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MEDICAL DEPARTMENT OFFICER DISTRIBUTION BRANCH (PERS 4415)

MEDICAL DEPARTMENT OFFICER DISTRIBUTION BRANCH (PERS 4415). NAME MONTH/YEAR. DISCUSSION POINTS. Mission Assignment process FITREPS Selection board preparation Selection boards. NAVY PERSONNEL COMMAND.

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MEDICAL DEPARTMENT OFFICER DISTRIBUTION BRANCH (PERS 4415)

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  1. MEDICAL DEPARTMENT OFFICER DISTRIBUTION BRANCH (PERS 4415) NAME MONTH/YEAR

  2. DISCUSSION POINTS • Mission • Assignment process • FITREPS • Selection board preparation • Selection boards

  3. NAVY PERSONNEL COMMAND Our mission is to support the needs of the Navy & Marine Corps by providing the Fleet with the right person in the right place at the right time.

  4. ASSIGNMENT PROCESS PERS-4415 Medical Department Officer Distribution: • Branch Head: CAPT Terry Moulton, MSC, USN • Medical Department Detailers: • Senior MC Detailer: CAPT Ken Iverson, MC, USN • Senior DC Detailer: CAPT Michael Chutich, DC, USN • Senior MSC Detailer: CAPT Denise Weber, MSC, USN • Senior NC Detailer: CAPT Jackie Mitchell, NC, USN

  5. ASSIGNMENT PROCESS Detailer Communication Options: • Telephone (901) 874-XXXX • DSN 882 • E-mail: first.last@navy.mil • Detailer site visits: • Conferences, command sponsored trip • As planned by NPC • As per requests of each command • http://www.npc.navy.mil/Officer/Pers44/

  6. ASSIGNMENT PROCESS Duties of the Detailer: • Negotiate and write orders • Communicate with the Specialty Leaders • Counsel constituents before and after boards • Nominate members to sit on boards • Visit commands to speak with constituents

  7. ASSIGNMENT PROCESS Key Player Roles: Specialty Leader - SG’s advocate for specialty-specific concerns including: billet distribution, training, accessions, professional and career development. Specialty Leader “advises” Detailer on Officer assignments within their community – NOT the Detailer! Detailer - Officer’s advocate; ensure career and personal concerns are balanced with the needs of the Navy; advocate for all subspecialties; career counseling/career management/assignments. Placement Officers - Command’s single POC for manning concerns; work collaboratively with BUMED, Regions, Commands, Detailers and Community Managers to properly distribute personnel resources across the enterprise.

  8. ASSIGNMENT PROCESS • Key components are: • Needs of the Navy • Career needs of the Officer • Personal needs of the Officer • Other considerations: • PCS rule structure • Fiscal considerations • Tour length requirements

  9. ASSIGNMENT PROCESS • Needs of the Navy • Need valid billet/identified requirement • Career needs of the Officer • Job growth/wants of the Officer • Wants ≠ needs • Personal needs • Family considerations • Geographical preferences

  10. ASSIGNMENT PROCESS PCS rule structure: • Billet coding (grade, special qualifiers, etc…) • e.g. One-up/One-down • Minimum tour length requirements (before separation or another assignment) • MILPERSMAN 1301-108 • CONUS to CONUS – 24 mos • CONUS shore to CONUS sea – 12 mos • To OCONUS Sea or shore – DOD prescribed tour • OCONUS to CONUS (sea or shore) – 12 mos • OCONUS special circumstances • Japan – max 3 dependents

  11. ASSIGNMENT PROCESS • Gapping billets • Waiver process • EFM program • Ensure EFM update is completed ~ every 2 years • Fiscal • Always a consideration

  12. ASSIGNMENT PROCESS • Talk with SL first (if applicable to Corps) • Talk with detailer early (9-12 mos from PRD) – long/short term goals • Be honest – lay out all cards, family, school • Have your facts correct • Detailers take notes and network constantly • Emails > 1/4 page…indicative of phone call • Military bearing will show in an email/phone call • “Hiding out” will lead to disaster • Don’t use “retirement trump card” – difficult to reverse

  13. ASSIGNMENT PROCESS • Resignations: 9-12 months prior to requested separation date • MILPERSMAN 1920-190/200 • Retirements: 6-9 months prior to requested separation date (9 -12 months if not at PRD) • PRD Extensions: 9-12 months (12 Mos TOS) • MILPERSMAN 1331-020 • Always must consider the “daisy-chain” of moves and command impact

  14. ASSIGNMENT PROCESS Orders Process: • Negotiate with Detailer after discussion with Specialty Leader (if applicable to Corps) • Detailer reviews slates, billet requirements and timing • Orders proposed by detailer • Proposed orders process through gaining & losing placement officers for validation of billet requirements, backfill plans, move timing, etc.; orders also process through other PERS codes if required (e.g., EFM) • Generally a 10-14 day process if orders “flow” through the chop chain • Order writers can provide status of orders • Orders available on BOL 1-2 days after release

  15. ASSIGNMENT PROCESS Individual Augmentation (IA)orders (ref: NAVADMIN 061631Z JAN 08): • Requirements sourced through NAVMED Regions • IA Orders are generated by PERS-46 - ITDY orders from PDS to forward location, with return to PDS • Entitlements not affected (PCS, HHG, etc.) • Detailer is not involved with IA orders • Detailer will work with individual officer if IA assignment affects PRD, etc.

