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.
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 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 newsletter provides Navy dependents and families with information about various benefits and programs available to them, including:
1) Enrolling in the Defense Enrollment Eligibility Reporting System (DEERS) and obtaining military ID cards to access benefits.
2) Websites and resources for housing, education, insurance, and emergency preparedness.
3) Programs through Navy Knowledge Online, Morale Welfare and Recreation, and Fleet and Family Support Centers.
The newsletter aims to inform families of essential benefits and help them take advantage of support systems available to military dependents.
The document provides information on various Navy policy updates and programs. It summarizes that transition assistance is available from Navy Personnel Command for Sailors selected for separation. It also discusses changes to the high-year tenure policy, updates to the Selective Reenlistment Bonus program, requirements for receiving Involuntary Separation Pay, and the new Voluntary Sea Duty Program. Sailors are encouraged to study for the upcoming March advancement exam and reminded of the new Tuition Assistance policy requirements.
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. 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.
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 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 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 newsletter provides Navy dependents and families with information about various benefits and programs available to them, including:
1) Enrolling in the Defense Enrollment Eligibility Reporting System (DEERS) and obtaining military ID cards to access benefits.
2) Websites and resources for housing, education, insurance, and emergency preparedness.
3) Programs through Navy Knowledge Online, Morale Welfare and Recreation, and Fleet and Family Support Centers.
The newsletter aims to inform families of essential benefits and help them take advantage of support systems available to military dependents.
The document provides information on various Navy policy updates and programs. It summarizes that transition assistance is available from Navy Personnel Command for Sailors selected for separation. It also discusses changes to the high-year tenure policy, updates to the Selective Reenlistment Bonus program, requirements for receiving Involuntary Separation Pay, and the new Voluntary Sea Duty Program. Sailors are encouraged to study for the upcoming March advancement exam and reminded of the new Tuition Assistance policy requirements.
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. 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.
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.
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 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.
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
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.
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.
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.
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 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.
The document outlines various family readiness programs provided by the Navy to support sailors and their families. It discusses programs that provide: [1] deployment and relocation support; [2] crisis response services like counseling and advocacy for victims of abuse; and [3] career and financial support programs. The programs aim to strengthen families through preparedness and resilience during military service through services like counseling, education, and response during emergencies.
This document provides updates on various Navy programs and policies in a newsletter format. The main topics covered include the elimination of the Enlisted Field Service Record, benefits of commissary shopping, the DoD adoption reimbursement program, mandatory application to CMS/ID for orders, free Sittercity memberships for childcare, the expansion of respite child care through the Armed Services YMCA, changes to special incident reporting procedures, updates to sexual assault reporting, the importance of ensuring service records are complete and correct for board season, continued success of the PACT program, rules around transferring Post 9/11 GI benefits, benefits of affiliating with the Navy Reserve, the Senate passing expanded benefits for wounded warriors' caregivers, new Navy leadership
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.
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 provides a summary of various Navy updates and information. It begins by discussing the importance of social media and sharing best practices across the Navy. It then provides links to resources for sailors to manage their personnel information and careers. It also provides information on Perform to Serve successes in allowing sailors to change rates, the Selective Reenlistment Bonus update, and increased support for families with special needs members through the Exceptional Family Member Program.
This document provides a summary of information from the Navy, including updates on social media use, personnel resources, PCS season, medical resources, Perform to Serve successes, Selective Reenlistment Bonuses, special needs family support, combat zone pays, safeguarding classified information, Electronic Service Records, and Enlisted Warfare Qualification programs. The Bottom Line Up Front newsletter aims to keep Navy personnel informed of various issues, changes, and best practices across the organization.
This guide helps FRG Leaders organize their tasks from 6 months away from deployment through the deployment itself. Customize it for your unit and make it your own!
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.
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 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.
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
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.
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.
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.
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 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.
The document outlines various family readiness programs provided by the Navy to support sailors and their families. It discusses programs that provide: [1] deployment and relocation support; [2] crisis response services like counseling and advocacy for victims of abuse; and [3] career and financial support programs. The programs aim to strengthen families through preparedness and resilience during military service through services like counseling, education, and response during emergencies.
