Preparing Budget for Events Management by nwn11626


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									                                           CHAPTER 4

                                      LEARNING OBJECTIVES

              Upon completion of this chapter, you should be able to do the following:

1. Explain the procedure for preparing and sub- 5. Recognize the procedures for staffing and
   mitting a budget request.                                   evaluating personnel.

2. Recognize the steps involved in effective goal 6. Describe how to prepare and present a brief.
   setting.                                                 7. Describe how to review naval correspondence
                                                               and messages.
3. Identify the supervisory responsibilities for
   maintenance and material management.                     8. Identify the steps used to review and submit
                                                               corrections to the command S t a n d a r d
4. Explain the procedure used in counseling                    Organization and Regulations Manual
   personnel.                                                  (SORM).

    This chapter begins with a description of the           prepare and present a military brief. You should
budget process. You will then be shown how you              also have a working knowledge of naval
can influence the local budget process through              correspondence and messages.
preparation of a divisional budget. The divisional              The last topic discussed in this chapter is your
budget will then be discussed as a control device           role in reviewing and submitting changes to the
to reach divisional goals and objectives.                   command’s Standard Organization and Regula-
    Supply is an important part of your job as a            tions Manual (SORM).
chief. You are responsible for the procurement,
care, preservation, stowage, inventory, and
disposal of stores, equipment, and repair parts.                  PREPARING AND SUBMITTING
Along with supply responsibilities, you are also                      A BUDGET REQUEST
responsible for supervising the maintenance and
material management (3-M) systems in your                       Preparing and submitting a budget request is
division. Both of these areas are interrelated and          a form of long-range planning. The Navy budget
will be discussed.                                          year runs from 01 October through 30 September.
    Counseling personnel is an important super-             You should plan your divisional budget for the
visory role the chief becomes involved in. You will         same period of time. This 1-year plan will allow
be expected to counsel personnel in professional,           you to schedule important events your division
personal, and performance matters. You will                 will be involved in such as overhauls, intermediate
perform the staff function of management by                 maintenance availabilities, and special projects.
interviewing, assigning, and evaluating division            You can also determine your budget using the plan
personnel.                                                  of action and milestones, program evaluation and
    You will become more involved in the                    review technique (PERT), or Gantt charts as
communication process as your responsibilities              discussed in chapter 3. This section of the chapter
increase. You should be familiar with how to                will examine the budget process, preparation of

the divisional budget, divisional goals and                 authorize the program. The Navy’s A-6F Intruder
objectives, and different types of budgeting.               is an example of a program that was appropriated
                                                            but not authorized.
THE BUDGET PROCESS                                               The next step in the budget process is called
                                                            execution. Execution is when the Navy can actually
    The budget process starts when the President            spend money. During execution, apportionment
submits his budget to Congress in mid-January.              takes place. Apportionment is when the Office of
Congress can accept the budget as is, or make               Management and Budget (OMB) places the Con-
changes to the budget through a series of Con-              gressionally appropriated funds into the Navy’s
gressional committees. Congress develops a                  account. See figure 4-1 for the fund flow of the
budget resolution or an outline of the budget with          operation and maintenance account.
spending targets set. Next, Congress passes an                  The cost center or operating target (OPTAR)
authorization bill which gives authorization to the         holder at the bottom of figure 4-1 is your ship,
various programs in the budget. Still, no money             squadron, or unit. Your commanding officer is
has been allocated. Money is allocated by the               responsible for ensuring the OPTAR is met. He
appropriations bill. The appropriations bill gives          also must make periodic reports to the type
money to the various programs authorized under              commander showing the status of the ship or unit
the authorizations bill. Once given both authoriza-         funds.
tion and appropriations, the Navy can begin to                  The Navy recognizes that commanding
spend money. Sometimes Congress will authorize              officers need help in administering their budget.
a program but not provide appropriations.                   Comptrollers or budget administrators, depending
Congress can also provide appropriations but not            on the size of the command, are assigned to assist

                            Figure 4-1.-Fund flow for operation and maintenance.

the commanding officer in the accounting and                 year. Things like replacing bunk curtains, mattress
reporting of expenditures. Commanding officers               covers, lagging, and tile or painting are routine
usually delegate the authority to approve                    tasks that should be budgeted to make sure
expenditures to the department head.                         funding is available. Other types of periodic
    We have now arrived at the point in the budget           repairs include time-based maintenance. Engines,
process where you become involved. Department                pumps, and life critical systems are examples of
heads, like commanding officers, need help in                items to be replaced on a recurring basis. Certain
identifying budget priorities. Division officers and         operating equipment has a life cycle. Items such
leading chief petty officers need to determine both          as typewriters, computers, and printers need to
the long- and short -term needs of their division.           be replaced every 3 to 5 years.
Some of the factors you should consider when                     The last items to budget are non-essential
planning a budget are as follows:                            items. These are things you would like to have
                                                             if the money is available, but could live without.
    • losses,number schedules, and school planned
                    of personnel assigned,
                                                             Examples include replacing worn but serviceable
                                                             furniture or purchasing servmart items in excess
       ments.                                                of absolutely essential quantities.
                                                                 The remainder of this section will be devoted
    • Unit operating schedule, scheduled regular             to divisional goals and types of budgeting. An
       overhaul, maintenance availability, and               understanding of these two topics will assist you
       scheduled inspections.                                in the preparation of your budget.

    •toCan the work? Should you havebe trained
           your division do the work or
                                        an inter-
                                                             Divisional Goals

       mediate maintenance activity, shipyard, or                Knowing the divisional goals is essential to
       contractor do the work?                               effective supervision of your division. Many of
                                                             the goals will be imposed by the department head,
    •availability of special funding providedthe
      Availability of OPTAR funding, or
                                                             commanding officer, or higher authority. Again,
                                                             look to the five-year plan, yearly plan, and
       type commander (TYCOM) or higher                      quarterly plan to define goals of the command.
       authority.                                            Your goals should be the same as those for the
PREPARATION OF THE                                               Examples of concurrent goals include passing
DIVISIONAL BUDGET                                            a supply department inspection even though you
                                                             are in engineering department. How? you might
    In preparing the divisional budget, you must             ask. You could assist supply by making sure your
have an idea of the command and departmental                 pre-expended bins have the required number
goals and objectives. A good place to start is the           parts, your ready service spares are accounted for,
command’s five-year plan. The period 01 October              and you have turned in all required repairable
through 30 September in the coming year should               items that you are accountable for. Another
indicate upcoming events with a fair degree of               example is helping the medical department pass
certainty. The events indicated are the upcoming             their inspection. Have all of your subordinates
goals that the command must meet. Budget these               had their shot records updated? Have all medical
items first. Remember that the budget is a                   records been returned? You get the idea. Your
control device used to measure performance and               division plays a role in assisting other divisions
includes manpower, material, time, and cost.                 and departments meet their goals.
    Next, budget the command objectives. The
objectives could be receiving the Golden Anchor                  DEVELOPING. —Why should you develop
Award, the Meritorious Unit Citation, or passing             divisional goals if the Navy and the command
all inspections with no major discrepancies. Talk            have already established them for you? The Navy
with the division officer, department head, and              and command goals discussed in this chapter and
command master chief to find out what the                    chapter 3 have been part of “the big picture.”
objectives are and what you need to do to meet               That is to say, they are broad and general in
them.                                                        nature. To help the Navy and command reach
     You should have a feel for what type of repairs         their goals, you should focus on the specific steps
will be necessary in your division in the coming             you need to take within your division.

    Periodically, you and your division officer             if they are to be achieved. The importance
should discuss the division’s progress toward the           of establishing your divisional goals has been
division’s goals. And every year before submitting          achieved. You now have set a course of action
your budget, you should decide on where to focus            and a method to measure your progress.
your energies in the coming year. Do the
strengths, weaknesses, opportunities, and threats               MONITORING. —The final step of the
analyses for your division. This is the first step          budget process is to use the budget to monitor
in preparing your budget.                                   divisional progress throughout the year. Monitor-
                                                            ing is important because it lets you know when
    ESTABLISHING. —You and the division                     to shift resources. Monitoring can be done by any
officer have now identified the areas of your               number of control types or methods, such as feed-
division that require attention. Now you should             forward, concurrent, feedback, inventory control,
prioritize your goals. Obviously, high-priority             or quality control.
items will need the greatest resources and
attention. This is where you and the division               Types of Budgeting
officer need to make some sound decisions.
    If at all possible, have your subordinates                  Two types of budgeting are in use in the Navy.
contribute to the planning during this stage.               You will find it useful to use both types in
Present what you and the division officer perceive          estimating your annual budget.
as problems and let the subordinates present
solutions. Subordinates are closer to the work and              INCREMENTAL. —Incremental budgeting is
may identify additional problems and alternatives           the primary budget used by the Navy. You have
that you and the division officer may have over-            a certain amount of money as a beginning budget
looked. This process lets the subordinates become           and then increase the amount of money received
involved and personalizes the goals.                        in later years. A good way to visualize this type
    You and the division officer should evaluate            of budget is to think of the budget as increasing
the problems and proposed solutions. Select the             by the amount of inflation each year. The
best solution for each problem and re-prioritize            incremental factor could be tied to growth,
the goals if required. Place your goals in writing          operating schedule, increase in personnel, or any
and post them where your subordinates can see               number of factors that may increase (or decrease)
them. Communication of goals and priorities is              the amount of funds budgeted.
extremely important to your success.                            In your budget, the incremental method of
    At this point you know what you want to do,             budgeting would apply to your recurring cost. As
how you want to do it, and the priority you have            the cost of inflation drives up the cost of
set. You should now budget time, materials,                 consumable and repair parts, your budget would
people, and costs to meet your goals. This is the           increase to match inflation.
second step in preparing the divisional budget.
    The third step in preparing your budget is to               ZERO-BASED. —The Navy uses zero-based
examine recurring cost. You should be able to               budgeting when figuring the cost of major
produce a fair estimate for the cost of necessary           material purchases, such as a ship or airplane.
supplies, repair costs, and so forth, that have             Congress authorizes and appropriates the money
occurred over the last 3 years. The supply officer          in the first year, and then the Navy is able to make
can supply the information required.                        a draw against the account to pay for work being
    The fourth step in preparing your budget is             done. This type of budget eliminates worry that
to combine the cost of reaching your goals with             an authorized purchase will not have appropriated
your recurring costs. You are now ready to submit           money in follow-on years.
your budget request to the department head.                     In general, zero-based budgeting is starting
Goals, objectives, recurring costs, and priorities          from zero every year and figuring out the cost of
should be outlined to provide the department head           doing business in the coming year. The dis-
with the ammunition required to achieve the                 advantage of this type of budget is the great deal
desired level of funding for the coming year.               of time and accuracy required to perform
    You and the division officer should reevaluate          economic forecasting analysis so that all expenses
your goals after the command has decided on                 can be predicted.
funding. Unfunded goals and objectives may                      You should use this type of budgeting for one
require initiative and resourcefulness on your part         time expenses. The divisional goals and objectives

that are not of the recurring type would fall into               Ashore, standardizing supply procedures is
this category.                                               difficult because of the physical layout of a
                                                             station and the variety of missions assigned to a
                                                             station. Therefore, a good deal of freedom is
    SUPERVISING RESPONSIBILITIES                             given each command to choose the supply
      FOR STORES, EQUIPMENT,                                 procedures that best meet its needs. Aboard ship,
         AND REPAIR PARTS                                    procedures are becoming more standardized
                                                             because of the adoption of the Ships’ Maintenance
    As you already know, all petty officers need             and Material Management (3-M) program; how-
some knowledge of supply procedures to help                  ever, some variations between ships still exist.
them function effectively with the supply                        You must become thoroughly familiar with
department. As a chief petty officer, you will               local instructions that detail the various pro-
find yourself with greater supply-related respon-            cedures for supply support. An understanding of
sibilities; therefore, you will need additional              these instructions will answer most questions
knowledge of the supply organization and                     about the relationship and responsibility between
procedures.                                                  the supply department and the customer.
    In the past, you needed to know how to
identify material and how to complete a requisi-             Supply Departments Ashore
tion form. You also needed a knowledge of the
ship’s Coordinated Shipboard Allowance List                      A supply department, like all other depart-
(COSAL) to determine what materials were,                    ments ashore, is organizationally composed of
required to complete a job. You may have been                several divisions, branches, and sections. Only the
responsible for the stowage and custody of various           organizational components that are of primary
materials in your department. In the future, you             interest to you (the customer) are discussed here.
will be working closer with supply department                The components of the supply department you
personnel in estimating supply needs and pro-                will have the most contact with are the control
viding the input data needed for procurement.                division, material division, and retail issue
    You have probably participated in depart-                organization. The retail issue organization (usually
mental preparation for a shipyard overhaul,                  a component of the material division) is treated
including validation of installed equipment. As              separately here because it is the most frequent
a CPO, you could become a member of an                       point-of-contact between you and the supply
integrated logistics overhaul (ILO) team during              department.
a period of shipyard availability. If so, you will
contribute to the process that the supply depart-                RETAIL ISSUE ORGANIZATION. —Most
ment uses to ensure your ship’s material readiness           shore activities have supply support respon-
when it goes to sea after overhaul.                          sibilities for multiple departments and units,
    This section does not attempt to make you an             and frequently have off-station support respon-
expert in supply—we will leave that detail to the            sibilities. To meet the requirements of on-station
Storekeeper. It does, however, provide informa-              customers, the Navy has established a retail-issue
tion to expand your knowledge of the supply                  organization. This organization may be found
organization ashore and afloat. This section also            ashore in the form of a shop store, a self-service
outlines the procedures and steps of the various             store, a rapid communication and delivery system,
operations that you are expected to follow when              or a combination of these services. The objective
dealing with supply department personnel.                    is a ready supply of materials and simplified issue
                                                             procedures that will provide quick delivery of
SUPPLY DEPARTMENTS                                           material requirements to the customer.

