INDOCTRINATION AND WELCOME ABOARD PROGRAM

COMNAVRESINTCOMINST 5351.1A

26 FEB 1994

COMNAVRESINTCOM INSTRUCTION 5351.1A

Subj: INDOCTRINATION AND WELCOME ABOARD PROGRAM

Ref: (a) OPNAVINST 5351.1

(b) OPNAVINST 1740.3

Encl: (1) NRIP Command Indoctrination Program Guide

(2) Naval Reserve Intelligence Program Sponsor Guide

(3) NRIP Indoctrination Program Questionnaire

(4) Commander, Naval Reserve Intelligence Command Indoctrination Manual

1. Purpose. This instruction establishes requirements for command and Naval Reserve Intelligence Program (NRIP) indoctrination training per references (a) through (c), updates information on the Navy Command Indoctrination and Sponsor Programs, and delineates the essential elements of a combined program which unites indoctrination and welcome aboard programs.

2. Cancellation. COMNAVRESINTCOMINST 5351.1

3. Background

a. Reference (a) establishes the requirement for a command indoctrination program tailored to the needs of the individual command, unit, and operating environment. A well run command indoctrination and welcome aboard program lays the foundation for a successful and rewarding tour for all sailors. A direct correlation exists between a sound indoctrination procedure and the factors which contribute to better performance and increased retention. Such a program gives the sailor realistic job expectations and generates immediate identity with his or her new Reserve Intelligence Area (RIA) or unit -- its leadership, history, mission, and structure. Accordingly, a detailed and cohesive indoctrination program is needed to welcome aboard all RIA and unit personnel and thereby establish a sound foundation for command teamwork.

b. Reference (b) establishes the requirement for an effective Navy Sponsor Program. While the Navy Sponsor Program was established to specifically address the difficulties encountered by naval personnel and their families undergoing permanent change of station (PCS) orders, certain aspects of that program are relevant to the transfer of NRIP personnel between RIA's and receipt of new personnel into the program.

c. Recognizing the differences and special needs of reservists, this directive updates the COMNAVRESINTCOM requirements for the NRIP to be in compliance with references (a) through (c). A program tailored for NRIP members which combines the personal and family need elements of the Sponsor Program with the RIA/unit information of the Indoctrination Program can quickly and efficiently make the new member fully cognizant of all policies, programs, services and responsibilities.

4. Action

a. All RIA's and NRIP units are required to have in place an effective Indoctrination Program and Sponsor Program to help personnel during the critical period of adjustment that accompanies every transfer or initial enlistment. RIA's are encouraged to consolidate such efforts with the local host air facility, where possible.

b. Enclosure (1) expands the guidance contained in reference (a) by: (1) tailoring it to information relevant to reservists; and (2) delineating the minimum procedures and subject matter to be included in the indoctrination program.

c. Enclosure (2) augments the information found in reference (b) and describes key elements of a successful Sponsor Program, while enclosure (3) may be used to evaluate the program.

d. Enclosure (4) is the Naval Reserve Intelligence Command Indoctrination Manual. It contains information on the history of the Naval Reserve program and the NRIP in particular. The manual further provides an overview of various subjects of interest to new members such as the gaining command concept, security, basic training, career planning, drill attendance, annual training, enlisted evaluations, and officer fitness reports. The manual is designed to supplement the RIA level indoctrination program and not replace it.

e. While capturing the best elements of existing programs, reference (c) requires command orientation for E-1 through E-4 personnel and lists topics to be included in a command indoctrination program.

4. Forms. The NRIP Indoctrination Program Questionnaire (CNRIC 5351/1) is stocked at COMNAVRESINTCOM (Code 25) and may be locally reproduced.

B.A. BLACK

Distribution: (refer to COMNAVRESINTCOMINST 5216.1G)

Lists I, II, III, IV

NRIP COMMAND INDOCTRINATION PROGRAM GUIDE

1. The following items are the required actions and relevant topics which comprise the minimum essential components of the Naval Reserve Intelligence Program Indoctrination Program. These guidelines govern the program and amplify reference (c) (paragraphs 620.6.4, 620.6.6, and 814):

a. The receiving command or unit must ensure basic needs of the individual are promptly addressed including berthing and messing, if applicable.

b. As soon as possible and practicable, begin the formal indoctrination procedure which, at a minimum, must include:

(1) Commanding Officer's welcome and discussion of personal philosophy and rules for success.

(2) Executive Officer's welcome and discussion of chain of command, command/unit policies, routine, and regulations.

(3) Leading Chief's welcome and discussion of the Leading Chief function, professional development and grievance procedures.

(4) Career Counselor's welcome and discussion of his/her role and programs.

(5) The following subjects will be addressed by appropriately qualified personnel:

(a) History and mission of the unit.

(b) Unit operating schedule/daily routine.

(d) Conflict of Interest and Code of Conduct briefings.

(e) Request mast procedures.

(f) Drug and alcohol abuse.

(g) Command managed equal opportunity, including grievance procedures and identification of the Equal Opportunity Program Supervisor.

