104 Administrative Fundamentals Flashcards
Development of an eval
The development of EVALS must be a team effort. The objective is to develop a better evaluation than could be achieve by any single member of the team. The Rater, Senior Rater, and Reporting Senior must work together to ensure consistent interpretation and application of Navy standards . In some cases , Reports can be developed in a single cooperative effeort Where a division of effort is required, the rater should first collect input from the member, the primary and collateral duty supervisors, the duty section leader, etc. The rater will then review the member’s performance, assign trait grades using the performance standards, propose career recommendations, and as a minimum, draft a justifying comment for each 1.0 grade and any other comments on performance. The senior rater will review the rater’s trait grades and career recommendations, expand the comments if necessary, and propose a promotion recommendation. The reporting senior shall ensure the EVAL standards have been respected, and will determine the final distribution of promotion recommendations within the member’s summary group using command-directed procedures where applicable. The smooth report will then be prepared and signed by all members of the team
Reporting Senior
COs and officers in charge (OICs) are reporting seniors by virtue of their command authority. They may submit properly authorized FITREPs, CHIEFEVALs, and EVALs on any member who has reported to them for duty, whether junior or senior to them in grade. The term “commanding officer” is inclusive of all Services and their civilian equivalents within the U.S. Federal Government. OICs are reporting seniors if they are in charge of commissioned or established activities listed in the Standard Navy Distribution List. When a member is assigned to a non-U.S. Government activity, the reporting senior is the member’s U.S. administrative commander unless another reporting senior is assigned by order or directive. A member in this category may receive a letter-type report from the non-U.S. Government activity for attachment to a FITREP, CHIEFEVAL, or EVAL.
Delegated Reporting Seniors
Delegation of reporting senior authority is an actual transfer of that authority, and not merely an authorization to sign “By direction.” For this reason, delegation is held to the highest level consistent with effective observation of performance, and the CO’s oversight responsibilities are carefully defined. For specific direction concerning delegated reporting seniors, refer to BUPERINST 1610.10D, enclosure (2), chapter 2.
Immediate Superiors in command
An immediate superior in command (ISIC) is a reporting senior for assigned COs and is authorized to assume the reporting senior authority of a subordinate CO whose capacity to act as a reporting senior becomes impaired
Enlisted Officer in Charge
Chief Petty Officers (E7-E9) may act as reporting seniors for members in the grades of E4 and below only. The next senior officer in the chain of command having reporting authority for the members concerned must sign all other reports
Raters and Senior Raters
EVALs on personnel E6 and below should contain the signatures of a rater and senior rater. The signature of the reporting senior is required. This ensures that Navy’s senior enlisted and junior officer supervisors are properly included in the enlisted EVAL process.
Performance counseling
Counseling methods are up to the commanding officer. It is the CO’s program. Performance counseling must be provided at the mid-point of the periodic report cycle, and when the report is signed. The counselor will be a supervisor who participates in the member’s EVAL or FITREP preparation. Commanding officers will guide the counseling program and monitor counselor performance and results. The objectives are to provide feedback to the member, and to motivate and assist improvement. Performance counseling starts with a fair assessment of the member’s performance and capabilities, to which the member contributes. It identifies the member’s strengths and motivates their further improvement. It also addresses important weaknesses, but should not dwell on unimportant ones. It should avoid personality and concentrate on performance. The FITREP and EVAL forms are used as counseling worksheets, and must be signed by the counselor and member. Counselors may use the tick marks next to each performance standard, and/or assign tentative trait grades, and may write comments. Under no circumstances should a future promotion recommendation be promised during counseling.
Three types of reports
Regular Reports
Concurrent Reports
Operational Commander Reports
Regular Reports
Regular reports are the foundation of the performance record and must be submitted periodically per the schedule in table 1, and on other occasions specified in the EVALMAN. They must cover, day-for-day, all naval service on active duty or inactive drilling Reserve duty, except for enlisted initial entry training and other limited circumstances. Prior to submitting regular reports, efforts should be made to determine the ending date of the previous report, if any, to ensure regular report continuity is maintained.
