IMPORTANT

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Military Requirements For Chief Petty Officer

NAVEDTRA 14144

CHAPTER 4

MANAGEMENT INFORMATION

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LEARNING OBJECTIVES

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

Explain the procedure for preparing and sub- 5.mitting a budget request.

Recognize the steps involved in effective goal 6.setting. 7.

Identify the supervisory responsibilities formaintenance and material management. 8.

Explain the procedure used in counselingpersonnel.

Recognize the procedures for staffing andevaluating personnel.

Describe how to prepare and present a brief.

Describe how to review naval correspondenceand messages.

Identify the steps used to review and submitcorrections to the command S t a n d a r dOrganization and Regulations Manual(SORM).

This chapter begins with a description of thebudget process. You will then be shown how youcan influence the local budget process throughpreparation of a divisional budget. The divisionalbudget will then be discussed as a control deviceto reach divisional goals and objectives.

Supply is an important part of your job as achief. You are responsible for the procurement,care, preservation, stowage, inventory, anddisposal of stores, equipment, and repair parts.Along with supply responsibilities, you are alsoresponsible for supervising the maintenance andmaterial management (3-M) systems in yourdivision. Both of these areas are interrelated andwill be discussed.

Counseling personnel is an important super-visory role the chief becomes involved in. You willbe expected to counsel personnel in professional,personal, and performance matters. You willperform the staff function of management byinterviewing, assigning, and evaluating divisionpersonnel.

You will become more involved in thecommunication process as your responsibilitiesincrease. You should be familiar with how to

prepare and present a military brief. You shouldalso have a working knowledge of navalcorrespondence and messages.

The last topic discussed in this chapter is yourrole in reviewing and submitting changes to thecommand’s Standard Organization and Regula-tions Manual (SORM).

PREPARING AND SUBMITTINGA BUDGET REQUEST

Preparing and submitting a budget request isa form of long-range planning. The Navy budgetyear runs from 01 October through 30 September.You should plan your divisional budget for thesame period of time. This 1-year plan will allowyou to schedule important events your divisionwill be involved in such as overhauls, intermediatemaintenance availabilities, and special projects.You can also determine your budget using the planof action and milestones, program evaluation andreview technique (PERT), or Gantt charts asdiscussed in chapter 3. This section of the chapterwill examine the budget process, preparation of

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the divisional budget, divisional goals andobjectives, and different types of budgeting.

THE BUDGET PROCESS

The budget process starts when the Presidentsubmits his budget to Congress in mid-January.Congress can accept the budget as is, or makechanges to the budget through a series of Con-gressional committees. Congress develops abudget resolution or an outline of the budget withspending targets set. Next, Congress passes anauthorization bill which gives authorization to thevarious programs in the budget. Still, no moneyhas been allocated. Money is allocated by theappropriations bill. The appropriations bill givesmoney to the various programs authorized underthe authorizations bill. Once given both authoriza-tion and appropriations, the Navy can begin tospend money. Sometimes Congress will authorizea program but not provide appropriations.Congress can also provide appropriations but not

authorize the program. The Navy’s A-6F Intruderis an example of a program that was appropriatedbut not authorized.

The next step in the budget process is calledexecution. Execution is when the Navy can actuallyspend money. During execution, apportionmenttakes place. Apportionment is when the Office ofManagement and Budget (OMB) places the Con-gressionally appropriated funds into the Navy’saccount. See figure 4-1 for the fund flow of theoperation and maintenance account.

The cost center or operating target (OPTAR)holder at the bottom of figure 4-1 is your ship,squadron, or unit. Your commanding officer isresponsible for ensuring the OPTAR is met. Healso must make periodic reports to the typecommander showing the status of the ship or unitfunds.

The Navy recognizes that commandingofficers need help in administering their budget.Comptrollers or budget administrators, dependingon the size of the command, are assigned to assist

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

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the commanding officer in the accounting andreporting of expenditures. Commanding officersusually delegate the authority to approveexpenditures to the department head.

We have now arrived at the point in the budgetprocess where you become involved. Departmentheads, like commanding officers, need help inidentifying budget priorities. Division officers andleading chief petty officers need to determine boththe long- and short -term needs of their division.Some of the factors you should consider whenplanning a budget are as follows:

• The number of personnel assigned, plannedlosses, leave schedules, and school assign-ments.

• Unit operating schedule, scheduled regularoverhaul, maintenance availability, andscheduled inspections.

• Can your division do the work or be trainedto do the work? Should you have an inter-mediate maintenance activity, shipyard, orcontractor do the work?

• Availability of OPTAR funding, or theavailability of special funding provided bytype commander (TYCOM) or higherauthority.

PREPARATION OF THEDIVISIONAL BUDGET

In preparing the divisional budget, you musthave an idea of the command and departmentalgoals and objectives. A good place to start is thecommand’s five-year plan. The period 01 Octoberthrough 30 September in the coming year shouldindicate upcoming events with a fair degree ofcertainty. The events indicated are the upcominggoals that the command must meet. Budget theseitems first. Remember that the budget is acontrol device used to measure performance andincludes manpower, material, time, and cost.

Next, budget the command objectives. Theobjectives could be receiving the Golden AnchorAward, the Meritorious Unit Citation, or passingall inspections with no major discrepancies. Talkwith the division officer, department head, andcommand master chief to find out what theobjectives are and what you need to do to meetthem.

You should have a feel for what type of repairswill be necessary in your division in the coming

year. Things like replacing bunk curtains, mattresscovers, lagging, and tile or painting are routinetasks that should be budgeted to make surefunding is available. Other types of periodicrepairs include time-based maintenance. Engines,pumps, and life critical systems are examples ofitems to be replaced on a recurring basis. Certainoperating equipment has a life cycle. Items suchas typewriters, computers, and printers need tobe replaced every 3 to 5 years.

The last items to budget are non-essentialitems. These are things you would like to haveif the money is available, but could live without.Examples include replacing worn but serviceablefurniture or purchasing servmart items in excessof absolutely essential quantities.

The remainder of this section will be devotedto divisional goals and types of budgeting. Anunderstanding of these two topics will assist youin the preparation of your budget.

Divisional Goals

Knowing the divisional goals is essential toeffective supervision of your division. Many ofthe goals will be imposed by the department head,commanding officer, or higher authority. Again,look to the five-year plan, yearly plan, andquarterly plan to define goals of the command.Your goals should be the same as those for thecommand.

Examples of concurrent goals include passinga supply department inspection even though youare in engineering department. How? you mightask. You could assist supply by making sure yourpre-expended bins have the required numberparts, your ready service spares are accounted for,and you have turned in all required repairableitems that you are accountable for. Anotherexample is helping the medical department passtheir inspection. Have all of your subordinateshad their shot records updated? Have all medicalrecords been returned? You get the idea. Yourdivision plays a role in assisting other divisionsand departments meet their goals.

DEVELOPING. —Why should you developdivisional goals if the Navy and the commandhave already established them for you? The Navyand command goals discussed in this chapter andchapter 3 have been part of “the big picture.”That is to say, they are broad and general innature. To help the Navy and command reachtheir goals, you should focus on the specific stepsyou need to take within your division.

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Periodically, you and your division officershould discuss the division’s progress toward thedivision’s goals. And every year before submittingyour budget, you should decide on where to focusyour energies in the coming year. Do thestrengths, weaknesses, opportunities, and threatsanalyses for your division. This is the first stepin preparing your budget.

ESTABLISHING. —You and the divisionofficer have now identified the areas of yourdivision that require attention. Now you shouldprioritize your goals. Obviously, high-priorityitems will need the greatest resources andattention. This is where you and the divisionofficer need to make some sound decisions.

If at all possible, have your subordinatescontribute to the planning during this stage.Present what you and the division officer perceiveas problems and let the subordinates presentsolutions. Subordinates are closer to the work andmay identify additional problems and alternativesthat you and the division officer may have over-looked. This process lets the subordinates becomeinvolved and personalizes the goals.

You and the division officer should evaluatethe problems and proposed solutions. Select thebest solution for each problem and re-prioritizethe goals if required. Place your goals in writingand post them where your subordinates can seethem. Communication of goals and priorities isextremely important to your success.

At this point you know what you want to do,how you want to do it, and the priority you haveset. You should now budget time, materials,people, and costs to meet your goals. This is thesecond step in preparing the divisional budget.

The third step in preparing your budget is toexamine recurring cost. You should be able toproduce a fair estimate for the cost of necessarysupplies, repair costs, and so forth, that haveoccurred over the last 3 years. The supply officercan supply the information required.

The fourth step in preparing your budget isto combine the cost of reaching your goals withyour recurring costs. You are now ready to submityour budget request to the department head.Goals, objectives, recurring costs, and prioritiesshould be outlined to provide the department headwith the ammunition required to achieve thedesired level of funding for the coming year.

You and the division officer should reevaluateyour goals after the command has decided onfunding. Unfunded goals and objectives mayrequire initiative and resourcefulness on your part

if they are to be achieved. The importanceof establishing your divisional goals has beenachieved. You now have set a course of actionand a method to measure your progress.

MONITORING. —The final step of thebudget process is to use the budget to monitordivisional progress throughout the year. Monitor-ing is important because it lets you know whento shift resources. Monitoring can be done by anynumber of control types or methods, such as feed-forward, concurrent, feedback, inventory control,or quality control.

Types of Budgeting

Two types of budgeting are in use in the Navy.You will find it useful to use both types inestimating your annual budget.

INCREMENTAL. —Incremental budgeting isthe primary budget used by the Navy. You havea certain amount of money as a beginning budgetand then increase the amount of money receivedin later years. A good way to visualize this typeof budget is to think of the budget as increasingby the amount of inflation each year. Theincremental factor could be tied to growth,operating schedule, increase in personnel, or anynumber of factors that may increase (or decrease)the amount of funds budgeted.

In your budget, the incremental method ofbudgeting would apply to your recurring cost. Asthe cost of inflation drives up the cost ofconsumable and repair parts, your budget wouldincrease to match inflation.

ZERO-BASED. —The Navy uses zero-basedbudgeting when figuring the cost of majormaterial purchases, such as a ship or airplane.Congress authorizes and appropriates the moneyin the first year, and then the Navy is able to makea draw against the account to pay for work beingdone. This type of budget eliminates worry thatan authorized purchase will not have appropriatedmoney in follow-on years.

In general, zero-based budgeting is startingfrom zero every year and figuring out the cost ofdoing business in the coming year. The dis-advantage of this type of budget is the great dealof time and accuracy required to performeconomic forecasting analysis so that all expensescan be predicted.

You should use this type of budgeting for onetime expenses. The divisional goals and objectives

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that are not of the recurring type would fall intothis category.

SUPERVISING RESPONSIBILITIESFOR STORES, EQUIPMENT,

AND REPAIR PARTS

As you already know, all petty officers needsome knowledge of supply procedures to helpthem function effectively with the supplydepartment. As a chief petty officer, you willfind yourself with greater supply-related respon-sibilities; therefore, you will need additionalknowledge of the supply organization andprocedures.

In the past, you needed to know how toidentify material and how to complete a requisi-tion form. You also needed a knowledge of theship’s Coordinated Shipboard Allowance List(COSAL) to determine what materials were,required to complete a job. You may have beenresponsible for the stowage and custody of variousmaterials in your department. In the future, youwill be working closer with supply departmentpersonnel in estimating supply needs and pro-viding the input data needed for procurement.

You have probably participated in depart-mental preparation for a shipyard overhaul,including validation of installed equipment. Asa CPO, you could become a member of anintegrated logistics overhaul (ILO) team duringa period of shipyard availability. If so, you willcontribute to the process that the supply depart-ment uses to ensure your ship’s material readinesswhen it goes to sea after overhaul.

This section does not attempt to make you anexpert in supply—we will leave that detail to theStorekeeper. It does, however, provide informa-tion to expand your knowledge of the supplyorganization ashore and afloat. This section alsooutlines the procedures and steps of the variousoperations that you are expected to follow whendealing with supply department personnel.