Enclosure (1)

(h) Operational/physical security procedures within the command and unit to include the Missing/Lost/Stolen/Recovered (MLSR) Program and the Espionage Hotline.

(i) Function of check-out procedures - exit interview and debrief when applicable.

(j) Pay and drill accounting procedures including musters, make-up drill policies, and constitution of a satisfactory year.

(k) Standards of conduct, attire and grooming.

(l) Rate and billet training.

(m) Officer fitness reports and enlisted evaluations.

(n) Physical Readiness Program, testing cycle, physical readiness coordinator name and location.

NAVAL RESERVE INTELLIGENCE PROGRAM SPONSOR GUIDE

1. Below is a list of points to consider when determining what specific command procedures are necessary when instituting, upgrading or evaluating a sponsor program.

2. When assigning or transferring a member to a Reserve Intelligence Unit, attention should be given to the following tasks by the person/activity indicated:

a. RIA Staff:

(1) Notify the unit CO with sufficient lead time to allow the unit to select a sponsor and send a welcome aboard package to the new member.

(2) Brief the new member about the sponsor program. Assure them that they will be assisted when reporting aboard their new command. They must also understand that to be effective, any sponsor program requires two-way communication. To expedite the process, the new members should contact the CO or XO prior to his/her arrival. Then, when assigned, they should communicate regularly with their sponsor.

b. Receiving Unit. The receiving unit must ensure that newly assigned members are: (1) provided a sponsor, and (2) sent a welcome aboard package before they are scheduled to report.

c. Sponsor. A unit sponsor's role is to help a new arrival feel welcome and to help him/her become productive in the least amount of time. A sponsor's duties can vary depending on the unit's needs, but can usually be broken down into three phases: (1) pre-arrival, (2) arrival and (3) post arrival.

(1) Pre-Arrival. A newly assigned sponsor should consider the following:

(a) Read the COMNAVRESINTCOM instruction on the Navy Sponsor Program.

(b) Draw upon the knowledge gained from your own experience as a newcomer.

(d) Upon being notified of your sponsor role, contact the person you are sponsoring as soon as possible. (Use the telephone, if practical).

Enclosure (2)

(e) Make sure that the unit welcome aboard package is forwarded to the new member.

(f) Relay pertinent information such as:

1 Your address and telephone number.

2 The unit's location, mailing address, and telephone number(s).

3 Any other helpful information.

(g) Act as liaison between the new member and the receiving unit. If the new arrival has questions you cannot answer, refer him/her to an authoritative source.

(h) Ensure that berthing has been arranged at the local BOQ/BEQ or contract motel, as appropriate.

(i) Request that the new member acknowledge receipt of materials and that he/she keep you informed of reporting date and any special needs.

(2) Arrival. Upon arrival of the individual, consider the following:

(a) Meet the new member in time to assist him/her prepare for morning quarters.

(b) Introduce the new member to the unit personnel.

(d) Familiarize the new member with base facilities and areas of interest.

(e) Arrange for temporary transportation, if required.

(3) Post-Arrival. Once the relocation has taken place, you should do the following:

(a) Continue to assist the member during the first few drills with any problems he/she may have.

(b) Do everything possible to help the new member "settle in".

(4) Results. The above lists are not exhaustive, and sponsors are encouraged to use their initiative to increase the effectiveness of the program. Your goals should be to:

(a) Create a positive first impression that will have a favorable impact on job performance.

(b) Facilitate the relocation and lessen the stress for the new member.

3. The Unit Welcome Aboard Package

a. The unit administrative officer or sponsor should ensure that a welcome aboard package is mailed to the new member before he/she arrives.

b. The Welcome Aboard package should include:

(1) Current Plan of the Month.

(2) Map of the base and local area.

(3) Any appropriate welcome aboard material from the host base or gaining command.

(4) A unit welcome aboard letter that should include at least the following:

(a) Brief description of the command and its location.

(b) Prospective department and assignment, if known.

(d) Uniform requirements.

(e) Local transportation (if available).

(f) RIPO's name and phone number.

(5) An NRIP Indoctrination Program Questionnaire (enclosure (3)).

(6) The Commander, Naval Reserve Intelligence Command Indoctrination Manual (enclosure (4)).

NRIP INDOCTRINATION PROGRAM QUESTIONNAIRE COMNAVRESINTCOMINST 5351.1A

Your help is requested in evaluating the effectiveness of our Indoctrination Program. We ask that you complete this questionnaire based on the experiences of your recent transfer. Upon completion, request you turn this form into the unit Career Counselor, and forward a copy to the Area Command Master Chief, .

1. Unit 2. RIA

3. Name 4. Rank/Rate

5. Date arrived at Unit 6. Assign. to (Dept.)

7. Name of Sponsor 8. Rank/Rate of Sponsor

9. Were you assigned a sponsor before arriving? Yes No

10. Are you: Married Single Male Female

11. Did your sponsor assist you in the following:

YES NO

a. Contact you before you arrived?

b. Meet you upon arrival?

c. Have a positive attitude toward command and unit?

d. Were your questions answered timely and accurately?

e. Show you around the unit, base and local area?

f. Assist you in other ways to get settled?

