CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144

on

  • 864 views

 

Statistics

Views

Total Views
864
Views on SlideShare
864
Embed Views
0

Actions

Likes
0
Downloads
2
Comments
1

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

CPO MANAGEMENT INFO (E7 Bibs Chapter 4 of Mil Reqs for CPO) NAVEDTRA 14144 Document Transcript

  • 1. NONRESIDENT TRAINING COURSEMilitary RequirementsFor Chief Petty OfficerNAVEDTRA 14144 IMPORTANTAny future change to this course can be found at https://www.advancement.cnet.navy.mil, under Products. You should routinely check this web site. DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
  • 2. CHAPTER 4 MANAGEMENT INFORMATION LEARNING OBJECTIVES Upon completion of this chapter, you should be able to do the following:1. Explain the procedure for preparing and sub- 5. Recognize the procedures for staffing and mitting a budget request. evaluating personnel.2. Recognize the steps involved in effective goal 6. Describe how to prepare and present a brief. setting. 7. Describe how to review naval correspondence and messages.3. Identify the supervisory responsibilities for maintenance and material management. 8. Identify the steps used to review and submit corrections to the command S t a n d a r d4. Explain the procedure used in counseling Organization and Regulations Manual personnel. (SORM). This chapter begins with a description of the prepare and present a military brief. You shouldbudget process. You will then be shown how you also have a working knowledge of navalcan influence the local budget process through correspondence and messages.preparation of a divisional budget. The divisional The last topic discussed in this chapter is yourbudget will then be discussed as a control device role in reviewing and submitting changes to theto reach divisional goals and objectives. command’s Standard Organization and Regula- Supply is an important part of your job as a tions Manual (SORM).chief. You are responsible for the procurement,care, preservation, stowage, inventory, anddisposal of stores, equipment, and repair parts. PREPARING AND SUBMITTINGAlong with supply responsibilities, you are also A BUDGET REQUESTresponsible for supervising the maintenance andmaterial management (3-M) systems in your Preparing and submitting a budget request isdivision. Both of these areas are interrelated and a form of long-range planning. The Navy budgetwill be discussed. year runs from 01 October through 30 September. Counseling personnel is an important super- You should plan your divisional budget for thevisory role the chief becomes involved in. You will same period of time. This 1-year plan will allowbe expected to counsel personnel in professional, you to schedule important events your divisionpersonal, and performance matters. You will will be involved in such as overhauls, intermediateperform the staff function of management by maintenance availabilities, and special projects.interviewing, assigning, and evaluating division You can also determine your budget using the planpersonnel. of action and milestones, program evaluation and You will become more involved in the review technique (PERT), or Gantt charts ascommunication process as your responsibilities discussed in chapter 3. This section of the chapterincrease. You should be familiar with how to will examine the budget process, preparation of 4-1
  • 3. the divisional budget, divisional goals and authorize the program. The Navy’s A-6F Intruderobjectives, and different types of budgeting. is an example of a program that was appropriated but not authorized.THE BUDGET PROCESS The next step in the budget process is called execution. Execution is when the Navy can actually The budget process starts when the President spend money. During execution, apportionmentsubmits his budget to Congress in mid-January. takes place. Apportionment is when the Office ofCongress can accept the budget as is, or make Management and Budget (OMB) places the Con-changes to the budget through a series of Con- gressionally appropriated funds into the Navy’sgressional committees. Congress develops a account. See figure 4-1 for the fund flow of thebudget resolution or an outline of the budget with operation and maintenance account.spending targets set. Next, Congress passes an The cost center or operating target (OPTAR)authorization bill which gives authorization to the holder at the bottom of figure 4-1 is your ship,various programs in the budget. Still, no money squadron, or unit. Your commanding officer ishas been allocated. Money is allocated by the responsible for ensuring the OPTAR is met. Heappropriations bill. The appropriations bill gives also must make periodic reports to the typemoney to the various programs authorized under commander showing the status of the ship or unitthe authorizations bill. Once given both authoriza- funds.tion and appropriations, the Navy can begin to The Navy recognizes that commandingspend money. Sometimes Congress will authorize officers need help in administering their budget.a program but not provide appropriations. Comptrollers or budget administrators, dependingCongress can also provide appropriations but not on the size of the command, are assigned to assist Figure 4-1.-Fund flow for operation and maintenance. 4-2
  • 4. the commanding officer in the accounting and year. Things like replacing bunk curtains, mattressreporting of expenditures. Commanding officers covers, lagging, and tile or painting are routineusually delegate the authority to approve tasks that should be budgeted to make sureexpenditures to the department head. funding is available. Other types of periodic We have now arrived at the point in the budget repairs include time-based maintenance. Engines,process where you become involved. Department pumps, and life critical systems are examples ofheads, like commanding officers, need help in items to be replaced on a recurring basis. Certainidentifying budget priorities. Division officers and operating equipment has a life cycle. Items suchleading chief petty officers need to determine both as typewriters, computers, and printers need tothe long- and short -term needs of their division. be replaced every 3 to 5 years.Some of the factors you should consider when The last items to budget are non-essentialplanning a budget are as follows: items. These are things you would like to have if the money is available, but could live without. • losses,number schedules, and school planned The leave of personnel assigned, assign- Examples include replacing worn but serviceable furniture or purchasing servmart items in excess ments. of absolutely essential quantities. The remainder of this section will be devoted • Unit operating schedule, scheduled regular to divisional goals and types of budgeting. An overhaul, maintenance availability, and understanding of these two topics will assist you scheduled inspections. in the preparation of your budget. •toCan the work? Should you havebe trained do your division do the work or an inter- Divisional Goals mediate maintenance activity, shipyard, or Knowing the divisional goals is essential to contractor do the work? effective supervision of your division. Many of the goals will be imposed by the department head, •availability of special funding providedthe Availability of OPTAR funding, or by commanding officer, or higher authority. Again, look to the five-year plan, yearly plan, and type commander (TYCOM) or higher quarterly plan to define goals of the command. authority. Your goals should be the same as those for the command.PREPARATION OF THE Examples of concurrent goals include passingDIVISIONAL BUDGET a supply department inspection even though you are in engineering department. How? you might In preparing the divisional budget, you must ask. You could assist supply by making sure yourhave an idea of the command and departmental pre-expended bins have the required numbergoals and objectives. A good place to start is the parts, your ready service spares are accounted for,command’s five-year plan. The period 01 October and you have turned in all required repairablethrough 30 September in the coming year should items that you are accountable for. Anotherindicate upcoming events with a fair degree of example is helping the medical department passcertainty. The events indicated are the upcoming their inspection. Have all of your subordinatesgoals that the command must meet. Budget these had their shot records updated? Have all medicalitems first. Remember that the budget is a records been returned? You get the idea. Yourcontrol device used to measure performance and division plays a role in assisting other divisionsincludes manpower, material, time, and cost. and departments meet their goals. Next, budget the command objectives. Theobjectives could be receiving the Golden Anchor DEVELOPING. —Why should you developAward, the Meritorious Unit Citation, or passing divisional goals if the Navy and the commandall inspections with no major discrepancies. Talk have already established them for you? The Navywith the division officer, department head, and and command goals discussed in this chapter andcommand master chief to find out what the chapter 3 have been part of “the big picture.”objectives are and what you need to do to meet That is to say, they are broad and general inthem. nature. To help the Navy and command reach You should have a feel for what type of repairs their goals, you should focus on the specific stepswill be necessary in your division in the coming you need to take within your division. 4-3
  • 5. Periodically, you and your division officer if they are to be achieved. The importanceshould discuss the division’s progress toward the of establishing your divisional goals has beendivision’s goals. And every year before submitting achieved. You now have set a course of actionyour budget, you should decide on where to focus and a method to measure your progress.your energies in the coming year. Do thestrengths, weaknesses, opportunities, and threats MONITORING. —The final step of theanalyses for your division. This is the first step budget process is to use the budget to monitorin preparing your budget. divisional progress throughout the year. Monitor- ing is important because it lets you know when ESTABLISHING. —You and the division to shift resources. Monitoring can be done by anyofficer have now identified the areas of your number of control types or methods, such as feed-division that require attention. Now you should forward, concurrent, feedback, inventory control,prioritize your goals. Obviously, high-priority or quality control.items will need the greatest resources andattention. This is where you and the division Types of Budgetingofficer need to make some sound decisions. If at all possible, have your subordinates Two types of budgeting are in use in the Navy.contribute to the planning during this stage. You will find it useful to use both types inPresent what you and the division officer perceive estimating your annual budget.as problems and let the subordinates presentsolutions. Subordinates are closer to the work and INCREMENTAL. —Incremental budgeting ismay identify additional problems and alternatives the primary budget used by the Navy. You havethat you and the division officer may have over- a certain amount of money as a beginning budgetlooked. This process lets the subordinates become and then increase the amount of money receivedinvolved and personalizes the goals. in later years. A good way to visualize this type You and the division officer should evaluate of budget is to think of the budget as increasingthe problems and proposed solutions. Select the by the amount of inflation each year. Thebest solution for each problem and re-prioritize incremental factor could be tied to growth,the goals if required. Place your goals in writing operating schedule, increase in personnel, or anyand post them where your subordinates can see number of factors that may increase (or decrease)them. Communication of goals and priorities is the amount of funds budgeted.extremely important to your success. In your budget, the incremental method of At this point you know what you want to do, budgeting would apply to your recurring cost. Ashow you want to do it, and the priority you have the cost of inflation drives up the cost ofset. You should now budget time, materials, consumable and repair parts, your budget wouldpeople, and costs to meet your goals. This is the increase to match inflation.second step in preparing the divisional budget. The third step in preparing your budget is to ZERO-BASED. —The Navy uses zero-basedexamine recurring cost. You should be able to budgeting when figuring the cost of majorproduce a fair estimate for the cost of necessary material purchases, such as a ship or airplane.supplies, repair costs, and so forth, that have Congress authorizes and appropriates the moneyoccurred over the last 3 years. The supply officer in the first year, and then the Navy is able to makecan supply the information required. a draw against the account to pay for work being The fourth step in preparing your budget is done. This type of budget eliminates worry thatto combine the cost of reaching your goals with an authorized purchase will not have appropriatedyour recurring costs. You are now ready to submit money in follow-on years.your budget request to the department head. In general, zero-based budgeting is startingGoals, objectives, recurring costs, and priorities from zero every year and figuring out the cost ofshould be outlined to provide the department head doing business in the coming year. The dis-with the ammunition required to achieve the advantage of this type of budget is the great dealdesired level of funding for the coming year. of time and accuracy required to perform You and the division officer should reevaluate economic forecasting analysis so that all expensesyour goals after the command has decided on can be predicted.funding. Unfunded goals and objectives may You should use this type of budgeting for onerequire initiative and resourcefulness on your part time expenses. The divisional goals and objectives 4-4
