will ensure
that it is filled out right the first time!

7. Application:

a. None

8. Evaluation:

a. CBT

9. Assignment

a. None

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HOMEWORK ASSIGNMENT # 4

Terminal Objective:

2.5.0 Identify examples of Navy Branding


2.5.1 Explain the purpose of Navy Branding.

2.5.2 Demonstrate how to access Navy Awareness Videos and Posters via CNRC website.

Reference:

1. None

Topic Outline:

1. Introduction.

2. The purpose of the new branding campaign is designed to ignite a passion within those
currently serving in uniform. We who serve are well aware that something very special
resides within the spirit of the men and women who dedicate themselves to serving others.

3. Understanding Millenials.

a. Young people today want to be a part of something much bigger and more-powerful than
themselves.

b. Recognize their contributions to the whole, while maintaining their individuality.

c. Sailors (including millenials) helped develop the new brand.

4. Navy Recruiting slogan history.

a. “America’s Navy. A Global Force For Good.” (2009-present)

b. “Accelerate Your Life” (2001-2009)

c. “Let the Journey Begin” (1996-2000)

d. “Navy. It’s not just a job, it’s an adventure. (1976-1996)

e. “Be Someone Special” (1973-1975)

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5. Maritime strategy.

a. This may be a new tagline, but our mission of maintaining, training and equipping
combat-ready naval forces, deterring aggression, winning wars and maintaining freedom
of the seas remains the same.

b. Our security, stability and seapower focuses on opportunities – not threats; on optimism –
not fear, and on confidence – not doubt.

c. Current maritime strategy elevates Humanitarian Assistance & Disaster Relief to core
elements of maritime power. We’ve always done this, but now we’ll plan to do it.

d. Maritime strategy was shaped through a partnership with the American people. The
American people want us to remain strong; they want us to protect them and our
homeland, and they want us to work with partners around the world to prevent war.

6. All Navy branding material including access to links for Navy Social Media websites can be
found at Navy Recruiting Command website located at http://www.cnrc.navy.mil/.

a. From the home page you can click on Creative Services and this will take you to the page
where you can view and download videos and print media material for your use while on
recruiting duty.

b. From here you can also access the entire list of links to the Navy’s Social Media
websites.

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7. Summary & Review
a. It is vital that recruiters in the field understand the Navy brand of Global Force for Good
and are able to communicate that in our daily activities as we spread Navy awareness.
With the use of social media and your contacts in the community we can develop a better
awareness of what the Navy does every day.

8. Application

a. None

9. Evaluation

a. CBT

10. Assignment


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OUTLINE SHEET 1.18
Pre Accession Fitness and Nutrition Guide

Terminal Objective:

1.18.0 Explain the importance of proper fitness and nutrition in preparation for Officer
Candidate School (OCS) and Recruit Training Command.


1.18.1 Explain the three primary elements of a physical fitness program.

1.18.2 Describe the importance of proper nutrition and the role that it has in promoting fitness
and overall health.

1.18.3 Explain the recommended exercise sequence to improve performance and reduce injury.

1.18.4 Explain how to avoid common initial training injuries.

Topic Outline:

1. Introduction

2. The three primary elements of a physical fitness program

a. Aerobic (Cardiovascular)

(1) Aerobic activities, such as running and swimming, help the heart, lungs and
blood vessels become more effective at delivering to the muscles what they need
to function – oxygen and glucose.

b. Muscular Strength and Endurance

(1) These activities include exercises such as pushups, curl-ups, or weight training.
Muscular strength and endurance activities help your muscles become stronger,
giving them both the raw strength and ability to work repeatedly without undue
fatigue.

c. Flexibility

(1) Flexibility or stretching exercises are necessary to prevent injury to the muscles
and joints, and to allow the muscles to work efficiently through a full range of
motion.

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3. Nutrition is vital in maintaining a healthy diet and providing your body with the proper
nutrients needed for a lifestyle which promotes fitness and overall health. Your body is
like a car. How well it performs is based on:

• Quality Fuel Good Nutrition
• How well it is tuned Exercise
• How much drag Factor Excess Weight

a. Here are some helpful guidelines to follow:

(1) Eat at least 3 meals per day. Add an additional 3 healthy snacks in between
meals to suppress hunger. Avoid missing any meals

(2) Eat 2-3 cups of fruit and vegetables per day

(3) Choose Whole grains (“whole” wheat bread, cereal)

(4) Choose lean protein (non fried chicken, fish, pork, beef)

(5) Limit sugary beverages (soda, energy drinks, punch)

(6) No more than one dessert or sweet per day

b. During the course of the day snacking on healthy foods can minimize the amount of
sugars and unhealthy preservatives. Some healthy alternatives include:

(1) Whole grain breads, bananas

(2) Low fat cheese, turkey

(3) Rice, fruit, low fat yogurt

(4) Instant oatmeal, raisins, nuts

c. Effective weight loss and living a healthy lifestyle requires healthy food choices and
regular physical activity. Diets and starvation do not work in the long run, and should
not be attempted as a means of rapid weight loss! A food diary is one of the most
effective tools for making changes to the way that you eat. Include everything you
eat and drink for multiple days. Identify trends and set goals for your to make
gradual improvements. The following two charts show examples of a healthy diet
plan and an unhealthy diet plan.

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Healthy Diet Plan

Mon Tues Wed Thurs Fri Sat Sun
1 cup Whole 1 cup Plain 1 cup Raison 1 cup low 1/2 1 cup Plain 1 egg toast
grain cereal Oatmeal and Bran and fat yogurt grapefruit Oatmeal and with low fat
Breakfast B and ½ Banana 1 cup Low- and ½ 1 cup Low- ½ Banana butter and
1 cup Low- Fat Milk Banana Fat Milk 1 cup Low-
Fat Milk Fat Milk
Turkey and Subway Caesar Salad Subway cold 2 Slices Turkey and 1 Hamburger
Swiss Cheese turkey Sub w/ Blue cut sub Cheese Swiss w/ Tomato,
Sandwich on and Cheese baked chips Pizza and Cheese Onion,
Lunch Rye Bread 20 oz un- Dressing and 20oz. un- 20 oz Sandwich on Ketchup and
and 6 oz of sweetened (2) Bread- sweetened bottled whole wheat Relish and 1
Plain Yogurt tea sticks tea water Bread and 6 cup Sweet
oz of Plain Potato Fries
Yogurt
8 oz Chicken 1½ cups 6 oz 4 Ground 6 oz 2 Fish 2 cups
Breast and Chili and Tenderloin Beef Tacos Grilled Tacos Spaghetti w/
Baked Potato Peanut Steak with ½ with Chicken (Flounder) Sauce and 1
Dinner w/low fat Butter cup Broccoli Lettuce, Breast with with 1 cup Slice Garlic
Sour Cream Sandwich and ½ cup Tomatoes, ½ cup Brown Rice Bread
Carrots Onions, and Cauliflower and ½ cup
Taco Sauce and ½ Green Beans
Steamed
Carrots
Apple ¾ cup Blue- Powerbar ½ cup Apple and 1 cup Plain Powerbar and
Snacks berries and 4 oz and Almonds and 1 can Yogurt and ½ Walnuts
½ Apple baked lays Pear Sliced Tangerine
chips Peaches
(Lite)
Walked 2 N/A 30 min N/A Walked 3 45 min N/A
Activity Miles Stationary Miles Elliptical
Bike
Unhealthy Diet Plan
Bacon, Breakfast
White toast sandwich
Breakfast with with
0 0 0 0 0 butter, 3 sausage,
eggs bisquit,
eggs,
hashbrown,
12oz. juice
Fast food Fast food Fast food ! frozen
dinner
0 0 0
Lunch
1 Frozen Fast food Fried Fast food Pizza, 2 Meatloaf, Fast Food
Pizza chicken, cans of potatoes,
fries, 1 can soda Vegetable,
Dinner of soda sweet tea
Chips, 1 can Candy Bar ,1 Pastry, 1 0 0 Ice Cream Pastry, 1
Snacks of soda can of soda can of soda can of soda
Walk to and Walk to and Walk to and Walk to and Walk to and Walk from
Activity from parking from parking from parking from from mall
lot lot lot parking lot parking lot parking lot

d. There is no magic pill or dad diet that will help you achieve the results that you
desire to achieve. Following these simple steps will help you prepare physically for
Officer Candidate School or Recruit Basic Training:

(1) Track your food intake on a food log (provided)

(2) Be active 60 minutes per day

(3) Eat breakfast

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(4) Sleep 7-8 hours per night

(5) Set realistic goals: No more than 1-2 pounds of weight loss per week.

(6) Get support from your recruiter

(7) Never give up!

Food Diary

Breakfast

Lunch

Dinner

Snacks

Activity

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4. The recommended exercise sequence to improve performance and reduce risk of injury is
shown below. This exercise sequence should be conducted between 3 to 6 days per
week. As with any exercise program there is always some risk of injury. To prevent
injury, remember to pace yourself, especially if you have not participated regularly in an
exercise program.

(1) Warm-Up
(2) Stretching
(3) Physical Activity Session
(Aerobic, Muscular Strength and Endurance Exercise, Sporting Event)
(4) Cool Down
(5) Stretching Diagram 2

a. Warm-up

(1) A warm-up prior to exercise is recommended to prepare the muscles and heart for
the workout. Participation in a 3 to 5 minute warm-up during the first portion of
your exercise session will assist you in decreasing your chances of getting injured.
Examples of warm-up exercises include walking, slow jogging, or any non-
vigorous, low intensity activity.

b. Stretching

(1) After your warm-up, you should always begin with a period of stretching.
Stretching makes the muscles, ligaments, and tendons more flexible and elastic-
like. Rather than tearing or breaking when under strain, a flexible muscle is more
likely to stretch and give. Flexibility prevents injuries, like back injuries and
sprained ankles, and helps you perform everyday tasks with greater ease. The
following diagram provides various different stretches to include into your daily
exercise program.

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c. Physical Activity Session

(1) One physical fitness component that stands out in virtually all studies for the
prevention of injuries is aerobic fitness. Studies show that being aerobically
conditioned prior to entering initial training will greatly decrease your chances of
getting injured. The lower the initial level of fitness when starting initial training,
the greater the risk of experiencing a training related injury. Though running is a
primary component of initial training exercise sessions, you may choose to
participate in a wide variety of aerobic activities prior to and beginning initial
training. Other types of aerobic activity include, but are not limited to, the
following exercises: cycling, swimming, aerobics classes, hiking, rowing, and
stair-climbing.

(2) Running will be one of the more strenuous tasks you will perform during initial
training programs.

(3) Curl-ups are an indicator of abdominal muscle group endurance which has been
identified as an important predictor in low back injury. This exercise, along with
running and push-ups, will be tested many times throughout your career in the
Navy. The following diagrams show a proper curl-up.

(4) Push-Ups are a measure of your upper body strength (chest, shoulders, and
triceps). Always use correct form to prevent injury and to improve physical
performance. The following diagrams show a proper push-up.

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(5) Squat (Quadriceps and Hamstring Strengthening Exercise). Though the squat is
not a component of the Navy Physical Readiness Test it is an extremely important
exercise for preparing for initial training prior to Officer Candidate School and
Recruit Training Command. Refer to the diagram below for the proper squat
form.

(6) Lunge (Quadriceps and Hamstring Strengthening Exercise

5. The 5 primary injuries most commonly incurred by personnel during Navy initial
training schools include the following: ligament sprains, muscle strains, shin splints,
stress fractures, and runners knee (also known as Iliotibial Band Friction Syndrome
[ITBS]). Approximately 20% of individuals participating in initial training will obtain
these types of injuries, which could affect their successful completion of initial training.

a. Sprains

(1) A sprain is a partial or complete tear of a ligament, the tissue that binds bones
together to form a joint. A sprain is most often a result of a sudden force,
typically a twisting motion that surrounding muscles are not strong enough to
control. Both ankles and knees are vulnerable to sprains during initial training.

b. Strains

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(1) A muscle strain is a partial or complete tear of muscle fibers or a tendon and is
sometimes referred to as a muscle “pull”. There are many different causes, but it
most often results from a violent contraction of the muscle. A strain may be
caused by fatigue, overexertion, muscle imbalance or weakness, or electrolyte or
water imbalance. To prevent strains, complete a full-body warm-up before
working out, take precautions not to overdo, and work toward balancing the
strength and flexibility in opposing muscles.

c. Shin Splints

(1) A shin splint refers to any pain in the front of the lower leg (shin). Early signs
are acute burning pain or irritation in the lower third of the leg. This may
progress to slight swelling, redness, warmth, and inflammation. Shin splints may
come early in an exercise program and are particularly common in those who are
out of shape, overweight, or who have anatomical/mechanical problems.

d. Stress Fracture

(1) A stress fracture is a very small, microscopic break in a bone caused by overuse.
Unlike a broken bone, which occurs with a distinct traumatic event, a stress
fracture is the result f cumulative overload that occurs over many days or weeks.
Doing too much too soon is the major cause. Bone is living tissue that adjusts to
exercise force demands planced on it. As force is applied, bone will remodel
itself to better handle the force. If too much force is applied, the bone may
fracture before it can successfully remodel. Running extreme mileage, doing
impact activities such as running, wearing worn-out shoes, exercising on hard
surfaces such as asphalt or concrete, and having poor foot mechanics may cause a
stress fracture.

e. Runner’s Knee (Iliotibial Band Friction Syndrome)

(1) Runners knee is an overuse condition commonly occurring in runners, in
individuals who are out of shape or who do too much physical activity too soon
(overuse). Running repetitively along the outside slope found on many paved
streets may also cause Runner’s Knee. The iliotibial band is located on the
outside part of the thigh and connects at the knee. Irritation usually develops at
the outside thigh and knee area where friction is created.


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OUTLINE SHEET 1.19
INTRODUCTION TO SOCIAL NETWORKING AND SOCIAL MEDIA

Terminal Objective:

1.19.0 Recognize how social media and social networking benefit Navy awareness.


1.19.1 Describe Social Media and Social Networking.

1.19.2 Define the target market that utilizes Social Media.

1.19.3 List potential benefits of networking via Social Media.

1.19.4 Identify Navy Recruiting Command (NRC) Social Media websites.

1.19.5 Explain the proper use of social media in Navy recruiting.

Reference:

1. SECNAVINST 5720.47B

Topic Outline:

1. Introduction.

2. What is Social Media?

a. While there is no current definition of Social Media, it can be described as “A form of
communication where the users publish the content with the specific intention of sharing
it with others”. Social Media is often associated with marketing, advertising, or
persuasive communication…”

b. Social Media versus Industrial Media. Social Media are distinct from Industrial Media
such as newspapers, television, and film. While Social Media are relatively inexpensive
and accessible tools that enable anyone to publish or access information, Industrial Media
generally require significant resources to publish information.

c. One characteristic shared by both Social and Industrial Media is the capability to reach
small or large audiences; for example, either a blog post or a television show may reach
zero people or millions of people. The properties that help describe the differences
between Social and Industrial Media depend on the study. Some of these properties are:

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(1) Reach. Both Industrial and Social Media technologies provide scale and enable
anyone to reach a global audience.

(2) Accessibility. The means of production for Industrial Media are typically owned
privately or by government; Social Media tools are generally available to anyone at
little or no cost.

(3) Usability. Industrial Media production typically requires specialized skills and
training. Most Social Media do not, or in some cases reinvent skills, so anyone can
operate the means of production.

(4) Recency. The time lag between communications produced by Industrial Media can
be long (days, weeks, or even months) compared to Social Media (which can be
capable of virtually instantaneous responses; only the participants determine any
delay in response).

(5) Permanence. Industrial Media, once created, cannot be altered (once a magazine
article is printed and distributed changes cannot be made to that same article) whereas
Social Media can be altered almost instantaneously by comments or editing.

d. Community Media constitute an interesting hybrid of Industrial and Social Media.
Though community-owned, some community radios, TV and newspapers are run by
professionals and some by amateurs.

e. There are various statistics out now that account for Social Media’s usage and
effectiveness for individuals worldwide. However, some of the most recent statistics are:

(1) Social networking now accounts for 11 percent of all time spent online in the U.S.

(2) A total of 234 million people age 13 and older in the U.S. used mobile devices in
December 2009.

(3) Twitter is as of December 2009 processing more than one billion Tweets per month.
January 2010 passed 1.2 billion, averaging almost 40 million Tweets per day.

(4) One in four of all U.S. internet page views occurred at one of the top social
networking sites in December 2009, up 83 percent from 13.8 percent in December
2008.

f. Social Media can be said to have three components:

(1) Concept. (art, information, or meme).

(2) Media. (physical, electronic, or verbal).

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(3) Social Interface. (intimate, direct, community engagement, social viral, electronic
broadcast or syndication, or other physical media such as print).

