PDF version of CRM Chapter 4 Draft FRS for NECC Family Readiness Symposium.

1.
Chapter 4
Total Force Fitness
Throughout the Fleet Readiness Training Plan
“So in this total fitness, total health, how do you get at the
integration of the spiritual, the mental, the social, the physical,
etc,? What does it mean to us and what does it mean for families? It
is a readiness issue because, if you are not successful in that, you
are not ready to carry out your mission individually, as a unit, etc.”
Chairman of the Joint Chiefs of Staff, ADM Mike Mullen, December 9,
2009
1. Purpose. Service members are the most valuable asset in the
military for accomplishing the mission of defending our country. A
balance between Mission, Family, and Sailor is critical to overall
readiness. To attain this balance, it is insufficient to train only
the uniformed force. NECC affirms its commitment to educate, inform,
and train the family members who support, sustain, and motivate its
Sailors as well. This chapter outlines two concepts critical to
understanding how optimal family readiness is achieved – the Fleet
Readiness Training Plan (FRTP) and Total Force Fitness (TFF). The FRTP
provides the framework to understand activity within a command from
initial organization to post deployment and TFF provides 8 distinct
perspectives to consider when addressing readiness of Sailors and
their families.
2. Execution. Engaging families as a part of the command is a
concept that requires thorough planning to ensure that their needs are
addressed in every phase of a command’s life cycle. Outside of pre-
deployment briefs, welcome home celebrations or a “Family Day” picnic
most commands fail to develop the Military Family as an asset for
their Sailors and command mission. By incorporating families into the
four phase of the FRTP (maintenance, basic, integrated, sustainment)
COs will develop families under their command umbrella as they would
any other asset – through classes, training events, and vigilant
maintenance.
3. Fleet Readiness Training Plan (FRTP). The FRTP is the operational
lifecycle of a command. The FRTP dictates the operational tempo of a
command and what Sailors devote their talents and resources to during
any specific period of time. The FRTP consists of a four phase
operational cycle which includes Maintenance, Basic, Integrated, and
Sustainment. Since commands gain and lose personnel throughout the
calendar year, Sailors and families may join a command at any phase of
the FRTP. For this reason the CPFRP must be robust and responsive
enough to address the unique needs of individuals and families that
may temporarily be out of sync with the readiness of the command.

2.
Integrated Readiness FRTP Template
TIMELINE Active Component: 18-24 Months Reserve Component: 48 Months
Integrated/
PHASES Maintenance Basic Sustain >> Deployment <<
Advanced
Operational Personal Readiness
Redployment
Psy First Aid
Leadership
Transition
INTEGRATED READINESS
Ethics
Command Family Event
Operational Orientation
Pre-deployment Fair
Command Event
Operational Family Readiness
Family Event
Family Event
Networking
Shipmate
Return &
Reunion
4. Total Force Fitness (TFF). TFF is a model of eight human
conditions which must be considered and addressed throughout the
phases of the FRTP. No condition is more important than any other and
most issues of family readiness will include aspects of more than one
condition simultaneously. An effective CFRT will consider ways that
each condition might impact family readiness when developing a plan
for each FRTP phase. Throughout the entire FRTP Cycle Sailors and
their families are faced with multiple challenges that could be
“categorized” under one or many of the domains of the TFF model. The
TFF model is a planning tool that CFRT’s may use to assist its
development of a holistic, comprehensive, and effective approach to
Family Readiness.
To support the mission of a command, the Department of Defense has
developed a TFF model which applies to service members. NECC has
modified the model to apply to family members. The key to Total
Fitness is to provide Sailors, families, and CFRT’s with knowledge,
skills and tools from which health, resilience and optimal performance
can emerge:

3.
a. Physical Fitness. Physical Fitness is the ability to
physically accomplish all aspects of day-to-day requirements while
remaining healthy and uninjured. Physical fitness can be split into
four components: endurance, mobility, strength, and flexibility.
Examples: developing a healthy lifestyle with a hectic schedule.
b. Environmental Fitness. Environmental Fitness is the awareness
of and ability to adapt in any environment and withstand the multiple
stressors of a military lifestyle.
Examples: change of duty station and geographic location, cost of
living.
c. Medical Fitness. Medical Fitness is a condition of mental and
physical well-being as determined by medical standards.
Example: Exceptional family member support.
d. Spiritual Fitness. All individuals are spiritual beings.
Spiritual fitness refers to the ability of individuals to connect and
the command’s ability to address the variety of needs within a diverse
community.
Example: Family access to spiritual programs.