  • 6. that are not of the recurring type would fall into Ashore, standardizing supply procedures isthis category. difficult because of the physical layout of a station and the variety of missions assigned to a station. Therefore, a good deal of freedom is SUPERVISING RESPONSIBILITIES given each command to choose the supply FOR STORES, EQUIPMENT, procedures that best meet its needs. Aboard ship, AND REPAIR PARTS procedures are becoming more standardized because of the adoption of the Ships’ Maintenance As you already know, all petty officers need and Material Management (3-M) program; how-some knowledge of supply procedures to help ever, some variations between ships still exist.them function effectively with the supply You must become thoroughly familiar withdepartment. As a chief petty officer, you will local instructions that detail the various pro-find yourself with greater supply-related respon- cedures for supply support. An understanding ofsibilities; therefore, you will need additional these instructions will answer most questionsknowledge of the supply organization and about the relationship and responsibility betweenprocedures. the supply department and the customer. In the past, you needed to know how toidentify material and how to complete a requisi- Supply Departments Ashoretion form. You also needed a knowledge of theship’s Coordinated Shipboard Allowance List A supply department, like all other depart-(COSAL) to determine what materials were, ments ashore, is organizationally composed ofrequired to complete a job. You may have been several divisions, branches, and sections. Only theresponsible for the stowage and custody of various organizational components that are of primarymaterials in your department. In the future, you interest to you (the customer) are discussed here.will be working closer with supply department The components of the supply department youpersonnel in estimating supply needs and pro- will have the most contact with are the controlviding the input data needed for procurement. division, material division, and retail issue You have probably participated in depart- organization. The retail issue organization (usuallymental preparation for a shipyard overhaul, a component of the material division) is treatedincluding validation of installed equipment. As separately here because it is the most frequenta CPO, you could become a member of an point-of-contact between you and the supplyintegrated logistics overhaul (ILO) team during department.a period of shipyard availability. If so, you willcontribute to the process that the supply depart- RETAIL ISSUE ORGANIZATION. —Mostment uses to ensure your ship’s material readiness shore activities have supply support respon-when it goes to sea after overhaul. sibilities for multiple departments and units, This section does not attempt to make you an and frequently have off-station support respon-expert in supply—we will leave that detail to the sibilities. To meet the requirements of on-stationStorekeeper. It does, however, provide informa- customers, the Navy has established a retail-issuetion to expand your knowledge of the supply organization. This organization may be foundorganization ashore and afloat. This section also ashore in the form of a shop store, a self-serviceoutlines the procedures and steps of the various store, a rapid communication and delivery system,operations that you are expected to follow when or a combination of these services. The objectivedealing with supply department personnel. is a ready supply of materials and simplified issue procedures that will provide quick delivery ofSUPPLY DEPARTMENTS material requirements to the customer. Supply departments ashore and afloat are Shop Stores. —Shop stores are usuallyresponsible for the supply support of the activity established to support some type of specializedor ship. The supply department procures material; operation, such as public works activities andmaintains storerooms and warehouses; and issues, ground electronics shops. The shop store is aaccounts for, and collects analytical data for all storeroom located close to the user activities.the material under its cognizance. The supply Shops that are widely dispersed may have severaldepartment is responsible for establishing the local shop stores. These stores are stocked with itemsrequisitioning channels and procedures. normally used by the shops being supported. 4-5
  • 7. Most shop stores use simplified issue pro- supply department, the issue control branchcedures that require a minimum of paperwork by maintains records of each requisition received andthe customer. Typically, the customer tells the the action taken. This allows you to trace aStorekeeper in the shop store what item is needed. requisition for material that has not beenThe Storekeeper issues the material and prepares received.the requisition. The customer receives the material The stock control branch is responsible forand returns to work. The remainder of the paper- maintaining stock records and assuring adequatework is completed by the shop store supply stock levels to support station operations. Anypersonnel. information that would alter the material require- ments for future support should be brought to the Self-Service Stores. —Self-service stores are attention of this branch.commonly referred to as servmarts. They are The receipt control branch monitors andnormally established to furnish nontechnical types expedites material from outside sources. Theof materials, such as office supplies, tools, and method used to receive or transmit informationjanitorial supplies. These stores are operated on to these various supply internal components isa self-service basis that permits the customer to usually found in a local instruction.select material from shelf stock. The customerpresents a requisition in payment at a checkoutcounter for the materials selected. The customers Shipboard Supply Departmentscan shop at their own convenience, selectingsubstitute items for those items that are Supply departments afloat are generallytemporarily out of stock. organized into five divisions: S-1 through S-5, The S-1 division (stores division) is the only division Rapid Communication and Delivery Systems. — discussed here; the other divisions are concernedRapid communication and delivery systems are with food service, disbursing, ship’s store, and theestablished on several shore stations. Customers wardroom. Depending on the ship’s size, it coulduse the telephone or some other rapid communica- have additional supply divisions. For example, ontion system to request needed material. The a large ship such as an aircraft carrier, S-6material is then delivered to the work area. This provides aviation stores, and S-7 is the datatype of system is commonly established to processing division.support the aviation maintenance program atnaval air stations. STORES DIVISION. —The stores division orders, receives, stows, and issues general stores MATERIAL DIVISION. —The material and repair parts and maint sins related records.division is concerned with the physical handling Under the Ships’ Maintenance and Materialof the supply department’s stock of materials. Management (3-M) program, a supply supportThis division maintains warehouses and center may be established within the storesstorerooms and receives, stores, and issues division as a single point of contact betweenmaterial. The labor and equipment branch of the supply and maintenance personnel. The specificmaterial division is responsible for all material- duties of a supply support center are detailed inhandling equipment, such as forklifts, trucks, and the Ships’ Maintenance and Material Managementtrailers. (3-M) Manual, OPNAVINST 4790.4B. Generally, When a retail issue organization is not the supply support center receives requests andestablished, all material is issued from warehouses provides material identification and statusor storerooms operated by the material division. information.The customers should become familiar with the In ships without a supply support center, thesetypes of materials that are stored in each duties are normally performed by storeroomwarehouse or storeroom. personnel and the supply office. The supply office further processes requisitions for “not CONTROL DIVISION. —The major compo- carried” and “not in stock” items and furnishesnent of a control division is the stock control status information to the customer.branch. If a retail issue organization cannotprovide the requested material, the stock control MATERIAL CATEGORIES. —Let us brieflybranch will forward your requisition to the main review the categories of material for which thesupply department for procurement action. In the supply department afloat is responsible. 4-6
  • 8. Equipment includes any functional unit 3. Medical stores, including drugs andof hull, mechanical, electrical, electronic, or pharmaceutical supplies, surgical instru-ordnance types of materials that are operated ments, and other professional medicalindependently or as a component of a system or equipment are the responsibility of thesubsystem; it is identified by an Allowance Parts senior medical representative. The supplyList (APL) number. Examples of equipment are department procures medical supplies andthe ship’s sonar and radar, the anchor windlasses, equipage, but has no responsibility overand the main reduction gears. inventory control. 4. Marine Corps stores (when a Marine Corps Equipage is a general term that includes items detachment is aboard) is the responsibilityof a durable nature listed in the Equipage of the officer in charge of the detachment,Category Numbered Allowance Parts List,Allowance Equipment Lists, or other authorizedlistings issued by appropriate authority. Equipage DETERMINATION OFdoes not encompass installed electronic, electrical, REQUIREMENTSmechanical, or ordnance equipment, components,or systems, These items are considered to be The supply officer is responsible for main-equipment. Equipage consists of items such as fire taining stocks of general stores, subsistence items,hoses, nozzles, applicators, anchors, anchor ship’s store, and clothing store stocks. Thesechains, chain stoppers, and bulkhead fans. stocks should be maintained at levels sufficient to meet probable demands and within limits Some selected items are termed Controlled established by operations plans. Therefore, theEquipage and require increased management supply officer, with other supply personnel,control because they are expensive, vulnerable to should be able to accurately determine thepilferage, or essential to the ship’s mission. A list requirements for these items.of these designated items can be found in Afloat The supply officer is jointly responsible withSupply Procedures, NAVSUP P-485. each department head for maintaining a full Repair parts are any items, including modules allowance of equipage on board. Because of main-and consumable material, that have an equipment taining the equipage records, the supply officerapplication and appear in an Allowance Parts exercises control over the overall ship’s equipageList, an Allowance Appendix Page, a Stock allowance; however, the supply officer should beNumber Sequence List (SNSL), an Integrated advised by the heads of departments of knownStock List (ISL), or a manufacturer’s handbook. or anticipated requirements and replacements. Most repair parts are in the custody of the Consumables are administrative and supply officer. The supply officer is responsiblehousekeeping items, such as general-purpose for submitting replenishment requisitions tohardware, common tools, or any other items not replace material that has been issued. Departmentspecifically defined as equipment, equipage, or heads are responsible for submitting a NAVSUPrepair parts. Form 1250-1 requisition to the supply officer each Some services are also procured by the supply time a repair part is needed. Department headsdepartment for the ship. They include such expect your cooperation in maintaining recordsrequirements as commercial telephone service, and anticipating requirements.pilotage, tug hire, repairs of office equipment, andthe rental of certain types of equipment. Factors in Determining Requirements Some material is NOT controlled by the supplydepartment. Certain material categories afloat are Before the types and quantities of itemsnot under the control of the supply department. carried can be determined, a desired enduranceThey include the following items: should be established for general categories of material. Endurance is the period of time required 1. Ammunition and ammunition containers for a ship to use a definite quantity of supplies. are the responsibility of the ship’s weapons Endurance is based on the amount of available officer. storeroom space and the allocation of that space 2. Nuclear weapons obtained through opera- among the types of stores. The space is then tional channels are the responsibility of the converted to the number of days that the ship can weapons officer. be maintained by capacity loading. The supply 4-7
  • 9. officer normally tries to equalize the endurance ALLOWANCE LISTS, INITIAL OUTFIT-of the various types of stores. TING LISTS, AND USAGE DATA TABLES. – Allowance lists, initial outfitting lists, and usage The storerooms are not necessarily loaded to data tables are prepared to help supply officersmaximum capacity, since endurance limitations of new or recommissioned ships determineare set by various commands. These limitations quantities of supplies to stock. Since these shipsare expressed as the actual number of days of have no prior usage to rely on, these lists andendurance and are applied to individual items tables help you and the supply departmentrather than to types of stores. For example, if the determine requirements for consumable supplies,supply officer wants to stock the storerooms at subsistence, and ship’s store stock. These listsa 90-day endurance level, one requisition for a provide restrictive controls on the types and90-day supply of general stores cannot be sub- quantities of equipage allowed and serve as guidesmitted. Each item must be reviewed to determine for types and quantities of supplies required.a sufficient quantity to last the ship for 90 days. Allowance lists as used here do not include the COSAL Stock Number Sequence List—Storeroom Another factor supply personnel must consider Item (SNSL—SRI) for repair parts.is the total weight limitation of stores that maybe brought aboard. Each ship is allowed a specificweight limitation so that it can maintain proper SHIP’S OPERATIONS. —Operating factorsstability and buoyancy. may require the review of stock records and the reevaluation of the requirements for some or all When the desired number of days of endurance items stocked. These factors are the expectedhas been reached for a type of store, then length of a cruise, type of operation (combat orthat endurance is converted into quantities of training), expected climate during the operation,individual items. and available supply support. If the length of a cruise is less than the normal AVAILABLE SPACE. —The amount of endurance load, no major adjustment is necessary.storage space available for an item is an obvious However, if the operation is expected to lastlimiting factor. You cannot stow 100 cubic feet longer, the ship’s stock of fast-moving andof material in a 50-cubic-foot space. For this essential items is reviewed to determine if anreason, some extremely bulky items may have to increase is needed.be carried in a quantity less than the desired leveland reordered frequently. On the other hand, A ship rescheduled from a hot or temperateitems of low cost and low bulk may be carried climate to an arctic climate should reviewat a high level to reduce the time spent in materials needed for cold-weather operations.ordering and stowing. An important factor to consider when the ship PERISHABILITY. —Highly perishable items is preparing for deployment is the availability ofmay also be stocked at a lower level than other- supply support during the cruise. Will your shipwise desired so that deterioration is kept to a be operating independently? Will it be in theminimum. company of similar ships? Can your ship obtain materials from mobile logistic support ships or ashore activities? All of these questions must be SHIP’S EXPERIENCE. —The most accurate answered before you can determine the divisionguide in the determination of requirements is past or department requirements. You will usually findstock records. You adjust the figures obtained this information in the operations orders.from past usage to cover a specified period in thefuture. For example, a 3-month endurance rateis computed as follows: ADVICE OF DEPARTMENTS. —Your depart- ment may require special material or an item in Fast-moving items—multiply the past month’s a greater quantity than is usually stocked in theusage by 3. storeroom. For example, electrical fittings are replaced periodically for general station or ship’s Slow-moving items—divide the past 6 months’ maintenance. Average usage of these fittings mayusage by 2. be 16 per month. By using the formula described, 4-8
