From the Flight Deck of CNAFR: Fly, Fight, Lead, TO WIN!! AVIATION MENTORING INITIATIVE (AMI) Contact the AMI Team on:

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1 AVIATION MENTORING INITIATIVE (AMI) FROM THE CHAIR: RADM Crane FLAG PERSPECTIVES: RDML MacInnis AMI FLIGHT LEADS DIRECTOR: CAPT Sheehan DEPUTY DIRECTOR: CAPT Williams CNAFR RESFOR SQUADRON: CAPT Saccomando CNAFR FRS SAU & TSU: CAPT Moorhouse CNATRA: CAPT Carretta ENLISTED: CMDCM Heisler FTS: CAPT Fuller OLW: CAPT Ruston SYSCOM: CAPT Mark COMMUNICATIONS: CDR Shiho Rybski LCDR Randi VanNyhuis LCDR Rebecca Murphy IT2 Ramses Flores Contact the AMI Team on: From the Flight Deck of CNAFR: Fly, Fight, Lead, TO WIN!! RADM Sky Crane Merry New Year! Welcome back to On Wing. I trust your holidays were invigorating, you had a great recharging break and I hope your new year is full of opportunity! For review, every February, On Wing is dedicated to FITREP and EVAL best practices. Unable to cover every branch or sequel in a single newsletter, it is my goal over time to amass a valuable library of leadership perspectives with respect to effective FITREP / EVAL management. As discussed in Volume 3, our challenge was improving performance no matter where in the FITREP / EVAL 500 we finished. Ways and Means for improving our collective maritime performance included high velocity learning enabling us to maintain global maritime superiority. Fast forward to 2018 and I want to expound on themes from our Navy s Design, its 4 Core Attributes and 4 Lines of Effort, while adding our Leader Development Framework and Strategy where Competence and Character are highlights. Also, I strongly encourage you to embrace the CNO s Challenge in his Way Forward For 2018 message, where he sets the bar high stating "by dedicating our hearts and minds we will finish 2018 as the most lethal Navy for our enemies. Let's get to it." NOTE: Dedicating your hearts and minds not to promotion, but rather to achieving most lethal status is a noble pursuit! Even if you are not a trigger puller, I challenge you to be most effective in your role because we need every contribution in the kill chain functioning at high effectiveness. For example, an ineffective

2 Yeoman fails in getting their Sailors to the fight, while a most effective Yeoman gets them there on time, properly supported, and ready to go! So, I ask you directly which Yeoman would you chose for your team? More importantly, which Yeoman do the people of our nation deserve?? MY CHALLENGE TO YOU: Improve upon your best every day. I hear over and over again what a privilege it is to do the following: 1) serve our country; 2) join something bigger than one s self; and 3) being a part of the greatest Navy in the world. Collectively, we need all Sailors, even those in numberconstrained ranks and rates to be the best they can be so we can WIN! Nothing else matters as a Navy Enterprise. OK, back to our theme of Managing Your Subordinates Careers through Strong and Relevant FITREP and EVAL writing. MY ADVICE TO REPORTING SENIORS: Be fair and forward looking for skills and resources needed for our Navy to win both today AND tomorrow. Make the hard calls but VALUE every Sailor in every competitive grouping because we cannot win without their best and most competitive efforts. Make sure you are evaluating sustained superior performance for the period and considering every competitive advantage one has attained towards achieving the most effective impact in their assigned MOB billet. You must evaluate and report on current AND future propensity to lead at the next level! Assess both quantity of days served AND impact effectiveness. Be firm, the greatest impact may not be from the Sailor who showed up the most. Call me for examples where impact clearly won over volume of days on orders. Also, it is important to value the contributions of BOTH Sailors. You must write so that individual members understand their FITREP or EVAL, while also inspiring their continued service to our great Navy Reserve Team! Sailors know what is required to be the best they can be so as CNO challenged, I say get to it. Every Sailor owns at least 50% of the expectation management equation and if he or she lacks the bandwidth to maximize impact (due to civilian job or family situation), then be genuinely proud of contributions you CAN make. I encourage all to embrace the most lethal Navy concept and seek out ways to maximize effect for the days you serve to include sometimes making the #1 Sailor in a competitive category better. Remember, it is a privilege to be part of something bigger than one s self! Bring your A Game every day so when availability improves, you will KNOW how to get to it with increased impact and thus achieve higher rankings! As CNAFR, my signature block changed on 12 Jan 2018, as the new AirBoss, VADM Bullet Miller assumed command. It now reads Fly, Fight, Lead, To WIN! To Navy Reserve Sailors everywhere, I urge you to use Fly, Fight, Lead, to WIN as motivational framework for execution excellence of every drill period and