N
avy Reserve
Civil Engineer Corps
Career Guide
JULY 2018
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PREFACE
This publication provides career planning information and guidance for all Reserve Component
Civil Engineer Corps (CEC) officers. It contains answers to frequently asked questions, and
descriptions of processes that govern the CEC community. While no guide can answer every
question an officer might have, it does provide enough information to enable officers to become
actively involved in their own career planning and assist senior leaders in counseling their
subordinates. Every officer is responsible for the management of their own career and engaging
with both their chain of command and officer manpower coordinators to help them meet their
professional and personal goals.
A CEC officer’s career plan should integrate the officer’s personal and family desires, career
development needs, professional qualifications, and training with the requirements of the service.
When properly done, career planning can satisfy both the officer’s needs and those of the Navy.
An officer’s successful career is based on consistently strong performance in jobs which require a
spectrum of skills and abilities in a variety of operational environments; continued professional
growth and education; and demonstrated leadership in all situations. Officers should take
advantage of every opportunity to further their experience and education in order to make
themselves better leaders, officers, and engineers.
M. J. FUNG
Rear Admiral, CEC, US Navy
Deputy Chief of Civil Engineers
Deputy Commander, Naval Facilities
Engineering Command
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Table of Contents
INTRODUCTION.................................................................................................................................................. 6
CHAPTER 1: CEC CAREER PLANNING ................................................................................................................... 8
SUCCESSFUL CAREER PLANNING ............................................................................................................................... 8
CAREER DEVELOPMENT CONSIDERATIONS FOR A WELL-BALANCED CAREER ........................................................... 9
CAREER PROGRESSION AND QUALIFICATIONS BY RANK ........................................................................................... 9
REQUIRED SKILLS................................................................................................................................................... 9
HIGHLY ENCOURAGED SKILLS ............................................................................................................................. 10
MILITARY CAREER EXPERIENCES BY RANK .......................................................................................................... 10
CEC RESERVE LIMITED DUTY OFFICER (LDO) ............................................................................................................ 12
CAREER PROGRESSION ........................................................................................................................................ 12
COMPETING WITH OTHER LDOS ......................................................................................................................... 13
MENTORSHIP ........................................................................................................................................................... 13
CHAPTER 2: TRAINING, EDUCATION AND QUALIFICATIONS ............................................................................... 15
WARFARE QUALIFICATION ...................................................................................................................................... 15
PROFESSIONAL REGISTRATION, LICENSURE, AND CERTIFICATION .......................................................................... 15
PROFESSIONAL ENGINEER (PE) ........................................................................................................................... 16
REGISTERED ARCHITECT (RA) .............................................................................................................................. 16
THE CIVIL ENGINEER CORPS OFFICERS SCHOOL (CECOS) ......................................................................................... 16
DAWIA / DEFENSE ACQUISITION UNIVERSITY ......................................................................................................... 17
CONTRACTING CERTIFICATION LEVELS ............................................................................................................... 17
FACILITIES ENGINEERING CERTIFICATION LEVELS ............................................................................................... 18
JOINT QUALIFICATION ............................................................................................................................................. 18
JOINT QUALIFIED OFFICER .................................................................................................................................. 18
JOINT PROFESSIONAL MILITARY EDUCATION (JPME) ......................................................................................... 19
JOINT ENGINEER OPERATIONS COURSE (JEOC) .................................................................................................. 20
LEADERSHIP DEVELOPMENT ................................................................................................................................... 20
RESERVE INTERMEDIATE LEADERSHIP COURSE / SENIOR OFFICER LEADERSHIP COURSE .................................. 20
LCDR/CDR/CAPT SELECT COURSES ...................................................................................................................... 21
PROSPECTIVE CO/XO COURSE ............................................................................................................................. 21
NAVY RESERVE UNIT MANAGEMENT (NRUM).................................................................................................... 22
CONTINUING EDUCATION/SPECIALIZED CERTIFICATION ........................................................................................ 22
GRADUATE SCHOOL/MASTER’S DEGREE ............................................................................................................ 22
ADDITIONAL CERTIFICATIONS ............................................................................................................................. 23
PROFESSIONAL READING LIST ................................................................................................................................. 24
CHAPTER 3: FITNESS REPORTS AND ENLISTED EVALUATIONS ............................................................................. 25
WHAT ARE THEY ...................................................................................................................................................... 25
CAREER IMPLICATIONS ............................................................................................................................................ 26
PROMOTION BOARDS ......................................................................................................................................... 26
CONTINUITY ........................................................................................................................................................ 27
ENLISTED EVALUATIONS .......................................................................................................................................... 27
NAVFIT 98 ................................................................................................................................................................ 29
CHAPTER 4: PLANNING YOUR BILLETS ............................................................................................................... 31
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COMMUNITY MANAGER ......................................................................................................................................... 31
HOW IT WORKS ........................................................................................................... ERROR! BOOKMARK NOT DEFINED.
JOAPPLY/APPLY/RFMT ............................................................................................................................................ 31
TYPES AND VALUE OF ASSIGNMENTS ...................................................................................................................... 33
SUCCESSFUL UTILIZATION ................................................................................................................................... 34
CONSEQUENCES OF NEGLECT ............................................................................................................................. 34
COMMAND AND KEY BILLIET OPPORTUNITIES ........................................................................................................ 35
IN ASSIGNMENT PROCESSING (IAP) STATUS ............................................................................................................ 35
CHAPTER 5: RECORDS MAINTENANCE ............................................................................................................... 37
OFFICIAL MILITARY PERSONNEL FILE (OMPF) ......................................................................................................... 37
ELECTRONIC SERVICE RECORD (ESR) ................................................................................................................... 37
OFFICIAL OFFICER PHOTOGRAPH ........................................................................................................................ 38
FITREPS ............................................................................................................................................................... 38
OFFICER SUMMARY RECORD (OSR) ......................................................................................................................... 38
PERFORMANCE SUMMARY REPORT (PSR) ............................................................................................................... 39
AWARDS .................................................................................................................................................................. 39
NAVY OFFICER BILLET CLASSIFICATIONS/ADDITIONAL QUALIFICATION DESIGNATORS (NOBC/AQD) .................... 39
NOBCs ................................................................................................................................................................. 39
AQDs ................................................................................................................................................................... 40
CHAPTER 6: THE BOARD PROCESS ..................................................................................................................... 41
THE BOARD MYSTIQUE ............................................................................................................................................ 41
A COMPARISON: STATUTORY VS ADMINISTRATIVE VS SCREENING BOARDS .......................................................... 41
CORRESPONDING WITH THE BOARD:
................................................................................................................. 41
STATUTORY BOARDS – PROMOTION BOARDS ......................................................................................................... 42
COMMAND SCREENING BOARDS ............................................................................................................................ 44
BOARD MEMBERSHIP .............................................................................................................................................. 44
CHAPTER 7: MOBILIZATIONS ............................................................................................................................. 46
DESCRIPTION AND PURPOSE ................................................................................................................................... 46
TYPES OF MOBILIZATIONS ....................................................................................................................................... 46
INDIVIDUAL AUGMENTEE (IA) MOBILIZATIONS .................................................................................................. 46
NCF UNIT MOBILIZATIONS .................................................................................................................................. 46
CAREER BENEFITS .................................................................................................................................................... 47
RESERVE EXPERIENCE AND PROMOTION............................................................................................................ 47
MOBILIZATION AND YOUR CIVILIAN JOB ............................................................................................................ 47
PROCESS .................................................................................................................................................................. 48
PRE-DEPLOYMENT AND ACTIVATION ................................................................................................................. 48
DEPLOYMENT AND BOOTS-ON-GROUND ........................................................................................................... 48
REDEPLOYMENT, RELEASED FROM ACTIVE DUTY ............................................................................................... 49
ADMINISTRATIVE RESPONSIBILITIES WHILE MOBILIZED .................................................................................... 50
REFERENCES ............................................................................................................................................................ 50
CHAPTER 8: RESERVE SPECIFIC GUIDANCE ......................................................................................................... 51
RESERVE STATUS ..................................................................................................................................................... 51
ORDER TYPES ........................................................................................................................................................... 52
CROSS ASSIGNMENT ............................................................................................................................................... 53
RETIREMENT POINTS ............................................................................................................................................... 53
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ARPR/ASOSH ........................................................................................................................................................... 55
RETIREMENT FROM THE NAVY RESERVE ................................................................................................................. 55
CHAPTER 9: RESOURCES .................................................................................................................................... 57
WEBSITES ................................................................................................................................................................ 57
NOSCS ...................................................................................................................................................................... 58
READY TO SERVE (R2S) ............................................................................................................................................ 59
ACRONYM LIST ................................................................................................................................................. 60
APPENDIX A: CAREER PROGRESSION CHARTS .................................................................................................... 67
APPENDIX B: JOINT ENGINEER OPERATIONS COURSE ATTENDANCE “HOW-TO GUIDE” ...................................... 69
APPENDIX C: COMMON CEC NOBCS .................................................................................................................. 72
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INTRODUCTION
Civil Engineer Corps (CEC) officers are the Department of the Navy’s (DON) uniformed
professional engineers and architects. They are responsible for executing and managing the
planning, design, construction, operation and maintenance of the Navy's shore facilities and
oversee some of the most skilled and accomplished members of the construction trades, both
military and civilian, on projects that span the globe. They are also leaders of the Naval
Construction Force and Navy Seabees.
This Career Guide
Your career as a Navy officer may span from four to more than thirty years. Career planning, from
the Navy’s viewpoint, projects an orderly progression of assignments for a specified number of
officers to meet the needs of the Navy. For you, career planning in the Navy is integrating your
personal desires, needs, qualifications, and training with the requirements of the Navy. Properly
done, career planning can satisfy both your career needs and those of the Navy.
The purpose of this career guide is to provide Reserve CEC officers of all ranks with basic
information upon which to plan and evaluate their naval careers and to aid mentors and senior
officers in counseling their subordinates.
This guide is organized to provide a logical approach to career development. The guide addresses
several key topics and provides information on additional resources that are helpful in managing
a successful career. It addresses career development philosophies, many of which have stayed
consistent over the last several decades despite CEC officer’s various roles supporting dynamic
changes within the Fleet. Some of the topics covering career stages and the nature of assignments
provide a window into the detailing and promotion processes and speaks to the importance of
qualifications, training and career milestones.
This publication is intended to assist you in formulating and influencing your career as a CEC
officer.
Civil Engineer Corps History
The Civil Engineer Corps was created on 2 March 1867. Prior to officially being a staff corps in
the US Navy, Civil Service employees oversaw the Navy’s infrastructure and construction
requirements. Although created in 1867, it wasn’t until 1881 that CEC officers were conferred
relative rank and authorized to wear the regulation Navy staff corps officer’s uniform. At that
time there were only ten CEC officers.
These ten officers quickly asserted themselves as the Navy’s experts in design, construction, and
maintenance of shore facilities. CEC officers have since served in various roles in the Spanish-
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American War, World War I, World War II, Korea, Vietnam, Kuwait, Afghanistan, and Iraq, as
well as supporting other actions in peacetime and war.
In addition to their infrastructure and facility support and expertise, CEC officers founded and are
responsible for the Construction Battalions, also known as Seabees (from the initials “C” and “B”).
The Seabees were formed in March 1942 and were the first military construction force of its kind.
Seabees were absolutely critical in the Pacific Theater during World War 2, frequently arriving on
an island shortly after the Marines landed to repair or build air strips, many times while under fire.
The Seabees have maintained that rich history throughout every war and during peacetime, setting
the standard for military construction groups.
How the Reserve CEC Officer Community Contributes
Reserve CEC officers have continuously supported the active duty branch since October 1925.
There was a reserve force during World War I but it was disestablished after the end of the war.
Reserve CEC officers have played a critical role for the CEC as a whole. During World War II,
Korea, and Vietnam, the majority of CEC officers were activated Reserve officers. Reserve
officers always bring subject matter expertise and commercial innovation to the billets they fill,
and are highly valued by senior Active CEC officers.
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CHAPTER 1: CEC CAREER PLANNING
SUCCESSFUL CAREER PLANNING
Reserve CEC officer positions vary widely based on the assignments and requirements but are
generally classified as expeditionary operations, facilities management, acquisition, and
engineering support to unified and sub-unified commands.
Expeditionary positions provide challenging Naval Construction Force assignments within units
of the Navy Expeditionary Combat Command (NECC): Naval Mobile Construction Battalions
(NMCB); Underwater Construction Teams (UCT). Other units with dynamic expeditionary
positions include Construction Battalion Maintenance Units (CBMU), Fleet Amphibious
Construction Battalions (ACBs) and the Special Warfare Community.
Facilities management, acquisition, and engineering support positions provide outstanding
opportunities for active duty CEC officers to work for the Naval Facilities Engineering Command
(NAVFAC) and a variety of supported commands, to include Commander Navy Installations
Command (CNIC) and Marine Corps Installations Command (MCICOM), in the areas of
construction contract management, facilities planning, environmental management, ocean
facilities program management, public works, and energy management. Reserve component CEC
officers more commonly work for NAVFAC within the Contingency Engineering Unit (CEU).
The CEU provides real estate, base operating support integration, Contingency Engineering
Response Teams (CERTs), humanitarian assistance/disaster relief, and contracting support to
NAVFAC, fleet, and combatant commanders.
CEC officers work in a variety of locations around the world leading and overseeing military,
civilian, and contractor personnel. Diverse geographic and workforce experience, along with
broad professional competence are critical to a CEC officer’s development and there is no typical
career pattern for a CEC officer. Ideally, assignments will be made to a succession of jobs that
ensure personal and professional development to meet the many challenges of future assignments.
Reserve CEC officers bring a unique skill set to the CEC. Your experience in a wide range of
civilian occupations, not just engineering related, significantly increases the skills for the CEC.
Reserve personnel must integrate their civilian and military-attained education, training,
qualifications, and experience, while balancing the demands of civilian careers, military service,
continuing education, and family obligations.
If you have questions about planning your career seek out senior mentors that, along with the use
of this guide, will help you make informed career decisions. You can reach out to regional Officer
Manpower Coordinators (OMC) or the CEC Reserve Career Manager (RCM).
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The vision of every CEC officer is to provide ready professional engineering and construction
capability to build and maintain shore infrastructure and expeditionary facilities in support of the
Navy, Marine Corps, and Joint Forces.
CAREER DEVELOPMENT CONSIDERATIONS FOR A WELL-BALANCED CAREER
As previously mentioned, no two careers are the same, and there is no set path to a “successful”
career. Reviews of the career paths of accomplished senior CEC leaders validate this concept.
There are general concepts that need to be considered while planning out your career. The majority
of billets for Reserve CEC officers, especially junior officers, are with the Naval Construction
Force (NCF). Newly assessed junior officers will start their career in the NCF, specifically at a
Seabee Combat Warfare (SCW) qualifying unit, such as the NMCB’s, ACB’s, and CBMU’s. If
your career did not start at a NCF unit you should plan for your next assignment to be with a SCW
qualifying unit. Figure A.1 in Appendix A contains a visual aid depicting a general career
progression and skill attainment timeline for CEC Reserve officers.
There are four primary career factors that are considered for promotion and billet selection:
performance, experience, qualifications, and records. A successful career is built on
demonstrated performance in a variety of billets that provide increasing responsibility, experience,
challenge, and opportunities to lead. Other factors such as the ability to break out in competition,
and independent leadership opportunities are important attributes of career planning and should be
sought.