3. Who utilizes Social Media?

a. For enlisted recruiting, our available recruitable market is from the ages of 17-34 for
enlisted active duty. This market is subdivided down into primary market (17-21) and
secondary market (22-34). For the reserve component, our primary market is NAVETS
from 21-39 years of age and the secondary market is OSVETS from 21-39 years of age
and non-prior service from 18-39 years of age.

b. For officer programs we recruit individual from their junior year in college
(approximately 20 years of age) to upwards of 45 years old (for some programs like
Chaplain).

c. At this point, it is safe to assume that most of our applicants for both enlisted and officer
programs are aware of and quite possibly visit social networking sites on the internet,
whether for personal or professional purposes.

d. Here is some data from a recent study (February 10, 2010) by the web-based group
Pingdom:

e. Here below you can examine the age distribution for each of the 19 social network sites
that were included in this study. The list has been sorted by the average user age per site
(see further down for that), with the “youngest” site showing at the top and the “oldest” at
the bottom

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4. The Benefits of Social Media for Recruiting.

a. There are many benefits to utilizing social networking for recruiting from managing and
communicating with future sailors, to marketing and prospect development, and of course
Navy awareness.

b. Navy Recruiting can experience some of the following general benefits:

(1) Return on Investment

(2) Brand Identification

(3) College Impact

(4) Communications Responsiveness

(5) Message Impact

c. Benefits in regards to DEP. Sites like Facebook and Twitter will allow you to stay in
constant contact with your future sailors.

(1) Communications through these sites can satisfy a weekly “phone” contact.

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(2) Scheduling of events can be made in a mass evolution as well as the gentle reminders
that can also be made. They are more likely to promptly respond to your event than a
message left on an answering machine.

(3) Posting appropriate photos of various evolutions helps allow the future sailor to build
ownership of the Navy team through visuals.

d. Navy Awareness, Marketing, and Prospect Development. Social Media sites will allow
you to expand your prospecting efforts as well as help identify new prospects.

(1) Referral prospecting via future sailors “friend” lists can provide you with not only
potentially qualified applicants; it will also give you visual and informational insight
into their potential qualifications.

(2) Blogging can help attract applicants through personal experiences shared in a public
forum.

(3) Sites like Flickr enable users to either post or view high resolution photos. The Navy
YouTube page allows short videos to be posted. Visual understanding of the day to
day life of a sailor can easily be accessed and aids the future sailor or applicant to
“see” themselves in the Navy.

5. Appropriate Social Media Sites.

a. While there are many Social Media sites available, many contain inappropriate material.
While there is no “official” list of sites that the Navy utilizes, there are sites that basically
adhere to many of the same principles that the Navy supports.

b. A directory of commands that utilize Social Media and their pages can be found at
www.navy.mil/media/smd.asp. On this page, it lists the following Social Media sites for
Navy use:

(1) Facebook. Facebook’s mission is to give people the power to share and make the
world more open and connected. Millions of people use Facebook everyday to keep
up with friends, upload an unlimited number of photos, share links and videos, and
learn more about the people they meet.

(2) Twitter. Twitter is a real-time information network powered by people all around the
world that lets you share and discover what’s happening now. Twitter is a simple tool
that helps connect businesses more meaningfully with the right audience at the right
time.

(3) You Tube. YouTube is a video sharing website where users can upload, view and
share video clips.

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(4) Flickr. Flickr provides online photo management and sharing applications for visual
enjoyment.

(5) Weblog. Weblog is a free and easy way to create a website where you can share
anything with anyone.

6. Social Media Site Use Guidelines.

a. No Classified Information. Do not post classified, controlled unclassified, or sensitive
information. If in doubt, consult a supervisor or the unit security manager.

b. Identify Yourself. Don’t hide the fact that you are a Navy Recruiter. Identification
makes posts more credible.

c. Maintain Privacy. Do not post any information that would infringe upon the privacy or
personal rights of others.

d. Be Factual. Correct errors with fact, not argument. Factual statements should be used in
communications on social networks. All are empowered to point out the errors and
misrepresentations made about the Navy in Social Media. Always do so with respect and
with the facts. Avoid arguments.

e. Admit Mistakes. You should be the first to respond to your own mistakes. Be up front
about the mistake and correct it quickly. If you modify and earlier post, make it clear
(such as using a strikethrough function).

f. Use Sound Judgment. The nature of social networking and the culture of free-flowing
unstructured text require increased diligence to adhere to high ethical standards in the
public domain. If still unsure, and the post is about the Navy, discuss the proposed post
with your supervisor. Ultimately, you are responsible for the post.

g. Do Not Go On The Offensive. Be positive. Do no post any defamatory, libelous, vulgar,
obscene, abusive, profane, threatening, racially and ethnically hateful, or otherwise
offensive or illegal information or material. If you have to ask you probably shouldn’t
post it.

h. No Copyright and/or Trademark Breaches. Do not include any copyrighted material in
online postings without permission of the owner. Ensure proper credit is given.

i. No Endorsements. Do not use the Navy name to endorse or promote products, opinions,
or causes.

j. No Impersonations. Do not forge or otherwise manipulate identifiers in posts in an
attempt to disguise, impersonate or otherwise misrepresent identity or affiliation with any
other person or entity.

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k. Additionally, it is highly recommended to establish an account separate from your
personal accounts when utilizing Social Media networks in an official recruiting capacity
in order to maintain your personal privacy.

l. Social Media usage is being reviewed at the Department of Defense and Department of
the Navy level, and while we await specific DOD DON regulations, our purpose is to
provide Navy Recruiting with the guidelines necessary to continue the great work you are
doing.

m. Lastly, all new “Navy” pages must register your Social Media sites in the Navy’s Social
Media Directory located at http://www.navy.mil/media/smd.asp.

7. Starting a Facebook Page.

a. Building a Facebook page is relatively easy. The work actually begins once the page is
officially open for business. You will have to dedicate time to the page on a daily basis
to ensure that questions are answered ant the network you are establishing continues to
grow.

b. For Navy guidance on building a Facebook page visit the website:
http://www.chinfo.navy.mil/socialmedia.html and go to the Facebook Basics for Navy
Commands dated December 1, 2009. It is downloadable PDF file which gives you step-
by-step directions on setting up your page.

8. Summary & Review

a. Review Objectives

9. Application

a. None

10. Evaluation

a. CBT

11. Assignment

a. Set up a Facebook profile and become a fan of the Navy Recruiting Command Facebook
page.

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OUTLINE SHEET 1.20
DIVERSITY RECRUITING

Terminal Objective:

1.20.0 Demonstrate the ability to maximize Officer Recruiting Diversity Production, utilizing
tools and strategies to become a successful U.S. Navy Officer recruiter in Outreach
Markets.


1.20.1 Identify Resources to maximize your diversity recruiting efforts.

1.20.2 Identify Diverse markets to provide vital marketing data required to generate a sound
prospecting plan.

1.20.3 Create a diverse prospecting plan to accomplish assigned tasks and diversity goals.

1.20.4 Analyze the effectiveness of your prospecting plan by utilizing Officer Recruiting
Production Management System (ORPMS).

Reference:

1. COMNAVCRUITCOMINST 1131.2D (Series)
2. COMNAVCRUITCOMINST 1100.8F (Series)
3. COMNAVCRUITCOMINST 1156.1B (Series)
4. COMNAVRESFORINST 1001.5F (Series)
5. Strategic Calendar posted on Recruiter Quarterdeck

Topic Outline:

1. Introduction

2. Diversity Prospecting Tips 101

a. Guiding Principles when recruiting officers: Step out of your comfort zone and visit
Historically Black/Hispanic University/Colleges.

b. The most successful recruiters are the ones who have research their market thoroughly
and have established a solid prospecting plan.

c. You have to go and find qualified diverse applicants in the same manner as you go and
find medical, nukes, and chaplains. You have to go where the fish are!

3. Identify Diverse Resources:

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The importance of identifying diversity resources as your first step is crucial to your
recruiting efforts. As the recruiter, you must gain this critical knowledge in order to generate
a prospecting plan that will provide results. The most successful recruiters know where to go
and who can help them!

a. Diversity Calendar.

(1) A general Diversity Calendar can be found in the Recruiting Quarterdeck under
Departments and select 00C for Diversity Department. This calendar will display
outreach events and awards which provide excellent opportunities to inform the
community about the many Navy programs to our youth. Utilize this information to
participate in the events in your recruiting area.

(2) A copy of the calendar is sent to the OPO, NRD CO and Region once a month by the
NRC Diversity Staff.

(3) A diversity calendar of events is also published at each campus on upcoming events
which is sponsored by the specific minority organizations.

b. Officer College Degree Market Report (OCDMR)

(1) OCDMR can be requested from the Region or OPO. This report will display colleges
and universities within NRDs Area of Responsibility (AOR). Also, the report displays
student diverse population as well as degree level and programs. Utilize this
information to prospect programs in your recruiting area.

c. Centers of Influence (COI).

(1) Centers of Influence are persons who have access to your markets and can assist you
in your recruiting efforts. There are things to consider when developing productive
relationships with these key persons to help in your recruiting efforts.

(a) The efforts involved in developing your COI’s should be spent on building
relationships with gate keepers and/or decision makers. These persons have the
authority and influence to allow you to access not only your markets, but also
allow access to pools of contacts. Where should you look for COI’s to help in
your minority recruiting efforts?

(b) Minority Student Organizations.

i. Research the organization, and preferably the potential COI’s, to gain some
knowledge before your meeting. It would be helpful to know if the potential
COI is prior service, etc.

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ii. Meet with the head program coordinators or the Career Service
Representative. Remember to look your best, be genuine and courteous.

iii. Build rapport with these decision makers. Utilize good probing strategies
when speaking with a potential COIs to establish their willingness and ability
to allow access to the minority target population.

iv. Informing your COI’s of your objectives and programs is the ultimate goal.
You must maintain constant contact with these key persons.

(i) Face to Face contact is always best. In between your Face to Face contacts
utilize social networking, email, or just a quick telephone call to maintain
contact and rapport.

(ii) Provide COI’s with current program requirements and information. Keep
them in the loop; This allows them to know what your looking for and
who may be a likely candidate.

(2) COI Events for Minority Student Organizations.

(a) The purpose of participating in Outreach Events is to maximize exposure to Navy
Diversity Programs, Navy Opportunities, and generate positive Navy awareness
to minority markets.

i. Most minority event calendars are available on organization websites.

ii. Identify events that support your recruiting goals.

iii. Contact the President and/or Vice President to schedule a presentation or
attend the specific event.

iv. Preparation is the key to a successful presentation. Practice, Practice, Practice!

(3) Example, Minority Student Organizations.

(a) National Society of Black Engineers (NSBE)

(b) Society of Hispanic Professional Engineers (SHPE)

(c) Hispanic Association of College and Universities (HACU)

(d) African American Graduate Student Association (AAGSA)

(e) Student National Medical Association (SNMA)

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(f) National Asian Pacific American Bar Association (NAPABA).

(g) National Historically Black Fraternities and Sororities

(h) American Indian Science and Engineering Society (AISES)

(i) Society of Mexican American Engineers and Scientist (MAES)

(j) Asian Pacific American Medical Students Association (PAMSA)

(k) Society of Women Engineers (SWE)

(l) Asian American Society of Engineers (AASE)

(m) East Coast Asian American Student Union (ECAASU)

b. Campus Liaison Officer (CLO)

(1) The purpose of the CLO is to increase community awareness of the opportunities and
upward mobility available to all persons in the Navy as well as to increase Navy
diversity officer accessions. CLO’s:

(a) Bridge the gap between higher education and minority recruiting.

(b) CLOs are college/seminary faculty members, administrators, administrative
professionals who are affiliated with a Community College or University level
educational facility.

(c) Recruited as Naval Officers who are members of the IRR and drill for retirement
points (dual-affiliation is also allowed). Most CLOs have a bachelor or higher
degree and also have influential access to students.

(2) CLO’s are given direction from the NRD and delegated to the OPO to outline the
CLO’s responsibilities and duties. CLO’s are well networked in numerous
organizations in your recruiting areas and are usually faculty.

(a) Ensure you schedule a meeting with your CLO after arrival at the NRD to
establish rapport and exchange information.

(3) CLO’s provide:

(a) Referrals, qualified contacts, access to decision makers, and potential COI’s.

(b) Personal contacts with the minority students.

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(c) Personal contacts with advisors, deans, secretaries, student class presidents,
minority student org advisors etc.

(d) Knowledge and expertise of the features and benefits of Naval Service.

4. Senior Minority Assistance to Recruiting (SEMINAR)

a. SEMINAR provides outstanding minority personnel; E-6 through O-6 to interface with
leaders in the minority community to inform them of the opportunities for minorities in
today’s Navy.

b. SEMINAR was established to provide assistance to the Navy in its effort to recruit more
African American, Hispanic, and Asian/Pacific Islander candidates, and to enhance
Navy's image in these diverse communities. SEMINAR temporarily returns highly
qualified African American, Hispanic, and Asian/Pacific Islander officers and senior
enlisted personnel to their home communities. All personnel assigned for the duty will
be on PCS orders and will be required to be onboard a NRD for 20 calendar day period.

c. The SEMINAR particpant will assist the Officer Recruiter, and attend school visits and
meet with local leaders in community to discuss the vast educational, career, and
advancement opportunities the Navy offers.

d. Successful use of a SEMINAR participant is having a prospecting plan to utilize them
upon arrival. Some elements of their prospecting plan should include, but not limited to:

(1) Campus visits

(2) Participate on events for Minority Student Organizations

(3) Assistance in Interviewing

(4) Developing existing and establishing new, COI’s

5. Education Orientation Visits (EOV).

(1) EOV’s are designed to enhance civilian awareness of the training and educational
opportunities available to the men and women in the Navy.

(a) Coordinate an annual EOV trip with the NRD Education Services Specialist
(ESS).

(b) Choose the visit site wisely; ensure your itinerary has enough activities planned to
enhance the education of the participating members. Items on an itinerary could
include, but not limited to:

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i. Establish contact with Naval Education and Training Command activities for
coordination and support.

(i) Briefings with Navy officials, instructors, and students.

(ii) Tours of ships, schools, berthing, messing, and recreational areas and
other support activities.

(iii)Choose your participants wisely; don’t always invite your motivated
COI’s. The EOV visit could be a good vehicle to provide a positive image
for a decision maker who is expressing indifference to the Navy.

6. Mother Load Report.

a. The Mother Load Report identifies all collegiates attending school within your area of
responsibility.

(1) The personnel on the Mother Load Report may not be Collegiates who you physically
processed for officer recruiting programs.

(2) Once you identify your personnel in your markets, identify and make contact with
minority Collegiates, Develop a plan with them to enhance diverse recruitment
efforts, such as referrals, developing future COI’s, market identification, interview
assist, etc.

7. Identifying Diverse Markets.

a. The key to diversity success for all Navy Officer Recruiters is knowing where the
outreach markets are located. The most common ways to identify your diverse markets
are:

(1) Identify colleges with significant minority enrollment.

(a) A Priority 1 College for non diverse goals may not be a Priority 1 College for
your diverse market. You will need to create two matrices identifying both
markets.

(2) Prioritize the identified colleges in terms of minority population and size.

(a) All Priority 1 diverse schools shall be visited at a minimum once per month.

(b) All Priority 2 diverse schools shall be visited at a minimum of once per quarter.

(c) All Priority 3 diverse schools will be visited twice per year by the campus
managers.

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(3) Obtain the mother load report.

(4) Acquire lists of all minority juniors and seniors enrolled at the identified colleges.

(a) Ensure the acquired list in entered into your RTOOLS data base for market
identification and to utilize when conducting prospecting evolutions.

i. Inputting lists can be a time management nightmare. You must make a daily
plan to implement these lists, do 20 per day, utilize your active duty and IRR
Collegiates, family etc.

(b) Ensure lists are delivered to your Advertising Coordinator (ADCO) to conduct
mass mail outs immediately.

(c) Conduct market analysis on your specific campus data notebook to ensure your
market is 100% identified.

(5) Visit minority websites to acquire contacts in minority organizations such as:

(a) President and Vice President

(b) Student Officers

(c) Faculty Advisors

(6) Utilize ADCO to purchase organizational student lists if necessary.

(7) Visit outreach civic organizations.

8. Monthly Diverse Prospecting Plan.

a. The prospecting plan for diversity will be included into your monthly planning calendar.

(1) Utilize your diversity calendar to capture events occurring within your area. The
diversity calendar you generate will be more comprehensive in its coverage of
diversity events. Officer Recruiters will have to visit each Diverse Priority 1 Campus
website to identify upcoming outreach events.

(2) Building into your prospecting plan takes many things into consideration. There are
sequences of basic steps to include into your prospecting plan. These steps are not all
inclusive to your specific recruiting environment.

(a) List all known activity into your monthly prospecting plan. (Scheduled
interviews, processing of current applicants, doctors appointments, etc.) This will
allow you as the recruiter to schedule your prospecting around key events that

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will happen, and not schedule your task and goals where they will not be
accomplished.

(b) Utilize your MOP to identify your scheduled outreach events and place them on
your calendar. This will allow you as the recruiter to pre-prospect these events
before attending.

(c) Ensure your LEADS obtained from these organizations are loaded into your
tickler to contact before the event. This will allow you to set up interviews while
you’re already in the general area.

(d) Schedule contact with existing COI’s and leaders in these minority organizations
to allow them to assist you in contacting LEADS or other potential candidates
before your arrival.