This document provides updates on various Navy programs and policies in a newsletter format. The main topics covered include the elimination of the Enlisted Field Service Record, benefits of commissary shopping, the DoD adoption reimbursement program, mandatory application to CMS/ID for orders, free Sittercity memberships for childcare, the expansion of respite child care through the Armed Services YMCA, changes to special incident reporting procedures, updates to sexual assault reporting, the importance of ensuring service records are complete and correct for board season, continued success of the PACT program, rules around transferring Post 9/11 GI benefits, benefits of affiliating with the Navy Reserve, the Senate passing expanded benefits for wounded warriors' caregivers, new Navy leadership
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.
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 provides a summary of various Navy updates and information. It begins by discussing the importance of social media and sharing best practices across the Navy. It then provides links to resources for sailors to manage their personnel information and careers. It also provides information on Perform to Serve successes in allowing sailors to change rates, the Selective Reenlistment Bonus update, and increased support for families with special needs members through the Exceptional Family Member Program.
This document provides a summary of information from the Navy, including updates on social media use, personnel resources, PCS season, medical resources, Perform to Serve successes, Selective Reenlistment Bonuses, special needs family support, combat zone pays, safeguarding classified information, Electronic Service Records, and Enlisted Warfare Qualification programs. The Bottom Line Up Front newsletter aims to keep Navy personnel informed of various issues, changes, and best practices across the organization.
This guide helps FRG Leaders organize their tasks from 6 months away from deployment through the deployment itself. Customize it for your unit and make it your own!
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 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.
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.
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.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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1. Chapter 5
Communication
1. Purpose. The purpose of this chapter is to detail methods of
communication that CFRT members may use and to provide information
that may improve communication between families, Sailors, and the
CFRT.
2. Overview. There are many methods of communication but no
prescribed plan for how they might be used. Reliable communication
requires practice – to be effective in the worst case, CFRTs must
exercise communication practices on a day-to-day basis. CFRTs must be
able to use any or all methods simultaneously – as a situation
dictates to best serve Sailor families. In addition to understanding
methods of communication, an effective CFRT should understand the
unique character and traits of the audience of family members with
whom it must communicate. This chapter provides information about the
varied population within the Navy family.
3. CPFRP Communications Planning - Communications and Marketing.
There are two main objectives in developing a strong communications
plan to support the CPFRP. The first is to disseminate official
communication to the command and families. The second objective is
equally important - to market the benefits Sailors and families will
reap and the pitfalls they can avoid by becoming actively involved in
CPFRP functions like military lifestyle training sessions, workshops
and briefs provided through the command FRG, FFSC, or other resources.
a. A CPFRP communication plan must appeal to multi-generational
audiences using multiple methods and media. The plan should emphasize
“pushing” information to the Sailor and family rather than expecting
them to “pull” the information. Command PAOs, Ombudsmen, FRGs, FROs
and the NECC Family Readiness Director are good resources to use when
preparing the CPFRP communications plan. The CPFRP communications
plan should include, but is not limited to, the following:
(1) Introduction of the members of the CFRT to include the
guidance of the Commanding Officer for the execution of the CPFRP.
(2) Command calendar of family readiness and morale support
events
(3) Descriptions of military lifestyle training
sessions/briefs/workshops
(4) Benefits of attending/promoting training sessions/briefs/
workshops
(5) Schedules for training sessions/briefs/workshops
2. (6) Staff contact information to enroll in trainings through
Website links, E-mail addresses, Phone numbers, and Physical location.
(7) Promotion of Military OneSource
(8) Links to external websites on command website
(9) Links to command website on external websites
(10) Special event advertisements
b. CPFRP communication plan should be reviewed and revised on an
annual basis. Considerations for revision include:
Measures of effectiveness:
• Feedback
• Participation
• Changes in demographics
• Changes in programming
• Changes in resources
c. Individual/Official/Routine Communication. The FRO in
conjunction with the PAO and Ombudsman facilitates the means by which
the CO communicates with Sailors and families. To communicate general
information about family readiness events, activities, or
announcements, use numerous methods to reach the broadest audiences.