    Supply departments ashore and afloat are                     Shop Stores. —Shop stores are usually
responsible for the supply support of the activity           established to support some type of specialized
or ship. The supply department procures material;            operation, such as public works activities and
maintains storerooms and warehouses; and issues,             ground electronics shops. The shop store is a
accounts for, and collects analytical data for all           storeroom located close to the user activities.
the material under its cognizance. The supply                Shops that are widely dispersed may have several
department is responsible for establishing the local         shop stores. These stores are stocked with items
requisitioning channels and procedures.                      normally used by the shops being supported.

    Most shop stores use simplified issue pro-              supply department, the issue control branch
cedures that require a minimum of paperwork by              maintains records of each requisition received and
the customer. Typically, the customer tells the             the action taken. This allows you to trace a
Storekeeper in the shop store what item is needed.          requisition for material that has not been
The Storekeeper issues the material and prepares            received.
the requisition. The customer receives the material             The stock control branch is responsible for
and returns to work. The remainder of the paper-            maintaining stock records and assuring adequate
work is completed by the shop store supply                  stock levels to support station operations. Any
personnel.                                                  information that would alter the material require-
                                                            ments for future support should be brought to the
    Self-Service Stores. —Self-service stores are           attention of this branch.
commonly referred to as servmarts. They are                     The receipt control branch monitors and
normally established to furnish nontechnical types          expedites material from outside sources. The
of materials, such as office supplies, tools, and           method used to receive or transmit information
janitorial supplies. These stores are operated on           to these various supply internal components is
a self-service basis that permits the customer to           usually found in a local instruction.
select material from shelf stock. The customer
presents a requisition in payment at a checkout
counter for the materials selected. The customers           Shipboard Supply Departments
can shop at their own convenience, selecting
substitute items for those items that are                       Supply departments afloat are generally
temporarily out of stock.                                   organized into five divisions: S-1 through S-5, The
                                                            S-1 division (stores division) is the only division
    Rapid Communication and Delivery Systems. —             discussed here; the other divisions are concerned
Rapid communication and delivery systems are                with food service, disbursing, ship’s store, and the
established on several shore stations. Customers            wardroom. Depending on the ship’s size, it could
use the telephone or some other rapid communica-            have additional supply divisions. For example, on
tion system to request needed material. The                 a large ship such as an aircraft carrier, S-6
material is then delivered to the work area. This           provides aviation stores, and S-7 is the data
type of system is commonly established to                   processing division.
support the aviation maintenance program at
naval air stations.                                             STORES DIVISION. —The stores division
                                                            orders, receives, stows, and issues general stores
    MATERIAL DIVISION. —The material                        and repair parts and maint sins related records.
division is concerned with the physical handling            Under the Ships’ Maintenance and Material
of the supply department’s stock of materials.              Management (3-M) program, a supply support
This division maintains warehouses and                      center may be established within the stores
storerooms and receives, stores, and issues                 division as a single point of contact between
material. The labor and equipment branch of the             supply and maintenance personnel. The specific
material division is responsible for all material-          duties of a supply support center are detailed in
handling equipment, such as forklifts, trucks, and          the Ships’ Maintenance and Material Management
trailers.                                                   (3-M) Manual, OPNAVINST 4790.4B. Generally,
    When a retail issue organization is not                 the supply support center receives requests and
established, all material is issued from warehouses         provides material identification and status
or storerooms operated by the material division.            information.
The customers should become familiar with the                   In ships without a supply support center, these
types of materials that are stored in each                  duties are normally performed by storeroom
warehouse or storeroom.                                     personnel and the supply office. The supply
                                                            office further processes requisitions for “not
   CONTROL DIVISION. —The major compo-                      carried” and “not in stock” items and furnishes
nent of a control division is the stock control             status information to the customer.
branch. If a retail issue organization cannot
provide the requested material, the stock control              MATERIAL CATEGORIES. —Let us briefly
branch will forward your requisition to the main            review the categories of material for which the
supply department for procurement action. In the            supply department afloat is responsible.

    Equipment includes any functional unit                       3. Medical stores, including drugs and
of hull, mechanical, electrical, electronic, or                     pharmaceutical supplies, surgical instru-
ordnance types of materials that are operated                       ments, and other professional medical
independently or as a component of a system or                      equipment are the responsibility of the
subsystem; it is identified by an Allowance Parts                   senior medical representative. The supply
List (APL) number. Examples of equipment are                        department procures medical supplies and
the ship’s sonar and radar, the anchor windlasses,                  equipage, but has no responsibility over
and the main reduction gears.                                       inventory control.
                                                                 4. Marine Corps stores (when a Marine Corps
     Equipage is a general term that includes items
                                                                    detachment is aboard) is the responsibility
of a durable nature listed in the Equipage
                                                                    of the officer in charge of the detachment,
Category Numbered Allowance Parts List,
Allowance Equipment Lists, or other authorized
listings issued by appropriate authority. Equipage            DETERMINATION OF
does not encompass installed electronic, electrical,          REQUIREMENTS
mechanical, or ordnance equipment, components,
or systems, These items are considered to be                      The supply officer is responsible for main-
equipment. Equipage consists of items such as fire            taining stocks of general stores, subsistence items,
hoses, nozzles, applicators, anchors, anchor                  ship’s store, and clothing store stocks. These
chains, chain stoppers, and bulkhead fans.                    stocks should be maintained at levels sufficient
                                                              to meet probable demands and within limits
    Some selected items are termed Controlled
                                                              established by operations plans. Therefore, the
Equipage and require increased management
                                                              supply officer, with other supply personnel,
control because they are expensive, vulnerable to
                                                              should be able to accurately determine the
pilferage, or essential to the ship’s mission. A list
                                                              requirements for these items.
of these designated items can be found in Afloat
                                                                  The supply officer is jointly responsible with
Supply Procedures, NAVSUP P-485.
                                                              each department head for maintaining a full
   Repair parts are any items, including modules              allowance of equipage on board. Because of main-
and consumable material, that have an equipment               taining the equipage records, the supply officer
application and appear in an Allowance Parts                  exercises control over the overall ship’s equipage
List, an Allowance Appendix Page, a Stock                     allowance; however, the supply officer should be
Number Sequence List (SNSL), an Integrated                    advised by the heads of departments of known
Stock List (ISL), or a manufacturer’s handbook.               or anticipated requirements and replacements.
                                                                  Most repair parts are in the custody of the
   Consumables are administrative and
                                                              supply officer. The supply officer is responsible
housekeeping items, such as general-purpose
                                                              for submitting replenishment requisitions to
hardware, common tools, or any other items not
                                                              replace material that has been issued. Department
specifically defined as equipment, equipage, or
                                                              heads are responsible for submitting a NAVSUP
repair parts.
                                                              Form 1250-1 requisition to the supply officer each
    Some services are also procured by the supply             time a repair part is needed. Department heads
department for the ship. They include such                    expect your cooperation in maintaining records
requirements as commercial telephone service,                 and anticipating requirements.
pilotage, tug hire, repairs of office equipment, and
the rental of certain types of equipment.
                                                              Factors in Determining Requirements
   Some material is NOT controlled by the supply
department. Certain material categories afloat are                Before the types and quantities of items
not under the control of the supply department.               carried can be determined, a desired endurance
They include the following items:                             should be established for general categories of
                                                              material. Endurance is the period of time required
    1. Ammunition and ammunition containers                   for a ship to use a definite quantity of supplies.
       are the responsibility of the ship’s weapons           Endurance is based on the amount of available
       officer.                                               storeroom space and the allocation of that space
    2. Nuclear weapons obtained through opera-                among the types of stores. The space is then
       tional channels are the responsibility of the          converted to the number of days that the ship can
       weapons officer.                                       be maintained by capacity loading. The supply

officer normally tries to equalize the endurance                 ALLOWANCE LISTS, INITIAL OUTFIT-
of the various types of stores.                              TING LISTS, AND USAGE DATA TABLES. –
                                                             Allowance lists, initial outfitting lists, and usage
    The storerooms are not necessarily loaded to             data tables are prepared to help supply officers
maximum capacity, since endurance limitations                of new or recommissioned ships determine
are set by various commands. These limitations               quantities of supplies to stock. Since these ships
are expressed as the actual number of days of                have no prior usage to rely on, these lists and
endurance and are applied to individual items                tables help you and the supply department
rather than to types of stores. For example, if the          determine requirements for consumable supplies,
supply officer wants to stock the storerooms at              subsistence, and ship’s store stock. These lists
a 90-day endurance level, one requisition for a              provide restrictive controls on the types and
90-day supply of general stores cannot be sub-               quantities of equipage allowed and serve as guides
mitted. Each item must be reviewed to determine              for types and quantities of supplies required.
a sufficient quantity to last the ship for 90 days.          Allowance lists as used here do not include the
                                                             COSAL Stock Number Sequence List—Storeroom
    Another factor supply personnel must consider            Item (SNSL—SRI) for repair parts.
is the total weight limitation of stores that may
be brought aboard. Each ship is allowed a specific
weight limitation so that it can maintain proper                 SHIP’S OPERATIONS. —Operating factors
stability and buoyancy.                                      may require the review of stock records and the
                                                             reevaluation of the requirements for some or all
   When the desired number of days of endurance              items stocked. These factors are the expected
has been reached for a type of store, then                   length of a cruise, type of operation (combat or
that endurance is converted into quantities of               training), expected climate during the operation,
individual items.                                            and available supply support.

                                                                 If the length of a cruise is less than the normal
    AVAILABLE SPACE. —The amount of                          endurance load, no major adjustment is necessary.
storage space available for an item is an obvious            However, if the operation is expected to last
limiting factor. You cannot stow 100 cubic feet              longer, the ship’s stock of fast-moving and
of material in a 50-cubic-foot space. For this               essential items is reviewed to determine if an
reason, some extremely bulky items may have to               increase is needed.
be carried in a quantity less than the desired level
and reordered frequently. On the other hand,                     A ship rescheduled from a hot or temperate
items of low cost and low bulk may be carried                climate to an arctic climate should review
at a high level to reduce the time spent in                  materials needed for cold-weather operations.
ordering and stowing.
                                                                 An important factor to consider when the ship
   PERISHABILITY. —Highly perishable items                   is preparing for deployment is the availability of
may also be stocked at a lower level than other-             supply support during the cruise. Will your ship
wise desired so that deterioration is kept to a              be operating independently? Will it be in the
minimum.                                                     company of similar ships? Can your ship obtain
                                                             materials from mobile logistic support ships or
                                                             ashore activities? All of these questions must be
    SHIP’S EXPERIENCE. —The most accurate                    answered before you can determine the division
guide in the determination of requirements is past           or department requirements. You will usually find
stock records. You adjust the figures obtained               this information in the operations orders.
from past usage to cover a specified period in the
future. For example, a 3-month endurance rate
is computed as follows:                                          ADVICE OF DEPARTMENTS. —Your depart-
                                                             ment may require special material or an item in
   Fast-moving items—multiply the past month’s               a greater quantity than is usually stocked in the
usage by 3.                                                  storeroom. For example, electrical fittings are
                                                             replaced periodically for general station or ship’s
   Slow-moving items—divide the past 6 months’               maintenance. Average usage of these fittings may
usage by 2.                                                  be 16 per month. By using the formula described,

