REFERENCES
A. OPNAVINST 3120.32 (Series), SORM
B. Division Officer’s Guide
C. Naval Officer’s Guide
D. Service Etiquette
E. NAVEDTRA 10802-AK (Useful Information for Newly Commissioned Officers)
I. RELIEVING CHECK-OFF LIST
A. GOALS
1. Prepare yourself to ensure a smooth and orderly transition.
2. Make an accurate assessment of requirements and responsibilities.
3. The relieving letter, if required, should be accurate, fair, and appropriate.
4. Establish realistic and achievable goals.
5. Self-evaluation.
B. POLICY REVIEW
1. Conduct a thorough review of command, department, and division policies.
C. RESOURCES REVIEW
D. TRAINING / ADVANCEMENT REVIEW
E. EQUIPMENT REVIEW
F. EQUIPAGE REVIEW
G. DAILY QUARTERS
H. POINTS TO REMEMBER
1. The relieving process is a “snap shot” of the division. Things are not always as they may seem (both good and bad).
2. Determine what is correct and what is incorrect.
3. Do not criticize.
4. Do not implement any changes until the relieving process is complete.
II. THE RELIEVING LETTER
A. The contents of the relieving letter must accurately reflect the present status of the division in all respects.
B. Relieving letters are not always required.
C. Contents:
1. Statement of relief
2. Review completed
3. Discrepancies
4. Manning
5. Controlled equipage
6. Classified material
7. Overall condition
RELIEVING CHECK-OFF LIST
This check-off list is provided to assist you in conducting a well-prepared, orderly and complete division turnover. The list is not all-inclusive. However, it provides a starting point that covers areas of importance common to most divisions.
While reviewing the list, remember to keep the following points in mind:
1. Strive to achieve a smooth, orderly transition.
2. Accurately assess the strengths and weaknesses of the division.
3. Provide enough information to write a relieving letter that is accurate, fair, and appropriate. Inquire early whether or not a relieving letter will be required.
4. Set challenging and achievable goals for the improvement of the division’s efficiency and work performance.
5. Conduct periodic, personal self-evaluations of your effectiveness as a division officer.
A. BILLET-RELATED NAVY AND COMMAND POLICY REVIEW
____ Review OPNAVINST 3120.32 (Series). Pay particular attention to Chapter 3, which delineates general and specific duties of your billet.
____ Review OPNAVINST 3120.32 (Series). Pay particular attention to page 3-123, Article 361 which delineates the basic function, duties, responsibilities, and authority.
____ Review ship’s instructions. Pay particular attention to instructions pertaining to your department/division.
____ Review departmental/divisional organization and regulation manual (i.e. CIC Doctrine, EDORM).
B. DIVISIONAL RESOURCES REVIEW
____ Ship’s Manning Doctrine (SMD) – Division manning levels (Rate/Rating/NEC).
____ Enlisted Distribution Verification Report (EDVR) – Personnel onboard; prospective gains/losses.
____ Master Training Plan (MTP) – Current accomplishment, required drills/exercises, required schools (Chapter 6).
____ Watch, Quarter, and Station Bill – Verify currency and utilization of personnel.
____ Service Records – Evaluations, schools, background, prior billets, personal information, updated Page 2.
____ Division Officer Notebook – Special Liberty and Counseling.
C. TRAINING AND ADVANCEMENT REVIEW
____ Divisional Training Records – Training schedule, individual training records, General Military Training (GMT), in-rate training.
____ Personnel Qualification Standards (PQS) – Update PQS chart, designated qualification Petty Officer assigned, PQS assigned.
____ Advancement Records – Progress, Time-in-Rate (TIR), Personnel Advancement Requirements (PARs), courses, required schools, preparation for Navy-wide exams.