Command authorities may contact family members, with or without the
Sailor's consent, when relaying official information directly related
to family readiness. Official family readiness information includes
information related to support services and social, informational,
care-taking, and morale-building activities aimed at enhancing
preparedness for the total Navy family community. Occasionally, a
spouse may refuse contact from the CPFRP. It is imperative the
families understand the benefit of CPFRP communications. Both the
Sailor and the spouse must agree in writing on the decision NOT to
participate or receive information. In order to decline participation
in the CPFRP communication and the information it provides, both
parties are required to indicate and sign their intent on a Contact
Refusal form in the presence of the CO.
(1) Individual Communication
(a) The first time the FRO and/or Ombudsman communicate
with a Sailor and/or family member will determine the perception of
the command by the Sailor and family. Initial communication with the
Sailor will be via a Check-In Screening Interview as part of the
gaining Sailor’s command check in. Check in interviews for Sailors
will be conducted by the CO’s designated representative, the FRO or
deckplate leadership to assess the status of each Sailor’s personal
3. and family readiness. Some of the questions that might be included in
the interview would be:
1. Is the family residing in the area geographically
proximate to the Sailor and the command?
2. Is the family residing in base housing?
3. Has the spouse participated in a COMPASS (all
spouses) or CORE (Senior Leadership Spouses) session?
4. What is the deployment history of the Sailor?
5. Has the Sailor served as, or are they a currently
returning IA?
6. If required, is there a current family care plan
in place?
(b) During their interview, the Sailor will receive a
Command Family Readiness Welcome Packet. The following two items will
need to be returned to the FRO within 10 days of receiving the packet:
1. Authorization form that must be returned to the
FRO within 10 working days of receiving the packet.
2. A family member contact form that must be
completed by the Sailor to include additional family members in
addition to the spouse in communication from the command and must be
returned to the FRO within 10 working days of receiving the packet.
The Check in interview will be followed by a Welcome Phone Call
conducted by the FRO within two weeks of the Sailor and family joining
the command. The phone call will allow the FRO to create a personal
connection between the family and the command. After the Welcome
Phone Call, a Welcome Letter will be sent to the Sailor and family
within 30 days of attachment to the command. A template for the
Welcome letter is included in Chapter 9 of this Manual. The FRO will
need to ensure the letter complies with the message of the CO to the
Sailors and families within the command. These steps will allow the
FRO to make a personal contact with all of the families within the
command. The FRO will need to continue this proactive outreach while
the Sailor and family are attached to the command.
(2) Official Communication.
(a) Communication is every COs responsibility with the
goal of disseminating accurate and relevant information by the most
efficient means possible. During this time of 24-hour media exposure
covering every event across the world, it is vital that Sailors and
families of the command rely on the accuracy and timely information
provided by the CPFRP. The primary goals of effective command
communications are:
4. 1. Create two-way communication with the command
families.
2. Provide current and relevant information about the
command to command families.
3. Protect the operational security of the mission of
the command and confidentiality of the command’s members, Sailors and
families.
4. Provide information and support to families during
time of crisis within the command.
5. Facilitate rumor control by providing reliable
information from the command.
(b) The CO has several tools (Website, command and
ombudsman newsletter, care line, ombudsman phone tree, family info
briefs, social media, etc…) at their disposal to communicate official
information regarding the command accomplishments and general
information about family readiness events, activities, or
announcements.
(c) The CO and the CFRT will establish a policy and
procedure for disseminating information to the command and families
during a time of crisis. This policy is critical to family readiness.
It ensures that when the command crisis plan is put into action by the
CO, the FRO, Ombudsman and FRG all understand and can act upon their
specific and key roles in the communication process and support of the
families.
(3) Routine Communication
(a) Newsletters
1. Over-use of telephone or email for disseminating
routine information, rather than for important and official
communications, will quickly result in Sailors and family members
considering ALL messages as “junk mail”. The Command or Ombudsman
Newsletter, is the appropriate venue for routine information.