the supply officer can easily calculate the number          used in the troubleshooting of electronic equip-
of fittings to maintain in stock. If, however, all          ment and are not intended to be used as a repair
of these fittings are being replaced by new and             part.
more reliable fittings, you should inform supply
of this requirement before the need arises. The                 READY SERVICE SPARES (RSS). —Ready
new fittings can then be stocked before a work              service spares are repair parts in the custody of
delay results because of a lack of parts.                   the cognizant department head and will be located
                                                            in the appropriate operating and maintenance
    To carry this one step further, assume that             spaces under the subcustody of the operating or
these new fittings are significantly more reliable          maintenance personnel.
and that the replacement requirement is expected
to be only one per month. The supply department                 SHIPS WITHOUT SUPPLY CORPS OF-
can then reduce the number of fittings needed for           FICERS. —Most ships have one or more Supply
endurance. On receiving this information, the               Corps officers assigned. Certain small ships, such
supply department will purge its stock of the old           as minesweepers, have no Supply Corps officer
type of fitting and establish a realistic stock of          assigned. In this case a line officer heads the
the new item.                                               supply department. The line officer usually has
                                                            other duties as well as supply duties, and general
                                                            storerooms are usually small in ships of this type;
Routine Requirements                                        therefore, more material is turned over to the
                                                            cognizant department upon receipt for storage
    Most material procurement falls under the               and custody. On ships without a Supply Corps
heading “routine requirements.” The factors                 officer, department heads are responsible for
discussed above apply chiefly to new ships and              determining the ship’s requirements for general
to special circumstances. The requirements for              stores. Each department head must submit a
an item are initially established when a ship is            NAVSUP Form 1250-1 or DD Form 1348 to the
commissioned or when the item is first stocked.             supply officer for preparation of a DTO (direct
Requirements are reestablished each time your               turnover) requisition. Each department head is
ship undergoes supply overhaul.                             also responsible for maintaining current allowance
                                                            lists of repair parts pertaining to equipment used
                                                            by the department. The department head is
                                                            responsible for maintaining an adequate stock of
each department is not required to estimate future
                                                            repair parts to support the equipment of the
requirements for repair parts and consumables.
                                                            department, Each time a repair part is used, a
Normally the supply department replenishes
                                                            NAVSUP Form 1250-1, DD Form 1348, or NAV-
stocks either on the basis of authorized allowances
                                                            SUP Form 1250-2 should be submitted to the
or on past demand history. An exception is the
                                                            supply officer so that a replacement can be
replenishment of operating space items. These are
                                                            requisitioned. Figure 4-2 shows both the Single
items (for example, hand-tools and test kits) that
                                                            Line Item Consumption/Requisition Document
are required to maintain installed hull,
                                                            (Manual), NAVSUP Form 1250-1, and the DOD
mechanical, electrical, and ordnance equipment.
                                                            Single Line Item Requisition System Document
These items support the mission of the ship.
                                                            (Manual), DD Form 1348. Figure 4-3 shows the
Department heads are responsible for requesting
                                                            Non-NSN Requisition, NAVSUP Form 1250-2.
these items for known requirements, but they are
                                                            This form consolidates, on one form, information
not authorized to maintain storeroom stocks that
                                                            previously submitted on two forms (NAVSUP
duplicate those of the supply department. Part
                                                            Form 1250-1 and DD Form 1348-6) for non-NSN
IIIB of the COSAL is a consolidated list of
                                                            requirements. You will play an important role in
operating space items.
                                                            the reordering of these materials and parts.

(MAMs). —Maintenance assistance modules are                 CEDURES. —As the division chief you will be
in the custody of the cognizant department head             responsible for ensuring that the equipment under
and located in the appropriate operating and                your cognizance is maintained and repaired in a
maintenance spaces under the subcustody of the              timely manner. To accomplish this goal, you
operating or maintenance personnel. MAMs are                will need to obtain material from the supply

Figure 4-2.-Single Line Item Consumption/Requisition Document (Manual), NAVSUP Form 1250-1, and DOD Single Line
                             Item Requisition System Document (Manual), DD Form 1348.

Figure 4-3.-Non-NSN Requisition, NAVSUP Form 1250-2.

                            Table 4-1.-Table for Determining a Priority Designator

department. Although each ship will vary slightly           procurement. Pier-side procurement has been
in procedure, standard forms and data require-              established at most major naval stations and is
ments are the same throughout the Navy. In this             a quick and easy method of obtaining material.
section we will address only those standard items           Highly trained and responsive personnel with the
that are required by the supply system.                     necessary experience and resources are available
     When you request material from a shipboard             to expedite shipboard requirements. As a work
supply department, the standard method is to use            center supervisor, you will need to define your
either a NAVSUP 1250-1 (Single Line Item                    requirements very carefully to assist procurement
Consumption/Requisition Document) or a DD                   personnel. Poorly written and/or vague requests
Form 1348 (Single Line Item Requisition System              can slow down the process and lead to delays,
Document). The specific requirements for, and               cost increases, or procurement of the wrong
the use of, each document vary between ship                 material. The NAVSUP Form 1250-2 (Non-NSN
types; however, each type has basic similarities            Requisition) is used for obtaining materials that
(fig. 4-2).                                                 do not have an NSN (fig. 4-3). When preparing
     When requesting standard stock material to             the identification data section of this form,
perform a maintenance action, you will find                 you cannot be too specific or provide too much
numerous data requirements are necessary for all            information. A Form 1250-2 that is properly filled
ship types. These requirements include a valid job          out is your best tool to ensure speedy, accurate,
control number, a national stock number (NSN),              and cost-efficient procurement. A DD Form
unit of issue, quantity, unit price, and approval           1348-6 can be used instead of a 1250-2.
for procurement. Once this information has been
entered, either manually or through an automated                MATERIAL OBLIGATION VALIDATION
system, locally defined supply channels should be           (MOV). —A material obligation validation (MOV)
followed. To clarify procedures, you need careful           is a procedure used by the supply department on
liaison with the leading Storekeeper. Many times            a monthly basis to ensure that their outstanding
in your dealings with supply, you have a require-           requisitions are valid. As a work center supervisor,
ment for nonstandard (non-NSN) material.                    you will have a good deal of input into this
Several different methods are used by the supply            process. The overall purpose of this procedure is
department to procure your material, but the best           to ensure that each outstanding requisition is still
and most cost effective is through pier-side                needed so that unnecessary requisitions can be

cancelled and the money reclaimed. The supply                ranging from the combat forces under I to the
department allows you to review their material               miscellaneous activities under V.
outstanding file to compare it with your known                   The letters in the first column of table 4-1
valid requirements. You should advise supply                 represent different degrees of urgency in descending
personnel of those items required, those received,           order of need, from an unable to perform status
and those to be cancelled. After that, supply                (A) to routine stock replenishment (C). The urgency
personnel will reconcile their records and take              category is selected by the requesting activity. It
steps as necessary to cancel, complete, or                   indicates relative urgency of need for a require-
follow-up on your requisitions.                              ment by a force or an activity.
    Your role as a CPO is critical, for you know                 Categories of each alphabetical designator are
the requirements of the work center and can best             defined in the following paragraphs. Only general
determine requisition validity. Close cooperation            categories are covered. A complete listing maybe
with supply department personnel is necessary to             found in Uniform Material Movement and Issue
ensure the accuracy of the MOV procedure. Your               Priority System (UMMIPS), O P N A V I N S T
leading Storekeeper is best qualified to advise you          4614.1F. In each case, the alphabetical designator
of time schedules and local procedures.                      preceding the category refers to the applicable
                                                             UND column heading shown in table 4-1.

PRIORITIES                                                   UND                  CATEGORIES

    You should already know how to identify                   A      The activity or unit is unable to perform
materials, fill out requisition forms, and submit                    its mission. The equipment or part is
them to the supply department. The department                        needed immediately.
head is responsible for the assignment of priority
designators to these requisitions. Priority                    B     Repair parts or equipment is required
designators are assigned according to the                            immediately. Ship operation is impaired
Uniform Material Movement and Issue Priority                         without it.
System (UMMIPS), which carefully defines the
determining factors. The system places the                           Stock replenishment requirements of
responsibility directly on the commanding officer                    mission-essential material in fleet ballistic
of the requesting activity for the integrity of the                  missile (FBM) submarine tenders are
priorities assigned; however, the commanding                         below the safety level and are expected to
officer usually delegates this authority to the                      reach a zero balance before receipt of the
supply officer. This system should make the                          material.
assignment of inflated priorities rare and ensure
a feasible priority system.                                          COSAL-allowed reactor components,
    Two factors determine which of the 15                            equipment, tools, and other materials are
available priorities will be assigned to each                        required to support reactor plant systems.
requisition—the military importance of the
activity and the urgency of the requirement. Each              C     Stock replenishment and normal supply
ship or activity is assigned a force/activity                        requirements are routine. Material is re-
designator (F/AD), which indicates its military                      quired to meet scheduled deployment.
importance relative to other ships and activities.
This assignment is made by higher authority (type               NOTE: Additional urgency of need designators
commander, fleet commander, and so on). The                  (UND) may be found in Afloat Supply Pro-
department head is responsible for assigning the             cedures, NAVSUP P-485.
correct urgency of need designator (UND) to each
material request. By using the F/AD and the                  RECEIVING AND INSPECTING
UND, the supply department is able to assign the
proper priority designator.                                      Before accepting material purchased from
    Table 4-1 lists the F/ADs (shown in Roman                commercial sources, naval activities inspect the
numerals) across the column heads and the                    material to ensure that it conforms to the
alphabetical UNDS in the first column. The                   specifications included in the purchase documents.
Roman numerals represent categories of activities            The receiving supply officer inspects the material
in descending order of military importance,                  for quality and quantity before payment is made.

    Shore activities usually have a material                      After the purchased material has been turned
inspection section within the material division,              over to you, the supply department presents a
established to perform or coordinate such                     copy of the purchase document or the dealer’s
inspections. When technical material is received,             invoice stamped “Received, inspected, and
the material inspection section will often                    accepted.” This certification is then signed by the
request that a qualified representative from a                department head and the document returned to
using department perform the quality inspection.              the supply department.
You will be called on frequently to perform this
service.                                                      STOWAGE AND CUSTODY
    Most material received aboard ships comes
from naval activities ashore that have already                    When repair parts and consumables are stowed
performed a quality inspection. You should                    in spaces other than supply spaces, the head
inspect the item for any obvious deterioration or             of the department having actual custody is
breakage that may have occurred since the                     responsible for the proper stowage, inventory,
previous quality inspection.                                  and use of the material. (Figure 4-4 illustrates
    Technical materials or materials ordered for              the functions involved and the usual flow
direct turnover are inspected by the cognizant                of responsibilities.) The supply officer has
department head or authorized representative.                 technical custody and maintains stock records
You, as a senior petty officer, may be assigned               and requisitions replenishment stock. The supply
this duty. Except in emergencies, when the                    officer also provides written instructions to the
commanding officer may waive minor defects, no                custodian, who is usually a senior petty officer.
purchased material should be accepted unless it               A custodian is appointed by the responsible
conforms to the specifications included in the                department head and designated in writing to the
purchase document.                                            supply officer.

            Figure 4-4.-Flow of responsibility relating to materials stored in other than supply spaces.

                      Figure 4-5.-Afloat Locator/Inventory Record (NAVSUP Form 1075).

Responsibilities of Custodians                                   2. All materials should be properly secured
                                                                    to avoid equipment damage or injury to
    The departmental custodian maintains Afloat                     personnel.
Locator/Inventory Records (NAVSUP Forms                          3. Items that are subject to spontaneous
1075) on which receipts, expenditures, and                          combustion should be stowed in a cool,
inventories are recorded (fig. 4-5). The custodian                  well-ventilated space, away from heat and
is responsible for stowing and issuing the materials                flammable material.
and for collecting issue documents. Issues are                   4. Bulk acids (except medical) should be
made using the NAVSUP Form 1250-1 or DD                             stowed in the acid locker in the custody of
Form 1348, as appropriate. The departmental                         the supply department; paint should be
custodian is not required to maintain records other                 stowed in the paint locker.
than the locator records; however, the custodian
is responsible for promptly submitting the                        STOWAGE PRECAUTIONS. —Humidity,
completed transaction documents to the supply                 sweating bulkheads, and leaky pipes can cause
department for the update of applicable stock                 severe damage to material in stowage spaces.
records.                                                      Dunnage, such as lumber, may be used under
                                                              material to keep it from direct contact with the
Stowage Principles                                            dampness of the deck. Bulkheads and pipes in
                                                              stowage spaces should be inspected frequently for
     Specific written instructions from the supply            sweating and leaks. Moisture caused by sweating
officer provide guidance to departmental custodians           can sometimes be eliminated by adequate ventila-
in performing their duties; however, every senior             tion. The use of a drying agent, such as bags of
petty officer should know certain basic stowage               silica gel, may be necessary to help absorb
principles that involve safety, security, orderly             moisture in stowage spaces.
arrangement, and easy access. These principles are                Some items stowed for long periods may
discussed in the following paragraphs.                        require special care to preserve them. For example,
                                                              tools and other items made of unprotected metal
  SAFETY. —Basic stowage safety principles
                                                              should be protected from rust. Such items may
may be summarized as follows:
                                                              be protected by a coat of grease, petroleum jelly,
    1. Material should never be stowed or left in             or a thin-film of preservative compound. These
       passageways or where it may block damage               items may require several coatings during their
       control apparatus.                                     stowage period.

