This chapter outlines the roles and responsibilities of members of the Command Family Readiness Team. It details that the Commanding Officer is responsible for establishing and overseeing the Command, Personal, and Family Readiness Program. The roles of other key members like the Executive Officer, Command Master Chief, Family Readiness Officer, and Chaplain are also described.
This document outlines the roles and responsibilities of members of the Command Family Readiness Team, which executes the Command, Personal, and Family Readiness Program. It details the roles of the Commanding Officer, Reserve Component Commanding Officer, Chief of Staff/Executive Officer, Command Master Chief, Family Readiness Officer, Chaplain, and Command Leadership Spouses in supporting Sailors and their families through the program. The Commanding Officer has overall responsibility for establishing and maintaining the program, while other roles provide leadership, advocacy, and information to enable Sailor and family readiness.
This chapter discusses communication methods that CFRT members can use and provides guidance to improve communication between families, sailors, and the CFRT. It outlines various communication tools like newsletters, websites, and carelines. It also stresses the importance of operational security and maintaining confidentiality when communicating sensitive information. The chapter aims to help the CFRT understand different audiences and tailor their communication accordingly.
The document provides an overview of the Exceptional Family Member Program (EFMP) within the US Navy, including governing documents, acronyms, roles and responsibilities of different organizations, and partnership programs that support families with special needs. It describes how the Chief of Naval Operations, Navy Personnel Command, Bureau of Medicine and Surgery, Commands, and Fleet and Family Support Centers work together to implement the EFMP. It also lists several programs that partner with the Navy to provide additional support services to exceptional family members, such as respite care, financial assistance, and information resources.
The document outlines policies and procedures for the Navy Exceptional Family Member Program (EFMP). Key points:
1. The EFMP identifies and enrolls family members with special medical or educational needs to ensure Navy families are assigned to areas where those needs can be met.
2. Enrollment is mandatory for family members with conditions requiring chronic care. It helps Navy planners assign members to appropriate duty stations.
3. The program is a collaboration between the Navy, DoD schools, and medical commands to provide support services to enrolled families. Responsibilities are defined for identifying, enrolling, and supporting exceptional family members at all levels of the Navy.
This chapter provides guidance on funding and supporting a Command's Family Readiness Program and Ombudsman. It outlines what expenses can be reimbursed, such as childcare, mileage, communication equipment, and training. The Commanding Officer is responsible for determining the budget and administrative support that will be provided. Ombudsmen are required to track expenses and submit receipts to request reimbursement. The chapter also provides recommendations for recognizing and appreciating the contributions of Ombudsmen.
This document outlines the rules and regulations of the Referee Commission and Referee Course. It discusses the composition of the Referee Commission, their powers and responsibilities which include examining and certifying referees. It then details the requirements for hosting the Referee Course including venue, facilities, and financial responsibilities of the host country. The document also covers qualifications attained through the course, course content, uniform regulations, and general rules for candidates and referees.
This document provides a summary of recent Navy policy changes and information. It discusses revised performance evaluation policies to better recognize sailors serving away from their parent command, as well as those who conduct physical fitness assessments. It also summarizes the new policy for handling rejected performance evaluations to ensure accurate records are maintained. Resources for suicide prevention and family readiness training are highlighted.
VADM Debbink and the author visited over 900 sailors in 43 engagements in Kuwait, Bahrain, and Djibouti. They saw improvements in efficiency and morale. Sailors asked questions about pay, benefits, uniforms, and future manning. Leadership is focused on issues like pay problems and communicating with sailors. The report provides updates on topics like general military training, CAC cards, PRIMS data validation, and physical fitness assessments.
This document outlines the roles and responsibilities of members of the Command Family Readiness Team, which executes the Command, Personal, and Family Readiness Program. It details the roles of the Commanding Officer, Reserve Component Commanding Officer, Chief of Staff/Executive Officer, Command Master Chief, Family Readiness Officer, Chaplain, and Command Leadership Spouses in supporting Sailors and their families through the program. The Commanding Officer has overall responsibility for establishing and maintaining the program, while other roles provide leadership, advocacy, and information to enable Sailor and family readiness.
This chapter discusses communication methods that CFRT members can use and provides guidance to improve communication between families, sailors, and the CFRT. It outlines various communication tools like newsletters, websites, and carelines. It also stresses the importance of operational security and maintaining confidentiality when communicating sensitive information. The chapter aims to help the CFRT understand different audiences and tailor their communication accordingly.
The document provides an overview of the Exceptional Family Member Program (EFMP) within the US Navy, including governing documents, acronyms, roles and responsibilities of different organizations, and partnership programs that support families with special needs. It describes how the Chief of Naval Operations, Navy Personnel Command, Bureau of Medicine and Surgery, Commands, and Fleet and Family Support Centers work together to implement the EFMP. It also lists several programs that partner with the Navy to provide additional support services to exceptional family members, such as respite care, financial assistance, and information resources.
The document outlines policies and procedures for the Navy Exceptional Family Member Program (EFMP). Key points:
1. The EFMP identifies and enrolls family members with special medical or educational needs to ensure Navy families are assigned to areas where those needs can be met.
2. Enrollment is mandatory for family members with conditions requiring chronic care. It helps Navy planners assign members to appropriate duty stations.
3. The program is a collaboration between the Navy, DoD schools, and medical commands to provide support services to enrolled families. Responsibilities are defined for identifying, enrolling, and supporting exceptional family members at all levels of the Navy.
This chapter provides guidance on funding and supporting a Command's Family Readiness Program and Ombudsman. It outlines what expenses can be reimbursed, such as childcare, mileage, communication equipment, and training. The Commanding Officer is responsible for determining the budget and administrative support that will be provided. Ombudsmen are required to track expenses and submit receipts to request reimbursement. The chapter also provides recommendations for recognizing and appreciating the contributions of Ombudsmen.
This document outlines the rules and regulations of the Referee Commission and Referee Course. It discusses the composition of the Referee Commission, their powers and responsibilities which include examining and certifying referees. It then details the requirements for hosting the Referee Course including venue, facilities, and financial responsibilities of the host country. The document also covers qualifications attained through the course, course content, uniform regulations, and general rules for candidates and referees.
This document provides a summary of recent Navy policy changes and information. It discusses revised performance evaluation policies to better recognize sailors serving away from their parent command, as well as those who conduct physical fitness assessments. It also summarizes the new policy for handling rejected performance evaluations to ensure accurate records are maintained. Resources for suicide prevention and family readiness training are highlighted.
VADM Debbink and the author visited over 900 sailors in 43 engagements in Kuwait, Bahrain, and Djibouti. They saw improvements in efficiency and morale. Sailors asked questions about pay, benefits, uniforms, and future manning. Leadership is focused on issues like pay problems and communicating with sailors. The report provides updates on topics like general military training, CAC cards, PRIMS data validation, and physical fitness assessments.
This document outlines funding and support for a Command's Family Readiness Program and Ombudsman. The Commanding Officer is responsible for providing support from command resources and discussing the budget with the Ombudsman. Reimbursable expenses for the Ombudsman include childcare, mileage, communication equipment, and travel costs. The Command is also responsible for recognizing and appreciating the contributions of the Ombudsman.
This weekly report from the Navy Reserve provides updates on several programs and initiatives:
- The nomination process for the Reserve Component Sailor of the Year program.
- The second phase of the Navy's Enlisted Retention Board reviewing records of sailors in pay grades E-6 through E-8.
- Advancement and board results now being posted to BUPERS Online to provide commanders immediate access.
- MCPON addressing the importance of family readiness programs at a symposium.
- Opportunities for sailors to provide input to the Navy Reserve Policy Board on issues affecting the reserve force.
This document announces the application process for the Fiscal Year 2013 Air Force Senior Noncommissioned Officer Academy (AFSNCOA) and Sister Service Senior Noncommissioned Officer Academies (SSSNCOA). Eligible senior noncommissioned officers are encouraged to apply by 30 May 2012. The application should include a letter of intent, AF IMT 1206, nomination letters, current fitness assessment, virtual military personnel flight record, and endorsement from the State Command Chief. Applications will be evaluated and selections made based on the applicant's qualifications and stratification.
The document provides information about first aid courses and a rally for Boy Scouts. It includes an agenda with introductions, courses from the Red Cross and other providers on topics like CPR, first aid, and wilderness first aid. Locations, costs, and requirements are listed for each. It also describes plans for a large-scale first aid competition event and provides ideas for making first aid engaging and fun through games and scenarios. Resources with additional information are listed at the end.