2. The Command or Ombudsman Newsletter provides a
venue for news and updates, addressing current issues, publicizing
little-known programs, and educating families on the services they may
receive at their installation or in the surrounding community. The
Newsletter is put together by the Command representative or Ombudsman
with content suggestions from the FRO, Ombudsman(s) and FRG Leaders,
to address specific information pertinent to the command at that time.
The Newsletter shall be distributed at least quarterly, or monthly
during deployment. Confidential, private, or OPSEC information is
prohibited. A template is provided in the Samples and Templates
5. section. Ideally, the Newsletter is posted to a website and the link
to the website is distributed electronically. This saves computer
memory for both the sender and the receiver.
3. Minimizing the use of “snail mail” to only those
family members without computer access is more efficient and
effective. Electronic communications are better received by todays
younger, tech-savvy Sailors and families. Contact the Base Post
Office to obtain guidance regarding local mailing procedures and
requirements such as labeling, size limits, quantity restrictions,
etc.. Information in the Command or Ombudsman Newsletter shall comply
with Confidentiality, PII, and OPSEC guidelines.
(b) Command website (Reference: SECNAVINST 5720.47B)
1. The command website is the easiest way to
distribute information to the widest audience possible. The
information needs to remain pertinent to the families and timely to
the events of the command. Because of the open nature of a command
website, special considerations need to be made to protect the Sailors
and the families of the command. Each CO may appoint in writing, a
webmaster to manage changes and updates to that command’s website.
The webmaster will collect the information that will need to be
changed or added and enter that information into the server/template.
After the changes have been submitted, they must be approved by the
Public Affairs Officer (PAO) responsible for that command’s website
management before the changes can be reflected on the open website.
The appointed webmaster must proactively track the submitted changes
and updates to ensure they are entered in an accurate and timely
manner for the command. Keep the following things in mind when
maintaining a website:
a. Ensure all information currently residing on
the website is reviewed by the command public affairs representative.
b. Develop local procedures for the approval of
information posted on the command website.
c. Additional guidance can be obtained from the
N-6, PAO, Group FROs and/or NECC Family Program Director.
2. All websites will include only unclassified
information that is approved for public release and are considered
official sites of the Navy. All Department of the Navy websites will
reside in a “navy.mil” domain except as follows:
a. Institutions of higher education, specifically
the United States Naval Academy, the Naval War College, and the Naval
Post Graduate School, and the Staff College may reside in an “.edu”
domain.
6. b. Websites for Navy Recruiting may reside on a
“.com” domain.
c. Electronic commerce or electronic business
(eBusiness) Web sites operated for the Navy Exchange Command may
reside on a “.com” domain.
3. Publicly accessible websites are limited to the
command level. Separate departmental/divisional/office pages will
reside within the command website. All websites need to have a
clearly stated purpose and approval of the CO. Command websites
should be updated monthly or more frequently as required by the CO and
OPSEC.
(c) Careline. Many commands have found that toll free
telephone recorded messages are a good way to provide current, short
messages to command families such as:
• A message from the CO during deployment
• Last minute changes to homecoming flights
• Meeting time/location event changes.
The Careline message should be updated regularly by the CO or those
designated by the CO. This message should be updated at least monthly
or more frequently as determined by the CO. Confidential, private, or
OPSEC information is prohibited.
4. Operational Security (OPSEC). Operational security consists of
measures taken to ensure that sensitive information is not
compromised. Deployment areas and times, location of families during
deployment, the planned return date, and any special pre-deployment
training are often considered OPSEC information. This information is
not for public knowledge. Emphasize the need for OPSEC during Pre-
deployment and Pre-return briefs as well as and throughout the
deployment. Family members often do not realize that a simple
statement they make in passing may jeopardize the conduct of
operations and the safety of those involved. Address these issues
candidly. Take these measures to maintain OPSEC:
a. Sailors and families must: Avoid discussing operational
information over the telephone, in public areas, via email or internet
"chat", and avoid discussing knowledge of military events with members
of the media.