  • 10. the supply officer can easily calculate the number used in the troubleshooting of electronic equip-of fittings to maintain in stock. If, however, all ment and are not intended to be used as a repairof these fittings are being replaced by new and part.more reliable fittings, you should inform supplyof this requirement before the need arises. The READY SERVICE SPARES (RSS). —Readynew fittings can then be stocked before a work service spares are repair parts in the custody ofdelay results because of a lack of parts. the cognizant department head and will be located in the appropriate operating and maintenance To carry this one step further, assume that spaces under the subcustody of the operating orthese new fittings are significantly more reliable maintenance personnel.and that the replacement requirement is expectedto be only one per month. The supply department SHIPS WITHOUT SUPPLY CORPS OF-can then reduce the number of fittings needed for FICERS. —Most ships have one or more Supplyendurance. On receiving this information, the Corps officers assigned. Certain small ships, suchsupply department will purge its stock of the old as minesweepers, have no Supply Corps officertype of fitting and establish a realistic stock of assigned. In this case a line officer heads thethe new item. supply department. The line officer usually has other duties as well as supply duties, and general storerooms are usually small in ships of this type;Routine Requirements therefore, more material is turned over to the cognizant department upon receipt for storage Most material procurement falls under the and custody. On ships without a Supply Corpsheading “routine requirements.” The factors officer, department heads are responsible fordiscussed above apply chiefly to new ships and determining the ship’s requirements for generalto special circumstances. The requirements for stores. Each department head must submit aan item are initially established when a ship is NAVSUP Form 1250-1 or DD Form 1348 to thecommissioned or when the item is first stocked. supply officer for preparation of a DTO (directRequirements are reestablished each time your turnover) requisition. Each department head isship undergoes supply overhaul. also responsible for maintaining current allowance lists of repair parts pertaining to equipment used by the department. The department head is OPERATING SPACE ITEMS. —Generally, responsible for maintaining an adequate stock ofeach department is not required to estimate future repair parts to support the equipment of therequirements for repair parts and consumables. department, Each time a repair part is used, aNormally the supply department replenishes NAVSUP Form 1250-1, DD Form 1348, or NAV-stocks either on the basis of authorized allowances SUP Form 1250-2 should be submitted to theor on past demand history. An exception is the supply officer so that a replacement can bereplenishment of operating space items. These are requisitioned. Figure 4-2 shows both the Singleitems (for example, hand-tools and test kits) that Line Item Consumption/Requisition Documentare required to maintain installed hull, (Manual), NAVSUP Form 1250-1, and the DODmechanical, electrical, and ordnance equipment. Single Line Item Requisition System DocumentThese items support the mission of the ship. (Manual), DD Form 1348. Figure 4-3 shows theDepartment heads are responsible for requesting Non-NSN Requisition, NAVSUP Form 1250-2.these items for known requirements, but they are This form consolidates, on one form, informationnot authorized to maintain storeroom stocks that previously submitted on two forms (NAVSUPduplicate those of the supply department. Part Form 1250-1 and DD Form 1348-6) for non-NSNIIIB of the COSAL is a consolidated list of requirements. You will play an important role inoperating space items. the 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 4-9
  • 11. Figure 4-2.-Single Line Item Consumption/Requisition Document (Manual), NAVSUP Form 1250-1, and DOD Single Line Item Requisition System Document (Manual), DD Form 1348. 4-10
  • 12. Figure 4-3.-Non-NSN Requisition, NAVSUP Form 1250-2. 4-11
  • 13. Table 4-1.-Table for Determining a Priority Designatordepartment. Although each ship will vary slightly procurement. Pier-side procurement has beenin procedure, standard forms and data require- established at most major naval stations and isments are the same throughout the Navy. In this a quick and easy method of obtaining material.section we will address only those standard items Highly trained and responsive personnel with thethat are required by the supply system. necessary experience and resources are available When you request material from a shipboard to expedite shipboard requirements. As a worksupply department, the standard method is to use center supervisor, you will need to define youreither a NAVSUP 1250-1 (Single Line Item requirements very carefully to assist procurementConsumption/Requisition Document) or a DD personnel. Poorly written and/or vague requestsForm 1348 (Single Line Item Requisition System can slow down the process and lead to delays,Document). The specific requirements for, and cost increases, or procurement of the wrongthe use of, each document vary between ship material. The NAVSUP Form 1250-2 (Non-NSNtypes; however, each type has basic similarities Requisition) is used for obtaining materials that(fig. 4-2). do not have an NSN (fig. 4-3). When preparing When requesting standard stock material to the identification data section of this form,perform a maintenance action, you will find you cannot be too specific or provide too muchnumerous data requirements are necessary for all information. A Form 1250-2 that is properly filledship types. These requirements include a valid job out is your best tool to ensure speedy, accurate,control number, a national stock number (NSN), and cost-efficient procurement. A DD Formunit of issue, quantity, unit price, and approval 1348-6 can be used instead of a 1250-2.for procurement. Once this information has beenentered, either manually or through an automated MATERIAL OBLIGATION VALIDATIONsystem, locally defined supply channels should be (MOV). —A material obligation validation (MOV)followed. To clarify procedures, you need careful is a procedure used by the supply department onliaison with the leading Storekeeper. Many times a monthly basis to ensure that their outstandingin your dealings with supply, you have a require- requisitions are valid. As a work center supervisor,ment for nonstandard (non-NSN) material. you will have a good deal of input into thisSeveral different methods are used by the supply process. The overall purpose of this procedure isdepartment to procure your material, but the best to ensure that each outstanding requisition is stilland most cost effective is through pier-side needed so that unnecessary requisitions can be 4-12
  • 14. cancelled and the money reclaimed. The supply ranging from the combat forces under I to thedepartment allows you to review their material miscellaneous activities under V.outstanding file to compare it with your known The letters in the first column of table 4-1valid requirements. You should advise supply represent different degrees of urgency in descendingpersonnel of those items required, those received, order of need, from an unable to perform statusand those to be cancelled. After that, supply (A) to routine stock replenishment (C). The urgencypersonnel will reconcile their records and take category is selected by the requesting activity. Itsteps as necessary to cancel, complete, or indicates relative urgency of need for a require-follow-up on your requisitions. ment by a force or an activity. Your role as a CPO is critical, for you know Categories of each alphabetical designator arethe requirements of the work center and can best defined in the following paragraphs. Only generaldetermine requisition validity. Close cooperation categories are covered. A complete listing maybewith supply department personnel is necessary to found in Uniform Material Movement and Issueensure the accuracy of the MOV procedure. Your Priority System (UMMIPS), O P N A V I N S Tleading Storekeeper is best qualified to advise you 4614.1F. In each case, the alphabetical designatorof time schedules and local procedures. preceding the category refers to the applicable UND column heading shown in table 4-1.PRIORITIES UND CATEGORIES You should already know how to identify A The activity or unit is unable to performmaterials, fill out requisition forms, and submit its mission. The equipment or part isthem to the supply department. The department needed immediately.head is responsible for the assignment of prioritydesignators to these requisitions. Priority B Repair parts or equipment is requireddesignators are assigned according to the immediately. Ship operation is impairedUniform Material Movement and Issue Priority without it.System (UMMIPS), which carefully defines thedetermining factors. The system places the Stock replenishment requirements ofresponsibility directly on the commanding officer mission-essential material in fleet ballisticof the requesting activity for the integrity of the missile (FBM) submarine tenders arepriorities assigned; however, the commanding below the safety level and are expected toofficer usually delegates this authority to the reach a zero balance before receipt of thesupply officer. This system should make the material.assignment of inflated priorities rare and ensurea feasible priority system. COSAL-allowed reactor components, Two factors determine which of the 15 equipment, tools, and other materials areavailable priorities will be assigned to each required to support reactor plant systems.requisition—the military importance of theactivity and the urgency of the requirement. Each C Stock replenishment and normal supplyship or activity is assigned a force/activity requirements are routine. Material is re-designator (F/AD), which indicates its military quired to meet scheduled deployment.importance relative to other ships and activities.This assignment is made by higher authority (type NOTE: Additional urgency of need designatorscommander, fleet commander, and so on). The (UND) may be found in Afloat Supply Pro-department head is responsible for assigning the cedures, NAVSUP P-485.correct urgency of need designator (UND) to eachmaterial request. By using the F/AD and the RECEIVING AND INSPECTINGUND, the supply department is able to assign theproper priority designator. Before accepting material purchased from Table 4-1 lists the F/ADs (shown in Roman commercial sources, naval activities inspect thenumerals) across the column heads and the material to ensure that it conforms to thealphabetical UNDS in the first column. The specifications included in the purchase documents.Roman numerals represent categories of activities The receiving supply officer inspects the materialin descending order of military importance, for quality and quantity before payment is made. 4-13
  • 15. Shore activities usually have a material After the purchased material has been turnedinspection section within the material division, over to you, the supply department presents aestablished to perform or coordinate such copy of the purchase document or the dealer’sinspections. When technical material is received, invoice stamped “Received, inspected, andthe material inspection section will often accepted.” This certification is then signed by therequest that a qualified representative from a department head and the document returned tousing department perform the quality inspection. the supply department.You will be called on frequently to perform thisservice. STOWAGE AND CUSTODY Most material received aboard ships comesfrom naval activities ashore that have already When repair parts and consumables are stowedperformed a quality inspection. You should in spaces other than supply spaces, the headinspect the item for any obvious deterioration or of the department having actual custody isbreakage that may have occurred since the responsible for the proper stowage, inventory,previous quality inspection. and use of the material. (Figure 4-4 illustrates Technical materials or materials ordered for the functions involved and the usual flowdirect turnover are inspected by the cognizant of responsibilities.) The supply officer hasdepartment head or authorized representative. technical custody and maintains stock recordsYou, as a senior petty officer, may be assigned and requisitions replenishment stock. The supplythis duty. Except in emergencies, when the officer also provides written instructions to thecommanding officer may waive minor defects, no custodian, who is usually a senior petty officer.purchased material should be accepted unless it A custodian is appointed by the responsibleconforms to the specifications included in the department head and designated in writing to thepurchase document. supply officer. Figure 4-4.-Flow of responsibility relating to materials stored in other than supply spaces. 4-14