This document outlines the rules and procedures for WKF referee courses and qualifications. It discusses the Referee Commission structure and responsibilities, course content, qualifications awarded, and general regulations. The key points are:
- The Referee Commission consists of a chairman and 10 members responsible for referee certification and deployment at WKF events.
- Courses include rule explanations, theory exams, and practical assessments to qualify officials as judges and referees at different levels.
- Qualifications are provisional until confirmed at a subsequent WKF event, and officials must maintain standards to retain qualifications.
- General regulations cover candidate eligibility, uniforms, briefings, and avoiding conflicts of interest for fair competition.
USAF HASC Testimony on Combat Aviation Programs in FY2014 BudgetTom "Blad" Lindblad
prepared testimony of Air Force Lt. Gen. Charles Davis, military deputy to the Air Force acquisition chief; Air Force Lt. Gen. Burt Field, deputy chief of staff for operations, plans and requirements
SB 941 Becomes Law in California for Boating Safety and EducationK 38
All Personal Watercraft Operators (including passengers who will operate) need to take a NASBLA approved boater education course for the State of California:
If you are going to loan your personal watercraft to anyone in your company or onboard the PWC you need to make sure they have successfully passed a California NASBLA approved boater education course. This does not apply just to the registered owner of the craft but to all who will operate the craft at any time.
This weekly report from the FORCM provides three key updates: 1) a change to US Navy Regulations regarding self-reporting of civilian arrests in light of a court decision; 2) information on the upcoming 2012 Sea Service Leadership Association's Joint Women's Leadership Symposium; and 3) details on professional development courses offered through the Center for Personal and Professional Development including for substance abuse prevention.
The document provides information on various commissioning programs available to enlisted Navy personnel, including Seaman to Admiral-21 (STA-21), the United States Naval Academy, Medical Enlisted Commissioning Program (MECP), Officer Candidate School (OCS), Chief Warrant Officer (CWO), Limited Duty Officer (LDO), and Medical Service Corps In-Service Procurement Program (MSC-IPP). It outlines the basic eligibility requirements, application procedures, and benefits of these programs.
This document provides guidance on commissioning programs available to enlisted Navy personnel, including the U.S. Naval Academy, Officer Candidate School, Medical Enlisted Commissioning Program, Medical Service Corps In-service Procurement Program, Limited Duty Officer and Chief Warrant Officer programs, and Seaman to Admiral-21 Program. It outlines eligibility requirements and application procedures for each program. The document cancels OPNAVINST 1420.1A and directs commanding officers to follow the application procedures in the enclosure, which provides a manual on applying for enlisted commissioning programs.
The weekly report provides updates on several topics: 1) the selection of 5 finalists for the 2010 Navy Reserve Sailor of the Year award who will visit Washington D.C. in April; 2) attendance at a Medal of Honor anniversary ceremony honoring past recipients; and 3) notification of an upcoming FORCM Continuum training in June and changes to Senior Enlisted Academy requirements.
This document outlines the revised Private Law Programme in the UK family court system. The key points are:
1) The Programme has been revised to build on past successes and incorporate recent legislative changes, with a focus on identifying safety issues, risk factors, and involving children where appropriate.
2) The core of the Programme is the First Hearing Dispute Resolution Appointment (FHDRA), where parties are assisted to reach agreements or have remaining issues identified and managed.
3) The principles are promoting child welfare, dealing with cases justly and proportionately, and helping parties reach safe agreements where possible through dispute resolution and consideration of children's perspectives.
The document invites applications from unmarried male candidates for grant of Short Service Commission in the Executive and Technical Branches of the Indian Navy for the December 2013 course. It provides eligibility criteria such as age, educational qualifications, physical standards and details about the application process. Candidates who meet the criteria will be issued a call for the Services Selection Board interviews based on their academic performance. Finally selected candidates will undergo training at the Indian Naval Academy and be inducted as officers in the Navy.
VADM Debbink and the MCPON attended the CNO Shore Sailor of the Year ceremony where CE1 Leonardo Calderon was selected. They feel the Navy is in good hands with Sailors like these leading. FORCM(SS) Johnny Walker retired after 30 years of service. The MCPON guidance on CPO-365 and Brilliant on the Basics should be distributed to all Sailors and discussed. The Navy Performance Evaluation Instruction was updated with changes to things like promotion recommendations, PFA documentation, and new billet subcategories.
The document announces openings for Trainee Surveyor positions in the Ministry of Housing and Lands in Mauritius. It outlines the qualifications required including education credentials, the duties trainees will be expected to perform, the conditions of training and compensation, and requirements to sign a bond to continue working for the Ministry after completing training. Interested candidates are instructed to submit applications by the closing date of August 13, 2012.
This document provides guidance on communication methods for Command Family Readiness Teams (CFRTs). It discusses the importance of effective communication and having a communication plan that reaches multi-generational audiences through various media. The plan should introduce CFRT members and provide information on family readiness events, military lifestyle training, and benefits. Contact information and links should be included. Communication methods may include newsletters, websites, and individual outreach. Official information and routine updates are distinguished.
1) The document discusses crisis response and trauma within the Navy Expeditionary Force. It outlines the responsibilities of the Crisis Family Readiness Team (CFRT) in planning for, responding to, and helping with long term recovery from crises and traumatic events.
2) The CFRT has specific duties in each phase including ensuring preparedness plans and resources are in place, providing initial response and support to impacted sailors/families, and facilitating ongoing community support and monitoring of needs during recovery.
3) Key roles of the CFRT include the Commanding Officer, Command Master Chief, Family Readiness Officer, Ombudsman, Care Team volunteers, and ensuring communication plans and casualty response procedures are understood.
1) Crisis and trauma can occur at any time for Navy Expeditionary Force sailors and families, both during operations and at home. It is important for commands to plan and prepare for worst case scenarios to help individuals deal with smaller crises.
2) The CFRT is responsible for planning the command's response to crises to support impacted sailors and families, other command members, and CFRT volunteers. This includes establishing a Casualty Response (CARE) Team to provide immediate support to families.
3) In responding to traumatic events, commands should focus on meeting families' basic needs, decreasing risk factors and strengthening protective factors to support healing and recovery. Preparation, response, and recovery plans
(1) The document provides guidance and responsibilities for career counselors in the Navy from OPNAV Instruction 1040.11D.
(2) It outlines the duties of various career counselors including Command Career Counselors (CCC), unit career counselors, fleet counselors, and chain of command roles.
(3) Key aspects of the career development program discussed include conducting career development boards, maintaining training for counselors, ensuring transitioning sailors receive counseling and assistance, and preparing monthly career reports.
(1) The document provides guidance and responsibilities for career counselors in the Navy from OPNAV Instruction 1040.11D.
(2) It outlines the duties of various career counselors including Command Career Counselors (CCC), unit career counselors, fleet counselors, and chain of command roles.
(3) Key aspects of an effective Career Development Program (CDP) emphasized include active involvement from leadership, proper training and resources for counselors, conducting career development boards, and using the Career Management System (CMS) to support sailors' career goals.
This document provides guidance and responsibilities for career counselors in the Navy. It outlines the roles of different levels of career counselors from fleet to unit levels. It details 15 responsibilities for ISIC counselors including monitoring career development plans, assisting with visits, and reviewing attrition statistics. Responsibilities are also provided for command master chiefs, executive officers, commanding officers, and unit career counselors. The document provides references and links for the OPNAV instruction on career counseling and developing career development boards. It concludes with an open discussion and information on posting further questions.
This document outlines funding and support for a Command's Family Readiness Program and Ombudsman. The Commanding Officer is responsible for providing support from command resources and discussing the budget with the Ombudsman. Reimbursable expenses for the Ombudsman include childcare, mileage, communication equipment, and travel costs. The Command is also responsible for recognizing and appreciating the contributions of the Ombudsman.
This weekly report from the Navy Reserve provides updates on several programs and initiatives:
- The nomination process for the Reserve Component Sailor of the Year program.
- The second phase of the Navy's Enlisted Retention Board reviewing records of sailors in pay grades E-6 through E-8.
- Advancement and board results now being posted to BUPERS Online to provide commanders immediate access.
- MCPON addressing the importance of family readiness programs at a symposium.
- Opportunities for sailors to provide input to the Navy Reserve Policy Board on issues affecting the reserve force.
This document announces the application process for the Fiscal Year 2013 Air Force Senior Noncommissioned Officer Academy (AFSNCOA) and Sister Service Senior Noncommissioned Officer Academies (SSSNCOA). Eligible senior noncommissioned officers are encouraged to apply by 30 May 2012. The application should include a letter of intent, AF IMT 1206, nomination letters, current fitness assessment, virtual military personnel flight record, and endorsement from the State Command Chief. Applications will be evaluated and selections made based on the applicant's qualifications and stratification.