You need to forecast ahead for assignments of increasing responsibility, attainment of professional
and warfighter qualifications and completion of the training necessary to earn necessary
certifications/qualifications. For you, career planning involves integrating available opportunities
with your personal desires, motivation, and professional and military qualifications. The demand
requirements for each assignment vary based on the mission need and operational tempo of the
unit, optimizing the skills inherent to each position in orders to carry those traits through a career.
CAREER PROGRESSION AND QUALIFICATIONS BY RANK
REQUIRED SKILLS
There are certain skills all Reserve CEC officers must attain. This section describes the
requirements in a single place. The skills listed under each rank are not required, but recommended
for promotion consideration. Attainment of these skills, or higher skills, does not guarantee
promotion. Deeper discussion of each requirement is provided later in this document.
Ensign and Lieutenant Junior Grade:
• Engineer-in-training or National Council of Architectural Registration Boards (NCARB)
File started
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• Civil Engineer Corps Officer School (CECOS) Basic
Lieutenant:
• Professional Engineer or Registered Architect
• Seabee Combat Warfare
Lieutenant Commander:
• Master’s Degree
HIGHLY ENCOURAGED SKILLS
These public certifications are valuable both in civilian careers as well as the Navy. Below are
some highly encouraged skills as examples which are not required, but are highly valuable to the
Reserve CEC.
Lieutenant:
• Facility Engineering (FE) certification
• Project Management Professional (PMP)
• Certified Construction Manager (CCM)
• Certified Energy Manager (CEM)
• Leadership in Energy and Environmental Design Accredited Professional (LEED)
Lieutenant Commander:
• Joint Professional Military Education, level 1
• Joint Engineer Operations Course
Captain:
• Joint and Combined Warfighting School-Hybrid (JCWS-H) (formerly AJPME)
MILITARY CAREER EXPERIENCES BY RANK
Ensign Through Lieutenant Commander (O1-O4)
During this stage of an officer’s career, the officer develops an understanding of how the Reserves,
Navy, and Department of Defense (DoD) are organized and how CEC officers are aligned to
support those organizations at the tactical level. Officers serve as front line leaders and supervisors
and begin to hone leadership and management skills through interaction and responsibility with,
primarily, military personnel. Officers also develop foundational engineer-related experience and
business acumen through their personal careers.
Lieutenant is a unique rank. A Lieutenant can be a relatively junior officer with only four years
of experience, or senior with 10+ years. An officer is typically a Lieutenant longer than any other
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rank. This sub-phase is also the time when the officer matures the most. The officer begins the
transition from learning and practicing leadership on a small scale, to leading larger, more complex
organizations and developing other leaders.
Lieutenant Commanders continue to develop their professional, military, and leadership skills.
Lieutenant Commanders are still considered junior officers but have responsibilities and
knowledge closer to those of senior officers. Officers should have completed or be currently
working towards a master’s degree and employing/refining their junior officer experience. Paid
graduate school is not provided to Reservists, but many civilian organizations offer tuition
assistance.
Beginning around this level, Reserve CEC officers should start branching out of NCF-centric
billets and seek staff and/or joint billets with Combatant Commands (COCOMs), or staff billets
with NAVFAC. These billets should be designated for 510X officers and provide construction or
infrastructure support, as well as engineering support to COCOMs. These billets offer officers
unique insight into how the CEC fits into the broader missions of the US Navy and the DoD.
Officers can also start to hold key leadership positions such as Operations Officer, Executive
Officer, Training Officer, or Commanding Officer. Holding one of these key billets is a privilege
and highly competitive. Selected officers are typically some of the most qualified in their year
group, possessing advanced qualifications and certifications, and standing out against their peers
in FITREPs. Holding a key billet sets an officer up for future command opportunities.
Throughout your entire tenure as a junior officer, it is critical to maximize professional
development through a series of sequential billet assignments to obtain expeditionary, contingency
engineers, public works, engineering staff, and construction/facilities contract management
competencies. Specialization in one type of duty is not desired nor normally permitted. Officers
should establish mentor-protégé relationships and develop their professional reputation and
network.
Commander Through Captain (05-06)
In this phase, officers employ their postgraduate education and civilian experience to refine their
engineering, leadership, and management acumen. Officers in this phase must be experts in
executing policy from higher and develop a healthy knowledge of strategic policy within the CEC.
The Navy’s senior leadership further expects these officers to leverage their professional
connections and reputations to overcome obstacles and find mutually beneficial solutions in an
environment of acute resource competition.
One of the major steps in the career of any officer in the military service is the opportunity to
command a unit or activity. Every CEC officer should aspire to command. Command tours are
unquestionably beneficial in the professional progression to our most senior positions and Flag
officers. Commanders begin to lead entire organizations such as Naval Mobile Construction
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Battalions and act as liaisons with other organizations within the Navy and with other military
units. Due to limited O5 command opportunities, having O5 command is not a prerequisite for
subsequent jobs, senior leadership positions, or O6 command. However, it is usually preferred. A
strong command tour is usually an indication of the officer’s ability to be promoted to O6. All
officers should be encouraged to pursue the most demanding career and leadership opportunities.
Captains develop strategy and policy while leading large organizations, such as a Naval
Construction Regiment, NAVFAC unit, or engineering staff. Navy senior leadership relies on
Captains to understand relationships across the DoD, DON, and other federal agencies to fulfill
the Navy’s mission and to drive efficiencies.
Officers in this phase should strive to be mentors for junior officers.
Flag Level (O7-O8)
These are the most seasoned and respected officers in the Civil Engineer Corps. These officers
work directly with Navy and DoD senior leaders to develop and execute the Department of
Defense’s strategy. These officers understand the importance of horizontal integration of
capabilities at strategic, operational, and tactical levels and are able to negotiate and implement
related workforce and systems solutions across services and agencies. They are broad-minded,
innovative officers who understand when change is necessary to remain relevant.
CEC RESERVE LIMITED DUTY OFFICER (LDO)
The CEC Limited Duty Officer (LDO) community is made of prior-enlisted and prior-warrant
officer sailors. The reserve CEC no longer has chief warrant officers. LDOs have historically
provided the Navy and CEC with officer technical managers and technical specialists who exercise
leadership in key positions throughout the service. The LDO community currently makes up less
than 5% of CEC Reserve officers.
CAREER PROGRESSION
LDOs progressively advance within broad technical fields related to their former enlisted ratings.
LDOs serve as, but are not limited to serving as, division officers, department heads, officers in
charge (OICs), executive officers (XOs) and commanding officers (COs), ashore or afloat.
Generally, all tours will focus on expeditionary missions, primarily within operational and
supporting units. LDO billets focus predominantly on training as careers progress. LDOs plan,
coordinate and direct the technical/operational training and administrative responsibilities of
expeditionary units. The first tour objective is to gain officer experience and complete the warfare
qualification process. The following charts show a typical career path for an LDO.
Figure A.2 in Appendix A shows a typical LDO career progression path. As with 510X officers,
no one path guarantees promotion or success. Compared to 510X officers, there are significantly
fewer 653X officers. Because of this, it is that much more important for 653X officers to seek out
mentors to help guide them through their career.
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COMPETING WITH OTHER LDOS
All officers compete for promotions with all other officers in the same competitive category,
regardless of designator as outlined in SECNAV 1400.1. LDO’s are grouped into two separate
competitive categories as follows:
1. LDO Line, consisting of all Surface (61XX), Submarine (62XX), Aviation (63XX),
and General (64XX) series LDO’s.
2. LDO Staff, consisting of all Supply (651X), CEC (653X), and JAG (655X) LDOs.
In practice, this means that all Line LDO’s, whether they are surface engineers, submarine,
communicators, cryptologists, air traffic controllers, bandmasters, explosive ordnance disposal,
nuclear power, administration etc., will compete against each other for available promotions. No
quotas are assigned by individual designators. Selection may be made even though a designator
is overmanned in that grade, or even if there are no billets in that grade for a particular designator.
MENTORSHIP
Mentorship is a vital component of both your personal and professional development. It is very
complex balancing your personal career, the reserves, family, and continuing education. A good
mentor will help you balance all of that, identify things to work towards or look out for, and keep
things in perspective.
It is important that the mentee understand what his or her goals are and find a mentor who has
accomplished most of them, or at least the most important ones. You should actively seek
mentorship and mentors throughout your career. As your goals change, you should consider
adding, or finding, a new mentor.
There must be a relationship of mutual respect between the mentor and mentee. If the mentee is
intimidated by the mentor, then the relationship will not work. Mentorship requires a deeper
understanding of strengths and vulnerabilities at a personal level.
During and throughout your career you may have one or more mentors. As a matter of fact, it is
recommended to have a number of mentors. You want to seek individuals who are highly
successful at a particular area you want to improve in. No one can be an expert in everything, and
people have very different ways of becoming “successful.”
As you continue to progress through your career, consider giving back. There is nothing more
rewarding than a successful mentorship relationship, for both parties. Many mentors state they
learned just as much from their mentee as they taught. There is no particular rank when you should
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consider becoming a mentor. A LTJG can be a mentor to an ENS or a high school student who
wants to become an engineer/naval officer.
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CHAPTER 2: TRAINING, EDUCATION AND QUALIFICATIONS
The primary goal of any education and training program is to enhance the mission, purpose, and
goals of the organization. Education and training accelerate the process of gaining experience and
also provide for the development of each officer’s full potential and the opportunity for
advancement.
The Civil Engineer Corps trains and educates its officers based on a continuum of education and
experience. This approach is a career long process that ensures the CEC is comprised of highly
knowledgeable and versatile officers, fully capable of supporting both military installations and
operational warfighters. It includes a mix of job-specific training, formal education and experience
that yields officers with warfare qualifications, certifications, and practical experience. Joint
education, internships, training with industry and advanced degree opportunities serve to enhance
the principal and complementary capabilities of our officers.
Completing different aspects of the continuum of professional development at the right time in a
CEC officer’s career can be a challenging task. This chapter will assist in better understanding
each requirement and will show the ideal time in a career to take a course, gain a skill, etc.
Training, education, and qualifications, coupled with related job experience, are fundamental to
our success and will continue to keep our officers relevant in a DoD environment that is continually
more resource constrained.
WARFARE QUALIFICATION
Warfare Qualification provides the foundation on military skills for navy personnel. The SCW
Specialist designation signifies that an officer or enlisted member has acquired a level of
proficiency in specific combat construction skills, knowledge, and experience. It is very important
to understand that failing to achieve your SCW qualification at the earliest opportunity will have
a negative impact on your career. Detailed instructions of requirements for qualification and
designation for all Seabee personnel is specified in NAVFACINST 1410.1A, Seabee Combat
Warfare Qualification.
The SCW warfare insignia can be obtained while attached to the following qualifying units:
NMCBs, CBMUs, ACBs, and UCTs.
PROFESSIONAL REGISTRATION, LICENSURE, AND CERTIFICATION
Professional licensure, whether it is registration as a Professional Engineer (PE) or Registered
Architect (RA) denotes a certain level of professional knowledge and experience and gives the
CEC credibility as the Navy’s facilities engineers. Professional registration, licensure, or
certification can also be a factor in the assignment of officers to key billets, missions, and
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programs, such as it being a prerequisite in participating on certain Architect-Engineer selection
and negotiation boards. Professional registration, licensure, or certification is strongly considered
by all selection boards and is required prior to selection to Commander. Failure to obtain
professional licensure will ultimately limit your promotion potential and exclude you from certain
billets.
PROFESSIONAL ENGINEER (PE)
Registration or Licensure of PE is performed by individual states and is valid only in the state
where it is granted. The CEC will recognize a PE registration from any of the 50 United States,
territories, or the District of Columbia. The most common path to licensure is completion of a
four-year college degree, working under a PE for two to four years, passing at least two intensive
competency exams (the Engineer-in-Training exam and PE Exam) and application for a license
from their respective state's licensure board. Most states have other paths to licensure and each
officer should become familiar with the requirements of the state they plan to be licensed in. The
National Council of Examiners for Engineering and Surveying (NCEES) develops, administers
and scores the examinations used for engineering and surveying licensure in the United States.
Many states require PEs to continually maintain and improve their skills throughout their careers
via continuing education or learning credits.
REGISTERED ARCHITECT (RA)
Registration or Licensure of Architects is performed by individual states and is valid only in the
state where it is granted. The CEC will recognize a RA registration from any of the 50 United
States, territories, or the District of Columbia. The National Council of Architectural Registration
Boards (NCARB) issues a national certificate to qualified licensed architects, which is recognized
in most licensing jurisdictions for the purpose of granting licensure by endorsement or reciprocity.
While requirements vary, licensees generally complete the Architectural Experience Program
(AXP) and the Architect Registration Examination (ARE) administered by NCARB.
THE CIVIL ENGINEER CORPS OFFICERS SCHOOL (CECOS)
The mission of CECOS is to provide Seabees, Civil Engineer Corps officers, Facility Engineers,
and Environmental Professionals with the necessary skills, knowledge, and education to enhance
lifelong learning and to provide quality support to the Fleet.
CECOS represents the foundation of professional military education for Civil Engineer Corps
officers. The backbone of the CEC’s professional military education is the CEC Officer Basic
Qualification Course. This 2-week course, part of a 15-week "pipeline" training program for
Active CEC officers, prepares newly commissioned Reserve CEC officers for their initial
assignments as officers. Upon graduation each student is ready to assume the challenging duties
of a Navy officer and engineer in support of the Navy's military construction force and shore
installations. All new Reserve CEC officers, whether newly commissioned or lateral transfer, are
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required to attend the CEC Officer Basic Qualification Course shortly after becoming a CEC
officer.
In addition to the CECOS Basic Officer Qualification Course, CECOS offers 65 different courses
in the areas of facilities planning, acquisition, public works, Seabee readiness and environmental
management. These courses are available to both military and civilian personnel. To access course
schedules and to register for an offering, visit the CECOS homepage.
DAWIA / DEFENSE ACQUISITION UNIVERSITY
The purpose of the Defense Acquisition Workforce Improvement Act (DAWIA) is to improve the
effectiveness of the acquisition workforce across the DoD through standardization and general
enhancement of education, certification, and career development of officers involved in Defense
Acquisitions. It establishes formal acquisition career paths, designated acquisition positions, and
mandates the formal certification process. As CEC officers we are members of the Acquisition
Workforce. Attainment of acquisition certification is not required, but is looked upon favorably
by promotion boards, and is required for some billets. Attaining the levels recommended in this
section by the ranks listed does not guarantee promotion, nor does not having it guarantee being
passed over for promotion.
The designated DoD acquisition positions are currently grouped into 14 acquisition career fields.
The CEC focuses on two of these: Contracting (CON) and Facilities Engineering (FE).
Certification in either of these career fields is not required for Reserve CEC officers, but it is highly
encouraged.
The FE certification is more in line with the requirements placed on Reserve CEC officers and is
more attainable; therefore, certification in FE is encouraged. CON certification is an acceptable
alternative for officers who have already attained it, or officers who desire to seek it for their
civilian careers. For officers who elect to get CON certification, funding from the reserves may
not be available for course work; it is the responsibility of the officer to gain the required
experience.
CONTRACTING CERTIFICATION LEVELS
Attaining the required experience and courses for CON certification is typically very difficult for
Reserve CEC officers. For this reason, CON is not a requirement for promotion for reserve CEC
officers. The CON certification is commonly acquired by active duty CEC officers while on
active duty. If an AC CEC officer transitions to the reserves, they retain the CON certification.
This is an acceptable alternative to FE certification. Neither is required for promotion but both are
encouraged and looked upon favorably by promotion boards.