____ Career Counseling – Reenlistment programs, Commissioning programs.
D. EQUIPMENT REVIEW
____ Previous inspection results/discrepancies – INSURV, MTT, Zone Inspections, Command Inspections
____ Divisional spaces – Paint and preservation, major discrepancies, cleanliness, Damage Control equipment.
____ Equipment safety and operating instructions.
____ Equipment document review.
____ Current Ship’s Maintenance Project (CSMP)
____ Divisional Supply Log
____ 3M / JSN Log
____ 2-KILO’s
____ Casualty Reports (CASREPs)
E. EQUIPAGE REVIEW
____ Personally inventory all controlled equipage.
____ Inventory/page check all classified material.
____ Check condition of equipage and note discrepancies.
____ Sign sub-custody cards.
F. DAILY QUARTERS
____ Formality of quarters – LCPO/LPO present personnel.
____ Dress standards – All in appropriate uniform, frequency of inspections.
____ Muster report – Accuracy, promptly submitted.
____ Professionalism – Overall impression.
NOTE: As you review the checklist, remember these important points:
1. You are only taking a “snap-shot” of the division. Things are not always as they may seem (both good and bad).
2. Determine what is right and wrong. DO NOT CRITICIZE. It is inappropriate and it will accomplish nothing. Do not implement any changes until the relieving process is completed.
SAMPLE RELIEVING LETTER #1
(OFFICER RELIEVING)
04 July 2000
From: ENS Jones, John P., USN, 123-45-6789/1165
To: Commanding Officer, USS Arleigh Burke (DDG 51)
Via: (1) LTJG Kirk, James T., USN, 987-65-4321/1110
(2) Engineering Officer
(3) Executive Officer
Subj: RELIEF OF LTJG KIRK AS REPAIR DIVISION OFFICER
1. I, ENS Jones, have relieved LTJG Kirk of all duties and responsibilities of Repair Division. The overall condition of Repair Division was found to be satisfactory. Discrepancies are noted below.
2. Repair Division is undermanned in the following rates:
a. One (1) Hull Technician First Class.
b. One (1) Hull Technician Third Class.
3. Repair Division is short NEC 4955 (High-pressure welder) due to the transfer of HT2 Sparks. A quota for the appropriate school has bee requested.
4. PQS charts have not been updated since December 1999. Updates will be completed NLT 15 July 2000.
5. A joint inspection of Repair Division’s spaces and equipment found the following discrepancies:
a. One (1) P-100 Pump located in Repair III is inoperable.
b. Shoring (various sizes) is missing throughout the ship.
Corrective action has been taken on both discrepancies.
6. Both planned and corrective maintenance are well-documented with only a few minor discrepancies.
JOHN P. JONES
ENS USN
_________________________________________________________________
From: LT Anthony, Susan B., USN, 012-34-5678/1110
To: Commanding Officer, USS SPRUANCE (DD 963)
Via: (1) ENS Smith, James C., USNR, 8765-43-210/1165
(2) Operations Officer
(3) Executive Officer
Subj: RELIEF OF LT ANTHONY AS COMBAT INFORMATION CENTER OFFICER
1. As of this date, I have been relieved of all duties as CIC Officer and OI Division Officer by ENS Smith.
2. A comprehensive review of all records, reports and files maintained by the division has been completed.
3. All classified material held by the division have been properly accounted for and the inventory and custody signatures have been transferred.
4. All controlled equipage has been inventoried and custody cards have been signed.
5. A tour of all spaces has been conducted and all discrepancies are accurately documented in the CSMP and JSN log.
6. The overall condition of OI Division is Satisfactory.
SUSAN B. ANTHONY
LT USN
The following “words of wisdom” are provided to assist prospective division officers in achieving a successful division officer tour.
1. Take care of your people and they will take care of you.
2. Make friends with Supply Department quickly.
3. Read everything before you sign it.
4. Work hard. People are expected to make mistakes…and learn from them.
5. Don’t be afraid to get involved. It doesn’t matter whose division it is. Volunteer yourself.
6. Take the time to do it right the first time. Corollary: Check your references.
7. Don’t hang back. Get in there and DO IT. You learn more by doing than by watching. Take every opportunity you are offered.
8. Positive counseling is better than negative counseling. It is easy to disregard someone who does nothing but complain.
9. Don’t change things just for the sake of changing to “mark your territory”. Respect your people if you want them to respect you. Live by your own rules. Fulfill your promises. Give a damn. Your integrity matters. Read the references. Admit your mistakes. Compete against yourself to realize your potential. Be forthright.