The document provides information about first aid courses and a rally for Boy Scouts. It includes an agenda with introductions, courses from the Red Cross and other providers on topics like CPR, first aid, and wilderness first aid. Locations, costs, and requirements are listed for each. It also describes plans for a large-scale first aid competition event and provides ideas for making first aid engaging and fun through games and scenarios. Resources with additional information are listed at the end.
This document outlines the rules and procedures for WKF referee courses and qualifications. It discusses the Referee Commission structure and responsibilities, course content, qualifications awarded, and general regulations. The key points are:
- The Referee Commission consists of a chairman and 10 members responsible for referee certification and deployment at WKF events.
- Courses include rule explanations, theory exams, and practical assessments to qualify officials as judges and referees at different levels.
- Qualifications are provisional until confirmed at a subsequent WKF event, and officials must maintain standards to retain qualifications.
- General regulations cover candidate eligibility, uniforms, briefings, and avoiding conflicts of interest for fair competition.
USAF HASC Testimony on Combat Aviation Programs in FY2014 BudgetTom "Blad" Lindblad
prepared testimony of Air Force Lt. Gen. Charles Davis, military deputy to the Air Force acquisition chief; Air Force Lt. Gen. Burt Field, deputy chief of staff for operations, plans and requirements
SB 941 Becomes Law in California for Boating Safety and EducationK 38
All Personal Watercraft Operators (including passengers who will operate) need to take a NASBLA approved boater education course for the State of California:
If you are going to loan your personal watercraft to anyone in your company or onboard the PWC you need to make sure they have successfully passed a California NASBLA approved boater education course. This does not apply just to the registered owner of the craft but to all who will operate the craft at any time.
This weekly report from the FORCM provides three key updates: 1) a change to US Navy Regulations regarding self-reporting of civilian arrests in light of a court decision; 2) information on the upcoming 2012 Sea Service Leadership Association's Joint Women's Leadership Symposium; and 3) details on professional development courses offered through the Center for Personal and Professional Development including for substance abuse prevention.
The document provides information on various commissioning programs available to enlisted Navy personnel, including Seaman to Admiral-21 (STA-21), the United States Naval Academy, Medical Enlisted Commissioning Program (MECP), Officer Candidate School (OCS), Chief Warrant Officer (CWO), Limited Duty Officer (LDO), and Medical Service Corps In-Service Procurement Program (MSC-IPP). It outlines the basic eligibility requirements, application procedures, and benefits of these programs.
This document provides guidance on commissioning programs available to enlisted Navy personnel, including the U.S. Naval Academy, Officer Candidate School, Medical Enlisted Commissioning Program, Medical Service Corps In-service Procurement Program, Limited Duty Officer and Chief Warrant Officer programs, and Seaman to Admiral-21 Program. It outlines eligibility requirements and application procedures for each program. The document cancels OPNAVINST 1420.1A and directs commanding officers to follow the application procedures in the enclosure, which provides a manual on applying for enlisted commissioning programs.
The weekly report provides updates on several topics: 1) the selection of 5 finalists for the 2010 Navy Reserve Sailor of the Year award who will visit Washington D.C. in April; 2) attendance at a Medal of Honor anniversary ceremony honoring past recipients; and 3) notification of an upcoming FORCM Continuum training in June and changes to Senior Enlisted Academy requirements.
This document outlines the revised Private Law Programme in the UK family court system. The key points are:
1) The Programme has been revised to build on past successes and incorporate recent legislative changes, with a focus on identifying safety issues, risk factors, and involving children where appropriate.
2) The core of the Programme is the First Hearing Dispute Resolution Appointment (FHDRA), where parties are assisted to reach agreements or have remaining issues identified and managed.
3) The principles are promoting child welfare, dealing with cases justly and proportionately, and helping parties reach safe agreements where possible through dispute resolution and consideration of children's perspectives.
The document invites applications from unmarried male candidates for grant of Short Service Commission in the Executive and Technical Branches of the Indian Navy for the December 2013 course. It provides eligibility criteria such as age, educational qualifications, physical standards and details about the application process. Candidates who meet the criteria will be issued a call for the Services Selection Board interviews based on their academic performance. Finally selected candidates will undergo training at the Indian Naval Academy and be inducted as officers in the Navy.
VADM Debbink and the MCPON attended the CNO Shore Sailor of the Year ceremony where CE1 Leonardo Calderon was selected. They feel the Navy is in good hands with Sailors like these leading. FORCM(SS) Johnny Walker retired after 30 years of service. The MCPON guidance on CPO-365 and Brilliant on the Basics should be distributed to all Sailors and discussed. The Navy Performance Evaluation Instruction was updated with changes to things like promotion recommendations, PFA documentation, and new billet subcategories.
The document announces openings for Trainee Surveyor positions in the Ministry of Housing and Lands in Mauritius. It outlines the qualifications required including education credentials, the duties trainees will be expected to perform, the conditions of training and compensation, and requirements to sign a bond to continue working for the Ministry after completing training. Interested candidates are instructed to submit applications by the closing date of August 13, 2012.
This document provides guidance on communication methods for Command Family Readiness Teams (CFRTs). It discusses the importance of effective communication and having a communication plan that reaches multi-generational audiences through various media. The plan should introduce CFRT members and provide information on family readiness events, military lifestyle training, and benefits. Contact information and links should be included. Communication methods may include newsletters, websites, and individual outreach. Official information and routine updates are distinguished.
1) The document discusses crisis response and trauma within the Navy Expeditionary Force. It outlines the responsibilities of the Crisis Family Readiness Team (CFRT) in planning for, responding to, and helping with long term recovery from crises and traumatic events.
2) The CFRT has specific duties in each phase including ensuring preparedness plans and resources are in place, providing initial response and support to impacted sailors/families, and facilitating ongoing community support and monitoring of needs during recovery.
3) Key roles of the CFRT include the Commanding Officer, Command Master Chief, Family Readiness Officer, Ombudsman, Care Team volunteers, and ensuring communication plans and casualty response procedures are understood.
1) Crisis and trauma can occur at any time for Navy Expeditionary Force sailors and families, both during operations and at home. It is important for commands to plan and prepare for worst case scenarios to help individuals deal with smaller crises.
2) The CFRT is responsible for planning the command's response to crises to support impacted sailors and families, other command members, and CFRT volunteers. This includes establishing a Casualty Response (CARE) Team to provide immediate support to families.
3) In responding to traumatic events, commands should focus on meeting families' basic needs, decreasing risk factors and strengthening protective factors to support healing and recovery. Preparation, response, and recovery plans
(1) The document provides guidance and responsibilities for career counselors in the Navy from OPNAV Instruction 1040.11D.
(2) It outlines the duties of various career counselors including Command Career Counselors (CCC), unit career counselors, fleet counselors, and chain of command roles.
(3) Key aspects of the career development program discussed include conducting career development boards, maintaining training for counselors, ensuring transitioning sailors receive counseling and assistance, and preparing monthly career reports.
(1) The document provides guidance and responsibilities for career counselors in the Navy from OPNAV Instruction 1040.11D.
(2) It outlines the duties of various career counselors including Command Career Counselors (CCC), unit career counselors, fleet counselors, and chain of command roles.
(3) Key aspects of an effective Career Development Program (CDP) emphasized include active involvement from leadership, proper training and resources for counselors, conducting career development boards, and using the Career Management System (CMS) to support sailors' career goals.
This document provides guidance and responsibilities for career counselors in the Navy. It outlines the roles of different levels of career counselors from fleet to unit levels. It details 15 responsibilities for ISIC counselors including monitoring career development plans, assisting with visits, and reviewing attrition statistics. Responsibilities are also provided for command master chiefs, executive officers, commanding officers, and unit career counselors. The document provides references and links for the OPNAV instruction on career counseling and developing career development boards. It concludes with an open discussion and information on posting further questions.
This document provides guidance to Navy leadership on supporting sailors through effective sponsorship, indoctrination, career development, mentorship, family support programs, and recognition. It emphasizes the importance of welcoming new sailors through proactive sponsorship, conducting thorough indoctrination programs, holding regular career development boards, utilizing command ombudsmen and mentors, and publicly recognizing sailors' accomplishments. Implementing these practices sets the foundation for sailors' success and positively impacts retention.
An ombudsman assists military families by disseminating information from the command and helping to resolve issues. They can help the disaster preparedness plan by ensuring emergency information is updated, publishing articles about preparation, and providing materials to families. An ombudsman works closely with spouses of leadership and the Family Readiness Group. They must report situations involving abuse, violence or suicidal risks. The ombudsman uses forms like a telephone log to track interactions and gather data for required reports.