  • 16. Figure 4-5.-Afloat Locator/Inventory Record (NAVSUP Form 1075).Responsibilities of Custodians 2. All materials should be properly secured to avoid equipment damage or injury to The departmental custodian maintains Afloat personnel.Locator/Inventory Records (NAVSUP Forms 3. Items that are subject to spontaneous1075) on which receipts, expenditures, and combustion should be stowed in a cool,inventories are recorded (fig. 4-5). The custodian well-ventilated space, away from heat andis responsible for stowing and issuing the materials flammable material.and for collecting issue documents. Issues are 4. Bulk acids (except medical) should bemade using the NAVSUP Form 1250-1 or DD stowed in the acid locker in the custody ofForm 1348, as appropriate. The departmental the supply department; paint should becustodian is not required to maintain records other stowed in the paint locker.than the locator records; however, the custodianis responsible for promptly submitting the STOWAGE PRECAUTIONS. —Humidity,completed transaction documents to the supply sweating bulkheads, and leaky pipes can causedepartment for the update of applicable stock severe damage to material in stowage spaces.records. Dunnage, such as lumber, may be used under material to keep it from direct contact with theStowage Principles dampness of the deck. Bulkheads and pipes in stowage spaces should be inspected frequently for Specific written instructions from the supply sweating and leaks. Moisture caused by sweatingofficer provide guidance to departmental custodians can sometimes be eliminated by adequate ventila-in performing their duties; however, every senior tion. The use of a drying agent, such as bags ofpetty officer should know certain basic stowage silica gel, may be necessary to help absorbprinciples that involve safety, security, orderly moisture in stowage spaces.arrangement, and easy access. These principles are Some items stowed for long periods maydiscussed in the following paragraphs. require special care to preserve them. For example, tools and other items made of unprotected metal SAFETY. —Basic stowage safety principles should be protected from rust. Such items maymay be summarized as follows: be protected by a coat of grease, petroleum jelly, 1. Material should never be stowed or left in or a thin-film of preservative compound. These passageways or where it may block damage items may require several coatings during their control apparatus. stowage period. 4-15
  • 17. HANDLING AND STOWAGE OF HAZARD- SECURITY. —Designated departmental supplyOUS MATERIALS. —A hazardous material is custodians are responsible for safeguarding theany substance or mixture of substances that could material under their control; therefore, securityresult in the injury or death of a person. These is always an important consideration. Storeroomssubstances are divided into toxic, irritating, must be kept locked when not in use. The numberflammable, pressurized, or sensitizing agents. The of people having direct access to a storeroomhazardous material could also result in damage should be kept to a minimum; otherwise, materialto equipment or personnel through corrosion, could disappear and the custodian would have nooxidation, pressurization, or heat-generation. record of its issuance. Control and responsibility As you were climbing the advancement ladder, should be clear-cut; that is, clear-cut decisions onyour major concern about safety was your own the following questions should be made andwell-being. As a senior petty officer, you should enforced within the responsible department:be concerned not only about your own safety butalso the safety of others. You should make sure 1. Who is primarily responsible for keepingall personnel observe the following general the keys to each storeroom?precautions when handling and stowing hazardous 2. To whom are the keys given when thematerials: custodian goes ashore? 3. Where may personnel on watch find the • Keep stowage compartments clean and dry. keys (or duplicate keys) if a storeroom has to be entered in case of emergency? • Provide adequate ventilation in the storage area. 4. Who else, if anyone, should have direct access to the storeroom? • Provide separate storage areas for materials that would become dangerous if PHYSICAL ARRANGEMENT. —The physical arrangement of storerooms depends on the mixed or combined. construction of the portions of the ship in which • Avoid stowing materials in direct sunlight if the sun rays could cause a harmful or the storerooms are located. Each stowage area presents particular problems and should be considered separately to ensure that the available an unstable effect to the material. stowage space is used to full capacity. • DO NOT allow unauthorized personnel in the stowage area. Material should be segregated into arrange- ments best suited for purposes of issue and inventory, with special attention to placement of • Make sure the precautionary label remains intact after each use or when transferring fast-moving items for convenience of issue. When repair parts are stowed in boxes, consideration the material to another container. should be given to the department’s planned maintenance program. In most cases, material • Inventory the containers quarterly. should not be stowed in stock number sequence, since national stock numbers assigned are • Inspect the containers for tightness of cover seal, corrosion, leakage, improper not necessarily related to item characteristics. For maximum stowage life, stowage should be or inadequate labeling, and shelf life planned so that the oldest material is issued expiration date. first. • NEVER allow open flames in the stowage or handling area. Small ships do not usually have suitable stowage space. Material has to be stowed in small spaces that are irregular in shape and size. • Monitor the stowage area for oxygen depletion or toxic gas buildup (this check Orderliness may have to be sacrificed to put materials in the spaces that best fit them. For must be accomplished by a gas-free example, bulky items may have to be stowed in engineer). inconvenient, out-of-the-way spaces because the size of hatches and passageways prevents their • ALWAYS use electrical equipment that is authorized for use in an explosive stowage with related items. However, do not overload the bins at the expense of safety and atmosphere. accessibility. 4-16
  • 18. The custodian should develop an effective life or that are relatively valuable and easilylocator system so that specific items of stock may convertible to personal use.be located without delay. Storeroom areas, units Excluded from the CEIL are those equipageof shelving, bins, or other easily identified and items adequately managed through other ship-defined sectors should be assigned numerical or board programs. The items managed as controlledalphabetical designators indicating the fore-and- equipage are categorized and listed as “signature-aft and athwartship location of sectors within the required items” and “non-signature-requiredstoreroom. The location of each item or box of items” in appendix 11 of NAVSUP P-485.repair parts should be recorded on the applicable Signature-required items require the signatureAfloat Locator/Inventory Record. of the responsible department head in the original Material needed in a hurry (even if not custody records maintained by the supply depart-needed frequently) should always be immediately ment. These items also require the signature ofaccessible. In actual emergencies, accessibility of the actual custodian in the department head’svital material has enabled a ship to regain full duplicate custody records. Signature-requiredcapability almost immediately. Common items items annotated with the # symbol in appendixthat are frequently used should be kept near at 11 of NAVSUP P-485 also require that the serialhand. The once-a-month item, usually not needed number of each unit be listed in the original andin a hurry, should not clutter up bins near the door duplicate custody records.of a stowage space. Sufficient passageways should be provided in Items Designated by the Commandingstowage areas so that even the most infrequently Officer or Type Commanderused items can be removed with little or noshifting of other material. Stowage spaces should When commanding officers or type com-be kept orderly, clean, and in good condition. manders do not consider the CEIL in appendix You should consult the supply officer if special 11 to be sufficiently inclusive, they may designatestowage problems arise aboard your ship. additional items as controlled equipage (either as signature-required or non-signature-required).CONTROLLED EQUIPAGE They may also change non-signature-required items listed in appendix 11 to signature-required Controlled equipage are specific items that items when additional control is necessary.require special management control because their A list of items designated and changed by ause is essential for the protection of life; for commanding officer is prepared by the supplyexample, lifeboats, first-aid boxes, firearms, officer and approved by the commanding officer.binoculars, or items that are pilferable and The original of the list is retained by the supplyeasily converted to personal use. officer, and a copy is provided to each depart- A list of items designated as controlled ment head concerned. When items are designatedequipage is contained in various supply procedural by the type commander, the supply officer retainspublications. Items designated as controlled a copy of the type commander’s directive and pro-equipage are carried on board in allowance vides a copy to each department head concerned.quantity only. They are generally under thecustodial responsibility of the department head. Department Head Records When you are a work center supervisor,controlled equipage may be subcustodied by Your department’s basic custody record foryour department head to you. You will then be controlled equipage is the duplicate of theresponsible for maintaining that piece of NAVSUP Form 306 furnished by the supplyequipage, accounting for it, and inventorying it officer. Receipts, expenditures, and inventoriesas necessary. are posted to the duplicate records as they occur. The supply officer and the custodial departmentDesignation of Items to be head are jointly responsible for ensuring that theManaged as Controlled Equipage original and duplicate custody records are in agreement. A comparison of the original and The Controlled Equipage Item List (CEIL) is duplicate copies is required incident to inventories;an item listing that fleet commanders developed however, a comparison of the original andjointly for special inventory control; that is, a list duplicate of an individual record should be madeof items that are essential for the protection of each time a receipt or expenditure entry is posted. 4-17
  • 19. RECORDS OF EXPENDING AND improve the Navy’s physical security program andRECOVERING ACCOUNTABLE to provide a method for entering serializedMATERIAL material into a computer. The M-L-S-R program also establishes an official interface with the FBI’s Accounting for the expending and recovering National Crime Information Center (NCIC).of supply materials is an important supply Further guidance, including a detailed list of itemsfunction. Two areas of expenditures, issue and to be reported and how to report these items, istransfer, have already been covered in this contained in Reporting of Missing, Lost, Stolen,chapter. We will now discuss the turn-in of or Recovered (M-L-S-R) Government Property,items; the precious-metal recovery program; the SECNAVINST 5500.4E.missing, lost, stolen, or recovered governmentproperty program; and material survey. SURVEY PROCEDURESTurn-In Items When circumstances warrant, such as when criminal action or gross negligence is indicated, Material in excess of allowance or department the commanding officer’s designated represent-needs should be returned promptly to the supply ative may appoint a surveying officer or a surveydepartment. You should make every attempt to board. Persons who are accountable or respon-return material in a ready-for-issue condition. If sible for the material being surveyed should notthe preservation has been destroyed or is marginal, be appointed as surveying officers.re-preservation should be accomplished before Research action is not required when, in theturn-in. Material returned to the supply depart- opinion of the commanding officer or designatedment is documented on a NAVSUP Form 1250-1 representative, negligence is not indicated in the(for manual afloat activities) or a DD Form 1348-1 loss, damage, or destruction of government(for automated afloat and ashore activities). property. It is not required if, for reasons known to the commanding officer, negligence orPrecious-Metals Recovery responsibility cannot be determined. It is also not required if research under those conditions Many times in your day-to-day work, you will would be an unnecessary administrative burden.be working with equipment that contains precious Research action is not usually required when ametals. This is especially true in the Dental person accepts responsibility for the loss, damage,Technician, Hospital Corpsman, Photographer’s or destruction of government property andMate, electronic and electrical, and some volunteers to reimburse the government. At theengineering ratings. Precious metals and metal- discretion of the commanding officer or thebearing scraps should be separated by generic designated representative, investigative reportscategory; for example, gold, silver, and platinum. required by other appropriate DOD componentThey should then be turned in to the nearest DOD regulations may be used in lieu of the researchproperty disposal facility. Further guidance on the under the following circumstances:reuse of precious metals and the recovery ofprecious metals can be found in Recovery andUtilization of Precious Metals, NAVSUPINST • No death or injury is involved.4570.23. • exists. Items are determinedthe government No possible claim against to be scrap byMissing, Lost, Stolen, or Recovered an inventory manager.Government Property Program The Department of the Navy has long •unaccountedisforcannibalized ordepartment. Material in the repair otherwiserecognized the importance of maintainingstatistics on where, when, and how governmentproperty was lost, stolen, or found missing and •repair department is cannibalizedtoinhave Residue of material considered thehow it was recovered. scrap value only. To provide a medium for recording thisinformation, the government began the Missing, • aSamples of petroleum products aretesting. laboratory for examination and sent toLost, Stolen or Recovered (M-L-S-R) Program in1973. The ultimate goal of this program is to These samples are not normally returned. 4-18