every day on orders. Reporting Seniors should leverage Fly, Fight, Lead, To WIN to fairly evaluate each Sailor s impact and contribution! Remember that Yeoman mentioned earlier? The framework adaptively translates to CORRESPOND and learn Admin tasks above my pay grade while expanding my value to the command; LEAD even when following never changes; and overcome obstacles so my team gets to the fight ready to WIN! And for that CO of a small NATO Augment Unit, the framework may be PROVIDE the greatest impact to Fleet, Joint, and Coalition Warfighting by volunteering for the most challenging Liaison Naval Officer (LNO) billet for a large multinational exercise; FIGHT to get every answer, ensuring proper coordination across warfighters to achieve the desired effects; LEAD even when following never changes so that our Naval Team, Joint and Coalition Partners WIN! Write FITREPS and EVALS in this manner and prepare for debriefs with the same focus on becoming the most effective Sailor possible so we achieve the CNO s vision: the most lethal Navy! GET TO IT! Sky sends VFC-12, the Fighting Omars provide adversary training to East Coast air wings. 2

3 Flag Perspectives: Taking Care of Your People in Small Reporting Groups: Using RSA and Soft Break-Outs Effectively RDML Dan MacInnis I am Rear Admiral Dan MacInnis, Reserve Deputy Commander for Naval Air Systems Command (NAVAIR), and Director of the NAVAIR Reserve Program (NRP), a small community comprised of approximately 200 officers (predominantly AEDOs/AMDOs) and 40 Enlisted Sailors. My goal is to build on gouge shared last February, focusing on best practices for small reporting groups and communities. In small populations, opportunity to break-out in traffic is less dramatic than with larger reporting groups. The most important tool for a CO to illustrate a subordinate s value and potential to the board is leveraging reporting senior average (RSA). I cannot stress enough the importance of managing RSA effectively. In addition to starting low (I personally recommend starting around 3.5), be aware of how RSA reflects trends in performance, much like moving from P to MP to EP can show trends in larger groups. Make sure you allow runway for high performers to trend upward in average. A 4.17 grade sends a much stronger message to the board when your RSA is 3.7 with 50+ reports than does a 5.0 when your average is At the same time, giving the same grade of 4.5 over 3 years as your RSA creeps up reflects a stalling trend. Maintain your average by giving lower performers or retiring Officers below RSA grades. It is imperative to grade by performance and potential; not just by seniority - call it like it is! However, it is expected that newly promoted Officers will have a lower average with room to trend upward, so use that method as well when managing your average. So, how does a CO best manage his or her RSA? I recommend building an Excel spreadsheet that tracks each grade for each Officer for each rank. Create fields that track Summary Group Average, Cumulative Reporting Senior Average (at the time of that report group submittal), and overall Cumulative Reporting Senior Average. By starting low (3.5), you leave room to give higher grades to deserving high performers while still maintaining a reasonable average. Each time you prepare FITREPS, refer to the spreadsheet and actively manage your average to targeted RSA while also taking care of high performers. Reflect improving performance with incremental bumps to show trends, but not change the average drastically. BUPERS Online (BOL) shows your RSA as well - occasionally compare your personal tracker with BOL s data ensuring consistency. Over time, your average might increase, but with discipline, you can maintain it at a reasonable level. Remember, the HIGHER your initial RSA, the HARDER using RSA to break out high performers becomes! Managing one s RSA is important for all COs, not just those of small reporting groups. The second most important tool COs use in identifying high performers in small reporting groups is the soft break-out statement found in block 41 (Comments on Performance). When leveraging soft break outs, always reflect specific numbers and expand the evaluation group in the first line. Instead of MY #1 COMMANDER say MY #1 OF 5 COMMANDERS, ALL DESIGNATORS. You can also say MY #2 OF 5 COMMANDERS ALL DESIGNATORS, ONLY BEHIND THE XO. I encourage expanding the soft break-out even if there is a hard break-out. For example, even though an Officer received an EP in group of two, a soft-breakout sends a stronger message when evaluated amongst a larger group. A track record of strong soft break-outs sends a clear message to the board that he or she is a sustained superior performer. Remember the standard for promotion in identifying best and fully qualified is displaying sustained superior performance in positions of increasing responsibility. Additionally, you can emphasize a high performers responsibility via the job they hold: As a Commander, filling a critical Integrated Product Team (IPT) Lead normally held by a senior O6. Finally, be sure to include specifics relevant to the Community Values, including civilian accomplishments when appropriate to warfighting. Avoid flowery language and use SMART (Specific, Measurable, Achieved, Relevant, and Time-Based) descriptions to justify performance grades. In summary, COs can best identify small group top performers through disciplined management of their RSA. Avoid temptation to grade high 3