b. Obtain clear guidance from the CO regarding information that
should be distributed to families.
c. All command Facebook pages must contain the following
disclaimer under the info tab of your Fan Page:
7. Welcome to the ________ Facebook Fan page sponsored by ____________.
This page is intended to provide updated information and discussion on
_____________. Please visit our official homepage at ______________.
While this is an open forum, it's also a family friendly one, so
please keep your comments and wall posts clean. In addition to keeping
it family friendly, we ask that you follow our posting guidelines
here. Comments and posts that do not follow these guidelines will be
removed: We do not allow graphic, obscene, explicit or racial
comments or submissions nor do we allow comments that are abusive,
hateful or intended to defame anyone or any organization. We do not
allow solicitations or advertisements. This includes promotion or
endorsement of any financial, commercial or non-governmental agency.
Similarly, we do not allow attempts to defame or defraud any
financial, commercial or non-governmental agency. We do not allow
comments that suggest or encourage illegal activity. You participate
at your own risk, taking personal responsibility for your comments,
your username and any information provided. For Official Use Only
(FOUO), classified, pre-decisional, proprietary or business-sensitive
information should never be discussed here. Don't post personnel
lists, rosters, organization charts or directories. This is a
violation of privacy. The appearance of external links on this site
does not constitute official endorsement on behalf of the U.S. Navy or
Department of Defense. You are encouraged to quote, republish or
share any content on this page on your own blog, website or other
communication/publication. If you do so, please credit the command or
the person who authored the content as a courtesy (photo or article
byline can be U.S. Navy or MC2 Joe Smith, for example). Thank you for
your interest in and support of the men and women of the U.S. Navy.
For further information visit the DoD user agreement at:
http://www.ourmilitary.mil/user_agreement.shtml. All command Facebook
pages must be registered via the Navy’s Social Media Site:
www.navy.mil/media/smd.asp.
5. Confidentiality. (SECNAVINST 5211.5E) Understanding the protocol
and confidentiality of communicating official information is crucial.
When dealing with confidential information, the FRO must closely
follow all of the rules to protect the privacy of the Sailors and
families in the command. The CO must articulate to all volunteer
members of the CFRT that failing to maintain confidentiality is
grounds for immediate dismissal.
a. Confidentiality and Privacy Guidelines: PII is information
which can be used to distinguish or trace an individual’s identity,
such as their name, social security number, biometric records, etc.
This information alone or in combination with other personal or
identifying information can become linked to a specific individual
data such as date and place of birth, mother’s maiden name, etc. Data
that falls under the purview of the Privacy Act of 1974 is a subset of
PII and will follow the reporting procedures outlined in this policy.
Systems retrieving information via any element of PII are subject to
the Privacy Act of 1974. Documents containing Privacy Act information
(now characterized as PII) will be marked “For Official Use Only” when
8. created, and then shredded when no longer required (when shredding,
cross-cut shredding is recommended). Further, placing documents
containing PII in recycle bins is insufficient to meet this disposal
requirement since recycling facilities typically bale for transport to
commercial paper companies. Privacy Act information will not be
stored on a removable storage device, thumb drive, cd-rom, DVD, or
laptop unless encrypted and password protected. Privacy Act data will
not be maintained on personal computers/ devices. Documents
containing Privacy Act information will be marked “For Official Use
Only” and shredded when no longer required. Individuals who handle
Privacy Act data must complete Privacy Act training prior to gaining
access to Privacy Act records. Web-based basic privacy Act training
packages are available on the DON Privacy Act office website at
www.privacy.navy.mil. In the event of a situation where personal
information needs to be disclosed, it should only be shared with the
Commanding Officer’s designated representative.
b. The CO must determine what information they need to know and
what events they want to be apprised of. The following examples might
be situations the Commanding Officer would need to know about:
(1) Expectation of media coverage regarding a family issue
(2) A serious crime
(3) Child abuse or neglect*
(4) Spouse abuse*
(5) Drug abuse
(6) Potentially dangerous situation (suicide)
(7) Any situation about which the FRO believes the CO needs to
know
*Ombudsmen are mandatory reporters. However, some states require ALL
citizens to report suspected abuse to the appropriate authorities.