12. What information did you receive from the unit or your sponsor prior to arriving?

Letter only Both

Information packet Nothing

13. Overall, how would you rate the helpfulness of your sponsor?

(Rate 1 (Very Poor) to 5 (Excellent) 1 2 3 4 5

14. Please use the back of this sheet or a separate page to make any remarks, criticisms, or recommendations concerning this unit's indoctrination program. Thank you.

COMNAVRESINTCOM 5351/1 (1-94) Enclosure (3)

DISCLAIMER AND AUTHORITY

This handbook is issued by the Commander, Naval Reserve Intelligence Command. Any suggested revisions should be submitted via the chain of command to the Commander, Naval Reserve Intelligence Command (Attn: Deputy Chief of Staff for Manpower Management).

This handbook is meant only as an introductory guide for personnel joining the Naval Reserve Intelligence Program. It is not meant to be a complete presentation of all duties and responsibilities of being a member of the U.S. Naval Reserve. The contents of this handbook are for general information purposes only, and no contract or guarantee is stated or implied.

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INTRODUCTION

Welcome aboard!

It is a pleasure to welcome you to the Naval Reserve Intelligence Program (NRIP). Our primary goal in the NRIP is to provide mobilization-ready reserve units fully integrated into their active duty gaining commands.

NRIP reservists perform active duty missions as on-the-job training and augment active forces whenever needed. Our drilling reservists have historically provided as much as 15 percent of the total Naval Reserve Force mutual support to the active forces. Our reservists have been described by the Director of Naval Intelligence as "part-time regulars." I am proud that you have chosen to join this fine team.

BRUCE A. BLACK

Rear Admiral, USNR

Commander, Naval Reserve

Intelligence Command

Enclosure (4)

TABLE OF CONTENTS

Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . 3

1. Establishment of the Naval Reserve . . . . . . . . . . . 5

2. Modern Naval Reserve Structure . . . . . . . . . . . . . 6

3. History of Reserve Intelligence . . . . . . . . . . . . 7

4. Selected Reserve . . . . . . . . . . . . . . . . . . . . 8

5. Mission . . . . . . . . . . . . . . . . . . . . . . . . 9

6. Organization of Naval Reserve Intelligence Command . . . 9

7. Chain of Command . . . . . . . . . . . . . . . . . . . . 10

8. Gaining Command Concept . . . . . . . . . . . . . . . . 10

9. Security . . . . . . . . . . . . . . . . . . . . . . . . 11

10. Basic Training . . . . . . . . . . . . . . . . . . . . . 12

11. Primary Duties . . . . . . . . . . . . . . . . . . . . . 13

12. Career Planning . . . . . . . . . . . . . . . . . . . . 13

13. Official Mail and Orders . . . . . . . . . . . . . . . . 14

14. Recall Bill . . . . . . . . . . . . . . . . . . . . . . 14

15. Physical Condition . . . . . . . . . . . . . . . . . . . 15

16. Service Record . . . . . . . . . . . . . . . . . . . . . 15

17. Drill Attendance . . . . . . . . . . . . . . . . . . . . 16

18. Recruiting . . . . . . . . . . . . . . . . . . . . . . . 17

19. Annual Training . . . . . . . . . . . . . . . . . . . . 17

20. Enlisted Evaluations . . . . . . . . . . . . . . . . . . 17

21. Officer Fitness Reports . . . . . . . . . . . . . . . . 18

Glossary of Commonly Used Acronyms and Terminology

AT: Annual Training. Approximately two weeks active duty performed annually. It is required of personnel assigned to paid reserve billets.

Chain of Command: The military term referring to the proper steps and levels in authority and management of a military organization.

CNAVRES: Chief of Naval Reserve. The flag officer responsible for the management of all Naval Reserves who reports to the Chief of Naval Operations.

CNO: Chief of Naval Operations. The senior Naval officer in charge of the U.S. Navy.

COMNAVRESFOR: Commander, Naval Reserve Force, an echelon II command, refers both to the Commander and the command having chain of command authority over all Naval reservists.

COMNAVAIRESFOR: Commander, Naval Air Reserve Force, an echelon III command, refers both to the Commander and the command having primary chain of command authority over all Naval Air Reserve units. COMNAVAIRESFOR reports to the Commander, Naval Reserve Force. All Naval Reserve intelligence units are part of the COMNAVAIRESFOR organization.

COMNAVRESINTCOM: Commander, Naval Reserve Intelligence Command, an echelon IV command. The Selected Reserve flag officer in charge of managing the Naval Reserve Intelligence Program.

COMNAVSURFRESFOR: Commander, Naval Surface Reserve Force, an echelon III command, refers to both the Commander and the command having primary chain of command authority over all Naval Reserve surface and sub-surface ship and ship related units.

