PDF Version of CRM Chapter 2 Draft FRS Version for NECC Family Readiness Symposium

1. Chapter 2
Roles of Personnel
1. Purpose. This chapter provides detailed information on the roles
and responsibilities of all members of the Command Family Readiness
Team – the organization within a command responsible for the execution
of the Command, Personal, and Family Readiness Program (CPFRP).
Where applicable this chapter will also identify differences between
Active and Reserve Component programs.
2. Command Family Readiness Team. The Command Family Readiness Team
(CFRT) executes the CPFRP as directed by the Commanding Officer. The
CFRT is a partnership between command leadership and military family
representatives to provide a problem-solving body for command Sailors,
their spouses, dependents, and other Sailor-designated persons.
3. Roles and Responsibilities
a. Commanding Officer. The CO’s role and responsibilities in the
CPFRP are the same as the role and responsibilities in every other
operational aspect of the command. Sailors look to their CO for
leadership, guidance, example, advocacy and boundaries. Sailor’s
families look to the CO for the exact same things. Although the
following task list is directive in nature, it may not be all
inclusive. The CO must use professional and personal experience and
judgment to leverage the unique aspects of their command to address
and mitigate challenges and to determine if the following tasks are
sufficient to support Sailors and families adequately. The CO is
strongly encouraged to seek advice from the NECC Family Readiness
Director, should any questions arise that cannot be answered with
information contained in their instruction.
(1) CO’s shall establish and maintain a CPFRP in accordance
with this instruction. Consideration should be given to the unique
challenges of the command, e.g., geographic location. The program
must be accessible to all members of the command, their spouses, other
dependents and Sailor-designated persons.
(2) CO’s shall use all resources, agencies, and organizations
available to them to accomplish to establish and maintain a CPFRP.
(3) CO’s shall prioritize the CPFRP comparable to operational
functions and become familiar with the concepts, purposes, and actions
outlined in chapter 1 and ensure Sailors and their families understand
the roles and duties of the CFRT.
(4) CO’s shall serve as a role model and advocate for the
CPFRP.

2. (5) CO’s are encouraged to assign in writing a service member
from the command in the pay grade of E7 or above to serve as the
command Family Readiness Officer (FRO). The liaison may be an officer,
senior enlisted member, or civilian employee of the command in
accordance with reference ( )OPNAVINST 1754.5B pg 6 para 3.
(6) CO’s are authorized to assign deputy FROs to address
unique challenges within their organization such as size, need or
geographic separation. This decision is based on the CO’s judgment and
intent for their program, and will be sourced internally.
(7) CO’s should request a brief from the local supporting
Fleet and Family Service Center Representative to become familiar with
the local Navy, Sailor and family programs within 30 days of taking
command and meet with the Information and Referral Specialist for
training within 45 days.
(8) CO’s shall require their FRO to participate in any
scheduled command indoctrination briefs.
(9) CO’s shall schedule CFRT training via the NECC Family
Readiness Director within 30 days of assuming command and attend the
training (in person, via portal, teleconference, or VTC) within 60
days of taking command. In order to build CFRT cohesion it is
recommended that all members of the existing CFRT attend training in
company with the CO even if they have already completed training.
This will facilitate information sharing about the command’s current
CPFRP climate and unique challenges in a convenient setting. It also
affords an opportunity for the CO to discuss their vision and intent
of the CPFRP with all members of the CFRT. Figure 2-1 is a training
matrix listing all required/recommended training and periodicity for
all members of the Family Readiness Command Team.
(10) CO’s shall actively participate in the interview and
appointment process for all CFRT members. In accordance with
reference (a) the CO’s will screen, select and appoint in writing at
least one Ombudsman (spouse of command Sailor) as deemed necessary by
the commander considering the unit’s mission, size, geographic
locations and need. CO’s should consider appointing additional
Ombudsmen and Deputy FROs for geographically displaced detachments.
The CO shall ensure volunteers attend CPFRP training within the time
periods listed in Figure 2-1. Further guidance on volunteer
management is contained in chapter 5.
(11) CO’s shall publish a CPFRP policy statement to outline
the vision and intent of the CPFRP within 30 days of completing CFRT
training. The CPFRP policy statement should be similar in format to
an Equal Opportunity or Sexual Harassment policy statement. The CO’s
CPFRP policy statement should reflect an understanding of the
concepts, purposes and actions outlined in chapter 1 including clear
expectations for Sailors to participate in and be accountable for