The Combat Ready Manual provides policy and guidance for the Command, Personal, and Family Readiness Program (CPFRP) for NECC forces. The CPFRP aims to ensure each command maintains optimal personal and family effectiveness to enhance operational readiness. Key aspects of the program include the NECC Force Family Readiness Council overseeing family readiness issues and programs, and Commanders being responsible for operating the CPFRP within established guidelines to acknowledge the link between family readiness and operational readiness.
The document discusses Total Force Fitness and how it relates to the Fleet Readiness Training Plan (FRTP). It outlines two key concepts - the FRTP, which provides the framework for a command's activities from initial organization through post-deployment, and Total Force Fitness (TFF), which provides eight perspectives to consider for readiness of sailors and families. TFF includes physical, environmental, medical, spiritual, nutritional, psychological, behavioral, and social fitness. The document advises considering TFF's eight components at each phase of a command's FRTP to develop a holistic family readiness program.
The Combat Ready Manual provides policy and guidance for the Command, Personal, and Family Readiness Program (CPFRP) for NECC forces. The CPFRP aims to ensure each command maintains optimal personal and family effectiveness to enhance operational readiness, regardless of deployment status. Key elements of the CPFRP include the NECC Force Family Readiness Council, which oversees family readiness programs, and Commanders/Commanding Officers being responsible for operating the program within their commands per established guidelines. The manual defines terms, outlines the roles of leadership positions in supporting the program, and provides administration details to standardize implementation across NECC forces.
The document outlines the goals and requirements of a command's sponsor and indoctrination program according to Navy regulations. The program aims to facilitate sailors' adaptation to new environments and minimize PCS move stress. Commanding officers must appoint coordinators, and sponsors must complete training. New sailors must receive mandatory training on topics like Navy pride and financial management within 30 days.
The document discusses the roles and responsibilities of various leadership positions in the Navy, including the Commander in Chief, Secretary of Defense, Secretary of the Navy, Chief of Naval Operations, Fleet Commander in Charge, Type Commander, Master Chief Petty Officer of the Navy, Fleet Master Chief, Force Master Chief, and Command Master Chief. It also describes various Navy programs, documents, and terms such as the CCRI, EDVR, ODCR, AMD, evaluation reports, service records, SITREPs, the IG, Navy Correspondence Manual, PTS Program, DLPT, duties of the Command ESO, the Navy's drug screening program, and the six programs of Brilliant on the Basics.
This weekly report from the FORCM provides Navy reservists with updates on policies and resources. It informs that inactive reservists may be eligible for involuntary separation pay to assist with their transition to civilian life. It also highlights an online veterans job bank that connects separating sailors with employers seeking candidates with military experience. The report provides information on training opportunities through the Center for Personal and Professional Development for reservists.
This document provides a summary of various Navy personnel issues and policy changes. It discusses changes to the TA policy including quarterly allocation limits. It also discusses guidelines for transferring Post-9/11 GI Bill benefits and ensuring proper obligated service is documented. Additionally, it reminds sailors to keep their Exceptional Family Member Program enrollment updated prior to their rotation date.
This document provides a summary of various Navy personnel issues and policy changes. It discusses changes to the TA policy including quarterly allocation of funds. It also discusses guidelines for transferring Post 9/11 GI Bill benefits and ensuring proper documentation of obligated service. Additionally, it reminds sailors to keep their Exceptional Family Member Program enrollment updated before their detailing window.
The document provides updates on various Navy programs and policies in a 3 page newsletter format. Key updates include the launch of a new Navy installations command website, reminders about validating PRIMS data and transferring Post-9/11 GI Bill benefits, the upcoming implementation of E-Leave to streamline leave requests, the importance of safeguarding personally identifiable information, and new general military training policies. Sailors are encouraged to get sponsorships arranged for permanent change of station moves and provide feedback on programs like United Through Reading.
This document provides updates on various Navy policies and programs. It begins by congratulating newly selected Master Chief Petty Officers and discussing the Chief Petty Officer anniversary celebration. It then provides brief highlights on topics such as validating PRIMS data, Post-9/11 GI Bill transferability, the new E-Leave system, safeguarding personally identifiable information, close proximity move policy, general military training requirements, and the importance of command sponsorship and indoctrination programs during PCS season. Links are provided for additional details on many of these topics.
This document provides an overview of the Exceptional Family Member Program (EFMP) for command points of contact. It discusses the history and goals of EFMP, common myths about the program, benefits of enrollment, eligibility criteria, the enrollment process, categories of enrollment, and responsibilities of command EFMP points of contact. Contact information is provided for EFMP liaisons and medical coordinators who can assist with the program.
Similar to CRM Chapter 2 v20110909v draft frs PDF (20)
Three sailors from Coastal Riverine Squadron 10 were injured when their patrol boat ran aground near Charleston harbor during a training exercise. Navy divers from Mobile Diving and Salvage Unit 2 worked with contractors to recover the sunken patrol boat, raising it from 20 feet of water. Seabees from Naval Mobile Construction Battalion 15 arrived in Afghanistan to support retrograde operations through completing numerous construction and demolition projects throughout the country.
The Navy Expeditionary Combat Command newsletter provides news clips about NECC activities. Stories included Navy EOD and divers promoting STEM with students, an ECRC sailor receiving the Purple Heart for actions in Afghanistan, a Seabee being invited to take the citizenship oath at the White House, Seabees working in Guatemala to improve maritime response capabilities, and an Army engineer battalion conducting a readiness exercise in Guam.
Two Navy divers, James Reyher and Ryan Harris, died in a diving accident at Aberdeen Proving Grounds in Maryland on February 26. They were assigned to Mobile Diving and Salvage Unit 2. Meanwhile, the Navy Seabees headquarters, First Naval Construction Division, began a realignment on March 1 to improve efficiency by merging with Navy Expeditionary Combat Command and eliminating an unnecessary headquarters layer. The realignment will consolidate Naval Construction Force command under two new Naval Construction Groups, one for the Pacific and one for the Atlantic.
The document provides summaries of several news articles related to Navy Expeditionary Combat Command. Specifically:
1) Mobile Diving and Salvage Unit 2 held a memorial service for two Navy divers who died in an accident at Aberdeen Proving Grounds.
2) Naval Mobile Construction Battalion 133 transferred authority for Afghanistan's Navy engineering operations mission to NMCB 15.
3) Explosive Ordnance Disposal Mobile Unit 2 held a change of command ceremony where Cmdr. Charles Eckhart relieved Cmdr. Gregory Hubbard as commanding officer.
The document provides summaries of news articles about activities of Navy Expeditionary Combat Command units from January 11, 2013. Stories include Seabees from CBMU 303 completing a security gate in San Diego, Seabees from CBMU 303 assisting with firewood donations in Washington, and Seabees from NMCB 27 continuing construction operations at an air base in Honduras while assigned to the 4th Fleet.
Secretary of the Navy Ray Mabus released a statement supporting the expansion of opportunities for women in the military. He noted that the Navy has opened positions on Virginia Class submarines to women and will expand roles for women in riverine forces and positions supporting Marine infantry. The Marine Corps has also opened additional combat roles to women and will seek volunteers from women for the Infantry Officer Course to further integrate women into the infantry. The goal is to maximize readiness while ensuring success for all servicemembers.
1) The Navy Expeditionary Combat Command (NECC) announced its 2012 Sailors of the Year, including the Sea Pacific and Atlantic, Shore Pacific and Atlantic, and Reserve Sailors of the Year. These Sailors demonstrated superior performance, leadership, professionalism and commitment to self-improvement.
2) Navy Individual Augmentee training at Fort Jackson prepares Sailors, over 50% of whom are now Reservists, for combat missions in 19 days through weapons handling, first aid, and other skills training provided by Army drill sergeants who are also Reservists.
3) The article profiles Reservist Logistics Specialist 2nd Class San Luis and Personnel
The document provides news clips from the Navy Expeditionary Combat Command about various Seabee activities. It summarizes projects completed by NMCB 74 on Guam before handing over control of Camp Covington to the Army's 84th Engineer Battalion. It also discusses the NAVFAC Far East commander visiting NMCB 5 Detachment Diego Garcia and Seabees from NMCB 15 and NMCB 3 participating in convoy simulator training and weapons qualifications in preparation for deployment. Finally, it notes that NMCB 11 was awarded the Atlantic Fleet Naval Construction Force Battle Efficiency award for fiscal year 2012.