DNI: Director, Naval Intelligence. The Regular Navy flag officer in charge of all Naval intelligence operations.

Flag officer: A Naval or Coast Guard officer of the rank of Rear Admiral or higher. It is so called because each such officer has his own personal flag with the number of stars of his office.

Gaining Command: The sponsoring active duty Navy command or other organization to which a reserve unit is attached. In the event of mobilization, members of a reserve unit would supply the wartime augmentation to that command or organization.

NRCIS: Naval Reserve Command Intelligence Support. NRCIS personnel are reserve intelligence enlisted and officer personnel assigned to provide specialized intelligence support to operational Naval units, both reserve and active. They serve as staff support to units whose primary mission is not intelligence, but requires the support of intelligence personnel to complete this mission.

NRIP: Naval Reserve Intelligence Program.

REDCOM: Readiness Command.

RIA: Reserve Intelligence Area. Refers to a given geographic area set-up to manage reserve intelligence units within that area.

RIAC: Reserve Intelligence Area Commander. The Selected Reserve senior officer managing the intelligence units within a given area who reports directly to the Commander, Naval Reserve Intelligence Command.

RIPO: Reserve Intelligence Program Officer. The TAR (active duty - Training and Administration of Reserves) Naval intelligence officer assisting the RIAC and providing the active duty support for the management of the intelligence program within a given area.

TAR: Training and Administration of Reserves. A special active duty category for Naval personnel engaged in work in support and management of Naval Reserve programs.

1. Establishment of the Naval Reserve

The United States has traditionally relied upon militia and reserve organizations to augment the regular Armed Forces in time of emergency. The reasons are basically economic. It is economically unsound to maintain a standing military force in peacetime of such strength as to guarantee the defense of the nation in war.

Federal law has established within each Armed Service a reserve component to provide trained units and individuals to meet the mobilization needs of that service until accelerated procurement and training programs can fulfill all further mobilization requirements.

While the U.S. Naval Reserve came into being in March 1915, its forerunner, the Naval Militia, dates from 1888 when Massachusetts organized a naval battalion as part of its militia. A year later, New York and Rhode Island organized naval militias. In 1891, the Office of Naval Militia was set up in the Navy Department. By 1897, sixteen states had naval militias in one form or another. Officers and enlisted men from these organizations served with the Regular Navy in the Spanish American War.

In 1914, the Division of Naval Affairs, Navy Department, took over the work of the Office of Naval Militia and in 1915, Congress passed legislation establishing a Federal Naval Reserve. By the end of World War I, there were approximately 30,000 officer and 300,000 enlisted reserves on active duty serving alongside the Regular Navy in a variety of ships and billets.

Three-fourths of the officers and enlisted personnel who served on active duty with the Navy in World War II were reservists. Following World War II, the Naval Reserve program expanded until today the Navy has a large, well organized reserve force geared to answer a call to arms on short notice. The program is largely governed by the Armed Forces Reserve Act of 1952 (as amended), and the Reserve Forces Act of 1955 (as amended).

The Secretary of the Navy has assigned the responsibility for policy and management of personnel (military, civilian and reserve forces), including the NRIP, to the Under Secretary of the Navy. The headquarters for the surface and air communities of the drilling reserve are combined into a single command, the Commander, Naval Reserve Force (COMNAVRESFOR) and a consolidated staff with headquarters in New Orleans. COMNAVRESFOR is responsible for Reserve readiness and training. He is the manager of all resources -- people, money and materials -- of the Naval Reserve.

The Chief of Naval Reserve (CNAVRES) also serves as the Director of Naval Reserve in the Office of Chief of Naval Operations (CNO). In this capacity, he is deputy to the CNO and CNO's principal advisor on Reserve matters. He is responsible for establishing and justifying Reserve programs with funds appropriated by Congress for operations, maintenance and construction.

2. Modern Naval Reserve Structure

Restructuring of the Naval Reserve programs and units began in 1974 and is an on-going process. The reorganization provided for 11 basic Reserve programs that parallel those of the active Navy. These programs include:

Air Forces

Surface Forces

Submarine Forces

Mine Forces

Cargo Handling Forces

Construction Forces

Surface Combatant Amphibious Forces

Marine Corps Forces

Naval Inshore Warfare Forces

Special Forces

General Support Forces

Each program is mission-oriented, under the sponsorship of a Navy manager, with responsibility for ships, aircraft and hardware and their direct support. There are also a number of staff specializations such as legal, medical, intelligence, public affairs and supply, to name a few.

The Naval Reserve is also responsible for developing new training techniques, improving Naval Reserve centers and facilities, and consolidating training and administrative management of the surface community.

One of the most significant steps toward improving overall management of the surface training program has been the establishment of twenty Naval Reserve Readiness Commands (REDCOMs), which report to and function under the command of the Naval District Commandants who have Reserve responsibilities.

Most of the REDCOMs are commanded by inactive duty Reserve flag officers and staffed by a combination of active duty and inactive duty personnel. The REDCOMs provide the Surface Reserve with an additional means of bringing their own senior leadership to bear in reaching full mobilization readiness status.