3. their personal and family readiness.
(12) CO’s are encouraged to conduct a family readiness
assessment provided by the NECC Family Readiness Director within 30
days of assuming command. Due to legal constraints commands are
prohibited from creating their own survey. The data collected will
help identify strengths and concerns as well as tailor their CPFRP to
the specific needs of their Sailors and families. This data can also
be used to leverage findings and produce information for use by the
command Family Readiness Council as well as the NECC Force Family
Readiness Council. Additional re-assessments will be at the
discretion of the CO.
(13) CO’s shall ensure compliance with requirements for
Operational Security (OPSEC) and Personally Identifiable Information
(PII) per references (b) and (c) respectively.
(14) CO’s shall ensure compliance with public law and
reference (a),(d), and (e) in the case of casualty operations.
Specifically:
(a) The FRO, Ombudsman, FRG Leaders or civilians shall not
be involved in the casualty notification process or follow-on casualty
assistance. The notification process is defined as the initial
notification. Follow-on casualty assistance is defined as any
assistance the Casualty Assistance Calls Officer (CACO) may provide to
the family with regard to the casualty affairs of a deceased Sailor.
(b) CO’s shall consult with the CACO and then determine
guidance for follow-on survivor specific support, if any, to be
offered by members of the command
(c) CO’s are not authorized to release any information
about a deceased Sailor until 24 hours after all next of kin have been
notified and a Navy press release has been made public.
(15) CO’s shall consult with their CFRT members to develop a
baseline Crisis Response Plan and a proactive Communications Plan with
the understanding each event is situational. This shall include
imminent national disasters, casualties, and deaths of either Sailors
or immediate family members.
(16) CO’s should regularly incorporate personal and family
readiness education into command training.
(17) CO’s shall ensure that Sailors are notified of
opportunities to participate in CPFRP training and events.
(18) CO’s shall oversee the receipt, budget, and execution of
all CPFRP expenditures. CO’s determine CPFRP spending priorities
within DoD’s fiscal and legal guidelines, and are the final approval
authorities for all expenditures of CPFRP funds. See chapter 7 for

4. further guidance on funding the program.
(19) Per reference (a), CO’s shall ensure volunteers are
recognized during Volunteer Appreciation Week (usually in April),
Ombudsman Appreciation September 14, Military Spouse Appreciation Day,
and at other appropriate times. See reference ( ) OPNAVINST 1750.1F
Enclosure (6) page 4 para 7 for general guidelines.
(20) Per reference (a) CO’s shall initiate, monitor, or
participate in any administrative process such as appointments,
revocation of appointments/command endorsement, and grievance matters.
(21) CO’s shall establish reliable communications between the
command and families to strengthen the CPFRP. Per reference (f)
(NAVADMIN 295/10) CO’s shall provide official CPFRP communication to
Sailors, spouses and Sailor designated persons at least once monthly.
Definitions of communications means and delivery methods are specified
in Chapter 5.
(22) CO’s shall establish a Crisis Communication Plan by which
information is disseminated to Sailors and their families in the event
of a crisis.
(23) CO’s shall conduct CFRT meetings with enough frequency to
ensure members of the team are familiar with current family readiness
issues. CO’s may also consider their meeting to fall in conjunction
with the monthly Ombudsman meeting.
(24) CO’s shall conduct training with COS/XO/CMC regarding
contact sheets and NECC family care plan.
(25) CO’s will review FRG by-laws prior to permitting an FRG
to use the command name. COs will ensure the FRG does not improperly
use the command name in a way that either implies Navy endorsement or
is otherwise discrediting to the command or the United States Navy.
(26) CO’s will protect personal information about command
members and dependents, releasing it only per reference (f) and (g).
Commanding Officers will ensure that written consent is obtained from
command members before any release of personal information to an FRG.
(27) Per references (d) and (h), CO’s shall designate an
official command liaison (“FRO”) to the FRG. The command liasion
(“FRO”) may officially represent the command and act in an advisory
capacity to the FRG in discussions of matters of mutual interest. In
this manner, the command liaison (“FRO”) serves as a conduit of
information between the command and the FRG. The command liaison
(“FRO”) may not direct or otherwise be involved in matters of
management or control of the FRG.
(28) Per reference (g), CO’s may accept voluntary services

