DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

NONRESIDENT

TRAININGCOURSE

JUNE 2001

Military Requirementsfor Petty OfficersThird and SecondClassNAVEDTRA 14504

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

Although the words “he,” “him,” and“his” are used sparingly in this course toenhance communication, they are notintended to be gender driven or to affront ordiscriminate against anyone.

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PREFACE

By enrolling in this self-study course, you have demonstrated a desire to improve yourself and the Navy.Remember, however, this self-study course is only one part of the total Navy training program. Practicalexperience, schools, selected reading, and your desire to succeed are also necessary to successfully roundout a fully meaningful training program.

COURSE OVERVIEW: Military Requirements for Petty Officers Third and Second Class,NAVEDTRA 14504, covers the knowledge required of Sailors of the U.S. Navy and Naval Reserve.Designed for individual study rather than formal classroom instruction, the course provides basicinformation in regard to Petty Officers Third and Second Class Naval Standards which are listed in theManual of Navy Enlisted Manpower Personnel Classifications and Occupational Standards, NAVPERS18068.

This self-study course is organized into subject matter areas, each containing learning objectives to help youdetermine what you should learn along with text and illustrations to help you understand the information.The subject matter reflects day-to-day professional military knowledge.

THE COURSE: This self-study course is organized into subject matter areas, each containing learningobjectives to help you determine what you should learn along with text and illustrations to help youunderstand the information. The subject matter reflects day-to-day requirements and experiences ofpersonnel in the rating or skill area. It also reflects guidance provided by Enlisted Community Managers(ECMs) and other senior personnel, technical references, instructions, etc., and either the occupational ornaval standards, which are listed in the Manual of Navy Enlisted Manpower Personnel Classificationsand Occupational Standards, NAVPERS 18068.

THE QUESTIONS: The questions that appear in this course are designed to help you understand thematerial in the text.

VALUE: In completing this course, you will improve your military and professional knowledge.Importantly, it can also help you study for the Navy-wide advancement in rate examination. If you arestudying and discover a reference in the text to another publication for further information, look it up.

2001 Edition Prepared byIMC(SW) L. Terry Ryan

CMC(SCW) James GallowayEMC(SW) Reuben Hunt

Published byNAVAL EDUCATION AND TRAINING

PROFESSIONAL DEVELOPMENTAND TECHNOLOGY CENTER

NAVSUP Logistics Tracking Number0504-LP-026-3970

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Sailor’s Creed

“I am a United States Sailor.

I will support and defend theConstitution of the United States ofAmerica and I will obey the ordersof those appointed over me.

I represent the fighting spirit of theNavy and those who have gonebefore me to defend freedom anddemocracy around the world.

I proudly serve my country’s Navycombat team with honor, courageand commitment.

I am committed to excellence andthe fair treatment of all.”

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TABLE OF CONTENTS

CHAPTER PAGE

1 Leadership, Supervision, and Training ................................................................ 1-1

2 Military Justice and Bearing ................................................................................ 2-1

3 Quality of Life .................................................................................................... 3-1

4 Career Information............................................................................................... 4-1

5 United States Military Organization .................................................................... 5-1

6 Safety and Hazardous Materials for the Petty Officer ........................................ 6-1

7 Supply Procedures ............................................................................................... 7-1

8 Military Responsibilities and Duties.................................................................... 8-1

APPENDIX

I Glossary ............................................................................................................... AI-1

INDEX ............................................................................................................................. INDEX-1

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INSTRUCTIONS FOR TAKING THE COURSE

ASSIGNMENTS

The text pages that you are to study are listed atthe beginning of each assignment. Study thesepages carefully before attempting to answer thequestions. Pay close attention to tables andillustrations and read the learning objectives.The learning objectives state what you should beable to do after studying the material. Answeringthe questions correctly helps you accomplish theobjectives.

SELECTING YOUR ANSWERS

Read each question carefully, then select theBEST answer. You may refer freely to the text.The answers must be the result of your ownwork and decisions. You are prohibited fromreferring to or copying the answers of others andfrom giving answers to anyone else taking thecourse.

SUBMITTING YOUR ASSIGNMENTS

To have your assignments graded, you must beenrolled in the course with the NonresidentTraining Course Administration Branch at theNaval Education and Training ProfessionalDevelopment and Technology Center(NETPDTC). Following enrollment, there aretwo ways of having your assignments graded:(1) use the Internet to submit your assignmentsas you complete them, or (2) send all theassignments at one time by mail to NETPDTC.

Grading on the Internet: Advantages toInternet grading are:

• you may submit your answers as soon asyou complete an assignment, and

• you get your results faster; usually by thenext working day (approximately 24 hours).

In addition to receiving grade results for eachassignment, you will receive course completionconfirmation once you have completed all the

assignments. To submit your assignmentanswers via the Internet, go to:

https://www.advancement.cnet.navy.mil/

Grading by Mail: When you submit answersheets by mail, send all of your assignments atone time. Do NOT submit individual answersheets for grading. Mail all of your assignmentsin an envelope, which you either provideyourself or obtain from your nearest EducationalServices Officer (ESO). Submit answer sheetsto:

COMMANDING OFFICERNETPDTC N3316490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

Answer Sheets: All courses include one“scannable” answer sheet for each assignment.These answer sheets are preprinted with yourSSN, name, assignment number, and coursenumber. Explanations for completing the answersheets are on the answer sheet.

Do Not Use Answer Sheet Reproductions: Useonly the original answer sheets that weprovide—reproductions will not work with ourscanning equipment and cannot be processed.

Follow the instructions for marking youranswers on the answer sheet. Be sure that blocks1, 2, and 3 are filled in correctly. Thisinformation is necessary for your course to beproperly processed and for you to receive creditfor your work.

COMPLETION TIME

Courses must be completed within 12 monthsfrom the date of enrollment. This includes timerequired to resubmit failed assignments.

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PASS/FAIL ASSIGNMENT PROCEDURES

If your overall course score is 3.2 or higher, youwill pass the course and will not be required toresubmit assignments. Once your assignmentshave been graded you will receive coursecompletion confirmation.

If you receive less than a 3.2 on any assignmentand your overall course score is below 3.2, youwill be given the opportunity to resubmit failedassignments. You may resubmit failedassignments only once. Internet students willreceive notification when they have failed anassignment--they may then resubmit failedassignments on the web site. Internet studentsmay view and print results for failedassignments from the web site. Students whosubmit by mail will receive a failing result letterand a new answer sheet for resubmission of eachfailed assignment.

COMPLETION CONFIRMATION

After successfully completing this course, youwill receive a letter of completion.

ERRATA

Errata are used to correct minor errors or deleteobsolete information in a course. Errata mayalso be used to provide instructions to thestudent. If a course has an errata, it will beincluded as the first page(s) after the front cover.Errata for all courses can be accessed andviewed/downloaded at:

https://www.advancement.cnet.navy.mil

STUDENT FEEDBACK QUESTIONS

We value your suggestions, questions, andcriticisms on our courses. If you would like tocommunicate with us regarding this course, weencourage you, if possible, to use e-mail. If youwrite or fax, please use a copy of the StudentComment form that follows this page.

For subject matter questions:

E-mail: n314.products@cnet.navy.milPhone: Comm: (850) 452-1001, Ext. 1749

DSN: 922-1001, Ext. 1749FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC N3146490 SAUFLEY FIELD ROADPENSACOLA FL 32509-5237

For enrollment, shipping, grading, orcompletion letter questions:

E-mail: fleetservices@cnet.navy.milPhone: Toll Free: 877-264-8583

Comm: (850) 452-1511/1181/1859DSN: 922-1511/1181/1859FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC N3316490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

NAVAL RESERVE RETIREMENT CREDIT

If you are a member of the Naval Reserve, youmay earn retirement points for successfullycompleting this course, if authorized undercurrent directives governing retirement of NavalReserve personnel. For Naval Reserveretirement, this course is evaluated at 8 points.(Refer to Administrative Procedures for NavalReservists on Inactive Duty, BUPERSINST1001.39, for more information about retirementpoints.)

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Student Comments

Course Title: Military Requirements for Petty Officers Third and Second Class

NAVEDTRA: 14504 Date:

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Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your military status isrequested in processing your comments and in preparing a reply. This information will not be divulged withoutwritten authorization to anyone other than those within DOD for official use in determining performance.

NETPDTC 1550/41 (Rev 4-00)

CHAPTER 1

LEADERSHIP, SUPERVISION, AND TRAINING

Basically the world has three types of people:those who make things happen, those who watchthings happen, and those who don’t know what’shappening. Today’s petty officer must work diligentlyto stay away from the last group and should direct allenergy toward the first two groups. As a leader, youmust look and listen to what is happening within yourwork environment; then, at the right time, you mustmake things happen.

The purpose of this chapter is to help you build abase for self-development. Thus, you can use thisinformation in building your own leadership style. Thefirst section of this chapter tells you about the basics ofleadership. The second section explains therelationship between leadership and human behavior.

Why is this chapter so important? Because theNavy needs professional leaders who have highstandards, who are highly skilled in their roles, andwho are willing to study and learn to achieve their fullpotential. Being a Navy leader has always been atough, demanding, but rewarding job because of thehigh standards and responsibilities involved. Thechallenges facing today’s leader are greater than everbefore.

FUNDAMENTALS OF LEADERSHIP

Learning Objectives: Identify the fundamentals ofleadership. Recall the Navy’s policy to provide leaderdevelopment opportunities and training. Recognize therelationships between leadership and people.

We need men and women who by theirpersonal integrity, their sense of moralpurpose, and their acceptance of therequirement for hard work will exemplify thebest in the leadership traditions of the Navy andof our country.

—Admiral Arleigh A. Burke (USN RET)(Former Chief of Naval Operations,1955-1961)

Fundamentals of leadership is another term forbasic principles of leadership. These terms are usedinterchangeably in many books. They boil down to theart by which a leader influences people to work towarda specific goal. The art of influencing involves

reasoning ability, experience, and personal example.Until you grasp the basics of leadership, you will beunable to apply the more in-depth principles. Forexample, you had to learn to crawl before you learnedto walk, and you had to walk before you learned to run.

Where do leadership basics come from? Whatdetermines their limits or capacities? How do theyrelate to people? These questions are answered in thefollowing paragraphs.

WHERE DO LEADERSHIPFUNDAMENTALS COME FROM?

We learn many fundamentals, or basic principles,from the experiences of our successful leaders; welearn from their mistakes and successes. For example,suppose you saw your leader or supervisor dosomething that ended in negative results. You wouldthen reason that if you repeated the same action in asimilar situation, you could expect the same results. Aschildren pattern their behavior after their parents, wepattern our leadership behavior after people who aresuccessful leaders.

WHAT GOVERNS LEADERSHIPACTIONS?

Every society sets up laws to govern its people.The Navy, being a unique service, is a society withinitself. Navy ships are literally floating cities, and eachship is an individual society within the naval society asa whole. Naval ships have their own form ofgovernment (the chain of command) and a system oflaws that sets their operating limits.

The petty officer, as a leader, fits into this “chain ofcommand” as an official representative of the navalsociety. The petty officer’s job is to be sure his or herleadership actions conform to the rules and regulationsgoverning that chain of command. The publicationsthat govern the rules and regulations of the pettyofficer’s actions are U.S. Navy Regulations, Manualfor Courts-Martial, and Standard Organization andRegulations of the U.S. Navy.

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LEADERSHIP CONTINUUM

It is the Navy’s policy to provide appropriateleader development opportunities and training for allpersonnel throughout thei r careers . Leaderdevelopment is the responsibility of the individual,each Navy command, and the Navy trainingestablishment.

Leadership Training Courses

Personal leadersh ip development is theresponsibility of everyone in the Navy. Individualswho want to get ahead must actively seek to developthemselves as leaders. Seniors must be conscious thatthey are models and must actively guide and encourageleadership development in junior personnel.

With these thoughts in mind, the Navy hasdeveloped the Navy Leadership Continuum. Thisprogram provides career-long progression of leadershipeducation, training, and experience. Leadership courseshave been developed for both officer and enlistedpersonnel to take them from recruitment to retirement.These courses are mandatory at specific careermilestones. Sailors will attend courses upon selection toE-5, E-6, E-7, and Command Master Chief/Chief of theBoat. Successful completion of the course is requiredbefore recommendation for advancement to the nextpaygrade.

The foundation of all the courses follows thesefour themes:

1. Values

2. Responsibility, authority, and accountability ofleadership

3. Unity of command, Navy, and services

4. Total quality leadership

These formal leadership classes will be reinforcedin warfare/specialty pipeline training, all handstraining, and development/professional assignments.

Indoctrination Training

Indoctrination is another essential part ofleadership training. These courses provide informationto members either entering a new paygrade or beingassigned to a new duty station. The following is a list ofthe indoctrination courses:

• Petty Officer Indoctr inat ion Course—mandatory for E-4 selectees before frocking oradvancement

• Chief Petty Officer Indoctrination Course—mandatory for E-7 selectees before frocking oradvancement

• Command Master Chief (CM/C) Course—mandatory 4-day seminar-style course requiredwithin the first 6 months after assignment as aCM/C

• Tailored leadership courses as part of thetraining for recruit company commander (RCC)instructor and Navy career recruiting force

• Navy Command Indoctrination Program—provides command and area-specificinformation to new arrivals; it also reaffirmsNavy values, performance standards, andexpectations

HOW DO LEADERSHIP FUNDAMENTALSRELATE TO PEOPLE?