SUPPLY DEPARTMENTS

Supply departments ashore and afloat areresponsible for the supply support of the activityor ship. The supply department procures material;maintains storerooms and warehouses; and issues,accounts for, and collects analytical data for allthe material under its cognizance. The supplydepartment is responsible for establishing the localrequisitioning channels and procedures.

Ashore, standardizing supply procedures isdifficult because of the physical layout of astation and the variety of missions assigned to astation. Therefore, a good deal of freedom isgiven each command to choose the supplyprocedures that best meet its needs. Aboard ship,procedures are becoming more standardizedbecause of the adoption of the Ships’ Maintenanceand Material Management (3-M) program; how-ever, some variations between ships still exist.

You must become thoroughly familiar withlocal instructions that detail the various pro-cedures for supply support. An understanding ofthese instructions will answer most questionsabout the relationship and responsibility betweenthe supply department and the customer.

Supply Departments Ashore

A supply department, like all other depart-ments ashore, is organizationally composed ofseveral divisions, branches, and sections. Only theorganizational components that are of primaryinterest to you (the customer) are discussed here.The components of the supply department youwill have the most contact with are the controldivision, material division, and retail issueorganization. The retail issue organization (usuallya component of the material division) is treatedseparately here because it is the most frequentpoint-of-contact between you and the supplydepartment.

RETAIL ISSUE ORGANIZATION. —Mostshore activities have supply support respon-sibilities for multiple departments and units,and frequently have off-station support respon-sibilities. To meet the requirements of on-stationcustomers, the Navy has established a retail-issueorganization. This organization may be foundashore in the form of a shop store, a self-servicestore, a rapid communication and delivery system,or a combination of these services. The objectiveis a ready supply of materials and simplified issueprocedures that will provide quick delivery ofmaterial requirements to the customer.

Shop Stores. —Shop stores are usuallyestablished to support some type of specializedoperation, such as public works activities andground electronics shops. The shop store is astoreroom located close to the user activities.Shops that are widely dispersed may have severalshop stores. These stores are stocked with itemsnormally used by the shops being supported.

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Most shop stores use simplified issue pro-cedures that require a minimum of paperwork bythe customer. Typically, the customer tells theStorekeeper in the shop store what item is needed.The Storekeeper issues the material and preparesthe requisition. The customer receives the materialand returns to work. The remainder of the paper-work is completed by the shop store supplypersonnel.

Self-Service Stores. —Self-service stores arecommonly referred to as servmarts. They arenormally established to furnish nontechnical typesof materials, such as office supplies, tools, andjanitorial supplies. These stores are operated ona self-service basis that permits the customer toselect material from shelf stock. The customerpresents a requisition in payment at a checkoutcounter for the materials selected. The customerscan shop at their own convenience, selectingsubstitute items for those items that aretemporarily out of stock.

Rapid Communication and Delivery Systems. —Rapid communication and delivery systems areestablished on several shore stations. Customersuse the telephone or some other rapid communica-tion system to request needed material. Thematerial is then delivered to the work area. Thistype of system is commonly established tosupport the aviation maintenance program atnaval air stations.

MATERIAL DIVISION. —The materialdivision is concerned with the physical handlingof the supply department’s stock of materials.This division maintains warehouses andstorerooms and receives, stores, and issuesmaterial. The labor and equipment branch of thematerial division is responsible for all material-handling equipment, such as forklifts, trucks, andtrailers.

When a retail issue organization is notestablished, all material is issued from warehousesor storerooms operated by the material division.The customers should become familiar with thetypes of materials that are stored in eachwarehouse or storeroom.

CONTROL DIVISION. —The major compo-nent of a control division is the stock controlbranch. If a retail issue organization cannotprovide the requested material, the stock controlbranch will forward your requisition to the mainsupply department for procurement action. In the

supply department, the issue control branchmaintains records of each requisition received andthe action taken. This allows you to trace arequisition for material that has not beenreceived.

The stock control branch is responsible formaintaining stock records and assuring adequatestock levels to support station operations. Anyinformation that would alter the material require-ments for future support should be brought to theattention of this branch.

The receipt control branch monitors andexpedites material from outside sources. Themethod used to receive or transmit informationto these various supply internal components isusually found in a local instruction.

Shipboard Supply Departments

Supply departments afloat are generallyorganized into five divisions: S-1 through S-5, TheS-1 division (stores division) is the only divisiondiscussed here; the other divisions are concernedwith food service, disbursing, ship’s store, and thewardroom. Depending on the ship’s size, it couldhave additional supply divisions. For example, ona large ship such as an aircraft carrier, S-6provides aviation stores, and S-7 is the dataprocessing division.

STORES DIVISION. —The stores divisionorders, receives, stows, and issues general storesand repair parts and maint sins related records.Under the Ships’ Maintenance and MaterialManagement (3-M) program, a supply supportcenter may be established within the storesdivision as a single point of contact betweensupply and maintenance personnel. The specificduties of a supply support center are detailed inthe Ships’ Maintenance and Material Management(3-M) Manual, OPNAVINST 4790.4B. Generally,the supply support center receives requests andprovides material identification and statusinformation.

In ships without a supply support center, theseduties are normally performed by storeroompersonnel and the supply office. The supplyoffice further processes requisitions for “notcarried” and “not in stock” items and furnishesstatus information to the customer.

MATERIAL CATEGORIES. —Let us brieflyreview the categories of material for which thesupply department afloat is responsible.

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Equipment includes any functional unitof hull, mechanical, electrical, electronic, orordnance types of materials that are operatedindependently or as a component of a system orsubsystem; it is identified by an Allowance PartsList (APL) number. Examples of equipment arethe ship’s sonar and radar, the anchor windlasses,and the main reduction gears.

Equipage is a general term that includes itemsof a durable nature listed in the EquipageCategory Numbered Allowance Parts List,Allowance Equipment Lists, or other authorizedlistings issued by appropriate authority. Equipagedoes not encompass installed electronic, electrical,mechanical, or ordnance equipment, components,or systems, These items are considered to beequipment. Equipage consists of items such as firehoses, nozzles, applicators, anchors, anchorchains, chain stoppers, and bulkhead fans.

Some selected items are termed ControlledEquipage and require increased managementcontrol because they are expensive, vulnerable topilferage, or essential to the ship’s mission. A listof these designated items can be found in AfloatSupply Procedures, NAVSUP P-485.

Repair parts are any items, including modulesand consumable material, that have an equipmentapplication and appear in an Allowance PartsList, an Allowance Appendix Page, a StockNumber Sequence List (SNSL), an IntegratedStock List (ISL), or a manufacturer’s handbook.

Consumables are administrative andhousekeeping items, such as general-purposehardware, common tools, or any other items notspecifically defined as equipment, equipage, orrepair parts.

Some services are also procured by the supplydepartment for the ship. They include suchrequirements as commercial telephone service,pilotage, tug hire, repairs of office equipment, andthe rental of certain types of equipment.

Some material is NOT controlled by the supplydepartment. Certain material categories afloat arenot under the control of the supply department.They include the following items:

1. Ammunition and ammunition containersare the responsibility of the ship’s weaponsofficer.

2. Nuclear weapons obtained through opera-tional channels are the responsibility of theweapons officer.

3.

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Medical stores, including drugs andpharmaceutical supplies, surgical instru-ments, and other professional medicalequipment are the responsibility of thesenior medical representative. The supplydepartment procures medical supplies andequipage, but has no responsibility overinventory control.Marine Corps stores (when a Marine Corpsdetachment is aboard) is the responsibilityof the officer in charge of the detachment,

DETERMINATION OFREQUIREMENTS

The supply officer is responsible for main-taining stocks of general stores, subsistence items,ship’s store, and clothing store stocks. Thesestocks should be maintained at levels sufficientto meet probable demands and within limitsestablished by operations plans. Therefore, thesupply officer, with other supply personnel,should be able to accurately determine therequirements for these items.

The supply officer is jointly responsible witheach department head for maintaining a fullallowance of equipage on board. Because of main-taining the equipage records, the supply officerexercises control over the overall ship’s equipageallowance; however, the supply officer should beadvised by the heads of departments of knownor anticipated requirements and replacements.

Most repair parts are in the custody of thesupply officer. The supply officer is responsiblefor submitting replenishment requisitions toreplace material that has been issued. Departmentheads are responsible for submitting a NAVSUPForm 1250-1 requisition to the supply officer eachtime a repair part is needed. Department headsexpect your cooperation in maintaining recordsand anticipating requirements.

Factors in Determining Requirements

Before the types and quantities of itemscarried can be determined, a desired enduranceshould be established for general categories ofmaterial. Endurance is the period of time requiredfor a ship to use a definite quantity of supplies.Endurance is based on the amount of availablestoreroom space and the allocation of that spaceamong the types of stores. The space is thenconverted to the number of days that the ship canbe maintained by capacity loading. The supply

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officer normally tries to equalize the enduranceof the various types of stores.

The storerooms are not necessarily loaded tomaximum capacity, since endurance limitationsare set by various commands. These limitationsare expressed as the actual number of days ofendurance and are applied to individual itemsrather than to types of stores. For example, if thesupply officer wants to stock the storerooms ata 90-day endurance level, one requisition for a90-day supply of general stores cannot be sub-mitted. Each item must be reviewed to determinea sufficient quantity to last the ship for 90 days.

Another factor supply personnel must consideris the total weight limitation of stores that maybe brought aboard. Each ship is allowed a specificweight limitation so that it can maintain properstability and buoyancy.

When the desired number of days of endurancehas been reached for a type of store, thenthat endurance is converted into quantities ofindividual items.

AVAILABLE SPACE. —The amount ofstorage space available for an item is an obviouslimiting factor. You cannot stow 100 cubic feetof material in a 50-cubic-foot space. For thisreason, some extremely bulky items may have tobe carried in a quantity less than the desired leveland reordered frequently. On the other hand,items of low cost and low bulk may be carriedat a high level to reduce the time spent inordering and stowing.

PERISHABILITY. —Highly perishable itemsmay also be stocked at a lower level than other-wise desired so that deterioration is kept to aminimum.

SHIP’S EXPERIENCE. —The most accurateguide in the determination of requirements is paststock records. You adjust the figures obtainedfrom past usage to cover a specified period in thefuture. For example, a 3-month endurance rateis computed as follows:

Fast-moving items—multiply the past month’susage by 3.

Slow-moving items—divide the past 6 months’usage by 2.

ALLOWANCE LISTS, INITIAL OUTFIT-TING LISTS, AND USAGE DATA TABLES. –Allowance lists, initial outfitting lists, and usagedata tables are prepared to help supply officersof new or recommissioned ships determinequantities of supplies to stock. Since these shipshave no prior usage to rely on, these lists andtables help you and the supply departmentdetermine requirements for consumable supplies,subsistence, and ship’s store stock. These listsprovide restrictive controls on the types andquantities of equipage allowed and serve as guidesfor types and quantities of supplies required.Allowance lists as used here do not include theCOSAL Stock Number Sequence List—StoreroomItem (SNSL—SRI) for repair parts.

SHIP’S OPERATIONS. —Operating factorsmay require the review of stock records and thereevaluation of the requirements for some or allitems stocked. These factors are the expectedlength of a cruise, type of operation (combat ortraining), expected climate during the operation,and available supply support.

If the length of a cruise is less than the normalendurance load, no major adjustment is necessary.However, if the operation is expected to lastlonger, the ship’s stock of fast-moving andessential items is reviewed to determine if anincrease is needed.

A ship rescheduled from a hot or temperateclimate to an arctic climate should reviewmaterials needed for cold-weather operations.

An important factor to consider when the shipis preparing for deployment is the availability ofsupply support during the cruise. Will your shipbe operating independently? Will it be in thecompany of similar ships? Can your ship obtainmaterials from mobile logistic support ships orashore activities? All of these questions must beanswered before you can determine the divisionor department requirements. You will usually findthis information in the operations orders.