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FACILITIES ENGINEERING CERTIFICATION LEVELS
DoD base infrastructure reflects the readiness of our operational forces and their quality of life.
The creation of the Facilities Engineering Career Field recognizes the importance and complexity
of the facilities engineering business and, equally important, the role in helping to accomplish the
DoD mission.
As part of the Naval Facilities Engineering Command, CEC officers perform the role of managing
the design, construction, and life-cycle maintenance of military installations, facilities, civil works
projects, airfields, roadways, and ocean facilities around the world. These roles are defined within
the Facilities Engineering Career Field and RC CEC officers may become certified to Level I or
Level II, but this is optional.
JOINT QUALIFICATION
Joint experience is a key learning opportunity; it is where education and training move from
concept to reality. The intellectual understanding of conflict that is gained through experience
rounds out the continuum of joint learning. The joint experience pillar implicitly recognizes that
the successful application of what individuals learn via Joint Individual Training (JIT), Joint
Professional Military Education (JPME), and self-development is essential. Learning to operate
jointly is not an academic pursuit. Rather, it entails an understanding of the spectrum of conflict;
its competencies must be demonstrated by practice. This is an essential requirement for building
a larger pool of joint qualified officers.
The DoD Joint Qualification System (JQS) introduces the multi-level joint qualification system
and identifies lead and supporting organizations responsible for implementing the JQS. This
process describes actions and assignments for developing formal instructions, required for an
officer’s progressive accumulation of joint experience, education, and training that contribute to
his or her development of expertise in “Joint Matters.”
JQS establishes a joint force management infrastructure as dynamic as the environment in which
the joint forces operate. It creates a system which advances the concept of career-long
accumulation of joint experiences, education, and training as advocated in the Department’s
Strategic Plan for Joint Officer Management (JOM) and JPME I & II and the Chairman of the Joint
Chiefs of Staff vision for joint officer development.
JOINT QUALIFIED OFFICER
The JQS gives the Secretary of Defense the authority to establish different levels of joint
qualification, as well as the criteria for qualification at each level. The JQS provides the
opportunity for a Navy officer to become a Joint Qualified Officer (JQO), opening the door to
increased responsibilities and assignments of increasing impact to the Armed Forces and the DOD.
Any officer interested in becoming a JQO must be assigned to an authorized Joint Duty
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Assignment List (JDAL) position for a period not less than three years in a full-time position, or
six years in a part-time JDAL position.
Once an officer (O-4 & above) has accrued 36 joint experience points and completed JPME I &
II, or advanced JPME, they may be nominated by their service for award of the JQO designation.
The JCS is the approving authority for joint experience points and OSD is the approving authority
for JQO designations. Obtaining the JQO qualification sets you apart from your peers in promotion
boards and prepares you for senior-officer level positions. For more information use the following
link: Joint Officer Management - Joint Qualification System.
JOINT PROFESSIONAL MILITARY EDUCATION (JPME)
The Goldwater-Nichols Act of 1986 reorganized the Department of Defense to create an
organization that was more focused on joint matters. JPME is a Chairman of the Joint Chiefs of
Staff (CJCS) approved body of objectives, outcomes, policies, procedures and standards
supporting the educational requirements for joint officer management. JPME is a three-phase
approach to professional development in “Joint Matters” consisting of JPME I, JPME II, and the
Capstone course which meet JPME criteria and are accredited by the CJCS. Completion of any of
the JPME phases by a CEC officer is not required, but helps deepen the officer’s understanding of
the joint military matters, qualifies the officer for certain billets, and it is looked upon favorably
by promotion boards. Additional Qualification Designations (AQDs) are awarded for completion
of different levels of courses. (for more information on AQDs, see Chapter 5).
JPME Phase I
JPME Phase I is intended for O-3 officers and above. It consists of three courses; Joint Maritime
Operations, Theater Security and Decision Making, and Strategy and War. Each service provides
JPME Phase I through their respective war colleges. The Naval War College
offers an in-residence
course, a fleet-seminar series at multiple locations throughout the United States, and a web-enabled
course. Some versions of the program allow the student to complete JPME Phase I as part of a
broader Master’s Degree. The
U.S. Army War College, the Marine Corps War College, and the
Air War College are also all accredited to offer JPME Phase I, though they require other service
applicants to be an O-4 or higher. JPME Phase I is a prerequisite for the AQD corresponding to
Level II JQO.
JPME Phase II
JPME Phase II, formerly Advanced Joint Professional Military Education (APJME), is a career
milestone for joint warfighters and was designed and implemented to assist with the development
of military leaders. JMPE II is granted to Reserve Officers by the National Defense University,
Joint Forces Staff College through the Joint and Combined Warfighting School-Hybrid (JCWS-
H) program. The JCWS-H program deals with integrated strategic deployment, employment, and
sustainment of air, land, sea, space, and special operations forces with an emphasis on joint
planning. The program consists of 40 weeks of both in-residence and web-enabled distance
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learning. JPME Phase II is a prerequisite for the AQD corresponding to Level III JQO and
designation as a Joint Qualified Officer.
JOINT ENGINEER OPERATIONS COURSE (JEOC)
The Joint Engineer Operations Course (JEOC) is designed for select engineering officers (senior
O-3s and junior O-4s), senior noncommissioned officers, and government civilians from all
services on the responsibilities of a staff officer assigned to the joint engineer staff section of a
Joint Task Force (JTF). The major focus of the course is to introduce students to joint doctrine,
planning and operations (specifically engineer operations), and the types of engineer staff positions
and associated products engineers are required to develop. Taking the JEOC course is highly
encouraged for all officers and will enable them to work more effectively in Joint, expeditionary,
and various billets throughout the Navy. All CEC officer billets where possible will be coded with
the JEOC requirement so that RC officers can obtain a quota and attend the course when possible.
The JEOC is a two-phase course. Phase I, consisting of 40-48 hours of Army Knowledge Online
(AKO) courses, must be completed prior to Phase II. Phase II consists of a five-day in-resident
course at one of five locations throughout the U.S. An application to attend a JEOC may be
submitted through a CECOS quota request. Additional information is included in Appendix B,
Joint Engineer Operations Course Attendance “How To Guide.”
LEADERSHIP DEVELOPMENT
As officers progress through their careers, they must keep current with the changes taking place in
their own profession and in the Navy.
RESERVE INTERMEDIATE LEADERSHIP COURSE / SENIOR OFFICER LEADERSHIP COURSE
Reserve Intermediate Leadership Course (RILC)
The Purpose of this course is to support Fleet Centered Leader Development (FCLD) and the
CNO's Leader Development Outcomes. The course will prepare intermediate-level officers
heading to Department Head positions or positions of similar responsibility by promoting
professional growth in ethics, self-awareness, leader development, and decision making. The RILC
is a professional development seminar, not a training class. The course is intended for LTs and
LCDRs.
Senior Officer Leadership Course (SOLC)
The Purpose of this course is to provide reserve component officers with the requisite Naval
Leadership skills necessary to function as effective senior leaders. The SOLC is designed for Navy
reserve officers at the O5 / O6 level. Previous completion of the RILC is not necessary. The
SOLC is the capstone of the reserve officer Leadership continuum as outlined in ALNAVRESFOR
Message 05/11.
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LCDR/CDR/CAPT SELECT COURSES
There are three specific courses designed to be taken at strategic times during a CEC officer's
career. All three are at key promotion periods and are offered at the invitation of the Chief of Civil
Engineers.
LCDR Indoctrination Course: Intended for officers after their selection to LCDR. This five-day
CECOS-sponsored course provides information on current CEC issues and programs in support
of joint and Navy operating forces. Attendance includes active and reserve CEC officers.
CDR Indoctrination Course: Intended for officers after their selection to CDR. This five-day
CECOS-sponsored course is similar in nature to the LCDR Indoctrination Course but adds more
emphasis on leadership and management. Attendance includes active and reserve CEC officers.
CAPT Indoctrination Course: Intended for officers after their selection to CAPT. The Chief of
Civil Engineers sponsors this three-day course. Topics include Navy policy and strategy; current
budgeting and other resource trends; special interest items in the Navy, CEC, and Seabee
communities, and discussion of policies and issues affecting engineering, construction contracting
and management, and business practices. Attendance includes active and reserve CEC officers.
PROSPECTIVE CO/XO COURSE
Prospective COs and XOs are expected to attend various officer development classes in route to
their first Command tours at each paygrade. The PXO, PCO, and Major Command Courses are
all offered through the Naval Leadership and Ethics Center (NLEC) affiliated with the Naval War
College. See link for more information on leadership courses: https://usnwc.edu/naval-leadership-
and-ethics-center
All NLEC courses focus on communication skills, self-awareness, ethical standards, teamwork,
and command climate to increase overall Command Triad effectiveness. Successful completion
of the PCO and Major Command Courses completes the minimum standards of OPNAV
INSTRUCTION 1412.14, the Command Qualification Program for Commissioned Units, in
combination with community screening requirements. There is no requirement for Commissioned
Units to follow the CNRFC Command PQS, this instruction is for reserve augment units only. In
addition to the NLEC requirements, Triad members should also take Senior Officer Military
Justice (Legal) Course, Naval Expeditionary Combat Force (NCEF) Triad Course, and the Naval
Construction Force (NCF) Prospective Command Element (PCE) Course. Reserve unit CO's are
also required to take Navy Reserve Unit Management (NRUM) course, if not taken already; PXO's
may also take NRUM if space is available. Work with you unit's training officer to secure quotas
and NROWS orders for the classes you require, note that some courses have very limited course
offerings. See list of required courses below:
CNRFC N7 ADT Schools Funded (request special funding through NCG 2 N7):
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R-7A-0031 NAVY RESERVE UNIT MANAGEMENT(NRUM)
S-5F-0011 MILITARY JUSTICE FOR SENIOR OFFICERS
P-1B-0004 PROSPECTIVE COMMANDING OFFICER(O5)
P-1B-0005 PROSPECTIVE EXECUTIVE OFFICER (O4-O6)
P-1B-0060 PROSPECTIVE COMMODORE(O6)
No CNRFC N7 funding, must use AT or another source this these courses are community specific,
e.g. gaining unit ADT Special:
S-4N-4000 NAVY EXPEDITIONARY COMBAT FORCES (NECF) PROSPECTIVE
COMMAND TRIAD
S-710-003 NAVAL CONSTRUCTION FORCE PROSPECTIVE COMMAND ELEMENT
Follow normal unit request through appropriate OSO for NCEF Triad and NCF PCE. Community
Managers will attempt to put all required classes into your billet assignment APPLY orders;
however, it is your responsibility to ensure you attend all required courses and complete the
requirements of OPNAV INSTRUCTION 1412.14.
NAVY RESERVE UNIT MANAGEMENT (NRUM)
The purpose of the NRUM course is to develop basic professional managerial, administration and
leadership knowledge to prepare selected personnel to lead all aspects of an effective and efficient
Reserve Unit at the Echelon V and VI command level, such as being the OIC of a Seabee
detachment, or CO / XO of a Seabee Battalion or Regiment.
This includes the training and administration of Navy Reservist on Inactive Duty, Annual Training,
and Mobilization. Eligibility - Unit and prospective Unit COs, XOs, and OICs assigned to Reserve
Units by the APPLY Board Process are given priority for quotas, followed by Unit Senior Enlisted
Leaders, assigned by formal designation into that role. All other officers may attend on a space
available basis.
The NRUM course is highly encouraged for all officers. Especially for officers from Active Duty
who may not have any exposure on how reserves administration is very different from Active
Duty.
CONTINUING EDUCATION/SPECIALIZED CERTIFICATION
GRADUATE SCHOOL/MASTER’S DEGREE
Completion of graduate school is highly encouraged by the CEC community. While optional,
graduate degrees are favorably considered and valued in a Reserve CEC officer’s career and
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promotion boards. Officers should choose graduate degrees that enhance their personal career
goals outside the Navy.
ADDITIONAL CERTIFICATIONS
The following certifications are not required for your military career. Attainment of them may
help your own professional skills. At this time, there are no AQDs for these specialized
certifications.
Project Management Professional (PMP)
The PMP is an internationally recognized professional designation offered by the Project
Management Institute (PMI). A candidate who passes an exam and meets the professional
requirements is awarded the PMP certification. Government, commercial, and other organizations
employ PMP certified project managers in an attempt to improve the success rate of projects in all
areas of knowledge, by applying a standardized and evolving set of project management principles.
All management is project management and for the majority of the reserve career officers are
usually involved with some kind of project execution. i.e. something that is planned in advance
and has a beginning and an end. Strong project management skills are essential for a successful
career.
Certified Construction Manager (CCM)
The CCM certification is the only construction management (CM) certification accredited by the
American National Standards Institute (ANSI). CCMs have voluntarily met the prescribed criteria
of the CCM program with regards to formal education, field experience and demonstrated
capability and understanding of the CM body of knowledge. Construction management is a large
component of being an officer in the Naval Construction Force. Although being a CCM isn’t
necessary in your CEC officer career, the skills and knowledge gained from being a CCM will
enhance your abilities in the NCF.
Certified Energy Manager (CEM)
The CEM is an individual who optimizes the energy performance of a facility, building or
industrial plant. The CEM is a systems integrator for electrical, mechanical, process and building
infrastructure, analyzing the optimum solutions to reduce energy consumption in a cost-effective
approach. CEMs are often team leaders and help to develop and implement their organizations’
energy management strategies. The knowledge gained from being a CEM may assist you during
your NCF or expeditionary tours.
Leadership in Energy and Environmental Design Accredited Professional (LEED AP)
The LEED Professional Credentials were developed to encourage green building professionals to
maintain and advance their knowledge and expertise. A LEED Professional Credential provides
employers, policymakers, and other stakeholders with assurances of an individual’s current level
of competence and is the mark of the most qualified, educated, and influential green building
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professionals in the marketplace. The LEED AP (Accredited Professional) credential signifies an
advanced depth of knowledge in green building practices; it also reflects the ability to specialize
in a particular LEED Rating System. Although not required in your military career, being a
LEED AP may advance your civilian career.
PROFESSIONAL READING LIST
The Chief of Naval Operations Professional Reading Program(CNO PRP) encourages a lifelong
habit of reading and learning for all Sailors.
Reading, discussing, and understanding the ideas found in the CNO PRP will not only improve
critical thinking skills, but will also help you become better Sailors, citizens, and most importantly,
leaders. The CNO PRP list is not intended to limit professional reading or learning in any way,
but merely to provide easy access to a few of the many titles that will benefit our service. It is
currently structured to focus on core tenants, but these change from CNO to CNO. For the current
reading list, please visit the CNO PRP website.
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CHAPTER 3: FITNESS REPORTS AND ENLISTED EVALUATIONS
WHAT ARE THEY
A FITREP is an evaluation form used by the United States Navy and United States Marine Corps.
Navy officers are given FITREPs, while Navy chief petty officers (E-7 to E-9) are given "Chief
EVALs" and Navy Sailors E-6 and below are given Evaluation Reports (EVALs). These reports
are used for many career actions, including selection for promotion, advanced training,
specialization or sub-specialization, and responsible duty assignments. Timely, realistic, and
accurate reports are essential for each of these tasks.
The FITREP provides a means of communication from a reporting senior to a selection board
about an officer’s performance compared to peers. Thus, a FITREP speaks directly to the board;
it is not used for counseling or correcting discrepancies of an individual.