**While providing services within the scope of their duties,
Ombudsman(s) and Official Family Readiness volunteers are afforded the
same tort liability protection as government employees under the
Federal Tort Claims Act. In addition, Official Family Readiness
volunteers are subject to laws and regulations (Privacy Act) as if
they were government employees.
c. The FRO has an obligation to the Sailors and families to keep
confidential the personal information shared by command families. By
extension, the CO shall ensure the Ombudsman(s) and Family Readiness
Leader(s) maintain the same commitment to the confidentiality of the
specific and personal information that might be shared with them by
families.
9. d. Confidentiality and privacy are protected under PII
regulations as listed above and the Privacy Act of 1974 that limits
the access to personal information that Sailors provide to the
command. The information the command collects must be necessary and
relevant to accomplish the mission. Because the FRO, the Ombudsman(s)
and Official Family Readiness Volunteers may receive information that
would fall under the Privacy Act, they will need to understand the
disclosure rules for the personal information they will be
safeguarding.
e. Several guidelines govern the exchange of personal
information:
(1) Personal information cannot be disclosed without
permission from the Sailor and the family or unless you are required
by law or regulation to disclose the information to the CO or the CO’s
designated representative.
(2) Personal information will only be disclosed to those
designated by the CO.
(3) General information will not be repeated without
permission. General information includes, but is not limited to:
(a) Number of children
(b) Housing area
(c) Work section
(d) Type of vehicle
(e) Health of family members
10. Generational Traits
Baby Boomers Generation X Generation Y
1946 - 1964 1965 - 1976 1977 - 1994
Optimistic and Skeptical, self- Diverse, tolerant,
idealistic, value reliant, and self- entitled, and
respect directed empowered
Prefer personable, Prefer direct, cut-to- Prefer two-way
top-down approach the-chase positive
of communication communication communication, not
afraid to speak up
Problem solvers / Look for challenges Parallel thinkers /
resistant to change and continued multi-taskers /
growth, seek quick educated consumers
recognition
2-2
6. Generational Traits. Some of the main challenges that a FRO may
encounter in effectively communicating with the Sailors and families
within the command are the generational differences that exist in
today’s society. There are three distinct generations in today’s
Navy: Baby Boomers (1946 - 1964), Generation X (1965 - 1976), and
Generation Y (1977 - 1994).
a. Who are they?
• Baby Boomers- For the most part, Admirals, Captains,
Command Master Chiefs.
• Generation X- Mostly Commanders, Lieutenant Commanders,
Senior Chiefs, Chiefs.
• Generation Y- Mostly junior enlisted but also junior
officers, the vast majority of Sailors are Generation Y. This segment
of the Navy also requires the most attention and assistance in gaining
and maintaining personal and family readiness.
b. How do they communicate? Disseminating official
communications as well as proactive outreach are critical, and as
such, the FRO must understand the variances in the preferred means of
communication within each generation.
• Baby Boomers - Prefer a face-to-face, top-down approach to
11. communication, briefings and verbal communication work well. This
generation values respect and is comfortable in waiting for this
information, and will act upon the information provided. However,
this generation is also resistant to change, so the FRO must be
cognizant of this trait when communicating information that relates to
programmatic changes.
• Generation X - The first generation to begin seeking out
information they need instead of waiting to be told. They prefer
direct information and bottom line up front approaches to
communication. As such, they are comfortable using the Internet and
interacting through email to get the information they need. However,
they are generally skeptical of programs, and as such will generally
require proof of success before widely disseminating program
information.
• Generation Y - No boundaries with regards to
communication. They freely communicate up and down the chain of
command, and are not afraid to speak up, regardless of the audience.
They are a virtual generation and like to text and blog and share
information in places like "Facebook". However, Generation Y is an
“instantaneous” generation who also feel “entitled.”