4 early and manage your reporting groups methodically and deliberately. Done correctly, RSA is a very effective tool for recognizing and rewarding top performers; however, done incorrectly you risk letting down those you lead. Use soft break-outs, call out positions of responsibility, and be SMART in reflecting their accomplishments! and always, always call it like you see it and make those tough calls! Autonomous Aerial Cargo Utility Systems (AACUS) Demonstration at Marine Corps Base Quantico. AACUS is autonomous flight capability for obstacle avoidance, approaches, landings and takeoffs in any existing rotary-wing aircraft. (U.S. Navy photo by John F. Williams - Nov 2017) AACUS Performs an unmanned landing. AACUS Remote operations. FLIGHT LEADS FULL TIME SUPPORT (FTS) The Importance of Understanding the Difference Between an Officer FITREP and an Enlisted EVAL CAPT Scott Sparkj Fuller scott.k.fuller@navy.mil The most important career feedback a Sailor receives typically happens annually during debrief on their FITREP or EVAL. This one document serves to communicate both a member s performance and their status for promotion board reviews. For COs and Sailors, understanding how to effectively convey current and future potential to a promotion board is crucial. We receive little to no formal training on how to properly write to both stakeholders: the individual Sailor and the Board Members. So, in this issue of On Wing, I will share an important lesson learned as a Department Head, particularly on writing Enlisted Evaluations. Being an Aviator, let me start with a little sea story to help illustrate the importance of good FITREP / EVAL writing. During my Department Head tour, I had a great Commanding Officer who believed mentoring his Junior Officers was a core responsibility of his leadership team. He taught us how writing a good FITREP ensured successful progression towards career milestones. He told us that white space was important in an Officer s FITREP Block 41 and explained how the opening and closing callout lines (those in capital letters) are what the Board Members read first. He further detailed the middle section is for you to personalize as a brag sheet, directly providing Board Members the break out fidelity required to properly score your record. Having now sat numerous Officer Promotion Boards, I totally agree with his guidance and advice for Officers. However, when it comes to writing Enlisted Evaluations, those same rules do not apply. When we wrote our Chief Petty Officer EVALS that year, our CO wanted us to apply his established framework: use break out sentences, 4

5 followed by white space; make comments, again more white space; and then close with another break out sentence. Being good DHs, we followed his guidance expertly!!! Unfortunately, what happened next remains one of the most important and lasting lessons of my Navy career. When our CMC came back from the E-8/E-9 board, we all noted that he was down and not himself. When the Board results came out, we found out why. Not one of our Chiefs advanced that year. Let me let that resonate for a minute NONE not even our #1 Chief was selected!!! We all asked him why?? Feedback from our CMC was that you Officers do not know how to write effective Enlisted Evaluations. He then sat us down and explained that white space is NOT good for E-6s and Chief Petty Officers. As leaders, you MUST fill the space on the back of an Enlisted Evaluation: no white space!! Instead, use it to document the individual s deck plate leadership, list major collateral duties (Command DAPA, Urinalysis Coordinator, Training LPO, etc), and highlight community efforts (Chief s Mess, First Class Association, etc). Bottom line failing to do so reduces your Enlisted Sailor s competitiveness against their peers. So, to the moral of my story. It is imperative that Sailors AND Raters understand both the audience (member) and venue (Boards) where FITREPS and EVALS have the greatest impact. When you write on your Sailors, remember you are their frontline advocate and the direct voice communicating their value to Promotion Board Members. If you do not take the time to write a proper report, the end result can be devastating to those you lead! Make the tough calls but remember, every Sailor deserves a good leader. I hope 2018 is a great year for everyone and as always, contact me via with any questions! VR-57 Chiefs Pinning (Photo by MC2 Daniel Lewis Sep 2017) SYSCOM ONR, NRP, SPAWAR, OPNAV FITREP Gouge CAPT Robert Mark robert.mark@navy.mil When I told my wife that I wrote my own Fitness Report (FITREP), it