The most important element of leadership isPEOPLE. The Navy defines leadership as follows:LEADERSHIP IS THE ART OF INFLUENCINGPEOPLE TO PROGRESS TOWARDS THEACCOMPLISHMENT OF A SPECIFIC GOAL.

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Q1. Which of the following terms isinterchangeable with fundamentals ofleadership?

1. Total quality leadership

2. Motivational theory

3. Basic principles of leadership

4. Principles of supervision

REVIEW QUESTION

Q2. When you realize you have made a wrongdecision, admit your mistake, accept theresponsibility, and

1. criticize others for the mistake

2. don’t let subordinates know of yourmistake

3. take steps to avoid repeating the error

4. do nothing else

REVIEW QUESTION

An effective leader recognizes each person as anindividual with different values and beliefs. Suchinfluences as childhood experiences, ethnicbackground, and religious heritage determine anindividual’s personality, values, and beliefs. Becauseof these differences, you should be aware that theactions you take might affect one member of your workgroup differently than another. Your actions could havea positive effect on one person and a negative effect onanother. As a conscientious leader, you should strive toidentify and consider these differences when decidingupon a course of action. By considering theseindividual differences, you will avoid manymisunderstandings and have a more positive influenceon your subordinates. They will respect you as a personwho supports equal opportunity for all. Success comesonly through honest, equal, and thoughtful supervisionof your people. Remember, since people are yourgreates t resource , they are worthy of yourunderstanding and respect.

When you apply the basics of leadership presentedhere, you will have a foundation upon which you canbuild. The leadership structure you build is only asgood as the foundation you lay.

PERSONAL QUALITIES OF A LEADER

You cannot expect your subordinates to maintainhigher standards than you maintain yourself. Youshould set standards for yourself that you expect fromothers—commonly referred to as “leadership byexample.”

People have certain expectations of all leaders.The following are some of the personal qualities ortraits expected of and common to all successfulleaders:

• HIGH STANDARDS OF PERFORMANCE—They believe anything worth doing is worth doing right.They know a lack of high-performance standards resultsin sloppy work. They know sloppy work costs the Navyadditional time, money, and materials; but mostimportant of all, it could cost the loss of a life.

• MORAL COURAGE—They stand up for whatis right, even in the face of popular disagreement. Theyalso accept blame when at fault.

• DEDICATION TO THE NAVY AND THENATION—They are proud to be a part of the UnitedStates Navy and proud to be called Americans.

• ENVIABLE EXAMPLE—They set an examplethat is above reproach. In the areas of conduct,appearance, and military bearing, they show qualitiessubordinates may wish to adopt for themselves.

• INITIATIVE—They have an inward desire thatmotivates them to excel; they also are willing to actwithout orders and to offer well-consideredrecommendations for the improvement of thecommand. People with initiative seek positions ofleadership.

• LOYALTY TO THE CHAIN OFCOMMAND—They remain faithful to the chain ofcommand. They know they cannot expect loyalty fromsubordinates without being loyal to both subordinatesand superiors. Simply stated, we can depend on them tosupport all levels of the chain of command.

• ACCOUNTABILITY—They are accountable,and that quality forms the cornerstone of leadership.They make decisions, good or bad, and accept theresponsibility and consequences for those decisions.

FOLLOWERSHIP

To lead, you must first be able to follow: forwithout followers, there can be no leaders.

—Navy saying

One point we often overlook concerningsuccessful leaders is they were successful followersbefore they became successful leaders.

Understanding the followership role will allowyou to function more effectively when you become aleader. To understand the relationship betweenfollowership and leadership, you should recognize thefollowing facts:

1. Followership and leadership are not opposites.

The idea that followership is the reverse oropposite of leadership is wrong. For example, if aleader is decisive, the reverse says that the follower isindecisive; or if the leader is organized, that thefollower is disorganized. The list is unending, but youcan see that leadership and followership are notopposites.

2. Leaders perform both roles at the same time.

A leadership role and a followership role can be,and usually are, performed simultaneously. Inproviding guidance for the worker, a supervisor isfunctioning as a leader. At the same time, a leader may

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be dealing with higher level supervisors and, therefore,must assume a followership role. You are a connectinglink between the workers and the higher levelsupervisors within the chain of command.

3. Followership and leadership skills are similar.

The skills required of you in a followership orleadership role are similar in many ways. For example,whether you are a leader or a follower, you should striveto create harmony, togetherness, and a sense ofbelonging within your particular work group. At timesboth roles require you to train others in the developmentof technical skills necessary to meet group or missiongoals or both. You can accomplish this training throughon-the-job training (OJT), general military training(GMT), or formal classroom training.

Your role, as a follower or as a leader, determinesthe use of these skills. For example, as a follower youshow harmony (high morale) by your attitude,cooperativeness, and esprit de corps. In the leadershiprole, you show and promote harmony by exercisingsound leadership principles.

Knowing the basics of leadership, having thepersonal qualities of a good leader, and being a goodfollower are all necessary ingredients in the art ofleadership. However, if you haphazardly combinethese ingredients, you will decrease your effectivenessas a leader. To be a good leader, you must blend theseingredients in the proper proportions.

ACCEPTING RESPONSIBILITY

By accepting advancement in rate, you haveexpressed a willingness to accept the responsibilitiesand carry out the delegated authority of your newposition. The “crow” on your sleeve symbolizes thatresponsibility and the authority that goes with thepaygrade.

Exercise of authority is inseparable from anacceptance of responsibility. The granting of authorityhe lps you ful fi l l your ass igned dut ies andresponsibilities.

People unaccustomed to accepting responsibilityare hesitant to make decisions for fear of being wrong.You should recognize that as a natural feeling.However, you must make decisions even if they arewrong on occasion. When you realize you have made awrong decision, admit your mistake, accept theresponsibility, and take steps to avoid repeating theerror. That will increase the respect of others towardyou as a leader.

New petty officers often make two major mistakes;they may supervise too little or too much. Petty officerswho supervise too little may continue to perform theirduties as a specialist, an operator of equipment, or amaintenance technician—and nothing else. You mayfind yourself making the same mistake. You may besticking to your old job and avoiding any effort tosupervise and instruct others in lower rates. You mayeither ignore or be afraid to take over yourresponsibilities of leadership. By making this mistake,you shortchange the Navy and yourself. The Navy didnot advance you to give you more pay for the samework; it expects you to practice your increased skillsand knowledges by supervising and instructing others.

The other mistake made by new petty officers isthat they supervise but do little else. Some people thinksupervision consists of ordering subordinates to do allthe work while they sit back and do nothing. Youshould be as careful to avoid supervising too much asyou should be to avoid supervising too little.Supervisors who won’t dirty their hands on occasionare more of a liability than an asset because moraleproblems are certain to develop.

Now consider some of the broader aspects of yourincreasing leadership responsibilities:

• YOUR RESPONSIBILITIES WILLEXTEND BOTH UP AND DOWN THE CHAIN OFCOMMAND. Both officer and enlisted personnel willexpect you to translate general orders into detailed,practical, on-the-job language even relativelyinexperienced personnel can understand and follow. Indealing with your subordinates, see that they performtheir work properly. At the same time, explain to yoursuperiors any important needs or problems of yoursubordinates.

• YOU WILL BE REGULARLY ANDCONTINUALLY RESPONSIBLE FORTRAINING. Even if you are lucky enough to have ahighly skilled and well-trained work group, you willstill find training is necessary. For example, you willalways be responsible for training lower-ratedpersonnel for advancement and training inexperiencedor poorly trained personnel. You also may need to trainpersonnel for a particular job requiring skills none ofyour personnel have. You will need to conductadditional training when you get new hardware and newpeople who have not been trained on certain equipment.Since these and similar problems will require yourinvolvement in some training, prepare to conductformal and informal training programs.

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• YOU WILL HAVE THE ADDITIONALRESPONSIBILITY OF WORKING IN COORDI-NATION WITH OTHERS. As you advance, you willfind many of your plans and decisions affect manypeople. Some of those decisions may even affect peoplein other divisions or departments. For that reason, youneed to understand the duties and responsibilities ofpersonnel in other ratings. Learn as much as you canabout the work of other ratings. Then plan your work tofit in with the overall mission of the organization.

• AS YOUR RESPONSIBILITIESINCREASE, YOUR ABILITY TOCOMMUNICATE CLEARLY ANDEFFECTIVELY ALSO MUST INCREASE. Thebasic requirement for effective communication is agood knowledge of the language of your rating. Useappropriate and accepted language in speaking and inwriting. Remember that the basic purpose of allcommunication is understanding. To lead, supervise,and train others, you must be able to speak and write sothat others can understand exactly what you mean.

A second requi rement for effec t ivecommunication in the Navy is the use of common Navyterminology. The Navy has standardized some terms toensure efficient communication. For example, port,starboard, bow, stern, overhead, and deck are Navyterms used for specific purposes. When a situationcalls for the use of standard Navy terminology, use it.

Another requirement of effective communicationis the ability to use technical terms correctly. Thecorrect use of technical language will help you toreceive and pass along information accurately and toexchange ideas clearly with others. If you cannotunderstand the precise meaning of the technicallanguage of your work, you will be at a disadvantagewhen you try to read official publications about yourwork. You also will be at a great disadvantage whenyou take the advancement examination for the nexthigher rate. Although you always should use technicalterms correctly, make a special effort to do so whendealing with lower-rated personnel. Since you are theirleader, they look to you for guidance and direction andwill imitate you. Act, talk, and give directions as if youwere on the receiving end instead of the giving end.

• YOU WILL HAVE THE INCREASEDRESPONSIBILITY OF KEEPING UP WITH NEWDEVELOPMENTS. Practically everything in theNavy—policies, procedures, equipment, publications,systems, and so forth—is subject to change and is invarious stages of development. Keep informed of all

changes and developments that might affect your workby reading various instructions, notices, and periodicalsassociated with your technical work.

RELATIONSHIP BETWEEN

LEADERSHIP AND HUMAN

BEHAVIOR

Learning Objective: Recognize the five basic levels of

human need.

Are leadership and human behavior related? Thetwo are definitely related. Actually, human behaviordictates the way you lead your people and alsodetermines your success. Without an understanding ofhuman behavior, you cannot be as successful as youcould be as a leader.

As a petty officer and a leader, study yourpersonnel; try to get to know and understand them.People’s needs or desires dictate how they act atspecific times. For example, suppose one morning younotice one of your technicians seems depressed. Youknow that is not the Seaman’s normal behavior. As aleader you should call your technician aside, showyour concern, and try to help solve the problem, if thereis one. However, do not assume total responsibility forthe problem.

Your concern for your people is important. If youkeep the lines of communication open between youand your Sailors, you cannot help but succeed as aleader. A Sailor with an unresolved problem will notwork to full potential.

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Q3. An effective leader should recognize thatpeople as individuals have different valuesand beliefs.

1. True

2. False

Q4. Which of the following traits is/are commonto all successful leaders?

1. Initiative

2. Dedication

3. Accountability

4. All of the above

REVIEW QUESTIONS

Leadership and human behavior work hand inhand. To be a successful leader, you must understandyour people and work with them to resolve theirproblems. Each of us has needs, and we direct ourenergies to meet these needs as we see fit. Helping yourpeople resolve their problems will result in a unit thatwill operate smoothly and be highly productive.

HUMAN BEHAVIOR

Human behavior is the result of attempts to satisfycertain needs. These needs may be simple tounderstand and easy to identify, such as the need forfood and water. They also may be complex, such as theneed for respect and acceptance.

Why do people act the way they do? Why do somepeople have an easy time, while others have a hard timeadjusting to shipboard life? Why, with an upcomingextended deployment, do some crew members lookforward to visiting foreign ports, while others prefer tostay with the familiar homeport?

Finding the answers to these questions is not easy.In fact, a whole branch of science and psychology hastried to answer such questions but has found nohard-and-fast answers. In general, you could saypeople behave the way they do for a reason. However,the reason may not be clear; in fact, it may not belogical or rational either to you or to the person inquestion.

By observing human behavior, you can gain theknowledge you need to better understand yourself andother people. You can learn why people act and react incertain ways. You can learn how to identify the varioustypes of behavior and needs of people. You also canlearn how to influence the behavior of people so thatthey can see how meeting the needs of the commandwill satisfy their own needs.

Don’t take lightly human behavior and itsapplication to the areas of leadership and supervision.How well you understand and apply the basic conceptscould determine, to a great extent, your success in theNavy. All successful petty officers must have anunderstanding of people’s behavior. If you understandthe needs of your people and help them to satisfy thoseneeds, you will succeed as a leader.

We can reasonably determine an individual’sneeds by understanding basic human needs. We allhave five basic levels of need. Our needs are in order ofimportance, such as our need to relieve pain (survival)is more important than a need to be liked by coworkers

(social belonging). If we satisfy one level, then wework to satisfy the next level of need. This needsatisfaction is an ongoing behavior that determines oureveryday actions.