    HANDLING AND STOWAGE OF HAZARD-                             SECURITY. —Designated departmental supply
OUS MATERIALS. —A hazardous material is                     custodians are responsible for safeguarding the
any substance or mixture of substances that could           material under their control; therefore, security
result in the injury or death of a person. These            is always an important consideration. Storerooms
substances are divided into toxic, irritating,              must be kept locked when not in use. The number
flammable, pressurized, or sensitizing agents. The          of people having direct access to a storeroom
hazardous material could also result in damage              should be kept to a minimum; otherwise, material
to equipment or personnel through corrosion,                could disappear and the custodian would have no
oxidation, pressurization, or heat-generation.              record of its issuance. Control and responsibility
    As you were climbing the advancement ladder,            should be clear-cut; that is, clear-cut decisions on
your major concern about safety was your own                the following questions should be made and
well-being. As a senior petty officer, you should           enforced within the responsible department:
be concerned not only about your own safety but
also the safety of others. You should make sure                1. Who is primarily responsible for keeping
all personnel observe the following general                       the keys to each storeroom?
precautions when handling and stowing hazardous                2. To whom are the keys given when the
materials:                                                        custodian goes ashore?
                                                               3. Where may personnel on watch find the
 •     Keep stowage compartments clean and
                                                                  keys (or duplicate keys) if a storeroom has
                                                                  to be entered in case of emergency?

 •     Provide adequate ventilation in the storage
                                                               4. Who else, if anyone, should have direct
                                                                  access to the storeroom?

 •     Provide separate storage areas for
       materials that would become dangerous if
                                                                 PHYSICAL ARRANGEMENT. —The physical
                                                            arrangement of storerooms depends on the
       mixed or combined.                                   construction of the portions of the ship in which

 •     Avoid stowing materials in direct sunlight
       if the sun rays could cause a harmful or
                                                            the storerooms are located. Each stowage area
                                                            presents particular problems and should be
                                                            considered separately to ensure that the available
       an unstable effect to the material.                  stowage space is used to full capacity.

 •    DO NOT allow unauthorized personnel in
      the stowage area.
                                                                 Material should be segregated into arrange-
                                                            ments best suited for purposes of issue and
                                                            inventory, with special attention to placement of
 •     Make sure the precautionary label remains
       intact after each use or when transferring
                                                            fast-moving items for convenience of issue. When
                                                            repair parts are stowed in boxes, consideration
       the material to another container.                   should be given to the department’s planned
                                                            maintenance program. In most cases, material
 •     Inventory the containers quarterly.                  should not be stowed in stock number sequence,
                                                            since national stock numbers assigned are
 •    Inspect the containers for tightness of
      cover seal, corrosion, leakage, improper
                                                            not necessarily related to item characteristics.
                                                            For maximum stowage life, stowage should be
      or inadequate labeling, and shelf life                planned so that the oldest material is issued
      expiration date.                                      first.

 •    NEVER allow open flames in the stowage
      or handling area.
                                                                Small ships do not usually have suitable
                                                            stowage space. Material has to be stowed in small
                                                            spaces that are irregular in shape and size.
 •    Monitor the stowage area for oxygen
      depletion or toxic gas buildup (this check
                                                            Orderliness may have to be sacrificed to put
                                                            materials in the spaces that best fit them. For
      must be accomplished by a gas-free                    example, bulky items may have to be stowed in
      engineer).                                            inconvenient, out-of-the-way spaces because the
                                                            size of hatches and passageways prevents their
 •    ALWAYS use electrical equipment that is
      authorized for use in an explosive
                                                            stowage with related items. However, do not
                                                            overload the bins at the expense of safety and
      atmosphere.                                           accessibility.

    The custodian should develop an effective                   life or that are relatively valuable and easily
locator system so that specific items of stock may              convertible to personal use.
be located without delay. Storeroom areas, units                    Excluded from the CEIL are those equipage
of shelving, bins, or other easily identified and               items adequately managed through other ship-
defined sectors should be assigned numerical or                 board programs. The items managed as controlled
alphabetical designators indicating the fore-and-               equipage are categorized and listed as “signature-
aft and athwartship location of sectors within the              required items” and “non-signature-required
storeroom. The location of each item or box of                  items” in appendix 11 of NAVSUP P-485.
repair parts should be recorded on the applicable                   Signature-required items require the signature
Afloat Locator/Inventory Record.                                of the responsible department head in the original
    Material needed in a hurry (even if not                     custody records maintained by the supply depart-
needed frequently) should always be immediately                 ment. These items also require the signature of
accessible. In actual emergencies, accessibility of             the actual custodian in the department head’s
vital material has enabled a ship to regain full                duplicate custody records. Signature-required
capability almost immediately. Common items                     items annotated with the # symbol in appendix
that are frequently used should be kept near at                 11 of NAVSUP P-485 also require that the serial
hand. The once-a-month item, usually not needed                 number of each unit be listed in the original and
in a hurry, should not clutter up bins near the door            duplicate custody records.
of a stowage space.
    Sufficient passageways should be provided in                Items Designated by the Commanding
stowage areas so that even the most infrequently                Officer or Type Commander
used items can be removed with little or no
shifting of other material. Stowage spaces should                   When commanding officers or type com-
be kept orderly, clean, and in good condition.                  manders do not consider the CEIL in appendix
    You should consult the supply officer if special            11 to be sufficiently inclusive, they may designate
stowage problems arise aboard your ship.                        additional items as controlled equipage (either as
                                                                signature-required or non-signature-required).
CONTROLLED EQUIPAGE                                             They may also change non-signature-required
                                                                items listed in appendix 11 to signature-required
   Controlled equipage are specific items that                  items when additional control is necessary.
require special management control because their                    A list of items designated and changed by a
use is essential for the protection of life; for                commanding officer is prepared by the supply
example, lifeboats, first-aid boxes, firearms,                  officer and approved by the commanding officer.
binoculars, or items that are pilferable and                    The original of the list is retained by the supply
easily converted to personal use.                               officer, and a copy is provided to each depart-
   A list of items designated as controlled                     ment head concerned. When items are designated
equipage is contained in various supply procedural              by the type commander, the supply officer retains
publications. Items designated as controlled                    a copy of the type commander’s directive and pro-
equipage are carried on board in allowance                      vides a copy to each department head concerned.
quantity only. They are generally under the
custodial responsibility of the department head.                Department Head Records
   When you are a work center supervisor,
controlled equipage may be subcustodied by                          Your department’s basic custody record for
your department head to you. You will then be                   controlled equipage is the duplicate of the
responsible for maintaining that piece of                       NAVSUP Form 306 furnished by the supply
equipage, accounting for it, and inventorying it                officer. Receipts, expenditures, and inventories
as necessary.                                                   are posted to the duplicate records as they occur.
                                                                The supply officer and the custodial department
Designation of Items to be                                      head are jointly responsible for ensuring that the
Managed as Controlled Equipage                                  original and duplicate custody records are in
                                                                agreement. A comparison of the original and
    The Controlled Equipage Item List (CEIL) is                 duplicate copies is required incident to inventories;
an item listing that fleet commanders developed                 however, a comparison of the original and
jointly for special inventory control; that is, a list          duplicate of an individual record should be made
of items that are essential for the protection of               each time a receipt or expenditure entry is posted.

RECORDS OF EXPENDING AND                                     improve the Navy’s physical security program and
RECOVERING ACCOUNTABLE                                       to provide a method for entering serialized
MATERIAL                                                     material into a computer. The M-L-S-R program
                                                             also establishes an official interface with the FBI’s
    Accounting for the expending and recovering              National Crime Information Center (NCIC).
of supply materials is an important supply                   Further guidance, including a detailed list of items
function. Two areas of expenditures, issue and               to be reported and how to report these items, is
transfer, have already been covered in this                  contained in Reporting of Missing, Lost, Stolen,
chapter. We will now discuss the turn-in of                  or Recovered (M-L-S-R) Government Property,
items; the precious-metal recovery program; the              SECNAVINST 5500.4E.
missing, lost, stolen, or recovered government
property program; and material survey.                       SURVEY PROCEDURES

Turn-In Items                                                    When circumstances warrant, such as when
                                                             criminal action or gross negligence is indicated,
    Material in excess of allowance or department            the commanding officer’s designated represent-
needs should be returned promptly to the supply              ative may appoint a surveying officer or a survey
department. You should make every attempt to                 board. Persons who are accountable or respon-
return material in a ready-for-issue condition. If           sible for the material being surveyed should not
the preservation has been destroyed or is marginal,          be appointed as surveying officers.
re-preservation should be accomplished before                    Research action is not required when, in the
turn-in. Material returned to the supply depart-             opinion of the commanding officer or designated
ment is documented on a NAVSUP Form 1250-1                   representative, negligence is not indicated in the
(for manual afloat activities) or a DD Form 1348-1           loss, damage, or destruction of government
(for automated afloat and ashore activities).                property. It is not required if, for reasons
                                                             known to the commanding officer, negligence or
Precious-Metals Recovery                                     responsibility cannot be determined. It is also
                                                             not required if research under those conditions
    Many times in your day-to-day work, you will             would be an unnecessary administrative burden.
be working with equipment that contains precious             Research action is not usually required when a
metals. This is especially true in the Dental                person accepts responsibility for the loss, damage,
Technician, Hospital Corpsman, Photographer’s                or destruction of government property and
Mate, electronic and electrical, and some                    volunteers to reimburse the government. At the
engineering ratings. Precious metals and metal-              discretion of the commanding officer or the
bearing scraps should be separated by generic                designated representative, investigative reports
category; for example, gold, silver, and platinum.           required by other appropriate DOD component
They should then be turned in to the nearest DOD             regulations may be used in lieu of the research
property disposal facility. Further guidance on the          under the following circumstances:
reuse of precious metals and the recovery of
precious metals can be found in Recovery and
Utilization of Precious Metals, NAVSUPINST
                                                                 • No death or injury is involved.
4570.23.                                                         • exists. Items are determinedthe government
                                                                    No possible claim against
                                                                                                 to be scrap by
Missing, Lost, Stolen, or Recovered                                 an inventory manager.
Government Property Program

    The Department of the Navy has long
                                                                 •unaccountedisforcannibalized ordepartment.
                                                                                    in the repair

recognized the importance of maintaining
statistics on where, when, and how government
property was lost, stolen, or found missing and
                                                                 •repair department is cannibalizedtoinhave
                                                                    Residue of material

how it was recovered.                                               scrap value only.
    To provide a medium for recording this
information, the government began the Missing,                  • aSamples of petroleum products aretesting.
                                                                    laboratory for examination and
                                                                                                     sent to
Lost, Stolen or Recovered (M-L-S-R) Program in
1973. The ultimate goal of this program is to                       These samples are not normally returned.

   •beMedical material has beenofdeterminedand
       defective by the Bureau    Medicine
                                            to                whether in use or in storage. Such command
                                                              responsibility requires a thorough observation
      Surgery.                                                of the activities of subordinate units. It also
                                                              requires the enforcement of security, safety,
   •that the value of thediscrepancies (provided
     Material quantity
                          loss or shortage is less
                                                              and accounting requirements by appropriate
                                                              administrative or disciplinary measures.
      than $50 per line item and it does not
      involve sensitive items) transferred to                     As the supervisor, you are responsible for the
      disposal are discovered.                                loss, damage, or destruction of material by
                                                              subordinates under your supervision when the
   • action. is lost in transit because of enemy
      Material                                                action or lack of action can be directly connected
                                                              to the loss, damage, or destruction of government
   The criteria for performing further research
on unresolved discrepancies are as follows:                      You are also responsible for supply stocks that
                                                              are stored and used within your division spaces.
   •precious metals when any discrepancy
     Further research is required on drugs or                 Government property may not be converted to
                                                              personal use without specific permission or
      occurs, regardless of dollar value.                     proper authority.