(e) Ensure an ample supply of LEADS generating RAD’s and take those that are at
the ready for all prospecting events.

(f) Simply visiting minority organizations in your campuses is not enough! You must
be engaging new people on every visit to increase your sphere of influence inside
these diverse markets.

(e) Once the prospecting calendar is complete, it should encompass enough
prospecting to generate the required activity to obtain your diverse goals.

(2) Utilize your Post Prospecting Activity Report within the Campus Data Notebook to
assist you in planning future events.

(a) Return On Investment (ROI) for past events.

i. LEADs generated

ii. Contracts accessed

iii. What Centers of Influences (COI) were utilized

(b) Identify budget requirements from your previous events to facilitate timely budget
input.

9. Diversity Prospecting Plan Exercise.

a. Utilizing your training from Navy Officer Recruiter Prospecting, Post Prospecting
Activity Report (Form NC1131-5), and Web research classes. Generate a 1 month
prospecting plan to penetrate the Campus assigned to your team.

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(1) Utilize a blank monthly calendar to build your daily and weekly activities to support
your prospecting.
.
(2) Utilize resources as discussed in this Lesson Topic and through your Web research.

(3) Research and identify potential COI’s in the campuses assigned through research.

(4) Incorporate the use of your Campus Liaison Officer (CLO) into your prospecting
plan.

(5) Present your prospecting plan in a 15 minute presentation.

10. Evaluating the Diversity Plan

a. Ask yourself the following questions to evaluate the success of your diversity plan
exercise and again at your NRD in the future.

(1) What diverse program requirements still need to be filled?

(2) Is the current prospecting plan working and/or are adjustments necessary?

(3) Was all known activity provided on the planning calendar to minimize conflicts?

(4) Are there any constraints in certain programs?

(5) Are there any scheduling problems or special circumstances?

(6) Are there any follow-ups from previous minority prospects and/or minority applicants
that need to be scheduled for the visit?

(7) Have all LEADS in RTOOLS been attempted/contacted within 48 hours?

(8) Does the prospecting plan have an sufficient amount of planned diverse recruiting
activity to support assigned diversity program tasks?

(9) How many interviews are scheduled throughout the next two weeks to ensure
diversity tasks are met?

(10) Did your web research reveal the right potential
COIs and future events?

(11) What are your best modes of prospecting in
accordance with OPATE?

(12) Did you use previous ORPMS reports to reveal
strengths and weakness of prior visits and/ or

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prospecting evolutions?

(13) Did you utilize CDNs to maximize resources
during your visit?

(14) Did you contact and use a CLO prior to your
campus visit or event?

(15) Did you indentify and utilize Collegiates during
your prospecting efforts?

(16) Did you do everything you could have done for
The United States Navy today?

11. Summary & Review

12. Assignment

a None

13. Testing

a CBT

14. Application

a None


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OUTLINE SHEET 1.21
COLLEGIATE MANAGEMENT

Terminal Objective:

1.21.0 Describe the Collegiate Management Process and Reporting requirements.


1.21.1 Define the purpose of Collegiate Management.

1.21.2 Explain the responsibilities of the NRD to the Collegiate.

1.21.3 Explain the responsibilities of a Collegiate.

1.21.4 List the qualifying Collegiate Programs.

1.21.5 Explain the reporting process for Collegiate Contact Reports (CCR).

1.21.6 Explain the requirements and deadlines for Collegiate Management Reports (CMR).

Reference:

COMVAVCRUITCOMISNT 1131.2 (series)

Topic Outline:

1. Introduction

2. Purpose:

b. Purpose of the Collegiate Program is to provide incentives and responsibilities for
individuals selected for commission into Navy Officer Programs.

(1) These individuals are entitled to all benefits and privileges commensurate with their
pay grade and are required to fulfill all obligations and their service agreement, with
the exception of wearing uniforms and adhering to grooming standards.

3. Active Duty Collegiates:

a. The following programs qualify as an Active Duty Collegiate:

(1) Bachelor Degree Completion Program (BDCP)

(2) Civil Engineer Corps (CEC)

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(3) Nuclear Power Officer Candidate (NUPOC)

(4) Naval Reactors Engineer (NRE)

(5) Nuclear Power School Instructor (NPI)

(6) Health Services Collegiate Program (HSCP)

b. Responsibilities include:

(1) Conform to the Uniform Code of Military Justice

(2) Submit official transcripts 30 days following the completion of each semester,
quarter, or term (including summer school).

(3) Comply with the Navy’s PFA program, this includes annual PHAs. All OCS
candidates must complete the 2nd class swim test.

(4) They are not required to take leave unless leaving the continental United States. They
receive 2.5 days a month.

(5) They are required to participate in command urinalysis program.

4. Active Duty Collegiate Promotion opportunities:

a. All Active Duty Collegiates are eligible for promotion by recruiting someone that
Accesses into the same category.

(1) BDCP/CEC – Referring any applicant that accesses into an officer program or
making the Dean’s list (or 3.5 GPA) for two consecutive semesters (or three
quarters).

(2) NUPOC – Referring an applicant that accesses into a Nuclear Officer Program.

(3) HSCP – Referring an applicant that accesses into a Medical Officer Program.

b. GENOFF Collegiates enter the program as an E-3 and can promote up to E-5.

c. BDCP and CEC are advanced to E-5 upon graduation then sent to OCS where they will
commission upon graduating.

d. HSCP starts at E-6 and can only promote one time to E-7.

5. Active Duty Collegiate Academic Consequences:

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a. The most frequently encountered problem with Collegiates is failure to comply with the
academic requirements of their service agreements.

b. Collegiates who are not complying with academic requirements will be issued a warning
from NRC.

c. Collegiates who fail to respond to counseling or whose academic performance warrants
further action may be:

(1) Disenrolled from their program and transferred to the fleet via RTC.

(2) Enlisted active duty will commence within 60 days and complete a 24 month
minimum tour.

(3) Reduced to E-3.

d. There will be times when sending someone to boot camp is not in the best interest of the
individual or the Navy. The NRD CO may submit a request for discharge from BUPERS.

6. Active Duty Collegiate Reporting Procedures:

a. Must make contact with the NRD recruiter twice a month and complete a Collegiate
Contact Report (CCR) NAVCRUIT Form 1131/39. Any yes response is considered a
negative report and must be forwarded up to signature.

b. Once in a two month period (1 in 4 contacts) Collegiate must conduct contact report face-
to-face with NRD recruiter.

(1) During contacts make sure you are aware of any personal matters, not just what is
listed on the CCR.

(2) Mentor them during their visits to keep motivation and for referrals.

c. Active Duty Collegiate Management Reports (CMR)

(1) Submitted on each Collegiate assigned to NRD twice a year on January 30th and June
30th.

(2) Collegiates will need to bring transcripts, PFA, and current physical.

d. Active Duty Collegiate Medical, Physical and NPQ procedures:

(1) Any change in physical or medical conditions must be relayed to the NRD. This
includes prescription medications.

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(2) Physicals are good for two years and must be good through the Collegiates graduation
date from OCS/OIS.

(3) When a Collegiate becomes Not Physically Qualified (NPQ) the member will be
processed for discharge.

(4) NRD will arrange a fitness for duty medical board at the closest military hospital.

(5) Forward a copy of results to NRC with original to BUPERS.

(6) BUPERS determines fitness for duty and notifies NRD if a disability board in
required. PERS-281 will initiate discharge paperwork.

7. Inactive Ready Reserve (IRR) Collegiates.

a. The following programs qualify as Individual Ready Reserve (IRR) Collegiate:

(1) MC HPSP – 1975
(2) DC HPSP – 1955
(3) MSC (Optometry) – 1995
(4) NCP (Nurse Candidate) – 29002
(5) FAP (Financial Assistant Program) – 21053
(6) JAG Students
(7) Chaplain

b. IRR Collegiates are under the official supervision of the appropriate program manager.
They do not have to check in with the NAVCRUITDIST or adhere to the same Active
Duty Collegiate requirements. (e.g. PFA, urinalysis) They do have to maintain their
academic program requirements.

(1) IRR Collegiates must give updated contact information to their appropriate program
manager.

(2) They are not physically monitored by their managers.

(3) OPO will require contact once a month by NRD recruiters and quarterly using
NAVCRUIT 1131.39 (CCR).


a. NRD’s are responsible for ensuring Collegiates are taken care of during their college
time. They are a good source of referrals and by providing outstanding service to
Collegiates you give them a good first impression of the Navy.

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9. Application:

a. None

10. Evaluation:

a. CBT

11. Assignment

a. None

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OUTLINE SHEET 1.22
KIT BUILDING


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OUTLINE SHEET 2.1
PROCESSING


154


OUTLINE SHEET 2.2
PROSPECTING


155


OUTLINE SHEET 2.3
FAIR SHARE GOALING

Terminal Objective:

2.3.0 Identify the process of goaling throughout Navy Recruiting Command.


2.3.1 Explain the Navy Recruiting Command goal process.

2.3.2 Identify the factors that are used in NRD goaling.

2.3.3 Explain goal share calculations to include weight factors, anomalies, and the other
elements used.

2.3.4 Describe the NRD Goaling Letter.

2.3.5 Perform goal share calculations to ensure fair share distribution of Zone goal.

Topic Outline:

1. GOALING (BUPERS)

a. The Bureau of Personnel must ensure that the Navy is manned to the level required by
Congress. Some of the factors considered by BUPERS are:

(1) End Strength Objectives: Replace 20% annually.

(2) Hardware: Ships, Submarines and Air Squadrons.

(3) Budget: Early FY/Late FY.

(4) Affirmative Action.

(5) Quality.

(6) RTC and A-school capacity.

2. GOALING COMNAVCRUITCOM (NRC)

a. NRC uses computerized statistical analysis of past years to determine cause and effect of
various variables. These variables include but are not limited to:

(1) Military available (Male and Female)

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(2) Diversity

(3) “A” Cells (upper mental groups)

(4) Past new contract production

(5) Recruiters assigned.

(6) Unemployment

(7) Relative military to civilian pay ratio

3. GOALING (REGIONS)

a. Goals are provided to Region from CNRC. The Region then breaks down those goals and
provides fair share goaling for each Navy Recruiting District (NRD). Factors considered
in determining NRD goal:

(1) Production History

(2) RAF/Manning

(3) Market Share

b. Regions may make minor adjustments based on anomalies, which do not fit any CNRC
Goaling models.

c. Regions may make phasing adjustments to NCO by month.

d. Regions have10% flexibility in assigning NCO phase.

4. GOALING (NRD)

a. REGION recommends Annual goals for each NRD based on CNRC goaling model.

b. NRD determines average % of New Contract goal written for each month.

c. NRD applies monthly % to NCO goal planning matrix, the result should be a logical
phasing plan.

5. MARKET SHARE GOALING

a. Ensures goals are equitably distributed.

b. NRD’S will use market share goaling method on a monthly basis to calculate goal share
for each division and station.

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6. GOAL SHARE (calculation)

a. Zone Goal Share = Weight x MKT Share + (1-WT) x Recruiter Share.

b. Two elements needed for Zone Goal:

(1) Zone percent of NRD market.

(2) Zone percent of NRD recruiters assigned.

c. Zones % of market derived from the Zone Level Market Report.

d. Recruiter number must be converted into % for formula to work.

e. NRD’S use a computer program to assist in goal determination.

f. NRD CO’S will review program to ensure fair goaling.

7. WEIGHT FACTORS

a. Determined by a subjective evaluation of current conditions.

b. Evaluation is done to decide which of the 2 elements outweigh the other:

(1) Recruiters

(2) Market

8. ANOMALIES (subjective evaluation)

a. Chief Recruiters will take many factors into consideration when assigning goals to the
individual divisions in their districts. These factors are usually anomalies and should
only affect the goaling process for short periods of time. Examples of these anomalies
are:

(1) Local unemployment variations.

(2) Management Expertise.

(3) Recruiters TAD.

(4) School access.

(5) Large PPR variations.

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(6) Field level experience
(7) Zone manning inequities

9. GOAL SHARE ELEMENTS

a. Recruiter Share = Actual recruiters on-board.

b. Market Share = Zone Level Market Share report.

c. Recruiter Share plus Market Share determine Goal Share.

d. (%MKT Share x Weight) + (% Recruiter Share x Weight) = Goal share.

10. NRD GOALING LETTER

a. The NRD Goaling Letter is a NRD Notice that is published monthly, superseded by the
following month’s notice. It will not be published until the NRD receives it’s DEP Slope
Target (DST) Line from Region. Region assigns the NRD’S in-month DST by the third
working day of the month. Out-month DST will be assigned by no later than the fifth
working day of the month. Some of the topics covered in the goaling letter are:

(1) Last months Production.

(2) Last months Award winners.

(3) Policy changes and priorities.

(4) Communications and training.

(5) MEPS operational dates.

(6) Prospecting guidance.

11. GOALING LETTER GOALS

a. The NRD Goaling Letter is also used to convey the current month’s goals to the field.

(1) NRD Goals broken down to Division and NRS.

(2) Basic Contract: New Contract Objective.

(3) “A” Cell : Upper Mental group contracts needed.(including Diversity Goals)

(4) NPS work force: graduates who are eligible to ship directly to RTC.

(5) NUKE, SEAL, Priority Ratings etc…

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12. Application

Job sheet 2.3-1

13. Summary

14. Testing

15. Assignment


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OUTLINE SHEET 2.4
LCPO RPMS
Terminal Objective:

2.4.0 Demonstrate the ability to manage the Enlisted Recruiter Production Management System
as a LCPO.


2.4.1 List the components of ERPMS and explain the LCPO’s responsibilities in
regards to each component.

2.4.2 Explain the purpose of the LCPO. monthly planner and should be accomplished on a
station visit.

2.4.3 Identify items for discussion during a LCPO. to Watch Center Supervisor DPR to resolve
prospecting or production shortfalls.

2.4.4 State the retention term of ERPMS items.

2.4.5 Analyze an existing NRS PATE to determine prospecting and processing strengths and
weaknesses.

Topic Outline:

1. Enlisted Recruiter Production Management System (ERPMS).

a. ERPMS is designed for the Watch Center Supervisor to manage all available resources
within the NRS to achieve goal. The LCPO. shall train and direct each Watch Center
Supervisor in system use and monitor recruiter production though the Watch Center
Supervisor.

b. ERPMS provides production personnel with the tools necessary to effectively plan and
evaluate recruiting activities to achieve goal.

2. The Components of ERPMS.

a. Monthly Planner/Itinerary: Each CR, ACR, LCPO, CT, NSW/NSO Coordinator and NF
Coordinator shall maintain a monthly planner/itinerary to be published. Monthly
planners/itineraries should be retained current plus twelve previous months.

(1) Before a LCPO builds his monthly planner, he should analyze his Division’s needs in
the following areas:

(a) PQS Qualifications

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(b) Training
(c) Inspections
(d) Follow-up visits
(e) DEP Meetings
(f) Leadership Issues

(2) The LCPO should make every effort to follow his planner once it is published. Since
all planned activity should be directly related to improving production, the planner
may require adjustments during the month.

(3) The purposes of the LCPO visit are to provide training, improve production, and
present awards. You should show up prepared to conduct business.

(4) It is imperative that the LCPO follows up on any previous training or coaching
provided to the Watch Center Supervisor.

(5) One of the most productive days for the NRS should be when the LCPO visits!

b. Station Planner. The Station Planner is the primary tool used to indicate
prospecting/processing activity that must be accomplished to achieve a NRS’S goal. It is
to be retained by the Watch Center Supervisor current plus twelve previous months.

(1) It is developed with the following input:

(a) Recruiters weekly planner/PATE
(b) All previously scheduled and known activity
(c) Any command scheduled evolutions

(2) The LCPO should analyze the NRS planner on each visit for effectiveness. The
LCPO has the authority to modify any subordinates plan.

c. Recruiter’s Weekly Planner. The recruiters planner should reflect their prospecting
and processing plan. Recruiters retain their planners current plus twelve previous
months.

d. Applicant Logs. The Applicant Log is used by recruiting personnel to track applicants
from initial appointment to final disposition and serves as a training aid. While there is
no set number of applicants for a recruiter to actively prospect, the recruiter cannot
consistently work prospects that do not qualify for enlistment. A prospect is defined as
an individual who appears to be mentally, morally, and physically qualified. Qualified
interviews are defined as prospects that are mentally, morally, and physically qualified,
and a complete PSS sales presentation was conducted. Applicant Logs will be retained
for current plus 12 months. The LCPO and Watch Center Supervisor shall analyze the
applicant log to determine the status of all applicants.

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(1) Recruiting personnel must ensure that true and accurate data is maintained on these
logs. Fudging numbers creates a disparity in their daily efforts.

(2) The key is to keep as many people on the logs as possible to work. This comes from
consistent and constant prospecting.

e. Production Analysis Training and Evaluation Sheet (PATE). Pate shall be used to
analyze division, NRS, and recruiter prospecting and sales performance. Each recruiter,
Watch Center Supervisor, and LCPO shall maintain a monthly PATE sheet. All will
retain their PATE sheets current plus previous twenty-four months.