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e. Nutritional Fitness. Nutritional Fitness refers to the
provision and consumption of food in quantities, quality, and
proportions to enable daily performance and to protect against disease
or injury.
Example: Establishing and maintaining healthy eating pattern.
f. Psychological Fitness. Psychological fitness is the
integration and optimization of mental, emotional, and behavioral
abilities and capacities to optimize performance and strengthen the
resilience of Sailors and families.
Example: Operational Stress Continuum Training.
g. Behavioral Fitness. Behavioral health refers to the
relationship between an individual’s behavior and their positive or
negative health outcome.
Example: Children’s performance at school.
h. Social Fitness. Social fitness is the establishment of
stable, cohesive families that are integrated into the larger
community. Social cohesion is a strength multiplier.
Example: Vibrant, active and collaborative FRG.
5. TFF throughout the FRTP. The CFRT shall meet quarterly to discuss
the command FRTP and consider the eight components of TFF and consciously
decide how to integrate Family Readiness at each phase; keep in mind that
commands may have multiple elements within the command on various phases
of the FRTP. In these instances, the CFRT will make every effort to
insure all Sailors and their families are informed and supported
appropriately. The following paragraphs explain the general actions of a
command during each FRTP phase and the offers a description of
considerations for a CFRT:
a. FRTP Maintenance Phase. uring the Maintenance Phase the command
(or detachment) refits from a previous deployment; organizes and
identifies gaps in critical skill that are required before the command is
completely operationally ready. Commanding officers should use the
Maintenance Phase to assess the CRFT’s readiness to support families and
arrange training for new members and the CFRT as a whole. Available
resources are listed in Chapter 8. Some examples to consider in the
integration of TFF into the Maintenance phase of FRTP:
 Recruitment and Orientation training of Ombudsman and
FRGL if one is not already appointed
 Publish CO’s Intent for CFRP
 Develop plan for periodic spouse/family orientation
 COMPASS (refer families to FFSC)

5.
Selection Criteria and Planning Considerations for CFRT:
(1) Family Readiness Officer (FRO). In addition to appointment
criteria listed in Chapter Three, the FRO must be willing to communicate
with family members and official volunteers. They must be comfortable
with conveying the COs intent while being empathetic to the needs of
families. The FRO will often be called upon to support family events
after the duty day concludes, and they may be thrust into a family
demographic different then their own. Some things to consider are:
 Experience in the Command
 Other Collateral Assignment
 Communication Skills with Civilian Personnel/Family Members
 Ability to empathize with Command Families and vet their
concerns
 Willingness to “step up” in times of crisis or distress
(2) Command Ombudsman: The Command Ombudsman must be chosen with
great care. They must be willing to meet the needs of command families
and explain/support the operational requirements of the command mission.
An Ombudsman must be willing to listen to families without casting
judgment. Their conversations regarding requests for information should
be thorough as to not miss the root of an issue. An Ombudsman should
display a sense of “loyalty to the unit, the Commander, Sailors and their
Families”. The Command Ombudsman must also be willing to express
concerns or complaints from family members to the CO. The Ombudsman is
the Commander’s Liaison and the families’ advocate. Some things to
consider are:
 Experience as a Navy/NECC Spouse/loved one
 Understanding the mission requirements and impact on command
families
 Respect for all assigned personnel
 Communication skills
 Forward Leaning when caring for Command Families
(3) Family Readiness Group Volunteers. Commands should foster a
sense of unity by encouraging family members and spouses to be involved
with command functions and support organizations. The FRG is a separate
entity from the command, but offers a unique opportunity for
understanding and support. COs do not appoint FRG leaders. COs should
maintain oversight of FRG events and impact of the organization.
Volunteers should be self-motivated, accepting of all loved ones, and
willing to work together with command families. The CO is encouraged to
discuss goals and mission statements with FRG Leaders or Board Members –
as to promote a unified effort/understanding of Family Support.
(4) Command Resource Center (CRC). A Command Resource Center
will support both the CFRT and families within the command. Establish