raised an eyebrow. She found it odd and told me "no one writes their own evaluation on the outside." Does this sound familiar to anyone? People unfamiliar with the Navy Performance Evaluation System are surprised when they hear we write our own FITREP. However, that phrase is misleading. The process is best characterized by saying the member contributes input to their chain of command; ultimately, it is the CO s sole responsibility to draft, sign, and submit the final FITREP version to Navy Personnel Command. FITREPS are both a feedback tool and a critical component of your overall performance record. You can view the latter as your resume for Promotion and APPLY Boards, that is why it is so important to be fully involved in the process. If interviewing for a promotion or new role in the civilian world, you certainly would not allow your supervisors to draft your resume without your input would you? The Navy Performance Evaluation System is the fairest and most accurate process I have experienced. Every FITREP cycle allows members to speak directly to the Selection Board and I strongly recommend you view it this way. Below are some best practices I have encountered and adopted over the course of my career. WHAT TO DOCUMENT: While Selection Boards are looking for sustained superior performance in challenging positions, simply documenting a string of achievements insufficiently communicates your potential as a next level leader. Selection Board guidance (i.e. the Precept, Convening Orders, and Community Briefs), available on the Navy Personnel Command s website, provide insight into what the Navy values in its future leaders. I highly recommend you document accomplishments that align with the Selection Board s guidance (leading a diverse work force, superior performance as a Department Head, joint experience, etc.). Additionally, leverage 5

6 FITREP Blocks Performance Traits for specific wording and criteria you can use in crafting your input. BUILD YOUR RESUME: You should think about how your FITREP paints your career from three perspectives: for your career in the long term; for your current tour in the medium term; and for the current reporting period in the short term. Too often, Officers only think about what they have accomplished in the past 6-12 months rather than spending the time to effectively plan accomplishments and positions reflecting performance with increased responsibilities. You can t document everything in a single FITREP since Block 41 Comments on Performance only has 18 lines. So remember, ensure each FITREP documents specific career milestones AND community Valued Achievements. Use the board guidance to your benefit!! PLAN AHEAD: Have a plan for each FITREP for your entire unit tour. You should schedule your Active Training (AT), Drills, professional training, and exercises, etc. to align with your mandatory FITREP reporting requirements. Failing to plan is planning to fail. DRAFT YOUR ENTIRE FITREP: Take charge of your career. When FITREP input is requested, comply with any specific instructions provided by your chain of command, and prepare your input as if it was a draft FITREP ready for Reporting Senior signature. If you were not asked for input, be proactive and provide a suggested input. In both cases, make this a mentorship exercise and you will gain valuable experience for times when you are a reporting senior. ADDRESS UNUSUAL CIRCUMSTANCES: Document anything that is not apparent to the Promotion Board. For example, if during a FITREP debrief your CO stated that your unit standing changed due to a large integration of personnel from a decommissioned squadron, request that it be documented in your FITREP. Make it clear and easy for the Board Members to quickly understand. INCLUDE CIVILIAN EXPERIENCE AND EXPERTISE: When relevant, include significant civilian certifications, particularly where such training and experience are highlighted in Selection Board guidance. If your civilian skillset has greatly benefitted the Navy, then document how you leveraged it and the impact. However, be careful about documenting your civilian position and achievements as an argument for promotion. If you are not already leveraging your civilian skills to benefit the Navy, then you may be documenting that you failed to bring your A Game. DOCUMENT ACCOMPLISHMENTS NOT SUPERLATIVES: This is an important point. For example, "LCDR IMGREAT's outstanding leadership developed new and innovative methods for flight scheduling which achieved superior Operations Department performance and improved squadron efficiency." A grumpy Board Member may read this flowery prose as "LCDR IMGREAT blah blah blah worked in Ops" which further irritates the member since this is documented in Block 29 s Primary / Collateral / Watchstanding Duties. A better capture of the accomplishment is "scheduled 700+ sorties / hours in FY17 (a 21% increase from FY16) which met or exceeded all unit mission and training objectives." All the aforementioned superlatives are quantitatively captured in the latter