Concurrent Reports
Concurrent reports provide a record of significant performance for active duty (ACDU) and Full Time Support (FTS) members fulfilling additional duty (ADDU) or temporary additional duty (TEMADD) orders; and for Reservists supporting the ACDU and/or their designated cross-assigned billet assignment. They are optional unless directed by higher authority, and may not be submitted by anyone in the regular reporting senior’s direct chain of command. A Concurrent report must be countersigned by the regular reporting senior, who may also make it the Regular report for the period concerned if continuity is maintained with the previous regular or regular/concurrent report. Refer to EVALMAN, chapter 4 for detailed requirements.
Operational Commander Reports
Operational Commander reports are optional, and may only be submitted on COs or OICs as observed by their operational commanders who are not also their regular reporting seniors. Refer to EVALMAN, chapter 5 for detailed requirements.
Administrative Blocks
The administrative blocks, blocks 1, 3-19, blocks 22-26, block 44 (FITREP/CHIEFEVAL) or 48 (EVAL), identify the report, define the context in which it was received, and make it more informative to detailers and selection boards. They also permit computerized compliance audits by NAVPERSCOM to assure fairness to all members and reporting seniors. Each command should have a quality review procedure for FITREPs, CHIEFEVALs, and EVALs, paying very close attention to ensure the correct member and reporting senior’s social security number (SSN) are accurate. NAVPERSCOM’s automated data file will not accept incorrect name and SSN entries for the member, and reports may then have to be returned to the reporting senior for correction. However, after acceptance to the Official Military Personnel File (OMPF), the correction of an incorrect reporting senior’s SSN requires the submission of supplemental material to correct the discrepancy, and the automated data files are not adjusted. For specific directions concerning supplementary material, refer to chapter 15. NAVFIT 98A, the FITREP and EVAL form-filler computer application program, will prevent many incorrect entrie
Guidance on Trait Grades
The meanings of the trait grades are printed on the form, along with representative performance standards. The 5.0 trait grade is reserved for performance that is far above standards and is notable for its exemplary or leadership quality. The 1.0 trait grade means generally poor performance that is not improving, or unsatisfactory performance with respect to a single standard. For the majority of Sailors, most of the trait grades should be in the 2.0 to 4.0 range. Arbitrarily “two-blocking” the trait grades will be detrimental for two reasons. First, the reporting senior’s summary group and cumulative trait grade averages will be available to detailers and selection boards for comparison purposes. Second, it will be difficult for the reporting senior to allocate promotion recommendations if everyone’s trait grades are the same. Definitions are stated relative to both performance in that trait and promotability with respect to that trait.Superstar Performance – 5.0. Could be promoted two pay grades, and still be a standout in this trait
Advanced Performance – 4.0. Far more than promotion ready in this trait right now.
Dependable, “Fully-Qualified,” Journeyman Performance – 3.0. Can handle this aspect of the next higher pay grade.
Useful, Promising Performance – 2.0. Needs development in this trait, but is promotable if overall performance warrants it (i.e., sufficient progress in this trait and no more than one other 2.0 trait). Exception: 2.0 trait grade cannot be assigned in Command or Organizational Climate/Equal Opportunity on reports in pay grades E1-E6 and W2-O6 and maintain a promotion recommendation of “Promotable” or higher. For pay grades E7-E9, a 2.0 trait grade cannot be assigned in Character and maintain a promotion recommendation of “Promotable” or higher.
Disappointing Performance – 1.0. Until deficiencies are remedied in this trait, should not be promoted, regardless of performance in other traits.
Comments Blocks 41/43
Comments should be based on verifiable facts. Numerical ranking among peers is authorized. Explanation of the reporting senior’s forced distribution is also useful. Use input from the member and the member’s immediate supervisor(s), as well as the raters’ and reporting senior’s personal observations
Do”s and Dont’s of EVALS
Continuation sheets and enclosures are not allowed, except an endorsed statement submitted by the member, a flag officer endorsement where required, a civilian or foreign letter report, a letter extension of a Concurrent/Regular report, or a classified letter-supplement. Specifically, substantiate all 1.0 grades, three 2.0 grades, and any grade below 3.0 in Character, or Command or Organizational Climate/Equal Opportunity in the comments. Also, make general comments on the remainder of the evaluative blocks. If there is a promotion recommendation of “Significant Problems,” or any recommendation against retention, treat the report as adverse. Any comment suggesting persistent weaknesses, continuing incapacity, or unsuitability for a specific assignment or promotion must also be treated as adverse matter, regardless of grades assigned. Do not include classified matter in the report, and do not submit classified supplements unless absolutely necessary. Include required comments and address special interest items as appropriate. Do not include any of the prohibited comments. (The list of required and prohibited comments and special interest items are available in chapter 13 of the EVALMAN.)