MSRON 3 returned from a six-month deployment providing security in CENTCOM, EUCOM, and AFRICOM areas of responsibility. In CENTCOM, the unit conducted escorts and embarked security team missions in Kuwait, UAE, and Bahrain. In EUCOM and AFRICOM, teams conducted 42 security missions on aircraft and vessels and for a NATO exercise involving 40 nations. A third detachment provided seaward security in the Horn of Africa. The 180 sailors successfully completed a variety of security missions across three regions, cementing MSRON 3's reputation for flexibility and professionalism.
The 120th CPO birthday 5K run will be held on April 2nd from 1300-1600 at JEB Little Creek. Participants can register online by March 22nd for $25, and all registered runners will receive a t-shirt. Proceeds will benefit the CPO Scholarship Fund. Runners should meet at LZ Green by the Carl Brashear CPO Club, and a social will follow at the club.
The document announces a Returning Warrior Workshop to take place in Portland, Oregon from February 22-24, 2013. It encourages attendees to take advantage of opportunities to explore the city during free time and enjoy the scheduled workshop events as well as free resources available from various organizations. Attendees are directed to register now on the provided website to reserve a spot for themselves and any guests.
Coastal Riverine Force (CRF) operates in harbors, rivers, bays, and along coastlines. The primary mission of CRF is to conduct maritime security operations by defending high value assets and critical infrastructure from enemies through both non-lethal and lethal means. When ordered, CRF is also capable of conducting offensive combat operations. CRF consists of units that are trained and equipped to operate in all weather and conduct missions such as port security, small unit insertion/extraction, and command and control for supporting units.
The document discusses the dangers of distracted driving, particularly cell phone use while driving. It notes that hands-free devices do not eliminate cognitive distraction. Nearly 25% of crashes involve drivers distracted by cell phones. The document encourages readers to make a personal commitment to drive cell free, research technology to prevent cell use while driving, contact elected officials to support legislation, and download a cell phone policy kit to implement policies at work. It provides several specific suggestions for how to curb cell phone use while driving and help change the culture.
The document discusses communication plans and methods for command family readiness teams (CFRTs) to provide information to service members and families during deployments or crises. It emphasizes communicating accurate and timely information through various channels like email, social media, newsletters, and websites to appeal to multi-generational audiences. CFRTs must have reliable communication practices in place and understand how to use different methods simultaneously. Confidentiality is also important when communicating official information.
The document outlines the roles of personnel in family readiness and discusses incorporating families into the Fleet Readiness Training Plan (FRTP) using a Total Force Fitness (TFF) model. It describes the four phases of the FRTP - Maintenance, Basic, Integrated, and Sustainment - and provides examples of how each phase could address the eight components of TFF to support family readiness. The overall goal is to integrate family readiness fully into command readiness so that sailors can focus on the mission knowing their families are also ready and supported.
The document outlines the roles and responsibilities of personnel involved in Navy family readiness programs, including the Family Readiness Officer, Commanding Officer, Executive Officer, Command Master Chief, Chaplains, Ombudsman, Family Readiness Group leadership, and spouses. It describes how the Combat Ready Manual aims to support and augment existing family readiness programs through team building, proactive planning, building resiliency, and total force fitness. It provides specific responsibilities for each role in family crisis response and communication.
The document discusses crisis response and trauma within the military community. It notes statistics on casualties and incidents over a given period. It then outlines the roles and responsibilities of the Command Family Readiness Team (CFRT) and Casualty Assistance and Response (CARE) Team in responding to crises and providing support to affected families. Key aspects covered include maintaining privacy and confidentiality when assisting families, understanding the casualty notification process, and preventing stress and compassion fatigue for those responding.
This document outlines the agenda for a NECC Family Readiness Symposium taking place over two days. The agenda includes capability briefings, guest speakers, chapter sessions on topics like crisis, trauma and resiliency led by facilitators, and a leadership panel discussion. Breakout groups will discuss chapters on communications, total force fitness, roles of personnel, and family readiness during the sessions.
A document lists the details of a symposium to take place at a headquarters building, including the date, time, location, parking information, and areas for demonstrations and tents. Various military and government organizations will be represented at the event.
The document outlines an agenda for a NECC Family Readiness Symposium over two days with sessions on crisis, trauma and resiliency, chapter discussions in breakout groups, a optional resilience training session, and a leadership panel on the second day. The agenda includes arrival and registration, opening ceremonies, guest speakers, breakout chapter discussions, lunch breaks, and a closing session. Participants will be divided into breakout groups assigned to different chapters for discussion.
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CRM Chapter 2 v20110909v draft frs PDF
1. Chapter 2
Roles of Personnel
1. Purpose. This chapter provides detailed information on the roles
and responsibilities of all members of the Command Family Readiness
Team – the organization within a command responsible for the execution
of the Command, Personal, and Family Readiness Program (CPFRP).
Where applicable this chapter will also identify differences between
Active and Reserve Component programs.
2. Command Family Readiness Team. The Command Family Readiness Team
(CFRT) executes the CPFRP as directed by the Commanding Officer. The
CFRT is a partnership between command leadership and military family
representatives to provide a problem-solving body for command Sailors,
their spouses, dependents, and other Sailor-designated persons.
3. Roles and Responsibilities
a. Commanding Officer. The CO’s role and responsibilities in the
CPFRP are the same as the role and responsibilities in every other
operational aspect of the command. Sailors look to their CO for
leadership, guidance, example, advocacy and boundaries. Sailor’s
families look to the CO for the exact same things. Although the
following task list is directive in nature, it may not be all
inclusive. The CO must use professional and personal experience and
judgment to leverage the unique aspects of their command to address
and mitigate challenges and to determine if the following tasks are
sufficient to support Sailors and families adequately. The CO is
strongly encouraged to seek advice from the NECC Family Readiness
Director, should any questions arise that cannot be answered with
information contained in their instruction.
(1) CO’s shall establish and maintain a CPFRP in accordance
with this instruction. Consideration should be given to the unique
challenges of the command, e.g., geographic location. The program
must be accessible to all members of the command, their spouses, other
dependents and Sailor-designated persons.
(2) CO’s shall use all resources, agencies, and organizations
available to them to accomplish to establish and maintain a CPFRP.
(3) CO’s shall prioritize the CPFRP comparable to operational
functions and become familiar with the concepts, purposes, and actions
outlined in chapter 1 and ensure Sailors and their families understand
the roles and duties of the CFRT.
(4) CO’s shall serve as a role model and advocate for the
CPFRP.
2. (5) CO’s are encouraged to assign in writing a service member
from the command in the pay grade of E7 or above to serve as the
command Family Readiness Officer (FRO). The liaison may be an officer,
senior enlisted member, or civilian employee of the command in
accordance with reference ( )OPNAVINST 1754.5B pg 6 para 3.
(6) CO’s are authorized to assign deputy FROs to address
unique challenges within their organization such as size, need or
geographic separation. This decision is based on the CO’s judgment and
intent for their program, and will be sourced internally.
(7) CO’s should request a brief from the local supporting
Fleet and Family Service Center Representative to become familiar with
the local Navy, Sailor and family programs within 30 days of taking
command and meet with the Information and Referral Specialist for
training within 45 days.
(8) CO’s shall require their FRO to participate in any
scheduled command indoctrination briefs.
(9) CO’s shall schedule CFRT training via the NECC Family
Readiness Director within 30 days of assuming command and attend the
training (in person, via portal, teleconference, or VTC) within 60
days of taking command. In order to build CFRT cohesion it is
recommended that all members of the existing CFRT attend training in
company with the CO even if they have already completed training.
This will facilitate information sharing about the command’s current
CPFRP climate and unique challenges in a convenient setting. It also
affords an opportunity for the CO to discuss their vision and intent
of the CPFRP with all members of the CFRT. Figure 2-1 is a training
matrix listing all required/recommended training and periodicity for
all members of the Family Readiness Command Team.
(10) CO’s shall actively participate in the interview and
appointment process for all CFRT members. In accordance with
reference (a) the CO’s will screen, select and appoint in writing at
least one Ombudsman (spouse of command Sailor) as deemed necessary by
the commander considering the unit’s mission, size, geographic
locations and need. CO’s should consider appointing additional
Ombudsmen and Deputy FROs for geographically displaced detachments.
The CO shall ensure volunteers attend CPFRP training within the time
periods listed in Figure 2-1. Further guidance on volunteer
management is contained in chapter 5.
(11) CO’s shall publish a CPFRP policy statement to outline
the vision and intent of the CPFRP within 30 days of completing CFRT
training. The CPFRP policy statement should be similar in format to
an Equal Opportunity or Sexual Harassment policy statement. The CO’s
CPFRP policy statement should reflect an understanding of the
concepts, purposes and actions outlined in chapter 1 including clear
expectations for Sailors to participate in and be accountable for
3. their personal and family readiness.