   •value.items are classified, regardless of dollar
                                                              Report of Survey

   •pilferable items is reported. concerning
     Discrepancy of $500 or more                                  As a CPO, you may encounter a time when
                                                              you will need to expend accountable material from
                                                              your records because of loss, destruction, or
   •orAn indicationexistssuspicionany fraud, theft,
                                                              absorption. In most cases you will be required to
                                                              initiate a Report of Survey (DD Form 200) to
                                                              document the expenditure. The Report of Survey
   • tion, including concerns arms and ammuni-
       A discrepancy
                     all personal arms, whether
                                                              is an official report explaining the situation.
                                                              Depending upon the circumstances, it may also
      or not pecuniary liability is admitted.                 provide the results of an investigation into the
                                                              matter (figs. 4-6A and 4-6B).
   • adjustmentlosses andor exceedsvalue of the
                          the dollar
                                     projected                    NAVSUP P-485 (paragraphs 5125-5128)
      costs of the report of investigation.                   provides specific guidance concerning the prepara-
                                                              tion and responsibility for the submission of the
   •allowance. losses exceed the stated
      Bulk petroleum                                          Report of Survey. Your responsibility as a CPO
                                                              is to document losses or destruction in your work
                                                              center as follows:
   •including items that have been invoiced
      Items are mandatory turn-in repairable,
                                                                 1. Inform your chain of command immediately.
      and shipped but not received.                              2. Begin researching the cause and circum-
                                                                     stances leading to the situation.
   • Discrepancies are over $50,000 (all items).                 3. Try to reconstruct the situation to deter-
                                                                     mine whether further investigation is
   •accountableresearch is requested by the
                                                                 4. Initiate a Report of Survey (DD Form 200)
                                                                     to document loss or destruction of govern-
                                                                     ment property.
Responsibility for Survey
                                                                 Remember, if you are the custodian of loss
   The commanding officer of a ship or unit has               or destroyed material, you are responsible and
command responsibility for the security of all                accountable. Make sure all your research is
U.S. government property within the command,                  thorough.

Figure 4-6A.-Report of Survey, DD Form 200 (Front).

Figure 4-6B.-Report of Survey, DD Form 200 (Reverse).

Distribution of the Report of                                      After the above procedures have been
Survey Form After Final Action                                 accomplished, the following additional actions are
    The original report with all attachments is
retained at the activity if copies are not required                1. Shortages and unserviceable items dis-
by higher authority.                                                  covered incident to inventory are promptly
    A duplicate is returned to the appropriate                        surveyed.
property officer to replace the quadruplicate copy,                2. Inventory adjustments are posted to the
which may then be destroyed if not required by                        custody card.
higher authority.                                                  3. Issue requests are prepared and submitted
    The triplicate copy is destroyed if pecuniary                     to the supply officer for procurement of
liability is not assessed. If pecuniary liability is                  any replacement items required.
assessed, send a copy to the disbursing officer.                   4. A report of inventory completion is sub-
                                                                      mitted to the commanding officer.

INVENTORIES                                                        Upon completion of a controlled equipage
                                                               inventory, each department head submits a letter
    Inventories should be conducted at regular                 report to the commanding officer, with a copy
intervals, following prescribed procedures.                    to the supply officer. When controlled equipage
                                                               is inventoried incident to a change of department
                                                               head, the letter report is signed by both the
Controlled Equipage Inventory                                  relieved and relieving department heads. Letter
                                                               reports should include a list of excess controlled
     All items of controlled equipage are inventoried          equipage items. This list should include justifica-
on an annual basis during the period 15 February               tion or authority for any excess items you want
to 15 March.                                                   to retain. Letter reports should include
     At least 1 month before 15 February, the
                                                                  1. completion of the controlled equipage
supply officer prepares an official notice advising
all department heads of procedural details to be
                                                                  2. submission of shortages and unserviceable
followed when conducting their annual inventories
of controlled equipage. The notice is signed by
                                                                  3. replenishment of shortages and unservice-
the commanding officer or by an officer with
                                                                     able items, and
delegated authority.
                                                                  4. justification or authority for any excess
     Heads of departments are responsible for                        items to be retained.
conducting the inventory of items for which they
have custody. The file of duplicate NAVSUP                     Other Inventories
Forms 306, as well as subcustody records, can be
used as a basis for conducting and recording                       Physical inventories of stores in the technical
physical inventories of controlled equipage.                   custody of the supply department but in the
    All items are sighted and inspected for service-           physical custody of other departments are taken
ability by the officer conducting the inventory.               at the end of each quarter or when prescribed by
Binoculars, small arms, and other equipment                    the supply officer. The inventory is checked
identified by serial numbers are checked by those              against the stock record cards, signed by the
numbers during the inventory. As each item is                  custodian department head, and submitted to the
inventoried, the inventorying officer enters the               supply officer. The following are examples of how
date and quantity and signs the reverse side of the            you should prepare the space for inventory:
department copy of the custody card.
    As the inventory progresses or immediately                    1. Ensure the stowage is orderly and follows
after completion, the inventory record is                            a prearranged stowage plan.
transcribed to the original card held by the                      2. Ensure unopened boxes and other containers
supply officer. When the inventoried quantity of                     are stowed with labels and other identifying
an item differs from the verified custody record                     information facing outward.
balance, a recount or an investigative research or                3. Ensure loose items are repackaged in
both is required.                                                    standard bulk lots when practical.

   4. Ensure all stock is labeled or otherwise                ILO process begins months before the shipyard
      clearly identified.                                     period and continues at a reduced level until the
                                                              next ILO.
     Shortages identified by the inventory are                    The Ship Equipment Configuration Accounting
covered by receipted issue documents. The supply              System (SECAS) validation is one of the first steps
officer charges shortages against the budget of the           in an ILO. This validation is performed by
department concerned.                                         TYCOM personnel. The TYCOM personnel
                                                              board your ship and site-validate all electronic and
Selected Item Management                                      ordnance material and certain hull, mechanical,
(SIM)/Non-SIM Procedures                                      and electrical equipment (HM&E).
                                                                  Personnel assignments to the ILO generally
     Analysis of shipboard usage data has shown               include people from several different technical
that a small percentage of the total number of                ratings, as well as Storekeepers. Each person has
repair parts is in frequent demand. However,                  a specific assignment related to the configuration
all items require the same degree of management               analysis within his or her area of specialty. The
attention: annual inventory, stock record review,             team should work together to ensure that the
and updating. Under the SIM concept, only those               “integrated” portion of ILO brings all parts
items designated SIM receive this attention on a              together as a whole. The assignment of people to
regular basis; non-SIM items are inventoried,                 the ILO team is a critical factor in the final
reviewed, and updated only when transactions                  outcome. You should assign the most conscientious
occur. A stock item is designated SIM after it has            people from the work center to the ILO team.
had two demands (regardless of quantity issued)                   Several of the major evolutions involved in an
within a 6-month period; it loses that designation            ILO are outlined below:
when no demands have been recorded for 6
months consecutively.                                                Develop a plan of action and milestones
     You should remember that the designation of                     (POA&M).
a stock item as either SIM or non-SIM is not
permanent. When a non-SIM item experiences its                       Train all personnel involved in the ILO
second demand within 6 months, it should be                          process.
redesignated as SIM. An item maybe designated
as SIM if it has a predictable demand of two or                      Off-load all repair parts, technical
more based on expected seasonal or deployed                          manuals, and PMS documentation at the
usage.                                                               ILO site.
     SIM items are inventoried at 6-month intervals.
The inventory should be completed and posted                         Compare the SECAS validation to the
within 2 weeks after it is started. The inventory                    current COSAL and inventory and catalog
should be conducted before deployment.                               repair parts at the same time.

INTEGRATED LOGISTICS                                                 Analyze the applicability of repair parts,
OVERHAUL (ILO)                                                       technical manuals, and PMS to update the
    The ILO improves readiness by providing a
ship with logistics support that accurately reflects                 Coordinate the reorder of repair parts,
the ship’s true equipment and operating needs.                       technical manuals, and PMS programs.
The term logistics support refers to the repair
parts, Planned Maintenance System (PMS),                             On-load updated products.
technical manuals, and personnel training
necessary to operate and sustain the ship. As you                    Follow-up adjust. and validate the entire
can see, an ILO includes much more than just                         ILO process This step continues during
repair parts and involves more than just supply                      the entire operating cycle.
functions. An ILO is a shipboard evolution that
involves every department and is important for                    The result of an ILO will never be perfect, but
a ship’s overhaul. A properly executed ILO can                this process does eliminate most of the support
greatly benefit the future operations of the ship,            problems encountered during the previous
but a poorly executed ILO can be disastrous. The              operating cycle. Because an ILO is a self-help

project, the product will only be as good as the            assistant must be trained in and knowledgeable
input from you and your personnel. You, as a                of the 3-M Systems. The assistant will provide
CPO, will have a great deal of influence over this          assistance and supervision in all administrative
procedure.                                                  facets of the department’s 3-M Systems program.

                                                            DIVISION OFFICER
              THE 3-M SYSTEMS
                                                                The division officer is responsible to the
    The average work center aboard ship is                  department head and must be trained in the 3-M
involved in the 3-M Systems through the Planned             Systems. The division officer assists in managing
Maintenance System (PMS) and the Maintenance                the maintenance required for the equipment
Data System (MDS). Your position in the work                within the division. The division officer’s respon-
center or division will require you to have a good          sibilities include the following:
working knowledge of the 3-M Systems. Basic
3-M responsibilities of the chief include the                      Ensuring division MDS documents are
following:                                                         complete, accurate, and promptly prepared
                                                                   and submitted
  •    Training the division officer and subor-
       dinates                                                     Ensuring qualified senior personnel review
                                                                   PMS maintenance requirement documents
  •    Supervising preventive maintenance admin-
       istrative procedures
                                                                   such as maintenance index pages (MIPs)
                                                                   or maintenance requirement cards (MRCs)
                                                                   for completeness, applicability, and ac-
  •    Supervising corrective maintenance admin-
       istrative procedures

                                                                   Supervising preparation, reviewing, and
  •    Submitting equipment configuration
       changes to update the weapons system file
                                                                   signing of the divisions’s weekly PMS

  •    Managing the division or work center
       maintenance through use of the current
                                                                   Conducting weekly spot-checks to make
                                                                   sure maintenance requirements are per-
                                                                   formed as indicated on the maintenance
       ship’s maintenance project (CSMP)                           requirement card (MRC)

    An in-depth explanation of the 3-M Systems                     Ensuring the department quarterly
is beyond the scope of this chapter. Exact pro-                    schedule is properly updated each week
cedures for administering the 3-M Systems vary
depending upon TYCOM instructions, type of                         Including 3-M Systems training in divisional
command, or special programs such as nuclear                       training plan
weapons or nuclear power.
                                                                   Working in association with the ship’s 3-M
    This section will cover the general respon-
sibilities of the positions you should be familiar
with as a chief. These positions are the depart-                   Meeting the work center supervisors each
mental 3-M Systems assistant, division officer,                    week and then informing the department
group supervisor, and work center supervisor.                      head of 3-M Systems status within the
    A more detailed description of the 3-M                         division
Systems can be found in the Ships’ Maintenance
and Material Management (3-M) Systems                              Ensuring division 3-M Systems files,
Manual, OPNAVINST 4790.4B, and your                                publications, MRC decks, tag guide list
TYCOM 3-M Systems instruction.                                     (TGL), and equipment guide list (EGL) are
                                                                   complete and current
ASSISTANT                                                   GROUP SUPERVISOR

   The department head will assign an officer or                Sometimes the leading chief is responsible for
a petty officer as a 3-M Systems assistant. The             the proper operation of two or more work centers.

When this occurs the leading chief is referred to                   Reviewing maintenance requirement cards
as the group supervisor. The group supervisor is                    and submitting a PMS feedback report
responsible for the proper performance of the 3-M                   when maintenance requirements are not
Systems in the work centers under their control.                    fully understood; errors are believed to
                                                                    exist; maintenance requirements are believed
WORK CENTER SUPERVISOR                                              to be inadequate or excessive or when
                                                                    performance would cause a hazardous
    The senior chief petty officer (or senior petty                 condition to exist; or replacement
officer if no chief is assigned) within the work                    documents are required.
center is the work center supervisor. The work
center supervisor is responsible for the effective                  Maintaining an accurate and current list
operation of the 3-M Systems in his or her work                     of effective pages (LOEP) by comparing
center. The responsibility can not be delegated to                  PMS documentation to actual work center
subordinate maintenance personnel. The work                         equipment configuration.
center supervisor will receive 3-M Systems training
and is responsible for the following:                               Ensuring periodic maintenance requirements
                                                                    (PMR) scheduled for the work center are
       Scheduling and supervising accomplish-                       completed and reported as stated on the
       ment of weekly work center maintenance                       PMS, MRC, or PMR.
                                                                    Ensuring proper tests and inspections prior
       Ensuring preventive maintenance status is                    to acceptance of work done by outside
       shown correctly on work center PMS                           activities.
                                                                    Ensuring delivery of test, measurement, or
       Informing the division officer or group                      other portable equipments to testing and
       supervisor of MDS or PMS actions within                      calibration work centers as indicated on
       the work center.                                             scheduling reports.