Style and Content of EVALS
Space is limited. Avoid preambles and get directly to performance. Do not use puffed-up adjectives. Use direct, factual writing that allows the performance to speak for itself. Bullet style is preferred. Give examples of performance and results. Quantify wherever possible, but do not stress quantity at the expense of quality. Avoid stock comments that make everyone sound alike. Be consistent with the trait marks. Comment on poor performance or misconduct where necessary, but be judicious. Define seldom used acronyms. Use the sections of the report that have been set-aside for them. Remember the report will be made a part of the member’s OMPF and that the report is a permanent part of the official record.
Promotion recommendation Summary Groups
Promotion recommendations should be consistent with the performance trait grades, and with the Individual or Member Trait Average displayed on the form. Do not make “Early Promote” and “Must Promote” recommendations merely because quotas are available, and do not recommend any member as “Promotable” who could not, if called on, currently perform the basic duties of the next higher grade. Do not automatically place individuals in the “Early Promote” category when they are evaluated singly. Use the same standards for trait grades and recommendations as are used for other members of the command. For enlisted personnel, a recommendation of “Promotable” or above is the CO’s official recommendation for advancement, even if made by a delegated reporting senior. A mark of Progressing cannot be assigned on an EVAL or CHIEFEVAL when a Promotable or higher promotion recommendation for advancement has been given in a previous report in the same pay grade. A member’s promotion recommendation can go from “Significant Problems” on one report to “Early Promote” on the next report based on the member’s performance and the reporting senior’s recommendation.
Misconduct Reporting
Adverse or downgraded FITREPs, CHIEFEVALs, and EVALs may not be directed as punishment or used as an alternative to the proper disposition of misconduct under the Uniform Code of Military Justice (UCMJ). Reports may not mention non-punitive censure, or investigatory, judicial, or other proceedings which have not been concluded or which have exonerated the member. Subject to these limitations, FITREPs, CHIEFEVALs, and EVALs should take into account misconduct that has been established through reliable evidence to the reporting senior’s satisfaction.
Responsibilities and Rights of Members
Members shall sign all of their Regular reports, unless impossible to do so, and shall sign other reports where possible.
Members shall receive a copy of every report from the reporting senior at the time it is signed.
Members have the right to submit a statement to the record concerning their reports, either at the time of the report or within 2 years thereafter. Such a statement shall be endorsed by the original reporting senior and forwarded to NAVPERSCOM (PERS-32). If the reporting senior feels that the member’s statement does not meet the requirements as prescribed in BUPERSINST 1610.10D, chapter 17, then the reporting senior should counsel the member. If members refuse to change their statements, then the reporting senior should submit the members’ statement along with the endorsement to NAVPERSCOM (PERS-32) for review.
Members have the right to communicate directly with selection boards, and have various avenues by which to appeal for change or removal of their reports.
Members have the right to review their records, and have the responsibility to ensure that their records are complete
Naval Correspondence
To a large degree, the image and effectiveness of the DON is portrayed by the
tone, quality, and responsiveness of correspondence. Properly written
correspondence that clearly and succinctly establishes a position, correctly and
completely answers questions, and conveys the right message, all aid in the
effective management and operation of the DON. In order to achieve this,
correspondence must:
Be neat in appearance, correctly formatted, error free, and grammatically
correct. With the use of computers and advanced word processing software,
the long-accepted practice of allowing legible “pen and ink” changes to a piece
of correspondence is no longer acceptable. All correspondence shall be free of
typographical errors and technically correct before it is signed.
Avoid stereotyping men and women based on gender. Use pronouns and titles
that are gender neutral.
Do not write unless you must. A conversation in person, by telephone, or by
electronic mail (e-mail) often saves two letters - the one you would have written
and the other person’s response. Conversations are often better than
correspondence for working out details. Confirm your conversation with a short
memorandum (also referred to as “memo”) to the other person or a
“Memorandum For The Record” if issues of importance or policy are agreed
upon during the conversation.