(12) CO’s are encouraged to conduct a family readiness
assessment provided by the NECC Family Readiness Director within 30
days of assuming command. Due to legal constraints commands are
prohibited from creating their own survey. The data collected will
help identify strengths and concerns as well as tailor their CPFRP to
the specific needs of their Sailors and families. This data can also
be used to leverage findings and produce information for use by the
command Family Readiness Council as well as the NECC Force Family
Readiness Council. Additional re-assessments will be at the
discretion of the CO.
(13) CO’s shall ensure compliance with requirements for
Operational Security (OPSEC) and Personally Identifiable Information
(PII) per references (b) and (c) respectively.
(14) CO’s shall ensure compliance with public law and
reference (a),(d), and (e) in the case of casualty operations.
Specifically:
(a) The FRO, Ombudsman, FRG Leaders or civilians shall not
be involved in the casualty notification process or follow-on casualty
assistance. The notification process is defined as the initial
notification. Follow-on casualty assistance is defined as any
assistance the Casualty Assistance Calls Officer (CACO) may provide to
the family with regard to the casualty affairs of a deceased Sailor.
(b) CO’s shall consult with the CACO and then determine
guidance for follow-on survivor specific support, if any, to be
offered by members of the command
(c) CO’s are not authorized to release any information
about a deceased Sailor until 24 hours after all next of kin have been
notified and a Navy press release has been made public.
(15) CO’s shall consult with their CFRT members to develop a
baseline Crisis Response Plan and a proactive Communications Plan with
the understanding each event is situational. This shall include
imminent national disasters, casualties, and deaths of either Sailors
or immediate family members.
(16) CO’s should regularly incorporate personal and family
readiness education into command training.
(17) CO’s shall ensure that Sailors are notified of
opportunities to participate in CPFRP training and events.
(18) CO’s shall oversee the receipt, budget, and execution of
all CPFRP expenditures. CO’s determine CPFRP spending priorities
within DoD’s fiscal and legal guidelines, and are the final approval
authorities for all expenditures of CPFRP funds. See chapter 7 for
4. further guidance on funding the program.
(19) Per reference (a), CO’s shall ensure volunteers are
recognized during Volunteer Appreciation Week (usually in April),
Ombudsman Appreciation September 14, Military Spouse Appreciation Day,
and at other appropriate times. See reference ( ) OPNAVINST 1750.1F
Enclosure (6) page 4 para 7 for general guidelines.
(20) Per reference (a) CO’s shall initiate, monitor, or
participate in any administrative process such as appointments,
revocation of appointments/command endorsement, and grievance matters.
(21) CO’s shall establish reliable communications between the
command and families to strengthen the CPFRP. Per reference (f)
(NAVADMIN 295/10) CO’s shall provide official CPFRP communication to
Sailors, spouses and Sailor designated persons at least once monthly.
Definitions of communications means and delivery methods are specified
in Chapter 5.
(22) CO’s shall establish a Crisis Communication Plan by which
information is disseminated to Sailors and their families in the event
of a crisis.
(23) CO’s shall conduct CFRT meetings with enough frequency to
ensure members of the team are familiar with current family readiness
issues. CO’s may also consider their meeting to fall in conjunction
with the monthly Ombudsman meeting.
(24) CO’s shall conduct training with COS/XO/CMC regarding
contact sheets and NECC family care plan.
(25) CO’s will review FRG by-laws prior to permitting an FRG
to use the command name. COs will ensure the FRG does not improperly
use the command name in a way that either implies Navy endorsement or
is otherwise discrediting to the command or the United States Navy.
(26) CO’s will protect personal information about command
members and dependents, releasing it only per reference (f) and (g).
Commanding Officers will ensure that written consent is obtained from
command members before any release of personal information to an FRG.
(27) Per references (d) and (h), CO’s shall designate an
official command liaison (“FRO”) to the FRG. The command liasion
(“FRO”) may officially represent the command and act in an advisory
capacity to the FRG in discussions of matters of mutual interest. In
this manner, the command liaison (“FRO”) serves as a conduit of
information between the command and the FRG. The command liaison
(“FRO”) may not direct or otherwise be involved in matters of
management or control of the FRG.
(28) Per reference (g), CO’s may accept voluntary services
5. from FRG members and may authorize reimbursement of qualifying
expenses for official volunteers.
(29) CO’s may provide logistical support, such as access to
command spaces, use of equipment, and command representatives, for
permissible FRG events, consistent with section 3-211 of reference (h)
and available resources.
(30) CO’s will not endorse off-base FRG fundraisers when the
FRG solicits from anyone other than command members or their
dependents, and when using proceeds of a fundraiser to benefit someone
other than the command members and their dependents. For example, the
CO will not endorse FRG solicitation of local businesses or FRG
fundraiser to benefit a charity of the FRG’s choosing.
(31) CO’s will not solicit or accept gifts on behalf of an
FRG.
(32) CO’s will not directly manage or control an FRG.
(33) CO’s will, in those instances where FRGs are not
complying with applicable rules or conditions for continued support,
revoke FRG permission to use the command name, deny requests to
endorse or otherwise support FRG events or fundraisers, and decline to
accept gifts or services from the FRG. Any such action will be
communicated to the installation Commanding Officer for his or her
awareness.
b. Reserve Component Commanding Officer. Reserve Component (RC)
CO’s shall comply with the same criteria identified for Active
Component CO’s with the following additional responsibilities.
(1) RC CO’s shall ensure compliance with the Yellow Ribbon
Reintegration Program (YRRP) established by reference (i) and outlined
in chapter 8.
(2) RC CO’s shall submit requests through the operational
chain of command to the Joint Family Resource Center (JFRC) for Joint
Family Support Assistance Program (JFSAP) support at least 30 days
prior to the YRRP event. Requests should be submitted via
http://jfsap.mhf.dod.mil.
c. Chief of Staff (COS)/Chief Staff Officer (CSO)/Executive
Officer(XO). The COS/CSO/XO is expected to set the example,
communicate, and implement the vision and intent of the CO’s CPFRP.
The COS/CSO/XO will coordinate with the FRO on all personal and family
readiness matters. This includes the intangible mission of cultivating
an understanding and appreciation within the officer wardroom of the
importance of the CPFRP.
(1) The COS/CSO/XO shall, through personal involvement and
emphasis require subordinate leaders to advocate for the utilization
6. of the personal and family readiness opportunities offered through
Navy Sailor and family programs/resources (see chapter 8).
(2) The COS/CSO/XO shall assist the CO as the senior officer
advisor to ensure Sailors maintain a constant state of personal and
family readiness and initiate action to hold Sailors accountable for
their comprehensive readiness.
(3) The COS/CSO/XO shall keep apprised of all policies of the
CO and disseminate that information to the command’s personnel,
Ombudsman and FRO.
(4) The COS/CSO/XO shall serve as an additional source of
Information and Referral (I&R) resources for the FRO, Sailors and
families.
(5) The COS/CSO/XO shall attend Family Readiness Command Team
meetings.
(6) The COS/CSO/XO shall attend CFRT within 60 days of
reporting to the command.
(7) The COS/CSO/XO shall advise all officers who decline to
allow their spouse to participate in the CPFRP or whose spouse
declines to participate in the CPFRP on the benefits of the program to
their family. Spouses of Sailors will not be coerced to participate.
d. Command Master Chief. The CMC is also expected to set the
example, communicate and implement the vision and intent of the CO’s
CPFRP. The CMC will coordinate with the FRO on all personal and
family readiness matters relating to enlisted Sailors and their
families. This includes the intangible mission of cultivating an
understanding and knowledge within the enlisted ranks of NECC Family
Readiness Programs. Chiefs Mess and subordinate leaders may offer a
unique insight into the problems and challenges faced by the Sailors
and their families.
(1) The CMC shall, through personal involvement and emphasis
require subordinate leaders to advocate for the utilization of the
Sailor and family programs functions, services, opportunities and
agencies available to them through the CPFRP and Navy Sailor and
family programs/resources.
(2) The CMC shall demonstrate to Sailors and families the
importance of personal and family readiness through active and visible
presence and involvement in personal and family readiness efforts.
(3) The CMC shall assist the CO to ensure Sailors maintain a
constant state of personal and family readiness and coordinate action
with the COS/CSO/XO to hold Sailors accountable for their
comprehensive readiness.
7. (4) The CMC shall serve as an additional source for
Information and Referral resources and actions for the FRO, Ombudsman,
FRG Leaders, Sailors and families.