sentence. EMPHASIZE IMPACT: When drafting FITREP bullets, describe your impact on the mission so a Senior Board Member (who is not in your unit and maybe not in your warfare community) can CLEARLY understand it. For example, coordinated Initech contractor s efforts in completing 50 TPS reports means nothing until you describe how the accomplishment impacted the unit s mission. Spelling out all acronyms also dramatically improves each Board Member s understanding. USE ALL FITREP BLOCKS: Do not use Block 41 Comments on Performance to document what is already in your FITREP. Resist documenting the obvious selected as OIC, promoted to LCDR, hand selected for Training Department Head, etc. All this information is included on the front side of your FITREP. And isn t everyone essentially handselected for their position? Use Block 29 Primary / Collateral / Watchstanding duties to document job position, responsibilities, and collateral duties. Additionally, I recommend you avoid documenting future or pending accomplishments, since 6

7 they may not happen. A mentor once told me drafting FITREPS is both an art and a science. Hopefully this article gives you some artistic and scientific gouge for documenting your career! If you have questions or would like one-on-one mentoring advice, please contact me at the following: robert.mark@navy.mil Aviation Electronics Mate Airman Adam Lowery (front) and Aviation Electronics Technician Airman Tyler Humphries (back) conduct routine maintenance on an MH-60S Sea Hawk assigned to the Merlins of Helicopter Sea Combat Squadron (HSC) 3. (Photo by MC2 Jesse L. Gonzalez - Nov 2017) The San Diego based Firehawks of Helicopter Sea Combat Squadron EIGHTY-FIVE (HSC-85) support MARSOC amphibious training. (Photo by MC1 Chad Brown Oct 2017) Contact the AMI Team at the following: AMI@navy.mil OPERATIONAL LEVEL OF WAR (OLW) New Developments in OPEA OLW CAPT Scott Ruston scott.ruston@navy.mil This issue the OLW column is devoted to updating the On Wing readership with new updates in the OLW community. First and foremost is the retitling of the AMI Pillar as Operational Level of War (OLW). Within our Pillar we have been juggling both OLW (a more common colloquial and Joint doctrinal descriptor) and OPEA (a skills-specific term derived from Navy Reserve instruction) as descriptive names for the type skills we develop, the type of warfare we train to execute, and the category of units that fall within this AMI Pillar. OLW has historically been the more common term, and the recent cancellation of COMNAVRESFORINST eliminates the etymological foundation of the term OPEA. Therefore, moving forward, we will use OLW acronym consistent with the Fleet, our sister Navy Reserve mentoring organizations, and our fellow Joint services. The second major update involves an evolutionary step in OLW mentorship and guidance resources and organization. OLW units contain a wide mix of designators and rates, and the skills and sub-specialties developed and employed can have little direct correlation with a particular warfare community. Thus, the OLW arena is a natural place for collaboration and common effort between the warfare-community focused mentoring institutions. To that end, an OLW Community of Interest has been established complete with its own Navy Reserve Homeport page OLW SHAREPOINT. Here you will find mentoring materials that capture the career guidance and professional development recommendations previously found in the instruction. Additionally, you ll find gouge about sub-specialties, skills, schools and units. Along with the SharePoint site there is an OLW Community GovDelivery channel to which you can subscribe to stay abreast of updates: OLW GOVDELIVERY. In the spirit of OLW multi-community insight and leadership, I solicited thoughts about trends, 7

8 observations and key traits of success from OLW leaders from east and west coast; MOC, MAO and Fleet units; and multiple designators. Some trends this informal survey revealed: Trend: Demand signal increase. Reservists have long surged to support exercises, but this fall s deadly hurricane season illustrated that qualified Reserve bench strength is more than a force multiplier; it is an essential asset. Observation: Qualifications are essential. AQDs and NOBCs look good on OSRs, but that s because they provide the baseline knowledge for success standing watch and contributing to centers, cells and crossfunctional teams. Observation: Fires and Targeting capability were consistently cited as underrepresented skillsets - this could be a good place to make a niche for yourself. Trait: Strong communication skills, up and down the chain of command and across teams, facilitate success. Trait: Situational awareness; grasping a commander s intent, current ops and future ops and putting into practice upon assuming the watch is essential. Trait: Relationship management. Managing the relevant inputs and outputs of centers, cells and CFTs within the battle rhythm is a crucial talent. Lastly, an inquisitive and open mind, one willing to learn and