5. from FRG members and may authorize reimbursement of qualifying
expenses for official volunteers.
(29) CO’s may provide logistical support, such as access to
command spaces, use of equipment, and command representatives, for
permissible FRG events, consistent with section 3-211 of reference (h)
and available resources.
(30) CO’s will not endorse off-base FRG fundraisers when the
FRG solicits from anyone other than command members or their
dependents, and when using proceeds of a fundraiser to benefit someone
other than the command members and their dependents. For example, the
CO will not endorse FRG solicitation of local businesses or FRG
fundraiser to benefit a charity of the FRG’s choosing.
(31) CO’s will not solicit or accept gifts on behalf of an
FRG.
(32) CO’s will not directly manage or control an FRG.
(33) CO’s will, in those instances where FRGs are not
complying with applicable rules or conditions for continued support,
revoke FRG permission to use the command name, deny requests to
endorse or otherwise support FRG events or fundraisers, and decline to
accept gifts or services from the FRG. Any such action will be
communicated to the installation Commanding Officer for his or her
awareness.
b. Reserve Component Commanding Officer. Reserve Component (RC)
CO’s shall comply with the same criteria identified for Active
Component CO’s with the following additional responsibilities.
(1) RC CO’s shall ensure compliance with the Yellow Ribbon
Reintegration Program (YRRP) established by reference (i) and outlined
in chapter 8.
(2) RC CO’s shall submit requests through the operational
chain of command to the Joint Family Resource Center (JFRC) for Joint
Family Support Assistance Program (JFSAP) support at least 30 days
prior to the YRRP event. Requests should be submitted via
http://jfsap.mhf.dod.mil.
c. Chief of Staff (COS)/Chief Staff Officer (CSO)/Executive
Officer(XO). The COS/CSO/XO is expected to set the example,
communicate, and implement the vision and intent of the CO’s CPFRP.
The COS/CSO/XO will coordinate with the FRO on all personal and family
readiness matters. This includes the intangible mission of cultivating
an understanding and appreciation within the officer wardroom of the
importance of the CPFRP.
(1) The COS/CSO/XO shall, through personal involvement and
emphasis require subordinate leaders to advocate for the utilization

6. of the personal and family readiness opportunities offered through
Navy Sailor and family programs/resources (see chapter 8).
(2) The COS/CSO/XO shall assist the CO as the senior officer
advisor to ensure Sailors maintain a constant state of personal and
family readiness and initiate action to hold Sailors accountable for
their comprehensive readiness.
(3) The COS/CSO/XO shall keep apprised of all policies of the
CO and disseminate that information to the command’s personnel,
Ombudsman and FRO.
(4) The COS/CSO/XO shall serve as an additional source of
Information and Referral (I&R) resources for the FRO, Sailors and
families.
(5) The COS/CSO/XO shall attend Family Readiness Command Team
meetings.
(6) The COS/CSO/XO shall attend CFRT within 60 days of
reporting to the command.
(7) The COS/CSO/XO shall advise all officers who decline to
allow their spouse to participate in the CPFRP or whose spouse
declines to participate in the CPFRP on the benefits of the program to
their family. Spouses of Sailors will not be coerced to participate.
d. Command Master Chief. The CMC is also expected to set the
example, communicate and implement the vision and intent of the CO’s
CPFRP. The CMC will coordinate with the FRO on all personal and
family readiness matters relating to enlisted Sailors and their
families. This includes the intangible mission of cultivating an
understanding and knowledge within the enlisted ranks of NECC Family
Readiness Programs. Chiefs Mess and subordinate leaders may offer a
unique insight into the problems and challenges faced by the Sailors
and their families.
(1) The CMC shall, through personal involvement and emphasis
require subordinate leaders to advocate for the utilization of the
Sailor and family programs functions, services, opportunities and
agencies available to them through the CPFRP and Navy Sailor and
family programs/resources.
(2) The CMC shall demonstrate to Sailors and families the
importance of personal and family readiness through active and visible
presence and involvement in personal and family readiness efforts.
(3) The CMC shall assist the CO to ensure Sailors maintain a
constant state of personal and family readiness and coordinate action
with the COS/CSO/XO to hold Sailors accountable for their
comprehensive readiness.