ADVICE OF DEPARTMENTS. —Your depart-ment may require special material or an item ina greater quantity than is usually stocked in thestoreroom. For example, electrical fittings arereplaced periodically for general station or ship’smaintenance. Average usage of these fittings maybe 16 per month. By using the formula described,

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the supply officer can easily calculate the numberof fittings to maintain in stock. If, however, allof these fittings are being replaced by new andmore reliable fittings, you should inform supplyof this requirement before the need arises. Thenew fittings can then be stocked before a workdelay results because of a lack of parts.

To carry this one step further, assume thatthese new fittings are significantly more reliableand that the replacement requirement is expectedto be only one per month. The supply departmentcan then reduce the number of fittings needed forendurance. On receiving this information, thesupply department will purge its stock of the oldtype of fitting and establish a realistic stock ofthe new item.

Routine Requirements

Most material procurement falls under theheading “routine requirements.” The factorsdiscussed above apply chiefly to new ships andto special circumstances. The requirements foran item are initially established when a ship iscommissioned or when the item is first stocked.Requirements are reestablished each time yourship undergoes supply overhaul.

OPERATING SPACE ITEMS. —Generally,each department is not required to estimate futurerequirements for repair parts and consumables.Normally the supply department replenishesstocks either on the basis of authorized allowancesor on past demand history. An exception is thereplenishment of operating space items. These areitems (for example, hand-tools and test kits) thatare required to maintain installed hull,mechanical, electrical, and ordnance equipment.These items support the mission of the ship.Department heads are responsible for requestingthese items for known requirements, but they arenot authorized to maintain storeroom stocks thatduplicate those of the supply department. PartIIIB of the COSAL is a consolidated list ofoperating space items.

used in the troubleshooting of electronic equip-ment and are not intended to be used as a repairpart.

READY SERVICE SPARES (RSS). —Readyservice spares are repair parts in the custody ofthe cognizant department head and will be locatedin the appropriate operating and maintenancespaces under the subcustody of the operating ormaintenance personnel.

SHIPS WITHOUT SUPPLY CORPS OF-FICERS. —Most ships have one or more SupplyCorps officers assigned. Certain small ships, suchas minesweepers, have no Supply Corps officerassigned. In this case a line officer heads thesupply department. The line officer usually hasother duties as well as supply duties, and generalstorerooms are usually small in ships of this type;therefore, more material is turned over to thecognizant department upon receipt for storageand custody. On ships without a Supply Corpsofficer, department heads are responsible fordetermining the ship’s requirements for generalstores. Each department head must submit aNAVSUP Form 1250-1 or DD Form 1348 to thesupply officer for preparation of a DTO (directturnover) requisition. Each department head isalso responsible for maintaining current allowancelists of repair parts pertaining to equipment usedby the department. The department head isresponsible for maintaining an adequate stock ofrepair parts to support the equipment of thedepartment, Each time a repair part is used, aNAVSUP Form 1250-1, DD Form 1348, or NAV-SUP Form 1250-2 should be submitted to thesupply officer so that a replacement can berequisitioned. Figure 4-2 shows both the SingleLine Item Consumption/Requisition Document(Manual), NAVSUP Form 1250-1, and the DODSingle Line Item Requisition System Document(Manual), DD Form 1348. Figure 4-3 shows theNon-NSN Requisition, NAVSUP Form 1250-2.This form consolidates, on one form, informationpreviously submitted on two forms (NAVSUPForm 1250-1 and DD Form 1348-6) for non-NSNrequirements. You will play an important role inthe reordering of these materials and parts.

MAINTENANCE ASSISTANCE MODULES SHIPBOARD MATERIAL REQUEST PRO-(MAMs). —Maintenance assistance modules are CEDURES. —As the division chief you will bein the custody of the cognizant department head responsible for ensuring that the equipment underand located in the appropriate operating and your cognizance is maintained and repaired in amaintenance spaces under the subcustody of the timely manner. To accomplish this goal, youoperating or maintenance personnel. MAMs are will need to obtain material from the supply

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

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

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

department. Although each ship will vary slightlyin procedure, standard forms and data require-ments are the same throughout the Navy. In thissection we will address only those standard itemsthat are required by the supply system.

When you request material from a shipboardsupply department, the standard method is to useeither a NAVSUP 1250-1 (Single Line ItemConsumption/Requisition Document) or a DDForm 1348 (Single Line Item Requisition SystemDocument). The specific requirements for, andthe use of, each document vary between shiptypes; however, each type has basic similarities(fig. 4-2).

When requesting standard stock material toperform a maintenance action, you will findnumerous data requirements are necessary for allship types. These requirements include a valid jobcontrol number, a national stock number (NSN),unit of issue, quantity, unit price, and approvalfor procurement. Once this information has beenentered, either manually or through an automatedsystem, locally defined supply channels should befollowed. To clarify procedures, you need carefulliaison with the leading Storekeeper. Many timesin your dealings with supply, you have a require-ment for nonstandard (non-NSN) material.Several different methods are used by the supplydepartment to procure your material, but the bestand most cost effective is through pier-side

procurement. Pier-side procurement has beenestablished at most major naval stations and isa quick and easy method of obtaining material.Highly trained and responsive personnel with thenecessary experience and resources are availableto expedite shipboard requirements. As a workcenter supervisor, you will need to define yourrequirements very carefully to assist procurementpersonnel. Poorly written and/or vague requestscan slow down the process and lead to delays,cost increases, or procurement of the wrongmaterial. The NAVSUP Form 1250-2 (Non-NSNRequisition) is used for obtaining materials thatdo not have an NSN (fig. 4-3). When preparingthe identification data section of this form,you cannot be too specific or provide too muchinformation. A Form 1250-2 that is properly filledout is your best tool to ensure speedy, accurate,and cost-efficient procurement. A DD Form1348-6 can be used instead of a 1250-2.

MATERIAL OBLIGATION VALIDATION(MOV). —A material obligation validation (MOV)is a procedure used by the supply department ona monthly basis to ensure that their outstandingrequisitions are valid. As a work center supervisor,you will have a good deal of input into thisprocess. The overall purpose of this procedure isto ensure that each outstanding requisition is stillneeded so that unnecessary requisitions can be

4-12

cancelled and the money reclaimed. The supplydepartment allows you to review their materialoutstanding file to compare it with your knownvalid requirements. You should advise supplypersonnel of those items required, those received,and those to be cancelled. After that, supplypersonnel will reconcile their records and takesteps as necessary to cancel, complete, orfollow-up on your requisitions.

Your role as a CPO is critical, for you knowthe requirements of the work center and can bestdetermine requisition validity. Close cooperationwith supply department personnel is necessary toensure the accuracy of the MOV procedure. Yourleading Storekeeper is best qualified to advise youof time schedules and local procedures.

PRIORITIES

You should already know how to identifymaterials, fill out requisition forms, and submitthem to the supply department. The departmenthead is responsible for the assignment of prioritydesignators to these requisitions. Prioritydesignators are assigned according to theUniform Material Movement and Issue PrioritySystem (UMMIPS), which carefully defines thedetermining factors. The system places theresponsibility directly on the commanding officerof the requesting activity for the integrity of thepriorities assigned; however, the commandingofficer usually delegates this authority to thesupply officer. This system should make theassignment of inflated priorities rare and ensurea feasible priority system.

Two factors determine which of the 15available priorities will be assigned to eachrequisition—the military importance of theactivity and the urgency of the requirement. Eachship or activity is assigned a force/activitydesignator (F/AD), which indicates its militaryimportance relative to other ships and activities.This assignment is made by higher authority (typecommander, fleet commander, and so on). Thedepartment head is responsible for assigning thecorrect urgency of need designator (UND) to eachmaterial request. By using the F/AD and theUND, the supply department is able to assign theproper priority designator.

Table 4-1 lists the F/ADs (shown in Romannumerals) across the column heads and thealphabetical UNDS in the first column. TheRoman numerals represent categories of activitiesin descending order of military importance,

ranging from the combat forces under I to themiscellaneous activities under V.

The letters in the first column of table 4-1represent different degrees of urgency in descendingorder of need, from an unable to perform status(A) to routine stock replenishment (C). The urgencycategory is selected by the requesting activity. Itindicates relative urgency of need for a require-ment by a force or an activity.

Categories of each alphabetical designator aredefined in the following paragraphs. Only generalcategories are covered. A complete listing maybefound in Uniform Material Movement and IssuePriority System (UMMIPS), O P N A V I N S T4614.1F. In each case, the alphabetical designatorpreceding the category refers to the applicableUND column heading shown in table 4-1.

UND CATEGORIES

A The activity or unit is unable to performits mission. The equipment or part isneeded immediately.

B Repair parts or equipment is requiredimmediately. Ship operation is impairedwithout it.

Stock replenishment requirements ofmission-essential material in fleet ballisticmissile (FBM) submarine tenders arebelow the safety level and are expected toreach a zero balance before receipt of thematerial.

COSAL-allowed reactor components,equipment, tools, and other materials arerequired to support reactor plant systems.

C Stock replenishment and normal supplyrequirements are routine. Material is re-quired to meet scheduled deployment.

NOTE: Additional urgency of need designators(UND) may be found in Afloat Supply Pro-cedures, NAVSUP P-485.

RECEIVING AND INSPECTING

Before accepting material purchased fromcommercial sources, naval activities inspect thematerial to ensure that it conforms to thespecifications included in the purchase documents.The receiving supply officer inspects the materialfor quality and quantity before payment is made.

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Shore activities usually have a materialinspection section within the material division,established to perform or coordinate suchinspections. When technical material is received,the material inspection section will oftenrequest that a qualified representative from ausing department perform the quality inspection.You will be called on frequently to perform thisservice.

Most material received aboard ships comesfrom naval activities ashore that have alreadyperformed a quality inspection. You shouldinspect the item for any obvious deterioration orbreakage that may have occurred since theprevious quality inspection.

Technical materials or materials ordered fordirect turnover are inspected by the cognizantdepartment head or authorized representative.You, as a senior petty officer, may be assignedthis duty. Except in emergencies, when thecommanding officer may waive minor defects, nopurchased material should be accepted unless itconforms to the specifications included in thepurchase document.

After the purchased material has been turnedover to you, the supply department presents acopy of the purchase document or the dealer’sinvoice stamped “Received, inspected, andaccepted.” This certification is then signed by thedepartment head and the document returned tothe supply department.

STOWAGE AND CUSTODY

When repair parts and consumables are stowedin spaces other than supply spaces, the headof the department having actual custody isresponsible for the proper stowage, inventory,and use of the material. (Figure 4-4 illustratesthe functions involved and the usual flowof responsibilities.) The supply officer hastechnical custody and maintains stock recordsand requisitions replenishment stock. The supplyofficer also provides written instructions to thecustodian, who is usually a senior petty officer.A custodian is appointed by the responsibledepartment head and designated in writing to thesupply officer.

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

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

Responsibilities of Custodians

The departmental custodian maintains AfloatLocator/Inventory Records (NAVSUP Forms1075) on which receipts, expenditures, andinventories are recorded (fig. 4-5). The custodianis responsible for stowing and issuing the materialsand for collecting issue documents. Issues aremade using the NAVSUP Form 1250-1 or DDForm 1348, as appropriate. The departmentalcustodian is not required to maintain records otherthan the locator records; however, the custodianis responsible for promptly submitting thecompleted transaction documents to the supplydepartment for the update of applicable stockrecords.

Stowage Principles

Specific written instructions from the supplyofficer provide guidance to departmental custodiansin performing their duties; however, every seniorpetty officer should know certain basic stowageprinciples that involve safety, security, orderlyarrangement, and easy access. These principles arediscussed in the following paragraphs.

SAFETY. —Basic stowage safety principlesmay be summarized as follows:

1. Material should never be stowed or left inpassageways or where it may block damagecontrol apparatus.

2.

3.

4.

All materials should be properly securedto avoid equipment damage or injury topersonnel.Items that are subject to spontaneouscombustion should be stowed in a cool,well-ventilated space, away from heat andflammable material.Bulk acids (except medical) should bestowed in the acid locker in the custody ofthe supply department; paint should bestowed in the paint locker.