Always include a point of contact, return telephone number, and e-mail address
when your correspondence might prompt a reply or inquiry.
Identifying Navy personnel
Abbreviated rank for officers and rate and warfare designator for enlisted
personnel (e.g., AD1(AW), BM2(SW), CSSN(SS)) with no space between
rank/rate and warfare designator,
first name, middle initial if any, and last name,
staff corps abbreviation (if any), branch of service,
the 10-digit Electronic Data Interchange Personal Identifier (EDIPI), referred to as the DoD ID number (should be used as a substitute for the SSN whenever possible). The last four digits of the SSN (when use of the SSN is justified),
the designator for an officer.
Example: LCDR Kenneth O. Allison, USN, XXX-XX-1234/3100
YN1 (SW) Robert L. Gabel, USN, 1234567890
YN2 Jazsmne Wilson, USN, XXX-XX-1234
Identifying Marine Corps Personnel
Unabbreviated grade.
First name, middle initial if any, and last name.
10-digit Electronic Data Interchange Personal Identifier (EDIPI), referred to as the DoD ID number (should be used as a substitute for the SSN whenever possible). The last four digits of the SSN (when use of the SSN is justified),
Military Occupational Specialty (MOS).
Branch of service.
Examples: Colonel Rodney C. Jones 0123456789/0430 USMC
Major Timothy C. Beck 2013538698/0202 USMC
Sergeant J. Keller 3096589299/0411 USMC
Use of Letterhead stationary
Use command letterhead stationery only for official matters of the command. Printing names of officials on letterhead stationery is prohibited. When using letterhead stationery, the “From:” line will always contain the title of the activity head and command name. The “From:” line will never contain the name of an individual.
Use command letterhead stationery when corresponding as a member of a DON approved board or committee. Indicate the letter is from the signing official by using the board or committee title in the “From:” line.
Do not use letterhead as personal stationery. For example, CDR Baker, captain of the ship’s basketball team, may not use it for matters involving the team.
The use of letterhead is authorized for commanders, commanding officers, officers in charge and directors or those who have signature authority for commands that are represented in the SNDL only.
Use of Enclosures
An enclosure can prevent a letter from becoming too detailed. Try to keep letters short, down to one page whenever possible, and use enclosures for lengthy explanations that cannot be avoided. An enclosure may include such things as manuals, publications, photocopies of correspondence, charts, etc. belonging to the specific DON organization only. No external documents area allowed to be enclosures. Consider making them references instead.
Enclosures must be marked on the first page; however, you may mark all pages. An enclosure marking goes in the lower right corner, whether the text is arranged in portrait or landscape orientation. Type “Enclosure” and its number in parentheses. Arrange the typed pages lengthwise so they can be read from the right.
Number only second and later pages. If you have several different enclosures, number the pages of each independently.
When size, weight, or other factors prevent sending an enclosure with a letter, send it separately and type “(sep cover)” after the enclosure’s description.
Typeface
For text, use 10 to 12 point font size. Times New Roman 12-point is the preferred font style and size for official correspondence, but Courier New may be used for informal correspondence. Bold, underline, script, and italics may be used for occasional emphasis, but not for entire letters.
Electronic Records
An electronic record is any information that is recorded in a form that only a computer can process and that satisfies the definition of a Federal record (SECNAV M-5210.1 Department of the Navy Records Management Manual, part I, paragraph 17) – information made or received in connection with the transaction of public business and preserved or appropriate for presentation as evidence of the organization, functions, policies, decisions, operations, etc, or because of its information value. Electronic documents, including e-mails, are Federal records to the same extent as their paper counterparts would be. In practice, there is no difference between managing electronic and paper records.
E-mail allows individuals and activities to exchange information by computer. You may use it for informal communications in place of telephone calls or to transmit formal correspondence. The Defense Data Network must be used for long-haul data communications support, unless the host system is waived. Correspondence you send by e-mail must be for official Government business or for authorized purposes (as defined by the Joint Ethics Regulations section 2-301 (DoD 5500.7-R)). E-mails are subject to legal discovery, therefore, care should be taken to ensure e-mails are created and managed appropriately per SECNAVINST 5000.37.