6.
a CRC to centralize information and resource material distribution.
Update the information as often as possible and encourage Sailors and
families to submit information about resources they use.
b. FRTP Basic Phase: During the Basic Phase commands emphasize
development and mastery of individual skills required to complete a
mission. Unit self sufficiency and preparedness to integrate into a
more, complex, challenging organization are key objectives. Focus shifts
from CFRT organization to outreach to Sailors and families in the Basic
Phase. CFRTs work to establish a network that is capable of offering
support in any situation. The CFRTs are capable of developing the sense
of community. CFRTs should take every effort to include family members
in organized command sponsored events. CFRTs should utilize command
Morale Welfare and Recreation committee, Family Readiness Group,
Wardroom, Chiefs Mess, and First Class Petty Officer Association to
encourage a partnership between command organizations and families. Some
examples to consider in the integration of TFF into the basic phase of
FRTP:
 Command Indoctrination – include the spouses
 Mentorship Programs (COMPASS and CORE)
 Families Overcoming Under Stress Workshop(FOCUS)
 Command sponsored social events
 Other additional information and resources

Planning Considerations for CFRT:
(1) Invite family members to Command morale events. Include
them in celebratory messages and ceremonies; educate family members on
the Navy Core Values. Encourage Sailors to talk about WHY they have
chosen to take an Expeditionary path. It is much easier to respect a
decision if you can understand the motivation behind it. Utilize MWR,
FRG, Wardroom and Chiefs Mess to encourage a partnership between
Command organizations. Suggested events:
 MWR Events (burger burn, ultimate football, etc.)
 Family Day
 Command Olympics
 Retirements
 Promotions
 Awards Ceremonies
(2) Mission Awareness. It is important to clearly communicate
the mission requirements and risks associated with the Command
mission. A family who is prepared mentally for extended absences due
to training or deployment can better prepare for the resulting stress.
Knowledge can relieve some of this stress and anxiety. Commands
should explain training requirements, Operational Tempo (OPTEMPO),
living conditions, food and facilities available during deployment
(OPSEC permitting). Families should also be made aware of normal

7.
communication conditions during operations and following critical
incidents. Means of communication and availability should be shared
with families to avoid high expectations being met with low
capabilities.
c. FRTP Integrated Phase: The command prepares for operational
tasking by developing advanced skills and exercising at operations/
integration with other units. Pace and intensity of training
increases to challenge Sailors realistically. CFRTs should focus on
using the network established during the Basic Phase to ensure its
reliability. Command leadership should acknowledge the stress that
families face as training demands increase. Addressing issues via
CFRT during this phase ensures a better capacity to handle matters
properly during deployment. Commands should provide tools for Sailors
and their families to combat stress and the negative impact of high
optempo.
 Pre-deployment Briefing
 Quarterly spouse/family orientation
 Welcome briefs/Indoctrination
 Sailor and Family recall test
 Incorporate Family Preps into Disaster Preparedness
Drills
 Pre-Deployment Briefs
 Family Resiliency Training
 Operational Stress Control
 Operational Readiness Testing
Planning Considerations for CFRT Family “Fast Cruise”:
(1) If a ship has been in port for an extended period, the
commanding officer may practice the underway routine while the ship is
still moored to the pier to ensure all hands know their roles. This event
is referred to as a ‘Fast Cruise’. The Intermediate Phase is a perfect
time for the CFRTs to make a dry run or ‘fast cruise’ for deployment.
While the unit is away on exercises or training, the Ombudsman can
circulate information to the family, test the flow of communication, and
ensure the necessary resources for support are in place. This is also a
good time to offer the Family Pre-deployment informational brief because
it provides a long lead time for families to address issues rather than
waiting until a few weeks before deployment.
Test your network. It is far better to find faults in communication,
support, or engagement during this stage than in the middle of a real
deployment while the unit is engaged in combat operations. Test your
Family Readiness communications, network, and see what works and what
does not. Identify your strong members and who might need some
additional support during the deployment. See appendix (x) for a
checklist of suggested items to accomplish during this phase.
Command leadership should acknowledge the stress that Sailors and
families face when deploying and its impact. Commands should provide