(1) Once again, the data is useless unless it is accurate and used to make the recruiting
effort more efficient.

(2) The PATE is not only an analysis and training tool; it can help establish a baseline for
building a prospecting plan.

3. The LCPO to Watch Center Supervisor Daily Production Review.

a. DPR is one of the most critical operations in Navy Recruiting. It allows the chain of
command to review, plan, adjust, and train to recruiting activities.

b. The purpose of the LCPO to Watch Center Supervisor DPR is to determine whether the
NRS is following the prospecting plan and is on track to attain all assigned goals.

c. The depth and frequency of the DPR will depend on the experience level of the Watch
Center Supervisor. The following items shall be discussed:

(1) Review new appointments and interviews

(2) Review previous entries on the applicant log. Ensure that processing is scheduled or
accomplished.

(3) Applicants have been scheduled for MEPS

(4) Was today’s planned activity accomplished? If not, what adjustments were made?

(5) What is tomorrow’s plan shaping up to be?

(6) What is the status of any LEADS received today?

(7) What is the status of your FUTURE SAILORS?

(8) What is the status of next 2 months of Shippers?

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Officer Recruiter Production Management System (ORPMS)

Terminal Objective:

Explain how the Officer Recruiting Production management System (ORPMS) aids the Officer
Programs team in evaluating and improving Officer Recruiter and Officer Processor efficiency
and effectiveness.


Explain the purpose of Officer Recruiting Production Management System (ORPMS).

Describe the components of the ORPMS to include: Officer Prospecting Activity Log, Officer
Planning Calendar and Officer Production Training Evaluation.

Explain how to analyze the Officer Production Analysis Training and Evaluation (OPATE)
worksheet and how prospecting ratio’s are determined.

Explain the purpose and requirements for planning calendars and how to make proper
adjustments as required meeting personal goal objectives in conjunction with Applicant Log and
OPATE information.

References:

2. NRC N3-OPERATIONS NOTICE #8

1. Introduction

2. Purpose:

a. The Officer Recruiting Production Management System (ORPMS) is designed to provide
production personnel with the tools necessary to effectively evaluate recruiting activities
and achieve goal. When used in conjunction with other available systems, ORPMS will
effectively increase production, manage assets and improve recruiter quality of life.

3. Components of the Officer Recruiting Production Management System (ORPMS) consist of
the: Officer Prospecting Activity Log, Officer Production Training Evaluation and Officer
Planning Calendar.

a. Officer Prospecting Activity Log (Applicant Log Exhibit 2).

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i Each recruiter will maintain a current month Applicant Log and retain the previous 12
months. This allows you to track applicants being processed for possible
commissioning and also serves as a training tool. All applicant logs will be updated
daily.

ii Recruiter’s Prospecting Activity Log. Enter all sales interviews (contacts) conducted
into Web-RTOOLS. Any contact that has been conducted in the last 12 months and is
interviewed again will be considered a carryover designated in the remarks section by
(C/O).

iii A qualified contact is defined as an applicant who appears to be mentally, morally,
physically qualified and has been formally interviewed.

(1) Once a contact starts the application process they become a Prospect (PRS).

(2) When the application for the Prospect to NRC and is awaiting board results these
prospects are then called Applicants (APP).

(3) Applicants that have final selection board results and sworn into the Navy are
titles Accession (ACC).

iv Contacts that disclose problems during the blueprinting process and do not meet Basic
Eligibility Requirements (BERs) are not to be considered as qualified contacts until
the applicant resolves all issues pertaining to the disclosed items that deem them not
qualified for Naval Service at that time.

b. Analysis of Prospecting Activity Log (Exhibit 2).

i A sense of urgency is essential in getting face to face with qualified contacts that can
be moved to the next step. Contacts on the Prospecting Activity Log must be
analyzed by order of priority.

(a) Hot - These are contacts that have a high probability of selection, and are
awaiting some form of documentation or medical consultation. These
contacts require daily follow-up by the recruiter.

(b) Warm - These contacts have given a favorable response to the recruiter’s
proposal, but need time to think about it or consult with a significant other
prior to making a decision. These applicants require daily recruiter attention.

(c) Cold - These contacts are basic follow-ups that declined or were not qualified
at the time of interview. A waiting period may be required prior to
processing. These applicants require ongoing recruiter attention to determine
if circumstances have changed.
c. There is a logical chain of events that takes place from a contact to new accession. The
cause and effect relationship between these chains of events are the essence of analyzing

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recruiter performance. Interest levels of contacts usually decrease over time. It is
imperative that recruiters focus their efforts on contacts at the peak time.

4. Officer Production Analysis Training and Evaluation (OPATE Exhibit 1).

a. Recruiting uses standard forms to collect and analyze data and set mission objectives.
The collected data helps identify whether enough prospecting was accomplished to meet
mission objectives.

b. Analysis of the data will indicate how effective a recruiter was at various recruiting
activities (prospecting, screening, selling, processing) and identifies specific strengths
and weaknesses.

c. Collecting data is meaningless unless it is accurate and used to make the recruiting effort
more efficient.

d. The OPATE (Exhibit 1) shall be used to analyze individual prospecting and sales
performance.

e. The OPATE (Exhibit 1) provides information necessary to conduct proper activity
analysis and is a baseline to develop an effective prospecting plan.

f. The data for the OPATE (Exhibit 1) sheet comes from the past three months prospecting
logs and planners of the Recruiter.

i The following criteria shall be used to build and analyze the OPATE sheet:

ii Each Recruiter will maintain a current month OPATE sheet. OPATE sheets shall
accompany the applicant logs for the month in which the activity is being tracked.

iii Retain current plus previous 2 years of recruiter OPATE worksheets.

5. The OPATE (Exhibit 1) sheet has four sections:

a. Section I - Prospecting Generated – This section is the three month historical prospecting
data broken down into five primary source codes: Phone/LEADS, Referrals, Personally
Developed Contacts, Presentations, and Email. Place all Contacts, Prospects, Applicants
and New Accessions in the three months prospecting activity blocks which totals at the
bottom of Section 1 in the Totals block.

b. Section II – Prospecting Summary -- (Ratios for 1 New Accession): This section
calculates each prospecting mode into an average number of Contacts, Prospects,
Applicants and Accessions required to write one Accession in each of the 5 primary
modes of prospecting. These averages are obtained by dividing the total number of
Contacts, Prospects, and Applicants by the total New Accession in each prospecting
mode.

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c. Section III – Prospecting Plan Guidance

(1) Quarterly Goal – In this sub-section, the recruiter will place their quarterly goal
broken down by each primary source code and place the total of the three source
codes in the Accession total block.

(2) Monthly Activity Required to Achieve Goal – This Sub-section includes the total
number of Contacts, Prospects, Applicants and Accessions for the current month that
a recruiter is required to obtain to meet the monthly prospecting objectives. This
section will add from each primary source in code in section II, the total number of
Contacts, Prospects, Applicants and Accessions required based on the three month
averages. This section is where the recruiter will utilize the information to build daily,
weekly and monthly prospecting plans.

d. Section IV – Other Activity – This section provides the recruiter the three month
historical look at the total number of prospects and New Accessions written for the two
remaining source codes MO (Mail outs) and WI (Walk-ins).

6. Planning Calendars.

a. Officer Planning Calendar Purpose. Success is measured by results obtained from daily,
weekly, monthly, and annual activities. Many people wrongly equate effort with the
amount of time spent at work. Wasted time is a recruiters’ greatest enemy. Once lost,
time can never be made up.

b. Scheduling and Planning. Detailed scheduling and planning reduces conflicts, maximizes
productive time, and focuses effort.

c. Recruiters shall be able to construct daily, weekly, monthly, and yearly plans and shall
revolve around the two most important tasks for a recruiter: prospecting and selling.
These planners and category tables shall be retained for inspection purposes; a copy of
the previous 12 months will be printed and retained on file.

d. “Permissions “will be set to allow for the Chain of Command to view planners via the
internet.

e. The recruiter’s planner is used to keep track of daily activities. Recruiters must keep
planners with them at all times to ensure each scheduled activity fits into the plan.

f. Recruiters should know what they want to accomplish for the next day, prior to walking
into the office. Planning calendar’s should display campus visits, training needs, PQS
requirements, prospecting, appointments and other necessary activities scheduled to
achieve the OPO departments prospecting and production goals.

(1) The OPO has the authority to modify a recruiters schedule or plan.

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(2) The Officer Recruiters planner will be used for effective long range planning;
supervisory personnel will make every effort to use consistent dates for meetings,
training and other recurring events. The calendar will be used as a tool by the OPO
and OR in developing a training plan and assisting in identifying recruiting strengths
and weaknesses of assigned personnel.

7. Building a Prospecting Plan.

a. Building an effective Prospecting Plan encompasses many different sources of
information to consider.

i Known Activity.

(1) All known activity must be listed on the Plan first. These specific items are
normally not in your direct control and will affect time during a specific
date/time. You must make a list of all of these events to incorporate into your
planner. An example of known activity is but not limited to:

(a) Production Meetings.

(b) Previously scheduled Interviews.

(c) Training.

(d) Collegiate Management.

(e) Processing.

(f) Campus events (job fairs etc.)

(2) The purpose of ensuring that all known activity is documented on your planner
during the initial building phase is to allow for a beneficial use of the time left in a
production month to focus prospecting efforts.

ii Market Analysis.

(1) Utilize the Marketing Operation Plan to identify the Priority 1 Schools in your
area. These schools will give you the most return on your recruiting investment
due to sheer volume of students. Keep in mind that when recruiting specific
programs you must conduct further analysis to ensure these Priority 1 Schools
have the program that supports your needs.

(a) When you analyze the marketing data you will identify the “hot” market, it is
simply one that produces and/or has the potential to produce based on all

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factors (i.e. Population, Degree Programs, Propensity to Commission, Pro
Navy etc.).

(2) Utilize your Campus Data Note Book to gain critical information about your
college or university. This binder will contain all relevant data on a specific
campus to include Post Visit Reports. These reports can be used to clarify what
recruitment efforts existed in the past and where they were beneficial.

(a) Conducting your first analysis on these reports should be with an open mind.
You should take the data in to consideration but also ensure you quantify all
of the information by conducting visits yourself for continuity. Some
recruiters may not document well and/or at all. Find Out for Yourself!

(3) Utilize your Mother Load report to obtain your list of collegiate personnel in your
scope of responsibility. These personnel are a great source of information on the
campus and potential referrals to include potential Centers of Influence.

(4) Use of College Websites can tailor your efforts by providing information on
statistics, programs, events, and influential personnel that can assist you in your
recruiting efforts. These things must be taken into consideration when developing
your prospecting plan.

iii Effective Prospecting Modes.

(1) Re-visit your Officer Production Analysis Training Evaluation (OPATE) to
identify what your most productive prospecting modes are. These modes of
prospecting should be used in your recruiting markets to ensure your success in
achieving your targets. Remember you must take action on modes not utilized and
show a declination compared to your strong modes. Through training and practice
your “weak” modes of prospecting will be in line with the modes that show your
“strength”.

b. Upon the completion of the analysis the planner should take form in MS Outlook
Calendar. This planning calendar is the primary method for planning and executing daily
activities. Required planner documentation at a minimum, will consist of the following:

i Prospecting.

ii Processing.

iii Training.

iv College Visits.

v Collegiate Management.

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vi Other activity deemed necessary to achieve assigned targets.

c. Activity targets for prospecting expectations.

i Place at top of Outlook calendar right below the calendar day as follows: Month=A:
22/0, I: 13/0. On the second and all consecutive weeks, the activity required for the
week will be annotated in the same fashion.

ii When positioning your targets for activity attainment on the planner you must
consider all known activity as previously mentioned and front loading activity.

(1) Front loading activity allows the recruiter to stage his/her activity to allowing the
recruiter to create an atmosphere in faster activity attainment and complete his/her
goals before timelines and processing life cycles.

(a) Break your activity needed for the month into your four week schedule to
allow equal distribution of appointment and interviews; it is important to see
what these attainments would look like before front loading.

(b) Now based on your known activity (things beyond your control) and dissect
your appointment target for the month into percentages (i.e. 35% Week 1,
35% Week 2, 20% Week 3 and 10% Week 4). These percentages are an
example for any given month; the recruiter will need to take all factors into
consideration when placing activity targets.

(i) When you address your appointment targets in this fashion it allows
flexibility towards the end of the month or quarter to make-up any missed
or rescheduled activity.

(ii) The interview target should be evenly spread evenly over the 4 Week
Planner. Remember Appointments create Interviews. If you are front
loading your appointments your interviews will take the same shape even
though you have not front loaded this target.

(iii)This method of breaking out your activity targets over a 4 Week month
can be taken further. The recruiter can also break down this activity again
into five day week just as he/she did for the month. This creates the
potential for great quality of life without missing activity.

iii Daily required appointments and interviews documented in the 0800 time slot of the
recruiters’ planner as follows: A=Req’d/Attn, I=Req’d/Attn.

d. Categorizing activity with color code applications. These minimum categories are
required and will be known as the “Master Categories”.

i Prospecting (Orange).

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ii Appointments to include No-Show and rescheduled (Yellow).

iii Interviews (Green).

iv Officer Production Review (Blue).

v Training (Purple).

vi Collegiate activities/training (Red).

vii Recruiter Leave/Special Liberty (Maroon).

e. Adjustments.

i The prospecting expectations and adjustments should be documented as outlined
below. Results of documenting in this fashion will allow this information to be
tracked on the table views via Microsoft Outlook.

(1) All specific targets will be documented on planner as outlined above.

(2) Appointment and Interviews shall be documented on the planner using the
applicants last name, education code and prospecting source (i.e. Blair 16K PD)
and highlighted based on the master category color code.

(3) Rescheduled/Adjusted prospecting shall be documented in the appropriate
rescheduled time slot as follows:

(a) Prospecting.

(i) RS=16K PH PWR

(b) Rescheduled/Adjusted appointments.
RS=1204 Blair 16K PH highlighted in accordance with the master category
color code.

8. Plan of Action and Milestones (POA&Ms)

3. POA&Ms are developed when a production area is identified as out-of-limits, as
defined by the MOP.

4. POA&Ms will be developed using the following steps:

Step 1: Identify the relationship(s) that are out of limits.

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Step 2: Examine/Analyze relevant activities in MOP previously assigned to see level
of activity generated and weaknesses. (Media, prospecting activities, PSS
proficiency, processing procedures etc.)

Step 3: Develop activities and procedures to address the weaknesses.

Step 4: Implement the POA&M with specific timeline requirements.

Step 5: Review/assess the plan’s effectiveness in resolving out-of-limits condition.

3. OPO shall provide monthly reports to the CO on the status of all outstanding
POA&Ms. Once program is no longer out-of-limits the completed POA&M shall be
initialed and dated by the CO. Retain completed POA&Ms for two years.