Now look at the five groups, or levels, of needs andthe definition of each:

1. SURVIVAL—The survival level consists of thebasics we need to sustain life itself; for example,oxygen, food, water, sleep, and relief from pain.

2. SAFETY-SECURITY—The safety-securitylevel involves the need for protection from possiblethreats, such as violence, disease, or poverty. It alsoincludes the need for the security of an adequate job andmoney in the bank.

3. SOCIAL-BELONGING—The social, orbelonging, level concerns the need to be liked andwanted by family, friends, coworkers, and others withwhom we associate.

4. ESTEEM—The esteem level involves ourfeelings of importance. To satisfy our esteem needs, wemust get a feeling of importance from two sources.First, we must have a feeling of importance that comesfrom within; this feeling is self-esteem. Second, sinceself-esteem alone will not satisfy our esteem needs, wemust feel that other people believe we are important.

5. SELF-ACTUALIZATION—Self-actualizationis the full realization of our own potential. Simplystated, that means we know our limits and try toperform, within those limits, to our full potential.

These five levels of needs are acted out inbehaviors. You, as a leader, with an understanding ofthese needs, can help your people satisfy their needsand be more successful.

INDIVIDUAL WORTH

What is an individual worth—not in dollars andcents—but to you, to the Navy, and to the personhimself/herself? You, as a petty officer, will have todetermine that through experience. Every person hasdifferent wants and desires and has a differentemotional makeup. Remember that one trait youcannot change is the emotional makeup of a person, butyou may be able to influence the person or situationtoward a favorable outcome. If you observe how aperson acts, you can often tell how a person feels. Ifyou observe your personnel, you will be able to helpthem adjust to almost any situation.

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Before you can help your personnel adjust tovarious situations, you must show self-control. Thatmeans holding back an impulse to say or do somethinginappropriate in a situation. Self-control does not meanyou never get angry; it means if you do become angry,you control the emotion so you’ll have a better chanceof taking appropriate action.

To be an effective Navy leader, you must believeand trust in your subordinates’ basic worth and abilityto perform. The smart leader approaches subordinateswith posi t ive concern for their growth anddevelopment. While trusting in their basic worth andability to perform is important, be careful not to set upsubordinates for failure by expecting too much. Haveconcern for your subordinates’limitations, and expressyour concern openly and honestly.

Our mission in the Navy is to accomplish ourassigned duties—do our job. If your subordinates havepersonal problems, the job will suffer; know whatresources are available to help them overcome theirproblems. Personnel will look up to you with respectand ask for your advice when you show interest in theirwelfare.

With practice and hard work, you will soon developa knack for knowing the true worth of your people. Youthen can mold them into highly productive Sailors.

LEADERSHIP/SUPERVISORY SKILLS

Learning Objectives: Recall the process used totranslate work requirements into assignments andspecific tasks for work center subordinates. Recall how

to evaluate subordinates’ qualifications to performtasks. Recall how to develop and publish daily workschedules for subordinates. Recognize the need toprovide rating specific expertise to subordinates.Recognize the necessity to coordinate material andsafety requirements. Identify the procedures formaintaining qualification records. Identify the elementsneeded to judge the progress of a job. Recognize theguidelines for giving feedback. Identify reasons forreporting job progress to immediate supervisor.Recognize the necessity for continuous improvement insupport of Department of the Navy’s strategy forimproving mission readiness. Recall how to participateas a continuous improvement team member. Identifythe elements used to evaluate a completed assignment.Recall how to counsel subordinates’ professionalperformance. Recognize reasons for recognizing,reporting, and rewarding subordinate performance.Recognize methods to resolve conflicts or differencesbetween subordinates.

Leadership and supervision go hand in hand.However, although they are closely related, leadershipand supervision are two separate roles. Leadershipconsists of the personality and skill needed to motivateand influence people to do a job. Supervision is the artof making sure the job is done right. Good supervisionrequires good leadership skills.

What makes a person a good supervisor? A goodsupervisor will first break a job down into individualtasks and then ensure all needed materials areavailable. He or she will then assign the tasks to themost appropriate persons. Many people think asupervisor’s job is done at this point; however, thatdefinitely is not the case. Indeed, those actions are onlythe beginning of a supervisor’s job, as you shall see inthe following paragraphs.

BREAK THE JOB INTO TASKS

When your work group is given a job from animmediate supervisor, the first decision you, as aleader, must make is who will do what. Sound simple?Well, it is simple, providing you know the job, how toget it done, and the capabilities of your crew. This is theplanning and organization phase.

Jobs that require more than one person toaccomplish can be broken into smaller tasks or steps.You can then assign each task or step to a differentworker. A definite sequence of events must be followedto do even the simplest job right. For example, look atthe steps involved in painting a bulkhead. First, the

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Q5. What level of human behavior is the mostimportant?

1. Esteem

2. Safety-security

3. Survival

4. Self-actualization

Q6. When dealing with people, you can NOTchange which of the following human traits?

1. Wants

2. Thought processes

3. Skills

4. Emotional makeup

REVIEW QUESTIONS

surface must be sanded (or stripped, if required).Second, the surface should be cleaned of any residuefrom the sanding or stripping. Third, a primer coat andthen the finish coat of paint should be applied. If any ofthese tasks or steps are skipped or done out ofsequence, the job will have to be redone.

ASSIGN TASKS

A good leader ensures each worker understands hisor her part in the job and can do the assigned task.Remember the job of painting a bulkhead discussedearlier? Suppose you assigned a task in that paintingjob to someone who didn’t know the proper way toperform the task. The entire job would suffer, and timeand material would be wasted.

When assigning tasks, you also must consider thedanger to your ship and your workers when anindividual is unaware of safety rules. Wheneverpossible, pair a knowledgeable worker with anuntrained one; that way you get good results on the joband the untrained worker gets trained. If you have notrained workers available, you must conduct training.If the required training is beyond your capability, useyour chain of command to get it from an appropriatesource.

When evaluating your workers’ skills andqualifications to perform a task, use past observationsof work performance, training records, and PersonnelQualification Standards (PQS) records. As mentionedabove, there will be times that you, as an experiencedperson for the job or a senior person in your rate, will beexpected to conduct training. Be sure to providemanuals, instructions, and hands-on experience whenpossible to train your personnel.

It is a good practice to develop a schedule on paperfor yourself and the workers. A good work schedulelists each step of the task to be performed; standards tobe met (time, instruction, military standard, and so on);worker(s) assigned, by shifts if applicable; and anyother pertinent information needed to get the job done.The schedule should be concise and easy tounderstand. It should be given to each worker ordisplayed in the work area for everyone to review.Some schedules are generated automatically for youand you need only fill in any missing information.Information on standards and other areas that will helpyou develop this schedule is presented below.

COORDINATE MATERIALAND SAFETY REQUIREMENTS

Once you, the leader, have planned and organizedevents needed to accomplish a task, then you mustmake sure all required materials are available andsafety precautions will be observed. Having to stopwork while you track down a certain part or piece ofequipment frustrates you, your workers, and yoursuperiors and causes unnecessary delays.

Do not trust your memory on technical matters,especially when they involve safety. During this part ofthe planning phase, refer to appropriate checklists,technical manuals, technical orders, or instructions tomake sure work meets all safety requirements andpersonnel accomplish all required steps. Make sure allrequired safety checks are up to date on all necessaryequipment in accordance with command and Navyinstructions and policies. The 5100 series of OPNAVinstructions provide detailed information relating to awide range of safety concerns.

When getting materials for a job, make sure itemssubject to shelf-life restrictions are current. Ashelf-life item is one you must use or discard within acertain time. Shelf-life dates appear on the containersof these items. Do not use materials with expiredshelf-life dates.

THE PROPER TOOL FOR THE JOB

As you train your workers, insist upon the properuse of the proper tool for any given job. A knife blade isnot a good screwdriver; wrenches are not goodhammers; and screwdrivers are dangerous when usedas chisels or pry bars. Using a tool in an inappropriateway can cause injury to the worker and damage to thetool and the work piece. You are responsible for thewell being of the personnel assigned to you as well as

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Q7. Not understanding the technical language ofyour rate results in which of the followingproblems?

1. Poor communication

2. Failure to advance in rate

3. Misinterpretation of official publications

4. All of the above

REVIEW QUESTION

the condition of the tools in your care. PMS cards,maintenance manuals, and technical orders oftendescribe the proper tool for a specific task. Safetyperiodicals and other Navy publications, such asDeckplate and Maintenance Crossfeed, provide timelyinformation concerning new developments in safety.An excellent source of information concerning propertool use is Use and Care of Hand Tools and MeasuringTools, NAVEDTRA 14256.

PROGRESS CHECKS

As mentioned earlier, you begin a job bydeveloping a plan and organizing the steps and theresources needed. Without a definite job plan andorganized steps, you will have no way to judge theprogress of the job. Answer these five basic questionsbefore you begin:

1. What must be done?

2. Where should it be done?

3. When should it be done?

4. How should it be done?

5. Who should do it?

Having decided on these basic considerations, youcan begin the job. But wait; how are you going to knowwhether you are doing a good job or not? Are you goingto finish on schedule? Will the finished product meetset standards? Standards are the key to answering thesequestions. To keep track of your crew’s progress, youmust measure the progress against some standard.

What is a standard? A standard is a basis by whichyou can compare your performance against theperformance level expected by your chain ofcommand. Standards can consist of specifications fortasks or equipment or a time span allowed forcompletion of a test or action. For example, thesemiannual Physical Readiness Test (PRT) measuresyour physical abilities in strength and enduranceagainst an established standard for your age group andgender.

As a petty officer you will sometimes function as afirst-line supervisor. In that capacity you must be awareof the performance standards that apply to your assignedtasks. Usually either your supervisors or the technicalmanuals or PMS cards that apply to the particular job setthe performance standards. Occasionally you will haveto set your own standards for performance. That maysound difficult; but, actually, we all set standardseveryday. For example, if you decide your car is “cleanenough,” then you have set a personal standard for the

appearance of your vehicle. When you tell your workersa field day is “good enough,” you set a standard they willapply to other jobs. Keep that in mind when you setstandards. Make certain your standards for “goodenough” and “best possible” are the same. A superiorperformer does more than just meet standards. The trueprofessional makes every effort possible to exceedstandards.

STATUS REPORTING

As a leader you will often encounter yourimmediate superiors. There are three basic reasonswhy you would want or need to contact your immediatechain of command. First, you might go to anupper-level supervisor when you need help. Second,you may wish to seek advice when trying to solve anunfamiliar problem. Third, you may be called upon torelay information to your boss. The type of informationyou relay will often involve the status of work inprogress or the mission readiness of your particulararea of responsibility. When called upon to reportinformation to your superiors, be careful to reportaccurate up-to-date information. Don’t stretch thetruth to make your section look better. Often, criticaldecisions have their basis on the reported readiness ofseveral seemingly minor areas. Remember the four“B’s” when reporting to superiors:

• Be on time

• Be accurate

• Be brief

• Be gone

PERFORMANCE FEEDBACK

Performance feedback is evaluative informationabout how a job is performed. The most importantperformance feedback is POSITIVE FEEDBACK.When your people do a good job, tell them. You may beunable to recommend them for a medal or letter of

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Q8. When reporting status to a superior there arefour “B’s” to remember: Be on time, Beaccurate, Be brief, and Be

1. gone

2. courteous

3. formal

4. forceful

REVIEW QUESTION

commendation, but make sure they know youappreciate their good performance. A simple pat on theback, a word of praise, or some other little gestureshows your appreciation for an acceptable or well donejob. In addition, make sure their coworkers know youappreciate their good performance. Place positivecounseling sheets in division folders, and through yourdivision head express appreciation at quarters. Thosetypes of feedback provide informal recognition. Fewthings cost less or accomplish more than a pat on theback.

Rewarding your workers for their good workprovides them positive feedback of what goodperformance is and what is expected of them. Thispositive reinforcement goes a long way in buildingconfidence and trust in the chain of command. A dayoff is also a reward that is much coveted by mostSailors, but one that should be used sparingly and onlyfor continuous good performance. The trouble withusing early liberty or time off from normal workinghours is that it may become expected for any level ofwork or it may not be perceived as a reward for aboveaverage performance. Above average performancemay be rewarded by assigning more job responsibility;just make sure the individual views this assignment as areward. If a worker demonstrates exceptionalperformance, a more formal form of reward may be inorder. A counseling sheet, inserted in the divisionofficer’s personnel record book, outlining theexceptional behavior demonstrated and its effect on thecommand’s mission is a positive reward and can bereferred to when writing the individual’s annualevaluation. Another formal form of rewardingoutstanding performance is one written to recite theindividual’s outstanding performance, the job that wasdone, and its contribution to the mission of thecommand and/or the Navy.

Some examples of formal written rewards are:

• Command Letter of Appreciation (LOA)

• Command Letter of Commendation (LOC)

• Flag LOA

• Flag LOC

• Navy Achievement Medal (NAM)

• Navy Commendation Medal (NCM)

• Sailor of the Month, Quarter, or Year(SOM/SOQ/SOY)

SECNAVINST 1650.1 and local instructionsdetail the requirements for application and submission

of awards. There are many types of individual and unitawards that can be given for outstanding performance.Be creative when giving rewards. It takes only a little ofyour time to write and submit an award that could meanmuch to your workers. Giving an award to asubordinate is a reward to yourself.

