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board is directed to identify and list those candidates. This  list  includes  the  candidate’s  name,  activity, reporting   senior,   and   concise   summary   of circumstances.  Depending on the circumstances, such candidates  will  either  be  referred  to  the  Quality Control  Review  Board  or  the  command  will  be identified  to  senior  echelon  commanders  for  action deemed appropriate. Preparing for the Selection Board Candidates should ensure their COMNAVPERS- COM  official  microfiche  records  and  enlisted summary  record  (ESR)  is  current,  complete,  and  in proper order.  Candidates should order a copy of their microfiche records and ESR from PERS-313C at least 6 months before the board convenes. They should then review their records carefully to ensure all pertinent information is included. Candidates should ensure their evaluations/fitness reports  are  typed  properly,  with  no  misspellings  or other typographical errors.   These errors are as much the responsibility of the candidates as the command. They  should  also  ensure  the  evaluation  covers  the correct period of time. Candidates should seek challenging assignments, increased responsibilities, and demanding and taxing leadership positions. Many candidates are content with a repetitive type of assignment.  They would increase their  advancement  opportunities  by  maintaining  a rotation of assignments. Before  evaluations/fitness  reports  are  written, candidates  should  submit  all  pertinent  information. Pertinent   information   should   include   special qualifications  earned  during  the  reporting  period, awards  received,  and  all  significant  professional achievements.     Candidates  should  list  educational achievements,  including  Navy  schools,  NRTCs,  and civilian-sponsored  courses  completed  during  the reporting  period.    They  should  also  list  collateral duties,  command  and  community  involvement,  and any other information candidate’s feel is noteworthy. An evaluation/fitness report should emphasize the person’s  ability,  potential,  and  willingness  to  accept positions  of  leadership  and  management.    It  should specifically  indicate  why  the  person  should  be advanced. Commanding  officers  should  ensure  marks  are assigned properly.   That enables selection boards to distinguish  the  top  runners  from  the  average candidates.  The top performers in a command should be ranked against their peers. Command master chiefs, senior chiefs, or command chiefs should take part in the  evaluation/fitness  report  process.     A  reliable evaluation  system  requires  the  coordination  and cooperation of the entire chain of command.  A good evaluation system, in turn, ensures a good promotion and selection process. Commands  should  ensure  all  evaluations  are proofread for accuracy.   Many times evaluations are incomplete,  which  creates  problems  for  selection boards.    Reconstruction  of  a  member’s  career  and performance is difficult enough without requiring the board  to  guess  about  areas  left  incomplete.  Since evaluation  comments  must  be  limited  to  the  space provided  (no  continuation  sheets  are  authorized), commands  should  use  clear  and  concise  language. They  should  not  use  unusual  abbreviations  or acronyms, particularly those developed locally or of a transitory nature. Q7.   Who  serves  as  the  president  on  an  E-8/9 selection board? Q8.   Who serves as the recorder on an E-8/9 selection board? Q9.   What   is   the   single   most   important   factor influencing selection to E-7, E-8, or E-9? Q10.   E-7, E-8, and E-9 candidates should ensure their Naval   Personnel   Command   (COMNAV- PERSCOM)  official  microfiche  records  and enlisted  summary  record  (ESR)  is  current, complete,  and  in  proper  order.  Candidates should order a copy of their microfiche records and  ESR  from  PERS-313C  at  least  how  many months before the board convenes? ADVANCEMENT PROGRAMS OTHER THAN NAVYWIDE EXAMINATIONS Learning Objectives:   Identify different methods and programs  of  advancement;  and  identify  programs  for obtaining a change in rate or rating. COMMAND ADVANCEMENT PROGRAM The  Command  Advancement  Program  (CAP), BUPERSINST  1430.17,  authorizes  commanding officers to advance a small percentage of their assigned enlisted  personnel  in  recognition  of  superior performance.   Personnel in paygrades E-3, E-4, and E-5 may be advanced to the next higher paygrade under 5-10

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