8.
tools for Sailors and their families to combat stress and the negative
impact of deployments/high optempo. The readiness of a Sailor is
impacted by the readiness of their family.
(2) Integrated Training Events. Offer Spouse/Family
Orientation Quarterly - regardless of expected participation levels.
The CFRT should communicate the basic mission requirements and risks
associated with the mission (OPSEC permitting) during pre-deployment
events and welcome briefs. Sailors shall be encouraged to communicate
clearly with their spouses/family regarding risks and associated
dangers related to their mission/tasking.
(3) The Reality of Risk. It may be difficult for a Sailor to
answer their family’s questions regarding the risks associated with
their service. The CFRT should foster a climate of support and
understanding where Sailors are provided training on how best to
communicate with their spouses. Commands should pursue facilitated
training for its Sailors and their families to afford a structured
approach for Family Member education.
Family Care Plan. Tragically, there have been instances of a Sailor
losing their civilian spouse during deployment. The death of the
primary care giver to military children while the service member is
deployed or out of the area can lead to additional hardships for
surviving children/dependants. The CPFRP Family Care Plan is for all
Sailors and should be aggressively marketed. The Family Care Plan and
its components are beneficial to all Sailors and should not be limited
to those with children. The purpose of this document is to provide a
childcare plan should something happen to the Sailors civilian spouse
during deployment or geographic separation from the family.
d. Sustainment Phase: Commands or detachments will normally deploy
during the Sustainment Phase. Regardless of deployment status, the
Sustainment Phase is the longest and most challenging phase of the FRTP.
Commands must maintain readiness throughout in order to respond to
operational tasking. If a command deploys during this phase the CFRT is
divided and most rely on the communication paths and relationships built
during previous phases. Focus should be on emotional preparation for the
transition from home to deployment, deployment, and return. Some
examples to consider in the integration of TFF into the Sustainment phase
of FRTP:
 Establishes the family routine
 Last minute family issue and maintenance
 Mid-Deployment Morale Event
 Warrior Transition Program
 Welcome Home Event
 Families Overcoming Under Stress Workshop (FOCUS)
 Family Resiliency Training

9.
 Operational Stress Control
 Identifies the unique aspects of the post deployment period
establishing the “new normal”
Planning Considerations for CFRT:
(1) Our families should be in a similar state of readiness. It
should come as no surprise to any family member if the unit is called to
deploy early. All wills, powers of attorney, and pay issues should be
addressed and support people clearly identified. The Sailor and their
family should be prepared for an expeditionary deployment at any given
time. The goal is not just to have the families prepared with documents
but they should also be emotionally, psychologically and spiritually
prepared.
(2) The Sustainment Phase does not end when the deployment does,
but only after the unit officially enters into the Maintenance Phase and
begins the cycle all over again. While it is not likely, some units have
returned from deployment only to be tagged to redeploy (USS BATAAN –
Haiti 2011) or redirect to another mission because of their state of
readiness. This is an uncommon reality of the expeditionary service.
This phase focuses the FRTP on emotionally preparing Sailor’s and
families for the transition through the deployment cycle (pre-deployment,
departure, deployment, and reintegration).
6. Goal of an integrated FRTP/CPFRP. Ultimately, the goal is to get the
CFRTs to see the issues related to Family Readiness as part of their
Common Operating Picture. We want operators committed to Family
Readiness by being aware of the need to support family readiness events,
appointing the right people to the right positions, providing families
the right information at the right time during the FRTP, and ensuring
that there is a mechanism to assess how well the command supports its
families and improves those deliverables. The end vision: Family
Readiness integrated into Command Readiness. A ready command includes a
ready family.