NAVEDTRA 15006 Personnel Specialist (PS) Basic

PERSONNEL SPECIALIST
(PS)
NAVEDTRA 15006
S/N 0504LP1107082
January 2011
BASIC
TRAINING MANUAL
NOTICE: For content issues, contact the servicing Center of Excellence:

Center for Service Support (401) 841‐1057 or DSN: 841‐1057
Although the words "he," "him," and "his"
are used sparingly in this course to enhance
communication, they are not intended to be
gender driven or to affront or discriminate
against anyone.
DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
Rev JAN 2011 i

Sailor's Creed
"I am a United States Sailor.
I will support and defend the Constitution

of the United States of America and I will
obey the orders of those appointed over
me.
I represent the fighting spirit of the Navy

and those who have gone before me to
defend freedom and democracy around
the world.
I proudly serve my country's Navy combat

team with honor, courage and
commitment.
I am committed to excellence and the fair

treatment of all."
Rev JAN 2011 ii

THE UNITED STATES NAVY
GUARDIAN OF OUR COUNTRY
The United States Navy is responsible for maintaining control of the sea and
is a ready force on watch at home and overseas, capable of strong action to
preserve the peace or of instant offensive action to win in war.
It is upon the maintenance of this control that our country's glorious future
depends; the United States Navy exists to make it so.
WE SERVE WITH HONOR, COURAGE, AND COMMITMENT
Tradition, valor, and victory are the Navy's heritage from the past. To these
may be added dedication, discipline, and vigilance as the watchwords of the
present and the future.
At home or on distant stations, we serve with pride, confident in the respect
of our country, our shipmates, and our families.
Our responsibilities sober us; our adversities strengthen us.
Service to God and Country is our special privilege. We serve with honor.
THE FUTURE OF THE NAVY
The Navy will always employ new weapons, new techniques, and greater
power to protect and defend the United States on the sea, under the sea,
and in the air.
Now and in the future, control of the sea gives the United States her
greatest advantage for the maintenance of peace and for victory in war.
Mobility, surprise, dispersal, and offensive power are the keynotes of the
new Navy. The roots of the Navy lie in a strong belief in the future, in
continued dedication to our tasks, and in reflection on our heritage from the
past.
Never have our opportunities and our responsibilities been greater.
Rev JAN 2011 iii

Center for Service Support
ACKNOWLEDGEMENTS
The Center of Service Support (CSS), Newport, RI would like to acknowledge assistance of
the following personnel in writing this NRTC:
PSCS (SW/AW) Patricia Aughtry USS George H W Bush CVN-77
PSCS (SW) Philip Gervase III COMNAVSURFLANT
PSC (SW) Donabelle Castro PSD Oceana, CSD Dam Neck
PSC (SW/AW) Alexandria Dyer CSS Learning Site San Diego
PSC (AW) Jenn-Mei Elliott CNP
PSC (SW/AW) Rodolfo Espino ATGPAC, San Diego
PSC (AW/SW) Nadine Galazka PSD Afloat, ATL
PSC(SW/AW) Anson Page CNRFC Norfolk
PSC (SW/AW) Brijin Shelton U.S. Fleet Forces
PSC (EXW/SW) Newtin Solomon CNRFC Norfolk
PSC (SW/AW) Robert Stockton NTTC Meridian, MS
PSC (SW/AW) Montano Tubes Jr. FISC San Diego
PSC (SW) Norman Weaver USS Enterprise CVN-65
PS1 (AW) Lester Allen PSD Oceana
PS1 (SW/AW) Roger Blake USS Ronald Reagan CVN-76
PS1 (SW) Anton Fitz NRMA RCC MidLant
PS1 (SW) Michelle Fortener FISC Norfolk
PS1 (SW/AW) Monika Hodgson CVW-1
PS1 (SW/AW) Lorena Ramirez COMNAVSURFOR
PS1 (SCW) Shawn Valdivia NRPEO
Rev JAN 2011 iii

Ms. Betty Hand PSD Afloat LANT
Ms. Nancy Hinson CSS
Mr. Samuel Jean NPPSC
RTM Development Group personnel who provided direct support for this RTM:
Mr. Richard Price NRTC Model Manager/Conference Facilitator
Ms. Jackie Cayer Editor
Mr. Richard Rangel Editor
PSC (SW) Horace White CSS Training Manager
The Model Manager for this RTM is Center for Service Support Newport, RI DSN 841-1057
Rev JAN 2011 v

PREFACE
About this course:
This is a self-study course. By studying this course, you can improve your professional/ military
knowledge, as well as prepare for the Navy-wide advancement-in-rate examination. It contains
subject matter about day-to-day occupational knowledge and skill requirements and includes text,
tables, and illustrations to help you understand the information. An additional important feature of this
course is its reference to useful information in other publications. The well-prepared Sailor will take
the time to look up the additional information.
By enrolling in this self-study course, you have demonstrated a desire to improve yourself and the
Navy. Remember, however, this self-study course is only one part of the Navy training program.
Practical experience, schools, selected reading, and your desire to succeed are also necessary to
successfully round out a fully meaningful training program.
COURSE OVERVIEW: In completing this non-resident training course, you will demonstrate
knowledge of the subject matter by correctly answering questions.
THE COURSE: This self-study course is organized into subject matter areas, each containing
learning objectives to help you determine what you should learn along with text and illustrations to
help you understand the information. The subject matter reflects day-to-day requirements and
experiences of personnel in the rating or skill area. Also, it reflects guidance provided by Enlisted
Community Managers (ECMs) and other senior personnel, technical references, instruction, etc., and
either the occupational or Naval standards, which are listed in Manual of Navy Enlisted Manpower
and Personnel Classifications and Occupations Standards, NAVPERS 18068.
THE ASSIGNMENTS: The assignments that appear in this course are designed to help you
understand the material in the text.
COURSE OBJECTIVE
The objective of this course is to provide Personnel Specialist (PS) with occupational information.
INSTRUCTIONS FOR TAKING THE COURSE ASSIGNMENTS
The links and material that you are to study are included in each chapter. Study the material and links
carefully before attempting to answer the questions. Pay close attention to tables and illustrations,
and read the information in the links.
Rev JAN 2011 vi

SELECTING YOUR ANSWERS
Read each question carefully, and then select the BEST answer. You may refer freely to the text. The
answers must be the result of your own work and decisions. You are prohibited from referring to or
copying the answers of others and from giving answers to anyone else taking the course.
SUBMITTING YOUR ASSIGNMENTS
To have your assignments graded, you must be enrolled in the course with the Non-Resident Training
Course Administration Branch. Following enrollment, there are two ways of having your assignments
graded:
Use the Internet to submit your assignments as you complete them.
Send all the assignments at one time by mail to CPPD, NRTC.
Grading on the Internet: Advantages to Internet grading are as follows:

You may submit your answers as soon as you complete an assignment.
You get your results faster.
In addition to receiving grade results for each assignment, you will receive course completion
confirmation once you have completed all the assignments.
To submit your assignment answers via the Internet, go to the following site:
https.//www.courses.netc.navy.mil
Grading by Mail: When you submit answer sheets by mail, send all of your assignments at one time.
Do NOT submit individual answer sheets for grading. Mail all of your assignments in an envelope,
which you either provide yourself or obtain from your nearest Educational Services Officer (ESO).
Submit answer sheets to the following:
Commanding Officer
Center for Personal and Professional Development
ATTN: VOLED Det. (NRTC)
6490 Saufley Field Road
Pensacola, FL 32509
Answer Sheets: Each course includes an answer sheet for your assignments. If you are going to
mail in your answer sheets, please make copies of the included answer sheet. Explanations for
completing the answer sheets are on the answer sheet.
Follow the instructions for marking your answer on the answer sheet. Be sure that blocks 1, 2, and 3
are filled in correctly. This information is necessary for your course to be properly processed and for
you to receive credit for your work.
Rev JAN 2011 vii

COMPLETION TIME
Courses must be completed within 12 months from the date of enrollment. This includes time required
to resubmit failed assignments.
PASS/FAIL ASSIGNMENT PROCEDURES
You will be given the opportunity to resubmit failed assignments. You may resubmit failed
assignments only once. Internet students will receive notification when they have failed an
assignment; they may then resubmit failed assignments on the Web site. Internet students may view
and print results for failed assignments from the Web site. Students who submit by mail will receive a
failing result letter and a new answer sheet for resubmission of each failed assignment.
COMPLETION CONFIRMATION
After successfully completing this course, you can download a copy of your letter of completion on the
NRTC Web site:
https://www.courses.netc.navy.mil
Rev JAN 2011 viii

STUDENT FEEDBACK QUESTIONS
We value your suggestions, questions, and criticisms on our courses. If you would like to
communicate with us regarding this course, we encourage you, if possible, to use e-mail. If you write
or fax, please use a copy of the Student Comment form that follows this page.
For subject matter questions:
Contact the Center for Service Support, Newport, RI
Email: [email protected]
Phone: 401-841-1057 or DSN 841-1057
For enrollment, shipping, grading, or completion letter questions:
Email: [email protected]
Phone: Toll Free 1-877-264-8583
Comm: 850-452-1511
DSN: 922-1511
FAX: 850-452-1370
(Do NOT fax answer sheets.)
ADDRESS:
Commanding Officer Center for Personal and Professional Development, ATTN: VOLED Det. (NRTC),
6490 Saufley Field Road, Pensacola, FL 32509
Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your military
status is requested in processing your comments and in preparing a reply. This information will not be
divulged without written authorization to anyone other than those within DOD for official use in
determining performance.
Rev JAN 2011 ix

Students' Comments
Course Title: __Personnel Specialist (PS) Basic___________________________________
NAVEDTRA: ___15006___________________Date: _______________________________
We need some information about you:
Rate/Rank and Name: _______________________________________________________
Command/Unit: ____________________________________________________________
Street Address: _____________________________________________________________
City: ______________________________________________________________________
State/FPO: _________________________________________________________________
Zip: _______________________________________________________________________
Email Address: _____________________________ DSN: ___________________________
Your comments, suggestions, etc: _____________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
Rev JAN 2011 x

TABLE OF CONTENTS
CHAPTER PAGE
1. Functional Dynamics of the PS Rating………………… …………………………. 1-1
2. Navy Enlisted Occupations………..………………………………………………... 2-1
3. Navy Correspondence………….……………………………………………………. 3-1
4. Electronic Service Records…………………………………………………………. 4-1
5. EDVD, OCDR, RUAD and MDRA..………………………………………………… 5-1
6. Advancement and Commissioning Programs…………..………………………… 6-1
7. Transfers and Receipts……………..……………………………………………….. 7-1
8. Overseas Travel……………………………………………………………………… 8-1
9. Retention and Separations……..…………………………………………………... 9-1
10. Payment……………………………………………………………………………… 10-1
11. Military Pay Entitlements..…………………………………………………………. 11-1
12. Allotments, Deductions and Collections.…………………………………………. 12-1
13. Leave and Earnings Statements/Master Military Pay Account………………... 13-1
14. Leave Procedures………………………………………………………….……….. 14-1
15. Travel and Transportation………………………………………………………….. 15-1
16. Appropriation Accounting…………………………………………………………… 16-1
17. Naval Reserves……………………………………………………………………… 17-1
Appendix I References Used to Develop the Traman………………………… Appendix I-1
Assignment 1- Chapter 1.……..……………………………………………………… AS1-1
Assignment 2 – Chapter 2……..……………………………………………………… AS2-1
Assignment 3 – Chapter 3…..………………………………………………………… AS3-1
Assignment 4 – Chapter 4, 5, 6.……………………………………………………… AS4-1
Assignment 5 – Chapter 7, .………………………………………………………….. AS5-1
Assignment 6 – Chapter 9, 10.……………………………………………………….. AS6-1
Assignment 7 – Chapter 11….……………………………………………………….. AS7-1
Assignment 8 - Chapter 12.………………………………………………………….. AS8-1
Assignment 9 – Chapter 13, 14..…………………………………………………….. AS9-1
Assignment 10 – Chapter 15.…………………………………………………………… AS10-1
Assignment 11 – Chapter 16, 17..……………………………………………………… AS11-1
Rev JAN 2011 xii

(This page intentionally left blank).
Rev JAN 2011 xii

CHAPTER 1
FUNCTIONAL DYNAMICS
OF THE PERSONNEL SPECIALIST RATING
Learning Objectives: Upon completion of this chapter, you should be able to do the following:
— Identify the mission of the Personnel Support Detachment (PSD).
— Describe your role in the Personnel Office.
— Explain the role of the customer.
— Identify the aspects of language barriers.
The Navy Personnel Specialist (PS), as the name implies, works in a personnel-related field
and is normally assigned to a personnel office. In today‟s Navy, the PS carries out a broad range of
duties, including typing and recordkeeping, interviewing and counseling, writing official letters and re-
ports and maintaining the officer and enlisted service records. These are fundamental responsibilities
in the PS rating, but they are not the only ones assigned to PSs. In fact, the PS rating is so broad that
we will not be able to cover many of the responsibilities within the scope of this Training Manual
(TRAMAN).
The PS works in a personnel and payroll-related field. As a PS, you carry out a wide range of
duties, including the following: maintaining Personal Financial Records (PFRs) and Leave and Earn-
ings Statements (LESs) of military personnel, processing and transmitting pay documents affecting
personnel records military pay entitlements and deductions, computing travel allowances and
processing claims for reimbursement of travel expenses incurred by military and civilian personnel
and their dependents.
SCOPE OF THIS TRAINING MANUAL
In this TRAMAN the focus is on the important duties and responsibilities that are most fre-
quently assigned to PSs in paygrades E-4 and E-5. We will concentrate on the duties performed and
the knowledge required by the PS3 and PS2 based on the most current Navy enlisted occupational
standards.
HOW to USE THIS TRAINING MANUAL
Remember, you cannot rely solely on the information presented in this TRAMAN to accom-
plish your job as a PS. Also, remember that the scope of the information provided in this manual is the
basic information that you should know as you grow and progress in the PS field.
Throughout this TRAMAN, specific terminology associated with the PS rating is provided. The
glossary in the back provides explanations of the terms and serves to help you understand what
you're reading. Use this glossary whenever you have questions concerning certain terms and/or acro-
nyms with which you may not be familiar.
As you read the information, remember that you are responsible for keeping up to date in all
areas of your rating and career. At the time it was printed, this TRAMAN contained current informa-
Rev. JAN 2011 1-1
PS Basic: “Functional Dynamics of the Personnel Specialist Rating”, Chapter 1.
tion. However, by the time you obtain this self-study TRAMAN/Non Resident Training Course (NRTC)
training package and begin to use it, some of this information will be superseded by newer informa-
tion. Therefore, stay alert as to whether or not the information is the most up-to-date that you should
use according to the current official policies and practices of your rating and the Navy.
UNDERSTANDING YOUR RATING
Your duties and responsibilities involve dealing with people and maintaining the records that
represent their careers. Among the duties and responsibilities you may encounter as a member of the
PS rating, one stands out as the most important—you must be able to work with people. Also, record-
keeping will be an important part of your job. The importance of accurate recordkeeping throughout
the Navy cannot be overemphasized. From the standpoint of the Navy, records provide a ready refer-
ence source to past events and help in future decision making. For the individual, records provide
source references to past accomplishments, awards, training, performance and other information rela-
tive to Navy members' Naval career. Remember, a Navy member‟s service record represents his or
her life.
As a PS, you are entrusted by the Navy to take care of its most valuable asset—its people.
When you read this chapter, you may notice that most of the information focuses on your responsibili-
ty for providing good customer service to Navy personnel. Understanding the significance of providing
good customer service is fundamental to your rating and is the most important step that you can take
to improve your PS skills. After studying the information in this chapter, you should be able to recog-
nize the important transactions that take place in a Navy personnel office. Also, you should be able to
identify the fundamentals of good customer service and the ways in which you, the PS, can provide
the best service to the Navy‟s people.
THE PERSONNEL OFFICE
In many ways, the personnel office is an administrative control center within a command. Nu-
merous pay and personnel actions that directly affect Naval personnel are performed out of this office.
For example, when a service member gets married, he or she must go to the personnel office to in-
itiate all the necessary paper work on behalf of the new dependent. Leave papers and active du-
ty/dependent ID card applications and cards are also prepared in this office. Furthermore, members
who are reporting aboard, transferring, reenlisting, or separating from the Navy have the appropriate
documents prepared at the personnel office. The transactions that take place in the personnel office
will affect nearly all areas of a Navy member‟s life.
The size and composition of personnel offices varies from command to command and from
ship to ship. A common characteristic of all personnel offices is that usually they are very active be-
cause of the numerous personnel transactions that continually take place. At sea, PSs work in the
personnel or ship‟s office. If attached to a squadron, PSs work out of an office assigned to them by
the ship‟s Commanding Officer (CO). This office is independent of the personnel and/or the ship‟s
administrative offices. Ashore, PSs normally are assigned to Personnel Support Detachments (PER-
SUPPDETS), also referred to as PSD. The following section provides an overview of the PSDs.
All original disbursing records' associated supporting documentation shall be retained gov-
ernment property and shall be readily accessible to the Disbursing Officer (DO) or the designated set-
tlement office, for a six-year and three-month period. Extension of this record retention period may be
warranted on a case-by-case basis when determined by the DO or designated settlement official that
records are needed beyond the six-year and three-month period to complete reconciliation of pay-
ment or collection discrepancies, or for the other necessary purposes.
Rev. JAN 2011 1-2

PERSONNEL SUPPORT ACTIVITY DETACHMENTS (PSD)
PSDs, are the one-stop service centers that retain and maintain the pay accounts and service
records for all shore commands and activities within a specific geographical area. All active-duty Navy
personnel, including transients, students and patients attached to shore activities and components,
Navy Reserve activities and joint and unified commands within a prescribed geographical area, are
supported by that area‟s PSDs.
The Navy Pay and Personnel Support Center (NPPSC) supports all PSDs.
The overall mission or goal of the PSDs is to provide pay and personnel services to officer and
enlisted Naval personnel and passenger transportation services to all Navy-sponsored travelers. Also,
the mission is to provide commands and activities with pay, personnel and transportation manage-
ment information and other related support and to perform other such functions and tasks as directed
by NPPSC.
To carry out their mission, the PSDs perform the following functions:
Provide one-stop pay, administrative and passenger transportation support to the individual
service member, dependents and retirees and passenger transportation support to Navy civi-
lians
Provide military pay support to Naval activities and/or afloat units without a DO and provide
other disbursing services as applicable
Provide pay, personnel and transportation management information to customer commands
to assist them in the effective management of personnel assigned
Ensure the accuracy and timeliness of submission of pay, personnel and passenger transpor-
tation data to the Navy Personnel Command (NPC); Defense Finance and Accounting Ser-
vice (DFAS)-Cleveland Center, Cleveland, Ohio; and other commands as appropriate.
Essentially, these functions touch upon the lives of all Navy personnel assigned to shore
commands and activities. The following section addresses a personnel office afloat.
SHIPBOARD PERSONNEL OFFICES
The makeup of shipboard personnel offices is as follows. At sea, these offices are obviously
much smaller than the offices ashore. When feasible, personnel offices are located near the disburs-
ing office. On aircraft carriers, the personnel office and the disbursing office may be combined to max-
imize their effectiveness.
On smaller ships, most administrative and personnel functions are likely to be performed out
of a single office. On larger ships, such as aircraft carriers, these duties may be carried out in several
different spaces. For example, a large aircraft carrier may have a separate personnel office, an Edu-
cational Services Office (ESO), an administrative office and a legal office. As stated earlier, the size
and composition of a personnel office varies from one command to another and also from ship to
ship.
Whether you are assigned to a personnel office afloat or ashore, you have specific responsibil-
ities for the appearance and efficiency of your office. In the following sections, we examine these re-
sponsibilities.
Rev. JAN 2011 1-3

OFFICE APPEARANCE AND ARRANGEMENT
The amount of control that you have over the physical conditions in your office varies with the
location and the type of duty to which you are assigned. Aboard ship and ashore, conditions outside
your control may determine the kind of office and equipment that you have. Regardless of the condi-
tions, you are expected to share the responsibility for the general appearance and neatness of your
office. The appearance of your office is discussed in the next the section pertaining to customer ser-
vice. Your responsibilities for your office and for performing these duties as a routine part of your job
performing the duties without waiting to be asked to do so by your supervisor or other senior petty of-
ficers—is essential. Take the initiative yourself and carry out these duties!
NEATNESS and CLEANLINESS
An office's general appearance is greatly affected the simple practice of putting things away
from day to day. One of your responsibilities is to ensure that articles used during the day are returned
to their location at the end of the day. In securing your ship‟s personnel office for the night, properly
secure and store all gear and supplies. Doing so prevents damage to equipment or injuries to person-
nel from flying objects if your ship encounters heavy weather. If you are serving ashore, you should
still put away articles and clean up your work area before you secure for the day.
Whether your office is ashore or afloat, go through your correspondence basket daily to pre-
vent required tasks from piling up. Be especially careful when you handle classified documents. After
using classified documents, ensure that you store the documents according to the guidelines set forth
in the Department of the Navy Information and Personnel Security Program Regulation, OPNAVINST
5510.1 (series.)
Ensure that all supplies that may stain other materials, such as ink and correction fluid, are put
away properly. Do not leave any equipment on the deck that might be damaged when the office is
cleaned. Avoid accumulations of loose papers or other objects that may create a fire hazard. Dust
desks frequently. Do not allow dirt to build up until field day.
ARRANGING your DESK
Your own desk is one item for which you are always responsible. Arrange your desk in a man-
ner that is neat and organized. Set the example by maintaining your spaces.
The following suggested plan is suitable if you spend most of your time typing letters or other
correspondence and forms. Your work may require that you provide space for other types of supplies,
but the general principle is still applicable.
Keep pencils, erasers, paper clips and other small articles in shallow drawers or trays
Insert slanted stationery trays in one of the upper drawers. Use a separate tray for each type
of stationery or form. Place the most frequently used stationery or forms at the front, with the
additional trays similarly containing forms according to frequency of usage
If you keep any personal belongings, such as clothes, in your desk, place those belongings in
a separate drawer or in a location away from public view
At the end of the day, clear everything possible from the top of your desk. Straighten any ar-
ticles that remain on top of your desk and close all drawers. Make sure that all classified or
sensitive material is stored properly.
Rev. JAN 2011 1-4

OFFICE ARRANGEMENT
If you have an opportunity to arrange the furniture in your office, plan and think through the
rearrangement before moving the furniture. Place desks so that those who work at those desks have
adequate light without having to face the light. Avoid arranging desks so that is the workers' backs are
to the reception area. Everyone in the office should be able to see and assist customers. Also, ensure
that there is enough working space for your office co-workers to move around.
Chairs should be adjusted so that typists‟ feet rest firmly on the floor and chair seats are at
least 12 inches below the base of the typewriters. Think of the work that is performed routinely and
place equipment where it can be used most conveniently and where work will flow in one direction ra-
ther than in a crisscross manner.
Place tables or counters conveniently for handling supplies or assembling papers. Place files
where they are handy for those who use them, but separated as much as possible from general office
traffic.
Plan an arrangement that not only is convenient, but also looks orderly and uncluttered. Keep
things as simple as possible. Bookcases and special shelves should be used to store books, maga-
zines and pamphlets so that tables and desks can be used as work spaces and not as receptacles for
piles of reading materials. Arrange furniture in a manner that satisfies the needs of your office and is
consistent with the availability of space whether you are aboard ship or ashore.
CUSTOMER SERVICE: THE ART OF DEALING WITH PEOPLE
Again, remember that the most important characteristic of a good PS is the ability to work and
deal effectively with people. As a PS, almost everything that you do involves dealing with people. In
this section, you learn about the importance of providing good customer service to all individuals re-
gardless of their status. We discuss the outcomes of proving good (or bad) customer service and the
effects that you will have on the image of your office, your rating, your command and the Navy as a
whole.
As a PS, you are one of the most important customer service representatives in the Navy. We
discuss some of the ways in which you, the PS, can improve the customer service environment of
your office so that your personnel office can effectively provide the type of customer service that Navy
people need and deserve. We discuss your role as a customer service representative and the ways in
which your attitude, personal appearance and pride in your job and in yourself play a big part in pro-
viding good customer service. Also, we describe some of the pitfalls that you must avoid in order to
provide the type of service that your customers will need and deserve.
EFFECTS of FACE-to-FACE CONTACT
Have you ever waited in line as a customer only to be told when you finally reach the window,
“Come back tomorrow. The person who takes care of that is not here today. . . ”? Have you ever tried
to get a question answered and had the feeling that the person to whom you were talking resented
being bothered? Or, have you had the following experiences?
Have you ever walked into an office and waited and waited for service
Did you feel that the office personnel who were just standing around ignored you
Rev. JAN 2011 1-5

Did you notice that some of them realized that you were standing there waiting for service,
but just looked the other way
Most importantly, have you ever acted toward a customer in an inappropriate manner, a
manner that is not consistent with your professional responsibilities as a PS?
As you think about these questions, are you convinced that there are some good reasons (not
excuses) for these situations to happen?
Only a wishful dreamer would expect all the Navy members to be 100 percent dedicated to
their work and only a confirmed pessimist would declare that the Navy will never be as good as it
should be. There is a point between these two extremes at which the problems and requests of Naval
personnel, their dependents and Navy employees can be and should be handled correctly, promptly
and courteously; a point at which members will be satisfied with the service they receive without re-
ducing the efficiency of those who provide the service.
Providing excellent customer service is the responsibility of everyone in the Navy. However, a
few of the Navy‟s ratings are involved primarily with providing services directly to personnel. These
ratings include the Hospital Corpsman (HM), Legalman (LN), Culinary Specialist (CS), Navy Counse-
lor (NC), Logistics Support (LS), Personnel Specialist (PS), Religious Program Specialist (RP), Ship‟s
Serviceman (SH) and Yeoman (YN). Although this chapter is intended for you, the PS, personnel in
other ratings who are reading this TRAMAN can apply the same principles of providing good custom-
er service while performing their jobs.
Remember any recent contact you had with one or more of the personnel service ratings. How
would you rate the service that you received? You are a member of one of these ratings. How do you
think those whom you served would rate your service as a PS?
Now, carry this exercise one step further. Remember what effect the good or bad customer
service had on you. How would you respond to courteous treatment and efficient action as opposed to
a “don‟t care” attitude?
YOUR ROLE in the PERSONNEL OFFICE
A customer seeking assistance in the personnel office can still receive good service from you
even though it may be impossible for you to provide the desired results. People may ask for things or
services to which they are not entitled or for which you may not have the authority to approve or grant.
In these cases, providing good customer service refers to the quality of service that you can provide
rather than whether or not you are able to comply with all the person‟s wishes. When a person seeks
assistance in the personnel office and you do not provide it or you give the person the “runaround,”
“fast shuffle,” or a “Don‟t bother me” response, you are relaying to this person any one of the following
impressions about your attitude concerning his or her needs:
“You are not an important individual.”
“Your request or problem is not important to me.”
“You don‟t know what you are talking about; I do!”
“I don‟t care about your problems; I have problems of my own.”
“I have more important things to do.” “I am having a bad day today.”
Rev. JAN 2011 1-6

As a PS assigned to a personnel office, think about the kind of effect that you have on the per-
son asking for assistance. Many people entering the Navy do not have a clear idea of what Navy life
involves. Their perceptions have been influenced by friends, parents, movies, books and TV pro-
grams. A sense of responsibility to their country (patriotism), the glamour of the uniform and tradition,
the opportunity to travel and the desire to make it on their own may all influence the new enlistees'
perceptions of Navy life. New enlistees are all screened and in general are the type of people that the
Navy wants—intelligent, healthy and motivated. They have a lot to learn and still have much hard
work and usually some maturing to do. But they have a high potential for becoming valuable Navy
members who will value their roles and status in the Navy and the contributions that they can make to
the Navy and their country.
What happens along the way to make some Navy members count the days until they will get
out? Some people will never like the Navy, regardless of changes made for their benefit. Thus, a large
number of members bid the Navy farewell each year.
Some of these members might have chosen the Navy as a career had they not encountered
many frustrations and disappointments during their first enlistment. Inconveniences and disappoint-
ments affect all sailors and young sailors are not exempt from these experiences. Nevertheless,
young sailors should expect professional and courteous service. Those expectations are the same for
all other customers.
The effects of bad service in a personnel office last longer than the momentary anger or dis-
gust felt by the recipient. Be assured that the customer will remember you if you provide him or her
with bad service. Also, be assured that the customer will tell his or her friends about the bad service
that you provided. The frustration and resentment caused by bad service will remain with that cus-
tomer and affect his or her general attitude toward the Navy.
On the other hand, exceptional service contributes to positive attitudes. A person who provides
positive customer service has personal characteristics indicative of strong human relations capabili-
ties—knowledge in, interest in and concern for others. These qualities are especially important for
you, the PS. By providing good service, you make friends and you build excellent rapport between
yourself and the customer. The Navy person who receives good service will remember you as being a
professional customer service representative who is always willing and able to help. Be assured that
your customer will tell his or her friends about you and will recommend you to his or her friends when-
ever the friends need to come to the personnel office.
In your career, the importance of providing excellent service to Navy people cannot be over-
stated. Always strive to provide the best customer service possible to Navy members, regardless of
their status. So too, regardless of the status of your customer, you must always be professional.
Polishing Your Image
As a PS, you may ask, “What can I do about it? My job can‟t be all that important!” Remember,
that when you are performing a personal service or are supplying a personal need, there are no un-
important jobs. One day when you leave your ship or the PSD where you work, look back at the place
and say to yourself, “My job is very important. I am a significant contributor toward the overall mission
of my command. I will continue to do my very best.” Remember that you are important and that your
image should reflect your pride in your job and in yourself.
Rev. JAN 2011 1-7
1-6
Improving Service
Few changes are made just for the sake of change. First, a recognized need for change and
then new procedures are developed to meet the need. This is the first step in making improvements in
the area of service. In order for changes to occur, those involved must recognize that, in all instances,
the best possible service was not provided. Regardless of how well things may be working, there is
usually room for improvement.
Recognizing the Customer’s Needs
Before discussing needs, we first consider the people who are experiencing those needs. Eve-
ryone in the Navy has needs that need to be met by other people. As a PS, you encounter many indi-
viduals with a variety of needs. As a junior Sailor you will not have many of the answers. However,
you should have the knowledge to utilize your resources and to search the references and locate the
answer for your customer.
Recognize that personal service requirements are not the same for everyone. The senior petty
officer will come to you for service. Because of his or her experience, you are not required to supply
the same explanations, interpretations, or advice that a younger, less experienced member would re-
quire. Since the more experienced members are aware of the services to which they are entitled, they
are less likely to accept poor service. Although all members depend on others for service, the greater
need is probably felt by the sailors serving their first enlistment, or by their dependents.
From members‟ comments concerning the service provided by some personnel in customer
service-related fields, it is apparent that the service needs to improve. To determine how to make im-
provements, we analyze the following desires and feelings of our customers. Our customers have the
following needs and expectations:
They want to be regarded as individuals
They feel that as people they are worthy of more attention than that you give to mechanical,
routine duties
They want you to treat them equally and fairly, to be concerned with their welfare and to be
considerate of their time
They recognize their lack of experience and knowledge and rely on more experienced mem-
bers, such as you, for advice and proper action on their behalf.
These examples have a consistent message: Improved human relations are essential if cus-
tomer service is to improve.
Improving Your Contact Skills
A skill is the ability to do something well as the result of talent, training, or practice, or a com-
bination of these. You use a multitude of skills in your day-to-day life—the professional skills of your
rating, your military skills and the skills you use in your off-duty activities.
We are concerned here with yet another type of skill, "face-to-face skills." Face-to-face skills
are skills that enable you to deal effectively with people. These skills include the ability to listen atten-
tively, to use eye contact effectively and to work with and speak to every individual as a person and
not as an object.
Rev. JAN 2011 1-8

The structure of the Navy tends to foster following versus leading and an impersonal attitude
in its members. We go where we are sent. We do what we are told. Most of the decisions that affect
our lives are made by people we never even see. These types of relationships do not involve face-to-
face contact. However, these are not the types of relationships that exist aboard ships or at shore sta-
tions. In these situations, you are in face-to-face contact with the customer. And here, the relationship
becomes personal.
Because of these personal interactions, you need to develop strong "face-to-face" skills if you
strive to become an effective PS. Successful sales people prefer to work on commission because
doing so provides rewards in proportion to their skills and efforts—the most important being their face-
to-face skills. Successful sales people listen to the customers to understand their needs. Successful
sales people speak to the customers in a way that the customers understand and they make every ef-
fort to ensure that the customers are satisfied.
Your effectiveness as the contact point depends on how well you listen, speak and respond to
the customer‟s needs and how well you acquire and use face-to-face skills.
Examining Your Attitudes
Attitudes may be described as tendencies to move toward a situation or to move away from
the situation. Attitudes can be either positive or negative in the outlook or the feelings toward a sub-
ject. Expressing an attitude is to express a like or dislike (based on habit, previously formed opinion,
or a snap judgment) for someone or something. Our attitudes cannot be measured or graded, but the
effects or the results of our attitudes can be measured. The effects of our attitudes are apparent in our
actions, words and deeds. When someone says, “That person has a bad attitude” what does that
phrase mean? How was that opinion formed? Was it formed due to the way that person acted toward
co-workers or customers, or as a result of not having completed his or her assigned work?
Now, we examine some specific instances in which attitude can play a big part. Consider the
situation of PS2 White who works in the educational services office aboard a carrier. PS2 White
knows that PS3 Destroyer, who works in the personnel office and is in charge of the leave tickler,
submitted canceled leave papers to the disbursing office without authorization. PS2 White also knows
that PS3 Destroyer informed the PSs that the leave that was supposed to have been taken by those
members was not taken and that they should not charge these members. Contrary to what PS3 Car-
rier told the disbursing office, PS2 White knows that the leave was actually taken by these members.
What if PS2 White should say to himself:
“Oh well, PS3 Destroyer does not work for me; he is the personnel office supervisor’s
responsibility. Anyway, I’m short and really shouldn’t care about what happens in the
personnel office.”
What will happen as a result of PS2 White‟s attitude? First of all, the individuals who should be
charged for the leave will not get charged and no disciplinary action will be brought against PS3 De-
stroyer. Do you think this is dereliction of duty on the part of PS2 White? We think so.
Consider the attitude that prompted PS2 White not to take action. It is the same attitude dem-
onstrated by the CS who scorches the eggs, the liberty boat coxswain who drives into every wave to
create lots of spray, or the HM who loses your shot record. PS2 White did not care because he had a
short-timer‟s attitude and was a good friend of one of the members who was supposed to have been
charged leave. Also, he did not care because he was not PS3 Destroyer‟s supervisor. As for the CS,
he had already eaten. In the case of the liberty boat coxswain, he was in this duty section and was
going no farther than fleet landing. As for the HM, he would not end up with a sore arm from the extra
Rev. JAN 2011 1-9

shots you might have to take. These individuals were not interested in doing a good job. They were
just going through the mechanics of doing a job but not taking the responsibility for doing it well.
Why are we bothering to talk about attitudes? A common perception is that people are people
and you cannot change human nature. This is not true! Human nature is constantly changing as atti-
tudes change. HOW do attitudes change? First, you must recognize that a need for change in attitude
is desirable. Second, you have to take appropriate action to make the change. Only you can change
your attitude. No other person can force you to change. Changing your attitude is like setting goals for
yourself. You must combine vision with action. Some steps are, wanting to do something, determining
what needs to be done and doing it.
No doubt you have seen a child being carried kicking and screaming into a doctor‟s office for a
shot. The child‟s negative attitude is based on fear of the immediate discomfort of getting a shot. Why
do adults go for their shots without kicking and screaming? An adult‟s positive attitude is based on the
knowledge that the immediate discomfort of a shot is insignificant compared to the desirability of pre-
venting disease. As we increase our knowledge and understanding, our outlook on life—our attitude—
becomes more positive. As a PS, you can be sure your attitude will have an effect on your ability to
deal with your customers.
ROLE of the CUSTOMER
Before discussing the role of the customer, we first consider the term customer. Customer is a
familiar word and everyone in the Navy is frequently considered as a customer. In the Navy, we often
go to other offices for assistance. As customers, we always expect to be provided with the very best
possible service. In reality, we do not always receive the kind of service that we deserve or expect
from those serving behind the counter.
Your role as a customer is to be courteous, tactful and respectful to the person providing assis-
tance to you. When you make the person assisting you feel important, you are encouraging that per-
son to be more aware of the expected service that he or she needs to provide. If you feel that the per-
son is not providing you with the assistance that you seek or expect, it is your responsibility to bring
the matter to the attention of a more senior and knowledgeable individual, such as the person‟s su-
pervisor. As the customer, you should never leave an office unsatisfied. You should leave that office
feeling that you can always return, at any time and be confident that they will provide you with the as-
sistance you need. This is a realistic expectation.
Now, change your position from the person seeking assistance to the person behind the coun-
ter providing assistance. Imagine customers' feelings when they come to the personnel office and do
not receive the help they need or deserve. Think of how you, as a customer, would like to be treated.
If you remember this, you will become a more conscientious PS and you will certainly try to provide
the very best customer service possible. Take care of those who need help. If you do not have the an-
swers, find out who does and get the answers.
THE CUSTOMER’S FIRST IMPRESSION
Customers form first impressions about you and your office from the first time that they come
in for help. Therefore, it is important for you to create a positive, lasting impression. You may handle
many customers in the course of a day. Remember that every customer deserves the same courteous
treatment. Take care of each customer in a professional manner and move on to the next one. The
fact that you must handle many customers during the course of a day may affect your mood. If you
Rev. JAN 2011 1-10

are in a bad mood, the customer will sense it and feel very uncomfortable around you. Therefore, you
should learn to control your moods and your temper.
If you feel that you cannot provide the service a customer needs because you are having a
bad day, get someone else to help the customer and excuse yourself. This is in the best interest of
you and the customer.
A customer‟s impression of you will usually extend to the entire office. For example, if a cus-
tomer has a particularly complicated problem and you are able to help him or her solve the problem
by looking up the applicable reference, the comment from the customer to shipmates might similar to
the following:
“That PS3 John Doe in the personnel office is on the ball.”
It is even more likely that the customer‟s comment will be,:
“That personnel office is on the ball. They solved my problem because they know what they
are doing.”
Your Appearance
Just like your image, your appearance is the first thing that the customer notices and uses to
form an impression. You must look good, feel good and act professionally. Also, you should exhibit
self-confidence in your abilities.
It goes without saying that you wear the prescribed uniform of the day. But this by itself is not
enough. You should present not only a correct, but also a neat, appearance. Of course, no one is ex-
pected to look neat and fresh at the end of a hard day. For example, if you are told to paint a passa-
geway in front of the personnel office aboard the ship, or if you are told to sweep, swab, wax and buff
the deck, you are not expected to look your best. You can, however, start that way in the morning.
Appearance does not necessarily affect your professional performance, but it does indicate
your attitude and your pride. Your appearance is just as important to the customer as is the appear-
ance of your desk and the general appearance of your office.
The appearance of your office should be a neat, efficient-looking, business-like desk and work-
ing space, implying that the people working in this office are efficient and businesslike. Have you
heard the expression that “A messy desk is a working desk”? The appearance of a messy desk does
not mean that an individual is working any harder than the person who has a neat desk. A messy desk
or a messy office shows total disregard for its appearance and a lack of concern and professionalism
on the part of the person or persons who occupy it. A messy desk or office does not impress custom-
ers; in fact, it turns them off.
How do you maintain your desk? If you display a disregard for neatness, the customer will no-
tice this characteristic.
If your appearance or the appearance of your office tells the customer that you do not care
about yourself or your office, then the customer has a legitimate reason for believing that the service
you provide will show the same lack of concern. You should be neat and organized!
Rev. JAN 2011 1-11

Your Attitude as Customer Service Representative
Providing good customer service is so important that we must reemphasize it.
The impression being formed by the customer is the result of many aspects of your job. The
customer forms a mental picture of you from the messages you unconsciously communicate—what
kind of person you are and how you view your job, your rating, the Navy, the customer and the cus-
tomer‟s problem. These messages consist of positive or negative attitudes such as those shown in
the following table.
NEGATIVE ATTITUDES POSITIVE ATTITUDES
“I wish I could get out of this rat race.” “I perform an important function by providing needed ser-
vices.”
“They treat me like a servant.” “I know we have a lot of work to do, but I am a member of
the same team and I must do my fair share.”
“I‟m tired of this little dinky job.” “This routine job is boring at times, nevertheless it is an
important job and I will do it to the best of my ability.”
“These dumb sailors don‟t know what they want,” “Because of their inexperience, these young customers re-
ly on me for assistance.”
“Don‟t bother me shipmate!” "May I be of assistance to you?"
The customer will soon know how you feel and you will not have to express your feelings in
words. Your customers quickly detect your attitude from your speech and the manner in which you
conduct yourself.
What is your attitude toward your rating or your present duties? What would be the result if no
one else were doing your job? Regardless of how you answered these questions, you have certainly
communicated your attitude to your customers.
If you have a negative attitude toward your job, have you stopped to think and ask yourself
why? It is not unusual for a person to feel that an assignment is a treadmill at times, but something
can be done about it. Is there not enough to keep you busy on the job? Do you have too much time
on your hands? If so, the ample time gives you an opportunity to study for advancement, or to prepare
yourself for a more challenging position in your office.
Even with today‟s manpower shortages, there is even a greater shortage of people who are
willing to do more than just the bare minimum. Be a dedicated individual and do more than just what
is expected of you.
You should do more! Your dedication and your efforts will eventually be recognized in the form
of good evaluations, letters of appreciation and other awards. Also, you will feel a sense of accom-
plishment and satisfaction for doing more than just your share.
ANALYZING the CUSTOMER
We have examined how your actions as the customer service representative may prevent you
from providing as good a service as you are expected to do. In examining this we assumed that the
Rev. JAN 2011 1-12

customer was in a good mood, trusted your ability and was willing to accept your solution. This is not
always the case.
There are several factors that often stand between you and the customer. They can compli-
cate the customer‟s problem and your efforts to provide a solution. In the following paragraphs, we will
take a look at some of these barriers.
State of Mind
Regardless of the nature or seriousness of the customer‟s problem, certain negative factors
may serve to complicate it. The customer may exhibit the following behaviors:
Being angry, worried, or frustrated and lacking confidence in your abilities
Being unwilling to accept anything less than the desired solution to a problem.
However, if you can recognize these factors and make appropriate allowances for them, you
may avoid further complicating the customer‟s problem.
The customer who is emotionally upset (angry, worried, or frustrated) may have difficulty in
stating a problem accurately or completely. Significant information may be omitted; opinions may be
confused with facts; or there may be a feeling that the information you are requesting is too personal.
Usually, it will help if you can first determine the cause and target of the customer‟s emotional upset.
What caused the anger? To who is it directed? You may be able to sort out this information by letting
the customer “unload. Asking leading questions may assist you in obtaining the necessary informa-
tion.
The old adage, “The customer is always right,” is not true in all situations. Personal abuse is
not a “right” of the customer. But, the customer who is allowed to “blow off steam” (within reason) may
then become apologetic and ready to accept your help.
When you are faced with an upset customer, remember that your purpose is to serve that cus-
tomer‟s needs. Any other response on your part that may cause the customer to become more irri-
tated is not appropriate. Try to calm the customer and maintain your self-composure. If you start
shouting back because the customer has upset you, you will not be able to provide the service that
the customer needs.
If you feel that the customer crossed boundaries and is being verbally abusive to you, excuse
yourself and bring the problem to the attention of your supervisor. Your supervisor has more expe-
rience in dealing with angry or irritated customers and will take whatever action is necessary to re-
solve the customer‟s problem.
A calm, confident manner is the best approach. When you do not respond with anger or rude-
ness to a customer‟s emotional outburst, you have taken the first step toward solving the customer‟s
problem, whatever its nature. Remember, always maintain your military bearing no matter what situa-
tion arises.
The Specific Problem
Frequently, a customer will state the problem in terms of the result desired. You must identify
the nature or cause of the problem and provide a satisfactory solution. Obviously, you do not have to
know all the answers. However, you must be familiar with all areas of the PS rating in order to identify
Rev. JAN 2011 1-13

specific problems and know where to find specific answers. Always, display genuine concern and pro-
fessional competence as you analyze the customer‟s problem.
Complicated Problems
Most of the customers present rather routine, easily identifiable problems. These problems do
not present any great difficulty, however, there are exceptions. To resolve a complicated problem, both
the customer and you, the PS, must mutually desire to achieve positive results and to take appropri-
ate action necessary to solve the problem. The problems you encounter that are beyond your control
because of your lack of experience must be brought to the attention of a more knowledgeable individ-
ual, such as your supervisor.
Your Response
Earlier we discussed your attitudes toward customers in general. It is not difficult to be plea-
sant when you are dealing with pleasant people. It may become more difficult when the customer is
unpleasant.
Occasionally, a customer seems to rub people the wrong way. No matter how hard you try, you
cannot remain pleasant or friendly because of the customer‟s attitude or manner of speaking. In this
situation, it is best to keep the contact as impersonal as possible. Ignore the person‟s manner and at-
titude and concentrate on the problem. Concentrating on the problem may be difficult, but it can be
done.
Your performance will be viewed by the customer, your co-workers and your supervisor. If you
are to do your best work, as rated by them, you must maintain your self-control. When patience runs
out and tempers flare, your ability to think and act properly is greatly reduced. Be a professional cus-
tomer service representative and think before you act!
PITFALLS TO AVOID IN CUSTOMER SERVICE
In the previous section we discussed why a positive attitude is important to customer satisfac-
tion. Now we will discuss some specific mistakes PSs can make in handling customers' needs. These
mistakes tend to result from the attitudes you project toward the customer, the customer‟s problem,
the Navy, your job, or yourself.
LEAPING to CONCLUSIONS
Leaping to a conclusion means that, in your opinion, you already possess sufficient facts upon
which to base your judgment. As a result, you end up ignoring additional information provided by the
customer. This tendency is often caused by a lack of concern for the customer and the desire to end
the contact as quickly as possible. Also, it may occur because you normally have a better knowledge
of your field than does the customer; you may assume that you know the customer‟s need before it is
completely expressed.
In routine situations, you may be able to second-guess your customers‟ needs. This practice
can even save time. Under other conditions, however, second guessing can lead to misunderstand-
ings. When you make this assumption, you quit listening and begin to form your response to the cus-
tomer. As a result, you may miss an important part of the problem and be unable to provide correct
service because of your misunderstanding.
Rev. JAN 2011 1-14

If a customer has a vague idea as to the nature of a problem, you should not jump to conclu-
sions. Doing so does not help the customer. Use tactful, skillful questioning to properly identify what
the customer is trying to tell you.
Any decision that affects the customer must be made carefully—whether it is made by you or
by the customer. It is your responsibility to make sure all the facts are known before the decision is
made. You have heard the excuse, “But he told me. . . .” The customer may be misled by rumor or
half-truths and you may not be able to do anything to correct the misconception. “Look before you
leap” is good advice, but you must carry it a step further—“Make sure that the customer looks before
you let him or her leap. ”As a PS it is your responsibility to listen carefully to the customer before you
reach any conclusions. It is also your responsibility to provide correct information. Always obtain the
correct answer from the sources available. Customers become frustrated when they receive incorrect
information. Giving customers inaccurate information will frustrate your supervisors „because it will re-
flect on them. If the information that you provide is inaccurate, customers may blame your errors on
your lack of training. Remember that your supervisor, too, does not want to appear incompetent.
PERSONAL REACTIONS
Occasionally, you may experience an adverse reaction to a customer—to his or her appear-
ance, speech, or attitude. Because of your reaction, you may not be able to provide the quality service
that the customer needs or deserves. Most often, the cause of your adverse reaction will be the cus-
tomer‟s attitude. When the customer is overbearing, cynical, or has a smart mouth, it may be difficult
for you to maintain a professional manner. Nevertheless, you must remain professional. Customers
who have bad attitudes deserve the same courtesy and respect as nice and courteous individuals.
One experience that may be difficult for you, the PS, is trying to help a customer who ex-
presses an extreme dislike for the Navy. Do not be surprised if this customer‟s attitude begins to pro-
voke a negative reaction from you. This is sometimes done unconsciously. You may not think much
about your reaction at the time, but if you are not aware of your own feelings, you may fail to provide
the best service to this person. You may not really like this person, but your awareness of your own
feelings can allow you to use this experience to improve your own face-to-face skills and to make sure
your performance as a PS is not adversely affected by the customer‟s negative attitude.
Be aware of your feelings regarding instances in which you dealt with a difficult customer. As-
suredly, you will remember the customer who was troublesome on a previous visit. Do not let this
memory affect your response when you must serve this customer once again. You may feel like say-
ing, “Sure I‟ll help you. I‟ll help you jump over the side.” But, do not say it! Expressing your feelings
may provide temporary gratification, but will not solve the problem with this customer. Furthermore, it
will have an adverse effect on your performance.
Some personal reactions you experience may not be strong. In fact, the reactions may be very
mild and perhaps will be caused by unconcern or lack of interest. Unfortunately, these mild attitudes
can be just as deadly to customer satisfaction as are the strong negative reactions. Everyone pos-
sesses feelings of self-worth. If you, the PS, deny these feelings by showing a lack of concern or in-
terest, the customer may defensively show the same attitude toward the Navy and its representatives.
STEREOTYPING
Stereotyping is forming a standardized, oversimplified mental picture of members of a group.

Stereotyping involves a fixed or general pattern attributed to members of a particular group while dis-
regarding individual, distinguishing qualities or characteristics. In stereotyping, we form mental pic-
Rev. JAN 2011 1-15

tures of people, things and events according to the classification or group in which we feel they be-
long.
Consciously or unconsciously, we may have gone to a lot of effort to build up these stereo-
types in our minds to make it easier to classify people. Some of these stereotypes may carry such la-
bels as race, nationality, sex, religion, length of hair and many others. Stereotyping eliminates the
need for us to get to know people as individuals. It seems convenient to have these ready-made nich-
es in which we can place the customers and thereby “know all about them.” But what an injustice this
is! This implies that the customer is no different from anybody else in the same group or category. It is
even more offensive when that person is placed in a category that we regard as inferior and we, in
turn, reflect this opinion in our attitude toward the customer.
LANGUAGE BARRIERS
Communication is more than just talking. One person alone cannot communicate. Communi-
cation involves a sender, a receiver and a message that is understood by both individuals. The sender
must first be able to select the words or visual signals that accurately cover the desired meaning and
then ensure that the message is fully understood by the receiver. However, all responsibility does not
rest on the sender; the receiver must listen to what is being said. When interference (lack of under-
standing or distractions) garbles the message, the receiver should ask the sender to repeat the mes-
sage or to provide an explanation.
Misunderstanding information may be worse than not receiving any information. Misunders-
tanding can result in disappointment, frustration, a missed opportunity, or an improper action by the
receiver. As a PS, you must be especially aware of this pitfall.
You may sometime feel that you can see the earplugs in a customer‟s ears. You message is
not getting through. You may tend to shrug it off and think, “I did my part. It‟s not my fault that the cus-
tomer wouldn‟t listen.” Are you sure that you did your part? We do not think so. The customer asked
for information or advice and did not receive it. Any one of several causes, such as the following situa-
tions, could have interfered with your message:
The customer was vague about the particulars of the problem
You used unfamiliar terms or slang
Because you understood the subject so well yourself, you did not make your explanation as
thorough as you should have
Your attitude implied that the customer or his or her problem was not important
Other problems were bothering the customer. The customer felt rushed
You failed to make sure that the customer understood your message.
If you, the PS, alone can provide the answer to the customer's question because the custom-
er‟s record is maintained by your office, note that the customer can obtain the information from you
only.
Language barriers may interfere with effective communications. Some language barriers are
cultural, some are physical, some are habits and some are just intended to confuse you. The barrier
may exist because of the customer, you, or both of you.
Rev. JAN 2011 1-16

The first two barriers—cultural and physical—are the most difficult for the speaker to over-
come. Those, for whom English is a second language, may have difficulty with pronunciation, mean-
ing and sentence structure. English is considered to be one of the most difficult languages to learn.
(Words that sound alike have completely different spellings and meanings and words with similar
spelling are pronounced differently). You cannot change the English language, but there are ways to
help your customer overcome this language barrier.
First, you must listen very carefully to what the customer is saying. The best way to listen
carefully is to be honestly concerned. Next, be absolutely sure that you know the nature of the need
or problem. Then, carefully phrase your questions so that you use relatively simple words and ask on-
ly one thing at a time. By first determining the nature of the problem, you can then gain additional in-
formation by asking questions.
The customer who has difficulty speaking English also may have trouble understanding it.
When it is apparent that the customer is having difficulty understanding, you should speak more dis-
tinctly and, in most cases, more slowly. You can usually tell by the customer‟s expression whether or
not you are being understood.
Speech impediments, such as stuttering or lisping, also can cause misunderstanding. In cases
such as these, your problem is to understand the speaker‟s words rather than the speaker‟s choice of
words.
We discussed language barriers as though they exist only on the part of the customer. This is
not always the case. Language barriers also exist with customer service representatives. If you have
a language barrier, your first step is to be aware of it. Your next step is to make an effort either to elim-
inate it or to compensate for it. To compensate for a language problem, try to speak slowly and give
the listener time to follow and interpret what you are saying. Be sure to ask questions and encourage
your customer to do the same.
Some speech patterns that interfere with understanding are not impediments but just habits.
Some of these speech habits are slurring pronunciation, running words together, speaking too fast, an
exaggerated drawl or brogue and using profanity. Again, these are not physical impediments or inten-
tional barriers; they are just habits. Analyze your own speech patterns and determine whether or not
you need to improve your manner of speaking. It is possible that you may have one or more of these
habits. Normally, we do not listen to our own speech. However, you can obtain a reasonably accurate
sample of your speaking voice if you record an informal conversation and then listen to it carefully.
Speech habits are not too hard to change. To do so you must first be aware of the habits you need to
change.
In discussing adverse reactions to customers, speech habits were not listed as a cause. In
some instances, speech habits may cause negative reactions. You may show an adverse reaction to
the person who has difficulty speaking or understanding English and that person may react to your in-
ability to communicate. The person with a language or speaking barrier is frequently sensitive about
that problem and may interpret your speaking in any exaggerated manner as an attempt to demean.
But, as with other factors affecting customer relations, your positive attitude is the most effective way
to overcome the language barrier.
Word usage reflecting prejudice and bigotry is a major roadblock to effective communication.
Prejudice and bigotry stem from ignorance, fear and superstition in the people who started them and
their continued use of stereotyping today reflects those same characteristics in the users.
Rev. JAN 2011 1-17

Everyone has prejudices of some kind. Those prejudices are a part of our emotional character
and are preconceived opinions—a prejudgment of a person based on insufficient evidence. Prejudic-
es are directly opposed to our constitutional concept of justice—a person is presumed innocent until
judged guilty.
It takes time and effort to root out prejudices, but the results are well worth it. In the meantime,
make a constant, conscious effort not to use words that create resentment and anger. Remember that
there is no room for prejudice and bigotry in our Navy. Individuals exhibit prejudice and bigotry must
change their outlook. Otherwise, they will be considered as “dragging anchors.”
The final barrier to effective communication is most often set up by you, the PS. The use of
slang, technical terms and acronyms may confuse the customer. Although you routinely use these
terms and acronyms among your co-workers, your co-workers are already familiar with this language.
You should remember that these words or expressions are not appropriate when your customers may
not be familiar with them. If you must use technical terms, you must explain what they are as you refer
to them in your conversation.
Remember that customers from other ratings are not as well informed about your rating and
work as you are. Therefore, remember to speak to your customers in terms that they can understand.
Periodically ask the customer if he or she understands. If the customer does not understand,
ask your customer to tell you what he or she does not understand and repeat yourself in simpler
terms, if appropriate.
RESPONDING IN KIND
Respond to the moods of others appropriately. If the customer is friendly, you are more likely
to be friendly. If the customer is angry, you may find yourself becoming cautious and defensive. If the
customer is anxious or worried, you may react by becoming vague and noncommittal. If the customer
displays an impersonal attitude, you may do the same. In these situations, you have permitted the
customer to set the mood for your contact. Instead of taking the initiative, or acting, you have reacted.
These reactions are natural and you, the PS, must be aware of the automatic nature of some of these
reactions.
Remaining neutral and then responding to the customer‟s mood is a defensive measure. We
tend to wait for other people to reveal their attitudes before we commit ourselves. That way, we do not
waste any of our friendliness or good humor on someone not worthy of it. We hesitate to make the
first move for fear that the other person will reject the move by responding negatively or not at all. The
best time to influence the customer‟s mood is when you first acknowledge his or her presence. In this
way, you are taking control of the situation and providing the best possible conditions under which you
can help the customer.
Hostility and anxiety will reduce the customer‟s ability to see a problem fully, to express it cor-
rectly and to accept the solution objectively. If you respond with the same mood, these negative emo-
tions escalate and your ability to deal with the problem is compromised. When the customer is emo-
tionally upset, there are two problems: (1) the emotion and (2) the need that aroused it. Remember,
there is nothing to be gained by responding in kind to the customer‟s mood. In fact, such a response
will probably make matters worse. You should try to calm the customer by being calm yourself and
ensure that your actions show your readiness and willingness to handle the problem.
Rev. JAN 2011 1-18

PROMISE the CUSTOMER ANYTHING
Promising the customer anything is similar to giving your customer the amiable runaround
discussed previously. Promising the customer anything may be a method you choose to “Keep „em
smiling,” but they will not be smiling long. As a member of a customer service rating, you have en-
countered a customer service representative who agreed with every statement you made, sympa-
thized with you, promised you everything you wanted and essentially did nothing. This type of
transaction sometimes develops as a result of a "short-timer‟s" attitude in which the representative
may think, “Sure, I‟ll promise you whatever you want to hear just to get rid of you. I‟ll be long gone
when you come back to find out why nothing has been done.” This type of response may leave the
customer temporarily satisfied; it only has postponed the problem and may have complicated the
problem because of loss of time. It is an ineffective way to do business.
We tend to hear what we want to hear. This tendency often leads us to expect or hope for
results that are based on misunderstandings, misinterpretations of fact, rumors, or wishful thinking.
Sometimes, the results that your customer wants may be impossible, or very difficult, for you to deliv-
er. Be alert to the customer's expectations of desired answers from you. Decide how you will answer
the customer's questions. Examine the following choices:
You can give the customer his or her preferred answer even though you know that the an-
swer is not completely accurate. (This approach guarantees customer disappointment later
on and degrades your professional competence)
You can make vague statements and let the customer interpret them as he or she likes. (This
may relieve you of responsibility because you really did not give the customer the wrong in-
formation. In fact, you did not give your customer much of anything)
You can give the customer the correct information or interpretation now. (This, of course, may
cause some grumbling because it may not be the answer that the customer wants to hear.) It
will, however, be the truth and, in the long run, your customer will understand and appreciate
being told the truth.
Remember that “anything less than the best information you can offer is unfair to the custom-
er.” A half-truth may be just as misleading and damaging as an outright lie. Future plans may be
based on your misinformation and the morale, as well as the finances, of the customer may suffer.
Again, remember that if you do not have the answer to a customer‟s question, find out who
does. Asking others for help answering a customer's question does not mean that you are any less
competent. To the contrary, it shows your concern for obtaining correct information. Remember that
you are not expected to have all the answers, but you are expected to know where to find them.
The friendly attitude displayed by a customer service representative who tells half-truths or
misleads customers is not friendliness at all. It is nothing more than a mask for the real attitude —a
lack of concern.
GOING BEYOND YOUR REALM
If you seldom make a mistake, you may find it difficult to understand why other people fre-
quently make mistakes. Mistakes can result from many different situations. For example, heavy work-
loads, inexperienced personnel, unfamiliar situations and carelessness can all contribute to the like-
lihood of errors. Errors may disappear, but they do not go away. The problem with all errors is that
they must be corrected—often at some later date, at a different command, or by someone else.
Rev. JAN 2011 1-19

When you have to correct an error that someone else made, you will be tempted to “sound off”
about the person who made the mistake. But whether or not you express your feeling, you must
spend the same amount of effort correcting the error. It is proper to tell your customer that a mistake
was made and explain the conditions under which the error was made. Even if you feel embarrassed
explaining to your customer that a mistake was made by your office, you nevertheless must let the
customer know as soon as possible. Appropriate steps must be taken to correct the problem imme-
diately. If another office made the problem, correct it promptly. In both cases, just correct the problem.
Another area in which we sometimes overstep our bounds is in expressing criticism or disap-
proval of official Navy policy, command policy and divisional procedures and instructions. You do not
have to agree with all of them. In fact, discussing them among your co-workers can have positive re-
sults—a change in procedures, a better flow of information, a better understanding of policy, or the
improved ability to help the customer. Expressing your adverse opinion about them to the customer,
however, serves no good purpose.
When a customer makes a request that must be denied because of current policy or regula-
tions, frustration and resentment are natural reactions. If you express your disapproval or criticism of
this policy or regulation, your disapproval serves only to increase the feeling of resentment or frustra-
tion in the customer. Doing so, just makes it harder for the customer to accept the inevitable answer.
On the other hand, if you know the policy is a temporary matter, or if you have reason to believe that a
change is contemplated, it is permissible—in fact, it is desirable—for you to explain this so that the
customer may renew the request later.
You may have customers whose problems are imaginary. These customers want to complain
about their petty officers, division officers, duty assignments, or working conditions. In these situa-
tions, maintain a very careful balance. You should not refuse to hear the customer's complaint. How-
ever, there must be a point, when you politely tell the customer that you wish you could stay and lis-
ten, but that you have some important matters to attend.
IT'S the CUSTOMER'S TIME, TOO
“What‟s your hurry? You are not going anywhere! “This line, or variations of it, is heard often
by customers. The implication is that time is a factor only for the customer service representative and
never for the customer. Ordinarily, customers should be helped without having to wait an undue
amount of time. There will be times when you are very busy, but the customer usually sees this and
attempts to understand.
Several methods to speed up service and reduce waiting time are setting appointments, hav-
ing special counter hours, or designating a specific individual to handle certain problems or issues.
Any system that serves this purpose is valid for routine visits, but it should also be flexible enough to
provide for emergency situations. Remember that any system used to speed up service and reduce
waiting time must accomplish these goals. The system must never be used as a device for limiting
service.
SUMMARY
In this chapter, you were acquainted with the general requirements of the PS rating. We de-
scribed how important it is for you to provide good service to all customers. We stressed that your
good attitude, pride in your job and in yourself, will contribute to your ability to provide good customer
service. Remember, if you provide good customer service now, the Navy appreciates the quality ser-
vice and recognizes your efforts. Remember that there is always room for improvement. The most im-
Rev. JAN 2011 1-20

portant item discussed in this chapter is that you should put yourself in the customer‟s shoes. Ask
yourself, “How do I want to be treated?” In answering this question, you will most likely say, “Well, I
always want to be treated with courtesy and respect.” All customers want to be treated with courtesy
and respect. Remember that you should always treat customers the way that you want to be treated.
Rev. JAN 2011 1-21

CHAPTER 2
NAVY ENLISTED OCCUPATIONS

Learning Objectives: Upon completion of this chapter you should be able to do the following:
— Identify the various occupational fields in the Navy’s enlisted rating.
— Describe the basic rating and pay grade structure for the Navy’s enlisted rating.
— Identify the Navy’s enlisted personnel structure and recognize some characteristics and require-
ment of each enlisted Navy rating.
Most people think of ships when they think about the Navy. While ships are certainly a distin-
guishable part of the Navy, they alone do not make up the whole Navy. The Navy is composed of
thousands of men and women who perform numerous professional and occupational functions in a
variety of duty stations, including ships, submarines, aircraft squadrons and shore stations throughout
the world. Before we discuss the different functions performed by our Navy personnel, let’s take a
brief look at what might happen when a person first enters the Navy.
Upon entering the Navy, an individual is sent to a recruit training center. From recruit training,
the individual may or may not be sent to receive formal training for a particular job or rating. Whether
or not an individual is sent to formal training will depend on the individual’s test scores and the Navy’s
manning requirements. Military Personnel Manual (MILPERSMAN) indicates that recruits are as-
signed to a class A school by the Deputy, Chief of Naval Personnel (BUPERS). Based on BUPERS
established standards, however, some recruits are granted an Armed Services Vocational Aptitude
Battery (ASVAB) test score waiver for assignment to a class A school. So, a person’s ASVAB test
scores may be a significant factor in determining whether or not this person is sent to a Navy “A”
school.
Today’s Navy requires the work of many experts in many fields. In regard to enlisted person-
nel, the Navy consists of 64 different occupations. Keep in mind that as ratings merge or are no longer
needed, the number of occupations will decrease. These occupations are known within the Navy as
ratings. As a Personnel Specialist (PS), you belong to one of the Navy’s customer service ratings. Be-
cause your customers will represent many different ratings and paygrades, you must be able to rec-
ognize and know something about each Navy enlisted rating.
PAYGRADE STRUCTURE
According to the Department of Defense Financial Management Regulation (DODFMR), Mili-

tary Pay, Policy and Procedures, Vol. 7A, DOD 7000.14-R, members of the U.S. Armed Forces are
entitled to receive pay according to their paygrades and years of service, if they are on active duty in
a pay status and not prohibited by law from receiving such pay. Many years ago, Congress passed
the Uniform Services Pay Act to guarantee this entitlement by bringing the paygrade levels of all
branches of the U.S. Armed Forces into alignment.
Rev. JAN 2011 2-1

PS Basic: “Navy Enlisted Occupations”, Chapter 2.
STANDARDIZATION
The Uniform Services Pay Act was the first legislative action to establish regular, consistent
paygrade levels within the enlisted personnel structure, regardless of the specific branch of military
service. The letter E signifies that the member is enlisted; the number 6 identifies the member’s nu-
merical step or seniority within the enlisted personnel structure. For all these personnel, the paygrade
is E-6.
TITLES AND ABBREVIATIONS
From your study of the basic military requirements, you will likely remember several common
terms associated with the Navy’s enlisted paygrade structure. For example, all Navy personnel below
the grade of warrant officer are referred to as enlisted personnel. The Navy’s enlisted personnel are
distributed among the various levels within the enlisted paygrade structure.
Figure 2-1 provides a listing of these paygrades, or levels and their associated titles.
General Rates (Apprenticeships)
Notice in Figure 2-1 that there are no associated abbreviations for the titles at paygrades E-1
through E-3. These paygrades represent the general rates. General rates are apprenticeships as-
signed to personnel at paygrades E-1 through E-3 to indicate their eligibility for entry into various rat-
ings. As shown in Figure 2-2 the apprenticeships are Seaman (SN), Fireman (FN) and Airman (AN).
To refer to enlisted personnel in these paygrades, you would simply use the word for the gen-
eral rate with the word indicated for the paygrade. The titles for the general rates—Seaman, Fireman,
Airman, Hospital man and their associated abbreviations and compare them with the listings shown
for paygrades E-1 through E-3 in Figure 2-1. In the Seaman general rate, for example, an E-1 is a
Seaman Recruit (SR). To identify an enlisted member in paygrade E-2, use the title of the general rate
with the word apprentice. An E-2 in the Fireman general rate, for example, is a Fireman Apprentice
(FA). To refer to an E-3, just use the word for the general rate, such as Seaman (SN), Fireman (FN)
and Airman (AN).
For additional information on the general rates, refer to the Manual of Navy Enlisted Manpow-
er and Personnel Classifications and Occupational Standards, Volume I, Part A, NAVPERS 18068.
2-2
Rev. JAN 2011 2-2

Figure 2-1, Paygrades for enlisted members of the U.S. Navy.
Rev. JAN 2011 2-3

Figure 2-2.—Enlisted Paygrades, Titles and Abbreviations.
Petty Officers
In Figure 2-1, refer to paygrades E-4 through E-6. Enlisted personnel in these paygrades are
referred to as Petty Officers (POs). They are the technicians and work managers within ratings who
possess increasing degrees of skill, responsibility and authority as they advance in paygrade. Petty
officers are capable of accomplishing tasks normal to their rating and paygrade.
In referring to personnel in paygrades E-4 through E-6, you should substitute the rating title or
rating abbreviation for the words petty officer. For example, you would refer to a Personnel Specialist
Third Class as a PS3, an Engineman Second Class as an EN2 and a Yeoman First Class as a YN1.
Chief Petty Officers
The Chief Petty Officer (CPO) (paygrade E-7) is the technical authority, expert and supervisor
within a rating. The CPO is capable of accomplishing all tasks normal to a rating using technical su-
pervision, instruction and training of lower rated personnel.
In referring to a CPO, use the rating abbreviation followed by the letter C for chief petty officer.
In the PS rating, for example, a Chief Personnel Specialist would be abbreviated and referred to as a
PSC.
Senior Chief Petty Officers
The Senior Chief Petty Officer (SCPO) (paygrade E-8) is the senior technical supervisor within
a rating or occupational field with primary responsibilities for supervising and training enlisted person-
nel oriented to system and subsystem maintenance, repair and operation. Based on wide ranging ex-
perience and specialized training, the SCPO provides the command with a higher level of technical
and managerial expertise than is expected at the E-7 level.
In referring to a Senior Chief Petty Officer, use the abbreviation of the rating followed by the
letters CS. In the PS rating, for example, Senior Chief Personnel Specialist would be abbreviated
PSCS.
Rev. JAN 2011 2-4

Master Chief
The Master Chief Petty Officer (MCPO) (paygrade E-9) is the senior enlisted Petty Officer in
the United States Navy. As such, the MCPO is vested with special command trust and confidence ex-
tending to administrative and managerial functions involving enlisted personnel. Based upon expe-
rience, proven performance and technical knowledge necessary for advancement to the grade of
MCPO, individuals of that rate within a command hold the senior enlisted positions and contribute to
forming as well as implementing policy within their occupational field or across the full Navy rating
spectrum.
In referring to an MCPO of a particular rating, use the rating abbreviation followed by the let-
ters CM. You would address a Master Chief Personnel Specialist, for example, as a PSCM.
Command Master Chief
The title Command Master Chief (CMDCM) does not reflect a paygrade higher than E-9 but
does identify the CMDCM who serves as the senior enlisted advisor to the command in formulating
and implementing policies pertaining to the morale, utilization and training of all enlisted personnel. As
such, the Command Master Chief has direct access to the Commanding Officer (CO). Additionally, the
CMDCM is responsible for carrying out established command policy in specific areas as directed by
the CO and Executive Officer (XO). The CMDCM takes precedence over all enlisted members within
a command.
Master Chief Petty Officer of the Navy
On 1 March 1967, the Office of the Master Chief Petty Officer of the Navy (MCPON) was for-
mally established to provide a direct, unofficial channel of communication between enlisted personnel
and the senior policy levels of the Department of the Navy (DON). During the official tour length of 4
years, the MCPO selected as MCPON serves as the Navy’s senior enlisted representative and advi-
sor and carries out the following functions:
The Master Chief Petty Officer of the Navy (MCPON) is the senior enlisted person in the Navy.
The MCPON serves as the senior enlisted leader of the Navy and as an advisor to the Chief of Naval
Operations (CNO) and to the Chief of Naval Personnel in matters dealing with enlisted personnel and
their families. The MCPON is also an advisor to the many boards dealing with enlisted personnel is-
sues; is the enlisted representative of the Department of the Navy at special events; may be called
upon to testify on enlisted personnel issues before Congress; and, maintains a liaison with enlisted
spouse organizations.
RATING STRUCTURE
The enlisted rating structure consists of occupational fields (i.e., broad groupings of similar oc-
cupations), ratings (i.e., occupational specialties) and rates (i.e., a paygrade within a rating). This
structure provides a framework for enlisted career development and advancement and is the primary
administrative means for classifying and identifying enlisted personnel.
To make sure the rating structure remains up to date, the Navy conducts an ongoing study of
its professional and technical needs. Today, the enlisted rating structure is composed of 65 ratings
under 23 Occupational Fields as shown in Figure 2-3. The ratings you will read about in this chapter
today are likely being studied and researched for possible changes tomorrow. As you read this train-
ing manual and as the Navy continues to downsize, ratings are being combined. Do not be surprised
Rev. JAN 2011 2-5

to find out that some of the ratings discussed in this chapter will have been combined by the time you
receive this training manual.
Figure 2-3, Occupational fields and Associated Ratings.
RATINGS and RATES
Navy enlisted personnel are placed in categories according to their occupations, known as rat-
ings. In fact, a rating is like a job title, such as Engineman, Legalman, Aviation Ordnanceman, Gun-
ner’s Mate, or Sonar Technician. Within each Navy rating (occupation), the rates (paygrades) reflect
different levels of aptitude, training, experience, knowledge, skill and responsibility. Often, you will
Rev. JAN 2011 2-6
hear the words rate and rating used interchangeably. Whereas the words rate and rating can be used
interchangeably, the word rating specifically refers to the occupation or job and not to a level within
that occupation or job. In the following section, let’s examine how the Navy groups its ratings. Let’s
take a brief look at each of these groups.
Ratings
The Navy’s ratings are grouped into three main categories: (1) general ratings, (2) service rat-
ings and (3) emergency ratings. Let’s take a brief look at each of these groups.
GENERAL RATINGS—Identify personnel from paygrades E-4 through E-9. They provide the
primary means of identifying billet requirements and personnel qualifications. Some ratings are com-
bined at paygrade E-8 or E-9 to form broader career fields when the occupational content is similar.
This provides for progressively higher levels and scopes of authority and responsibility (e.g., combina-
tion of Senior Chief Utilitiesman (UTCS) and Senior Chief Construction Electrician (CECS) to form the
Master Chief Utilitiesman (UCCM).
SERVICE RATINGS—Are subdivisions of certain general ratings. They identify required spe-
cialization and specific areas of qualifications in the utilization and training of personnel. Service rat-
ings permit optimum utilization of personnel and economy of training.
EMERGENCY RATINGS—Are career fields encompassing skills or qualifications which do not

require identification by a rating during peacetime, but are required in time of war. Currently, there are
no emergency ratings.
For detailed information on each Navy rating, you should consult volumes 1 and 2 of the Ma-
nual of Navy Enlisted Manpower and Personnel Classifications and Occupational Standards, NAV-
PERS 18068. NAVPERS 18068, Volume 1, has an abbreviated alphabetical listing of all Navy ratings.
NAVPERS 18068, Volume 2 contains the titles and abbreviations of all the Navy ratings. Volume 2 will
also show you the service ratings. You can find a more detailed explanation of general, service and
emergency ratings in Chapter 1 of the Manual of Advancement, BUPERSINST 1430.16 (series).
Rates
Identify personnel occupationally by paygrades E-1 through E-9 and they reflect levels of apti-
tude, training, experience, knowledge, skill and responsibility. Enlisted rates are divided into three
groups: general rates (E-1 through E-3 apprenticeships), petty officers (E-4 through E-6) and chief
petty officers (E-7 through E-9).
RATINGS AND OCCUPATIONAL AREAS
Ratings are defined as broad enlisted career fields. They identify occupational specialties that
encompass related aptitudes, training, experience, knowledge and skills for the purpose of career de-
velopment and advancement. A particular Navy rating refers to a specific occupational area.
As a PS, you must be able to identify Navy ratings in terms of their occupational fields so that
you can understand the various duties and responsibilities of the enlisted personnel working in these
ratings. Your knowledge of the occupational fields will help you to develop a better understanding of
the different ratings and to become a better PS. Sometime in your career, for example, you will likely
counsel someone who is interested in striking for a particular rating and you must be able to provide
the right kind of information.
Rev. JAN 2011 2-7

As you progress in your career, you will be assigned to various duty stations where you will
meet personnel who work in many Navy ratings and you will need to know what they do. Remember,
personnel requirements depend on the mission of your command and you will not encounter person-
nel in all Navy ratings at every command to which you are assigned. For example, you will not see Air
Traffic Controllers (ACs) serving aboard destroyers (DDGs).
The jobs Navy personnel perform are just as diverse as civilian occupations. The Navy is an
accumulated group of people who work together in many fields to accomplish the overall mission.
While some ratings are more technical than others are, all ratings are important and essential for the
Navy’s day-to-day operations. In the following sections, let us examine the Navy ratings within their
appropriate occupational fields.
Occupational Fields
Ratings are organized into 23 occupational fields, as shown in Figure 2-3 the Manual of Navy
Enlisted Manpower and Personnel Classifications and Occupational Standards, Volume I, NAVPERS
18068. Notice how these ratings (indicated by abbreviations in parentheses) are listed or grouped ac-
cording to their occupational areas.
In the next section of the TRAMAN you will be provided with an overview of the enlisted occu-
pational fields and the specialty marks of the associated ratings. Specialty marks were added to the
uniforms of enlisted personnel in 1866. Originally, these marks were representations of the instru-
ments that Navy enlisted personnel used in the performance of their duties. The custom of having
specialty marks on Navy enlisted uniforms continues today and the specialty marks continue to
represent the type of work done within each rating.
SPECIAL QUALIFICATIONS, INSIGNIA and DISTINGUISHING MARKS
Besides rating badges, naval enlisted personnel wear other special insignias or designations if
they are qualified to do so. These distinguishing marks are worn by personnel who have special quali-
fications in addition to those required for their ratings.
As a PS, you should be aware of these special designations. Other badges and breast insignia
worn by officer and enlisted personnel are shown in the United States Navy Uniform Regulations,
NAVPERS 15665.
In the remaining sections of this chapter, we will take a brief look at some of these special de-
signations and their associated titles and qualifications.
MCPON AND FLEET, FORCE and COMMAND MASTER CHIEFS
One of the most prized enlisted marks of achievement is the insignia for the Master Chief Pet-
ty Officer of the Navy. To review the qualifications and special duties and responsibilities of the
MCPON, refer to the applicable sections presented earlier in this chapter.
ENLISTED WARFARE SPECIALIST QUALIFICATIONS
There are seven enlisted warfare specialist qualifications. They are the Enlisted Surface War-
fare Specialist (ESWS), the Enlisted Aviation Warfare Specialist (EAWS), the Seabee Combat Warfare
Specialist (SCWS), the Enlisted Naval Special Warfare Combatant Craft-Crewman Specialist (SWCC),
Rev. JAN 2011 2-8

the Enlisted Expeditionary Warfare Specialist (EXWS), Enlisted Explosive Ordance Disposal Warfare
Specialist (EWSS) and Fleet Marine Force Enlisted Warfare Specialist (FMF).
Attainment of these qualifications by eligible personnel carries a very special significance, as

explained in the following paragraphs.
Enlisted Surface Warfare Specialist
The designation of ESWS signifies that a Sailor has acquired specific seagoing skills, know-
ledge and experience and has demonstrated proficiency at the professional levels of competence
above that which is expected in the routine performance of duty in surface ships.
Enlisted Aviation Warfare Specialist
The EAWS program recognizes the professional qualifications of enlisted personnel serving in
Naval aviation. Designation as an EAWS signifies that the individual has attained significant profes-
sional skills, knowledge and experience indirect support of the Naval air warfare mission.
Seabee Combat Warfare Specialist
The SCWS qualification recognizes the efforts of a selected group of officer and enlisted indi-
viduals trained in military defensive combat, advanced base construction and Naval construction op-
erations.
Special Warfare Craft-Crewman Specialist
The SWCC qualification recognizes the efforts of enlisted individual’s trained combat support
to maritime special operation.
Enlisted Expeditionary Warfare Specialist
The EXW qualification recognizes the efforts of enlisted individuals trained in support of expe-
ditionary warfare, maritime security and anti-terrorism/force protection.
Enlisted Explosive Ordance Disposal Warfare Specialist

The Senior and Master EWS designation signifies that a Sailor has achieved a level of excel-
lence and proficiency in Explosive Ordnance Disposal (EOD) operations.
Fleet Marine Force Enlisted Warfare Specialist
The FMF qualification recognizes the efforts of enlisted individuals trained in support of the
Fleet Marine Forces of the U.S. Marines Corps.
These warfare qualifications must be obtained through the Navy’s formal qualification pro-
grams as prescribed by OPNAVINST 1414. (series).
SUMMARY
After reading this chapter, you should understand the paygrade and rating structure of the
Navy’s enlisted occupations. You should also be aware that regardless of a member’s branch of ser-
vice, all eligible active-duty enlisted personnel receive pay according to their paygrades and years of
service. You should be able to define the term enlisted personnel and the significance of the letter E
Rev. JAN 2011 2-9
and the numerical step that follows the E, such as E-6. As a PS, you should also be able to distin-
guish petty officers from non-petty officers and be able to understand the responsibilities of all petty
officer levels including that of the MCPON. You should be able to distinguish the difference between
the terms rate and rating. You also should be able to identify the various Navy ratings, understand the
different occupational fields and know something about each rating. Last, you should be able to un-
derstand the significance of special designations and enlisted warfare qualifications.
Rev. JAN 2011 2-10

CHAPTER 3
NAVY CORRESPONDENCE
Learning Objective: Upon completing this chapter, you should be able to do the following:
—Letters, endorsements, memorandums and the serialization of correspondence.
—Correspondence procedures and logs.
—Responsibilities of individuals who handle classified and unclassified correspondence.
—Mail handling by mail clerks or mail orderlies, the training of mail orderlies and the security of mail.
—Routine reply, endorsements and transmittals.
—Directives, messages and muster reports.
—Case-file establishment and maintenance.
LETTERS, ENDORSEMENTS AND MEMORANDUMS
In this part of the chapter, you read about the standard letters, multiple-address letters, pur-
pose of the endorsement to a letter and business letters. Here, you discover the purpose of memo-
randums and the requirement for the serialization of correspondence.
Always refer to the Department of the Navy Correspondence Manual, SECNAV M- 5216.5 (se-
ries) whenever you are tasked with preparing letters, endorsements and memorandums.
STANDARD LETTER
A command uses the standard letter to correspond officially with activities in the Department of
Defense (DOD). In addition, the letter is used to communicate with organizations outside the DOD if
they have adopted the format. Outside users include the Coast Guard and some contractors who deal
with the Navy and Marine Corps. Refer to the Department of the Navy Correspondence Manual to
view a sample standard letter.
MULTIPLE-ADDRESS LETTER
Multiple-address letters are used when there is more than one action addressee. Except in its
handling of addressees, the multiple-address letter is the same as the standard letter. Refer to the
Department of the Navy Correspondence Manual to view a sample multiple-address letter.
ENDORSEMENTS
If a command receives a letter as a ‗via‘ addressee, an endorsement is prepared rather than

another letter. To respond use either a same-page endorsement or a new-page endorsement. Refer to
the Department of the Navy Correspondence Manual to view sample endorsements. Normally, en-
dorsements follow standard-letter practice. Be sure to keep an endorsement with the basic letter. One
is an integral part of the other.
Rev. JAN 2011 3-1

PS Basic: “Navy Correspondence”, Chapter 3.
Many endorsements simply forward letters without substantive comment to the next via ad-
dressee, if any, or to the action addressee. However, other possibilities exist. An endorsement may
comment on the basic letter or any earlier endorsements. It may alter the order of any remaining via
addressees or add others. Using the endorsement, a command also may return the basic letter with a
final reply or a request for additional information.
BUSINESS LETTER
The business letter is used to correspond with agencies or individuals outside the Department
of the Navy (DON) who are unfamiliar with the standard letter. In addition, the business letter is used
for official correspondence between individuals within the DON when the occasion calls for a personal
approach. Refer to the Department of the Navy Correspondence Manual to view a sample business
letter.
MEMORANDUM
A memorandum provides an informal way to correspond within an activity or between several

activities. Subordinates use the memorandum to correspond directly with each other on routine busi-
ness.
A memorandum cannot be used by a command to issue directives. Refer to the Department of

the Navy Correspondence Manual to view sample memorandums
SERIALIZATION of CORRESPONDENCE
Serialization of a command's outgoing correspondence depends on local practice and volume.