7. (4) The CMC shall serve as an additional source for
Information and Referral resources and actions for the FRO, Ombudsman,
FRG Leaders, Sailors and families.
(5) The CMC shall attend CFRT meetings.
(6) The CMC shall attend Family Readiness Command Team
training within 60 days of reporting to the command.
(7) The CMC shall advise enlisted Sailors who decline to allow
their spouse to participate or whose spouse declines to participate in
the CPFRP on the benefits of the program to their family.
e. Family Readiness Officer (FRO). The roles and
responsibilities of the FRO and Deputy FRO are outlined in Chapter 3.
f. Chaplain. The roles and responsibilities of the command
chaplain are inherently dynamic. In addition to ministerial and
pastoral duties, the chaplain is in a unique position to provide
insight into the emotional and spiritual well-being of the CO’s CPFRP,
and to offer timely and relevant advice on issues impacting the CO’s
personal and family readiness.
(1) The command chaplain shall advise the CO about any
potential challenges the unit as a whole is facing and recommend
appropriate courses of action.
(2) The command chaplain shall attend all command specific
functions where a chaplain’s brief is required, such as Command
Indoctrintation.
(3) The command chaplain shall attend NECC Family Readiness
Symposiums; be familiar with the Combat Operational Stress Control
Program (COSC), and NECC Total Force Fitness.
(4) The command chaplain is encouraged to be familiar with all
potential resource opportunities to include networking with other
command chaplains in order to observe other command’s training
activities and civilian faith-based outreach programs.
(5) The command chaplain shall attend Command Family Readiness
Team training within 30 days of assignment. In the event a command
chaplain is assigned to a reserve unit the officer shall attend
Command Family Readiness Team training within 120 days of assignment.
g. Command Leadership Spouses. The involvement and support of
spouses of the CO, XO, and CMC can be an invaluable asset to the
CPFRP. The degree of involvement that any of these individuals will
have may differ by command and personal interest. Reference (a)
allows CO’s to select their spouse, the spouse of the XO or CMC, or
another member of the chain of command, to serve as an advocate to the

8. command Ombudsman program. To assist in their leadership role,
training is available. It is recommended that leadership spouses
attend Ombudsman Basic Training, preferably with their command
Ombudsman. This training provides important guidelines and direction
in assisting Ombudsman, as well as the requirements of confidentiality
(1) Although leadership spouses may participate in
conversations that are of a personal, confidential nature, this does
not preclude them from reporting conversations that expose
domestic/child abuse or other criminal activity. As Volunteers, per
reference (a) leadership spouses are mandatory reporters for purposes
of the CPFRP.
(2) Leadership spouses are encouraged to listen to Sailors and
their families and elevate issues concerning family well-being and
community needs to the CO and CFRT.
(3) Leadership spouses should foster a sense of community
within the command, support initiatives that contribute to
socialization of command members and families, and encourage family
members to be good neighbors.
(4) Leadership spouses are encouraged to help families
acknowledge their role and responsibility for individual family
readiness self-sufficiency and resiliency.
(5) Leadership spouses should advocate use of Sailor and
Family Readiness support systems and training that supports families.
(6) Leadership spouses are encouraged to share ideas, best
practices, and successes with other spouses.
(7) Leadership spouses are encouraged to support grass-roots
problem solving within the command.
(8) Leadership spouses are encouraged to attend the NECC CFRT
Training with the new CO, or within 45 days of accepting the
invitation to volunteer.
(9) Leadership spouses are encouraged to attend a COMPASS
Class, local C.O.R.E. conferences/FFSC Spouses workshop within 30 days
of accepting the invitation, or as soon as a workshop becomes
available, in order to better advocate and promote available family
readiness training. Command Leadership School for spouses is also a
recommended class to assist in understanding and the execution of your
position.
(10) Leadership spouses will comply with OPSEC and PII
requirements as outlined in references (b) and (c)should they accept
the invitation to participate. OPSEC training, PII training, and
signing a Volunteer Service Agreement must be completed within 90 days
of accepting the invitation to volunteer. While providing services