STOWAGE PRECAUTIONS. —Humidity,sweating bulkheads, and leaky pipes can causesevere damage to material in stowage spaces.Dunnage, such as lumber, may be used undermaterial to keep it from direct contact with thedampness of the deck. Bulkheads and pipes instowage spaces should be inspected frequently forsweating and leaks. Moisture caused by sweatingcan sometimes be eliminated by adequate ventila-tion. The use of a drying agent, such as bags ofsilica gel, may be necessary to help absorbmoisture in stowage spaces.

Some items stowed for long periods mayrequire special care to preserve them. For example,tools and other items made of unprotected metalshould be protected from rust. Such items maybe protected by a coat of grease, petroleum jelly,or a thin-film of preservative compound. Theseitems may require several coatings during theirstowage period.

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HANDLING AND STOWAGE OF HAZARD-OUS MATERIALS. —A hazardous material isany substance or mixture of substances that couldresult in the injury or death of a person. Thesesubstances are divided into toxic, irritating,flammable, pressurized, or sensitizing agents. Thehazardous material could also result in damageto equipment or personnel through corrosion,oxidation, pressurization, or heat-generation.

As you were climbing the advancement ladder,your major concern about safety was your ownwell-being. As a senior petty officer, you shouldbe concerned not only about your own safety butalso the safety of others. You should make sureall personnel observe the following generalprecautions when handling and stowing hazardousmaterials:

•••

•

••

••

••

•

Keep stowage compartments clean anddry.

Provide adequate ventilation in the storagearea.

Provide separate storage areas formaterials that would become dangerous ifmixed or combined.

Avoid stowing materials in direct sunlightif the sun rays could cause a harmful oran unstable effect to the material.

DO NOT allow unauthorized personnel inthe stowage area.

Make sure the precautionary label remainsintact after each use or when transferringthe material to another container.

Inventory the containers quarterly.

Inspect the containers for tightness ofcover seal, corrosion, leakage, improperor inadequate labeling, and shelf lifeexpiration date.

NEVER allow open flames in the stowageor handling area.

Monitor the stowage area for oxygendepletion or toxic gas buildup (this checkmust be accomplished by a gas-freeengineer).

ALWAYS use electrical equipment that isauthorized for use in an explosiveatmosphere.

SECURITY. —Designated departmental supplycustodians are responsible for safeguarding thematerial under their control; therefore, securityis always an important consideration. Storeroomsmust be kept locked when not in use. The numberof people having direct access to a storeroomshould be kept to a minimum; otherwise, materialcould disappear and the custodian would have norecord of its issuance. Control and responsibilityshould be clear-cut; that is, clear-cut decisions onthe following questions should be made andenforced within the responsible department:

1.

2.

3.

4.

Who is primarily responsible for keepingthe keys to each storeroom?To whom are the keys given when thecustodian goes ashore?Where may personnel on watch find thekeys (or duplicate keys) if a storeroom hasto be entered in case of emergency?Who else, if anyone, should have directaccess to the storeroom?

PHYSICAL ARRANGEMENT. —The physicalarrangement of storerooms depends on theconstruction of the portions of the ship in whichthe storerooms are located. Each stowage areapresents particular problems and should beconsidered separately to ensure that the availablestowage space is used to full capacity.

Material should be segregated into arrange-ments best suited for purposes of issue andinventory, with special attention to placement offast-moving items for convenience of issue. Whenrepair parts are stowed in boxes, considerationshould be given to the department’s plannedmaintenance program. In most cases, materialshould not be stowed in stock number sequence,since national stock numbers assigned arenot necessarily related to item characteristics.For maximum stowage life, stowage should beplanned so that the oldest material is issuedfirst.

Small ships do not usually have suitablestowage space. Material has to be stowed in smallspaces that are irregular in shape and size.Orderliness may have to be sacrificed to putmaterials in the spaces that best fit them. Forexample, bulky items may have to be stowed ininconvenient, out-of-the-way spaces because thesize of hatches and passageways prevents theirstowage with related items. However, do notoverload the bins at the expense of safety andaccessibility.

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The custodian should develop an effectivelocator system so that specific items of stock maybe located without delay. Storeroom areas, unitsof shelving, bins, or other easily identified anddefined sectors should be assigned numerical oralphabetical designators indicating the fore-and-aft and athwartship location of sectors within thestoreroom. The location of each item or box ofrepair parts should be recorded on the applicableAfloat Locator/Inventory Record.

Material needed in a hurry (even if notneeded frequently) should always be immediatelyaccessible. In actual emergencies, accessibility ofvital material has enabled a ship to regain fullcapability almost immediately. Common itemsthat are frequently used should be kept near athand. The once-a-month item, usually not neededin a hurry, should not clutter up bins near the doorof a stowage space.

Sufficient passageways should be provided instowage areas so that even the most infrequentlyused items can be removed with little or noshifting of other material. Stowage spaces shouldbe kept orderly, clean, and in good condition.

You should consult the supply officer if specialstowage problems arise aboard your ship.

CONTROLLED EQUIPAGE

Controlled equipage are specific items thatrequire special management control because theiruse is essential for the protection of life; forexample, lifeboats, first-aid boxes, firearms,binoculars, or items that are pilferable andeasily converted to personal use.

A list of items designated as controlledequipage is contained in various supply proceduralpublications. Items designated as controlledequipage are carried on board in allowancequantity only. They are generally under thecustodial responsibility of the department head.

When you are a work center supervisor,controlled equipage may be subcustodied byyour department head to you. You will then beresponsible for maintaining that piece ofequipage, accounting for it, and inventorying itas necessary.

Designation of Items to beManaged as Controlled Equipage

The Controlled Equipage Item List (CEIL) isan item listing that fleet commanders developedjointly for special inventory control; that is, a listof items that are essential for the protection of

life or that are relatively valuable and easilyconvertible to personal use.

Excluded from the CEIL are those equipageitems adequately managed through other ship-board programs. The items managed as controlledequipage are categorized and listed as “signature-required items” and “non-signature-requireditems” in appendix 11 of NAVSUP P-485.

Signature-required items require the signatureof the responsible department head in the originalcustody records maintained by the supply depart-ment. These items also require the signature ofthe actual custodian in the department head’sduplicate custody records. Signature-requireditems annotated with the # symbol in appendix11 of NAVSUP P-485 also require that the serialnumber of each unit be listed in the original andduplicate custody records.

Items Designated by the CommandingOfficer or Type Commander

When commanding officers or type com-manders do not consider the CEIL in appendix11 to be sufficiently inclusive, they may designateadditional items as controlled equipage (either assignature-required or non-signature-required).They may also change non-signature-requireditems listed in appendix 11 to signature-requireditems when additional control is necessary.

A list of items designated and changed by acommanding officer is prepared by the supplyofficer and approved by the commanding officer.The original of the list is retained by the supplyofficer, and a copy is provided to each depart-ment head concerned. When items are designatedby the type commander, the supply officer retainsa copy of the type commander’s directive and pro-vides a copy to each department head concerned.

Department Head Records

Your department’s basic custody record forcontrolled equipage is the duplicate of theNAVSUP Form 306 furnished by the supplyofficer. Receipts, expenditures, and inventoriesare posted to the duplicate records as they occur.The supply officer and the custodial departmenthead are jointly responsible for ensuring that theoriginal and duplicate custody records are inagreement. A comparison of the original andduplicate copies is required incident to inventories;however, a comparison of the original andduplicate of an individual record should be madeeach time a receipt or expenditure entry is posted.

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RECORDS OF EXPENDING ANDRECOVERING ACCOUNTABLEMATERIAL

Accounting for the expending and recoveringof supply materials is an important supplyfunction. Two areas of expenditures, issue andtransfer, have already been covered in thischapter. We will now discuss the turn-in ofitems; the precious-metal recovery program; themissing, lost, stolen, or recovered governmentproperty program; and material survey.

Turn-In Items

Material in excess of allowance or departmentneeds should be returned promptly to the supplydepartment. You should make every attempt toreturn material in a ready-for-issue condition. Ifthe preservation has been destroyed or is marginal,re-preservation should be accomplished beforeturn-in. Material returned to the supply depart-ment is documented on a NAVSUP Form 1250-1(for manual afloat activities) or a DD Form 1348-1(for automated afloat and ashore activities).

Precious-Metals Recovery

Many times in your day-to-day work, you willbe working with equipment that contains preciousmetals. This is especially true in the DentalTechnician, Hospital Corpsman, Photographer’sMate, electronic and electrical, and someengineering ratings. Precious metals and metal-bearing scraps should be separated by genericcategory; for example, gold, silver, and platinum.They should then be turned in to the nearest DODproperty disposal facility. Further guidance on thereuse of precious metals and the recovery ofprecious metals can be found in Recovery andUtilization of Precious Metals, NAVSUPINST4570.23.

Missing, Lost, Stolen, or RecoveredGovernment Property Program

The Department of the Navy has longrecognized the importance of maintainingstatistics on where, when, and how governmentproperty was lost, stolen, or found missing andhow it was recovered.

To provide a medium for recording thisinformation, the government began the Missing,Lost, Stolen or Recovered (M-L-S-R) Program in1973. The ultimate goal of this program is to

improve the Navy’s physical security program andto provide a method for entering serializedmaterial into a computer. The M-L-S-R programalso establishes an official interface with the FBI’sNational Crime Information Center (NCIC).Further guidance, including a detailed list of itemsto be reported and how to report these items, iscontained in Reporting of Missing, Lost, Stolen,or Recovered (M-L-S-R) Government Property,SECNAVINST 5500.4E.

SURVEY PROCEDURES

When circumstances warrant, such as whencriminal action or gross negligence is indicated,the commanding officer’s designated represent-ative may appoint a surveying officer or a surveyboard. Persons who are accountable or respon-sible for the material being surveyed should notbe appointed as surveying officers.

Research action is not required when, in theopinion of the commanding officer or designatedrepresentative, negligence is not indicated in theloss, damage, or destruction of governmentproperty. It is not required if, for reasonsknown to the commanding officer, negligence orresponsibility cannot be determined. It is alsonot required if research under those conditionswould be an unnecessary administrative burden.Research action is not usually required when aperson accepts responsibility for the loss, damage,or destruction of government property andvolunteers to reimburse the government. At thediscretion of the commanding officer or thedesignated representative, investigative reportsrequired by other appropriate DOD componentregulations may be used in lieu of the researchunder the following circumstances:

• No death or injury is involved.

• No possible claim against the governmentexists. Items are determined to be scrap byan inventory manager.

• Material is cannibalized or otherwiseunaccounted for in the repair department.

• Residue of material cannibalized in therepair department is considered to havescrap value only.

• Samples of petroleum products are sent toa laboratory for examination and testing.These samples are not normally returned.

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• Medical material has been determined tobe defective by the Bureau of Medicine andSurgery.

• Material quantity discrepancies (providedthat the value of the loss or shortage is lessthan $50 per line item and it does notinvolve sensitive items) transferred todisposal are discovered.

• Material is lost in transit because of enemyaction.

The criteria for performing further researchon unresolved discrepancies are as follows:

• Further research is required on drugs orprecious metals when any discrepancyoccurs, regardless of dollar value.

• All items are classified, regardless of dollarvalue.

• Discrepancy of $500 or more concerningpilferable items is reported.

• An indication or suspicion of fraud, theft,or negligence exists about any discrepancy.

• A discrepancy concerns arms and ammuni-tion, including all personal arms, whetheror not pecuniary liability is admitted.

• Repetitive losses and the dollar value of theadjustment equals or exceeds projectedcosts of the report of investigation.

• Bulk petroleum losses exceed the statedallowance.

• Items are mandatory turn-in repairable,including items that have been invoicedand shipped but not received.

• Discrepancies are over $50,000 (all items).

• Further research is requested by theaccountable officer.

Responsibility for Survey

The commanding officer of a ship or unit hascommand responsibility for the security of allU.S. government property within the command,

whether in use or in storage. Such commandresponsibility requires a thorough observationof the activities of subordinate units. It alsorequires the enforcement of security, safety,and accounting requirements by appropriateadministrative or disciplinary measures.