The added control must be weighed against the added complications of typing or stamping serial
numbers. An activity that uses serial numbers starts a new sequence of numbers at the start of each
4-1 new calendar year and assigns numbers consecutively.
All classified correspondence that your activity creates must be given a serial number. The
serial number must be preceded by a classification abbreviation (C, S, or T) depending on the classi-
fication of correspondence. C signifies Confidential, S signifies Secret and T signifies Top Secret.
Serial numbers used for classified correspondence should be kept separate from unclassified serial
numbers.
CORRESPONDENCE PROCEDURES
When you hear the word correspondence, you usually think about letters. However, corres-
pondence involves more than just preparing letters. It involves the handling of all correspondence,
mailing correspondence, receipt of correspondence from other commands or activities and classifica-
tion of correspondence. In the following paragraphs, you learn about handling correspondence ac-
cording to section 620.5 of the Standard Organization and Regulations Manual of the U.S. Navy, OP-
NAVINST 3120 (series), also known as the SORM.
The security and accountability of correspondence is very important, whether you handle clas-
sified or unclassified correspondence. You may or may not be authorized to handle certain types of
classified correspondence. Handling such correspondence depends on the duties and responsibilities
that you are assigned at your duty station.
Rev. JAN 2011 3-2

A discussion of the different logs maintained to keep track of certain types of correspondence
is provided. In addition, some of your responsibilities when handling such correspondence are dis-
cussed.
Aboard ship, the Captain's office controls incoming and outgoing correspondence. The Securi-
ty Manager (SM) is responsible for ensuring that correct procedures for handling classified corres-
pondence are followed as per the Department of the Navy Information and Personnel Security Pro-
gram Regulation, OPNAVINST 5510.1 (series). All incoming correspondence should have either a
routing slip or a Correspondence/Material Control Form, OPNAV 5216/10, attached. Officers who re-
ceive internally routed correspondence should read it, take whatever action is required, initial it and
return it to the controlling point. Activities that produce little correspondence, all of it unclassified,
probably do not need serial numbers. Original routed copies of all incoming correspondence are
maintained in the Captain's office.
RECORDS
The below paragraphs contain a discussion of the following records when handling correspon-
dence according to OPNAVINST 3120 (series): Guard Mail Petty Officer's log, firm mail book for regis-
tered and certified mail, incoming mail/correspondence log and the outgoing mail log.
Guard Mail Petty Officer's Log
The Guard Mail Petty Officer's (GMPO) log is a record of all incoming registered U.S. and
guard mail and all outgoing registered guard mail transported to and from your command and guard
mail centers of post offices by your command's GMPO.
The purpose of this log is to record accountability for outgoing registered guard mail and all in-
coming registered U.S. and guard mail. The GMPO log is divided into an incoming and an outgoing
section and the log should contain the following information about each piece of incoming registered
or certified U.S. or guard mail and each piece of outgoing registered guard mail:
Registered/certified number
Originating command
Addressee
Unit or office to which delivered
Date and time of delivery
Signature of person to whom delivered.
Firm Mail Book for Registered and Certified Mail
The firm mail book for registered and certified mail, Postal Service (PS) Form 3877, is a record
of all outgoing certified and registered U.S. mail from the command. One of your command‘s Yeomen
ordinarily maintains the firm mail book and accompanies the GMPO to the U.S. Post Office to certify
outgoing certified and registered U.S. mail.
4-2
Rev. JAN 2011 3-3
4-3
Incoming Mail/Correspondence Log
Incoming mail/correspondence logs are maintained for Top Secret, Secret, Confidential and
controlled unclassified material.
Top Secret, Secret, Confidential and controlled unclassified material logs are maintained in a
loose-leaf binder, a file folder, or a two-post clipboard. Control forms are filed numerically by Activity
Control Number (ACN).
Outgoing Mail Log
An outgoing mail log is maintained for material transmitted via certified or Registered Mail™
(including registered guard mail and Confidential or unclassified material when sent via certified/ Reg-
istered Mail™). This log is maintained by one of your command‘s Yeomen and should contain the fol-
lowing information on each piece of mail that is dispatched:
Registry/certified number
Contents
Addressee
Signature of person preparing item for mailing
Date and time of delivery to GMPO
Signature of GMPO to whom delivered.
The purpose of the outgoing mail log is to have a chronological record of all outgoing material
from the command, whether the material is sent via registered or certified mail. Top Secret material is
transmitted by the Defense Courier Service (DCS) and other authorized individuals as specified in
Chapter 15 of Department of the Navy Information and Personnel Security Program Regulation, OP-
NAVINST 5510.1 (series).
RECEIPT PROCEDURES
Normally, designated Yeoman (YN) or Personnel Specialists (PS) receive all incoming mail ex-
cept Top Secret. All of the Commanding Officer‘s (COs) mail should be opened upon receipt and a
quick check made for correspondence that deserves immediate attention. When Registered Mail™ is
received at your command, log receipt of this mail in the GMPO log.
When the designated YN or PS opens the incoming mail and determines that it is unclassified,
he or she must sort it into two categories—routing without a route slip or routing with Correspon-
dence/Material Control, OPNAV Form 5216/10.
Unclassified Correspondence
For unclassified mail not requiring control, a rubber stamp with check boxes is used for
routing. Thus, the correspondence itself bears a complete record of individuals who have to see it.
Most commands have their own routing stamp. This stamp shows a command‘s internal de-
partmental structure.
Rev. JAN 2011 3-4
4-5
Control Mail
Mail to be controlled is routed using the OPNAV Form 5216/10 Mail to be controlled may con-
sist of unclassified mail that requires action, mail of historical importance to the command and mail
that has future reference value.
Confidential and Secret Correspondence
Confidential correspondence may be divided into two categories:

1. Non-controlled Confidential mail, which provides general information and that does not require a
reply and for which routing is accomplished by using a rubber stamp.
2. Controlled Confidential mail, which requires action, has historical importance, or future reference
value.
When the command‘s designated YN or PS determines that incoming mail is Secret or con-
trolled Confidential, he or she should prepare OPNAV Form 5216/10.
Classified material also is received via supply channels. The supply department and any de-
partmental Yeoman or Repair Parts Petty Officer (RPPO) receiving any classified material directly
must be informed that he or she must deliver it to the appropriate command‘s designated YN or PN
for processing.
Top Secret Correspondence
Top Secret correspondence is handled by the SM, or if one is designated, the Top Secret Con-
trol Officer (TSCO). He or she assigns an ACN to each piece of incoming Top Secret correspondence
and enters this number in the DCS log. The DCS log is a part of the continuous chain of receipts sys-
tem and is similar to the GMPO log.
ROUTING and FILING of CORRESPONDENCE
The following sections discuss routing and filing of Unclassified, Secret, Confidential and Top
Secret correspondence.
Unclassified Correspondence
The ship‘s secretary routes correspondence by indicating the individuals who are responsible
for action, information and permanent retention. He or she designates a department head as the ac-
tion officer for lead on all action correspondence and instructs the junior YNs or PSs on internal
routing procedures.
Any individual who wants to permanently or temporarily retain mail must indicate this intention
on the correspondence. If a copy of the correspondence is desired for routing within a department or
for other reasons, this must also be indicated. On completion of routing, correspondence is delivered
to the ship‘s secretary, who monitors the actions required for filing, or disposition of the correspon-
dence.
Unclassified correspondence is normally filed in the command‘s unclassified files. Circle the
file number on the incoming mail-log control form to indicate the need for filing
Rev. JAN 2011 3-5

On completion of routing, the original control form is normally filed in the command‘s files with
the correspondence and the command‘s file copy of any reply required. If the document is retained by
a department head, his or her custodial assumption must be indicated on the original OPNAV Form
5216/10. The department head retains one flimsy as the control sheet for his or her record and the
original is returned to the command‘s administrative office, attached to an 8x10 inch sheet of paper
and filed in the command‘s subject files.
Secret and Confidential Correspondence
The command‘s individuals authorized to handle Secret and Confidential correspondence

must follow the same procedures as detailed for unclassified correspondence. The following rules ap-
ply to Secret and Confidential correspondence:
Secret and Confidential correspondence must be properly safeguarded while in routing
Normally, Secret and Confidential correspondence is filed in the command‘s classified files.
Circle the file number on the incoming mail-log control form to indicate the need for filing
Secret and Confidential material may be reproduced only when specifically approved by des-
ignated officials. This correspondence may be reproduced only on equipment designated for
reproduction of classified material
Upon completion of routing, file the original control form in the command‘s files with the cor-
respondence and the command‘s file copy of any reply required. If the document is retained
by a department head, his or her custodial assumption must be indicated on the original OP-
NAV 5216/10 (in the appropriate block and dated). The department head should retain one
flimsy as the control sheet for his or her record. The original is returned to the administrative
officer and filed in the command‘s subject files
Classified material must be handled according to the guidelines contained in OPNAVINST
5510 (series)
Classified material must be under constant surveillance by appropriate cleared personnel
when outside of the safes.
Top Secret Correspondence
The TSCO informs the CO and Executive Officer (XO) when Top Secret material is received
on board. The TSCO prepares the OPNAV Form 5216/10 and the Record of Disclosure, OPNAV
Form 5511/13. The TSCO indicates minimal routing and delivers the Top Secret material to the XO.
Then the XO indicates any routing and disclosure necessary and returns it to the TSCO for prompt
delivery to the CO.
When the CO finishes reading the Top Secret material, he or she returns it to the TSCO, as
appropriate, for further routing. Complete entries on the record of disclosure sheet are made each
time it is seen by anyone. Top Secret material is disclosed to properly cleared personnel only on a
need-to-know basis. Personnel authorized to handle Top Secret correspondence must always use ex-
treme care to prevent unauthorized or inadvertent access.
At times, an officer is required to retain a Top Secret document. Custodial assumption must be
indicated by dating and signing in the Receipt Signature block opposite his or her routing code, which
is under the section Control Center Primary Routing on the original OPNAV Form 5216/10. Then, the
original form is returned to the TSCO, as appropriate. The officer retains the routed flimsy control form
and disclosure sheet for his or her records and control of the correspondence.
Rev. JAN 2011 3-6
The TSCO then files the original control form by holder and ACN sequence. In this manner,
the TSCO has an up-to-date record of all Top Secret material held by individuals within the command.
The TSCO annotates the flimsy of the OPNAV Form 5216/10 in the incoming Top Secret log
as to the disposition of the correspondent.
Top Secret material must be handled according to OPNAVINST 5510.1 (series). It must be un-
der constant surveillance by authorized and properly cleared personnel when outside the safes. A
continuous chain of receipts must be maintained.
Responsibilities
Department heads are responsible for classified material that enters their department‘s mail
system for internal routing or for permanent retention. All officers should review unclassified mail
routing at least once each working day. When an officer is designated for information on the routing
stamp, he or she should read the correspondence and initial the appropriate section of the routing
stamp. If an officer‘s action is required on a particular piece of correspondence, he or she is responsi-
ble for taking action before the date indicated. An officer designated to retain correspondence may
remove the correspondence when all other routing is completed following the prescribed procedures
as outlined for retention of classified documents and return of control sheet originals.
CROSS-REFERENCE LOCATOR SHEETS
The spread of classified material through indiscriminate distribution or copy reproduction is a

constant source of difficulty. When classified material is indiscriminately reproduced, accounting is en-
larged or circumvented and updating generally fails. A cross-reference locator sheet should be kept in
the command‘s master file system in lieu of maintaining an extra copy of material. Keeping a cross-
reference locator sheet ensures that when later or revised material is received, the material is not au-
tomatically filed. Instead, it is routed to the user (e.g., department head, division officer) so that the in-
dividual has the most current information on which to base his or her actions.
PROCEDURES AND RESPONSIBILITIES FOR OUTGOING CORRESPONDENCE
Action on correspondence must be completed on each piece of action correspondence on or

before the day indicated by the ship‘s secretary, or as directed by the XO. To ensure that appropriate
action is complied with, your command‘s administrative office should have a tickler file to track actions
required and to remind individuals responsible for responding to incoming correspondence that action
is necessary. If the action cannot be completed for some unavoidable reason, the ship‘s secretary
must be informed of that fact by the individual responsible for drafting the response to the correspon-
dence. This way, the ship‘s secretary is able to notify the XO about the delay.
If there is an unavoidable delay in answering action mail, the responsible individual drafts a
letter or message of acknowledgement, depending on the urgency of the required response, explain-
ing the reason for the delay.
Individuals responsible for responding to correspondence should prepare outgoing correspon-

dence, including reports, in a double-spaced, typewritten ―rough‖ format. They must indicate the ap-
propriate security classification and downgrading declassification category, if appropriate. Roughs are
delivered to the XO via the local chain of command for review and eventual delivery of the smooth
correspondence to the CO for signature.
Rev. JAN 2011 3-7
4-7
ROUTINE REPLY, ENDORSEMENT, TRANSMITTAL OR INFORMATION SHEET
The preparation of routine reply, endorsement, transmittal, or information sheets (Figure 3-2) is
self-explanatory. Always use these sheets whenever you forward service records to other commands.
Enclose an extra copy of the form and a self-addressed envelope so that the receiving command may
acknowledge the receipt of the records.
On many other occasions, the use of this form is appropriate. Refer to the middle section of
the form in Figure 3-2 to see the different occasions on which the form may be used. When you use
this form, be sure to keep a copy for your activity file as a tickler file or for future reference.
DIRECTIVES
This next section deals with instructions, notices, changes, filing, reviewing, routing, inventory-
ing and preparing directives. A directive is an instruction, a notice, or a change transmittal that pre-
scribes or establishes policy, organization, conduct, methods, or procedures. Directives require ac-
tion, contain information essential to the effective administration or operation of naval activities, or
contain authority or information that must be published formally.
INSTRUCTIONS
Instructions are directives that contain authority or information of continuing reference value or
requiring continuing action. Instructions remain in effect until superseded or canceled by the originator
or higher authority. Figure 3-1 shows a sample of the front page of an instruction.
Rev. JAN 2011 3-8

Figure 3-1, Front section of an instruction.
NOTICES
Notices are directives of a one-time or brief nature that have a self-canceling provision. They
have the same force and effect as instructions. Notices usually remain in effect for less than 6
months, but they cannot remain in effect for longer than 1 year. Any requirements for continuing action
contained in notices, such as the submission of reports, use of forms, or following specified proce-
dures, are considered canceled when the notices are canceled. Requirements may be incorporated
into another suitable document, thereby continuing their validity. Figure 3-2 shows a sample of the
front page of a notice.
Rev. JAN 2011 3-9

Figure 3-2, Front section of a notice.
MAKING CHANGES TO DIRECTIVES
Your command often receives changes to instructions, notices and manuals. Usually, addition-
al or replacement pages are received. However, on occasion your command is instructed to make
pen-and-ink changes. Replacement pages are considered more economical. They provide neater,
more legible copies and decrease the chance for errors because of the time expended by recipients in
making changes.
If you are responsible for making changes to instructions and notices, ensure that you make
the changes as soon as the changes are received, whether they are page changes or pen-and-ink
changes. Making changes as they are received ensures that your instructions, notices and manuals
are up to date. In the case of manuals, ensure that you verify the list that contains the effective pages
to ensure that they are all accounted for. Obtain copies from other commands, if necessary, to replace
obsolete or unaccounted for pages.
Rev. JAN 2011 3-10

It is ineffective for the command to have the instructions, notices, or manuals filed very neatly
in brand new binders if the content is not up to date. Instructions, notices and manuals are used daily
to make decisions that affect individuals‘ careers. Therefore, it is imperative that they are up to date.
FILING ARRANGEMENTS
The following paragraphs contain information on the filing arrangement of instructions, notices,
cross-reference sheets, directives in general correspondence files and manuals.
Filing Instructions
Normally, instructions are filed according to subject identification number, consecutive number
and issuing authority. Checklists of directives issued by Washington headquarters organizations must
be organized in this manner. However, if local conditions require, another sequence may be followed,
such as by issuing authority, a combination of subject identification number and issuing authority, or
security classification.
Filing Notices
Ordinarily you do not need to file notices in the master file because of their brief duration. If
you must temporarily intrafile notices with instructions, tab the notices so that each is removed easily
and properly, as soon as its cancellation dates are reached. Copies are filed in separate suspense
binders when necessary.
Filing Cross-Reference Sheets
Cross-reference sheets must be intrafiled with instructions. Locator sheets are inserted in
normal sequence, in lieu of the instruction they reference. A subject cross-reference sheet is placed in
front of those instructions that carry the same subject identification number.
Filing Directives in General Correspondence Files
When copies of directives are needed to complete records, or to support or further document
specific actions, they may be filed in the activity‘s general subject files, pertinent case files (such as
contract case files), or other appropriate correspondence files.
Filing Manuals
File manuals, such as the Military Personnel Manual (MILPERSMAN), in a central location. As
a PS, you use these manuals on a daily basis. By centrally locating the manuals, you have easy
access to information that you need. You should not have to search the office to obtain the manuals
from different locations. Also, ensure that all personnel in the office know the manuals' central loca-
tion.
REVIEWING and ROUTING DIRECTIVES
When your command receives directives, ensure that you review the directives before you file
them. The purpose of reviewing directives is to ensure that you have an idea of the new changes.
Since rules, regulations and procedures are always changing, you need to familiarize yourself tho-
roughly with these changes. By familiarizing yourself with the changes, you will become more know-
ledgeable, better informed and better able to answer questions.
Rev. JAN 2011 3-11

When you review directives received at your command, it may be necessary to route the direc-
tives to other divisions or departments. When in doubt whether to route directives to other divisions, or
departments, ask your supervisor. If your supervisor tells you that, based on command requirements,
some directives are not kept in your office; ensure that you know where the directives are located.
The use of the cross-reference sheets is appropriate in these cases.
PREPARATION of DIRECTIVES
We discussed the following information about directives: how to define directives, how to post
basic changes to directives, how to file directives and how to review and route directives. Now, we
discuss the ways that your command writes local instructions and notices. Command instructions are
many and varied. Subjects range from command-leave policy to a change-of-command notice. Your
command maintains a list of all effective instructions. These instructions are reviewed periodically and
are updated to conform to Navy policies.
Personnel responsible for drafting instructions and notices, or even for making changes to
them must always refer to the Department of the Navy Directives Issuance System, SECNAV M 5215
(series). This instruction establishes the rules and guidelines used to prepare directives.
As you advance in the Navy and become a more senior PS, you may be asked to draft com-
mand instructions and notices. Remember, SECNAV M 5215 (series) provides the necessary informa-
tion to perform these important tasks.
Establishment of Navywide directives preparation guidelines ensures the uniformity of format,

regardless of type or location of a command.
INVENTORY
Each command should consult the Department of the Navy Directives Issuance System Con-
solidated Subject Index, DPSINST 5215.1, along with respective Type Commander (TYCOM) instruc-
tions to ensure that the command has the required directives and publications. An inventory of all
command directives and publications should be conducted annually or upon receipt of the appropriate
5215 notices. To obtain any missing or out-of-date directives or publications, consult the respective
5215 notice.
MESSAGES
Record messages are characterized according to precedence, content, addressees and for-
mat. Precedence determines Speed of Service (SOS) objectives for each message; content deter-
mines whether a message is considered operational or administrative in nature; the set of addressees
determines the message type; and operating doctrine determines the appropriate message format.
The purpose of this chapter is to provide information that defines the manner in which Naval messag-
es are characterized. This section contains a brief discussion about messages. Whenever you pre-
pare a message, always refer to the Naval Telecommunications Procedures, Telecommunication Us-
ers Manual, NTP 3.
Refer to the glossary section of this training manual (TRAMAN) when answering some of the
questions in your nonresident training course. You will be asked about terminology that deals with
messages.
Rev. JAN 2011 3-12

GENERAL INFORMATION ABOUT MESSAGES
There are four types of classified and unclassified narrative messages—single-address, mul-
tiple-address, book and general messages.
Single-Address Messages
A message with only one addressee—either action (TO) or information (INFO), is a single-
address message.
Multiple-Address Messages
A message with two or more addressees, whether action or information and of such a nature
that the drafter considers that each addressee should know the other recipients, is a multiple-address
message.
Book Messages
A message destined for two or more addressees but one that the drafter considers that no ad-
dressee is needed or should be informed of the other addressee(s); for example, a commercial con-
tract bid, is a book message.
General Messages
General messages are designed to meet recurring requirements for the dissemination of in-
formation to a wide, predetermined standard distribution. General messages are titled ALCOM, ALMI-
LACT, NAVOP and so forth. Because the title indicates the distribution, it serves as the address de-
signator in the address line of the message heading.
To attain uniformity of format with joint procedures, general messages are assigned, following
the general message title, a consecutive three-digit serial number followed by a single slant and the
last two digits of the current calendar year; for example, ALCOM 012/95. The general message title
and number/year stand alone on the line after the classification and before the Message Identifier
(MSGID) set.
MESSAGE FORMAT
General Administrative (GENADMIN) is the U.S. Message Text Format (USMTF) used for
most narrative messages, the only exceptions being those narrative messages for which a publica-
tion, instruction, or other directive requires a different format. Annex C of the NTP 3(I) provide rules
and general instructions for preparing the GENADMIN message format.
GENADMIN cannot be used on some messages, such as class E, short-form readdressals,

tracer messages, service messages, any message required by a non-Department of Navy authorita-
tive publication, directive, or instruction.
MUSTER OF PERSONNEL AND MUSTER REPORTS
According to Article 0808 of the United States Navy Regulations–1990, the CO must account
for all personnel attached to the command daily. Persons who are not sighted by a responsible senior
must be reported as being absent.
Rev. JAN 2011 3-13

Commands account for personnel by completing a muster report. The muster report is a local-
ly generated report used to account for all personnel attached to the command. This report indicates
the status of personnel, such as personnel who are on Unauthorized Absence (UA), deserters, sick
call, leave and/or Temporary Duty (TDY).
When tasked to prepare this report, ensure that you verify all the information. If you have
questions about a department‘s submitted muster report, you must contact a responsible individual to
obtain accurate information or to clear any questions that you have as soon as possible.
In addition to preparing a daily muster report, the CO may require accurate and complete in-
formation concerning the presence of all personnel. If you serve aboard a ship and the ship is sche-
duled to get under way at 1700 on a particular day, accounting for all personnel is very important. All
departments should submit accurate muster reports to the personnel office to account for all person-
nel aboard. Personnel who are not aboard must be reported via the Navy Standard Integrated Per-
sonnel System (NSIPS). Subsequently, a command muster report should be prepared for the com-
manding officer and for administrative record purposes.
If you are aboard a ship at sea and the officer of the deck announces a man overboard, the
need to receive accurate and complete information from the different departments concerning the ac-
countability of all personnel is of paramount importance. If your command requires that you prepare a
muster report, it must be accurate and complete. There is no room for a mistake.
Always maintain a neat file of all previously prepared muster reports. Keep muster reports for
at least 2 years, unless your command requires them to be kept for a longer period. The muster re-
ports file must be accessible to all personnel who have the need to know. Also, ensure that you distri-
bute copies of the muster report to all individuals, divisions, or departments concerned. Always follow
local practices and procedures established for the preparation, maintenance and distribution of these
reports.
Now, turn your attention to case file establishment and maintenance.
CASE FILE ESTABLISHMENT AND MAINTENANCE
Case file establishment and maintenance in a personnel or administrative office is necessary.

All commands maintain case files. However, in many cases, the files are not maintained properly or
completely. Many do not contain sufficient information to respond to inquiries.
Case files always should contain as much information as possible. On many occasions, you
have to refer to those case files to respond to inquiries. In most instances, you find that copies of
some of the documents supposed to have been kept as part of the packet necessary for a response
are not on file.
Maintaining accurate and complete case files cannot be overstated. Always keep excellent
case files for future reference. Whether you are responsible for typing letters, orders, or any other
documents, remember that it is always better to keep too much information about an event than not
enough.
SUMMARY
After reading this chapter, you should know what a standard letter, a multiple-address letter, a
business letter, an endorsement and a memorandum are. You should be able to determine when it is
Rev. JAN 2011 3-14

appropriate to serialize standard letters. You should be able to understand and differentiate the logs
kept for accounting for incoming and outgoing correspondence. You should be able to identify some of
the duties and responsibilities of personnel involved with the handling of correspondence, especially
classified correspondence.
You should understand directives, be able to differentiate between the terms notices and in-
structions, understand the filing arrangements of directives, identify the instruction that is used to pre-
pare directives and identify the instruction that shows what directives your command should have.
You should be able to identity the four types of messages, pro forma and some terminology
associated with messages as reflected in the glossary of this training manual.
You should understand what a muster report is and why a muster report is important to a
command.
In addition, you should also be able to understand the importance of establishing and main-
taining good case files at your command, since they contain the records used in answering inquiries,
or in general contain information of future reference value.
Rev. JAN 2011 3-15

(This page was left blank intentionally).
Rev. JAN 2011 3-16

CHAPTER 4
ELECTRONIC SERVICE RECORDS

Learning Objective: Upon completing this chapter, you should be able to do the following:
— Various components of the electronic service record.
— How enlisted service records are maintained properly, completely and accurately.
— How documents are filed on the left and right sides.
— How each member’s service record is different.
— How some records will require more documents than others.
— Service record maintenance.
— Verification, purging and disposition of service records.
— Evaluation reports and the significance of evaluations in a person’s career.
— Eligibility criteria for the issuance of the Good Conduct Medal.
TRANSITION from PAPER RECORDS to the ELECTRONIC SERVICE RECORD (ESR)
The Navy has not always used the electronic service record. In fact, it is a new way of doing
business. As Information Technology systems have come online, the Navy has used this new tech-
nology to streamline their administrative processes. Transitioning from paper service records is a ma-
jor aspect of the Navy’s goal of updating and improving our way of maintaining records.
NAVADMIN 292/06 was the first directive that called for the implementation of the electronic
service record. Navy Personnel Command (NPC) has directed all commands to use the Electronic
Service Record Reference Guide to carry out the implementation of the electronic service record. Ad-
ditionally, NPC issued the ESR Desk Top Guide to explain the policies being used during the transi-
tion. Both sources, ESR Reference Guide and ESR Desk Top Guide are key resources used by you,
the PS.
NAVADMIN 043/09 mandated that all Navy personnel set up an ESR account within 60 days
after the release of the message. Sailors stationed around the world set up their accounts and started
the transition to the electronic service record. Any time that there is a major change in the way we do
business, those in charge educate our fellow shipmates in helping everyone understand what has
changed. As a PS, you are the person to whom others turn to for the answers. Your understanding of
the electronic service record is essential to making this transition a success.
In the final step of the transition, NAVADMIN 040/10 set forth the process to eliminate the field
service or paper record.
Rev. JAN 2011 4-1

PS Basic: “Electronic Service Records”, Chapter 4.
Navy Standard Integrated Personnel System (NSIPS)
The new Information Technology systems shaped the future of how the Navy maintains its
records. The system used to replace the paper service record is the Navy Standard Integrated Per-
sonnel System (NSIPS). This system is a Web-based programs that PS’s use to input new informa-
tion to our databases. NSIPS has many uses including recording entries to the service record, paying
transactions and personnel accounting.
Forms Maintained in the Electronic Service Record.
In this section, we discuss the PS forms contained in the ESR. The forms are as follows:
Education, Training and Qualifications, NAVPERS 1070/881
Honors and Awards, NAVPERS 1070/880
Dependency Application/Record of Emergency Data, NAVPER 1070/602
Servicemember’s Group Life Insurance (SGLI), SGLV 8286
History of Assignments, NAVPERS 1070/605
Record of Unauthorized Absence, NAVPERS 1070/606
Court Memorandum, NAVPERS 1070/607
Administrative Remarks, NAVPERS 1070/613
Service Obligations—Contains information on the following documents:
— Enlistment/Reenlistment Document—Armed Forces of the United States, with Annex(es),

DD Form 4.
— Immediate Reenlistment Contract, NAVPERS 1070/601.
— Agreement to Extend Enlistment, NAVPERS 1070/621.
— Agreement to Recall or Extend Active Duty, NAVPERS 1070/622.
— Fitness Reports—Contains information on Officer Fitness Reports, Chief Evaluations and

Enlisted Performance Evaluations.
— Exam Profile Data—A history of a service members profile sheets are held in this section.
— Orders History—This section maintains copies of all permanent change of station (PCS)
orders that a member was issued from Navy Personnel Command.
— Member Data Summary—contains various information including a member’s Navy Enlisted

Classification (NEC) inventory, warfare designators and security clearance
information.
Rev. JAN 2011 4-2

Again, keep in mind that each of the documents listed may not always be necessary or appli-
cable to all.
DESCRIPTION OF ELECTRONIC SERVICE RECORD PAGES
ENLISTMENT/REENLISTMENT DOCUMENT— ARMED FORCES of the UNITED STATES
According to MILPERSMAN (series), the Enlistment/Reenlistment Document—Armed Forces

of the United States, DD Form 4, is considered the basic document that establishes a legal rela-
tionship between the U.S. Government and an enlisted member.
This form is designed to provide a complete and comprehensive document that specifies the
terms of the agreement between the enlistee and the U.S Forces.
IMMEDIATE REENLISTMENT CONTRACT
According to MILPERSMAN 1070 (series), the Immediate Reenlistment Contract, NAVPERS

1070/601, is an agreement between the government and the enlisted member who immediately reen-
lists or enlists in the Navy or Navy Reserve at the same activity following discharge.
The NAVPERS 1070/601 is produced and electronically released using NSIPS. There will be a
printed version of the contract that requires original signatures. The signed original contract is
scanned and submitted to NPC with other reenlistment documents for inclusion into the Official Mili-
tary Personnel File (OMPF).
AGREEMENT to EXTEND ENLISTMENT
According to MILPERSMAN, 1070 (series), the Agreement to Extend Enlistment, NAVPERS

1070/621, is an agreement between the government and the enlisted member to extend the current
enlistment in the Navy or Navy Reserve.
The NAVPERS 1070/621 is a one-page paper form that is produced and electronically re-
leased using NSIPS. The NAVPERS 1070/621 form is prepared and distributed according to the offi-
cial guidelines contained in MILPERSMAN 1070 (series). The signed original contract is then
scanned and submitted to NPC for inclusion into the OMPF.
AGREEMENT to RECALL or to EXTEND ACTIVE DUTY
According to MILPERSMAN, 1070 (series), NAVPERS 1070/622 Agreement to Recall or Ex-

tend Enlistment is an agreement between the government and the enlisted member to recall to active
duty or to extend the current enlistment in the Navy Reserve.
The NAVPERS 1070/622 is a one-page paper form that is produced and electronically re-
leased using NSIPS. The NAVPERS 1070/622 form is prepared and distributed according to the offi-
cial guidelines contained in MILPERSMAN 1070 (series). There will be a printed version of the con-
tract that requires original signatures. The signed original contract is then scanned and submitted to
Navy Personnel Command (NPC) for inclusion into the OMPF.
Rev. JAN 2011 4-3
5-8
5-6
DEPENDENCY APPLICATION/RECORD of EMERGENCY DATA
According to the MILPERSMAN 1070 (series), the Dependency Application/Record of Emer-

gency Data, NAVPERS 1070/602, is a multipurpose form used for both officer and enlisted members.
Part I serves as an application for dependency allowances and is used to record military spouse data.
Part II provides an immediately accessible, up-to-date record of emergency data for casualty reporting
and notification of the Next of Kin (NOK).
Figures 4-1 and 4-2 show a sample of a blank non-NSIPS NAVPERS 1070/602.
Figure 4-1, Shows a sample blank 1070/602.

Rev. JAN 2011 4-4
Figure 4-2, shows a sample blank 1070/602 (cont’d).
Rev. JAN 2011 4-5

The Record of Emergency Data, DD Form 93, is prepared at the Military Entrance Processing
Stations (MEPS) for enlisted members required to undergo recruit training. This form serves the same
purpose as Part II of the NAVPERS 1070/602. Figures 4-3 and 4-4 show a sample blank DD Form 93.
Figure 4-3, shows a sample blank DD Form 93.
Rev. JAN 2011 4-6

Figure 4-4, shows a sample blank DD Form 93 (cont’d).
Both the NAVPERS 1070/602 and DD Form 93 are considered to be official documents and
are used to determine the following:
Rev. JAN 2011 4-7

Person(s) to be notified in case of emergency or death

Person(s) to receive the death gratuity when no spouse or child exists
Person(s) to receive unpaid pay and allowances, including money accrued during a missing
or captured status, unused leave, travel, per diem, transportation of family members, ship-
ment of household goods and savings deposits that are due from the Department of the Navy
(DON)
Dependents of member to receive allotment of pay if member is missing or unable to transmit
funds
Commercial insurance companies to be notified in case of death
National Service Life Insurance, Servicemen’s Group Life Insurance and Veterans’ Group
Life Insurance in force.
Education, Training and Qualifications NAVPERS 1070/881
The Education, Training and Qualifications NAVPERS 1070/881 in the ESR has for all practic-
al purposes, replaced the NAVPERS 1070/604. The following information is found in the NAVPERS
1070/881.
NAVPERS 1070/881, Training, Education and Qualifications History
In ESR all training and education completed by the member is documented on the Training
Summary page except for the Armed Services Vocational Aptitude Battery (ASVAB). ASVAB scores
are entered through NSIPS and posted on the Member Data Summary page.
The Training Summary page includes information on the member’s civilian education, special
qualifications test scores, off-duty education, vocational training, Navy service schools, military train-
ing courses, Personnel Qualification Standards (PQS), other training courses. For quick reference
purposes, PQS may be viewed separately by selecting the PQS link and Course Data may be viewed
separately by selecting the Course Data link. The printed version of the Training Summary page in
ESR is the NAVPERS 1070/881, which replaces the NAVPERS 1070/604. This document will be
printed and distributed as directed below.
Education Level. The Navy College office updates any changes to your education level. If a
member earns a degree, he or she must send it to the Navy College Center, Pensacola, FL in order to
update the electronic service record. Courses completed that are financed through the Tuition Assis-
tance program will be entered automatically into the ESR by the Navy College Center. Personnel
Support Detachment (PSD) and shipboard personnel offices do not have the ability to update this in-
formation locally.
Special Qualification Test Scores. This section contains qualification scores for various mili-
tary programs. The fields include ASVAB Nuclear Field Qualification Test (NFQT), Defense Language
Aptitude Battery (DLAB) among the many scores that are maintained by the Navy. Updates to this in-
formation can be made locally by PSD.
Off-Duty Education Voc/Tech Training. This section tracks college courses, College-level
Examination Program (CLEP) exams and other off-duty related education. Updates are made by the
Navy College Center.
Rev. JAN 2011 4-8

Navy Service School/Military Training Courses. Any formal military course assigned a
course identification number (CIN) will appear in this section. Upon successful completion of your
course, the schoolhouse should input the data into the Navy Integrated Training Resources and Ad-
ministration System (NITRIS) system, which will then update your ESR. However, if something does
not post to your electronic service record, PSDs are authorized to update the information locally.
Other Training Courses/Instructions Completed. Oftentimes Navy personnel are sent to at-
tend a course that is not part of a formal school. This section will be used to update such courses. Al-
so, Navy Knowledge Online (NKO) courses will electronically update your ESR upon completion of
any course in NKO. PSDs are able to update this block locally.
Personnel Qualification Standard (PQS) Upon completion of any PQS, your local PSD can
update this field locally. PQS’s are important to keep up to date. They are qualifications that are
earned that show a service member is proficient in a particular area of training such as Damage Con-
trol.
Local Certs and Quals History. The NAVPERS 1070/605 is a chronological record of duty
assignments that is maintained throughout the member’s Naval service (active and inactive). Within
ESR, the NAVPERS 1070/605 is populated automatically based on gains, losses, Temporary Duty,
(TEMDU), Temporary Additional Duty (TEMADD), Inactive Duty Training (IDT) and so on.
According to MILPERSMAN 1070 (series), the Enlisted Qualifications History, NAVPERS

1070/604, for all military members is page 4 of the service record. It consists of a chronological history
of the enlisted members' occupational and training related qualifications and their awards and com-
mendations.
Record of Unauthorized Absence, NAVPERS 1070/606. This document is used to record

periods of Unauthorized Absence (UA) in excess of 24 hours and lost time due to confinement by civil
authorities or sickness due to misconduct. Unauthorized absences of 24 hours or less are recorded
on NAVPERS 1070/613. This is a NSIPS-generated document.
Making up Lost Time
According to the MILPERSMAN and under Title 10, United States Code (U.S.C). Section 972,
enlisted members of the regular Navy and Navy Reserve who are otherwise eligible to separate from
active duty and who have lost time from their current enlistment or other current period of obligated
service, are required to make up the lost time day-for-day before they separate. Individuals can have
lost time as a result of UA, confinement (CONF), nonperformance of duty (civil arrest), or Sickness
resulting from Misconduct (SKMC) and so forth.
The requirement to make up lost time does not apply to fleet reservists, retired personnel, or
members placed on appellate leave awaiting review of court-martial. There are other members who
are not required to make up lost time as indicated in the MILPERSMAN.
Computing Lost Time
Lost time that must be made up is computed on a day-for-day basis. In accounting for periods
of absence from duty, count the first day of the absence as a day of absence from duty and the day of
return to duty as a day of duty. When one type of lost time ends on the same day that a second type
of lost time begins, count that day as the first day of the second type of lost time.
Rev. JAN 2011 4-9

If a member, while on UA, is apprehended and convicted by civil authority and is then returned
to military control on the day released by civil authority, count the day on which the member was ap-
prehended as a day of nonperformance of duty (civil arrest). If the absentee does not return to military
control on the day he or she is released by civil authority, count the entire period of absence from duty
as UA without interruption by the civil arrest.
A member whose absence from duty continues beyond expiration of enlistment or other period
of obligated service will make up only the time actually lost from the enlistment or other period of obli-
gated service.
As you know, lost time must be made good on a day-for-day basis. Your first step is to make
an accurate determination of the number of days the person must make up. You must then record this
number (of days) on the NAVPERS 1070/606 or NAVPERS 1070/607, whichever is appropriate and
make the required page 13 entry.
COURT MEMORANDUM NAVPERS 1070/607
According to the MILPERSMAN, the Court Memorandum, NAVPERS 1070/607 is used to

record court-martial and non-judicial punishment actions that affect an individual’s pay. Punishment
that does not affect pay is recorded on the Administrative Remarks, NAVPERS 1070/613.
ADMINISTRATIVE REMARKS NAVPERS 1070/613
Chronological Record. The NAVPERS 1070/613 serves as a chronological record of signifi-

cant miscellaneous entries, which are not provided for elsewhere or where information that is more
detailed may be required to clarify entries on other pages of the service record.
Administrative Remarks Database. The ESR contains an administrative remarks database

that will capture administrative remarks entered on members. The ESR is capable of storing tem-
plates or routine NAVPERS 1070/613 posting an administrative remark to an individual record or post-
ing the same remark in multiple records simultaneously.
New Requirement. A new requirement for NAVPERS 1070/613 entered into ESR is to desig-
nate the remark as permanent or temporary. Because of the number and variety of “Administrative
Remarks” that may be made in a member’s record, this was added in order to determine the ultimate
disposition and retention of the individual entry.
Types of NAVPERS 1070/613 Entries.
Permanent Remarks. Permanent remarks are entries required by higher headquarters, which
require a copy to be forwarded to NPC for filing in the OMPF. Each permanent remark must cite the
higher headquarters authority requiring the entry. Examples of permanent entries are as follows:
Disciplinary
Captain’s mast; civil conviction; non-judicial punishment; unauthorized absence
Enlisted performance evaluation report/adverse report
Exposure to chemicals/potential health hazard
Medals/unit commendation/Battle “E”/ribbons, not listed on NAVPERS 1070/604
Rev. JAN 2011 4-10
5-31
Failure to meet physical readiness standards

Retain in service—performance/conduct deficiencies
Sea duty counter/credit.
CHANGE OF NAME
According to the MILPERSMAN, change of name in the official record is made only after an
administrative examination of the evidence and approval by NPC. A change of surname due to mar-
riage or divorce should be reported immediately.
Before submission of a request for change of name, the service member should be advised of
the Privacy Act statement relative to this information as follows:
“The authority to request this information is derived from 5 U.S.C. 301 Department
Regulations. The purpose is to effect a correction of name. It will become a perm a-
nent part of the Navy Personnel Records System. Disclosure of the information r e-
quested is voluntary; however, failure to provide the information may result in disa p-
proval of the request for change of name.”
Requests for change of name must be forwarded via the CO and must be accompanied by
appropriate documentary evidence verifying the change in name. Examples of suitable documentary
evidence include a marriage certificate, a final divorce decree containing a provision for the restora-
tion of the maiden name, a court order authorizing the name change and a birth certificate. The
change of name is effective, for Navy record purposes, from the date of authorization by NPC.
ENLISTED PERFORMANCE EVALUATION REPORTS
Performance evaluation reports are an important part of any enlisted service member’s career.
As a PS, you encounter these reports as part of your duties and responsibilities for maintaining en-
listed service-record data. To be a good PS, you must be thoroughly familiar with these reports.
In the following paragraphs, you read about the reasons that these reports are required. Also,
you will read about the distinctions among the different types of evaluation reports, such as the regu-
lar evaluation reports, concurrent and concurrent regular evaluation reports and Not Observed (NOB)
evaluation reports. In addition, you read about some of the tasks that you are expected to perform in
support of these reports involving the Performance Information Memorandum (PIM), changes and
supplements to evaluation reports and disposition of evaluation reports after they have been typed.
Remember that the information provided in this chapter concerning evaluations is only partial.
For official guidance, always refer to BUPERSINST 1610.10 (series) the instruction on enlisted per-
formance evaluations. The intention of the information provided in this section is to give you a basic
idea of what enlisted evaluations are and what their significance is in relationship to an enlisted mem-
ber’s service record and Navy career. As a PS3 or PS2, most likely you will type these reports.
As with making service record entries, when you are tasked with typing enlisted performance
evaluation reports, you must ensure that you type them promptly and correctly. Always follow instruc-
tions contained in the Navy Performance Evaluation and Counseling Manual, BUPERSINST 1610
(series).
Rev. JAN 2011 4-11

REQUIREMENTS FOR EVALUATION REPORTS
Navy Regulations require that records be maintained on enlisted persons reflecting their fit-
ness for service and their performance of duties. Enlisted performance evaluation reports are used in
many personnel actions. These actions include advancement in rate, selection for responsible as-
signments and specialized training, award of the Good Conduct Medal, qualification for retention and
reenlistment and characterization of service upon discharge. As you know, enlisted performance eval-
uations are very significant in a service member’s career.
Evaluation reports are very important. You hear the expression, “Evaluations can either make
you or break you!” This expression is true. If you review the list of personnel actions, you can see how
your whole career depends on your evaluations.
To receive good evaluation reports, you must do your job to the best of your ability. You must
be honest, have unquestionable personal integrity, loyalty and devotion to duty. You must be respon-
sible and understand your position in the chain of command. You must understand that you are ac-
countable for your actions. You must be a sustained superior performer and exhibit high standards of
personal conduct and ethical behavior.
Your career will advance much by being a sustained superior performer. Instead of doing only
what is expected of you, do more. Don’t settle for being an "average" individual. Go beyond the realm
of normal expectation. Do more not only professionally, but personally, too. Get involved in commit-
tees, clubs and civilian organizations. Volunteer when you are asked to do so. Go to night school.
Strive to be a well-rounded individual. Make a difference in your life and in the lives of others by work-
ing for the betterment of society. Your supervisor expects you to do this even though he or she may
not necessarily tell you so.
As a PS3 or PS2, you are supervised. Your supervisors will write your evaluations. Try to un-
derstand what your supervisors expect of you and why. An understanding of their expectations will
help you understand their requirements regarding your performance. When working with peers, set an
example of high standards in your personal conduct and work ethic. Encourage your shipmates to do
their best and to work as a team and recognize your shipmates' individual contributions.
Remember that if you stay in the Navy for one enlistment, or if you decide to make the Navy a
career, you are expected and required to supervise others at one time or another. When you super-
vise other individuals, you expect them to respect you. If you are supervising Navy or civilian person-
nel, demonstrate high standards both professionally and personally. Provide clear instructions. Let the
people working for you understand what is expected of them. Monitor their performance and provide
guidance as needed. You may not like everyone around you. However, understanding your shipmates
requirements and personalities allows you to respect them for what they are.
Before you can be a good leader, you must be a good follower. Whether you are supervising
other people or are being supervised, you are expected and required to respect authority according to
Navy Regulations.
REGULAR FITNESS AND EVALUATION REPORTS
For every Navy enlisted service member, regular fitness and evaluation reports must cover,
day for day, all periods of enlisted service on active duty or in drilling Reserve programs. The only ex-
ception is during the member’s initial entry training or as otherwise provided in BUPERSINST 1610.10
(series).
Rev. JAN 2011 4-12

Periodic reports, transfer reports, advancement/frocking (ADV) reports and special (SPEC) re-
ports, are all considered to be regular fitness and evaluation reports. Periodic reports are the only re-
ports that must be submitted on specific dates. The other reports are submitted as necessary. Period-
ic reports are submitted by commands annually on the dates for both active duty and drilling Reserve
personnel.
A periodic report may be omitted if the period of the report will be less than 3 months. Howev-
er, if this period is omitted, it must be included in the next regular report. This is to make sure a day-
for-day continuity is maintained. Keep in mind that no report period may exceed 15 months without
prior approval from PERS 311. For the submission of all regular fitness and evaluation reports to
PERS 311 refer to the BUPERSINST 1610.10 (series). Figures 4-5 through 4-9 show sample fitness
and evaluation report.
Figure 4-5, Sample Enlisted Evaluation.

Rev. JAN 2011 4-13
Figure 4-6, Sample Enlisted Evaluation (cont’d).
Rev. JAN 2011 4-14

Figure 4-7, Sample Chief Evaluation Report.
Rev. JAN 2011 4-15

Figure 4-8, Sample Chief Evaluation Report (cont’d).
Rev. JAN 2011 4-16

Figure 4-9, shows a sample summary group letter.
CONCURRENT/REGULAR FITNESS AND EVALUATION REPORTS
Concurrent fitness and evaluation reports provide a record of significant performance that
cannot be directly observed by the regular reporting senior.
Rev. JAN 2011 4-17

Conditions
Concurrent fitness and evaluation reports are optional unless required by the member’s orders
or applicable directives. They are usually submitted as transfer reports, but may be submitted on oth-
er occasions as needed. For example, if an individual is away from his or her permanent duty station
under competent written orders and it becomes necessary because of the periodic reports submission
requirements to give that individual a performance evaluation report, the Commanding Officer (CO) of
the Temporary Duty (TDY) or Additional Duty (ADDU) location will write a concurrent report.
Requirements
The report period for a concurrent fitness or evaluation report should normally be at least three
months unless the report is required by orders or directives, or is submitted to document exceptionally
superior or substandard performance.
Commands that prepare concurrent reports must forward all copies of the concurrent reports
to the regular reporting senior and must retain a copy for their files. The regular reporting senior must,
within 7 days, either countersign the concurrent report and forward it for filing, or return it with an ex-
planation to the concurrent reporting senior. The countersignature verifies that the report has been
properly submitted but does not necessarily imply agreement with the contents.
The regular reporting senior may endorse a concurrent report as concurrent/regular, provided
this will maintain the continuity of regular reports. This procedure may be followed even if a regular
report is not due. If a concurrent/regular report overlaps a previous regular report, the regular en-
dorsement will apply only to the period since the regular report.
If there is any adverse matter in either a concurrent or concurrent/regular report, the regular
reporting senior must ensure that appropriate entries are made in the service record and the member
is afforded the right to submit a statement. Both the concurrent and regular reporting seniors must
endorse the statement.
NOT OBSERVED (NOB) FITNESS AND EVALUATION REPORTS
NOB fitness and evaluation reports are submitted to cover short periods of time (generally less
than three months) during which a service member cannot be meaningfully evaluated by his or her
regular reporting senior.
NOBs are submitted to cover periods of time during which a member is under instruction.
NOBs also are submitted to cover periods in which a member has been fully evaluated in a concur-
rent report.
A NOB fitness or evaluation report may not have trait grades or an advancement recommen-
dation. If there is any trait grade, the report must be fully completed as an observed report even
though all other traits are marked NOB.
PERFORMANCE INFORMATION MEMORANDUM (PIM)
A PIM is a narrative-style report of performance that provides information for use in verifying
training accomplishments, making electronic service record entries and/or preparing evaluation re-
ports.
Rev. JAN 2011 4-18

A PIM is prepared during the following occasions:

For a member assigned to a command for duty or temporary duty less than 3 months
For a period of ADDU or TDY of any length
For Annual Training (AT), Active Duty for Special Work (ADSW), or mobilization recall lasting
17 days or less
To provide course completion information required for page 4 of the field service record
For any other performance that should be brought to the attention of the reporting senior.
The PIMs should be forwarded within 15 days to the command that will prepare the regular
evaluation report for the period covered. When the CO receives a PIM on a member of his or her
command, he or she considers the information provided in the PIM and makes the appropriate entries
in the regular evaluation report. A sample PIM is shown in Figure 4-10.
Figure 4-10, Sample Performance Information Memorandum (PIM).
Rev. JAN 2011 4-19

CHANGES and SUPPLEMENTS to FITNESS and EVALUATION REPORTS
After a fitness or evaluation report has been filed in the official BUPERS microfiche record, it
may be modified only through administrative changes or the addition of supplementary material as
discussed in the BUPERSINST 1610.10 (series).
DISPOSITION of FITNESS and EVALUATION REPORTS
The BUPERS copy for all evaluations and fitness reports with original signatures and initials
should be sent to PERS 311 with a summary letter within 15 days after the ending date of the report.
One copy should be given to the service member and one copy retained by the reporting senior.
NAVY GOOD CONDUCT MEDAL
The Navy Good Conduct Medal (NGCM) was established by SECNAV on 26 April 1869 to
recognize the "all-around" good Navy enlisted person, well qualified in all phases of conduct and per-
formance. Effective 1 February 1971, COs were delegated authority to award the NGCM. The Chief of
Naval Operations has review authority over the NGCM and designates specific criteria for the award.
NAVY GOOD CONDUCT ELIGIBILITY REQUIREMENTS
In accordance with SECNAVINST 1650.1 (series) The Awards Manual, any three years of con-
tinuous active service as an enlisted person in the regular Navy or Navy Reserve.
Within the required period of active service, the individual must have a clear record. This
means that the member must have no convictions by court-martial, no non-judicial punishments, no
sick misconduct and no civil convictions for offenses involving moral turpitude:
If a member is confined as a result of conviction by a general, special, or summary court-
martial, a new three-year period must begin with the date of restoration to duty on a proba-
tionary basis. If confinement is not included in an approved sentence of the court-martial, a
new three-year period must begin with the date of convening authority action
If the member’s service record contains a non-judicial punishment, a new three-year period
must begin with the next date following the date of the offense
If the member is convicted by civil authorities for an offense involving moral turpitude, a new
three-year period must begin with the date of the member’s return to active duty status
If the record contains a disqualifying mark that is not the result of a non-judicial punishment,
the new three-year period must begin with the next date following the date of the mark.
In the following paragraphs, you will learn about other criteria that help you to determine the
issuance date for the Navy Good Conduct Medal.
ATTACHMENTS
A bronze star 3/16 inch in diameter is worn on the suspension ribbon and bar to denote sub-
sequent awards.
Rev. JAN 2011 4-20

SUMMARY
In this chapter, you read about the importance of ensuring that enlisted service records are
maintained properly, completely and accurately. In this chapter, you read about the general form of the
service record, the contents of the basic service record and the documents that are filed on the left
and right sides. You read how each member’s service record is different and how some records will
require more documents than others.
You read about some of the areas of service record maintenance in which you will be involved,
the verification, purging and disposition of service records. Also, you read about evaluations reports
and the significance of evaluations in a person’s career. You also learned about the eligibility criteria
for the issuance of the Good Conduct Medal.
The information in this chapter was intended to provide you with an overview of these topics.
For additional information beyond the scope of this chapter, you should refer to the MILPERSMAN
and other official publications and authorities.
Rev. JAN 2011 4-21

Rev. JAN 2011 4-22

CHAPTER 5
EDVR, ODCR, DMRS and RUAD

Learning objectives: Upon completing this chapter, you should be able to do the following:
— Recognize the purpose of the EDVR and identify the reasons to ensure its accurate maintenance.
— Identify the various sections of the EDVR and then recognize the information they contain.
— Identify the purpose of the ODCR and recognize the importance of maintaining it accurately.
— Recognize the purpose of the DMRS and identify the format used for message diary submission.
— Identify the purpose of the RUAD and recognize the importance of maintaining it accurately.
INTRODUCTION
In this chapter, you read about the Enlisted Distribution and Verification Report (EDVR), the
Officer Distribution Control Report (ODCR), the Diary Message Reporting System (DMRS) and the
Reserve Unit Assignment Document (RUAD), These documents are part of the Navy’s personnel ac-
counting system and provide data for the management, assignment and records maintenance of Navy
personnel. These reports enable the Navy Personnel Command (NPC) to keep track of manning le-
vels at each activity and the overall manning requirements of the Navy.
The Navy depends on you, the Personnel Specialist (PS), to manage all reports associated
with Manpower Management. You have an important role in this system because these reports will
have a strong impact on all levels of Navy personnel. For example, the information reported on an in-
dividual member affects his or her career. At your activity, the accuracy of the data reported affects
your command’s ability to function properly, make wise planning decisions, interact with manning au-
thorities and justify its budgetary requirements. At NPC, the data provided by your command affects
the ability of NPC to make proper distribution, promotion and training decisions in support of the
Navy’s mission. Can you see how the quality of your work has an effect on the validity and efficiency
of the Navy’s overall personnel accounting system?
As a PS, you are actively involved in the verification of these reports and in the submission of
data to update the reports. The information in this chapter is intended to provide an overview of these
report systems. Because information changes so rapidly on the EDVR, ODCR, RUAD and DMRS, al-
ways refer to the most current publications or manuals containing official guidelines for updating these
reports and submitting message diaries and/or Navy Standard Integrated Personnel System (NSIPS)
events.
After studying the information in this chapter, you should be able to explain the meaning and
purpose of the EDVR, to identify its various sections and to explain the correct procedures for submit-
ting updated information. In addition, you should be able to recognize the purpose of the ODCR and
the procedures used to submit corrections. In addition, you should be able to explain the DMRS and
the procedures you use for reporting various personnel data transactions.
Rev. JAN 2011 5-1

PS Basic: “EDVR, ODCR, DMRS and RUAD”, Chapter 5.
ENLISTED DISTRIBUTION AND VERIFICATION REPORT
The EDVR is a monthly statement of an activity’s enlisted personnel account. The reference
for EDVR is BUPERSINST 1080.53 (series) also known as the EDVRMAN. It lists all individuals as-
signed to the activity and provides the following information:
A summary by the distribution community of the present and future manning status of the ac-
tivity
A common reference for communicating the activity’s manning status between the activity
and its Manning Control Authority (MCA)
A statement of account for verification by the Personnel and Pay Services Unit Identification
Code (PPSUIC) activity
A permanent historical record of the activity’s enlisted personnel account.
DISTRIBUTION
The EDVR is available to each activity by downloading it electronically from the EPMAC web-
site. Afloat units that have a requirement for distribution via the Streamlined Automated Logistics Tool
Set (SALTS) must submit a request to NPC, Enlisted Personnel Readiness and Support Branch
(PERS 4013).
Commands requiring access to EDVRs of other activities within their chain of command must
either request them from the activity concerned or submit a request to NPC (PERS 4013). The re-
quest must identify the primary Unit Identification Code (UIC), the UIC of each activity requested and
provide sufficient justification for data access.
ORGANIZATION
The EDVR consists of 12 sections. As a PS, you should be familiar with these sections and
the information they contain. The EDVR provides a summary by rating of the present and future man-
ning status of a command. Later in this chapter, you read about each of these sections. Now, how-
ever, let us look at a general summary or overview of the EDVR in terms of the general organization
of its sections.
Sections 1 through 3 list prospective gains, prospective losses and personnel onboard for
Temporary Duty (TEMDU), in a deserter status, or who have been administratively dropped
from Navy strength accounts. Sections 1-3 eliminate the need to search for these categories
of personnel within the activity's total account. Sections 1-3 contain action statements. These
statements tell the activity what to follow to keep the account up-to-date and where to find
those procedures. Additionally, EDVR section 3 provides an alphabetic list of all Sailors as-
signed to the activity
Section 4 lists all Sailors assigned to the activity by rating and NEC in alphanumeric se-
quence
Section 5 contains the Personnel Status Summary
Section 6 contains Distribution Navy Enlisted Classification Code (DNEC) Management
Section 7 contains Navy Enlisted Classification (NEC) Billet and Personnel Inventory
Rev. JAN 2010 5-2

Section 8 is a listing of all personnel who are qualified in one or more NECs
Section 9 contains the Diary Message and Navy Standard Integrated Personnel System
(NSIPS) Summary for enlisted and officer personnel
Section 10 data is no longer maintained. Duty preference information is held in the Career
Management System/Interactive Detailing (CMS/ID)
Section 11 contains individual security data, citizenship code, involuntary extension months,
Pay Entry Base Date (PEBD), Time in Rate (TIR), Advancement Effective Date and Force
Management (FORMAN) Status and Action Date
Section 12 contains a listing of both officer and enlisted personnel in an embarked or Tempo-
rary Additional Duty (TEMADD) status to augment normal manning. In addition, foreign mili-
tary and civilian embarked personnel appear in this section. This listing also includes com-
mands that are embarked onboard another command.
Exception. The EDVR for activity accounts with an MCA code of "X" (Others, Patients and
Students) will not contain information in EDVR sections 1, 2 and 5 through 8. This type of account will
only contain information in EDVR sections 3, 4 and 9 through 12.
ACCURACY of the EDVR
Manning and assignment decisions are based on information contained in the EDVR. Each
activity must keep its account up-to-date and accurate by reporting personnel events as they occur
and correcting errors when identified.
Errors will often be discovered when the EDVR is being verified for accuracy. You may be the
PS assigned to this responsibility. Once you are involved in maintaining this report, you will under-
stand more clearly why the report is necessary for your command to have a well-maintained EDVR. A
properly maintained EDVR is an important personnel management tool. Each section lists actions that
are required to resolve account discrepancies. Data listed as "expired" requires immediate command
attention. Data identified as "current" or "future" is displayed for planning purposes. Events or transac-
tions applied after "accounting period ending date" will not be reflected until the next EDVR.
Whenever you discover errors, take immediate action to correct them. Each time you discover
an error, submit the required documentation for corrections. Then, make the proper notations in your
command’s own copy of the EDVR. Keep your notations in this copy until you receive a subsequent
copy of the EDVR and can verify that the changes you reported are reflected accurately in the new
EDVR.
The verification procedures outlined in the EDVRMAN are applicable to the PPSUIC activities.
Any discrepancies discovered in the EDVR should be brought to the attention of the PPSUIC activity
responsible for personnel accounting.
ENLISTED DISTRIBUTION AND VERIFICATION REPORT SECTIONS
Previously, you read about the general organization of the EDVR and a brief summary of each
of its sections. Now, you will read about each EDVR section and what it includes. The names and So-
cial Security numbers have been removed from the EDVR and ODCR samples because of the Priva-
cy Act.
Rev. JAN 2010 5-3

SECTION 1
EDVR section 1 lists all members under orders to report to the activity. Within section 1, mem-
bers are categorized as follows:
Expired prospective gains
Current and future prospective gains.
SECTION 2
EDVR section 2 displays expired losses, current losses and losses expected to occur within
the next 10 months as a result of transfer directives, Expiration of Active Obligated Service (EAOS),
Projected Rotation Dates (PRDs), or High-Year Tenure (HYT). Specific categories within section 2 are
as follows:
Current prospective losses
Future prospective losses
Expired EAOSs
Current EAOSs
Future EAOSs
EAOSs (with extensions) less than PRDs
Expired and blank PRDs
Current PRDs
Future PRDs
HYTs.
SECTION 3
EDVR section 3 lists members not appearing in EDVR sections 1 and 2 who are on board the
activity for temporary duty, members who remain on the activity account in a deserter status, or mem-
bers who have been administratively dropped from Navy strength accounts. EDVR section 3 also al-
phabetically lists all members in the activity’s personnel account regardless of status.
SECTION 4
EDVR section 4 lists all enlisted personnel in the activity’s personnel account except for those
in a deserter status Accounting Category Code (ACC 109) and personnel who have been adminis-
tratively dropped from Navy strength accounts (ACC 391 or 393). When a member also appears in
EDVR section 1, 2, or 3 (less the alphabetic listing in EDVR section 3,) that section number is dis-
played in column 2 of the EDVR section 4.
Rev. JAN 2010 5-4

SECTION 5
EDVR section 5 is a numeric summary of the activity personnel account showing the following
information:
Billets Authorized (BAs) during peacetime
BAs for M-day (mobilization and/or wartime) plus 1 month (M+1)
Navy Manning Plan (NMP)
Summary of members on board and Projected on Board (POB).
Each page of this report contains the section title and activity information. The activity informa-
tion shown is the UIC, the activity name and composite (sea, shore and/or submarine).
SECTION 6
EDVR section 6 is the DNEC Management section. The DNEC is a distribution tool used to
match an individual’s NECs, as displayed in the Manpower and Personnel Management Information
System (MAPMIS) Enlisted Master Record (EMR), to a command’s authorization for an NEC. Dual
NEC requirements are treated as a single entity in the NEC accounting procedure.
SECTION 7
EDVR section 7 is a listing of NECs by rating for which the activity has billets authorized and
reflects the totals for personnel distributed from the current month through nine (9) months in the fu-
ture.
SECTION 8
EDVR section 8 lists all personnel on board who have NECs. This file shows only the five
NECs currently listed in the MAPMIS EMR and the current DNEC assignments.
SECTION 9
Officer and Enlisted Diary Message Summary. Section 9 lists the name, SSN, rank or rate,
transaction code (TAC), change description, date of occurrence and date-time-group of each Officer
and Enlisted NSIPS transaction reported for the UIC during the month. Transactions containing errors
may not be listed because they were rejected for research by NPC. If the activity is charged with
PPSUIC, this report also contains the following: a list of all date-time-groups of messages received by
NPC during the month and any messages from the previous month that were received after that
month's cut date. The cut date is the last Wednesday of the last full week of every month. NSIPS
events, unless they are specific to NPC (i.e., FORMAN Requests, SRB Requests, Sailing events,
etc)., are not processed at NPC and are not listed in the EDVR, section 9.
SECTION 10
The data listed in Section 10 is no longer maintained. Duty preference information is process-
ed by and managed in the Career management System/Interactive Detailing (CMS/ID). Refer to Ca-
reer Management System Interactive Detailing website for preference information.
Rev. JAN 2010 5-5
7-8
SECTION 11
EDVR section 11 displays security, citizenship, involuntary extension months, PEBDs, TIRs,
advancement effective dates and FORMAN status and action date. If any portion of the security data
on an individual changes from the previous EDVR, an asterisk appears immediately after the grant
date as a “flag” to verify the changed information. If any of the other items in this section has changed
from the previous EDVR, an asterisk appears immediately after the information that changed.
SECTION 12
Section 12 is a report of officer and enlisted personnel absent on sailing, embarked and as-
signed to the activity for TDY to augment normal manning. EDVR section 12 also contains a listing of
units, foreign military and civilians embarked in a ship. This section is updated from information sub-
mitted by the activity via NSIPS events.
MAINTENANCE of the EDVR
You have read how the EDVR is a valuable asset to personnel managers at every activity. An
up-to-date EDVR provides a single document with which activity personnel managers can discuss
manning posture with placement authorities. However, the EDVR can be a valuable management tool
only if it is maintained properly. For this reason, the EDVR should be updated daily. If you are the PS
assigned to this job, ensure that you post the changes as they occur. Daily posting not only helps to
keep your command’s EDVR up to date but also substantially reduces the time that you and other
personnel spend in the monthly verification of this report.
As a PS, you are expected to acquire a certain level of expertise in the EDVR. Be aware that
the information you read in this chapter on the EDVR is only partial. For additional information, review
the EDVRMAN.
OFFICER DISTRIBUTION CONTROL REPORT
Officer billet and assignment information on the ODCR represents the automated database in-
put by Chief of Naval Operations (CNO), NPC, Navy Standard Integrated Personnel System (NSIPS)
and various other sources.
The ODCR represents a monthly statement of officer manpower accounts for pertinent Navy
activities. It provides each activity with a routine system for verifying information contained in Man-
power, Personnel and Training Information Systems (MAPTIS) officer personnel data bank and NPC
with information needed to determine and evaluate officer personnel requirements.
DISTRIBUTION
To retrieve the command’s ODCR, access NPC online Web site (under NAVPERS Legacy &
Individual Personnel Tempo ITEMPO). NPC online contains ITEMPO mailboxes for each UIC.
ODCRs are downloaded monthly to each UIC's ITEMPO mailbox. The report is available for 20 days
beginning on the first Monday following the fifth of the month. If the ITEMPO mailbox does not contain
the ODCR for the current month, wait 24 hours and retry. If the current month's ODCR is still not in the
mailbox, contact the control NPC help desk.
Rev. JAN 2010 5-6

7-15
7-11
7-13
7-12
7-10
Log on to BUPERS on-line for retrieval procedures. Upon request, commands without Internet
access can still receive an ODCR via mail, or E-Mail to “[email protected]” from NPC Mili-
tary Records Support Branch, Corporate Data Maintenance/Error Corrections Section (PERS 312G).
VERIFICATION
The validity of ODCR information depends upon the timely submission of accurate data to
NPC through the DMRS, NSIPS and other pertinent reporting systems. Each activity should review its
ODCR thoroughly and report all discrepancies.
When verification of the ODCR is complete, submit the statement certifying receipt and verifi-
cation of the report as required by BUPERSINST 1301.40 (series).
Address comments or questions concerning ODCR information to NPC, Military Records Sup-
port Branch, Corporate Data Maintenance Section (PERS 312G), 5720 Integrity Drive, Millington, TN
38055-3120.
DIARY MESSAGE REPORTING SYSTEM
This section provides an overview of the DMRS. Some general instructions and criteria for us-
ing this system are provided in this section.
PURPOSE of the DMRS
The purpose of the DMRS is to provide authorized activities a way to submit officer and en-
listed transactions in coded format on Naval messages. The DMRS reduces preparation time and
eliminates mailing delays so that we can have more accurate personnel management and manpower
information.
SECURITY of DMRS DATA
The data generated and processed by the DMRS relates to information regarding individual
service members. Use of the DMRS creates sensitive, unclassified Privacy Act data that must be pro-
tected. Thus, the safeguards listed in the Privacy Act of 1974 must be observed.
DIARY MESSAGE REPORTING SYSTEM USER'S MANUAL
All activities must use the DMRS transaction formats in the Diary Message Reporting System
Users’ Manual (DMRSMAN), to prepare and submit messages. This manual provides official guidance
on submitting officer and enlisted transactions in coded format. In addition, it allows transactions for
multiple UICs to be reported in a single message. The DMRSMAN must be used in conjunction with
the following:
BUPERSINST 1080.539 (series)
Rev. JAN 2010 5-7

NAVY PTG
Naval Telecommunications Procedures Manual (NTP) 3(H)SUBMISSION OF DMRS MES-

SAGES.
DMRS messages are designed for machine processing. A DMRS message should be trans-
mitted no later than the next normal workday following the occurrence of the event being reported.
Events occurring on weekends or holiday periods must be submitted the next working day immediate-
ly following that weekend or holiday period. All DMRS messages are unclassified and must be trans-
mitted to COMNAVPERSCOM MILLINGTON TN//DIARY.
PERSONAL COMPUTER DIARY MESSAGE REPORTING SYSTEM
The Personal Computer Diary Message Reporting System (PCDMRS) was developed by the
Information Center Division Information Systems Department, Enlisted Personnel Management Cen-
ter (EPMAC). It is a personal computer (PC)-based program designed to reduce preparation time and
format errors in transactions prepared for submission under the DMRS. The PCDMRS is available to
all PPSUIC activities that have PC capability, a message generating system and an output media ac-
ceptable to their local communications facility for transmitting Naval messages. Any activity designat-
ed as a PPSUIC activity may request authority from PERS 4013, to use the PCDMRS.
TRANSACTION CODES
The Transaction Codes (TACs) are alphabetical and/or numerical ways of identifying and con-
trolling transactions. The DMRSMAN provides the information your command needs to convert events
into a coded format and to report them via DMRS. For example, TAC 200 is a numerical code that
says Received For and is easily processed by a computer including the ACC with the 200 identifies
the reason for receipt. For example, ACC 100 is For Duty.
SUBMISSION VIA the DMRS DURING LOSS of NSIPS EVENT-REPORTING CAPABILITY
In the event of the loss of NSIPS event-reporting capability, your command should transmit
personnel transactions via the DMRS as follows:
When the loss of NSIPS reporting capability is expected to be for more than 14 days, the ac-
tivity should transmit personnel transactions via the DMRS per guidelines set forth in the
DMRSMAN.
Additional information is contained in section 1 of the DMRSMAN.
DIARY MESSAGE PREPARATION
Whenever you are tasked with preparing diary messages, always refer to the DMRSMAN for
official guidance. The information in the following paragraphs is intended to give you only a brief over-
view of diary message preparation. As a PS, you must be aware of message-diary format require-
ments. We will now look briefly at some of these requirements, starting with the message diary ad-
dress and subject lines.
ADDRESS
The following unique Plain Language Address (PLA) has been assigned for the DMRS:
Rev. JAN 2010 5-8
COMNAVPERSCOM MILLINGTON TN//DIARY SUBJECT LINE
An example of the subject line that must be used in DMRS messages is as follows:
SUBMESSAGE DIARY for UIC 12345//
The UIC in the subject line is the UIC of the activity that has personnel accounting and pay re-
sponsibility for its own and/or other activities. Do not enter any other information in the subject line. In-
formation that is not required will cause the message to be rejected during computer processing. As a
result, the transaction will not appear in section 9 of the EDVR.
SEQUENCE TAC LINE
For proper accountability of all DMRS messages submitted to PERS 4013, each DMRS mes-
sage must be assigned a sequence number. The sequence number is a two-digit number that identi-
fies the sequence number of the DMRS message being transmitted. A sequence (SEQ) TAC (first
transaction in each DMRS message) is used to identify the sequence number of each DMRS mes-
sage transmitted to PERS 4013 as follows:
FORMAT TAC, SEQ NUMBER, PPSUIC/