9. within the scope of their volunteer duties, leadership spouses are
afforded the same tort liability protection as government employees
under the Federal Tort Claims Act, reference (l). Leadership spouses
are authorized access to email distribution lists, or other such
information, that may contain PII only for the purposes of assisting
the Ombudsman and FRG Leaders in the event these individuals are
unable to fulfill their duties.
(11) Leadership spouses that choose to hold a volunteer
position are required to include a signature block on all CPFRP
related emails with at least the following information and subject to
the below limitations. Email distribution lists shall not be used to
announce non-CPFRP events or solicit non-CPFRP related materials or
donations.
(a) Name.
(b) Position/title (i.e. Commander’s Spouse or CMC’s
Spouse).
(c) Leadership spouses email and/or phone number for
contact purposes or include the Ombudsman’s contact information.
(d) Leadership spouses may not include a favorite
quotation, inspirational saying or tagline in their signature block.
(e) Disclaimer: Information is distributed in this email
as information of common interest for military members and their
families/designated-contacts. Use of this information does not
advertise nor imply endorsement of any non-federal entity, commercial
or otherwise, by the Department of Defense, U.S. Navy or this command.
h. Command Ombudsman. The Command Ombudsman supports the command
mission by providing communication, outreach, resource referral,
information, and advocacy to and for command families. Per reference
(a) the Ombudsman is a volunteer who is the spouse of an active duty
or selected reserve member. If the CO is unable to select the spouse
of an active duty or reserve command member, refer to reference (a)
enclosure (1) for waiver procedures. In the event a spouse does not
volunteer, a designated parent/extended family member of an
enlisted/officer member may fill the position upon approval from CNIC.
(The CO shall appoint, in writing, at least one Ombudsman, although it
may be beneficial to appoint more than one due to the size and mission
of command to ensure that all constituencies are provided a voice to
the CO. When two or more Ombudsman are appointed, it is vitally
important to maintain clear lines of communication and prevent
conflict detrimental to the individuals involved. If the CO, XO, CMC
spouse is Ombudsman certified they may fill the position on a
temporary basis. Recommendations from incumbent Ombudsman and/or
other CFRT members should be considered when appointing a new
Ombudsman. However, the CO has the final decision on Ombudsman
appointment. Ombudsmen must undergo the screening, interview,

10. selection, and appointment process that the CO has put in place. A
probationary period of six months for a first time ombudsman and three
months for an experienced ombudsman is recommended.
Ombudsmen should submit a resignation letter when:
(1) There is a change of command.
(2) They can no longer perform their assigned duties.
(3) They are unable to work effectively within their chain of
command.
(4) Their spouse transfers to another command, retires, or
otherwise separates from the command.
As a courtesy, when a new CO reports, the incumbent Ombudsman should
submit a letter of resignation. The new CO may ask the Ombudsman to
remain until a new Ombudsman is trained and in place, or the incumbent
Ombudsman may be reappointed.
Per reference (a) and (d) the Command Ombudsman may collaborate with
the FRG on behalf of the command, but shall not serve as an FRG
officer (President, Vice President, Treasurer, Secretary, or committee
chair).
However, they may assist the CFRT in marketing the establishment and
creation of the FRG. They may also serve as the SME for information
and referral to the FRG. More information on this function is
available at: http://www.cnic.navy.mil/CNIC_HQ_Site/WhatWeDo/
FleetandFamilyReadiness/FamilyReadiness/FleetAndFamilySupportProgram/
OmbudsmanProgram/OmbudsmanProgramOverview/index.htm
(1) NECC Force Ombudsman. The Roles and Responsibilities of
the Force Ombudsman are the same as the command Ombudsman. The
relationship between the Force Ombudsman, Echelon IV Ombudsmen, and
command Ombudsmen will be one of communication and not direction.
This position supports distribution of information between subordinate
commands within NECC and the Type Commander. Mentorship and advocacy
are two key components in making this position a success, as well as,
taking the initiative to be engaged with lower echelon leadership,
Ombudsmen and families within the NECC Force. A seasoned Ombudsman
should hold the position of the Force Ombudsman.
(2) NECC Staff Ombudsman. Per reference (a) commanders should
appoint an Ombudsman for their staff only. The Staff Ombudsman may
serve in an advisory capacity to the commander on matters affecting
service members and their families within their area of command
responsibility. This is for reporting purposes only. There is no
hierarchy within the Ombudsman Program and there are not prescribed
supervisory roles over other Ombudsman. Supervision of ombudsman is
the responsibility of the CO and of their designated representatives.