Some of the suggested ‘Do’s and Don’ts’ for FITREPs:
• The most importance sentences are the first and the last. First, in one or two sentences
what kind of officer are you? Diligent, motivational, analytical, clear thinking, fast
thinking, etc? Pick the most relevant leadership quality that is producing results in your
current assignment. Last, what do you want the board to remember? This sentence speaks
to the officer’s potential: highly recommended for S-3 assignment, recommended to
diversify their career into other non-expeditionary roles, a highly talented staff officer,
highly recommended for immediate promotion to CDR. Not everyone is going to be
recommended for the same thing, nor should they be. Define the next step in the career
that will benefit the Navy and grow the officer, in that order.
• Focus on primary duty and be outstanding. No amount of collateral duties can make up
for mediocrity in an officer’s primary duty. However, collateral duties can help to round
out an officer’s overall experience.
• Emphasize Performance. It's all about performance, being the best at what you do, being
involved at different levels, demonstrating increased capability and leadership skills, and
showing that you have the ability to be a leader in CEC. Statements should show far-
reaching impact and clearly demonstrate leadership qualities.
• Bulletize your statements. Don't expect or rely on a board member to figure out exactly
what you did and why it is important. Tell them! When feasible, start each bullet with a
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hard-hitting action word, such as: completed, initiated, co-authored, implemented, or
developed.
• Write “cause and effect” bullets. Write what you did, what the positive outcome was, and
clearly state what the benefit was to the command, the community, or the Navy in general.
Do not write a job description. Board members have very little time to read bullets if at all,
so make it short. Keep it to the most important accomplishments. It doesn’t need to state
everything you did.
• Work on input year-round. You should keep track of your accomplishments throughout
the year, not wait until a few days before FITREP input is due. The completeness and
accuracy of your fitness report hinges on the quality of your input to the reporting senior.
• Don’t be humble! But do write with justified fact
CAREER IMPLICATIONS
Your FITREP reflects your performance and provides a common basis for comparison with your
peers. FITREPs are the key documents reviewed during promotion boards and show how an
individual officer ranks among their peers and how well they did their job for consideration for
future assignments and advancement.
PROMOTION BOARDS
The promotion board system is designed to promote the best qualified officers who will fill
positions of increasing responsibility within the Navy. A competitive record has clear
documentation of professional growth, and consistently high or improving patterns of
performance. The following details how promotion boards view FITREPs:
• Recent FITREPs are important, since they indicate patterns and trends to date and provide
performance information on your most senior assignments. However, all reports are
important, as the total weight of the record is always reviewed.
• Patterns, trends, or repetitive marks within the overall record can reinforce each other and
convince a board that a particular characteristic is, in fact, a valid index of your character
and potential. Therefore, multiple declines or multiple recommendations for early
promotion are more important than a single decline or a single acceleration report.
• Relative comparisons are important – they show how your reporting senior ranked you
against your peers and tend to give additional meaning to the rest of the marks on a
FITREP. It is important to be compared (i.e., not always be a “1 of 1” officer) and to
compare well on FITREPs. A “one-of-one” FITREP does not allow the board to
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differentiate your progression compared to your peers. Too many, or even a badly timed
“one-of-one” billet, may have an adverse effect on your career. Normally, junior officers
are compared and ranked in NMCB tours, as there are many junior officers being evaluated
by the same reporting senior. As such, you should always strive to be considered the top
performer of your peer group.
• Recommendations for Early Promotion (EP) can be significant, since they not only reflect
a reporting senior’s recognition of high quality, but also tend to recognize top performers
in a given peer group who have demonstrated potential for increased responsibility.
Selected Reserve (SELRES) officers cannot actually be promoted “early”, or below zone,
so EP recommendations only provide comparison information.
• The comments section of the FITREP should describe specific accomplishments made
during the reporting period and the officers’ overall performance and potential. The
comments should support the marks received and the promotion recommendation.
CONTINUITY
You should ensure that your record contains all of your active and reserve career FITREPs. Every
day you have served should be accounted for by a FITREP. A missing FITREP, particularly a
recent one, is a serious detriment to your selection for promotion. An incomplete record is taken
as a sign of an officer’s neglect of his or her record and reflects adversely on the officer. The
Individual Continuity Report can also be accessed on BOL by all Navy personnel in pay grades
E-5 and above.
It is often said “no one will care for your career more than you.” You know your career better than
anyone else. You should review your records often and ensure they are complete and accurate.
Mentors can help with this but cannot do it for you.
ENLISTED EVALUATIONS
Throughout your career as an officer, the biggest impact you will have on your enlisted sailors’
careers is through your role in the EVAL process.
Promotion Recommendation Summary Groups
Enlisted summary groups generally consist of all members in the same pay grade (regardless of
rating) and same promotion status, who receive the same type of report from the same reporting
senior on the same ending date. The unit identification code (UIC) is also a breakout for enlisted
summary groups. Thus, all E-6 sailors in a battalion who are not frocked will be in the same
summary group and will be compared against one another. Officer summary groups are similar
but are further subdivided by competitive category (unrestricted line officers, restricted line
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officers, and staff corps officers), and further delineated by designator, except LDO’s as previously
discussed).
Reporting Senior Authority
As a Unit CO or XO, you will have the opportunity to be a reporting senior - someone who assigns
traits and recommends promotion retention - for a summary group of junior officers, chiefs, and/or
enlisted sailors. You may get the chance to be a reporting senior much earlier in your career as a
detachment OIC, ranking E-4 and below sailors. You will also be a rater or senior rater on a set of
EVALs for E-5 and E-6 sailors in your detachment.
The development of EVALs must be a team effort. The rater, typically a primary duty supervisor,
should first collect input from the member. The rater will review the member's performance,
assign trait grades using the performance standards, and propose career recommendations. The
senior rater will then 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. The smooth report will then
be prepared and signed by all members of the team. Table 3.1 shows typical ranks of raters, senior
raters, and reporting seniors for different summary groups.
Table 3.1. Rank of Summary Group
Summary Group
E-4 and Below
E-5/E-6
E-7
Rater
E-5/E-6
Det AOIC/CPO
CMDCM*
Senior Rater
Det AOIC/CPO
Det OIC
DET OIC*
Reporting Senior
Det OIC
XO/CO
CO
*The rater and senior rater for Chief EVALs may be switched, at the discretion of the CO, to the OIC and CMDCM,
respectively.
How to write EVALs
Comments should be based on verifiable facts. Numerical ranking among peers is authorized.
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. 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.
Enlisted Advancement Recommendation
The enlisted EVAL promotion recommendations are the CO's official recommendation for or
against advancement. This is true even if the report is signed by a delegated reporting senior, such
29
as a det OIC signing the EVAL for an E-4 or below sailor. The promotion recommendations have
the following meanings as advancement recommendations:
"Promotable” (P), "Must Promote” (MP), and "Early Promote” (EP) are recommendations for
advancement. “Progressing” and "Significant Problems" are recommendations against
advancement. "MP" and "EP" recommendations do not guarantee immediate advancement.
However, they may increase the odds that an eligible person will be advanced by influencing the
final multiple score or the decision of a selection board. If a sailor’s performance improving, the
reporting senior should ensure there is an upward trend in promotion recommendations (from
Promotable to Must Promote, for example) and trait averages. Decreases of either of these by the
same reporting senior signals the selection board that the sailor is regressing in performance.
Computing Performance Mark Average
The performance mark average is the average of all promotion recommendations (EVAL block
45) for the EVALs being used in the advancement cycle utilizing the current scale.
Example: Three EVALs were received within the minimum time-in-rate period, for which the
sailor received two “MP” and one “EP” ranking. The numerical conversion or performance marks,
of these are 3.8, 3.8, and 4.0. Add the performance grades together (3.8 + 3.8 + 4.0 = 11.6). This
performance mark average is part of an enlisted sailor’s overall Promotion Point Calculation.
Boards will compare an individual’s evaluation average with the Reporting Senior’s Average
(RSA). A running average is maintained as the Reporting Senior signs more evaluations for a
particular grade, and this average is what each individual’s evaluation average is compared to. It
is very telling to a board if the Reporting Senior recommends promotion, has the individual as an
EP, but then marks that individual below their RSA. Officers who have signed as the reporting
senior should be very wary of what their RSA is as it has huge career implications on those
evaluated.
Your understanding of the EVAL process and how you rate your sailors will directly affect whether
or not they are promoted. Completing quality EVALs for your sailors should be one of your top
priorities as a leader. If you do not know something, or do not understand, DO NOT GUESS.
Seek out advice from your senior enlisted advisor, Command Master Chief (CMDCM), or mentor.
NAVFIT 98
NAVFIT98A is a Windows based software application, currently authorized for use in preparing
EVALs and FITREPs. These reports are printed in hard copy, signed by the sailor, rater, senior
rater, and reporting senior, and mailed to Navy Personnel Command (NPC). PERS-32 then scans
the hard copy reports into the FITREP/EVAL (FE) Module of the Electronic Military Personnel
Records System (EMPRS) creating an image of the report that will be placed on a member’s
permanent digitized record.
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CHAPTER 4: PLANNING YOUR BILLETS
CEC COMMUNITY MANAGER/CAREER MANAGER/OFFICER MANPOWER
COORDINATORS
The CEC Community Manager manages the officer communities with 510X designators. The
manager identifies the resources that will fill the billets within the community as well as the
resources required for Individual Augmentee billets. The CEC LDO community (designator
653X) is managed by the LDO community manager with input from the CEC Community
Manager. The LDO community manager can be found at the LDO community manager web page.
Detail information on the CEC community manager can be found in the CEC Community Manager
Website.
The CEC Reserve Officer Career Manager manages Mobilizations (IA’s, RPN, MPN, ADSW, and
ADT over 30 days), Command Qualification Program (screening), NOBC/AQD Management,
CECOS Quotas, Statutory Selection Board Member Coordination, Advocacy & Career
Counseling, Roadshows (community brief updates), Billet Opportunities Counselling’s.
There are three Reserve Officer Manpower Coordinators and an APPLY Manager at NAVFAC
HQ. They have the lead on APPLY, JOAPPLY, IAP Tracking, Interim Fill coordination,
Supported Command Operational Support Officer (OSO) coordination, RSO billet management,
Billet Title Standardization, Key Billet Slating, Army Exchange Program, CEC Leadership
outreach, CEC Member Outreach, and Community Brief Standardization.
Typically, the billet assignment process for a junior officer starts six months in advance of the
officer’s Projected Rotation Date (PRD), or, for senior officers, in the calendar year of their PRD.
The process is administered through the Commander Navy Reserve Forces Command’s (CNRFC),
Reserve Force Management Tool (RFMT).
JOAPPLY/APPLY/RFMT
RFMT consists of JOAPPLY and APPLY. These two programs are billet assignment programs
that allow reserve officers to view assignment records, apply to transfer TRUICs, and most
importantly, apply for billets of interest during the application phase.
JOAPPLY
JOAPPLY is the assignment tool used to allow Junior Officers (JOs) to apply and compete for
billets. Each quarter of the fiscal year is designated as a cycle within JOAPPLY. Thus, there are
four JOAPPLY cycles each Fiscal Year (FY). Every JO within six months of their PRD or
currently in an In-Assignment-Processing (IAP) status is eligible to participate in the cycle. There
are typically 20 to 50 JO billets advertised within the CEC community each cycle. After
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Each JO APPLY cycle, is conducted in four phases: officer applications, review and
recommendations, assignments, and the release of assignment results.
The most important phase for a JO is the first phase which allows JOs to review available
community billets. After reviewing the billets, officers are encouraged to reach out to one of the
respective billet POCs (Operational Support Officers and Commanding Officers) for more
information about the billet of their interest. JOs may apply for up to seven billets per cycle and
are responsible for ranking their billets in order of most to least preferred.
Additionally, each JO has an OMC at NAVFAC HQ that is assigned to them based on the JOs
home state of residence. OMC assignments can be found on the CEC SharePoint site referred to
earlier in this document. Each OMC serves as the officer’s advocate, provides career guidance, as
well as contributing as a voting member on officer applications within each JOAPPLY cycle.
Officers are encouraged to reach out to their OMC at any time yet especially during the JOAPPLY
cycle to discuss billets as they have questions about the particular billet.
Quarterly JOAPPLY Conference Calls are conducted near the end of the application phase each
quarter and serves as a forum to discuss available billets with both JOs and gaining commands
real-time. Prior to this call, the CEC RC Career Manager supplies this information to the entire
officer community for mutual discussion, both on the call and after for billet information
amplification.
JOs, including LDO’s, are allowed to apply (in JOAPPLY) for either 510X or 653X-designator
billets of any rank from O1 to O4. Additional information is available on the CNRFC JOAPPLY
website or from your regional OMC.
The OSO, CO, and OMC team then review and make recommendations for each available billet
under their cognizance in JOAPPLY, ranking applicants for best fit in the billet and geographic
locations. After the ranking concludes the results are coordinated through Commander Navy
Reserve Forces Command N122 (Officer Assignments) for a final assessment for Manpower
Availability Status codes to screen for assignment limiting conditions. The results are then made
available to all officers via their RFMT accounts under the References section of their respective
JOAPPLY accounts.
APPLY
APPLY is a screening and assignment system for command and senior officers (O5/O6) non-
command, O4 NCF Milestone billets (Battalion XO, S3, S7), and an EXWC OIC billet. Unlike
JOAPPLY, which has four cycles each FY, the APPLY process consists of a single cycle spanning
an entire year. Senior officers (O5/O6) are to apply in the calendar year of their PRD.
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The APPLY process is conducted in three phases follow the release of the annual
COMNAVRESFORNOTE 5400 published in February or March of each year. The other phases
of APPLY process are: Application, APPLY Administrative Screening Board, and board results
phase. The application phase is the most important for the senior officer that generally begins in
mid-May and runs through late June. The APPLY board convenes in August of each year with
results available typically in September. Each APPLY cycle results are effective for the
subsequent FY with an order effective date of 1 December. Timeline for all phases may vary
yearly. Always follow the phase timelines stipulated by the applicable COMNAVRESFORNOTE
5400.
Only two factors impact a billet assignment decision in APPLY: Priority ranking of billets desired
and confidence factor compared to peers. Officers submit to the APPLY board the billets they
desire in rank order. Minimum of five billets or half of the available billets must be added to the
dreamsheet, whichever is less. Otherwise, your dreamsheet submission will be considered invalid
and void. Refer to yearly applicable COMNAVRESFORNOTE 5400 for latest guidance. The
APPLY Administrative Screening Board has two stages. In the first stage, the records are screened
for each officer applying for billets and each officer receives a confidence factor from 0 to 100.
After every officer has received a confidence factor, then the billet assignment phase starts with
the officer with the highest confidence factor. While there are some exceptions, officers are given
their highest choice billet if it is not already taken. i.e. the #1 officer usually gets their #1 choice.
The board continues to officer #2, then #3, etc. The farther down the confidence factor ranking an
officer is will limit the number of billets that may still be available for them to be assigned. If
none of the requested billets are available at the officer’s turn, then they will be sent to the bottom
of the list! It is very, very important for officers to submit as many billets as possible. A top
ranked officer who submits one billet has the risk of possibly not receiving a billet at all if the one
billet is taken before their selection comes to the board. Put in for as many billets as possible!
TYPES AND VALUE OF ASSIGNMENTS
There are a variety of assignments throughout the CEC reserve force. Increased challenges of
assignments through a CEC officer’s career provides the officer an opportunity to pursue diverse
experiences and an increased growth in leadership. A few are listed below:
Naval Construction Force (NCF) – NCF Seabees provide combat engineering in support of naval
operation forces. This includes forward operating and logistics bases, airfield
construction/expansion, repair to air and seaports, roads, bridges, and bunkers, as well as under
water construction to survey, restore and repair, maritime infrastructure in ports and harbors.