  • 20. •beMedical material has beenofdeterminedand defective by the Bureau Medicine to whether in use or in storage. Such command responsibility requires a thorough observation Surgery. of the activities of subordinate units. It also requires the enforcement of security, safety, •that the value of thediscrepancies (provided Material quantity loss or shortage is less and accounting requirements by appropriate administrative or disciplinary measures. than $50 per line item and it does not involve sensitive items) transferred to As the supervisor, you are responsible for the disposal are discovered. loss, damage, or destruction of material by subordinates under your supervision when the • action. is lost in transit because of enemy Material action or lack of action can be directly connected to the loss, damage, or destruction of government property. The criteria for performing further researchon unresolved discrepancies are as follows: You are also responsible for supply stocks that are stored and used within your division spaces. •precious metals when any discrepancy Further research is required on drugs or Government property may not be converted to personal use without specific permission or occurs, regardless of dollar value. proper authority. •value.items are classified, regardless of dollar All Report of Survey •pilferable items is reported. concerning Discrepancy of $500 or more As a CPO, you may encounter a time when you will need to expend accountable material from your records because of loss, destruction, or •orAn indicationexistssuspicionany fraud, theft, negligence or about of discrepancy. absorption. In most cases you will be required to initiate a Report of Survey (DD Form 200) to document the expenditure. The Report of Survey • tion, including concerns arms and ammuni- A discrepancy all personal arms, whether is an official report explaining the situation. Depending upon the circumstances, it may also or not pecuniary liability is admitted. provide the results of an investigation into the matter (figs. 4-6A and 4-6B). • adjustmentlosses andor exceedsvalue of the Repetitive equals the dollar projected NAVSUP P-485 (paragraphs 5125-5128) costs of the report of investigation. provides specific guidance concerning the prepara- tion and responsibility for the submission of the •allowance. losses exceed the stated Bulk petroleum Report of Survey. Your responsibility as a CPO is to document losses or destruction in your work center as follows: •including items that have been invoiced Items are mandatory turn-in repairable, 1. Inform your chain of command immediately. and shipped but not received. 2. Begin researching the cause and circum- stances leading to the situation. • Discrepancies are over $50,000 (all items). 3. Try to reconstruct the situation to deter- mine whether further investigation is •accountableresearch is requested by the Further officer. necessary. 4. Initiate a Report of Survey (DD Form 200) to document loss or destruction of govern- ment property.Responsibility for Survey Remember, if you are the custodian of loss The commanding officer of a ship or unit has or destroyed material, you are responsible andcommand responsibility for the security of all accountable. Make sure all your research isU.S. government property within the command, thorough. 4-19
  • 21. Figure 4-6A.-Report of Survey, DD Form 200 (Front). 4-20
  • 22. Figure 4-6B.-Report of Survey, DD Form 200 (Reverse). 4-21
  • 23. Distribution of the Report of After the above procedures have beenSurvey Form After Final Action accomplished, the following additional actions are required: The original report with all attachments isretained at the activity if copies are not required 1. Shortages and unserviceable items dis-by higher authority. covered incident to inventory are promptly A duplicate is returned to the appropriate surveyed.property officer to replace the quadruplicate copy, 2. Inventory adjustments are posted to thewhich may then be destroyed if not required by custody card.higher authority. 3. Issue requests are prepared and submitted The triplicate copy is destroyed if pecuniary to the supply officer for procurement ofliability is not assessed. If pecuniary liability is any replacement items required.assessed, send a copy to the disbursing officer. 4. A report of inventory completion is sub- mitted to the commanding officer.INVENTORIES Upon completion of a controlled equipage inventory, each department head submits a letter Inventories should be conducted at regular report to the commanding officer, with a copyintervals, following prescribed procedures. to the supply officer. When controlled equipage is inventoried incident to a change of department head, the letter report is signed by both theControlled Equipage Inventory relieved and relieving department heads. Letter reports should include a list of excess controlled All items of controlled equipage are inventoried equipage items. This list should include justifica-on an annual basis during the period 15 February tion or authority for any excess items you wantto 15 March. to retain. Letter reports should include At least 1 month before 15 February, the 1. completion of the controlled equipagesupply officer prepares an official notice advising inventory,all department heads of procedural details to be 2. submission of shortages and unserviceablefollowed when conducting their annual inventories items,of controlled equipage. The notice is signed by 3. replenishment of shortages and unservice-the commanding officer or by an officer with able items, anddelegated authority. 4. justification or authority for any excess Heads of departments are responsible for items to be retained.conducting the inventory of items for which theyhave custody. The file of duplicate NAVSUP Other InventoriesForms 306, as well as subcustody records, can beused as a basis for conducting and recording Physical inventories of stores in the technicalphysical inventories of controlled equipage. custody of the supply department but in the All items are sighted and inspected for service- physical custody of other departments are takenability by the officer conducting the inventory. at the end of each quarter or when prescribed byBinoculars, small arms, and other equipment the supply officer. The inventory is checkedidentified by serial numbers are checked by those against the stock record cards, signed by thenumbers during the inventory. As each item is custodian department head, and submitted to theinventoried, the inventorying officer enters the supply officer. The following are examples of howdate and quantity and signs the reverse side of the you should prepare the space for inventory:department copy of the custody card. As the inventory progresses or immediately 1. Ensure the stowage is orderly and followsafter completion, the inventory record is a prearranged stowage plan.transcribed to the original card held by the 2. Ensure unopened boxes and other containerssupply officer. When the inventoried quantity of are stowed with labels and other identifyingan item differs from the verified custody record information facing outward.balance, a recount or an investigative research or 3. Ensure loose items are repackaged inboth is required. standard bulk lots when practical. 4-22
  • 24. 4. Ensure all stock is labeled or otherwise ILO process begins months before the shipyard clearly identified. period and continues at a reduced level until the next ILO. Shortages identified by the inventory are The Ship Equipment Configuration Accountingcovered by receipted issue documents. The supply System (SECAS) validation is one of the first stepsofficer charges shortages against the budget of the in an ILO. This validation is performed bydepartment concerned. TYCOM personnel. The TYCOM personnel board your ship and site-validate all electronic andSelected Item Management ordnance material and certain hull, mechanical,(SIM)/Non-SIM Procedures and electrical equipment (HM&E). Personnel assignments to the ILO generally Analysis of shipboard usage data has shown include people from several different technicalthat a small percentage of the total number of ratings, as well as Storekeepers. Each person hasrepair parts is in frequent demand. However, a specific assignment related to the configurationall items require the same degree of management analysis within his or her area of specialty. Theattention: annual inventory, stock record review, team should work together to ensure that theand updating. Under the SIM concept, only those “integrated” portion of ILO brings all partsitems designated SIM receive this attention on a together as a whole. The assignment of people toregular basis; non-SIM items are inventoried, the ILO team is a critical factor in the finalreviewed, and updated only when transactions outcome. You should assign the most conscientiousoccur. A stock item is designated SIM after it has people from the work center to the ILO team.had two demands (regardless of quantity issued) Several of the major evolutions involved in anwithin a 6-month period; it loses that designation ILO are outlined below:when no demands have been recorded for 6months consecutively. Develop a plan of action and milestones You should remember that the designation of (POA&M).a stock item as either SIM or non-SIM is notpermanent. When a non-SIM item experiences its Train all personnel involved in the ILOsecond demand within 6 months, it should be process.redesignated as SIM. An item maybe designatedas SIM if it has a predictable demand of two or Off-load all repair parts, technicalmore based on expected seasonal or deployed manuals, and PMS documentation at theusage. ILO site. SIM items are inventoried at 6-month intervals.The inventory should be completed and posted Compare the SECAS validation to thewithin 2 weeks after it is started. The inventory current COSAL and inventory and catalogshould be conducted before deployment. repair parts at the same time.INTEGRATED LOGISTICS Analyze the applicability of repair parts,OVERHAUL (ILO) technical manuals, and PMS to update the configuration. The ILO improves readiness by providing aship with logistics support that accurately reflects Coordinate the reorder of repair parts,the ship’s true equipment and operating needs. technical manuals, and PMS programs.The term logistics support refers to the repairparts, Planned Maintenance System (PMS), On-load updated products.technical manuals, and personnel trainingnecessary to operate and sustain the ship. As you Follow-up adjust. and validate the entirecan see, an ILO includes much more than just ILO process This step continues duringrepair parts and involves more than just supply the entire operating cycle.functions. An ILO is a shipboard evolution thatinvolves every department and is important for The result of an ILO will never be perfect, buta ship’s overhaul. A properly executed ILO can this process does eliminate most of the supportgreatly benefit the future operations of the ship, problems encountered during the previousbut a poorly executed ILO can be disastrous. The operating cycle. Because an ILO is a self-help 4-23
  • 25. project, the product will only be as good as the assistant must be trained in and knowledgeableinput from you and your personnel. You, as a of the 3-M Systems. The assistant will provideCPO, will have a great deal of influence over this assistance and supervision in all administrativeprocedure. facets of the department’s 3-M Systems program. DIVISION OFFICER THE 3-M SYSTEMS The division officer is responsible to the The average work center aboard ship is department head and must be trained in the 3-Minvolved in the 3-M Systems through the Planned Systems. The division officer assists in managingMaintenance System (PMS) and the Maintenance the maintenance required for the equipmentData System (MDS). Your position in the work within the division. The division officer’s respon-center or division will require you to have a good sibilities include the following:working knowledge of the 3-M Systems. Basic3-M responsibilities of the chief include the Ensuring division MDS documents arefollowing: complete, accurate, and promptly prepared and submitted • Training the division officer and subor- dinates Ensuring qualified senior personnel review PMS maintenance requirement documents • Supervising preventive maintenance admin- istrative procedures such as maintenance index pages (MIPs) or maintenance requirement cards (MRCs) for completeness, applicability, and ac- • Supervising corrective maintenance admin- istrative procedures curacy Supervising preparation, reviewing, and • Submitting equipment configuration changes to update the weapons system file signing of the divisions’s weekly PMS schedules • Managing the division or work center maintenance through use of the current Conducting weekly spot-checks to make sure maintenance requirements are per- formed as indicated on the maintenance ship’s maintenance project (CSMP) requirement card (MRC) An in-depth explanation of the 3-M Systems Ensuring the department quarterlyis beyond the scope of this chapter. Exact pro- schedule is properly updated each weekcedures for administering the 3-M Systems varydepending upon TYCOM instructions, type of Including 3-M Systems training in divisionalcommand, or special programs such as nuclear training planweapons or nuclear power. Working in association with the ship’s 3-M This section will cover the general respon- coordinatorsibilities of the positions you should be familiarwith as a chief. These positions are the depart- Meeting the work center supervisors eachmental 3-M Systems assistant, division officer, week and then informing the departmentgroup supervisor, and work center supervisor. head of 3-M Systems status within the A more detailed description of the 3-M divisionSystems can be found in the Ships’ Maintenanceand Material Management (3-M) Systems Ensuring division 3-M Systems files,Manual, OPNAVINST 4790.4B, and your publications, MRC decks, tag guide listTYCOM 3-M Systems instruction. (TGL), and equipment guide list (EGL) are complete and currentDEPARTMENTAL 3-M SYSTEMSASSISTANT GROUP SUPERVISOR The department head will assign an officer or Sometimes the leading chief is responsible fora petty officer as a 3-M Systems assistant. The the proper operation of two or more work centers. 4-24
  • 26. When this occurs the leading chief is referred to Reviewing maintenance requirement cardsas the group supervisor. The group supervisor is and submitting a PMS feedback reportresponsible for the proper performance of the 3-M when maintenance requirements are notSystems in the work centers under their control. fully understood; errors are believed to exist; maintenance requirements are believedWORK CENTER SUPERVISOR to be inadequate or excessive or when performance would cause a hazardous The senior chief petty officer (or senior petty condition to exist; or replacementofficer if no chief is assigned) within the work documents are required.center is the work center supervisor. The workcenter supervisor is responsible for the effective Maintaining an accurate and current listoperation of the 3-M Systems in his or her work of effective pages (LOEP) by comparingcenter. The responsibility can not be delegated to PMS documentation to actual work centersubordinate maintenance personnel. The work equipment configuration.center supervisor will receive 3-M Systems trainingand is responsible for the following: Ensuring periodic maintenance requirements (PMR) scheduled for the work center are Scheduling and supervising accomplish- completed and reported as stated on the ment of weekly work center maintenance PMS, MRC, or PMR. tasks. Ensuring proper tests and inspections prior Ensuring preventive maintenance status is to acceptance of work done by outside shown correctly on work center PMS activities. schedules. Ensuring delivery of test, measurement, or Informing the division officer or group other portable equipments to testing and supervisor of MDS or PMS actions within calibration work centers as indicated on the work center. scheduling reports. Maintaining an adequate supply of 3-M Systems materials for the work center. SHIPBOARD NONTACTICAL Ensuring prompt documentation of all AUTOMATED DATA PROCESSING (ADP) PROGRAM: SYSTEMS noted material deficiencies in the work (SNAP I AND SNAP II) center work list/job sequence number (JSN) log and on OPNAV 4790/CK Form if required. The Shipboard Nontactical ADP Program (SNAP) concept takes the power of computers Documenting completed maintenance with their ability to process information and puts actions promptly using OPNAV 4790/2K that power in the hands of the work center or OPNAV 4790/CK forms when required. personnel. The SNAP computer systems are highly useful systems. The Navy uses two different Reviewing all 3-M documentation leaving SNAP computer systems to accomplish the same the work center to make sure it is correct, basic functions. SNAP I systems are installed at legible, and prepared and submitted Shore Intermediate Maintenance Activities promptly. Persons discovering deficiencies (SIMAs) and on board larger vessels such as are responsible for completing required aircraft carriers, tenders, amphibious command documentation. ships, and amphibious assault ships. SNAP II Ensuring maximum use of PMS as a systems are installed only on smaller vessels such maintenance training aid for work center as frigates, destroyers, and cruisers. The main objectives of SNAP I and SNAP II personnel. systems are to accomplish the following: Maintaining control and accountability of work center job sequence numbers (JSNs). • workloadthe current shipboard administrative Reduce associated with equipment mainte- Verifying that the work center CSMP is nance, supply and financial management, current and complete. and personnel administration 4-25