       Maintaining an adequate supply of 3-M
       Systems materials for the work center.                      SHIPBOARD NONTACTICAL
       Ensuring prompt documentation of all                      AUTOMATED DATA PROCESSING
                                                                   (ADP) PROGRAM: SYSTEMS
       noted material deficiencies in the work
                                                                      (SNAP I AND SNAP II)
       center work list/job sequence number
       (JSN) log and on OPNAV 4790/CK Form
       if required.                                              The Shipboard Nontactical ADP Program
                                                             (SNAP) concept takes the power of computers
       Documenting completed maintenance                     with their ability to process information and puts
       actions promptly using OPNAV 4790/2K                  that power in the hands of the work center
       or OPNAV 4790/CK forms when required.                 personnel. The SNAP computer systems are
                                                             highly useful systems. The Navy uses two different
       Reviewing all 3-M documentation leaving               SNAP computer systems to accomplish the same
       the work center to make sure it is correct,           basic functions. SNAP I systems are installed at
       legible, and prepared and submitted                   Shore Intermediate Maintenance Activities
       promptly. Persons discovering deficiencies            (SIMAs) and on board larger vessels such as
       are responsible for completing required               aircraft carriers, tenders, amphibious command
       documentation.                                        ships, and amphibious assault ships. SNAP II
       Ensuring maximum use of PMS as a                      systems are installed only on smaller vessels such
       maintenance training aid for work center              as frigates, destroyers, and cruisers.
                                                                 The main objectives of SNAP I and SNAP II
                                                             systems are to accomplish the following:
       Maintaining control and accountability of
       work center job sequence numbers (JSNs).                  • workloadthe current shipboard administrative
                                                                            associated with equipment mainte-
       Verifying that the work center CSMP is                       nance, supply and financial management,
       current and complete.                                        and personnel administration

     • flexible on-line management responsive and
         Provide supervisors with a
                                    tool for main-
                                                          during counseling. The things the counselor may
                                                          view as unimportant may be of paramount
        tenance, supply, and manpower functions           importance to the counselee. We tend to view the
     •existing off-ship data and timeliness of
       Improve the accuracy
                             reports without
                                                          world through our own values, and this can
                                                          present problems when we are confronted with
                                                          values that are at odds with our own. If persons
        increasing user workload
                                                          in your unit think something is causing them a
                                                          problem, then it is a problem to them, regardless
                                                          of how insignificant you might believe the pro-
                                                          blem to be.
      One of the most important aspects of the chief          The objective of counseling is to give your
 petty officer’s job is providing advice and              personnel support in dealing with problems so that
 counseling to subordinates. CPOs who make                they will regain the ability to work effectively in
 themselves accessible to subordinates will find          the organization. Counseling effectiveness is
 they are in great demand to provide information          achieved through performance of one or more of
 and to help in finding solutions to problems.            the following counseling objectives: advice,
      The purpose of this section of the chapter is       reassurance, release of emotional tension, clarified
 to present an overview of the basic principles and       thinking, and reorientation.
 techniques of counseling. This section is not
 intended to be a course in problem solving, nor          Advice
 is it intended to provide a catalog of answers to
 all questions. This section will, however, give you           Many persons think of counseling as primarily
 an overview of general counseling procedures,            an advice-giving activity, but in reality it is but
 some guidelines to use in the counseling process,        one of several functions that counselors perform.
 and a listing of resources available as references.      The giving of advice requires that a counselor
     A point to remember is that counseling should        make judgments about a counselee’s problems
 not be meddlesome, and the extreme, of playing           and lay out a course of action. Herein lies the
psychiatrist, should be avoided. But neither              difficulty, because understanding another person’s
should counseling be reserved only for a                  complicated emotions is almost impossible.
subordinate that is having problems; you should                Advice-giving may breed a relationship in
also counsel subordinates for their achievements          which the counselee feels inferior and emotionally
and outstanding performance. Counseling of a              dependent on the counselor. In spite of its ills,
subordinate who is doing a good job reinforces            advice-giving occurs in routine counseling sessions
this type of job performance and ensures                  because members expect it and counselors tend
continued good work. Counseling of this type also         to provide it.
provides an opening for you to point out ways
that a subordinate might improve an already good          Reassurance
job performance.
     Counseling the subordinate who is doing a                Counseling can provide members with re-
good job is relatively easy, but a different              assurance, which is a way of giving them courage
type of counseling is required for a subordinate          to face a problem or confidence that they are
whose performance does not meet set standards.            pursuing a suitable course of action. Reassurance
This section teaches you how to counsel the               can be a valuable, though sometimes temporary,
subordinate whose performance does not meet               cure for a member’s emotional upsets. Sometimes
established job standards.                                just the act of talking with someone about a
     In general, this section can be used as a guide      problem can bring about a sense of relief that will
to counseling personnel on professional, personal,        allow the member to function normally again.
and performance matters. Also, the basics
presented here apply to counseling subordinates           Release of Emotional Tension
on their enlisted evaluations.
                                                              People tend to get emotional release from their
PRINCIPLES OF COUNSELING                                  frustrations and other problems whenever they
                                                          have an opportunity to tell someone about them.
    Counselors should set aside their own value           Counseling history consistently shows that as
system in order to empathize with the person              persons begin to explain their problems to a

sympathetic listener, their tensions begin to                 and it is easy to do. But is it effective? Does
subside. They become more relaxed and tend to                 the counselor really understand the member’s
become more coherent and rational. The release                problem? Does the counselor have the technical
of tensions does not necessarily mean that the                knowledge of human behavior and the judgment
solution to the problem has been found, but it                to make the “right” decision? If the decision is
does help remove mental blocks in the way of a                right, will the member follow it? The answer to
solution.                                                     these questions is often no, and that is why advice-
                                                              giving is sometimes an unwise act in counseling.
Clarified Thinking                                            Although advice-giving is of questionable value,
                                                              some of the other functions achieved by directive
    Clarified thinking tends to be a normal result            counseling are worthwhile. If the counselor is a
of emotional release. The fact is that not all                good listener, then the member should experience
clarified thinking takes place while the counselor            some emotional release. As the result of the
and counselee are talking. All or part of it may              emotional release, plus ideas that the counselor
take place later as a result of developments                  imparts, the member may also clarify thinking.
during the counseling relationship. The net result            Both advice and reassurance may be worthwhile
of clarified thinking is that a person is encouraged          if they give the member more courage to take a
to accept responsibility for problems and to be               workable course of action that the member
more realistic in solving them.                               supports.

Reorientation                                                 Nondirective Counseling

    Reorientation is more than mere emotional                     Nondirective, or client-centered, counseling is
release or clear thinking about a problem. It                 the process of skillfully listening to a counselee,
involves a change in the member’s emotional self              encouraging the person to explain bothersome
through a change in basic goals and aspirations.              problems, and helping him or her to understand
Very often it requires a revision of the member’s             those problems and determine courses of action.
level of aspiration to bring it more in line with             This type of counseling focuses on the member,
actual attainment. It causes people to recognize              rather than on the counselor as a judge and
and accept their own limitations. The counselor’s             advisor; hence, it is “client-centered.” This type
job is to recognize those in need of reorientation            of counseling is used by professional counselors,
before their need becomes severe, so that they can            but nonprofessionals may use its techniques to
be referred to professional help. Reorientation is            work more effectively with service members. The
the kind of function needed to help alcoholics                unique advantage of nondirective counseling is its
return to normalcy or to treat those with mental              ability to cause the member’s reorientation. It
disorders.                                                    stresses changing the person, instead of dealing
                                                              only with the immediate problem in the usual
TYPES OF COUNSELING                                           manner of directive counseling. The counselor
                                                              attempts to ask discerning questions, restate ideas,
    Counseling should be looked upon in terms                 clarify feelings, and attempts to understand why
of the amount of direction that the counselor gives           these feelings exist. Professional counselors treat
the counselee. This direction ranges from full                each counselee as a social and organizational
direction (directive counseling) to no direction              equal. They primarily listen and try to help their
(nondirective counseling).                                    client discover and follow improved courses of
                                                              action. They especially “listen between the lines”
Directive Counseling                                          to learn the full meaning of their client’s feelings.
                                                              They look for assumptions underlying the
    Directive counseling is the process of listening          counselee’s statements and for the events the
to a member’s problem, deciding with the member               counselee may, at first, have avoided talking
what should be done, and then encouraging and                 about. A person’s feelings can be likened to an
motivating the person to do it. This type of                  iceberg. The counselor will usually only see the
counseling accomplishes the function of advice;               revealed feelings and emotions. Underlying these
but it may also reassure; give emotional release;             surface indications is the true problem that the
and, to a minor extent, clarify thinking. Most                member is almost always initially reluctant to
everyone likes to give advice, counselors included,           reveal.

PERSONAL COUNSELING                                            officer, and medical officer. The effective CPO
                                                               should be able to recognize situations in which
    All personal problems should not be referred               referral is necessary and to assist the counselee
to a specialist. Your first duty as a chief is to              in obtaining maximum benefit from these
recognize whether the problem is beyond your                   referrals. Examples of situations in which
ability to help or not. Many times you can solve               referral would be appropriate include drug
personal problems with a telephone call. If the                and alcohol abuse, psychological problems or
problem is beyond your ability to solve, then give             behavioral disorders, medical problems, personal
the division officer a chance to solve the problem.            limitations, such as a personality conflict with the
Stay informed of the progress made toward                      counselor and the inability of the counselor to
solving the problem. If the problem requires                   relate to or comprehend a counselee’s problem.
assistance from outside the command, you can                       In each instance, the key to successful referral
smooth the process by making appointments and                  lies not in the ability to diagnose a problem but
ensuring the counselee gets help. Keep informed                rather in the ability to recognize those signs or
of progress and follow-up!                                     symptoms that indicate referral to appropriate
    As a CPO, you may encounter situations in                  sources.
which persons being counseled must be referred                     To assist CPOs in fulfilling their advising and
to other sources for assistance. There will be times           counseling responsibilities with regard to referral,
when a person will have special problems that will             the Navy has developed an impressive array of
require special help. These problems should be                 helping resources. A listing of these helping
handled by such specialists as the chaplain, legal             resources is provided for reference.

                Helping Resource                                                  Capability

Alcohol Rehabilitation Centers/Alcohol                        Alcohol abuse and related physical disorders
Rehabilitation Departments (ARCs and ARDs)

Counseling and Assistance Centers (CAACs)                     Drug abuse, alcohol abuse, and psychological

Drug and Alcohol Program Advisor (DAPA)                       Primary command point of contact for drug and
                                                              alcohol abuse problems

Navy Alcohol and Drug Safety Action Pro-                      Education program for those with drug/alcohol
gram (NADSAP)                                                 abuse problems

Navy Relief                                                   Financial counseling

Chaplain Corps                                                Personal problem and religious counseling

Command Ombudsman                                             Community orientation and family orientation to
                                                              the command and Navy life

Family Service Centers (FSC)                              Comprehensive family-related information, pro-
                                                          grams, and services for Navy families and single
                                                          service members

Federal Credit Unions                                         Financial assistance, to include savings and loan
                                                              advice as well as family financial planning

Educational Services                                      Educational assistance, to include degree-granting
                                                          programs, correspondence courses, and in-service
                                                          educational benefits

                 Helping Resource                                                 Capability

Navy Relief Society                                        Loans and outright grants to alleviate financial
                                                           emergencies; also family budget counseling

Naval Legal Service Offices                                Legal advice, to include wills, powers of attorney,
                                                           and notarizing services

American Red Cross                                         Emergency assistance of all types, to include
                                                           emergency leave verification and travel assistance

Naval Hospitals                                            Physical and psychological problems and disorders
                                                           diagnosed and treated

Veterans Administration (VA)                               Veterans benefits and survivors benefits advice

Civilian Health and Medical Program of the                 Health care benefits and eligibility advice
Uniformed Services (CHAMPUS)

Command Career Counselor                                   Career information, to include Navy rights and