NAVFAC Contingency Engineering Unit (CEU) – The CEU provides real estate, base operating
support integrator, CERT, humanitarian assistance/disaster relief and contracting support to
NAVFAC, fleet and combatant commanders.
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COCOM/JOINT/NECC Staff – These CEC officers provide contingency engineering advice and
knowledge to fleet, joint, and combatant commanders in support of planning, tasking, and project
initiation.
Miscellaneous Billets – There are numerous other, limited-opportunity billets for CEC officers in
fields such as Special Operations (SPECOPS), Public Works, Community Management, OMC,
Operation Support Officers (OSOs), Commander Navy Instillations Command (CNIC), NECC,
and many others.
Some of the above-referenced billets are with commands where there are very few CEC officers.
Officers considering “one-of-one” billets, a billet where there is no other CEC officer of the same
rank, should carefully consider their career goals and their other billets before and after the “one-
of-one” billet, since a poorly timed billet may negatively impact your promotion potential. It is
highly recommended you speak to your mentors or the Reserve CEC Career Manager about this
decision prior to applying for that billet. See Chapter 3: FITREPs, for more discussion.
SUCCESSFUL UTILIZATION
There are multiple people who have an input into the billet you are assigned. The CEC OMC, the
prospective gaining unit’s CO or OIC, and the prospective gaining OSO all provide comments on
your aptitude to fill the billets you have selected. Ultimately, the OSOs use that input in
conjunction with CNRFC N122 (Officer Assignments) and assign you your next billet based on
your qualifications and the needs of the Navy. This applies to JOAPPLY billets only.
CONSEQUENCES OF NEGLECT
All SELRES officers are required to register prior to using JOAPPLY/APPLY. The registration
verifies your current assignment, past assignments, PRD etc. This information is essential in order
for Program Managers and Assignment Authorities to make informed decisions. If your
information is incorrect, you may not be accurately considered for career enhancing jobs. It is
your responsibility as an individual to apply for billets and failure to do so may lead to the
automatic transfer into the Voluntary Training Unit (VTU) or Individual Ready Reserve (IRR).
There are guides posted within the RFMT and CNRFC Webpages that can help you best
understand how to utilize these tools.
Depending on the number of community authorized billets versus inventory of available officers
you may not always be guaranteed a billet. The Navy Reserve puts the requirement on you as the
individual to pick billets that fit into your current situation to achieve a balance between family,
civilian career, and military career. Links to JOAPPLY and APPLY can be found on the CEC
SharePoint site or at the My Navy Reserve Homeport webpage. The importance of learning the
JOAPPLY/APPLY process cannot be stressed enough. Articles have been published via the
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Deputy Chief of Civil Engineers and from RESFORCOMNOTE 5400 on JOAPPLY/APPLY
guidance. Links and articles can be found on the CEC SharePoint site. Effectively utilizing these
processes to attain billets will help your career.
COMMAND AND OTHER CAREER ENHANCING BILLETS
A successful career is built on demonstrated performance in a variety of billets that provide
increasing responsibility, experience, challenge, and opportunities to lead. Other factors such as
the ability to break out in competition, and independent leadership opportunities are important
attributes of career planning and should be sought. Thus, there are challenging key billet
assignments offered starting at the O4 level that should be highly considered as an important
opportunity in one’s career.
LCDR (O4)
NMCB S3 – Operation Officer
NMCB S7 – Training Officer
NMCB XO – Executive Officer
NCR/NCG/NECC STAFF
EXWC OIC
CDR (O5)
NCR S3 – Regiment Operations Officer
NMCB CO – Battalion Officer
NCR/NCG/NECC STAFF
NAVFAC CEU Operations Officer
NAVFAC HQ OMC
COCOM/Joint STAFF
CAPT (O6)
NCR – Commodore
OIC – NAVFAC HQ/CEU
NCG/NECC STAFF
OIC – COCOM/Joint STAFF
IN ASSIGNMENT PROCESSING (IAP) STATUS
IAP is a temporary status where a SELRES member is drilling in a paid status but does not hold a
billet. JO Members in IAP status should strive to remain there for only 60 days by actively
participation in JO APPLY. After 60 days in IAP status, you may be subject to directed assignment
or VTU per RESPERMAN M-1001.5. If a JO does not participate in JO APPLY, CNRFC may
move them to the VTU for JO APPLY non-participation.
IAP status is common for new accessions until personnel are assigned to an NMCB or other SCWS
qualifying units. This is commonly the initial billet for newly commissioned CEC officers. It is
possible on other occasions for a member to be in an IAP status while returning from an Individual
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Augmentee mobilization, Active Duty Special Work (ADSW) orders or when transferring to the
Reserve Component from the Active Component. Exceptions to IAP status may be granted for
new accessions.
Senior officers should refer to COMNAVRESFORNOTE 5400 for more information on IAP and
VTU considerations.
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CHAPTER 5: RECORDS MAINTENANCE
It is important to understand that your entire record is significant from your very first day of
service. Your record, on its own, will be what gets you promoted or not. It is every officer’s
responsibility to ensure their record accurately reflects their career. Over the years, there have been
many terms for your “record,” but all of them refer to the official name which is Military Human
Resource Record (MHRR). The MHRR consists of personal and professional information and data
that the Navy maintains according to federal regulations (United States Code, Title 5 and Title 44).
A great starting point to check your records for accuracy and completeness is BUPERS Online
(BOL). BOL is a single point of entry application for logging into numerous web-based
applications maintained by the Naval Personnel Command in Millington, TN. Among these
applications are your Official Military Personnel File (OMPF), OSR, Performance Summary
Report (PSR), Continuity Report, and Physical Readiness Information Management System
(PRIMS). Other applications store your Electronic Service Record (ESR). This chapter will also
review common items in your records, such as awards, Navy Officer Billet Classification (NOBC)
codes, Additional Qualification Designation (AQD) codes, and retirement points (reserve
component sailors only).
The information contained in this chapter is just a snapshot of the vast amount of information
available to CEC officers. For more detailed information, please visit NPC’s
Records
Management webpage or utilize the Officer Records Management Guide.
OFFICIAL MILITARY PERSONNEL FILE (OMPF)
The Official Military Personnel File (OMPF) contains electronic images of documents generated
throughout the career of every Navy member, from time of entry until final separation. Documents
in an individual’s OMPF are organized by categories such as Performance; Professional History;
Personal Information; Training, Education and Qualifications; Privileged and Adverse
Information; and Separation and Retirement. Each category is assigned a Field Code that you can
use to sort OMPF documents when reviewing your record. Documents from the OMPF are the
primary images viewed during Selection Board review, so it is very important that they are accurate
and complete.
ELECTRONIC SERVICE RECORD (ESR)
The ESR provides individual service members, Personnel Support Detachments (PSD), Personnel
Offices (PERSOFF), NOSC and customer commands of PSD(s) with secure worldwide internet
access to personnel, training and awards data. The ESR replaces the paper service record as the
single field level data entry point for service record maintenance. While the OMPF contains the
original documents that make up an officer’s personnel record, the ESR is simply a database from
which records can be viewed in a single, central location.
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It is imperative that the ESR contains accurate and up-to-date information since its contents are
reflected in data and documents considered by selection boards and other decision makers which
affect the member’s career. An ESR can be accessed through the Navy Standard Integrated
Personnel System (NSIPS). The ESR Training Guide for Sailors & Commands will assist service
members and command representatives with navigating to the various links, sections, and pages
within the ESR.
OFFICIAL OFFICER PHOTOGRAPH
Photographs are required of all active duty and reserve officers, regardless of status, within three
months after acceptance of each promotion. Photographs are required to be in color and are
scanned and entered into the service member’s record in color regardless of their utilization in
selection boards. MILPERSMAN 1070-180 outlines the uniform requirements for the photograph.
NAVPERS form 1070/884 (04-07) is the only admissible form on which to submit photographs.
Photos must be signed, dated and mailed to NPC, PERS-312C, 5720 Integrity Drive, Millington,
TN 38055-3120, or scanned and forwarded to your Reserve Community Manager or your Regional
OMC.
FITREPS
PERS-32 is the NPC agent that administers FITREPS into the officer record and serves as the
subject matter expert for related questions or concerns. There is normally a two to three-month
lag time for fitness reports to appear in your record. The reporting senior’s cumulative average
also takes up to three months to appear on the PSR. Fitness reports will appear on the PSR first
and then on your OMPF. Reports for officers in zone for a selection board get priority for
processing.
OFFICER SUMMARY RECORD (OSR)
The OSR is one of two primary documents that the board members review by the Board. The OSR
contains dates of rank, degrees, training, awards, and qualifications. All data (with the exception
of personal awards) are drawn from the information listed on the Officer Data Card (ODC).
Therefore, updating your ODC will update your OSR.
The current database systems do not enable reservists to see the ODC. Reservists only have access
to the OSR. Updates or corrections to your ODC should be done through the appropriate PERS
code at NPC, or by the Navy Standard Integrated Pay/Personnel System (NSIPS), depending on
the block of the ODC that requires update or change. The list of who to contact by ODC block
number is located in Appendix E of NAVPERS 15839I, Volume II (also called the Navy Officer
Occupational Classification System - NOOCS - Manual).
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PERFORMANCE SUMMARY REPORT (PSR)
The PSR, also referred to as the Officer FITREP Summary, is a sequential compilation of your
fitness reports. It contains personal information, duty station dates, reporting senior data, traits
and averages and promotion recommendations. The PSR is a vital tool in determining a pattern of
performance and is the other document that the board will review.
AWARDS
Information and regulations concerning awards is contained in SECNAVINST 1650.1H. The
CNO Awards Office established and maintains the Navy Department Awards Web Services
(NDAWS) as the single authoritative data base for all Military Decorations as specified by the
Secretary of the Navy. All awards entered into the NDAWS database are exported to the BUPERS
Mainframe for updating pertinent personnel records. Individual service members should routinely
check their OMPF to verify that all earned awards are recorded there.
NAVY OFFICER BILLET CLASSIFICATIONS/ADDITIONAL QUALIFICATION
DESIGNATORS (NOBC/AQD)
NOBCs and AQDs are numeric or alpha-numeric codes that attach to an individual service member
and indicate additional, unique skills that the service member possesses. These codes are shown
in the OMPF/OSR/ESR, and are looked at when records are reviewed. Certain NOBCs and AQDs
are highly desired and NOT having them will reduce the likelihood of your promotion.
NOBCs
An NOBC is a code that identifies officer billet requirements and officer occupational experience
acquired through billet experience. When applied to a billet, the NOBC is a general statement of
duties performed in accomplishing that billet’s mission. An NOBC entered in an officer's record
reflects experience acquired as a result of performance in a billet or, in some instances, a
combination of experience and education related to the billet's requirement.
Qualification records, including NOBC codes, are maintained by NPC. NOBC codes on officer
billets, which are specified in the Reserve Headquarters System (RHS) and listed on the Reserve
Unit Assignment Document (RUAD), transfer automatically to an officer’s record after serving
eighteen months in the assigned billet. RC members that do not meet the automation requirement
criteria may submit an NOBC code request to NPC (PERS-9).
NOBCs recorded in individual service member records aid in the selection of naval officers to fill
mobilization billets. They also enable identification of officers who qualify for specific billets by
virtue of related experience and/or training. As an officer becomes more senior in the CEC, certain
jobs may be unattainable if a particular NOBC was not gained earlier in their career. A full list of
NOBCs is in the Manual of Navy Officer Manpower and Personnel Classifications, Volume I
(NAVPERS 15839I), PART C - Navy Officer Billet Classification (NOBC) Codes. Common
NOBCs available to CEC officers are in Appendix C.
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AQDs
AQD codes enhance billet and officer designator codes by identifying the attainment of
qualifications, skills and knowledge, as recognized by a competent authority, in addition to those
identified by the officer designator, grade, NOBC, or subspecialty.
A full list of AQDs is in the Manual of Navy Officer Manpower and Personnel Classifications,
Volume I (NAVPERS 15839I), PART D - AQD Codes.
Common AQDs available to CEC officers are:
• 950 – CEC EIT
• 951 – CEC PE
• 952 – CEC RA
• 960 – SCW
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CHAPTER 6: THE BOARD PROCESS
THE BOARD MYSTIQUE
NPC, also referred to as NAVPERSCOM, conducts numerous boards of many types throughout
the year. Each board serves a purpose for Navy from selecting the best-qualified personnel for
promotion, to selection for redesignation, to selection for command. Some concepts or procedures
are common to all boards; others are quite different depending on the type of board convened.
Many questions about boards can be answered by visiting the NPC Helpful Information or Board
Preparation links. There is also some valuable information on the General Board Information
pages.
A COMPARISON: STATUTORY VS ADMINISTRATIVE VS SCREENING BOARDS
A Statutory Promotion Board is different than most of the other boards conducted at Naval
Personnel Command. An officer is eligible for a statutory promotion based on the annual "Zone
Message" released by the Secretary of the Navy, typically in December. You do NOT have to
submit an application or package. The law (Title 10, US Code) mandates that officers will be
considered at a prescribed time for promotion.
The function of an Administrative Board is to consider candidates for a specific program or career
milestone indicated in each board’s convening order. The boards shall consider carefully, without
prejudice or partiality, the record of every eligible candidate.
Screening Boards usually occur at certain points automatically in an officer's career such as
selection to key battalion billets or command. Therefore, a screening board may consider an
individual without any input by the officer. Some screening boards may require an application in
order to be considered.
Administrative and Screening boards are NOT promotion boards even though they may involve a
person advancing in rank (a chief being selected for CWO for example). Thus, what might apply
to a Promotion board might NOT be true for a Screening or Administrative board and vice versa.
Check the related page at the Naval Personnel Command website for specific board information.
CORRESPONDING WITH THE BOARD:
Although board recorders (see below, Board Membership) check for current and complete fitness
reports, they cannot update or contact an individual officer if there is any missing information /
documentation. Therefore, it is incumbent upon the member to make sure the board has your
complete and accurate record SIX MONTHS before a board convenes.
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You should check your Officer Summary Record (OSR) for missing data (awards, education,
Additional Qualification Designations (AQDs), Schools and Training) and your Performance
Summary Report (PSR) for any break in FITREP date continuity via the BUPERS Online Website.
Documents missing, such as fitness reports, awards, etc., any corrections or other items the eligible
officer desires to address should be forwarded to the NPC Customer Service Center via a letter to
the president of the selection board.
This written communication, defined as a letter to the board president and signed by the eligible
officer, may call the board’s attention to any matter that the officer considers important. Letters
should be concise and to the point with content the officer wants the board to consider. Some
examples to consider, though not all inclusive, are: missing FITREPS or awards, letters of
recommendation, mistakes in member’s record that have not been fixed, and any other information
the member believes needs to be communicated to the board.
Correspondence must be received by NPC, Customer Relations Management Department (PERS-
1) no later than 2359 ten days prior to the board convening date. The most up to date information
for sending in correspondence to the board can be found in MILPERSMAN 1420-010 and also at
the NPC website.
STATUTORY BOARDS – PROMOTION BOARDS
Selection boards are held annually to determine which officers will be promoted during the
following fiscal year. Selection boards consider only those individuals in the same competitive
category. The 510X officers are a distinct and separate competitive category. The LDOs (653X)
are currently a competitive category with Supply and JAG LDOs.