(5) The CMC shall attend CFRT meetings.
(6) The CMC shall attend Family Readiness Command Team
training within 60 days of reporting to the command.
(7) The CMC shall advise enlisted Sailors who decline to allow
their spouse to participate or whose spouse declines to participate in
the CPFRP on the benefits of the program to their family.
e. Family Readiness Officer (FRO). The roles and
responsibilities of the FRO and Deputy FRO are outlined in Chapter 3.
f. Chaplain. The roles and responsibilities of the command
chaplain are inherently dynamic. In addition to ministerial and
pastoral duties, the chaplain is in a unique position to provide
insight into the emotional and spiritual well-being of the CO’s CPFRP,
and to offer timely and relevant advice on issues impacting the CO’s
personal and family readiness.
(1) The command chaplain shall advise the CO about any
potential challenges the unit as a whole is facing and recommend
appropriate courses of action.
(2) The command chaplain shall attend all command specific
functions where a chaplain’s brief is required, such as Command
Indoctrintation.
(3) The command chaplain shall attend NECC Family Readiness
Symposiums; be familiar with the Combat Operational Stress Control
Program (COSC), and NECC Total Force Fitness.
(4) The command chaplain is encouraged to be familiar with all
potential resource opportunities to include networking with other
command chaplains in order to observe other command’s training
activities and civilian faith-based outreach programs.
(5) The command chaplain shall attend Command Family Readiness
Team training within 30 days of assignment. In the event a command
chaplain is assigned to a reserve unit the officer shall attend
Command Family Readiness Team training within 120 days of assignment.
g. Command Leadership Spouses. The involvement and support of
spouses of the CO, XO, and CMC can be an invaluable asset to the
CPFRP. The degree of involvement that any of these individuals will
have may differ by command and personal interest. Reference (a)
allows CO’s to select their spouse, the spouse of the XO or CMC, or
another member of the chain of command, to serve as an advocate to the
8. command Ombudsman program. To assist in their leadership role,
training is available. It is recommended that leadership spouses
attend Ombudsman Basic Training, preferably with their command
Ombudsman. This training provides important guidelines and direction
in assisting Ombudsman, as well as the requirements of confidentiality
(1) Although leadership spouses may participate in
conversations that are of a personal, confidential nature, this does
not preclude them from reporting conversations that expose
domestic/child abuse or other criminal activity. As Volunteers, per
reference (a) leadership spouses are mandatory reporters for purposes
of the CPFRP.
(2) Leadership spouses are encouraged to listen to Sailors and
their families and elevate issues concerning family well-being and
community needs to the CO and CFRT.
(3) Leadership spouses should foster a sense of community
within the command, support initiatives that contribute to
socialization of command members and families, and encourage family
members to be good neighbors.
(4) Leadership spouses are encouraged to help families
acknowledge their role and responsibility for individual family
readiness self-sufficiency and resiliency.
(5) Leadership spouses should advocate use of Sailor and
Family Readiness support systems and training that supports families.
(6) Leadership spouses are encouraged to share ideas, best
practices, and successes with other spouses.
(7) Leadership spouses are encouraged to support grass-roots
problem solving within the command.
(8) Leadership spouses are encouraged to attend the NECC CFRT
Training with the new CO, or within 45 days of accepting the
invitation to volunteer.
(9) Leadership spouses are encouraged to attend a COMPASS
Class, local C.O.R.E. conferences/FFSC Spouses workshop within 30 days
of accepting the invitation, or as soon as a workshop becomes
available, in order to better advocate and promote available family
readiness training. Command Leadership School for spouses is also a
recommended class to assist in understanding and the execution of your
position.
(10) Leadership spouses will comply with OPSEC and PII
requirements as outlined in references (b) and (c)should they accept
the invitation to participate. OPSEC training, PII training, and
signing a Volunteer Service Agreement must be completed within 90 days
of accepting the invitation to volunteer. While providing services
9. within the scope of their volunteer duties, leadership spouses are
afforded the same tort liability protection as government employees
under the Federal Tort Claims Act, reference (l). Leadership spouses
are authorized access to email distribution lists, or other such
information, that may contain PII only for the purposes of assisting
the Ombudsman and FRG Leaders in the event these individuals are
unable to fulfill their duties.
(11) Leadership spouses that choose to hold a volunteer
position are required to include a signature block on all CPFRP
related emails with at least the following information and subject to
the below limitations. Email distribution lists shall not be used to
announce non-CPFRP events or solicit non-CPFRP related materials or
donations.
(a) Name.
(b) Position/title (i.e. Commander’s Spouse or CMC’s
Spouse).
(c) Leadership spouses email and/or phone number for
contact purposes or include the Ombudsman’s contact information.
(d) Leadership spouses may not include a favorite
quotation, inspirational saying or tagline in their signature block.
(e) Disclaimer: Information is distributed in this email
as information of common interest for military members and their
families/designated-contacts. Use of this information does not
advertise nor imply endorsement of any non-federal entity, commercial
or otherwise, by the Department of Defense, U.S. Navy or this command.
h. Command Ombudsman. The Command Ombudsman supports the command
mission by providing communication, outreach, resource referral,
information, and advocacy to and for command families. Per reference
(a) the Ombudsman is a volunteer who is the spouse of an active duty
or selected reserve member. If the CO is unable to select the spouse
of an active duty or reserve command member, refer to reference (a)
enclosure (1) for waiver procedures. In the event a spouse does not
volunteer, a designated parent/extended family member of an
enlisted/officer member may fill the position upon approval from CNIC.
(The CO shall appoint, in writing, at least one Ombudsman, although it
may be beneficial to appoint more than one due to the size and mission
of command to ensure that all constituencies are provided a voice to
the CO. When two or more Ombudsman are appointed, it is vitally
important to maintain clear lines of communication and prevent
conflict detrimental to the individuals involved. If the CO, XO, CMC
spouse is Ombudsman certified they may fill the position on a
temporary basis. Recommendations from incumbent Ombudsman and/or
other CFRT members should be considered when appointing a new
Ombudsman. However, the CO has the final decision on Ombudsman
appointment. Ombudsmen must undergo the screening, interview,
10. selection, and appointment process that the CO has put in place. A
probationary period of six months for a first time ombudsman and three
months for an experienced ombudsman is recommended.
Ombudsmen should submit a resignation letter when:
(1) There is a change of command.
(2) They can no longer perform their assigned duties.
(3) They are unable to work effectively within their chain of
command.
(4) Their spouse transfers to another command, retires, or
otherwise separates from the command.
As a courtesy, when a new CO reports, the incumbent Ombudsman should
submit a letter of resignation. The new CO may ask the Ombudsman to
remain until a new Ombudsman is trained and in place, or the incumbent
Ombudsman may be reappointed.
Per reference (a) and (d) the Command Ombudsman may collaborate with
the FRG on behalf of the command, but shall not serve as an FRG
officer (President, Vice President, Treasurer, Secretary, or committee
chair).
However, they may assist the CFRT in marketing the establishment and
creation of the FRG. They may also serve as the SME for information
and referral to the FRG. More information on this function is
available at: http://www.cnic.navy.mil/CNIC_HQ_Site/WhatWeDo/
FleetandFamilyReadiness/FamilyReadiness/FleetAndFamilySupportProgram/
OmbudsmanProgram/OmbudsmanProgramOverview/index.htm
(1) NECC Force Ombudsman. The Roles and Responsibilities of
the Force Ombudsman are the same as the command Ombudsman. The
relationship between the Force Ombudsman, Echelon IV Ombudsmen, and
command Ombudsmen will be one of communication and not direction.
This position supports distribution of information between subordinate
commands within NECC and the Type Commander. Mentorship and advocacy
are two key components in making this position a success, as well as,
taking the initiative to be engaged with lower echelon leadership,
Ombudsmen and families within the NECC Force. A seasoned Ombudsman
should hold the position of the Force Ombudsman.
(2) NECC Staff Ombudsman. Per reference (a) commanders should
appoint an Ombudsman for their staff only. The Staff Ombudsman may
serve in an advisory capacity to the commander on matters affecting
service members and their families within their area of command
responsibility. This is for reporting purposes only. There is no
hierarchy within the Ombudsman Program and there are not prescribed
supervisory roles over other Ombudsman. Supervision of ombudsman is
the responsibility of the CO and of their designated representatives.
11. (3) Additional Ombudsmen responsibilities are defined below.
(a) Ombudsmen shall work with the CFRT to support the
CPFRP and the CO.
(b) Ombudsmen shall serve as the liaison between command
families and the command, keeping the CO informed of general morale,
health, and welfare of the command’s families.