  16. ASSIGNMENT PROCESS GSA (GWOT Support Assignment) orders Ref: NAVADMIN 061634Z JAN 08 • GSA assignments are negotiated with their Detailer as Officer enters the detailing window • Officers receive PCS orders to ECRC • San Diego or Norfolk • Entitlements are affected (e.g. BAH, HHG move, etc.) • Currently ~48 Medical Department billets (may increase to ~118) • MC, MSC, NC • Detailers negotiate follow-on orders, which are released after reporting to GSA assignment.

  17. FITNESS REPORTS • Single most important personnel management tool - impacts all personnel decisions. • Selection for promotion, training programs, and Executive Medicine Screening. • Performance documentation from entry to separation - continuity. • Performance is everything - bloom where you are planted. • Boards select based on the written record - the written record IS the individual.

  18. FITNESS REPORT NARRATIVES • 18 lines of text - write for impact. • Write for your audience: various subspecialties, other Navy Medical Department Officers and line officers on selection boards. • No technical language known only to your specialty! • Bottom line: Learn how to write effectively—your career and the careers of your subordinates may be at risk if you cannot write effectively.

  19. FITNESS REPORT NARRATIVES • Do not write a job description - already in block 29 • State performance with outcomes and metrics. • Does the narrative match the grades? • Leadership, leadership, leadership when competing for CDR and CAPT

  20. FITNESS REPORT NARRATIVES • Non-observed fitness reports for DUINS—make comments in the narrative whenever possible. Significance of graduate work to the Navy, involvement as a leader/mentor on campus, ROTC unit, command etc. Making a contribution to the Navy during DUINS is important. • Personal awards (medals) and completion of degree programs or training courses do not compensate for mediocre or average evaluations. • State completion of service school or graduation in bullet if significant (Not all service schools are coded on ODC/OSR).

  21. FITNESS REPORT NARRATIVES • Reporting Seniors must clarify marks/also break out MP and P officers if large groups. • Forced distribution. “My #1 MP, would have been EP but ranked against highly competitive senior officers”. • “my #1 LCDR out of 25 of all designators” • Headquarters commands—large pool of “stars”—comments especially important. • Break out and Remove Doubt. • Reporting Seniors should clarify any “blanket command policies regarding ranking” in the narrative (i.e. newly promoted officers do not receive “EP” rankings).

  22. SAMPLE NARRATIVE FORMAT • Short opening statement – Breakout! • #3 of 15 LCDRs regardless of designator (esp if 1/1 billet) • “If not for forced distribution and being junior LT…” White space • Several bullets with most important listed first • Cause and effect (impact) bullets White space • Closing statement with promotion recommendation. • Command recommendation if up for CAPT.

  23. OTHER IMPORTANT FITNESS REPORT BLOCKS • Block 29: 14 character/space primary job abbreviation—use your leadership role, e.g., Director, DH, etc. rather than specialty. • Include job scope - # of people supervised, budget oversight if applicable (optional for operational billets). • Periods not available for duty, i.e., on first FITREP after reporting aboard, Leave/Transit: 06OCT01-06OCT06. • Block 40: Don’t leave blank! Milestones should be consistent with rank and specialty. Be realistic—don’t recommend a brand new O-4 for MTF CO.

  24. SAMPLE BLOCK 29 OK…. 29. Primary/Collateral/Withstanding Duties (Enter primary Duty abbreviation in box.) DIETITIAN Dept Head, Nutr. Mgt. Dept -12; Oversees food service, supply, clin. nutr. WATCH: CDO -12. Better…. 29. Primary/Collateral/Withstanding Duties (Enter primary Duty abbreviation in box.) DEPT HEAD DEPT HEAD, NUTR. MGMT.-12; Supervises 200 civilian, military, & contractors; manages annual $4.4 mil budget. WATCH: CDO -12.

  25. OTHER IMPORTANT FITNESS REPORT ITEMS • First sentence of the narrative comments must be the authorized reason for a Concurrent, Special or Operational Commander Report. • On a Detachment of Individual report, identify the next assignment if known. • Adverse entry: Explain any grade of 1.0, three 2.0 grades and a grade below 3.0 in Command or Organizational Climate/EO. • Removal of reporting senior SSNs on all member copies, enlisted field service copies and filed in command files (2-yr retention of all enlisted evals and FITREPS).

  26. FITNESS REPORTS • Don’t repeat bullets from previous fitness reports—each FITREP should present new material. If each FITREP sounds the same during a tour, it doesn’t show growth and development—can be a negative factor. • Be smart and know the BUPERSINST 1610.10A—don’t depend on others to know it. It is your career, manage it.

  27. FITNESS REPORT ISSUESIMPACT ON SELECTION Detailers see same problems while doing failure of selection counseling with officers: • Narratives - not written for impact, too technical, job descriptions rather than performance, no demonstrated growth or increasing responsibility, no further job/promotion recommendations, stock comments or phases—not meaningful comments, and too much repetition from report to report. • Did not break out from the pack either in EP or MP ratings or in the narrative. • Dead space – air gaps, i.e., reporting senior assigns 1 officer MP and leaves EP blank • Inattention to block 29: 14 character primary duty abbreviation lists the specialty rather than the leadership; job scope missing. • Accomplishments/contributions as a Naval officer, MSC officer, and a professional--must be addressed in the narrative.

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