11. (3) Additional Ombudsmen responsibilities are defined below.
(a) Ombudsmen shall work with the CFRT to support the
CPFRP and the CO.
(b) Ombudsmen shall serve as the liaison between command
families and the command, keeping the CO informed of general morale,
health, and welfare of the command’s families.
(c) Ombudsmen shall attend all CPFRP meetings as directed
by the CO.
(d) Ombudsmen shall develop and distribute a command
approved monthly or quarterly family readiness communication tool (ie.
Facebook, command newsletter). If the Ombudsman is designated by the
CO to create/maintain a social networking/media site for the command
they shall request social networking/media site training from NECC
Strategic Communications staff prior to initiating or updating any
social networking/media site, regardless of the registration status.
All social networking/media sites must be registered at
http://www.navy.mil/media/smd.asp.
(e) Ombudsmen shall serve as a gauge of the strength and
overall well-being of the CPFRP to the command team.
(f) Ombudsmen shall participate in CFRT planning and
assessment activities as determined by the CO.
(g) Ombudsmen shall attend and participate in family
readiness-related functions such as pre, mid, and post deployment
events, family days and other functions the CO deems appropriate.
(h) Ombudsmen shall exemplify the CO’s vision and intent.
(i) Command ombudsman shall attend Basic Ombudsman
Training provided by FFSC within 30 days of appointment; priority is
given to the timeliness of training and not to the other participants
within the class. Ombudsmen shall also attend PII training via
http://www.doncio.navy.mil/TagResults.aspx?ID=36 within 30 days of
appointment. Upon verification of PII training completion, Ombudsmen
shall apply for their LAC card via their command FRO.
(j) Ombudsman shall take the NECC CFRT within 30 days of
appointment.
(k) Ombudsmen are strongly encouraged to attend a Compass
workshop within 90 days of appointment, or as soon as a workshop
becomes available within your region in order to better advocate and
promote the Compass program.
(l) Ombudsmen shall comply with OPSEC and PII requirements

12. as outlined in references (b) and (c), respectively within 90 days.
While providing services within the scope of their duties, the
Ombudsman is afforded the same tort liability protection as government
employees under the Federal Tort Claims Act, reference (k). The
Ombudsman is authorized access to information that may contain PII
only for the purposes of serving in their official duties.
(m) Ombudsman shall contact a FOCUS representative for a
review of their policy and training. See Resource Chapter for further
information.
(n) Ombudsman shall take Operational Stress Control
training via NECC portal or other means.
(o) Ombudsman shall include a signature block on all CPFRP
related emails with at least the following information. Email
distribution lists shall not be used to announce non-CPFRP events.
1. Name.
2. Command/title (command name, Ombudsman name, (ie.
RIVRON ONE command Ombudsman)
3. Ombudsman email (1NCDOmbudsman@navy.mil)and phone
number for contact purposes.
4. Ombudsman may not include a favorite quotation,
inspirational saying or tagline in their signature block.
5. Disclaimer: Information is distributed in this
email as information of common interest for military members and this
families/contacts. Use of this information does not advertise nor
imply endorsement of any commercial activity or product by the
Department of Defense, U.S. NAVY, or this command.
(r) Per reference (a), Ombudsmen are mandatory reporters
for purposes of CPFRP.
(s) Per reference (a), Ombudsmen are required to register
on the Ombudsman Registry in order to track their volunteer hours.
Active duty Ombudsmen must report monthly and Reserve Ombudsmen will
report quarterly, unless otherwise instructed by their CO.
i. Family Readiness Group (FRG). Per reference (d), an FRG is a
private organization, closely affiliated with the command, comprised
of family members, Sailors, and civilians associated with the command
and its personnel, who support the flow of information, provide
practical tools for adjusting to Navy deployments and separations, and
serve as a link between the command and Sailors’ families. FRG’s help
plan, coordinate and conduct informational, care-taking, morale-