The second type of performance feedback isCONSTRUCTIVE FEEDBACK . When yoursubordinates fail to meet established standards, you areresponsible for correcting the problem. Although thatmay sound simple, correcting a problem involves morethan simply informing a worker that his or her work issubstandard and must improve. Often, there is a reasonbehind poor performance. A personal problem,thinking the chain of command doesn’t care, andignorance of standards can all lead to poorperformance. Before jumping on your personnel,observe their work habits, see if they have an obviousproblem, and then try to work with them to solve theproblem. Occasionally, counseling is required. A goodrule of thumb for these situations is to “correct inprivate and praise in public.” Practicing that rule willhelp you avoid embarrassing your subordinates in frontof their peers.

Fol low five basic guidel ines to provideperformance feedback:

1. Always praise good performance or correct poorperformance as soon as possible; delay doesn’tmake a hard job any easier.

2. Praise in public, such as at morning quarters;and correct in private.

3. Look for the reason behind the action; find outwhy someone is not performing up to par.

4. If a problem exists, work with subordinates tosolve the problem. If the problem is your fault,acknowledge and resolve the problem.

5. Try to be aware of what is going on with yourworkers; many times you can avoid problems ifyou see them coming.

Always remember that your workers are people. Ifyou treat them as adults and show respect for them, youwill be amazed at what they can accomplish. That doesnot mean you should allow subordinates to run wild;you must insist on adherence to rules and regulations.Last, but definitely not least, be sure to praise goodperformance. Positive recognition is one of the bestmotivators in a leader’s arsenal.

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EVALUATING PERFORMANCE

One of the hardest tasks you will undertake as anew petty officer is the evaluation of people who justweeks ago were your peers. You somehow must putaside friendships and dislikes and present an honest,professional opinion of a person’s ability to performassigned tasks. When doing that, take note of thesuccesses, failures, and complexity of the tasks. WasSeaman Jones’ work exceptional because of a 100percent success rate on easy jobs? While SeamanSmith was successful only 80 percent of the time, hewas performing tasks normally done by a petty officer.When comparing a person’s performance to that ofothers, you will have to consider those facts.

Your supervisors will occasionally call upon you(or you may find it necessary) to discuss theperformance of your subordinates with yoursupervisors. Generally, that will happen on twooccasions. First, your supervisors may request inputfor a formal performance evaluation or to clarify aworker’s ability. When that situation arises, becompletely honest with yourself and those you areevaluating. Don’t let personal feelings and attitudesblur your professional judgment. Differences ofopinion do not necessarily mean poor performance.Avoid reporting minor problems you can correctyourself through counseling and leadership. Second,you will need to seek help from your supervisor onoccasions when you are unable to correct aperformance or behavioral problem. You also will needto provide a performance evaluation to your superiors

for such occasions. When those occasions arise, hold acounseling session and document the session. Formalperformance counseling requires written statements ofthe problem or deficiency and the steps required toresolve the matter. Remember, the goal is to correct aproblem; and the counseling session is to train, direct,and help the subordinate correct the deficiency. You, asthe leader or counselor, and the counselee sign the formacknowledging the steps to be taken to correct thedeficiency. Then the form is placed in the individual’sdivision or department file.

CONFLICT RESOLUTION

Sailors are capable of developing an almostinfinite variety of problems, which may or may not bejob related. Sometimes friction arises betweenworkers, or a personal problem causes workers to stoppulling their weight. Since these problems ultimatelyaffect the job performance of all your subordinates,they should be of concern to you. In some cases,members may come to you with their problems. Inother cases, you will have to recognize the existence ofa problem and discover its nature on your own. Youshould be able to recognize changes in behavior thatoften signal problems. Some indicators of anindividual’s need for help may be declining jobperformance, changes in attitude, or withdrawal fromfriends and associates. Difficulty getting to work ontime, constant demands on a leader’s time, andrebellion against authority or the system in generaloften indicate personal problems. Do you rememberthe old saying about 20 percent of the people causing80 percent of the problems? You can expect to spend 80percent to 90 percent of your “personnel admin” timeon 20 percent of the people. Your job as a leader is toget 100 percent team effort from your assignedworkers. In the following section you will read aboutcounseling methods that will not only help to resolveconflicts but also assist in other areas where counselingis needed.

COUNSELING

Counseling is a tool a leader uses to help a personexplore, better understand, and find solutions to aproblem. You may be involved with four major types ofadvising and counseling sessions:

• Personal

• Career

• Performance

• Disciplinary

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Q9. Which of the following is not an acceptablesign of appreciation for a job well done?

1. A simple pat on the back

2. Promising an award

3. Positive counseling sheet

4. Meritorious captain’s mast

Q10. What type of feedback is given when jobperformance standards are not being met?

1. Positive

2. Constructive

3. Evaluative

4. Disciplinary

REVIEW QUESTIONS

For each type of session, you should understandthe nature of the problem and the purpose or intent ofthe meeting. You should also understand the desiredresults, actions, or behaviors following a session.Some key counseling points are as follows:

• Perform counseling to solve a problem or tofulfill a need.

• Determine interview goal before meeting.Review available records.

• Give the individual the facts, whether they arepleasant or unpleasant.

• Be a good listener. Be fair.

• Refer the individual to other resources forprofessional help.

• Keep the individual’s problem confidential.

• Help the individual grow in self-understanding.

• DO NOT lose your self control. The resultscould be disastrous.

• DO NOT make promises you can’t keep.

• DO NOT be quick to decide; not all problems aresolvable in a single counseling session.

• DO NOT forget to document formal counselingand have the counseling sheet signed.

When counseling is necessary, no matter what thereason, you should first try to “set the stage.” Whatdoes that mean? If possible, wait until after normalwork hours or at least until a lull occurs in the tempo ofoperations to talk with the individual or individuals.Try to find a quiet place where interruptions will notoccur. You may have difficulty finding a quiet place inmany operating environments, but do the best you can.Your quiet place may be an office or a vacant corner ofthe hangar deck, but try to get as much privacy ascircumstances allow.

Nondirective counseling occurs when you allowyour subordinates to determine the direction of sessions.Your primary task is to listen to what they are saying.Show you are actively listening by reacting to what issaid. Occasionally restate what has been said. Try todevelop a nonevaluative style of listening andresponding. That will encourage individuals to open upand work out frustrations, fears, and worries withoutfear of embarrassment. Often, simply letting people talk

out problems can help them find a solution. Useoccasional, general questions to guide the conversation.Avoid questions that can be answered “yes” or “no.”

Often your counseling efforts will consist of littlemore than providing information, pointing outinfractions, or pointing out failure to use commonsense. How you counsel will depend entirely uponyour personality and the personality of the individualreceiving the counseling. Use common sense indeveloping your approach. At other times you willhave to work a little harder to get to the root of aproblem and help find a solution. When an individualapproaches you with a request for specific informationor your opinion, provided it is of a professional natureand not a personal nature, guide them to a resolution.Exercise caution when expressing opinions, however,as they can become loaded guns if not carefullythought out and expressly worded. If the concern is of apersonal nature, provide them with sources of help.The Navy has trained professionals for this sort of help.We all want to help our shipmates; however, cautionshould be exercised when providing assistance withpersonal matters.

You, as a frontline leader, are the first link inspotting problems. You are in daily contact with theworkers in your unit or division. Be sure you knowhow to spot problems and counsel your workers. Ifyou can’t solve a problem, pass it up the chain ofcommand. If you ignore it, it may grow into a biggerproblem.

Don’t be afraid to seek help when faced with anunfamiliar situation. Your chain of command,chaplain’s office, legal officer, and personnel officeoften can help solve problems or offer advice. Beaware of the resources available to you. The moraleand job performance of your people depend on yourability to manage human resources. Unless you makea conscious effort to develop that ability, yourleadership will never reach its full potential.

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Q11. Which of the following is not a type of

advising and counseling session?

1. Personal

2. Career

3. Performance

4. Improvement

REVIEW QUESTION

PERSONNEL QUALIFICATIONSTANDARDS

Personnel Qualification Standards (PQS) is acompilation of minimum knowledge and skillsnecessary to qualify for a specific watch station,maintain specific equipment, or perform as a teammember within a unit. The PQS program is not astand-alone training program but provides a keyelement of a well-structured and dynamic unit-trainingprogram (OPNAVINST 3500.34). PQS is used in theaviation and surface communities, but is not applicableto nuclear propulsion or the fleet ballistic missileweapons systems.

It is the individual Sailor’s responsibility tomaintain and complete the sign-off pages of PQS sheets.Your responsibility will be to help guide the individualthrough the program. This guidance involves keeping anaccurate record of their progress through a point system.There are two methods of record keeping—hard copy(chart) and automated data processing (computer). Eachmethod is valid, and the method used is dictated by thecommand. Regardless of which method is used, thesame information is entered for tracking the individual’sprogress. For detailed information, consult thePersonnel Qualification Standards (PQS) ManagementGuide, NAVEDTRA 43100-1.

CONTINUOUS IMPROVEMENT

A major problem facing the armed services todayis the lack of money. Our budgets are not going toincrease in the near future. Indeed, they will probablycontinue to shrink. Although our present system ofdoing business is adequate, it will not allow for manyimprovements in production. We have done anexcellent job with our present system. To make ourdollars go further will mean a change in the way we dobusiness.

Today’s leaders must set their sights on improvingthe entire system. Increased productivity and betterquality through leadership is the primary goal of thecontinuous improvement program.

The focus of continuous improvement is theprocess by which work gets done. The person mostfamiliar with the process is the individual workerresponsible for making it work. Often, a process iseither unwieldy or just plain unworkable. In a rigidbureaucracy, it is nearly impossible for workers topersuade upper levels that there is a need to changeprocedures. Under continuous improvement, leaders

are responsible for making job improvementsuggestions as easy as possible for workers.

Supervisors and managers should monitor the workprocess so that they can respond to suggestions from thework force concerning unworkable procedures. Sailorsare good at coming up with nonstandard (but workable)solutions to problems. In some cases, those solutionsresult in unsafe practices; however, they often areextremely practical. We must develop the ability to findimprovements and include them into standardprocedures; doing so serves a dual purpose. First, itmakes sure the recommended improvement is easy touse and meets all applicable standards. Second, it makesthe improved method available to everyone involved inthe process. Total quality leadership is a practicalapplication of “working smarter, not harder.”

A popular myth among military leaders is thatincreased quality results in increased costs anddecreased productivity. In reality, improved qualityultimately results in decreased costs and increasedproductivity. How can that be? A focus on qualityextends the time between failures in equipment andimproves the efficiency of our operations. It reducesrework requirements as well as the need for specialwaivers of standards. It also reduces mistakes andproduces monetary savings through more efficient useof scarce resources.

Continuous improvement has several directbenefits:

• Increased pride of workmanship amongindividual workers

• Increased readiness

• Improved sustainability because of extendedtime between equipment failures

• Greater mission survivability

• Better justification for budgets because of moreefficient operations

• Streamlined maintenance and productionprocesses

The essent ia l ingredient of cont inuousimprovement success is leadership involvement.Management controls the process that accomplishesthe mission. Quality, however, is in the hands of theworkers who do the job. Leaders, therefore, must driveout the natural fear of change and innovation that ispart of most people’s basic psychology. Total qualityleadership requires acceptance and a total effort fromthe top down.

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TRAINING SUBORDINATES

Learning Objectives: Recall the duties andresponsibilities of the training petty officer. Recognizethe importance of training subordinates. Recallinstructional methods and techniques. Recall theprocedures for using training aids. Recall the commandtraining team (CTT) process.

Have you ever asked yourself, “What is the bestand most effective way to train my people?” Well, agood way to start is to review the guidelines andtraining policies stated in OPNAVINST 3120.32,Standard Organization and Regulations of the U.S.Navy, chapter 8.

The more senior a petty officer, the greater his orher responsibilities are for training. As a second classpetty officer, you need to know various techniques forconducting a proper and effective training program.Inadequate training practices can affect the operationalreadiness and performance of your command.

Training is one of the most important challengeswe face as petty officers. We can expect topperformance from our Navy personnel only when theirknowledge and skills are up to the requirements of theirbillets. The better trained our Sailors are, the moreproductive they will be. Informal training iscontinuous, such as on-the-job training (OJT), PQS,and counseling sessions. Additionally we enhance oursubordinates’ knowledge and skills through moreformal training programs. This section covers basicfeatures and requirements of training and instructionalmethods and techniques.

Training is the process of imparting knowledge topeople so that they become capable of performing theirassigned duties in an acceptable manner. Training also

is used to qualify people to perform in positions ofgreater difficulty and responsibility.

RESPONSIBILITIES OF A TRAININGPETTY OFFICER

As a petty officer second class, you are required tobe able to perform the duties and responsibilities of atraining petty officer. This assignment most likely willbe a collateral duty. You will assist in administeringtraining within your assigned area. Some of the dutiesand responsibilities of a training petty officer are asfollows:

• Assist in planning, developing, and coordinatingthe training program.