SAMPLE: SEQ, 01, 12345/
The number cycle is from 01 to 99. After using sequence number 99, you should begin a new
cycle starting with 01 and ending with 99. Do not begin with 01 at the beginning of a new calendar
year, unless sequence number 99 is the last one used.
The information you just read is only a brief description of diary message preparation. For de-
tailed information, refer to the DMRSMAN. The DMRSMAN shows you exactly how to type the many
different types of transactions.
RUAD MANAGEMENT
The RUAD is a document that can be generated from the Reserve Headquarter System (RHS)
or the NSIPS to manage Officer and Enlisted billets within the Navy reserves. It contains billet re-
quirements, billet descriptions and assignment status (local fill, cross assignment, In Assignment
Processing (IAP). The governing instructions are the COMNAVRES FOR INSTRUCTION 5320.1 (se-
ries) (RESERVE FUNCTIONAL AREA AND SEX (RFAS) CODE) and the COMNAVRESFOR NOTICE
5400 NATIONAL COMMAND AND SENIOR OFFICER (O5/O6) NON-COMMAND BILLET SCREEN-
ING AND ASSIGNMENT PROCEDURES. The RFAS codes are used to indentify allowable grades,
designator/rating and Naval Officer Billet Classification/Navy Enlisted Classification (NOBC/NEC)
substitution and gender restrictions for the assignment of personnel to Drilling Reserve billets. The
5400 Notice establishes standardized screening and assignment policy for and selects the most quali-
fied Officer to senior leadership and management position within the Navy Reserves.
SUMMARY
This chapter discussed the EDVR, ODCR and RUAD. You read how the EDVR is organized
and you learned about the type of information contained in its 12 sections. You read about the impor-
tance of making sure that these documents are maintained accurately and how when the documents
are maintained correctly, they are used as a good management tool.
Rev. JAN 2010 5-9

In addition, you read about the DMRS. You learned about the importance of safeguarding in-
formation used for diary submission and why you always should use the DMRSMAN for official guid-
ance. You learned about the submission of DMRS messages and about the availability of the
PCDMRS. In addition, you read about the use of TACs and about the actions you should take in case
of loss of NSIPS event reporting capability. Also, in this chapter, you read a brief discussion of diary
message preparation in which the proper message diary address, subject line and components of the
TAC line of a message diary were identified. Throughout this chapter, you were advised to use the
DMRSMAN for official guidance on any DMRS tasks you may be assigned to perform.
Rev. JAN 2010 5-10

CHAPTER 6
ADVANCEMENT AND COMMISSIONING PROGRAMS

Learning objectives: Upon completing this chapter, you should be able to do the following:
— Recognize the purpose of the advancement system.
— Identify the activity responsible for preparing Navywide advancement examinations and identify
examination schedules.
— Define total active federal service and high-year tenure.
— Identify the methods by which commands are informed of their members' advancement status.
— Identify the command’s responsibilities.
— Identify various commissioning programs.
— Recognize the eligibility requirements for the USNA, NAPS and STA-21 programs.
— Identify service schools eligibility requirements and recognize school quota requirements.
— Identify various special programs and recognize their eligibility requirements.
INTRODUCTION
This chapter briefly discusses the following topics: the Navy’s enlisted advancement system;
commands’ and individuals’ responsibilities in regard to advancement; identifies most of the eligibility
requirements for advancement; and discusses the eligibility status list, worksheets and appointment
certificates. Also, this chapter discusses service schools eligibility, enlisted program eligibility, educa-
tion programs and applying for credit for military experience.
ENLISTED ADVANCEMENT SYSTEM
The enlisted advancement system provides for the orderly progression of qualified enlisted
personnel to higher levels of responsibility throughout their Naval careers.
ADVANCEMENT in the NAVY
Advancement in rate or change in rating is based on demonstrated proficiency in assigned du-

ties, on the performance evaluation and recommendation of the Commanding Officer (CO) and on
written examinations. All eligible personnel compete for advancement or change in rating to fill vacan-
cies in the total Navy/Naval Reserve allowances.
COMMAND and INDIVIDUAL’S RESPONSIBILITIES
Both the candidate for advancement and the command have certain advancement responsibi-
lities. Candidates for advancement must study and/or become familiar with all the appropriate publica-
tions that are contained in their rating’s most recent Bibliography for Advancement.
Rev. JAN 2011 6-1

PS Basic: “Advancement and Commissioning Programs”, Chapter 6.
Also important is preparing for the advancement examination. Obtaining excellent perfor-
mance evaluations is clearly emphasized. All individuals are responsible for receiving good perfor-
mance evaluations.
Although you do not write your own performance evaluation, you can do much to improve your
chances of receiving good evaluation marks and comments. You, as a PS and all other individuals
reading this TRAMAN must remember that just doing your job is no longer sufficient. You must do
more. You must get involved in all facets of the command and conduct yourselves in a proper manner.
Start assuming additional responsibility. Take the lead, be professional and always be committed to
excellence. Now, we discuss your command’s responsibilities where your advancement is concerned.
The CO is ultimately responsibility for making recommendations or withdrawing recommenda-

tions for advancement. The recommendation for or withdrawing of recommendation for advancement
is accomplished by preparing an enlisted performance evaluation report and making appropriate ser-
vice record (13) entry as shown in the Advancement Manual, BUPERSINST 1430.16 (series).
DISTRIBUTION of ELIGIBILITY STATUS LISTING
Months before the cyclical Navy-wide advancement examination is administered, commands

must distribute an eligibility status listing of personnel recommended for advancement. This listing
must be distributed to all departments or commands, as appropriate. This listing should include all
personnel from those departments or commands who are Time-in-Rate (TIR) eligible and recom-
mended for advancement.
ELIGIBILITY REQUIREMENTS for ADVANCEMENT in RATE or CHANGE in RATING
Familiarize yourself with the elements that comprise eligibility requirements so that you can in-
form those who may not be aware of these requirements. Most of the eligibility requirements are as
follows:
Successfully complete service school, if required
Meet citizenship or security clearance requirements for advancement in certain rates or rat-
ings as specified in the Advancement Manual, BUPERSINST 1430.16 (series)
Meet minimum performance criteria. Performance Mark Average (PMA) 3.0 or above is re-
quired for E-4/5/6/7 candidates
Be in the proper path for advancement
Fulfill special requirements for certain ratings
Not be involved in circumstances that render the candidate ineligible for advancement
Not be a selectee for appointment to Limited Duty Officer (LDO) or Warrant Officer (WO) sta-
tus
Have minimum TIR
Meet physical readiness/body fat standards
Be recommended by the CO.
Rev. JAN 2011 6-2

Additional information about eligibility requirements for advancement is contained in the Ad-
vancement Manual, BUPERSINST 1430.16 (series). More discussion about a CO’s recommendation
for advancement responsibility is explained in the following paragraphs.
COMMANDING OFFICER’S RECOMMENDATION for ADVANCEMENT
The CO’s recommendation is the most important requirement in the Navy’s enlisted advance-
ment system. The advancement recommendation of an individual must be well considered by all per-
sonnel in the chain of command and never become perfunctory. The individual must show the ability
for advancement and/or change in rate or rating to earn the final recommendation of the CO. The
member’s ability to perform the work and assume the responsibilities of the higher rate or new rating
are significant considerations in recommending a member for advancement.
In case of candidates for petty officer grades, particular consideration by the CO should be
given to qualities of leadership and personal integrity. Any departure from those criteria reduces the
prestige and effectiveness of the petty officer and of the command.
The decision of the CO to recommend an individual for advancement remains valid unless
withdrawn. The enlisted evaluation is the sole source of recommendation for advancement. A CO may
withhold or withdraw a recommendation for advancement.
COMMANDING OFFICER’S RECOMMENDATION for NEWLY REPORTED PERSONNEL
Personnel received on board a new command who have been recommended for advance-
ment by their previous CO and are in all other respects eligible should be allowed to participate in the
regularly scheduled advancement examination. Withholding or removing a recommendation for ad-
vancement merely because the new CO has not had sufficient time to evaluate the new member is
not fair to the individual transferred before an examination. Advancement may be withheld by the CO
for cause, but not for lack of observation. If, after participation, the new CO determines that the indi-
vidual’s performance is lacking, the recommendation may be withdrawn.
In the following paragraphs, we discuss the worksheet and Navywide advancement examina-
tion that are part of the advancement system as are the areas previously mentioned.
RECOMMENDATION FOR ADVANCEMENT IN RATE OR CHANGE OF RATING (WORKSHEET)
A Recommendation for Advancement in Rate or Change of Rating (Worksheet), NETPDTC

1430/3 is prepared for each candidate participating in a Navywide advancement cycle. This includes
members in paygrade E-6 who are participating for the Limited Duty Officer (LDO) program. Educa-
tional Services Offices (ESOs) and candidates use the form as a check-off sheet and for transferring
information to the answer sheet. Figure 6-1 shows you a blank sample of a worksheet.
The worksheet contains data and factors relating to the candidate’s eligibility for advancement
or change of rating. The ESO is responsible for reviewing all worksheets for accuracy and complete-
ness before candidates verify and sign. All entries are checked thoroughly to avoid errors because in-
accurate information creates inequities to the candidates and could prevent a fully qualified candidate
from being advanced.
ESOs and personnel office supervisors must make sure worksheets are prepared at least one
month before the scheduled examination date to decrease the chance for errors. Each candidate
must review, verify and sign the worksheet before the examination date.
Rev. JAN 2011 6-3

Figure 6-, Recommendation for Advancement in Rate or Change of Rating (Worksheet), NAVEDTRA 1430/2.
NAVYWIDE ADVANCEMENT EXAMINATIONS
All eligible personnel compete for advancement or change in rating to fill vacancies in the total
Navy/Navy Reserve allowances. Candidates compete for these vacancies by taking a Navywide ad-
vancement examination.
Rev. JAN 2011 6-4

The Naval Education and Training Professional Development and Technology Center
(NETPDTC) develops examinations for paygrades E-4 through E-7 for all Navy ratings.
Examinations contain 200 questions supported by the most current Occupational Standards
(OCCSTDs) for each rate and rating. For your information, the OCCSTDs express the Navy’s mini-
mum requirement for enlisted occupational skills established by manpower and personnel managers.
They form the basis for implementing and supporting actions for personnel training, advancement and
distribution. The exam writers use the OCCSTDs to support advancement exams. The TRAMAN writ-
ers also base their training manuals on OCCSTDs.
NETPDTC scores and processes examination sheets. Examination grades are then combined
with other factors to determine the advancement status of qualified personnel. Eligible personnel are
advanced to PO3 through PO1 to fill Navywide vacancies on the basis of their Final Multiple Score
(FMS) (examination score plus performance and service factors).
An examination is not required for advancement to E-8 or E-9. Advancement to Chief Petty Of-
ficer (CPO), Senior Chief Petty Officer (SCPO) and Master Chief Petty Officer (MCPO) requires selec-
tion board action. Boards are convened annually by Navy Personnel Command (NPC). CPO, SCPO
and MCPO candidates who qualify for selection board consideration are designated Selection Board
Eligible (SBE) by NETPDTC. The total number of individuals selected is based on Navywide vacan-
cies. CPO candidates are designated SBE on the basis of their FMS (standard score plus perfor-
mance factors). SCPO and MCPO candidates are designated SBE based on the recommendation of
their CO.
In the following paragraphs, we discuss the term Total Active Federal Military Service
(TAFMS), explain the difference between regular and early advancement candidates and discuss
High-Year Tenure (HYT).
TOTAL ACTIVE FEDERAL MILITARY SERVICE
TAFMS is the sum of total active Naval service and other active service. The Department of
Defense (DOD) prescribes the minimum TAFMS an advancement candidate must accrue to compete
as a regular candidate for advancement (See Figure 6-2).
The TAFMS requirements for advancement to paygrades E-4 through E-9 are as follows:
MINIMUM TAFMS FOR A REGUALR CANDIDATE
PAYGRADE DOD TAFMS PAYGRADE DOD TAFMS

E-4 2 years E-7 11 years
Figure 6-2, TAFMS requirements for advancement.
Candidates who meet the TIR and other advancement requirements may compete for ad-
vancement whether or not they have accrued the DOD prescribed TAFMS. The number of advance-
ment quotas that may be filled by early candidates is determined by DOD manning restrictions to a
maximum of 10 percent of the total enlisted forces in each paygrade E-7 through E-9.
Rev. JAN 2011 6-5

REGULAR and EARLY ADVANCEMENT CANDIDATES
Regular advancement candidates are members whose TAFMS equals or exceeds the DOD
TAFMS by the end of the fiscal year in which the Terminal Eligibility Date (TED) is computed. Early
advancement candidates are members whose TAFMS falls short of the DOD TAFMS by the end of
the fiscal year in which the TED is computed.
HIGH-YEAR TENURE
At the other end of the early advancement spectrum is a system used to provide fair promotion
opportunities. This system is known as High Year Tenure (HYT) that prescribes the maximum years of
service allowed between paygrades for professional growth (advancement in rate) to occur.
The HYT limit for active duty is 8 years for E4, 14 years for E-5, 20 years for E-6, 24 years for
E-7, 26 years for E-8 and 30 years for E-9.
The HYT limit for Selected Reserve (SELRES) is 14 years for E-4, 22 years for E-5, 24 years
for E-6, 24 years for E-7, 26 years for E-8 and 30 years for E-9.
With the reduction in size of the Navy, it is possible that the maximum years a Navy member
may be authorized to serve will change. If you want to verify current HYT limits for active duty and re-
serves, you refer to MILPERSMAN 1160 series.
RESULTS OF NAVYWIDE ADVANCEMENT EXAMINATIONS
The following paragraphs briefly discuss the results of the Navywide advancement examina-
tions for Petty Officer Third Class through Petty Officer First Class, Chief Petty Officer through Master
Chief, rating change authorization and appointment certificates.
PETTY OFFICER THIRD CLASS THROUGH PETTY OFFICER FIRST CLASS
NETPDTC issues examination results and advancement authority to individual commands by

Examination Status Verification Report (ESVR), Rating Change Authorization (RCA) and Profile
Sheets. A sample ESVR is shown in Figure 6-3.
After receiving the examination results and the final check to confirm that all requirements are
met and that all information is correct, the CO is vested with independent authority to advance mem-
bers to paygrades E-4 through E-6.
Rev. JAN 2011 6-6

Figure 6-3, Examination status verification report (ESVR).
CHIEF PETTY OFFICER, SENIOR CHIEF PETTY OFFICER and MASTER CHIEF PETTY OFFICER
For E-7 candidates, NETPDTC provides examination results via Internet posting of ESVR an-
nouncing Selection Board Eligible, Selection Board Ineligible, Fail or Discrepancy Status as soon as
practical after processing returns. For E-8 and E-9 candidates, NETPDTC (N321) provides selection
board eligibility status via Internet posting of ESVR, listing candidates as SELECTION BOARD ELI-
GIBLE or DISCREPANCY upon completion of the validation process. Upon conclusion of the selec-
tion board, an official list of personnel selected for advancement is disseminated by NPC via NAVAD-
MIN. Another ESVR is issued identifying members in a SELECTEE or NON-SELECTEE status. Ad-
vancements are issued on RCA and Profile Sheet.
The following section further discusses RCA and the appointment certificates.
RATING CHANGE AUTHORIZATION and APPOINTMENT CERTIFICATES
NETPDTC publishes the RCA via Internet posting on the Navy Enlisted Advancement Order-
ing System (NEASOS) web site. The RCA reflects the advancement dates of individuals. The RCA is
issued for each advancement cycle and covers the full incrementation period over which advance-
ments and changes of rating are authorized. A sample RCA was shown in Figure 6-4. When your
command downloads the RCA, you review the RCA and determine the effective date of advancement.
Follow the instructions in the Advancement Manual regarding personnel who will not be at-
tached to your command before their advancement dates.
Additional information is contained in the Advancement Manual, BUPERSINST 1430.16 (se-

ries,) concerning the Navy’s advancement system. Always refer to the Advancement Manual whenev-
er you have questions concerning advancements, as well as other current and pertinent publications,
such as the Naval Military Personnel Manual, (MILPERSMAN), NAVPERS 15560.
Rev. JAN 2011 6-7
Figure 6-4, Rating change authorization (RCA).
COMMAND ADVANCEMENT PROGRAM
Command Advancement Program (CAP) was established in 1978 as an incentive for seagoing
personnel in recognition of their superior performance while working in a rigorous operating environ-
ment at sea or while forward deployed. Today’s CAP is used in conjunction with the Navy advance-
ment system to advance deserving Sailors.
Eligibility
Active duty Sailors must be permanently or temporarily assigned (minimum of 30 consecutive
days) to Type 2 or 4 commands
SELRES must be assigned to an operational unit designated as sea duty, filling a valid billet
on the unit’s Reserve Unit Assignment Document (RUAD) and must be a satisfactory driller
for a minimum of 1 year.
Meet all advancement requirements for the next higher paygrade per this instruction, includ-
ing TIR, with the exception of advancement examination participation.
Meet health and physical readiness requirements for advancement per OPNAVINST 6110.1
(series). These and additional eligibility requirements are contained in BUPERSINST 1430.16 (se-
ries).
Rev. JAN 2011 6-8

Quota Limitations
Based on the enlisted billets authorized by a unit's Manpower Authorization (BA Column) as
designated for active and SELRES personnel, COs may advance eligible E3, E4 and E5 personnel
between 1 January and 31 December inclusive as follows:
TOTAL ENLISTED BILLETS PERCENTAGE MAXIMUM
AUTHORIZED AUTHORIZED AUTHORIZED QUOTAS

BY PAYGRADE
E6 E5 E4
100 or less 2% 1 1 *
101 to 1000 1% 1 2 *
1001 to 2000 1% 2 4 *
OVER 2000 1% 2 6 *
Figure 6-5, AP quotas.
The number is based on command’s total CAP quotas.
Action
To affect a CAP advancement, commands will prepare and file NAVPERS 1070/613, Adminis-
trative Remarks in member's electronic service record and submit appropriate NSIPS entry with the
rate authorization code “E."
Each Type 2 or 4 command will submit an annual CAP Certification Report to NPC (PERS-
811/812) (copy to the Immediate Superior in Command (ISIC)) no later than 15 January of each year.
Negative reports are required and should include unused quotas. The CO must sign this report; by di-
rection is not authorized. If unauthorized CAP advancements are discovered by NPC (PERS-81), the
command will be notified via their ISIC on the action to be taken that may include reduction of autho-
rized CAP quotas for the following year. The CAP Billet authorization quotas in shown in Figure 6-5.
Detailed information on CAP and report format is contained in BUPERSINST 1430.16 (series).
SERVICE SCHOOLS' ELIGIBILITY
Service school candidates must meet the general requirements described in MILPERSMAN
1306 (series) and the specific prerequisites for each school as set forth in the Catalog of Nonresident
Training Courses (CANTRAC), NAVEDTRA 12061 and/or other appropriate directives. COs must
screen candidates to make sure they meet school entrance standards including appropriate security
clearance requirements. The following paragraphs discuss the specific eligibility requirements as spe-
cified in the MILPERSMAN.
Fleet applicants should submit their Enlisted Personnel Action Request, NAVPERS 1306/7,
with your assistance, to NPC. Submit requests for “A” schools to NPC (PERS 4010S). Requests for
other schools should be addressed to the PERS code specified in the CANTRAC.
Rev. JAN 2011 6-9

Members applying for a service school must be physically qualified for transfer according to
the Manual of the Medical Department (MANMED), NAVMED P-117. Those requiring medical atten-
tion that will not allow uninterrupted completion of a course of instruction should not be transferred to
the school.
When high school graduation is a prerequisite for a particular service school, successful pass-
ing of the high-school level General Educational Development (GED) test is accepted for qualification.
COs must ensure that members selected for transfer to Navy service schools are well suited
to the course of instruction, as well as to the type of work associated with the training. The basis for
evaluation should include performance and military behavior, physical characteristics, mental aptitude,
applicable scores on Navy tests, civilian occupations, previous training, experience, hobbies and in-
terests.
Candidates shall not have a record of conviction by any court-martial and not more than one
Non-judicial Punishment (NJP) during the 18 months preceding assignment to the school. Waivers for
more than one NJP must be submitted to NPC (PERS 4010S).
Personnel assigned to their first duty station, except those at overseas commands, must have
a minimum of 12 months on board before submission of requests for Temporary Duty Under Instruc-
tion (TEMDUINS) or Duty Under Instruction (DUINS) assignment to class “A” schools and must have
18 months on board before transfer. Rated personnel must have 24 months on board before transfer,
with the exception of training in the Hospital Corps, Navy Enlisted Classification (NEC) codes 8402,
8403, 8425, 8491 and 8494, which is reduced from 24 to 18 months.
Members requesting Temporary Additional Duty under Instruction (TEMADDINS) assignment

to “A” schools may submit their NAVPERS 1306/7 as soon as the CO determines that the assignment
is warranted. Those attached to activities with established DOD area tour requirements are not nor-
mally eligible for TEMDUINS/DUINS transfer before the Projected Rotation Date (PRD). However,
waivers for up to 12 months of the required tour will be considered on a case-by-case basis and must
be fully justified.
Candidates must be willing to incur sufficient active obligated service (OBLISERV) according
to MILPERMAN 1306 (series) and be eligible to extend or reenlist according to MILPERSMAN 1160
(series).
Always refer to the MILPERSMAN to verify the service-school eligibility requirements since the
requirements could change in the future.
RECRUIT INPUT
Recruits are assigned to class “A” school by NPC. Based on NPC established standards,
some recruits are granted an Armed Services Vocational Aptitude Battery (ASVAB) test score waiver
for assignment to class “A” school.
REQUESTS for WAIVER of ELIGIBILITY REQUIREMENTS and COMMAND ACTION on RECEIPT

of WAIVER APPROVAL
Waiver of eligibility requirements (except requirements involving security clearance, OBLI-

SERV, requisite training and/or physical standards for personal safety) may be requested for individu-
als who have exceptional potential. Waiver requests should be submitted in the CO’s endorsement to
Rev. JAN 2011 6-10

the quota request and should include the following and additional elements mentioned in MILPERS-
MAN:
Specific deficiency and full justification for waiver. In the case of a test score waiver, list all
available scores separately
Length of time the member has been striking for the rating for which training is requested
and/or comments concerning the member’s civilian experience as it relates to the requested
course of instruction
Evaluation of the member’s overall potential to the Navy, including the member’s career in-
tentions and leadership potential
Courses the member has completed that will enhance the prospect of successful school
completion.
When a waiver is granted, an appropriate Administrative Remarks, NAVPERS 1070/613 entry,

must be made before the member transfers to the school.
ACTIVE OBLIGATED SERVICE
Active OBLISERV for “A” and “C” schools and factory/contractor training is computed from the
class convening date and must be incurred before transfer to the school by executing either an exten-
sion agreement or a reenlistment contract. A page 13 entry is not authorized without written permis-
sion from PERS-451.
If monetary loss of Selective Reenlistment Bonus (SRB) will result from hard OBLISERV, re-
view OPNAVINST 1160.8 (series) and most recent SRB NAVADMIN award message for details on
Obligated Service to Train (OTT) requirements.
MILPERSMAN contains the OBLISERV requirement for the “A” and “C” school and facto-
ry/contractor training which, of course, depends on the length of training.
In the event that a student completes the course of instruction in less than the scheduled
course length, the initial OBLISERV may be reduced to the actual time spent under instruction. For-
ward correspondence requesting adjustment of OBLISERV under such circumstances to NPC (PERS
811) with certified copies of the student’s NAVPERS 1070/604.
In addition to the previous requirements, a member acquiring an additional OBLISERV for a

course of instruction must also execute and sign a page 13 entry of understanding concerning OBLI-
SERV payback for disenrollment. This page 13 entry and additional information concerning OBLI-
SERV is found in MILPERSMAN.
DEFINITIONS of TYPES of SCHOOL QUOTAS
The types of quotas assigned to attend service schools are listed in the following paragraphs.
Temporary Additional Duty under Instruction
TEMADDINS quotas are assigned only for personnel ordered to courses of instruction of less
than 20 weeks duration. When it is appropriate, the member is returned to the originating command. If
a valid billet will exist at the current command for the member on completion of training, the assign-
ment normally will be made on a TEMADDINS quota.
Rev. JAN 2011 6-11
Temporary Duty under Instruction (TEMDUINS)
Personnel assigned quotas to courses of instruction of less than 20 weeks duration in connec-
tion with a Permanent Change of Station (PCS) are assigned to their ultimate Permanent Duty Station
(PDS) in one of two ways:
Transfer directives, which indicate the ultimate duty station, will be assigned on completion of
schooling. These personnel are transferred for TEMDUINS and are made available on com-
pletion of schooling for further assignment by NPC
Transfer directives which include a PDS. These personnel are transferred on completion of
schooling to the PDS included in the transfer directives.
Duty under Instruction (DUINS)
All personnel assigned quotas to a course or courses of instruction of 20 weeks’ duration or

longer are transferred for DUINS, which is considered a PCS. On completion of schooling, these per-
sonnel are assigned a new PDS by NPC.
Determination of Change of Status from TEMDUINS to DUINS
Orders to a course scheduled for less than 20 weeks constitute a temporary assignment. In
some instances, unforeseen delays extend a scheduled course beyond 20 weeks. The possibility of
unforeseen delays does not change the fact that the orders, based on the scheduled length of the
course, constitute a temporary assignment. However, temporary duty allowances are no longer paya-
ble after receipt of an order modification to DUINS as this constitutes a PCS transfer. NPC is the de-
termining authority for cases not covered by the previous paragraph.
Refer to MILPERSMAN for additional information on this subject concerning service schools.
ASSIGNMENT OF ENLISTED PERSONNEL TO SPECIAL PROGRAMS
To provide for the ever-increasing complexity of the Navy’s mission, it is frequently necessary
to establish special programs to perform support functions requiring skills not identified by existing rat-
ings.
This section briefly discusses some of the special programs available for enlisted personnel.
However, note that there are additional special programs available to enlisted service members and
that those programs are addressed in MILPERSMAN. In particular, this section discusses the Navy
Food Management Teams; Physical Security-Law Enforcement Specialist; Brig Unit Staff Selection
and Training; Command Career Counselor Program; U.S. Navy Ceremonial Guard; Flag Officer Writ-
er; and the Personnel Exchange Program (PEP).
You familiarize yourself with the special programs contained in this TRAMAN and in the MIL-
PERSMAN. You should be able to determine and identify additional reference sources you need to
review for the most current information concerning these programs.
It must be noted that COs are responsible for carefully screening personnel under considera-
tion for assignment to special programs and for providing NPC with a recommendation for determin-
ing a member’s suitability for the assignment.
Rev. JAN 2011 6-12

Candidates are identified either through nomination messages or through assignment direc-
tives, depending on the program involved. On receipt of nominator correspondence, COs review the
member’s qualifications, background and personal traits to determine eligibility according to the MIL-
PERSMAN and any additional criteria cited in the nominator correspondence.
Within 15 working days, COs must respond and provide any requested information and rec-
ommendation of suitability. Specific reasons for disqualification and/or waiver requests must be includ-
ed with the CO’s response.
NAVY FOOD MANAGEMENT TEAMS
The Navy Food Management Teams provide technical and management assistance to CSs.
The assistance is in the operation of enlisted messing facilities and afloat officer messing facilities
with on-the-job instruction in areas of food preparation and service, mess management and sanita-
tion. Their mission is to assist both fleet units and shore activities in the improvement of food service
operations staffed with Navy CSs. These teams are located at Norfolk, VA; Bremerton, WA; New Lon-
don, CT; Yokosuka, JA; Mayport, FL; San Diego, CA; and Pearl Harbor, HI.
PHYSICAL SECURITY-LAW ENFORCEMENT SPECIALIST
The Physical Security-Law Enforcement Specialist performs specialized duties in internal se-
curity at installations and facilities as a member of the Navy Internal Security Force. The Law En-
forcement Specialist provides security for restricted areas, controls entry and exit of military and civi-
lian personnel, vehicles and other equipment at access points to restricted areas and patrols property
concentration areas on foot and using vehicles. The Law Enforcement Specialist also conducts auto-
accident scene and traffic control, crime investigation, crime scene control and criminal apprehension
and provides written reports. He or she additionally enforces general and special orders and regula-
tions applicable to the area of operations and performs convoy escort and defense against intrusion
by hostile elements, riot, or other unusual circumstances.
Personnel selected for assignment to Physical Security Duty are ordered for 6 weeks at the
Law Enforcement Specialist Training School located at Local Training Authority (LTA) Hampton
Roads, VA or LTA San Diego, CA. All graduates earn the Law Enforcement Specialist Navy NEC code
9545.
BRIG UNIT STAFF SELECTION AND TRAINING
Brigs, which are located throughout the United States and at a few overseas locations, provide
exceptional opportunities for personnel to enhance their leadership qualities without regard to their
military specialty.
Members in paygrades E-4 and above who have completed at least 24 months active duty,
who are mature and emotionally stable, no history of financial difficulties, no civil-court convictions
since joining the military other than minor traffic violations and no documented in-service drug use are
eligible for assignment. Due to members’ job requirements in which possession of weapons may be
authorized, members with open Family Advocacy Program (FAP) cases are ineligible. Personnel se-
lected for assignment to a brig staff are ordered via Corrections Specialist Training at the Naval Tech-
nical Training Center at Lackland AFB, San Antonio, TX and earn NEC 9575 upon successful comple-
tion of the training.
Rev. JAN 2011 6-13

COMMAND CAREER COUNSELOR PROGRAM
The Command Career Counselor Program provides for the assignment of personnel in ratings
other than Navy Counselors to full-time command career counselor billets. Personnel so assigned as-
sist COs/unit commanders in maintaining an effective career counseling program as outlined in the
Career Counselor Handbook, NAVPERS 15878J.
U.S. NAVY CEREMONIAL GUARD
The U.S. Navy Ceremonial Guard is the official ceremonial unit of the Navy. The Ceremonial
Guard is a component of the Naval District Washington. Non-Petty Officers (POs) are assigned direct-
ly from Navy Recruit Training Command (NAVCRUITRACOM). Recruits who volunteer and are ac-
cepted for Ceremonial Guard duty must execute NAVPERS 1070/613 (Rev. 7-06), Administrative Re-
marks, acknowledging the delayed entry into whatever guaranteed program they enlisted for, until
completion of the prescribed tour with the Ceremonial Guard. All others are selected from those eligi-
ble for shore duty.
These incentives are implemented to encourage more of the best clerical personnel to volun-
teer for Washington, DC, duty. If you desire additional information concerning Washington, DC, as-
signment, contact the Washington area and staff assignment detailer at BUPERS (PERS 4010D).
FLAG OFFICER WRITER
Flag Officer Writers (NEC 2514) are assigned to the personal staffs of flag and general officers
for the purpose of assisting those officers and senior level civilians with administrative details so that
they may devote a larger portion of their time to other important matters. For additional information,
refer to the MILPERSMAN.
PERSONNEL EXCHANGE PROGRAM
The Personnel Exchange Program (PEP) provides for an equivalent one-for-one exchange be-
tween the United States Navy officers or career-designated petty officers and personnel from other
military services, including foreign services. The program objective is to integrate participants into the
host organization as though they belonged to the service to which they are assigned, while adhering
to applicable technology transfer and classified information disclosure restrictions. Additional informa-
tion is contained in the MILPERSMAN and The U.S. Navy Personnel Exchange Program (PEP), OP-
NAVINST 5700.7 (series).
SUBMISSION of REQUESTS for SPECIAL PROGRAMS
To request assignment to any special program mentioned in this TRAMAN and other programs
contained in the MILPERSMAN, members must submit an Enlisted Personnel Action Request, NAV-
PERS 1306/7 to NPC, via the appropriate chain of command approximately 9-12 months prior to
member’s PRD.
All members requesting assignment to one of the special programs must meet certain re-
quirements as specified in the MILPERSMAN and other pertinent publications.
Rev. JAN 2011 6-14

EDUCATIONAL PROGRAMS AND NAVY CAMPUS
This section discusses various educational programs available to enlisted personnel. In partic-
ular, this section briefly discusses the Navy College Program, Program for Afloat College Education
(PACE), Tuition Assistance (TA) Program, Distance Learning Partnership and Service Member’s Op-
portunity Colleges-Navy (SOCNAV) Program. This section also discusses the Academic Skill pro-
gram, High School Completion Program, United Services Military Apprenticeship Program and De-
fense Activity for Non-Traditional Education Support (DANTES).
NAVY COLLEGE PROGRAM
The Navy College provides Sailors with opportunities to earn college degrees through a varie-
ty of options. The program's mission is to provide continual academic support to Sailors while they
pursue a technical or college degree, regardless of their location or duty station. Navy College Pro-
gram guidance is contained in OPNAVINST 1560.9 (series). Personnel should contact the nearest
Navy College education specialist or their ESO to participate in Navy College programs.
Ranges of courses or programs, from high school completion through college degree pro-
grams, are given by civilian colleges and universities on Navy installations. Classes are provided pri-
marily for military personnel.
PROGRAM for AFLOAT COLLEGE EDUCATION
Postsecondary and college introductory-level courses are provided aboard ship by civilian col-
leges and universities under contract with the Navy. This is a fully funded program. However, partici-
pants must buy their own books.
TUITION ASSISTANCE PROGRAM
Tuition Assistance is an in-service support program. It provides funds to assist in payment of

tuition costs enabling Sailors to enroll in courses supporting completion of a high-school diploma; or
an Associate's, Bachelor's, Master’s, or Doctoral degrees. All Navy Tuition Assistance pays up-front
the tuition and fees charged by educational institutions for course enrollments. Navy TA pays 100% of
tuition costs for courses applicable to the completion of a high school diploma or equivalency certifi-
cate. For other education levels, there is a fiscal year credit limit of 16 Semester Hours, or 24 Quarter
Hours per individual. (Waiver requests cannot exceed the FY $4500 DOD program limit).
Effective 15 April 2010, all TA applications must be submitted via webTA. Paper TA appli-
cations are no longer accepted at Navy College. Refer to OPNAVINST 1560.9 (series) and Navy
College, for additional information and procedures on TA.
NAVY COLLEGE PROGRAM DISTANCE LEARNING PARTNERSHIP
Navy College Program (NCP) developed partnerships with colleges and universities to offer
rating-relevant degrees via distance learning to Sailors everywhere. The program provides opportuni-
ties to take courses through distance learning so that Sailors are able to pursue degrees. The goal of
the Navy College Program Distance Learning Partnership (NCPDLP) Schools is to support both the
Sailor's mobile lifestyle and educational goals with rating relevant degree programs
Rev. JAN 2011 6-15

SERVICEMEMBER’S OPPORTUNITY COLLEGES
SOCNAV was implemented in 1984 in conjunction with Servicemember’s Opportunity Colleg-

es (SOC). SOCNAV consists of colleges that offer associate and bachelor's degree programs on or
accessible to Navy installations worldwide through resident courses or distance learning. Colleges
taking part in each curriculum area guarantee to accept each other's credits for transfer. The "home"
college issues an official evaluation of all prior learning on a SOCNAV Agreement. This agreement
serves as the student's long-range degree plan.
NAVY COLLEGE HIGH SCHOOL COMPLETION PROGRAM
This program is offered either on base or off base and it enables personnel to earn their high
school diplomas. The level of assistance available for Navy members who do not have a high-school
diploma is 100 percent of high-school completion courses and instructional-related fees.
UNITED SERVICES MILITARY APPRENTICESHIP PROGRAM (USMAP)
The USMAP enables personnel to earn Journey Workers certification per standards of the
U.S. Department of Labor (DOL) in specific occupational fields. Certification is earned through docu-
mented work experience and related instruction. USMAP supports the professional development of
military personnel, reinforces the occupational skills of those active-duty personnel registered in the
program and encourages the reenlistment of registered personnel in order to complete the appren-
ticeship.
For additional information concerning this program, refer to the OPNAVINST 1560.10, (series).
DEFENSE ACTIVITY for NON-TRADITIONAL EDUCATION SUPPORT
Through DANTES, military personnel can take college entrance tests as well as tests for col-
lege credits. DANTES publishes an independent study guide and distributes the American Council on
Education (ACE) Guide, which is used by colleges and universities to recommend college credit for
military training.
SAILOR/MARINE AMERICAN COUNCIL on EDUCATION REGISTRY TRANSCRIPT (SMART)
SMART is now available to document ACE recommended college credit for military training
and occupational experience. SMART is an academically accepted record that is validated by ACE.
The primary purpose of SMART is to assist service members in obtaining college credit for their mili-
tary experience.
SMART replaced the DD 295, the Application for Evaluation of Learning Experiences during
Military Service—the form currently submitted to colleges by Sailors and Marines to verify their mili-
tary experiences. The DD 295 may be necessary to document some training and experience not con-
tained in and unable to be added to current personnel and training databases.
To see SMART contents—how you may obtain your personal copy, order an official copy, or
get more information, visit the Navy College Program Web site.
Rev. JAN 2011 6-16

COMMISSIONING PROGRAMS
Several commissioning programs are available to enlisted personnel. This chapter contains a
discussion of these programs to include the following:
U.S. Naval Academy (USNA) and Naval Academy Preparatory School (NAPS) Programs
Medical Service Corps In-Service Procurement Program (MSC IPP)
Limited Duty Officer (LDO) and Chief Warrant Officer (CWO) program
Medical Enlisted Commissioning Program (MECP)
The Seaman to Admiral (STA-21) program
The Active Duty Flying Chief Warrant Officer Pilot Program.
As a PS, you will answer service members’ questions about these programs. Therefore, you
should know about the commissioning programs covered in this chapter. Remember, always review
the most current publications when answering service members’ questions. Familiarize yourself with
the OPNAVINST 1420.1 (series).
U.S. NAVAL ACADEMY (USNA) AND NAVAL ACADEMY

PREPARATORY SCHOOL (NAPS) PROGRAMS
The United States Naval Academy (USNA) provides four years of college education to young
people serving as midshipmen in the United States Navy. This education leads to a B.S. degree and
commission as ensign, U.S. Navy or second lieutenant, U.S. Marine Corps.
Enlisted members who apply to the USNA and are not selected for direct entry are auto-
matically considered for entrance into NAPS. NAPS provides intensive instruction and prepara-
tion for the academic, military and physical training at the USNA. NAPS students are on active
duty enlisted status in the U.S. Navy. Upon successful completion of NAPS, appointments to
USNA are offered and those who accept the appointment report in late June or early July with the
incoming class. To be considered for NAPS, applicants should not have passed their 22nd birth-
day on 1 July of the year that they will enter NAPS.
Candidates for the Naval Academy must be citizens of the United States, be of good moral
character, be unmarried, have no dependents, be not less than 17 years of age and not have reached
their 23d birthday on 1 July of the year in which admitted to the Naval Academy.
All applicants must obtain a nomination from an official source. Applicants should apply to all
categories of nominations for which they qualify. SECNAV may appoint 170 enlisted members of the
regular and Navy Reserve and Marine Corps to the USNA each year. Fleet applicants MUST apply
for a SECNAV nomination. Reservists must be on active duty, or must be members of a Navy Re-
serve drilling unit, be recommended by their CO and have maintained efficiency in drill attendance
with their Reserve unit. Midshipmen USNR of the regular NROTC Program are not eligible for ap-
pointment under this quota. Detailed nomination procedures and sample formats for each nomination
category are provided in the USNA catalog or on the USNA’s Web site at Naval Academy.
Rev. JAN 2011 6-17

MEDICAL SERVICE CORPS IN-SERVICE PROCUREMENT PROGRAM (MSC IPP)
The MSC IPP provides a pathway to an officer commission for career motivated active duty
enlisted personnel and Navy Reserve on active duty, including Full Time Support (FTS) and Active
Reserve serving in any rating in paygrades E5 through E9 at the time of application (paygrade is not
waiverable), who meet the eligibility criteria. Inactive-Duty Ready Reservists, Reservists on Active Du-
ty for Special Work (ADSW), Active Duty Training (ADT), 1- to 3-year recall and CANRECs are not el-
igible for this program. Some of these programs provide opportunities to complete a baccalaureate,
masters, or other professional degree.
Eligibility requirements and application procedures are contained in OPNAVINST 1420.1 (se-
ries).
LIMITED DUTY (LDO) AND CHIEF WARRANT OFFICER (CWO) PROGRAMS
The LDO and CWO programs provide commissioning opportunities to qualified senior enlisted
personnel (and CWOs). CPOs (E7 through E9), E6 personnel who are selection board eligible for E7
and CWO (applying for LTJG) may qualify for these programs. The LDO and CWO Programs are
open to both active duty and SELRES personnel. Qualified personnel may apply for both LDO and
CWO simultaneously. A baccalaureate degree is not required; however, it is encouraged. Leadership
ability, military qualifications and technical expertise remain the key factors leading to selection.
Active-duty personnel apply under the Active Duty LDO/CWO Program to NPC (PERS-803)
via their CO
Inactive duty personnel apply under the Inactive Duty LDO/CWO Program to NPC (PERS-
91B) via their unit CO
LDOs are technically oriented officers who perform duties limited to specific occupational
fields and require strong managerial skills. CWOs are technical specialists who perform du-
ties requiring extensive knowledge and skills of a specific occupational field at a level beyond
what is normally expected of a MCPO.
Interested enlisted personnel should review OPNAVINST 1420.1 (series), for required submis-
sion dates, detailed eligibility requirements, obligations and other pertinent information.
MEDICAL ENLISTED COMMISSIONING PROGRAM (MECP)
The MECP gives active-duty enlisted personnel, including FTS, an opportunity to complete the
requirements for a baccalaureate or masters degree in nursing and earn a commission as a Nurse
Corps officer. The program provides upward mobility for outstanding performers in all ratings. Navy
reservists on active duty for special work or 1-year, 2-year or 3-year recall and canvasser recruiters
are not eligible for this program.
MECP selectees receive full pay and allowances for their enlisted paygrades and are eligible
for advancement while attending college on a full-time basis, including summer sessions. The MECP
candidate must pay tuition, fees, books and other expenses.
Upon graduation, candidates are appointed as Ensign, Nurse Corps, United States Navy.
Candidates incur an active duty obligation of four years, with a total commissioned obligation of eight
years. Time not spent on active duty is spent in the Inactive Reserve.
Rev. JAN 2011 6-18

Candidates are commissioned upon completion for MECP and must successfully complete Of-
ficer Development School. Nurse Corps officers must obtain and maintain a license to practice as a
registered professional nurse from a state, territory, or the District of Columbia, This license is based
on a licensing examination provided by the National Council of State Boards of Nursing and adminis-
tered by one of its member boards of nursing.
Obtaining and maintaining a license is the responsibility of the officer. Officers who fail to be-
come licensed may be appointed in a different competitive category to complete any incurred active
duty obligation or have their active duty obligation waiver. Officers whose active duty obligation was
waived shall either submit a voluntary resignation or be processed for administrative separation
per SECNAVINST 1920.6 (series).
Eligibility criteria and application procedures for the MECP are contained in OPNAVINST
1420.1 (series).
ACTIVE DUTY FLYING CHIEF WARRANT OFFICER PILOT PROGRAM
The Flying Warrant Officer Program solicits applications from E5 thru E7 sailors for the oppor-
tunity to place CWO in the cockpit s as pilots and Naval flight officers. The Flying Chief Warrant Offic-
er Program is a “pilot” program and is still undergoing study to examine if the program met its intent of
creating flying specialists unencumbered by the traditional career paths of the URL community.
For additional information, refer to OPNAVINST 1420.1 (series) and current Fiscal Year NA-
VADMIN.
SEAMAN TO ADMIRAL (STA-21) PROGRAM
STA-21 is a commissioning program that provides an excellent opportunity for highly moti-
vated active duty enlisted personnel in the Navy or Navy Reserve, including FTS, SELRES and Navy
Reservists on active duty. Excluded are those on Active Duty Training (ACDUTRA) to include Annual
Training (AT), I-ACDUTRA to complete requirements for a baccalaureate degree and earn a commis-
sion in the URL, NC, SC, MC, CEC, special duty officer (Intel), special duty officer (IW, formerly Cryp-
tology), SWO IP/IW/ED/OCEANO options, or HR officer. Although the applicant’s history of fleet per-
formance will receive consideration during the selection process, emphasis will also be placed on the
identification of those applicants who possess both the academic and leadership potential necessary
to become outstanding Naval officers.
ELIGIBILITY REQUIREMENTS
To be eligible for appointment, all applicants must meet certain basic requirements. The follow-
ing are some of these requirements:
Be of a good moral character and of unquestioned loyalty to the United States. Have a su-
perb record and be recommended by the CO
Be a U.S. citizen. Not waiverable
Be able to complete degree requirements and be commissioned by age requirements as
specified by specific option programs
Be physically qualified as specified by specific option programs
Rev. JAN 2011 6-19

Have passed a Physical Fitness Assessment (PFA) test taken within the year of application
obtaining a good high or better (no waivers)
Be a high school graduate or possess a General Educational Development (GED)
Have no record of court-martial convictions or civilian felony convictions. Have no record of
DWI or DUI within the three years preceding application due date. Have no record of NJP, or
conviction by civil court for misdemeanors (except minor offenses that impose a fine of $300
or less, exclusive of court charges) during the three years preceding application due date
Not be in other accession programs
Be able to complete requirements for baccalaureate degree in 36 months.
SELECTEES
Selectees will attend an 8-week course of intensive officer preparation and indoctrination at
Officer Training Command (OTC) in Newport, RI. Upon completion of OTC, they will attend an
NROTC-affiliated university for full-time, year-round study for up to 36 months after graduation they
will be appointed as ensigns, U.S. Navy.
For additional information and application procedures, refer to OPNAVINST 1420.1 (series)
and the STA-21 Web site.
SUMMARY
This chapter briefly discussed the Navy’s advancement system, commands’ and individuals’
responsibilities concerning advancement and the distribution of eligibility status listing to commands to
notify them about personnel eligible for advancement. It identified most of the requirements for ad-
vancement, the importance of the CO’s recommendation for advancement, worksheets, Navy-wide
advancement examinations and results of Navy-wide advancement examinations.
In addition, this chapter discussed the following:

TAFMS and explained the difference between regular and early-advancement candidates. It
discussed HYT, ESVRs, RCAs and appointment certificates. This chapter discussed service-
school eligibility requirements, recruit input, waiver of eligibility requirements, action required
on receipt of waiver approval, OBLISERV requirements and defined the types of school quo-
tas
The assignment of personnel to special programs. The special programs discussed are the
Navy Food Management Teams, Physical Security-Law Enforcement Specialist, Brig Unit
Staff Selection and Training, Command Career Counselor Program, U.S. Navy Ceremonial
Guard, Flag Officer Writer and the Personnel Exchange Program
The educational programs available to Navy enlisted personnel, which are the Navy College
Program; Program for Afloat College Education (PACE); Tuition Assistance (TA) Program;
Distance Learning Partnership; Service Member’s Opportunity College-Navy (SOCNAV) Pro-
gram; Academic Skill program, High School Completion Program; United Services Military
Apprenticeship Program; and The Defense Activity for Non-Traditional Education Support
(DANTES).
Rev. JAN 2011 6-20

Various commissioning programs are discussed in this chapter. Some of the eligibility re-
quirements that members must meet before applying for the following programs were identified:
The Naval Academy Program and Naval Academy Preparatory School Program
The Medical Service Corps In-Service Procurement Program
The LDO and CWO Programs
The MECP
The Active Duty Flying Chief Warrant Officer Pilot Program
The Seaman to Admiral (STA-21) Program.
Rev. JAN 2011 6-21

(This section was left blank intentionally).
Rev. JAN 2011 6-22

CHAPTER 7
TRANSFERS AND RECEIPTS

Learning Objectives: Upon completing this chapter, you should be able to do the following:
— Describe the procedures related to Projected Rotation Date (PRD).
— Identify and use some terms associated with them.
—Understand how to process and transfer, Permanent Change of Station (PCS).
INTRODUCTION
As a Junior PS, your primary duties include checking-in and transferring personnel. Depending
on where you are stationed, you might be assigned to process receipts and transfers. Normally, the
concurrent assignment of both of these jobs occurs at Personnel Support Detachments (PSDs) Cus-
tomer Service Desks (CSDs). You need to become knowledgeable in both of these areas because
you, as a PSs, are considered the expert in both areas.
PROJECTED ROTATION DATE (PRD)
A PRD for a member's next tour is established when assignment orders are written. This PRD
is based on a member's paygrade, or projected paygrade (in the case of selects) at the time orders
are written and the community in which member will serve at the new duty station.
Once established, PRDs are not normally affected by advancement or reduction in rate
Once established, a PRD is not normally changed unless there is a change made to the
sea/shore tours for an entire community
Navy Personnel Command (NPC), Career Management Department (PERS-4) is authorized
to adjust a PRD to that of the senior paygrade for members who are advanced in grade dur-
ing their current tour
Decisions to adjust a PRD are based on overall manning within the command, projection of
future assets to fill to the new PRD and most importantly, to enhance the career development
of the incumbent at the new paygrade.
ESTABLISHING PRDs
All PRD determinations are based upon distribution rates/Navy Enlisted Classification, except for
spouse collocation and overseas area(s) that are based on Department of Defense requirements.
PRD never exceeds Estimated Date of Loss to Navy
PRD is determined without regard to Obligated Service (OBLISERV), except for overseas
tours
PRDs are established to reflect an accompanied tour for members with primary family mem-
bers, or the all others tour for those members who elect an unaccompanied tour
PRDs are established as follows:
Rev. JAN 2011 7-1
PS Basic: “Transfers and Receipts”, Chapter 7.
—Continental United States (CONUS)—Month member reports to new duty station.
—Outside continental United States (OCONUS)—Month member departs CONUS.
—Sea Duty (Type 2)—Based on full prescribed sea tour (PST).
RECORDING the PROJECTED ROTATION DATE
When assignment orders are written, the PRD will be reflected in ultimate activity’s Enlisted
Distribution and Verification Report (EDVR). The PRD is recorded using Navy Standard Integrated
System (NSIPS). If the PRD is modified during a member’s tour of duty, this change is updated in
NSIPS and reflected on the EDVR along with the authority and the date the PRD change was autho-
rized.
VERIFICATION and CHANGE of the PROJECTED ROTATION DATE
As a PS, you should verify a newly reported member’s PRD using your command’s EDVR and
the member’s orders that direct the member to your command. While verifying a member’s PRD, you
might find one or more of the following discrepancies:
PRD has not been assigned
PRD appears erroneous.
The individual is entitled to special tour options (e.g., additional OBLISERV, unaccompanied
tours)
If you find one or more discrepancies, you should forward a PRD adjustment request, to the
Assignment Control Authority (ACA), BUPERS (PERS 40) or the Commanding Officer (CO).
For more information on PRDs, refer to MILPERSMAN.
PROCESSING TRANSFERS
As a junior PS, you are responsible for processing various types of orders. Again, this chapter
contains a discussion of PCS orders since PCS orders pertain to the transfer of personnel. In addition
to PCS orders, this chapter covers reporting and detaching endorsements, accounting data, items that
you must explain to the member before his or her transfer and advance pay, Dislocation Allowance
(DLA) and travel on PCS orders.
The importance of verifying the information on the orders when they are received at your
command cannot be overemphasized. You should pay particular attention to the comply with instruc-
tions directions contained on the orders. Never overlook an item or consider it irrelevant or unimpor-
tant. Always explain “comply with instruction items” contained on the transfer directive if they are in a
coded form. Remember that even if items are not in a coded form, some of the information may not
be clear or understood by members. Therefore, you should explain the information that is, or that may
be, unclear to the members.
At your command, after orders are received, promptly notify the member’s division of the
member’s pending transfer. You should have a locally prepared transfer check-off sheet to assist you
when you process transfers.
Rev. JAN 2011 7-2

Remember, although all transfers are similar, they are not the same. Each set of orders calls
for different requirements. For example, you would not follow the same procedures for a member be-
ing transferred overseas that you would follow for a member being transferred within CONUS.
When you are in doubt about a transfer procedure and/or travel entitlement that may have
been changed recently, communicate with the source. Here, the source might be commands such as
BUPERS and DFAS. It is better to obtain the correct, up-to-date information rather than process a
transfer or transfers—especially if you suspect the information may have been changed recently and
you did not obtain the correct information.
TRANSFER ORDERS and ENDORSEMENTS
The following section contains information concerning the different types of PCS transfer or-
ders and endorsements.
Enlisted Permanent Change of Station Transfer Order
The Enlisted Permanent Change of Station Transfer Order (PCSTO) ordinarily is used for PCS
orders issued by the following authorities:
NPC
Navy Reserve Personnel Center (NRPC)
Any other agency granted order-issuing authority by the Chief of Naval Personnel (CHNAV-
PERS) or the Deputy Chief of Naval Personnel (DCNP).
Permanent Change of Station Accounting Data
For PCS (including Temporary Duty (TEMDU) in connection with a PCS), use the accounting
data furnished on the transfer directive. In those cases where accounting data is not furnished, refer
to the Financial Management Guide for Permanent Change of Station Travel (Military Personnel,
Navy), BUPERSINST 7040.6 (series).
If you have difficulty determining the accounting data, ask your supervisor for assistance. If
you and your supervisor are unable to determine the correct accounting data, contact the order-
issuing authority. If you are ashore, use the telephone. If you are on a ship, send a message.
In addition, there may be times when Temporary Duty Under Instruction (TEMDUINS) ac-
counting data is not provided in the transfer directive. In this case, immediately contact the order-
issuing authority. The order-issuing authority will provide this information via an Order Modification
(ORDMOD) shortly after the request for the TEMDUINS accounting data is received. Similarly, when
PCS accounting data is not initially provided in the transfer directive and the order issuing authority is
requested to provide such data, the order issuing authority issues it by ORDMOD.
Reporting and Detaching Endorsements
When traveling under PCS orders, TEMDU (regardless of length) at intermediate stations is
accounted for by the Reporting (Arrival) NSIPS activity gain and the Detaching (Departing) NSIPS ac-
tivity loss. The Reporting Endorsement is used as the final endorsement when a member reports for
duty on PCS orders.
Rev. JAN 2011 7-3

BRIEFING MEMBERS before TRANSFER
Always brief transferring members before they are transferred. The following subjects should
be covered:
That records and accounts should be delivered to the new CO. That member is responsible
for reporting to the new duty station with all records and accounts, as well as his or her per-
sonal effects
That personnel under orders, including authorized delay, are considered to be attached to the
ultimate destination or to the next designated intermediate station. If, in cases of emergency,
the member is unable to contact these activities, he or she should contact the nearest known
Naval activity. If a member is ordered to a ship and the ship to which he or she is ordered is
not in port, the member should report to the nearest Naval activity
That members ordered to a command serviced by the Pay/Personnel Administrative Support
System (PASS) should be told their ultimate duty station and told which Personnel Support
Detachment (PSDs) they should check in to for administrative and/or accounting purposes
That in the case of illness or accident, the member should notify the nearest known Naval ac-
tivity immediately and request instructions
That, if leave is granted, the member is responsible for receiving any communications for-
warded to the leave address on the orders. That, if leave is canceled, the member must re-
turn immediately
That the contents of orders and whereabouts of ships and personnel must not be divulged to
unauthorized persons
That personnel must cooperate with Shore Patrol and Armed Services Police at all times and
conduct themselves in a professional military manner, remembering that misconduct will be
cause for disciplinary action
That current regulations do not authorize transportation of dependents to intermediate loca-
tions at government expense and where temporary duty (TEMDU)/temporary duty under in-
struction (TEMDUINS) has been directed; that personnel occupying government family quar-
ters at their old duty station are authorized to retain such quarters up to 20 weeks until report-
ing to their ultimate duty station
That personnel traveling aboard government-owned or government-operated aircraft may
wear civilian clothes provided they are in good taste and not in conflict with acceptable attire.
This is, of course, provided it is not otherwise directed
That personnel arriving before the “report not earlier than” date specified in the orders when
TEMDU is directed will be given the option of either remaining in a leave status until the re-
quired reporting date or terminating leave status and reporting on the date of arrival. In the
later case, the member must understand that per diem will not commence until the date he or
she is required to commence the TEMDU directed by the orders
That recent series of terrorist hijackings provide clear evidence that DOD personnel are be-
ing singled out as targets for attack. Explain to the member that although the chance of be-
coming a victim of terrorism is remote, personnel traveling to or through a high-threat
area/airport are vulnerable to terrorist attacks and should exercise caution
Rev. JAN 2011 7-4

That personnel transferring to deployed activities may encounter transportation delays in

reaching their duty station. They must be prepared to meet lodging and meal expenses they
will incur during such delays.
Brief the member on additional items listed in the MILPERSMAN.
ADVANCE PAY on PERMANENT CHANGE of STATION
Advance pay is intended to enable a member to have sufficient money to move without having
to contact the PSD’s or disbursing officers en route. Advance pay should prevent the member from
having to submit claims at his/her new duty station until settled in the new residence and reported for
duty.
A member may receive an advance in pay upon PCS, except PCS incident to separation from
the service, or to a trial by court-martial. Advance payments on PCS within the same geographical
area are only authorized when the member is entitled to ship household goods (personal property) at
government expense under the Joint Federal Travel Regulations (JFTR), Volume 1. Generally, such
shipments are prohibited under JFTR, Vol. 1, for PCS in the same geographical area (defined as with-
in the corporate limits) as the member’s prior duty station, home port, or place from which ordered to
active duty. This restriction does not apply to no-cost PCS orders outside the geographical area.
Normally, requests for advance pay are limited to 30 days before departure and 60 days after
reporting to a new permanent duty station. However, under extenuating circumstances, severe hard-
ship, or unusually large expenses when clearly justified, a member may request advance pay up to 90
days before the scheduled date of departure and not to exceed 180 days after reporting to the new
permanent duty station.
A member who requests advance pay in accordance with MILPERSMAN, which discusses
advance pay on PCS, must be advised that the advance may be paid off in one lump sum at anytime
within the authorized repayment period. Advise the member that the total pay due after a move, in-
cluding Dislocation Allowance (DLA), travel allowances, rations, Basic Allowances for Housing (BAH)
and basic pay, may be used to pay off the loan provided it equals or exceeds the advance pay.
The repayment period is scheduled to liquidate the advance pay before the member’s ex-
pected date of separation. In addition, liquidation is scheduled for completion before the start of a
subsequent PCS move.
Members in one of the following statuses must meet the criteria for PCS for the purpose of ad-
vance pay on PCS:
A call to extend active duty of a reservist, a retired member, or a member of the Fleet Re-
serve (FLTRES)
A duly authorized change of home yard or home port
On orders to a duty station upon reenlistment after a break in service.
For more information and guidance on payment of advance BAH, refer to JFTR, Volume 1.
Rev. JAN 2011 7-5

PERMANENT CHANGE of STATION ENTITLEMENT POLICY
Service members who are ordered to make a permanent change of station (PCS) move, are
entitled to personal travel and transportation allowances under JFTR. No command will deny any of
the travel and transportation allowances or entitlements associated with PCS movement of a service
member from one permanent duty station (PDS) to another. PCS and PDS are defined in JFTR, Vol. I.
Issuance of a PCS order does not, in and of itself, carry travel and transportation entitlements. The
orders must be read to determine if there is, in fact, a change of permanent station and not just a
change of activity.
PDSs are “in proximity” to each other when they are both in an area ordinarily serviced by the
same local transportation system and service members could reasonably commute daily from home
to either PDS. An example follows.
A service member receives PCS orders to detach from the Navy Yard, Washington D.C. and to
report to a place located 3 miles outside the Washington, D.C. corporate limits:
a. The service member could commute daily to the new PDS from the same residence occu-
pied while assigned to the old PDS (Washington, D.C).
b. There is no entitlement to movement of HHG, the service member is not entitled to person-
al travel and transportation allowances incident to the transfer. No travel time is provided, BAH is not
stopped.
c. If the service member relocates the household, there would still be no PCS entitlements,
other than personal travel and transportation allowances of the service member, unless the following
apply:
The gaining commanding officer issues a statement that the relocation was necessary as a
direct result of the PCS
Appropriate accounting data is provided by Chief of Naval Personnel (CHNAVPERS) (PERS-
4).
EFFECTIVE DATE of PCS ORDERS
The effective date of Permanent Change of Station (PCS) orders is important for determining
entitlements for transportation of dependents and shipment of Household Goods (HHG).
The basic definition of the effective date of PCS orders is contained in NAVSO P-6034, Joint
Federal Travel Regulations (JFTR) Vol. 1. For orders amended, modified, canceled, or revoked, the
effective date will be determined in the JFTR, Vol. 1.
REIMBERSEMENT RULES for PRIVATELY-OWNED CONVEYANCE (POC) TRAVEL
The general reimbursement rules for POC travel incident to PCS travel are based on the num-
ber of people traveling at the same time. Some rules are as follows:
If service member and dependents travel between PDSs in one POC, the per-mile rate paid
is for one POC based on the number of travelers. If the service member travels separately
from dependents, the service member is paid a per-mile rate
Rev. JAN 2011 7-6

The payment for dependents is a per-mile rate based on the number of dependents traveling
together. No specific authority for more than one POC is needed as the group (the depen-
dents in the case) is using only one POC. Per diem also is paid
Unless authority is granted for payment based on two POCs and the service member and
dependents travel together using more than one POC (or if five or more dependents travel
together using more than one POC), the per-mile rate for one POC and the number of travel-
ers is paid.
Payment may be made for use of more than one POC by the group traveling together only if
permission is received under the JFTR, If permitted; the per-mile rate is paid for each POC based on
the group traveling together:
COs may approve payment for the use of more than one POC by a group traveling together if
there are five or more travelers in the group. In addition, they may approve payment when a
dependent needs special accommodations. Specifics are in the JFTR
If less than five travelers are involved, payment for use of more than one POC is unlikely. A
service member, who believes a valid reason exists for needing more than one POC for less
than five travelers, may submit a request via the service member’s commanding officer to the
(PERS 201) either before or after execution of orders. Details must be provided. Owning a
compact car(s) is not a valid reason
In the situations described in JFTR (dependents travel separately from the service member
due to official reasons), reimbursement for such travel is not made unless supported by a
statement from the service member certifying the circumstance involved.
Additional information concerning translation of a privately owned conveyance (POC) is con-

tained in the PCS allowance section discussed later in the chapter.
HOUSEHOLD GOODS SHIPMENT and STORAGE ENTITLEMENT POLICY
A member is authorized HHG transportation or (non-temporary storage) NTS when the mem-
ber is ordered to perform a PCS move. The GOV’T’s HHG transportation obligation is limited to the
cost of the completed movement of HHG equal in weight to a member’s weight allowance in one lot
between authorized places at the lowest overall cost (except for a personally procured transportation
move) to the GOV’T. For all HHG authorized locations for PCS and TDY refer to the JFTR, Vol.1.
If a member does not transport the authorized HHG weight allowance to a new PDS, a later
shipment may be transported from a former PDS using a combination of authorizations/orders if the
HHG:
Was in the member’s possession before the PCS authorization/order effective date from the
PDS from which the HHG were not transported
Previously transported HHG plus the HHG being transported do not exceed the authorized
PCS HHG weight allowance on the PCS authorization/order effective date from the former
station.
Rev. JAN 2011 7-7

TRAVEL and TRANSPORTATION of CHILDREN of SERVICE MEMBER MARRIED-to-SERVICE

MEMBER
For travel and transportation purposes, children of service member married-to-service member
parents may travel under either, but not both, parents’ PCS orders. The entitlement to travel and
transportation allowance, DLA and station allowances is based on children accompanying a service
member parent and not based on BAH dependency. One parent may draw travel and transportation
allowances on behalf of the children, DLA and station allowance at the with dependent rate while the
other parent draws BAH at the with dependent rate on behalf of the same children.
For additional information concerning PCS entitlement policy, refer to the MILPERSMAN.
CONSECUTIVE OVERSEAS TOURS LEAVE TRAVEL ENTITLEMENT POLICY
Consecutive Overseas Tours (COT) leave travel is described in the JFTR Volume 1. A service
member who received COT leave travel cannot receive any incentive under the Overseas Tour Ex-
tension Incentive program for the same overseas tour.
A service member stationed outside CONUS whose orders meet the following criteria is en-
titled to receive COT travel:
A COT at the same PDS involving two full DOD area tours
Make a PCS from one PDS outside CONUS to another PDS outside CONUS
Make a PCS to/from one PDS outside CONUS from/to a ship expected to operate in an
overseas area for a contemplated period of 1 year or more.
For additional information concerning consecutive overseas tour leave travel entitlement poli-
cy, of the MILPERSMAN 1050 (series) and JFTR, Vol. 1.
CHANGE of HOME PORT
Entitlement to dependent(s) (hereafter referred to as family member(s)) travel and shipment of

HHG to the old homeport/permanent-duty station (PDS) of a vessel, ship-based squadron or staff, or
mobile unit ceases on the day that a member attached to or ordered to the unit is notified of Chief of
Naval Operations (CNO) promulgation of a change of homeport or PDS.
It is important that members are notified promptly, since family member(s) travel and shipment
of HHG made prior to receipt of written notification of CNO promulgation does not deny the member
this entitlement and reimbursement can be claimed to the old homeport or PDS and again to the new
homeport or PDS.
The entitlement homeport/PDS for vessels, ship-based squadrons or staffs and mobile units is
changed within the Total Force Manpower Management System (TFMMS) activity file upon receipt of
the CNO promulgation message. PCS orders written before or after the date of CNO's promulgation
message require additional wording to ensure the member receives proper authorization for transpor-
tation of family member(s) and shipment of HHG.
Rev. JAN 2011 7-8

PERMANENT CHANGE of STATION ALLOWANCES
The information in this section provides a general description of the PCS travel entitlements.
The application of entitlements depends on various factors and circumstances surrounding the PCS
travel and can be difficult to apply if you, the PS, are not totally familiar with the member’s individual
travel situation. Specifically, this section contains a discussion on member and dependent travel and
transportation allowances, transportation and storage of HHG, transportation of unaccompanied bag-
gage, transportation of POC, mobile home allowance, dislocation allowance, temporary lodging ex-
pense and temporary lodging allowance.
MEMBER and DEPENDENT TRAVEL and TRANSPORTATION ALLOWANCES
When a member is required to travel in compliance with orders, the government either fur-
nishes the transportation or reimburses the member at rates established by law and prescribed in the
JFTR. Generally, members may select the mode of transportation— for example, airplane, train, bus,
or POC for travel between the old and new PDS and the method of reimbursement. However, in some
instances a particular mode of travel may be directed for the member (but not for dependents).
For computation of travel time when a directed mode is not used, you should refer to JFTR
Vol. 1. For the types of reimbursement authorized for the member’s travel incident to a PCS, refer to
JFTR, Vol. 1.
TRANSPORTATION and STORAGE of HOUSEHOLD GOODS
Members directed to make a PCS are entitled to transportation of HHG. The amount of weight
the member is entitled to have shipped or stored depends on the member's grade and whether the
member has dependents. However, the amount that may be shipped to a specific location to which a
member is being assigned may be administratively limited by the Navy. Refer to the JFTR Vol. 1 for
specific guidance.
Generally, any portion of the member's authorized HHG weight allowance that the member
elects not to ship may be placed in Non-Temporary Storage (NTS). HHG that are precluded from
shipment by the government to a specific area due to an administrative weight restriction maybe
placed in NTS until the member's next PCS. In connection with a shipment of HHG, a member is also
entitled to temporary storage, unless prohibited under the JFTR. This storage may be authorized at
the point of origin, in transit, at destination, or any combination of these. The purpose is to provide
temporary storage of HHG until a member arranges for a new permanent residence. Refer to the
JFTR, Vol. 1 for specific guidance.
TRANSPORTATION of UNACCOMPANIED BAGGAGE
Unaccompanied baggage is that portion of the HHG weight allowance that is normally shipped
separately from the major items of furniture. The purpose of providing an unaccompanied baggage
shipment is to allow shipment of HHG needed for interim housekeeping immediately or soon after the
member's (or dependents') arrival at destination, pending the arrival of the bulk of the shipment. The
weight of unaccompanied baggage shipped at government expense incident to a PCS may be limited
by the Navy.
Rev. JAN 2011 7-9

TRANSPORTATION of PRIVATELY OWNED VEHICLES
A member ordered to make a PCS to, from, or between OCONUS PDSs, or upon official
change in a ship’s home port or mobile unit’s PDS location, may be authorized to have one POV,
owned or on a long-term lease by the member or dependent(s), transported to the vehicle-processing
center (VPC) serving the member's new PDS or other authorized place. The POC must be for the
member's or dependents’ personal use. There are some limitations, restrictions or prohibitions. Refer
to the JFTR, Vol. 1 for specific guidance.
DISLOCATION ALLOWANCE (DLA)
The purpose of DLA is to reimburse partially a member, with or without a dependent(s), for the
expenses incurred in relocating the member's household on a PCS, housing moves ordered for the
GOV’T’s convenience, or incident to an evacuation. This allowance is in addition to all other allow-
ances authorized in the JFTR and may be paid in advance. Refer to JFTR Vol. 1 for further informa-
tion about DLA.
CONUS TEMPORARY LODGING EXPENSE (TLE)
TLE is payable incident to a move when entering active duty to the first PDS. TLE intended to
pay partially for lodging/meal expenses when a member/dependent(s) occupy temporary quarters in
CONUS due to a PCS. Refer to JFTR when you need to obtain information about TLE pertaining to
PCS.
TEMPORARY LODGING ALLOWANCE (TLA)
TLA is a PCS allowance payable incident to initially reporting to an overseas PDS, detaching
from an overseas PDS, or under certain other circumstances. It is authorized to reimburse partially a
service member for more than normal expenses incident to the use of temporary lodgings outside
CONUS.
TLA cannot be paid at the same time as Overseas Housing Allowance (OHA) or Cost-of-Living
Allowance (COLA) except under conditions specified in JFTR, Vol. 1. TLA is not payable for a mem-
ber or on behalf of a dependent acquired subsequent to the effective date of PCS orders while they
are initially seeking a residence. Refer to the JFTR, Vol. 1, for additional information concerning over-
seas TLA.
PROCESSING of NEW RECEIPTS
Processing new personnel when they report aboard requires attention to a number of details.
To ensure that all receipt procedures are followed, you should use a check-off list containing all the
actions required in checking-in personnel.
In the following paragraphs, various check-in procedures are covered and include pre-check-in
procedures, check-in procedures and verification of electronic service records, travel claims, receipt
endorsements and other administrative procedures that are required in the receipt of new personnel.
CHECK-IN PROCEDURES
An important responsibility you have is the reception extended to a new member on board. All
too often reporting personnel are treated as intruders instead of welcome members by the command's
Rev. JAN 2011 7-10
team. The initial impression that you give of yourself and the command is very important. It is essen-
tial that you receive new personnel in a friendly manner, welcoming them aboard and assisting them
in any way that you can. Remember the customer service skills discussed in Chapter 1 of this ma-
nual.
You are responsible for assisting the new personnel in completing various forms, such as tra-
vel claims. In addition, it is your job to answer any questions that new personnel may have, or to refer
new personnel to the appropriate person who can give them the information needed. Whenever a
new person checks in to your command, remember to put his or her concerns ahead of your con-
cerns. Take your time, complete all the necessary forms and obtain all the needed information from
the member on his or her initial reporting. Doing so ensures that you complete all actions in a timely
manner and prevents unnecessary delays caused by your inattention to details.
Immediately verify the service record with the new personnel when the member is received
aboard. Verifying the service record immediately cannot be overemphasized. Verifying the service
record must be accomplished during the receipt process to ensure that the record is correct and is
completely up to date and also that the information concerning the individual on the EDVR is correct.
When you conduct the record verification upon receipt, you ensure that the service-record da-
ta is correct before the record is filed away. Take the necessary steps to correct any deficiencies in the
record, such as missing transfer evaluations or service record entries. The verification process not on-
ly improves your service to the member, but also may ensure the accuracy of the electronic service
record.
Verification of Electronic Service Records
Regardless of their paygrade, whenever personnel report aboard, one of your responsibilities
is to verify the electronic service record together with the member. This verification is necessary so
that any discrepancies noted can be corrected on the spot or shortly thereafter. You In order to verify
the electronic service record, here are some of the steps that you should take:
Review all the information on your command’s EDVR and ensure that all information perti-
nent to the member is correctly reflected in the EDVR. If you find mistakes, write them down
on a separate sheet of paper so that you may take corrective action later. Review the entire
electronic service record
If you determine that an action is required based on electronic service record verifications,
submit the appropriate NSIPS entry and establish an action tickler. Establishing an action
tickler is necessary to ensure that the required action is completed.
Travel Claims
At the new member's check-in, furnish him or her with the forms necessary to file travel claims,
dependent’s travel claims and DLA, if applicable.
If a dependent’s claim for DLA is filed, the claim must be supported by the previous NAVPERS
1070/602. If the previous Page 2 has been lost or destroyed, the claim(s) should be supported by an
updated copy. Forward completed claims with the original and copies of orders and endorsements to
the disbursing office, so that the claim can be liquidated.
Information and instructions on the completion of travel claims for both member and depen-
dents is found in the U.S. Navy Travel Instructions (NTI), NAVSO P-1459.
Rev. JAN 2011 7-11

Receipt Endorsements
After the member completes his or her travel claim, prepare a receipt, or reporting endorse-
ment, NSIPS activity gain. Instructions for preparing this endorsement are contained in the Navy Pay
and Personnel Procedures Manual (Navy), as appropriate and distribute accordingly.
Travel, proceed time and leave time are charged in that order on the reporting endorsement.
Only that portion of the period between stations that is not authorized as proceed or travel time is
chargeable as leave. However, travel time authorized in the orders but in excess of the time properly
allowable is charged as leave.
If the member reports for duty at the new duty station before the stipulated reporting date, the
member is not charged with leave equal to the full amount authorized in the orders. He or she is
charged with the amount of leave actually used after proceed and/or travel time has been accounted
for.
When only proceed and travel times are involved, leave is not charged. If the member uses a
period of time less than the properly allowable combined total of proceed and travel time, proceed
time is reduced to the time remaining (if any) after the allowable travel time has been deducted.
Other Administrative Procedures
In addition to the procedures already covered in this section, complete the following actions:
Update the page 2, if necessary
Prepare the NSIPS event
Determine whether the member has sufficient obligated service
Update all your local rosters and or computer databases
Determine date of eligibility for next good conduct award and establish a tickler for this pur-
pose
Review page 4 to make sure that the previous command recorded all the member’s schools
and/or courses the member claims he or she completed
Determine advancement eligibility
Verify NECs against the EDVR
Determine whether the member is entitled to TLE and/or TLA.
There may be other actions not covered here that you could take. Therefore, you should es-
tablish a locally prepared check-off sheet, such as the one shown in Figure 7-1 to ensure that no de-
tail is overlooked. Prepare the sheet to satisfy your local command requirements. As changes occur,
modify the sheet. In addition, when you determine that an item is important and should be added, add
it to the sheet and inform others in your office about the change or changes that you made. Ensure
that you reproduce the new copies and destroy the old ones.
Rev. JAN 2011 7-12

