FITREPs
From CNP: July Navy Career News
The latest Sailor-to-Sailor newsletter is here! Your monthly source for key career updates, leadership messages, and policy changes that directly impact you and your Sailors.
This month’s highlights:
– Billet-Based Advancement: Ensure your Sailors know whether NWAE or RKE is required for their advancement
– NAVFIT98A Update: Apply the latest guidance, including the new Chief Evaluation User Guide
– Boost ASVAB Scores: Share tips to help your Sailors expand career opportunities
Access the full newsletter here: https://dvidshub.net/r/ihhsjm
Leaders: Help spread the word! Print a copy for your shop’s bulletin board, share during quarters, or forward this email to your teams.
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Language for Writing Your FITREPs
One of the most popular posts of all time is when I took a promotion board precept and convening order and pulled out all the language so it could be used to write FITREPs. Last year I did the same thing with a promotion board precept. Here is an updated pull from the FY26 O6 promotion board convening order:
“a commitment to operational excellence and continual performance improvement”
“character, as evidenced by the presence of the four core attributes of integrity, accountability, initiative,
and toughness”
“adhere to Navy and Department of Defense (DoD) ethical standards , are physically fit, and demonstrate loyalty to the Navy Core Values”
“a readiness for leading and solving problems at larger and larger scales”
“reflect Navy Core Values: Honor, accountability for behavior, mindful of the privilege to serve our fellow Americans; Courage, the moral and mental strength to do what is right, with confidence and resolution
even in the face of temptation or adversity; and Commitment, joining together as a team to improve the quality of our work, our people, and ourselves”
“foundation of Navy Core Values”
“a mindset of continuous self-improvement, a desire to Get Real, Get Better every day. This includes the ability to self-assess, to be absolutely honest, humble, and transparent in determining the actual performance of themselves and their teams; self-correct, to apply problem solving frameworks to
pursue root cause and solve the Navy’ s hardest problems in a lasting way; and always learn, to pursue knowledge and apply learning from varied sources in order to make themselves and their teams better”
“ability to build teams and rapidly collaborate across organizations to solve problems and achieve lasting outcomes.”
“creating opportunities to remove barriers to individual, team, and Navy warfighting excellence”
“proven and sustained superior performance in command or other leadership positions in difficult and challenging assignments”
“contributions to warfighters and warfighting through successful performance and leadership in combat conditions”
“seize absolute ownership of their assigned mission and all that goes into its accomplishment. A command’s mission is absolutely essential to the Navy’s ability to fight and win. Look for those officers that imbue this belief in their team. Look for those that take fierce pride in this obligation. Select the officers that are the example their team reflects and those that embody humility, selflessness, and
complete transparency”
“relentless in building a culture of the highest character and a tough, resilient team that wins”
“seek those officers that acknowledge the value of every Sailor and civilian. Consider those that take care of themselves and their teammates. Seek those that always do the right thing, especially when it is hard. Consider those that keep close watch on their own mental, physical, and emotional health, and the health of those they lead”
“an unrelenting commitment to operational excellence”
“mastery of the skills critical to naval warfare”
“service and superior performance on operational fleet and subordinate command staffs”
“the ability to self-assess and self-correct”
“using a Get Real, Get Better mindset every day”
“the ability to develop a culture of learning in the teams they are called to lead, embracing meaningful feedback as an opportunity to get better”
“operational excellence and increasing education, and exposure to strategic concepts”
“the ability to outthink and outfight all competitors and adversaries”
“seek opportunities to broaden their cultural awareness through experiences and education to enable better communication in a global operating environment”
“think creatively, develop new ideas, take prudent risks, and deliver superior outcomes
“build great teams that innovate as they manage risk and ensure standards”
“prepared for decentralized operations”
“demonstrate the four core attributes that guide our decisions and actions: integrity, accountability, initiative, and toughness. Integrity may be demonstrated as an individual or as a team member by displaying conduct that is upright, honorable, and by working to strengthen the resolve of their peers, superiors, and subordinates. Accountability may be demonstrated by achieving and maintaining
high standards, honestly assessing progress, and adjusting as required. Officers demonstrate initiative by taking ownership, acting to the limit of their authorities, and looking at new ideas with an open mind. Toughness can mean marshalling all sources of strength and resilience, including rigorous training;
encouraging the fighting spirit of our people; and providing steadfast support to our families. Officers who demonstrate these core attributes ensure the Navy remains the world’s finest navy and deserve your careful consideration when selecting officers who are best and fully qualified”
“builds strong culture and teams while achieving measurable outcomes”
“relentlessly builds a culture of the highest character – a tough, resilient team that wins.”