• Develop monthly training schedules.

• Provide and/or assign instructors to givetraining.

• Provide training to assigned instructors inmethods of instruction to be used for a lesson.

• Oversee preparation of training materials. Assistin advancement training for personnel.

• Observe training/instructors to ensurerequirements are met.

• Maintain training records.

• Keep personnel informed of PQS and trainingprogress by using records such as charts andgraphs.

• Inform personnel of fleet and service schools.

• Provide information on Navy and DANTEScourses, and aid in applying for courses.

For further detailed information on the duties andresponsibilities of a training petty officer, consult theStandard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32.

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Q12. Why should improvements under thecontinuous improvement program bestandardized?

1. To make the improvement availableto everyone

2. To recognize the individual that cameup with the improvement

3. To reduce expenditures for similar tasks

4. To maintain the improvements withinthe command

REVIEW QUESTION

Q13. What is one of the most important challengeswe face as petty officers when dealing withsubordinates

1. Training

2. Scheduling

3. Production

4. Administration

REVIEW QUESTION

INSTRUCTIONAL METHODSAND TECHNIQUES

All methods of instruction can be classified astelling, lecturing, or discussing; showing ordemonstrating; or any combination of these. Often thebest way of teaching combines the various methods.You must decide which methods to combine and theemphasis to place on each unless the curriculum itselfdictates the combination needed. In making thatdecision, consider (1) the nature of the trainees, (2) thesubject matter, and (3) the time limitations.

Lecture Method

The lecture is still the most frequently used methodof instruction. However, presenting a lecture withoutpausing for interaction with trainees can be ineffectiveregardless of your skill as a speaker. The use of pausesduring the lecture for direct oral questioning createsinteract ion between ins t ructor and tra inee .Unfortunately, when classes are large, the instructorcannot possibly interact with all trainees on each point.The learning effectiveness of the lecture method hasbeen questioned because of the lack of interaction.However, its use continues as a means of reaching alarge group at one time with a condensed, organizedbody of information. Providing trainees with lessonobjectives before the lecture will enable them to listenmore effectively. It will help them to take concise, briefnotes concerning the objectives, rather than writingfeverishly throughout the lecture.

The lecture method will be presented first becausethe techniques involved serve as the basis for othermethods of training. Those techniques apply not onlyto lectures but also to many other kinds ofpresentations in which oral explanations play asecondary, but important, role. Every method dependson oral instruction to give information, to arouse

attention and interest, and to develop receptiveattitudes on the part of the trainees. Therefore, as aninstructor, organize your oral presentations with thefollowing techniques in mind:

1. Maintain good eye contact. As you speak, shiftyour gaze about the class, pausing momentarily to meetthe gaze of each trainee. Make the trainees feel that whatyou have to say is directed to each of them personally.Your eyes, as well as your voice, communicate to them;and their eyes, facial expressions, and reactionscommunicate to you. Watch for indications of doubt,misunderstanding, a desire to participate, fatigue, or alack of interest. If you are dealing with young trainees,you sometimes may need to remind them that they mustgive undivided attention to the instruction.

2. Maintain a high degree of enthusiasm.

3. Speak in a natural, conversational voice.Enunciate your words clearly. Make certain the traineescan hear every spoken word.

4. Emphasize important points by the use ofgestures, repetition, and variation in voice inflection.

5. Check trainee comprehension carefullythroughout the presentation by watching the faces of thetrainees and by questioning them.

Observing facial expressions as an indication ofdoubt or misunderstanding is not an absolute way ofensuring trainee comprehension. Some trainees mayappear to be comprehending the subject matter when,in reality, they are completely confused. Trainees whoare in doubt often hesitate to make their difficultyknown. They may hesitate because of natural timidity,fear of being classified as stupid, or failure tounderstand the subject matter well enough to explainwhere their difficulty lies.

Frequently ask if the class has any questions, thusgiving the trainees an opportunity to express anydoubts or misunderstandings on their part. Based onyour personal knowledge and past experiences, askspecific questions about those areas that might givetrainees the most trouble. Some instructors make themistake of waiting until the end of the presentation toask questions. The best time to clear away mental fog iswhen the fog develops. Mental fog tends to create amental block that prevents the trainee fromconcentrating on the subject matter being presented.(Later in this section you will find techniques related toasking questions, calling upon trainees to answerquestions, and evaluating answers.)

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Q14. Which of the following is not a responsibilityof the training petty officer?

1. Develop monthly training schedules

2. Oversee preparation of training materials

3. Maintain training records

4. Assign personnel to fleet and serviceschools

REVIEW QUESTION

6. Instruct on the class level. Use words,explanations, visual illustrations, questions, and the like,directed to the needs of the average trainee in the class.

7. Stimulate trainees to think. Think, as used here,refers to creative thinking, rather than a mere recall offacts previously learned. You can use a number ofinstructional devices for stimulating trainee thinking.Among those devices are thought-provoking questions,class discussions, problem situations, challengingstatements, and rhetorical questions (a question towhich no answer is expected). Another device is the useof suggestions, such as “I want you to think along withme” and “Consider your reaction to this situation.”

Discussion Method

Discussion methods are effective in getting thetrainees to think constructively while interacting withthe rest of the group. Conduct discussions with large orsmall groups; however, small groups are moredesirable. You can control and direct a small groupmore easily than you can larger groups of 10 or moretrainees. If a group is extremely large, break it intosmaller groups or teams with a discussion leader foreach team.

The use of the terms class discussion and directeddiscussion in this text refers to methods in which youfacilitate verbal exchange in the class. To use thesemethods, first lay a suitable foundation for thediscussion by asking one or more challengingquestions. Then stimulate the trainees to discuss thebasic questions; finally, guide the discussion to alogical conclusion.

In the directed discussion, you act as the chairmanor moderator. As a result of your questions,suggestions, and redirection of ideas, the trainees in theclass become genuinely interested in exploiting allangles of the central problem. They forget the normalclassroom restraints and begin to talk to each other asthey would when carrying on an ordinary conversation.A true class discussion requires a trainee-to-traineeinterchange of ideas. An instructor-to-traineein terchange of ideas dur ing a typica lquestion-and-answer period is not a class discussion.

To conduct a class discussion, you must makemore extensive and more thorough preparations thanyou would for a lecture. Although the trainees supplythe ideas, you must have a thorough knowledge of thesubject matter to be able to sift out pertinent ideas. Beaware of ideas that may lead the trainees off on atangent; steer the discussion away from those ideas.

Guide the trainees away from irrelevant ideas andtoward the desired goals without dominating thediscussion.

You can adapt some ideas to discussions moreeasily than other ideas. The most easily adaptable areasrequire trainees to compare, contrast, and weigh facts,concepts, and ideas. They also require trainees to solveproblems, particularly those dealing with humanrelations, and to glean hidden or obscure informationfrom scattered sources. To receive full benefit from thediscussion, the trainees should have some previousfamiliarity with the subject matter. They could befamiliar with the subject matter as a result of outsidereading, prior Navy training and experience, or civiliantraining and experience.

To help make the class discussion a success, arrangethe classroom in such a manner that you are a part of thegroup. If possible, arrange for the group to sit around atable so that all of the trainees can see each other andyou. Use the discussion method only when classes aresmall enough to allow everyone a chance to take part.

Use the following techniques in conducting aclassroom discussion:

• Build a background for the discussion. Thedevelopment of an appropriate background tends tofocus the trainees’ attention upon the central problemand limits the problem to an area that can be covered in areasonable length of time. An appropriate backgroundalso creates interest in the solution of the problem.

• Ask thought-provoking discussion questions.

• Ask questions to keep the discussion in bounds,to bring out the desired aspects of the main problem, andto guide the discussion toward the desired conclusion.

• Encourage the timid, restrain the talkative, andmaintain a standard of discipline in keeping with thematurity level of the trainees.

• Be willing to accept, temporarily, an incorrectidea. A hasty “No!” or “You’re wrong!” can bringsudden death to any discussion.

• Avoid expressing your own ideas until thetrainees have had ample opportunity to express theirideas.

• Summarize the discussion at intervals. Use thechalkboard for this purpose. Give due credit to thetrainees for their contr ibut ions. Clear upmisunderstandings and emphasize correct ideas.

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Demonstration Method

Use the demonstration or “doing” method toteach skil ls . Demonstrate, step-by-step, theprocedures in a job task, using the exact physicalprocedures if possible. While demonstrating, explainthe reason for and the significance of each step. To beeffective, plan the demonstration so that you will besure to show the steps in the proper sequence and toinclude all steps.

If you must give the demonstration before a largegroup or if the trainees might have trouble seeingbecause of the size of the equipment involved, useenlarged devices or training aids. When practical,allow trainees to repeat the procedure in a “hands on”practice session to reinforce the learning process. Byimmediately correcting the trainees’ mistakes andreinforcing proper procedures, you can help them learnthe task more quickly. The direct demonstrationapproach is a very effective method of instruction,especially when trainees have the opportunity to repeatthe procedures.

TECHNIQUES USED IN THEDEMONSTRATION METHOD.—The basicmethod of instruction for teaching skill-type subjectmatter is the demonstration-performance method ofinstruction. This method is recommended for teachinga skill because it covers all the necessary steps in aneffective learning order.

The demonstration step gives trainees theopportunity to see and hear the details related to theskill being taught. Those details include the necessarybackground knowledge, the steps or procedure, thenomenclature, and the safety precautions. Therepetition step helps the average and slow learners andgives the trainees an additional opportunity to see andhear the skill being taught. The performance step givesall trainees the opportunity to become proficient. Inshort, this method is recommended because it leavesnothing to chance.

For convenience, the techniques for impartingskills are presented in steps, rather than activities.When setting up an instructional plan, understand thatyou don’t have to follow these steps in the sequencepresented; instead choose the steps in the sequencebest suited to the needs of the trainees. Although youwill always include a demonstration step and aperformance step, you must use judgment in selectingtechniques to make the various steps effective.

GENERAL HINTS.—Make every effort to gettrainees to observe correct procedures the first timethey try a new task. The most effective learning resultswhen trainees use a skill immediately after you havetaught it. So as soon as you teach trainees to do a job,have them practice the skill.

Teaching applicable safety precautions isespecially important. Teach a safety precaution justbefore reaching the point in your demonstration whereit applies. State the reason for the precaution so that thetrainees will understand the need for compliance.

Patience is a virtue for any petty officer. If it doesnot come naturally to you, you must train yourself to bepatient. A slow learner may never acquire theknowledge or skill you are trying to impart if you areimpatient.

Avoid sarcasm toward a bungler; that person maybe trying harder than you suspect. Nothing exhauststhe patience of the expert as much as the fumblingattempts of a beginner; however, the instructor mustpatiently demonstrate and explain until the traineeacquires the needed competence. “Good instruction”means a more effective crew, and such an asset justifiesany amount of patience.

If you find that your trainees have not learned whatyou tried to teach them, do not react as if they disobeyedorders. If trainees do not understand a certain lesson oroperation, that could indicate a poor job of teaching. Theold saying, “If the learner hasn’t learned, the teacherhasn’t taught” might apply in some situations.

RELATED TECHNIQUES

You can use instructional techniques with any of theabove methods. These techniques include the use of thelesson summary, oral questioning, and training aids.

Lesson Summary

The term summary as used here refers to that partof the lesson in which the instructor reviews thematerial covered. When summarizing, keep in mindtwo major aims. First, you want to help the traineesidentify and organize the subject matter. Second, youwant to assist the trainees in understanding and, wherenecessary, in memorizing the subject matter. Use thefollowing techniques in summarizing a lesson:

• Introduce the summary properly.

• Summarize the subject matter thoroughly. Planthe summary so that it assists the trainees in organizing

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the important subject matter into a form more easilylearned. Review the actual subject matter, not just thetopic, thoroughly enough for the trainees to gain anadequate understanding of the subject. Having thetrainees review the topics (class notes) will aid them inunderstanding the subject.

• Avoid a strictly oral summary, if possible.Remember, if you need training aids to make the rightkind of lesson presentation, then you also need them forthe right kind of summary.

• Summarize at appropriate intervals. If the lessonis long, for example, 2 or 3 hours in duration, you wouldbe wise to summarize at the end of each period or at theend of each significant area of subject matter. Traineeswill absorb short summaries better than an unduly longsummary at the end of the complete lesson.

Oral Questioning

Enough emphasis cannot be placed on theimportance of questioning in any teaching situation.Often the difference between a dull, boring lecture anda lively discussion is only a matter of somewell-planned, well-directed oral questions. The abilityto direct thought-through questioning is recognized asone of the most valid proofs of teaching skill. A directrelationship exists between your success as aninstructor and the quality and quantity of oralquestioning you use in teaching. Therefore, you willfind the following techniques of invaluable use to you,as an instructor:

• Stimulate trainee thought. Ask questions thatcall for the application of facts, rather than just factsalone. Facts easily can be committed to memory andrequire little or no thought on the part of the trainee.

• Establish a level of instruction. Ask questionsthat require trainees to comment on previous experiencein the subject matter you are going to teach. By asking aseries of oral questions, you can determine the trainees’level of knowledge in a particular subject matter. Thatinformation will enable you to determine the level atwhich you should begin instruction.