3. History of Reserve Intelligence

The Office of Naval Intelligence was founded in 1882 and Reserve support to that office began in 1916. During World War I, the size of the domestic intelligence branch grew to four times the size of the overseas collection branch through the incorporation of Reserve officers.

The Naval Reserve Act of 1925 created the Naval Intelligence Volunteer Service. The objective was to develop a nucleus of Reserve officers who, by virtue of their education, training, and experience in civilian life, would be immediately available in time of national emergency to assume duties and perform the functions of Naval Intelligence Officers at home and abroad.

Quotas for reservists were gradually increased, reaching 536 in 1936. District Intelligence Officers and the naval attaches began estimating their wartime needs, and mobilization training plans were established. All members of the Naval Reserve were mobilized into the regular Navy in World War II.

After the war, reserve intelligence "units" were created. These units were loosely organized, with a primary mission of internal training. The reserve program was divided into two parts: surface intelligence and air intelligence. The surface intelligence program was supported by the District Intelligence Officer of each Naval District. The air intelligence program was administered by Air Intelligence Program Officers.

During the 1960's, the surface segment was reorganized into 13 Naval Reserve Intelligence Divisions, composed of 100 Naval Reserve Units, containing 1,300 officer billets and a small number of yeoman. The air program consisted of 25 Naval Air Intelligence Reserve Units located at 19 Naval Air Reserve bases. The air units contained 820 officers and 345 enlisted billets. An additional 230 officer and 100 enlisted photo intelligence-rate billets were scattered among other units of the Naval Air Reserve.

In the late 1960's, the "Total Force Policy" stipulated reliance on the organized reserve in an emergency and required integration of active and reserve units in contingency planning. Task-performing reserve units were to be tailored to meet the emergency needs of specific Navy activities. As an outgrowth of this concept and the Reserve Analytical Studies Project begun in 1973, CNAVRES proposed to CNO the restructuring of the air and surface intelligence reserve programs. The result, OPNAVNOTE 5400 of 15 May 1974, "Restructuring of the Naval Reserve," created the Naval Reserve Intelligence Program (NRIP) combining both surface and air programs into a single entity.

The NRIP was established with a total allowance of 4,993 personnel -- 2,940 officers and 2,053 enlisted. There were 148 authorized units of 30 different types, drilling in 73 cities in the U.S., Puerto Rico and the United Kingdom. The units were divided for management purposes into 19 Reserve Intelligence Areas, each with a Reserve Intelligence Area Commander (RIAC) and a Reserve Intelligence Program Officer (RIPO). Overall direction of the NRIP was vested in the Director, Naval Reserve Intelligence Program (DNRIP), a drilling reserve intelligence- designated flag officer.

Enlisted ratings within the NRIP have been an integral part of its history, traditionally manned by high quality personnel. Most enlisted training was carried forward from pre-1974 plans of the air and surface units. Advancement training was left to the self-study process. In 1974 the Navy established a new Intelligence Specialist (IS) rating, and provided for rating conversion by Photo Intelligence (PT) and Yeoman (YN) personnel. Since enlisted billets were only 44 percent filled in 1974, emphasis was placed on soliciting conversions.

4. Selected Reserve

Naval Reserve Intelligence officer and enlisted personnel are an important part of the Selected Reserve (USNR). Members of the Selected Reserve are eligible for assignment to pay billets. In addition, they may receive pay and allowances for authorized Annual Training (AT - for further explanation of AT, see Section 19). They are, if otherwise qualified, eligible to be considered for promotion or advancement.

Selected Reservists are liable for involuntary recall to active duty in time of national emergency declared by the President, or when otherwise authorized by law or by an authority designated by the Secretary of the Navy. All Selected Reserve members are in an inactive status. Selected Reserve agreements may be executed for periods of from one year up to and including an indefinite period.

5. Mission

OPNAV INSTRUCTION 5401.8 sets forth the mission of the NRIP as follows:

...to provide units and individuals which are ready

for immediate mobilization in the event of war or other contingency, and whose intelligence collecting analysis, production and management capabilities directly support their gaining commands and other elements of the active forces as an adjunct of readiness training.

Mobilization Readiness Projects (MRP) are projects which a unit performs for its Gaining Command (see Section 8).

6. Organization of the Naval Reserve Intelligence Command

Naval Reserve Intelligence Command

OPNAV Notice 5450 of 27 October 1988 redesignated the Director, Naval Reserve Intelligence Program as the Commander, Naval Reserve Intelligence Command (COMNAVRESINTCOM). The new command, the Naval Reserve Intelligence Command, is known as NAVRESINTCOM.

As a Naval Intelligence Reservist, personnel are initially assigned to an NRIP unit. Assignments for a few intelligence billets in other reserve programs are available.

The Commanding Officer of each NRIP unit directs the unit and reports to the Reserve Intelligence Area Commander (RIAC).