PROFESSIONAL, PERFORMANCE,                                     performers or cause more capable performers to
AND ENLISTED EVALUATION                                        become bored. Remember to individualize the
COUNSELING                                                     target performance. An example would be giving
                                                               your star performer 1 week to complete a specific
    Professional, performance, and enlisted                    personnel qualification standard (PQS). The
evaluation counseling all have several things in               1-week target may be too difficult for your least
common. Standards should be set; standards                     capable performer, so you might allow him or her
should be clear and understood by the counselee;               1 month to complete the PQS. All other personnel
targets should be set for each individual; and                 would fall somewhere within this range, depending
both good and poor performance of subor-                       upon their capabilities.
dinates should be documented and the subor-                        As your personnel progress, you will need to
dinates counseled. Professional and performance                adjust the targets to keep them challenging but
counseling takes place throughout the year.                    realistic. Counsel your personnel on their good
Enlisted evaluation counseling should take place               and poor performance. Document the counseling
once a quarter to allow personnel a chance to                  sessions for at least 3 months.
improve before receiving the formal evaluation.                    You have been documenting the professional
    A good place to start is at the end of the                 and performance counseling for the last 3 months.
formal evaluation period. You can outline the                  Now it is time to conduct an enlisted evaluation
minimum required performance you expect from                   counseling session. Write a rough evaluation on
each paygrade and rating within the work center                each subordinate, using their counseling sheets
or division. This is setting a clear standard                  and other documentation taken from personal
of performance. Professional and performance                   observation over the last 3 months. Do not refer
counseling will be based on these standards.                   to the last formal evaluation (or rough evaluation
Ensure each subordinate understands the required               for latter sessions).
level of performance you expect from him or her.                   These quarterly counseling sessions will allow
    Set performance targets for each individual.               you to provide positive reinforcement for correct
People are different and have different capabilities.          behavior and corrective action for substandard
By setting performance targets above the required              behavior. You will also be able to document
minimum, you will be able to maximize subor-                   items that are sometimes forgotten at the yearly
dinate output. Setting a standard target of                    evaluation. Schools attended, courses completed,
performance could discourage less capable                      and assistance provided are sometimes overlooked

or forgotten if the supervisor or subordinate fails         Information to be Obtained
to document them.
    At the end of the formal evaluation period,                 During the interview, the interviewer obtains
you should have enough documentation to write               all the information possible about the member’s
an objective evaluation on each subordinate.                education, personal interests, and occupational

      INTERVIEWING, ASSIGNING,                                  EDUCATIONAL INFORMATION. –Educa-
     AND EVALUATING PERSONNEL                               tional information includes the kind and extent
                                                            of formal education; where and when it was
    As a chief petty officer, your administrative           acquired; subjects liked and disliked and why, and
duties will include interviewing personnel,                 the amount of time spent studying each; any
assigning them to jobs, and evaluating their                occupation followed during the period of educa-
performance. The purpose of interviewing is to              tion; and an explanation of unusual features of
obtain information that will help you make the              education.
most effective use of the skills and abilities of
naval personnel. The best way you can do this is                Educational attainment indicates to a certain
to assign people to work they do well and enjoy;            degree the member’s ability to absorb training.
people who enjoy their work usually put forth               Success in technical or special subjects in high
their best efforts in doing the job. The end result         school usually indicates aptitude for continued
of proper interviewing and assignment is a positive         training in related subjects in Navy schools. Trade
evaluation for the subordinate.                             schools, business schools, and correspondence
                                                            courses are important, especially if they are related
                                                            to a Navy rating.
                                                                Do not assume, however, because a person has
    The interview has three major objectives: to            been trained in a certain field, that the occupa-
establish your position of leadership and respon-           tion is necessarily suitable or desirable for that
sibility in the sailor’s mind, to discover special          person. The person may have been urged to enter
characteristics or aptitudes about the member that          a field by parents or teachers without particularly
may not be included in the records, and to show             desiring it. Or the person may have chosen a field
that you have a personal interest in the person.            without sufficient knowledge of the work involved.
The interview should be friendly, not too formal,           It is also possible that after actually working in
but thorough.                                               a job, the person did not like it or was not suited
                                                            for it.
Beginning the Interview                                        Here are some questions to help you obtain
                                                            a more accurate picture of a member’s educational
    To obtain all the necessary information from            and training background.
a member during an interview, you must put the
member at ease and in the mood to talk. This is                    Why did the person choose this particular
accomplished by using a pleasant, easy manner                      field of study?
and by making it clear that you are interested in,
and responsible for, finding the member a suitable                 What progress was made? What grades
job assignment.                                                    were received?
    Before beginning, you should have had a
chance to read whatever information is available                   Would the member choose this field
on the member. From this, facts can be found to                    today?
open the interview, such as the location of the
member’s home.                                                     Did the person obtain, or attempt to
    The interview is not only for the purpose of                   obtain, employment related to this par-
giving you information, but also to help members                   ticular study field?
understand themselves. You and the member
should work as a team to find the most                             If given the opportunity, would the
satisfactory assignment possible within the Navy’s                 person choose a vocation that would make
needs.                                                             use of this study field?

    PERSONAL INTERESTS. –You should ask                      as to kinds of ability, but they all require a
questions to find out the personal interests of the          considerable amount of ability.
member. This could include questions about
                                                                 Do not close the door to training on the
leisure time activities, sports in which the member
                                                             member because the cutting scores required for
has participated, the level of achievement in each
                                                             a school have not been achieved. If a member is
sport, any talents for public entertainment, and
                                                             genuinely interested in a type of work, the member
positions of leadership held. The latter usually
                                                             will probably be able to get on-the-job training.
refers to office or committee jobs in organizations
                                                             This process, which is quite likely to be available
to which the person has belonged. These activities,
                                                             to a member as a striker aboard ship, may be
being largely voluntary, sometimes present a truer
                                                             within the member’s capabilities even though the
picture of the person’s interests than the educa-
                                                             member could not keep up the speed required in
tion or work experience. In any case, they add
                                                             a school.
to a complete picture of the person.

    OCCUPATIONAL INFORMATION. –You                               CLOSING THE lNTERVIEW. –Before closing
should obtain a brief record of the person’s                 the interview, you should summarize the
experience on jobs held since entering the Navy              member’s qualifications and inform the member
and before entering the Navy, length of time held,           of his or her assignment. Show the member all
interests in each job, and success in each job.              the advantages that can be gained from the assign-
Care must be exercised both in recording work                ment. It is part of your duty to help the member
experience and interpreting it. With experience,             see all the ways in which the assignment can be
as with education, you should not assume that an             used in furthering long-range ambitions. You
occupation is suitable for a member merely                   should make certain that the member understands
because some background in it has been shown.                all the duties and responsibilities of the assign-
The member’s interest and success in an occupa-              ment and that the person has been given helpful
tion must be considered before you decide whether            information. You should help the member
to assign similar work to the person.                        develop a positive attitude toward the new assign-
                                                             ment; this will promote the person’s effectiveness
    GIVE THE PERSON HONEST ANSWERS. –                        in the immediate job and his or her own best
Remember that it is your responsibility to guide             interest in the future.
and assist the person as much as possible. At times
you may be tempted to evade or give indefinite
answers because you expect the person to react               Some Final Thoughts for the Interviewer
unfavorably to what you have to say. Keep in
mind, however, that even though working out a                   As a brief review, here are some recommen-
solution to a member’s problems means a lot of               dations to keep in mind for successful inter-
hard work, it is your job.                                   viewing:
    Look at the situation from the member’s point
of view. Few situations are more discouraging                   — Get a mental picture of the WHOLE
than attempting to get information and receiving             person, not just one side.
evasive answers or no help from the person who
should be helping you. In other words, if you are                — Be alert for the possibility that the person
supposed to be a counselor, tackle the problem               may be suffering from some physical or mental
and try to do something to help. Tell the person             illness. Navy people are generally fine physical
when you do not know the answers, but try to                 specimens and well adjusted mentally, but your
help find them.                                              job may put you in contact with exceptional cases.
                                                             These belong to the professional specialist—the
    EMPHASIZE THE PERSON’S ABILITY. –                        medical officer.
You will be most effective as a counselor and an
interviewer if you take a positive approach,                     — Be more concerned with the causes than
putting emphasis on the abilities of personnel and           wit h surface symptoms. Do not assume that all
the kinds of jobs in which they can best be put              members OUGHT TO BEHAVE in a certain way,
to use. The more you learn about the various types           and do not condemn the nonconformists. Try to
of Navy duty, the greater respect you are likely             find out what makes a member behave in a certain
to acquire for all the various jobs. They differ             way.

    — Keep the emphasis on the positive aspects               are evaluating. You should pay careful attention
of the person’s abilities and character. Show that            to detail and treat each evaluation as if it were
you appreciate the member’s good qualities and                going in your service record.
show the person how to take advantage of these                     Military standards indicate that the evaluation
qualities.                                                    writing process should begin at the petty officer
                                                              second class level. Delegate the initial preparation
    — In your efforts to be friendly and under-               of evaluations to the petty officer second class or
standing, do not give the impression that you                 one level above the person being evaluated. Have
are an easy mark or that friendly talk is all you             the next level in the chain of command review the
have to offer. Do what you can, definitely and                evaluation.
positively. Expect members to do their part.                      You should use your counseling file to double
                                                              check the evaluation. Make sure the marks given
  — Remember that it is your duty to help the                 are realistic. Some discrete checking in your
Navy make the best use of its personnel.                      command will reveal the appropriate marking
                                                              range for personnel. Do not be afraid to give 4.0
   — Above all, remember that you are dealing                 marks if they are called for and can be justified.
with HUMAN BEINGS. An interview that is just                  Your job is to give an objective evaluation based
one event in a day’s work to you may be the                   on facts. Bullets for blocks 54,55, and 56 of the
turning point of a member’s life.                             evaluation should come from your counseling file,
                                                              the subordinate’s service record, and the division
ASSIGNING                                                     officer’s record.
                                                                  Providing evaluation comments for block 56
    Assigning personnel is a staffing function as             is a problem for most people. Give a brief
discussed in chapter 3. Your primary objective is             description of the person and his or her job. The
to match the correct person to the job to receive             purpose of block 56 is to amplify information in
maximum efficiency and effectiveness. However,                blocks 27 through 43, 54, and 55. Use bold,
you will also need to account for using on-the-               underline, and CAPITALIZATION to make key
job training (OJT) to cross-train personnel.                  words and phrases standout. Refer to The Navy
You will lose some efficiency in the short term               Enlisted Performance Evaluation System, NAV-
through use of OJT, but the long term result is               MILPERSCOMINST 1616.1A, and the Enlisted
higher divisional or work center efficiency and               Evaluation Manual, BUPERSINST 1616.9, for
effectiveness.                                                additional information.
    There are no firm rules for assigning personnel.
Best results occur when personnel are happy in                Reviewing Enlisted Evaluations
their job. Try to match the personal interest of
the subordinate to the job requirements when                      The leading petty officer (LPO) should submit
possible. At other times you will need to employ              to you the rough evaluation and a copy of the
a skillful use of influence to achieve the desired            enlisted evaluation report-individual input form
outcome.                                                      (NAVPERS 1616/21), or “brag sheet” as it is
                                                              known. You should now prepare the evaluation.
EVALUATING                                                        Your role in the evaluation process is to
                                                              compile the inputs and assure completion,
    Evaluating personnel was discussed in the                 correctness, and consistency among your different
topic on performance counseling. You should be                work centers. Use service records, your notes,
counseling your personnel on a regular basis to               counseling files, and brag sheets to ensure
let them know how they are doing and where they               completion and accuracy of the evaluations.
need to improve. This section focuses on your                     Observe how each work center tends to mark
responsibilities in preparing enlisted performance            the evaluations. Some evaluations may tend to be
evaluations.                                                  skewed higher or lower than the normal standard.
                                                              Make corrections as appropriate.
Preparing Enlisted                                                You should now make sure that written
Performance Evaluations                                       remarks on the evaluation are in the proper
                                                              format and void of grammatical errors. When you
    Enlisted performance evaluations will have a              are happy with the way the evaluations read, then
long-term impact on the career of the person you              pass the rough evaluations to the division officer.

Any changes that are made to the evaluation by                    Another thing to consider, which is almost as
the chain of command above you should be                      important as the content, is the technical aspects
discussed with the division officer. As always, stay          of the presentation itself. Your visual aids should
informed!                                                     be as good as you can make them and, above all,
                                                              they should be correct. Slides containing errors
                                                              in spelling, grammar, and computations distract
                                                              your audience and undermine your credibility.
              COMMUNICATION                                   Speak clearly and distinctly to your audience. If
                                                              you do all these things and have your briefing well
    The chief petty officer is often called upon to           organized, you will be successful.
provide briefings, write messages, and prepare
naval correspondence. You may at some point be                Organization of a Briefing
asked to perform these functions also. This
section should provide you with a knowledge base                 The special requirements of a briefing impose
from which you can build your communication                   certain limitations upon the speaker. The
skills.                                                       traditional plan of organization, with an
                                                              introduction, a body, and a conclusion, is
                                                              adaptable to the clarity, accuracy, and brevity
THE MILITARY BRIEFING                                         necessary in a good briefing.

