board finds that not enough candidates are “best qualified,” the panel may leave part of the quota unfilled. Across the Navy, advancement depends on vacancies. That applies not only to E-7 and E-8/E-9 advancement, but to E-4 through E-6 advancement as well. Several significant factors are considered when quotas are established. Two of these factors are current inventory and the total projected losses and gains. Current Inventory Current inventory is the current number of personnel on board versus the CNO requirements for a rating. Only a certain percentage of the Navy’s total end strength may be chief petty officers in each rating. Total Projected Losses and Gains Losses reflect the personnel who will be leaving the Navy during the advancement cycle; for example, those entering the LDO/CWO Program or those who are lost because of demotion or death. Gains reflect those who will enter a paygrade during the advancement cycle, such as those on voluntary recall to active duty and those remaining to be advanced from the previous advancement cycle. EARLY SELECTEE QUOTAS The Department of Defense has established the total active federal military service (TAFMS) requirement. For example, the TAFMS require- ment for E-7 is 11 years. However, the Depart- ment of Defense allows some candidates to advance early. An early advancement candidate is one who does not meet the TAFMS require- ment. The number of early selectee quotas available to the selection board is limited. No more than 10 percent of the total number of sailors in the E-7, E-8, and E-9 paygrades may have less than the prescribed TAFMS. The Chief of Naval Per- sonnel closely monitors this requirement. The Chief of Naval Personnel informs the board of the percentage that can advance early without exceeding the quota set by the Department of Defense. The percentage is an overall board figure, not a quota for each. The Navy places significant emphasis on professional performance at sea. A candidate need not be serving in a sea duty billet at the time of evaluation to be considered for advancement; however, records should show the candidate has acted in a professional manner and has proven to be a good manager at sea or in isolated duty assignments. Persons who have had a variety of duty assignments, especially sea duty, are highly desirable candidates because of their broader professional experience. Those having less variety of duty assignments but demanding tours maybe equally “best qualified.” Navy members can be assured that assignments for extended periods to meet the needs of the Navy will not adversely affect  their  careers. Candidates presented to the board compete within their individual ratings. However, the Navy recognizes that candidates are frequently detailed to duty outside of their rating specialties. Many such types of duty require selectivity in assignment and special qualifications. Therefore, special consideration is given to those candidates who have served in special assignments outside of their rating or who have experienced demanding tours of duty, such as instructor or recruiter. Special consideration is also given to can- didates who improve their educational level. Personnel may take part in either academic or vocational training and may participate of their own initiative during off-duty hours or in a Navy- sponsored  program. The transfers and receipts page of the service record and the job descriptions on the evaluations show a person’s duty assignments and a history of the duties performed. Using this information, board members can tell whether or not persons are performing the required duties of their individual rates and are meeting professional growth expectancies. Failure to meet the Navy’s weight standards does not hinder selection opportunity. However, if a person is selected, advancement is withheld until current weight standards are met. Advancement will not be denied solely on the basis of prior alcoholism or alcohol abuse if the member has taken part in successful treatment and recovery. Some persons might have a record of discipli- nary problems. They might have received letters of indebtedness or have been involved in other behavioral difficulties, such as drug abuse or racial, sexual, or religious discrimination. Those persons will find the path to chief petty officer more difficult than those with clear records. However, once they overcome these problems, the single most important selection factor is still sustained superior performance. 5-14