(c) Ombudsmen shall attend all CPFRP meetings as directed
by the CO.
(d) Ombudsmen shall develop and distribute a command
approved monthly or quarterly family readiness communication tool (ie.
Facebook, command newsletter). If the Ombudsman is designated by the
CO to create/maintain a social networking/media site for the command
they shall request social networking/media site training from NECC
Strategic Communications staff prior to initiating or updating any
social networking/media site, regardless of the registration status.
All social networking/media sites must be registered at
http://www.navy.mil/media/smd.asp.
(e) Ombudsmen shall serve as a gauge of the strength and
overall well-being of the CPFRP to the command team.
(f) Ombudsmen shall participate in CFRT planning and
assessment activities as determined by the CO.
(g) Ombudsmen shall attend and participate in family
readiness-related functions such as pre, mid, and post deployment
events, family days and other functions the CO deems appropriate.
(h) Ombudsmen shall exemplify the CO’s vision and intent.
(i) Command ombudsman shall attend Basic Ombudsman
Training provided by FFSC within 30 days of appointment; priority is
given to the timeliness of training and not to the other participants
within the class. Ombudsmen shall also attend PII training via
http://www.doncio.navy.mil/TagResults.aspx?ID=36 within 30 days of
appointment. Upon verification of PII training completion, Ombudsmen
shall apply for their LAC card via their command FRO.
(j) Ombudsman shall take the NECC CFRT within 30 days of
appointment.
(k) Ombudsmen are strongly encouraged to attend a Compass
workshop within 90 days of appointment, or as soon as a workshop
becomes available within your region in order to better advocate and
promote the Compass program.
(l) Ombudsmen shall comply with OPSEC and PII requirements
12. as outlined in references (b) and (c), respectively within 90 days.
While providing services within the scope of their duties, the
Ombudsman is afforded the same tort liability protection as government
employees under the Federal Tort Claims Act, reference (k). The
Ombudsman is authorized access to information that may contain PII
only for the purposes of serving in their official duties.
(m) Ombudsman shall contact a FOCUS representative for a
review of their policy and training. See Resource Chapter for further
information.
(n) Ombudsman shall take Operational Stress Control
training via NECC portal or other means.
(o) Ombudsman shall include a signature block on all CPFRP
related emails with at least the following information. Email
distribution lists shall not be used to announce non-CPFRP events.
1. Name.
2. Command/title (command name, Ombudsman name, (ie.
RIVRON ONE command Ombudsman)
3. Ombudsman email (1NCDOmbudsman@navy.mil)and phone
number for contact purposes.
4. Ombudsman may not include a favorite quotation,
inspirational saying or tagline in their signature block.
5. Disclaimer: Information is distributed in this
email as information of common interest for military members and this
families/contacts. Use of this information does not advertise nor
imply endorsement of any commercial activity or product by the
Department of Defense, U.S. NAVY, or this command.
(r) Per reference (a), Ombudsmen are mandatory reporters
for purposes of CPFRP.
(s) Per reference (a), Ombudsmen are required to register
on the Ombudsman Registry in order to track their volunteer hours.
Active duty Ombudsmen must report monthly and Reserve Ombudsmen will
report quarterly, unless otherwise instructed by their CO.
i. Family Readiness Group (FRG). Per reference (d), an FRG is a
private organization, closely affiliated with the command, comprised
of family members, Sailors, and civilians associated with the command
and its personnel, who support the flow of information, provide
practical tools for adjusting to Navy deployments and separations, and
serve as a link between the command and Sailors’ families. FRG’s help
plan, coordinate and conduct informational, care-taking, morale-
13. building and social activities to enhance preparedness, command
mission readiness, and increase the resiliency and well-being of
Sailors and their families.
1. Nature of FRGs. FRGs are an integral part of a support
service network that includes ombudsmen, fleet and family support
centers (FFSCs), chaplains, school liaison officers, and child
development centers at the command-level, to provide services in
support of service members and their families. FRGs interact with
installation activities (e.g., FFSC; morale, welfare and recreation;
chapel) and other Navy affiliated private organizations (e.g., Chief
Petty Officers Association, Navy Wives Club of America, Navy League
Association, United Services Organization) to help coordinate
activities for the support of unit members and their families.
2. Structure of FRGs. FRGs consist of elected officers and
group members. Sample by-laws for an FRG are contained in reference
(d) enclosure (1). Further details on FRG structure are contained in
the U.S. Navy Family Readiness Group Handbook 2011. FRGs are open to
all family members, Sailors, and civilians associated with the command
and its personnel, In addition, although not required, individual FRG
members may be designated as official volunteers. Official volunteers
are FRG members who are approved by the command or installation and
agree to perform assigned duties under command supervision. See
Official Volunteer Activities.
3. Official Volunteer Activities. Per reference (g),
Commanders are authorized to accept voluntary services from an
appropriate number of FRG members to assist family support programs.
Prior to providing volunteer services to the command, volunteers must
complete a DD Form 2793. A copy of the signed agreement shall be
given to the volunteer prior to their commencement of volunteer
services. A person providing properly accepted voluntary services is
considered to be an employee of the Federal Government for certain
purposes. Therefore, commands must provide official volunteers a
clear, written description of duties and scope of responsibilities
assigned, provide appropriate training, and supervise performance of
those duties. Official volunteers may not release personal
information, obtained from the command in the course of official
voluntary duties, to the FRG absent proper consent of the
individual(s) concerned. Protection of personal information is
governed by the Privacy Act and reference (l). Official volunteer
duties may not include fundraising, soliciting, or accepting gifts.
Official volunteers will adhere to the same standards of conduct as
paid federal employees as outlined in reference (h). Official
volunteers are not authorized independent use of government vehicles.
4. Relationship between Ombudsman and FRG. FRGs operate
distinctly from the ombudsman, the official Navy representative tasked
with improving mission readiness through family readiness. The
ombudsman may collaborate with the FRG on behalf of the command, but
14. shall not serve as an FRG officer. An ombudsman may participate in
the FRG in a purely personal capacity, but not as the command
Ombudsman.
5. Command Support. Installation CO’s may permit properly
approved FRGs, that meet the requirements of reference (m), to operate
on Navy installations. Individual commands may provide limited
logistical support, such as access to command spaces, use of
equipment, and command representatives for FRG events, based on the
criteria listed in section 3-211 of reference (h) and per reference
(m). Questions regarding specific events should be referred to judge
advocates in the chain of command.
6. FRG Use of Command Name, Seals, Logos, or Insignia. An
FRG may use the name of the command in the name of the FRG, with
approval of the Commanding Officer. FRGs may not use seals, logos, or
insignia of commands on any FRG letterhead, correspondence, titles, or
in association with any FRG programs, locations, or activities. The
FRGs status as a private organization must be apparent and
unambiguous. Printed material, web sites, and electronic media must
include the prominent disclaimer contained in reference (m).
7. Fundraising. As a private organization, an FRG may
fundraise. Per references (d) and (h), commanders may officially
endorse and approve FRG fundraising events when the fundraising occurs
within command spaces and is conducted among their own members or
dependents to raise money for the benefit of their own command members
or dependents. In regards to fundraising elsewhere on an
installation, FRGs will obtain approval of the installation commanding
officer to hold fundraisers on base when the location is other than
unit command spaces. FRGs may solicit local business or conduct
fundraisers off the base; commands do not approve or disapprove such
activities. However, FRG members will not solicit gifts or donations
on behalf of the command or imply that the Navy officially endorses
their fundraising activity. Service members and civilian employees
may never solicit donations from contractors, even if acting in their
personal capacity as a private member of the FRG.
8. Gifts. An FRG is free to accept solicited and unsolicited
gifts offered to the FRG without command approval but compliant with
its by-laws. An FRG may never accept a gift on behalf of a command or
the Department of the Navy. Similarly, a commanding officer will
never accept a gift on behalf of an FRG. Any donation of gifts from
an FRG to the command will be processed in accordance with reference
(n).
9. Disestablishment. When in the best interest of the FRG to
disestablish, the FRG may be dissolved by a vote of its members.
15. NECC FRO OMB FRG P.I.I.
CFRT TRAINING TRAINING TRAINING TRAINING
By CO direction By CO direction
Within Within Within
CO/XO/CMC/CHAP 30 days 45 days 45 days
Within* Within* Within Within Within
FRO/DEPUTY FRO 30 days 30 days 45 days 90 days 30 days
Within Within Within Within
OMBUDSMAN 30 days 90 days 30 days 90 days
OFFICIAL Within Within
VOLUNTEER 30 days 90 days
* RC FRO Training required within 60 days of assignment.
Figure 2-1.