9. Summary & Review

10. Assignment


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Exhibit 1 (Pg1 of 3)

PHONE/LEADS REFERRALS PERSONALLY DEVELOPED
(RR,RA, RC, RD, RI, RS, PN) CONTACTS
MONTH CON PRS APP ACC MONTH CON PRS APP ACC MONTH CON PRS APP ACC
JUL 11 7 1 1 JUL 2 1 0 0 JUL 7 4 1 1
AUG 12 8 1 0 AUG 2 0 0 0 AUG 8 4 1 1
SEP 11 7 3 2 SEP 1 1 1 1 SEP 9 5 0 0
Totals 34 22 5 3 Totals 5 2 1 1 Totals 24 13 2 2

PRESENTATIONS EMAIL

MONTH CON PRS APP ACC MONTH CON PRS APP ACC
JUL 7 4 1 1 JUL 7 4 1 1
AUG 8 4 1 1 AUG 8 4 1 1
SEP 9 5 0 0 SEP 9 5 0 0
Totals 24 13 2 2 Totals 24 13 2 2

SECTION II PROSPECTING SUMMARY (Ratios for 1 Accession)
PHONE/LEADS REFFERRALS PERSONALLY DEVELOPED
CON PRS APP ACC CON PRS APP ACC CON PRS APP ACC
REQ'D REQ'D REQ'D
FOR 1 11.3 7.3 1.7 1 FOR 1 5.0 2.0 1.0 1 FOR 1 12.0 6.5 1.0 1
PH ACC RF ACC PD ACC
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
PRESENTATIONS EMAIL

REQ'D CON PRS APP ACC REQ'D CON PRS APP ACC
FOR 1 FOR 1
PR ACC 12.0 6.5 1.0 1 EM ACC 12.0 6.5 1.0 1

SECTION III PROSPECTING PLAN GUIDANCE
A. Quarterly Goal

3 Quarterly Goal by 0 0 0 0 0
ACC Total Source Code PH RF PD PR EM

B. Total Monthly Activity Required To Achieve Goal (Used to build Prospecting Plan)

CONTACTS PROSPECTS APPLICANTS ACCESS
0.0 0.0
0.0 0.0

SECTION IV OTHER ACTIVITY

MAIL OUTS AND WALK-INS
MONTH PRS ACC
JUL 2 0
AUG 3 1
SEP 0 0
Totals 5 1

RECRUITER SIGN:

OPO SIGN: DATE:

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JUL 11 7 1 1 JUL 2 1 0 0 JUL 7 4 1 1
AUG 12 8 1 0 AUG 2 0 0 0 AUG 8 4 1 1
SEP 11 7 3 2 SEP 1 1 1 1 SEP 9 5 0 0

PRESENTATIONS EMAIL

JUL 7 4 1 1 JUL 7 4 1 1
AUG 8 4 1 1 AUG 8 4 1 1
SEP 9 5 0 0 SEP 9 5 0 0
Totals 24 13 2 2 Totals 24 13 2 2

REQ'D REQ'D REQ'D
FOR 1 11.3 7.3 1.7 1 FOR 1 5.0 2.0 1.0 1 FOR 1 12.0 6.5 1.0 1
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
PRESENTATIONS EMAIL

FOR 1 FOR 1
PR ACC 12.0 6.5 1.0 1 EM ACC 12.0 6.5 1.0 1

A. Quarterly Goal



0.0 0.0
0.0 0.0


MONTH PRS ACC
JUL 2 0
AUG 3 1
SEP 0 0
Totals 5 1

RECRUITER SIGN:

OPO SIGN: DATE:

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JUL 11 7 1 1 JUL 2 1 0 0 JUL 7 4 1 1
AUG 12 8 1 0 AUG 2 0 0 0 AUG 8 4 1 1
SEP 11 7 3 2 SEP 1 1 1 1 SEP 9 5 0 0

PRESENTATIONS EMAIL

JUL 7 4 1 1 JUL 7 4 1 1
AUG 8 4 1 1 AUG 8 4 1 1
SEP 9 5 0 0 SEP 9 5 0 0
Totals 24 13 2 2 Totals 24 13 2 2

REQ'D REQ'D REQ'D
FOR 1 11.3 7.3 1.7 1 FOR 1 5.0 2.0 1.0 1 FOR 1 12.0 6.5 1.0 1
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
PRESENTATIONS EMAIL

FOR 1 FOR 1
PR ACC 12.0 6.5 1.0 1 EM ACC 12.0 6.5 1.0 1

A. Quarterly Goal



0.0 0.0
0.0 0.0


MONTH PRS ACC
JUL 2 0
AUG 3 1
SEP 0 0
Totals 5 1

RECRUITER SIGN:

OPO SIGN: DATE:

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NORS STATION: RECRUITER:
Program
EMAIL ADDRESS GENOF
Name (Last, FI, MI) APPT INTV INTV CODE(S)
Last four of SSN, ZIP Date Date Code
Cell/Home Phone # Degree / GPA MEDICAL

LINEBACK, C.A. CALINE@GO.NAVY 19- 19-Mar- 31001160013700 X
RI
Mar-09 09

3503 43056 330-555-5555 BASKET/3.98 N/A

INT CODE
PH PHONE
RL LOCAL LEAD
RN NATIONAL LEAD
RD COLLEGIATE REFERRAL
RA APPLICANT REFERRAL
RI COI/COUNSELOR
RS REFERRAL OTHER SERVICE
PD PERSONALLY DEVELOPED CONTACT
RP PRESENTATION/HARP/SEMINAR
WI WALK IN
RR Recruiter
Refferral
PN Pro Navy

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Applicant Log View - Center

ACT AGE TEST DATE OTOOLS PFA HT
PRO/COM PRO
DOCS REC
RES Sex Race SCORES STATUS (pass/fail) WT

72
X 26 X 3-19 X
X 31000 11600 PASS
M Y 167
N/A 35111 AT NRC

Disposition Codes NBQ Not BEERS Qualified
AFF Affiliation NME Not Morally Qualified
C/O Carry Over NMQ Not Mentally Qualified
DECL Decline to enlist PMR Permanently Medically Rejected
DEP Delayed Entry Program
QNE Qualified, Not Enlisted
DIR Direct Ship
ENL Enlistment/Commission TMR Temporary Medically Rejected
EOS Enlisted other service/Referred

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Applicant Log View - Right

MONTH/YEAR:

PHYSICAL SELECT
JPAS OCS/ODS
DISPO / REMARKS
SENT DATE
PASS FAIL WVR PQ LETTER

31000 16000 OCS
P N/A 25-Mar-09

25-Mar-09 15-Jun-09 GOOD TO GO, READY TO SHIP

TOTALS:

Waiver Codes & Authority
1 Re-Code N - NRD
2 Dependency R - REGION
3 Accession C - CNRC
4 Medical P- PERS
5 Civil B- BUMED
6 Drug/Alcohol G- GRADE
7 SCROLL

178


MONTHLY VIEW

179


WEEKLY VIEW

Planners and category tables shall be printed on a weekly
basis and maintained for inspection.

180


DAILY VIEW

It’s okay to leave a spot blank to fill in later for missed activity and/or an appointment

181


When the reminder is set for 24 hours prior to
evolution, it will pop up on recruiters computer.
This can be utilized for several important evolutions
and be controlled.

This is where the Recruiter will put in the goals of each evolution
he or she wishes to obtain for that evolution

182


     Appointment (ALL)
     Prospecting (All)
     Interview
     DPR
     Goals
     Training
      Leave / Liberty

183


This is a snapshot of where the recruiter will
input most of their taskers. To include
Appointments, School Presentations, ASTB’s,
EOM’s, Monthly mentoring, Collegiate
meetings, PT, PTO, Leave, ETC.

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Once the recruiter or Watch Center Supervisor builds a TASK, they will then
click on Assign Task, then insert names for all that need it on their planner.
For example, this is a DEP meeting, so it needs to be sent to all Recruiters
in the NRS, the Watch Center Supervisor and the guests which are the
LCPO and EPO.
Once that is sent, all will receive an email and just have to click accept for it
to be automatically populated to their planner.

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_

186


_

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OUTLINE SHEET 2.5
PRIDE
Terminal Objective:

2.5.0 Explain the programs and reports located in the PRIDE System and how they are used in
the enlistment and management of Navy Applicants.


2.5.1 Explain PRIDE programs and there functions.

2.5.2 Determine which PRIDE report to use in the management of various enlistment
situations.

Topic Outline:

1. PRIDE Overview. PRIDE is a group of management reports. The program allows for the
efficient processing of enlistments while utilizing the Classification and Assignment within
PRIDE (CLASP) Program, which is a series of programs which enables the classifier to place
the applicant in the “right” job. The system does not provide a Quality Control point for
enlistment or program eligibility. The MEPS staff must do that. NRC’S SOPMAN (CNRC
5400.2 Series) along with the PRIDE User’s Guide (4/92) provides specific guidance.

2. PRIDE Reports.

a. PASSID. This report allows the user to change LOGON password to prevent
unauthorized access to the PRIDE system. You can access PRIDE from any secure
browser. Click on “Change PRIDE Password” at the log-on screen.

b. LIST. After log-in, the first screen that will appear is the LIST. This report shows
programs that you are authorized to access. It provides the number of runs allowed per
day and the total number of runs executed per day. Not every log-on ID will have the
same access, so therefore the number of reports that you are able to view may differ
depending on your role within the NRC organization.

c. AFEESM. The Armed Forces Entrance and Examining Station Management report is
used to report the enlistees that have or have not confirmed outside the cycle of their
scheduled enlistment date by NRD or Team Code.

(1) The report will only search for enlistment reservation records with conformation
dates within the range specified by the user.

(2) The AFEESM program does not give totals but prints two lines of data on each
record found under the specified search criteria.

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(3) Other purposes of AFEESM include:

(a) List of personnel scheduled to ship by shipping cycle within a month sorted by
Ship Day.

(b) Lists all NRD DEP members

(c) Updates as shippers are confirmed, rolled, or cancelled.

(d) MLPO or Shipping PO will utilize this to ensure all shippers are scheduled with
the MEPS for transportation to RTC.

(4) This program should be checked daily at the close of business to ensure all shippers
for the day have been confirmed. If not, a DAR should be generated either to attrite
or roll-out the remaining names on the list.

(5) This must be cleared every day.

d. ARGOAL. This report is used to access and update information stored in the Region
goal file. The file contains goals and Reservations To Date (RTD) by NRD, Region, and
NRC for different categories by gender, and by month. It shows the openings (not
specific schools) for USN/USNR seats. Availability is determined by status codes set by
the Region or NRC. They are:

0-NRC must have openings. Call Region
1-Open season. 1st come, 1st served.
2-NRD and Region must have seats.
3-Closed. Nobody gets in these seats.

An opening must exist before a job can be sold. This report is interactive with the
reservation system, and updates in real time. This is one of several programs that must
align to successfully reserve a job for an applicant.

e. ATRRPT. The Attrite Report is a tool that is utilized at the Enlisted Recruiting
Leadership Level to identify and analyze all attrition and roll-outs. Using this report, we
can identify trends, whether with a particular recruiter, station, or division and build a
training plan to correct the deficiency. It can also be used comparatively to past attrition
to identify time frames when attrition is more likely to occur.

f. ATRSEE. The Attrite See report should be utilized in conjunction with the ATRRPT
when doing attrition analysis. It provides the names, programs, Station ID’S, recruiter,
classifier, ship date, attrite date, type of attrite, and how the attrite was coded.

g. DAILY and DAILY/R. The DAILY report is used report the number of USN/USNR
school seats available. It displays, by gender, the program and rating, and rating, and
the seats available in a given cycle, and is run for only one month at a time.

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(1) Those seats displaying negative numbers will offset the school seats displaying
positive numbers.

(2) This report shows the school seats available, however it does not guarantee that a
reservation will go through.

(3) Classifiers must not use the DAILY/R as an alternative to selling seats offered in
OCEAN.

h. DELDDD. This report gives you the ability to seat all seats that are not traditional DEP.

i. DEPMAN. Delayed Entry Program Manning. This report lists all types of activity in
PRIDE by reservation type. It should be used in conjunction with the NETCON, SOLD,
and UNSOLD reports to verify contract numbers.

j. DUPS. This report displays the SSN’S of duplicate records found under the Team
Codes.

(1) If duplicates appear, the user should run the GETREC on each SSN displayed to
find out where and how the dup occurred.

(2) The duplicate records must be removed by utilizing the CANCEL report.

(3) Though not required, it’s a good idea to run this report every day at the close of
business.

k. GETREC. The Get Record report provides a history of all reservations under a particular
SSN, including those that have been cancelled.

(1) It is used to display the contents of a recruit’s enlisted reservation record.

(2) The records can be retrieved by using either the Pride Control Number (PCN) or
the Team Code and SSN under which the reservation was made.

(3) Classifiers must put a copy into the applicant’s residual file.

l. LPRLST. Loan Repayment List. Provides a detailed list of all recruits that have selected
the Loan Repayment Program. You will utilize this report to track the status of these
applicants prior to shipping.

m. NETCON. The New Enlistment Contracts report provides real-time data on the total
number of net active and reserve enlistment contracts written during a 13-month period.
The user may request the report to begin with the current month or the prior month. The
report can be run for district or region with district totals. It’s run daily to help classifiers
focus on placement targets, and to help NRD managers monitor progress throughout the
month.

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n. OCEAN. OCEAN is one of two reports considered the bread and butter of classification.
When run with the ONBRD report, it can be used to identify enlistment opportunities and
make class “A” school, and RTC reservations for Non-Prior Service Applicants, and for
qualifying Prior Service applicants.

(1) The OCEAN report considers applicant preferences and abilities, demographic
factors, Navy priorities and needs, and PRIDE availability, and then computes an
Optimality Indicator (OPT) for all Navy ratings for which the applicant is qualified
and there is an availability.

(2) OCEAN will initially display the priority ratings for the desired shipping month
range. If it is run a second, third, or fourth time for a particular applicant, additional
enlistment ratings are displayed.

(3) Classifiers are trained to encourage applicants to enlist for the opportunities having
the highest OPT’S because they offer the best chances to successfully complete
training, advancement, and job satisfaction.

o. ONBRD. Onboard is used to make reservations for applicants who have been previously
classified (the same day) using the OCEAN report.

(1) It allows reservations for only those enlistment opportunities which have been
displayed by the OCEAN report.

(2) ONBRD will prompt for enlistment opportunity, and will also I.D. the available
shipping cycles for the rates available.

(3) Classifiers must also pay attention to accession types making a reservation.

(4) Once the seat is reserved, it becomes a permanent part of the system and can be
accessed by the GETREC program.

(5) If a seat is not reserved, all information in the applicant’s OCEAN is purged at
midnight.

p. QUEST. The QUEST report provides a list of records for applicants in DEP, already
shipped, or discharged that fall within certain parameters. Originally designed for
investigative use by inspectors. Regions and NRDS should use this report for self-
assessment.

q. REPORT. The REPORT is used to list recruits scheduled to ship within a specific
shipping cycle. The user provides the report with a TEAM Code and date within the
cycle that is to be reported. The REPORT then searches all enlistment records
associated with the Team Code and reports all records (confirmed and unconfirmed)
with enlistment dates within the specified cycle. The information presented on each

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recruit enlistment retrieved by the REPORT is identical to that of the SOLD. The
REPORT also:

(1) May be run up to one month at a time.

(2) Should be run one month prior to ship month and distributed to the CR, LCPO, Watch
Center SupervisorS,
and MLPO for verification.

(3) Can be run three months back or up to one year ahead.

(4) Classifiers can use this report track missing diplomas by importing the information to
a spread sheet.

r. SOLD. The SOLD report displays all enlistment reservations made under a particular
Team Code.

(1) The program will displays a one line listing of each unconfirmed or un-cancelled
enlistment reservation under the TEAM Code.

(2) This report is one of several that will be run at the close of business each day to
ensure each new contract is listed.

s. UNSOLD. The UNSOLD report is used to display all enlistment reservations that
have been cancelled under a specific Team Code and within a specific period of time.

(1) Unlike the SOLD report, there are no restrictions on the time period specified by
the user.

(2) For each cancellation the report will display three lines of information.

(3) This report is run along with the SOLD at the close of shop each day to ensure
each contract is listed.

t. NEWZ. The NEWZ is designed to keep recruiting personnel informed of policy
changes affecting USN and USNR recruiting as well as give NRC and Regions a
means of providing immediate information to the NRDS. Run NEWZ twice daily.

u. ONE NAVY. This report is a combination of all active duty programs (including
active duty Navy Reserve programs). These add up to your Shipping Goal. Your
Shipping Goal changes every month according to DEP Slope Target (DST). Your
ONE NAVY or Shipping Goal will be the net of what you started the month with plus
or minus your DST for that month. Use the program PCLOAD to obtain the ONE
NAVY report.

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v. WAIVER. This report is used to track any NRC waiver status. To run WAIVER
click on “report menu” then “field report” then the NRD number.

(1) Act quickly on needed additional information requested.

(2) Retain in residual and service record for approved and disapproved waivers.

Summary & Review

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OUTLINE SHEET 2.6
PRIVACY PROGRAM

Terminal Objective:

2.6.0 Explain the NRC Privacy Program requirements as outlined in DoD Directive 5400.11,
COMNAVCRUITCOMINST 5211.4 (Series), COMNAVCRUITCOMINST 1130.8
(Series) and COMNAVCRUITCOMINST 1131.2 (Series) as it pertains to Officer and
Enlisted recruitment and processing.


2.6.1 Define Personally Identifiable Information (PII) and the reasons why it must be
protected.

2.6.2 Identify common examples of PII and how it is maintained.

2.6.3 Describe current requirements and restrictions for creating, possessing, and handling PII
and the use of authorized forms and IT equipment.

2.6.4 Explain how PII collected for the purpose of recruiting is required under a federal system
of records.

2.6.5 Describe the potential for PII loss posed by laptop computers and thumb drives.

2.6.6 Describe current requirements and restrictions for possessing PII and the type of media
on which it is maintained.

Reference:




4. DoD Directive 5400.11

5. www.privacy.navy.mil

Topic Outline:

1. Introduction

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2. Background

a. The collection of Personally Identifiable Information (PII) by NRC personnel is
authorized under the Navy Privacy Act Systems of Records’ Notices.

b. This information is routinely used to determine eligibility for enlistment and
commissioning in both the active and reserve components of the Navy.
c. Due to the recent loss and compromise of PII by various activities within DoD and DoN,
new policies and procedures have been implemented.

3. What is Personally Identifiable Information?

a. Financial, credit, and medical data

b. Security clearance level

c. Leave balances/types of leave

d. Home address and telephone

e. Email/web address

f. SSN

g. Mother’s maiden name

h. Drug test results/rehab participation

i. Family data

j. Religion, race, national origin

k. Performance ratings

l. Names of GOV Travel card holders

4. Why we collect PII

a. To hire, retain, pay, separate, compensate, locate, educate, discipline, rate, and provide
services to individuals.

b. All PII is Privacy Sensitive and requires protection

5. The following is the guidance for authorized Recruiting Forms and Documents for all Officer
and Enlisted Recruiting, to include the processing of applicants for Active and Reserve
Components.

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a. Forms and Documents necessary for the processing of Navy applicants for Active and
Reserve Components for enlistment, affiliation and commissioning can be located on the
NAVCRUITCOM directives/forms web page.

b. Recruiters must only utilize the applications found in WebRTools, CIRIMS and
OTOOLS or Official NRC forms to build enlistment, affiliation, and commissioning kits
to process applicants.