Figure 7-1, Sample Receipts Check-Off Sheet.
Rev. JAN 2011 7-13

NAVY SPONSOR PROGRAM
A sponsor is assigned by the receiving activity for all PCS transfers. The command ensures
that the incoming member receives sponsor notification and specific area information at least 30 days
prior to detachment from her or his previous command.
Specific action, such as communication with the member to explain local conditions, assis-
tance in relocating, on-site introduction and welcoming the member and member's family are left to
the ingenuity and initiative of each sponsor and/or CO. Receipt of current information prior to transfer
of a member is essential for proper planning and morale.
Refer to MILPERSMAN and the Navy Sponsor Program, OPNAVINST 1740.3 (series) for
more information about the Navy Sponsor Program.
SUMMARY
This chapter contained a section on the PRD. Within this section, the rules for establishing, re-
cording and verifying and changing of PRD were discussed. This chapter also discussed processing
transfers. This section's discussion includes transfer orders, endorsements and accounting data. In
addition, this section discussed the information that you should use to brief members before their de-
parture, advance pay on PCS and entitlement policy. Topics such as the transfer of members between
two activities located in the same area, effective date of certain PCS orders, change of homeport,
reimbursement rules for POC travel, travel and transportation of children of service member married-
to-service member and the shipment of POC were discussed. This section also discussed HHG
shipment and storage entitlement policy, TEMDU travel entitlement policy and consecutive overseas
tours leave travel entitlement policy.
PCS allowances were discussed herein. The allowances included were member and depen-
dent travel and transportation allowances, transportation and storage of HHG, transportation of unac-
companied baggage, transportation of POC, mobile home allowance, DLA, TLE and TLA.
In addition, this chapter discussed the processing of new receipts. Within this section, pre-
check-in procedures and check-in procedures were covered. Included in the discussion is the verifica-
tion of electronic service records, travel claims, reporting endorsements and other administrative re-
ceipt procedures, as well as divisional assignment. The chapter also discussed the Navy's sponsor
program.
Rev. JAN 2011 7-14

CHAPTER 8
OVERSEAS TRAVEL
Learning objectives: Upon completion of this chapter, you should be able to do the following:
— Discuss the screening procedures to various overseas assignments.
— Discuss the proper procedure for reporting service member’s suitability or unsuitability for overseas
assignments.
— Identify the procedure that must be followed for service members unsuitable for overseas assign-
ment.
— Discuss the process of obtaining Dependent Entry Approval and Command Sponsorship.
— Determine the correct travel entitlement applicable to dependent transportation.
— Discuss the process of obtaining a No-fee passport.
INTRODUCTION
This chapter includes a discussion of overseas Service. In reading this chapter, you learn
about command sponsorship of dependents at overseas-duty stations, Permanent Change of Station
(PCS) of members traveling to overseas locations accompanied by dependents and dependents trav-
eling overseas without the sponsor. In addition, you will learn the following:
The purpose of and restriction on the use of a no-fee passport
The terms associated with passport and visa requirements
The forms used when applying for passports, application procedures and visa requirements
The types of orders
The purpose of the travel certificate separation without orders.
OVERSEAS SERVICE
As a Personnel Specialist (PS), you will be involved in processing overseas transfers at one
time or another during your career. Beforehand, you must realize the importance of properly screen-
ing all personnel who are under orders to an overseas activity. Proper screening of personnel and
their dependents before their actual transfer prevents a subsequent early return because of unsuita-
bility.
A discussion on personnel screening for actual overseas activities is presented. The require-
ment for screening personnel for certain activities that are not considered overseas but do require the
use and completion of the Report of Suitability for Overseas Assignment, NAVPERS 1300/16 is dis-
cussed. Refer to the Suitability Screening for Overseas Assignment, OPNAVINST 1300.14 (series)
and the Navy Passenger Transportation Manual (PTM), OPNAVINST 4650.15 (series).
Rev. JAN 2011 8-1

PS Basic: “Overseas Travel”, Chapter 8.
Overseas service is defined as military duty performed while assigned to a military installation
or activity permanently based outside the 48 contiguous United States. Hawaii is considered an over-
seas area but is exempt from personnel screening requirements with the exception of Barking Sands,
Hawaii.
OVERSEAS SCREENING REQUIREMENT for ALL USNS VESSELS and OTHER UNITS OPERAT-
ING in an OVERSEAS AREA for CONTEMPLATED PERIODS of 1 YEAR or MORE
Members assigned to the following activities require overseas screening:

Any United States Naval Ship (USNS) vessel
An Oceanographic unit
A Commander, Maritime Propositioning Ships Squadron (COMPSRON ONE, TWO and
THREE)
A Commander, Middle East Force (COMIDEASFOR) (staff)
A Commander, Standing Naval Forces Atlantic (COMSTANAVFORLANT) (staff).
While these vessels or units are homeported in the Continental United States (CONUS), their
high-operating tempo limits access to adequate medical and dental facilities. For this reason, person-
nel being assigned to these activities require a complete overseas screening.
SELECTION of PERSONNEL for OVERSEAS SERVICE
While overseas, service members and their dependents represent the United States. The
Commanding Officer (CO) of the transferring command determines the suitability of personnel for
overseas service. The CO decides whether the member or dependents possess any performance,
disciplinary, financial, psychological, medical, or other physical attributes that would prevent them
from conducting themselves as representatives of the United States in a foreign country.
The decision on suitability begins when a detailer at the Navy Personnel Command (NPC)
11-2
(PERS 40) or (PERS 4013) nominates the member for overseas duty and ends with BUPERS Online
(BOL) notification from the CO indicating the suitability of the member and dependents for overseas
duty:
Suitability screening includes the following:

A review of the member’s service record and physical readiness status
A check of the medical and dental fitness of the individual and his or her dependents
A command review to determine suitability.
In recruit training and service-school environments, the training-school command is respon-

sible for scrutinizing the training records of personnel and interviewing personnel to determine their
overall suitability for overseas duty. Other suitability factors are discussed later in this chapter.
A face-to-face interview between the CO of the transferring command, the service member
and his or her dependents, if any, is desirable. If this interview is not possible, the CO must ensure
that the interview is conducted by an experienced and knowledgeable representative. On the CO's
request, a skilled interviewer—such as a Chaplain, Command Career Counselor, Command Master
Rev. JAN 2011 8-2
11-4 11-3
Chief, Navy social worker, or specified family service center staff member—may be included to deter-
mine overseas suitability. In all cases, the CO must sign the Report of Suitability for Overseas Assign-
ment, NAVPERS 1300/16. This authority cannot be delegated except to an officer “Acting” or to Offic-
er in Charge of isolated detachments, see Figure 8-1.
Figure 8-1, Sample Application for Report of Suitability for Overseas Assignments, NAVPERS 1300/16.
Rev. JAN 2011 8-3

Figure 8-1, Sample Application for Report of Suitability for Overseas Assignments, NAVPERS 1300/16 (cont’d).
Rev. JAN 2011 8-4

Figure 8-1, Sample Application for Report of Suitability for Overseas Assignments, Navpers 1300/16 (cont’d).
SUITABILITY DECISION FACTORS
The CO of the transferring command must ensure that the following factors are addressed and
are used as the basis for the overseas suitability decision:
Medical fitness
Rev. JAN 2011 8-5

Human immuno deficiency virus (HIV) screening

Dependent suitability, which includes screening for exceptional family members. (Refer to the
glossary contained in this training manual for a definition of exceptional family members)
Family advocacy
Dental fitness
Physical fitness
Drug-related problems
Alcohol-related problems
Psychiatric disorders
Performance
Disciplinary history
Pregnancy, if applicable
Financial stability
Individual and family characteristics.
Dependents should be screened for overseas assignment even if the member elects an unac-
companied tour of duty. This screening is conducted to ensure that the member does not have the po-
tential for early return from an overseas location because of an existing family problem. In addition, in
most locations, the member may elect an accompanied tour within 90 days of arrival overseas. It is
better to identify the potential problems before the member executes the orders.
OVERSEAS SERVICE SCREENING PROCEDURES
As you know, the CO of the transferring command is responsible for the overseas screening.
However, as the PS, you conduct the actual transfer interview, type endorsements, report suitability or
unsuitability via BOL after receiving the completed NAVPERS 1300/16 and making the appropriate
Naval Standard Integrated Personnel System (NSIPS) Administrative Remarks entry.
Ultimately, the CO is responsible for ensuring that the following actions are accomplished.
However, as a PS, you perform most of these actions yourself. The CO ensures that the following ac-
tions are taken:
Each individual and dependent assigned overseas is screened within 30 days after receipt of
the transfer directive. If a delay is anticipated beyond the 30-day period, an interim report via
BOL must be sent by the transferring command to explain the delay and to state an esti-
mated date of completion. Members cannot be transferred before satisfactorily completing
overseas screening
A command review is conducted according to provisions of MILPERSMAN and the Suitability
Screening for Overseas Assignment, OPNAVINST 1300.14 (series) to determine if the indi-
vidual and dependents, if applicable, meet the eligibility requirements for overseas assign-
ment
Rev. JAN 2011 8-6

During the command review, members and family members are briefed on dependent entry
requirements, traveling and living conditions at the next duty station. Information concerning
command sponsorship is discussed later in this chapter
Suitability/unsuitability determination is based on member/dependent(s) medical and com-
mand reviews and on any other reliable information from individuals, such as the Chaplain,
Family Advocacy Representative, Command Financial Specialist and so forth
The member has sufficient obligated service to complete the appropriate accompanied/unac-
companied Department of Defense (DOD) area tour or that the member incurs sufficient obli-
gated service to complete the DOD area tour. NSIPS administrative remark entries for obli-
gated service are not authorized
The appropriate NSIPS entries are made in the member’s Electronic Service Record (ESR)
The Report of Suitability for Overseas Assignment, NAVPERS 1300/16 is completed when
the member and dependents, if applicable, are considered suitable in all respects for duty
overseas. After the appropriate notification via BOL is made, the report is filed in the mem-
ber’s service record.
In the next section, you learn the procedures with which you must comply if personnel are
found unsuitable for overseas assignment.
PERSONNEL FOUND UNSUITABLE for OVERSEAS ASSIGNMENT
If the transferring command’s CO does not consider an individual and/or his or her dependents
suitable for overseas service, the command should carry out following actions:
Report such action within 30 days of receipt of orders via BOL. Reports should be as com-
plete as possible to permit equitable disposition. In all cases, hold orders in abeyance until
notified by NPC (PERS 451) concerning final determination
Once a member is successfully screened by the detaching command, for any subsequent in-
formation, misconduct, or emergency medical problems that make him or her unsuitable (oc-
curring at the transferring command or at any intermediate activity en route to overseas du-
ty), hold orders in abeyance and notify NPC (PERS 451), as appropriate. The CO must en-
sure that the member and dependents are aware of their responsibility to report any circums-
tances that may change their suitability status after being determined suitable for overseas
assignment.
WAIVERS of SCREENING REQUIREMENTS
Strict adherence to overseas screening requirements cannot be overemphasized. However,

NPC (PERS 4013) can grant waivers on a case-by-case basis, as appropriate. Individual COs can
best judge the qualifications and potential of each member. A CO may decide on completion of a
member’s overseas screening interview that a waiver should be submitted, even though a member is
not technically qualified for overseas assignment. Under these conditions, such requests for waivers
must be submitted via BOL.
A request for a waiver must be completely documented with comments on the member’s per-
formance with particular emphasis placed on potential. NPC (PERS 40) or Personnel Readiness
(PERS 4013), as appropriate, screens the request and makes the final decision concerning overseas
Rev. JAN 2011 8-7

assignment eligibility. A member should not be transferred until written authorization granting waiver is
obtained. File a copy of the waiver request and the subsequent reply in the member’s ESR.
REASSIGNMENT DUE to UNSUITABILITY
If the CO of an overseas activity receives improperly screened personnel or dependents, the

overseas activity should send an Overseas Screening Deficiency Report (OSDR), as shown in MIL-
PERSMAN, by message or letter to NPC (PERS 451). Personnel Readiness (PERS 4013) is included
as an action addressee if non-designated Seamen, Airmen and Firemen are involved.
If reassignment (early return) of the member is desired because of unsuitability, submit an

OSDR for early return. COs should not use this procedure to transfer personnel instead of using dis-
ciplinary or administrative action. Use of the OSDR is restricted to those cases where transfer is the
only possible solution. Each case is decided on its merits by NPC (PERS 451) or Personnel Readi-
ness (PERS 4013), as appropriate.
If the transfer is approved, ensure that an NSIPS ESR entry is made indicating unsuitability for
overseas duty and including the reasons for disqualification. On approval of early return, send an
availability report according to guidelines contained in MILPERSMAN 1306.
To permit proper NPC and/or Personnel Readiness (PERS 4013) disposition of personnel
found unsuitable for continued overseas duty because of medical reasons, inform your area com-
mander, fleet commander and the Bureau of Medicine and Surgery (BUMED).
On approval of NPC and/or Personnel Readiness (PERS 4013) personnel determined to be

unsuitable for continued overseas service will be transferred to duty for which they are eligible.
COMMAND SPONSORSHIP OF DEPENDENTS AT OVERSEAS DUTY STATIONS
Occasionally, you are required to submit dependent entry-approval requests while processing
overseas transfers. The purpose of requesting a dependent entry approval is to ensure that depen-
dents of the transferring member are:
Authorized to reside at the overseas location
Authorized to be command-sponsored
Eligible for government transportation to and from overseas duty stations.
Occasionally, dependent entry-approval requests are disapproved for some reasons. The most
common reason for disapproval is a shortage of government housing at the overseas duty station lo-
cation. This disapproval prevents the member from traveling concurrently with his or her dependents.
In some instances, it takes months to receive approval of the initial entry approval request.
Be aware that not all overseas duty station locations require dependent entry approval. Also,
be aware that not all overseas duty station locations authorize the travel of dependents because of
certain restrictions there. For example, Diego Garcia cannot take dependents, because Diego Garcia
is classified as a dependent-restricted area. In fact, a dependent entry approval cannot be submitted.
Some of the terms you use when dealing with command sponsorship of dependents are de-
fined in this section:
Rev. JAN 2011 8-8

Acquired dependent. Someone who becomes a dependent through marriage, adoption, or

other action during the course of a Navy service member’s current overseas tour of duty. The term
does not include those individuals dependent on the service member or children born of a marriage
that existed before commencement of the current overseas tour.
In service member-married-to-service member situations, a service member separating from

the service at an overseas station becomes an acquired dependent of the service member remaining
on active duty on the day of separation.
Per Joint Federal Travel Regulations (JFTR) Vol. 1 a dependent, returned early for personal
reasons from an overseas area is treated as an acquired dependent on return to the overseas area at
personal expense.
Appropriate military commander. Normally the commander authorized to grant dependent

entry approval for the overseas area. Refer to the Navy Passenger Transportation Manual (PTM),
OPNAVINST 4650.15 (series) which identifies the appropriate military commanders. In areas where
prior approval for dependent entry is not required, the authority directing the service member’s trans-
fer is the appropriate military commander. The appropriate overseas commander, as defined next, is
the appropriate military commander for service members who request dependent entry approval after
reporting to the overseas Permanent Duty Station (PDS).
Appropriate overseas commander. The CO of the service member’s overseas PDS, except
where the area or appropriate military commander has issued supplementary instructions restricting
such authority.
Command-sponsored dependent. Is a dependent meeting the following criteria:

The service member sponsor is authorized to serve the accompanied tour in an area that has
an accompanied tour prescribed
The service member sponsor is granted authorization for dependents to be present in the vi-
cinity of the overseas PDS
The dependent resides with the service member at the overseas PDS.
If a service member’s spouse is command-sponsored, children born of that marriage during

the current overseas tour of duty also are command-sponsored at birth.
Dependent entry approval. A procedure for authorizing dependents to enter overseas PDSs.
In those areas designated as requiring dependent entry approval, such approval allows dependents to
travel to the overseas PDS at government expense and constitutes command sponsorship. Refer to
the Navy Passenger Transportation Manual (PTM), OPNAVINST 4650.15 (series), for the format for
entry approval requests.
Formerly command-sponsored dependent. A dependent that was command-sponsored.

This person continues to reside in the vicinity of the overseas PDS at which command sponsorship
was conferred while the service member who is the sponsor serves a consecutive unaccompanied
overseas tour in another country or is assigned to unusually arduous sea duty in the contiguous 48
United States and the District of Columbia.
Non-command-sponsored dependent. A dependent residing in an overseas area that was

or is not command-sponsored.
Rev. JAN 2011 8-9

For additional information concerning command sponsorship of dependents at overseas duty

stations, refer to article MILPERSMAN 1300, JFTR and the Navy PTM.
PERMANENT CHANGE of STATION of MEMBERS TRAVELING to an OVERSEAS LOCATION

ACCOMPANIED by DEPENDENTS
This section addresses processing orders for personnel transferring overseas. Here, you learn
about the determination of entitlement to dependent transportation, dependent entry approval, the ap-
plication for transportation of dependents and confirmation of dependents travel arrangements.
DETERMINATION OF ENTITLEMENT to DEPENDENT TRANSPORTATION
Before a dependent can be transported to an overseas location at government expense, the

member must be entitled to transportation of dependents to the overseas area, according to the
JFTR. Enlisted personnel who do not have sufficient obligated service to complete an accompanied
overseas tour must sign an agreement to remain on active duty for the prescribed accompanied over-
seas tour.
Dependent travel to a duty station outside CONUS is not authorized if the member’s Expiration
of Active Obligated Service (EAOS) date is less than the prescribed overseas tour with dependents.
Before dependent transportation can be authorized, the member must obtain the obligated service
through actual reenlistment and/or signed extension of enlistment. A NSIPS ESR entry is not accept-
able evidence of reenlistment or reenlistment intentions for transportation purposes.
Navy personnel ordered overseas with the Personnel Exchange Program (PEP) and attaché
duty have been specifically selected for the billet. In these cases, dependent entry approval and de-
termination of EAOS are not required.
If additional obligated service is required, it must be obtained before requesting overseas

transportation for dependents from a Navy Passenger Transportation Office (NAVPTO).
The NAVPTO uses the SATO constantly to obtain commercial airline reservations for members
being transferred. In addition, the SATO is used to obtain train, hotel and car reservations for military
personnel whether those personnel are under official orders or are on leave.
APPLICATION for TRANSPORTATION of DEPENDENTS
The member must complete an Application for Transportation for Dependents, DD Form 884
as shown in Figure 8-2. Information required on this form is self-explanatory. However, as a PS you
should assist the transferring member if he or she requests it. This form must be completed for over-
seas and CONUS travel when the member is under PCS orders.
Rev. JAN 2011 8-10
11-9
Figure 8-2, Sample Application for Transportation for Dependents, DD Form 884.
Rev. JAN 2011 8-11

CONFIRMATION of DEPENDENTS' TRAVEL ARRANGEMENTS
The NAVPTO confirms travel arrangements by issuing a port call when the following docu-
ments have been received:
Passenger Reservation Request (PRR)
Signed original DD Form 884
Copies of the PCS orders
Copy of the overseas area commander's entry approval of dependents, if required.
Submit PRRs according to the instructions provided in the PTM. When PSDs are geographi-
cally separated from the NAVPTO, submit required documents via Transaction Online Processing
System (TOPS). The PRR may state that required supporting documents are complete and are on
file. The names of the dependents will be listed on the port call.
Dependents' travel arrangements must be confirmed before travel may begin. Dependents
should not, under any circumstances, proceed to the Area Port of Embarkation (APOE) for transporta-
tion until all the required documentation has been issued—port call, no-fee passport(s), as required
and transportation documents, such as airline tickets and Government Transportation Requests
(GTRs).
DEPENDENTS TRAVELING OVERSEAS without SPONSOR
At times, dependents must travel to overseas locations without their sponsor. The following pa-
ragraphs explain the procedures that you should follow when dependents are not accompanied by the
sponsor. The necessity for dependents to travel overseas without the sponsor can be attributed to, for
example, a previous denial of entry approval. So too, it is possible that the member decided to defer
his or her dependents travel to a later date for personal reasons.
FORWARDING of DOCUMENTS to the NAVPTO by the MEMBER
The member should submit the following documents to the appropriate NAVPTO to substan-
tiate the future-date travel arrangements of his or her dependents:
A subsequent entry approval authorization (if entry approval has previously been denied), or
the original entry approval authorization
A completed DD Form 884
A copy of the member's orders
Authorization to Apply for a "No-Fee" Passport and/or Request for Visa, DD Form 1056 (Fig-
ure 8-3) when required.
Before he or she transfers overseas, the member should submit these documents, in addition
to any other documents or information required by the appropriate NAVPTO. As the transferring com-
mand's PS, you are responsible for informing the member of all the requirements in conjunction with
travel and transportation arrangements.
The member is responsible for submitting these documents to the NAVPTO and/or to the
transportation office of the PSD. However, as the transferees PS, you may have to submit these doc-
Rev. JAN 2011 8-12
uments yourself for the member before the member transfers. Ensure that the Authorization to Apply
for a "No-Fee" Passport and/or Request for Visa, DD Form 1056, is correctly filled-out and signed.
Remember, that it is always advantageous to communicate with the office arranging the transportation
of dependents concerning any other documents that may be required and/or any new procedures.
Before the member transfers overseas, inform the member about your office's willingness to
assist further his or her dependents in any way possible. Explain to the member that if your unit
should be deployed after he or she departs and his or her dependents need assistance, they should
report to the nearest PSD and/or to the appropriate NAVPTO for assistance.
NOTE: You goal is to make the member's transfer as painless as possible. Do not inconvenience ei-
ther the member or his or her dependents.
TRAVEL CASE FILE
In most cases, the NAVPTO that issues the sponsoring member's port call ensures that a
complete travel case file is developed for all dependents who will travel separately from the member.
The file includes the following documents:
The member's orders
A copy of the dependent entry denial, if appropriate
All documentation required for obtaining passports, when appropriate.
NOTE: The NAVPTO files the entry approval authorization (if previously denied) when received and
makes the appropriate travel arrangement for the member’s dependents.
When required, the no-fee passports for dependents are obtained as soon as possible and are
11-12
held in the dependent’s file. In cases involving transportation from CONUS to overseas, passports are
not given by the NAVPTO to dependents before the entry approval is granted.
Rev. JAN 2011 8-13

Figure 8-3, Authorization to Apply for a “No-Fee” Passport and/or Request for Visa, DD Form 1056.
ADVICE to the SPONSORING MEMBER
The sponsoring member must be advised before detachment that dependent entry approval,
when granted and a PRR should be submitted by his or her overseas supporting PSD to the NAVPTO
retaining the dependents' file. This action is necessary because that NAVPTO arranges for depen-
dents' subsequent travel. In addition, this information should be included as an endorsement on the
Rev. JAN 2011 8-14

member's travel orders. A reliable address and telephone number of the dependents must be retained
in the case file and the member must be made aware of this requirement.
ARRANGING TRANSPORTATION
On receipt of dependent entry approval and a PRR from the sponsor's overseas supporting
PSD, the NAVPTO holding the dependents' travel case file arranges transportation, issues a port call
and provides no-fee passports to dependents. Names of the dependents are listed on the port call. If
dependents have moved to a designated place, the port call, passports and transportation documents
are mailed to that location. Transportation documents and passports are not provided separately by
the NAVPTO unless absolutely necessary.
DENIED ENTRY APPROVAL in CONNECTION with an ACCOMPANIED TOUR of DUTY
As previously mentioned, at times, entry approval for a dependent-accompanied area tour is

denied. When entry approval is denied for a period of 20 weeks or more in conjunction with an ac-
companied tour of duty, on the member's request, transportation for dependents may be arranged to a
designated place within CONUS without jeopardizing further entitlement to transportation to the mem-
ber's overseas duty station. For additional information, refer to the JFTR.
MEMBER OBTAINS ENTITLEMENT FOR DEPENDENT OVERSEAS TRAVEL

SUBSEQUENT TO TRAVEL
If a member obtains an entitlement to travel for dependents to the overseas location after re-
porting to the overseas duty station, the overseas supporting PSD should forward all required docu-
mentation to the NAVPTO nearest the location of the dependents. Documents include the following:
The PRR
DD Form 884
Copies of the PCS orders
Dependent entry approval
DD Form 1056, if required and other pertinent documents.
PURPOSE AND RESTRICTION ON USE OF A NO-FEE PASSPORT
In this section, you will learn the purpose for and the restriction on the use of a no-fee pass-
port.
PURPOSE of a NO-FEE PASSPORT
A no-fee passport identifies the bearer as an official traveler. All personnel traveling overseas
on official business to a country requiring such a passport and all command-sponsored dependents
must obtain a separate no-fee passport.
RESTRICTIONS on USE of a NO-FEE PASSPORT
The bearer of a no-fee passport may not use the passport when leaving the United States for
personal travel. However, a person traveling abroad on official business for the U.S. Government may
Rev. JAN 2011 8-15
use the no-fee passport for personal travel while abroad provided the foreign government(s) do not
object. If there is an objection to the use of a no-fee passport for unofficial travel, a regular-fee (tour-
ist) passport must be obtained at personal expense. A person may simultaneously possess both a va-
lid fee passport and a valid no-fee passport.
PASSPORTS
The following section discusses terms used or associated with passports and visas. This sec-
tion also identifies several forms used when applying for passports and discusses when and where to
apply for passports.
TERMS ASSOCIATED with PASSPORTS and VISAS
The following are terms used or associated with passports and visas.
Fee passport. A fee passport is a passport issued to U.S. citizens traveling abroad for per-
sonal or unofficial reasons. Also known as a tourist passport, the fee passport is issued to personnel
traveling in a leave status or tourist status and for dependents who wish to reside abroad at their own
expense.
These passports are issued on a full-fee basis. All required fees, including the cost of photo-
graphs and birth documents, must be provided at the traveler's personal expense. In certain specific
cases, the regular fee passport is obtained for Navy-sponsored travelers to enhance travel security.
No-fee passport. The regular passport is issued on a no-fee basis for official travel of depen-
dents of military personnel who will serve an accompanied tour of duty overseas. The passport is valid
only for use in conjunction with the bearer's residence abroad as a dependent of a military member on
active duty outside the continental limits of the United States. The regular no-fee passport is issued
also to civilian employees traveling under non-appropriated fund orders and to personal service con-
tract employees who are proceeding abroad under official orders and are receiving their pay directly
from the Department of the Navy (DON).
Official passport (no-fee). The official passport (no-fee) is issued to active-duty personnel
and DOD civilian employees proceeding abroad on official duty under orders to a country requiring
documentation. It is issued also to the dependents of such personnel when deemed necessary by the
Office of Passport Services, Department of State and depends on the sponsor's assignment and/or
country of assignment.
Diplomatic passport (no-fee). The diplomatic passport (no-fee) is issued to a Foreign Ser-
vice officer, a person in the diplomatic service, or to a person having a diplomatic status either be-
cause of the nature of the foreign mission or because of the office held. Where appropriate, depen-
dents of such persons may be issued diplomatic passports.
Visa. A visa is permission granted by the government of a country to an alien to enter that
country and to remain for a specified period. A visa is usually in the form of an imprinted stamp affixed
to one of the pages of a passport.
Navy passport agent. A Navy passport agent is a civilian employee of the U.S. Navy or a
U.S. Navy member who has been designated by the Office of Passport Services, Department of
State, to accept and process passport applications for U.S. Navy-sponsored personnel traveling in an
official status.
Rev. JAN 2011 8-16

FORMS USED in APPLYING for PASSPORTS
There are several forms used when applying for passports. In this section, you learn what
forms are used when personnel apply for passports.
Authorization to Apply for a "No-Fee" Passport and/or Request for Visa, DD FORM 1056
An Authorization to Apply for a "No-Fee" Passport and/or Request for Visa, DD Form 1056
Figure 8-3) is prepared by both the member and/or the personnel office assisting the member con-
cerned. This form is submitted to the Department of State along with the Application for Passport Reg-
istration, DSP-11 (Figure 8-4), or Application for Passport by Mail, DSP-82 (Figure 8-5), as soon as
possible after the receipt of orders necessitating travel.
Department of State Passport Applications
Personnel receiving an Authorization to Apply for a "No-Fee" Passport and/or Request for Vi-
sa, DD Form 1056, must complete an Application for Passport Registration, DSP-11 or Application for
Passport by Mail, DSP-82. These forms may be obtained from a Navy passport agent, a clerk of any
federal, state, or probate court or a designated postal employee at a post office selected to accept
passport applications.
APPLICATION FOR PASSPORT REGISTRATION, DSP-11.—This application is used by per-

sons applying for a no-fee passport for the first time. DSP-11 must be personally presented to and
executed before a passport agent.
APPLICATION FOR PASSPORT BY MAIL, DSP-82.—This application may be used if the ap-
plicant has been issued a passport within the past 10 years and was at least 16 years old when the
passport was issued. The application must be submitted through a Navy passport agent along with a
properly prepared DD Form 1056. The passport agent processes the forms in the same manner as for
the DSP-11.
PASSPORT APPLICATION PROCEDURES
The following paragraphs discuss when and where personnel should apply for a passport. In
addition, the procedures are covered for personnel applying for passports in and outside the United
States.
When to Apply for a Passport
Applicants should apply for a passport as soon as the Authorization to Apply for a "No-Fee"
Passport and/or Request for Visa, DD Form 1056, has been issued. A passport must be obtained for
each member of the family proceeding to a foreign country having this requirement. Generally, pass-
ports are required by dependents and civilian personnel proceeding overseas to places other than
Alaska, Hawaii and American territorial possessions.
11-16
Rev. JAN 2011 8-17

Figure 8-4, Application for U.S. Passport.
Rev. JAN 2011 8-18

.
Figure 8-4, Application for U.S. Passport (cont’d).
Rev. JAN 2011 8-19

Figure 8-5, Application for U.S. Passport by mail.
Rev. JAN 2011 8-20

Figure 8-5, Application for U.S. Passport by mail (cont’d).
Rev. JAN 2011 8-21

Where to Apply for a Passport in the Case of Persons in the United States
Applications for passports within the United States should be executed before a Navy passport
agent located at PSDs and NAVPTOs. Navy-sponsored travelers should be encouraged to use a
Navy passport agent to prevent delays. If circumstances do not allow the use of a Navy passport
agent, a clerk of any Federal court, a judge or clerk of any probate court, a clerk of any state court of
record, a postal employee designated by the Postmaster General at a post office selected to accept
passport applications, a Department of State Passport Agency may be used.
All applications must be forwarded directly to the Office of Passport Services, Department of
State, except where expeditious processing is necessary or as otherwise authorized by the Depart-
ment of State.
Where to Apply for a Passport in the Case of Persons Outside the United States
11-17 A U.S. diplomatic or consular officer abroad may accept applications for U.S. passports and
the individual must apply in person. If in an isolated area, or in cases where the location of a deployed
unit would preclude the person from applying in person, the commanding officer may execute the
DSP-11 as "acceptance agent." If the member intends to return to the United States before reporting
to the new overseas duty station and has sufficient time authorized, the member may apply in person
immediately on arrival in the United States at a location as specified in the preceding paragraph.
Passport applications executed in Guam may be forwarded to the passport agency in Honolu-
lu, Hawaii, for processing of no-fee regular passports.
VISA INFORMATION
Before personnel can travel in some countries, a visa is required. In this section, visa require-
ments are discussed. In addition, information is presented on obtaining a visa.
VISA REQUIREMENTS
Visa requirements of foreign governments are subject to change. Visa requirements must be
checked with consular officials of the countries to be visited well in advance of the traveler's departure
date. NPC (PERS 314) determines visa requirements, based on items 11 (Destination) and 15 (Pro-
posed Length of Stay) of DD Form 1056 (Figure 8-3). The name(s) of the countries where the official
travel will be performed and the length of intent stay are entered in these items.
Some countries have standard visa requirements and military passport agents are urged to
use the visa application forms that have been provided to them by the NAVPTO. Personnel who are
scheduled for foreign travel should apply for a new passport 6 months before expiration of the pre-
sently held passport. Before granting a visa, the majority of foreign embassies require that a passport
be valid for periods in excess of 6 months.
OBTAINING A VISA
To obtain a visa when a traveler has a valid passport, the NAVPTO forwards the passport con-
taining the bearer's signature and the properly completed DD Form 1056 to NPC (PERS 314). Use
Item 17 (Additional Information) of the DD Form 1056 to indicate the type and number of the passport
and the action being requested. Applicable visa application form(s) and photograph(s) should accom-
Rev. JAN 2011 8-22

pany the passport and DD Form 1056. Authority to obtain visas from local foreign consulates may be
granted by NPC (PERS 314) on an exception basis.
For additional information concerning passport and visa requirements, refer to the PTM.
SUMMARY
This chapter discusses overseas service. The importance of ensuring that personnel are prop-
erly screened for overseas assignments to prevent an early return from the overseas area is empha-
sized. The overseas service section discusses the requirement for completing overseas screening re-
quirements for certain locations not considered overseas. In addition, discussed is the requirement for
completing overseas screening for personnel assigned to USNS vessels and other units operating in
overseas areas for periods of 1 year or more.
The selection of personnel for overseas service is discussed. The identification of suitability
decision factors is explained. In addition, overseas screening procedures, what action needs to be
taken when personnel are not considered suitable for overseas assignment and the possible waiver of
overseas screening requirements are addressed. Actions to take if a member must be reassigned due
to unsuitability are identified and screening reports are discussed.
This chapter includes a discussion on command sponsorship of dependents at overseas duty-

station locations.
This chapter discusses permanent change of station of members traveling to an overseas lo-
cation accompanied by dependents, the determination of entitlement to dependent transportation and
dependent-entry approval. The purpose of the Application for Transportation for Dependents, DD
Form 884 and action taken upon confirmation of dependents travel arrangements, is discussed.
The purpose for and restriction on the use of a no-fee passport is covered, to include the
forms used in applying for passports, such as the Authorization to Apply for a “No-Fee” Passport
and/or Request for Visa, DD Form 1056, Application for Passport Registration, DSP-11 and Applica-
tion for Passport by Mail, DSP-82. Application procedures for applying for passports in the case of
personnel who are inside the United States and outside the United States are discussed.
Rev. JAN 2011 8-23

Rev. JAN 2011 8-24

CHAPTER 9
RETENTION AND SEPARATIONS

LEARNING OBJECTIVE: Upon completion of this chapter, you should be able to do the following:
— Identify Reenlistment Incentives.
— Compare and contrast reenlistments and extension of service.
— State the types of separation and character of service.
— Compute the total time served for a separation with lost time.
INTRODUCTION
This chapter discusses Retention and Separations. Retention includes reenlistment incentives
and continuation of service either by reenlistment or by extension of enlistment. The section on sepa-
rations includes a discussion of the types of separation, the character of separation and the impor-
tance of properly processing DD 214 and of safeguarding the DD 214.
MILITARY SERVICE OBLIGATION
Effective 1 June 1984, all members who enlist and/or who have subsequently enlisted in the
Navy acquire a total military obligation of 8 years under the provisions of Title 10 U.S.C. section 651,
as amended by the Fiscal Year 1984 Department of Defense (DOD) Authorization Act. This service
may be performed in the Regular Navy or as a combination of Regular Navy and Navy Reserve ser-
vice. For specific information on the various means of fulfilling the 8-year obligation, you should refer
to MILPERSMAN 1133 (series).
FULL-TIME SUPPORT PROGRAM
The purpose of the Full-Time Support (FTS) Program is to manage, train and administer the
Navy Reserve according to the policies prescribed by the Chief of Naval Operations (CNO).
Enlisted FTS personnel serve in demanding billets at sea and ashore. Personnel provide the
functional support necessary to prepare Navy Reservists to conduct prompt and sustained operations
in support of U.S. national interest. Enlisted FTS personnel may be assigned to the following types of
duty:
Operational units, such as Navy Reserve Force ships and Naval Squadrons
Small shore activities, such as Navy Operational Support Center (NOSCs)
Major shore staffs/commands, such as Navy Personnel Command (NPC) Commander Navy
Reserve Force (COMNAVRESFOR) and Naval Hospitals.
Career Opportunities exist in the Enlisted FTS program for enlisted personnel in many ratings,
including the Yeoman (YN) and Personnel Specialist (PS) ratings. Recall/conversion to the FTS pro-
gram is normally restricted to paygrade E-5 and below. However, there are limited opportunities for
accession at the E-6/E-7 level to meet specific rate/rating requirements.
Rev. JAN 2011 9-1

PS Basic: “Retention and Separations”, Chapter 9.
For additional information concerning the Reserve Program, refer to the Bureau of Naval Per-
sonnel Career Counselor Handbook, NAVPERS 15878 and MILPERSMAN.
RETENTION
REENLISTMENT INCENTIVE PROGRAMS
There are many incentive programs for enlisted personnel. This section contains a brief dis-
cussion of some of them. You should become familiar with these programs so that you can make indi-
viduals aware of the programs. In particular, this section contains a discussion on the Selective Con-
version and Reenlistment (SCORE) Program, the Recruiting Selective Conversion and Reenlistment
(RESCORE) Program, the Selective Training and Reenlistment (STAR) Program and the Guaranteed
Assignment Retention Detailing (GUARD 2000) Program.
SELECTIVE CONVERSION and REENLISTMENT (SCORE) PROGRAM
The SCORE program offers special career incentives to enlisted members who reenlist for
conversion to ratings that are undermanned [in Career Reenlistment Objectives (CREO 1)] as listed in
the most current CREO NAVADMIN and is, therefore, reserved for personnel who exhibit sustained
superior performance.
A SCORE reenlistment is defined as the reenlistment of a member currently on active duty.

For personnel reenlisting after a 24-hour break in service, it is referred to as RESCORE Program,
which is discussed later in this chapter.
The career incentives offered by SCORE are as follows:

Assignment to class "A" school, with rating conversion on satisfactory completion of that
school. Navy Personnel Command (PERS 4811) may waive the class "A" school requirement
if prior training or experience meets or exceeds class "A" school skill level
Assignment to an appropriate class "C" school, class "C" school package, or Advanced First
Term Avionics (AFTA) training for the Aviation Electronics Technician (AT) rating
Possible advancement to Petty Officer Third Class or Petty Officer Second Class
Entitlement to Selective Reenlistment Bonus (SRB) if otherwise eligible per the Enlisted Bo-
nus and Special Duty Assignment Pay Programs, OPNAVINST 1160.6(series).
For additional information and specific eligibility requirements for reenlistment under the
SCORE program, refer to MILPERSMAN 1160 (series).
SELECTIVE TRAINING and REENLISTMENT (STAR) PROGRAM
The STAR program offers career designation to first term enlisted members who enlist or reen-
list and thereby become eligible for the following career incentives:
Guaranteed assignment to an appropriate class "A" or "C" school, but not to both
Possible advancement from Petty Officer Third Class to Petty Officer Second Class on com-
pletion of a class "C" school or class "C" school package which is listed in the Career
Schools Listing (CSL), MILPERSMAN and the latest NAVADMIN in effect on the date of reen-
listment, if otherwise eligible
Rev. JAN 2011 9-2
Guaranteed advancement to Petty Officer Third Class on completion of Phase I of an Ad-

vanced Electronics Field (AEF) class "A" school under automatic advancement procedures
for the AEF Program
SRB, if otherwise eligible.
For additional information and eligibility requirements, refer to MILPERSMAN.
GUARANTEED ASSIGNMENT RETENTION DETAILING (GUARD 2000) PROGRAM
The GUARD 2000 program offers two guaranteed assignments within a 20-year career time-
frame for active duty FTS and USNR personnel in return for a 4, 5, or 6 year reenlistment.
The first guaranteed assignment must be used during a member's first reenlistment. For
GUARD purposes only, first reenlistment is defined as a member's first immediate reenlistment; that
is, there has been no lapse in active service. Any broken service, whether Navy or in any other com-
ponent of the armed services, is not considered as a first reenlistment under this program.
Members, who are in their second or subsequent term, are entitled to one additional guaran-
teed assignment under this program.
The GUARD 2000 assignment is the result of negotiations between the member and his/her
detailer for a mutually agreeable assignment. All assignments must be to a valid billet.
For additional information and eligibility requirements, refer to MILPERSMAN 1306 (series).
SELECTIVE REENLISTMENT BONUS PROGRAM
Selective Reenlistment Bonus (SRB) is the Navy's primary monetary force shaping tool to
achieve enlisted retention requirements in ratings, Navy Enlisted Classifications (NECs) and skills.
The SRB program is used to increase the number of reenlistments in ratings and NEC’s having insuf-
ficient retention. Reviews are conducted every 3 to 6 months to determine which ratings or NEC’s will
be authorized an SRB. Award levels are reduced or eliminated as manning and/or retention improves
in a rating or NEC. Changes to the list of SRB eligible ratings or NECs and respective award levels
are announced by a NAVADMIN message that is normally released 30 days before the effective date
of decreases or terminations.
GENERAL ELIGIBILITY CRITERIA
OPNAVINST 1160.8 (series) provides more information on specific eligibility criteria for mem-
bers with broken service, zone eligibility criteria and specific policies and provides sample page 13,
Record of Administrative Remarks, NAVPERS 1070/613, entries. The instruction also provide a sam-
ple work sheet by which to determine the SRB amount, message preparation instructions, sample of
SRB request message and other information pertinent to reenlistment bonuses.
PRE CERTIFICATION PROCEDURES
The pre-certification (PRECERT) process was established to reduce the number of incorrect
SRB payments and resultant recoupment actions. The preferred method of requesting approval for an
SRB reenlistment is through the Officer Personnel Information System (OPINS)/Force Management
System (FORMAN).
Rev. JAN 2011 9-3

The preferred method for making changes to requests is OPINS/FORMAN if the request has
not been approved yet. A cancellation request must be submitted to NPC (PERS- 4811) directly for all
requests that already are approved. Changes to approved requests via e-mail, phone call, or mes-
sage will be accepted.
REENLISTMENTS
Continuous service is defined as service in the Regular Navy or Navy Reserve that is con-
tinued by reenlistment or extension of service.
REENLISTMENT TYPES
Reenlistment within 3 months following discharge or release from active duty. A member
who is reenlisted on the same day of the month 3 calendar months from date of discharge or release
from active duty is reenlisted ―within 3 months.‖ For example, a member discharged or released from
active duty on 7 December may be reenlisted on any day up to and including 7 March and retain con-
tinuous service.
Reenlistment within 6 months following discharge or release from active duty provided the
member is classified RE-R1 and holds a rating listed as in Career Reenlistment Objective (CREO) 1
or 2 groups. A member who is reenlisted on the same day of the month 6 calendar months from date
of discharge or release from active duty is reenlisted ―within 6 months.‖
Early Reenlistments. Requests for early reenlistment (outside the 1 year window) must be
forwarded to NPC (PERS-811) for consideration. An example of an early reenlistment request would
be to accommodate a reenlistment ceremony by a dignitary to administer the oath of enlistment.
Term of Reenlistment. The term of reenlistment is defined as follows:
a. Members on active duty reenlisting in the Regular Navy or reenlisting in the Navy Reserve
may reenlist on board for a term of 2, 3, 4, 5, or 6 years. The term of the enlistment contract must
equal or exceed the period of service for which members already obligated. In all cases, members
reenlisting 3 months or less prior to the normal expiration of enlistment, or enlistment as extended, will
be considered as having completed their initial contract. Members on active duty are precluded from
serving beyond their High Year Tenure (HYT) date, as outlined in MILPERSMAN or other manage-
ment control directives and will be authorized to reenlist for terms as reflected in the appropriate direc-
tive. The term of reenlistment will depend on the member’s length of service and the member’s HYT
(e.g., 8 years for E-4 U.S. Navy personnel). FTS personnel must have a 24-month minimum Reserve
Active Duty Obligation (RADO) for reenlistment. RADO of less than 24 months must meet conditional
extension criteria in MILPERSMAN.
b. The term of enlistment/reenlistment in the Navy Reserve for personnel on inactive duty
shall be for 2, 3, 4, 5, or 6 years. Members initially enlisted Regular Navy who are completing their
statutory Military Service Obligation (MSO) in a Navy Reserve capacity may enlist in the Navy Re-
serve for a term of 2, 3, 4, 5, or 6 years, provided such enlistment is effected under continuous ser-
vice conditions. For policy and eligibility requirements refer to MILPERSMAN.
EXTENSION OF ENLISTMENT
Agreement to Extend Enlistment is an agreement between the U.S. Government and the
enlisted member to extend the current enlistment in the Navy or Navy Reserve NAVPERS 1070/621
Rev. JAN 2011 9-4

(Rev. 01-00). NAVPERS 1070/621 is a one-page paper form process in Navy Standard Integrated
Personnel System (NSIPS) (See Figure 9-1).
Agreement to Extend Active Duty refers to the official form of agreement, NAVPERS
1070/622 (Rev. 1-00). For USNR members, NAVPERS 1070/622 is used to extend the Reserve Ac-
tive Duty Obligation (RADO) and NAVPERS 1070/621 to extend the Enlisted Reserve Enlistment
(EREN), if required (See Figure 9-2).
Figure 9-1, Copy of NAVPERS 1070/621.
Rev. JAN 2011 9-5

Figure 9-2, Copy of NAVPERS 1070/622.
Execution of the Agreement to Extend Enlistment‖ or ―execution of extension‖ refers to

the signature of an agreement by the member concerned.
Extension becomes operative or ―operative date‖ refers to the date the extension begins to
run, that is, the date of expiration of enlistment, or as extended, or as adjusted for the purpose of
making up time not served. Extension agreements may not be canceled after the operative date.
Conditional extensions are executed as prescribed below and are for periods of 24 months
or less. A maximum of two extensions per contract is authorized effective 1 October 2009.
Sailors in a SRB Rating/NEC who are not within an SRB qualifying reenlistment zone/window
requirement and must obtain obligated service for program/orders, an additional extension may be
executed with PERS-81 approval.
Rev. JAN 2011 9-6
For policy and eligibility requirements refer to MILPERSMAN.
SEPARATION of ENLISTED PERSONNEL
Some aspects of separation can be complicated. Some areas that you, as the PS, need to be
aware of and will help you when you counsel and process personnel who are separating.
Ensuring that all requirements are complied with before a member transfers for separation
cannot be overemphasized. Often, separation activities receive personnel whose records have not
been verified or purged and appropriate service entries have not been made. Sometimes, the mem-
bers have not been properly interviewed before they are transferred for separation. As a responsible
PS, you do as much as you can to help the separation activity expedite the member’s separation.
Remember, always refer to the appropriate manuals and/or instructions to make sure that no minor
details are overlooked.
VERIFICATION of ELECTRONIC SERVICE RECORD
With the individual being separated, review the electronic enlisted service record for com-
pleteness and accuracy of all service record entries using NSIPS and Web Enabled Record Review
(WERR). In the case of personnel being transferred for separation, this function is the responsibility of
the last duty station and not of the activity to which the member is transferred for separation. Pay par-
ticular attention to the required reenlistment recommendation entry and to other entries that you
should make on the NSIPS Administrative Remarks.
SEPARATION PROCESSING
As the PS processing separations/retirements you are responsible for understanding the types
of separations and their corresponding character of service. Additionally you process the DD 214 and
all associated documents, i.e. Separation Travel Orders (NAVPERS 1900/2) and Enlisted/Officer
Strength Loss.
TYPES OF SEPARATIONS
Separation: A general term that includes discharge, release from active duty, release from
custody and control of the Naval Service, transfer to the Individual Ready Reserve (IRR) and similar
changes in active or Reserve status.
RELEASE FROM ACTIVE DUTY—Termination of active duty status and transfer or rever-
sion to a Reserve component not on active duty, including transfer to the IRR.
DISCHARGE—Complete severance from all military status gained by the member’s en-
listment or inductions.
TEMPORARY DISABILITY RETIRED LIST (TDRL)—A member may be permanently retired or

placed on the Temporary Disability Retired List, dependent upon a determination that the disability
which necessitates retirement is, or may be, of a permanent nature.
TRANSFERRED TO FLEET RESERVE—Enlisted members who have completed a minimum

of 20 years active service but less than 30 years of active/inactive service may, at their request, be
transferred to the Fleet Reserve, which will put them in an inactive status to meet the requirements for
retirement. .
Rev. JAN 2011 9-7
RETIRED—Enlisted members who have completed 30 years of active/inactive service may be

placed on the retired status list. This status may only be changed by resignation or discharge ap-
proved by Secretary of the Navy (SECNAV).
For complete list of types of separations refer to BUPERSINST 1900.8 (series).
CHARACTERIZATION of SERVICE
Characterization of service upon separation shall be based on the quality of the member’s
service, including the reason for separation, subject to the limitations set forth under the specific rea-
son for separation. The quality of service shall be determined according to standards of acceptable
personal conduct and performance of duty.
HONORABLE
GENERAL (UNDER HONORABLE CONDITIONS)
UNDER OTHER THAN HONORABLE CONDITIONS
BAD CONDUCT
DISHONORABLE
UNCHARACTERIZED (Void or Entry Level Separation)
CERTIFICATE OF RELEASE OR DISCHARGE FROM ACTIVE DUTY (DD 214)
The DD 214 is designed to provide a short-form original which excludes ―Special Additional In-
formation‖ and a long-form copy with additional information selectively included based on the reci-
pient’s needs. The intent of DD 214 is a brief, clear-cut record of a period or term of active military
service that provides:
Military services with a readily available source of information used to determine eligibility for
enlistment or reenlistment
Service members with a brief record of active service
Appropriate governmental agencies with an authoritative source of information which they re-
quire in the administration of Federal and State laws.
DD 214 provides military services with information necessary for administrative processing
and enlistment/reenlistment determination, as well as data required by separates for personal use.
Criteria for Issuance of DD 214.
Eligible Personnel. DD 214 is prepared or issued for the following:

All Active duty personnel, Active Duty for Training (ADT) full-time training duty and Active Du-
ty for Special Work (ADSW), when period of service was 90 days or more
Full or Partial Mobilization.
DD 214 also will be issued for certain periods terminated by a change of status not concurrent
with separation from active service and release from a status that is legally determined to be void.
Rev. JAN 2011 9-8

Ineligible Personnel. DD 214 will not be prepared or issued in the case of personnel with the
following conditions:
discharged for immediate enlistment or reenlistment
found physically disqualified upon reporting for active duty and do not perform active duty
under orders
die while on active duty
released from ADT of less than 90 days unless separated for physical disability or from a pe-
riod of special ADT under a call for mobilization
receive a temporary officer appointment in the Naval service, or when temporary officer sta-
tus is terminated and reverted to enlisted status to complete an enlistment contract
midshipmen, USN, (Naval Academy), accepting a permanent commission in Navy or Navy
Reserve
midshipmen, USNR
removed from the Temporary Disability Retired List (TDRL)
enlisted personnel transferred to the Fleet Reserve and concurrently retained on active duty
discharged from Fleet Reserve inactive status
officer personnel retired and concurrently retained on active duty.
Control of DD 214. DD 214 is a document containing sensitive information and is vulnerable

to fraudulent use. DOD has directed the following procedures to prevent unauthorized use of the
forms:
Command Responsibilities.
Each command will establish internal accountability procedures for use and destruction of
forms. The Commanding Officer/Officer in Charge (CO/OIC) will appoint, in writing, an indi-
vidual of grade E-7, GS-7, or above to requisition, control and issue the DD 214; DD 214WS,
Worksheet for Certificate of Release or Discharge from Active Duty; and when appropriate,
DD 215, Correction to DD 214, Certificate of Release of Discharge from Active Duty. CO/OIC
of designated separation activities listed in MILPERSMAN may authorize an E-5, GS-5, or
above to serve in this capacity, if so designated in writing. Letter of appointment shall be
maintained in the command files
When a command is supported by a PSD, responsibility for issuance of the DD 214 lies with
the PSD.
Security of Forms. DD 214, DD 214WS and DD 215 will be secured during non-working
hours. At all other times, the forms will be handled with appropriate care to ensure that they are not
available for unauthorized use.
Rev. JAN 2011 9-9

Procedures for Security of Electronic Forms.

CO’s must ensure that appropriate security measures are in place to safeguard unauthorized
use of the electronic DD 214/215 by placing the form on a separate directory, using Local
Area Network (LAN) security and restricting access only to qualified personnel creating the
actual form
Assign a serial number in block 18 of the DD 214 (Block 5 of the DD 215) and maintain these
serial numbers in either an electronic or a paper log. The serial number consists of four ele-
ments (14 spaces), to include command Unit Identification Code (UIC), two digit calendar
year, four digit consecutive number and initials of the preparer (Example –SER: 62981-00-
0001-DWC).
The Log consists of, at a minimum, Serial Number, Name of Person Discharged/Separated
and Effective Date of Discharge/Separation. Commands may add additional elements, as desired.
Destruction of Forms. Obsolete, blank, partially completed and reproduced copies of DD

214, DD 214WS and DD 215 to be discarded, will not remain intact but will be destroyed; i.e., by
shredding or burning. No form will be discarded intact.
Use of DD 214WS (Worksheet). The Worksheet for DD 214 is used in all cases to ensure ac-
curacy and completeness. The use of the DD 214WS should prevent errors from appearing on the DD
214. No changes or corrections may be made to the shaded blocks of the form. The recipient is in-
formed that making any unauthorized change or alteration of DD 214 will render it void.
Distribution of DD 214. The distribution of all copies of DD 214 shall be made without delay.
The original and copy number 4 are to be given to the member on the date of separation. Other cop-
ies are to be distributed no later than the day following the effective date of separation. Expeditious
distribution of the DD 214 assists the ex-service member in obtaining benefits; also, it precludes
invalid unemployment compensation payments (The ex-service member cannot file for unemployment
in any week before the 5th week beginning after the week in which the ex-service member was sepa-
rated).
For block-by-block instructions of DD 214 and distribution, refer to BUPERSINST1900.8 (se-

ries).
LOST TIME
When time is lost, normal expiration of enlisted dates must be extended by the number of days
lost on a day-for-day basis. This applies to expiration of enlistment, extension of enlistment, active
service, obligated service and current contract.
Examples of lost time when constructing the DD 214:
95 09 30 (Fleet Reserve transfer date)
75 01 28 (commenced active duty)
20 08 02 (total active duty)
01 (plus 1 day when adding inclusive dates)
Rev. JAN 2011 9-10

20 08 03
01 02 (minus lost time during career)
20 07 01 (adjusted total active service)
NOTE: When there is lost time, the member’s Pay Entry Base Date (PEBD) and Active Duty Service
Date (ADSD) must be adjusted.
NSIPS STRENGTH LOSS
Clerical procedures and processing of NSIPS Strength Loss are contained in the Defense
Joint Military System (DJMS) Procedures Training Guide (DJMS PTG).
TRANSFER for SEPARATION ORDERS
Fleet Reserve/Retire Orders
Orders for separation should not be issued more than 6 months before the effective date of
separation. However, there is an exception. Orders for personnel transferring to the Fleet Reserve or
retiring may be prepared when your command receives NPC authorization.
Retirement orders and authorizations for personnel on active duty are issued by NPC or by
SECNAV. Retirement orders for involuntary retirement are normally issued 3 to 6 months in advance
of the scheduled date of retirement. Disability retirement orders and voluntary retirement orders or au-
thorizations are issued as early as practical following approval of retirement by the SECNAV. Retire-
ment orders and authorizations for personnel on inactive duty are issued by the Chief of Naval Per-
sonnel (CHNAVPERS).
Separation Travel Orders
As the separation clerk you need to prepare orders in various situations, such as Transfer to
the USNR and Release to Inactive Duty of USN Personnel and Release to Inactive Duty of USNR
Personnel (Other than Fleet Reserve), using the Separation Travel Orders, NAVPERS 1900/2 (See
Figure 9-3).
The Standard Transfer Order (STO), 536/NAVPERS 1326/11, is used to transfer a member to
another activity for separation (See Figure 9-4).
The STO is prepared according to the guidelines contained in MILPERSMAN. A member en-
titled to the transportation of dependents and/or household goods at government expense is provided
with an individual STO or Separation Travel Orders. This is done to avoid any difficulty with regard to
establishing entitlement to the transportation of dependents and household goods. As the PS, you
need to make sure that sufficient copies of the orders are provided to the member.
To obtain the appropriation data, or what is most commonly referred to as the accounting data,
you must refer to the Financial Management Guide for Permanent Change of Station Travel (Military
Personnel, Navy), BUPERSINST 7040.6 (series) for USN and BUPERSINST 7040.7 (series) for
USNR. Pay particular attention to MILPERSMAN, which provides for the transfer of members to sepa-
ration activities not more than 10 days plus travel time before date of eligibility for separation.
Rev. JAN 2011 9-11

At the request of a member, stationed outside Continental United States (CONUS), the trans-
ferring command may authorize separation processing at one of the major naval activities listed in
MILPERSMAN 1910 (series) rather than the separation activity nearest the port of debarkation.
NOTE: A member entitled to the transportation of dependents and/or household goods at government
expense is provided with an individual STO. This is done to avoid any difficulty with regard to
establishing entitlement to the transportation of dependents and household goods. As the PS,
you need to make sure that sufficient copies of the orders are provided to the member. At this
time, the member should be informed that travel must normally be affected within 180 days
for dependents of members separating and within 1 year for dependents of members retiring
or transferring to the Fleet Reserve. Refer to JFTR for additional details.
Figure 9-3, Separation Travel Orders.
Rev. JAN 2011 9-12

Figure 9-4, Sample Standard Transfer Order (STO), NAVCOMPT 536/NAVPERS 1326/11.
Rev. JAN 2011 9-13

SUMMARY
This chapter discusses the required eight-year obligation of Military Service of active duty
members or of Navy Reservists mandated by U.S. Law. In addition, it addresses the Reenlistment In-
centives to sailors to remain on active duty, which are the Selective Conversion and Reenlistment
(SCORE) Program, Selective Training and Reenlistment (STAR) Program, Guaranteed Assignment
Retention Detailing (GUARD 2000) Program and Selective Reenlistment Bonus (SRB) Program. This
chapter covers the Reenlistment types and options for extension of service. Additionally, this chapter
addresses the types of .separation and the character of service provided should a member be sepa-
rated from active duty or retired from active duty.
Rev. JAN 2011 9-14

CHAPTER 10
PAYMENTS
— Explain general payment procedures including regular payday schedule and basis for payment.
— Understand the purpose and process of the split pay option.
— Become familiar with the issuance and payment procedures for health & comfort items.
— Explain Emergency Payments.
— Understand the purpose of advance payments.
INTRODUCTION
So far, we covered military pay entitlements, deductions and procedures. In this chapter, we
discuss paydays scheduling, regular, special and separation payments and manual and automated
processing of payrolls.
PAYDAY SCHEDULE
Regular paydays are on the 15th for the first pay period (Monies earned from the first of the
month to the 15th) and on the first of the following month for the second pay period—monies earned
from the 16th to the end of the month).
Except for payrolls payable on 1 October, if the payday falls on a Saturday, Sunday, or on a
Federal legal holiday, payday is on the preceding workday but not more than 3 days before the sche-
duled payday. This exception applies to foreign holidays recognized by United States forces abroad.
In addition, the schedule applies to payments to members separating from the service through retire-
ment or discharge when the last day of active duty falls on a Saturday, Sunday, or Federal legal holi-
day.
SPLIT PAY OPTION (SPO)
The SPO provides members with an additional choice on how they receive their pay, while at
the same time reducing associated efforts spent for other pay-related functions, such as check cash-
ing. SPO allows a member assigned to an afloat unit the alternative of receiving a portion of the net
pay due on payday while the remaining balance is deposited in an account at the financial institution
of the member's choosing.
A member may start the SPO at any time by completing the required form at their disbursing
office onboard or their Command Pass Coordinator (CPC). Once the member is enrolled, the elected
per payday SPO amount is deposited into the member’s Navy Cash account. With the exception of
external actions affecting a member’s pay status (e.g., fines, forfeitures, indebtedness, allotments),
the SPO amount is not changed for a minimum of 3 months after the initial election is made. Subse-
quent changes also are required to run for a minimum period of 3 months. Initial election and changes
in the SPO amount are made in whole dollars and in increments of $5.00.
Rev. JAN 2011 10-1

PS Basic: “Payments”, Chapter 10.
HEALTH AND COMFORT ITEMS AND UNIFORM ISSUES
Health and comfort items and uniforms issued via pay-account checkage apply only to mem-
bers in a pay status wherein they are not being paid on a regular basis. The health and comfort issues
are defined as regulation uniform items and other necessities, including personal hygiene products
and services required for the maintenance of personal appearance. The value of issues other than
clothing items is $35 per month per member. This amount is not cumulative.
ISSUE AND VERIFICATION
Issues for health and comfort items and uniform items and services are requested. Request
and Receipt for Health and Comfort Supplies, DD Form 504, is shown in Figure 10-1.
The member prepares the DD Form 504, signs the request and forwards the request to their
Commanding Officer (CO) or the CO’s designee. After verification of the member’s military status is
completed, the request is forwarded to the Navy exchange or Ship’s Store Officer. The items are then
issued to the member and the original DD Form 504 is forwarded to the Disbursing Officer for pay-
ment.
PAYMENT PROCEDURES
The member will receive a pay checkage to reimburse the Navy Exchange or ship’s store.
EMERGENCY PARTIAL PAYMENTS
For members residing or assigned within the United States (including Alaska and Hawaii),
Emergency Partial Payments are payments deemed time sensitive and required within 24 hours due
to an unforeseen set of circumstances or the resulting state that calls for immediate action (See DOD
FMR, Vol. 7A, Chapter 32). Payment shall be made in an expeditious manner, i.e., direct deposit or a
check payment. The supporting DFAS site may be able to affect overnight Electronic Funds Transfer
(EFT) payment if circumstances warrant.
The member’s CO, in coordination with the supporting Disbursing Officer or Personnel Sup-
port Detachment (PSD)/Customer Service Desk (CSD), may authorize emergency payments, up to
the amount of accrued entitlement to date in the Master Military Pay Account (MMPA) in the following
circumstances:
Emergency pay and allowances earned to date as reflected on the MMPA, when no pay was
received on regular payday or when there is a major medical emergency or death in the
member’s immediate family and payment is needed within 24 hours
Emergency travel advance, when the traveler does not have a government travel charge
card
Discharge gratuity (as required by DODFMR, Vol. 7A), when payment is needed within 24
hours
Payment of military death gratuity benefit to a beneficiary, when payment is needed within 24
hours
Rev. JAN 2011 10-2

Figure 10-1, Request and Receipt for Health and Comfort Supplies.
Payment to military member of advance pay and allowances and/or evacuation allowance,
when dependents must be evacuated as a result of a natural disaster or life threatening sit-
uations
Rev. JAN 2011 10-3

Payment to dependents, when forfeiture of pay and allowances is waived under conditions
defined in DODFMR, Vol. 7A.
PAYMENTS on BEHALF of DECEASED MEMBERS
An eligible beneficiary or beneficiaries receive the death gratuity and the deceased member’s
unpaid pay and allowances.
Death Gratuity
Death gratuity is payable to eligible beneficiaries of members who die while on active duty re-
gardless of whether death occurred in the line of duty or was the result of the member’s misconduct.
The CO maintaining the member’s service record determines if an eligible beneficiary exists.
Legal assistance officers help in cases involving a question of law. The amount of death gratuity pay
is $100,000.
The death gratuity is paid by EFT by Defense Finance and Accounting Service (DFAS) unless
the beneficiary request a U.S. Treasury Check, then a field (local) disbursing officer of any service
would issue the U.S. Treasury Check, depending upon where the beneficiary is residing. When the el-
igible beneficiary can be determined and there is no doubt to entitlement, the death gratuity normally
is paid immediately or within 24 hours, if possible. Normally, the ship’s or station’s Casualty Assis-
tance Calls Officer (CACO) acts as liaison between the beneficiary and the disbursing officer if pay-
ment is authorized to be made locally.
For more details concerning death gratuity including payment procedures, click here: Payment
Procedures.
Unpaid Pay and Allowances
Upon official notification of the death or finding of death, the unpaid pay and allowances (in-
cluding travel, per diem, transportation of dependents and shipment of household effects) of the de-
ceased member are paid to the eligible beneficiary or beneficiaries.
If there are no questions of entitlement or legality, DFAS—Cleveland Center closes the dece-
dent’s MMPA, prepares a final Leave and Earning Statement (LES), an IRS Form W-2, a check for the
unpaid pay and allowances, if applicable and forwards them to the eligible survivors.
MENTAL INCOMPETENTS
Members on active duty receive active duty pay and allowances even though they are mental-
ly incapable of managing their own affairs. This includes miscellaneous payments authorized on
separation from the Military Service. However, the local disbursing officer does not pay a member or
anyone in the member’s behalf once he or she receives information that proper authority has found
the member to be mentally incompetent. DFAS—Cleveland Center makes payments directly to the
guardian trustee, or other legal representative on behalf of the mentally incompetent member. When
it is shown that a member was judicially declared mentally incompetent before induction or enlistment,
the member is not entitled to pay and allowances.
Rev. JAN 2011 10-4

MEMBERS in MISSING STATUS
If a member is missing, captured, interned, or detained, the member’s CO notifies Navy Per-
sonnel Command (NPC) of the casualty by priority message, which includes DFAS—Cleveland Cen-
ter as one of the information addressees.
A member who enters a missing status is entitled to the pay and allowances to which she or
he is entitled when the missing status began or to which the member becomes entitled later. The right
to certain pay and allowances is not affected by the fact that the member did not receive payment be-
fore entering a missing status. For example, members without dependents who are entitled to Basic
Allowance for Housing (BAH) at the without-dependent rate and enlisted members are entitled to Ba-
sic Allowance for Subsistence (BAS) at the rate payable when rations in kind are not available, even
though there were no quarters or subsistence allowance entitlement before the missing status began.
SEPARATION PAYMENTS
When members separate from active duty, they are entitled to the following separation pay-
ments, or a combination thereof:
Lump-sum leave (LSL) payment
Readjustment pay (READJMTPAY)
Contract cancellation pay (CONTR CNCLTN PAY)
Disability severance pay (DBLTY SVRNC PAY)
Severance pay (SVRNC PAY)
Separation pay (SEP PAY)
Discharge gratuity (DISCH GRAT)
Travel allowances.
Except for DISCH GRAT and travel allowances, entitlement to these payments requires that
the separation be under honorable conditions.
When a member is to be separated from active duty, NPC furnishes DFAS—Cleveland Center
information needed to support computation of separation payments.
LUMP-SUM LEAVE PAYMENT
The LSL is payable to a member for the unused accrued leave credited to the member’s ac-
count on the date of separation, unless the member continues on active duty under conditions that
require accrued leave to be carried forward. The LSL payable during an entire military career cannot
exceed 60 days. When the final leave balance includes a one-half day total, compute the amount to
be paid by crediting the member with a one-half day entitlement.
SEPARATION PAY
Separation Pay (SEP PAY) is to assist members who are involuntarily separated in returning to
civilian life. Regular enlisted members must have completed at least 6 years of active duty service be-
Rev. JAN 2011 10-5

fore separation. Normally, SEP PAY is computed based on 10 percent of 12 months basic pay, multip-
lied by years and by fractions of a year, based on additional full months of active service. Eligible
members are entitled to either full or half of the gross amount. NPC determines the amount payable
for officers and the commanding officer determines the amount payable for enlisted personnel.
Additional eligibility criteria concerning minimum service, reduced or non-entitlement provi-

sions, recoupment and savings provisions are contained in Separation Pay for Involuntary Separation
from Active Duty, OPNAVINST 1900.4 (series).
SEVERANCE PAY
DODFMR, Vol. 7A, lists the reasons, computations and maximum amounts payable when an
officer is entitled to SVRNC PAY.
DISABILITY SEVERANCE PAY
When a Navy member has a disability of less than 30 percent but continues to be unfit for duty
and the member has served at least 6 months, but less than 20 years of active duty, the member is
discharged with disability severance pay.
DBLTY SVRNC PAY is taxable when paid to members, except when such entitlement accrues
because of a separation that is a result of combat-related injuries.
CONTRACT CANCELLATION PAY
Members released from active duty in the Navy without their consent before the end of their
active duty agreement are entitled to Contract Cancellation Pay (CONTR CNCLTN PAY). This pay is
in addition to any pay and allowances to which the member is otherwise entitled.
The computation is based upon the number of years and months left on the unexpired portion
of service remaining on the contract. Periods of 15 days or more count as full months. Periods of less
than 15 days are disregarded. Multiply the number of years and months by the sum of 1 month’s ba-
sic pay, special pay and allowances to which the member is entitled on the day of his or her release.
DISCHARGE GRATUITY
DODFMR, Vol. 7A lists the reasons, computations and maximum amounts payable when an
officer is entitled to Discharge Gratuity.
PAYMENT PROCEDURES
The Administrative Officer (AO) is responsible for verifying the separation orders and the type
of separation payment to which the member is entitled. If the taxability of DBLTY SVRNC PAY is not
indicated on the orders, withhold taxes for a one-time taxable entitlement.
Rev. JAN 2011 10-6

ADVANCE of PAY ENTITLEMENTS
Advance Basic Pay for Permanent Change of Station (PCS)
The purpose of an advance payment is to give funds to a member to meet extraordinary ex-
penses incident to a government-ordered relocation. It is intended to assist with the out-of-pocket ex-
penses, not typical of day-to-day military living, that precede or exceed reimbursements incurred in a
member’s change of duty locations. An advance of pay shall not be authorized for the specific out-of-
pocket expenses covered by advances of other allowances and entitlements, if those advances are
used (to include travel allowances and per diem, overseas station housing allowance, basic allowance
for housing and dislocation allowance). The member’s commander has a responsibility to ensure that
an advance of pay is used only to help with the financial burden of a PCS.
The conditions and amounts payable are contained in Department of Defense Financial Man-
agement Regulation (DOD FMR), Vol. 7A, MILPERSMAN and the Navy Procedures Training Guide
(PTG) Part 4. This Web page is only accessible from a “(DOT) mil” domain.
Members who request Advance Basic Pay must complete DD Form 2560, Advance Pay Certi-
fication/Authorization. DD Form 2560, is shown in Figure 10-2.
ADVANCE of BASIC ALLOWANCE for HOUSING
When authorized, a member’s commanding officer, the commanding officer’s designated rep-
resentative, or another designated official may authorize an advance BAH payment to pay advance
rent, security deposits and/or initial expenses incident to occupying other than government housing.
The advance may be made at any time during a member’s tour at the station concerned. It al-
so may be authorized when a member has relocated housing incident to a PCS order. Ordinarily, the
advance should not be disbursed more than 3 working days before the date payment under the lease
or rental agreement must be made. Authorized disbursement, in extenuating circumstances, may be
made more than 3 working days before the date payment must be made. The member must request
the advance payment within 30 days after incurring the expense(s). Housing expenses must be do-
cumented to include copies of the lease, utility company statement and any other pertinent documen-
tation available. Expenses identified by a member to be used in the purchase of any real estate or liv-
ing accommodations must not be considered as a basis for authorizing or determining the amount of
the advance.
The advance amount is determined based on the member’s current prescribed BAH rate. The
member’s ability to repay the advance, considering other advances of pay, which may have been
made and any recurring pay deductions, must be considered in determining the advance amount. The
BAH advance must not exceed a total of 3 months BAH expected to be accrued by the member.
Advance BAH liquidation should be at a rate of not less than equal monthly installments of
one-twelfth of the amount advanced, per month for the next 12 months. Collection action should begin
on the first day of the month after the advance payment has been made. When justified by the mem-
ber and authorized by the member’s commanding officer the collection action beginning may be post-
poned for up to 3 months after the advance is made. Repayment may be spread over a period of
more than 1 year, but not to exceed 24 months, or the member’s scheduled tour at the station con-
cerned, whichever is shorter.
Rev. JAN 2011 10-7

Figure 10-2, Advance pay certification/authorization.
Rev. JAN 2011 10-8

Figure 10-2, Advance pay certification/authorization (cont’d).
Rev. JAN 2011 10-9

Action must be taken immediately to recoup in a lump sum any advance made that has been
returned to the member by the landlord, upon receipt of information that the member has vacated the
housing for which the advance was made. Any balance of an advance not returned by the landlord
may be liquidated in monthly installments, if desired by the member, for a period over the balance of
the months remaining on the existing loan repayment schedule.
SUMMARY
You should become familiar with the various reference sources and the proper procedures and
forms. Your main job is paying the crew accurately and on time. To perform this task, pay documents
must be transmitted in a timely manner. Separation payments computation discussed in this chapter
are normal entitlements that members receive on separation. Members separated involuntarily for
reasons that involve moral or professional dereliction are either entitled to lesser amounts or not en-
titled to any separation payment at all. Always refer to the DODFMR Vol. 7A and the Military Person-
nel Manual (MILPERSMAN), for complete details and the current amounts authorized.
Rev. JAN 2011 10-10

CHAPTER 11
MILITARY PAY ENTITLEMENTS

LEARNING OBJECTIVE: Upon completing this chapter, you will be able to do the following:
— Provide introductory information to various entitlements.
— Identify the connection between a variety of service dates and their impact upon entitlements.
INTRODUCTION
As a Personnel Specialist, your ability to influence crew morale and positively affect your
customers' Quality of Life (QOL) cannot be overstated. This chapter continues the discussion of your
professional duties and responsibilities as a competent Personnel Specialist (PS).
COMPUTATION OF PAY AND ALLOWANCES
The first step in accurately computing a Sailor’s pay is determining and/or verifying the
member’s entitlement to specific types of pay and allowances. Entitlements are established by the
various laws and amendments to existing laws governing military pay.
In performing your duties, you will provide customer service to Sailors that have extremely
varied career histories including types of duties performed and length of service. Therefore, it is
imperative that you thoroughly research, refer to the governing publication and amplifying Navy
instructions and ensure you fully understand the issue at hand before informing and advising the
customer about any pay entitlement.
BASIC PAY
Monthly basic pay accrues for all personnel on active duty based on their paygrades and
cumulative years of service. Navy ranks and grades, their abbreviations and the corresponding
paygrades are shown in Figure 11-1.
SERVICE CREDITABLE
When cumulative years of service for basic pay purposes (i.e., the service creditable) is
computed, active and inactive service time is included for those military organizations specified in the
Department of Defense Financial Management Regulation (DODFMR), Vol. 7A. Some medical and
dental officers are entitled to extra credit for longevity purposes to reflect the time spent in medical or
dental schools. Medical and dental officers must meet the established criteria to be entitled to the
constructive credit.
Consult the DODFMR Vol. 1 for entitlement and conditions concerning service creditable
including constructive service for medical and dental officers.
Rev. JAN 2011 11-1

PS Basic: “Military Pay Entitlements”, Chapter 11.
Figure 11-1, Navy ranks and grades, their abbreviations and military paygrades.
Rev. JAN 2011 11-2

Figure 11-1, Navy ranks and grades, their abbreviations and military paygrades (Cont’d).
PAY ENTRY BASE DATE
After the total creditable service is determined, each member is assigned a Pay Entry Base
Date (PEBD) that is used to determine when the member is entitled to longevity increases of basic
pay. The PEBD can also affect increases of certain incentive and special pays discussed later in this
chapter.
When a member enters on active duty for 30 days or more (other than annual training/active
duty training-AT/ADT), the Bureau of Naval Personnel (BUPERS) furnishes the Defense Finance and
Accounting Service (DFAS) - Cleveland Center most of the information necessary, including the
PEBD, to set up the member’s Master Military Pay Account (MMPA). Once the member’s PEBD is
established on the MMPA, no further documentation is needed to increase the basic, special, or
special pay for cumulative years of service. DFAS - Cleveland Center will do this automatically.
Establishment and Computation of PEBD
Except for Medical Corps and Dental Corps officers who receive constructive service credit
and those having prior active or inactive creditable service, the date a member enlists, is inducted, or
accepts an appointment is the PEBD. The PEBD remains the same as long as the member’s military
status continues without any breaks and the member does not lose any time.
Rev. JAN 2011 11-3

When military status has not been continuous, the PEBD is determined by subtracting the total
prior creditable service from the date the current period of service began. For example, a member
reenlists on 20 February 1992 and his or her total prior creditable service is 3 years, 9 months and 11
days. The member’s PEBD is determined as follows:
The creditable service for each prior period of service is determined by subtracting the date of
enlistment from the date of discharge, adding 1 day to the result for inclusive time and subtracting the
number of days of time lost during the period. If any period of service terminates on the 31st day of a
month, the 1 day for inclusive time is not added. Military personnel are paid on a 30-day basis.
Computation of prior creditable service is shown in the following example:
Adjustment of PEBD
When an enlisted member loses time in a non-duty status, the PEBD is determined by adding
a period equal to the time lost, computed on a 30-day month basis. For example, an enlisted member
with no prior service enlists on 18 July 1991. The member is absent without leave from 10 February
1992 through 16 March 1992. On return to full duty status, the member’s PEBD changes from 18 July
1991 to 25 August 1991. The change (adjusted PEBD) is computed as follows:
Rev. JAN 2011 11-4