    An additional administrative duty you may                     INTRODUCTION. —Since your listeners
have as a CPO is to prepare a briefing. The                   need and want to know about your subject, you
primary purpose of a briefing is to inform, but               will not need time-consuming, attention-getting
it also may have other purposes: first, to ensure             devices. If another speaker introduces you and
the listener’s understanding of a particular                  your subject, you need only give a quick overview
mission, operation, or concept; second, to enable             of the subject and proceed immediately to
the listener to perform a specific procedure; and             the main points. If you are not introduced, you
third, to provide the listener with information on            might simply say, “Good morning. I’m Chief
which to base decisions.                                      Petty Officer Jones; I’ll be briefing you
    Often several people participate in a briefing.           on _____________ .”
In a briefing for an operational plan, for instance,
one group may cover the administrative, tactical,                  BODY. —The information for the body of
logistical, and operational phases; and another               your briefing requires careful consideration from
group may explain the mission. To enable the                  the standpoint of content as well as delivery. If
listeners to grasp all this information as a                  possible, present only the facts. Your facts should
unit, each briefer must give only the essential               be provable, and you should have the proof with
information in as few words and as few minutes                you in case your listeners ask for it. Because you
as completeness and clarity will permit.                      must be brief, you may have to omit many details
    In preparing to brief others, you must analyze            from your talk. This can cause you to oversimplify
a mass of data, choose the really significant facts,          a difficult subject. One way to avoid over-
and organize them carefully. Your explanation                 simplification is to prepare a folder of’ “documen-
should be simple, precise, and factual. Jokes and             tation” for your listeners to refer to after you
anecdotes rarely have a place in a briefing. The              finish the briefing. In your opening remarks, tell
listeners are ready for a serious talk. They want             them it is available. You gain in several ways from
to hear the vital information on a specific                   letting your listeners know at the outset that they
subject presented as clearly as possible. If you are          will have access to complete information on your
able, however, you may occasionally use humor                 subject. First, your listeners are more apt to
to help you make a point or clarify a problem.                accept the validity of your information because
When you give a briefing, you are likely to face              they know they can check your evidence. Second,
a captive audience. Analyze the rank and                      they are less likely to ask needless questions or
experience of the people you are to brief, and try            to interrupt for other reasons. And third, they will
to determine what your best approach will be. You             go along with very simple visual aids because they
cannot always say what your listeners want to                 know they can get more detailed information if
hear, but you can try to speak in the manner they             they need it. Another way is to prepare “backup”
will most easily understand.                                  slides that present detailed information on specific

issues. If questions are asked, you will be ready              either case, organize your material to inform
and will increase the confidence your audience has             as you would for a speech. On the other hand,
in you.                                                        if the purpose is to provide your listeners with
    If certain facts are not available and you must            information on which to base decisions, a
make an assumption, identify the assumption, say               problem-solving plan to organization can be most
that it is necessary, and continue. If your listeners          effective.
wish to challenge the assumption, they can do so                   When you prepare and deliver briefings,
during the question-and-answer period, at which                remember their basic function is to convey
time you should be able to explain your rationale.             information more rapidly and effectively than
Normally, you do not interpret the information                 would be possible by any other means. It takes
in your briefing. Present the facts and let your               practice to become an excellent briefer. Experience
listeners draw the conclusions. Such phrases as                in other types of public speaking and in writing
“In my opinion, ” “I think,” and “I take this to               also helps. As a member of the Navy, you need
mean” are generally signs that the briefer is                  to be adept at stating your ideas accurately,
going beyond the mere presentation of informa-                 briefly, and clearly.
tion and is interpreting the meaning of the
information.                                                   Procedures for Presenting a Briefing
                                                                   When you are giving a prepared briefing, your
    Emotional appeals have no place in a brief-                briefing needs to support four basic areas:
ing. Your listeners will be justified in doubting                  1. You should state the point clearly and
your objectivity if your presentation is charged               concisely at the beginning of your briefing so that
with emotion. This does not mean that your                     your audience knows what they are listening to
delivery should be dry and lifeless—rather, quite              and what they can expect from the rest of your
the contrary. Because you must present pertinent               briefing.
information and nothing more, you should strive                    2. You must amplify the point you are trying
for an animated and interesting delivery. Visual               to make or the area you are trying to cover.
aids can help you show quickly and clearly many                    3. You should support that point. You must
things that you would have trouble putting into                bring the audience enough information to inform
words. One glance at a map would show your                     them or to help them make a decision, whatever
listeners more about air bases in Communist                    the purpose of your presentation happens to be.
China than 15 minutes of words alone. Practice                     4. You must end your briefing appropriately.
the briefing with your visual aids until you can               The conclusion should bring the briefing together
use them smoothly. They should be an integral                  in a concise manner, reviewing the topic but
part of your presentation. If you do not practice              keeping it short.
your briefing, such simple acts as uncovering or
recovering a chart can cause awkward breaks in                 REVIEWING NAVAL MESSAGES
a briefing.                                                    AND CORRESPONDENCE

    CONCLUSION. —This part of a briefing                           An ability to communicate in the written form
should be short but positive. Summarize your                   will serve you well throughout your naval career.
main points if you feel it is necessary. Since a               As you progress more and more people expect you
question-and-answer period usually follows a                   to be able to communicate clearly and concisely.
briefing, a good concluding sentence might be                  This section of the chapter will discuss some of
“Ladies and gentlemen, are there any questions?”               the basic procedures to review messages and
If a question period is not to follow, you might               correspondence prepared by your subordinates.
simply say, “Ladies and gentlemen, this concludes                  Basically you will be reviewing for content,
my briefing. ”                                                 spelling, and punctuation. If your command is
    Clear, logical organization of your material               equipped with personal computers, your job will
will help your listeners understand it. In organizing          be much easier. Unclassified documents can be
the introduction, body, and conclusion of the                  written and edited on the computer. You may use
briefing, keep the purpose in mind. It can be to               programs such as WordPerfect or Wordstar to
give your listeners an understanding of a certain              write, edit, spell check, or substitute words using
mission, operation, or concept. Or it can be to                the thesaurus. Sentence structure can be checked
enable them to perform a specific procedure. In                using a program such as Rightwriter.

   If your message or correspondence is                     Regulations of the U.S. Navy (SORN). The
classified, you should check the document                   SORM should be arranged in the same manner
manually. A good desk reference set is a must.              as the SORN and contain detailed bills as they
As a minimum you should have:                               apply to your command. This section covers your
                                                            responsibility to keep the SORM current and
       A standard desk dictionary and thesaurus             up-to-date.

       Hedge’s Harbrace College Handbook or
       Chicago Style Manual                                 PURPOSE
       Telecommunications Users Manual, NTP                     The purpose for updating the SORM is to
       3(H)                                                 make sure you are operating your work center or
                                                            division using the most up-to-date information
       U.S. Navy Plain Language Dictionary,                 and procedures available. The SORM should be
       NTP 3, SUPP-1(K)                                     updated at least annually to remain current.
                                                            Reasons for the annual update include the
       Department of the Navy Correspondence                following:
       Manual, SECNAV Instruction 5216.5C
                                                                   Instructions have been issued, deleted,
       Naval Terms Dictionary
                                                                   changed, or revised
    Ensure the message or correspondence is brief,
simple, and clearly written. Elements of well-                     Equipment has been added, deleted, or
written messages or correspondence include the                     changed

       Introduction—state the purpose.                      REVIEWING THE SORM

       Body—discuss the subject.                                 You should review the SORM every time an
                                                            event occurs that effects the normal operation of
       Closing—present your conclusions or                  your work center or division. Review the section
       recommendations.                                     of the SORM relevant to the event to see if a
                                                            change in the SORM is warranted. You are in the
       Appendix or enclosures—include pertinent             best position to determine if and how much
       details (not always required).                       changes in instructions or equipment affect the
                                                            SORM. Do not rely on the commanding officer,
    Begin your review by making sure the docu-              executive officer, department head, or division
ment is in the correct format. Read the document            officer to notice if the SORM needs to be updated.
for content. If you have questions about the                They do not have the time or the detailed
accuracy of the information, ask the petty officer          knowledge that you do.
who wrote the document to clarify your questions.
Check the document for mechanical defects. You
do this by making sure each sentence starts with            PREPARING AND SUBMITTING
a capital letter, each sentence ends with the               CHANGES TO THE SORM
appropriate punctuation, and the appropriate
words begin with capital letters. Make sure                     You have been doing your job and have not
spelling is correct and redundant words or                  had an event that changes the normal operation
sentences are deleted.                                      of your work center during the last year. Do you
                                                            need to review the SORM? Of course you do!
                                                                Review the areas of the SORM that affect your
     SHIP’S ORGANIZATION AND                                work center or division. Compare the listed
    REGULATIONS MANUAL (SORM)                               references in each section to the latest copy of the
                                                            command’s master directives and issuance list.
   Your command’s Standard Organization and                 Your administrative office should have a 5215
Regulations Manual (SORM) is a command-                     master list that contains all instructions applicable
specific version of the Standard Organization and           to your ship.

    Out-of-date references indicate a need to                   Counseling personnel is one of the most
update the effected ship’s bill or regulation.               important jobs of the chief petty officer. You will
Read and compare the old ship’s bill or                      counsel subordinate personnel on profession,
regulation to the updated references and note                personal, and performance matters. In addition,
the changes. Changes to equipment that affect                you will also provide guidance and review enlisted
ship’s bills also need to be incorporated into the           evaluations. You will also counsel your subor-
SORM.                                                        dinates on their enlisted evaluations.

    Incorporate the changes into the ship’s bill or              The ability to draft different types of official
regulation and update the references listed. You             letters, messages, and reports is one of the
should now send the rough update and new                     many tasks demanded of a CPO. Each type of
references through the chain of command for                  correspondence has its own set of standards.
approval.                                                    These standards are necessary in preparing
                                                             correspondence that includes all of the informa-
                                                             tion necessary to make it complete and under-
                                                             standable. These standards also assist the
                  SUMMARY                                    writer, as well as the reader, in ensuring that
                                                             correspondence gets where it is intended to go.
    This chapter began with a look at the budget             The standards also help the writer in preparing
process, preparation of the divisional budget, and           information that will be clearly understood.
types of budgeting. The budget process begins                Proper format, identification, routing, and filing
with the President and continues down the chain              are all necessary elements of this system.
of command. Although the commanding officer
is responsible for the ship’s budget, you should                 You should review your command Standard
play a major role in determining your division’s             Organization and Regulations Manual (SORM)
requirements and submitting the requirements up              on a periodic basis to make sure it is current
the chain of command.                                        as it applies to your division. Anytime an
                                                             event occurs that affects the operation of
    At the CPO level of management, you will                 your division; an instruction changes; or
find a need for a better understanding of the                equipment is added, removed, or changed,
supply organization and its procedures. You may              you should check the SORM to ensure it
be assigned as a member of an ILO team or as                 is still current.
a department custodian. In these positions, you
must understand budget and quantity require-
ments, ordering procedures, stowage requirements,
and custody records. You will also assist in the                              REFERENCES
assignment of priorities used by your command.
You will have to become familiar with the infor-             Afloat Supply Procedures, NAVSUP Pub. 485,
mation contained in the OPTAR, COSAL, SNSL,                     Naval Supply Systems Command, Washington,
ISL, CEIL, and casualty reports (CASREPs).                      D.C., 1990.
Other procedures you will become familiar with
may include inventory, investigation, and the                Communication Skills, Course 12, Vol. 4,
survey of equipment. Your duties may include                   00012048112, Extension Course Institute, Air
everything from initial budget requests to equip-              Training Command, Gunter Air Force Station,
ment handling or the final disposal of materials               Montgomery, Ala., n.d.
required to keep your ship at its top mission
capability.                                                  Department of the Navy Correspondence Manual,
                                                                SECNAVINST 5216.5C, Office of the
    With the ever-increasing use of automatic data              Secretary of the Navy, Washington, D.C.,
processing (ADP), the Navy has adapted many                     1983.
of its tedious and time-consuming tasks to
automation. The two main systems you will most               Financial Management of Resources, Fund Admin-
likely encounter are the Shipboard Nontactical                  istration, NAVSO P-3013-1, Department of
ADP Program (SNAP I) and the Shipboard Non-                     the Navy, Office of the Comptroller, Wash-
tactical ADP Program (SNAP II).                                 ington, D.C., 1977.

Financial Management of Resources, Operating           Standard Organization and Regulations of the
   Procedures, NAVSO P-3013-2, Department of              U.S. Navy, OPNAVINST 3120.32B, Office
   the Navy, Office of the Comptroller, Wash-             of the Chief of Naval Operations, Washing-
   ington, D.C., 1983.                                    ton, D.C., 1986.
The Navy Enlisted Performance Evaluation
  System, NAVMILPERSCOMINST 1616.1A,                   Telecommunications Users Manual, NTP3(H),
  Naval Military Personnel Command, Wash-                 Naval Telecommunications Command, Wash-
  ington, D.C., 1984.                                     ington, D.C., 1990.
Ships’ Maintenance and Material Management
   (3-M) Manual, OPNAVINST 4790.4B, Office             U.S. Navy Regulations, 1990, Office of the
   of the Chief of Naval Operations, Wash-                Secretary of the Navy, Washington, D.C.,
   ington, D.C., 1987.                                    1990.


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