committed to engage where needed, can take you far within this community. OLW is a demanding and in demand population of professionals embracing significant opportunity to gain new skills and impact real world operations. Sign up for the new GovDelivery, check out the new OLW web page and get involved in the community. Always feel free to reach out to me at scott.ruston@navy.mil. Till next time, keep your turns up! CNAFR FRS SAU AND TSU SQUADRONS Mentoring Versus Gouge CAPT Joe Moorhouse joseph.moorhouse@navy.mil Gouge - nobody shares it better than Naval Aviators. Whether it is filling out paperwork, preparing for a test or finding efficient ways to navigate the Reserve system, gouge from our shipmates can be a lifesaver. It is easy to confuse gouge with mentoring so I want to highlight the differences in the two. It is important to understand that mentoring helps develop shipmates and provides a huge return on investment both personally and organizationally. True mentoring may happen less often than sharing gouge generally because it requires more time and effort (Time - a scarce and valuable commodity!). So, I pose a rhetorical question which one happens the most in your unit? For CNAFR, the FRS SAU instructors are on the front lines of shaping the future Aviators of our community. Students look up to instructors and form their first impressions of their chosen career path. Remember, as an instructor and evaluator, you are in an ideal position to also mentor students. Teaching skills and passing gouge enables success in training, but mentoring prepares them for both personal and professional success in the years to come. Mentorship comes in many forms. As my former colleague at the Navy Leadership and Ethics Course (NLEC) discussed while teaching the Reserve Intermediate Leadership Course (RILC), we have upper case Mentoring and lower case mentoring. Or stated another way, there are formal and informal mentoring processes. As a former Chief Petty Officer and now an ADMIN LDO, she was passionate about this topic and taught me that Officers can learn impactful mentoring from the Chief s Mess. We have the opportunity for various types of mentoring: VP-69 P-3 and a VP-16 P-8 share ramp space at NAS Jacksonville - Nov 2017 Natural Mentoring occurs when people have a lot in common and commit to help others. As aviators, we typically are quite good at this. 8

9 Situational Mentoring occurs less often, and requires more effort over a short duration and for a specific purpose. Supervisory Mentoring is important, but can lead to potential conflict when seeking guidance from inside the chain of command. Formal Mentoring processes exist to build a culture of support and development within an organization. When the Navy first rolled out a formal Mentoring Network, I was among the skeptics who questioned the need for a Match.com type of process. Upon learning that civilian companies have been doing this for years, I took a closer look. Recruiting and retention are priorities for civilian companies and the military is competing for the same talent. Providing Sailors with resources for success, career satisfaction, and retention are valuable investments. We now have a Flag Champion (RDML Matt O Keefe) for the Navy Reserve Mentorship Network (NRMN) and Reserve leadership is firmly committed to making this program a success, particularly for remote Reservists outside fleet concentration areas. As we start 2018, I challenge you to ask yourself the following, Are you truly mentoring, or simply passing on your accumulated gouge? If you have enrolled in the Navy Reserve Mentorship Network (NRMN) please send me a quick with feedback on your experience. If you have not, then commit yourself to share knowledge and serve as a mentor and equally seek guidance as a mentee! Help AMI and On Wing build a mentoring culture by participating! You can get started at the link below or via the Career Compass icon located on our Navy Reserve Home Page: NAVY RESERVE MENTORSHIP NETWORK CNATRA APPLY: Just Around the Corner!! CAPT Bob Sideshow Carretta bob.carretta@navy.mil Because we all must leave CNATRA (or the cockpit) at some point in our Navy Reserve careers, On Wing has covered the transition topic extensively, sharing valuable guidance on understanding and participating in the APPLY and JO APPLY process. Even if you re still a few years from participating in APPLY and jumping into the Navy Reserve Augment Unit (NRAU) world, you cannot start too early learning about Units which interest you. Key factors to include in your search: What is the Unit s mission? Where are they located? Who do they support? What is their typical drill schedule; flex drill or monthly? What AQDs and NOBCs do they require? Once you have narrowed your list, there are preparatory steps to execute while still in a flying billet to ensure a smooth transition. For example, participate in major annual exercises, take courses to earn AQDs, and find non-flying AT/ADT opportunities that garner experience and exposure to missions, op tempo, and leaders