The Reserve Intelligence Program Officer (RIPO) reports to the RIAC and supports the RIAC in the management of Reserve intelligence personnel. He also plans and executes intelligence activities of the host activity to which the RIPO has been assigned for additional duty.

Each RIAC manages all NRIP units and Naval Reserve Command Intelligence Support (NRCIS) personnel located within his geographical area. RIACs report to COMNAVRESINTCOM.

COMNAVRESINTCOM directs the program, implements COMNAVRESFOR and Director of Naval Intelligence (DNI) policies and maintains liaison with Office of Naval Intelligence (the Reserve Program Technical Manager) and gaining commands.

The Chief of Naval Operations (N2), Director of Naval Intelligence) is the program sponsor of the NRIP.

7. Chain of Command

The chain of command is a well established concept in the Navy. The chain links all members of the military establishment from the President (as Commander in Chief) to the most junior sailor. All personnel must understand their place in the chain of command.

Responding promptly and courteously to orders from seniors and exacting performance justly from subordinates are the cornerstones of working relations in the military. In addition, the chain of command concept means that your initial interactions with others to solve problems and to accomplish tasks should be with persons at your level, immediately above your level or immediately below your level.

The best interest of the service may occasionally require deviation from this procedure, but such occurrence must be immediately reported to the person who was overlooked.

8. Gaining Command Concept

A gaining command is an active duty command which will be augmented by personnel of the NRIP in the event of mobilization. Each of these commands has identified a specific need for Selected Reserve intelligence personnel to meet its mobilization requirements. Each unit in the NRIP is dedicated to a certain gaining command, and every NRIP officer and enlisted person has a mobilization billet assignment in that gaining command. Currently, gaining commands include the Joint Intelligence Centers, Naval Criminal Investigative Service, Office of Naval Intelligence, etc. There are currently 22 gaining commands.

Each mobilization billet has certain training requirements that the assigned personnel must meet. Training comes from correspondence courses, formal classroom training, project work or watchstanding for the gaining command during drills.

It is also a requirement to perform AT at the gaining command. As a by-product of this readiness training, NRIP reservists have been providing some 75,000 - 90,000 hours annually of direct support to the active forces.

9. Security

"Security" is a major concern of the NAVRESINTCOM. Security includes the classification of all sensitive information, protecting that information from disclosure, and making sure that all personnel who have access to that information are honest and reliable.

NAVRESINTCOM has national security responsibilities. It is responsible for using, safeguarding, and sometimes generating classified information, i.e., official information which, because of national security, must be protected against unauthorized disclosure.

Eligibility for access to classified material is required for all members of the program. This is done by the following process:

a. Completion of a packet of security forms. Each unit has a Security Manager who can help, if necessary. Make a copy of the Personal Security Questionnaire for your use and for the periodic investigations required later.

b. A Single Scope Special Background Investigation (SSBI) will be performed by Defense Investigative Service (DIS), who will report on each person's reliability and background. This investigation will begin after the forms have been mailed in.

c. The clearance you need may be granted following the completion and adjudication of the SSBI.

d. Eligibility for access to classified material is an administrative determination by the Navy.

The granting of a clearance does not automatically authorize access to classified material. The command holding the classified material (not the recipient) must determine that access is necessary before anyone with the proper clearance can actually see it. This is known as the "need-to-know" principle.

Once you have been granted access to classified material, "that which you do here, see here, or hear here, must stay here." Do not discuss intelligence or naval operations matters simply because the press has reported on such matters. Your disclosure of such items may be a criminal offense. Your position as an intelligence professional would tend to confirm what was only speculation on the part of an unauthorized person.

There are specific instructions that outline how to dispose of classified materials properly (including printer ribbons, magnetic media, notes, scraps from photographs and charts). Security violations (including unauthorized disclosure, classified material left unsecured, discussing classified material on the phone, or missing classified material) must be reported immediately to the Security Manager or the Commanding Officer.

Physical security measures include such things as locks on doors, cipher locks, window covers and vaults. The purpose is to safeguard personnel and protect property from unauthorized access, espionage, sabotage, theft or other unauthorized acts.

The primary responsibility for the security of equipment during normal working hours lies with the individual user. Highly pilferable items should not be left unattended. Information regarding missing equipment should be brought to the attention of the unit Security Manager. When there is a visitor in unit spaces, everyone must be aware of the visitor's actions and ensure that no classified information is accidentally disclosed.

10. Basic Training

a. General

New members of the NRIP should strive to obtain basic military and professional training as quickly as possible to further readiness for mobilization and to obtain the skills required in the performance of their duties. Completion of the Basic Reserve Intelligence Training (BRIT) Program is required for all new 1635-designated officers and IS-rated personnel affiliated with the NRIP. COMNAVRESINTCOMINST 3500.1E defines the role of the BRIT program in the overall training structure of the NRIP.

b. Specific

(1) Enlisted NRIP members should be guided by COMNAVRESINTCOMINST 1570.2A of 21 OCT 1993. Officers should be guided by the training plans set forth in COMNAVRESINTCOMINST 1570.1A of 21 OCT 1993.