6. Unauthorized PII Documents and storage media.

a. Locally generated forms and documents are prohibited. These include but are not limited
to.

(1) Self-created blueprinting forms.

(2) Locally generated forms or documents that recruiters utilize for the capturing of PII
information on potential candidates for Naval service.

b. Unauthorized storage media.

(1) Only media devices issued and approved by NRC can be utilized by recruiting
personnel for the processing of potential candidates for Naval service.

(2) Personal media devices include but are not limited to the following: Laptop
computers, external hard drives, data base systems, thumb drives and all forms
compact disk/DVD are strictly PROHIBITED!

7. All NRC personnel shall:

a. Ensure that each office space/NORS/NRS/NRPS under their purview has stopped using
unauthorized forms and media devices.

b. Ensure that any and all unauthorized forms are destroyed immediately.

c. Ensure the removal of any links to unauthorized forms posted on any websites.

d. Ensure that there are no personal computers/electronics devices being utilized by any
NRC personnel to collect PII.

8. NRC personnel responsibilities for the collection and protection of PII material.

a. NRC must be fully aware and capable of executing the protection of PII in accordance
with applicable instructions and guidance.

b. All NRC personnel must practice situational awareness in all environments to ensure

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compliance with current directives and instructions.

9. Protecting PII

a. Challenge anyone who asks to see Privacy Act Information

b. Do not maintain records longer than permitted under records disposal

c. Do not destroy records before disposal requirements are met

d. Do not place unauthorized documents in Privacy Act record systems

e. Do not commingle information about different people in the same file

f. Do not transmit personal data without ensuring it is properly marked with:

“For official use only - Privacy Sensitive”.

g. Do not use interoffice envelopes to mail Privacy Data

h. Do not place privacy data on shared drives, multi-access calendars, the Intranet or
Internet that can be accessed by individuals who do not have an official need to know

i. Do not create a new system of records without first consulting Privacy Office (DNS-36)

j. If you collect it . . . You must protect it!

k. PSDs should only be removed from authorized workspaces for “compelling operational
necessities”. Any PSD containing 500 or more PII records removed from an authorized
work space shall be encrypted, properly marked, and signed in and out by a designated
command representative.

l. When transmitting information with PII (letters, memos, emails, etc.), mark with:

“For Official Use Only (FOUO) - Privacy Sensitive”

m. Dispose of paper PII via cross-cut shredders.

n. Extra caution must be used by personnel who maintain PII on laptops, PDAs, and
Blackberrys.

o. COMNAVNETWARCOM VA 061635Z OCT 06 provides amplifying guidance.

p. IAW COMNAVNETWARCOM VA ALCOM 071/07, effective 01OCT2007, storage of
any form of PII is prohibited on personally owned computers (including laptops), mobile
computing devices, and removable storage media.

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q. Laptop computers, mobile computing devices and data stored on removable storage
media must be password protected. In the event of an unauthorized disclosure of PII is
made, the activity shall take immediate action by reporting to the NRC PA Coordinator.

r. The following information must be provided within 24 hours:
(1) Organization involved

(2) Number of individuals impacted (government employees and private citizens
affected)

(3) Brief description of the incident, including date, circumstances, PII lost or
compromised

(4) Description of remedial efforts, including notification of those affected

s. The NRC PA Coordinator, upon notification, will take the following actions:

(1) Help determine whether OPREP 3 reporting required

(2) Within 10 days, notify all affected individuals by letter, including the specific data
involved and the circumstances surrounding the incident

(3) If unable to readily identify affected individuals, will send a generalized notice to
the potentially affected population

10. Training Requirements

a. Distribute a copy of 301309Z MAR 07 CNO POLICY FOR HANDLING PROTECTED
PERSONAL INFORMATION AND PRIVACY ACT TRAINING REQUIREMENTS to
each member of your command.

b. All personnel must complete “What You Need to Know About Protecting Personally
Identifiable Information” PowerPoint (available at www.privacy.navy.mil)

c. Complete Privacy Act 100, 101, 102, 103 (as appropriate) for every new military
member, GS, or contractor within 10 business days of reporting for duty.

d. Implement procedures to ensure the above requirements are completed at check-in for all
newly reporting personnel

11. What can I do?

a. Conduct refresher training annually.

b. Have an aggressive PA program that seeks out and corrects bad practices.

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c. Send frequent reminders to Recruiting Stations via POW.

d. Add “informal” requirement to review PII security on Station Inspection Checklist.

e. Ensure all station laptops have downloaded the RTOOLS patch to eliminate SSNs from
the local database.

f. Inspect command spaces frequently (including trash cans) to ensure PII is disposed of
properly.

g. Review your systems of records and ensure each has the appropriate level of PII
protection (command recall rosters, applicant/Future Sailor residual files, qualifying
ADMIN databases, service records, etc.).

h. Treat your laptop computers as your “weapon”.

i. Use only the last four of the SSN whenever possible.

j. Train, train, train!!

12. Assignment

a. None

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OUTLINE SHEET 2.7
TRAINING

Terminal Objective:

2.7.0 Utilize the Training Program to identify and correct production recruiter deficiencies to
maximize productivity.


2.7.1 Outline the Initial Training Phase to include timelines.

2.7.2 List the types of training.

2.7.3 Define On-The-Job Training.

2.7.4 State the purpose of the Training Jacket.

2.7.5 State the deadlines for PQS Qualification of the billets of Recruiter and Watch Center
Supervisor.

2.7.6 Explain the purpose of Transitional Training and the Turnover Notebooks.

Topic Outline:

1. Training Program for Field Activities. CNRC has established formal training at NORU
(N7N) for many functional areas in recruiting. Most importantly, the formal training
courses Enlisted Navy Recruiting Orientation (ENRO) and the Career Recruiter Force
Academy (CRF “A”) are the beginning of an important training continuum for Recruiters.
NRLA or the Navy Recruiting Leadership Academy provides advanced skills and applied
leadership training to all levels of recruiting leadership.

a. ENRO and NRLA provide orientation to the basic skills of the Enlisted and Officer
Recruiters. NORU’S formal classroom training must be followed by a sound training
program at the Navy Recruiting Districts.

b. At the Districts, each individual must receive a quality station level indoctrination, a
Recruiter Development Board, and the PSS Applications workshop.

c. The initial training phase ends with a successful Personnel Qualification Board.

d. Training continues after the PQS board with continued meaningful demonstration of PQS
criteria, ongoing leadership, professional development training, and skill-based
production-related training.

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e. The field provides the most effective environment to practice and refine those skills
initially learned in the classroom.

f. Supervisors must be the subject matter experts and therefore the primary source for this
training in the field.

g. The NRD Executive Officer is the Commands Training Officer and is responsible for
implementing, monitoring, and evaluating the NRD’S Training Program. The NRD
Department Heads must ensure they are proactive in identifying and training to any
recognized weaknesses.

h. The types of training to be incorporated are:

(1) Professional Training

(2) Personnel Qualification Standard (PQS)

(3) Recruiter Development Board (RDB)

(4) Command Indoctrination: There are two types of indoctrination, Command and
Station. Indoctrination training must be completed within 45 working days of
reporting. The individual’s immediate supervisor shall prepare the Indoctrination
Completion Letter and forward the Letter along with a copy of the Station and
Command Indoctrination checklist’s to the Executive Officer for inclusion in the
command’s training file. The original of each of the above shall be maintained in the
members Training Jacket until the member transfers from the command.

(5) General Military Training (GMT)

(6) On-the Job Training (OJT): is a form of training where an individual is shown how to
perform a certain task and is given an opportunity to perform the task while being
observed by the trainer. This process starts with the supervisor identifying a specific
weakness and then builds a plan with solutions to the weakness. This is usually
completed during the Coaching Conversation and is documented on the
Developmental Action Plan. Once the OJT session is completed, follow-up training
is required. Schedule the date immediately and stick to it. In some instances,
multiple training evolutions may be required to remedy the issue.

(7) In-rate Training: preparation for advancement examinations is a continual process for
which an individual is responsible. We must provide the requisite time to the
individual to ensure the opportunity to succeed is available.

(8) Sales Training: Ongoing sales training is vital to the sustained productivity of the
recruiting team. Each Recruiter begins with PSS-Core during their NORU training.
At the NRD, it must be followed by an Applications course no earlier than their 4th
month on board the NRD. In addition to this, a monthly sales lab is required to be

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completed by all members of each NRS and the results are to be maintained in their
Training Jackets.

(9) Required Annual Training: Each member of the recruiting team will receive the
following training annually.

(a) Ethics Training
(b) Privacy Act Training
(c) Information Assurance Awareness Training
(d) Trafficking in Persons Basic Awareness Training
(e) Prevention of Sexual Harassment Training

i. Training Documentation. Individual Training Jacket shall capture all training completed.
The training shall be documented on the Training Log and also Coaching Developmental
Action Plans with the names of the trainer and trainee. The Training Jacket is to be used
as a library of training resources where the individual can reflect back to for refreshment
of previously received training. Documentation of training should never be one-liners
or titles of training given only. Training Spot-Checklist. Individual Training Jackets may
reviewed during routine Station visits, inspections, assist visits, or boards using the
Training Jacket Spot-Checklist and all entries will be initialed and dated.

j. Departmental/Division Training Binders. Each department and division shall maintain a
Departmental/Division Training Binder to document formal training items not normally
contained in an individual’s Training Jacket. Zones are considered divisions, and each
division shall maintain one Division Training Binder to document the division’s formal
training. These binders shall include:

(1) All lesson plans, power point presentations and training aides used during the
current and previous four quarters.

(2) Any training aids used directly from another source without any changes need only
document the location of the source with enough specifics to be able to locate at a
later date if needed.

2. Personnel Qualification Standards (PQS). A standardized, on-the-job training and
qualification system for NAVCRUITCOM is an integral component of an effective
continuum of learning. This continuum starts with formal classroom based training;
however, the need to reinforce knowledge gained in the classroom exists for all production
recruiters. Only through a good handoff between formal training and field training will the
learning continuum be effective across the entire spectrum of skills needed within Navy
Recruiting. The desired outcome is to provide a systematic method to optimize “show and
tell” training within the actual work environment and ensure the trainee masters needed
knowledge, skills and abilities resulting in increased productivity.

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a. PQS System Implementation. Upon initial check-in or initial assignment to a position
requiring PQS completion, the trainee shall initiate position qualification procedures
using the appropriate qualification module.

b. Qualification Time. Upon commencement of initial qualifications or higher level
qualifications, individuals shall complete their qualifications and have an initial board
within SIX months. An additional THREE months is authorized if remediation is
required. The nine month period includes all boards, re-boards and remedial training. If
the recruiter fails to complete PQS within the nine month period, a Recruiter Evaluation
Board should be convened immediately to determine the recruiter’s potential to succeed
in recruiting and to make necessary recommendations in regards to his/her future. Failure
to complete PQS within prescribed time constraints may result in initiating an
incompatible/fault/no-fault transfer since the qualification is required for current
positional assignment.

c. Positional Prerequisites. To fill any position of Watch Center Supervisor or above, the
member must be PQS qualified in that position. To maximize trained assets within the
NRD and reduce the need for costly relocations, Training Officers will ensure that all
recruiters commence Watch Center Supervisor PQS within one year of assignment to the
NRD. Completion of PQS and a qualification board must be held within 18 months of
reporting aboard. This timeline will ensure the command has sufficient resources to
account for normal Watch Center Supervisor turnover. Immediate fill requirements
requiring a waiver should be extremely rare circumstances, based upon unforeseen
events.

(1) LCPO Additional Requirements. LCPO positions shall be filled by a Chief or above
personnel

(2) Assistant Chief Recruiter (ACR) Additional Requirements:

(a) Be LCPO certified with a minimum of 24 months experience.
(b) Be recommended for advancement to the next pay grade.
(c) Obtain positive Commanding Officer and Region Commander recommendations.
(d) Be a graduate of the CRF Academy.

d. PQS Disqualifications. Personnel, who after reasonable extensions fail to achieve PQS,
fail to maintain PQS for their billet, or lose the confidence of the chain of command, shall
be remedially trained, counseled and possibly disqualified. The final decision for
relieving personnel due to loss of confidence always resides with the NRD Commanding
Officer.

(1) Commanding Officers may, at times, have to fill critical billets with individuals not
currently qualified for that billet. Only in rare circumstances should a Commanding
Officer continue to fill a billet with an individual who has been submitted for
disqualification due to the failure of PQS qualification.

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(2) Additionally, Commanding Officers may at their discretion, remove an individual
from a billet without formally removing their qualification. For any position with
qualifications granted above the Commanding Officer level, the Commanding Officer
must seek approval from their Region Commander for the removal in writing together
with the anticipated disposition of the individual’s qualifications.

e. Additional Qualifications. Individuals with multiple PQS qualifications give the
command greater flexibility in personnel assignment and development. Any person
striving for a higher or alternate track qualification may initiate the training track and
PQS for that billet, if approved by their chain of command. Districts are encouraged to
support multiple PQS qualifications. LCPOs are highly encouraged to learn as much as
possible about the qualifications for the ACR billet.

f. PQS Boards. Final certification shall be accomplished by a PQS qualification board.
Though specifically identified as required in several boards, the CMC and CR should
participate in all NRD level boards as feasible to help monitor overall command
production readiness, training status, and quality of life.

g. Recertification. Personnel reporting to a new command may be required to re-certify
at their current PQS level within 90 days at the Commanding Officer’s discretion.

h. CRF PQS and Career Development. Recruiting personnel will have completed at least
Watch Center Supervisor PQS prior to selection for the CRF. CRF personnel shall be
qualified LCPO no later than two years following graduation from the CRF Academy.

3. Transitional Training, Turnover Notebooks.

a. Purpose. To facilitate transition training to incoming personnel from outgoing personnel,
who currently hold the billet.

b. Background. Transition of personnel from functional recruiting billets is ongoing.
Billets are sometimes gapped at inopportune times and leave the new personnel starting
the billet from the beginning instead of having a seamless transition.

c. The contents of the turnover notebook shall be used as a minimum guideline to assist in
the turnover of the addressed positions. They can also be of great benefit in the
development of subordinate personnel and cross training within the command for
turnover items.

Summary & Review

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OUTLINE SHEET 2.8
RECRUITING PERSONNEL MANAGEMENT

Terminal Objective:

2.8.0 Utilize Recruiter Development, Recruiter Qualification, and Recruiter Eligibility Boards
to determine a recruiter’s ability to perform on recruiting duty.

2.8.1 Initiate recruiting personnel actions, including fault/no-fault transfers, and NRD change
of station/move procedures.


2.8.2 Describe the assignment of recruiting personnel to the NRS level.

2.8.3 Identify the three types of Boards used to assess recruiters.

2.8.4 Define Incompatible, No-Fault, and Fault Transfers.

2.8.5 Define NRD Change of Station/Move Procedures.

2.8.6 List the Authorized Moves that can be made within a NRD

2.8.7 State the use of the NRD Personnel Status Report (PSR).

Topic Outline:

1. NRD Assignment of Personnel

a. Upon initial communication with a member desiring orders to Recruiting Duty, the NRD
must temporarily assign the member to a Zone prior to release of orders. Every effort
must be made to assign the member to a NRS within that Zone upon receipt of the
member’s PCS orders.

b. Upon receipt of PCS orders assigning a member to recruiting duty, the NRD must
provide the transferring command with the Ultimate Duty Assignment (UDA) for
inclusion in the members transfer package.

c. Changing the UDA must be done with the members express permission once the UDA
has been issued.

2. Measurement Boards

a. ENRO Student Training Record Review. NORU will provide the NRD with an
assessment of the recruiter’s performance while at ENRO. This should be reviewed by

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the NRD to assist with the development of a tailored training plan. Maintain in the
command residual and the recruiter’s training jacket.

b. Recruiter Development Board. Held during the recruiters third month of production and
anytime afterwards as needed.

(1) Purpose: Check the recruiter’s progress since graduation from NORU, determine
status towards PQS qualification, identify training needs, and discuss
personal/professional issues that may hinder their development.

(2) Final Recommendations: Must be either:

(a) Satisfactory
(b) Unsatisfactory. Requires a specific training track within two days to help qualify
by the sixth month of production.

c. Recruiter Qualification Board. Typically held no later than the recruiter’s sixth month of
production. Normally, recruiters who have been on production for six months have
developed the initial skill sets and self-confidence necessary to become consistent in
production.

(1) Final recommendations must be either:

(a) Qualified
(b) Failed with only limited improvement needed to qualify by their ninth month
(c) Unsatisfactory with formal counseling required and a detailed POAM.

d. Recruiter Evaluation Board. Is held for those recruiters who fail to pass the RQB by their
ninth month of production, or who successfully pass the RQB but whose production has
been continually below the average during their time on production.

(1) Purpose: Evaluate whether the recruiter has the potential to eventually succeed or is
incompatible with recruiting duty and should be made available for orders.

(2) Should be held no later than the end of the recruiter’s ninth month on production.