RATE of BASE PAY
Basic pay is an annual salary divided into 12 equal monthly installments. One installment
represents the pay for each calendar month and the daily rate is 1/30 of the monthly rate. Basic pay is
computed as if each month has 30 days regardless of the actual number of calendar days in each
month. The following rules for the computation of basic pay also apply to all other pay and allowances
based on monthly rates.
Service of 30 Days or More
When service begins on other than the first day of the month, pay accrues for the actual
number of days served during that calendar month, but only through the 30th day of that month. If
active service begins on the 31st day of any month, pay does not accrue for that day. Any person who
enters active service during February and serves until the end of that month is entitled to basic pay for
30 days less the prorated amount for the number of days expired before entry on active duty. For
example, if a member enters on active duty for a period of more than 30 days on 16 February, the
member is entitled to 15 days’ basic pay computed as follows:
30 days’ basic pay
-15 days expired (1 February through 15 February)
_______________ before entry on active duty
15 days’ basic pay due
If the period of service ends before the last day of February, pay accrues to the member only
for the actual number of days served.
Service of Less Than 30 Days
Members entitled to receive pay for continuous periods of less than 30 days (E.G., reservist on
annual training) are paid for each day of the period at the rate of 1/30 of the monthly amount. Include
the 31st day of a calendar month in the computation.
Rev. JAN 2011 11-5

Commencement Date
To determine when active duty pay and allowances commence, consult the DODFMR, Vol. 7A.
For increases in pay upon promotion or restoration of grade, termination or reduction of pay and
allowable travel time for Navy Reserve Sailors’ pay purposes, fleet reservists, or retired members
called to or released from active duty, consult DODFMR, Vol. 7A to include tables depicting the
monthly rates of basic pay. The Defense Finance and Accounting Service (DFAS) also provides the
annual military pay tables on their website.
SPECIAL PAY
In addition to basic pay, a member may be entitled to one or more types of special pay
depending upon the member’s status, qualifications, or duty assignment. We discuss basic
entitlement criteria to special pays next.
CAREER SEA PAY
Career sea pay is special pay for recognition of the greater than normal rigors of assignment
to sea duty. A member who is entitled to basic pay is entitled to Career Sea Pay (CSP) while serving
on sea duty under regulations prescribed by the Secretary of the Navy and the provisions of
DODFMR Vol. 7A.
The following categories of personnel receive CSP:

All members of the United States Navy in pay grades E-1 through O-6 are eligible for
payment of CSP
CSP is only payable to personnel while meeting all the requirements delineated in
OPNAVINST 7220.14 (series). Refer to the DODFMR Volume 7A and the OPNAVINST
7220.14 (series) for DOD and Navy specific entitlement criteria.
Cumulative Sea Duty Time for CSP
The rate of CSP payable is based on paygrade and the cumulative years served on creditable
sea duty.
CSP PREMIUM
Members who are entitled to CSP and have served 36 consecutive months of sea duty receive
a monthly CSP premium from the 37th consecutive and each subsequent month of sea duty served.
The following categories of personnel receive CSP premium:
All officers, warrant officers and E-4s
Enlisted members in paygrades E-5 to E-9 with at least 3 years consecutive but less than
8 years cumulative sea duty.
SPECIAL DUTY ASSIGNMENT PAY
Special Duty Assignment Pay (SDAP) is a monthly pay used to incentivize high-quality enlisted
personnel for specific special duty assignments and to maintain adequate manning levels within those
SDAP authorized ratings and Navy Enlisted Classifications (NECs). Special duty assignments involve
Rev. JAN 2011 11-6

demanding duties requiring extraordinary effort for satisfactory performance or an unusual degree of
responsibility in the discharge of assigned duties.
Commanding Officers (COs) with members in Special Duty Assignments (SDAs) are
responsible for both filling SDA assignments with qualified Sailors and annually recertifying that each
eligible member's SDAP is correct.
To receive SDAP, Sailors MUST meet all eligibility criteria from the DODFMR as well as be
assigned to and working in a billet on the commands Manpower Authorization (OPNAV 1000/2)
identified as SDA in the most current SDAP NAVADMIN message.
Pay levels and amplifying information are contained in OPNAVINST 1160.6 (series).
ENLISTMENT BONUS (EB)
Commander, Navy Recruiting Command (CNRC) is responsible for developing periodic EB

award level and implementation plans to be approved by CNO (N13). These plans will be consistent
with the annual CNO (N13) Enlisted Recruiting Goals and Policies letter (as revised) and the
Enlistment Bonus (EB) program budget. An EB is paid to an enlistee who enters the Navy for the
purpose of qualifying and serving in a military specialty designated as critical. EBs are designed to
increase the number of enlistments into hard-to-fill ratings.
An EB is paid at varying times depending upon the EB message in effect at the time of
member’s entry. As with every entitlement, you need to refer to the current governing publication and
applicable instructions. EBs are covered in OPNAVINST 1160.9 (series) and the current EB message.
SELECTIVE REENLISTMENT BONUS
A Selective Reenlistment Bonus (SRB) is used to increase the number of reenlistments in

ratings and Navy Enlisted Classification (NEC) codes having insufficient retention. Reviews are
conducted at least every 6 months to determine which ratings/NECs are authorized SRB. Changes to
the list of SRB eligible ratings/NECs, respective award levels and maximum amounts payable are
announced by Navy message. The message is released before the effective date of the changes and
provides detailed amplifying information related to the upcoming changes.
Reenlistment Zones
Under the SRB program, there are three zones of consideration as follows:
Zone A covers reenlistments falling between 17 months and 6 years of active service
Zone B spans the reenlistment margins between 6 and 10 years
Zone C covers reenlistments between 10 and 14 years, with payment for additional
obligated service up to 16 years of active duty. Zone C SRB entitlements are computed
only to the Sailor’s 16th year of service even if the new Expiration of Active Obligated
Service (EAOS) is after the 16th year.
To be eligible for any zone of the SRB, an individual must meet all the general eligibility
conditions mandated by current law as well as meet such additional eligibility criteria as may be
prescribed by the Secretary of the Military Department concerned (or designee). Enlisted members
Rev. JAN 2011 11-7

are eligible to receive a SRB if they meet all of the following general conditions and the conditions of
Zones A, B, or C eligibility:
Have completed at least 17 continuous months (excluding annual training) but not more
than 14 years of active duty
Are qualified in a military specialty designated by the Secretary of the Military Department
concerned (or designee) for award of the SRB
Are serving in pay grade E-3 or higher
Reenlist within 3 months (or within a lesser period if so prescribed by the Secretary of the
Military Department concerned or designee) after the date of their discharge or release
from compulsory or voluntary active duty (other than for training). (See subparagraph
090301.C, for computation of 3-month period). Or, extend their enlistment; or enlist in a
Regular Component within 3 months (or within a lesser period if so prescribed by the
Secretary of the Military Department concerned or designee) after the date of discharge
or release from active duty (other than active duty for training) as a member of the
Reserve Component. Veterans with more than a 3-month but less than a 4-year break in
active duty may qualify for a broken service Selective Reenlistment Bonus Program in
accordance with regulations prescribed by the Secretary of the Military Department
concerned (or designee)
Attain eligibility before the effective date of termination of awards in any military specialty
designated for termination of the award. Members must attain eligibility before the
effective date of a reduction of award level to be eligible for the higher award level.
Eligibility attained through any modification of an existing service obligation, including any
early discharge granted under 10 U.S.C. 1171, must have been attained before the
effective date of the termination or reduction of award in the military specialty
Receive prior approval from BUPERS before executing (signing) an SRB qualifying
extension.
A member may receive only one Zone A, one Zone B and one Zone C bonus during his or her
career.
Amount of Payment
SRB payments are based on the award level or multiples (not to exceed 10) of the member’s
monthly basic pay at the time of discharge, release from active duty, or the day before beginning an
extension, multiplied by the years (or fractions of years) of Additional Obligated Service (AOS).
Navy Personnel Command (NPC) does not make SRB payments without precertification.
Upon receipt of the precertification from NPC, you should manually compute the SRB amount to verify
the bonus amount provided.
Method of Payments
SRB payments are paid by installments. Normally, 50 percent of the total bonus is paid as the
first installment on the day of reenlistment. Pay the remaining portion in equal annual amounts over
the remainder of the reenlistment period.
A fiscal year is the period from 1 October to 30 September.
Rev. JAN 2011 11-8

A member may request an advance and remaining amount payments of SRB installments. An
advance payment is payment of one or more SRB installments due in a future fiscal year. A remaining
amount is payment of all remaining SRB installments in one payment. These payments require NPC
approval and should be requested only in cases of SEVERE hardship.
Broken Service SRB
Broken service SRB is payable to eligible members who reenlist with a break in active duty of
more than 3 months but less than 4 years. Computation of amount payable will comply with current
Navy directives at the time of reentering the service. The DODFMR, Vol. 7A and OPNAVINST 1160.8
(series) contain the entitlement criteria, requirements, restriction, computation and recoupment of
SRB and broken service SRB.
RETENTION BONUS for MEMBERS QUALIFIED in a CRITICAL SKILL
Basic Conditions of Entitlement. Effective October 1, 2000, an officer or enlisted member of

the armed forces who is serving on active duty and is qualified in a designated critical military skill
may be paid a retention bonus as provided in this section if the following apply:
In the case of an officer, the member executes a written agreement to remain on active
duty for at least 1 year
In the case of an enlisted member, the member reenlists or voluntarily extends the
member’s enlistment for a period of at least 1 year.
A Critical Skills Retention Bonus (CSRB) is paid for a critical military skill as designated as
critical by the Secretary of Defense (SECDEF).
CAREER STATUS BONUS (CSB)
The National Defense Authorization Act for Fiscal Year 2000 significantly changed the retired
pay system for those members of a Uniformed Service who first became members on or after August
1, 1986. Previously, these members were covered by the Military Retirement Reform Act of 1986 (86
MRRA; also referred to as REDUX). These members may now elect, upon completion of 15 years of
active duty in the Uniformed Services, to receive a $30,000 Career Status Bonus (CSB), in which
case they will again be under the REDUX retired pay system. Each individual’s Date of Initial Entry to
Military Service (DIEMS) determines their eligibility for the CSB/REDUX election. The Navy’s process
for CSB includes integral involvement by the Sailor’s Command Career Counselor and Administrative
Officer. Refer to the DODFMR Vol. 7A, for additional information to CSB including payment options.
DIVING DUTY PAY
Diving duty pay (DVNG PAY) is authorized for Navy members who are designated as divers or
under training for a specific diver designation following regulations contained in the Naval Military
Personnel Manual (MILPERSMAN) and who are assigned to and performing diving duty billets
established by BUPERS. Conditions of entitlement to DVNG PAY, Navy diving duty billets and
amounts payable are listed in the DODFMR Vol. 7A.
When assigned by orders to both diving duty and hazardous duty, a member may be paid
special pay for diving duty and no more than one payment of hazardous duty incentive pay for the
same period. A member entitled to DVNG PAY who takes more than 30 days’ ordinary leave is not
entitled to DVNG PAY from the 31st day of absence.
Rev. JAN 2011 11-9
MEDICAL CORPS OFFICERS SPECIAL PAYS
Various Medical Corps officer special pays support recruitment and retention of physicians to
meet authorized strength in approved medical specialties and to help ensure adequate levels of
performance. Before paying medical special pays, you need the officer’s Health Professional Pay
Entry Date (HPPED)/board certification indicator. This is the actual or constructive date when active
medical service began. Creditable service in computing the HPPED of a medical officer consists of
the following:
All periods of active service in the Medical Corps of the Army or Navy, as an officer of the Air
Force designated as a medical officer, or as a medical officer of the Public Health Service
All periods that the officer spent successfully completing medical or osteopathic internship
and residence training while not on active duty
When creditable service is mentioned on medical or dental special pays, it is based on the
HPPED vice the PEBD discussed earlier. The HPPED is shown on the Other Pay Entry Date
(OPED) block of the LES. Entitlement criteria and rates of pay applicable to Medical Corps
officers' special pays are found in OPNAVINST 7220.17 (series) and the DODFMR, Vol. 7A.
Brief descriptions of each of these special pays are discussed next.
Variable Special Pay
Variable Special Pay (VSP) is an entitlement for Medical Corps officers serving on active duty
for periods of at least 1 year to recognize their continued service in the Navy. VSP is paid monthly
based on years of creditable service.
Board Certified Pay
Board Certified Pay (BCP) is paid to Medical Corps officers who are board certified in a
medical specialty recognized by the American Board of Medical Specialties or the Advisory Board for
Osteopathic Specialties or Board Certification Equivalency. Additionally, they must be entitled to VSP
to draw BCP. BCP is paid monthly based on years of creditable service. The OPNAVINST 7220.17
(series) can be consulted for detailed definitions, eligibility and submission requirements.
Additional Special Pay
Additional Special Pay (ASP) is paid to Medical Corps and Dental Corps officers who
demonstrate levels of military and professional performance expected of Naval officers. This
entitlement is used to enhance retention of Medical Corps Naval Officers on active duty whose
performance meets military and professional standards. ASP is a lump-sum payment paid annually at
the beginning of each 12-month period, starting with the effective date of the written agreement.
Incentive Special Pay
Incentive Special Pay (ISP) assists in easing shortages of medical officers who are fully
qualified in a medical specialty designated as critical and practicing in that specialty as a primary duty
and other specified criteria as indicated in the DOD FMR. It is paid to those officers O-6 and below
who are not in internship or initial residency and agree to remain on active duty for not less than 1
year. ISP is a lump-sum payment paid annually at the beginning of the 12-month period for which the
officer is entitled to such payment.
Rev. JAN 2011 11-10

DENTAL CORPS OFFICERS SPECIAL PAYS
Dental special pays support recruitment and continuation of dentists to meet authorized
strength in approved dental specialties and to help ensure adequate levels of performance. As with
medical officers, a HPPED is also established for dental officers.
Dental Corps Officers are entitled to VSP, BCP and ASP. Except for the rates of pay, the
entitlement criteria are similar to the medical officers' special pays. Additional entitlement criteria and
rates of pay are found in above mentioned instruction and the DODFMR Vol. 7A.
HARDSHIP DUTY PAY
Hardship Duty Pay (HDP) superseded Foreign Duty Pay (FDP). Hardship Duty Pay was
established effective February 4, 1999 and FDP was terminated February 3, 1999. HDP is payable to
members entitled to basic pay while performing duty designated by the Secretary of Defense
(SECDEF) as hardship duty. SECDEF has established that HDP shall be paid to members for
performing a designated hardship mission, when assigned to a designated location and/or, when
serving on a designated involuntary extension of duty. You should refer to the DOD FMR, Vol. 7A,
Chapter 17 for approved HDP missions and locations as well as involuntary extensions of duty
requirements and the applicable HDP rates. The Financial Management Regulation will also provide
restrictions and HDP rates payable.
SPECIAL PAY or BONUS—QUALIFIED MEMBERS EXTENDING DUTY at DESIGNATED

LOCATIONS OVERSEAS
An overseas extension bonus is payable to selected enlisted personnel who have completed a
tour of duty in designated overseas areas and who, at the end of duty, execute an agreement to
extend their tours for periods of not less than 1 year. All enlisted personnel serving overseas are
eligible to apply for a tour extension and, if approved, are entitled to the bonus.
Officers are eligible for participation in the Overseas Tour Extension Incentive Program
(OTEIP) described in DOD FMR effective from February 3, 2004.
When the Secretary of the Navy (or designee) accepts the member’s extension agreement,
the member becomes entitled to receive one of the following benefits:
Special pay in monthly installments in an amount prescribed by the Secretary, but not to
exceed $80 per month
An annual bonus in an amount prescribed by the Secretary, but not to exceed $2,000 per
year. The Secretary may pay the bonus in either a lump sum or monthly installments
A period of Special Rest and Recuperation (SR&R) absence for not more than 30 days
A period of SR&R absence for not more than 15 days. And round-trip transportation at
Government expense from the location of the extended tour of duty to the nearest
Continental United States (CONUS) port or an alternate destination—not to exceed the cost
to the nearest CONUS port and return for personnel completing an overseas duty tour of 12
months or less
Rev. JAN 2011 11-11

A period of SR&R absence for not more than 20 days. And round-trip transportation at
Government expense from the location of the extended tour of duty to the nearest
Continental United States (CONUS) port or an alternate destination not to exceed the cost to
the nearest CONUS port and return for personnel completing an overseas duty tour longer
than 12 months.
HOSTILE FIRE PAY or IMMINENT DANGER PAY
Hostile Fire Pay (HFP) or Imminent Danger Pay (IDP) is payable to members permanently
assigned or under orders contemplating temporary duty for 30 consecutive days or more and required
to perform duties in a designated hostile fire area. Pay HFP or IDP from the first day of the month of
reporting to the last day of the month of departure from the designated area. A member who performs
assigned duties connected with military operations in a designated area for a minimum period of 1
day within a calendar month also receives HFP or IDP for that whole month. HFP or IDP is also
payable to all members serving on the same vessel or aircraft that was in such close proximity that
members are in danger of being wounded, injured, or killed.
Payment of HFP or IDP is not prorated for that portion of the month in which entitlement
begins or ends. The DODFMR Vol. 7A contains additional eligibility criteria, list of designated areas
and current monthly rate payable applicable to HFP or IDP.
FOREIGN LANGUAGE PROFICIENCY PAY
Foreign Language Proficiency Pay (FLPP) is a monthly pay used as an incentive to maintain
adequate manning levels of qualified personnel with foreign language skills.
The DODFMR and OPNAVINST 7220.7 (series) contain additional eligibility criteria, award
levels and current monthly rates payable applicable to FLPP.
SPECIAL PAY—ASSIGNMENT INCENTIVE PAY
A member of a uniformed service entitled to basic pay may be paid Assignment Incentive Pay
(AIP) for performing service in an assignment designated by the Secretary concerned for such
purpose as approved by the Office of the Secretary of Defense.
Eligibility. To be eligible the member must be serving on active duty. The Secretary
concerned may require the member to enter into a written agreement in order to qualify for
AIP. The Secretary of a military department may only enter into agreements under terms and
conditions for which the Secretary of Defense has provided concurrence
Payment. The maximum monthly rate of incentive pay payable to any member is $3,000.
Incentive pay paid under this section is in addition to any other pays and allowances to which
the member is entitled, except as may be noted under each program. This payment may be
made in lump sum, installments or monthly increments as authorized for each program. The
monthly pay shall be prorated for partial months served, except as may be noted under each
program.
Refer to the DODFMR Vol. 7A and current Navy directives and instructions in effect to ensure
your awareness of the restrictions, special provisions and process requirements.
Rev. JAN 2011 11-12

RESPONSIBILITY PAY
Responsibility pay (RESPON PAY) is payable to certain Navy officers entitled to the basic pay
of grades O-3 through O-6, while serving in a position of unusual responsibility and of a critical nature
as designated by the Secretary of the Navy. Generally, only officers commanding activities that entitle
them to wear the Command at Sea insignia receive RESPON PAY. The monthly rate of RESPON PAY
is based on the officer’s paygrade.
Entitlement is based on the nature of the assignment rather than the personal qualifications of
the CO. Thus, provided the mission of the command remains unchanged, both the relieved and
relieving officers receive RESPON PAY for the date of change of command. The DODFMR Vol. 7A
and the MILPERSMAN contain additional eligibility criteria and rates payable applicable to RESPON
PAY.
SPECIAL PAY for NUCLEAR-QUALIFIED OFFICERS
Certain nuclear-qualified officers and individuals selected for officer Naval nuclear power
training receive the following special incentive pays:
Nuclear Officer Accession Bonus is paid to Naval officers or prospective Naval officers
not restricted in performance of duty who have been accepted for training leading to
qualification for duty involving the supervision, operation and maintenance of Naval
nuclear propulsion plants
Nuclear Career Accession Bonus is paid to unrestricted line officers upon completion of
the nuclear propulsion-training program
Nuclear Officer Continuation Pay is a sum of money paid in equal installments to nuclear-
qualified officers who agree to remain on active duty an additional 3, 4, or 5 years beyond
their existing service obligation
Nuclear Career Annual Incentive Bonus is a sum of money paid annually to nuclear-
qualified officers who have completed their initial service requirement and agree to
remain on active duty for an additional year. Only officers in paygrades W-2 through W-4
and O-1 through O-6 are eligible for this annual incentive bonus.
The DODFMR Vol. 7A and SECNAVINST 7220.6 (series) contain additional eligibility criteria
and current rates payable applicable to special pays of nuclear-qualified officers.
HAZARDOUS DUTY INCENTIVE PAY
In addition to basic pay and special pay, qualified members may be entitled to Hazardous Duty
Incentive Pay (HDIP). As the term implies, HDIP is paid to members whose duty subjects them to
abnormal hazards. A maximum of two HDIPs for the same period can be paid if a member meets the
requirements for both. All items of HDIP have the same basic rate of pay with the exception of
Aviation Career Incentive Pay (ACIP), flying duty pay (FLY PAY) for crew members and submarine
pay that varies according to a member’s paygrade and years of cumulative service or aviation service.
FLYING DUTY PAY
Members under orders to participate in regular and frequent aerial flights, as crew members or
non-crew members, receive FLY PAY provided they meet the flight requirements and other conditions
Rev. JAN 2011 11-13

specified for entitlement in DODFMR Vol. 7A. As a minimum, a member in a flying status must
perform 4 hours of aerial flight during 1 calendar month. There are exceptions to this rule when a
member does not have 4 hours of aerial flight in a month but has excess flight hours in other months.
When a qualified member reports for flying duty, that fact is reported to DFAS - Cleveland Center.
Once a member is on FLY PAY, DFAS - Cleveland Center will not stop the credit until notified that the
member is no longer entitled to the payment.
Enlisted flight orders are categorized as duty involving flying, crew member (DIFCREW) and
duty involving flying, temporary non-crew member (DIFTEM). Refer to BUPERSINST 1326.4 (series)
for more details. Temporary flight orders, duty involved flying as a technical observer, (DIFTECH) is
issued to officers.
DIFCREW Orders
NPC issues all crew member orders to enlisted members. These orders specify the starting
date and remain in effect until the member is separated; the member is disqualified for flying duty;
orders are modified or flight status changes deleting DIFCREW authorization; an order is issued
approving a recommended suspension; or a member’s Permanent Change of Station (PCS) orders do
not specify DIFCREW authorization for next assignment.
DIFTEM Orders
Activity or unit commanders who have been authorized the funds in support of this type of
orders for enlisted personnel in a non-crew member status issue these orders. These orders are
normally for 1 month’s duration or less with both the start and stop dates specified. If orders are for
more than 1 month, only the start date is shown. Discharge followed by immediate reenlistment on
board does not terminate enlisted flight orders.
DIFTECH Orders
NPC issues these orders to officers at the request of a command to fill a specific billet. Such
flight orders stop automatically when the officer is transferred on PCS orders or is separated. They
may also be stopped sooner at the request of the command or of the officer.
AVIATION CAREER INCENTIVE PAY for RATED or DESIGNATED OFFICERS

and WARRANT OFFICERS
ACIP requires permanent flight orders specifying that the officer or warrant officer is qualified
for aviation service. Flight surgeons, or other medical officers, receive ACIP if they are qualified for
aviation service and are ordered to perform operational flying duties. Officer flight orders for
entitlement to ACIP are as follows:
DIFOPS–Duty in a flying status involving operational or training flights. Officers so ordered
are required to maintain basic flying skills in the performance of their assigned duties
DIFDEN–Duty in a flying status not involving flying. Officers so ordered are prohibited from
crew member duties as either an operational or a proficiency flyer. However, they will
continue to receive ACIP if so entitled.
As in DIFCREW for enlisted personnel, DFAS Cleveland Center will credit ACIP on the
member’s MMPA until notified that the officer is no longer entitled to the payment. Rates of ACIP
Rev. JAN 2011 11-14

payable are based on the performance of operational flying duties on the 12-year and 18-year gates
of aviation service.
CAREER ENLISTED FLYER INCENTIVE PAY (CEFIP)
SECNAV may authorize a monthly incentive pay to eligible career enlisted flyers. The
maximum amounts payable are specified in the tables within DODFMR Vol. 7A. This incentive pay
may be paid as continuous monthly incentive pay or on a month-to-month basis, dependent upon
operational flying duty performed by the eligible career enlisted flyer as prescribed in the same
chapter.
This incentive pay may not be paid to an eligible career enlisted flyer after the member
completes 25 years of aviation service. The 25 year marked shall be tracked on the Master Military
Pay Account (MMPA) under the Aviation/Officer Service Dates and Airborne Warning and Control
System (AWACS) Experience Dates. The member’s start date can be viewed under the TN Format
Identifier (FID). However, an eligible career enlisted flyer may still receive incentive pay on a month-
to-month basis as prescribed by DODFMR Vol. 7A for performance of operational flying duty.
Additionally, enlisted members entitled to CEFIP, may receive not more than two types of
HDIP under the provisions of DODFMR Vol. 7A provided the conditions for each entitlement have
been independently met. Officers and enlisted members entitled to HDIP for flying duty (in lieu of
ACIP or CEFIP), may receive not more than one other HDIP under the provisions of the same chapter
provided the conditions for entitlement have been independently met.
Navy specific guidance for CEFIP is provided within BUPERSINST 1326.4 (series).
SUBMARINE DUTY PAY
A member performing operational submarine duty receives submarine duty pay (SUB PAY).
Operational submarine duty means duty in one of the following:
Attached to a submarine, including a submarine of a foreign nation
Serving as an operator or crew member of an operational submersible, including an
undersea exploration and research vehicle
Undergoing training preliminary to assignment to a nuclear-powered submarine and while
undergoing rehabilitation after assignment to a nuclear-powered submarine
Receiving instruction to prepare for assignment to a submarine of an advanced design or
for a position of increased responsibility on a submarine
Submarine operational command staff members whose duties require serving on a
submarine during underway operations may also qualify for SUB PAY according to the
DODFMR Vol. 7A. Normally, the underway time required during a calendar month is 48
hours.
All personnel meeting the previous eligibility requirements are eligible for SUBPAY, either
for Continuous Submarine (CONSUB) duty incentive pay or for Operational Submarine
(OPSUB) duty incentive pay. Monthly rates of SUBPAY are found in the DODFMR Vol.
7A. OPNAVINST 7220.15 (series) contains additional eligibility criteria applicable to
CONSUB and OPSUB pays.
Rev. JAN 2011 11-15

Continuous Submarine Duty Incentive Pay
CONSUB duty incentive pay is paid to active-duty naval service officers and enlisted
personnel who engage in and remain in the submarine service on a career basis. Most submarine
personnel receive CONSUB pay. They must have an established Submarine Service Entry Date
(SSED) and have obtained the prescribed amount of Total Operational Submarine Service (TOSS) at
the completion of the 12th and 18th year of submarine service. A member must earn at least 6 years
of TOSS upon completion of the 12th year from SSED and at least 10 years of TOSS upon
completion of the 18-year gate.
Eligible personnel receive CONSUB pay even while not serving on a submarine. Upon transfer
from a submarine to a non-submarine activity, enlisted members must have obligated service for 14
months beyond their assigned Projected Rotation Dates (PRDs) to be paid CONSUB pay.
Operational Submarine Duty Incentive Pay
OPSUB pay is payable to members assigned to and serving in a submarine when CONSUB
pay eligibility criteria are not met. Eligible personnel earn OPSUB pay on a prorated day-to-day basis
for any period during which they are attached under orders to a submarine, whether temporarily or
permanently, or while serving on special test and evaluation details whose duties require serving in a
submarine.
For submarine command staffs, OPSUB pay is payable on a month-to-month basis provided
the ride requirements are met.
MISCELLANEOUS HDIP
Members under orders to perform any of the following hazardous duties and meeting the
performance requirements and other entitlement conditions specified in the DODFMR, Vol. 7A,
receive HDIP.
Flight Deck Duty Pay
Flight deck (FLT DECK) pay is payable when a member meets the following conditions:
Is a member of a crew of an eligible air-capable ship, or a fixed-wing aircraft carrier, or an
aviation unit operating from such ship or carrier
Is ordered to duty in a billet that requires frequent and regular participation in flight operations
Participates, within a calendar month, in 4 days of flight operations or their equivalent on the
flight deck of eligible air-capable ships
Eligible air-capable ships have a flight deck certified to launch or land aircraft under the Chief
of Naval Operations (CNO) ship or helicopter facility certification program. Any single day, or
combination of days during a calendar month, in which the number of aircraft takeoffs and/or
landings equals the monthly total requirement, as specified for that class of ship, constitutes
the equivalent of 4 days of flight operations. Refer to OPNAVINST 7220.4 (series) for
additional eligibility requirements applicable to FLT DECK pay.
Rev. JAN 2011 11-16

Parachute Duty Pay
A member designated as a parachutist or parachute rigger, or one undergoing training for such
designations whose duty involves parachute jumping from an aircraft in aerial flight as an essential
part of military duty, is entitled to Parachute (PARA) pay.
High-Altitude, Low-Opening Pay
High-altitude, low-opening (HALO) pay is paid to members who perform duties or are
undergoing training involving parachute jumping at altitudes of greater than 10,000 feet with a free-fall
to low altitudes before parachute opening.
Demolition Pay
A member required by orders to perform duty involving the demolition of explosives as a

primary duty receives Demolition (DEMO) pay. Personnel training for such duty also receive DEMO
pay.
Experimental Stress Pay
Experimental (STRESS) pay is paid to members who perform in any of the following duties:
Duty performed as human acceleration or deceleration experimental subjects using
experimental acceleration or deceleration devices
Duty performed as human thermal experimental subjects in thermal stress experiments
Duty within a high-pressure or a low-pressure chamber at a physiological facility as a
human test subject, research technician, or inside instructor-observer
A member can receive only one payment of incentive pay for experimental stress duty during
any 1 month.
Exception Reporting
Hazardous duty requires orders to the duty and performance of the duty specified. Some kinds
of hazardous duty require performance in terms of hours or days within specified timeframes.
In all areas of hazardous duty, except FLT DECK duty, DFAS - Cleveland Center assumes that
the performance requirements have been met and will continue to credit the applicable HDIP on the
member’s MMPA until notified that the member is no longer entitled to the payment. A monthly
certification that FLT DECK duty requirement is met is submitted to the office responsible for
processing pay entitlements.
ALLOWANCES
In addition to the basic pay, special pay and HDIP, a member may also be entitled to one or
more types of allowances. These allowances include basic allowances for subsistence and quarters,
family separation allowance, enlisted clothing and officer uniform allowances and personal money
allowance. This section describes the general rules of entitlement and conditions for which these
allowances are payable. Always refer to the applicable part of the DODFMR Vol. 7A for current rates
payable and specific conditions of entitlement.
Rev. JAN 2011 11-17

BASIC ALLOWANCE for SUBSISTENCE
Basic Allowance for Subsistence (BAS) is a cash allowance paid to officers at all times to help
reimburse them for the expense of subsisting themselves. For enlisted personnel, BAS also is a cash
allowance paid when rations in kind are not available, when permitted to ration or mess separately, or
when assigned to duty under emergency conditions where no government messing facilities are
available.
Officer BAS
Officers receive BAS on a monthly basis, regardless of paygrade or dependency status. BAS
is credited to the officer’s pay account and is included as part of the officer’s net pay each payday. An
officer normally pays in cash for meals consumed in a government mess. However, under certain
circumstances a checkage is entered on the officer’s pay account for meals furnished at no cost to the
officer.
Enlisted Subsistence Allowances
Enlisted members are entitled to a daily Basic Allowance for Subsistence (BAS) unless
receiving a Ration in Kind (RIK). A daily RIK, or a “ration”, for each enlisted member is furnished to the
member as three meals a day in a government mess. A daily subsistence allowance is paid to an
enlisted member for each day a government mess is not available or not used. Members receiving a
―ration‖ will be subjected to a meal deduction resulting in a reduced daily BAS.
Enlisted Sailors are entitled to one of the BAS rates listed below:
Enlisted BAS. This is the standard rate of BAS to be paid enlisted members unless they
qualify for and proper authority approves, a higher rate of BAS
Enlisted BAS II. Enlisted members on duty at a permanent station and assigned to single
(unaccompanied) Government quarters, which do not have adequate food storage or
preparation facilities and where a government mess is not available and the government
cannot otherwise make meals available, may be entitled to BAS II. The rate for BAS II is fixed
at twice the rate for standard enlisted BAS. Effective February 10, 2006, the Navy authorized
the payment of BAS II.
The DODFMR Vol. 7A also contains information related to enlisted BAS in specific situations,
continuity of enlisted BAS entitlement, method of payment, prorated subsistence allowance, special
provisions and restrictions.
Rates Payable and Procedures
The DODFMR, Vol. 7A, contains the rates payable. However, the rate usually changes
annually with the new rate commencing effective January 1 and the new rate will take some time
being incorporated into the manual. The DFAS also provides the annual military pay tables on their
Web site.
FAMILY SUBSISTENCE SUPPLEMENTAL ALLOWANCE (FSSA)
Officer and enlisted members entitled to BAS may also qualify for Family Subsistence
Supplemental Allowance (FSSA) if the Sailor has a given household size and gross household
income eligible for assistance under the United States Department of Agriculture (USDA)
Rev. JAN 2011 11-18

Supplemental Nutrition Assistance Program (SNAP). Effective May 1, 2001, FSSA was established
with the purpose of supplementing an individual service member’s BAS to a level sufficient to remove
that member’s household from or preclude the need for benefits under the Supplemental Nutrition
Assistance Program (SNAP). FSSA is payable at a monthly rate not to exceed $500 as determined by
the Secretary of the Navy under the guidance provided by the SECDEF. As with most other
allowances, FSSA is nontaxable and payable in addition to all other pays and allowances. Given the
size of military pay raises since FSSA was established, very few uniformed members will qualify for
this entitlement. Refer to the DODFMR Vol. 7A for additional guidance.
BASIC ALLOWANCE for HOUSING
Basic Allowance for Housing (BAH) is the military’s most complex entitlement. The situational
ramifications upon this entitlement are extremely vast and entwined dependent upon the Sailor’s
marital status (including dual service couples), whether or not the individual pays child support or has
custody of a child or children and/or assignment to government quarters for the member and/or
dependents. A dual service couple means each party to the marriage serves in the military and is
referred to as Mil-to-Mil.
The BAH payable is divided into two basic categories: BAH for members without dependents
and BAH for members with dependents. The rates payable vary within each category, location of duty
station and/or dependents and with each paygrade.
In this chapter, we briefly describe the basic conditions of entitlement. The Joint Federal Travel
Regulations (JFTR) and OPNAVINST 7220.12 (series) contain the entitlement conditions and should
always be consulted for specific up-to-date information.
Partial BAH
A member without dependents who is assigned to single-type quarters or is on field duty or

sea duty and is not authorized by his/her CO to a full rate of BAH is entitled to partial BAH. A member
without dependents in any paygrade who is assigned government quarters is entitled to Partial BAH.
A member assigned to government quarters who elects not to occupy such quarters and resides in
private quarters at own expense is considered assigned to government quarters and as such receives
partial BAH and not BAH at the without-dependent rate.
BAH-Difference (BAH-DIFF)
Members residing in government quarters and eligible in all respects for a with dependents
allowance solely by reason of child support are entitled to BAH DIFF provided the amount of child
support provided is equal to or greater than the amount of BAH Difference for the Sailor’s paygrade.
OVERSEAS STATION ALLOWANCES
Members stationed outside CONUS are entitled to overseas station allowances such as Cost
of Living Allowance (COLA), Overseas Housing Allowance (OHA), Move-in Housing Allowance
(MIHA) and Temporary Lodging Allowance (TLA). Only COLA and TLA are payable to those members
stationed in Alaska and Hawaii.
Normally, a member receives station allowances at the with-dependent rate only if he or she is
joined by or acquires dependents while serving outside CONUS, the dependents are residing in the
vicinity of the Permanent Duty Station (PDS) and the dependents are command sponsored. A
Rev. JAN 2011 11-19

member whose dependents resides at the overseas station but is not command sponsored is entitled
to COLA at the without-dependent rate. Refer to the JFTR, Vol. 1 for an additional definition of
member with or without dependents for overseas station allowance purposes.
Cost of Living Allowance (COLA)
COLA is a daily allowance prescribed to maintain the purchasing power of basic military
compensation in an overseas area. A member with dependents receives COLA based on the location
of the member’s PDS and the number of command-sponsored dependents.
A member without dependents receives a COLA at the without-dependent rate for any day
during which a government mess is not available or use of a government mess is impractical.
Permission to mess separately satisfies the requirement that use of a government mess is
impractical; therefore, members authorized BAS are entitled to COLA at the without-dependent rate.
Those members without dependents residing in government quarters at a PDS, including a ship,
where a government mess is available are entitled to a reduced COLA. Refer to the JFTR, Vol. 1 for
additional details.
Overseas Housing Allowance
OHA is a monthly allowance paid to members assigned overseas to defray or pay a significant
amount of housing costs. All members authorized to live in privately leased or owned quarters receive
OHA, provided an Individual OHA Report, DD Form 2367, shown in Figure 11-2 is completed and
approved. This document is used to start, change, or correct OHA entitlement. Whenever there is a
change to any data reported, a new DD Form 2367 must be submitted.
Each year every member entitled to OHA must verify the documentation on file, sign a new DD
Form 2367 and submit new documentation as needed. When a member fails to recertify, consult local
procedures for required actions.
Move-In Housing Allowance (MIHA)
To be entitled to MIHA, a member must be eligible for OHA. MIHA defrays costs associated
with occupying privately leased or owned quarters covered by the OHA program. MIHA is payable in a
lump sum and is computed separately from a member’s monthly OHA entitlement. The three types of
MIHA payments are as follows:
MIHA/miscellaneous. Reflects average expenditures made by members to make their
dwellings habitable. This lump-sum payment recognizes that items such as sinks, toilets, light
fixtures, kitchen cabinets, door or window locks, a refrigerator and stove are sometimes not
provided in overseas dwellings. Only one payment is authorized at a duty station unless a
government-funded local move occurs and the member occupies another dwelling covered
by OHA. The amount payable is prescribed in the JFTR, Vol. 1.
MIHA/rent. Applies only to renters and covers reasonable rent-related expenses. These are
fixed, one-time, nonrefundable charges levied by the landlord, the landlord’s agent, or a
government that the member must pay before or upon occupying a dwelling place. Examples
are real estate agent’s fees, redecoration fees and one-time lease taxes. Advance rental
payments or refundable deposits are not covered.
MIHA/security. Covers reasonable security-related expenses for members assigned to
areas where dwellings must be modified to minimize exposure to terrorist threat.
Rev. JAN 2011 11-20

Figure 11-2, Individua1 Overseas Housing Allowance (OHA) Report, DD Form 2367.
All members entitled to MIHA receive MIHA/miscellaneous. Block 11 of the DD Form 2367
supports payment of MIHA/miscellaneous. For the selected members who have qualifying rent or
security-related expenses, Move-In Housing Allowance Claim Form, DD Form 2556, must be
completed. See Figure 11-3. If appropriate receipts or documents are not provided claims for
MIHA/rent and/or MIHA/security are rejected. The JFTR, Vol. 1 contains information related to MIHA
authorized for members entitled to OHA.
Temporary Lodging Allowance
TLA is a daily allowance to partially reimburse a member for the more than normal lodging
costs and meal expenses incurred during occupancy of temporary lodgings. The overseas
commander determines if the member and/or dependents need to occupy temporary lodgings when
they first arrive at or immediately before they leave the overseas PDS.
Rev. JAN 2011 11-21

Figure 11-3, Move-In Housing Allowance Claim Form DD Form 2556.
The period of entitlement upon arrival at the PDS does not normally exceed 60 days, paid in
increments of 10-or 15-day periods, as determinedly the approving authority. Upon departure, the
period of entitlement will not normally exceed 10 days preceding the day the member departs from
the PDS under PCS orders. Other times and circumstances when TLA is also payable are listed in the
JFTR, Volume 1. This section of the JFTR also contains the rates payable, other entitlement criteria
and computation procedures.
FAMILY SEPARATION ALLOWANCE
FSA is a monthly allowance payable only to members with dependents under the conditions
specified in the DODFMR, Vol. 7A. FSA provides compensation for added expenses incurred because
of an enforced family separation under one of the conditions stipulated in DODFMR Vol. 7A. FSA is
payable to qualified members serving inside or outside the United States and is paid in addition to any
Rev. JAN 2011 11-22
other allowance or per diem a Sailor may be entitled. A member, however, may not receive more than
one payment of FSA for the same period, even if qualified for multiple types.
When Payable
A member must meet all general requirements of the DODFMR, Vol. 7A and one of the
following conditions:
Family Separation Allowance - R (FSA-R). A Sailor not authorized transportation of
dependents, including dependents acquired after effective date of orders at government
expense and the dependents do not live in the vicinity of the member’s homeport/permanent
duty station
Family Separation Allowance - S (FSA-S). The member is on duty aboard a ship and the
ship is away from the homeport continuously for more than 30 days. There are special
provisions in place for a member’s entitlement to FSA-S to continue without stopping for
redeployment if he or she returned to homeport after the original deployment for a period of
30 days or less and redeployed for another period greater than 30 days. The dependents are
not required to reside in the vicinity of the ship’s homeport
Family Separation Allowance - T (FSA-T). Paid to a Sailor on Temporary Duty (TDY) away
from the permanent station continuously for more than 30 days and the member’s
dependents are not residing at or near the TDY station. This includes Sailor’s who are
required to perform a period of the TDY before reporting to their initial station of assignment.
As with FSA-S, a member can retain continuous entitlement to FSA-T for redeployment if he
or she returned to the permanent duty station after the original assignment, was present for a
period of 30 days or less and departed again for a second period greater than 30 days. The
dependents are not required to reside in the vicinity of the PDS.
Refer to the DODFMR Vol. 7A for definitions of key terms, amounts payable, factors of
entitlement specific to military members married to other military members (also referred to as Mil-to-
Mil couples), FSA entitlement for a Sailor in a missing status and various other conditions of
entitlement.
ENLISTED CLOTHING ALLOWANCES
Enlisted members of the Navy, including Navy reservists on extended active duty, receive an
initial allowance for uniforms. This provides the member with uniforms and uniform accessories
required for the member’s paygrade either by a cash payment to offset purchases or by issues of
clothing in a value equal to the cash payment.
The conditions of entitlement to clothing allowances are numerous and the amounts payable
vary. Consult the DODFMR, Vol. 7A for details regarding entitlement to the various types of enlisted
clothing allowances. The rates of clothing allowances typically change at the beginning of each fiscal
year (1 October) and it is wise to refer to the current reference that contains rates payable.
Civilian Clothing Monetary Allowance
Enlisted personnel required to wear civilian clothing in the performance of official duty may be
authorized an initial clothing allowance. Rates payable depend on the length of assignment,
requirement to wear civilian clothing for either season or both winter and summer, length of extension
or consecutive tour and whether on permanent or temporary duty status.
Rev. JAN 2011 11-23

This one-time payment is in addition to the appropriate Clothing Replacement Allowances paid
annually.
Clothing Replacement Allowances (CRA)
Enlisted members receive an annual cash replacement allowance to provide the member with
cash for the purchase of replacement clothing or for the repair of clothing articles. It is made at the
end of the member’s anniversary month of active duty. If a member serves for less than 12 months
after the last annual payment, a prorated amount is paid, calculated at one-twelfth of the annual rate
for each whole month or fraction thereof. If a member serves 7 months and 5 days after the last
annual payment, pay eight-twelfths of the annual amount. The three different kinds of CRAs are as
follows:
Basic replacement allowance. This allowance provides for replacement of uniquely military
items that would normally require replacement from the first day of the month following the
date of completion of 6 months’ active duty through the 36th month of active duty. On
completion of the 12th month of uninterrupted active duty, payment is made for one-half the
annual rate and the full annual rate thereafter.
Standard replacement allowance. This allowance provides for continued replacement or
repair of uniquely military items after completion of 3 years of active duty.
Special replacement allowance. This allowance is paid after a member completes 36 months
active duty in paygrade E-7. A member promoted to paygrade E-7 receives CRAS until
completion of 36 months active duty in that paygrade.
Special Initial Clothing Allowance
Enlisted members required to wear individual clothing of a type not customarily required for
the majority of enlisted members of the Navy are entitled to Clothing Allowance Special Initial (CASI).
One of the more common types of entitlement to CASI is when an E-6 is first advanced to Chief Petty
Officer. A CASI is also payable when commencing specified officer-training programs as well as
selection for temporary appointment as a Limited Duty Officer in the Navy. The rates and conditions
under which CASI is payable are contained in the DODFMR, Vol. 7A.
OFFICER UNIFORM ALLOWANCES
Officers receive an initial uniform allowance upon commissioning in the Regular and Reserve
components, upon completing aviation officer candidate school and upon completing all flight training
at the limited-duty officer aviator candidate school. Officers in the Armed Forces Health Professional
Scholarship Program also receive this allowance while ordered to 45 days annual training or active
duty training. Additional active duty uniform allowances are payable to Reserve officers entering or
reentering active duty or on active duty training for more than 90 days.
Officers assigned to a PDS outside the United States who are required to wear civilian clothing
all or a substantial portion of the time in the performance of official duty may be authorized an initial
allowance for civilian clothing. Take note that enlisted personnel do not have to be stationed outside
the United States for entitlement to a civilian clothing allowance. The same rates of pay and eligibility
criteria for enlisted, discussed earlier are considered when this allowance is paid to officers.
Consult the DODFMR, Vol. 7A when determining if an entitlement exists, identifying

restrictions and/or locating amounts payable.
Rev. JAN 2011 11-24

PERSONAL MONEY ALLOWANCE
A flag or general officer promoted to vice admiral (or lieutenant general) and admiral (or
general) or serving in a specific duty assignment in the same paygrades receives Personal Money
Allowance (PMA) at the monthly rates specified in the DODFMR Vol. 7A. Some of the flag (or general)
officers paid PMA are the Chairman and members of the Joint Chiefs of Staff (JCS), Chief of Naval
Operations (CNO) and the senior member of the Military Staff Committee of the United Nations when
entitled to the grade, pay and allowances of an O-9 or above.
In the case of promotion to paygrade O-9 or O-10, the input that promotes or reverts the officer
also causes DFAS - Cleveland Center to start or stop PMA. However, if the entitlement to PMA
depends on a specific duty assignment, NPC notifies DFAS when to start or stop the officer’s PMA.
The date of start or stop of the PMA does not necessarily coincide with reporting and/or detaching
dates.
An enlisted member, serving as the senior enlisted member of his or her Military Service, such
as the Master Chief Petty Officer of the Navy (MCPON) is also entitled to receive a PMA.
For all Sailors, officer and enlisted, PMA is in addition to any other pay or allowance
authorized and will be subjected to applicable federal and state income tax withholding.
SUMMARY
All members of the Navy, from CNO down to the newest recruit, are interested in their pay.
You, the PS, are expected to furnish correct pay information and to explain the general rules
governing entitlement to military pay and allowances as they relate to Navy personnel.
Become familiar with the various kinds of pay and allowances and the paygrades or categories
of personnel to whom they may be paid. Only basic entitlement criteria were presented in this chapter.
Military pay and allowances are consistently changing. Therefore, if you encounter any situation,
including what was discussed here, refer to the applicable governing publication for procedures and
determination of entitlement to specific pays and allowances.
Rev. JAN 2011 11-25

Rev. JAN 2011 11-26

CHAPTER 12
ALLOTMENTS,
DEDUCTIONS and COLLECTIONS
LEARNING OBJECTIVES: Upon completion of this section, you should be able to do the following:
— Define Discretionary and Non Discretionary Allotments.
— Discuss various allotment regulations.
— Determine correct forms used to start, stop, or change allotments.
— Define various deductions.
— Discuss various forms for deductions.
— Define collection voucher.
— Discuss the various types of collections.
— Determine the correct forms used to implement collections.
INTRODUCTION
A major concern of all Sailors away from home is providing for their families' financial welfare.
The Navy allotment system is provided to help military service members adjust their personal and
family finances to military service. It is a convenience and privilege not to be exploited or abused.
Other than amount changes, administrative changes may be made at the request of the allottee
without the member’s consent. This includes address changes.
What is the Navy allotment system? Simply stated, the allotment system is a Navy member’s
request and authorization for the government to send part of the member’s pay to an individual or to
certain institutions in the United States or other countries at the Navy’s expense. However, in order to
prevent abuses or unauthorized uses there are many restrictions pertaining to the use of the system.
In addition to allotments, this chapter covers other mandatory deductions made from military
pay. These deductions include Federal Income Tax Withholding (FITW), State Income Tax Withholding
(SITW), Federal Insurance Contribution Act (FICA), Service member’s Group Life Insurance (SGLI),
Family Service member’s Group Life Insurance (FSGLI), recoupment of reenlistment bonuses, Thrift
Savings Plan (TSP) and special continuation pays, collection and request for waiver of indebtedness
and loss of monetary entitlement resulting from unauthorized absence, disciplinary actions and
excess leave.
ALLOTMENT REGULATIONS
General regulations governing allotments are set forth in the Department of Defense Financial
Management Regulation (DODFMR) Vol. 7A. Detailed procedures for the processing of Navy
allotments are contained in the Defense Joint Military System (DJMS) Procedures Training Guide
Rev. JAN 2011 12-1

PS Basic: “Allotments, Deductions and Collections”, Chapter 12.
(PTG) Part 6. Before covering these regulations and procedures, you need an understanding of a few
terms and responsibilities, general restrictions and times of registration regarding allotments.
TERMS AND RESPONSIBILITY
Certain terms are used to describe who’s who in the allotment process. Roles and general
responsibilities are covered as follows. In addition, note that the Commanding Officer (CO) has
responsibilities with regard to allotments.
Allotter
The member from whose pay the allotment is made payable and who requests registration or
discontinuance (start or stop) of an allotment is called the allotter. Sometimes the member is called
the grantor of the allotment. The allotter furnishes the correct names and addresses, including ZIP
Codes, of the person or financial institution designated to receive the allotment. If the allotment is to a
financial institution, the member furnishes the account number and arranges for the institution's
receipt of the allotment.
Certifying Officer
For allotment purposes, your ship or station’s Disbursing Officer is the certifying officer. The
certifying officer ensures that the allotment authorizations are correct and legal in all respects. Also,
the certifying officer ensures that the starts and stops of allotments are posted on the pay accounts.
The certifying officer ensures that authorizations are transmitted promptly in order to reach the
Defense Finance and Accounting Service (DFAS)—Cleveland Center for timely pay adjustments.
DFAS—Cleveland Center
All Navy allotment authorizations are transmitted to DFAS—Cleveland Center (Allotment

Department) for payment to the persons or financial institutions designated by the allotter. DFAS—
Cleveland Center is responsible for processing allotments monthly.
Allottee
The person or financial institution to whom an allotment is made payable is called the allottee.
Sometimes the allottee is called the payee of the allotment. The allottee notifies DFAS—Cleveland
Center of any change of address. DFAS—Cleveland Center mails change-of-address forms with
allotment checks at frequent intervals to the allottees. For other changes, such as a change in the
amount, the allottee notifies the allotter who -requests to stop the old allotment and to register a new
one.
Commanding Officer
The CO notifies the disbursing officer immediately of any change in status of persons in the
command that would cause stoppage of an allotment, such as death and desertion. On ships without
disbursing officers, the CO makes emergency stops of allotments by notifying DFAS—Cleveland
Center directly by priority message.
GENERAL RESTRICTIONS
Later in this chapter, restrictions applicable to certain kinds of allotments are discussed.
However, the following general restrictions apply to all allotments.
Rev. JAN 2011 12-2
Authorized Users
All Navy members on active duty in excess of 180 days, except active-duty-training personnel,
can use the allotment system. Members of the Fleet Reserve or retired personnel who are in receipt
of retainer or retired pay (not on active duty) are entitled to limited allotment system use.
Members of the Fleet Reserve or retired personnel recalled to active duty must transfer
existing allotments from their retired account to their active-duty account. If the period of recall is in
excess of 180 days, the member may use the full allotment system.
Designation of Allottee
No child under 16 years of age nor any person who is mentally incompetent may be
designated as an allottee. However, a legally appointed guardian or custodian (including an
institution) may be designated as an allottee on behalf of a minor child or an incapacitated person.
Spouses of members are named as allottees regardless of age.
Maximum Amount that May Be Allotted
The amount of pay and allowances a member may allot depends on the member’s status
(officer, enlisted, with or without dependents) and whether the member is on duty in or out of the
continental United States (CONUS). In addition, the CO may restrict the amount that a member may
allot when necessary to help a member meet essential personal needs. The DOD FMR Vol. 7a lists
the pay and allowances that may be allotted both inside and outside the United States.
Month of First and Last Deductions
The first month that a deduction is made from the member’s pay account is the month of first
deduction and the last month that a deduction is made is the month of the last deduction. Payment is
made to the allottee at the end of each monthly period. For example, an allotment that has a first
deduction in February is paid to and received by the allottee on or about the 1st of March.
It is very important for the allotter to understand when the payment will be received by the
allottee. Make sure you emphasize payment receipt schedules when registering allotments. If the
allotter does not understand the schedule, he or she may fail to cover an insurance premium due
before payment of the allotment, for example and the policy may lapse. Or, not understanding the
payment schedule could cause other serious financial crises for the member and the member’s family.
Duration of Allotments
Most allotments are started for an indefinite period. Once they are started they continue until
the member requests stoppage or until a change in the member’s status requires that the allotment be
changed or stopped. However, certain allotments are registered for a definite period because of their
purpose. For example, DFAS—Cleveland Center automatically stops an allotment for the repayment
of a loan from the Navy Relief Society when the repayment is made in full.
No allotments may be registered for less than 3 months. Ensure that the allotter understands
that once an allotment is started, it must remain in effect for 3 months and it cannot be stopped until
this period expires, except for the following reasons:
The death of the allottee or of the allotter
To prevent financial loss to the member, the government, or the Disbursing Officer
Rev. JAN 2011 12-3
To increase the amount of the allotment

To change the amount of premiums for insurance allotments.
Deadline Dates
Many variables are operating when the month for an allotment to start or stop is determined.
ALLOTMENT FORMS AUTHORIZED
Allotments start; stop or change must be accomplished by member using My Pay, except to
start/stop/change CFC & NMCRS.
The Combined Federal Campaign Pledge Form (pledge card) will be used for CFC charity
allotment drive
A DD Form 2558, Authorization to Start, Stop or Change an Allotment for Active Duty or
Retired Personnel is the authorization form for processing an allotment action. The DD 2558
does not have to be filled out at the MILPAY office.
MILPAY will publish local instructions regarding proper use of the DD 2558 which will specify:
The commands or offices authorized to use the DD 2558
That the DD 2558 will be completed only by member
That the member may request registration or stoppage of any allotment. When the DD 2558
is prepared by the Navy/Marine Corps Relief Society office, the allotment will be to repay a
loan only to that organization
The DD 2558 will be stocked by all offices authorized to use it
The DD 2558 will be transmitted to MILPAY daily
The cutoff date by which the DD 2558 must be received in MILPAY for action to be completed
in the month requested. If the allotment action cannot be accomplished, MILPAY will annotate
the DD 2558 stating the reason why the allotment action was not processed and return it to
the member for resubmission (if applicable).
MILPAY will use the information from the DD 2558 to prepare the appropriate allotment FID
input transaction.
DISCRETIONARY ALLOTMENTS
A member is allowed up to six discretionary allotments for any purpose unless the use of the
allotment violates laws in the state. Under DJMS, discretionary allotments are processed under FID's
AD, AI, AS and AH.
Discretionary allotments make up those allotments formerly characterized as dependent

support (AD), savings (AS), insurance (AI) and home mortgage (AH). While systematic edits prevent
processing more than two savings allotments or one home mortgage allotment, members wishing to
have additional allotments to financial institutions or to pay mortgages may do so using the AD series
input transaction. If the allotment is for insurance purposes, process as an AI input transaction.
Rev. JAN 2011 12-4

Allotments destined for personal checking or savings accounts at financial institutions can be
processed as AD input transactions.
NONDISCRETIONARY ALLOTMENTS
There is no limit on the number of nondiscretionary allotments a member may have. DJMS
currently limits the total number of all allotments (discretionary plus nondiscretionary) to 15.
Nondiscretionary allotments are for the purchase of charitable contributions to Navy/Marine

Corps Relief Society (AF), Combined Federal Campaign (AC), loan repayment for government debts
(AT).
For AWOL status and deserter status, the SJ04-CHANGE ABSENT WITHOUT LEAVE
transaction and the SP04-CHANGE DESERTION STATUS transaction will stop allotments as follows:
At the end of the previous month, if the member does not have sufficient pay accrued to
cover allotments. If AWOL or desertion status occurs during the beginning of the month,
allotments are stopped immediately on processing the SJ04 or SP04
At the end of the month, if sufficient pay is accrued to cover the allotments.
The Combined Federal Campaign Charity Allotments (AC) usually run from January through
December of a calendar year. They may be input up to 120 days in advance, but will not process or
post to the MMPA until the first update in January. The AC allotment will automatically stop after the
December allotment is processed unless the member has taken previous stop action. The member
may elect to stop this allotment prior to December, but the allotment must stay in effect at least three
months before the member has the option of stopping it.
The Navy/Marine Corps Relief Society Charity Allotments (AF) usually run from June of one
calendar year through May of the next calendar year. They may be input up to 120 days in advance,
but will not process or post to the MMPA until the first update in June. They will automatically stop
after the May allotment is processed unless the member has taken previous stop action. The member
may elect to stop this allotment prior to May, but the allotment must stay in effect at least three months
before the member has the option of stopping it.
All other allotments must be registered for and will remain in effect for at least three months
except for the following reasons:
Death of the allottee or allotter
To prevent financial loss to the member, the government, or the disbursing officer.
DEATH of MEMBER
Do not submit stop FID input transactions upon the death of a member. DFAS-CL receives a
copy of the report of the member's death and takes the necessary allotment action.
NON RECEIPT of INDIVIDUAL ALLOTMENT:
If a member reports that the allottee is not receiving the allotment, MILPAY or the commanding
officer will take the following action. Send a message to DFAS-CL, Code FMA, containing:
Member's name and SSN
Rev. JAN 2011 12-5
Approximate date of first payment

Monthly amount of allotment
The allotment class
Allottee's name and address
Statement whether or not the member still wants the allotment.
DFAS-CL will notify MILPAY/commanding officer of any adjustment to be made.
VERIFICATION of ALLOTMENT REQUESTS FOR PAY RECORD ACCESS (PRA), PERSONNEL
The disbursing officer or deputy will personally verify all allotment forms affecting PRA
personnel. Verify the amount of the allotment and the start and stop dates in each case against the
LES which shows the allotment action.
DEDUCTIONS
FEDERAL INCOME TAX WITHHOLDING
Although DFAS—Cleveland Center computes Federal Income Tax Withholding (FITW) based
on a formula authorized by the Internal Revenue Service (IRS), both the member and the local
disbursing officer have certain responsibilities to ensure compliance with the Internal Revenue Code.
Requirements for Withholding
Members must notify the Disbursing Officer of their marital status, the number of exemptions
that they are claiming and the member's legal residence. The disbursing officer reports the same
information to DFAS—Cleveland Center to adjust the member’s Master Military Pay Account (MMPA).
IRS Form W-4
Upon first reporting for active duty, each member files an Employee’s Withholding Allowance
Certificate, IRS Form W-4, see Figure 12-1, to the disbursing officer who opens the member’s pay
account. DFAS—Cleveland Center uses the single status with no exemptions (S-0) to compute the
tax liability of members who fail to report their tax entitlements.
The member submits a new IRS Form W-4 to the disbursing officer who has custody of the
member’s Leave and Earnings Statement (LES) whenever there is a change in marital status, number
of exemptions claimed, or when additional or reduced withholding is desired. Members who have no
federal income tax liability for the previous year and who anticipate no tax liability for the current year,
may file an IRS Form W-4 claiming exempt withholding. Caution members against reporting more
exemptions than those to which they are legally entitled.
According to IRS directives, each quarter DFAS—Cleveland Center forwards to the IRS data
on all members who filed an IRS Form W-4 during that quarter and who claimed the following:
10 or more exemptions
An exempt status with earnings of more than $866.68 taxable pay per month.
Rev. JAN 2011 12-6

MILITARY PAY SUBJECT to FITW (Federal Income Tax Withholding)
Only those items of military pay listed in the Navy PTG are subject to FITW. Normally, any item
of pay as opposed to allowance is subject to FITW. These include basic pay, special pay and
incentive pay.
Monthly Withholding Rate
For a pay account opened on the first day of the month, deduction of a continuing monthly
withholding tax rate commences that month. When a pay account is opened on any other day of the
month, a one-time withholding amount based on the aggregate taxable pay for that month is deducted
and the continuing tax deduction begins the following month.
For a pay account closed on the last day of the month, the continuing tax deduction ceases
that month. When a pay account is closed on any other day of the month, a one-time withholding
amount based on the aggregate taxable pay for that month is deducted and the continuing tax
deduction ceases the previous month.
Figure 12-1, Member changes number of exemptions and requests additional withholding.
The continuing monthly withholding tax rate changes when one or more of the following occur:
The member files a new IRS Form W4 indicating a change in marital status or in the number
of exemptions
The member files a new IRS Form W-4 requesting additional or reduced withholding
The member’s continuing monthly taxable pay increases or decreases
The member enters or leaves a combat zone.
The amount of continuing monthly FITW rate is pre-computed on the member's LES by
DFAS—Cleveland Center based on a formula shown in the Navy Procedures Training Guide (PTG).
Rev. JAN 2011 12-7

One-Time Withholding at 25 Percent
Except for members claiming EXEMPT from withholding or who claim Puerto Rico state tax,
deduct a 25 percent one-time withholding rate on the following entitlements. (Do not round up or
down).
All enlistment, reenlistment bonuses and pre-computed on the member’s LES by DFAS
Lump-sum leave Continuation pay (nuclear-qualified officer or aviation officer)
Variable incentive pay
Contract cancellation pay
Repayment of detained pay
Readjustment pay
Severance pay (non-disability)
Career accession bonus
Nuclear annual bonus
Separation pay
All medical and dental bonuses.
Combat Zone Exclusion
A combat zone exclusion is an exemption from taxation of military pay earned by a member
while serving in a combat zone or during hospitalization that resulted from service in a combat zone.
For officers (except warrant officers) only a certain specified amount per month of taxable pay is
exempt during the combat zone exclusion period. For warrant officers and enlisted members all
taxable pay earned during the exclusion period is exempt from FITW.
Nonresident Alien
For the purpose of FITW, a Nonresident Alien (NRA) is an individual who is neither a citizen of
the United States nor a resident of the United States. NRA status applies to enlisted members only
since U.S. citizenship is required in order to be a commissioned officer. When a member believes he
or she is entitled to be classified as an NRA, the member files an NRA certificate, shown in Figure 12-
2 and submits it to the disbursing officer. The member must notify disbursing whenever a change in
residency or citizenship status occurs.
Tax Liability
An enlisted member who is an NRA is not liable for FITW on pay earned for periods of service
within the United States of 60 days or less or for service outside the United States. Pay earned for any
period of service within the United States exceeding 60 calendar days is subject to FITW. Such pay
also may be subject to SITW, depending on the state residency status of the alien. A Navy member
who is a resident alien on the other hand is subject to FITW on all taxable pay whether earned inside
or outside CONUS just as is any citizen of the United States.
Rev. JAN 2011 12-8

An alien who receives orders to duty aboard ship is not automatically entitled to submit an
NRA certificate upon reporting. Always ensure the validity of a certificate before discontinuing income
tax deductions. If necessary, verify the location of the alien’s dependents in the member’s service
electronic service record.
Special reporting procedures of an NRA’s tax status are contained in the Navy PTG.
NRA Becomes Naturalized
When an NRA becomes naturalized, he or she submits the naturalization papers to the admin
office for verification and completes and submits an IRS Form W-4 and DD Form 2058. To remove the
NRA status of the member, prepare Format Identifiers (FIDs) to transmit the IRS Form W-4 and DD
Form 2058 data to DFAS—Cleveland Center.
NRA Establishes Residence
When an NRA with dependents establishes residence in the United States or is assigned
government quarters in the United States, the member is considered a resident alien for tax purposes,
even when the member is physically located OCONUS while the member's dependents reside in the
United States.
Applicability of NRA Status to Bonus Installment Payments
Selective Reenlistment Bonus (SRB) received by an NRA member who becomes entitled
while in an OCONUS status is not subject to FITW. Remaining and subsequent installments of SRB
payments are not taxable, regardless of where paid or received unless the member’s status changed
to that of a resident alien at the time of payment. When the initial bonus payment was taxable, all
subsequent installments also are taxable regardless of where paid or received.
Rev. JAN 2011 12-9

Figure 12-2, Nonresident Alien Certificate, Form W-8BEN.
COLLECTION of DELINQUENT FITW
When a member is indebted to the IRS for delinquent federal income tax, the IRS issues a
levy to collect the tax. The tax levy consists of IRS Notices Form 668-W with 1494 publication. If the
member has been transferred forward the IRS Notice Form 668W and 1494 publication to the new
duty station. If the member has been separated, return the IRS Notice 110A with attached forms to the
IRS office that issued the levy along with the member’s home address.
Rev. JAN 2011 12-10

For complete details on processing a tax levy pertaining to the computation of payment,
payment procedures, payroll preparation, installment payment agreement and method of payment
options available to the member, refer to the Navy PTG.
ADVANCE PAYMENT of EARNED INCOME CREDIT
Members who maintain household CONUS and who expect to have both earned income and
adjusted gross income below the amount (ceiling) set by the IRS are entitled to an Earned Income
Credit (EIC). Eligible members can choose to get the credit in advance with their pay instead of
waiting until they file their tax return. EIC is an IRS payment; hence, EIC monies are not allotted or
used to offset indebtedness payments.
Members electing to receive EIC must file an Earned Income Credit Advance Payment
Certificate, IRS Form W-5, with the disbursing officer. The IRS Form W-5 may be filed any time during
the calendar year. Since it automatically expires on 31 December, an eligible member must file each
year. To receive EIC in January, the member must file in December of the preceding year.
STATE INCOME TAX WITHHOLDING
The requirements for SITW are identical to those of FITW with regard to items of pay subject
to tax. The state in which a member claims legal residence may tax compensation and other income
regardless of the member’s location. Some states require that the member physically reside in the
designated state as authority to start SITW.
LEGAL RESIDENCE
Each member must designate a legal residence and report any changes of legal residence. A
member’s legal residence does not change because of change of permanent duty station. Legal
residence at the time of entry into the service remains the same until changed by the member. The
two-digit state code appears on the tax line of the LES. Notification of a change of legal residence is
done by submitting a State of Legal Residence Certificate, DD Form 2058, in duplicate. See Figure
12-3. The original is retained in the local service record.
Rev. JAN 2011 12-11

Figure 12-3, State of Legal Residence Certificate, DD Form 2058.
On the basis of the member’s completed DD Form 2058, you prepare FID to either establish
or to change the member’s legal residence on the MMPA. Accumulate copies of the DD Forms 2058
and forward them monthly to the losing state taxing authority. If the losing state is not withholding
state tax on the member’s income, destroy the copy of the DD Form 2058.
MONTHLY SITW RATE
DFAS—Cleveland Center computes the monthly amount of SITW deducted from a member’s
pay based on the formula for the member’s state of legal residence, marital status and number of
Rev. JAN 2011 12-12

exemptions claimed for FITW. The tax tables for each state that authorizes SITW from military pay are
in the Navy DJMS Procedures Training Guide.
While a member may request an adjustment of the amount of tax withheld, these adjustments
are made only in cases where the individual’s state tax liability is expected to differ from the
withholding prescribed in the state tax withholding tables. Requests are initiated by the member using
a locally prepared form, original only and will be for any dollar amount or for zero. The certificate is
shown in Figure 12-3.
One-time Withholding
Those pay entitlements that are subject to a one-time FITW at 25 percent also are subject to a
one-time SITW at the applicable percentage rate. If a member has submitted a certificate to change
SITW to none, do not deduct the one-time SITW.
MEMBER NATURALIZED
When a member becomes a naturalized United States citizen, the member is required to
prepare a DD Form 2058 in duplicate and an IRS Form W-4. The legal residence is either the state in
which the member was naturalized or the state in which the member resides at the time of
naturalization.
You prepare and forward the necessary input documents to DFAS—Cleveland Center to
change the member’s state of legal residence effective the first day of the month following the month
in which the DD Form 2058 was signed.
FEDERAL INSURANCE CONTRIBUTION ACT
Effective 1 January 1957 the Serviceman’s and Veteran’s Survivor Benefits Act of 1956
extended social security coverage to members of the armed forces and, therefore, subjected them to
the taxes prescribed by FICA. These taxes are imposed on individuals and employees to provide
funds for old age, survivors, disability insurance and hospital insurance benefits for the aged.
Effective 1 January 1966, an additional tax was imposed to provide Hospital Insurance (HI)
benefits for the aged. FICA tax applies to the total taxes deducted by the Bureau of Naval personnel
for both FICA and HI.
WAGE AND TAX STATEMENT
The Wage and Tax Statement, IRS Form W-2, is used by DFAS—Cleveland Center to report
taxable military wages earned and paid and taxes withheld on the member’s MMPA to the IRS for the
FITW, the Social Security Administration for FICA and the respective state income tax collection
agencies for SITW purposes. The IRS Form W-2 is revised annually to indicate the calendar year for
which it is applicable.
DFAS—CLEVELAND CENTER ISSUES W-2
An IRS Form W-2 is produced for each member whose pay account is in a compute status,
based on the amounts shown as Year-to-Date totals on the December LES. These totals are reflected
in the Remarks section of the LES for January through March of the succeeding year.
Rev. JAN 2011 12-13

The November and December LES are reconciled to determine that all items of pay affecting
all taxable pay for the year are reflected on the IRS Form W-2. If there is no discrepancy, issue the
IRS form W-2 to the member not later than the 30th of January. If a discrepancy exists, send a
message request to DFAS—Cleveland Center for a corrected IRS Form W-2.
DFAS Cleveland Center automatically issues corrected IRS Forms W-2 when the following
events occur after the initial IRS Form W-2 was produced:
One-time entitlements effective before 1 January of the current year posted to the MMPA
Retroactive changes affecting FITW such as marital status, state tax code, NRA withholding
changes effective before 1 January posted to the MMPA
Checkages for Unauthorized Absences (UAs) occurring before 1 January posted to the
MMPA.
When multiple corrected IRS Forms W-2 are received, the one with the most current date in
the Issue Date block is given to the member.
SERVICEMEN’S GROUP LIFE INSURANCE
SGLI automatically insures every member (including reservists and cadets or midshipmen of
both the Naval Reserve Officer Training Corps [NROTC] and service academies) against death when
the member is performing full-time active duty or training duty under orders to duty in excess of 30
days. SGLI is administered by the Department of Veterans Affairs.
MEMBER’S OPTION
A member who does not desire full SGLI coverage may elect in writing, to be insured for a
lesser amount or not to be insured. However, a member who elects either not to be insured or a
reduced coverage may subsequently apply for reinstatement of full coverage. The date a medical
officer completes a physical examination of the member and signs the election form is the effective
date to reinstate or increase SGLI coverage.
AMOUNTS of COVERAGE AND DEDUCTIONS
The maximum and reduced SGLI coverage with the corresponding monthly premiums or
deductions are found in the Navy Procedures Training Guide. You can adjust a member’s deduction
locally. Monthly deductions are started, stopped, or changed by DFAS—Cleveland Center.
A member who goes UA for more than 30 continuous days is confined for more than 30
continuous days as a result of a court-martial action, or is found guilty of desertion loses entitlement to
SGLI coverage. DFAS—Cleveland Center automatically stops SGLI deductions at the end of the
month in which the 31st day of absence or confinement occurs. The premium deductions restart
beginning with the month of return or the month of release from confinement and restored to duty with
pay. For deserters, DFAS Cleveland Center stops SGLI deductions the month after a member is found
guilty of desertion and automatically restarts deductions beginning the month the mark of desertion is
removed.
Rev. JAN 2011 12-14

FAMILY SERVICEMAN’S GROUP LIFE INSURANCE
Enrollment
Enrollment in the FSGLI program will be accomplished by processing a SGLV Form 8286A via
the DMDC web site. The DMDC web site is used for current information (e.g., marriage, divorce, birth)
regarding participation in the FSGLI program. The same process is used, whether the member wants
to start, stop, or change (increase or decrease) FSGLI coverage. The member completes the
appropriate form (SGLV Form 8286A or SGLV Form 8285A) and takes the completed form to the
servicing personnel office. The personnel office enters the information into the DEERS system via the
FSGLI web site, maintained by DMDC. Once a month DMDC works with DJMS through the file
transfer process to produce the information that posts to the member's MMPA, which includes starts,
stops and changes for the FSGLI program. Premium deductions will appear on each member's DJMS
pay account as a DB entry that contains an age option field.
Amounts of coverage and deductions
The cost for the FSGLI program is based upon the birth date of the member's spouse. The
collection of FSGLI premiums is based upon the member's spouse and the spouse's birth date being
registered in the Defense Enrollment Eligibility Reporting System (DEERS). Current premium rates
are provided in Interim Change 32-06 of the DODFMR Volume 7A. The spouse's FSGLI coverage
cannot exceed the member's coverage amount. Dependent children of the service member are
automatically covered for $10,000.00 at no cost to the member. A member cannot decline coverage
for dependent children. Dependents are covered under the military member who first elected SGLI
coverage.
Mil-to-mil coverage
Spousal coverage is also available to service members who are married to other service
members ("mil-to-mil spouses"). Mil-to-mil spouses must be registered as dependents of each other in
DEERS. Mil-to-mil spouses who are not listed as dependents of each other in DEERS will not be
covered. In order to receive FSGLI coverage, both members must request a change in DEERS to
reflect that the member's spouse is a military member. Most mil-to-mil spouses do not register each
other in DEERS because they already have their own ID cards.
Note: If one of these mil-to-mil spouses separates from the service and is later enrolled in DEERS
as a dependent -- but FSGLI coverage is not desired -- the remaining active duty member
must complete a declination form in order to decline coverage. Otherwise, retroactive
premium collections will begin.
UNAUTHORIZED ABSENCE
Unauthorized absences include Absence Without Leave (AWOL), Absence Over Leave (AOL)
been excused as unavoidable, absence caused by Sickness Resulting From Misconduct (SKMC),
such as intemperate use of alcohol or habit-forming drugs and absence not excused as unavoidable
while confined by or In the Hands of Civil Authorities (IHCA) or by military authorities of a foreign civil
authority.
Rules Governing UA
The following rules govern when UA begins and ends:
Rev. JAN 2011 12-15