• Arouse interest. Asking a general question, suchas “How many of you have fired a .50-caliber machinegun?” or “How many persons died on the highways lastyear?” will serve to clear trainees’ minds of anyextraneous thoughts. Such questions aid in motivatingtrainees, as they mentally search for an answer. This

type of questioning usually is used to generate interestin a large block of subject matter, usually a lesson as awhole.

• Focus the trainees’ attention. By asking aquestion about a particular part of a model, mock-up,chart, demonstration piece, or chalkboard drawing, youcan direct the trainees’attention to that immediate area.

• Review the subject matter. Devise questionsrequiring trainees to solve problems that will providethem with an opportunity to apply knowledge. Again,ask questions that emphasize the ability to reason andnot the ability to recall mere facts.

• Drill on the subject matter. To help traineesremember certain facts, figures, shapes, formulas, andso forth, use preplanned oral questions to reinforce asubject matter in the trainees’ minds. This techniqueeventually will lead to the trainees’ mastery of thesubject on which they are being drilled.

• Check for comprehension. Ask questionscovering the main points of the lesson to detect andcorrect errors in thinking and to locate areas you need toreteach.

• Increase trainee participation. Encouragetrainees to take an active part in the instruction byallowing them to both answer and ask questions.

• Increase trainee learning. Encourage trainees toask questions to help them learn. Trainees rememberinformation longer if the material is given as answers totheir own questions.

• Develop communication skills. Allow trainees toask and answer questions to improve their speakingskills. Active involvement in the class discussionincreases their listening skills. Asking and answeringquestions helps trainees organize their thoughts.

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Q15. During a class discussion, what questioningtechnique should be used?

1. Yes or no

2. Thought provoking

3. Closed ended

4. Intimidating

REVIEW QUESTIONS

TRAINING AIDS

To get the best results from training aids, use the

following procedures:

• Always preview the aid. Look at the film, listen tothe recording, examine the chart, and check the visibilityof the chalkboard drawing before the instruction period.Never lose valuable instruction time and waste the timeof the trainees by stopping instruction to learn how to useor adjust an aid. During your preview, check for pointsthat need clarification or emphasis.

• Select and prepare aids that emphasize orillustrate points in the lesson. Rarely, if ever, use aidsonly because they are pretty or nice to look at. Test theusefulness of an aid by asking yourself what importantpoints it reveals or clarifies.

• Plan how and when you will use aids during thelesson. Mount or prepare the aid, but do not expose it inadvance. Exposed aids may distract the group’sattention from other steps in the lesson.

• Plan how you will introduce and what you willsay about an aid. Provide time for the trainees to view,listen to, examine, handle, or operate the aid. However,don’t expect them to listen to you at the same time theyare reading or studying the aid.

• When possible, have a trainee take over as theinstructor by going through the explanations and stepsyou have given. That will help clear misconceptions andkeep the trainees’ attention.

• Be sure every trainee can see and hear the aid andhas the opportunity to handle it if required.

• When using an aid, stand so that you do not blockthe trainees’ view; use a pointer to locate parts on theaid; and above all, talk to the trainees, not to the aid.

COMMAND TRAINING TEAM

There are vital mandatory training needs that aregiven command wide for the purpose of informing andkeeping everyone up to date on areas such as firefighting, safety, personal rights, responsibilities, andequal opportunity issues and policies. Training teamsare formed in the command to accomplish thismandatory training mission. The command trainingteam (CTT) consists of command personnel trained topresent the Navy Rights and Responsibilities (NR&R)workshop.

All personnel must attend an NR&R workshopwithin 90 days of reporting to a new permanent dutystation. Commands must conduct training frequentlyenough to keep the class size below 20 people. Alllesson topics follow an NR&R workshop course guideprovided by the Chief of Naval Education and Training(CNET). Everyone fills out a critique sheet as a meansof feedback on workshop effectiveness. Commandshold an all-hands NR&R workshop annually. Theannual workshop includes sexual harassmentprevention training, review of the latest Navy equalopportunity (EO) policies and the Navy EO climate,and a forum for discussing Chief of Naval Operationsand command-specific issues. The annual workshop,held in conjunction with the annual EO commandassessment, uses a training guide provided by CNET.

Prospective CTT members receive formal trainingin conducting NR&R workshops. They receive thetraining from a CNET activity, mobile training team(MTT), or by an equal opportunity program specialist(EOPS) from a major command or staff. The followingguidelines apply to the CTT:

• Each Navy command, except those with lessthan 50 military personnel, appoints a CTT consistingof a minimum of two members in paygrade E-6 or abovewho are trained in conducting NR&R workshops.Minimum CTT size is as follows:

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Q17. Training aids should be in plain view whenclassroom instruction begins.

1. True

2. False

REVIEW QUESTIONQ16. After instruction, when the trainee is requiredphysically to repeat the steps in a procedure,what method of teaching should have beenused by the instructor?

1. Telling

2. Lecturing

3. Demonstrating

4. Discussing

• Commands with less than 50 military personnelhave no requirement to have a formally trained CTT ifthey can arrange to participate in the NR&R workshopsof a host or neighbor command. They still areresponsible for addressing command-specific issuesand policy updates.

• Commands must document formal training as aCTT member in the Sailor’s service record.

• Members of the CTT who are inactive in the CTTprocess for over 24 months must repeat the formaltraining.

• Members of the CTT should complete the EqualOpportunity in the Navy nonresident training course(NAVEDTRA 13099-E) within 3 months of assignmentto the training team.

• Prospective CTT members must have a minimumof 18 months remaining from their assignment datebefore their planned rotation date (PRD).

SUMMARY

In today’s Navy with resources at a minimum, thepetty officer is called upon even more to be a front-lineleader. Petty officers must be skilled in work centerleadership/supervision, especially in the areas of jobplanning, counseling, training, and motivatingsubordinates. The rights and responsibilities of all Navypersonnel are important and are emphasized by effectiveleadership. The extent to which you, as a Navy leader,apply leadership skills depends partially on your level inthe chain of command or your specific job situation.

Some skills, for instance, are more important for a pettyofficer than for a commanding officer; nevertheless, allare important for effective leadership.

Whatever the job or situation, you exhibit betterleadership skills when you have pride in yourself, theNavy, and your country. You also exhibit betterleadership skills when you act in a professional mannerin your rating and in your role as a leader. Suchtraditional Navy values as honesty, respect, and trustare NOT dead. They are alive and well—they are seenin the Navy’s most effective leaders.

As a petty officer, you will sometimes be in asupervisory position. You will have the responsibilityto understand your people’s needs and to help themmeet their needs while helping to achieve the Navy’smission. Because you have a great influence on yourpeople, you should strive to be a strong, positiveinfluence that will aid in their growth.

Being a leader entails many different skills.However, most of those skills involve pride,professionalism, and an understanding of thoseworking for you. Only through diligent study and hardwork will you rise from one of the crowd to become atrue Navy leader.

REFERENCES

Management Fundamentals: A Guide for Senior andMaster Chief Petty Officers, NAVEDTRA 10049,Naval Educat ion and Training ProgramManagement Support Activity, Pensacola, FL,1990.

Personnel Qualification Standards (PQS) ManagementGuide, NAVEDTRA 43100-1, Chief of NavalOperations, Washington, DC, 1991.

Personnel Qualification Standards (PQS) Program,OPNAVINST 3500.34E, Chief of NavalOperations, Washington, DC, 2000.

Petty Officer Indoctrination Course, Student’s Journal,NAVEDTRA 38200, Naval Education and TrainingProgram Management Support Activity, Pensacola,FL, 1993.

Standard Organization and Regulations of the U. S.Navy, OPNAVINST 3120.32C, Chief of NavalOperations, Washington, DC, 1994.

Use and Care of Hand Tools and Measuring Tools,NAVEDTRA 14256, Naval Education and TrainingProgram Management Support Activity, Pensacola,FL, 1992.

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Q18. After what inactive period of time mustmembers of the CTT repeat formal training?

1. 12 months

2. 18 months

3. 24 months

4. 30 months

REVIEW QUESTION

COMMAND SIZE CTT

50 — 100 2

101 — 200 3

201 — 300 4

301 — above 5

REVIEW ANSWERS

A1. (3) The term fundamentals of leadershiprefers to the art of influencing people to worktoward a specific goal.

A2. (3) A successful leader will neither criticizeothers for his or her mistake nor hide thismistake from subordinates. Taking steps toavoid repeating the error is the appropriateaction when an error has been committed.

A3. (1) Since an individual’s values and beliefsare influenced by childhood experiences,ethnic background, and religious heritage, aneffective leader should take these differencesinto account in his or her leadership.

A4. (3) Initiative, dedication and accountabilityare traits that are common to all successfulleaders.

A5. (3) Survival consists of the basics we need tosustain life, thus it is the most important levelof human behavior.

A6. (4) Every person has different wants anddesires; therefore, he or she has a differentemotional makeup that cannot be changed.

A7. (4) Without a proper understanding of thetechnical language of your rate, you will beunable to communicate effectively, and willmisinterpret official publications. Theseproblems will affect your advancement.

A8. (1) When reporting status, do not stretch thetruth nor take up more of your superior’s timethan is absolutely necessary.

A9. (2) You should never promise an awardbecause awards come through the chain ofcommand.

A10. (2) Constructive feedback is used help theindividual improve his or her performance.

A11. (4) The four types of advising and counselingsessions are personal, career, performance,and disciplinary.

A12. (1) Improvements under the continuousimprovement program should be standardizedto make the improvements available toeveryone. Standardization results in ease ofuse and will meet all applicable standards.

A13. (1) Top performance from our Navypersonnel can be expected only when theirknowledge and skills are up to therequirements for their billets.

A14. (4) Assignment to fleet and service schools isnot the responsibility of the training pettyofficer. This decision is made by the Sailor’schain of command.

A15. (2) By using thought-provoking questions in aclassroom discussion, all participants areencouraged to voice their opinions andthoughts about the material.

A16. (3) Procedures that will be physicallyrepeated by a trainee require a physicaldemonstration in order for them to observeand later perform the procedure.

A17. (2) Exposed training aids may distract thegroup’s attention from other steps in thelesson.

A18. (3) Members who are inactive in the CTTprocess for a period of 24 months must repeatformal training.

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CHAPTER 2

MILITARY JUSTICE AND BEARING

Every state and city in the United States has lawsagainst murder, robbery, and assault. There also arelaws for safety, traffic safety, fire prevention, and thegood order of the populace. To discouragelawbreakers, federal, state, and local governments setup penalties that are proportionate to the crimescommitted. The penalties range from fines for minorinfractions of the law, to long-term jail sentences foroffenses such as robbery, assault, or manslaughter, toexecution for murder.

The Navy is no different. We have laws andregulations to govern us in much the same way as thegovernments mentioned above govern civilians. Forexample, we punish crimes of theft, assault, andmurder as severely as the civilian community. Inaddition to those regulations, the Navy has laws thatare peculiar only to the military establishment.

The laws and regulations that govern us in theNavy exist to help, not hinder, us. In any organization,discipline and justice are essential. In this chapter, youwill be presented with material about proper militaryconduct, discipline, punishment, justice, and uniformregulations in the United States Navy.

PETTY OFFICER’S AUTHORITY

Learning Objectives: Recognize the differencebetween general authority and organizational authority.Recall nonpunitive measures available to supervisors.

Authority is a necessary leadership tool. However,it can never take the place of strong, positiveleadership. When you make petty officer third classand later when you advance in rate as a petty officer(PO), you often will need to consider your authorityand the effect your use of it will have on the people forwhom you are responsible.

Authority ties directly to your duties andresponsibilities. The exercise of authority links to youracceptance of responsibility. You are given authorityonly to support you in carrying out your assigned duties

and responsibilities. You have “general authority” as apetty officer by virtue of your position in the Navyorganization, and you have “organizational authority”by virtue of the particular billet you are holding.

GENERAL AUTHORITY

Your general authority as a PO stems from article1037 of U.S. Navy Regulations (Authority of WarrantOfficers, Non-Commissioned Officers and PettyOfficers). Article 1020 (Exercise of Authority) givesyou the right to exercise authority over all personssubordinate to you. Article 1132 (Compliance withLawful Orders) charges subordinates to obey theirsuperiors.

ORGANIZATIONAL AUTHORITY

Petty officers derive their organizational authorityfrom their assigned billets within a particular command.This command organizational structure comes fromStandard Organization and Regulations of the U.S.Navy. That Navy instruction provides regulations andguidance governing the conduct of all members of theNavy. It also specifies the individual duties andresponsibilities of personnel within a unit organizationfrom the commanding officer down to the messenger ofthe watch. Articles 1020 and 1037 of U.S. NavyRegulations grant officers, warrant officers, and pettyofficers the authority needed to perform their duties.

Authority includes the right to require action ofothers. We direct the actions of others by oral or writtenorders that are subject to general limitations. Ordersmust be lawful since subordinates are required to obeylawful orders only (article 1132, U.S. NavyRegulations). We must not characterize orders withtyrannical or capricious conduct (an erratic change inbehavior) or by abusive language (article 1023, U.S.Navy Regulations). Since authority is given only tofulfill duties and responsibilities, we need to delegateonly as much organizational authority as necessary to

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Ever since the beginning of navies, there have been laws peculiarlyapplicable to the sea and seafaring people.