(2) Completion of these requirements as soon as possible will greatly enhance career advancement in the NRIP. In order to do so, both officer and enlisted are urged to apply for more than one period of training duty per year.

c. Training at Sea

All personnel are expected to enhance their development by performing some of their annual training (AT) periods at sea or in another operational environment. Guidance on this aspect of training is contained in COMNAVRESINTCOMINST 1570.3A of 14 OCT 1993.

11. Primary Duties

Typically, newly commissioned reserve intelligence officers and trained Intelligence Specialists become full participants in their assigned unit's mobilization readiness project work. A unit project depends on the mission and needs of its gaining command and may include: analyzing aerial photographs, preparing or conducting briefings on current military events or capabilities, processing intelligence information, preparing intelligence studies or analyses, or maintaining plots of foreign military forces.

Your drill periods and ATs at your Gaining Command will provide you with opportunities to develop these skills.

12. Career Planning

Personal development in your Naval Reserve career should be one of your goals. Continued growth not only helps the Navy's readiness but also reinforces your own motivation in the Naval Reserve. Individualized career counseling is provided so that you understand the opportunities and advantages available.

Enlisted career counseling is provided by designated career counselors. Officers should seek guidance from the unit training officer.

Your career development must give precedence to the needs of the Navy. Each billet, or position, in the Naval Reserve has a prescribed series of skills which need to be achieved by the holders of that billet. The training plans, called "training tracks," provide specific steps necessary to increase the readiness of the billet holder. You will need to complete ATs required by your training track before going on those which are optional.

13. Official Mail and Orders

It will often be necessary for your commanding officer, RIPO, and others to communicate with you at times other than drill weekends. Official mail should be considered as duly constituted orders. You are obliged to keep your supervisors advised of your correct mailing address. Pay particular attention to the Plan of the Day (also known as the Plan of the Month, or "POM") prepared monthly by your unit. It is an official order scheduling your activities for the drill weekend and providing useful information.

Officers should also be aware that completion of the Naval Reserve Qualification Questionnaire (NRQQ) (mailed to all officers by the Naval Reserve Personnel Center) is required. The NRQQ is also an opportunity for an officer to insert autobiographical information into his or her permanent record in Washington.

An officer should exercise equal diligence to update frequently the Officer Qualification Questionnaire (OQQ), filed in your service jacket. The OQQ is used by others to make decisions regarding ATs, special courses, command and NRCIS billets.

Regard both the NRQQ and OQQ as part of your military resume. It should always be neatly typed and accurate. It is an officer's responsibility to take care of these documents, not the local Personnel Support Detachment (PSD) that holds your record. A well-prepared NRQQ and OQQ assist an officer in obtaining promotions and serious consideration for competitive, career enhancing AT assignments.

14. Recall Bill

A "recall bill" is a document listing the name, address, work and home telephone numbers of each Naval unit member.

Your participation in the Naval Reserve confirms your willingness to be mobilized when ordered. In an actual mobilization of the reserve forces, time would be critical. Accordingly, an order to mobilize would probably be telephoned to each reservist.

In order to ensure the integrity of the telephone recall system, commanding officers execute practice recalls regularly. Usually, you need only acknowledge orally that you have received the message. Otherwise, you will be instructed when and where to appear. There is a requirement for you to provide your home and work telephone numbers to your unit so that a correct recall bill can be prepared.

15. Physical Condition

Your readiness to mobilize depends in part upon maintaining your personal physical condition. During your birthday month each year, you must report for a physical examination to the medical department holding your medical record. You will have your cholesterol tested, as well as a test for the AIDS antibody. The medical department also monitors your body-fat percentage.

In addition to good health, your physical fitness will also be tested annually by your reserve unit. Current directives require testing in running 1.5 miles, sit-ups, push-ups, stretching and body-fat percentage. The requirements you will have to meet will depend on your age. Each unit should have a physical fitness coordinator who can tell you what standards you have to meet.

You will not be permitted to go on AT if you are not within the body-fat limits of the Navy. If you do not pass the physical fitness test, you may be placed on a special routine of exercise until you are able to pass the test.

16. Service Record

Important documents regarding your Naval career are kept in a file known as the service record. PSD (usually at the RIPO's duty station) maintains the service record. A microfiche copy of this record is maintained at the Bureau of Naval Personnel (BUPERS), Washington, D.C.

You should review the record maintained by PSD at least once a year because you are the person responsible for its contents. You may request a microfiche copy of the Washington service record from PERS-312 to be sure all required documents have been received and included. If a document is missing, it may prevent you from being considered for promotion or advancement.

Page 2 of the record (for both officer and enlisted), the Record of Emergency Data, should be checked each year, or as information changes. It provides information on your beneficiaries in case of your death or accident. It also tells the Navy who to contact or to whom to pay benefits.

If your local record is lost, it must be reconstructed with documents found elsewhere. It is always recommended that you maintain your own file of important papers.

