RTTUZYUW RHOIAAA0001 2212218-UUUU--RHSSSUU. ZNR UUUUU R 092217Z AUG 19 FM CNO WASHINGTON DC//N1// TO NAVADMIN INFO CNO WASHINGTON DC//N1// BT UNCLAS NAVADMIN 188/19 MSGID/GENADMIN/CNO WASHINGTON DC/N1/AUG// SUBJ/ACHIEVING BEST-EVER PERFORMANCE// REF/A/MSG/CNO/071131ZAUG19/NOTAL// AMPN/REF A IS PERSONAL FOR MESSAGE ACHIEVING BEST-EVER PERFORMANCE.// RMKS/1. As the Chief of Naval Operations (CNO) emphasized in reference (a), achieving best-ever operational performance from our Sailors and our teams requires an enduring commitment to achieving a strong character and professional expertise. This includes an unrelenting focus on demonstrating signature behaviors, actions that build both individual and team excellence. Consistent with efforts to strengthen our Culture of Excellence and reaffirm our high standards, the CNO recently directed a comprehensive review of how we assess, address and report when our shipmates behave contrary to the core values of the Navy. This review is complete and highlighted areas requiring additional focus and improvement. 2. Working with stakeholders from across the Navy, the N1 team is working aggressively to deliver to the Fleet the policies, authorities and tools that support the three overarching principles that the CNO addressed in reference (a): a. Maintaining justice and respect for all Sailors, while ensuring due process. b. Consistency in reporting and acting across the Navy. This includes both the standards we maintain and timeliness of reports and actions. c. Delegation of authority to the lowest capable and appropriate levels - ideally to commanders and commanding officers (CO). 3. Consistent with observing the principles above, we will work to improve the agility of the system so we can act in a decisive and timely manner. Commanders and COs are best-positioned to understand the facts and pertinent aspects of a case, thereby ensuring timely and thoughtful action, and the best interests of the Navy, the command and individuals involved. As such, many forthcoming changes provide local leadership greater ability to act justly and swiftly to reach a decision, while preserving due process. 4. The following changes were developed by a team of stakeholders from across the Navy and were reviewed and approved by the CNO and the Secretary of the Navy. Specific policy and process details are now undergoing full review by appropriate stakeholders prior to implementation over the next few months. a. Documentation of Enlisted Non-Judicial Punishment (NJP). MILPERSMAN 1626-020, Enlisted Service Record Entries, is being revised to standardize NJP reporting. You will soon see guidance directing the documentation of all enlisted NJP results via the Report and Disposition of Offenses Form(NAVPERS Form 1626/7), to ensure consistency of reporting and proper recording of NJP results in the Official Military Personnel File (OMPF) Field Code 38. b. Administrative Letter of Reprimand (ALOR). Once implemented, the ALOR will provide the ability to document misconduct or poor character in the record of an officer or enlisted Sailor without imposition of NJP, providing an accountability tool for instances in which misconduct merits official documentation, but punitive action is not feasible or appropriate under the circumstances. We are in the early stages of developing this tool, leveraging lessons learned from the Army and Air Force. c. Report of No Misconduct. We are developing a policy that will require commanders and COs to submit a Report of No Misconduct in cases in which an incident or investigation occurs that could otherwise cause potentially negative administrative consequences, but in which the commander/CO has determined, based on a thorough review of the evidence, that misconduct did not occur. Submission of a thorough and accurate Report of No Misconduct may prevent an unnecessary promotion withhold or delay. Examples for when this tool may apply include a law enforcement investigation for which a convening authority finds no substantiated misconduct or a security incident report generated for non-misconduct reasons. d. Reporting of Security Incidents. We are revising MILPERSMAN 1611-010, Officer Performance, and MILPERSMAN 1616-040, Enlisted Performance, to require parallel reporting to include Navy Personnel Command (NPC) when submitting a security incident report involving Sailors in pay grades E6 and above. In cases in which there is no substantiated misconduct, this report, coupled with the Report of No Misconduct, may prevent the need for unnecessary withhold or delay actions triggered during post-selection board reviews. e. Reporting Tools. Efforts are underway to streamline the misconduct and unsatisfactory performance reporting process by providing fillable forms in lieu of current letter templates. This is an interim measure until command-level access to an authoritative data environment with automated routing capabilities eliminates manual processes and paper forms. f. Officer and Enlisted Administrative Separation (ADSEP). We are revising policy to expand commanders and COs authority to use notification procedures for mandatory processing cases that currently require board procedures and to authorize conditional waivers, which will reduce processing times for the most common types of ADSEPs, e.g., unlawful drug use. Sailors facing an ADSEP Board or Board of Inquiry (BOI) will also be able to request consideration of a waiver of the board in exchange for a General (under Honorable conditions) characterization of service. g. Separation By Reason of Best Interest of the Service (BIOTS). MILPERSMAN 1910-164 has been revised effective 13 July 2019 expanding the BIOTS authority. h. Delegation of Show Cause Authority. Authority to require an officer to show cause for retention in the naval service will be delegated to flag officers who hold General Court-Martial Convening Authority and who are supported by a staff judge advocate. Disapproval of show cause for cases of substantiated misconduct or substandard performance will remain with NPC. Delegation will not alter or eliminate due process protections, but will lead to timelier processing of these cases. i. BOI Panel Membership. We are evaluating the use of standing BOI membership panels (1-3 months in duration) to optimize the process. We will conduct a regional pilot to validate the concept before exploring Fleet-wide implementation. j. Reserve Matters. An assessment is underway to expand Career Waypoints as the program management tool for Reserve reenlistments. This will align Reserve and Active Component reenlistment policy, and provide a necessary step before fully integrating the Career Waypoints process into the future detailing marketplace. We will expand screening requirements to ensure an appropriate assessment of substantiated misconduct is included in the process for those seeking to transition from the Reserve to the Active Component or between Reserve Component categories. 5. Resources. As underlying regulations are updated to reflect policy and process changes, they will be summarized in a user- friendly format via https://www.jag.navy.mil/documents/NJS/Quickman.pdf. All senior leaders, legal officers and staff judge advocates should use this site to access these resources. 6. Our continuing drive towards a Culture of Excellence requires that we maintain an unrelenting focus on demonstration of our signature behaviors, to engender trust and confidence within our ranks and with the American people. We are entrusted to maintain high standards of character and professional competence, and each commander and CO is responsible and accountable to ensure our processes reinforce this mandate. Measures presented in this message will help our Navy achieve best-ever performance, becoming more effective and lethal as individuals and teams. 7. Released by Vice Admiral John B. Nowell, Jr, N1.// BT #0001 NNNN UNCLASSIFIED//