The day of departure or commencement of UA is counted as a day of absence

The day of return from UA is a day of duty
UA of less than 24 hours does not affect pay and allowances even though the UA involves
parts of 2 days.
Computation of Non-pay Status
The DODFMR Vol. 7A contains the rules used in determining what effect UA and other lost
time have on pay and allowances. Procedural instructions on how to process the Record of
Unauthorized Absence, NAVPERS 1070/606, are found in the Navy PTG.
NONJUDICIAL PUNISHMENT
Under the authority of Article 15, Uniform Code of Military Justice (UCMJ), authorized
commanders; that is, COs and Officers in Charge (OICs) may impose non-judicial punishment (NJP)
for minor offenses without resorting to courts-martial. COs/OICs use NJP to maintain good order and
discipline and also to promote positive behavior changes in members without the stigma of a court-
martial conviction.
NJPs that affect pay are forfeiture of pay, reduction in grade, or a combination of both. The
maximum forfeiture of pay that may be imposed by the CO/OIC of the grade of Lieutenant
Commander or above is not more than one-half of 1 month’s pay per month for 2 months. If forfeiture
is imposed while a prior forfeiture is still in effect, the additional forfeiture does not begin until the prior
forfeiture is completed. If the punishment includes both reduction and forfeiture of pay, the forfeiture
must be based on the grade to which reduced.
For reduction in grade, the maximum is reduction to the lowest or any intermediate paygrade
but enlisted members in paygrades above E-4 may not be reduced more than one paygrade. In time
of war or national emergency, members may be reduced two grades with the approval of the
SECNAV.
The Court Memorandum, NAVPERS 1070/607, is the document you use as an authority to
enter appropriate pay deductions and to adjust forecasts of pay on the LES of enlisted members. If a
copy of a letter is received reporting an officer’s NJP, forward the letter to DFAS—Cleveland Center.
COURT-MARTIAL SENTENCES
Court-martial sentences must be approved by the convening authority (CO or higher authority)
and by other appellate review as required by UCMJ. Because of the many legal aspects involved,
punishments under court-martial sentences may not be ordered executed until all applicable reviews
and approvals are completed.
Familiarize yourself with the material contained in the DODFMR Vol. 7A in order to understand
these proceedings. A brief description of some of the punishments that may be imposed, which affect
pay, is as follows:
Forfeitures
A forfeiture of pay deprives a member of an amount of pay for the number of months or days
expressly stated in the sentence. Amounts are stated in whole dollars only and not in number of day’s
Rev. JAN 2011 12-16

pay or fractions of monthly pay. Except when the sentence provides for a total forfeiture, only basic
pay, career sea pay and hardship duty pay are applied to forfeitures.
Fines
A fine imposed by a court-martial sentence constitutes an indebtedness to the United States

for the amount specified in the sentence in the same way that fines are imposed in civil courts. The
member may either pay the fine in cash or consent to voluntary collection from current pay. When the
member does not pay the fine in cash and does not consent to collection from current pay, the fine is
collected from final pay upon separation or discharge.
Reduction in Grade
Reduction in grade is expressly stated in the court-martial sentence. A court-martial may

sentence an enlisted member to be reduced to the lowest or any intermediate paygrade effective on
the date of approval by the convening authority.
A court memorandum also is your authority to enter appropriate deductions and to adjust
forecasts of pay on the current LES of enlisted members. If a copy of a letter is received reporting an
officer’s court-martial, forward the letter to DFAS—Cleveland Center.
EXCESS LEAVE
When a member takes more than earned leave plus leave that would normally be earned
during the remaining period of active obligated service, the member is in an excess leave status.
Since DFAS—Cleveland Center maintains the member’s leave record as part of the MMPA, it
automatically deducts pay and allowances for each day of excess leave.
BAH of an enlisted member in paygrade E-4, (4 years or less of service) or below with
dependents will continue to be paid for a period not to exceed 2 months. The amount of checkage is
based on pay and allowances actually received by the member during the period of leave involved.
RECOUPMENT OF BONUSES AND SPECIAL CONTINUATION PAY
Recoupment of unearned portions of bonuses or special continuation pay is required when a

member voluntarily, or because of unprofessional conduct and other reasons specified in the
DODFMR Vol. 7A, does not complete the term of service for which the bonus or continuation pay was
paid. Recoupment is required also when a member fails to maintain or is not technically qualified in
the skill for which a bonus or continuation pay was paid.
RECOUPMENT RATE
The recoupment of unearned bonuses and special continuation pay is normally computed on a
pro rata basis. Upon request by the disbursing officer, DFAS—Cleveland Center furnishes a daily
recoupment rate and tax status of the member at the time the bonus or special continuation pay was
paid. Make requests by message or Defense Switched Network (DSN).
However, if it is impossible to get a daily recoupment rate from DFAS—Cleveland Center

before the member’s separation from the naval service, the admin and disbursing officers examine
the member’s service record in order to compute an estimated daily recoupment rate that is used to
determine the amount of recoupment to be deducted from the member’s separation pay.
Rev. JAN 2011 12-17

INDEBTEDNESS
Occasionally, Navy members become indebted to the United States for various reasons.
Indebtedness occurs from erroneous payments, loss or damage to public property or supplies and
through certain miscellaneous debts arising from recoupment of the unearned portions of a
reenlistment bonus, excess cost of shipment of household goods (HHG), or cost of transportation
furnished.
GENERAL PROCEDURES
The Disbursing Officer maintaining the member’s pay account makes an administrative
determination that a Navy member on active duty is indebted as a result of overpayment of pay and
allowances. He or she also notifies the member and enters into a written agreement with the member
on active duty for the repayment of a debt.
Notification
Notify the member of his or her indebtedness as soon as possible, but in no case later than 3
working days following receipt of the indebtedness documents. Figure 12-4 shows a sample letter of
notification of indebtedness that you will send to an enlisted member who is indebted due to MMPA
overpayment. The letter is slightly modified when sent to an officer because he or she can only
request waiver of indebtedness resulting from erroneous payment of pay and allowances including
excess travel advance. Enlisted personnel have the right to request remission or cancellation of
indebtedness resulting from erroneous payment of pay and allowances and any indebtedness to the
Navy or Marine Corps over which SECNAV has control. Refer to SECNAVINST 7220.38 (series) for
further details.
Send written notification to the member at least 30 days before the date the pay checkage is
to occur. Make an exception to the advance notification rule when adherence to the rule would
jeopardize the government’s chances of collecting the debt in full during the member’s period of
obligated service. In such instances, send the written notification as soon as possible.
Notify members as soon as you are aware that a document being entered into the pay system
will create an indebtedness in their pay accounts.
Rev. JAN 2011 12-18

Figure 12-4, Sample indebtedness letter, enlisted.
Repayment Options
The preferred methods of liquidating debts are by lump-sum cash remittances and one-time
pay checkages. A one-time checkage is any collection action that is done within 1 payday. Special pay
is authorized to provide money for this purpose.
Recognizing that lump-sum payments are not always possible and may cause severe financial
hardship, the Disbursing Officer is authorized to enter into an agreement with the member to liquidate
the indebtedness by installment payments. Partial cash collections with the balance paid by one-time
checkage also are encouraged. Less desirable but permitted are partial cash collections with the
remainder to be paid in installments and installment liquidation of the entire amount.
Installment payments are inappropriate if the indebtedness falls into the following categories:
The debt is $100 or less, excluding interest
The debt represents an unearned travel advance
The debt is a result of illegal acts on the part of the member
Rev. JAN 2011 12-19

The member failed to report promptly a change in status that resulted in a decrease in pay or
allowances.
Collection
Refer to the DODFMR Vol. 7A to determine if the collection of indebtedness from current pay
is voluntary or involuntary. Collection of certain types of indebtedness can be made from current pay
only with the member’s consent. If the member has the right to do so and does not consent to
checkage from current pay, deduct the debt from final pay upon separation.
Give members reasonable opportunity to exercise their rights listed on the notification letter
when they respond within the time period indicated. If the member fails to respond, attempt to contact
him or her by telephone or by personal visit before effecting checkage at the maximum rates
authorized in the DODFMR Vol. 7A.
Effect collection of indebtedness on DD 1131 depending on the repayment option that the
member has elected.
REQUEST for REMISSION or WAIVER
SECNAV has the authority to remit or cancel indebtedness of enlisted Naval members or
waive the claim of the government arising from erroneous payments of pay and allowances paid to, or
on behalf of, members and former members of the naval service.
This authority is delegated to the Chief of Naval Operations (CNO).
Eligibility
There are two laws that provide relief from indebtedness to the government when it is
considered in the best interest of the United States.
10 USC 6161 allows for remission or cancellation of indebtedness of any enlisted member on
active duty including temporary officers holding a permanent enlisted status. Except for properly
executed fines or forfeitures of pay resulting from courts-martial or COs NJP, any uncollected portion
of indebtedness to the Navy over which SECNAV has jurisdiction is considered for remission or
cancellation. Remission of indebtedness is based on such factors as injustice, hardship, morale,
member’s value to the service and whether payment was received in good faith or whether the
member acted in good faith to protect the best interest of the government.
10 USC 2774 allows waiver of claims arising from erroneous payments of pay and/or
allowances of officers, enlisted members and former members of the Navy and recipients of pay
and/or allowances of members and former members. The overpayment of travel and transportation
allowances made before 29 December 1985 may not be waived. Consideration is given to the
following criteria when determination is made:
Whether to waive the claim of the government
Whether the applicant was aware or should have been aware of the overpayment and any
action taken to correct or prevent the erroneous payment
Whether there is any indication of fault, fraud, misrepresentation, or lack of good faith on the
part of the applicant
Rev. JAN 2011 12-20

Whether collection is against equity and good conscience and not in the best interest of the
United States.
Unlike remission cases, the financial status of the member is not considered in making
determination on waiver applications.
For the purposes of definition and application contained in pertinent regulations and instruc-
tions, the term waiver of indebtedness includes both remission of indebtedness and waiver of
erroneous payments.
Submission of Waivers
Application for waiver under 10 USC 6161 should be submitted in sufficient time to allow a
determination before the member’s honorable discharge. Application under 10 USC 2774 must be
received by DFAS Cleveland Center within 3 years following the date of discovery of the erroneous
payment.
Waiver applications are submitted to DFAS—Cleveland Center via the member’s CO and the
member’s current Disbursing Officer. The Waiver/Remission Application, DD Form 2789, shown in
figures 12-5 and 12-6, is the form prescribed for active duty members when applying for waiver of
indebtedness. Applicants furnish information required by the form. Encourage them to provide as
much related information as possible and to provide all available documentation to support their
application. Also, applicants complete the Financial Statement Remission of Indebtedness, NAVPERS
7220/8, shown in Figures 12-7 and 12-8, if they request consideration based on financial hardship.
Fax or email application requests for early outs, immediate discharges and when separation
will take place within 90 days. Message requests should contain all facts required for a regular letter
request. DFAS—Cleveland Center applies the criteria of the law most beneficial to the applicant.
Disbursing Procedures
Make sure that the indebtedness with a corresponding installment liquidation schedule is
established in the member’s MMPA. If the applicant is an enlisted member, including a temporary
officer with permanent enlisted status on active duty, suspend collection of the indebtedness as of the
day before the date of the CO’s endorsement unless the CO specifically states collection must
continue. If the applicant is an active duty officer, the CO must approve or disapprove suspension of
collection.
To suspend collection, prepare FID input to DFAS—Cleveland Center. Do not submit an input
if the debt is fully collected because there is no longer an installment liquidation to suspend.
The Disbursing Officer is responsible for completing the Disbursing Officer’s Endorsement. All
facts concerning the waiver should be included in the endorsement.
Approval/Disapproval of Waiver Request
DFAS—Cleveland Center exercises the authority of SECNAV to waive indebtedness except

for waiver applications under 10 USC 2774 involving debts of over $500 that are forwarded to the
Comptroller General of the United States (COMPGEN) with an appropriate recommendation.
The COMPGEN or DFAS—Cleveland Center notifies all concerned in writing as to the final
action taken on the application for waiver. If approved, DFAS—Cleveland Center is notified to extend
Rev. JAN 2011 12-21
liquidation checkage for the full amount and enters a credit in the member’s pay account for the
amount waived.
If partially approved DFAS—Cleveland Center extends the full amount of the checkage and
enters a credit for the amount waived. This results in an amount remaining to be collected. The local
disbursing officer processes either a cash deposit or a request that the remaining portion of the
indebtedness be repaid by installment deductions.
Figure 12-5, Waiver/Remission Application, DD2789.
Rev. JAN 2011 12-22

Figure 12-6, Waiver/Remission Application, DD2789-(Cont’d).
If disapproved the member is notified by letter via the CO. A copy of the letter is forwarded to
the disbursing officer. If the checkage was previously discontinued, DFAS—Cleveland Center
resumes checkage in the month following denial. If the member is separated before a final
determination is received, collect as much as possible from final pay.
Refunds
When a waiver has been granted under 10 USC 2774 (waiver of erroneous payment) and the
request for refund was not included with the waiver application, the notification letter of approval must
include advice to the member of his or her right to apply within two years following the date of waiver
Rev. JAN 2011 12-23

action. The member prepares, signs and mails the application for refund, as prescribed in Navy PTG
DFAS-Cleveland Center, which will refund any amount waived that was previously collected from the
member. Field disbursing officers are not authorized to make refunds.
MISCELLANEOUS DEDUCTIONS
In addition to what was already covered, there are other deductions made from military pay.
These are discussed as follows.
Figure 12-7, Financial Statement-Remission of Indebtedness, NAVPERS 7220/8.
Rev. JAN 2011 12-24

Figure 12-8, Financial Statement-Remission of Indebtedness, NAVPERS 7220/8 (Cont’d).
PAY ADJUSTMENT AUTHORIZATION
The Pay Adjustment Authorization (PAA), DD Form 139, shown in Figure 12-9, is used to
adjust (checkage and credit) a member’s pay for items such as the following:
Supplies issued or furnished
Excess shipments of HHG and personal effects
Transportation furnished
Meal tickets furnished
Rev. JAN 2011 12-25

Adjustments to public voucher.
The majority of PAAs received are checkage of pay due to excess shipments of HHG from the
Navy Material Transportation Office, loss and damage of government properties, voucher adjustments
from the fleet and accounting disbursing centers and collection of subsistence furnished to
hospitalized members.
Figure 12-9, Pay Adjustment Authorization, DD Form 139.
Rev. JAN 2011 12-26

GARNISHMENT
Monies due from or payable to the United States to active duty members are subject to legal
process issued by a state or federal court of competent jurisdiction to enforce a legal obligation to pay
child support or alimony. The document that authorizes attachment of a member’s wages for child
support or alimony is the writ of garnishment, an order assigning wages, or a similar document issued
by a court and determined valid by DFAS—Cleveland Center.
DEPENDENT DENTAL PLAN
The Dependent Dental Plan (DDP) is a voluntary dental insurance program for spouses and
children of active duty members established on 1 August 1987. Enrollment eligibility requirements are
contained in the DoDFMR Vol. 7A.
ARMED FORCES RETIREMENT HOME
DFAS—Cleveland Center will deduct $0.50 per month for the Naval Home from all Navy
enlisted members and warrant officers who are on active duty for more than 30 days. The monthly
deduction begins from the first day to the last day of active duty and is not prorated.
COLLECTIONS
When a member is overpaid, either on his or her pay account or on a travel claim and elects to
repay the overpayment by cash or check, you will prepare a collection voucher to substantiate the
collection of funds. This is a direct collection. The disbursing office receives funds directly from the
remitter.
Indirect collections are funds belonging to the United States received by collection agents
other than disbursing personnel. The funds collected, accompanied by appropriate collection
vouchers, are deposited with the disbursing officer.
Collections do not always involve receipt of funds from remitters. Some collections merely
transfer funds from one account to another by means of the paperwork involved.
This chapter contains provisions for collecting, receipting and recording amounts owed to the
United States.
DEFINITION
A collection is a transaction, supported by a collection voucher that increases the accountabil-

ity of the disbursing officer.
When negotiable instruments are received from remitters, a collection has been made. The
United States accepts amounts due from remitters only in the following forms:
Cash, including currency and coin
Treasury checks
Certified checks, cashier’s checks and bank drafts
Personal checks, subject to collection
Rev. JAN 2011 12-27

Traveler’s checks
Postal money orders or money orders issued by banks and other financial institutions.
All collections are taken up in the official accounts of the disbursing officer and reported in the
financial returns.
COLLECTION VOUCHERS
The collection voucher (CV) is the document prepared when a remittance is collected. CVs are
the supporting documents on which all funds received by the disbursing officer are recorded for credit
to an appropriation or fund.
For indirect collections, the responsible collection agents prepare the CVs. The disbursing
office prepares collections made directly by the Disbursing Officer. As a PS, you should know what
type of document to prepare for the different types of collections.
COLLECTION VOUCHER NUMBERS
Assign a CV number in numerical sequence to each collection document to provide positive

means of accounting for all collections made.
Use the DD Form 2659 to control the assignment of the CV numbers. For reference purposes
record CVs in the same way that public vouchers (PVs) are recorded in the PV log. Record the name
of the remitter, the appropriation and subhead credited and the amount of the collection in the CV log.
REQUIRED DATA
There are various forms used as CVs. Each one has specific guidelines for completion but
there is information that is similar and needed for all CVs.
Date
Enter the actual date of collection on the CV unless the collection supports monthly
collections. Enter the inclusive period of the report on monthly collection documents. An example of a
monthly CV is the Ration and Sales Report. This is discussed later.
Accounting Data
Show the complete line of accounting data of the appropriation or fund to be credited on each
collection document. Cite only the appropriation and transaction type code when you credit a Navy
general fund receipt account.
Hold a collection received that cannot be credited to the final account in a suspense account
until you can properly dispose of the funds. If it is presumed that the collection will be credited to a
government appropriation, fund, or receipt account, credit it initially to 17F3875, Budget Clearing
Account (Suspense), Navy. Hold collections that will be paid to an individual or non-U.S. Government
organization in 17X6875.1220, Suspense, Navy, pending clearance. Deposit cash advances in the
Security Deposits Navy Account 17X6875, subhead.1250.
Rev. JAN 2011 12-28

Country Code
Country Code is a two Alpha character code which identifies the foreign country. Country Code
is captured in the Country field in the Automated Disbursing System.
Reference or Receipt Number
Enter the document or receipt number, if furnished in support of the collection document in the
Reference Document Number block of the CV. Most of the CVs prepared in the disbursing office do
not require completion of this block.
Remitter
Use the name of the person, firm, the title of the officer and the name of the ship or activity to
identify the source of the collection. Collections received from activities other than the activity
reporting the collection should include Unit Identification code (UIC).
Amount
Enter individual amounts collected from each remitter or for each line of accounting data. If the
proceeds of the collection are credited to 2 or more appropriations, enter the amount for each
appropriation separately.
Purpose
Enter a brief, but concise, statement on the purpose for collection in the Description block of
the CV.
When the document supporting the collection contains the description of the remittance, you
must enter see attached in the proper block.
Certification
The signature of the Disbursing Officer or the deputy Disbursing Officer is required on CVs,
except when the voucher is used both as a disbursement and a collection voucher. The disbursement
is considered the original voucher and is subject to signature requirements. The collection portion is
not considered an original voucher and does not require an original signature.
TYPES OF COLLECTION VOUCHERS
Shipboard PSs prepare the majority of the CVs such as overpaid travel claims, cash collection
to offset pay and allowances overpayment and others. In other words, most of the CVs processed are
the result of direct collections discussed earlier.
PSs in fiscal offices on shore activities overseas deal mostly with indirect collections. The
various collection agents or other responsible offices initially prepare CVs and send them to
disbursing for collection processing.
Rev. JAN 2011 12-29

Schedule of Canceled Checks
Checks in the possession of the disbursing officer are canceled when the payees are no
longer entitled to the proceeds or if the checks are undeliverable for a period that exceeds more than
60 days after the month of issue.
Use a Schedule of Canceled or Undelivered Checks, Standard Form 1098, as the collection
document with credit to the appropriation charged when the payment was made. Annotate the CV
number and date of collection on the reverse of the canceled checks.
Figure 12-10 is a completed Standard Form 1098. The DODFMR Vol. 5 contains complete
information on how to cancel available and undeliverable checks.
Travel Voucher or Subvoucher
When the amount of a travel advance exceeds the amount earned as reimbursable, process
the Travel Voucher or Subvoucher, DD Form 1351-2, as a CV.
Voucher for Disbursement and/or Collection
When you receive a collection without an acceptable collection document, use the Voucher for
Disbursement and/or Collection, DD form 1131. The disbursing officer does not sign the DD Form
1131 unless the remitter requires a receipt.
Figure 12-11 shows the required entries made on a DD Form 1131 used to collect an MMPA
overpayment.
Cash Deposit to Liquidate Advance Payment. — If the member repays the advance pay by
cash or check prepare a DD Form 1131 to support the collection. Figure 12-11 shows collection of
early repayment of an advance pay. You should credit the appropriation to which the advance
payment was originally charged.
Pay Adjustment Authorization. –To use the PAA to charge a member’s pay account, prepare
a DD Form 1131 as a CV to credit the appropriation indicated on the PAA. Prepare a FID to establish
the overpayment on the MMPA.
If the member elects to repay the charge by cash or check you need only prepare a DD form
1131 to support the direct collection.
Loss or Damage of Government Property.— Except as described in the following

paragraphs, collection of checkage of pay for loss or damage to government property by naval
personnel is not authorized unless the member voluntary consents in writing to such action. If
member does not consent to checkage of current pay, the disbursing officer counsels the member
about the indebtedness. The member is advised that the debt will be deducted from final pay on
separation.
Credit amounts collected through voluntary action to the appropriation 173019, Recoveries of
Government Property, Lost or Damaged, Not Otherwise Classified. See Figure 12-11.
Rev. JAN 2011 12-30

Figure 12-10, Schedule of Canceled or Undelivered Checks, Standard Form 1098.
Rev. JAN 2011 12-31

Figure 12-11, Collections of MMPA overpayment, early repayment of advance pay and pay adjustment
authorization.
Involuntary collection or checkage of pay is made in the following instances:

Loss or damage of government property, entrusted to accountable officers that occurred
through their negligence or abuse. Credit recoveries to the appropriation 173019
Rev. JAN 2011 12-32

Damage to a family housing unit or damage or loss of its equipment or furnishings caused by
the abuse and negligence of the member or the member’s dependent(s) or guest(s). It
includes the cost of cleaning when the member fails to clean the unit satisfactorily upon
termination of assignment. Credit collections to Family Housing, Navy and Marine Corps
17*7035 (*Enter the last digit of the current fiscal year)
Damage to unaccompanied personnel housing units (BEQs or BOQs) or damage to
equipment or furnishings caused by the abuse or negligence of the member or the member’s
dependent(s) or guest(s). Credit collections to the operations and maintenance account of
the station operating the units.
Voucher for Transfers between Appropriation and/or Funds
In Chapter 16 of this training manual, we discuss the use of Standard Form 1080 or DD form
1131 to bill amounts due for materials or services furnished between government agencies or within
the Navy. Assign a CV number and process as a CV with sufficient copies of these vouchers.
Requisition and Invoice/Shipping Document
A Requisition and Invoice/Shipping Document, DD Form 1149, is used as the CV for deposits
made with the Disbursing Officer for ship’s stores afloat sales, retail clothing stores sales, or
commissary stores sales. The office making deposits prepares a DD Form 1149 in this case.
Upon receipt of the DD Form 1149, the Disbursing Officer verifies the amounts shown on the
form to ensure that they equal the total amount collected during the period covered from the office
concerned. If the amounts agree, a CV number is assigned and the disbursing officer signs the
receipt for the amount deposited. The original and 3 copies are retained by the Disbursing Officer for
the financial returns.
Ration and Sales Report
Foodservice personnel collect cash for the sale of meals from the general mess and deposit
the cash with the Disbursing Officer according to the Food Service Management, NAVSUP P-486.
Amounts collected for the sale of meals to the wardroom or Chief Petty Officer mess are also
deposited with the Disbursing Officer.
At the end of the month, the Food Service Officer prepares a summary of all cash deposited
with the Disbursing Officer for sales of provision on a Ration and Sales Report, NAVSUP Form 13597.
Upon receipt of the report, the Disbursing Officer verifies the amount deposited shown on the
report against the total amount collected shown in the cashbook. If the figures agree, the Disbursing
Officer completes and signs the Certificate section of the NAVSUP Form 1359. Three copies are
retained by the Disbursing Officer. The original and remaining copies are returned to the Food Service
Officer.
SUBSTANTIATING DOCUMENTS
A CV needs supporting documents when the voucher does not fully describe and explain the
collection.
Rev. JAN 2011 12-33

Copies of a Report of Survey, DD Form 200, support cash collection for loss or damage of
government property. Original lodging and reimbursable expenses receipts and copies of the travel
orders and all endorsements support DD Form 1351-2 processed as a CV.
A supporting document is not needed to support a cash collection to repay overpayment on

MMPAs.
DISTRIBUTION
Submit the original and a copy or two legible copies (DD Form 1149 and NAVSUP Form 1357)
with the financial returns of the disbursing officer. Attach required supporting documents to the original
CV. The Disbursing Officer retains a copy with applicable supporting documents.
Furnish the remitter with a signed copy of the CV when he or she makes a cash deposit with
the disbursing Officer.
DEPOSIT OF COLLECTIONS
Deposit funds received and collected by the Disbursing Officer that are not required for current
disbursing operations, including all checks and other negotiable instruments, with a Federal Reserve
Bank (FRB) or branch or a designated general depositary. Include checks and other negotiable
instruments cashed by the disbursing office in these deposits.
The DODFMR Vol. 5, contains the requirements for making deposits.
ENDORSEMENT of PAYMENTS
Endorse checks or other negotiable instruments on the back left-hand edge. If the left edge is
filled, place the endorsement on the back right-hand comer.
The Disbursing Station Symbol Number (DSSN) is entered manually, mechanically, or included
as part of the stamp itself. The date should correspond with the bank’s business day at the time of
deposit.
RECORDING OF COLLECTIONS
Record all collections in the cashbook as increases in cash and corresponding increases in
accountability. The DODFMR Vol. 5 contains complete details in recording and accounting for
collections.
SUMMARY
As a PS, you must know how to prepare and process CVs when members must remit funds to
the government for various reasons. You must ensure that the funds received are credited to the
proper appropriation or fund.
This chapter covers the procedures on how the disbursing officer receives funds and other
negotiable instruments from the remitter and collection agents. In due time, the Disbursing Officer
accumulates more funds than what is needed for disbursing operations. You will assist in making
deposits to an FRB or general depositary. You will ensure that all negotiable instruments are endorsed
Rev. JAN 2011 12-34

properly and a list of all instruments or copies of each instrument is made. Also, you will run adding
machine tapes and prepare a deposit ticket.
A part of your job is to process allotment requests because Navy Disbursing Officers provide
this service to you and to your shipmates. Therefore, you need this expertise to ensure that allotment
regulations are complied with and to provide your shipmates with needed information about the
allotment system.
Always notify members of any overpayment or indebtedness before effecting checkage from
their pay. There is nothing more frustrating to a member who is expecting a full paycheck only to find
out on payday that the PS made a sizeable deduction from it without even attempting to notify him or
her. Imagine how this would feel if it happened to you.
Other than allotments and recoupments, almost all the pay deduction and collection
procedures are covered in the Navy PTG. Authority for collections and the maximum amount
allowable bylaw that you can deduct from a member’s pay are covered in the DODFMR Vol. 7A.
Rev. JAN 2011 12-35

Rev. JAN 2011 12-36

CHAPTER 13
LEAVE AND EARNINGS STATEMENTS/MASTER MILITARY

PAY ACCOUNT
LEARNING OBJECTIVES: Upon completion of this chapter, you should be able to do the following:
— Discuss fields of the Leave and Earning Statement (LES).
— Identify Pay Record Access (PRA) personnel.
— Discuss general information and facts about the Master Military Pay Account (MMPA).
INTRODUCTION
As a PS, the LES and MMPA are the most important documents that you will be working with.
Your shipmates depend on your expertise on these documents regarding the contents, proper
maintenance and disposition. Take good care of them. Correct posting of transmitted supporting pay
documents and accurate computation of payments are skills that you need most to avoid
overpayments.
Avoiding or minimizing overpayments increases morale and it saves you a lot of headaches
and time required to correct problem accounts. In short, avoid putting out fires; instead, prevent fires
from happening.
LEAVE AND EARNINGS STATEMENT
Each Navy member has an automated Master Military Pay Account (MMPA) at the Defense
Finance and Accounting Service (DFAS)—Cleveland Center. The member’s MMPA is updated
regularly through the field (local disbursing office, Personnel Support Detachment (PSD), or Customer
Service Desk (CSD) and the Navy Personnel Command (NPC) input to reflect changes to the
member’s pay account.
The Leave and Earnings Statement (LES) is a monthly document of the data present in the
member’s MMPA. LES are obtained through the “MyPay” website.
GENERAL DESCRIPTION
Contents. The Leave and Earnings Statement (LES) (DFAS Form 702), figure 13-1, contains
details of the activity which occurred to a member's pay and leave. It is a one page, condensed
monthly statement of the information contained in a member's Master Military Pay Account (MMPA).
Rev. JAN 2011 13-1

PS Basic: “Leave and Earnings Statements/Master Military Pay Account”, Chapter 13.
Figure 13-1, Active Duty Leave and Earnings Statements.
Fields 1 through 9 contain the identification portion of the LES:

1 NAME: The member’s name in last, first, middle initial format
2 SOC. SEC. NO.: The member’s Social Security number
3 GRADE: The member’s current pay grade
4 PAY DATE: The date the member entered active duty for pay purposes in YYMMDD
format. This is synonymous with the Pay Entry Base Date (PEBD)
5 YRS SVC: In two digits, the actual years of creditable service
6 ETS: The Expiration Term of Service in YYMMDD format. This is synonymous with the
Expiration of Active Obligated Service (EAOS)
Rev. JAN 2011 13-2

7 BRANCH: The branch of service, i.e., Navy, Army, Air Force

8 ADSN/DSSN: The Disbursing Station Symbol Number used to identify each
disbursing/finance office
9 PERIOD COVERED: This is the period covered by the individual LES. Normally it will be
for one calendar month. If this is a separation LES, the separation date will appear in this
field.
Fields 10 through 24 contain the entitlements, deductions, allotments, their respective totals,
a mathematical summary portion, date initially entered military service and retirement plan:
10 ENTITLEMENTS: In columnar style the names of the entitlements and allowances being
paid. Space is allocated for fifteen entitlements and/or allowances. If more than fifteen are
present the overflow will be printed in the remarks block. Any retroactive entitlements and/or
allowances will be added to like entitlements and/or allowances
11 DEDUCTIONS: The descriptions of the deductions are listed in columnar style. This
includes items such as taxes, SGLI, Mid-month pay and dependent dental plan. Space is
allocated for fifteen deductions. If more than fifteen are present the overflow will be printed in
the remarks block. Any retroactive deductions will be added to like deductions
12 ALLOTMENTS: In columnar style the type of the actual allotments being deducted. This
includes discretionary and non-discretionary allotments for savings and/or checking
accounts, insurance, bonds, etc. Space is allocated for fifteen allotments. If a member has
more than one of the same types of allotment, the only differentiation may be that of the
dollar amount
13 +AMT FWD: The amount of all unpaid pay and allowances due from the prior LES
14 + TOT ENT: The figure from Field 20 that is the total of all entitlements and/or allowances
listed
15 -TOT DED: The figure from Field 21 that is the total of all deductions
16 -TOT ALMT: The figure from Field 22 that is the total of all allotments
17 = NET AMT: The dollar value of all unpaid pay and allowances, plus total entitlements
and/or allowances, minus deductions and allotments due on the current LES
18 - CR FWD: The dollar value of all unpaid pay and allowances due to reflect on the next
LES as the +AMT FWD
19 = EOM PAY: The actual amount of the payment to be paid to the member on End-of-
Month payday
20 - 22 TOTAL: The total amounts for the entitlements and/or allowances, deductions and
allotments respectively
Rev. JAN 2011 13-3

23 DIEMS: Date initially entered military service: This date is used solely to indicate which
retirement plan a member is under. For those members with a DIEMS date prior to
September 8, 1980, they are under the FINAL PAY retirement plan. For those members with
a DIEMS date of September 8, 1980 through July 31, 1986, they are under the HIGH-3
retirement plan. For those members with a DIEMS date of August 1, 1986 or later, they were
initially under the REDUX retirement plan. This was changed by law in October 2000, when
they were placed under the HIGH-3 plan, with the OPTION to return to the REDUX plan. In
consideration of making this election, they become entitled to a $30,000 Career Service
Bonus. The data in this block comes from PERSCOM. DFAS is not responsible for the
accuracy of this data. If a member feels that the DIEMS date shown in this block is
erroneous, they must see their local servicing Personnel Office for corrective action
24 RET PLAN: Type of retirement plan, i.e. Final Pay, High 3, REDUX; or CHOICE
(CHOICE reflects members who have less than 15 years service and have not elected to go
with REDUX or stay with their current retirement plan).
Fields 25 through 32 contain leave information:

25 BF BAL: The brought forward leave balance. Balance may be at the beginning of the
fiscal year, or when active duty began, or the day after the member was paid Lump Sum
Leave (LSL)
26 ERND: The cumulative amount of leave earned in the current fiscal year or current term
of enlistment if the member reenlisted/extended since the beginning of the fiscal year.
Normally increases by 2.5 days each month
27 USED: The cumulative amount of leave used in the current fiscal year or current term of
enlistment if member reenlisted/extended since the beginning of the fiscal year
28 CR BAL: The current leave balance as of the end of the period covered by the LES
29 ETS BAL: The projected leave balance to the member’s Expiration Term of Service
(ETS)
30 LV LOST: The number of days of leave that has been lost
31 LV PAID: The number of days of leave paid to date
32 USE/LOSE: The projected number of days of leave that will be lost if not taken in the
current fiscal year on a monthly basis. The number of days of leave in this block will
decrease with any leave usage.
Fields 33 through 38 contain Federal Tax withholding information:

33 WAGE PERIOD: The amount of money earned this LES period that is subject to Federal
Income Tax Withholding (FITW)
34 WAGE YTD: The money earned year-to-date that is subject to FITW. Field 35 M/S. The
marital status used to compute the FITW.
36 EX: The number of exemptions used to compute the FITW
37 ADD’L TAX: The member specified additional dollar amount to be withheld in addition to
the amount computed by the Marital Status and Exemptions
38 TAX YTD: The cumulative total of FITW withheld throughout the calendar year.
Rev. JAN 2011 13-4
Fields 39 through 43 contain Federal Insurance Contributions Act (FICA) information:

39 WAGE PERIOD: The amount of money earned this LES period that is subject to FICA
40 SOC WAGE YTD: The wages earned year-to-date that are subject to FICA
41 SOC TAX YTD: Cumulative total of FICA withheld throughout the calendar year
42 MED WAGE YTD: The wages earned year-to-date that are subject to Medicare
43 MED TAX YTD: Cumulative total of Medicare taxes paid year-to-date.
Fields 44 through 49 contain State Tax information:

44 ST: The two-digit postal abbreviation for the state the member elected
45 WAGE PERIOD: The amount of money earned this LES period that is subject to State
Income Tax Withholding (SITW)
46 WAGE YTD: The money earned year-to-date that is subject to SITW. Field 47 M/S. The
marital status used to compute the SITW
48 EX: The number of exemptions used to compute the SITW
49 TAX YTD: The cumulative total of SITW withheld throughout the calendar year.
Fields 50 through 62 contain additional Pay Data:

50 BAQ TYPE: The type of Basic Allowance for Quarters being paid
51 BAQ DEPN: A code that indicates the type of dependent. A - Spouse C -Child D - Parent
G Grandfathered I -Member married to member/own right K - Ward of the court L - Parents in
Law R - Own right S - Student (age 21-22) T - Handicapped child over age 21 W - Member
married to member, child under 21
52 VHA ZIP: The zip code used in the computation of Variable Housing Allowance (VHA) if
entitlement exists
53 RENT AMT: The amount of rent paid for housing if applicable
54 SHARE: The number of people with which the member shares housing costs
55 STAT: The VHA status; i.e., accompanied or unaccompanied
56 JFTR: The Joint Federal Travel Regulation (JFTR) code based on the location of the
member for Cost of Living Allowance (COLA) purposes
57 DEPNS: The number of dependents the member has for VHA purposes
58 2D JFTR: The JFTR code based on the location of the member’s dependents for COLA
purposes
59 BAS TYPE: An alpha code that indicates the type of Basic Allowance for Subsistence
(BAS) the member is receiving, if applicable. This field will be blank for officers
o B—Separate Rations
o C—TDY/PCS/Proceed Time
Rev. JAN 2011 13-5

o H—Rations-in-kind not available

o K—Rations under emergency conditions
60 CHARITY YTD: The cumulative amount of charitable contributions for the calendar year
61 TPC: This field is not used by the active component of any branch of service
62 PACIDN: The activity Unit Identification Code (UIC). This field is currently used by Army
only.
Fields 63 through 75 contain Thrift Savings Plan (TSP) information/data:

63 BASE PAY RATE: The percentage of base pay elected for TSP contributions
64 BASE PAY CURRENT: Reserved for future use
65 SPECIAL PAY RATE: The percentage of Specialty Pay elected for TSP contribution
66 SPECIAL PAY CURRENT: Reserved for future use
67 INCENTIVE PAY RATE: Percentage of Incentive Pay elected for TSP contribution
68 INCENTIVE PAY CURRENT: Reserved for future use
69 BONUS PAY RATE: The percentage of Bonus Pay elected towards TSP contribution
70 BONUS PAY CURRENT: Reserved for future use
71 Reserved for future use
72 TSP YTD DEDUCTION (TSP YEAR TO DATE DEDUCTION): Dollar amount of TSP
contributions deducted for the year
73 DEFERRED: Total dollar amount of TSP contributions that are deferred for tax purposes
74 EXEMPT: Dollar amount of TSP contributions that are reported as tax exempt to the
Internal Revenue Service (IRS)
75 Reserved for future use
76 REMARKS: This area is used to provide you with general notices from varying levels of
command, as well as the literal explanation of starts, stops and changes to pay items in the
entries within the “ENTITLEMENTS,” “DEDUCTIONS," and “ALLOTMENTS” fields
77 YTD ENTITLE: The cumulative total of all entitlements for the calendar year
78 YTD DEDUCT: The cumulative total of all deductions for the calendar year.
Pay Computations and Remarks
The following paragraphs explain entries on this section of the LES. In the discussions that
follow, refer to Figure 13-1.
ENTITLEMENTS—This section lists all items of pay to which a member is entitled during the
period covered by the LES. If an entitlement starts, stops, or changes during the period, the effective
date appears with such change. If the period to be credited is before the period covered by the LES,
DFAS posts the credit as a retroactive entry. The retroactive adjustment that affects an entitlement
Rev. JAN 2011 13-6

appears underneath the item of pay that shows retroactive amounts. Positive amount remarks appear
in the “Entitlements” column.
DEDUCTION—Deductions and negative amounts that currently affect the member’s pay
appear in this section of the LES. If the period to be checked is before the period covered by the LES,
DFAS posts the checkage as a retroactive entry. If the effective date of a continuing deductions or the
period to be checked is before the period covered by the LES, DFAS lists the current month’s
deduction or checkage separately from the retroactive entry. Other miscellaneous deductions or
changes posted in this section include forfeitures, fines, recoupment of bonuses and continuation pay,
liquidation of advances of pay, installment deductions for indebtedness, withholding taxes and rental
of inadequate quarters. The last entry in the “Deductions” Section is the Sailor’s mid-month pay.
ALLOTMENTS—This includes discretionary and non-discretionary allotments for savings

and/or checking accounts, insurance, bonds, etc. Allotments are started, changed and stopped by the
member via the “MyPay” website, local personnel offices and PSD/CSDs. REMARKS—This section
contains several miscellaneous and amplifying remarks to further explain to you and the member
various changes that appear on the LES. This section shows notations of pay documents that do not
have an immediate effect on the member’s pay and allowances.
MASTER MILITARY PAY ACCOUNT ACCESS
The title Master Military Pay Account (MMPA) Access is the project name applied to the
program for providing field activities and ships with the ability to use or access DFAS—Cleveland
Center mainframe applications.
Central to MMPA Access is the MMPA itself, but MMPA Access also provides information on
various topics from rates of Basic Allowance Housing (BAH) to the status of checks returned to
DFAS—Cleveland Center. Virtually any query a member may have about his or her pay can be
addressed using MMPA Access.
When problems occur, they can be diagnosed using the information available through MMPA
Access. MMPA Access provides communication between DFAS—Cleveland Center and local PSs,
allowing both parties to work from the same base of information.
Without MMPA Access your only glimpse of the MMPA is through the monthly LES. The
historical data and other pay information stored at DFAS—Cleveland Center is invisible to field
personnel. Although the LES provides sufficient information to pay members, field personnel do not
necessarily know valuable pieces of information when trying to help their customers with problem
accounts.
Obtain MMPA access by completing DD Form 2875 SYSTEM AUTHORIZATION ACCESS

REQUEST (SAAR). This form is found on the Department of Defense Forms Management Program
Web page.
GENERAL INFORMATION and FACTS about the MMPA.
The Master Military Pay Account (MMPA) is a Data Base type file that contains current and
historical data pertaining to a member’s pay. All leave and pay activity for active duty members is
recorded in this file. The individual accounts contain current entitlements, deductions (including
allotments), payments, leave balances, collections, status information and 11 months’ history.
Rev. JAN 2011 13-7

The main purpose of the MMPA is to provide a subsidiary payroll ledger account which:
Records information necessary to compute the net pay due a member
Records factors relative to the member that are, have been, or will be of a pay determining or
pay distributing nature
Ensures uniformity in application of rules and processing and provides prompt and accurate
service to every service member
Enables pay clerks to answer inquiries pertaining to a member’s account.
There are indicators and transaction codes within each transaction that indicate whether or not
a transaction is current (OPEN) or past (CLOSED/HISTORY). There are indicators showing when the
transaction input occurred, what was the posture of the MMPA, who originated the input (in
conjunction with the DTR) and whether it was computer generated.
THE GROUPS of the MMPA
The MMPA is divided into six major breakouts referred to as Groups. These Groups are
subdivided into sets of entries related to the same subject which are known as Categories. The next
level within a Category is an Entry, which is a detailed set of related items known as Format Identifiers
(FIDs). The entries in each category, when present, are designated and sequenced (first
alphabetically, then numerically) by the FID.
Reading the MMPA
The six Groups within an MMPA area:

Fixed. Contains data that is always present in every member’s record or is used consistently
during daily update processing. Space is allocated for each entry, regardless of its presence
on the MMPA
Variable Open. This group contains entries that are currently applicable to the member's
record, but Space is not reserved for these entries since they are only present when they are
in effect
Futures. Whenever an action is known to be required at a specific time, an entry is
established in the futures group in the MMPA. When the date in the future entry arrives, the
action will occur (an entitlement will be posted, changed or stopped)
Suspense. When an action cannot be processed completely without additional input, a
suspense is established for the receipt of the required input. This normally causes a
management notice to be issued to the servicing ADSN to remind them to make the
additional input
Leave and Earnings Statement. Some actions that change the MMPA, place an entry in this
group to identify what the action was and when it was processed. This data is used to
produce remarks for the LES at end of month (EOM). Though coded in the MMPA, this
information is transcribed to the LES in a format that is easy to understand
Closed. This group contains three types of data. These entries are differentiated from the
fixed and variable open entries by a dash (-) which appears beside the FID. If there is more
than one entry for a FID, they will be sequenced chronologically by the date that the entry
was closed:
Rev. JAN 2011 13-8
— Entries established by report transactions, which have processed in the current month. If
they are monetary, they will be included in the current month pay computation.
— Entries that were continuing fixed or variable open group entries, which have been stopped,
changed, corrected, or canceled in the current month. If they are monetary entries, they will be
included in the current month pay computation.
— Historical data which is kept for 11 months after the month in which it was placed in the
history group. These entries are no longer used for pay computation. However, they are used to
ensure that no prior entitlements, status’s, etc., conflict with transactions currently processing.
CATEGORIES of FIXED, VARIABLE OPEN and CLOSED GROUPS of the MMPA
For ease of updating and searching a record, the fixed, variable open and closed groups are
further divided into categories. There are 14 categories in the fixed, variable open and closed groups.
With the exception of entitlement FIDs, which are numeric, the first letter of a FID is the category that
it falls under. Following is a list of the categories and an explanation of the FIDs:
(A) - Allotments - Transfers of funds by the Navy in the name of the member.
(B) - Leave Balance - The Standard Leave Accrual (BR) and the Combat Zone Leave Accrual
(BS) balances, etc.
(C) - Collections - Collections of cash or negotiable instruments, that increase the MMPA's
accountability (member's net pay).
(D) - Deductions - Decrease the MMPA's accountability (member's net pay). They can be
either voluntary or involuntary deductions.
(E) - Entitlements - Items of pay and allowances that the member is eligible to receive. Since
all of these FIDs are numeric, the E identifies this category during searches or MMPA investigations
using verb JJAA.
(F) - Taxes - Tax deductions, taxable income, exemptions, etc.
(H) - Held Pay - Payments held, not released to the member at time of normal pay
disbursement.
(L) - Location - Information about the member's assignment, duty location and payment
options.
(M) - Member ID - Personal member data including Social Security Account Number (MA),
Name (MC), Grade (MD) and Sex (ME).
(N) - Memoranda - System Generated Memo entries placed on the MMPA explaining certain
transactions as well as to identify Central Site Unique input.
(P) - Payment - Payment computations and records of payments to the member, as well as the
balances due.
Rev. JAN 2011 13-9

(R) - The maximum regular reenlistment bonus to which a member is entitled has been paid
or the member has 20 years active federal military service and is not entitled to any more regular
reenlistment bonuses.
(S) - Status - Items show whether members are available for duty and, if not, what their
present status is.
(T) - Service Dates - The type of tour the member is performing, as well as the service dates
for the tour.
Detailed information on how to read the MMPA is found in the Defense Finance and
Accounting Service Cleveland Center - Defense Joint Military System Master Military Pay Account
Guide (DJMS MMPA Guide). This manual is commonly referred to in the Fleet as the “MMPA Read
Guide”
The DJMS MMPA Guide is only accessible from a “(DOT)mil” domain.
Pay Record Account PERSONNEL
All members assigned duty in a disbursing office, personnel/administrative office, or PSD/CSD

are Pay Record Access (PRA) personnel. This designation includes the following:
Members on temporary duty at any of the above mentioned offices
Members on duty in any area of the above mentioned offices (travel, fiscal and so forth) even
though they may not work directly with pay or personnel
PS stationed ashore whose physical location is in the same office space affords access to
service records and pay accounts
PS stationed afloat whose physical location is in the same office space affords access to
service records and pay accounts
Any military member related to an individual working in the above listed offices is additionally
considered a PRA.
The Disbursing Officer personally keeps, reconciles and maintains the LESs of PRA personnel
or may designate a deputy to perform this function. At shore activities, the Disbursing Officer may
delegate the custody and maintenance of PRA records to a deputy or to a senior pay clerk.
SUMMARY
As a PS, the LES and MMPA are the most important documents that you will be working with.
Your shipmates depend on your expertise on these documents regarding the contents, proper
maintenance and disposition. Take good care of them. Correct posting of transmitted supporting pay
documents and accurate computation of payments are skills that you need most to avoid
overpayments.
As mentioned earlier, avoiding or minimizing overpayments increases morale and it saves you
a lot of headaches and time required to correct problem accounts. In short, avoid putting out fires;
instead, prevent fires from happening.
Rev. JAN 2011 13-10

CHAPTER 14
LEAVE PROCEDURES
LEARNING OBJECTIVES: Upon completion of this chapter, you should be able to do the following:
— Identify different types of leave.
— Become familiar with the leave policy.
— Discuss the limitation of earned leave.
— Determine correct method of how leave is computed.
— Discuss proper leave request/authorization.
INTRODUCTION
We all need to take time off on occasion. On some occasions, special liberty is granted. At
other times, leave is granted. Most often, leave comes in the form of the annual leave earned
throughout the year. Leave is time spent away from the job to take care of personal business to visit
relatives, to get married, to go on fishing trips, or to get some much needed rest and relaxation. At
other times, leave is necessary because of family emergencies, such as the death or a serious illness
of a family member.
Regardless of the type of leave involved, as a Personnel Specialist (PS) you are responsible
for being familiar with all the administrative tasks associated with processing leave requests.
LEAVE DEFINITION
Leave, as defined in Navy Regulations—1990, is the authorized absence of a member from a

place of duty chargeable against such member according to the Armed Forces Leave Act of 1946, as
amended. In the following paragraphs, annual leave, advance leave, excess leave, earned leave,
convalescent leave, graduation leave, emergency leave, separation leave, rest and recuperation
leave, environmental and morale leave are discussed and defined.
Annual leave. Annual leave is used to describe leave granted in execution of a command’s
leave program, chargeable to the member’s leave account and also is called ordinary leave, as
distinguished from emergency leave.
Earned Leave. Earned leave is leave accrued to a member’s credit as of any given date.
Earned leave may indicate a minus leave credit, but such amount of minus leave credit must not
exceed the amount of leave that would normally be earned during the remaining period of obligated
service of active duty. A minus leave credit on date of discharge, on the effective date of the first
extension of an enlistment, or a separation from active duty is excess leave and is subject to
checkage.
The account balance of ordinary earned or accrued leave must be reduced to 60 days at the
end of the fiscal year; except in the case of Special Accrual. However, effective 1 October 2008
Rev. JAN 2011 14-1
PS Basic: “Leave Procedures”, Chapter 14.
through 30 September 2013 a member’s earned or accrued leave must be reduced to 75 days at the
end of the FY, as defined in the Naval Military Personnel Manual (MILPERSMAN), NAVPERS 15560.
Excess leave. Any leave used in excess of current balance on date of discharge, effective
date of first extension of an enlistment, or separation from Active Duty (ACDU) is excess leave and is
subject to checkage.
Advance leave. Advance leave is used to describe leave granted prior to its accrual to the
member’s leave account, based on a reasonable expectation that it will be earned by the member
during the remaining period of obligated ACDU.
Convalescent leave. Convalescent leave is a period of authorized absence granted to

persons while under medical care that is part of the care and treatment prescribed for members'
recuperation or convalescence. Convalescent leave is not chargeable to a member’s leave account.
Graduation leave. Graduation leave is a period of authorized absence granted as a delay in

reporting to the first duty station for graduates of the Naval Academy who are appointed
commissioned officers in the Armed Forces. Graduation leave is not chargeable to a member’s leave
account.
Adoption leave. Adoption leave is the term used to describe a period of authorized absence
up to 21 days granted to a service member who adopts a child under a qualifying adoption. Adoption
leave is not chargeable to a member’s leave account.
Paternity leave. Paternity leave describes a period of authorized absence up to 10 days

granted to a married service member whose wife gives birth to a child. Paternity leave is not
chargeable to a member’s leave account.
Separation leave. When consistent with military requirements, a member may be granted
leave that expires on the day of separation without the necessity of the member having to return to
the activity that granted the separation leave or that is processing his or her separation.
Refer to MILPERSMAN 1050 series for additional information concerning separation leave.
Rest and Recuperation leave. Rest and Recuperation Leave (R&R) is granted in conjunction
with rest and recuperation programs established in areas designated for imminent danger or hostile
fire pay and when operational military considerations preclude the full execution of ordinary annual
leave programs. R&R is not chargeable to the member’s leave account; however, any additional leave
granted in connection with authorized R&R programs is chargeable to the member’s leave account.
Refer to MILPERSMAN series for additional information concerning Rest and Recuperation
(R&R) leave.
Environmental and Morale leave. Environmental and Morale Leave (EML) programs are
established at overseas installations where adverse environmental conditions require specific
arrangements for leave in more desirable places at periodic intervals. Environmental and morale
leave programs involve space-available travel privileges. The leave taken under the EML program is
ordinary leave chargeable to the member’s account.
Regardless of their accompanied status, members and/or their family members may be
provided space-available air transportation from an EML destination site.
Rev. JAN 2011 14-2

Note: The member’s family must be command sponsored to participate in the EML program. In
addition, participants may take no more than two EML trips per year. Except those service
members assigned to dependent-restricted areas, EML trips for the service member may not
be taken within six months of the beginning or end of the member’s tour of duty at the eligible
location.
Refer to MILPERSMAN 1050 for additional information concerning EML.
Emergency leave. Emergency leave is leave granted for a personal or family emergency
requiring the member's presence. Emergency leave is chargeable to the member’s leave account.
Refer to the following paragraphs which further discuss emergency leave and the importance
of being properly trained to process emergency leave papers when the need arises.
Although service members do not like to think about going on emergency leave, it is an
unfortunate reality that they may do so at one time or another. Remember, even if you never face a
situation requiring emergency leave, you must always be prepared to assist your shipmate.
As a PS, you must be familiar with emergency leave procedures, especially in those situations
involving the actual typing of Temporary Duty (TDY)-funded orders authorizing emergency leave.
Being able to process emergency leave orders, especially funded orders, is an important part of the
PS’s job.
Refer to MILPERSMAN 1050-130 for additional information concerning emergency leave.
LEAVE POLICY
Commanding officers (COs) or Officers in Charge (OICs) may grant leave and liberty to
officers and enlisted personnel under their command or in their charge. Granting leave is subject to
the limitations as set forth in MILPERSMAN and pursuant to regulations prescribed by the Chief of
Naval Operations (CNO).
Officers authorized to grant leave, establish and regulate schedules to provide for maximum
use of earned leave consistent with operational and training workloads, the maintenance of the
required degree of operational readiness and the desires of the individual members. Officers in
command should encourage all members to use their entire 30 days leave each year.
Maximum effectiveness can be maintained by personnel taking vacations and short periods of
rest from duty. The lack of break from the work environment adversely affects health and, therefore,
availability and performance. Lack of leave intensifies the separation from home and family that is a
normal result of military duties, training and operational deployment from home station or homeport.
Likewise, the lack of leave also affects the attitudes of the member’s family. Since personal and family
attitudes influence the member’s career motivation and performance, leave is an important
performance and can be a morale booster.
To affect the maximum use of leave, commands should emphasize granting leave to members
in the following circumstances:
On Permanent Change of Station (PCS)
After periods of particularly arduous duty and long periods of deployment
On reenlistment and augmentation from active reserve to regular status
Rev. JAN 2011 14-3
During the traditional national holiday periods of Thanksgiving and Christmas

Where members or their families have been personally affected by floods, hurricanes, or
similar disasters
For attendance at spiritual retreats or for other religious observances for which liberty is
inadequate
During the preprocessing period incident to release from active duty, to the extent of unused
leave
Upon retirement, when requested, to the extent of unused leave.
Additional information on policy about the granting of leave is contained in MILPERSMAN

1050 series.
LIMITATION ON EARNED LEAVE
You learned that earned leave may exceed 60 days during a fiscal year but is reduced to 60
days as of the first day of the new fiscal year. During the period beginning on 1 October 2008 through
30 September 2013, earned leave up to 75 days may be retained as of the first day of the new FY.
Leave not to exceed 120 days may be accumulated by personnel serving in an area in which special
pay for duty subject to imminent danger or hostile fire is authorized and when assigned to designated
ships or mobile units as defined in MILPERSMAN 1050-070.
Additional information concerning the limitation of earned leave is contained in MILPERSMAN

1050-060.
COMPUTATION OF LEAVE
The primary responsibility for leave accounting rests with the Defense Finance and Accounting
Service (DFAS)—Cleveland Center, Cleveland, Ohio. Leave is computed as follows:
Leave is credited at the rate of 2 1/2 days for each full month on active service and at the
rates provided in Figure 14-1 for fractional parts of a month.
Leave is not creditable for any period when the member is in a lost time, excess leave, or
other non--pay status. Leave earnings are reduced for each non-creditable period using
Figure 14-1.
NUMBER of DAYS DAYS of LEAVE
1–6 ½
7 – 12 1
13 – 18 1½
19 – 24 2
25 – 31 2½
Figure 14-1, Leave computation.
Rev. JAN 2011 14-4

Additional information concerning leave accounting is contained in MILPERSMAN 1050-081.
PERSONNEL OFFICE LEAVE PROCEDURES
As a PS in a personnel office aboard ship or at a Personnel Support Detachment (PSD), you

answer many questions about leave and leave policy procedures. You will be asked questions ranging
from simple to complex. You are expected to provide correct answers, as well as the proper
assistance. In this section, you are introduced to information that helps you carry out those duties.
DEFINITIONS
Some of the terms you need to know when processing leave or answering service members'
questions about the types of leave are defined in this section.
Leave authorization number. A 7-position alpha-numeric character assigned to approved

leave authorizations to assist in controlling and monitoring leave.
Approved leave tickler file. A file of all approved leave authorizations. The tickler file is
maintained by the member’s command.
Leave authorization log. A record of all leave authorization numbers assigned. This log is
maintained to ensure leave authorization numbers’ sequential assignment.
Leave tickler file. A file maintained by the PSD and/or personnel office of all leave
authorizations.
Unit Commanders Financial Report. A monthly listing of all members assigned to each UIC
and their current leave balances. This listing is normally maintained in the personnel or administrative
office.
LEAVE and EARNINGS STATEMENT
The Leave and Earnings Statement (LES) is the source document that contains details of both
the member’s pay and leave account. The LES is a printout of the member’s Master Military Pay
Account (MMPA). The ID line of each LES contains identifying information, such as name, Social
Security number (SSN), paygrade and years of service. The ID line also contains important
information about the member’s leave account. For more information on LESs, see Chapter 11 of this
rate training manual.
PREPARATION of the LEAVE REQUEST/AUTHORIZATION
The Leave Request/Authorization NAVCOMPT Form 3065 (Figure 14-2), is used to request
leave, serve as the leave authorization document and report ordinary leave, sick leave, graduation
leave and emergency leave when funded orders are not required.
Rev. JAN 2011 14-5

Figure 14-2, Sample Leave Request/Authorization, NAVCOMPT Form 3065.14-5.
When an extension to an approved leave request/authorization is granted, commands/

departments must annotate and highlight blocks 29a through 29c, make a copy and forward it to the
PSD and/or the personnel office so that they may update the leave charged.
Before personnel depart on leave, they should be reminded that if any changes occur to the
dates requested they turn in a completed NC3065 within 5 working days from leave to ensure leave
was charged properly.
Rev. JAN 2011 14-6

Administrative Procedures
To find the procedures for the administration of and accounting for leave, refer to the
MILPERSMAN. It provides the procedures for the administration of an accounting for leave taken by
all active duty Navy members, Regular and Reserve.
PSD and personnel offices with NSIPS capability report all leave taken according to
procedures contained in the PTG.
SUMMARY
This chapter covers and defines different types of leave, including adoption leave, annual
leave, advance leave, excess leave, earned leave, convalescent leave and paternity leave. Also, the
chapter covers graduation leave, separation leave, rest and recuperation leave, environmental and
morale leave and emergency leave.
Leave policy is discussed in this chapter. In this section, you learned that it is up to the CO to
allow personnel to take leave consistent with operational and training commitments. Also, you learned
that all personnel should be encouraged to take their 30 days leave each year.
This chapter also contains a section that discusses leave computation and some personnel
office leave procedures. Preparation and distribution of the leave request/authorization also is
covered.
Rev. JAN 2011 14-7

Rev. JAN 2011 14-8

CHAPTER 15
TRAVEL AND TRANSPORTATION

LEARNING OBJECTIVES: Upon completing this chapter, you should be able to do the following:
— Discuss different types of orders, travel status and the terms common to travel.
— Define elapsed time and effective date of orders.
— Recognize accounting data commonly used in travel settlements and collection vouchers.
— Describe the categories of travel reimbursement – transportation, per diem and miscellaneous
expenses.
— Describe a member and dependent Permanent Change of Station (PCS) travel entitlements
including Outside Continental United States (OCONUS) travel.
— Define Dislocation Allowance (DLA).
— Describe the conditions of entitlement and computation procedures for Temporary Lodging
Expense (TLE).
— Describe the member and dependent entitlements when separating or retiring from service.
— Describe the member’s entitlements when on Temporary Duty (TDY).
— Describe the procedures for submitting a travel claim and how to handle doubtful or fraudulent
claims.
— Describe the Defense Travel System (DTS) and the Exceptions to using DTS.
INTRODUCTION
Processing travel claims is one of the most challenging and interesting jobs for a Personnel
Specialist. This is because it will require you to deal with so many variables, such as the time of day,
method of travel, type of orders and location. As a PS, your main concerns in this area are to interpret
orders, determine related entitlements, compute authorized allowances and assist members
completing claims arising from ordered travel.
The situations, regulations and conditions of entitlement are varied and the travel of each
member is unique. Travel entitlements vary depending upon the type and purpose of the orders, the
member‟s paygrade, dependency status and the mode of transportation directed, authorized and/or
used. Processing travel claims requires a thorough content knowledge of the governing regulations
and sources of guidance. A high degree of expertise in selecting and applying pertinent rules,
regulations and reference material is essential.
As a PS working in a travel section, you will have a dual responsibility in the administration of
travel. You will be responsible to the Disbursing Officer (DO) to make certain proper payments are
made and to the Navy to ensure the economical use of its available funds is being carried out. When
the money is not available, needed travel cannot be performed. The administration of travel is mainly
Rev. JAN 2011 15-1

PS Basic: “Travel and Transportation”, Chapter 15.
concerned with obtaining money resources to fulfill the Navy‟s needs and managing those resources
once they are obtained. Personnel Specialists can provide valuable advice in the use of this funding to
help the Navy maximize benefits derived from it.
TRAVEL ORDERS AND TRAVEL STATUS
Reimbursement for travel will not be made unless a travel order is issued or approved by the
Secretary of the Navy (SECNAV). SECNAV‟S authority is delegated or re-delegated to other officials
to issue travel orders directing a member or a group of members to travel between designated points.
The Joint Federal Travel Regulations (JFTR) Vol. 1 and the Department of Defense Financial
Management Regulation (DODFMR) Vol. 9, Travel Policy and Procedures contain detailed
requirements for travel orders and define travel status.
TYPES of TRAVEL ORDERS
A travel order establishes, in writing, the conditions for official travel and transportation at
government expense and provides the basis for the traveler‟s reimbursement. Orders should be
issued before the travel is performed. The type of travel order issued to a member determines his or
her entitlement to travel allowances. Therefore, the first step in computing reimbursement of travel
expenses is to identify the purpose and type of orders. Travel reimbursement is not authorized when
the travel is performed before receipt of a written or oral order
A written order issued by competent authority is required for reimbursement of expenses

incident to official travel. For the purpose of reimbursement purposes, a written order that quotes or
references an authority authorized to initiate the order is a competent order.
An urgent or unusual situation may require that official travel begin or be performed before a
written order can be issued. Under these circumstances, an oral order conveyed by any medium
including telephone, may be given. When this occurs, the Authorizing Official (AO) must promptly
issue a confirmatory written order.
PCS orders, unless otherwise specified, means the transfer or assignment of a member or unit
to a different Permanent Duty Station (PDS). This includes the following:
Change from Home of Record (HOR) or the Place from which Entered Active Duty (PLEAD)
to the first PDS upon appointment, reappointment, call to active duty for 20 weeks or more,
recalled to active duty from the Fleet Reserve or from retirement, enlistment, or induction.
Change from last PDS to home upon discharge, resignation, or separation from the service
under honorable conditions, transfer to the Temporary Disability Retired List (TDRL), release
from active duty, transfer to the Fleet Reserve, or retirement.
Temporary Duty Orders
Temporary Duty (TDY) means duty at one or more locations (other than the PDS) at which a
member performs temporary duty under orders providing for further assignment to a new PDS or
returning to the old PDS. TDY orders are issued mainly in conjunction with PCS orders.
Group Travel
Group travel orders are issued when three or more members are traveling in a group from the
same point of origin to the same destination under one order for a PCS or TDY. The order must be
Rev. JAN 2011 15-2

specifically designated by the order-issuing authority as a “group travel order” and transportation is
furnished by government conveyance or a Government Transportation Request (GTR) that is
discussed later in this chapter. Group travel is used primarily for movement (deployment) of units or
recruits. It is used extensively during mobilization.
TRAVEL STATUS
Remember that travel and/or transportation allowances are payable only when members or
groups of members are in a travel status. Members are in a travel status while performing travel away
from their PDS, on official business, under competent travel orders, including delays for qualifying for
reduced travel fares and other necessary delays en route incident to the mode of travel and periods of
TDY.
Travel status begins when members leave their residences, offices, or other points of
departure and ends when they return to their residences, offices, or other points of arrival at the
conclusion of their trips.
ACCOUNTING for ELAPSED TIME
The period during which a member is in a travel status between points of duty must be
accounted for as days of Leave (LV), Proceed Time (PT) and/or Travel Time (TT). The member does
not have to use all the delay en route authorized in the orders.
Total Elapsed Time
Account for the actual time used with accuracy; doing so is important. The computations
determine how many days are chargeable to LV, PT (PCS orders only), TT and the effective date of
the orders. On PCS orders, the date of detachment from the old PDS is a day of LV, PT or TT. The
day the Sailor reports to their new PDS is a day of duty and not counted as LV, PT, or TT.
When computing total elapsed time you need a Julian date calendar. Compute the total
elapsed time by subtracting the Julian date of detachment from the Julian date of reporting. There are
exceptions to this rule pertaining to TDY orders and are contained in the JTFR, Vol. 1.
Whenever the elapsed time from the date of departure to the date of arrival at the new duty
station is less than the authorized travel time, use the actual elapsed time for travel computations.
Leave
Any delay authorized in excess of allowed PT (PCS orders only) and/or TT is chargeable as
LV. The member does not have to use all the LV authorized granted in the orders.
Proceed Time (PT)
PT is authorized only when eligible members execute PCS orders to or from ships or mobile
units having a sea/shore rotation code of two or four; to or from and all other tours; and to or from
overseas accompanied tours. In addition, it includes PCS orders from one overseas to another
overseas station but not in the same geographical location. MILPERSMAN contains descriptions of
the rotation codes and accompanied tours or all others tours. Commanding Officers (COs) of ships
changing homeport may authorize PT only in conjunction with the movement of household goods or
the movement of a member‟s Privately Owned Conveyance (POC).
Rev. JAN 2011 15-3

Travel Time
A member performing PCS travel receives the TT allowable to complete the PCS move. A
member reassigned between locations within the corporate limits of a city or town does not receive
any TT. When a PCS move involves two afloat units or an afloat unit and a shore activity, the location
of the unit(s) on the date of departure or the planned location at the date of arrival is used to
determine entitlement to TT. Maximum allowable TT is limited to travel time by privately owned
vehicle. Actual allowable TT is based on the official distance of the ordered travel and mode of
transportation used. Official distances are contained in the Defense Table of Official Distances
(DTOD) website. In computing travel time, the miles from the home, office, or residence to the local
transportation terminal or vice versa is disregarded.
Travel time allowed may differ from the time allowed for per diem computation purposes. TT is
computed as follows:
Privately Owned Conveyance (POC)
For PCS travel, one travel day is allowed for each 350 miles of official distance of ordered
travel. If the excess distance is 51 or more miles after dividing the total official distance by 350, one
additional travel day is allowed. Therefore 400 miles is equivalent to one day of travel time but 401
miles would provide two days of travel time.
For TDY travel, generally, one travel day is allowed for each 400 miles of official distance of
ordered travel. If the excess distance is one or more miles after dividing the total official distance by
400, one additional travel day is allowed. When the total official distance is 400 or fewer miles, one
day of travel time is allowed. This applies to travel by POC if it is deemed to be advantage to the
government and special conveyance (vehicle) as an authorized TDY transportation mode and
government vehicle.
Travel by commercial transportation
Allow one day of travel time for CONUS and actual travel time over the most direct route for
OCONUS.
Transoceanic travel
Transoceanic travel time by aircraft or ship is the actual time required for the travel by the
usual direct routing. The embarkation or debarkation day at the port, while awaiting transportation, is
included in the actual time for ocean or transoceanic travel regardless of the embarkation or
debarkation hour. When transoceanic travel is performed by POC, refer to the JTFR, Vol. 1.
Travel by Government Conveyance and/or Common Carrier on Government -Procured
Transportation
Travel time for travel by government conveyance (except government automobile) and/or
common carrier obtained by government -procured transportation is allowed for the actual time
needed to travel over the direct route including necessary delays for the transportation mode used.
Travel by other than Directed Mode.
A member, directed to travel by an available specific transportation mode but who elects to
travel by another mode, is limited to the actual travel time used, not to exceed the allowable travel
time for the directed transportation mode.
Rev. JAN 2011 15-4

Travel by Special Conveyance.
When special conveyance use is authorized/approved, allowable travel time is the actual time
needed to perform travel.
Mixed modes of transportation
Travel by mixed modes is when travel is performed between any two points of a separate leg
of journey, partially by POC and partially by common carrier.
Travel time authorized for the total distance traveled by POC in whole days as previously
defined above not to exceed the travel time authorized for the official distance between origin and
destination and one day for commercial transportation other than transoceanic.
Regardless of the number of transportation modes used, authorized travel time may not
exceed that allowed in as if a POC were used for the entire travel (unless additional travel time is
authorized under JTFR, Vol. 1)
When a member uses mixed modes of transportation on either a direct or a circuitous route
between duty stations, compute TT in the order of POC, commercial surface and commercial air,
without regard to order of use. Refer to the JTFR, Vol. 1.
Computation of Elapsed Time on PCS
Upon member‟s reporting to a TDY or PDS location, all days elapsed from day of departure
until day prior to arrival must be accounted for.
Total number of leave, proceed and travel must be equal to the total elapsed time
Elapsed Time or accountable days will be charged in the following order:
Leave, Proceed and Travel
The day of reporting is always a day of duty for elapsed time purposes.
EFFECTIVE DATE of ORDERS
Another important step in determining a member‟s entitlement to transportation allowances is

the effective date of orders. The date a member is required to begin travel from the old PDS, place
last entered active duty, the last TDY station, safe haven location or the designated place, whichever
applies, in order to arrive at the new PDS, home, or place last entered active duty, on the date
authorized by the mode of transportation authorized and/or used.
For members being separated or retired, the effective date for determining the entitlement to
travel and transportation allowances is the last day of active duty.
Refer to MILPERSMAN, JFTR, Vol. 1 and Appendixes for more information regarding effective
date of orders.
PCS TRAVEL ALLOWANCES
As discussed earlier, before members can be reimbursed for travel, they must have orders
placing them in a travel status. The type and purpose of the orders and the mode of transportation
Rev. JAN 2011 15-5

authorized and/or used by members determine the amount of reimbursement. The expenses incurred
by members traveling under orders are divided into the following categories:
Transportation costs
Lodging expenses
Meal expenses
Miscellaneous expenses.
If part or all of these costs are not furnished to members by the government, members are
entitled to reimbursement for those that were not furnished, if otherwise appropriate. For current rates,
refer to the JTFR, Vol. 1 and the Per Diem, Travel and Transportation Allowance Committee‟s
website.
Travel by POC
Other than for transoceanic travel, PCS travel by privately owned conveyance (POC) is to the
government‟s advantage. A member traveling by POC is authorized „MALT-Plus”. The Monetary
Allowance In Lieu Of Transportation (MALT) is paid on a "per mile" basis for the official distance of
each portion of the ordered travel. The „Plus‟ (per diem) portion is paid on a whole day calendar basis
for the allowable travel time. Current rates of PCS MALT are listed in JTFR, Vol. 1. Reimbursement of
parking fees, ferry fares, road, bridge and tunnel tolls is authorized in addition to MALT.
A flat per diem at the Standard CONUS per diem rate is paid for each PCS travel day between
authorized points, not to exceed the allowable travel time. If used, government quarters and/or mess
have no effect on the per diem amount paid. The current rate of flat per diem paid in conjunction with
MALT PLUS is also found in JFTR, Vol. 1 and the Per Diem, Travel and Transportation Allowance
Committee website.
When two or more members travel together in the same POC, each member is entitled to the
flat per diem allowance but only the member responsible for paying the operating expenses of the
POC is entitled to the MALT and reimbursable expenses
Travel by Common Carrier
It is DD policy to use the commercial transportation office for all official transportation
requirements. A member who, despite the DOD policy, procures common carrier transportation at
personal expense for official travel is authorized reimbursement not to exceed the authorized
government transportation request (GTR) amount. However, reimbursement must not exceed the cost
for the authorized transportation and accommodations over a usually traveled direct route in
accordance with a schedule necessary to meet the authorization/order requirements. Additionally they
will receive an entitlement to Lodging Plus.
Transportation in Kind or GTR
Under this allowance option, the government provides transportation on a government-owned

conveyance or provides transportation on a commercial carrier at no cost to the member. Per Diem
(Lodging Plus) for the actual travel also is paid to the member.
Rev. JAN 2011 15-6

Travel by Mixed Modes
If a member travels by mixed modes for a separate journey, reimbursement is determined by

comparing their actual travel to the cost of their ordered travel. Travel between the duty station and
the local transportation terminal or travel between local transportation terminals is not part of mixed
mode travel in a journey.
Entitlement is based on the allowances for the actual travel performed, limited to the greater of
the MALT PLUS for the distance of the entire ordered travel distance less the cost of any government
procured transportation used for a portion of the journey.
Total reimbursement for POC and personally-procured commercial travel may be no more
than the „MALT-Plus‟ payable for the entire ordered travel distance less the cost of any government-
procured transportation used for a portion of the journey.
MISCELLANEOUS EXPENSES
A member may be reimbursed for miscellaneous expenses incurred while in a travel status.
Each claim for a miscellaneous expense should be identified on the travel voucher by date, quantity,
service, cost and other particulars so that the expense is understood. Common miscellaneous
expenses that travelers normally incur are taxi fares, cost of traveler‟s checks purchased, long
distance telephone calls, registration fees and transportation incurred in and around permanent and
TDY stations.
Some of the miscellaneous expenses claimed by travelers are reimbursed only if they are
specifically authorized in the orders directing the travel or are approved as being necessary to the
successful performance of the related duty and in the interest of the government.
Complete details in the reimbursement of miscellaneous expenses are in the JFTR, Vol. 1.
TEMPORARY DUTY TRAVEL ALLOWANCES
When an authorization/order directs travel by a specific transportation mode and the directed
transportation mode is available but not used, per diem is payable for actual travel performed not to
exceed the per diem that would have been payable if the directed transportation mode had been
used.
When the directed transportation mode is not available or the authorization/order does not
specify any transportation mode, per diem is computed as though the transportation mode actually
used was directed. However, the total per diem payable must not exceed that payable for constructed
travel over a usually traveled route by air or surface common carrier, whichever more nearly meets
the requirements of the authorization/order and is more economical to the government
In determining constructed travel, the transportation allowances are based on the carrier's
required check-in time plus travel time from home, office, or place travel actually began and the
carrier's scheduled arrival time at the terminal plus travel time to home, office, or place travel actually
ended. See the JTFR, Vol. 1 for travel times by different transportation modes.
Rev. JAN 2011 15-7

TDY MALT
The Approving Official (AO) should authorize/approve POC travel only if it is to the
government‟s advantage when compared to travel by government conveyance or commercial carrier
and not solely for member‟s convenience.
If the use of a POC is found to be advantageous to the government then the member is
authorized TDY mileage for the ordered official travel distance at a rate per mile for the POC type
used. Additionally reimbursement of parking fees, ferry fares, road, bridge and tunnel tolls is
authorized for POC travel over the most direct route between the official stations involved.
For personal preference, a POC is used instead of common carrier transportation for official
travel, the travel reimbursement is computed at the TDY mileage rate and constructed per diem.
However, the total allowable payment is limited to the total constructed cost of common carrier
transportation including constructed Per Diem for that transportation method. It is emphasized that the
per diem used here is not the flat per diem used in PCS travel.
Lodging Expense
Lodging expense is based on the availability of government quarters. The amount allowed is
the actual amount incurred or the maximum amount prescribed in the JTFR, Vol. 1, whichever is less.
Some factors considered in determining allowable lodging expenses are as follows:
Receipts for lodging are required to support a member‟s travel claim. If receipts are lost or
destroyed or impractical to obtain, the traveler furnishes a statement to that effect to support
payment of the travel voucher. If the lodging was obtained in CONUS, advise the member to
contact the hotel for a replacement receipt.
Lodging cost does not include applicable lodging taxes imposed nor does it include tips or
porter fees. In CONUS, it is a reimbursable expense separate from lodging cost. However,
OCONUS the applicable taxes imposed are included in the lodging cost.
Lodging expense is based on the single room rate when a member uses commercial lodging
facilities not to exceed the locality maximum lodging rate.
If a member stays with friends or relatives while on TDY there is no reimbursement for
lodging regardless of whether or not payment of lodging is made to the friend or relative.
Additional instructions on lodging expenses are listed in the JFTR, Vol. 1.
SEPARATION and RETIREMENT TRAVEL
The majority of members who are separated or retired travel to their home of record from
which ordered or called to active duty, or home of selection. Those who will establish temporary
residence at the last PDS and perform their separation or retirement travel later must do so within a
specified time limit. Only the basic travel entitlements are discussed in this section. Complete
procedural instructions on separation and retirement travel are contained in the JTFR, Vol. 1.
Separation/Discharge
The basic entitlement to separation travel and transportation allowances is from the last duty
station to the member‟s HOR or PLEAD, as the member may elect. A member who travels to another
location receives travel allowances not to exceed the basic entitlement. There must be a break of
Rev. JAN 2011 15-8
service of at least one calendar day. If separation/discharge is from an OCONUS location, the
entitlement is via the separating authority (typically Transient Personnel Unit (TPU)). Reserve
Component members are additionally entitled to travel time, which will reflect on their DD form 214.
A member separated who served less than 90 percent of his or her initial enlistment or
received an Other Than Honorable (OTH) discharge is provided transportation in kind or the least
expensive mode of common carrier transportation available. They are not entitled to any form of per
diem. If separation/discharge is from an OCONUS location, the entitlement is via the separating
authority (typically TPU).
The member is entitled to travel allowances only if travel is performed. Unless additional time
is authorized or approved, travel must be completed before the 181st day following separation from
the service.
Retirement/Fleet Reserve
Entitlement to travel and travel allowances from the last duty station to their Home of Selection
(HOS) is authorized to members who meet the following categories:
Retired with pay, including transfer to the Fleet Reserve, immediately following at least 8
years of continuous active duty with no single break of more than 90 days.
Retired for physical disability or placed on the Temporary Disability Retired List (TDRL)
without regard to length of service.
Separated with severance or separation pay immediately following at least 8 years of
continuous active duty with no single break of more than 90 days (not all inclusive).
Involuntarily released from active duty with readjustment or separation pay immediately
following at least 8 years of continuous active duty with no single break therein of more than
90 days.
Normally, travel to a home of selection must be completed within one year after termination of
active duty. Once a home is selected and transportation in kind or GTR is furnished and used or travel
and transportation allowances are received after completion on travel, the selection of the home is
irrevocable.
Advance of Funds
Members who are retiring, transferring to the fleet reserve, separating, or being discharged are
entitled to advance travel. Their entitlements are dependent on their type of separation. For more
information refer to JTFR, Vol. 1 and MILPERSMAN.
TRAVEL OF DEPENDENTS
Members receive travel and transportation of dependents at government expense upon PCS
for travel performed from the old PDS to the new PDS or other points authorized as indicated in the
JFTR, Vol. 1. Dependency must exist before the effective date of orders (EDO). The dependents must
perform the travel with the intent of establishing a permanent residence at the new PDS.
Reimbursement is not authorized for travel of dependents performed at personal expense before PCS
orders are issued unless an official notice is received that such orders will be issued. Appropriate
command sponsorship is necessary for transportation to an OCONUS PDS
Rev. JAN 2011 15-9