As the supervisor, you are responsible for theloss, damage, or destruction of material bysubordinates under your supervision when theaction or lack of action can be directly connectedto the loss, damage, or destruction of governmentproperty.

You are also responsible for supply stocks thatare stored and used within your division spaces.Government property may not be converted topersonal use without specific permission orproper authority.

Report of Survey

As a CPO, you may encounter a time whenyou will need to expend accountable material fromyour records because of loss, destruction, orabsorption. In most cases you will be required toinitiate a Report of Survey (DD Form 200) todocument the expenditure. The Report of Surveyis an official report explaining the situation.Depending upon the circumstances, it may alsoprovide the results of an investigation into thematter (figs. 4-6A and 4-6B).

NAVSUP P-485 (paragraphs 5125-5128)provides specific guidance concerning the prepara-tion and responsibility for the submission of theReport of Survey. Your responsibility as a CPOis to document losses or destruction in your workcenter as follows:

1. Inform your chain of command immediately.2. Begin researching the cause and circum-

stances leading to the situation.3. Try to reconstruct the situation to deter-

mine whether further investigation isnecessary.

4. Initiate a Report of Survey (DD Form 200)to document loss or destruction of govern-ment property.

Remember, if you are the custodian of lossor destroyed material, you are responsible andaccountable. Make sure all your research isthorough.

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

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

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Distribution of the Report ofSurvey Form After Final Action

The original report with all attachments isretained at the activity if copies are not requiredby higher authority.

A duplicate is returned to the appropriateproperty officer to replace the quadruplicate copy,which may then be destroyed if not required byhigher authority.

The triplicate copy is destroyed if pecuniaryliability is not assessed. If pecuniary liability isassessed, send a copy to the disbursing officer.

INVENTORIES

Inventories should be conducted at regularintervals, following prescribed procedures.

Controlled Equipage Inventory

All items of controlled equipage are inventoriedon an annual basis during the period 15 Februaryto 15 March.

At least 1 month before 15 February, thesupply officer prepares an official notice advisingall department heads of procedural details to befollowed when conducting their annual inventoriesof controlled equipage. The notice is signed bythe commanding officer or by an officer withdelegated authority.

Heads of departments are responsible forconducting the inventory of items for which theyhave custody. The file of duplicate NAVSUPForms 306, as well as subcustody records, can beused as a basis for conducting and recordingphysical inventories of controlled equipage.

All items are sighted and inspected for service-ability by the officer conducting the inventory.Binoculars, small arms, and other equipmentidentified by serial numbers are checked by thosenumbers during the inventory. As each item isinventoried, the inventorying officer enters thedate and quantity and signs the reverse side of thedepartment copy of the custody card.

As the inventory progresses or immediatelyafter completion, the inventory record istranscribed to the original card held by thesupply officer. When the inventoried quantity ofan item differs from the verified custody recordbalance, a recount or an investigative research orboth is required.

After the above procedures have beenaccomplished, the following additional actions arerequired:

1.

2.

3.

4.

Shortages and unserviceable items dis-covered incident to inventory are promptlysurveyed.Inventory adjustments are posted to thecustody card.Issue requests are prepared and submittedto the supply officer for procurement ofany replacement items required.A report of inventory completion is sub-mitted to the commanding officer.

Upon completion of a controlled equipageinventory, each department head submits a letterreport to the commanding officer, with a copyto the supply officer. When controlled equipageis inventoried incident to a change of departmenthead, the letter report is signed by both therelieved and relieving department heads. Letterreports should include a list of excess controlledequipage items. This list should include justifica-tion or authority for any excess items you wantto retain. Letter reports should include

1.

2.

3.

4.

Other

completion of the controlled equipageinventory,submission of shortages and unserviceableitems,replenishment of shortages and unservice-able items, andjustification or authority for any excessitems to be retained.

Inventories

Physical inventories of stores in the technicalcustody of the supply department but in thephysical custody of other departments are takenat the end of each quarter or when prescribed bythe supply officer. The inventory is checkedagainst the stock record cards, signed by thecustodian department head, and submitted to thesupply officer. The following are examples of howyou should prepare the space for inventory:

1.

2.

3.

Ensure the stowage is orderly and followsa prearranged stowage plan.Ensure unopened boxes and other containersare stowed with labels and other identifyinginformation facing outward.Ensure loose items are repackaged instandard bulk lots when practical.

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4. Ensure all stock is labeled or otherwiseclearly identified.

Shortages identified by the inventory arecovered by receipted issue documents. The supplyofficer charges shortages against the budget of thedepartment concerned.

Selected Item Management(SIM)/Non-SIM Procedures

Analysis of shipboard usage data has shownthat a small percentage of the total number ofrepair parts is in frequent demand. However,all items require the same degree of managementattention: annual inventory, stock record review,and updating. Under the SIM concept, only thoseitems designated SIM receive this attention on aregular basis; non-SIM items are inventoried,reviewed, and updated only when transactionsoccur. A stock item is designated SIM after it hashad two demands (regardless of quantity issued)within a 6-month period; it loses that designationwhen no demands have been recorded for 6months consecutively.

You should remember that the designation ofa stock item as either SIM or non-SIM is notpermanent. When a non-SIM item experiences itssecond demand within 6 months, it should beredesignated as SIM. An item maybe designatedas SIM if it has a predictable demand of two ormore based on expected seasonal or deployedusage.

SIM items are inventoried at 6-month intervals.The inventory should be completed and postedwithin 2 weeks after it is started. The inventoryshould be conducted before deployment.

INTEGRATED LOGISTICSOVERHAUL (ILO)

The ILO improves readiness by providing aship with logistics support that accurately reflectsthe ship’s true equipment and operating needs.The term logistics support refers to the repairparts, Planned Maintenance System (PMS),technical manuals, and personnel trainingnecessary to operate and sustain the ship. As youcan see, an ILO includes much more than justrepair parts and involves more than just supplyfunctions. An ILO is a shipboard evolution thatinvolves every department and is important fora ship’s overhaul. A properly executed ILO cangreatly benefit the future operations of the ship,but a poorly executed ILO can be disastrous. The

ILO process begins months before the shipyardperiod and continues at a reduced level until thenext ILO.

The Ship Equipment Configuration AccountingSystem (SECAS) validation is one of the first stepsin an ILO. This validation is performed byTYCOM personnel. The TYCOM personnelboard your ship and site-validate all electronic andordnance material and certain hull, mechanical,and electrical equipment (HM&E).

Personnel assignments to the ILO generallyinclude people from several different technicalratings, as well as Storekeepers. Each person hasa specific assignment related to the configurationanalysis within his or her area of specialty. Theteam should work together to ensure that the“integrated” portion of ILO brings all partstogether as a whole. The assignment of people tothe ILO team is a critical factor in the finaloutcome. You should assign the most conscientiouspeople from the work center to the ILO team.

Several of the major evolutions involved in anILO are outlined below:

Develop a plan of action and milestones(POA&M).

Train all personnel involved in the ILOprocess.

Off-load all repair parts, technicalmanuals, and PMS documentation at theILO site.

Compare the SECAS validation to thecurrent COSAL and inventory and catalogrepair parts at the same time.

Analyze the applicability of repair parts,technical manuals, and PMS to update theconfiguration.

Coordinate the reorder of repair parts,technical manuals, and PMS programs.

On-load updated products.

Follow-up adjust. and validate the entireILO process This step continues duringthe entire operating cycle.

The result of an ILO will never be perfect, butthis process does eliminate most of the supportproblems encountered during the previousoperating cycle. Because an ILO is a self-help

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project, the product will only be as good as theinput from you and your personnel. You, as aCPO, will have a great deal of influence over thisprocedure.

THE 3-M SYSTEMS

The average work center aboard ship isinvolved in the 3-M Systems through the PlannedMaintenance System (PMS) and the MaintenanceData System (MDS). Your position in the workcenter or division will require you to have a goodworking knowledge of the 3-M Systems. Basic3-M responsibilities of the chief include thefollowing:

•••••

Training the division officer and subor-dinates

Supervising preventive maintenance admin-istrative procedures

Supervising corrective maintenance admin-istrative procedures

Submitting equipment configurationchanges to update the weapons system file

Managing the division or work centermaintenance through use of the currentship’s maintenance project (CSMP)

An in-depth explanation of the 3-M Systemsis beyond the scope of this chapter. Exact pro-cedures for administering the 3-M Systems varydepending upon TYCOM instructions, type ofcommand, or special programs such as nuclearweapons or nuclear power.

This section will cover the general respon-sibilities of the positions you should be familiarwith as a chief. These positions are the depart-mental 3-M Systems assistant, division officer,group supervisor, and work center supervisor.

A more detailed description of the 3-MSystems can be found in the Ships’ Maintenanceand Material Management (3-M) SystemsManual, OPNAVINST 4790.4B, and yourTYCOM 3-M Systems instruction.

DEPARTMENTAL 3-M SYSTEMSASSISTANT

The department head will assign an officer ora petty officer as a 3-M Systems assistant. The

assistant must be trained in and knowledgeableof the 3-M Systems. The assistant will provideassistance and supervision in all administrativefacets of the department’s 3-M Systems program.

DIVISION OFFICER

The division officer is responsible to thedepartment head and must be trained in the 3-MSystems. The division officer assists in managingthe maintenance required for the equipmentwithin the division. The division officer’s respon-sibilities include the following:

Ensuring division MDS documents arecomplete, accurate, and promptly preparedand submitted

Ensuring qualified senior personnel reviewPMS maintenance requirement documentssuch as maintenance index pages (MIPs)or maintenance requirement cards (MRCs)for completeness, applicability, and ac-curacy

Supervising preparation, reviewing, andsigning of the divisions’s weekly PMSschedules

Conducting weekly spot-checks to makesure maintenance requirements are per-formed as indicated on the maintenancerequirement card (MRC)

Ensuring the department quarterlyschedule is properly updated each week

Including 3-M Systems training in divisionaltraining plan

Working in association with the ship’s 3-Mcoordinator

Meeting the work center supervisors eachweek and then informing the departmenthead of 3-M Systems status within thedivision

Ensuring division 3-M Systems files,publications, MRC decks, tag guide list(TGL), and equipment guide list (EGL) arecomplete and current

GROUP SUPERVISOR

Sometimes the leading chief is responsible forthe proper operation of two or more work centers.

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When this occurs the leading chief is referred toas the group supervisor. The group supervisor isresponsible for the proper performance of the 3-MSystems in the work centers under their control.

WORK CENTER SUPERVISOR

The senior chief petty officer (or senior pettyofficer if no chief is assigned) within the workcenter is the work center supervisor. The workcenter supervisor is responsible for the effectiveoperation of the 3-M Systems in his or her workcenter. The responsibility can not be delegated tosubordinate maintenance personnel. The workcenter supervisor will receive 3-M Systems trainingand is responsible for the following:

Scheduling and supervising accomplish-ment of weekly work center maintenancetasks.

Ensuring preventive maintenance status isshown correctly on work center PMSschedules.

Informing the division officer or groupsupervisor of MDS or PMS actions withinthe work center.

Maintaining an adequate supply of 3-MSystems materials for the work center.

Ensuring prompt documentation of allnoted material deficiencies in the workcenter work list/job sequence number(JSN) log and on OPNAV 4790/CK Formif required.

Documenting completed maintenanceactions promptly using OPNAV 4790/2Kor OPNAV 4790/CK forms when required.

Reviewing all 3-M documentation leavingthe work center to make sure it is correct,legible, and prepared and submittedpromptly. Persons discovering deficienciesare responsible for completing requireddocumentation.

Ensuring maximum use of PMS as amaintenance training aid for work centerpersonnel.

Maintaining control and accountability ofwork center job sequence

Verifying that the workcurrent and complete.

numbers (JSNs).

center CSMP is

Reviewing maintenance requirement cardsand submitting a PMS feedback reportwhen maintenance requirements are notfully understood; errors are believed toexist; maintenance requirements are believedto be inadequate or excessive or whenperformance would cause a hazardouscondition to exist; or replacementdocuments are required.