—Rear Admiral Albert E. Jarrell, USN

fulfill those duties and responsibilities. Delegationshould never be made beyond the lowest level ofcompetence. Limitations, therefore, may be set bycommand.

LAWFUL ORDERS

An order must be lawful. Any order imposingpunishment outside the framework of the UniformCode of Military Justice (UCMJ) is unlawful.Punishment may only be through the judicial processor nonjudicially through article 15 of the UCMJ(commanding officer’s nonjudicial punishment).However, petty officers may take certain measures tocorrect minor infractions that do not merit punishmentunder article 15 of the UCMJ. The followingnonpunitive measures are available to supervisorsthrough their commanding officers.

Extra Military Instruction

Extra military instruction (EMI) is a type of militaryduty used to correct a deficiency of an individual. EMI isa nonpunitive measure approved by the Manual forCourts-Martial and outlined in the Manual of the JudgeAdvocate General. EMI is a training device intended toimprove efficiency of a command or unit. EMI isintended as a corrective measure. Therefore, you mustgive EMI with the intention of correcting a deficiency inperformance of military duty, not with the intention ofsubstituting it for punitive action under the UCMJ. EMImust have a logical relationship to the deficiency youare correcting.

The duration of EMI is only for the period requiredto correct the performance deficiency. Normally, EMIassignments are for no more than 2 hours per day. EMI isdone at a reasonable time outside normal workinghours. Its purpose is not to deprive a member of normalliberty. EMI is not to be done on a person’s Sabbath. Amember who has entitlement to liberty may beginnormal liberty upon completion of EMI. The authorityto assign EMI rests with the commanding officer, butdelegation of the authority to assign EMI may be part ofa normal supervisory task. Permission for delegation ofauthority ordinarily is not given below the chief pettyofficer (CPO) level. However, in exceptional caseswhen qualified petty officers are filling CPO billets in anorganizational unit (division, major work center, orcomparable organization) that contains no CPO, theauthority may be delegated to a senior petty officer.

Withholding of Privileges

The temporary withholding of a privilege isanother nonpunitive measure. Supervisors can use thismeasure to correct minor infractions of militaryregulations or performance deficiencies. A privilege isa benefit provided for the convenience or enjoyment ofan individual. Some examples of privileges that we canwithhold as nonpunitive measures are special liberty,exchange of duty, special command programs, the useof base or ship libraries, base or ship movies, baseparking, and base special services events.

The final authority to withhold a privilege restswith the authority that grants the privilege. Thus, attimes you only can recommend the withholding of aprivilege through your chain of command. However,when you think it is necessary, you should make therecommendation. The action could correct a minorinfraction, thereby increasing the efficiency of yourdivision.

Extension of Working Hours

Deprivation of normal liberty as a punishment,except as specifically authorized under the UCMJ, isillegal. Supervisors cannot deny personnel normalliberty as a punishment for any offense or for poorperformance of duty. However, supervisors can requirepersonnel to perform tasks efficiently and in a timelymanner. Thus, naval personnel are not receivingpunishment when they have to remain on board outsideof normal working hours to complete workassignments, perform additional essential work, ormaintain the required level of operational readiness.Supervisors must inform their superiors when theyintend to direct subordinates to work beyond normalworking hours. Remember that the work must beessential, must have a readiness requirement, or mustbe work that should have been finished during thenormal workday.

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Q1. The purpose of EMI is to correct a training

deficiency and deprive normal liberty.

1. True

2. False

Q2. EMI can NOT be assigned and conducted on

the Sabbath.

1. True

2. False

REVIEW QUESTIONS

PETTY OFFICER’S RESPONSIBILITY

Learning Objectives: Recognize the importance ofinforming the chain of command (COC) on matterspertaining to good order and discipline. Recallprocedures for reporting an offense. Recognize theproceedings leading to captain’s mast. Identify theprocedures for redress of grievances/complaints ofwrongs. Identify the composition of courts-martial.Recognize which violations should or should not bereported.

When you become a PO, your position in the Navychanges. You become a leader with authority. Therating badge symbolizes delegation of this authority bythe Navy.

The responsibilities of a petty officer are notalways easy to carry out. You have to make decisions,plan jobs, and take the blame if plans go wrong. Youhave to lead your people, teach them, and correct them.You can’t always be a “good guy.” You have to giveorders and that can be harder than following them.

The higher you advance, the greater yourresponsibilities. Is the advancement worth theresponsibilities you will have? Yes. A strong PO iswilling to shoulder the burden of increasedresponsibility to make the Navy a better, more efficientforce.

As a petty officer, occasionally you will have towarn, reprimand, or even place personnel on report.Although these tasks may be disagreeable to you, theyare part of the responsibility of a PO.

Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32, states the following:“Authority should be delegated to the lowest level ofcompetence commensurate with the subordinate’sassigned responsibility and capabilities. Theprinciples of delegation, however, also recognize thatofficers at all levels must be accountable ultimately forthe performance of their organizational segments evenif they have charged subordinates with immediateauthority for managing certain functions.” That, ineffect, means although you may assign a task to yoursubordinates, you are still responsible to yoursuperiors for its accomplishment. A good leader doesnot tell his or her supervisor, “I gave that job to SeamanRecruit John R. Doe, but he messed it up.” Rather, hesays, “I will do better next time.” That leader then paysmore attention to Seaman Recruit Doe’s training andjob performance to be sure John R. Doe understandsthe job and its importance.

REPORTING VIOLATIONS

The hardest job for a PO to do is to place a personon report. After that happens, the petty officer alwayswonders if there could have been another way to handlethe situation. One of your duties as a PO is to startdisciplinary action wherever and whenever the needarises.

Every petty officer is an important part of thedisciplinary chain of command. You must showoffenders that the command will punish improperconduct, especially cases of willful violation.

Your responsibility as a petty officer never ends. It isa 24-hour-per-day duty that can be very trying at times.For example, when people are ashore “winding down”after a long period at sea, a demanding fleet exercise, oreven actual combat, rivalries sometimes form. Rivalriesare healthy until the Sailors imbibe in too many spirits orcarry the rivalry too far. These situations rarely occur;but when they do, responsible petty officers must act. Ifyou are the senior petty officer present when a fightbreaks out in a liberty boat or when a brawl involvingenlisted personnel starts in town, you must help inquieting the disturbance, whether an officer is present ornot. If you face such a situation and you do your job tothe best of your ability, you can be proud.

If an enlisted person violates a regulation in thepresence of both an officer and a petty officer, the pettyofficer should correct the person. Failing to correct theperson could result in a reprimand for the petty officer.Figure 2-1 shows three official sources for basicdisciplinary laws. The UCMJ is an appendix of theManual for Courts-Martial.

2-3

Figure 2-1. Three official sources for basic disciplinary laws.

The best form of discipline is positive actiongeared to prevent disciplinary problems before theyhappen. Effective leaders use that type of discipline tohelp persons understand the need for regulations andthe need to abide by them. To receive loyalty andwilling obedience from those under you, you must setan example of high personal standards and moralconduct.

In setting a proper example for your people, howcan you report somebody for being out of uniform ifyou show up at muster looking like you have slept inyour uniform for 3 days? If you show up late formuster, reporting one of your people for showing uplate would be unfair. So, you must set the example andmaintain the highest standards for your people tofollow. Remember, the way you act is also the way yourpeople will act.

Each time a petty officer helps a shipmate keep aclean record, that PO is living up to the highesttraditions of the Navy. Except for major infractions ofthe UCMJ, putting people on report should be doneonly as a last resort. You always should try othermethods of correction—appeal to pride, disapproval ofspecial requests (which emphasizes that approval ofspecial requests is for the more deserving), encourageteam spirit, and so forth—first. Only after you try othermethods of correction and those fail should you placean enlisted person on report for a minor offense.

The Navy has personnel of high caliber who can betrusted and who do their work well. However, many ofthem will at some time commit an infraction, such asaccidentally being out of uniform, being a couple ofminutes late to quarters, or failing to salute an officer.You would be unwise to place people on report fortrivial offenses. You should use initiative and commonsense to help keep them out of trouble. Repeatedlyputting persons on report for minor infractions reflectson your leadership ability, and you will soon findyourself heartily disliked by personnel under you. Onthe other hand, the “good guy” who tries to maintainpopularity and never reports a person is a menace todiscipline and a nuisance to all petty officers.

Report of Offense Processing

In spite of your best efforts and those of thedivision officer, some personnel will be, among otherthings, insubordinate, indifferent to wearing the properuniform, and lax in relieving watches on time. Somealso will malinger or fight. Those are the people whomust be put on report, unpleasant though it may be. Allyou are doing is reporting to the commanding officer aviolation of military order or discipline; the captaindecides whether to punish the person.

Placing a person on report (starting a chargeagainst the individual) means letting the properauthority (CO, XO, CDO, OOD, legal officer, militarypolice, security or MAA force, or any superior in thechain of command) know about the apparentmisconduct. Your notification can be oral or in theform of a written report chit. If your command has alocally prepared report chit, you should use that form;otherwise, you can use the standard Navy report chit,Report and Disposition of Offense(s), NAVPERS1626/7, as shown in figure 2-2. Whichever form youuse, make your report as complete, accurate, andspecific as possible.

Figure 2-2 shows the correct manner for completingthe NAVPERS 1626/7. Be sure to include the followinginformation: date of report; accused’s name, rate, socialsecurity number, branch of service, and division; dateand place of offense (including the pertinent article ofthe UCMJ, if known); complete identification of allwitnesses; and your rate and signature. The unit legaloffice usually will type your initial report chit in properform for record purposes, so the accuracy and thecompleteness of the information you submit areimportant. In addition, investigation of the report chit iseasier if you include adequate information. If you usethe NAVPERS 1626/7, do not concern yourself with anypart of the form after the portion about article 31, UCMJ(compulsory self-incrimination prohibited), whichexplains the rights of the accused. The legal officepersonnel will complete the remainder of the form.

The next step in the processing of a report chit isfor the commanding officer to assign a junior officer orsenior petty officer to conduct a preliminary inquiry ofthe alleged offense(s). The results of the preliminaryinquiry then go to the executive officer’s inquiry(XOI), also known as a screening mast. At the XOI, theexecutive officer will either dismiss the report chit orforward it to the commanding officer for captain’smast. At captain’s mast, the commanding officer willreview the report chit, the results of the preliminary

2-4

Q3. Your responsibilities as a petty officer endwhen you are on liberty.

1. True

2. False

REVIEW QUESTION

inquiry, the statements of the witnesses and theaccused, and any evidence connected with the case.The commanding officer then will dismiss the case,award nonjudicial punishment, or refer the case to acourt-martial. If the preliminary inquiry, XOI, orcaptain’s mast involves you in any way, yourparticipation will be as a witness.

The reverse side of the form concerns dispositionof the case, preliminary investigation results andrecommendations, actions of the executive and

commanding officers, and final administrative action(appeal, service record entry, etc.).

2-5

Figure 2-2. Report and Disposition of Offense(s), NAVPERS 1626/7 (Rev. 8-81).

Q4. When placing a person on report, you mayorally notify the COC.

1. True

2. False

REVIEW QUESTION

Rights of the Accused

One area deserves special caution: preservation ofthe subject’s rights. Under article 31, UCMJ, an officialmust inform all suspects of the charges against themand of their right to remain silent. That official mustadvise suspects that anything they say may be used asevidence against them at a trial by court-martial. Underother provisions of law, a suspect also may have a rightto legal counsel before and during any interview. Theofficial must advise suspects of those rights andprovide them with the opportunity to exercise thoserights before questioning them. Failure to do so couldprevent the use of self-incriminating statements madeby suspects in disciplinary proceedings. That couldresult in the loss of the entire case.

You should not question any suspect, but shouldleave that task to personnel with proper training, suchas legal or law enforcement personnel. In some casesthough, you may have to question the person you areplacing on report about the offense(s) he or sheallegedly committed. If this situation does occur, makesure you properly advise that person of his or her rightsunder article 31 of the UCMJ.

Remember that the report chit you start—the act ofplacing someone on report for violating theUCMJ—could eventually lead to a court-martial ofthat person.

Redress of Grievances/Complaints of Wrongs

As a second class petty officer, you need to beaware that under article 138 of the UCMJ “any memberof the armed forces who believes himself wronged byhis commanding officer, and who, upon dueapplication to that commanding officer, is refusedredress, may complain to any superior commissionedofficer, who shall forward the complaint to the officer

exercising general court-martial jurisdiction over theofficer against whom it is made. The officer exercisinggeneral court-martial jurisdiction shall examine intothe complaint and take proper measures for redressingthe wrong complained of; and shall, as soon aspossible, send to the Secretary concerned a truestatement of that complaint, with the proceedings hadthereon.”