A member is authorized per diem for each dependent‟s actual travel in conjunction with the
member's PCS. Travel time for which per diem may be paid is determined in the same manner as for
a member. The dependent‟s entitlement hinges on two main factors: the age of the dependent and if
the dependent traveled accompanied or un-accompanied from the member. When a dependent
travels with or without a member, the member is authorized per diem for each dependent while
traveling and at delay points, in an amount equal to the following percentage of the per diem to which
the member is authorized. Below is a graph that helps to clarify the percentages payable in care of
each dependent.
Dependent Accompanied Un-accompanied
Spouse 75% 100%
Dependent 75% 75%

over 12 years of age
Dependent 50% 50%

under 12 years of age
However any dependent regardless of age traveling alone and un-accompanied from the
member will receive 100% of the per diem to which the member is authorized.
Time Limitation
Unless otherwise prescribed in the JFTR, Vol. 1, a member‟s authority for dependent travel
and transportation allowances to a PDS may be used any time while the order remains in effect and
prior to receipt of a new PCS order to another PDS (includes home port change announcements) as
long as the dependent‟s travel is incident to the member‟s PCS rather than for personal reasons.
TRANSPORTATION in KIND
Transportation in kind via government conveyance or GTR, plus per diem, is authorized for all
dependents regardless of number and age. Normally, government air transportation is used for
transoceanic travel of dependents to, from, or between areas outside CONUS.
REIMBURSEMENT for ACTUAL COST of TRANSPORTATION
Reimbursement is made under the same conditions as that for members traveling on common
carrier as discussed earlier. In most cases, reimbursement is limited to the government‟s cost had a
GTR been used.
Rev. JAN 2011 15-10

Travel by POC
The member receives MALT PLUS when dependents travel by POC. The amount of
entitlement is based on the distance traveled, number and ages of dependents, whether or not
dependents traveled with the member concurrently and use of more than one POC is authorized. For
applicable entitlements, refer the JFTR, Vol. 1.
Use of more than one POC
When a member and/or their dependents travel on PCS orders and use two POCs they are
entitled to MALT for the second POC. For three or more POC they must receive authorization through
Secretarial process before receiving additional MALT reimbursements. When more than one POC is
used and a dependent traveling in a POC travels along the same general route on the same days as
the member, the dependent is accompanying the member for applicable entitlements; rates refer the
JFTR, Vol. 1.
If the member elects not to move dependents
If a member elects not to move a dependent when authorized, the dependent travel and
transportation allowances for a still-eligible dependent are payable incident to a subsequent PCS not
to exceed the greatest of the distances to the new PDS from the:
HOR or PLEAD (unless moved to the HOR or PLEAD in conjunction with move to „another
location‟ in accordance with the JFTR, Vol. 1)
Designated place
PDS from which the member elected not to move the dependent
Last PDS.
Any interim PCSs, for which a member did not claim dependent travel and transportation
allowances, are ignored.
Dislocation Allowance
Dislocation Allowance (DLA) partially reimburses members, with or without dependents, for the
expenses incurred when relocating their household in connection with a PCS, incident to an
evacuation, or due to military necessity. A member with a dependent(s) is authorized a DLA when the
dependent(s):
Relocates in accordance with a PCS
Moves in accordance with the closure or realignment of a military installation
Move to a designated place incident to an evacuation
As otherwise authorized in JTFR, Vol. 1.
Member without Dependent(s)
A member without a dependent(s) is authorized DLA when:

Relocated in accordance with a PCS to a PDS where government quarters are not assigned
Rev. JAN 2011 15-11

Ordered to and actually does, move in accordance with the closure or realignment of a U.S.
Installation.
DLA authorization continues to exist if government quarters assignment and occupancy upon
arrival at a new PDS is for 60 or fewer days. When calculating the 60 days, exclude days the member
is deployed or TDY. In justifiable cases, up to 60 additional days may be authorized/approved by the
member‟s commanding officer for a maximum of 120 days.
For entitlement to DLA when both husband and wife are members on active duty and relocate
their household on PCS orders, refer to JTFR, Vol. 1 for entitlements and restrictions.
Current rates for DLA and other applicable instructions can be obtained via the JTFR, Vol. 1
and the Per Diem, Travel and Transportation Allowance Committee website.
Restrictions
Conditions and restrictions governing payment of DLA are contained in the JTFR, Vol. 1.
Several of the more common restrictions on payment of the DLA areas follow:
DLA is not payable to a member with dependents upon separation, release from active duty,
placement on the TDRL, or on retirement
DLA is not payable in cases where the old and new PDSs are in proximity to each other or
reassigned between activities at the same PDS, except when the member is authorized a
local move of household goods at government expense
Members are entitled to only one DLA during a fiscal year. However, there are exceptions to
this rule and these are contained in the JTFR, Vol. 1.
For member-married-to-member couples‟ entitlement, determination procedures refer to the

JTFR, Vol. 1.
TEMPORARY LODGING EXPENSE ALLOWANCE
Temporary lodging expense (TLE) is intended to partially pay for lodging and meal expenses
incurred when a member, a member‟s dependent(s), or a member and their dependents occupy
temporary quarters in CONUS due to a PCS.
Eligibility Period
TLE is payable for temporary lodging, occupied by members and/or their dependents, when
obtained from private or commercial sources in the vicinity of a member‟s old PDS, new PDS,
Designated Place, or a member‟s HOR and/or technical school if the member is ordered to active
duty and reporting to the first PDS.
Limitation
A member may be reimbursed a maximum of $290 per day for TLE expenses when the
member and/or dependent(s) occupy temporary QTRS on the same or different days. The following
conditions apply:
Rev. JAN 2011 15-12

TLE reimbursement is limited to:
CONUS - 10 days for a member who:

For a PCS to a CONUS PDS (a member may split the days among old CONUS PDS, new
CONUS PDS and Designated Place in CONUS)
For a member reporting to the first CONUS PDS from the HOR or initial technical school. A
member may split the days among CONUS HOR, initial technical school, CONUS
Designated Place and CONUS PDS.
OCONUS - 5 days for a member who:

For a PCS to an OCONUS PDS (a member may split the days between old CONUS PDS
and Designated Place in CONUS)
For a member reporting to the first OCONUS PDS from the HOR or initial technical school. A
member may split the days between CONUS HOR, initial technical school and CONUS
Designated Place.
Reimbursement
A member may choose the days TLE is claimed when occupying temporary quarters on
different days than the dependent(s). The member‟s dependent(s) may occupy temporary QTRS on
different days, but TLE is determined as if lodgings were occupied on the same days; and the
member should use available government quarters (When government quarters are available and
other lodgings are used, lodging reimbursement is limited to the government quarters‟ cost or locality
lodging rate, whichever is lower). Lodging receipts are required. When member/dependent(s) stay
with friends/relatives, lodging cost is not authorized but the TLE meal portion is payable.
Computation
For computation formula refer to JTFR, Vol. 1.
For member-married-to-member computation and for more information on the current TLE
computation and reimbursement procedures refer to the JTFR, Vol. 1.
TRAVEL ADVANCES
Travel advances are paid solely to provide sufficient funds to cover necessary expenses that
will be incurred while traveling on official business. JTFR, Vol. 1 contains the basic authority to
advance travel allowances.
A member may be paid an advance payment of (i.e., loaned) specified travel and
transportation allowances for the member and dependents, DLA, TLE and anticipated amount of per
diem to be earned while TDY, if applicable and some reimbursable expenses can be paid to members
on orders at their written request. Additional information can be found in JTFR, Vol. 1.
Advance Payment Procedures
For PCS travel, an eligible and entitled member may receive advance travel not to exceed ten
calendar days prior to the member‟s transfer to a new Permanent Duty Station (PDS), or their
dependents commencement of travel.
Rev. JAN 2011 15-13

Government Travel Credit Card (GTCC) Individually Billed Account (IBA) is the primary form of
payment for all official TDY travel costs including commercial transportation. The general policy of
DOD that the GTCC be used by DOD personnel to pay for all costs incidental to official business
travel, including travel advances, lodging, transportation, rental cars, meals and other IE, unless
otherwise specified. However, occasionally this is not possible and a “cash” advance can be given. If
an advance will be received by the member for their TDY then their advance travel may not exceed
10 calendar days prior to their departure for their TDY. Exemptions from the required use of the IBA
are identified in DODFMR Vol. 9.
For TDY (non Defense Travel System) cash travel advances shall not be authorized unless an
exception is granted. The maximum advance amount authorized will be annotated on the travel order.
Standard practice is for the traveler to use his or her government travel card to obtain cash from an
automated teller machine (ATM). Also on the travel orders, it will be annotated with the maximum ATM
cash advance amount that may be withdrawn using the government travel card.
Personnel who are not eligible for government travel cards may obtain travel advances only
via electronic funds transfer (EFT). The supervisor, in coordination with the disbursing officer, may
authorize cash advances in limited situations where no other process is available to accomplish the
mission. See DODFMR Vol. 9 for additional guidance on the government travel card program.
Additional information on other travel advances and their restrictions can be found in JTFR,
Vol. 1.
PREPARATION of TRAVEL CLAIMS
Members will submit their travel voucher, orders and all applicable receipts and supporting
documentation within five working days of completion of travel. Except when a member is assigned
to, long term TDY orders (over 45 days) then the traveler will include a request for scheduled partial
payments every 30 days. The most common travel voucher is Travel Voucher or Subvoucher, DD
from 1351-2 (see Figure 15-1).
Preparation of travel claims for payment is contained in the JTFR, Vol. 1 and DODFMR Vol. 9.
The member performing the travel is responsible for submission of the travel claim. However,
you are expected to verify the data entered on claim(s) by using the travel orders, endorsements and
other required supporting documents. The member‟s signature on the travel claim signifies that they
have read the “fraudulent claim/responsibility” statement explaining that there are severe criminal and
civil penalties for knowingly submitting a false, fictitious, or fraudulent claim (U.S. Code, Title 18,
Sections 287 and 1001 and Title 31, Section 3729).
Members filing for TDY travel, not in conjunction with a PCS, must have the “Approving
Official” endorsement on their travel claim. The Approving Officer‟s signature or digital representation
signifies the travel claim is approved for payment based on authorized travel listed within.
Claimants must submit original receipts or a statement explaining why one is unavailable. The
receipt must show when specific services were rendered or articles purchased and the unit price.
Receipts are required for any reimbursable expenses in excess of $75.00. Receipts for lodging
expenses (regardless of amount) and rental car must be submitted with the travel claim, regardless of
the amount. Travelers are advised to retain ALL receipts for tax or other purposes.
Rev. JAN 2011 15-14

LOST/STOLEN/UNUSED TICKET/GTR REIMBURSEMENT
The traveler must safeguard tickets, if issued, carefully at all times and immediately report a
lost or stolen ticket to the issuing CTO. Claimants must submit original receipts or a statement
explaining why one is unavailable. The receipt must show when specific services were rendered or
articles purchased and the unit price. Receipts are required for any reimbursable expenses in excess
of $75.00. Additionally if that first ticket is recovered and turned in for refund and the Government is
repaid, reimbursement may be made for the second ticket, not to exceed the cost of the first ticket;
and Members must return unused tickets to the CTO, SF-1170, Redemption of Unused Tickets.
Rev. JAN 2011 15-15

Figure 15–1, Travel Voucher or Subvoucher, DD Form 1351-2.
RECONCILIATION AND SETTLEMENT OF TRAVEL CLAIMS
General guidance for the processing of travel claims, not under the Defense Travel System
(DTS), is included in this section. The disbursing officer is responsible for all travel payment
operations and is accountable for money disbursed for travel payments as identified in DODFMR Vol.
5.
Electronic Funds Transfer (EFT) is the mandatory means by which a travel claim is settled
within the Department. Supervisors may authorize alternate methods of payment in limited situations
where the traveler does not have access to an account at a financial institution that can receive EFT
transmissions. The disbursing office/travel processing site is responsible for ensuring that random
audits are conducted.
EFT is the mandatory means by which a travel claim is settled within the Department.
Supervisors may authorize alternate methods of payment in limited situations where the traveler does
not have access to an account at a financial institution that can receive EFT transmissions.
The member may also elect split disbursement, which permits direct payment via EFT to the
member‟s government travel card for charges incurred on the travel card and to the cardholder for
any residual amount shall be made available to travelers as a payment option. This payment option
enables travelers to elect a split disbursement by stating on the voucher the amount of money to be
forwarded to the card contractor.
The disbursing officer or travel processing site shall develop procedures that allow courteous
customer service to be provided to all travelers. Information that will be included with the final travel
vouchers and Advices of Payment (AOP) are a point of contact and telephone number for the
responsible travel computation office. This information will allow the traveler to contact someone with
questions or concerns pertaining to travel-related issues.
Travel claims are settled within 30 working days after receipt in the disbursing office or at the
travel-processing site. The supervisor/approving official or the travel computation office has seven
calendar days to notify the traveler if the travel claim is not proper or complete for payment. Compute
the member‟s gross entitlement based on the travel orders, member‟s itinerary, availability of
government facilities and accompanying required receipts, if any.
If manually preparing the travel liquidation then you will enter the computations in the
Computation block of the DD Form 1351-2 along with total amount due for the travel performed in the
Summary for Payment block. You will need to total all travel advances paid and enter the amount on
the Less Previous Payments line.
If you are using Integrated Automated Travel System For Windows (WinIATS) to prepare the
travel, liquidation you will need to print the final voucher and attach it to the travel claim in lieu of filling
out the computation and summary of payment blocks.
If a member has previously received an advance, regardless of the liquidation method, the
reconciliation of the travel advances and the computation of the amount earned will result in one of
three possible situations:
Rev. JAN 2011 15-16

The amount of the computation equals the amount of the travel advances. Additionally the
disbursing officer, however, is not required to make collections of $10 or less on a final
settlement. Conversely, supplemental payments for $10 or less shall be processed only
when specifically requested by the traveler. This is also known as a zero voucher or a non-
voucher
The amount of the computation is more than the advance and the member is due an
additional amount
The amount of the advance is more than the amount of the computation resulting in an
overpayment to the member.
Items Denied Reimbursements
Claims for items in vouchers that are not reimbursable under the JTFR, Vol. 1 or the DODFMR
Vol. 9 or not properly supported by receipts where required, must be denied by the travel office. The
claimant must be notified and informed of the reason(s) and required corrective action, if any. These
items, if later reclaimed, must be itemized in a subsequent regular or supplemental voucher and
supported by the original or copy of the denial notice.
FRAUDULENT CLAIMS
Generally, when there is a reasonable suspicion of a falsified expense (other than the cost of
lodging, meals or incidentals), the suspect expense is not allowed. When there is a reasonable
suspicion of a falsified expense for lodging, meals or incidentals, the applicable per diem or Actual
Expense Allowance (AEA) is denied for the entire day on which the suspected expense is claimed.
Per the DODFMR, if payment is made before discovery of a suspected falsified expense, the recipient
must reimburse the Government.
CLAIMS for REIMBURSEMENTS for EXPENDITURES on OFFICIAL BUSINESS
When advantageous to the government, a member may be authorized for reimbursement of

transportation expenses necessarily incurred while conducting official business in the local area of his
or her PDS.
IN and Around Permanent Duty Station
Claims for reimbursement of travel expenses are made on a Claim for Reimbursement for
Expenditures on Official Business, Standard Form 1164. Typical expenditures claimed are taxicab
fares plus tips, local commercial transportation (train, bus, subway and so forth), telephone calls, use
of POC and hire and operation of special conveyances (rental car) including parking fees.
The claimant lists the expenses by date, item and amount with suitable explanation as to the
nature of the expense. Claims for long distance telephone calls must be approved by an official who is
authorized in writing, by the CO to certify. Complete accounting data in the Accounting Classification
section is also required. The original and two copies of the Standard Form 1164 signed by the
claimant and approved by the officer authorized to approve are submitted to the disbursing office for
payment.
DEFENSE TRAVEL SYSTEM (DTS)
Rev. JAN 2011 15-17

Defense Travel System (DTS) is a unique online resource designed to meet the frequent travel
needs of DOD personnel. DTS is actually a “system of systems” that combines multiple functions and
resources under the umbrella of a central system. It is a single software suite, which combines six
different functionalities related to TDY Travel.
These six TDY-related functions include:
Orders → Arrangements → Approval → Voucher → Payment → Archive
DTS provides a comprehensive electronic interface, which allows a member to receive

authorization to travel, build itineraries to organize trips, make reservations, create vouchers, claim
reimbursements and receive direct reimbursement. A member can also review, adjust, sign, secure
document approval and much more. This integrated system not only eases travel planning, it also
helps travelers and travel managers monitor travel plans and travel funds. In short, it provides an
effective tool to customize, all travel arrangements.
More information on Defense Travel System can be found on the DTS website or the Defense
Travel Management Office (DTMO) Passport website.
SUMMARY
Whether you are assigned to the travel section of a large office, the transfer clerk, or assigned
as a customer service clerk, you will be expected to provide the answers to many questions
concerning travel pay. You must possess a working knowledge of travel regulations and a thorough
knowledge of the official publications that are your sources of specific answers.
Your knowledge and ability to assist personnel during PCS moves and their TDYs are
extremely important. A transferring personnel‟s degree of comfortableness is measured largely by how
well you carry out your duties as a transfer or travel clerk.
The computation of travel and the processing of travel claims is one of the most complex
areas. Many variables can have a significant effect on whether an entitlement is due and how much is
due for that entitlement. The regulations governing travel allowances and the allowances due are
constantly changing. The JTFR, Vol. 1 is revised on a monthly basis. You must constantly be aware of
the changes and implement them immediately to prevent overpayments or underpayments. Because
travel is so complicated, the opportunity for waste, fraud, or abuse exists more than in most areas.
You must be ever vigilant for the appearance of these abuses. When in doubt always consult the
JFTR or DODFMR Vol. 9.
Rev. JAN 2011 15-18

Rev. JAN 2011 15-19

CHAPTER 16
APPROPRIATION ACCOUNTING
LEARNING OBJECTIVES: Upon completing this chapter, you should be able to do the following:
— Identify different types of leave.
— Become familiar with the leave policy.
— Discuss the limitation of earned leave.
— Determine correct method of how leave is computed.
— Discuss proper leave request/authorization.
INTRODUCTION
The purpose of this chapter is to familiarize you with a Disbursing Officer's financial returns
that constitute a formal accounting to the United States for all public funds received and expended by
the disbursing officer. Also, they provide data used by the Department of the Navy in its overall
financial management of the funds authorized by Congress.
Funds authorized by Congress for use by the various government departments are separated
into broad categories called appropriations. Navy financial management encompasses the total ac-
countability to Congress for the costs of labor, material and services used to operate the entire Navy.
Since these costs are paid for by appropriations, this overall accounting by the Navy is called appro-
priation accounting.
DEPARTMENT OF DEFENSE APPROPRIATION ACT
The Navy is supported by the country’s taxpayers. A part of each taxpayer’s dollar is made
available to the Navy each year when Congress passes the Department of Defense Appropriation Act.
This includes those appropriations assigned to the Navy for administration. An appropriation is an
annual authorization to incur obligations for specified purposes and to make payments out of the
Treasury. Figure 16-1 illustrates the flow of money for the appropriation Military Personnel, Navy
(MPN).
NAVY APPROPRIATIONS
After each Navy appropriation or fund passed by Congress becomes law, the amount appro-
priated is assigned to one or more Navy systems commands, fleet commanders, bureaus, or offices
having administrative control over its expenditure. The systems command, fleet commander, bureau,
or office makes specific funds within an appropriation available for use through the issuance of an
authorization. The authorization may be in the form of an allotment or operating budget and is the
authority to incur commitments, obligations and expenditures to accomplish an approved objective.
Rev. JAN 2011 16-1

PS Basic: “Appropriation Accounting”, Chapter 16.
An allotment or operating budget is a subdivision of an appropriation that provides the funding

authority for an official to accomplish a specific function or mission. For the operation of ships and
other fleet units, the funds are further subdivided into Operating Targets (OPTARs).
Figure 16-1, The flow of Navy funds.
Fiscal Year
The fiscal year (FY) of the federal government is the period beginning 1 October and ending
30 September of the following calendar year. The fiscal year is designated by the calendar year in
which it ends. For example, the fiscal year 2010 (FY10) is the period beginning 1 October 2010 and
ending 30 September 2010.
The fiscal year is also broken down into fiscal quarters. For example, the fiscal quarters of
FY11 are as follows:
First quarter—1 October 2010 to 31 December 2010
Second quarter—1 January 2011 to 31 March 2011
Third quarter—1 April 2011 to 30 June 2011
Fourth quarter—1 July 2011 to 30 September 2011.
Rev. JAN 2011 16-2

Expenditures of Appropriations
Commanding officers obligate funds as prescribed by the allotments or operating budgets

issued by the bureaus, systems commands, fleet commanders and offices that administer the Navy’s
appropriations.
Commands use various documents to authorize the purchase of material and services and
payments to military and civilian personnel. Disbursing officers use various types of public vouchers to
pay for materials, services and payrolls based upon supporting documentation from commands.
Much of the material and services needed by the Navy are procured under government
contracts with manufacturers and suppliers. The Navy Supply Systems Command (NAVSUP) distrib-
utes these materials and services throughout the Navy and accounts for them on issue documents.
DFAS—Cleveland or local Disbursing Officers normally are concerned only with those public vouch-
ers that cover payments to military and civilian personnel.
Each public voucher must contain the authority (purchase order, contract, invoice, or other
supporting documents) for payment and a signed receipt from the payee for a cash payment or a
record of a Treasury check issued to the payee. For appropriation accounting purposes, each public
voucher must contain the reason, shown on supporting documents or the face of the voucher, for the
payment. The voucher also must contain the proper accounting classification to identify the appropri-
ation from which funds are being paid.
Types of Appropriations
Most appropriations are based on the fiscal year as specified in the Appropriation Act. How-
ever, not all appropriations are limited to 1 fiscal year. A research project, for example, might operate
for an indefinite period. Funding for the project will come from an appropriation available for more than
1 fiscal year.
You will normally encounter two types of appropriations in your work: annual appropriation and
continuing or no-year appropriation: A third type, multiple-year appropriation, is used by the Navy but
rarely at lower level activities.
Annual appropriations, sometimes called one year appropriations, generally pay for the current
maintenance expenses of the Department of the Navy. They become available for payment of obliga-
tions at the beginning of the fiscal year designated in the Appropriation Act. They may be obligated or
directly expended only during that fiscal year. However, they normally remain available for the pay-
ment of obligations for two years after the end of the fiscal year for which designated. This two year
period of availability may be extended by Congress. At the end of the two year period or other
extended period approved by Congress, the balance remaining in the account is transferred to the
successor account.
Continuing or no-year appropriations are not restricted to a fixed period of time. They are
available for incurring obligations until exhausted or until the purpose for which they are designated is
carried out.
Multiple-year appropriations are available for incurring obligations for a definite period of time
in excess of one fiscal year. Military construction and procurement accounts are examples of multiple-
year accounts. They are available for payment of obligations incurred only during the fiscal years spe-
cified in the act. Like annual appropriations, the additional two year period availability, extension by
Congress and transfer to the successor account also apply to multiple-year appropriations.
Rev. JAN 2011 16-3

Status of Appropriations
Four terms designate the status or availability of appropriations: current or unexpired, expired
and lapsed.
An appropriation available for incurring obligations during the current fiscal year is called a
current or an un-expired appropriation. Funds may be expended by local disbursing officers
from any current appropriation
An appropriation no longer available for obligation but still available for two years for
disbursement to liquidate existing obligations is called an expired appropriation
An appropriation no longer available for disbursement is called a lapsed appropriation.
Obligated funds of a lapsed appropriation are transferred to a successor account in the
Treasury where they remain available for liquidation of existing obligations. All Navy lapsed
appropriation claims covering military pay and allowances are submitted to DFAS—Cleveland
Center for payment. Local disbursing officers may disburse from Navy lapsed appropriations
for dealers’ bills, travel claims and other claims settlements.
Identification and Structure of Appropriation Symbols
Appropriations are identified by titles and by symbols. These titles are simply the names of the
appropriations and express their general purposes. For example, the appropriation used to pay active
duty Navy personnel during FY10 is called Military Personnel, Navy, 2010 and is abbreviated as MPN
2010.
The appropriation symbols are the accounting classifications used to identify appropriation in
public vouchers and other documents. For example, the symbol used for MPN 2010 is 1701453.
Normally, appropriation symbols have seven to nine digits. The meaning of the digits from left
to right is as follows:
The first two digits identify the government department responsible for administering the
appropriation. For example, 17 designates the Department of the Navy
For current and no-year appropriations the third digit identifies the fiscal year for which the
appropriations were made. One numeral digit is used for an annual appropriation, X is used
for a continuing appropriation and M is used for a successor appropriation
For multiple-year appropriations the third, fourth and fifth digits identify the first and last fiscal
years applicable. For example, a multiple-year appropriation current during FY09 and FY10
would show 9/0
The last four digits identify the purpose of the particular appropriation. For example, Military
Personnel, Navy is represented by 1453.
A 10-digit appropriation symbol occurs when an appropriation is transferred from one

government agency to another. The symbol 17-5723020 represents an Air Force appropriation
transferred to the Navy. The complete symbol 5723020, used by the Air Force, is retained and
prefixed by 17-, the Navy designation.
To review the structure of appropriation symbols, see the examples shown in Figure 16-2.
Rev. JAN 2011 16-4

Figure 16-2, Structure of appropriation symbols.
FUNDS
Purpose and Use
Funds are special sums of money or other resources, such as appropriations, that Congress
sets aside for specific purposes. Funds differ from appropriations; funds are usually permanent in
nature (do not expire) unless revoked by Congress.
Types of Funds
Two types of funds are commonly used by the Navy:
1. A revolving fund is set up to provide working capital to procure materials and services.
When these materials and services are used, their value is charged to appropriated money
and credited back to the working capital for reuse to maintain the principal of the fund. An
example of a revolving fund is the Navy Stock Fund (NSF). The NSF is used to purchase
common supply items used throughout the Navy.
2. A trust fund is one in which money is held in trust under a special agreement or an act of
Congress. The money can be expended only by following the terms of the agreement or
trust act. An example of a trust fund is the Ship’s Stores Profits, Navy (SSPN). Profits from
Rev. JAN 2011 16-5

items sold in a ship’s store are held in SSPN and may be expended only for the authorized
expenses of the ship’s store and for the recreation and amusement of the personnel of the
Navy.
As with appropriations, funds are identified by titles and symbols. The DODFMR Vols. 2A, 2B,
6A, 6B, BUPERSINST 7040.6 (series) list these titles and symbols. The symbols are constructed in
the same manner as those for no-year appropriations by using an X instead of the fiscal year digit(s).
For example, the symbol of the SSPN is 17X8723.
ACCOUNTING CLASSIFICATION CODE
To provide a uniform system of accumulating and reporting accounting information, the Navy
uses an alphanumeric code system called the accounting classification code. The use of a standard
code format simplifies the identification of charges summarized by DFAS—Cleveland for the use of
the bureaus, systems commands and other activities that administer the funds or are otherwise
involved in the financial management process. An alphanumeric code also can be transferred to
computer disks easily so that accounting information can be consolidated though the use of
automated data-processing systems.
While the primary classification of Naval expenditures is by appropriation or according to the

legal source of the funds chargeable, these funds also are subdivided and allocated to the bureaus,
systems commands, fleet commanders and offices of the Navy. As mentioned earlier, they are made
further available at the local or operating level by means of operating budgets, allotments or, in some
cases, sub-allotments or OPTARs.
The accounting classification code is structured as follows:

Nine code elements that identify the various accounting classifications
Each element is composed of a definite number of characters
Partially used elements are prefixed with zeros as necessary to complete the required
number of characters
When an element is not required, it is shown on the voucher as a zero-filled field.
Figure 16-3 illustrates a complete accounting classification code. The nine elements of the
code are always entered on the documents in the sequence shown regardless of any preprinted
headings listed on the form.
The originator of any document used in accounting provides the proper accounting
classifications. However, disbursing officers make sure the accounting data is complete and correct
when vouchers are processed for payment or collection.
TRANSPORTATION ACCOUNT CODE (TAC)
Transportation Account Code is the first element of the code that identifies the account
chargeable for the shipment of personal property within the Defense Transportation System (DTS). In
Figure 16-3 the TAC is NDG*.
Rev. JAN 2011 16-6

SUBHEAD
The third element of the code is the accounting classification that identifies the first level of
subdivision of an appropriation or fund and is called a subhead. The subhead consists of four
characters. The first two characters identify the administering office and the latter two characters
identify the specific purpose of the charges.
In Figure 16-3 the subhead .2252 tells you that the administering office is NMPC represented
by 22 and the purpose of the money is for the pay and allowances of enlisted members represented
by 02. The DODFMR Vol. 2A, 2B, 6A, 6B and BUPERSINST 7040.6 (series) lists subheads and their
purposes with appropriations and funds to which they apply.
RANK/RATE CODE
The fourth element designates the rank or rate of the member involved in a PCS move. These
codes can be found in BUPERSINST 7040.6 (series). In Figure 16-3, the rank/rate code G indicates
that the member is an E-6/Petty Officer First Class.
AUTHORIZATION ACCOUNTING ACTIVITY
The fifth element of the code identifies the activity, office, or command designated to perform
the accounting for an allotment. Such a designated activity is called an authorization accounting
activity. Six characters are used in this field.
The UIC of the activity performing the accounting is used for this element of the code. The UIC
is always preceded by an alphabetic character or a zero. In Figure 16-3, the authorization accounting
activity 068566 represents the UIC (68566).
CUSTOMER INDENTIFICATION CODE (CIC)
The sixth code, which describes the move, must appear on all personnel and/or financial
documents relating to a PCS. Instructions for creating the CIC can be found in BUPERSINST 7040.6
(series). In Figure 16-3 the CIC is AM DG */1/A/A (the * represents the fiscal year the orders are
written).
COST CODE
The seventh element of the code is the accounting classification that identifies the source of
information required for budget and accounting purposes at the local level and is called the cost code.
Twelve characters are used in this field.
The authorization accounting activity determines the structure of the code in collaboration with
the activity administering the authorizations. Established numbering systems such as job order
numbers, fund codes used for many shipboard expenditures and functional accounts usually are used
in the cost code structure. UICs frequently are included as part of the code.
This code must be exactly 12 characters. Cite the first three characters shown plus the Social
Security number (SSN) with the first four characters replaced with “X." For example: 123456789
would become XXXX56789. The cost code DG*XXXX56789 represents the functional account
number 56789 preceded by DG*XXXXX.
Rev. JAN 2011 16-7

Figure 16-3, The accounting classification code.
Rev. JAN 2011 16-8

FUNCTIONAL ACCOUNT NUMBERS
Functional Account Numbers (FANs) classify transactions according to the use for which the
transactions are made.
PURPOSE
FANs provide a source of reference for which cost analysis is required to do the following:
Gain knowledge of the purposes for which appropriations and funds are used
Project budget estimates
Prepare statistical reports requested by Congress
Develop cost information for effective use of appropriated funds
Compare the cost of performing work between activities of the Navy.
NUMBERING PLAN
Each functional account has five digits. The combination of numbers identifies each
expenditures major heading, the subdivision within the major heading and the purpose or type.
Major Series
The first digit of each FAN indicates the major headings for the six major series of FANs. The
major series are as follows:
10000—Naval vessels
40000—Ashore Naval activities
50000—Stores
60000—Stores manufacturing and repair
70000—Military personnel pay, allowances and direct support expenses
90000—Miscellaneous, asset, liability, income and expense accounts.
Secondary Series
The second digit of the FAN is combined with the first digit to designate the heading for the
secondary series of account numbers. The remaining digits provide a further breakdown by purpose
or type of expenditure.
UNIT IDENTIFICATION CODES
The UICs are employed as the primary identifier in both the internal Department of the Navy
systems and the standard Department of Defense systems. It is a five-character alphanumeric code.
The UICs on pay documents identify the ship or activity to which the member is attached.
Local disbursing officers report to DFAS Cleveland, via Naval message, all gains and losses of
those UICs to which they provide disbursing services on a regular basis. DFAS—Cleveland Center
Rev. JAN 2011 16-9
needs this information to maintain the automated activity master file used to distribute monthly LESs
to members’ present duty stations.
Director, DFAS-Cleveland assigns UICs for the Department of the Navy for the Comptroller of
the Navy.
For a complete listing of UICs, in numerical and alphabetical order, consult the UNIT
IDENTIFICATION CODES NAVY COMPTROLLER MANUAL NAVSO P-1000-2-5 (2009).
INTERNATIONAL BALANCE OF PAYMENTS
The Department of the Navy (DON) submits reports to higher authority of transactions
affecting the U.S. international balance of payments (BOP). A two-digit alpha identification country
code identifies the nation involved in a transaction that affects the BOP. For example, BD is the
country code for Bermuda.
When a payment is made by your ship or activity for material or services purchased in a
foreign country, or for the reimbursement of expenses of a member performing travel in a foreign
country, these transactions affect the BOP. As a general rule, all voucher transactions made by afloat
and disbursing officers not located in the United States are coded to identify the country or countries
affected by the payment or collection (U.S. or foreign currency). Vouchers processed by disbursing
officers located in the United States are coded only with a country code if other than the code for the
United States is applicable.
Vouchers affecting the BOP also need a three-digit expenditure category code, also known as
the BOP object class code, for payments and a two-digit source code for collections. These codes are
used to identify the type and application of the individual transaction entering the BOP reporting
system. For example, when a ship is home-ported in Italy, its military payrolls will be country coded IT
with an object class code 110. One example of a collection source code is 10. This code identifies
collections made from U.S. personnel resulting from sales in commissary stores located abroad.
These accounting codes are inserted in the accounting data sections of financial documents.
A complete list of financial transactions affecting the BOP is contained in the DODFMR Vol.
2A, 2B, 6A, 6B and BUPERSINST 7040.6 (series).
SUMMARY
Accuracy of the monthly financial returns of the disbursing officer is necessary. With this in
mind, you must make sure the accounting data on financial documents are accurate. If you are in
doubt, refer to the DODFMR Volume 2A, 2B, 6A, 6B and BUPERSINST 7040.6 (series).
Rev. JAN 2011 16-10

CHAPTER 17
NAVY RESERVES
— Administrative procedures for the drilling reserve and participating members of the Individual
Ready Reserve (IRR).
— Administrative procedures for Navy reservists.
— Sectional formats and elements of a RUAD.
— (Reserve Functional Area and Sex (RFAS) code) and how it applies to RUAD management.
INTRODUCTION
The purpose of this chapter is to discuss the Navy Reserve organization, the Full Time
Support (FTS) community, reenlistment incentives and pre-separation counseling. In addition, this
chapter discusses some of the procedures concerning the separation of Reserve and the Retired list.
NAVY RESERVES
First, we discuss the Navy Reserves. The Navy Reserves is a reservoir of trained personnel.
Reserve personnel and units may be mobilized to augment active naval forces in the event of war,
national emergency, or at other times, as national security requires.
The Navy Reserves is an integral part of the Navy’s operating force. Personnel separating
honorably from the Navy at their Expiration of Active Obligated Service (EAOS) must be made aware
of the benefits that may be derived as the result of association with the Navy Reserves. Refer to the
Navy Reserve Pre-Separation Counseling of Active Duty Personnel, OPNAVINST 1900.1 (series), for
additional information.
ORGANIZATION of the NAVY RESERVE
The Navy Reserve is structured into the same mission program of the regular Navy. The Navy
Reserve is under the command of the Commander, Navy Reserve Forces Command, with
headquarters in Norfolk, Virginia. The following personnel assist in the administration and training of
Naval Reservists:
Commander, Naval Surface Reserve Force
Commander, Naval Air Reserve Force
Navy Reserve Component Commands
Navy Reserve Air Wings
Naval Air Stations/Facilities/Reserve Commands
Afloat units under cognizance of U.S. Fleet Forces Command (USFFC) and Commander ,
United States Pacific Fleet (COMPACFLT)
Rev. JAN 2011 17-1

PS Basic: “Navy Reserves”, Chapter 17.
The Reserve Naval Construction Force located throughout the United States and overseas.
MILITARY SERVICE OBLIGATION of RESERVISTS
Beginning on 1 June 1984, all persons entering the military service incurred an 8-year Military
Service Obligation (MSO). The MSO can be accomplished through various combinations in length of
active and inactive service. Any part of such service that is not active duty, or annual training, is
performed in a reserve component. Upon release from active duty, each Navy member receives a
letter from the Commanding Officer, Navy Reserve Personnel Center that then directs the member to
the Navy Reserve activity nearest their home for an interview. Refer to the Navy Reserve Pre-
Separation Counseling of Active Duty Personnel, OPNAVINST 1900.1 (series), for additional
information. Each reservist is counseled as to his/her particular obligation and the opportunities
available to fulfill that obligation. Upon completion of that obligation and upon request by the member,
the member may be transferred to the Standby Reserve and subsequently discharged from the naval
service. Obligations of Navy Reservists assigned to reserve units are contained in the Administrative
Procedures for Navy Reservists BUPERSINST 1001.39 (series).
BENEFITS
Some benefits the member earns by being a Navy Reservist include pay, bonuses, uniforms
and advancement.
Pay
The minimum period for a drill for pay purposes is four continuous hours. Reservists perform
two drill periods a day totaling four drill periods during a drill weekend. Reservists assigned to a drill
pay billet receive one day’s basic pay for two drills satisfactorily performed. Some programs, such as
Navy Reserve Force ships, special boat units and aviation squadrons offer opportunities to perform
additional paid drills. Full pay and allowances, except BAH (earned at Type II), are earned during
Annual Training (AT) performed in a pay status. Members under Duty in a Flying Status Involving
Operational or Training flights (DIFOT) orders may also earn aviation career incentive pay during both
drill and AT periods. In addition, other hazardous duty pay, such as diving and demolition, may be
earned during AT. Information on types of drills is contained in the Administrative Procedures for Navy
Reservists on Inactive Duty BUPERSINST 1001.39 (series).
Computation of Drill Pay
Drill pay is computed on the basis of the member’s paygrade and length of service. The
monthly basic pay, as applicable, is divided by 30 to provide the daily pay a member receives for each
drill completed. The training category of the member determines the number of authorized drills for
which a member may be paid during the fiscal year.
Affiliation Bonus
Information concerning the affiliation bonus is contained in the Administrative Procedures for
Navy Reservists on Inactive Duty, BUPERSINST 1001.39 (series).
Rev. JAN 2011 17-2

Reenlistment Bonus
Certain ratings within the Selected Reserve are eligible for reenlistment incentives while
assigned to a Reserve Unit. Reenlistment incentives may be offered in ratings where critical
shortages exist in the Selected Reserve.
Additional information concerning the reenlistment incentive programs are available on the
COMNAVRESFOR share point Web site and in the current NAVADMIN’s.
Uniforms
The initial clothing issue of enlisted personnel, who are below the E-7 paygrade, must be re-
tained throughout the member’s period of obligated service. Those who reenlist and affiliate with a
Reserve unit more than 90 days after discharge are entitled to a new issue of clothing, if the prior
issue is no longer serviceable. Additionally, unserviceable clothing items may be exchanged for new
on a one-for-one basis while assigned to a Navy Reserve unit.
Officers and Chief Petty Officers are eligible to receive a periodic uniform maintenance
allowance.
Advancement
When regular Navy personnel with remaining obligated service are transferred to the Navy
Reserve to complete their obligation, they retain their rate by timely affiliation with a drilling unit of a
Reserve component. Other Reserve personnel, upon release from active duty, also retain their rate,
as do Regular Navy personnel. Timely affiliation is considered affiliation within 90 days after release
from active duty.
Continued advancement is the same as for active duty personnel with examinations for E-4
through E-6 being given in February and August. Selection Boards for E-7, E-8 and E-9 selection
board eligible candidates convene, as for active duty members, except that they convene during
different months.
Always refer to the Advancement Manual, BUPERSINST 1430.16 (series), for additional infor-
mation concerning advancement of Reserve personnel.
For information concerning additional benefits which are available to Navy Reserve Personnel,
refer to Bureau of Naval Personnel Career Counselor Handbook, NAVPERS 15878.
RETIREMENT
This section contains a discussion about retirement eligibility, qualifying service for retirement,
defines anniversary year and discusses how Navy Reservists can earn retirement points.
Retirement Eligibility
Members of the Navy Reserve may qualify for retirement pay by completing 20 years of
qualifying service. Upon application, qualified reservists are eligible to begin receiving retirement pay
and other benefits upon reaching age 60.
Rev. JAN 2011 17-3

Qualifying Service
According to current directives, to be credited with one year of qualifying service for retirement
purposes a Navy Reservist must earn a minimum of 50 retirement points in an anniversary year.
Anniversary Year
An anniversary year is defined as the date of entry into the Navy Reserve to a date 365 days
in the future, provided there is no break in service of over 24 hours. After a break of more than 24
hours, the reentry date into Navy Reserve starts a new anniversary year.
Retirement Points Earned
One point is awarded for each day of active duty or AT/Active Duty for Training (ADT) including
constructive travel time served. One point is awarded for each authorized drill attended that can be
either on a pay or non-pay status. In addition, varying point credits can be awarded for completion of
approved correspondence courses. Additionally, a maximum of 15 gratuitous points can be credited
for completion of membership in an active status reserve component during an anniversary year
except for Standby Reserve. A maximum of two retirement points may be credited for attendance at
Inactive Duty Training (IDT) periods in any one calendar day. No more than one point for any day in
which the member is in an active service on Active Duty including AT, ADT, or Active Duty for Special
Work (ADSW). A maximum of 365 points (366 points in a leap year) may be awarded in an
anniversary year. Refer to BUPERSINST 1001.39 (series).
Annual Retirement Point Record/Annual Statement of Service History (ARPR/ASOSH) is

available online at www.bol.navy.mil. Paper copies are provided only by request.
NOTE: No more than 90 inactive points per anniversary year can be credited for retirement pay
computation purposes.
The 90 inactive points are combined with all active points earned per anniversary year to be
used in retirement pay computations. The minimum points required charts are shown in Table 17-1.
The pro-rating Navy Reserve membership points chart is shown in Table 17-2.
Rev. JAN 2011 17-4

Table 17-1.—Minimum Retirement Point Credit Chart.
Rev. JAN 2011 17-5

Table 17-1.—Minimum Retirement Point Credit Chart (Cont’d) .
Table 17-2.—Pro-Rating Navy Reserve Membership Points Chart
Rev. JAN 2011 17-6

ANNUAL TRAINING (AT)/ACTIVE DUTY TRAINING (ADT)/ INACTIVE DUTY TRAINING TRAVEL
(IDTT)
Annual Training. Selected Reserve (SELRES) personnel must perform 12 to 14 days AT/ADT
each fiscal year as scheduled by the unit CO and per COMNAVRESFORCOM’s annual Fiscal Year
Policy Execution Guidance notice. Waivers of the AT requirement may be authorized under the
direction of COMNAVRESFORINST 1001.5 (series) but does meet the requirement for retirement
point credit for that AT. Failure to perform AT or obtain a waiver will result in unsatisfactory
participation for the fiscal year. AT is not authorized for members of the Individual Ready Reserve
(IRR). Refer to BUPERSINST 1001.39 (series) and COMNAVRESFORINST 1001.5 (series) for AT
policy and procedures.
ADT is a period of Active Duty that is intended to support a specific training requirement and
assist a command or mission that has ADT funding available. Periods of ADT satisfy the AT
requirement. Unlike AT, funding for ADT can be utilized for members of the IRR (including Volunteer
Training Unit (VTU)). Refer to BUPERSINST 1001.39 (series) and COMNAVRESFORINST 1001.5
(series) for ADT policy and procedures.
Inactive Duty for Training Travel (IDTT) is orders that are issued to SELRES members for drill
purposes away from their permanent drilling site. Members must depart and return from either their
permanent mailing address or their permanent duty station. IDTT orders are funded for
reimbursement of travel allowances to and from the designated TDY location. IDTT orders are also
processed for drill pay not to exceed two drill periods per day. Refer to BUPERSINST 1001.39 (series)
and COMNAVRESFOR INST 1001.5 (series) for procedures on IDTT.
Travel and Transportation Allowances
Travel entitlements including per diem, transportation and transportation in kind are
determined by the Joint Federal Travel Regulations (JFTR), Vol. I. For Annual Training when both
Government Quarters and Government Messing are provided there is no entitlement to per diem
other than 75% of locality per diem on the first and last day.
General Reserve Entitlements
Ready Reservists and their family members as well as Retired Reservists/Former Members
(entitled to or receiving retired pay) and their family members are entitled to use commissary stores
on the same basis as Active Duty members and their family members. Standby Reservists, retired
reservist who are not eligible for retired pay and their family members are not entitled to commissary
privileges.
Mobilization. Mobilization is the process of bringing the armed services to a state of

readiness for operational mission, contingencies, emergencies, or war. Mobilization includes the order
to Active Duty of units and members of the Reserve component to expand the Navy beyond its active
force capability. The reserve entitlements during IDT/AT/ADT/ADSW/ involuntary recall chart is shown
in Table 17-3. The retired reserve entitlements chart is shown in Table 17-4.
Rev. JAN 2011 17-7

Table 17-3.—Reserve Entitlements during IDT/AT/ADT/ADSW/Involuntary Recall Chart.
Rev. JAN 2011 17-8

Table 17-3.—Reserve Entitlements during IDT/AT/ADT/ADSW/Involuntary Recall Chart (Cont’d).
Rev. JAN 2011 17-9

Table 17-4, Retired Reserve Entitlements Chart.
Rev. JAN 2011 17-10

Table 17-4, Retired Reserve Entitlements Chart (Cont’d).
Pre-Trained Individual Manpower (PIM). This is used as a standard for mobilization

precedence. NPC (PERS 9) is tasked with managing the PIM community.
Listed below are the manning sources for mobilizations:

SELRES Units—any group or detachment of one or more individuals organized, equipped
and trained to serve, upon activation or mobilization
Individual Mobilization Augmentee (IMA) - trained individuals of the SELRES to fulfill an
Active Requirement not to be confused with Individual Augmentation (IA) billet requirements
Individual Ready Reserve (IRR) which is a manpower pool consisting of individuals who have
had training and have previously served in the active component or in the SELRES and
personnel or personnel who must fulfill their current eight year Military Service Obligation
Standby Reserve, which may be mobilized in time of war or national emergency declared by
Congress, or when otherwise authorized by law, without the consent of the member, if there
are not enough qualified SELRES or IRR members readily available. Refer to BUPERSINST
1001.39 (series) for types of Standby Pool
Retired Military retired USN, USNR and Fleet Reserve personnel may be subject to
involuntary mobilization. Refer to OPNAVINST 1300.19 (series) for categories
Navy Veteran (NAVET) personnel discharged from Navy service with no further service
obligation and are, therefore, not included as Navy Resources
Students in the Health Profession. Involuntary activation of Reserve component personnel
engaged as students in a full time training program in health professions shall be consistent
with policies pertaining to active personnel in the same status per DOD Instruction 1235.12
(series).
Rev. JAN 2011 17-11

Uniformed Services Employment and Reemployment Rights Act (USERRA)
On 13 October 1994, Congress enacted the USERRA, a complete rewrite of the Veterans’
Reemployment Rights (VRR) law, to apply to involuntary or voluntary duty in peacetime and war to
have the right to reemployment to their civilian jobs during periods of military service. For procedures,
limitations and restrictions refer to BUPERSINST 1001.39 (series).
SUMMARY
In this chapter, we discussed the types of necessary forms and documents that PSs normally
prepare and process to pay Reserve members ordered to active duty. You are now aware that
entitlements to pay and allowances and payment procedures may differ from those for Regular Navy
members depending on the type of active duty the Reserve member performs. You should become
familiar with the various proper procedures we have discussed. When processing AT/ADT payments
and claims refer to the JFTR, Vol 1, to find out what type of pay and deductions that reservists are
authorized.
Rev. JAN 2011 17-12

Assignment Questions
Information: The text pages that you are to study are

provided at the beginning of the assignment questions.
Assignment 1
Textbook Assignment: "Functional Dynamics of the Personnel Specialist Rating," Chapter 1.
1-1. As a PS, you will be involved in performing 1-4. Which of the following individuals is
which of the following tasks? responsible for personnel office operations
and neatness?
1. Typing and writing official letters and
reports 1. PS1
2. Recordkeeping and maintaining 2. PS2
enlisted service records
3. PS3
3. Interviewing and counseling individuals
4. Each of the above
1-5. Providing customer service refers to which
1-2. Providing good customer service is of the following statements?
fundamental to your rating and is the most
important step you can take to become a 1. Attentiveness provided to the customer
better PS.
2. The quality of the service that you
provide to the customer rather than
1. True
whether you are able to comply with all
2. False the customer’s wishes
3. Quality time spent with the customer
1-3. To carry out their mission the PSDs 4. All of the above
perform all EXCEPT which of the following
functions?
1-6. As a PS, you should provide good
1. Provide one-stop pay, administrative customer service to which of the following
and passenger transportation support personnel?
to the individual service member,
dependents, retirees and passenger 1. Chief Petty Officers
transportation support to Navy civilians 2. Senior Petty Officers
2. Maintain all electronic records of all 3. Officers and civilians
civilian personnel working at the station
4. All of the above
3. Provide military pay support to naval
activities and/or afloat units without a
disbursing officer and provide other 1-7. A customer who receives poor service will
disbursing services, as applicable have a negative impression of all EXCEPT
which of the following activities?
4. Provide pay, personnel and
transportation management information
to customer commands to assist them 1. All branches of the armed services
in the effective management of 2. The personnel office
personnel assigned
3. The command
4. The Navy
Rev. JAN 2011 AS 1—1
1
PS Basic: "Functional Dynamics of the PS Rating", Chapter 1, Assignment 1.
1-8. Of personnel in the Navy, which rating, if 1-12. Your effectiveness as the customer service
any, has the most important job in the representative depends on which of the
Navy? following factor(s)?
1. The PS rating 1. How well you speak

2. The PS and the YN ratings only 2. How well you listen
3. The PS, YN and HM ratings 3. Your responsiveness to the customer’s
needs
4. None of the above; all Navy jobs are
important 4. Each of the above
1-9. What should your image as a Navy 1-13. Of the statements shown below, which one
professional portray? describes attitudes?
1. Pride in your job only 1. To act in an irrational manner

2. Pride in yourself only 2. To express a like or dislike for someone
or something
3. Pride in your job and yourself
3. To act in a rational manner
4. Pride in your physical surroundings
1-10. The first step in making improvements in
customer service is to recognize that: 1-14. What, if anything, should you do if you find
a person in your command doing
1. There is a need for change in customer something that is inappropriate?
service procedures
1. Discuss it with your friends
2. Your supervisor wants you to change
your attitude 2. Publish it in the POD
3. Your administrative officer wants you to 3. Report it immediately
change your attitude
4. Nothing
4. Your CO wants you to change your
attitude
1-15. What person can change your attitude?
1-11. You should decide that improvements can 1. Yourself

be made in customer service. As a first
2. The CO
step in improving service, you should
consider which of the following customer 3. The personnel officer
desires/feelings?
4. Your supervisor
1. Customers want to be considered as
individuals
2. Customers want you to feel that they
are more important than physical
surroundings
3. Customers want you to treat them
equally and fairly
1-16. Which of the following actions will allow 1-20. When you are trying to provide a solution
you to develop a positive attitude? to a customer’s problem, you should
consider which of the following factors?
1. Change your outlook on life
1. The specific problem
2. Increase your knowledge
2. The complexity of the problem
3. Broaden your understanding about
people 3. Both 1 and 2 above
4. Each of the above 4. Your feelings about the customer
1-17 When you are a customer, you should act 1-21. Which of the following is NOT a pitfall to
toward the person providing the service in avoid when dealing with customers?
what way?
1. Leaping to conclusions
1. Courteously
2. Personal interest
2. Respectfully
3. Personal reactions
3. Tactfully
4. Stereotyping
1-22. What are the three facets involved in
1-18. What action should you take to understand communications?
how customers feel and want to be
treated? 1. The sender, the receiver and
understanding the message
1. Look into their eyes
2. The sender, the receiver and the
2. Look at their facial expressions for message format
signs of frustration
3. Understanding the message, the
3. Look for the customer’s body language receiver and the means of sending the
message
4. Put yourself in the customer’s shoes
4. The means of sending the message,
the sender and the means of receiving
1-19. Because you must handle many
the message
customers during the day, you may be
affected in which of the following?
1-23. Which of the following is NOT considered
1. Your attitude a language barrier?
2. Your dedication
1. Cultural
3. Your mood
2. Habits
4. Your time spent with coworkers
3. physical
4. Speed

1-24. What is the most effective way to 1-26. Apathy is also known as:
overcome language barriers?
1. empathy
1. Act as if you understand everything the
2. indifference
customer says
3. sympathy
2. Have a positive attitude
4. reluctance
3. Speak clearly
4. Write clearly
1-25. What factors contribute to reducing the

customer’s ability to see a problem, to
express it, and to accept an objective
solution?
1. Anxiety only
2. Hostility only
3. Anxiety and hostility
4. Good or bad attitude

Assignment 2
Textbook Assignment: "Navy Enlisted Occupations," Chapter 2.
2-1. Recruits are assigned to class “A” school

2-5. As they advance in pay grade, which of the
by what official?
following personnel are considered
technicians and work managers within the
1. Deputy, CHNAVPERS
ratings who possess increasing degrees of
2. CO, EPMAC skill, responsibility, and authority?
3. CO, NRPC
1. E-3s
4. SECNAV
2. Petty Officers
2-2. The Navy Occupational Standards are 3. Chief Petty Officers

known by what terminology? . 4. Senior Chief Petty Officers
1. Jobs
2-6. Which of the following personnel are
2. Rates considered technical authorities, experts,
3. Ratings and supervisors within a rating?
4. Trades 1. Petty Officers

2. Chief Petty Officers
2-3. A member’s entitlement to receive pay is
determined by which of the following 3. Senior Chief Petty Officers
factors? 4. Master Chief Petty Officers
1. Active duty in a pay status and not

prohibited by law from receiving such
considered senior technical supervisors
pay
within a rating or occupational field?
2. Pay grade
3. Years of service 1. Petty Officers
4. All of the above 2. Chief Petty Officers

3. Senior Chief Petty Officers
2-4. Which of the following are considered 4. Master Chief Petty Officers
general rates?
1. AN and CN
considered the senior enlisted petty officers
2. DN and FN in the United States Navy?
3. HN and SN
1. First Class Petty Officers
4. Master Chief Petty Officers
Rev DEC 2011 AS 2—1
1
PS Basic: "Navy Enlisted Occupations," Chapter 2, Assignment 2.
2-9. As directed by the CO and XO of a 2-13. What ratings are considered subdivisions
command, the responsibility for carrying out of general rating?
established command policy in specific
areas rests with what person(s)? 1. Emergency
2. Future
3. Service
4. Apprentice
3. Master Chief Petty Officers
4. Master Chief Petty Officer of the
2-14.How many occupational fields are ratings
Command
organized into?
2-10. Of the individuals in your command, which 1. Fifteen

one would take precedence over all
2. Twenty
enlisted members?
3. Twenty-three
4. Eleven.
1. A Master Chief with 20 years service
working in the administrative office
2-15. If you want to find out additional
2. A Master Chief with 23 years service information concerning the duties and
working in the operations department responsibilities of personnel in different
Navy ratings, you should refer to which of
3. A Master Chief with 19 years service
the following publications?
working in the deck department
4. The Command Master Chief with 19 1. DoDFMR Vol 7A
years service
2. JFTR
3. MILPERSMAN
2-11.The senior enlisted representatives
equivalent to the MCPON include which of 4. NAVPERS 18068, Vol. I, part B
the following individuals?
2-16. If you want to find additional information
1. Chief Master Sergeant of the Air Force
concerning different badges and breast
2. Sergeant Major of the Army insignia worn by officers and enlisted
personnel, you should refer to which of the
3. Sergeant Major of the Marine Corps
following publications?
1. DoDFMR Vol 7A
2-12. Within the Navy, there are what total 2. MILPERSMAN
number of categories of ratings?
3. Navy Regulations
1. Five 4. US. Navy Uniform Regulations
2. Two
3. Three
4. Four

2-17 What occupational field encompasses the 2-20 The organizational-level maintenance on
meteorology and oceanography (AG) catapults is the responsibility of personnel
rating? in what rating?
1. Occupational Field 2 1. AB
2. Occupational Field 4 2. AD
3. Occupational Field 8 3. AS
4. Occupational Field 16 4. AT
2-18. What occupational field consists of the 2-21. What rating maintains aircraft engines and
Legalman (LN), Navy Counselor (NC), their related systems, including the
Personnel Specialist (PS), Religious induction, cooling, fuel, oil, compression,
Program Specialist (RP), and Yeoman (YN) combustion, turbine, gas turbine
ratings? compressor, exhaust and propeller
systems?
1. Occupational Field 5
1. AB
2. AD
3. AS
4. AT
2-19. What occupational field consists of the
Aviation Machinist’s Mate (AD), Aviation 2-22. What rating receives, inspects, packages,
Electrician’s Mate (AE), Aviation Structural stores, handles, and processes for
Mechanic (AM, AME) ratings, Aviation shipment: airborne weapons, air launched
Ordnance man (AO), Aviation Electronics torpedoes, aerial mines, and ammunition?
Technician (AT), Aviation Maintenance
Administration man (AZ), and Aircrew 1. AE
Survival Equipment man (PR) ratings?
2. YN
1. Occupational Field 3 3. PS
2 .Occupational Field 4 4. AO
2-23. What occupational field encompasses the
Information Systems Technician (IT) rating.

2-24. What occupational occupational field 2-27. What designation signifies that a Sailor
encompasses the Damage Controlman has acquired specific seagoing skills,
(DC), Hull Maintenance Technician (HT), knowledge, and experience and has
Machinery Repairman (MR) ratings? demonstrated proficiency at the
professional levels of competence above
1. Occupational Field 20 that which is expected in the routine
performance of duty in surface ships?
3. Occupational Field 10 1. ESWS
4. Occupational Field 1 2. EAWS
3. FMF
2-25. What rating functions as plotters and
4. EXW
radiotelephone and command and control
sound-powered telephone talkers and
maintain combat information center (CIC) 2-28. What SCWS qualification recognizes the
displays of strategic and tactical efforts of a selected group of officer and
information? enlisted individuals trained in military
defensive combat, advanced base
1. AE construction, and naval construction
operations.
2. STS
3. CE 1. ESWS
4. OS 2. EAWS
3. FMF
2-26. What occupational field encompasses the
4. SCWS
Explosive Ordnance Disposal (EOD) Navy
Diver (ND), Special Warfare Boat
Operators (SB) and Special Warfare 2-29. Warfare qualifications must be obtained
Operators (SO) ratings? through the Navy’s formal qualification
programs as prescribed in what instruction?
2.Occupational Field 14 1. OPNAV 1414 (series)
3.Occupational Field 11 2. BUPERS 1610 (series)
4.Occupational Field 17 3. MILPERSMAN

4. BUPERS 1430 (series)

Assignment 3
Textbook Assignment: "Navy Correspondence," Chapter 3.
3-1. If you are asked to prepare a letter, and 3-5. What type of correspondence should your
you aren’t sure of the format, you should command use to correspond with agencies
refer to what instruction? or individuals outside the Department of the
Navy (DON)?
1. BUPERSINST 1430.16 (series)
1. Business letter
2. OPNAVINST 3120.32(series)
2. Standard letter
3. SECNAVINST 5215.1(series)
3. Personal letter
4. SECNAVINST 5216.5(series)
4. A memorandum
3-2. What type of letter is used by commands to
correspond officially with activities in the 3-6. What type of correspondence is used to
Department of Defense (DOD)? communicate within an activity and is
considered an informal way of
1. Standard letter communication?
2. Business letter
1. A business letter
3. Speed letter
2. A memorandum
4. Memorandum
3. A multiple-address letter
4. A standard letter
3-3. Which, if any, of the following letters is
considered the same as a standard letter?
3-7. The serialization of correspondence
1. Business depends on what criteria?
2. Single–address
1. Administrative officer’s policy
3. Multiple-address
2. Executive officer’s policy
4. None of the above
3. Local practice and volume
4. Personnel officer’s policy
3-4. What must you prepare if your command
receives a letter that reflects it as a via
addressee? 3-8. When should an activity start a new
sequence of serial numbers to be used in
1. Another letter the serialization of correspondence?
2. A multiple-address letter
1. At any time
3. A memorandum
2. At the beginning of each month
4. An endorsement
3. Each calendar year
4. Each fiscal year
1
PS Basic: "Navy Correspondence," Chapter 3, Assignment 3.
3-9. What office controls incoming and outgoing 3-13. The GMPO log should contain which of the
correspondence aboard ship? following information?
1. Administrative 1. Registered/certified number of the mail

and signature of the person to whom
2. Personnel
the mail is delivered
3. Captain’s
2. Addresses and originating command
4. Disbursing
3. Unit or office to which mail is delivered
and date and time of delivery
3-10. What individual is responsible for making
4. All of the above
sure that correct procedures for handling
classified correspondence are followed?
3-14. Which form identifies the firm mail book for
1. Administrative officer registered and certified mail?
2. Personnel officer
1. DD Form 884
3. Security manager
2. DD Form 885
4. Ship’s secretary
3. PS Form 3877
4. OPNAV 5216/10
3-11. All incoming correspondence should have
either a routing slip and/or what other form
attached to it? 3-15. What individual in your command would
most maintain the GMPO log?
1. DD Form 884
1. Administrative officer
2. DD Form 885
2. CO
3. PS Form 3877
3. XO
4. OPNAV 5216/10
4. Yeoman
3-12. What is the purpose of the Guard Mail
Petty Officer’s (GMPO) log? 3-16. Incoming mail/correspondence logs are
maintained for which of the following
1. To log all the CO’s personal mail material?
2. To log all enlisted personal mail
1. Confidential and controlled unclassified
3. To record accountability of outgoing
2. Secret
registered guard mail and all incoming
registered U.S. and guard mail 3. Top Secret
4. To record accountability of both 4. Each of the above
unclassified and classified incoming
mail

3-17. When the command’s designated YN or 3-21. Aboard ship, what person routes
PS determines that incoming mail is Secret correspondence by indicating personnel
or controlled Confidential, what form must responsible for action, information, and/or
be prepared? permanent retention of that
correspondence?
1. OPNAV Form 5216/10
2. OPNAV Form 5211/13
2. Executive officer
3. Postal Service (PS) Form 3877
4. OPNAV Form 5510
4. Ship’s secretary
3-18. By what means is Top Secret material
transmitted? 3-22. What directive is of a one–time or brief
nature and has a self-canceling provision?
1. Certified mail
1. Change transmittal
2. Defense Courier Service (DCS)
2. Instruction
3. Registered mail
3. Notice
4. Regular mail
4. Naval message
3-19. Top Secret correspondence should be
handles by what individual? 3-23. Notices usually remain in effect for less
than how many months?
1. The administrative office supervisor
1. 6
2. The assistant personnel officer
2. 9
3. The security manager
3. 10
4. 11
3-20. What log is part of the continuous chain of
receipts system used for controlling Top 3-24. Notices remain in effect for what maximum
Secret correspondence? number of months?
1. The DCS log 1. 6

2. Firm mail log for registered and certified 2. 9
mail
3. 10
3. Incoming mail/correspondence log
4. 12
4. Top Secret correspondence log

3-25. Instructions are normally filed in what 3-28. What is the total number of classified and
order? unclassified narrative messages?
1. By issuing authority, subject 1. Five

identification number, and consecutive
2. Two
number
3. Three
2. By subject identification number,
issuing authority, and consecutive 4. Four
number
3. By subject identification number, 3-29. What officer is responsible for accounting
consecutive number, and issuing for all personnel attached to your
authority command?
4. By consecutive number, subject
identification number, and issuing 1. Administrative officer
authority 2. Commanding officer
3. Executive officer
3-26. Personnel responsible for drafting
instructions and notices, or even making
changes to them, should always refer to
which of the following instructions? 3-30. Your command should keep muster
reports on file for what specified number of
1. OPNAVINST 1412.5 years?
2. OPNAVINST 1414.1
1. 1
3. SECNAVINST 5215.1 (series)
2. 2
4. SECNAVINST 5216.5
3. 3
4. 4
3-27. Which of the following publications
provides guidance on the preparation of
naval messages?
1. MILPERSMAN
2. NTP 3 (I)

Assignment 4
Textbook Assignment: "Electronic Service Records," Chapter 4, “EDVR, ODCR, DMRS and RUAD,
Chapter 5 & “Advancement and Commissioning Programs,” Chapter 6.
4-1. What Information Technology systems 4-4. What is the form number for an agreement
shape the future of how the Navy maintains to Recall or Extend Enlistment, is an
its records? agreement between the government and
the enlisted member to recall to active duty
1. Navy Standard Integrated Personnel or to extend the current enlistment in the
System (NSIPS) Navy Reserve?
2. ALCOM
1. NAVPERS 1070/601
3. ALMILACT
2. NAVPERS 1070/621
4. NAVOP
3. NAVPERS 1070/622
4. NAVPERS 1070/602
4-2. What publication contains information
governing the Enlistment/Reenlistment
Document—Armed Forces of the United 4-5. Where is the Record of Emergency Data,
States, DD Form 4? DD Form 93, prepared for enlisted
members who are required to undergo
1. MILPERSMAN recruit training?
2. BUPERSINST 1610.10
1. Personnel Office
2. DFAS-Cleveland Center
3. Military Entrance Processing Station
(MEPS)
4-3. What is the form number for Immediate
4. Navy Personnel Command (PERS
Reenlistment Contract?
313C1)
1. NAVPERS 1070/601
2. NAVPERS 1070/621
3. NAVPERS 1070/622
4. NAVPERS 1070/602
1
PS Basic: "Electronic Service Records," Chapter 4, “EDVR, ODCR, DMRS and RUAD”, Chapter 5 & “Advancement and
Commissioning Programs,” Chapter 6, Assignment 4.
4-6. The NAVPERS 1070/602 and DD Form 93 4-9. What is the official guidance for all enlisted
are considered to be official documents and and officer evaluations?
are used to determine which the following:
1. OPNAVINST 1412.5
1. Person(s) to be notified in case of
emergency or death
2. Person(s) to receive the death gratuity
when no spouse or child exists 4. SECNAVINST 5216.5
3. Person(s) to receive unpaid pay and
allowances, including money accrued 4-10. What is the maximum period of time a
during a missing or captured status, report may exceed without prior approval
unused leave, travel, per diem, from PERS 311?
transportation of family members,
shipment of household goods, and 1. 24 months
savings deposits that are due from the
2. 15 months
Department of the Navy
3. 36 months
4. All of the above
4. 12 months
4-7. What document is used to record periods of
Unauthorized Absence (UA) in excess of 4-11. Concurrent fitness and evaluation reports
24 hours and lost time due to confinement are optional unless required by the
by civil authorities or sickness due to member’s orders or applicable directives.
misconduct?
1. False
1. NAVPERS 1070/601
2. True
2. NAVPERS 1070/621
3. NAVPERS 1070/606 4-12. A NOB fitness or evaluation report may not
4. NAVPERS 1070/613 have trait grades or an advancement
recommendation. If there is any trait grade,
the report must be fully completed as an
4-8. What document is used to record court- observed report even though all other traits
martial and non-judicial punishment actions are marked NOB.
that affect an individual’s pay?
1. True
1. NAVPERS 1070/601
2. False
2. NAVPERS 1070/621
3. NAVPERS 1070/607
4. NAVPERS 1070/604

4-13. Which occasions require A PIM? 4-17. The EDVR consists of how many
sections?
1. For a member assigned to a command
for duty or temporary duty less than 3 1. 12 sections
months
2. 10 sections
2. For a period of ADDU or TDY of any
3. 20 sections
length
4. 8 sections
3. For any other performance that should
be brought to the attention of the
reporting senior 4-18. What section contains individual security
data, citizenship code, involuntary
4. All of the above
extension months, Pay Entry Base Date
(PEBD), Time in Rate (TIR), Advancement
4-14. Within the required period of active Effective Date and Force Management
service, to be eligible for a GCA an (FORMAN) Status and Action Date?
individual must have a clear record. This
means that the member must have no 1. Section 10
convictions by court-martial, no non-judicial
2. Section 11
punishments, no sick misconduct, and no
civil convictions for offenses involving moral 3. Section 12
turpitude.
4. Section 9
1. False
4-19. Section 2 of the EDVR displays expired
2. True
losses, current losses and losses expected
to occur within the next 10 months as a
4-15. The EDVR is distributed at what specific result of transfer directives, expiration of
interval? active obligated service (EAOS), projected
rotation dates (PRDs), or high-year tenure
1. Monthly (HYT).
2. Quarterly
1. True
3. Semiannually
2. False
4. Annually
4-20. What is the reference for EDVR?
4-16. Commands requiring access to EDVRs of
other activities within their chain of 1. BUPERSINST 1080.53 (series)
command must either request them from
the activity concerned or submit a request
to NPC PERS 4013. 3. SECNAVINST 5215.1 (series)
1. True
2. False

4-21. The ODCR represents a monthly 4-25. Where can you find information to
statement of officer manpower accounts for familiarize yourself with the elements that
pertinent Navy activities. comprise eligibility requirements so that
you can inform those who may not be
1. True aware of these requirements?
2. False
4-22. What is the purpose of Transaction Codes
(TACs)? 3. SECNAVINST 5215.1 (series)
1. To fill enlisted billets
2. Detailer notification 4-26. The CO’s recommendation is the most
3. Indentifying and controlling transaction important requirement in the Navy’s
enlisted advancement system. The
4. Process enlisted strength gains
advancement recommendation of an
individual must be well considered by all
4-23. What is the PERS code for proper personnel in the chain of command and
accountability of all DMRS messages? never become perfunctory. The individual
must show the ability for advancement
1. PERS 4013 and/or change in rate or rating to earn the
final recommendation of the CO.
2. PERS 351
3. PERS 4020 1. True
4. PERS 13 2. False
4-24. Advancement in rate or change in rating 4-27. Advancement may be withheld by the CO
is based on which of the following for cause, but not for lack of observation.
factors? If, after participation, the new CO
determines that the individual’s
1. Demonstrated proficiency in assigned performance is lacking, the
duties recommendation may be withdrawn.
2. CO’s recommendation
1. True
3. Written examination
2. False
4. All of the above
4-28. A Recommendation for Advancement in
Rate or Change of Rating (Worksheet),
NETPDTC 1430/3, is prepared for each
candidate participating in a Navywide
advancement cycle.
1. True
2. False

4-29. What authority issues examination 4-33. What is the TAFMS requirement for
results and advancement authority and advancement to E-4?
Rating Change Authorization (RCA)?
1. 19 months
1. OPNAV
2. 24 months
2. NPC
3. 36 months
3. NETC
4. 12 months
4. NETPDTC
4-34. What is the TAFMS requirement for
4-30. What program was established in 1978 as advancement to E-7?
an incentive for seagoing personnel in
recognition of their superior performance 1. 10 years
while working in a rigorous operating
2. 15 years
environment at sea or while forward
deployed. 3. 12 years
4. 11 years
1. CAP
2. Frocking
4-35. 16 years is the TAFMS requirement for
3. Advancement advancement to what paygrade?
4. REAP
1. E-6
2. E-9
4-31. An examination is required for
advancement to E-8 or E-9. Advancement 3. E-8
to Chief Petty Officer (CPO), Senior Chief
4. E-5
Petty Officer (SCPO), and Master Chief
Petty Officer (MCPO) requires no selection
board action.
1. True
2. False
4-32. TAFMS is the sum of total active Naval

service. The Department of Defense (DOD)
prescribes the minimum TAFMS an
advancement candidate must accrue to
compete as a regular candidate for
advancement.
1. True
2. False

7
Assignment 5
Textbook Assignment: "Transfers and Receipts”, Chapter 7 and “Overseas Travel”, Chapter 8.
5-1. A projected rotation date (PRD) for a 5-5. What is the purpose of TLA?
member's previous tour is established
when assignment orders are written. This 1. To pay incidentals to a move when
PRD is based on a member's paygrade, or entering active duty to the first PDS
projected paygrade (in the case of selects)
2. A PCS allowance payable incident to
at the time orders are written, and the
initially reporting to an overseas PDS,
community in which member will serve at
detaching from an overseas PDS, or
the new duty station.
under certain other circumstances.
1. True 3. Detaching from an overseas PDS, or
under certain other circumstances.
2. False
4. Separation from family due to
deployment.
5-2. Decisions to adjust a PRD are based on
overall manning within the command and
projection of future assets to fill to the new 5-6. The purpose of DLA is to reimburse,
PRD. partially, a member, with or without
dependent(s), for:
1. True
1. The expenses incurred in relocating the
2. False
member's household on a PCS,
housing moves ordered for the GOV’T’s
5-3. Advance pay is intended to enable a convenience.
member to have sufficient money to move 2. Separation from family due to
without having to contact the PSD’s or deployment.
disbursing officers en route. Advance pay
should prevent the member from having to 3. Incident to a move when entering active
submit claims at his/her new duty station duty to the first PDS
until settled in the new residence and 4. Detaching from an overseas PDS, or
reported for duty. under certain other circumstances.
1. True
5-7. TLA is payable at the same time as
2. False overseas housing allowance (OHA) or cost-
of-living allowance (COLA) except under
5-4. Information on all HHG authorized conditions specified in JFTR, Volume 1.
locations for PCS and TDY can be found in
what publication? 1. True
2. False
1. JTFR, Vol. 1.
2. DODFMR, Vol. 7A.
3. MILPERSMAN
4. BUPERSINST 7040.6.
1
PS Basic: "Transfers and Receipts”, Chapter 7 and “Overseas Travel”, Chapter 8, Assignment 5.
5-8. TLA is payable for a member or on behalf 5-12. Where is Information and instructions on
of a dependent acquired subsequent to the the completion of travel claims for both
effective date of PCS orders while they are member and dependents found?
initially seeking a residence.
1. NAVSO P-1459
1. True
2. MILPERSMAN
2. False
4. DOD FMR Vol. 7A
5-9. Instruction for computing travel time, when
a directed mode is not used, can be found
in what publication? 5-13. In those cases where accounting data is
not furnished, what publication should be
1. JFTR, Vol. 1 utilized when processing permanent
change of station travel?
2. MILPERSMAN
3. DOD FMR Vol. 7A 1. BUPERSINST 7040.6
4. Navy PTG 2. BUPERSINST 1430.16
3. OPNAVINST 1420.1
5-10. The effective date of PCS orders is 4. BUPERSINST 1610.10
important for determining entitlements for
transportation of dependents and shipment
of HHG. 5-14. In regards to advance pay, the repayment
period is scheduled to liquidate the
1. True advance pay before the member’s
expected date of separation. In addition,
2. False liquidation is scheduled for completion
before the start of a subsequent PCS
5-11. When a dependent’s claim for DLA is filed, move.
what document is required to support the
claim? 1. True
2. False
1. NAVPERS 1070/602
2. DD form 1172 5-15. TLA cannot be paid at the same time as
3. NAVPERS 1616/27 Overseas Housing Allowance (OHA) or
Cost-of-Living Allowance (COLA) except
4. NAVPERS 1070/604
under conditions specified in JFTR, Volume
1.
1. True
2. False