13. building and social activities to enhance preparedness, command
mission readiness, and increase the resiliency and well-being of
Sailors and their families.
1. Nature of FRGs. FRGs are an integral part of a support
service network that includes ombudsmen, fleet and family support
centers (FFSCs), chaplains, school liaison officers, and child
development centers at the command-level, to provide services in
support of service members and their families. FRGs interact with
installation activities (e.g., FFSC; morale, welfare and recreation;
chapel) and other Navy affiliated private organizations (e.g., Chief
Petty Officers Association, Navy Wives Club of America, Navy League
Association, United Services Organization) to help coordinate
activities for the support of unit members and their families.
2. Structure of FRGs. FRGs consist of elected officers and
group members. Sample by-laws for an FRG are contained in reference
(d) enclosure (1). Further details on FRG structure are contained in
the U.S. Navy Family Readiness Group Handbook 2011. FRGs are open to
all family members, Sailors, and civilians associated with the command
and its personnel, In addition, although not required, individual FRG
members may be designated as official volunteers. Official volunteers
are FRG members who are approved by the command or installation and
agree to perform assigned duties under command supervision. See
Official Volunteer Activities.
3. Official Volunteer Activities. Per reference (g),
Commanders are authorized to accept voluntary services from an
appropriate number of FRG members to assist family support programs.
Prior to providing volunteer services to the command, volunteers must
complete a DD Form 2793. A copy of the signed agreement shall be
given to the volunteer prior to their commencement of volunteer
services. A person providing properly accepted voluntary services is
considered to be an employee of the Federal Government for certain
purposes. Therefore, commands must provide official volunteers a
clear, written description of duties and scope of responsibilities
assigned, provide appropriate training, and supervise performance of
those duties. Official volunteers may not release personal
information, obtained from the command in the course of official
voluntary duties, to the FRG absent proper consent of the
individual(s) concerned. Protection of personal information is
governed by the Privacy Act and reference (l). Official volunteer
duties may not include fundraising, soliciting, or accepting gifts.
Official volunteers will adhere to the same standards of conduct as
paid federal employees as outlined in reference (h). Official
volunteers are not authorized independent use of government vehicles.
4. Relationship between Ombudsman and FRG. FRGs operate
distinctly from the ombudsman, the official Navy representative tasked
with improving mission readiness through family readiness. The
ombudsman may collaborate with the FRG on behalf of the command, but

14. shall not serve as an FRG officer. An ombudsman may participate in
the FRG in a purely personal capacity, but not as the command
Ombudsman.
5. Command Support. Installation CO’s may permit properly
approved FRGs, that meet the requirements of reference (m), to operate
on Navy installations. Individual commands may provide limited
logistical support, such as access to command spaces, use of
equipment, and command representatives for FRG events, based on the
criteria listed in section 3-211 of reference (h) and per reference
(m). Questions regarding specific events should be referred to judge
advocates in the chain of command.
6. FRG Use of Command Name, Seals, Logos, or Insignia. An
FRG may use the name of the command in the name of the FRG, with
approval of the Commanding Officer. FRGs may not use seals, logos, or
insignia of commands on any FRG letterhead, correspondence, titles, or
in association with any FRG programs, locations, or activities. The
FRGs status as a private organization must be apparent and
unambiguous. Printed material, web sites, and electronic media must
include the prominent disclaimer contained in reference (m).
7. Fundraising. As a private organization, an FRG may
fundraise. Per references (d) and (h), commanders may officially
endorse and approve FRG fundraising events when the fundraising occurs
within command spaces and is conducted among their own members or
dependents to raise money for the benefit of their own command members
or dependents. In regards to fundraising elsewhere on an
installation, FRGs will obtain approval of the installation commanding
officer to hold fundraisers on base when the location is other than
unit command spaces. FRGs may solicit local business or conduct
fundraisers off the base; commands do not approve or disapprove such
activities. However, FRG members will not solicit gifts or donations
on behalf of the command or imply that the Navy officially endorses
their fundraising activity. Service members and civilian employees
may never solicit donations from contractors, even if acting in their
personal capacity as a private member of the FRG.
8. Gifts. An FRG is free to accept solicited and unsolicited
gifts offered to the FRG without command approval but compliant with
its by-laws. An FRG may never accept a gift on behalf of a command or
the Department of the Navy. Similarly, a commanding officer will
never accept a gift on behalf of an FRG. Any donation of gifts from
an FRG to the command will be processed in accordance with reference
(n).
9. Disestablishment. When in the best interest of the FRG to
disestablish, the FRG may be dissolved by a vote of its members.

15.
NECC FRO OMB FRG P.I.I.
CFRT TRAINING TRAINING TRAINING TRAINING
By CO direction By CO direction
Within Within Within
CO/XO/CMC/CHAP 30 days 45 days 45 days
Within* Within* Within Within Within
FRO/DEPUTY FRO 30 days 30 days 45 days 90 days 30 days
Within Within Within Within
OMBUDSMAN 30 days 90 days 30 days 90 days
OFFICIAL Within Within
VOLUNTEER 30 days 90 days
* RC FRO Training required within 60 days of assignment.
Figure 2-1.