Maintaining an accurate and current listof effective pages (LOEP) by comparingPMS documentation to actual work centerequipment configuration.

Ensuring periodic maintenance requirements(PMR) scheduled for the work center arecompleted and reported as stated on thePMS, MRC, or PMR.

Ensuring proper tests and inspections priorto acceptance of work done by outsideactivities.

Ensuring delivery of test, measurement, orother portable equipments to testing andcalibration work centers as indicated onscheduling reports.

SHIPBOARD NONTACTICALAUTOMATED DATA PROCESSING

(ADP) PROGRAM: SYSTEMS(SNAP I AND SNAP II)

The Shipboard Nontactical ADP Program(SNAP) concept takes the power of computerswith their ability to process information and putsthat power in the hands of the work centerpersonnel. The SNAP computer systems arehighly useful systems. The Navy uses two differentSNAP computer systems to accomplish the samebasic functions. SNAP I systems are installed atShore Intermediate Maintenance Activities(SIMAs) and on board larger vessels such asaircraft carriers, tenders, amphibious commandships, and amphibious assault ships. SNAP IIsystems are installed only on smaller vessels suchas frigates, destroyers, and cruisers.

The main objectives of SNAP I and SNAP IIsystems are to accomplish the following:

• Reduce the current shipboard administrativeworkload associated with equipment mainte-nance, supply and financial management,and personnel administration

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• Provide supervisors with a responsive andflexible on-line management tool for main-tenance, supply, and manpower functions

• Improve the accuracy and timeliness ofexisting off-ship data reports withoutincreasing user workload

COUNSELING PERSONNEL

One of the most important aspects of the chiefpetty officer’s job is providing advice andcounseling to subordinates. CPOs who makethemselves accessible to subordinates will findthey are in great demand to provide informationand to help in finding solutions to problems.

The purpose of this section of the chapter isto present an overview of the basic principles andtechniques of counseling. This section is notintended to be a course in problem solving, noris it intended to provide a catalog of answers toall questions. This section will, however, give youan overview of general counseling procedures,some guidelines to use in the counseling process,and a listing of resources available as references.

A point to remember is that counseling shouldnot be meddlesome, and the extreme, of playingpsychiatrist, should be avoided. But neithershould counseling be reserved only for asubordinate that is having problems; you shouldalso counsel subordinates for their achievementsand outstanding performance. Counseling of asubordinate who is doing a good job reinforcesthis type of job performance and ensurescontinued good work. Counseling of this type alsoprovides an opening for you to point out waysthat a subordinate might improve an already goodjob performance.

Counseling the subordinate who is doing agood job is relatively easy, but a differenttype of counseling is required for a subordinatewhose performance does not meet set standards.This section teaches you how to counsel thesubordinate whose performance does not meetestablished job standards.

In general, this section can be used as a guideto counseling personnel on professional, personal,and performance matters. Also, the basicspresented here apply to counseling subordinateson their enlisted evaluations.

PRINCIPLES OF COUNSELING

Counselors should set aside their own valuesystem in order to empathize with the person

during counseling. The things the counselor mayview as unimportant may be of paramountimportance to the counselee. We tend to view theworld through our own values, and this canpresent problems when we are confronted withvalues that are at odds with our own. If personsin your unit think something is causing them aproblem, then it is a problem to them, regardlessof how insignificant you might believe the pro-blem to be.

The objective of counseling is to give yourpersonnel support in dealing with problems so thatthey will regain the ability to work effectively inthe organization. Counseling effectiveness isachieved through performance of one or more ofthe following counseling objectives: advice,reassurance, release of emotional tension, clarifiedthinking, and reorientation.

Advice

Many persons think of counseling as primarilyan advice-giving activity, but in reality it is butone of several functions that counselors perform.The giving of advice requires that a counselormake judgments about a counselee’s problemsand lay out a course of action. Herein lies thedifficulty, because understanding another person’scomplicated emotions is almost impossible.

Advice-giving may breed a relationship inwhich the counselee feels inferior and emotionallydependent on the counselor. In spite of its ills,advice-giving occurs in routine counseling sessionsbecause members expect it and counselors tendto provide it.

Reassurance

Counseling can provide members with re-assurance, which is a way of giving them courageto face a problem or confidence that they arepursuing a suitable course of action. Reassurancecan be a valuable, though sometimes temporary,cure for a member’s emotional upsets. Sometimesjust the act of talking with someone about aproblem can bring about a sense of relief that willallow the member to function normally again.

Release of Emotional Tension

People tend to get emotional release from theirfrustrations and other problems whenever theyhave an opportunity to tell someone about them.Counseling history consistently shows that aspersons begin to explain their problems to a

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sympathetic listener, their tensions begin tosubside. They become more relaxed and tend tobecome more coherent and rational. The releaseof tensions does not necessarily mean that thesolution to the problem has been found, but itdoes help remove mental blocks in the way of asolution.

Clarified Thinking

Clarified thinking tends to be a normal resultof emotional release. The fact is that not allclarified thinking takes place while the counselorand counselee are talking. All or part of it maytake place later as a result of developmentsduring the counseling relationship. The net resultof clarified thinking is that a person is encouragedto accept responsibility for problems and to bemore realistic in solving them.

Reorientation

Reorientation is more than mere emotionalrelease or clear thinking about a problem. Itinvolves a change in the member’s emotional selfthrough a change in basic goals and aspirations.Very often it requires a revision of the member’slevel of aspiration to bring it more in line withactual attainment. It causes people to recognizeand accept their own limitations. The counselor’sjob is to recognize those in need of reorientationbefore their need becomes severe, so that they canbe referred to professional help. Reorientation isthe kind of function needed to help alcoholicsreturn to normalcy or to treat those with mentaldisorders.

TYPES OF COUNSELING

Counseling should be looked upon in termsof the amount of direction that the counselor givesthe counselee. This direction ranges from fulldirection (directive counseling) to no direction(nondirective counseling).

Directive Counseling

Directive counseling is the process of listeningto a member’s problem, deciding with the memberwhat should be done, and then encouraging andmotivating the person to do it. This type ofcounseling accomplishes the function of advice;but it may also reassure; give emotional release;and, to a minor extent, clarify thinking. Mosteveryone likes to give advice, counselors included,

and it is easy to do. But is it effective? Doesthe counselor really understand the member’sproblem? Does the counselor have the technicalknowledge of human behavior and the judgmentto make the “right” decision? If the decision isright, will the member follow it? The answer tothese questions is often no, and that is why advice-giving is sometimes an unwise act in counseling.Although advice-giving is of questionable value,some of the other functions achieved by directivecounseling are worthwhile. If the counselor is agood listener, then the member should experiencesome emotional release. As the result of theemotional release, plus ideas that the counselorimparts, the member may also clarify thinking.Both advice and reassurance may be worthwhileif they give the member more courage to take aworkable course of action that the membersupports.

Nondirective Counseling

Nondirective, or client-centered, counseling isthe process of skillfully listening to a counselee,encouraging the person to explain bothersomeproblems, and helping him or her to understandthose problems and determine courses of action.This type of counseling focuses on the member,rather than on the counselor as a judge andadvisor; hence, it is “client-centered.” This typeof counseling is used by professional counselors,but nonprofessionals may use its techniques towork more effectively with service members. Theunique advantage of nondirective counseling is itsability to cause the member’s reorientation. Itstresses changing the person, instead of dealingonly with the immediate problem in the usualmanner of directive counseling. The counselorattempts to ask discerning questions, restate ideas,clarify feelings, and attempts to understand whythese feelings exist. Professional counselors treateach counselee as a social and organizationalequal. They primarily listen and try to help theirclient discover and follow improved courses ofaction. They especially “listen between the lines”to learn the full meaning of their client’s feelings.They look for assumptions underlying thecounselee’s statements and for the events thecounselee may, at first, have avoided talkingabout. A person’s feelings can be likened to aniceberg. The counselor will usually only see therevealed feelings and emotions. Underlying thesesurface indications is the true problem that themember is almost always initially reluctant toreveal.

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PERSONAL COUNSELING

All personal problems should not be referredto a specialist. Your first duty as a chief is torecognize whether the problem is beyond yourability to help or not. Many times you can solvepersonal problems with a telephone call. If theproblem is beyond your ability to solve, then givethe division officer a chance to solve the problem.Stay informed of the progress made towardsolving the problem. If the problem requiresassistance from outside the command, you cansmooth the process by making appointments andensuring the counselee gets help. Keep informedof progress and follow-up!

As a CPO, you may encounter situations inwhich persons being counseled must be referredto other sources for assistance. There will be timeswhen a person will have special problems that willrequire special help. These problems should behandled by such specialists as the chaplain, legal

officer, and medical officer. The effective CPOshould be able to recognize situations in whichreferral is necessary and to assist the counseleein obtaining maximum benefit from thesereferrals. Examples of situations in whichreferral would be appropriate include drugand alcohol abuse, psychological problems orbehavioral disorders, medical problems, personallimitations, such as a personality conflict with thecounselor and the inability of the counselor torelate to or comprehend a counselee’s problem.

In each instance, the key to successful referrallies not in the ability to diagnose a problem butrather in the ability to recognize those signs orsymptoms that indicate referral to appropriatesources.

To assist CPOs in fulfilling their advising andcounseling responsibilities with regard to referral,the Navy has developed an impressive array ofhelping resources. A listing of these helpingresources is provided for reference.

Helping Resource

Alcohol Rehabilitation Centers/AlcoholRehabilitation Departments (ARCs and ARDs)

Counseling and Assistance Centers (CAACs)

Drug and Alcohol Program Advisor (DAPA)

Navy Alcohol and Drug Safety Action Pro-gram (NADSAP)

Navy Relief

Chaplain Corps

Command Ombudsman

Family Service Centers (FSC)

Federal Credit Unions

Educational Services

Capability

Alcohol abuse and related physical disorders

Drug abuse, alcohol abuse, and psychologicaldisorders

Primary command point of contact for drug andalcohol abuse problems

Education program for those with drug/alcoholabuse problems

Financial counseling

Personal problem and religious counseling

Community orientation and family orientation tothe command and Navy life

Comprehensive family-related information, pro-grams, and services for Navy families and singleservice members

Financial assistance, to include savings and loanadvice as well as family financial planning

Educational assistance, to include degree-grantingprograms, correspondence courses, and in-serviceeducational benefits

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Helping Resource

Navy Relief Society

Naval Legal Service Offices

American Red Cross

Naval Hospitals

Veterans Administration (VA)

Civilian Health and Medical Program of theUniformed Services (CHAMPUS)

Command Career Counselor

Capability

Loans and outright grants to alleviate financialemergencies; also family budget counseling

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

Emergency assistance of all types, to includeemergency leave verification and travel assistance

Physical and psychological problems and disordersdiagnosed and treated

Veterans benefits and survivors benefits advice

Health care benefits

Career information,benefits

and eligibility advice

to include Navy rights and

PROFESSIONAL, PERFORMANCE,AND ENLISTED EVALUATIONCOUNSELING

Professional, performance, and enlistedevaluation counseling all have several things incommon. Standards should be set; standardsshould be clear and understood by the counselee;targets should be set for each individual; andboth good and poor performance of subor-dinates should be documented and the subor-dinates counseled. Professional and performancecounseling takes place throughout the year.Enlisted evaluation counseling should take placeonce a quarter to allow personnel a chance toimprove before receiving the formal evaluation.

A good place to start is at the end of theformal evaluation period. You can outline theminimum required performance you expect fromeach paygrade and rating within the work centeror division. This is setting a clear standardof performance. Professional and performancecounseling will be based on these standards.Ensure each subordinate understands the requiredlevel of performance you expect from him or her.

Set performance targets for each individual.People are different and have different capabilities.By setting performance targets above the requiredminimum, you will be able to maximize subor-dinate output. Setting a standard target ofperformance could discourage less capable

performers or cause more capable performers tobecome bored. Remember to individualize thetarget performance. An example would be givingyour star performer 1 week to complete a specificpersonnel qualification standard (PQS). The1-week target may be too difficult for your leastcapable performer, so you might allow him or her1 month to complete the PQS. All other personnelwould fall somewhere within this range, dependingupon their capabilities.