“acknowledges and honors the value of every Sailor and civilian”
“takes care of themselves and their teammates”
“leads with humility, with the ability to self-assess”
“always does the right thing , especially when it is hard”
“keeps close watch on their own mental, physical, and emotional health, and the health of those they lead”
“build on our Core Values of commitment in how they demonstrate a Get Real, Get Better mindset; use data-driven insights; master the skills critical to naval warfare; and act transparently in how they receive feedback from seniors, peers, and subordinates alike”
“is loyal to and behaves consistently with the Navy’s Core Values”
“actively pursue what is right and behave consistently with the Navy’s Core Values”
“demonstrate consistency between the Navy’ s Core Values and their on- and off- duty behavior”
“Championing a Culture of Excellence”
“deliberate in how they build great people, leaders, and teams. This is demonstrated through emotional intelligence, self-awareness, and investing in their people’s needs”
“excelled in their knowledge of the political-military affairs and U. S. strategic interests in the Indo-
Pacific region, and operational contingency planning for Indo-Pacific war plans”
“inspire and deliver results in complex and challenging environments”
“exceptionally high operational and clinical professional competence”
“critical thinking skills to analyze any situation and are willing to make risk informed decisions that address the root cause of any problem”
“able to succinctly articulate their findings and actions to patients and/or senior leaders depending on their professional practice”
“must engage all stakeholders to help create and communicate Navy Medicine’s vision, as well as build, empower and motivate teams to accomplish that vision”
“understand the balance of readiness and operational requirements”
“have the courage to stand on principles and demonstrate a clear potential to lead the Navy of the future”
“recognize talent and mentor, coach, and develop juniors, then build the environment in which subordinates can thrive through instilling trust and confidence by subordinates”
“understand and use best clinical practices, business tools, and operational risk management in ensuring the readiness of our operating forces so they are healthy and on the job”
“clearly understand Navy Medicine’s obligation to support the Fleet, Marine Corps, and Joint Force and demonstrate the capacity to meet the challenges of our commitment to maritime superiority”
“demonstrate proven leadership within their operational, clinical, educational, scientific, and other specialty communities”
“proven leadership experience”
“demonstrated experience and expertise across the spectrum of military medicine, especially inclusive of operational experience and operational platforms”
“experience and expertise with the intersection of the strategic and tactical issues in provision of military healthcare through experience in headquarters or other associated DoD agencies”
“The qualities of effective martial leadership, including initiative, innovation, and concern for subordinates, are indicators that an officer is prepared for the increased responsibility of promotion”
Updated FITREP Instruction
The FITREP instruction was just updated and is at the end of this post. Before we get to the file, below is a summary of changes that was e-mailed out by PERS. I will eventually update my FITREP guidance, but that will take a little bit. Here is the summary:
The Navy Performance Evaluation System (BUPERSINST 1610.10G) has been updated, effective 28 January 2025. These updates are designed to improve our evaluation process (see attached). Below are the key changes and action items to ensure compliance with the new policy:
Key Updates:
1. Performance Expectation Meetings
• Supervisors must conduct a performance expectation meeting within 30 days of a member’s check-in or previous evaluation date.
• Ensures clear expectations are set for performance evaluations.
2. New Narrative Requirements for Evaluations
• Sexual Assault Prevention and Response (SAPR) Assessment:
• Required narrative in evaluations of all E-4 and above, CPOs, and officers.
• Focus on command climate and handling of sexual harassment/assault cases.
• Get Real Get Better (GRGB) Comments:
• Now required for O-5/O-6 commanding officers and encouraged for all.
3. Terminology Changes
• “Full-Time Support (FTS)” is now “Training and Administration of the Reserves (TAR).”
• “Active Duty for Special Work (ADSW)” is now “Active Duty for Operational Support (ADOS).”
4. Warfighting & Mobilization Readiness in Evaluations
• Reserve Component (RC) reports must include warfighting readiness assessments and mobilization capability.
5. Senior Enlisted Reporting Changes
• MCPON, Fleet/Force Master Chiefs, and CMDCMs reporting to flag/general officers no longer require periodic or detachment reports.
6. Officer Evaluations for Academic Institutions
• Officers at academic institutions must now include career recommendations in their FITREPs.
7. Physical Fitness Assessment (PFA) Updates
• Block 20 codes updated to reflect the latest Body Composition Assessment (BCA) and Physical Readiness Test (PRT) policies.
Action Required:
• Supervisors must conduct performance expectation meetings within 30 days of check-in or last evaluation.
• Ensure SAPR and GRGB narratives are included where required.
• Update terminology (FTS → TAR, ADSW → ADOS) in all command documents.
• Incorporate warfighting readiness assessments into Reserve Component evaluations.
• MCPON, Fleet/Force and CMDCM reports should comply with new reporting exemptions.
• Verify compliance with updated PFA codes in performance evaluations.