  • 27. • flexible on-line management responsive and Provide supervisors with a tool for main- during counseling. The things the counselor may view as unimportant may be of paramount tenance, supply, and manpower functions importance to the counselee. We tend to view the •existing off-ship data and timeliness of Improve the accuracy reports without world through our own values, and this can present problems when we are confronted with values that are at odds with our own. If persons increasing user workload in your unit think something is causing them a problem, then it is a problem to them, regardless of how insignificant you might believe the pro- COUNSELING PERSONNEL blem to be. One of the most important aspects of the chief The objective of counseling is to give your petty officer’s job is providing advice and personnel support in dealing with problems so that counseling to subordinates. CPOs who make they will regain the ability to work effectively in themselves accessible to subordinates will find the organization. Counseling effectiveness is they are in great demand to provide information achieved through performance of one or more of and to help in finding solutions to problems. the following counseling objectives: advice, The purpose of this section of the chapter is reassurance, release of emotional tension, clarified to present an overview of the basic principles and thinking, and reorientation. techniques of counseling. This section is not intended to be a course in problem solving, nor Advice is it intended to provide a catalog of answers to all questions. This section will, however, give you Many persons think of counseling as primarily an overview of general counseling procedures, an advice-giving activity, but in reality it is but some guidelines to use in the counseling process, one of several functions that counselors perform. and a listing of resources available as references. The giving of advice requires that a counselor A point to remember is that counseling should make judgments about a counselee’s problems not be meddlesome, and the extreme, of playing and lay out a course of action. Herein lies thepsychiatrist, should be avoided. But neither difficulty, because understanding another person’sshould counseling be reserved only for a complicated emotions is almost impossible.subordinate that is having problems; you should Advice-giving may breed a relationship inalso counsel subordinates for their achievements which the counselee feels inferior and emotionallyand outstanding performance. Counseling of a dependent on the counselor. In spite of its ills,subordinate who is doing a good job reinforces advice-giving occurs in routine counseling sessionsthis type of job performance and ensures because members expect it and counselors tendcontinued good work. Counseling of this type also to provide it.provides an opening for you to point out waysthat a subordinate might improve an already good Reassurancejob performance. Counseling the subordinate who is doing a Counseling can provide members with re-good job is relatively easy, but a different assurance, which is a way of giving them couragetype of counseling is required for a subordinate to face a problem or confidence that they arewhose performance does not meet set standards. pursuing a suitable course of action. ReassuranceThis section teaches you how to counsel the can be a valuable, though sometimes temporary,subordinate whose performance does not meet cure for a member’s emotional upsets. Sometimesestablished job standards. just the act of talking with someone about a In general, this section can be used as a guide problem can bring about a sense of relief that willto counseling personnel on professional, personal, allow the member to function normally again.and performance matters. Also, the basicspresented here apply to counseling subordinates Release of Emotional Tensionon their enlisted evaluations. People tend to get emotional release from theirPRINCIPLES OF COUNSELING frustrations and other problems whenever they have an opportunity to tell someone about them. Counselors should set aside their own value Counseling history consistently shows that assystem in order to empathize with the person persons begin to explain their problems to a 4-26
  • 28. sympathetic listener, their tensions begin to and it is easy to do. But is it effective? Doessubside. They become more relaxed and tend to the counselor really understand the member’sbecome more coherent and rational. The release problem? Does the counselor have the technicalof tensions does not necessarily mean that the knowledge of human behavior and the judgmentsolution to the problem has been found, but it to make the “right” decision? If the decision isdoes help remove mental blocks in the way of a right, will the member follow it? The answer tosolution. these questions is often no, and that is why advice- giving is sometimes an unwise act in counseling.Clarified Thinking Although advice-giving is of questionable value, some of the other functions achieved by directive Clarified thinking tends to be a normal result counseling are worthwhile. If the counselor is aof emotional release. The fact is that not all good listener, then the member should experienceclarified thinking takes place while the counselor some emotional release. As the result of theand counselee are talking. All or part of it may emotional release, plus ideas that the counselortake place later as a result of developments imparts, the member may also clarify thinking.during the counseling relationship. The net result Both advice and reassurance may be worthwhileof clarified thinking is that a person is encouraged if they give the member more courage to take ato accept responsibility for problems and to be workable course of action that the membermore realistic in solving them. supports.Reorientation Nondirective Counseling Reorientation is more than mere emotional Nondirective, or client-centered, counseling isrelease or clear thinking about a problem. It the process of skillfully listening to a counselee,involves a change in the member’s emotional self encouraging the person to explain bothersomethrough a change in basic goals and aspirations. problems, and helping him or her to understandVery often it requires a revision of the member’s those problems and determine courses of action.level of aspiration to bring it more in line with This type of counseling focuses on the member,actual attainment. It causes people to recognize rather than on the counselor as a judge andand accept their own limitations. The counselor’s advisor; hence, it is “client-centered.” This typejob is to recognize those in need of reorientation of counseling is used by professional counselors,before their need becomes severe, so that they can but nonprofessionals may use its techniques tobe referred to professional help. Reorientation is work more effectively with service members. Thethe kind of function needed to help alcoholics unique advantage of nondirective counseling is itsreturn to normalcy or to treat those with mental ability to cause the member’s reorientation. Itdisorders. stresses changing the person, instead of dealing only with the immediate problem in the usualTYPES OF COUNSELING manner of directive counseling. The counselor attempts to ask discerning questions, restate ideas, Counseling should be looked upon in terms clarify feelings, and attempts to understand whyof the amount of direction that the counselor gives these feelings exist. Professional counselors treatthe counselee. This direction ranges from full each counselee as a social and organizationaldirection (directive counseling) to no direction equal. They primarily listen and try to help their(nondirective counseling). client discover and follow improved courses of action. They especially “listen between the lines”Directive Counseling to learn the full meaning of their client’s feelings. They look for assumptions underlying the Directive counseling is the process of listening counselee’s statements and for the events theto a member’s problem, deciding with the member counselee may, at first, have avoided talkingwhat should be done, and then encouraging and about. A person’s feelings can be likened to anmotivating the person to do it. This type of iceberg. The counselor will usually only see thecounseling accomplishes the function of advice; revealed feelings and emotions. Underlying thesebut it may also reassure; give emotional release; surface indications is the true problem that theand, to a minor extent, clarify thinking. Most member is almost always initially reluctant toeveryone likes to give advice, counselors included, reveal. 4-27
  • 29. PERSONAL COUNSELING officer, and medical officer. The effective CPO should be able to recognize situations in which All personal problems should not be referred referral is necessary and to assist the counseleeto a specialist. Your first duty as a chief is to in obtaining maximum benefit from theserecognize whether the problem is beyond your referrals. Examples of situations in whichability to help or not. Many times you can solve referral would be appropriate include drugpersonal problems with a telephone call. If the and alcohol abuse, psychological problems orproblem is beyond your ability to solve, then give behavioral disorders, medical problems, personalthe division officer a chance to solve the problem. limitations, such as a personality conflict with theStay informed of the progress made toward counselor and the inability of the counselor tosolving the problem. If the problem requires relate to or comprehend a counselee’s problem.assistance from outside the command, you can In each instance, the key to successful referralsmooth the process by making appointments and lies not in the ability to diagnose a problem butensuring the counselee gets help. Keep informed rather in the ability to recognize those signs orof progress and follow-up! symptoms that indicate referral to appropriate As a CPO, you may encounter situations in sources.which persons being counseled must be referred To assist CPOs in fulfilling their advising andto other sources for assistance. There will be times counseling responsibilities with regard to referral,when a person will have special problems that will the Navy has developed an impressive array ofrequire special help. These problems should be helping resources. A listing of these helpinghandled by such specialists as the chaplain, legal resources is provided for reference. Helping Resource CapabilityAlcohol Rehabilitation Centers/Alcohol Alcohol abuse and related physical disordersRehabilitation Departments (ARCs and ARDs)Counseling and Assistance Centers (CAACs) Drug abuse, alcohol abuse, and psychological disordersDrug and Alcohol Program Advisor (DAPA) Primary command point of contact for drug and alcohol abuse problemsNavy Alcohol and Drug Safety Action Pro- Education program for those with drug/alcoholgram (NADSAP) abuse problemsNavy Relief Financial counselingChaplain Corps Personal problem and religious counselingCommand Ombudsman Community orientation and family orientation to the command and Navy lifeFamily Service Centers (FSC) Comprehensive family-related information, pro- grams, and services for Navy families and single service membersFederal Credit Unions Financial assistance, to include savings and loan advice as well as family financial planningEducational Services Educational assistance, to include degree-granting programs, correspondence courses, and in-service educational benefits 4-28
  • 30. Helping Resource CapabilityNavy Relief Society Loans and outright grants to alleviate financial emergencies; also family budget counselingNaval Legal Service Offices Legal advice, to include wills, powers of attorney, and notarizing servicesAmerican Red Cross Emergency assistance of all types, to include emergency leave verification and travel assistanceNaval Hospitals Physical and psychological problems and disorders diagnosed and treatedVeterans Administration (VA) Veterans benefits and survivors benefits adviceCivilian Health and Medical Program of the Health care benefits and eligibility adviceUniformed Services (CHAMPUS)Command Career Counselor Career information, to include Navy rights and benefitsPROFESSIONAL, PERFORMANCE, performers or cause more capable performers toAND ENLISTED EVALUATION become bored. Remember to individualize theCOUNSELING target performance. An example would be giving your star performer 1 week to complete a specific Professional, performance, and enlisted personnel qualification standard (PQS). Theevaluation counseling all have several things in 1-week target may be too difficult for your leastcommon. Standards should be set; standards capable performer, so you might allow him or hershould be clear and understood by the counselee; 1 month to complete the PQS. All other personneltargets should be set for each individual; and would fall somewhere within this range, dependingboth good and poor performance of subor- upon their capabilities.dinates should be documented and the subor- As your personnel progress, you will need todinates counseled. Professional and performance adjust the targets to keep them challenging butcounseling takes place throughout the year. realistic. Counsel your personnel on their goodEnlisted evaluation counseling should take place and poor performance. Document the counselingonce a quarter to allow personnel a chance to sessions for at least 3 months.improve before receiving the formal evaluation. You have been documenting the professional A good place to start is at the end of the and performance counseling for the last 3 months.formal evaluation period. You can outline the Now it is time to conduct an enlisted evaluationminimum required performance you expect from counseling session. Write a rough evaluation oneach paygrade and rating within the work center each subordinate, using their counseling sheetsor division. This is setting a clear standard and other documentation taken from personalof performance. Professional and performance observation over the last 3 months. Do not refercounseling will be based on these standards. to the last formal evaluation (or rough evaluationEnsure each subordinate understands the required for latter sessions).level of performance you expect from him or her. These quarterly counseling sessions will allow Set performance targets for each individual. you to provide positive reinforcement for correctPeople are different and have different capabilities. behavior and corrective action for substandardBy setting performance targets above the required behavior. You will also be able to documentminimum, you will be able to maximize subor- items that are sometimes forgotten at the yearlydinate output. Setting a standard target of evaluation. Schools attended, courses completed,performance could discourage less capable and assistance provided are sometimes overlooked 4-29