As your personnel progress, you will need toadjust the targets to keep them challenging butrealistic. Counsel your personnel on their goodand poor performance. Document the counselingsessions for at least 3 months.

You have been documenting the professionaland performance counseling for the last 3 months.Now it is time to conduct an enlisted evaluationcounseling session. Write a rough evaluation oneach subordinate, using their counseling sheetsand other documentation taken from personalobservation over the last 3 months. Do not referto the last formal evaluation (or rough evaluationfor latter sessions).

These quarterly counseling sessions will allowyou to provide positive reinforcement for correctbehavior and corrective action for substandardbehavior. You will also be able to documentitems that are sometimes forgotten at the yearlyevaluation. Schools attended, courses completed,and assistance provided are sometimes overlooked

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or forgotten if the supervisor or subordinate failsto document them.

At the end of the formal evaluation period,you should have enough documentation to writean objective evaluation on each subordinate.

INTERVIEWING, ASSIGNING,AND EVALUATING PERSONNEL

As a chief petty officer, your administrativeduties will include interviewing personnel,assigning them to jobs, and evaluating theirperformance. The purpose of interviewing is toobtain information that will help you make themost effective use of the skills and abilities ofnaval personnel. The best way you can do this isto assign people to work they do well and enjoy;people who enjoy their work usually put forththeir best efforts in doing the job. The end resultof proper interviewing and assignment is a positiveevaluation for the subordinate.

INTERVIEWING

The interview has three major objectives: toestablish your position of leadership and respon-sibility in the sailor’s mind, to discover specialcharacteristics or aptitudes about the member thatmay not be included in the records, and to showthat you have a personal interest in the person.The interview should be friendly, not too formal,but thorough.

Beginning the Interview

To obtain all the necessary information froma member during an interview, you must put themember at ease and in the mood to talk. This isaccomplished by using a pleasant, easy mannerand by making it clear that you are interested in,and responsible for, finding the member a suitablejob assignment.

Before beginning, you should have had achance to read whatever information is availableon the member. From this, facts can be found toopen the interview, such as the location of themember’s home.

The interview is not only for the purpose ofgiving you information, but also to help membersunderstand themselves. You and the membershould work as a team to find the mostsatisfactory assignment possible within the Navy’sneeds.

Information to be Obtained

During the interview, the interviewer obtainsall the information possible about the member’seducation, personal interests, and occupationalexperience.

EDUCATIONAL INFORMATION. –Educa-tional information includes the kind and extentof formal education; where and when it wasacquired; subjects liked and disliked and why, andthe amount of time spent studying each; anyoccupation followed during the period of educa-tion; and an explanation of unusual features ofeducation.

Educational attainment indicates to a certaindegree the member’s ability to absorb training.Success in technical or special subjects in highschool usually indicates aptitude for continuedtraining in related subjects in Navy schools. Tradeschools, business schools, and correspondencecourses are important, especially if they are relatedto a Navy rating.

Do not assume, however, because a person hasbeen trained in a certain field, that the occupa-tion is necessarily suitable or desirable for thatperson. The person may have been urged to entera field by parents or teachers without particularlydesiring it. Or the person may have chosen a fieldwithout sufficient knowledge of the work involved.It is also possible that after actually working ina job, the person did not like it or was not suitedfor it.

Here are some questions to help you obtaina more accurate picture of a member’s educationaland training background.

Why did the person choose this particularfield of study?

What progress was made? What gradeswere received?

Would the member choose this fieldtoday?

Did the person obtain, or attempt toobtain, employment related to this par-ticular study field?

If given the opportunity, would theperson choose a vocation that would makeuse of this study field?

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PERSONAL INTERESTS. –You should askquestions to find out the personal interests of themember. This could include questions aboutleisure time activities, sports in which the memberhas participated, the level of achievement in eachsport, any talents for public entertainment, andpositions of leadership held. The latter usuallyrefers to office or committee jobs in organizationsto which the person has belonged. These activities,being largely voluntary, sometimes present a truerpicture of the person’s interests than the educa-tion or work experience. In any case, they addto a complete picture of the person.

OCCUPATIONAL INFORMATION. –Youshould obtain a brief record of the person’sexperience on jobs held since entering the Navyand before entering the Navy, length of time held,interests in each job, and success in each job.Care must be exercised both in recording workexperience and interpreting it. With experience,as with education, you should not assume that anoccupation is suitable for a member merelybecause some background in it has been shown.The member’s interest and success in an occupa-tion must be considered before you decide whetherto assign similar work to the person.

GIVE THE PERSON HONEST ANSWERS. –Remember that it is your responsibility to guideand assist the person as much as possible. At timesyou may be tempted to evade or give indefiniteanswers because you expect the person to reactunfavorably to what you have to say. Keep inmind, however, that even though working out asolution to a member’s problems means a lot ofhard work, it is your job.

Look at the situation from the member’s pointof view. Few situations are more discouragingthan attempting to get information and receivingevasive answers or no help from the person whoshould be helping you. In other words, if you aresupposed to be a counselor, tackle the problemand try to do something to help. Tell the personwhen you do not know the answers, but try tohelp find them.

EMPHASIZE THE PERSON’S ABILITY. –You will be most effective as a counselor and aninterviewer if you take a positive approach,putting emphasis on the abilities of personnel andthe kinds of jobs in which they can best be putto use. The more you learn about the various typesof Navy duty, the greater respect you are likelyto acquire for all the various jobs. They differ

as to kinds of ability, but they all require aconsiderable amount of ability.

Do not close the door to training on themember because the cutting scores required fora school have not been achieved. If a member isgenuinely interested in a type of work, the memberwill probably be able to get on-the-job training.This process, which is quite likely to be availableto a member as a striker aboard ship, may bewithin the member’s capabilities even though themember could not keep up the speed required ina school.

CLOSING THE lNTERVIEW. –Before closingthe interview, you should summarize themember’s qualifications and inform the memberof his or her assignment. Show the member allthe advantages that can be gained from the assign-ment. It is part of your duty to help the membersee all the ways in which the assignment can beused in furthering long-range ambitions. Youshould make certain that the member understandsall the duties and responsibilities of the assign-ment and that the person has been given helpfulinformation. You should help the memberdevelop a positive attitude toward the new assign-ment; this will promote the person’s effectivenessin the immediate job and his or her own bestinterest in the future.

Some Final Thoughts for the Interviewer

As a brief review, here aredations to keep in mind forviewing:

— Get a mental pictureperson, not just one side.

some recommen-successful inter-

of the WHOLE

— Be alert for the possibility that the personmay be suffering from some physical or mentalillness. Navy people are generally fine physicalspecimens and well adjusted mentally, but yourjob may put you in contact with exceptional cases.These belong to the professional specialist—themedical officer.

— Be more concerned with the causes thanwit h surface symptoms. Do not assume that allmembers OUGHT TO BEHAVE in a certain way,and do not condemn the nonconformists. Try tofind out what makes a member behave in a certainway.

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— Keep the emphasis on the positive aspectsof the person’s abilities and character. Show thatyou appreciate the member’s good qualities andshow the person how to take advantage of thesequalities.

— In your efforts to be friendly and under-standing, do not give the impression that youare an easy mark or that friendly talk is all youhave to offer. Do what you can, definitely andpositively. Expect members to do their part.

— Remember that it is your duty to help theNavy make the best use of its personnel.

— Above all, remember that you are dealingwith HUMAN BEINGS. An interview that is justone event in a day’s work to you may be theturning point of a member’s life.

ASSIGNING

Assigning personnel is a staffing function asdiscussed in chapter 3. Your primary objective isto match the correct person to the job to receivemaximum efficiency and effectiveness. However,you will also need to account for using on-the-job training (OJT) to cross-train personnel.You will lose some efficiency in the short termthrough use of OJT, but the long term result ishigher divisional or work center efficiency andeffectiveness.

There are no firm rules for assigning personnel.Best results occur when personnel are happy intheir job. Try to match the personal interest ofthe subordinate to the job requirements whenpossible. At other times you will need to employa skillful use of influence to achieve the desiredoutcome.

EVALUATING

Evaluating personnel was discussed in thetopic on performance counseling. You should becounseling your personnel on a regular basis tolet them know how they are doing and where theyneed to improve. This section focuses on yourresponsibilities in preparing enlisted performanceevaluations.

Preparing EnlistedPerformance Evaluations

Enlisted performance evaluations will have along-term impact on the career of the person you

are evaluating. You should pay careful attentionto detail and treat each evaluation as if it weregoing in your service record.

Military standards indicate that the evaluationwriting process should begin at the petty officersecond class level. Delegate the initial preparationof evaluations to the petty officer second class orone level above the person being evaluated. Havethe next level in the chain of command review theevaluation.

You should use your counseling file to doublecheck the evaluation. Make sure the marks givenare realistic. Some discrete checking in yourcommand will reveal the appropriate markingrange for personnel. Do not be afraid to give 4.0marks if they are called for and can be justified.Your job is to give an objective evaluation basedon facts. Bullets for blocks 54,55, and 56 of theevaluation should come from your counseling file,the subordinate’s service record, and the divisionofficer’s record.

Providing evaluation comments for block 56is a problem for most people. Give a briefdescription of the person and his or her job. Thepurpose of block 56 is to amplify information inblocks 27 through 43, 54, and 55. Use bold,underline, and CAPITALIZATION to make keywords and phrases standout. Refer to The NavyEnlisted Performance Evaluation System, NAV-MILPERSCOMINST 1616.1A, and the EnlistedEvaluation Manual, BUPERSINST 1616.9, foradditional information.

Reviewing Enlisted Evaluations

The leading petty officer (LPO) should submitto you the rough evaluation and a copy of theenlisted evaluation report-individual input form(NAVPERS 1616/21), or “brag sheet” as it isknown. You should now prepare the evaluation.

Your role in the evaluation process is tocompile the inputs and assure completion,correctness, and consistency among your differentwork centers. Use service records, your notes,counseling files, and brag sheets to ensurecompletion and accuracy of the evaluations.

Observe how each work center tends to markthe evaluations. Some evaluations may tend to beskewed higher or lower than the normal standard.Make corrections as appropriate.

You should now make sure that writtenremarks on the evaluation are in the properformat and void of grammatical errors. When youare happy with the way the evaluations read, thenpass the rough evaluations to the division officer.

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Any changes that are made to the evaluation bythe chain of command above you should bediscussed with the division officer. As always, stayinformed!

COMMUNICATION

The chief petty officer is often called upon toprovide briefings, write messages, and preparenaval correspondence. You may at some point beasked to perform these functions also. Thissection should provide you with a knowledge basefrom which you can build your communicationskills.

THE MILITARY BRIEFING

An additional administrative duty you mayhave as a CPO is to prepare a briefing. Theprimary purpose of a briefing is to inform, butit also may have other purposes: first, to ensurethe listener’s understanding of a particularmission, operation, or concept; second, to enablethe listener to perform a specific procedure; andthird, to provide the listener with information onwhich to base decisions.

Often several people participate in a briefing.In a briefing for an operational plan, for instance,one group may cover the administrative, tactical,logistical, and operational phases; and anothergroup may explain the mission. To enable thelisteners to grasp all this information as aunit, each briefer must give only the essentialinformation in as few words and as few minutesas completeness and clarity will permit.

In preparing to brief others, you must analyzea mass of data, choose the really significant facts,and organize them carefully. Your explanationshould be simple, precise, and factual. Jokes andanecdotes rarely have a place in a briefing. Thelisteners are ready for a serious talk. They wantto hear the vital information on a specificsubject presented as clearly as possible. If you areable, however, you may occasionally use humorto help you make a point or clarify a problem.When you give a briefing, you are likely to facea captive audience. Analyze the rank andexperience of the people you are to brief, and tryto determine what your best approach will be. Youcannot always say what your listeners want tohear, but you can try to speak in the manner theywill most easily understand.