Each board is held at different times during the fiscal year. Information on each selection board
can be found in the Board section of the Naval Personnel Command
website.
TIME-IN-GRADE PROMOTIONS (ENS, LTJG, LT)
Ensigns (ENS) are automatically promoted to Lieutenant Junior Grade (LTJG) exactly two years
of Time-In-Grade (TIG) after their commissioning date. LTJGs are promoted to Lieutenant (LT)
on the first day of the next month after two years TIG as LTJG. For example, if an officer pins on
LTJG on July 16
th
, 2013, they will promote to LT on August 1
st
, 2015. Although there is a formal
board to review and promote LTJG to LT, it is more procedural, and almost all officers eligible
are promoted.
COMPETITIVE BOARD PROMOTIONS (LCDR AND ABOVE)
LT to Lieutenant Commander (LCDR) is the first competitive promotion board an officer will
face. All subsequent promotion boards are also competitive.
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The Board Process
The board process begins with the annual release of a NAVADMIN. The NAVADMIN announces
the names, reserve precedence numbers, and dates of rank of the Senior and Junior officer eligible for
promotion in each competitive category for the forthcoming fiscal year. The total number of officers
who may be recommended for promotion is the number closest to the percentage set forth by the
Chief of Naval Personnel, based on the current fiscal year Navy Reserve Officer Promotion Plan. This
percentage varies by year, competitive category, and by rank. Typically for CEC Officers, promotion
percentages varies between 50-70% for O3 to O4, 30-50% for O4 to O5, and 20-30% for O5 to O6.
In addition, those officers on the Reserve Active-Status List (RASL) and in the same competitive
category who are senior to the senior in-zone officer listed in their category are considered “above-
zone” and are also eligible for consideration. An officer receives two “looks,” or chances, by the
promotion board for selection to the next higher rank. In-zone and above-zone officers are considered
equally to determine which officers are best and fully qualified for promotion.
Prior to the board convening, the SECNAV releases promotion board precepts and the convening
order that provide guidance and additional information to the board members on set, community-
approved selection criteria. This insures impartial, consistent selection of the most qualified officers.
For Reserve CEC, those precepts generally consist of SCWS, PE/RA, a graduate degree, ACQ
certification, JPME, and mobilization, along with sustained, superior performance, as documented in
competitive FITREPs. For the most current board precepts, visit NPC.
“ The tank” is the actual room in Millington, TN where boards review eligible officers’ records to
select the best qualified officers and recommend them for promotion. The board will consist of five
to six members, typically commanders and captains, that review and vote on their confidence of the
eligible officer to perform duties at the next higher rank. Officers are given confidence intervals
(scores) of 100, 75, 50, 25 and “no.” Each member will score the eligible officer, and the scores are
then averaged. Once all eligible officers are scored, the top percentage are marked as having full
confidence and will be recommended for selection for promotion. The bottom percentage will be
removed from consideration. The remaining officers who scored in the middle of the group will be
re-evaluated in the “crunch zone.”
The board will review records until they reach the percentage of officers allowed for promotion.
When a promotion selection board adjourns, the results from the board are included in a package
called the Board Record of Proceedings. The package is sent up through various approval
authorities, and generally takes about three months to be published as an ALNAV message.
After you are Selected for Promotion
You will be promoted on or after 1 October of the next fiscal year depending on your seniority
versus the other officers selected for promotion and the phasing plan. For reservists, promotion
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timing will typically be determined by the annual phasing (promotion) plan issued by BUPERS-
3, in Millington, TN. The phasing plan is the promotion plan that provides the number of officers,
by paygrade and competitive category, that should be allowed to be promoted each month.
However, the phasing plan is not the final authority for promotion. The final authority is the
monthly promotion NAVADMIN. The NAVADMIN is typically released the last week of each
month announcing promotions that will be effective the first day of the following month. These
messages can be viewed on the Navy Personnel Command website.
TIG requirements and promotion percentages to the next higher rank vary by fiscal year. Estimated
TIG and promotion percentages for the next few years can be obtained from the Reserve CEC
Community Manager. Minimum TIG varies between four and eight years, depending on rank and
year group, so it is important that an officer check their record three years after being promoted to
LT, LCDR, Commander (CDR), and Captain (CAPT).
COMMAND SCREENING BOARDS
Officers competing for command assignments must be screened at each rank prior to their
assignment to command. The screening consists of three components. The attainment of command
qualification prerequisites (CQPs) and subsequent completion of the associated Personnel
Qualification Standards (PQS) can be completed at the LCDR to CAPT level. The second
component is a pass/fail oral board. The third component is an administrative board in which the
prospective officer is screened for command.
There is currently about a 30% selection rate for command, based on five O-5 level command
billets, and two O-6 level command billets. A ”Bank” list is maintained by Reserve Officer Career
Manager of those officers who have successfully screened for command; future NMCB and NCR
commanding officers are selected from this pool.
BOARD MEMBERSHIP
Participating on a selection board is highly encouraged and should in fact be seen as your
professional duty to participate in at least one board during your career. Understanding, in-person,
how boards operate and what boards look for will greatly improve your ability to write officer
FITREPS and enlisted evaluations. Also, for senior officers, some of the senior offices and
admirals who sit on the promotions boards with you may sit on your promotion board. Working
with them on prior boards will give them personal experience of your professionalism and
character. Also, being a member or recorder on a board provides a unique opportunity to shape
the future of the Reserve Civil Engineer Corps. If you would like to volunteer to serve on a board,
contact the Reserve CEC Career Manager.
Promotion boards are typically composed of the following members:
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President: Most promotion boards will be presided over by a Flag Officer, at a minimum, with the
exception of LCDR board which may be presided over by a CAPT.
Members: There are typically a minimum of five members in a promotion board. Members must
already have attained the rank for the board they are sitting. For example, you must be a LCDR to
sit on a LCDR board. It is more common to see promotion boards composed of officers that are
one to two ranks senior to the board level. Members are responsible for reviewing and voting on
records in “the tank.” Membership may include up to three RC CEC officers, one or more AC
CEC officers and one non-CEC AC/RC Designator.
Recorders/Assistant Recorders: Recorders and assistant recorders are the most junior officers able
to participate in the promotion board process. They are typically LTs and LCDRs (not board
eligible), though opportunities exist for LTJGs. Recorders arrive before the board convenes and
prepare in-zone officers’ records for review in “the tank,” and assist in administrative duties during
the board process.
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CHAPTER 7: MOBILIZATIONS
DESCRIPTION AND PURPOSE
Mobilization is the act of assembling Reserve forces for active duty in times of war or national
emergency. Since the beginning of the Global War on Terrorism (GWOT), the Navy has deployed
Sailors, including RC CEC officers and Seabees, on a temporary basis to the various combatant
commanders in support of Overseas Contingency Operations (OCO). The CEC RC offers strategic
depth in construction and engineering capabilities to support combatant commander (CCDR)
requirements worldwide.
TYPES OF MOBILIZATIONS
There are two primary CEC officer conduits for mobilization: individual augmentation (IA) and
NCF Unit mobilization.
INDIVIDUAL AUGMENTEE (IA) MOBILIZATIONS
An IA includes any sailor in receipt of deployment orders to include Individual Augmentee
Manpower Management (IAMM) assignments, Global Support Assignments (GSA), Overseas
Contingency Operation Support Assignment (OSA), individual RC personnel not mobilized as
part of an established commissioned unit (RC Mob).
The CEC RCM is the sourcing officer for non-unit (non-NCF) IA assignments. He or she receives
CEC RC officer IA manning requirements from United States Fleet Forces Command (USFFC)
via CNRFC, typically 20 to 30 personnel per year, and will periodically send out email
notifications to solicit interest in upcoming deployment opportunities. If no officer volunteers for
a particular deployment, the RCM will review the “Dwell Well” to involuntarily mobilize an
officer (see section below on Dwell Time).
If there are multiple officers applying for a particular mobilization, the officer that is best and fully
qualified will be selected. The IA assignment process applies to all 5105 and 6535 officers. Only
officers presently in a paid SELRES are currently being considered for non-voluntary IA
mobilizations. However, by Title 10 U.S.C. 12302, members of the IRR and in a VTU status are
subject to involuntary mobilization, should the need arise.
NCF UNIT MOBILIZATIONS
NCF mobilization billets are sourced in accordance with NECC USFFC guidance.
Rotating reserve NCF-unit mobilizations have been the norm for the Seabee community in the past
15+ years. From 2003 through 2015, the NCF consistently deployed NMCBs and NCRs as entire
units to Iraq and Afghanistan. Full-battalion and full-regiment deployments concluded in 2014
and 2015, but emerging demands on both coasts have kept reserve Seabee battalions employed.
47
Active duty NMCBs routinely deploy to PACOM and EUCOM/CENTCOM/AFRICOM on a 6-
month deployed, 12-month homeport cycle. Operational demands for the battalions, who deploy
in support of EUCOM/CENTCOM/AFRICOM/PACOM missions have increased within the past
several years and RC Seabee manpower is needed to augment the battalions. The RC Seabee force
flow currently, and for the foreseeable future, calls for small, partial-battalion, task-tailored groups
of Seabees on a rotating schedule. A small handful of RC CEC officers are part of each task-
tailored group.
For these deployments, the mobilization process is roughly the same as an IA mobilization,
although you will be going through the mobilization process with many Seabees from the same
battalion. There will also be an I-Stop (see mobilization process, below) to complete in Gulfport,
MS, after Expeditionary Combat Readiness Command (ECRC) and before you deploy. The
deployment experience during your NCF-unit mobilization will differ from an IA deployment
based on you mission and supported CCDR.
CAREER BENEFITS
Mobilizations provide RC CEC officers invaluable experience that can benefit both their military
and civilian careers.
RESERVE EXPERIENCE AND PROMOTION
Although mobilization isn’t explicitly required for promotion, it is looked upon favorably by
promotion boards and also provides officers invaluable, practical experience within the Naval
Construction Force. Per the O-4, O-5, and O-6 board convening orders, experiences in overseas
contingency, humanitarian assistance/disaster response, and theater security cooperation program
operations are valued. Assignments with an operational unit or as an IA are considered equally.
The experience you gain while mobilized will help you as you become more senior in the CEC
community and as a staff engineer in higher commands.
MOBILIZATION AND YOUR CIVILIAN JOB
Currently, all RC CEC officers, whether mobilized as an IA or as part of an NCF unit, are
considered “involuntarily mobilized,” even if they volunteered to deploy. Once mobilized, all
members are protected under Uniformed Services Employment and Reemployment Rights Act
(USERRA) of 1994. Sailors should provide as much notice as possible to employers. However,
there is not a specific minimum period of notice required under USERRA. Legislative history is
indicative that the lateness of the notice to the civilian employer should not hinder the right to
reemployment upon return, especially when the member had little or no notice from the military.
Under USERRA, members are not required to provide a copy of military orders to the employer.
However, it is recommended that members provide their employers documentation as available.
Employers are permitted and encouraged to call the member’s commanding officer.
48
An employer cannot deny a member’s requirement to serve. A member is required to provide a
notice, but not to obtain permission from your employer to serve. For more information, service
members should refer to USERRA guidance.
PROCESS
Mobilization and deployment for a SELRES consists of several phases: Pre-deployment and
Activation, Train and Equip, Deployment and Boots-on-Ground, and Re-deployment and release
from active duty.
PRE-DEPLOYMENT AND ACTIVATION
The pre-deployment phase is a complete administrative/ medical screening procedure to ensure a
Sailor's suitability for deployment, followed by training and administrative preparation of the
Sailor and his or her dependents for deployment.
Pre-deployment begins with notification of orders to active duty. The unit, or individual, will be
alerted for possible deployment and will receive orders to mobilize. Upon receiving a mobilization
alert, preparation for deployment begins including required briefings, additional training, medical
and dental evaluations, and possibly counseling to ensure that service members are ready and able
to be deployed. The purpose of pre-deployment activities is to prepare the Sailor for mobilization,
primarily by completing the Expeditionary Screening Checklist (ESC) and attending a Deployment
Readiness Training (DRT) event.
Pre-deployment ends when the Sailor departs his or her Parent Command (a Naval Operation
Support Center (NOSC), for reservists) for the ECRC.
TRAIN AND EQUIP
The purpose of Train & Equip phase activities is to provide general and mission-specific training
and gear issue for the IA Sailor.
During the Train & Equip phase the Individual Augmentee (IA) Sailor processes through the
ECRC (formerly NMPS) and any other required training. Typically, this involves one or more
intermediate stops (I-Stops) for training, including Navy IA Combat Training (NIACT) at an Army
installation, and the completion of online courses. IA training may require IA Sailors to change
locations one or more times to complete all training.
Train & Equip phase ends when the IA Sailor departs his or her final I-Stop (Intermediate Stop)
for the theater.
DEPLOYMENT AND BOOTS-ON-GROUND
The purpose of the Boots on Ground (BOG) phase is to perform the mission designated by the
Combatant Commander.
49
The deployment phase of the cycle begins with the physical movement of individuals and units
from their final I-Stop to the designated theater of operations. During the BOG phase the IA Sailor
performs their designated mission at the ordered ultimate duty station. This phase of the
deployment cycle may be a very stressful time for service members and their families as they face
the realities of a deployment and what that means for them. The remainder of the deployment
phase primarily involves the performance of military duties in support of the mission either in the
theater of operations (overseas) or within the United States. Near the end of the deployment phase,
the unit will begin preparations for its return to the home installation, culminating with the unit’s
redeployment home.
REDEPLOYMENT, RELEASED FROM ACTIVE DUTY
The purpose of the redeployment phase, also referred to as Return, Reunion, and Reintegration
(R3), is to facilitate the return of the IA Sailor and medical/family/unit/civilian employment
reintegration.
During this phase the IA Sailor returns home and transitions back to their NOSC. Individual
branches of Service provide additional briefings, training, medical evaluations, and counseling to
assist service members in reintegrating into normal life. These briefings and evaluations provide
service members with critical information should they experience any emotional or physical issues
later on as a result of the deployment. Service members and their families may experience some
stress during this phase, as everyone readjusts to life together. Many support services are available
for service members and their families to make this readjustment easier, either through the
branches of service or through the community.
The redeployment phase ends when nine months have passed since the IA Sailor's return, Post
Deployment Health Assessment (PDHA) is completed, and all medical issues have been resolved.
DWELL TIME
In order to provide reservists sufficient time in their civilian lives to maintain their careers and be
with their families, the DoD has instituted a “Dwell time” ratio. Using the ratio, reservists who
have been deployed for a certain amount of time cannot be involuntarily mobilized within a
specific amount of time after returning from their last mobilization. For Navy reservists, the
current ratio is 1 to 5. For example, a reservist who was mobilized for 12 months has a dwell time
of 60 months, or a maximum of five years, beginning on the date they demobilize, during which
they cannot be involuntarily mobilized. The mobilization period is calculated from the start date
of involuntary activation to the date of demobilization. If a sailor wished to mobilize before their
dwell time is finished, they must submit a signed form waiving their dwell time.
The CEC RCM receives a “Dwell Well” list of CEC RC SELRES officers. This list will provide
officer-specific information about member’s dwell expiration dates, and whether they were
previously mobilized as an IA or as part of an NCF-unit mobilization. The “Dwell Well” list is
used to identify candidates when no volunteer is identified and to determine non-volunteer
50
candidates necessary to fill both IAs and unit mobilizations. Members are encouraged to contact
the RCM with questions about their dwell status.