5-16. Advance pay is not intended to enable a 5-19. Which of the following statements best
member to have sufficient money to move describes overseas service?
without having to contact the PSDs or
disbursing officer en route. Advance pay 1. Duty performed while on ships
helps the member from having to submit homeported in overseas areas
claims at his/her new duty station until
2. Duty performed while stationed at
settled in the new residence and reported
overseas shore duty
for duty.
3. Duty performed while assigned to ships
1. True and submarines homeported overseas
2. False 4. Duty performed while assigned to a
military installation or activity
permanently based outside the forty-
5-17. What authority is responsible for providing eight contiguous United States
appropriate accounting data?
1. CHNAVPERS 5-20. What form number identifies the Report of

Suitability for Overseas Assignment?
2. BUMED
3. NETC 1. NAVPERS 1070/600
4. OPNAV 2. NAVPERS 1070/501
3. NAVPERS 1070/613
5-18. Which of the following statements 4. NAVPERS 1300/16
concerning PRD is false?
1. PRD never exceeds Estimated Date of 5-21. Members being assigned to all except
Loss to Navy. which of the following activities require a
complete oversees screening?
2. PRD is determined without regard to
Obligated Service (OBLISERV), except
1. Any USNS vessel
for overseas tours.
2. COMPSRON TWO
3. PRDs are established to reflect an
accompanied tour for members with 3. COMSTANAVFORLANT
primary family members, or the all 4. None of the above
others tour for those members who
elect an unaccompanied tour.
5-22. What individual is responsible for
4. PRD established a members
determining a member’s suitability for
advancement date.
overseas assignment?
1. The member’s CO
2. CHNAVPERS
3. CO, NPC
4. CNO

5-23. Skilled interviewers that assist the CO in 5-27. Members and their dependents
determining a member’s suitability for transferring overseas must be screened for
overseas include which of the following overseas suitability within what specified
personnel? number of days after receipt of the transfer
directive?
1. Chaplain
1. 30
2. Command Career Counselor
2. 40
3. Command Master Chief
3. 45
4. 60
5-24. Which of the following individuals is
authorized to sign the Report of 5-28. You determine that LSC John Doe, who is
Suitability for Overseas transferring overseas, is unable to
Assignment? complete this overseas suitability screening
within the required timeframe. What action
1. The CO should you take?
2. The OIC of isolated detachments
1. Call his detailer
3. An officer who signs as “Acting”
2. Ask the division officer to call the
4. Each of the above member’s detailer
3. Ask the CO to send a personal letter
5-25. Which of the following is NOT a factor
4. Interim report in BOL explaining the
used as a basis for determining a
delay and stating the estimated date of
member’s suitability for overseas
completion
assignment?
1. Medical fitness and HIV screening 5-29. An overseas suitability report for a PS2
would be sent to which of the following
2. Family advocacy and dental fitness
office or officials?
3. Number of dependents and their pets
4. Physical fitness and performance 1. NPC
2. BUMED
5-26. After reporting to an overseas area, a 3. CNO
member elects to serve an accompanied
4. SECNAV
DOD area tour and dependents are
authorized to reside there. To do this, the
member must make this election within
what specified number of days?
1. 45
2. 60
3. 90
4. 100

5-30. What is the purpose for requesting a 5-33. An individual who becomes a dependent
dependent entry approval? through marriage, adoption, or other action
during the course of a Navy member’s
1. To determine if DOD schools are current overseas tour of duty is referred to
available for dependents at the as a:
overseas station
1. Acquired dependent
2. To make sure that dependents of the
transferring member are authorized to 2. Command-sponsored dependent
reside at the overseas location and
3. Noncommand-sponsored dependent
that they are eligible for government
transportation to and from overseas 4. Formerly command-sponsored
dependent
3. To determine if there are any medical
facilities available for dependents
5-34. For the Navy Passenger Transportation for
4. To determine if there are any travel
a member and dependents, you as the PS,
restrictions to dependents
must submit which of the following
documents?
5-31. What is one of the most common reasons
that dependent entry approval requests are 1. PCS orders only
disapproved?
2. PCS orders and dependent entry
approval only
1. Lack of DOD schools
3. PCS orders and PRR
2. Lack of medical facilities
4. PRR, signed Application for
3. Shortage of government housing
Transportation for Dependents, copies
4. Shortage of recreational facilities of PCS orders, and a copy of the
overseas area commander’s entry
approval
5-32. A dependent whose sponsor is granted
authorization for dependents to be present
in the vicinity of the overseas PDS is 5-35. A PSCS has transferred overseas without
referred to as: dependents since the dependent entry
approval request was denied before
1. Acquired dependent transfer. The PSCS has subsequently
received dependent entry approval from the
2. Command-sponsored dependent
appropriate military commander and wants
3. Noncommand-sponsored dependent to bring dependents to the overseas duty
station. What transportation office should
4. Formerly command-sponsored
arrange the dependents’ travel?
dependent
1. The supporting PERSUPPDET overseas
2. The member’s command transportation
office
3. The NAVPTO that retained the
dependent’s travel file
4. Any NAVPTO in CONUS

5-36. When entry approval is denied for a period 5-39. A Fee passport is issued to U.S. citizens
of 20 weeks or more in conjunction with an when they are traveling for which of the
accompanied tour of duty, transportation for following reasons?
dependents may be arranged to which, if
any, of the following locations? 1. Official business
2. Unofficial business
1. A designated place in CONUS
3. Classified missions
2. A designated place near the overseas
duty station 4. Highly clandestine missions
3. A designated place determine by the
order issuing authority 5-40. An official passport (No-fee) is issued to all
EXCEPT which of the following personnel?
1. Active duty personnel proceeding
5-37. What is the purpose of a No-fee passport? abroad on official duty
2. DOD civilian employees proceeding
1. To identify the bearer as an American
abroad on official duty
citizen
3. Both 1 and 2 above
2. To identify the bearer as an official
traveler 4. Inactive duty personnel proceeding
abroad on official duty
3. To identify non command-sponsored
dependents
5-41. A diplomatic passport (No-fee) is issued to
4. To identify a service member traveling
which of the following personnel?
under PCS orders overseas
1. Foreign service officers
5-38. Which of the following is considered a
2. Persons in the diplomatic service
restriction on the use of a No-fee passport?
3. Persons having a diplomatic status
1. No-fee passports can only be used in 4. Each of the above
conjunction with TAD orders
2. No-fee passports can only be used by
enlisted personnel and their
dependents 5-42. What DD Form is the Authorization to
apply for a request No-fee Passport and/or
3. No-fee passports can only be used
request for Visa?
when traveling abroad on official
business for the U.S. Government
1. 214
4. No-fee passports can only be used by
2. 295
officers and enlisted members
3. 884
4. 1056

5-43. You may obtain an Application for 5-44. The DSP-11 is used by persons who are
Passport by Mail, DSP-82, from which of applying for a No-fee passport for which
the following agencies? time?
1. Navy passport agent 1. First

2. A clerk of any federal, state, or probate 2. Second
court
3. Third
3. A designated postal employee at a post
4. Fourth
office selected to accept passport
applications

7
Assignment 6
Textbook Assignment: "Retention and Separations”, Chapter 9 & “Payments”, Chapter 10.
6-1. Personnel who entered the military service 6-4. Career opportunities exist in the FTS
beginning on 1 June 1984 were required to program for personnel in all enlisted
incur what total number of years of ratings.
obligation?
1. True
1. 8
2. False
2. 7
3. 5 6-5. Conversion to the FTS program is normally
4. 4 restricted to personnel in what paygrade
and below?
6-2. Which of the following statements 1. E-4

describes the purpose of the Full Time
Support (FTS) program? 2. E-5
3. E-6
1. To be a reservoir of trained personnel
4. E-7
assets that may be mobilized to
augment active naval forces in the
event of war 6-6. Which of the following publications contains
information about the FTS program?
2. To be a reservoir of trained personnel
assets that may be mobilized to
augment active U.S. Army personnel in 1. DODFMR
case of national emergencies 2. OPNAVINST 1040.8
3. To manage, train, and administer the 3. OPNAVINST 1900.1
Navy Reserve according to policies
4. MILPERSMAN
prescribed by the CNO
4. To manage, train, and administer the
Navy Reserve according to policies 6-7. Which of the following incentives in NOT a
prescribed by the President of the benefit of the SCORE program?
United States
1. Assignment to class “A” school
6-3. Enlisted FTS personnel may be assigned to 2. Assignment to class “C” school
all EXCEPT which of the following 3. Guaranteed assignment to any location
activities? the member desires
4. Possible advancement to PO3 or PO2
1. COMNAVPERSCOM
2. COMNAVRESFORCOM
3. Navy Reserve Force Ships
4. Trident submarines
1
PS Basic: "Retention and Separations”, Chapter 9 & “Payments”, Chapter 10, Assignment 6.
6-8. Which of the following groups of personnel 6-12. Specific information about regulations on
is entitled to reenlist under the STAR entitlement to transportation for dependents
program? and shipment of HHG can be found in
which of the following publications?
1. First term enlisted personnel
1. DODFMR
2. Second term enlisted personnel
2. DJMS PTG
3. Inactive Reserve personnel
3. JFTR
4. NAVETS
4. JAGMAN
6-9. Under this program, an active duty member
has what specified number of guaranteed 6-13. Except for dependents of members
assignments within a 20-year career transferring to the Fleet Reserve or retiring,
timeframe? dependents of members separating must
affect their travel within what maximum
1. Five number of days?
2. Two
1. 100
3. Three
2. 160
4. Four
3. 180
4. 190
6-10.Under this program, a member must use
his/her first guaranteed assignment at what
time? 6-14. Dependents of members retiring or
transferring to the Fleet Reserve must
1. First reenlistment affect their travel within what specific
timeframe after the effective date of
2. Second reenlistment
separation?
3. Third reenlistment
4. Fourth reenlistment 1. 6 months
2. 9 months
6-11. What chapter of the MILPERSMAN 3. 10 months
contains information about this program?
4. 12 months
1. 1306-1002
6-15. Normally, members who have transferred
2. 1133-050
to the Fleet Reserve, or who have retired,
3. 1160-090 must have their HHG shipped within what
timeframe?
4. 1160-100
1. 6 months
2. 12 months
3. 3 months
4. 4 months

6-16. Personnel being discharged or released 6-20. Retirement orders for personnel on active
from active duty have how many days to duty are issued by which of the following
apply for transportation of HHG? officials?
1. 100 1. CNO
2. 150 2. COMNAVPERSCOM
3. 180 3. EPMAC
4. 190 4. SECNAV
6-17. Orders for separation should not be issued 6-21. Regular paydays are on the 15th for the
more than what maximum number of first pay period (monies earned from the
months before the effective date of first of the month to the 15th) and on the
separation? first of the following month for the second
pay period-monies earned from the 16th to
1. 5 the end of the month)
2. 6
1. True
3. 3
2. False
4. 7
6-22. What form is used for health and comfort
6-18. Personnel transferring for separation item and uniforms items and services?
should not be transferred more than what
total number of days before their actual 1. NAVPERS 1070/600
separation date plus travel time?
2. NAVPERS 1070/501
1. 5 3. DD form 93
2. 6 4. DD form 504
3. 10
4. 8 6-23. What is the amount of death gratuity pay?
1. $100,000
6-19. When members are stationed outside
CONUS, they may be transferred to a 2. $200,000
specific major naval activity for separation 3. $300,000
processing. What MILPERSMAN section
4. $400,000
lists these activities?
1. 1133-010 6-24. What individual is responsible for

determining a member’s suitability for
2. 1910-812
overseas assignment?
3. 1070-200
4. 1714-020 1. The member’s CO
2. CHNAVPERS
3. CO, NPC
4. CNO

6-25. When a member is missing, captured, 6-29. What is the lump sum leave?
interned, or detained, the member’s CO
should notify what authorities? 1. Leave that is payable to a member for
the unused accrued leave credited to
1. (A) NPC (B) BUMED the member’s account on the date of
separation.
2. (A) OPNAV (B) NUMED
2. Leave earned in a combat zone
3. (A) OPNAV (B) DFAS
3. Leave carried from previous fiscal year
4. (A) NPC (B) DFAS
to current fiscal year
4. Unused leave
6-26. When a member is scheduled to be
separated from active duty, what authority
furnishes DFAS—Cleveland Center 6-30. Regular enlisted members must have
information needed to support computation completed at least what minimum number
of separation payments? of years on active duty service before
separation to be entitled to separation pay?
1. Commanding officer
1. 3 years
2. Center for Service Support, Newport RI
2. 4 years
3. 8 years
4. Navy Personnel Command
4. 6 years
6-27. What is the payment time-frame of death
gratuity? 6-31. Separation pay is to assist members who
are involuntarily separated from naval
1. 4 hrs service. Enlisted members must have
completed what minimum years of active
2. 48 hrs
duty service before separation to be eligible
3. 24 hrs for separation pay?
4. 72 hrs
1. 3 years
2. 4 years
6-28. Members on active duty receive active
duty pay and allowances even though they 3. 8 years
are mentally incapable of managing their
4. 6 years
own affairs. This also includes
miscellaneous payments authorized on
separation from the Military Service. 6-32. What is the purpose of an advance
payment during a permanent change of
1. True station?
2. False
1. To make the PCS easier
2. To give funds to a member to meet
extraordinary expenses incident to a
government-ordered relocation
3. To relocate sooner
4. To prevent pay issues at next
permanent duty station
6-33. Members who request Advance Basic Pay 6-37. A member who has a disability of less than
must complete what form? 30 percent and continues to be unfit for
duty and has served at least 6 months, but
1. DD form 2560 less than 20 years of active duty, is
discharged with disability severance pay.
2. DD form 504
3. IRS form W-2 1. True
4. DD form 93 2. False
6-34. Initial election and changes in the SPO 6-38. Disability severance pay is taxable when
amount are made in whole dollars and in paid to members. Which situation would
increments of what amount? make disability severance pay non-taxable
when paid to a member?
1. 5
2. 10 1. When entitlements accrues because of
a separation that is a result of combat-
3. 20 related injuries
4. 50 2. When serving overseas
3. When serving on sea duty
6-35. Health and comfort items issued via pay-
4. Members with less than 10 years on
account checkage apply only to members
active duty service
in a pay status wherein they are being paid
on a regular basis.
6-39. When would a member become entitled to
1. True contract cancellation pay?
2. False
1. Upon completion of 15 years on active
duty service
6-36. When dealing with separation payments,
2. When discharged with a disability
who is responsible for verifying the
separation orders and the type of 3. When released from active duty in the
separation payment to which the member is Navy without their consent before the
entitled? end of their active duty agreement
4. Upon release from active duty
2. Legal officer
6-40. What instruction provides specific criteria
3. Disbursing officer concerning minimum service, reduced or
non-entitlement provisions, recoupment,
4. Supply officer
and savings provisions?
1. OPNAVINST 1900.4 (series)


6-41. CO’S in coordination with the supporting

Disbursing Officer or Personnel Support
Detachment (PSD)/Customer Service Desk
(CSD), may authorize emergency
payments, up to the amount of accrued
entitlement to date in the Master Military
Pay Account (MMPA) except in which of
the following circumstances?
1. Emergency travel advance, when the

traveler does not have a government
travel charge card
2. When released from active duty in the
Navy without their consent before the
end of their active duty agreement
3. Payment to military member of advance
pay and allowances and/or evacuation
allowance, when dependents must be
evacuated as result of a natural
disaster or life threatening situations
4. Discharge gratuity, when payment is
needed within 24 hours

Assignment 7
Textbook Assignment: "Military Pay Entitlements”, Chapter 11.
7-1. What instruction provides specific guidance 7-5. Which of the following personnel are not
for entitlement and conditions concerning entitled to career sea pay premium?
service creditable including constructive
service for medical and dental officers? 1. BM1 onboard USS Bataan (LHD 5)
2. Chief of Naval Operations
1. DOD FMR Vol. 1
3. Ships officer
4. Commanding Officer USS Hayler (DD
3. DOD FMR Vol. 7A
997)
7-6. Members who are entitled to CSP have
7-2. When is a Pay Entry Base Date (PEBD) served how many consecutive months of
assigned? sea duty?
1. After the total creditable service is 1. 36

determined
2. 24
2. When military status has not been
3. 48
continuous
4. 60
3. Upon initial reenlistment
4. During the initial enlistment
7-7. What is the purpose Special Duty
Assignment Pay (SDAP)?
7-3. When an enlisted member loses time in a
non-duty status, the PEBD is determined 1. Monthly pay used to incentivize high-
by adding a period equal to the time lost, quality enlisted personnel
computed on a 30-day month basis.
2. Monthly pay used to incentivize high-
quality officer personnel
1. True
3. Monthly pay used to incentivize high-
2. False
quality commanding officer assigned to
sea duty
7-4. Basic pay is computed as if each month has 4. Monthly pay used to incentivize high-
30 days regardless of the actual number of quality officer personnel assigned to
calendar days in each month. overseas duty
1. True
2. False
1
PS Basic: "Military Pay Entitlements”, Chapter 11, Assignment 7.
7-8. Special duty assignments involve 7-12. Enlistment bonuses (EB) are outlined in
demanding duties requiring extraordinary what instruction?
effort for satisfactory performance or an
unusual degree of responsibility in the 1. OPNAVINST 1160.9 (series)
discharge of assigned duties.
2. MILPERSMAN
1. True 3. OPNAVINST 7220.14 (series)
2. False 4. BUPERSINST 1430.16 (series)
7-9. To receive SDAP, Sailors MUST meet all 7-13. What authority is responsible for
eligibility criteria from the DODFMR as well developing periodic EB award level and
as be assigned to and working in a billet on implementation plans to be approved by
the commands Manpower Authorization CNO?
identified as SDA in the most current SDAP
NAVADMIN message. 1. Navy Personnel Command
2. Chief of Naval Operations
1. True
3. Defense Finance and Accounting
2. False Service-CL
4. Navy Recruiting Command
7-10. What authority has the overall
responsibility for both filling SDA
assignments with qualified Sailors and 7-14. What authority is responsible for approving
annually recertifying that each eligible periodic EB award level and
member's SDAP is correct? implementation plans?
1. Supply officer 1. Navy Personnel Command

2. Administrative officer 2. Chief of Naval Operations
3. Disbursing officer 3. Defense Finance and Accounting
Service-CL
4. Commanding officer
4.Navy Recruiting Command
7-11. Pay levels and amplifying information
pertaining to special duty assignment pay 7-15. Which of the statements are false about
are outlined in what instruction? enlistment bonuses?
1. OPNAVINST 1160.6 (series.) 1. EB is paid to an enlistee who enters the

Navy for the purpose of qualifying and
2. MILPERSMAN serving in a military specialty
3. OPNAVINST 7220.14 (series) designated as critical
4. BUPERSINST 1430.16 (series) 2. EBs is designed to increase the number
of enlistments into hard-to-fill ratings
3. An EB is paid at varying times
depending upon the EB message
4. An EB is paid to certain officer filling a
very critical billet

7-16. What is the purpose of the Selective 7-19. What is the specific period of reenlistment
Reenlistment Bonus (SRB)? falls under Zone A?
1. To increase the number of reenlistments 1. Reenlistments margins between 17

in ratings and Navy Enlisted months and 6 years of active service
Classification (NEC) codes having
2. Reenlistment margins between 6 and 10
insufficient retention
years of active service
2. To pay an enlistee who enters the Navy
3. Reenlistment margins between 10 and
for the purpose of qualifying and
14 years of active service
serving in a military specialty
designated as critical 4. Reenlistment margins between 14 and
3. To pay a monthly incentivize high-quality
enlisted personnel
7-20. What is the specific period of reenlistment
4. To increase the number of enlistments
falls under Zone B?
into hard-to-fill ratings
1. Reenlistments margins between 17
7-17. At what intervals are reviews conducted to months and 6 years of active service
determine which ratings/NECs are
authorized SRB?
1. 6 months 3. Reenlistment margins between 10 and
2. 12 months
3. 18 months
4. 24 months
7-21. What is the specific period of reenlistment
7-18. How many reenlistments zones fall under falls under Zone C?
the selective reenlistment bonuses
program? 1. Reenlistments margins between 17
months and 6 years of active service
1. 1
2. 2 years of active service
3. 3 3. Reenlistment margins between 10 and
4. 4

7-22. What is the specific period of reenlistment 7-26. What determines a member’s eligibility for
is not a valid reenlistment zone? the CSB/REDUX election?
1. Reenlistments margins between 17 1. Date of initial entry to military

months and 6 years of active service
2. Retirement date
3. Fleet reserve date
4. Date of initial election
7-27. How many various medical corps officer
special pays are there that support
recruitment and retention of physicians to
meet authorized strength in approved
7-23. What zone of SRB entitlements are medical specialties and to help ensure
computed only to the Sailor’s 16th year of adequate levels of performance?
service even if the new Expiration of
Obligated Service (EAOS) is after the 16th 1. 1
year?
2. 2
1. Zone A 3. 3
2. Zone B 4. 4
3. Zone C
7-28. Which special pay is an entitlement for
medical corps officers serving on active
duty for periods of at least 1 year to
7-24. To be eligible for any zone of the SRB, recognize their continued service in the
an individual must meet all the general Navy?
eligibility conditions mandated by current
law as well as meet such additional 1. Variable special pay
eligibility criteria as may be prescribed by
2. Board certified pay
the Secretary of Defense.
3. Additional special pay
1. True 4. Incentive special pay
2. False
7-29. Which special pay is paid to Medical
7-25. Members may now elect, upon completion Corps and Dental Corps officers who
of what minimum years of active duty in the demonstrate levels of military and
uniformed services, to receive a $30,000 professional performance expected of
Career Status Bonus (CSB)? Naval officers?
1. 8 1. Variable special pay

2. 10 2. Board certified pay
3. 15 3. Additional special pay
4. 20 4. Incentive special pay

7-30. Which special pay assists in easing 7-34. What is the minimum pay grade that
shortages of medical officers who are fully certain Naval officer must be in order to be
qualified in a medical specialty designated entitled to responsibility pay (RESPON
as critical and practicing in that specialty as PAY)?
a primary duty and other specified criteria
as indicated in the DOD FMR? 1. 01
2. 02
1. Variable special pay
3. 03
2. Board certified pay
4. 04
3. Additional special pay
4. Incentive special pay
7-35. After what is the final pay grade that a
Naval officer must be in order to be entitled
7-31. An overseas extension bonus is payable to to responsibility pay (RESPON PAY)?
selected enlisted personnel who have
completed a tour of duty in designated 1. 04
overseas areas and who, at the end of
2. 05
duty, execute an agreement to extend their
tours for periods of not less than 1 year. 3. 06
4. 07
1. True
2. False
7-36. An overseas extension bonus is payable to
selected enlisted and officer personnel who
7-32. Officers are not eligible for participation in have completed a tour of duty in
the Overseas Tour Extension Incentive designated overseas areas and who, at the
Program (OTEIP)? end of duty, execute an agreement to
extend their tours for periods of not less
1. True than 1 year.
2. False
1. True
2. False
7-33. Hostile Fire Pay (HFP) and Imminent
Danger Pay (IDP) are payable to enlisted
members permanently assigned or under 7-37. All enlisted and officer personnel serving
orders contemplating temporary duty for 30 overseas are eligible to apply for a tour
consecutive days or more and required to extension and, if approved, are entitled to
perform duties in a designated hostile tire the bonus.
area.
1. True
1. True 2. False
2. False

7-38. What personnel are authorized payment of 7-42. What instruction provides specific
foreign language proficiency pay (FLPP)? guidance on career enlisted flyer incentive
pay (CEFIP)?
1. Qualified personnel with foreign
language skills 1. OPNAVINST 7220.15 (series)
2. Qualified personnel assigned overseas 2. MILPERSMAN
3. Qualified personnel TDY overseas 3. BUPERSINST 1326.4 (series)
4. Qualified personnel serving on sea duty 4. DOD FMR Vol. 7A
7-39. What is the maximum monthly rate of 7-43. What instruction provides specific
incentive pay payable to any member guidance on continuous submarine
performing service in an assignment (CONSUB) duty incentive pay or
designated by the Secretary of the Navy? operational submarine (OPSUB) duty
incentive pay?
1. 1,000
2. 2,000
2. MILPERSMAN
3. 3,000
4. 4,000
4. DoD FMR Vol 7A
7-40. Nuclear officer continuation pay is a sum
of money paid in a lump-sum installment to 7-44. Eligible personnel receive CONSUB pay
nuclear-qualified officers who agree to even while not serving on a submarine.
remain on active duty an additional 3, 4, or Upon transfer from a submarine to a non-
5 years beyond their existing service submarine activity, enlisted members must
obligation. have obligated service for 14 months
beyond their assigned Projected Rotation
1. True Dates (PRDs) to be paid CONSUB pay.
2. False
1. True
2. False
7-41. Nuclear Career Annual Incentive Bonus is
a sum of money paid annually to nuclear-
qualified officers who have completed their 7-45. OPSUB pay is payable to members
initial service requirement and agree to assigned to and serving in a submarine
remain on active duty for an additional when CONSUB pay eligibility criteria are
year. Only officers in paygrades W-2 not met. Eligible personnel earn OPSUB
through W-4 and O-1 through O-6 are pay on a prorated day-to-day basis for any
eligible for this annual incentive bonus. period during which they are attached
under orders to a submarine.
1. True
1. True
2. False
2. False

7-46. What instruction provides specific 7-50. COLA is a daily allowance prescribed to
guidance on flight deck pay? maintain the purchasing power of basic
military compensation in an CONUS area.
1. OPNAVINST 7220.15 (series) A member with dependents receives COLA
based on the location of the member’s PDS
2. MILPERSMAN
and the number of command-sponsored
3. BUPERSINST 1326.4 (series) dependents.
1. True
2. False
7-47. Basic Allowance for Housing (BAH) is the
military’s most complex entitlement. The
situational ramifications upon this 7-51. Members entitled to overseas housing
entitlement are extremely vast and allowance (OHA) submit what form?
entwined dependent upon the Sailor’s
marital status (including dual service 1. DD form 2929
couples), whether or not the individual pays
child support or has custody of a child or 2. DD form 2367
children, and/or assignment to government 3. DD form 200
quarters for the member and/or
4. DD form 2875
dependents.
1. True 7-52. Members entitled to MIHA must be eligible

for OHA. MIHA defrays costs associated
2. False
with occupying privately owned quarters
covered by the OHA program. MIHA is
7-48. BAH payable is divided into how many payable in a lump sum and is computed
basic categories? separately from a member’s monthly OHA
entitlement.
1. 1
1. True
2. 2
2. False
3. 3
4. 4
7-53. What allowance provides for replacement
of uniquely military items that would
7-49. What BAH is paid to a member without normally require replacement from the first
dependents that is assigned to single-type day of the month following the date of
quarters or is on field duty or sea duty and completion of 6 months’ active duty through
is not authorized by his/her CO to a full rate the 36th month of active duty?
of BAH is entitled to partial BAH?
1. Basic replacement allowance
1. BAH-Difference
2. Maternity allowance
2. Partial BAH
3. Standard replacement allowance
3. BAH with dependents
4. Special replacement allowance
4. BAH without dependents

7-54. What allowance is paid after a member

completes 36 months active duty in
paygrade E-7?
1. Basic replacement allowance

2. Maternity allowance
3. Standard replacement allowance
4. Special replacement allowance

Assignment 8
Textbook Assignment: "Allotments, Deductions and Collections," Chapter 12.
8-1. General regulations governing allotments 8-5. What authorization forms are used for
are contained in what instruction? bond allotments?
1. DODFMR Volume 7A 1. DD form 93

2. MILPERSMAN 2. SB-2378
3. OPNAVINST 5112.6 (series) 3. DD form 2558
4. NAVPERS 18068, Vol. I, part B 4. DD form 2058
8-2. The member from whose pay the allotment 8-6. What form is used to start, stop or change
is made payable and who requests an allotment for active duty or retired
registration or discontinuance (start or stop) personnel?
of an allotment is known as by what term?
1. DD form 2558
1. Certifying Officer
2. Form 668W
2. Allotte
3. DD form 2058
3. Allotter
4. DD form 93
4. Disbursing officer
8-7. A member is allowed what maximum
8-3. Most allotments are started for what period amount of discretionary allotments for any
of time? purpose unless the use of the allotment
violates laws in the state?
1. Indefinite period
1. 12
2. Quarterly
2. 8
3. Annually
3. 6
4. Bi-weekly
4. 3
8-4. What is the minimum time frame that all
allotments may be registered? 8-8. What is the maximum amount of
nondiscretionary allotments a member may
1. 12 months have?
2. 6 months
1. 15
3. 9 months
2. 10
4. 3 months
3. 6
4. 3
1
PS Basic: “Allotments, Deductions, and Collections”, Chapter 12, Assignment 8.
8-9. What is the period for The Combined 8-13.For the purpose of FITW, a Nonresident
Federal Campaign Charity Allotment (AC)? Alien (NRA) is an individual who is neither
a citizen of the United States nor a resident
1. May to June of the United States. What form is utilized
by these members?
2. January to December
3. September to October 1. IRS Form 668-W
4. January to march 2. IRS Form W-8BEN
3. IRS Form W-2
8-10. What is the period for Navy/Marine Corps 4. IRS Form W-4
Relief Society Charity Allotment (AF)?
1. May to June 8-14.When a member is indebted to the IRS for

delinquent federal income tax, the IRS
2. June to May issues a levy to collect the tax. What from
3. January to December is utilized with the tax levy?
4. September to October
1. IRS Form W-2
2. IRS Form 668-W
8-11.What form is filed by members who have
no federal income tax liability for the 3. IRS Form W-4
previous year and who anticipate no tax 4. DD Form 2058
liability for the current year?
1. IRS Form W-2 8-15. What form is filed for members electing to
receive (EIC) earned income credit?
2. DD Form 2058
3. IRS Form W-4 1. IRS Form W-5
4. DD Form 2558 2. DD Form 2058
3. IRS Form W-8BEN
8-12.Combat zone exclusion is an exemption 4. IRS Form W-2
from taxation of military pay earned by a
member while serving in a combat zone or
during hospitalization that resulted from 8-16.Each member must designate a legal
service in a combat zone. residence and report any changes of legal
residence. What form is used to change
1. True member’s legal residence?
2. False
1. DD Form 2558
2. IRS Form 668-W
3. DD Form 2058
4. IRS Form W-5

8-17. Those pay entitlements that are subject to 8-21. When working with family serviceman’s
a one-time FITW at 25 percent also are group life insurance dependent children of
subject to a one-time SITW at the the service member is automatically
applicable percentage rate. covered for what amount?
1. True 1. $10,000
2. False 2. $20,000
3. $50,000
8-18. A member who does not desire full SGLI 4. $100,000
coverage may elect in writing, to be insured
for a greater amount or not to be insured.
However, a member who elects either not 8-22. NJPs that affect pay are forfeiture of pay,
to be insured or a reduced coverage may reduction in grade, or a combination of
subsequently apply for reinstatement of full both. The maximum forfeiture of pay that
coverage. may be imposed by the CO/OIC of the
grade of Lieutenant Commander or above
1. True is not more than one-half of 1 month’s pay
per month for 3 months.
2. False
1. True
8-19. A member who goes UA for more than 30 2. False
continuous days is confined for more than
30 continuous days as a result of a court-
martial action, or is found guilty of desertion 8-23. For reduction in grade, the maximum is
does not lose entitlement to SGLI reduction to the lowest or any intermediate
coverage. paygrade but enlisted members in
paygrades above E-4 may not be reduced
1. True more than one paygrade.
2. False
1. True
2. False
8-20. DFAS—Cleveland Center automatically
stops SGLI deductions at the end of the
month in which what day of absence or 8-24. What instruction contains specific
confinement occurs? guidance on Indebtedness?
1. 180th day 1. SECNAVINST 7220.38(series)

th
2. 90 day 2. OPNAVINST 5112.6 (series)
th
3. 60 day 3. MILERSMAN
4. 31st day 4. DOD FMR Vol 71 A

8-25. What of the following is not a preferred 8-30. The majority of pay adjustment
method of liquidating debts authorization is comes from what office?
1. Lump-sum cash remittances 1. Navy material transportation office

2. One time pay check age 2. Disbursing office
3. Special pay 3. Passenger transportation office
4. Allotments 4. Personnel office
8-26.A lump-sum payments are always possible 8-31. What is the monthly deduction for all
and never cause severe financial hardship enlisted members and warrant officers on
to the member. active duty for the Armed Forces Home?
1. True 1. 25.00
2. False 2. 10.00
3. 5.00
8-27. Collection of certain types of indebtedness 4. 0.50
can be made from current pay only without
the member’s consent.
8-32. What form is used by the Disbursing office
1. True to control the assignment of the CV
numbers?
2. False
1. DD Form 2789
8-28. What form is used by the Disbursing 2. DD Form 2659
Officer when collection of indebtedness
occurs? 3. DD Form 139
4. Navpers 7220/8C
1. DD Form 1131
2. Navpers 7220/8C 8-33. What form is used as the CV for deposits
3. DD Form 2789 made with the Disbursing Officer for ship’s
stores afloat sales, retail clothing stores
4. DD Form 139 sales, or commissary stores sales?
8-29. What form is used for pay adjustment 1. DD Form 2789

authorization? 2. DD Form 2659
1. DD Form 1131 3. DD Form 1149
2. Navpers 7220/8C 4. Navpers 7220/8C
3. DD Form 2789
4. DD Form 139

8-34. What instruction contains specific 8-36. Detailed information concerning

guidance for sale of meals from the general international postal rates is contained in
mess and deposit the cash with the what publication?
Disbursing Officer according to the Food
Service Management? 1. The Domestic Mail Manual
2. The Postal Operations Manual
1. NAVSUP P-486
3. The Department of Defense Postal
2. NAVSUP P-727
Manual
3. DoDFMR Vol. 7A
4. The International Mail Manual
4. MILPERSMAN
8-37. What form is prepared at the end of the
8-35. What instruction contains specific month by the Food Service Officer to
guidance for the Deposit funds received summarize all cash deposit with the
and collected by the Disbursing Office? Disbursing Officer?
1. NAVSUP P-486 1. DD Form 1357

2. NAVSUP P-727 2. DD Form 1351-2
3. DoDFMR Vol. 5 3. DD Form 884
4. MILPERSMAN 4. NAVSUP Form 13597
8-38. What form is used to bill amounts due for

materials or services furnished between
government agencies or within the Navy?
1. NAVSUP P-486
2. NAVSUP P-727
3. DoDFMR Vol. 7A
4. Standard from 1080

7
Assignment 9
Textbook Assignment: "Leave and Earnings Statements/Master Military Pay Account”, Chapter 13
& “Leave Procedures”, Chapter 14.
9-1. What information in contained on block 2 of 9-5. SGLI, Mid-month pay and dependent
the leave and earning statement (LES)? dental plan are all examples of?
1. Social security number 1. Allotment

2. Name 2. Entitlements
3. Branch 3. Deductions
4. Period covered 4. Payments
9-2. The amount forward for all unpaid pay and 9-6. Block 10 of the LES space is allocated for
allowances due from the prior LES is what amount of entitlements and/or
contained in what block of the LES? allowances?
1. 14 1. 25
2. 11 2. 20
3. 12 3. 15
4. 13 4. 10
9-3. What block on the LES includes 9-7. What is the dollar amount of the Career
discretionary and non-discretionary Service Bonus (REDUX)?
allotments for savings and/or checking
accounts? 1. $30,000
2. $22,500
1. 10
3. $20,000
2. 11
4. $15,000
3. 12
4. 13
9-8. What blocks on the LES contains state tax
information?
9-4. The total of all entitlements and/or
allowances is listed on what block of the 1. 33-38
LES?
2. 39-43
1. 14 3. 44-49
2. 11 4. 50-62
3. 12
4. 13
1
PS Basic: "Leave and Earnings Statements/Master Military Pay Account”, Chapter 13 & “Leave Procedures”, Chapter 14,
Assignment 9.
9-9. What blocks on the LES contain federal tax 9-13. Which of the following is not a main
withholding information? purpose of the MMPA?
1. 33-38 1. Records information necessary to

compute the net pay due a member
2. 39-43
2. Enables pay clerk to answer inquires
3. 44-49
pertaining to members account
43 50-62
3. Establishment of effective date of
advancement
9-10. What blocks on the LES contain additional
4. Ensures uniformity in application of
pay data?
rules and processing, and provides
prompt and accurate service to every
1. 33-38 service member
2. 39-43
3. 44-49 9-14. The Master Military Pay Account (MMPA)
is divided into how many Groups?
4. 50-62
1. 2
9-11. What blocks on the LES contain Federal
2. 4
Insurance Contributions Act (FICA)
information? 3. 6
4. 8
1. 33-38
2. 39-43
9-15. The Master Military Pay Account (MMPA)
3. 44-49 has information on how many months of
members pay account history?
4. 50-62
1. 5
9-12. The Master Military Pay Account (MMPA)
2. 7
is a Data Base type file that contains
current and historical data pertaining to a 3. 9
member’s pay.
4. 11
1. True
9-16. For ease of updating and searching a
2. False
record, the fixed, variable open and closed
groups are further divided into how many
categories?
1. 14
2. 15
3. 16
4. 17

Assignment 9.
9-17. What FID category represents allotments? 9-22. What leave is a period of authorized
absence granted to persons while under
1. A medical care that is part of the care and
treatment prescribed for members'
2. B
recuperation or convalescence.
3. C
4. D 1. Annual leave
2. Excess leave
9-18. What FID category represents leave 3. Advance leave
balance?
4. Convalescent leave
1. A
9-23. The term used to describe minus leave
2. B
credit on the date of discharge, on the
3. C effective date of first extension of an
enlistment, or on the separation from Active
4. D
Duty (ACDU).
9-19. What FID category represents leave 1. Annual leave

balance?
2. Excess leave
1. A 3. Advance leave
2. B 4. Convalescent leave
3. C
9-24. What leave describes a period of
4. D
authorized absence up to 10 days
granted to a married service member
9-20. Detailed information on how to read the whose wife gives birth to a child?
MMPA is found in what instruction?
1. Adoption leave
1. DOD FMR
2. Paternity leave
2. DJMS MMPA Guide
3. Advance leave
3. MILPERSMAN 4. Convalescent leave
4. NAVY PTG
9-25. The leave term used to describe a period
9-21. What leave is used to describe leave of authorized absence up to 21 days
granted in execution of a command’s leave granted to a service member who adopts a
program, chargeable to the member’s leave child under a qualifying adoption.
account?
1. Adoption leave
1. Annual leave
2. Paternity leave
2. Excess leave
3. Advance leave
3. Advance leave

Assignment 9.
9-26. Officers and senior enlisted are authorized 9-31. What source document contains details of
to grant leave, establish and regulate both the member’s pay and leave account?
schedules to provide for maximum use of
earned leave consistent with operational 1. LES
and training workloads, the maintenance of
2. SNDL
the required degree of operational
readiness, and the desires of the individual 3. PLA
members.
4. UIC
1. True
9-32. Leave request are completed on what
2. False
form?
9-27. What authority is responsible for leave 1. NAVCOMPT from 3065

accounting?
2. SNDL
1. DFAS 3. PLA
2. NPC 4. UIC
3. BUMED
9-33. Earned leave may exceed what amount of
4. NETC
days during a fiscal year?
9-28. How many leave days are earned each full 1. 30

month on active service?
2. 60
1. 1.1 3. 75
2. 2.0 4. 120
3. 2.5
9-34. Personnel serving in an area in which
4. 3.0
special pay for duty subject to imminent
danger or hostile fire is authorized, earned
9-29. A leave control number is a 7-position leave should not to exceed what maximum
number assigned to approve leave authori- amount of accumulated dates?
zations to assist in controlling and
monitoring leave. 1. 30
2. 60
1. True
3. 75
2. False
4. 120
9-30. What does the first through fifth positions
of the LCN identify?
1. SSN
2. SNDL
3. PLA
4. UIC
Assignment 9.
9-35. The period beginning on 1 October 2008 9-37. What instruction contains specific
through 30 September 2013, earned leave guidance on leave?
up to what amount days may be retained
as of the first day of the new FY? 1. BUPERSINST 1001.39 (series)
1. 30
3. JFTR
2. 60
4. MILPERSMAN
3. 75
4. 120
9-36. What is the maximum amount of leave

days a member may sell back during a
military career?
1. 30
2. 60
3. 75
4. 120

Assignment 9.
7
Assignment 10
Textbook Assignment: "Travel and Transportation," Chapter 15.
10-1. A travel order establishes, in writing, the 10-5. For PCS purposes when traveling by
conditions for official travel and privately owned conveyance, what is the
transportation at government expense and authorized mileage for one day of travel?
provides the basis for the traveler’s
reimbursement. Orders should be issued 1. 275
after the travel is performed.
2. 350
1. True 3. 375
2. False 4. 250
10-2. What authorized delay is eligible when 10-6. What instruction contains specific
members execute PCS orders to or from guidance for mixed modes of
ships or mobile units having a sea/shore transportation?
rotation code of two or four, to or from an
all others tour, and to or from overseas 1. JFTR, Vol. 1
accompanied tours?
2. MILPERSMAN
1. Leave 3. NAVSUP P-727
2. TDY 4. NAVSUP P-486
3. Proceed time
10-7. Member’s reporting to a TDY or PDS
4. Travel
location, all days elapsed from day of
departure until day prior to arrival must be
10-3. What instruction contains specific accounted for. Total number of leave,
guidance on proceed time? proceed, and travel must equal to the total
elapsed time.
1. MILPERSMAN
1. True
2. NAVSUP P-727
2. False
4. DOD FMR Vol 7 A
10-8. What is the order in which elapse time or
accountable days are charged?
10-4.What instruction contains specific
guidance on transoceanic travel time by 1. Date of detach, date of reporting
aircraft or ship?
2. Proceed, leave, travel
1. MILPERSMAN 3. Travel, proceed, leave
2. NAVSUP P-727 4. Leave, proceed, travel
3. JFTR, Vol. 1
4. DOD FMR Vol 7 A
Rev. JAN 2011 AS 10—1
1
PS Basic: “Travel and Transportation”, Chapter 15, Assignment 10.
10-9. When utilizing commercial transportation 10-14. When determining constructed travel, the
for PCS travel, which of the following is transportation allowances are based on the
NOT a common carrier? carrier's required check-in time plus travel
time from home, office, or place travel
1. Bus actually began, and the carrier's scheduled
arrival time at the terminal plus travel time
2. POC
to home, office, or place travel actually
3. Railway ended.
4. Airlines
1. True
2. False
10-10. Which of the following is NOT usually an
expense incurred by members traveling
during PCS? 10-15. Lodging expenses are based on a single
room rate when a member uses
1. Lodging commercial lodging facilities not exceed the
locality maximum lodging rate
2. Civilian clothing
3. Transportation 1. True
4. Meal 2. False
10-11. Other than for transoceanic travel, PCS 10-16. Members who are retiring, transferring to
travel by privately owned conveyance the fleet reserve, separating, or being
(POC) is to the government’s advantage. discharged are NOT entitled to advance
travel.
1. True
2. False 1. True
2. False
10-12. A member may not be reimbursed for
miscellaneous expenses incurred while in a 10-17. Member’s transferring to the Fleet
travel status. Each claim for a Reserve who elects travel and
miscellaneous expense should be identified transportation allowance to a home of
on the travel voucher by date, quantity, selection must have their travel completed
service, cost, and other particulars so that within what maximum period after
the expense is understood. termination of active duty?
1. True 1. 12 months
2. False 2. 24 months
3. 36 months
10-13. What instruction contains complete
4. 6 months
details in the reimbursement of
miscellaneous expenses?
1. MILPERSMAN
2. JFTR, Vol. 1
3. DOD FMR Vol 7A
4. Navy PTG
Rev. JAN 2011 AS 10—2
10-18. A member may choose the days TLE is 10-22. Electronic funds transfer (EFT) is the
claimed when occupying temporary optional means by which a travel claim is
quarters on different days than the settled within the Department. Supervisors
dependent(s). The member’s dependent(s) should may also provide alternate methods
may occupy temporary QTRS on different of payment in limited situations where the
days, but TLE is determined as if lodgings traveler does not have access to an
were occupied on the same days; and the account at a financial institution that can
member should use available government receive EFT transmissions.
quarters (When government quarters are
available and other lodgings are used, 1. True
lodging reimbursement is limited to the
2. False
government quarters’ cost or locality
lodging rate, whichever is lower).
10-23. Travel claims are settled within what
1. True maximum working days after receipt in the
disbursing office or at the travel-processing
2. False
site?
10-19. Members should submit their travel 1. 10

voucher, orders, and all applicable receipts
2. 15
and supporting documentation within five
how many working days on completion of 3. 30
travel.
4. 45
1. 30
10-24. When there is a reasonable suspicion of
2. 25
a falsified expense (other than the cost of
3.15 lodging, meals or incidentals), the suspect
expense is allowed. When there is a
4. 5
reasonable suspicion of a falsified expense
for lodging, meals or incidentals, the
10-20. When submitting a travel voucher applicable per diem or actual expense
receipts are required for any reimbursable allowance (AEA) is denied for the entire
expenses in excess of what monetary day on which the suspected expense is
amount? claimed.
1. $25.00 1. True
2. $50.00 2. False
3. $75.00
4. $85.00 10-25. What amount of different functionalities
related to TDY travel is combined thru the
Defense Travel System (DTS)?
10-21. Members must return unused tickets to
the CTO utilizing what form? 1. Two
2. Four
1. DD Form 1131
3. Six
2. SF-1170
4. Eight
3. DD Form 2789
4. DD Form 139
Rev. JAN 2011 AS 10—3
10-26. Claims for reimbursement of travel

expenses on a claim for reimbursement for
expenditures on official business are
submitted on what form?
1. DD Form 2789
2. DD Form 2659
3. DD Form 139
4. Standard form 1164
Rev. JAN 2011 AS 10—4

Assignment 11
Textbook Assignment: "Appropriation Accounting”, Chapter 16 & “Navy Reserves”, Chapter 17.
11-1. Funds authorized by Congress for use by 11-5. What is the period for the third quarter in a
the various government departments are fiscal year?
separated into broad categories called?
1. 1 October to 31 December
1. Appropriations
2. 1 January to 31 March
2. Expenditures
3. 1 April to 30 June
3. Budget
4. 1 July to 30 September
4. Fiscal
11-6. What is the period for the fourth quarter in
11-2. For the operation of ships and other fleet a fiscal year?
units, the funds are further subdivided into
what category? 1. 1 October to 31 December
1. Appropriation accounting
3. 1 April to 30 June
2. Expenditures
3. Budget
4. Operating Targets (OPTARs)
11-7. What is the period for the second quarter
in a fiscal year?
11-3. The fiscal year (FY) of the federal
government is the period beginning 1 1. 1 October to 31 December
October and ending 30 September of the
following calendar year. The fiscal year is
designated by the calendar year in which it 3. 1 April to 30 June
ends.
1. True
11-8. What is the period for the first quarter in a
2. False
fiscal year?
11-4. How many fiscal quarters are there in a 1. 1 October to 31 December

fiscal year?
1. 1 3. 1 April to 30 June
2. 2 4. 1 July to 30 September
3. 3
4. 4
Rev. JAN 2011 AS 11—1
1
PS Basic: “"Appropriation Accounting”, Chapter 16 & “Navy Reserves”, Chapter 17, Assignment 11.
11-9. What authority uses various types of public 11-13. What appropriations are available for
vouchers to pay for materials, services and incurring obligations until exhausted or until
payrolls based upon supporting the purpose for which they are designated
documentation from commands? is carried out?
1. Navy Supply Systems Command 1. Multiple year

(NAVSUP)
2. Continuing
2. Disbursing Officer
3. Fiscal
3. Personnel Officer
4. Annual
4. Chief of Naval Supply
11-14. Military construction and procurement
11-10. What authority distributes material and accounts are examples of what
services throughout the Navy? appropriation?
1. Navy Supply Systems Command 1. Multiple year

(NAVSUP)
2. Continuing
2. Disbursing officer
3. Fiscal
4. Annual
4. Chief of Naval Supply
11-15. Which of the following terms does not
11-11. As a PS, you will normally encounter how designate the status or availability of
many types of appropriations in your work? appropriations?
1. 1 1. Continuing
2. 2 2. Expired
3. 3 3. Lapse
4. 4 4. Current
11-12. What appropriation generally pays for the 11-16. Appropriations no longer available for
current maintenance expenses of the obligation but still available for two years for
Department of the Navy? disbursement to liquidate existing
obligations is known as?
1. Multiple year
1. Continuing
2. Continuing
2. Expired
3. Fiscal
3. Lapse
4. Annual
4. Current
Rev. JAN 2011 AS 11—2

11-17. Appropriations that are transferred to a 11-21. Which fund is one in which money is held
successor account in the treasury where in trust under a special agreement or an act
they remain available for liquidation of of Congress?
existing obligations are known as?
1. Trust
1. Continuing
2. Revolving
2. Expired
3. Sum
3. Lapsed
4. Special
4. Current
11-22. What instruction contains specific
11-18. When does a 10-digit appropriation guidance on creating the customer
symbol occur? identification code (CIC)?
1. Appropriation is transferred from one 1. MILPERSMAN

government agency to another
2. DOD FMR
2. Navy designation
3. End of fiscal year
4. End of budget fiscal year
11-23. What instruction contains specific
11-19. Funds are special sums of money or guidance on creating the customer
other resources, such as appropriations, identification code (CIC)?
that Congress sets aside for specific
purposes. Funds differ from appropriations; 1. MILPERSMAN
funds are usually permanent in nature
2. DOD FMR
unless revoked by Congress.
1. True 4. BUPERSINST 7040.6 (series)
2. False
11-24. How many characters does a cost code
11-20. Which fund is used to set up to provide contain?
working capital to procure materials and
services? 1. 6
2. 12
1. Trust
3. 18
2. Revolving
4. 24
3. Sum
4. Special
Rev. JAN 2011 AS 11—3

11-25. Which of the following does not describe 11-29. UICs are employed as the primary
the purpose of functional account numbers identifier in both the internal Department
(FAN)? of the Navy systems and the standard
Department of Defense systems. It is a
1. Project budget estimates five-character alphanumeric code. The
UICs on pay documents identify the ship
2. Develop cost information for effective
or activity to which the member is
use of appropriated funds
attached.
3. Compare the cost of performing work
between activities of the Navy 1. True
4. Appropriation accounting 2. False
11-26. What FAN major series indicates naval 11-30. The Department of the Navy (DON)
vessels? submits reports to higher authority of
transactions affecting the U.S. international
1. 1000 balance of payments (BOP). A two-digit
2. 4000 alpha identification country code identifies
the nation involved in a transaction that
3. 5000 affects the BOP.
4. 9000
1. True
11-27. What FAN major series indicates stores 2. False

manufacturing and repairs?
11-31. The Navy Reserves is an integral part of
1. 1000 the Navy’s operating force. Personnel
2. 4000 separating honorably from the Navy at their
Expiration of Active Obligated Service
3. 6000 (EAOS) must be made aware of the
4. 9000 benefits that may be derived as the result
of association with the Navy Reserves.
11-28. What FAN major series indicates stores? 1. True
1. 1000 2. False
2. 5000
11-32. The Navy Reserve is structured into the
3. 6000 same mission program of the regular Navy.
4. 9000 The Navy Reserve is under the command
of the Commander, Navy Reserve Forces
Command, with headquarters in Newport,
Rhode Island.
1. True
2. False
Rev. JAN 2011 AS 11—4

11-33. What is the minimum period for a drill for 11-37. Continued advancement is the same as
pay purposes? for active duty personnel with examinations
for E-4 through E-6 being given in February
1. 4 hrs and August. Selection Boards for E-7, E-8,
and E-9 selection board eligible candidates
2. 8 hrs
convene, as for active duty members,
3. 14 hrs except that they convene during different
months.
4. 18 hrs
1. True
11-34. Reservists assigned to a drill pay billet
2. False
receive one days basic pay for two drills
satisfactorily performed?
11-38. What instruction contains additional
1. True information concerning benefits which are
available to Navy Reserve Personnel?
2. False
11-35. What is the period after discharge that
members who reenlist and affiliate with a
reserve unit become entitled to a new issue 3. MILPERSMAN
of clothing?
4. NAVPERS 15878
1. 30 days
11-39. Qualified reservists are eligible to begin
2. 60 days
receiving retirement pay and other benefits
3. 90 days upon reaching what age?
4. 120 days
1. 50
2. 55
11-36. What is considered timely affiliation?
3. 60
1. Affiliation within 30 days after release 4. 65
from active
2. Affiliation within 60 days after release
11-40. To be credited with one year of qualifying
from active
service for retirement purposes a Navy
3. Affiliation within 90 days after release Reservist must earn what amount of
from active retirement points in an anniversary year?
4. Affiliation within 120 days after release
from active 1. 50
2. 55
3. 60
4. 65
Rev. JAN 2011 AS 11—5

11-41. An anniversary year is defined as the 11-45. What instruction outlines the specific
date of entry into the Navy Reserve to a guidance for waivers AT requirements?
date 365 days in the future provided there
is no break in service of over 24 hours. 1. COMNAVRESFORINST 1001.5 (series)
After a break of more than 24 hours, the
2. NAVPERS 15878
reentry date into Navy Reserve starts a
new anniversary year. 3. MILPERSMAN
1. True
2. False
11-46. Mobilization is the process of bringing the
armed services to a state of readiness for
11-42. How many points are awarded for each operational mission, contingencies,
day of active duty or AT/Active Duty for emergencies, or war. Mobilization includes
Training (ADT) including constructive travel the order to Active Duty of units and
time served? members of the Reserve component to
expand the Navy beyond its active force
1. 1 capability.
2. 2
1. True
3. 3
2. False
4. 4
11-47. What instruction outlines the involuntary
11-43. What is the maximum gratuitous points mobilization of retired USN, USNR, and
that can be credited for completion of Fleet Reserve personnel?
membership in an active status reserve
component during an anniversary year 1. COMNAVRESFORINST 1001.5 (series)
except for Standby Reserve?
2. NAVPERS 15878
1. 45 3. OPNAVINST 1300.19 (series)
2. 35 4. BUPERSINST 1001.39 (series)
3. 25
4. 15
11-48. Which source of manning mobilization
unit are trained to fulfill active requirement
11-44. Selected Reserve (SELRES) personnel
not to be confused with individual
must perform how many days of AT/ADT
augmentation (IA) billet requirements?
each fiscal year as scheduled by the unit
CO and per COMNAVRESFORCOM’s
1. Individual mobilization augmentee
annual Fiscal Year Policy Execution
Guidance notice? 2. Individual ready reserve
3. Standby reserve
1. 10-12
4. National guard
2. 21-23
3. 12-14
4. 15-17
Rev. JAN 2011 AS 11—6

11-49. Which source of manning mobilization 11-51. What year was the Uniformed Services
unit may be mobilized in time of war or Employment and Reemployment Rights Act
national emergency declared by Congress, (USERRA) created?
or when otherwise authorized by law?
1. 13 October 1775
1. Individual mobilization augmentee
2. 13 October 1975
2. Individual ready reserve
3. 13 October 1984
3. Standby reserve
4. 13 October 1994
4. National guard
11-50. What publication contains specific

guidance on the mobilization of standby
reserve personnel?

4. DOD Instruction 1235.12 (series)
Rev. JAN 2011 AS 11—7

Rev. JAN 2011 AS 11—8
7
APPENDIX I
PS ACRONYMS - BASIC
ACA Assignment Control Authority
ACDU Active Duty
ACE American Council on Education
ACIP Aviation Career Incentive Pay
ACN Activity Control Number
ADDU Additional Duty
ADSD Active Duty Service Date
ADSW Active Duty for Special Work
ADT Active Duty Training
ADV Advancement
AEA Actual Expense Allowance
AEF Advanced Electronics Field
AFTA Advanced First Term Avionics
AIP Assignment Incentive Pay
AO Administrative Officer; Authorizing Official
AOL Absent Over Leave
AOP Advices of Payment
AOS Additional Obligated Service
APOE Area Port of Embarkation
ARPR Annual Retirement Point Record
ASOSH Annual Statement of Service History
ASP Additional Special Pay
ASVAB Armed Services Vocational Aptitude Battery
AT Annual Training; Aviation Electronics Technician
ATM Automated Teller Machine
AWACS Airborne Warning and Control System
AWOL Absence Without Leave
BAH Basic Allowances for Housing
BAS Basic Allowance for Subsistence
BCP Board Certified Pay
BOL BUPERS Online
BOP Balance of Payment
BUMED Bureau of Medicine and Surgery
Rev. JAN 2011 Appendix I-1

PS Basic: Appendix I
BUPERS Bureau of Naval Personnel

CACO Casualty Assistance Calls Officer
CANTRAC Catalog of Nonresident Training Courses
CAP Command Advancement Program
CASI Clothing Allowance Special Initial
CHNAVPERS Chief of Naval Personnel
CEFIP Career Enlisted Flyer Incentive Pay
CIC Customer Identification Code
CIN Course Identification Number
CLEP College-level Examination Program
CNO Chief of Naval Operations
CNRC Commander, Navy Recruiting Command
CO Commanding Officer
COLA Cost of Living Allowance
COMIDEASFOR Commander, Middle East Force
COMNAVRESFOR Commander, Navy Reserve Force
COMPACFLT Commander, United States Pacific Fleet
COMPGEN Comptroller General of the United States
COMPSRON Commander, Maritime Propositioning Ships Squadron
COMSTANAVFORLANT Commander, Standing Naval Forces Atlantic
CONF Confinement
CONSUB Continuous Submarine
CONTRCNCLTNPAY Contract Cancellation Pay
CONUS Continental United States
COT Consecutive Overseas Tour
CPC Command PASS Coordinator
CPO Chief Petty Officer
CRA Clothing Replacement Allowance
CREO Career Reenlistment Objectives
CS Culinary Specialists
CSB Career Status Bonus
CSD Customer Service Desk
CSL Career Schools Listing
CSP Career Sea Pay
CSRB Critical Skills Retention Bonus
CV Collection Voucher

AII-2
CWO Chief Warrant Officer

DANTES Defense Activity for Non-Traditional Education Support
DBLTY SVRNC PAY Disability Severance Pay
DCNP Deputy Chief of Naval Personnel
DCS Defense Courier Service
DDP Dependent Dental Plan
DEERS Defense Enrollment Eligibility Reporting System
DEMO Demolition
DFAS Defense Finance and Accounting Service
DIEMS Date of Initial Entry to Military Services
DIFCREW Duty Involving Flying, Crew Member
DIFDEN Duty in a Flying Status Not Involving Flying
DIFOPS Duty in a Flying Status Involving Operational or Training Flights
DIFOT Duty in a Flying Status Involving Operational or Training Flights
DIFTECH Duty Involving Flying as a Technical Observer
DIFTEM Duty Involving Flying, Temporary Non-Crew Member
DISCH GRAT Discharge Gratuity
DJMS Defense Joint Military System
DLA Dislocation Allowance
DLAB Defense Language Aptitude Battery
DOD Department of Defense
DOL Department of Labor
DON Department of the Navy
DSN Defense Switched Network
DSSN Disbursing Station Symbol Number
DTMO Defense Travel Management Office
DTOD Defense Table of Official Distances
DTS Defense Travel System
DUINS Duty Under Instruction
DVNG PAY Diving Duty Pay
EAOS Expiration of Active Obligated Service
EB Enlistment Bonus
EDO Effective Date of Orders
EDVR Enlisted Distribution and Verification Reports
EFT Electronic Funds Transfer
EIC Earned Income Credit

AII-3
EML Environmental and Morale Leave

EOM End of Month
EREN Enlisted Reserve Enlistment
ESO Educational Services Office
ESR Electronic Service Record
ESVR Examination Status Verification Report
ETS Expiration Term of Service
FAN Functional Account Numbers
FAP Family Advocacy Program
FDP Foreign Duty Pay
FICA Federal Insurance Contribution Act
FID Format Identifier
FITW Federal Income Tax Withholding
FLPP Foreign Language Proficiency Pay
FLT DECK Flight Deck
FLTRES Fleet Reserve
FLY PAY Flying Duty Pay
FMR Financial Management Regulation
FMS Final Multiple Score
FORMAN Force Management System
FRB Federal Reserve Bank
FSA Family Separation Allowance
FSA-R Family Separation Allowance-Restricted
FSA-S Family Separation Allowance-Ships
FSA-T Family Separation Allowance-Temporary
FSGLI Family Service Member’s Group Life Insurance
FSSA Family Subsistence Supplemental Allowance
FTS Full Time Support
FY Fiscal year
GED General Educational Development
GENADMIN General Administrative
GTCC Government Travel Credit Card
GTR Government Transportation Request
GUARD Guaranteed Assignment Retention Detailing Program
HALO High-Altitude Low Opening
HDIP Hazardous Duty Incentive Pay

AII-4
HDP Hardship Duty Pay

HFP Hostile Fire Pay
HHG Household Goods
HI Hospital Insurance
HIV Human Immunodeficiency Virus
HOM Home of Record
HOS Home of Selection
HPPED Health Professional Pay Entry Date
HYT High-Year Tenure
IA Individual Augmentation
IBA Individually Billed Account
IDP Imminent Danger Pay
IDT Inactive Duty Training
IDTT Inactive Duty Training Travel
IHCA In the Hands of Civil Authorities
IMA Individual Mobilization Augmentee
INFO Information
IRR Individual Ready Reserve
IRS Internal Revenue Service
ISIC Immediate Superior in Command
ISP Incentive Special Pay
JCS Joint Chiefs of Staff
JFTR Joint Federal Travel Regulations
LAN Local Area Network
LCN Leave Control Number
LDO Limited Duty Officer
LES Leave and Earnings Statement
LSL Lump Sum Leave
LTA Local Training Authority
LV Leave
MALT Monetary Allowance In Lieu Of Transportation
MANMED Manual of the Medical Department
MCPO Master Chief Petty Officer
MCPON Master Chief Petty Officer of the Navy
MECP Medical Enlisted Commissioning Program
MIHA Move-in Housing Allowance

AII-5
MMPA Master Military Pay Account

MILPERSMAN Military Personnel Manual
MPF Military Personnel File
MPN Military Personnel, Navy
MSC IPP Medical Service Corps In-Service Procurement Program
MSGID Message Identifier
MSO Military Service Obligation
NAPS Naval Academy Preparatory School
NAVADMIN Navy Administrative Message
NAVCRUITRACOM Navy Recruit Training Command
NAVET Navy Veteran
NAVPTO Navy Passenger Transportation Office
NAVSUP Navy Supply Systems Command
NCP Navy College Program
NCPDLP Navy College Program Distance Learning Partnership
NEASOS Navy Enlisted Advancement Ordering System
NEC Navy enlisted classification
NETPDTC Naval Education and Training Professional Development and
Technology Center
NFQT Nuclear Field Qualification Test
NGCM Navy Good Conduct Medal
NITRIS Navy Integrated Training Resources and Administrative System
NJP Non-Judicial Punishment
NOB Not Observed
NOK Next of Kin
NOSC Navy Operational Support Center
NPC Navy Personnel Command
NRA Nonresident Alien
NRPC Naval Reserve Personnel Center
NRTC Nonresident Training Course
NSF Navy Stock Fund
NSIPS Navy Standard Integrated Personnel System
NTI Navy Travel Instructions
NTP Naval Telecommunications Procedures
NTS Non-temporary Storage
OBLISERV Obligated Service

AII-6
OCCSTDs Occupational Standards

OCONUS Outside Continental United States
OHA Overseas Housing Allowance
OIC Officer in Charge
OPED Other Pay Entry Date
OPINS Officer Personnel Information System
OPSUB Operational Submarine
OPTAR Operating Target
ORDMOD Order Modification
OSDR Overseas Screening Deficiency Report
OTC Officer Training Command
OTH Other Than Honorable
OTEIP Overseas Tour Extension Incentive Program
OTT Obligated Service to Train
PAA Pay Adjustment Authorization
PACE Program for Afloat College Education
PARA Parachute
PASS Pay/Personnel Administrative Support System
PCS Permanent Change of Station
PCSTO Permanent Change of Station Transfer Order
PDS Permanent Duty Station
PEBD Pay Entry Base Date
PEP Personnel Exchange Program
PFA Physical Fitness Assessment
PIM Performance Information Memorandum; Pre-Trained Individual
Manpower
PLEAD Place from which Entered Active Duty
PMA Personal Money Allowance; Performance Mark Average
PO Petty Officers
POC Privately Owned Conveyance
PQS Personnel Qualification Standards
PRD Projected Rotation Date
PRECERT Pre-certification
PRR Passenger Reservation Request
PS Personnel Specialist
PSD Personnel Support Detachment

AII-7
PST Prescribed Sea Tour

PT Proceed Time
PTG Procedures Training Guide
PTM Passenger Transportation Manual
PVs Public Vouchers
QOL Quality of Life
R&R Rest and Recuperation
RADO Reserve Active Duty Obligation
RCA Rating Change Authorization
READJMTPAY Readjustment Pay
RESCORE Recruiting Selective Conversion and Reenlistment
RESPON PAY Responsibilities Pay
RFAS Reserve Functional Area and Sex
RIK Ration in Kind
RPPO Repair Parts Petty Officer
RUAD Reserve Unit Assignment Document
SAAR System Authorization Access Request
SBE Selection Board Eligible
SCORE Selective Conversion and Reenlistment Program
SCPO Senior Chief Petty Officer
SDA Special Duty Assignments
SDAP Special Duty Assignment Pay
SECDEF Secretary of Defense
SECNAV Secretary of the Navy
SELRES Selected Reserve
SEPPAY Separation Pay
SGLI Service member’s Group Life Insurance
SITW State Income Tax Withholding
SKMC Sickness Resulting from Misconduct
SM Security Manager
SMART Sailor/Marine American Council on Education Registry Transcript
SNAP Supplemental Nutrition Assistance Program
SOC Service member’s Opportunity College
SOCNAV Service members Opportunity College Navy
SORM Standard Organization and Regulations Manual of the U.S. Navy
SOS Speed of Service

AII-8
SPEC Special
SPO Split Pay Option
SRB Selective Reenlistment Bonus
SR&R Special Rest and Recuperation
SSED Submarine Service Entry Date
SSN Social Security Number
SSPN Ship’s Store Profits, Navy
STA-21 Seaman to Admiral
STAR Selective Training and Reenlistment
STO Standard Transfer Order
SUBPAY Submarine Duty Pay
SVRNC PAY Severance Pay
TA Tuition Assistance
TAC Transportation Account Code
TAFMS Total Active Federal Military Service
TDRL Temporary Disability Retired List
TDY Temporary Duty
TED Terminal Eligibility Date
TEMADD Temporary Additional Duty
TEMADDINS Temporary Additional Duty Under Instruction
TEMDU Temporary Duty
TEMDUINS Temporary Duty Under Instruction
TFMMS Total Force Manpower Management System
TIR Time in Rate
TLA Temporary Lodging Allowance
TLE Temporary Lodging Expense
TOPS Transaction Online Processing System
TOSS Total Operational Submarine
TPU Transient Personnel Unit
TRAMAN Training Manual
TSCO Top Secret Control Officer
TSP Thrift Savings Plan
TT Travel Time
TYCOM Type Commander
UA Unauthorized Absence
UCMJ Uniform Code of Military Justice

AII-9
UIC Unit Identification Code

U.S. United States
USDA United States Department of Agriculture
USERRA Uniformed Services Employment and Reemployment Rights Act
USFFC U.S. Fleet Forces Command
USMAP United States Military Apprenticeship Program
USMTF U.S. Message Text Format
USNA United States Naval Academy
USNS United States Naval Ship
VHA Variable Housing Allowance
VPC Vehicle-Processing Center
VRR Veterans’ Reemployment Rights
VSP Variable Special Pay
VTU Volunteer Training Unit
WERR Web Enabled Record Review
WINIATS Integrated Automated Travel System for Windows
WO Warrant Officer
XO Executive Officer
YN Yeoman

AII-10
PS: Appendix II
APPENDIX II
REFERENCES USED TO DEVELOP THE TRAMAN

BUPERSINST 1001.39 (series), Administrative Procedures for Navy Reservists
BUPERSINST 1080.53 (series), Enlisted Distribution Verification Report Manual
BUPERSINST 1301.40 (series), Format and Procedures For Validation And Distribution Of
The Officer Distribution Control Report (ODCR)
BUPERSINST 1326.4 (series), Administration of Enlisted Flight Orders/Flight Pay
BUPERSINST 1430.16 (series), Advancement Manual for the Enlisted Personnel of
U.S. Navy and U.S. Navy Reserve
BUPERSINST 1610.10 (series), Navy Performance Evaluation System
BUPERSINST 1900.8 (series), Certificate of Release or Discharge From Active Duty (DD 214)
BUPERSINST 7040.6 (series), Financial Management Guide For Permanent Change Station
Travel (Active Duty Personnel)
BUPERSINST 7040.7 (series), Financial Management Guide For Permanent Change Station
Travel (Reserve Personnel)
COMNAVRESFORINST 1001.5 (series), Administrative Procedures For The Drilling Reserve
And Participating Members Of The Individual Ready Reserve (IRR)
DMRSMAN, The Diary Message Reporting System Users’ Manual
DOD Instruction 1235.12 (series), Accessing the Reserve Components (RC)
DODFMR Volume 1, DOD Financial Management Regulation 7000.14-R;
General Financial Management Information, Systems and Requirement
DODFMR Volume 7A, DOD Financial Management Regulation 7000.14-R;
Military Pay Policy and Procedures - Active Duty and Reserve Pay
DODFMR Volume 9, DOD Financial Management Regulation 7000.14-R;
Travel Policy and Procedures
DPSINST 5215.1(series), The Department of the Navy Directives Issuance System
Consolidated Subject Index
JFTR Volume 1, The Joint Federal Travel Regulation
NAVPERS 15560D, Naval Military Personnel Manual
NAVPERS 15665I, The United States Navy Uniform Regulations
NAVPERS 15878, The Bureau of Naval Personnel Career Counselor Handbook
NAVPERS 18068 Vol. 1, 2, The Manual of Navy Enlisted Manpower and Personnel
Classifications and Occupational Standards
Rev. JAN 2011 Appendix II-1

PS Basic: Appendix II
NAVMED P-117, The Manual of the Medical Department

NAVSO P-1459, U.S. Navy Travel Instructions
NAVY PTG, Navy Procedures Training Guide
NTP 3, Naval Telecommunications Procedures, Telecommunications Users Manual
OPNAVINST 1160.6 (series), The Enlisted Bonus and Special Duty Assignment Pay Programs
OPNAVINST 1160.8 (series), Selective Reenlistment Bonus (SRB) Program
OPNAVINST 1300.19 (series), Management And Mobilization Of Retired Navy Personnel
OPNAVINST 1300.14 (series), The Suitability Screening for Overseas Assignment
OPNAVINST 1414 (series), Enlisted Warfare Qualification Designation
OPNAVINST 1420.1 (series), Enlisted To Officer Commissioning Programs Application
Administrative Manual
OPNAVINST 1560.9 (series), Voluntary Education (VOLED) For Navy Sailors
OPNAVINST 1560.9 (series), Administration of the United services military apprenticeship
program (USMAP)
OPNAVINST 1740.3 (series), The Navy Sponsor Program
OPNAVINST 1900.1 (series), Navy Reserve Pre-Separation Counseling of Active Duty
Personnel
OPNAVINST 1900.4 (series), Separation Pay for Involuntary Separation from Active Duty
OPNAVINST 3120.32 (series), Standard Organization and Regulations of the U.S. Navy
OPNAVINST 4650.15 (series), Navy Passenger Transportation Manual
OPNAV M 5510.30, Department of the Navy Information and Personnel Security
Program Regulation
OPNAVINST 6110.1 (series), Navy Physical Readiness Program
OPNAVINST 7220.4 (series), Flight Deck Hazardous Duty Incentive Pay(FDHDIP)
OPNAVINST 7220.7 (series), Foreign Language Proficiency Bonus Program
OPNAVINST 7220.12 (series), Basic Allowance For Housing (BAH) Entitlements
OPNAVINST 7220.14 (series), Career Sea Pay And Career Sea Pay Premium
OPNAVINST 7220.15 (series), Submarine Duty Incentive Pay (SUBPAY) Program
OPNAVINST 7220.17 (series), Special Pay For Medical Corps, Dental Corps, Medical
Service Corps, And Nurse Corps Officers
SECNAV M- 5212.5, Navy and Marine Corps Records Disposition Manual
SECNAV M- 5216.5, Correspondence Manual
SECNAVINST 7220.6 (series), Foreign Language Proficiency Bonus Program
Rev. JAN 2011 II-2
INDEX-2

NAVEDTRA 15006 Personnel Specialist (PS) Basic

Uploaded by

Copyright:

Available Formats

NAVEDTRA 15006 Personnel Specialist (PS) Basic

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

NAVEDTRA 15006 Personnel Specialist (PS) Basic

Uploaded by

Copyright:

Available Formats

PERSONNEL SPECIALIST

NOTICE: For content issues, contact the servicing Center of Excellence:

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

Rev JAN 2011 i

"I am a United States Sailor.

I will support and defend the Constitution

I represent the fighting spirit of the Navy

I proudly serve my country's Navy combat

I am committed to excellence and the fair

Rev JAN 2011 ii

GUARDIAN OF OUR COUNTRY

WE SERVE WITH HONOR, COURAGE, AND COMMITMENT

THE FUTURE OF THE NAVY

Rev JAN 2011 iii

PSCS (SW/AW) Patricia Aughtry USS George H W Bush CVN-77

PSCS (SW) Philip Gervase III COMNAVSURFLANT

PSC (SW) Donabelle Castro PSD Oceana, CSD Dam Neck

PSC (SW/AW) Alexandria Dyer CSS Learning Site San Diego

PSC (AW) Jenn-Mei Elliott CNP

PSC (SW/AW) Rodolfo Espino ATGPAC, San Diego

PSC (AW/SW) Nadine Galazka PSD Afloat, ATL

PSC(SW/AW) Anson Page CNRFC Norfolk

PSC (SW/AW) Brijin Shelton U.S. Fleet Forces

PSC (EXW/SW) Newtin Solomon CNRFC Norfolk

PSC (SW/AW) Robert Stockton NTTC Meridian, MS

PSC (SW/AW) Montano Tubes Jr. FISC San Diego

PSC (SW) Norman Weaver USS Enterprise CVN-65

PS1 (AW) Lester Allen PSD Oceana

PS1 (SW/AW) Roger Blake USS Ronald Reagan CVN-76

PS1 (SW) Anton Fitz NRMA RCC MidLant

PS1 (SW) Michelle Fortener FISC Norfolk

PS1 (SW/AW) Monika Hodgson CVW-1

PS1 (SW/AW) Lorena Ramirez COMNAVSURFOR

PS1 (SCW) Shawn Valdivia NRPEO

Rev JAN 2011 iii

Ms. Nancy Hinson CSS

Mr. Samuel Jean NPPSC

Mr. Richard Price NRTC Model Manager/Conference Facilitator

Ms. Jackie Cayer Editor

Mr. Richard Rangel Editor

PSC (SW) Horace White CSS Training Manager

Rev JAN 2011 v

INSTRUCTIONS FOR TAKING THE COURSE ASSIGNMENTS

Rev JAN 2011 vi

SUBMITTING YOUR ASSIGNMENTS

Grading on the Internet: Advantages to Internet grading are as follows:

Rev JAN 2011 vii

PASS/FAIL ASSIGNMENT PROCEDURES

Rev JAN 2011 viii

For subject matter questions:

Contact the Center for Service Support, Newport, RI

Phone: 401-841-1057 or DSN 841-1057

For enrollment, shipping, grading, or completion letter questions:

Phone: Toll Free 1-877-264-8583

(Do NOT fax answer sheets.)

Rev JAN 2011 ix

NAVEDTRA: ___15006___________________Date: _______________________________

We need some information about you:

Rate/Rank and Name: _______________________________________________________

Street Address: _____________________________________________________________

NAVEDTRA: _15006_Date: _______________

Email Address: ___ DSN: _