Another thing to consider, which is almost asimportant as the content, is the technical aspectsof the presentation itself. Your visual aids shouldbe as good as you can make them and, above all,they should be correct. Slides containing errorsin spelling, grammar, and computations distractyour audience and undermine your credibility.Speak clearly and distinctly to your audience. Ifyou do all these things and have your briefing wellorganized, you will be successful.

Organization of a Briefing

The special requirements of a briefing imposecertain limitations upon the speaker. Thetraditional plan of organization, with anintroduction, a body, and a conclusion, isadaptable to the clarity, accuracy, and brevitynecessary in a good briefing.

INTRODUCTION. —Since your listenersneed and want to know about your subject, youwill not need time-consuming, attention-gettingdevices. If another speaker introduces you andyour subject, you need only give a quick overviewof the subject and proceed immediately tothe main points. If you are not introduced, youmight simply say, “Good morning. I’m ChiefPetty Officer Jones; I’ll be briefing youon _____________ .”

BODY. —The information for the body ofyour briefing requires careful consideration fromthe standpoint of content as well as delivery. Ifpossible, present only the facts. Your facts shouldbe provable, and you should have the proof withyou in case your listeners ask for it. Because youmust be brief, you may have to omit many detailsfrom your talk. This can cause you to oversimplifya difficult subject. One way to avoid over-simplification is to prepare a folder of’ “documen-tation” for your listeners to refer to after youfinish the briefing. In your opening remarks, tellthem it is available. You gain in several ways fromletting your listeners know at the outset that theywill have access to complete information on yoursubject. First, your listeners are more apt toaccept the validity of your information becausethey know they can check your evidence. Second,they are less likely to ask needless questions orto interrupt for other reasons. And third, they willgo along with very simple visual aids because theyknow they can get more detailed information ifthey need it. Another way is to prepare “backup”slides that present detailed information on specific

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issues. If questions are asked, you will be readyand will increase the confidence your audience hasin you.

If certain facts are not available and you mustmake an assumption, identify the assumption, saythat it is necessary, and continue. If your listenerswish to challenge the assumption, they can do soduring the question-and-answer period, at whichtime you should be able to explain your rationale.Normally, you do not interpret the informationin your briefing. Present the facts and let yourlisteners draw the conclusions. Such phrases as“In my opinion, ” “I think,” and “I take this tomean” are generally signs that the briefer isgoing beyond the mere presentation of informa-tion and is interpreting the meaning of theinformation.

Emotional appeals have no place in a brief-ing. Your listeners will be justified in doubtingyour objectivity if your presentation is chargedwith emotion. This does not mean that yourdelivery should be dry and lifeless—rather, quitethe contrary. Because you must present pertinentinformation and nothing more, you should strivefor an animated and interesting delivery. Visualaids can help you show quickly and clearly manythings that you would have trouble putting intowords. One glance at a map would show yourlisteners more about air bases in CommunistChina than 15 minutes of words alone. Practicethe briefing with your visual aids until you canuse them smoothly. They should be an integralpart of your presentation. If you do not practiceyour briefing, such simple acts as uncovering orrecovering a chart can cause awkward breaks ina briefing.

CONCLUSION. —This part of a briefingshould be short but positive. Summarize yourmain points if you feel it is necessary. Since aquestion-and-answer period usually follows abriefing, a good concluding sentence might be“Ladies and gentlemen, are there any questions?”If a question period is not to follow, you mightsimply say, “Ladies and gentlemen, this concludesmy briefing. ”

Clear, logical organization of your materialwill help your listeners understand it. In organizingthe introduction, body, and conclusion of thebriefing, keep the purpose in mind. It can be togive your listeners an understanding of a certainmission, operation, or concept. Or it can be toenable them to perform a specific procedure. In

either case, organize your material to informas you would for a speech. On the other hand,if the purpose is to provide your listeners withinformation on which to base decisions, aproblem-solving plan to organization can be mosteffective.

When you prepare and deliver briefings,remember their basic function is to conveyinformation more rapidly and effectively thanwould be possible by any other means. It takespractice to become an excellent briefer. Experiencein other types of public speaking and in writingalso helps. As a member of the Navy, you needto be adept at stating your ideas accurately,briefly, and clearly.

Procedures for Presenting a Briefing

When you are giving a prepared briefing, yourbriefing needs to support four basic areas:

1. You should state the point clearly andconcisely at the beginning of your briefing so thatyour audience knows what they are listening toand what they can expect from the rest of yourbriefing.

2. You must amplify the point you are tryingto make or the area you are trying to cover.

3. You should support that point. You mustbring the audience enough information to informthem or to help them make a decision, whateverthe purpose of your presentation happens to be.

4. You must end your briefing appropriately.The conclusion should bring the briefing togetherin a concise manner, reviewing the topic butkeeping it short.

REVIEWING NAVAL MESSAGESAND CORRESPONDENCE

An ability to communicate in the written formwill serve you well throughout your naval career.As you progress more and more people expect youto be able to communicate clearly and concisely.This section of the chapter will discuss some ofthe basic procedures to review messages andcorrespondence prepared by your subordinates.

Basically you will be reviewing for content,spelling, and punctuation. If your command isequipped with personal computers, your job willbe much easier. Unclassified documents can bewritten and edited on the computer. You may useprograms such as WordPerfect or Wordstar towrite, edit, spell check, or substitute words usingthe thesaurus. Sentence structure can be checkedusing a program such as Rightwriter.

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If your message or correspondence isclassified, you should check the documentmanually. A good desk reference set is a must.As a minimum you should have:

A standard desk dictionary and thesaurus

Hedge’s Harbrace College Handbook orChicago Style Manual

Telecommunications Users Manual, NTP3(H)

U.S. Navy Plain Language Dictionary,NTP 3, SUPP-1(K)

Department of the Navy CorrespondenceManual, SECNAV Instruction 5216.5C

Naval Terms Dictionary

Ensure the message or correspondence is brief,simple, and clearly written. Elements of well-written messages or correspondence include thefollowing:

Introduction—state the purpose.

Body—discuss the subject.

Closing—present your conclusions orrecommendations.

Appendix or enclosures—include pertinentdetails (not always required).

Begin your review by making sure the docu-ment is in the correct format. Read the documentfor content. If you have questions about theaccuracy of the information, ask the petty officerwho wrote the document to clarify your questions.Check the document for mechanical defects. Youdo this by making sure each sentence starts witha capital letter, each sentence ends with theappropriate punctuation, and the appropriatewords begin with capital letters. Make surespelling is correct and redundant words orsentences are deleted.

SHIP’S ORGANIZATION ANDREGULATIONS MANUAL (SORM)

Your command’s Standard Organization andRegulations Manual (SORM) is a command-specific version of the Standard Organization and

Regulations of the U.S. Navy (SORN). TheSORM should be arranged in the same manneras the SORN and contain detailed bills as theyapply to your command. This section covers yourresponsibility to keep the SORM current andup-to-date.

PURPOSE

The purpose for updating the SORM is tomake sure you are operating your work center ordivision using the most up-to-date informationand procedures available. The SORM should beupdated at least annually to remain current.Reasons for the annual update include thefollowing:

Instructions have been issued, deleted,changed, or revised

Equipment has been added, deleted, orchanged

REVIEWING THE SORM

You should review the SORM every time anevent occurs that effects the normal operation ofyour work center or division. Review the sectionof the SORM relevant to the event to see if achange in the SORM is warranted. You are in thebest position to determine if and how muchchanges in instructions or equipment affect theSORM. Do not rely on the commanding officer,executive officer, department head, or divisionofficer to notice if the SORM needs to be updated.They do not have the time or the detailedknowledge that you do.

PREPARING AND SUBMITTINGCHANGES TO THE SORM

You have been doing your job and have nothad an event that changes the normal operationof your work center during the last year. Do youneed to review the SORM? Of course you do!

Review the areas of the SORM that affect yourwork center or division. Compare the listedreferences in each section to the latest copy of thecommand’s master directives and issuance list.Your administrative office should have a 5215master list that contains all instructions applicableto your ship.

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Out-of-date references indicate a need toupdate the effected ship’s bill or regulation.Read and compare the old ship’s bill orregulation to the updated references and notethe changes. Changes to equipment that affectship’s bills also need to be incorporated into theSORM.

Incorporate the changes into the ship’s bill orregulation and update the references listed. Youshould now send the rough update and newreferences through the chain of command forapproval.

SUMMARY

This chapter began with a look at the budgetprocess, preparation of the divisional budget, andtypes of budgeting. The budget process beginswith the President and continues down the chainof command. Although the commanding officeris responsible for the ship’s budget, you shouldplay a major role in determining your division’srequirements and submitting the requirements upthe chain of command.

At the CPO level of management, you willfind a need for a better understanding of thesupply organization and its procedures. You maybe assigned as a member of an ILO team or asa department custodian. In these positions, youmust understand budget and quantity require-ments, ordering procedures, stowage requirements,and custody records. You will also assist in theassignment of priorities used by your command.You will have to become familiar with the infor-mation contained in the OPTAR, COSAL, SNSL,ISL, CEIL, and casualty reports (CASREPs).Other procedures you will become familiar withmay include inventory, investigation, and thesurvey of equipment. Your duties may includeeverything from initial budget requests to equip-ment handling or the final disposal of materialsrequired to keep your ship at its top missioncapability.

With the ever-increasing use of automatic dataprocessing (ADP), the Navy has adapted manyof its tedious and time-consuming tasks toautomation. The two main systems you will mostlikely encounter are the Shipboard NontacticalADP Program (SNAP I) and the Shipboard Non-tactical ADP Program (SNAP II).

Counseling personnel is one of the mostimportant jobs of the chief petty officer. You willcounsel subordinate personnel on profession,personal, and performance matters. In addition,you will also provide guidance and review enlistedevaluations. You will also counsel your subor-dinates on their enlisted evaluations.

The ability to draft different types of officialletters, messages, and reports is one of themany tasks demanded of a CPO. Each type ofcorrespondence has its own set of standards.These standards are necessary in preparingcorrespondence that includes all of the informa-tion necessary to make it complete and under-standable. These standards also assist thewriter, as well as the reader, in ensuring thatcorrespondence gets where it is intended to go.The standards also help the writer in preparinginformation that will be clearly understood.Proper format, identification, routing, and filingare all necessary elements of this system.

You should review your command StandardOrganization and Regulations Manual (SORM)on a periodic basis to make sure it is currentas it applies to your division. event occurs that affects theyour division; an instructionequipment is added, removed,you should check the SORMis still current.

Anytime anoperation ofchanges; oror changed,to ensure it

REFERENCES

Afloat Supply Procedures, NAVSUP Pub. 485,Naval Supply Systems Command, Washington,D.C., 1990.

Communication Skills, Course 12, Vol. 4,00012048112, Extension Course Institute, AirTraining Command, Gunter Air Force Station,Montgomery, Ala., n.d.

Department of the Navy Correspondence Manual,SECNAVINST 5216.5C, Office of theSecretary of the Navy, Washington, D.C.,1983.

Financial Management of Resources, Fund Admin-istration, NAVSO P-3013-1, Department ofthe Navy, Office of the Comptroller, Wash-ington, D.C., 1977.

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Financial Management of Resources, OperatingProcedures, NAVSO P-3013-2, Department ofthe Navy, Office of the Comptroller, Wash-ington, D.C., 1983.

The Navy Enlisted Performance EvaluationSystem, NAVMILPERSCOMINST 1616.1A,Naval Military Personnel Command, Wash-ington, D.C., 1984.

Ships’ Maintenance and Material Management(3-M) Manual, OPNAVINST 4790.4B, Officeof the Chief of Naval Operations, Wash-ington, D.C., 1987.

Standard Organization and Regulations of theU.S. Navy, OPNAVINST 3120.32B, Officeof the Chief of Naval Operations, Washing-ton, D.C., 1986.

Telecommunications Users Manual, NTP3(H),Naval Telecommunications Command, Wash-ington, D.C., 1990.

U.S. Navy Regulations, 1990, Office of theSecretary of the Navy, Washington, D.C.,1990.

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