(3) Final recommendations must be either:

(a) Retain on recruiting duty.
(b) Recommended for transfer for incompatibility with recruiting duty.

3. Incompatible/No-Fault/Fault Transfers.

a. General Policies

(1) Cannot be substituted for disciplinary action.

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(2) Only apply to fleet personnel with 9585, 9586, or 9587 NECS.

(3) The recruiter cannot request these transfers.

(4) If transfer is approved, their NEC is revoked. SDAP must be terminated.

(5) Recruiters being processed for transfer must be provided an opportunity to review
the transfer request package.

(6) Requests are initiated at the NRD by the CO or by Region, routed through CNRC
and forwarded to CNP.

(7) If eligible, the recruiter can request transfer to the Fleet Reserve.

(8) Requests must be handled expeditiously, as retention of nonproductive personnel for
extended periods imposes undue hardship on the individual and is counterproductive
to the maintenance of high production and good morale.

(9) Reassignments are made IAW the guidelines of the MILPERSMAN.

(10)Personnel made available for transfer are considered ineligible for either future
assignment to recruiter duty or recruiter support duty.

b. Incompatible for recruiting duty transfer. Are made without prejudice to the recruiter and
should not reflect unfavorably on their record.

c. No-Fault transfer. Are made without prejudice to the recruiter and should not reflect
unfavorably on their record. Reasons for no fault transfers normally relate to the mental
and physical well being of the recruiter and/or their family.

(1) They should not be requested due to low production.

(2) The command should provide adequate assistance to help rectify the problem
whatever it may be.

d. Fault transfer. Are made with prejudice to the recruiter and should reflect unfavorably on
their record. CO’S should use the fault transfer when the infraction could impact
recruiting efforts in the community or results in the inability of the member to perform in
the capacity of a recruiter. The request cannot be submitted prior to the final disposition
of NJP/civil action/medical boards, including appeals. Reasons for fault transfers
include:

(1) Recruiter Malpractice

(2) Misconduct

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(3) Misuse of government property or funds

(4) Indebtedness and failure to discharge just obligations.

e. Pregnancy on recruiting duty. Female recruiters who become pregnant must be
retained on recruiting duty as recruiters unless they request to be separated from active
duty. OPNAVINST 6000.1 contains the guidelines to be followed for the management of
pregnant sailors.

4. Change Of Station/NRD Move Procedures and Criteria.

a. PCS procedures have been established for the purpose of moving production recruiters,
CRF, and recruiter/classifiers within a NRD to meet emergent requirements and provide
for upward mobility.

b. Definitions:

(1) Permanent Duty Station (PDS). A member’s PDS is the activity to which they were
originally assigned and includes corporate boundaries of the city or town in which the
activity is located. A move within the same PDS is a “NO COST” move.

(2) Short Distance Move. Both permanent duty stations are in an area serviced by the
same local transportation network or where the member can reasonably be expected
to commute daily from home to both duty stations. A relocation of household is not
authorized.

c. Authorized Moves:

(1) Short Distance (No Cost) Moves. All short distance moves that are no cost less than
50 miles from the member’s household goods to proposed PDS can be approved by
the NRD CO. All moves more than 50 miles can be approved by the Region
Commander.

(2) Out of Proximity Moves. If the new assignment involves a change of PDS that is not
in proximity to the old PDS, a PCS order is required. Members executing these
moves receive all PCS allowances. This move must be requested using TAB G. The
member must have a minimum of twelve months on board with at least eighteen
months remaining on board until PRD. Moves cannot be executed until the month
authorized by the official BUPERS order.

(3) Permissive Reassignment for Personal Convenience. A member may wish to be
transferred to an new PDS solely for personal convenience. Conversely, permissive
reassignments should not be used solely to move personnel into positions of upward
mobility. All of these reassignments less than 50 miles from the members household
goods can be approved by the NRD CO. Region Commanders are the approval
authority on any move over 50 miles.

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(4) Important. Under NO circumstances should moves be executed until the month
authorized by official approving letter.

5. Off-Duty Employment. Subject to CO’S approval and provisions of SECNAVINST 5370.2

6. Manpower Authorization Billet Change Requests. Any requests for manpower authorization
must be forwarded to CNRC N1 via the chain of command.

7. NRD Personnel Status Report (PSR). The PSR is designed to give Navy Recruiting
Command a quick reference of all personnel on a monthly basis. This tool gives each NRD
the ability to foresee any manning problems than may occur in the future regarding the status
of personnel.

Summary & Review

209


OUTLINE SHEET 2.9
NIT INSPECTIONS

Terminal Objective:

2.9.0 Build a Plan of Action with Milestones to correct NIT Inspection discrepancies.


2.9.1 Identify trends from the LCPO and Watch Center Supervisor NIT Inspections.

2.9.2 Analyze the individual discrepancies from the NIT Inspections and identify potential
long-term negative effects of the discrepancies.

Topic Outline:

1. Start the Lab.

2. Discuss current Watch Center Supervisor Inspection Trends.

a. Talk about each hit.

b. Spend time on the major hits discussing corrective action to take to rectify the situation.

3. Discuss current LCPO Inspection Trends.

a. Talk about each hit

b. Discuss “Fleet-Ups”

c. Spend time on the major hits discussing corrective action to take to rectify the situation.

Summary & Review

210


OUTLINE SHEET 2.10
AWARDS AND INCENTIVES

Terminal Objective:

2.10.0 Utilize Navy Recruiting Commands various awards and incentive programs to provide
timely recognition to successful field recruiters.


2.10.1 Describe the effects of providing timely recognition of exceptional performance.

2.10.2 List the criteria for End of Tour and General Awards

2.10.3 Identify the correct OPNAV forms for award submission.

2.10.4 List the annual Recruiting Production Awards and Incentives that are available from
NRC, Regions, and the NRD’S.

2.10.5 Compute RCAP quotas for both the Production RCAP and the Meritorious RCAP.

2.10.6 List the eligibility criteria for individuals to be considered under RCAP

Topic Outline:

2. Awards and Incentives Discussion.

a. Awards are intended to recognize exceptional performance and valor. Navy Recruiting
Command personnel, who in the judgment of their Commanding Officer or Department
Head, have performed noteworthy or commendable accomplishments beyond the usual
requirements of duty, should receive special recognition.

b. Awarding recruiting teams and individuals for exceptional performance is an effective
method of enhancing morale. Recognizing that teams are made up of individuals with a
common goal, it’s important to recognize both the successes of the team and individuals
separately.

c. Awards and incentives are established by Navy Recruiting Command to recognize
superior performance of both teams and individuals for their contribution towards
accomplishing the Navy’s recruiting mission.

2. General Awards and End-of-Tour Awards.

a. Eligibility Criteria. Recommendations for awards must meet specific criteria.
Considerations include:

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(1) The circumstances involved

(2) The type of achievement or service

(3) The duration of the period of action.

(4) In all cases, the act, achievement or service should clearly exceed that which is
normally required or expected of the individual.

(5) Mid-tour awards are not appropriate and the information supporting the award should
be maintained for an End of Tour award.

(6) Sailor of the Year, Recruiter of the Year and similar awards denote specific
competitive achievement. This award can support an End of Tour award. Only one
award of this nature can be earned in any year.

(7) A routine End of Tour award is not consistent with the purpose of awarding
exceptional performance.

b. Authority to Approve Awards.

(1) The Legion of Merit is awarded by the Chief of Naval Personnel for the President.

(2) The Meritorious Service Medal is awarded by the Commander, Navy Recruiting
Command for the President.

(3) The Navy and Marine Corps Commendation Medal is awarded by Region
Commanders for the Secretary of the Navy.

(4) The Navy and Marine Corps Achievement Medal is awarded by Region and NRD
Commanders for the Secretary of the Navy. Quotas are no longer in effect for
specific achievements per command.

c. Timeline for Submissions. All award recommendations must be submitted to
NAVCRUITCOM Code 002SA for processing via the appropriate chain of command
for Meritorious Service Medals and higher. Awards for specific actions should be
submitted within two weeks of the specific action to permit rapid recognition of the
individual’s efforts. End of Tour awards that require NAVCRUITCOM approval
must be submitted to arrive at NAVCRUITCOM code 002SA no later than 90 days prior
to the transfer, separation, or retirement. If the award requires Chief of Naval Personnel
or higher approval, the submission must arrive at NAVCRUITCOM Code 002SA via the
Region no later than four months prior to transfer, separation, or retirement.

d. Preparation of Awards. Recommendations for all medals must be submitted using an
OPNAV 1650/3 Personal Award Recommendation including a summary of action.
NRD’S are to submit original OPNAV 1650/3 with original signature of the

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Commanding Officer. Blocks 1-25 must be completed per SECNAVINST
1650.1, reflecting the individual’s personal data and award information. The
following blocks of the OPNAV 1650/3 are pertinent for the completion of the form
and will expedite the completion of awards:

(1) At the top of the form, above the words Personal Award Recommendation, type in the
date the member reported for this tour of duty.

(2) Ensure that there is a point of contact in the from block with a phone number and
extension.

(3) Block 6. Use only the last four digits of the SSN.

(4) Blocks 19. Ensure that you list all previous awards and the timelines in sequence.

(5) Block 8. Indicate the individual’s date of detachment.

(6) Block 12. Indicate the individual’s next duty station or retirement address.

(7) Block 35, Summary of Action must be used to document the circumstances
surrounding the action. The introductory paragraph should cite the command, period
of action, position held and overall achievement(s). Specific accomplishments to
support the overall achievement should be in bullet format.

3. Gold Wreath Awards. The Gold Wreath Award is a metallic device worn by designated
recruiting personnel in conjunction with the recruiting badge to signify various levels of
success in pursuit of the recruiting mission. It is award to both production personnel and
support or staff personnel at all levels of the Navy Recruiting Command Hierarchy. Specific
criteria for the award at various positions of responsibility are:

a. The EPO, CR, ACR, and Trainers are eligible for a Gold Wreath when the NRD achieves
100% Active Accession, 100% Active NCO, 100% NAT NCO, 100% NAT Accession,
and 100% Enlisted Prior Service Affiliation for a consecutive (non-overlapping), three
month period.

b. LCPOs are eligible for a Gold Wreath award when their Zone achieves 100% Active
NCO, 100% NPS Reserve Accession, 100% NAT NCO and 100% Prior Service
Affiliation for a consecutive (non-overlapping), three month period.

c. Watch Center Supervisors are eligible for a Gold Wreath when their NRS achieves 100%
Active Accession, 100% Active NCO, 100% NPS Reserve Accession, 100% NAT NCO,
and 100% Enlisted Prior Service Affiliation for a consecutive (non-overlapping), three
month period.

d. Enlisted Recruiters are eligible for a Gold Wreath award when they net any combination
of four net new contracts or Reserve gains (affiliations and/or enlistments) within a

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consecutive (non-overlapping), three month period or less, or three net upper mental
group new contracts in a three month (non-overlapping) period.

4. Annual Recruiting Production Awards and Incentives. Once again, awarding recruiting
teams and individuals for exceptional performance is an effective method of enhancing
morale. Recognition stimulates competition and enhances the mission capability of a
motivated, goal oriented team or individual. The various awards and incentives are:

a. Recruiting “R” for Recruiting Excellence. Awarded to commands for superior
performance in mission attainment. This is not an individual award.

b. _Admiral’s Accelerator Award_ (AAA). This is a quarterly award program designed
to provide incentive for specific production requirements as identified by
NAVCRUITCOM in both the enlisted and officer production, processing, and
recruiter training. COMNAVCRUITCOMNOTICE 1650 displays the current Fiscal
Year’s quarter and the categories of the award.

c. _Inspirational Leadership Award_. Success in today’s complex, fast changing recruiting
environment requires strong leadership at all levels. Managers and supervisors are not
leaders by virtue of their position. A leader has insightful vision, which successfully
contributes to creative problem solving, team vision and critical thinking. Leaders have
the ability to encourage and inspire others to be their best. They are creative and get
things done through networks of relationships both inside and outside the organization.

(1) Qualifications. The Inspirational Leadership Award is based solely on peer and
subordinate nominations. All Navy Recruiting Command personnel serving in
leadership positions may be nominated for this award. Qualities to consider when
nominating a truly effective leader include:

(a) A good leader recognizes that people have different skills and bring a unique
value to the organization.
(b) A good leader not only uses “WE” but practices it.
(c) A good leader is a teacher and an example of self-discipline, sensitive to others
with the ability to place any issues in proper prospective. They create the
motivation and command climate essential for job satisfaction and Navy pride.
(d) A good leader is committed to a personal code of conduct that emphasizes strong
moral ethics, courage, resolve, and humanity as demonstrated by personal
professional service to members of the Naval Service.
(e) Above all, a good leader embodies the Navy’s Core Values of Honor, Courage
and Commitment.

(2) Nominations. All nominations are confidential and should be forwarded to the
appropriate Region Commander. Region Commanders will review and appropriately
endorse each nomination, then forward them to NRC Code (002S) for final approval.

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d. _Centurion Award_. Recognizes recruiters who achieve 100 net new contracts during
their current recruiting tour. The period will cover three consecutive years of
recruiting. Contracts from previous recruiting tours will not be counted towards this
award. Recruiters who earn this award will receive:

(1) The Centurion Award with display stand

(2) Navy Commendation Medal

(3) A framed certificate

(4) Recognition in the Recruiter Magazine.

e. Navy and Marine Corps Achievement Medal for Recruiting Production. Enlisted mission
recruiters who achieve a Fiscal Year ERIS points total of 80 or greater are eligible to
receive a Navy and Marine Corps Achievement Medal. Officer mission recruiters who
achieve 125% of assigned goals are eligible to also receive a NAM.

f. Navy and Marine Corps Commendation Medal for Recruiting Production. Enlisted
mission recruiters who achieve a Fiscal Year ERIS points total of 120 or greater are
eligible to receive a Navy and Marine Corps Commendation Medal. Officer mission
recruiters who achieve 150% or greater of assigned goals are eligible to also receive a
COM.

(1) Regions may award five additional production COM’S per year to each NRD based
on the CO’S recommendation (e.g. LCPO of the Year, Watch Center Supervisor of
the Year, etc.).

g. Critical Programs Awards. These awards are presented to the top recruiter in each NRD
at the end of the year:

(1) Commander Navy Reserve Force Award. Highest number of NAT contracts net per
year.

(2) Commander Navy Special Warfare Command Award. Highest number of NSO and
NSW combined net new contracts per year.

(3) Commander Navy Expeditionary Combat Command Award. Highest number of
EOD and Navy Diver net new contracts per year.

h. Annual Awards. National, Regional, and District level awards that recognize recruiter
performance at all levels. The National Award Winners attend all Recruiter of the Year
Week activities in Washington, DC.

5. Recruiting Command Advancement Program (RCAP). The Chief of Naval Personnel
approved a Recruiting Advancement Program for active personnel on 15 April 1993. The

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Chief of Naval Operations approved a Recruiting Advancement Program for reserve
personnel on 18 February 1982.

a. RCAP is an incentive program designed to provide increased meritorious promotion
opportunities and enhance the overall production of the enlisted recruiting force in
order to meet Navy’s accession and Test Category Upper (TCU) quality goals.

b. RCAP provides personnel serving in the recruiting environment advancement
opportunities for working outside their rate and under stressful conditions.

c. NAVCRUITCOM is the only shore command authorized to advance Sailors outside the
Navy’s established advancement system.

d. RCAP differs from the Command Advancement Program (CAP) in that RCAP is
designed to incentivize production of 100% of recruiting goals.

e. Each NRD is authorized a base number of RCAP advancements (meritorious) as a factor
of average annual enlisted manning.

f. Additional RCAP advancements (production) may be authorized if the NRD meets
specific recruiting goals.

6. Computing RCAP Authorizations. NAVCRUITCOM (N1/N3) computes total NRD RCAP
authorizations by adding meritorious and production RCAP authorizations. RCAP
authorizations will be derived from the Automated Readiness System (ARIS), based on
average annual enlisted manning data and the New Contract Summary provided by
NAVCRUITCOM (N3) for FY goal attainments. NRD RCAP authorization numbers are
based on the following formulas:

a. Meritorious: based on the average annual enlisted manning of each NRD. Meritorious
advancements are equal to one per 50 enlisted. Any fraction will be rounded to the next
highest whole number.

b. Production: NRDS achieving 100% NSW/NSO New Contract Objective are eligible for
1% x (NRD average annual enlisted manning). NRDS must meet two of the following
production criteria to earn an additional 1%:

(1) 100% FY Reserve Component TCU

(2) 100% FY Active Component TCU

(3) 100% FY Reserve Component Accession

(4) 100% FY Active Component Accession

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c. The total number of RCAP advancement authorizations for a NRD may not exceed five
percent of the NRDS average annual enlisted manning.

d. Each NRD will submit their best RC Canvasser Recruiter candidates to Region. NRC
will not submit more than 26 RC candidates per RCAP cycle. The allowable amount
of RC promotion authorizations will be evenly distributed to the Regions from NRC.

e. Unused NRD RCAP opportunities cannot be redistributed to other NRDS. NRC’S
total “production” RCAP advancements many not exceed two percent of NRC’S total
average annual enlisted manning.