  • 31. or forgotten if the supervisor or subordinate fails Information to be Obtainedto document them. At the end of the formal evaluation period, During the interview, the interviewer obtainsyou should have enough documentation to write all the information possible about the member’san objective evaluation on each subordinate. education, personal interests, and occupational experience. INTERVIEWING, ASSIGNING, EDUCATIONAL INFORMATION. –Educa- AND EVALUATING PERSONNEL tional information includes the kind and extent of formal education; where and when it was As a chief petty officer, your administrative acquired; subjects liked and disliked and why, andduties will include interviewing personnel, the amount of time spent studying each; anyassigning them to jobs, and evaluating their occupation followed during the period of educa-performance. The purpose of interviewing is to tion; and an explanation of unusual features ofobtain information that will help you make the education.most effective use of the skills and abilities ofnaval personnel. The best way you can do this is Educational attainment indicates to a certainto assign people to work they do well and enjoy; degree the member’s ability to absorb training.people who enjoy their work usually put forth Success in technical or special subjects in hightheir best efforts in doing the job. The end result school usually indicates aptitude for continuedof proper interviewing and assignment is a positive training in related subjects in Navy schools. Tradeevaluation for the subordinate. schools, business schools, and correspondence courses are important, especially if they are related to a Navy rating.INTERVIEWING Do not assume, however, because a person has The interview has three major objectives: to been trained in a certain field, that the occupa-establish your position of leadership and respon- tion is necessarily suitable or desirable for thatsibility in the sailor’s mind, to discover special person. The person may have been urged to entercharacteristics or aptitudes about the member that a field by parents or teachers without particularlymay not be included in the records, and to show desiring it. Or the person may have chosen a fieldthat you have a personal interest in the person. without sufficient knowledge of the work involved.The interview should be friendly, not too formal, It is also possible that after actually working inbut thorough. a job, the person did not like it or was not suited for it.Beginning the Interview Here are some questions to help you obtain a more accurate picture of a member’s educational To obtain all the necessary information from and training background.a member during an interview, you must put themember at ease and in the mood to talk. This is Why did the person choose this particularaccomplished by using a pleasant, easy manner field of study?and by making it clear that you are interested in,and responsible for, finding the member a suitable What progress was made? What gradesjob assignment. were received? Before beginning, you should have had achance to read whatever information is available Would the member choose this fieldon the member. From this, facts can be found to today?open the interview, such as the location of themember’s home. Did the person obtain, or attempt to The interview is not only for the purpose of obtain, employment related to this par-giving you information, but also to help members ticular study field?understand themselves. You and the membershould work as a team to find the most If given the opportunity, would thesatisfactory assignment possible within the Navy’s person choose a vocation that would makeneeds. use of this study field? 4-30
  • 32. PERSONAL INTERESTS. –You should ask as to kinds of ability, but they all require aquestions to find out the personal interests of the considerable amount of ability.member. This could include questions about Do not close the door to training on theleisure time activities, sports in which the member member because the cutting scores required forhas participated, the level of achievement in each a school have not been achieved. If a member issport, any talents for public entertainment, and genuinely interested in a type of work, the memberpositions of leadership held. The latter usually will probably be able to get on-the-job training.refers to office or committee jobs in organizations This process, which is quite likely to be availableto which the person has belonged. These activities, to a member as a striker aboard ship, may bebeing largely voluntary, sometimes present a truer within the member’s capabilities even though thepicture of the person’s interests than the educa- member could not keep up the speed required intion or work experience. In any case, they add a school.to a complete picture of the person. OCCUPATIONAL INFORMATION. –You CLOSING THE lNTERVIEW. –Before closingshould obtain a brief record of the person’s the interview, you should summarize theexperience on jobs held since entering the Navy member’s qualifications and inform the memberand before entering the Navy, length of time held, of his or her assignment. Show the member allinterests in each job, and success in each job. the advantages that can be gained from the assign-Care must be exercised both in recording work ment. It is part of your duty to help the memberexperience and interpreting it. With experience, see all the ways in which the assignment can beas with education, you should not assume that an used in furthering long-range ambitions. Youoccupation is suitable for a member merely should make certain that the member understandsbecause some background in it has been shown. all the duties and responsibilities of the assign-The member’s interest and success in an occupa- ment and that the person has been given helpfultion must be considered before you decide whether information. You should help the memberto assign similar work to the person. develop a positive attitude toward the new assign- ment; this will promote the person’s effectiveness GIVE THE PERSON HONEST ANSWERS. – in the immediate job and his or her own bestRemember that it is your responsibility to guide interest in the future.and assist the person as much as possible. At timesyou may be tempted to evade or give indefiniteanswers because you expect the person to react Some Final Thoughts for the Interviewerunfavorably to what you have to say. Keep inmind, however, that even though working out a As a brief review, here are some recommen-solution to a member’s problems means a lot of dations to keep in mind for successful inter-hard work, it is your job. viewing: Look at the situation from the member’s pointof view. Few situations are more discouraging — Get a mental picture of the WHOLEthan attempting to get information and receiving person, not just one side.evasive answers or no help from the person whoshould be helping you. In other words, if you are — Be alert for the possibility that the personsupposed to be a counselor, tackle the problem may be suffering from some physical or mentaland try to do something to help. Tell the person illness. Navy people are generally fine physicalwhen you do not know the answers, but try to specimens and well adjusted mentally, but yourhelp find them. job may put you in contact with exceptional cases. These belong to the professional specialist—the EMPHASIZE THE PERSON’S ABILITY. – medical officer.You will be most effective as a counselor and aninterviewer if you take a positive approach, — Be more concerned with the causes thanputting emphasis on the abilities of personnel and wit h surface symptoms. Do not assume that allthe kinds of jobs in which they can best be put members OUGHT TO BEHAVE in a certain way,to use. The more you learn about the various types and do not condemn the nonconformists. Try toof Navy duty, the greater respect you are likely find out what makes a member behave in a certainto acquire for all the various jobs. They differ way. 4-31
  • 33. — Keep the emphasis on the positive aspects are evaluating. You should pay careful attentionof the person’s abilities and character. Show that to detail and treat each evaluation as if it wereyou appreciate the member’s good qualities and going in your service record.show the person how to take advantage of these Military standards indicate that the evaluationqualities. writing process should begin at the petty officer second class level. Delegate the initial preparation — In your efforts to be friendly and under- of evaluations to the petty officer second class orstanding, do not give the impression that you one level above the person being evaluated. Haveare an easy mark or that friendly talk is all you the next level in the chain of command review thehave to offer. Do what you can, definitely and evaluation.positively. Expect members to do their part. You should use your counseling file to double check the evaluation. Make sure the marks given — Remember that it is your duty to help the are realistic. Some discrete checking in yourNavy make the best use of its personnel. command will reveal the appropriate marking range for personnel. Do not be afraid to give 4.0 — Above all, remember that you are dealing marks if they are called for and can be justified.with HUMAN BEINGS. An interview that is just Your job is to give an objective evaluation basedone event in a day’s work to you may be the on facts. Bullets for blocks 54,55, and 56 of theturning point of a member’s life. evaluation should come from your counseling file, the subordinate’s service record, and the divisionASSIGNING officer’s record. Providing evaluation comments for block 56 Assigning personnel is a staffing function as is a problem for most people. Give a briefdiscussed in chapter 3. Your primary objective is description of the person and his or her job. Theto match the correct person to the job to receive purpose of block 56 is to amplify information inmaximum efficiency and effectiveness. However, blocks 27 through 43, 54, and 55. Use bold,you will also need to account for using on-the- underline, and CAPITALIZATION to make keyjob training (OJT) to cross-train personnel. words and phrases standout. Refer to The NavyYou will lose some efficiency in the short term Enlisted Performance Evaluation System, NAV-through use of OJT, but the long term result is MILPERSCOMINST 1616.1A, and the Enlistedhigher divisional or work center efficiency and Evaluation Manual, BUPERSINST 1616.9, foreffectiveness. additional information. There are no firm rules for assigning personnel.Best results occur when personnel are happy in Reviewing Enlisted Evaluationstheir job. Try to match the personal interest ofthe subordinate to the job requirements when The leading petty officer (LPO) should submitpossible. At other times you will need to employ to you the rough evaluation and a copy of thea skillful use of influence to achieve the desired enlisted evaluation report-individual input formoutcome. (NAVPERS 1616/21), or “brag sheet” as it is known. You should now prepare the evaluation.EVALUATING Your role in the evaluation process is to compile the inputs and assure completion, Evaluating personnel was discussed in the correctness, and consistency among your differenttopic on performance counseling. You should be work centers. Use service records, your notes,counseling your personnel on a regular basis to counseling files, and brag sheets to ensurelet them know how they are doing and where they completion and accuracy of the evaluations.need to improve. This section focuses on your Observe how each work center tends to markresponsibilities in preparing enlisted performance the evaluations. Some evaluations may tend to beevaluations. skewed higher or lower than the normal standard. Make corrections as appropriate.Preparing Enlisted You should now make sure that writtenPerformance Evaluations remarks on the evaluation are in the proper format and void of grammatical errors. When you Enlisted performance evaluations will have a are happy with the way the evaluations read, thenlong-term impact on the career of the person you pass the rough evaluations to the division officer. 4-32