17. Drill Attendance

The key to your successful performance is your attendance at the scheduled drills of your unit. In order to complete a satisfactory year for retirement credit, 90 percent of your drills must be scheduled drills. It may be difficult to work on unit projects or participate in unit activities if you do not drill with your unit.

Each Naval Reserve unit monitors the attendance of each unit member very closely. Unit readiness depends on the active participation of each member. Failure to attend a scheduled drill due to sickness, personal injury, or other circumstances beyond your control will constitute an acceptable reason for permitting the drill to be made up.

Make-up of a missed drill is not automatic. You must notify the unit commanding officer or designated representative as soon as possible, providing justification for the absence. Failure to do so will cause the missed drill to be declared unexcused. Make-up of unexcused missed drills is prohibited.

Only four make-up drills (i.e., one weekend) may be performed with pay during any fiscal year. Make-up drills in excess of four must be performed without pay. Rescheduled drills are different and are done only for the needs of the Navy. This is usually caused by a conflict with AT orders and must be approved in advance.

Reservists are paid and granted retirement points based on drills reported through the Reserve Field Reporting System (RESFIRST). Your CO attests to your attendance by signing an official "muster." Active duty personnel staffing the RESFIRST section of your reserve activity then transfer the muster information into the automated RESFIRST system.

Your paycheck and pay statement will be issued from the Defense Finance and Accounting Service, Cleveland, Ohio, during the first and third weeks of the month following the drills. Direct deposit to your financial institution is strongly encouraged for everyone and is required for all new affiliates and for those re-enlisting.

If you have a problem with your pay, promptly seek assistance from the RESFIRST petty officer in your unit.

18. Recruiting

The continued existence of the Naval Reserve depends on a constant inflow of new personnel. Recruiting should be an "ALL HANDS" effort, and your active personal participation is appreciated.

You will be briefed on the type of candidates the Naval Reserve needs, and the various programs which are available. You are encouraged to look for and refer candidates who are interested in the Naval Reserve. Referral is accomplished by notifying your unit recruiting officer. He will follow up on your referral and give you feedback.

19. Annual Training (AT)

Your performance of two weeks of Annual Training is required annually in order for you to be retained in a drill pay status. At least one out of every three ATs must be performed at the gaining command and should be done as soon as possible in order to maintain the readiness of your unit.

The unit training officer is available to assist you in determining which AT is best for you at any point in your career. The training officer will provide assistance in completing and submitting your application. Refer to COMNAVRESINTCOMINST 1570.1A (officers), 1570.2A (enlisted), and 1570.3A (AT-at-Sea) for career development and enhancement.

There are often problems getting a "quota" or vacancy at the schools reservists are required to attend. There also may be a problem if the activity to which you have applied cancels your class. Many of these problems can be avoided by applying early.

20. Enlisted Evaluation

The enlisted evaluation or "eval," as it is sometimes called, is the most important document in an enlisted person's career. A few months before the "eval" is due, the service member will be asked to provide input. This is the opportunity to make known any accomplishments, including any letters of recognition, awards, military correspondence course work completed, unit duties, and the completion of any military schools or special training.

21. Officer Fitness Reports

Periodically, a report on the fitness of a Naval officer, or "FITREP", is prepared on each officer. It is designed to record the accomplishments and performance of the individual officer during the reporting period covered. The FITREP is also of paramount importance when an officer is considered for promotion. This importance cannot be overstated.

While a FITREP is usually prepared by one's commanding officer, it is the responsibility of the individual officer to ensure both the accuracy and completeness of the information contained in the FITREP.

A few months before it is due, the officer will be asked to provide input for the FITREP. This is the opportunity for the officer to make known any accomplishments, including any letters of recognition, awards, military correspondence course work completed, unit duties, and the completion of any military schools or special training.

Your help is requested in evaluating the effectiveness of our Indoctrination Program. We ask that you complete this questionnaire based on the experiences of your recent transfer. Upon completion, request you turn this form into the unit Career Counselor, and forward a copy to the Area Command Master Chief, .
1. Unit	2. RIA
3. Name	4. Rank/Rate
5. Date arrived at Unit	6. Assign. to (Dept.)
7. Name of Sponsor	8. Rank/Rate of Sponsor
9. Were you assigned a sponsor before arriving? Yes No
10. Are you: Married Single Male Female
11. Did your sponsor assist you in the following:
YES NO
a. Contact you before you arrived?
b. Meet you upon arrival?
c. Have a positive attitude toward command and unit?
d. Were your questions answered timely and accurately?
e. Show you around the unit, base and local area?
f. Assist you in other ways to get settled?
12. What information did you receive from the unit or your sponsor prior to arriving?
Letter only	Both
Information packet	Nothing
13. Overall, how would you rate the helpfulness of your sponsor?
(Rate 1 (Very Poor) to 5 (Excellent) 1 2 3 4 5
14. Please use the back of this sheet or a separate page to make any remarks, criticisms, or recommendations concerning this unit's indoctrination program. Thank you.