10. Never accept “We have always done it that way”.
11. Always be prepared and organized when talking to your people whether it be at morning quarters or a counseling session. The tone you set at quarters will carry through the entire day. Present a positive attitude at quarters. Never chastise one person in front of the entire division.
12. TRAINING IS EVERYTHING! Don’t let your training programs slide. Train your people militarily and professionally.
13. You get what you inspect, not what you expect.
14. Your people will never forgive you if your allow them to fail.
15. DON’T GIVE UP THE SHIP!
16. Management by walking around.
17. You can’t argue with someone who has a reference…you’ll lose.
18. Get involved with your division. Read everything. Check everything.
19. Most people want and need to feel that their contribution is important and appreciated.
20. Practice shiphandling whenever you get the chance.
21. Priorities:
III. WARDROOM ETIQUETTE
A. “OFFICER’S COUNTRY”
1. Wardroom
2. Staterooms
3. Officer Heads
4. Areas normally off-limits to enlisted personnel.
B. WARDROOM
1. Officer’s meeting place.
2. Leisure activities (Movies, TV, games, sea-stories)
3. Meals
4. Formal activities
C. WARDROOM RULES (vary from ship-to-ship). However, these are some of the most common rules:
1. Always remove cover before entering the wardroom.
2. Never place cover or clothing on the dining table.
3. Keep the volume of the TV and/or radio low.
4. Clean up after yourself (especially the coffee mess).
5. Never unsheathe your sword or unholster your side-arm inside.
6. Refrain from profanities and off-color tales.
7. Refrain from negative discussions of members (present or not).
8. Do not loiter during working hours.
9. Keep feet on the deck.
10. Avoid conducting divisional business using the wardroom as an office.
11. Do not loiter out of uniform unless permission is given.
12. Do not hoard newspapers, magazines, or books reserved for wardroom use. Leave them in circulation for all members to enjoy.
13. Engage guests in conversation whenever feasible.
14. If playing cards or other games, choose a location that will not interfere with others.
15. Always pay your mess bill in advance.
D. WARDROOM ORGANIZATION
1. President of the Mess: The Commanding Officer (XO , if the CO maintains a personal mess).
a. Presides over wardroom mess.
b. Approves mess bills, menu, and meal hours.
2. Mess Caterer (Normally the Supply Officer)
a. Plans the meals, procures supplies, supervises preparation and serving of meals.
b. Inspects “Officer’s Country” weekly.
3. Mess Treasurer
a. Elected by the wardroom members.
b. Maintains records, prepares mess bills, monthly statements, and collects payments from members.
4. Wardroom Members
a. All permanently assigned officers are members. Normally, new members are required to “buy into” the mess by purchasing a mess share.
b. Embarked staff.
c. TAD Officers (over thirty days).
d. Equivalently ranked civilians (Tech Reps, PACE Instructors, etc).
E. WARDROOM MEALS
1. Arrive to meals on time.
2. Sit only after the senior officer has been seated.
3. If late, make apologies to the senior member. Then request to join.
4. Don not “talk shop” during meals or discuss politics or religion.
5. Be polite to mess attendants. Make complaints to the Mess Caterer.
6. Inform the President of the Mess if you are expecting guests.
7. Introduce your guests to all members that are present.
8. Request to be excused if required to leave your meal early.
9. Avoid unfavorable comments about food during the meal.
10. Always observe good table manners.
11. When going on watch, eat early and vacate ASAP.
12. If your wardroom has two sittings, avoid unnecessary loitering at the table, which would delay the second service.
13. Only under unusual circumstances should an officer be disturbed by professional matters during a meal; if the business is urgent, the officer should request excuse from the table and conduct the business elsewhere.
F. WARDROOM DURNING WAR OR CRISIS
1. Regular meal hours will be altered, especially during prolonged periods of General Quarters. Understand that the menu may also suffer.
2. Seating arrangements are discontinued. Higher-ranking officers are seated at different tables to prevent simultaneous loss.
3. “Shop-talk” becomes the order of the day.
NOTE: Wardroom Etiquette/Rules vary from ship-to-ship. Wardroom formality is based on the attitude of the President of the Mess and its members.