in the NRAU world. The best resource for receiving information on what exercises need support and what Units have AT/ADT/ADSW opportunities is through the Navy Reserve GovDelivery service: AT/ADT OPPORTUNITIES. Check this site frequently as they push announcements for a multitude of large scale maritime exercises such as RIMPAC, TERMINAL FURY, ARDENT SENTRY, and VIGILANT SHIELD as well as Fleet based AT opportunities. It is important to note, Reserve participation in these exercises and AT periods is usually coordinated by the NR Units assigned to the supported command, so when participating you will get first-hand exposure to both internal and external workings of a unit prior to listing them on an APPLY Dream Sheet. As you narrow down your list of units, you can start working on amassing AQDs to improve your fit. The units and their supported commands are the best source of information on what courses to take and the CNRFC N7 website is also a good resource. I recommend you reach 9

10 out to units of interest well in advance and for sure contact the Unit POC, Commanding Officer, and OSO listed on any advertised billet. Remember, taking the above steps will make the inevitable transition to APPLY and the NRAU World less daunting and will also help you secure a rewarding billet that best fits your skills and availability. Good luck! AWF1 Laura Spaulding, assigned to the "Conquistadors" of Fleet Logistics Support Squadron 57 (VR-57) performs maintenance on a C-40 Clipper aircraft at NAS North Island. (Photo by MC1 Chad M. Butler - Aug 2017) CNAFR RESFOR SQUADRONS Reserve Component Survivor Benefit Program (RCSBP): A Not- So-Highly Publicized Benefit CAPT John SHORN Saccomando john.saccomando@navy.mil The Defense Finance and Accounting Service (DFAS) manages the Reserve Component Spouse Benefit Program (RCSBP), a benefit for Reservist of which most are unaware. RCSBP is designed to provide a service member s dependents an annuity upon the member s death. The program offers three options; unfortunately, finding RCSBP information is challenging and therefore complicates making decisions affecting you and your family. My goal with this article is to educate all on details of RCSBP so you can make educated decisions when the solicitation letter unexpectedly arrives in your mailbox. The RCSBP enrollment package arrives within two to three months of your becoming eligible for non-regular retirement (20 good years). Once received, you have 90 days to select an option and return the forms to DFAS. Automatic enrollment is not an option and the program requires an active enrollment. Once made, your election is irrevocable until two years AFTER you reach retirement age (normally at 60). Section 641, Public Law allows a onetime change to your RCSBP selection. It is important to note that submitting change requests is only open for one year (DD Form or DD Form ). This one-year window is not necessarily from age 62 to age 63. It is a one-year period commencing two years after you begin drawing retirement pay. Upon enrollment, you must decide when your beneficiary s annuity begins. The plan offers three options: immediately upon death; at the Servicemember s retirement age; or when the Servicemember would have turned 60. If you decide not to participate in RCSBP, you will be eligible to participate upon reaching retirement age, though death prior to retirement age means your dependents will receive no portion of your retirement pay. The RCSBP offers the following payout options: Option A: If you die before retirement age, your dependents will receive no retirement pay. This selection requires signature of a spouse. No premiums are associated with this option. Option B: Your dependent will receive 55% of the portion of retirement pay you specify ($300 to full retirement amount) beginning when you would have reached your retirement age. Premium amount is 6.5% of specified amount starting at retirement age for a minimum of 24 months. Option C: Your dependent will receive 55% of the portion of retirement pay you specify ($300 to full retirement amount) immediately upon your death. Premium amount is 8.5% of specified amount starting at retirement age for a minimum of 24 months. Breaking each option down further, the following charts use values for a married O-5 retiring at age 42 with 4,500 retirement points as an example. Keep in mind, numbers displayed are in today s dollars and not adjusted for inflation or cost of living increases. From the 2018 military pay chart, the high-36 for an O-5 that joins the retired reserve (or high 36-month average of base pay based on active duty) is $9,280 per month. This equates to $113,360 per 10