ADMINISTRATIVE RESPONSIBILITIES WHILE MOBILIZED
FITREPs
As an IA, you may be the only Sailor for hundreds of miles. As a result, you are advised to take
responsibility for your career and make yourself knowledgeable on IA performance report
requirements. No matter what the trait scores or comments, you can ensure your performance
report is correctly filled out. Some specific resources to help IAs are located at the Navy Individual
Augmentee webpage.
Physical Readiness
The IA pre-deployment and pre-mobilization process screens for physical readiness acceptability
and accounts for the duration of the assignment. U.S. Navy personnel serving in support of OCO
may be unable to comply with the standards required to conduct an authorized U.S. Navy physical
readiness and remedial program. Other mitigating factors that may preclude conducting a practical
physical readiness program include: combat environment, harsh environmental conditions with
extreme weather variables prevalent throughout the theater of operations, operating tempo, and
assignment to isolated areas which preclude successful test and administration. Per OPNAVINST
6110.1J commanders have authority to suspend such testing.
Emergencies
During the BOG phase, IA Sailors should address emergencies through their chain of command,
as would active duty sailors in any other operational context. Sailors and their families should be
aware of the numerous support networks and services designed
to assist them during the
deployment period.
REFERENCES
For more information about mobilization and mobilization opportunities, contact your RCM.
Other relevant links include the NPC Website and the Navy Reserve Homeport
.
51
CHAPTER 8: RESERVE SPECIFIC GUIDANCE
All reservists, regardless of status, operate under the BUPERSINST 1001.39F, Administrative
Procedures for Navy Reservists. This career guide only summarizes portions of the BUPERINST,
Members should be fairly familiar with this instruction.
RESERVE STATUS
Each member in the Navy Reserve who is not on the Active Duty List (ADL) falls into one of
three categories: Ready reserves (USNR-R), Standby Reserve (active USNR-S1 and inactive
USNR-S2), and Retired Reserve (USNR-Retired). Table 8.1 shows each category and
subcategories. The status within each category are defined below:
USNR-R. The USNR-R is composed of the SELRES and the IRR. Members who drill for pay are
in the SELRES. Members not assigned to a pay billet are in the IRR. Members in the IRR either
participate in a VTU or are assigned to the Active Status Pool (ASP).
USNR-S1. Navy Reservists are transferred to the USNR-S1 by NPC (PERS-911/913). They are
in an active status and are eligible to participate in a Navy Reserve program without pay for
retirement point credit only. They may not receive pay, allowances, or travel allowances for any
drill participation, ADSW, or Active Duty for Training (ADT). All officers in this category
continue to be eligible for promotion consideration. Enlisted members in this category are not
eligible for advancement unless they are drilling in a VTU and are not subject to High Year Tenure
(HYT).
USNR-S2. Members transferred to the USNR-S2 by NPC (PERS-911/913) are in an inactive
status. They may not participate for retirement points or pay and may not be assigned to any Navy
Reserve organization other than the Inactive Status Pool. They may not be considered for
advancement or promotion. If they have been selected for advancement or promotion but not
advanced or appointed to the higher rank or rating at the time of their transfer to the USNR-S2,
that promotion or advancement will not take effect.
USNR-Retired. Reservists in the USNR-R, USNR-S1, and USNR-S2 are transferred to the Retired
Reserve upon request or as directed per OPNAVINST 1820.1. Members of the USNR-Retired are
subject to recall to Active Duty in time of war, or national emergency declared by Congress, or
when otherwise authorized by law. Members in the Retired Reserve are in a retired status. Unless
recalled to Active Duty, they may not receive retirement point credit, be advanced, or promoted.
52
Table 8.1: Reserve Status
* Members in an Active Status on the Reserve Active Status List (RASL) are eligible for promotion
ORDER TYPES
Inactive Duty Training (IDT): IDT consists of the monthly 4 drill periods (2 per day), typically
performed at the individual’s normal drill site each month on a weekend.
Inactive Duty Training-Travel (IDTT): IDTT is travel with orders, authorizing the member to
perform IDT at another site, usually the individuals gaining command.
Annual Training (AT): AT is a period of active duty, typically between 12-29 days, to perform
duty for operational or training needs for the individual, member’s gaining command, or other
needs of the Navy.
Active Duty Training (ADT): ADT is a period of active duty intended to support a specific training
requirement and assist a command that has ADT funding available. Members may only use ADT
orders when they are requested and approved by a command. The command requesting ADT
orders for a member will provide the funding for the orders. Periods of ADT satisfy the AT
requirement. ADT orders cannot exceed 180 days.
Active Duty for Special Work (ADSW): ADSW orders are issued for a duration of 30 or more
days but cannot exceed 365 days (including the period required for processing onto active duty
and release from active duty). Orders do not cross fiscal year boundaries.
ACTIVE STATUS
INACTIVE
STATUS
RETIRED
STATUS
READY RESERVE
S-1
Standby
Reserve
Active
Key
Federal
Employees
Hardships
S-2
Standby
Reserve
Inactive
Can’t earn
points or
promote
Retired
Reservists
Qualified
for Non-
regular
Retirement
or Regular
Retirement
Reserves
on AD
Selected
Reserve
Individual
Ready Reserve
Drilling
reservists
(in pay)
FTS
CANREC
Once year
Recall
VTU
Voluntary
Training
Unit
Drill
Non-pay
ASP
Active Status
Pool
SAT years thru
Correspondence Courses,
Non-Pay Drills
53
The ADSW program supports Navy mission requirements for which no permanent duty billet or
position is programmed and where active duty personnel with the required skills are not
reasonably available.
CROSS ASSIGNMENT
Cross Assignments are reservists who are Cross-Assigned Out (CAO) from a local Training Unit
Identification Code (TRUIC) (Local Drill Site or NOSC) and Cross-Assigned In (CAI) to the Unit
Mobilization Unit Identification Code (UMUIC) (gaining command or operational unit) unit where
the mobilization billet resides. Cross assignments are used to fill billets with Sailors residing in
non-fleet concentration areas and reduce the number of personnel in an IAP status.
For example, a sailor may be attached to a battalion, such as NMCB 18, through their UMUIC.
Each battalion has a set of geographic NOSCs where their detachments reside. A sailor whose
home NOSC is Eugene, OR is in the geographic coverage of NMCB 18, even though there is not
an organized Seabee detachment at that NOSC. This sailor would likely have a TRUIC to the
Operational Support Unit (OSU) at the Eugene NOSC and would be CAO from this unit. The
sailor would be CAI to NMCB 18 based on their UMUIC, which would identify NMCB 18 as the
gaining command and operational unit.
RETIREMENT POINTS
Members of the Navy Reserve have a different pay and retirement system than Active Duty service
members. The Reserve retirement system is set up with the same principals as the Active Duty
system, but instead of calculating retirement based on years of service, it is calculated using
Retirement Points. Understanding how Retirement Points are earned is essential to understanding
when you will be eligible for retirement, and how to calculate the value of a Reserve pension.
A qualifying/satisfactory year of service is defined as an anniversary year (365 days) in which a
member is credited with 50 or more retirement points. If you fail to earn the minimum 50 points
per year, that year will not count towards retirement. There is a difference between the total years
of service and satisfactory years. Years of service are basically years under contract based on the
pay entry base date; not calendar year. They “year” for every officer is different. Retirement points
can be earned by performing drills, courses, annual training/active duty training and active duty.
For more information regarding retirement, reference MILPERSMAN 1800 series on the NPC
website.
Active Service
Sailors on Active Duty (AD), ADT, and AT are awarded one retirement point for each calendar
day they serve in one of these categories. Additional retirement points cannot be awarded for other
activities while in an active duty status.
54
Inactive Duty Service
Inactive point credit is earned for IDT, both paid and non-paid, IDTT, Reserve membership,
equivalent instruction, and completion of correspondence courses.
• 15 points for each year of membership in the Navy Reserve.
• One point for each unit training assembly (such as IDT or IDTT unit). Paid IDT periods
are at least four hours in length. Non-paid IDT periods are at least three hours in length.
If two IDT periods are performed in a single day they each must be at least four hours in
length, and no more than two IDTs may be performed in a 24-hour period.
• One point for each day in which a member is in a funeral honors duty status.
• Satisfactory completion of accredited correspondence courses at one point for each four
credit hours earned, during non-paid time (see BUPERSINST 1001.39 CH-1 and DODI
1215.7.). See the Navy Reserve Homeport for a list of approved courses.
The number of inactive duty points that can be credited in any single anniversary year (sum of
drills, courses and membership points) varies by year based on the National Defense Authorization
Act. Members are currently authorized to earn 130 inactive points per year.
Points from these inactive duty sources may be added to points earned from active duty and active
duty for training for a maximum total of 365 or 366 points per retirement year. Officers should
make every effort to submit non-paid points to reach 130 each year. Congress approved 130 max
points because National Guard and Reserves spend ample amount of time while not being paid.
Ensure to submit those additional days continually so that the Congress or the Navy doesn’t take
away these additional days.
Rescheduling Drills
IDT drill periods scheduled for weekends do not have to be completed during the NOSC-appointed
time; they may be rescheduled to support unit or personal requirements and accommodate
conflicts. Moving drills must be approved by the unit CO or authorized designee, such as a
detachment OIC. Drill dates and reschedules are managed in EDM on the NSIPS webpage.
55
ARPR/ASOSH
Reserve sailors can log on to BUPERS Online at www.bol.navy.mil to view their Annual
Retirement Point Records (ARPR) and Annual Statement of Service History (ASOSH), to view
the drill points they have earned. The ASOSH breaks down a sailor's annual points into inactive
points - such as drills, courses and membership - and active points, such as active duty time and
annual training. After each year, it lists total points accrued and whether the service year counts
as qualifying.
Points are updated regularly and are calculated from the anniversary date of the Sailor's affiliation
with the Navy or Navy Reserve. If there are any discrepancies in your point record, contact your
NOSC or Commander, NPC (PERS-912).
A sample ASOSH is provided below, showing point break-downs into inactive and active duty
points.
RETIREMENT FROM THE NAVY RESERVE
After attaining 20 years of qualifying service, PERS 912 will automatically issue a (NOE) Notice
of Eligibility for non-regular service retirement, typically within 1 year or approximately 3 months
after the end of the anniversary year after the member has met all the requirements. A reservist can
56
request to start the process for Non-Regular Reserve Retirement upon receipt of this NOE. Utilize
your (ASOSH) Annual Statement of Service History to determine qualifying years.
Entitlements:
1. Retirement Pay: Retirement pay starts when a reservist reaches age 60; however per
(NDAA) National Defense Authorization Act 2008 allows qualified Reservists to start
receiving retired pay earlier that age 60. With each 90 day aggregate of active duty
completed in a fiscal year after 28 January 2008, or in any two consecutive fiscal years
after 30 September 2014, will allow a member to begin receiving retired pay three months
earlier than age 60.
2. Medical Benefits: A reservist does not receive medical benefits until officially 60 years of
age. However; If you retire before age 60 ‘gray area retiree’s are eligible for TRICARE
Retired Reserve and TRICARE Retiree Dental Program.
3. Reserve Id Card: Once retired you are issued a reserve ID card you are entitled to
access bases, for commissary’s, MWR, MAC flights etc.
4. Reserve Component-Survivor Benefit Plan: Allows members who have attained 20
qualifying years in the Reserve Component to leave their beneficiaries with the benefit of
a monthly annuity payment. This monthly annuity lasts the lifetime of the beneficiary after
the member passes away.
See NAVPERS for official requirements
57
CHAPTER 9: RESOURCES
The Reserve CEC career guide is one tool to be used in structuring a successful career. There is
no one perfect career template or requirement to guarantee promotion and success. Changes in the
Navy mission and organization will change the mission requirements for our role as Civil Engineer
Corps officers. The review of this guide, review of the current CEC Community Program Brief,
US Navy Reserve policies, and other instructions will help ensure you are up to date on new
requirements and possible training opportunities. Whenever you look for guidance make certain
you have the most up to date instruction and validate your findings with mentors and community
leaders. Continuing to refine your skills, record your achievements, and look for diverse leadership
and challenging jobs is a great way to develop personally and as a CEC officer.
WEBSITES
Below are websites typically used by reservists for quick reference. Some are USN sponsored
while others are not. Inclusion in this document does not constitute support by the USN, Reserves,
or the CEC.
Bupers Online: A single point of entry application for logging into numerous web-based
applications maintained by the Naval Personnel Command in Millington, TN.
www.bol.navy.mil
DEERS verification and self service
www.dmdc.osd.mil/self_service
Defense Finance and Accounting Service (DFAS): View your Leave and Earnings Statements,
access tax information forms, like your W-2, and view your Savings Deposit Program
contributions.
mypay.dfas.mil
Defense Travel Service (DTS): Book travel and vouchers for official travel on military orders.
www.defensetravel.osd.mil
LCDR Kelly Beamsley: Unofficial US Navy Information and Training Resource. Your one-stop-
shop for all navy websites and quick links.
http://kellybeamsley.com/navy/
Military One Source: Military OneSource offers a wide range of individualized consultations,
coaching and counseling for many aspects of Military Life. For warrior guardians, military families
and entire military community.
www.militaryonesource.mil
58
My Navy Portal: A program to build an integrated web portal that consolidates the Navy’s
Human Resource (HR) portals, knowledge, and applications into a consolidated and simplified
user experience.
my.navy.mil
Naval Facilities Engineering Command
www.navfac.navy.mil
Navy Reserve Homeport – JOAPPLY/APPLY, NROWS, main hub for all Reservist.
www.public.navy.mil/nrh
Navy Standard Integrated Personnel System (NSIPS) & EDM single, field-entry, electronic pay
and personnel system for all USN/USNR Sailors
nsipsprod.nmci.navy.mil
Naval Expeditionary Combat Command
www.public.navy.mil/necc
Outlook Web Access: Provides CAC-enabled access to your navy.mil account on your personal
computer.
https://webmail.east.nmci.navy.mil/exchange/
https://webmail.west.nmci.navy.mil/exchange/
Seabees Website
www.public.navy.mil/seabee
Tricare: Official health care program website for uniformed service members, retirees, and their
families he
tricare.mil
U.S. Navy Awards
awards.navy.mil
NOSC
The NOSCs are the reserve centers for the Navy. There are NOSCs in all 50 states and in some
US territories. The mission of a NOSC is to provide the administrative support required to Navy
Reserve personnel. You can find information on each individual NOSC at the Navy Reserve
Homeport.
59
READY TO SERVE (R2S)
Ready to serve is a mobile device application that has been designed to allow Navy personnel to
access Navy CAC-enabled websites from their smart phones and tablets. Register for the
application can be completed through the My Navy Reserve Homeport
(https://www.mynrh.navy.mil).
CAC Readers for the mobile devices are required and can be obtained, at no cost, once
you complete the online registration.