7. Eligibility for RCAP Advancement. Sailors nominated should be among the finest personnel
in our service. Enlisted personnel in pay grades E-4 through E-6, excluding AC and RC
CRF personnel, are eligible for RCAP considerations. Only AC E-5 and E-6 and RC E-5
personnel selected for conversion to CRF within the current fiscal year are eligible for
nomination. Basic eligibility requirements are:

a. PQS Qualified. Personnel must be PQS qualified for their current position. No waivers
are authorized.

b. Time-In-Rate (TIR). Members must meet all TIR advancement requirements.

c. E-7 candidates must have taken the E-7 advancement examination and be selection board
eligible in the year that they are nominated.

d. Personnel who have been previously advanced under any recruiting meritorious
advancement program, i.e. RCAP or REIP, are not eligible for consideration.

e. Candidates must meet all health and physical readiness requirements.

f. All personnel who have transferred via PCS orders are eligible if nominated in the FY
they transferred in.

g. All E5/E6 nominees must have passed the September Navy-wide advancement exam
given in the FY for which they are nominated.

8. NRD RCAP Action. NRD Commanding Officers shall:

a. Confirm RCAP quotas with NRC (N1/N3)

b. Convene an internal RCAP board to consider ALL candidates for advancement based on
the above eligibility requirements, merit, demonstrated leadership, contribution to
command mission objectives, and technical readiness to perform in the next higher pay
grade. Emphasis should be placed on sustained superior performance and overall
contribution to the team effort. Strong consideration should be given to contributions
toward achievement of priority and diversity targets. The CMC shall chair the board and

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members should consist of senior enlisted (Chiefs and above) and representatives from all
departments. The board should be convened upon receipt of the September E-5 and E-6
advancement exam results and the final candidates must be submitted no later than 31
December to NRC code N1121A, RCAP Program Manager for quota management.

c. Screen the service records of all potential E-7 candidates to verify they meet
advancement requirements. For each nominee, forward their last three evaluations no
later than five working days after published results of official Navy-wide CPO Selection
Board to N1121A, RCAP Program Manager.

9. Region RCAP Action. Region Commanders shall:

a. Confirm RC authorizations with NRC (N1).

b. Convene an RCAP board to consider All candidates for advancement. Each Region is
authorized to submit their primary and alternate RC E-4 and E-5 CANREC candidates to
N1 for meritorious consideration not later than 15 November. The same considerations
are determined on this board as the NRD boards.

10. Navy Recruiting Command RCAP Action. NRC shall:

a. Advise NRD’S no later than the second Wednesday in October of the total number of
RCAPS authorized.

b. Submit not more than 26 RC candidates per RCAP cycle. NRC will coordinate with the
Reserve Enlisted Community Manager (PERS-4011) no later than 30 September each
year. Code N1 will forward finalized RC RCAPS to PERS-4812 for advancement no
later than the third week of December.

c. Provide administrative assistance for the E-7 selection board (N1). The board will
consist of five members, to include a military designee (06) who will function as the
President of the Board; NRC Command Master Chief or designee; and three additional
Fleet/Force/Command Master Chief Petty Officers to be selected by the MCPON. N1
will prepare the E-7 RCAP results message for release after the selection board.

d. Alternate nominees for advancement under RCAP will replace those not selected for
advancement as a result of the E-7 RCAP selection board or if nominee is selected as the
National Recruiter of the Year. Names of RCAP selectees published by NRC are final.
Summary & Review

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INFORMATION SHEET I – 1

RECRUITER BINDER

Reference:

4. COMNAVRESFORINST 1001.5 (Series)
5. Strategic Calendar posted on Recruiter Quarterdeck

Information:

1. Guidance for building and maintaining a recruiter binder.

2. Program Authorizations (PA) and Competitive profiles for all Active Duty and Reserve
Component Programs.

a. Obtain all PAs from NRC website.

b. Obtain competitive profiles from NRC code N3.

3. Strategic Calendars.

a. An Events calendar can be found in the Recruiting Quarterdeck under Strategic
Calendars. This calendar will display outreach events and awards which provide
excellent opportunities to inform the community and target audiences about the Navy’s
medical. It allows you as the recruiter to demonstrate our rich Navy heritage and
commitment to growing a diverse force. Utilize this information to participate in the
events in your recruiting area to build a community of trust and increase recruitment
opportunities.

(1) These calendars should be included in your MOP. If these events do not exist in your
specific MOP you must ensure these events are identified and a prospecting plan put
in place to attend these upcoming events. Ensure you have an ample supply of
Recruiter Devices (you may have to order them depending on the size and scope of
the event).

b. A diversity calendar of events is also published at each campus on upcoming events
which is sponsored by the specific diversity organizations.

4. Professional Organizations List. Various organizations are tremendous resources in helping
identify potential applicants. Building long term relationships will produce continual results
that will not only help you achieve your goals every year but will enable you to build a

219


community of trust. Maintaining these relationships will foster a mutual relationship that will
continually develop new possibilities and opportunities.

(1) Student Doctor Network (www.StudentDoctor.net)

(2) American Osteopathic Association (www.osteopathic.org)

(3) Medical Association and Medical Societies (www.medilexicon.com)

(4) American Medical Women’s Association (www.amwa-doc.org)

(5) Association of American Medical Colleges (www.aamc.org)

(6) Medical Alumni Association (www.medalum.org)

(7) Society of Mexican American Engineers and Scientist Inc. (www.MAES.org)

(8) American Academy of Family Physicians Placement Services (www.aafp.org)

(9) American Academy for Pediatric Dentist (www.aapd.org)

(10) National Dental Association (www.ndaonline.org)

(11) Student National Dental Association (www.ndaonline.org)

(12) American Dental Education Association (FACEBOOK)

(13) American Academy of Medical Administrators (www.aameda.org)

(14) American College of Healthcare Executives (www.ache.org)

(15) American Nurses Association (www.nursingworld.org)

5. Physical Requirements. The standards are one of the most basic blueprinting criteria to
which a waiver is not possible. Ensuring you have the most current and up to date standards
available to show applicants will let them know what they need to be prepared for prior to
continuing with the application process.

a. Navy Height/Weight Standards

b. Physical Fitness requirements

c. Conditions and circumstances that require a waiver:

- Most Common Medical Disqualifying Conditions:
-Asthma

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-Hearing Loss
-Vision
-Retained Hardware
-ADHD/ADD
-ACL Repair
-Psych Issues
-Food/Insect Allergies
-Elevated Blood Pressure

- Certain conditions may be waived under special circumstances and are on a case by
case basis only. However, promises should NEVER be made and the possibility of
disqualification should be addressed up front.

- Certain conditions are permanently disqualifying and will not permit waiver
consideration by N3M.

- Permanently Disqualifying Conditions:
-Single Kidney
-Diabetes Mellitus (Type I & II)
-Loss of a Limb
-Cataract
-Glaucoma
-Cirrhosis
-Chronic Hepatitis
-Eczema – after age 9
-Severe headaches
-Major Psych Issues
-Eating Disorders
-Cancer (must be cancer free for more than 5 years)
-Loss of one eye
-Lens replacement
-Crohn’
-Ulcerative Colitis
-Keratoconus
-Severe Scoliosis (L > 20 degrees, T > 30 degrees,
K/L > 55 degrees) measured using Cobb Method
-Unrepaired Congenital Heart Defects
-Bowel Resection
-Gastric Bypass/Lap band
-Chronic Back pain
-Pes Planus (flat feet) – symptomatic

6. Important Points of Contacts to include phone numbers and e-mail addresses of key NRC and
BUMED personnel.

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a. Having a readily available list of contacts can save precious time for the recruiters
however, you should try and find answers on your own before going outside of your
Chain of Command.

7. Marketing Operations Plan.

a. Your MOP is your plan that will get you to your goal and should be continually adjusted
and updated as needs and circumstances change.

8. Officer Training Schools.

a. It is the recruiter’s responsibility to properly prepare their applicants for officer training
and is often one of the major concerns for applicants.

9. Community Briefs.

a. Each community has its own nuances and dynamics which can be difficult to understand.
Gather some information from each community to better prepare you fro potential
applicant questions.

10. Frequently Asked Questions.

a. Whenever an applicant asks you a question you do not have an immediate answer to it is
important to capture that information. The question will likely come up again and you’ll
be prepared to respond. This will ease the fears of your applicants.


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INFORMATION SHEEET I – 2

ACTIVE DUTY BOARD PROFILE
PA REQUIREMENTS BOARD RESULTS
PFAR/F0 PFAR/ Significant Negative
Desig Community Age GPA OAR AQR GPA OAR AQR Major/Coursework Other Positive Factors
FAR F0FAR Factors

Leadership/management
experience,
1160 SWO 29 2.00 35 3.37 54 extracurricular/sports
involvement, Strong EVALs if
prior service

Engineering,
3.0 Technical, Physical Extracurricular/sports
11607 SWO BDCP 29 35 3.45 55
3.3 Science, Math (though involvement
not req)

Mechanical, Electrical,
Quality of academic program,
11601 SWO-N 19-29 2.00 3.30 and Nuclear
SAT>1200
Engineering(preferred)

Mechanical, Electrical,
Quality of academic program,
11701 SUBMARINE 19-29 2.00 3.30 and Nuclear
SAT>1200
Engineering(preferred)

13700 NFO 27 2.50 35 4 5 3.31 55 7 7

3.0
13707 NFO BDCP 27 35 4 5 3.49 56 6.5 6.6
3.3 Any drug use; Body fat
Flight license / experience >20% (30% for female);
13900 Pilot 27 2.50 35 4 5 3.32 58 7 7 Weight >235lb (required)

3.0
13907 Pilot BDCP 27 35 4 5 3.54 60 7.2 7.3
3.3

11800 SPECWAR (SEAL) 28 2.00 35 3.5 43
Run/Swim <9:00 Pushups
>100 Situps >100 Pullups
>20 Foreign language
proficiency
11900 SPECOPS (EOD) 29 2.00 35 3.0 45

B.S. Engineering/
11602 SWO-ED Option Under 29 3.00 35 3.36 58
Physical Science

Meteorology/
1800 METOC under35 2.20 35 3.34 50.5
Oceanography (pref)

Meteorology/
11604 SWO-METOC Option Under 35 2.20 35 3.37 59
Oceanography (pref)

Technical/Engineering
15200 AMDO Under 35 2.00 40 3 3/3 3.2 48 4.2
(pref)

All family members, close
Com Sci, Info
friends and associates must
16000 IP Under 35 2.20 35 3.4 System,System Eng or
Be US or Naturalized US
EE
Citizens


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FAR F0FAR Factors

All family members, close No Drug use less than 1 yr
Technical/Engineering friends and associates must old. OCS - GPA < 3.0 or
16300 INTEL Under 42 2.00 35 3.4 52
(pref) Be US or Naturalized US OAR < 40. BDCP - GPA <
Citizens 3.25 or OAR < 40.

All family members, close
Technical, at least 1 No Drug use less than 1 yr
friends and associates must
16400 IW (CRYPTO) Under 35 2.00 35 3.55 57 semester of Calculus old. Not having 1 semester
Be US or Naturalized US
and Physics of Calculus or Physics.
Citizens

Exp. in PA. Good evals. Must have BS/BA degree.
Interview Appraisals from Applications old/not
16500 PAO Under 42 2.50 35 3 54 Public Affairs related
higher ranking PAOs. Strong updated. No exp. in PA.
motivation stmt. Not physically fit.

Business-related,
Will take prior enlisted to age Drug use; poor math scores
31000 Math, Economics,
SUPPLY BDCP Under 29 2.00 35 3.36 49 31 and fleet applicants to age directly impacts ability to
31007 Comp Sci / Info
35 send to NPS in future
Systems

Not in good physical shape.
EIT; Eng/Construction work No EIT (engineers) or
Civil/Mech/Elec/Env history; strong references NCARB progress
51000 CEC Under 35 2.00 3.25
Eng; Architecture from employers; opportunity (architects). Weak
to supervise personnel. references and lack of
leadership.

EIT; Eng/Construction Criminal record, no
internships; Community employment or EC
Civil/Mech/Elec/Env
51001 CEC - COLL Under 35 3.00 3.25 Involvement; Leadership activities while completing
Eng; Architecture
positions in athletics or degree, lack of engineering
campus organizations experience.

Drug use other than
Prior military service < 10 yrs
Marijuana Criminal record
All GOF Programs Military Family History
Personal bankruptcy or
Meaningful work experience
financial issues

Semester or Cum GPA <2.9
3.00 Not F/T student
All BDCP TECH NON 3.5
3.30 Not yet taken courses for
major


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FAR F0FAR Factors
21000 MC

Handled on a case by case
22000 DENTAL
basis. Applicants must meet
PA and governing OPNAV
23000 MSC inst. PM and BUMED review
CVs on all MC DA. DCO,
FAP applicants.
29000 NURSE

MEMBER OF
FEDERAL/STATE BAR,
LAW SCHOOL
Quality of Law program.
25000 JAG 21-35 2.00 ACCREDITED BY
Submitted via
ABA
http://www.jag.navy.mil/career
s_/careers/apply.html

Questionable character,
Master's of Divinity or
41000 CHAPLAIN 39 N/A 3.72 Min 2 yrs experience in Field. Legal, finacial or Alcohol/
related field
Drug abuse problems

NOTE: These attributes are the quantifiable portion of the whole person criteria, and are not intended to preclude any individual meeting the Program Authorization requirements from applying. Contributing factors such
as adversity, community involvement and leadership roles are also considered.


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RESERVES BOARD PROFILE
PFAR/ PFAR/ Significant Negative
Desig Community Age GPA OAR AQR F0FAR GPA OAR AQR F0FAR Major/Coursework Other Positive Factors Factors
Run/Swim <9:00   Pushups >100
1185 SPECWAR (SEAL) 22‐35 2.2 3.5 Situps >100    Pullups >20
Foreign language proficiency

Run/Swim <9:00   Pushups >100
1195 SPECOPS (EOD) Under 35 2.00 35 3.0 45 Situps >100    Pullups >20
Foreign language proficiency

1465 EDO 19‐42 2.5 3.4 Masters Degree Preferred
Meteorology,
1805 METOC   19‐42 2.2 3.3 Oceanography, Math, Masters Degree a plus
Physics, Geophysics
Aviation / Aeronautical No Aeronautical
1515 AEDO 19‐42 2.5 3.2 Technical
Background Engineering Experience
Aviation / Aeronautical
1525 AMDO 19‐42 2.5 3.2 Technical
Background
Com Sci, Info All family members, close friends
1605 IP 19‐42 2.2 3.4 52 System,System Eng or and associates must Be US or
EE Naturalized US Citizens

BA/BS from U.S. Must hold current USCG Officer
1625 / Merchant Marine unlimited (tonnage or
1665 / MERCHANT Academy or accredited horsepower) license, a Great No significant merchant
19‐42 2.0 3.3
1675 / MARINE industry school, and Lakes unresticted pilot's license, marine experience.
1695 / prescribed Naval or a USCG license as a radio
Science courses telegraph operator
Strong
No Drug use less than 1 yr
interviews/recommendations
History, Political old.  All family members,
Meaningful work experience and
1635 INTEL 19‐42 2.0 35 3.4 52 5 5 Science, International close friends and
achievement
Relations, Technical associates must be US or
Competitive evals for prior
Naturalized US Citizens
enlisted
Strong No Drug use less than 1 yr
Technical, at least 1 interviews/recommendations old.  All family members,
1645 IW (CRYPTO) 19‐42 2.0 3.35 semester of Calculus and Meaningful work experience and close friends and
Physics achievement.   Competitive evals associates must be US or
for prior enlisted Naturalized US Citizens

Must have BS/BA degree.
Exp. in PA. Good evals.  Interview
Applications old/not
1655 PAO 19‐42 2.5 3.25 40 Public Affairs related Appraisals from higher ranking
updated.  No exp. in PA.
PAOs. Strong motivation stmt.
Not physically fit.

Business‐related, Math,
3105 SUPPLY 19‐42 2.2 3.49 Economics, Comp Sci /
Info Systems

Civil/Mech/Elec Eng; EIT; Eng/Construction work
5105 CEC 19‐42 2.0 3.3
Architecture history


226


RESERVES BOARD PROFILE

PFAR/ PFAR/ Significant Negative
Desig Community Age GPA OAR AQR F0FAR GPA OAR AQR F0FAR Major/Coursework Other Positive Factors Factors

21000 MC
Handled on a case by case basis.
22000 DENTAL Applicants must meet PA and
governing OPNAV inst.  PM and
23000 MSC BUMED review  CVs on all  MC DA.
DCO, FAP applicants.
29000 NURSE

25000 JAG NAVET only.  No board.

Questionable character,
Master's of Divinity or
41000 CHAPLAIN 39 N/A 3.42 Min 2 yrs experience in Field. Legal, finacial or Alcohol/
related field
Drug abuse problems
NOTE: These attributes are the quantifiable portion of the whole person criteria, and are not intended to preclude any individual meeting the Program Authorization
requirements from applying. Contributing factors such as adversity, community involvement and leadership roles are also considered.


227

Crfc sg jun 11

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