11 year. Non-regular retirement amount is based on the number of retirement points, not how many good years you serve. With 4,500 points / 360 x 2.5% x $113,360 = $35,425 per year in retirement pay. 55% of that is $19,483.75, which is the maximum RCSBP benefit for a surviving spouse. Option A Monthly Annually Amount Surviving Spouse gets $0.00 $0.00 Cost to Service Member (0%) $0.00 $0.00 If servicemember dies, spouse receives nothing. No premiums paid. Option B Monthly Annually Amount Surviving Spouse gets $1, $19, Cost to Service Member (6.5%) $ $2, Servicemember dies at 42: Spouse receives nothing for 18 years then receives $19,483 per year. No premiums paid. Servicemember alive: Starts drawing retirement at age 60. Premiums over the first 2 years total $4, Option C Monthly Annually Amount Surviving Spouse gets $1, $19, Cost to Service Member (8.5%) $ $3, Servicemember dies at 42: Spouse receives $350,707 over 18-year period prior to when servicemember would have reached retirement age. No premiums paid. Servicemember alive: Starts drawing retirement at age 60. Premiums over the first 2 years total $6, Clearly, there are numerous variables for each Servicemember to consider based on individual situations: difference in age of spouse, ages of children under 18, amount of life insurance, amount of savings, level of risk, etc. Nobody knows the future, but the Reserve Component Spouse Benefit Program provides a blanket of security for your family at a small cost that is deferred until you reach retirement age. You re only committed to pay those premiums for your first 2 years of retirement, which lends to flexibility if your situation changes. It is complicated, so take the time to understand each option and review the pros and cons of all options based on your individual circumstances. Do not let this critical decision be made for you actively understand your best course of action. For additional information, follow the link to program details RCSBP PROGRAM. VFA-106 supported by CNAFR FRS SAU at the Oceana Air Show (Photo: James Woodward- Oct 17) MUST READS: CNR, VADM McCollum, recently released Ready to Win a Call to Action for the Navy Reserve. Referred to as R2W this initiative has three guiding principles: Warfighting, Innovation and Teamwork, and four focus areas: Simplify Enable, Leverage, and Resource (SELR). This Action Plan aims to accelerate the impact of the Navy Reserve s mission and vision in this new competitive environment. The Secretary of the Navy directed a Strategic Readiness Review in 2017 to examine the conditions and decisions that resulted in the inadequate performance and lack of readiness manifested in the recent accidents in the Pacific. CAC Access to documents here: MUST READS 11

12 OPPORTUNITY FY19 Apply Board Membership And Recorders Needed!!!! Nominations are now being accepted for FY19 APPLY board membership and support. Officers who will not compete for a billet at the FY19 APPLY Board are highly encouraged to submit an application. Complete your form by visiting the RFMT website: NOMINATION FORM. CAC is needed; click on the APPLY tab to locate the board nomination form. The nomination phase will close 23 March Navy Information Delivered Directly To Your Mailbox Did you know that Navy Reserve and Aviation Community information can be delivered right to your inbox by joining our distribution list? Update your GovDelivery preferences at the following link: GOVDELIVERY SIGN UP. Required Reserve Leadership Courses Senior Officer Leadership Course (SOLC) and Reserve Intermediate Leadership Course (RILC) satisfy the five-year leadership training periodicity requirement. Quotas for all courses shall be requested via your NOSC, Squadron or Training Officer. Opportunities in March: SOLC: Mar: NOSCs Minneapolis/Alameda Mar: NOSC Kansas City COMMUNITY NEWS OLW Portal As mentioned in our OLW article, the unified Navy Reserve Operational Level of War (OLW) team just announced the renewed OLW portal, new OLW GovDelivery channel, and the 2018 OLW mentoring events schedule. Subscribe to the new OLW GovDelivery channel by visiting the Navy Reserve GOV DELIVERY SITE. Log in with your address and password, scroll down to CNR, and select Operational Level of War. Reservists can subscribe to GovDelivery with any NMCI or personal (or both!). Did You Know?!?! The standard for Officer Promotion Boards correspondence letters is now a must arrive not later than 10 calendar days prior to the Board convening date. Be mindful that the instruction, MILPERSMAN , Communication with Officer Promotion Selection Boards, does not yet incorporate this date change. However, the change was mandated by law and was officially disseminated through applicable Notices of Convening and will therefore be enforced on all subsequent boards. DO NOT MISS THIS CRITICAL PROCESS CHANGE!!! Our Sincere Thanks for Your Time Thanks to our Aviation Community members that took our AMI survey. Your opinion matters and helps us better serve your needs!! RILC: Mar: NOSCs Greensboro/ Harrisburg Mar: NOSCs Akron/NYC/ San Diego Mar: NOSCs Charleston/Detroit Combined RILC and SOLC: Mar: NOSC Washington DC Promotion Board Opportunities There are numerous opportunities remaining this year to serve as a Board Member or Recorder, take a look at the FY19: BOARD SCHEDULE. Let us know how we can best serve you. We are available at the links below. AMI@navy.mil nr-ami@googlegroups.com Facebook: 12