also  be  made  part  of  the  enlisted  performance evaluaation report.  Again, documentation is a key factor  in  proper  recognition  of  awards  and performance  evaluation  reports.    When  receiving an  award,  such  as  a  medal,  letter  of  commenda- tion,  or  other  such  citation,  recipients  can  feel justly   proud   of   their   accomplishments. reporting period (dates                                                                    ) and was returned from liberty twice by the  shore  patrol  for  incidents  involing  alcohol abuse   (dates Or,  “RPSN  Smith  has  completed  all  assigned tasks  in  a  timely  manner  and  has  voluntarily stayed  late  four  times  (dates )  during  this  reporting  period  to assist  in  special  projects.” SPECIAL   EVALUATION   REPORTS The  periodic  performance  evaluation  report cannot  be  the  sole  method  of  advising  service members   of   their   performance.   Througout   the evaluation  period,  the  command  must  regularly counsel  members  in  regard  to  their  professional growth  and  development.  Positive  feedback should be provided, specific weaknesses discussed, and   suggestions   for   improvement   should   be delineated. Performance counseling is an integral part  of  the  evaluation  process  and  helps  subor- dinates  understand  the  purpose  and  significance of   the   performance   appraisal.   Commanding officers are urged to emphasize a constructive and continuing dialogue between reporing seniors and subordinates. (NOTE:  This is not to be confused with  pastoral  counseling  as  conducted  by  Navy chaplains.) To this end, division officers are most strongly  encouraged  to  submit  frequent  perform- ance  evalluation  reports  on  personnel  in  paygrades E-1  through  E-3.  Frequent  reports  will  serve  as an effective counseling aid. Frequent reports also provide  a  more  meaningful  summary  on  which commanding officers can base decisions regarding advancement   recommendfations,   striker   board selection,  reenlistment  code  assignment  recom- mendations,  and  so  forth. WORKING   RELATIONSHIPS There  may  be  cases  where  an  RPC  or  RP1 heads an RP staff and the command employs one or  more  civilian  employees.  In  such  cases,  position descriptions, guidance as to who is in charge, who works  for  whom,  and  so  forth,  will  be  provided by the Consolidatd Civilian Personnel Office, the command chaplain, and the commanding officer. Several  factors  may  affect  working  relation- ships in the office of the chaplain. Some of these factors  are  as  follows: Education  and  training  of  personnel assigned Experience  and  expertise  of  personnel assigned   Working conditions (equipment, facilities, working hours) Attitudes  of  personnel  assigned Another  function  of  the  special  performance evaluation  is  to  document  adverse  or  exceptional performance.   Performance   evaluation   reports, whether periodic or special, must be well thought out  and  not  presented  vindictively.  Nor  should these  reports  be  used  to  flatter  or  bribe  the ratee.  The  report  should  contain  factual  infor- mation.   Again,   documentation   cannot   be   over- emphasized.  For  example:  "Petty  Officer  Jones was   late   for   quarters   six   time   during   this In  the  development  of  smooth  and  harmo- nious working relationships, perhaps the last two factors  listed  above  are  the  most  influential. At a large shore installation, civilians maybe employed  as  director  of  religious  education, secretaries,  custodians,  and  receptionists.  Also, members  of  the  chapel  council  (if  one  exists),  Sun- day School teachers, and other civilian volunteers may participate regularly in the Command Reli- gious Program. Since RPs interact with members of the local community, it is important that they portray  a  favorable  image  of  the  military  as  a whole  and  of  the  Command  Religious  Program. 5-9