  • 34. Any changes that are made to the evaluation by Another thing to consider, which is almost asthe chain of command above you should be important as the content, is the technical aspectsdiscussed with the division officer. As always, stay of the presentation itself. Your visual aids shouldinformed! be as good as you can make them and, above all, they should be correct. Slides containing errors in spelling, grammar, and computations distract your audience and undermine your credibility. COMMUNICATION Speak clearly and distinctly to your audience. If you do all these things and have your briefing well The chief petty officer is often called upon to organized, you will be successful.provide briefings, write messages, and preparenaval correspondence. You may at some point be Organization of a Briefingasked to perform these functions also. Thissection should provide you with a knowledge base The special requirements of a briefing imposefrom which you can build your communication certain limitations upon the speaker. Theskills. traditional plan of organization, with an introduction, a body, and a conclusion, is adaptable to the clarity, accuracy, and brevityTHE MILITARY BRIEFING necessary in a good briefing. An additional administrative duty you may INTRODUCTION. —Since your listenershave as a CPO is to prepare a briefing. The need and want to know about your subject, youprimary purpose of a briefing is to inform, but will not need time-consuming, attention-gettingit also may have other purposes: first, to ensure devices. If another speaker introduces you andthe listener’s understanding of a particular your subject, you need only give a quick overviewmission, operation, or concept; second, to enable of the subject and proceed immediately tothe listener to perform a specific procedure; and the main points. If you are not introduced, youthird, to provide the listener with information on might simply say, “Good morning. I’m Chiefwhich to base decisions. Petty Officer Jones; I’ll be briefing you Often several people participate in a briefing. on _____________ .”In a briefing for an operational plan, for instance,one group may cover the administrative, tactical, BODY. —The information for the body oflogistical, and operational phases; and another your briefing requires careful consideration fromgroup may explain the mission. To enable the the standpoint of content as well as delivery. Iflisteners to grasp all this information as a possible, present only the facts. Your facts shouldunit, each briefer must give only the essential be provable, and you should have the proof withinformation in as few words and as few minutes you in case your listeners ask for it. Because youas completeness and clarity will permit. must be brief, you may have to omit many details In preparing to brief others, you must analyze from your talk. This can cause you to oversimplifya mass of data, choose the really significant facts, a difficult subject. One way to avoid over-and organize them carefully. Your explanation simplification is to prepare a folder of’ “documen-should be simple, precise, and factual. Jokes and tation” for your listeners to refer to after youanecdotes rarely have a place in a briefing. The finish the briefing. In your opening remarks, telllisteners are ready for a serious talk. They want them it is available. You gain in several ways fromto hear the vital information on a specific letting your listeners know at the outset that theysubject presented as clearly as possible. If you are will have access to complete information on yourable, however, you may occasionally use humor subject. First, your listeners are more apt toto help you make a point or clarify a problem. accept the validity of your information becauseWhen you give a briefing, you are likely to face they know they can check your evidence. Second,a captive audience. Analyze the rank and they are less likely to ask needless questions orexperience of the people you are to brief, and try to interrupt for other reasons. And third, they willto determine what your best approach will be. You go along with very simple visual aids because theycannot always say what your listeners want to know they can get more detailed information ifhear, but you can try to speak in the manner they they need it. Another way is to prepare “backup”will most easily understand. slides that present detailed information on specific 4-33
  • 35. issues. If questions are asked, you will be ready either case, organize your material to informand will increase the confidence your audience has as you would for a speech. On the other hand,in you. if the purpose is to provide your listeners with If certain facts are not available and you must information on which to base decisions, amake an assumption, identify the assumption, say problem-solving plan to organization can be mostthat it is necessary, and continue. If your listeners effective.wish to challenge the assumption, they can do so When you prepare and deliver briefings,during the question-and-answer period, at which remember their basic function is to conveytime you should be able to explain your rationale. information more rapidly and effectively thanNormally, you do not interpret the information would be possible by any other means. It takesin your briefing. Present the facts and let your practice to become an excellent briefer. Experiencelisteners draw the conclusions. Such phrases as in other types of public speaking and in writing“In my opinion, ” “I think,” and “I take this to also helps. As a member of the Navy, you needmean” are generally signs that the briefer is to be adept at stating your ideas accurately,going beyond the mere presentation of informa- briefly, and clearly.tion and is interpreting the meaning of theinformation. Procedures for Presenting a Briefing When you are giving a prepared briefing, your Emotional appeals have no place in a brief- briefing needs to support four basic areas:ing. Your listeners will be justified in doubting 1. You should state the point clearly andyour objectivity if your presentation is charged concisely at the beginning of your briefing so thatwith emotion. This does not mean that your your audience knows what they are listening todelivery should be dry and lifeless—rather, quite and what they can expect from the rest of yourthe contrary. Because you must present pertinent briefing.information and nothing more, you should strive 2. You must amplify the point you are tryingfor an animated and interesting delivery. Visual to make or the area you are trying to cover.aids can help you show quickly and clearly many 3. You should support that point. You mustthings that you would have trouble putting into bring the audience enough information to informwords. One glance at a map would show your them or to help them make a decision, whateverlisteners more about air bases in Communist the purpose of your presentation happens to be.China than 15 minutes of words alone. Practice 4. You must end your briefing appropriately.the briefing with your visual aids until you can The conclusion should bring the briefing togetheruse them smoothly. They should be an integral in a concise manner, reviewing the topic butpart of your presentation. If you do not practice keeping it short.your briefing, such simple acts as uncovering orrecovering a chart can cause awkward breaks in REVIEWING NAVAL MESSAGESa briefing. AND CORRESPONDENCE CONCLUSION. —This part of a briefing An ability to communicate in the written formshould be short but positive. Summarize your will serve you well throughout your naval career.main points if you feel it is necessary. Since a As you progress more and more people expect youquestion-and-answer period usually follows a to be able to communicate clearly and concisely.briefing, a good concluding sentence might be This section of the chapter will discuss some of“Ladies and gentlemen, are there any questions?” the basic procedures to review messages andIf a question period is not to follow, you might correspondence prepared by your subordinates.simply say, “Ladies and gentlemen, this concludes Basically you will be reviewing for content,my briefing. ” spelling, and punctuation. If your command is Clear, logical organization of your material equipped with personal computers, your job willwill help your listeners understand it. In organizing be much easier. Unclassified documents can bethe introduction, body, and conclusion of the written and edited on the computer. You may usebriefing, keep the purpose in mind. It can be to programs such as WordPerfect or Wordstar togive your listeners an understanding of a certain write, edit, spell check, or substitute words usingmission, operation, or concept. Or it can be to the thesaurus. Sentence structure can be checkedenable them to perform a specific procedure. In using a program such as Rightwriter. 4-34
  • 36. If your message or correspondence is Regulations of the U.S. Navy (SORN). Theclassified, you should check the document SORM should be arranged in the same mannermanually. A good desk reference set is a must. as the SORN and contain detailed bills as theyAs a minimum you should have: apply to your command. This section covers your responsibility to keep the SORM current and A standard desk dictionary and thesaurus up-to-date. Hedge’s Harbrace College Handbook or Chicago Style Manual PURPOSE Telecommunications Users Manual, NTP The purpose for updating the SORM is to 3(H) make sure you are operating your work center or division using the most up-to-date information U.S. Navy Plain Language Dictionary, and procedures available. The SORM should be NTP 3, SUPP-1(K) updated at least annually to remain current. Reasons for the annual update include the Department of the Navy Correspondence following: Manual, SECNAV Instruction 5216.5C Instructions have been issued, deleted, Naval Terms Dictionary changed, or revised Ensure the message or correspondence is brief,simple, and clearly written. Elements of well- Equipment has been added, deleted, orwritten messages or correspondence include the changedfollowing: Introduction—state the purpose. REVIEWING THE SORM Body—discuss the subject. You should review the SORM every time an event occurs that effects the normal operation of Closing—present your conclusions or your work center or division. Review the section recommendations. of the SORM relevant to the event to see if a change in the SORM is warranted. You are in the Appendix or enclosures—include pertinent best position to determine if and how much details (not always required). changes in instructions or equipment affect the SORM. Do not rely on the commanding officer, Begin your review by making sure the docu- executive officer, department head, or divisionment is in the correct format. Read the document officer to notice if the SORM needs to be updated.for content. If you have questions about the They do not have the time or the detailedaccuracy of the information, ask the petty officer knowledge that you do.who wrote the document to clarify your questions.Check the document for mechanical defects. Youdo this by making sure each sentence starts with PREPARING AND SUBMITTINGa capital letter, each sentence ends with the CHANGES TO THE SORMappropriate punctuation, and the appropriatewords begin with capital letters. Make sure You have been doing your job and have notspelling is correct and redundant words or had an event that changes the normal operationsentences are deleted. of your work center during the last year. Do you need to review the SORM? Of course you do! Review the areas of the SORM that affect your SHIP’S ORGANIZATION AND work center or division. Compare the listed REGULATIONS MANUAL (SORM) references in each section to the latest copy of the command’s master directives and issuance list. Your command’s Standard Organization and Your administrative office should have a 5215Regulations Manual (SORM) is a command- master list that contains all instructions applicablespecific version of the Standard Organization and to your ship. 4-35
  • 37. Out-of-date references indicate a need to Counseling personnel is one of the mostupdate the effected ship’s bill or regulation. important jobs of the chief petty officer. You willRead and compare the old ship’s bill or counsel subordinate personnel on profession,regulation to the updated references and note personal, and performance matters. In addition,the changes. Changes to equipment that affect you will also provide guidance and review enlistedship’s bills also need to be incorporated into the evaluations. You will also counsel your subor-SORM. dinates on their enlisted evaluations. Incorporate the changes into the ship’s bill or The ability to draft different types of officialregulation and update the references listed. You letters, messages, and reports is one of theshould now send the rough update and new many tasks demanded of a CPO. Each type ofreferences through the chain of command for correspondence has its own set of standards.approval. These standards are necessary in preparing correspondence that includes all of the informa- tion necessary to make it complete and under- standable. These standards also assist the SUMMARY writer, as well as the reader, in ensuring that correspondence gets where it is intended to go. This chapter began with a look at the budget The standards also help the writer in preparingprocess, preparation of the divisional budget, and information that will be clearly understood.types of budgeting. The budget process begins Proper format, identification, routing, and filingwith the President and continues down the chain are all necessary elements of this system.of command. Although the commanding officeris responsible for the ship’s budget, you should You should review your command Standardplay a major role in determining your division’s Organization and Regulations Manual (SORM)requirements and submitting the requirements up on a periodic basis to make sure it is currentthe chain of command. as it applies to your division. Anytime an event occurs that affects the operation of At the CPO level of management, you will your division; an instruction changes; orfind a need for a better understanding of the equipment is added, removed, or changed,supply organization and its procedures. You may you should check the SORM to ensure itbe assigned as a member of an ILO team or as is still current.a department custodian. In these positions, youmust understand budget and quantity require-ments, ordering procedures, stowage requirements,and custody records. You will also assist in the REFERENCESassignment of priorities used by your command.You will have to become familiar with the infor- Afloat Supply Procedures, NAVSUP Pub. 485,mation contained in the OPTAR, COSAL, SNSL, Naval Supply Systems Command, Washington,ISL, CEIL, and casualty reports (CASREPs). D.C., 1990.Other procedures you will become familiar withmay include inventory, investigation, and the Communication Skills, Course 12, Vol. 4,survey of equipment. Your duties may include 00012048112, Extension Course Institute, Aireverything from initial budget requests to equip- Training Command, Gunter Air Force Station,ment handling or the final disposal of materials Montgomery, Ala., n.d.required to keep your ship at its top missioncapability. Department of the Navy Correspondence Manual, SECNAVINST 5216.5C, Office of the With the ever-increasing use of automatic data Secretary of the Navy, Washington, D.C.,processing (ADP), the Navy has adapted many 1983.of its tedious and time-consuming tasks toautomation. The two main systems you will most Financial Management of Resources, Fund Admin-likely encounter are the Shipboard Nontactical istration, NAVSO P-3013-1, Department ofADP Program (SNAP I) and the Shipboard Non- the Navy, Office of the Comptroller, Wash-tactical ADP Program (SNAP II). ington, D.C., 1977. 4-36
  • 38. Financial Management of Resources, Operating Standard Organization and Regulations of the Procedures, NAVSO P-3013-2, Department of U.S. Navy, OPNAVINST 3120.32B, Office the Navy, Office of the Comptroller, Wash- of the Chief of Naval Operations, Washing- ington, D.C., 1983. ton, D.C., 1986.The Navy Enlisted Performance Evaluation System, NAVMILPERSCOMINST 1616.1A, Telecommunications Users Manual, NTP3(H), Naval Military Personnel Command, Wash- Naval Telecommunications Command, Wash- ington, D.C., 1984. ington, D.C., 1990.Ships’ Maintenance and Material Management (3-M) Manual, OPNAVINST 4790.4B, Office U.S. Navy Regulations, 1990, Office of the of the Chief of Naval Operations, Wash- Secretary of the Navy, Washington, D.C., ington, D.C., 1987. 1990. 4-37