Discontinuation of eNAVFIT
CLASSIFICATION: UNCLASSIFIED// ROUTINE R 221709Z JAN 25 MID120001696899U FM CNO WASHINGTON DC TO NAVADMIN INFO CNO WASHINGTON DC BT UNCLAS NAVADMIN 012/25 PASS TO OFFICE CODES: FM CNO WASHINGTON DC//N1// INFO CNO WASHINGTON DC//N1// MSGID/GENADMIN/CNO WASHINGTON DC/N1/JAN// SUBJ/NAVFIT MODERNIZATION (CORRECTED COPY)// REF/A/MSG/CNO WASHINGTON DC/201951ZNOV23// AMPN/REF A IS NAVADMIN 279/23, NAVFIT98A AVAILABILITY AS ALTERNATIVE TO ENAVFIT. RMKS/1. This NAVADMIN announces the discontinuation of eNavFit and the modernization of NAVFIT98A for all Navy performance evaluations and fitness reports. The NAVFIT modernization will meet the performance evaluation needs of Sailors at sea and ashore. The modernization updates include NAVFIT98A functionality in Microsoft Office 365 (O365) and auto-validation tools to reduce submission errors and rejection rates. It is scheduled to incorporate the upcoming revised Chief Petty Officer Evaluation in the spring of 2025. 2. Effective 1 May 2025, eNavFit will no longer be available for Fleet use. Thanks to the valuable feedback from Sailors and a culture of learning throughout eNavFit development, the Navy is able to consolidate performance evaluation needs and services into a single platform: a modernized and more capable NAVFIT98A. 3. Commands should not start any evaluations or fitness reports in eNavFit after 15 March 2025 and must ensure all eNavFit performance appraisals are completed and submitted to Performance Evaluations Division Director (PERS- 32) before 15 April 2025. 4. NAVFIT98A version 32 is being released Fleet-wide in January 2025 and will be compatible with both O365 and all workstations used by Sailors Service-wide. 5. Beginning 1 April 2025, all evaluations and fitness reports are to be completed in NAVFIT98A version 32. This new version combines the useful functionality of eNavFit, making it more user-friendly. It also contains updated business rules that will significantly reduce the number of rejected reports received by Navy Personnel Command. 6. For questions concerning NAVFIT98A, contact the MyNavy Career Center at (833) 833-6622 or via e-mail at askmncc@navy.mil. 7. This NAVADMIN will remain in effect until superseded or cancelled, whichever occurs first. 8. Released by Vice Admiral Richard J. Cheeseman, Jr., N1.// BT #0001 NNNN CLASSIFICATION: UNCLASSIFIED//
Updated FITREP Prep Now in The Wealthy Captain: Your Guide to Becoming One
The latest version of my fitness report (FITREP) preparation guidance, which was updated for eNAVFIT, can now be found in Chapter 3 of The Wealthy Captain: Your Guide to Becoming One.
Military Services Need More Training, Better Feedback on Officer Evaluations Critical for Promotions, Watchdog Says
Maybe somebody should start a blog about this stuff…
Language for Your FITREPs from the FY25 Promotion Board Precept
One of my most popular posts of all time remains a 2016 deconstruction of the promotion board precept and LCDR convening order to find language to use in your fitness reports (FITREPs). As the FY25 promotion boards kick off, here is the language that I think could be useful in the FY25 promotion board precept, which is at the bottom of this post:
Paragraph 3. b.
“a broad spectrum of experiences, backgrounds, and perspectives”
“innovative and creative leaders”
“a mindset of continuous self-improvement”
“a desire to ‘Get Real, Get Better’ every day”
“show boldness”
“ability to think creatively, challenge assumptions, and take well-calculated risks to better prepare our Navy to win in combat”
Paragraph 4
“progressed in billet complexity, professional development, and leadership responsibility”
Paragraph 5. b.
“excelled in their knowledge of the politico-military affairs, U.S. strategic interests in the Indo-Pacific region, and operational contingency planning for Indo-Pacific was plans”
Appendix B. 1. c. 7.
“a good example of virtue, honor, patriotism, and subordination”
“to promote and safeguard the morale, the physical well-being, and the general welfare of the officers and enlisted persons under their command or charge”
Here is the full precept:
November Navy Career News – From the Chief of Naval Personnel
Want to go home and help the Navy’s recruiting mission?
The Navy has updated the process and procedures for Navy recruiting assistance programs! Learn more about the programs and how to take part in the November editions of Sailor-to-Sailor.
See the November Sailor-to-Sailor here:
dvidshub.net/r/unbq9f
Your navy career news for the month of November is inside – announcements include:
– High-Year Tenure Plus Pilot Program extension
– Dependent Care Flexibility Spending Account for Military
– NAVFIT 98 Availability as Alternative to eNavFit
– Physical Readiness Program Update for 2024
Joel Schofer's Career Planning Blog 