60
ACRONYM LIST
ABFC
Advanced Base Functional Component
ABSC
Active Billet Sequence Code
ACB
Amphibious Construction Battalion (see also PHIBCB)
ACE
Activity Civil Engineer
AD
Active Duty
ADT
Active Duty for Training
ADSW
Active Duty for Special Work
AFSC
Armed Forces Staff College
AIA
American Institute of Architects
AICP
American Institute of Certified Planners
AKO
Army Knowledge Online
ANSI
American National Standards Institute
APA
American Planning Association
APC
Acquisition Professional Community
APWA
American Public Works Association
AQD
Additional Qualification Designation
ARE
Architect Registration Examination
AROICC
Assistant Resident Officer in Charge of Construction
ARPR
Annual Retirement Point Records
ASCE
American Society of Civil Engineers
ASME
American Society of Mechanical Engineers
ASOSH
Annual Statement of Service History
ASP
Active Status Pool
AT
Annual Training
AWF
Acquisition Work Force
AXP
Architectural Experience Program
BCNR
Board of Correction of Naval Records
BIL/PERS
Billet/Personnel (Reserve Unit Assignment Document)
BOG
Boots on Ground
BUPERS
Bureau of Personnel (previous name of Naval Personnel
Command)
CAO
Cross-Assigned Out
CAP
Critical Acquisition Position
CAPT
Captain
CBC
Construction Battalion Center
CBHU
Construction Battalion Hospital Unit
61
CBMU
Construction Battalion Maintenance Unit
CBU
Construction Battalion Unit
CCCT
Contingency Construction Crew Training
CCDR
Combatant Commander
CCM
Certified Construction Manager
CEM
Certified Energy Manager
CM
Construction Management
CDR
Commander
CEC
Civil Engineer Corps
CECOS
Civil Engineer Corps Officer School
CERT
Contingency Engineering Response Team
CESP
Civil Engineering Support Plan
CEU
Contingency Engineering Unit
CINCEUR
Commander in Chief, Europe
CINCLANT
Commander in Chief, Atlantic
CINCLANTFLT
Commander in Chief, Atlantic Fleet
CINCPAC
Commander in Chief, Pacific
CINCPACFLT
Commander in Chief, Pacific Fleet
CINCUSNAVEUR
Commander in Chief, U.S. Naval Forces Europe
CMDCM
Command Master Chief
CNO
Chief of Naval Operations
CNO PRP
Chief of Naval Operations Professional Reading Program
CNRF
Commander, Naval Reserve Force (see also COMNAVRESFOR)
CNRFC
Commander Navy Reserve Forces Command
CNSRF
Commander, Naval Surface Reserve Force (see also
COMNAVSURFRESFOR)
CO
Commanding Officer
COC
Combat Operations Center
COCOM
Combatant Command
COMNAVRESFOR
Commander, Naval Reserve Force (see also CNRF)
COMNAVSURFRESFOR
Commander, Naval Surface Reserve Force (see also CNSRF)
CONUS
Continental United States
CPO
Chief Petty Officer
CSO
Chief Staff Officer
CWO
Chief Warrant Officer
DAU
Defense Acquisition University
DAWIA
Defense Acquisition Workforce Improvement Act
DCOI
Direct Commission Officer Indoctrination
Det OIC
Detachment Officer in Charge
62
DoD
Department of Defense
DON
Department of the Navy
DOPMA
Defense Officer Personnel Management Act
DPC
Duty Preference Card
DRT
Disaster Recovery T earn
ECRC
Expeditionary Combat Readiness Command
EEU
Environmental Engineering Unit
EFA
Engineering Field Activity
EFD
Engineering Field Division
EIT
Engineer in Training
EMPRS
Electronic Military Personnel Records System
ENS
Ensign
ESC
Expeditionary Screening Checklist
ESSL
Engineering Subspecialty Skill Codes and Skill Levels
EVAL
Evaluation Report
FAR
Federal Acquisitions Regulations
FCLD
Fleet Centered Leader Development
FITREP
Fitness Report
FMF
Fleet Marine Force
FMP
Facility Mobilization Plan
FSO
Facilities Support Officer
FY
Fiscal Year
GMT
General Military Training
GSA
Global Support Assignments
GWOT
Global War on Terrorism
HSAP
Health Services Augmentation Program
HYT
High Year Tenure
IA
Individual Augmentation
IAMM
Individual Augmentee Manpower Management
IAP
In-Assignment-Processing
IDESIG
Individual Designator and Paygrade (on RUAD)
IDT
Inactive Duty Training
IDTT
Inactive Duty Training Travel (used to travel to remote drill site)
IEEE
Institute of Electrical and Electronics Engineers
IRAD
Individual Readiness Assessment Designator
IRR
Individual Ready Reserve
JDAL
Joint Duty Assignment List
JEOC
Joint Engineer Operations Course
JIT
Joint Individual Training
63
JO
Junior Officer
JOM
Joint Officer Management
JPME
Joint Professional Military Education
JPOC
Joint Planning Orientation Course
JQO
Joint Qualified Officer
JQS
Joint Qualification System
JOPES
Joint Operations, Planning, and Execution System
JOPS
Joint Operation Planning System
JTCEM
Joint Task Force Contingency Engineering Manager
JTF
Joint Task Force
KLP
Key Leadership Position
LACM
Local Area Coordination for Mobilization
LCDR
Lieutenant Commander
LDO
Limited Duty Officer
LSMP
Logistic Support and Mobilization Plan
LT
Lieutenant
LTJG
Lieutenant Junior Grade
MAGTF
Marine Air Ground Task Force
MCB
Marine Corps Base
MCICOM
Marine Corps Installations Command
MEF
Marine Expeditionary Force
MLO
Material Liaison Officer
NAMMOS
Navy Manpower Mobilization System
NATMIS
NAVFAC Acquisition Training Management Information
System
NAVFAC
Naval Facilities Engineering Command
NAVFACENGCOM
Naval Facilities Engineering Command
NAVFINCEN
Naval Finance Center
NAVRES
Naval Reserve
NAVRESCEN
Naval Reserve Center
NCARB
National Council of Architectural Registration Boards
NCB
Naval Construction Brigade
NCF
Naval Construction Force
NCFSU
Naval Construction Force Support Unit
NCR
Naval Construction Regiment
NECC
Navy Expeditionary Combat Command
NEI
NAVFAC Executive Institute
NEPLO
Navy Emergency Preparedness Liaison Officer
NFCTC
Naval Facilities Contracts Training Center
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NLO
Naval Liaison Officer
NMCB
Naval Mobile Construction Battalion
NPC
Navy Personnel Command (formerly BUPERS)
NMPS
Navy Mobilization Processing Site
NOBC
Naval Officer Billet Code
NOSC
Naval Operational Support Center
NRA
Naval Reserve Association
NRCEP
Naval Reserve Contingency Engineering Program
NROTC
Naval Reserve Officer Training Corps
NRPC
Naval Reserve Personnel Center
NRQO
Naval Reserve Qualifications Questionnaire
NRUM
Navy Reserve Unit Management
NSPE
National Society of Professional Engineers
NTC
Naval Training Center
NCTC
Naval Construction Training Center
OCO
Overseas Contingency Operations
OCONUS
Outside the continental United States
OCS
Officer Candidate School
OIC
Officer in Charge
OICC
Officer in Charge of Construction
OJT
On-the-job-training
OMC
Officer Manpower Coordinator
OPNAV
Office of the Chief of Naval Operations
OPS
Operations
OPSCEN
Operations Center
OSA
Operation Support Assignment
OSAM
Officer Sea and Air Mariner
OSR
Officer Summary Record
OSU
Operational Support Unit
P-IR
Naval Reserve Civil Engineer Corps Directory
PAO
Public Affairs Officer
PDF
Portable Document Format
PE
Professional Engineer
PG
Postgraduate
PHIBCB
Amphibious Construction Battalion (see also ACB)
PMI
Project Management Institute
PMP
Project Management Professional
PNOBC
Primary Naval Officer Billet Code
PRCP
Personnel Readiness Capability Program
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PP
Professional Planner
PRD
Projected Rotation Date
PSR
Performance Summary Record
PSD
Personnel Support Detachment
RA
Registered Architect
RAD
Release from Active Duty
RADM
Rear Admiral
RBSC
Reserve Billet Sequence Code
RBTP
Reserve Billet Training Plan
RCEC
Reserve Civil Engineer Corps
RCEM
Reserve Contingency Engineering Manager
RCM
Reserve Career Manager
REDCEN
Readiness Center
REDCOM
Naval Reserve Readiness Command
RESCEN
Reserve Center
RFAS
Reserve Force Assignment Substitution
RFMT
Reserve Force Management Tool
RILC
Reserve Intermediate Leadership Course
ROA
Reserve Officer Association
RODC
Reserve Officer Data Card (used to provide military history and
professional data)
ROICC
Resident Officer in Charge of Construction
RO MIS
Reserve Officer Management Information System
ROPMA
Reserve Officer Personnel Management Activity
RSA
Reporting Senior’s Average
RSS
Readiness Support Site
RUAD
Reserve Unit Assignment Document
S3
Operations Officer
SAME
Society of American Military Engineers
SAP
Simplified Acquisition Procedures
SBI
Special Background Investigation
SCE
Staff Civil Engineer
SCW
Seabee Combat Warfare
SECNAV
Secretary of the Navy
SELRES
Selected Reserve
SGLI
Servicemen's Group Life Insurance
SMSA
Seabee Memorial Scholarship Association
SSN
Social Security Number
SOLC
Senior Officer Leadership Course
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SORTS
Status of Resources and Training System
TAR
Training and Administration of the Reserve
TCEM
Theater Contingency Engineering Manager
TIG
Time in Grade
TQL
Total Quality Leadership
TQM
Total Quality Management
TRUIC
Training Unit Identification Code
TS
Top Secret
UCMJ
Uniform Code of Military Justice
UCT
Underwater Construction Team
UIC
Unit Identification Code
UMUIC
Unit Mobilization Unit Identification Code
URL
Unrestricted Line
USA
United States Army
USAF
United States Air Force
USFFC
United States Fleet Forces Command
USMC
United States Marine Corps
USN
United States Navy
USNR
United States Naval Reserve
VGLI
Veterans Group Life Insurance
VTU
Voluntary Training Unit
XO
Executive Officer
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APPENDIX A: CAREER PROGRESSION CHARTS
Figure A.1: RC CEC Career Progression
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Figure A.2: RC CEC LDO Career Progression
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APPENDIX B: JOINT ENGINEER OPERATIONS COURSE
ATTENDANCE “HOW-TO GUIDE”
Subject: Joint Engineer Operations Course Attendance “How To Guide”
Purpose: To clearly define how a member can attend the Joint Engineer Operations Course
(JEOC).
Required steps: 1) Obtain quota via CECOS, 2) Apply for ADT Schools via NCG2 N7, 3)
Complete Distributed Learning Phase.
Who should take the course:
Required: CEC Officers (senior 0-3s, and junior 0-4s), E-7/8/9 enrolling in Army-Navy Exchange
Program.
Recommended: CEC Officers (senior 0-3s, and junior 0-4s), E-7/8/9 going to JTF, COCOM, Fleet
billets, deploying NCR, deploying with Army unit as an IA.
The JEOC is a two-phase course designed for selected engineer officers (senior 03s and junior
04s), senior noncommissioned officers, and government civilians who may serve on a joint staff.
Distributed Learning phase must be completed before in-resident. Distributed Learning phase
requires 40-48 hours of AKO courses followed by the five-day in-resident (plus one travel day on
front end).
To view upcoming offerings and request a quota, submit your quota request via the CECOS
website. See link below for current offerings and your quota request:
https://www.netc.navy.mil/centers/csfe/cecos/CourseDetail4.htm#tab62
For questions pertaining to the JEOC and quota assignments, contact the Navy point of contact
Civil Engineer Corps Officer School (CECOS) N72, at (805) 982-2873, DSN prefix 551. NROWS
orders can use ADT-S, ADT, AT, or IDTT for attendance and can be built by your unit resource
owner, but the requirement then requires validation. The NCG2 N7 builds all of the ADT School
requirements for the Seabees. Once a requirement is built and validated it is just a matter of adding
names to it. NCG2 N7 can be contacted at (228) 871-2906.
Orders Justification: Member currently attached to Name of your Command. Course prepares
engineers for future joint deployments, staff assignments, and homeland operations. Prepares
Naval Civil Engineer Corps staff officer for assignment to a Joint Task Force.
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AT/ADT Justification: The course focuses on joint engineer doctrine, other service capabilities
and how to use them in support of joint requirements. This course is co-sponsored by the Navy
Civil Engineer Corps Officer School.
You must apply for quota in one of 5 courses offered annually. Generally, you should apply at
least 3 months out from anticipated in-resident attendance date in order to ensure orders and travel
is arranged in time. The online portion of the course is tied to the resident offering. Everyone
registered for the resident phase will be allowed to enroll in the distant learning phase 45 days
before convene of the resident phase. Courses are held five times per year:
1. JEOC XX010 at Quantico, VA: Annually in October
2. JEOC XX020 in Fort Leonard Wood, MO: Annually in April
3. JEOC XX030 at Port Hueneme, CA: Annually in May
4. JEOC XX040 at Wright Patterson AFB, OH: Annually in June
5. JEOC 16050 at Pearl Harbor, HI: Annually in September
Duration of training: Two Phases, Distributed Learning must be complete before in-resident.
Distributed Leaning phase (40-48 hours) followed by in-resident course is 5 days, plus one travel
day on front end. Distance learning requirement.
The JEOC Distributed Learning Phase is open to all engineers for self-development in JTF
engineer operations. It is a self-paced, self-development course consisting of current information
in support of joint engineer operations. Joint engineers from across the services and from
combatant commands abroad have participated in the development of this course and its resources.
An AKO account is required for enrollment, but joint Service members will be sponsored for an
AKO account in order to enroll in the course. The Distributed Learning Phase is designed to be 40
to 48 hours and a Distributed Learning course certificate (good for one year after completion) is a
prerequisite for attending the second phase, which is the Resident Phase.
The Distributed Learning Phase consists of seven modules with associated lessons that introduce
the student to National Security Strategy Development, Joint Operations Planning, Joint Engineer
Capabilities, JTF Engineer Staff Operations and Planning, Theater Engineer Operations, Joint
Engineer Considerations and Relations with Joint Interagency, Intergovernmental, and
Multinational Organizations, and Environmental Considerations.
The JEOC Resident Phase primarily consists of facilitator-led small-group discussions and
associated practical exercises. Integrated throughout the course agenda are seven JTF engineer
seminar discussions via video teleconference, guest speaker or panel discussions, and social
activities with guests from specialized engineering fields. The seven seminars are around likely
JTF scenarios. Students must demonstrate their knowledge and ability to apply joint Service
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engineer capabilities, common functions, and responsibilities of a JTF engineer staff officer or
noncommissioned officer in a simulated JTF engineer staff environment to develop a joint engineer
solution.
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APPENDIX C: COMMON CEC NOBCS
4205 FACILITIES ENGINEERING OFFICER [FAC ENG]
4210 STAFF FACILITIES ENGINEER [STF FAC ENG]
4215 FACILITIES PLANNING AND PROGRAMMING OFFICER [FACPLN & PGM]
4220 FACILITIES DESIGN OFFICER [FAC DSGN]
4225 FACILITIES RESEARCH OFFICER [FAC RSCH]
4230 FACILITIES CONSTRUCTION/FACILITIES SERVICES OFFICER [FAC
CONST/SVC]
4280 NAVY CONTINGENCY ENGINEER [CONTING ENG]
4305 COMMANDING OFFICER, NAVAL CONSTRUCTION FORCES [CO CONST FOR]
4310 EXECUTIVE OFFICER, NAVAL CONSTRUCTION FORCES [XO CONST FOR]
4315 OPERATIONS OFFICER, NAVAL CONSTRUCTION FORCES [OPS CONST FOR]
4330 COMPANY OFFICER, NAVAL CONSTRUCTION FORCES [CMPNY OFF NCF]
4340 OFFICER IN CHARGE, NAVAL CONSTRUCTION BATTALION UNIT [OIC CBU]
4350 OFFICER IN CHARGE/ASSISTANCE OFFICER IN CHARGE, COMBAT SERVICE
SUPPORT TEAM