In addition, under article 1150, United StatesNaval Regulations, “if any person in the naval serviceconsiders themself wronged by an act, omission,decision, or order of a person who is superior in rank,or command, that member shal l not fai l inmaintaining a respectful bearing toward suchsuperior, but may report the wrong to the properauthority for redress in the manner provided in thisarticle.” The report should clearly identify therespondent (the superior against whom it is made), thewrong complained of, and the redress desired. Acomplainant (the person submitting a report underthis article) may be held accountable by the officerresponsible for the resolution of the report if thereport is found to be vexatious, frivolous, or false. Thereport may not be joined with reports by othercomplainants.

A complaint of wrong does not apply when asubordinate complains about another petty officershouting at him or her or a similar incident that can behandled at a lower level in the chain of command. Acomplaint of wrong is a very serious charge andshould not be made lightly. The first step is to seekadvice from someone in authority. Consult with adivision officer, command master chief, leading chiefpetty officer, or the appropriate official for thesituation. Then request a review. The Manual for theJudge Advocate General , JAGINST 5800.7,chapter III, gives further guidance for filing acomplaint.

2-6

Q5. Under article 31 of the UCMJ special cautionis cited for which of the following areas?

1. Preservation of the accused’s rights

2. Right to see the results of inquiry

3. Preservation of the identity of the accuser

4. Communication with the accuser

REVIEW QUESTION

Q6. What is the first step a petty officer must do

when considering a complaint of wrong?

1. Tell the commanding officer

2. Seek advice from someone in authority

3. Put in a request chit

4. Start a preliminary investigation

REVIEW QUESTION

Courts-Martial

Based on article 16 of the UCMJ, courts-martialare of three types—summary, special, and general. Thecaptain decides the type of court-martial to awardbased on the nature, time, and place of the offense.

A summary court-martial (SCM) consists of onecommiss ioned officer. I f there is only onecommissioned officer with the command, that officeracts as the summary court officer. A summary courtcan award any sentence that may be given at mast. Italso can award the additional punishments ofconfinement for 1 month, hard labor withoutconfinement for 45 days, restriction for 2 months, orforfeiture of two-thirds pay per month for 1 month.

A special court-martial (SPCM) consists of notless than three members. The accused can request thatenlisted personnel serve on the court. In that event,enlisted personnel make up at least one third of thecourt membership. The accused has the right to consultwith a defense counsel and to request that the courtconsist of only the military judge. A SPCM may awarda more severe punishment than a SCM. For example, itcan award a bad-conduct discharge, confinement for 6months, loss of two-thirds pay per month for 6 months,and hard labor without confinement for 3 months.

A general court-martial (GCM) consists of amilitary judge and not less than five members. As in aspecial court-martial, the accused may request thatenlisted personnel serve on the court. Under theconditions described for a SPCM, the accused mayrequest that the court consist of only a military judge. AGCM can award any punishment not forbidden by theUCMJ, including death when specifically authorizedfor the offense.

All accused persons have the right to berepresented before special and general courts-martialby defense counsel. This counsel may be a civilianattorney, at the expense of the accused, or a militaryattorney detailed to represent the accused.

USING JUDGMENT IN REPORTINGVIOLATIONS

The need for using good judgment is vital inreporting violations. Some violations are minor innature and some are major. As a petty officer, you needto become familiar with separating the two. Goodjudgment ability is not an inherited trait. You mustdevelop it over a period of time. You have to developthe ability to decide and to form an opinion objectivelywhen you report violations of the UCMJ. Thejudgment you use may affect the rest of a person’snaval career.

You are going to see violations of the UCMJ everyday. Some will be minor and some will be major. If yousee a violation, stop for a minute to think before youact. You cannot smile away a violation one day andrebuke it the next. Under these conditions personneldon’t know where they stand. At times you need onlyoffer a word of caution to correct a problem. At othertimes you may need to take more action.

Study your personnel, watch them, learn theirlanguage and points of view, work with them, guidethem, and counsel them. Then, you can commend thegood personnel and, as often as you must, report thebad ones without fear or favor.

If you were to report minor violations all the time,you would bog down our justice system; and youreffectiveness as a leader would rapidly decline.Remember to stop and think before you act. Usediscretion in reporting a violation.

Violations That Should Be Reported

Remember, a violation is a violation and shouldnot go unanswered. At times your judgment as a pettyofficer comes into play. You need to take a hard look atthe violation and see if it warrants reporting.

Some examples of offenses that normally warrantreporting (major violations) are as follows:

• Assault of a superior commissioned officer orwillful disobedience of a superior commissionedofficer’s orders

• Disrespect towards a superior commissionedofficer

• Being drunk while on duty

• Drunken or reckless driving

• Willful destruction of government property

2-7

Q7. Who decides which type of court-martial toaward?

1. Accuser

2. Accused

3. Executive officer

4. Commanding officer

REVIEW QUESTION

Those are only a few of the violations you mustreport. For a complete picture of the violations youmust report, examine the Uniform Code of MilitaryJustice (UCMJ). Doing so will help you recognizeoffenses which are major violations.

Violations That Should Not Be Reported

Now that you have read about some of the majorviolations you should report, consider some minorviolations you should not report. These simply involveinadequate behavior that stems from not doing the jobor meeting standards. Some examples are as follows:

• Being late from time to time for routine muster

• Falling down on the job from time to time andalso lack of attention to nonvital details

• Occasionally not completing work on time

This type of behavior usually is not serious enoughfor placing a person on report. However, it does requiresome form of action by you, such as counseling,lowering of evaluations, extension of working hours,or withholding of special privileges for a time. Bemindful that this type of behavior is usually minor innature but also may be the beginning of a behaviorpattern leading to something more serious. Reportingminor offenses that are not habitual or extreme burdensthe legal system unnecessarily and tells your superiorsyou are not fulfilling your responsibility as a leader tocounsel and discipline your subordinates. That doesnot mean reporting an offender shows a failure on yourpart. Just be sure you have done everything in yourpower to straighten out an offender before placing himor her on report for repeated minor offenses.

UNIFORMS

Learning Objectives: Identify how to conduct sea-baginspections. Identify the correct manner of wearing apetty officer’s insignias.

Uniforms are observed and evaluated as part ofmilitary bearing. Each Sailor was issued an allowance

of uniforms and accessories upon joining the Navy andis subsequently charged with upkeep, maintenance,and proper use of each garment. As petty officers, wenot only must be mindful of our appearance but wemust compliment or correct our subordinates’appearance. Observations on appearance must be partof each Sailor’s training in order for them to set a goodexample . With th is in mind, we should beknowledgeable of the various uniforms and the correctway to wear those uniforms.

SEA-BAG INSPECTIONS

As part of a Sailor’s general military duties, asecond class petty officer may be assigned to holdsea-bag inspections. Initial uniform requirements forenlisted personnel will be provided at the RecruitTraining Center in compliance with DoD Directive1338.5 and DoD Instruction 1338.18, Armed ForcesClothing Monetary Allowance Policy and Procedures.Individuals are responsible for properly maintaininguniforms appropriate to assigned duties. The minimumnumbers of uniform components required are listed inUnited States Navy Uniform Regulations, NAVPERS15665. The United States Navy Uniform Regulationsalso states that commanding officers shall requireclothing of all E-1/E-2/E-3 personnel to be inspected atregular intervals to ensure that each person possesses acomplete sea bag. Clothing of petty officers(E-4/E-5/E-6) may be inspected on an individual basisas appropriate. Only those items listed in tables found inthe Uniform Regulations may be required for uniformsea-bag inspection. Prior to transfer to another ship orstation the sea bags of all E-1/E-2/E-3 personnel shall beinspected, and the individual shall be required to have atleast the items and quantities indicated in tables found inthe Uniform Regulations. In addition, inspections oftenare held on individuals placed on restriction or thosereturning from an unauthorized status.

The sea-bag allowance is reviewed on regular bases.This means that to perform sea-bag inspections, acurrent copy of the Uniform Regulations along withcurrent changes must be obtained and used to performthe inspection. Anytime an inspection is held the personbeing inspected shall have all items as required by theUniform Regulations. Remember these required itemsare supported for upkeep, replacement, andmaintenance by annual clothing allowances. Noexcuses should be accepted for not having the requiredsea bag.

The Uniform Regulations call for uniformcomponents of E-l through E-6 personnel to have

2-8

Q8. Being late for a routine muster is an offensethat must be reported.

1. True

2. False

REVIEW QUESTION

ownership markings. Markings shall be a stencilconsisting of owner’s surname and last four digits ofowner’s social security number placed inside thegarment as outlined in Uniform Regulations. Stencilletters shall be approximately l/2-inch high andblocked. Markings shall be black on white uniforms,and white on blue uniforms. Blue chambray/utilityshirts shall be marked in black. Blue working jacketsand dungaree/utility trousers shall be marked in white.Embroidered letters on chambray/utility shirts,dungarees/utility trousers, and blue working jacketsshall be approximately l/2-inch high and blocked.Embroidered letters on camouflage uniforms andNavy coveralls shall be approximately 3/4-inch highand blocked. Name tape shall match color and fabric ofthe uniform component and shall be the length of thewidth of the pocket. Blue chambray/utility shirts shallbe embroidered in black. Blue working jackets anddungaree/utility trousers shall be embroidered inwhite. Coveralls shall be embroidered in silver for E-6and below. There are many other uni formrequirements. Therefore, Uniform Regulations mustbe reviewed for current information.

When charged with holding sea-bag inspectionsconsult local instructions for prescribed procedures.The petty officer assigned to hold sea-bag inspectionscould use the following as a guide for the inspection:

• Prescribe a time and a place to hold theinspection. Remember the sea bag containsmany items, so room for the items to be laid outwill be needed.

• Have a current list of all required items alongwith a copy of the stencil marking section fromthe Uniform Regulations.

• Instruct the person to present each item as youcall it off the list, or the person can present anitem and you can mark it off the list. Rememberto check the quantity of each item.

• Check the clothing for required stenciling andother required markings.

• When the inspection is complete, have theperson sign the inspection list to acknowledgeitems missing, needing replacement, ormaintenance.

PETTY OFFICER’S INSIGNIA

As a petty officer, you should set an example forsubordinates both in conduct and in appearance. An

important part of your appearance is the manner inwhich you wear your uniform and insignia. The terminsignia includes cloth rating badges, which are wornon the left sleeve of your uniform, collar insignia, andinsignia worn on military headgear.

Rating Badges

Rating badges for petty officers differ according topaygrade, specialty, size, and color. They consist of aperched eagle with extended wings pointing upwardand its head facing right. As shown in figure 2-3,chevrons, indicating the wearer’s rate, and a specialtymark, indicating the wearer’s rating, make up thebadge. Rating badges worn on blue working jacketsand chambray shirts have no specialty mark.Chambray iron-on or sew-on rating badges arepermitted on chambray shirts. Chevrons on ratingbadges for men, E-4 through E-6, measure 3 1/4 incheswide. Chevrons on women’s rating badges measure2 1/2 inches wide and their rating insignia are threefourths of the size of men’s insignia. The men’s sizerating badge is worn on the pea coat whether the peacoat is worn by a man or a woman.

Standard navy blue ra t ing badges haveembroidered backgrounds and are worn on navy blueuniforms. You may wear navy blue badges mounted onfabric which matches the fabric color and cleaningcharacteristics of the uniform on which it is worn.Rating badges with white backgrounds match thefabric of uniforms on which they are worn. Colors ofthe eagle, specialty mark, chevrons, and service stripesfor prescribed uniforms and components are describedin table 2-1.

2-9

Figure 2-3. E-4, E-5, and E-6 rating badges.

Rating badges are worn on the left sleeve of thegarment; centered vertically between the shoulderseam and the elbow, as shown in figure 2-4.

Collar Devices

Petty officers in paygrades E-4 through E-6 wearpewter miniature collar devices on collar tips of the bluewindbreaker and the blue raincoat. The collar devicedepicts a perched eagle over chevrons indicating thewearer’s rate. Center the insignia 1 inch from the frontand lower edges of the collar and place the vertical axisof the insignia along an imaginary line bisecting theangle of the collar point, as shown in figure 2-5. Theperched eagles face toward the front (inward).

Cap Devices

You are already familiar with the cap device for E-lthrough E-6 personnel. It consists of an oxidized,silver, spread eagle, with oxidized silver block letters“USN” placed horizontally between the wing tips andcentered above the eagle’s head.

This device is worn on the women’s combinationhat, garrison cap, and beret. It also is worn on thetropical helmet.

1Service stripes are worn on Dress Blue/ServiceDress White uniforms for men and Service Dress Blueonly for women.

2Gold service stripes and gold chevrons, whenauthorized, are only worn on the Service Dress Blueuniforms.

2-10

Uniform Rating Badge Background Eagle/ Specialty Mark Chevrons ServiceStripes1

Service Dress Blue Navy Blue White/Silver Scarlet/Gold2

Service Dress White White Blue Blue

Summer White White Blue Blue

Winter Blue/Winter Working Blue

Navy Blue White Scarlet

Dungaree Blue Chambray Dark Blue (Eagle Only) Dark Blue

Pea Coat Navy Blue White Scarlet

Overcoat(E-4/E-5/E-6 Women)

Navy Blue White Scarlet

Blue Working Jacket Medium Blue White (Eagle Only) Scarlet1Service stripes are worn on Dress Blue/Service Dress White uniforms for men and Service Dress Blue onlyfor women.2Gold service stripes and gold chevrons, when authorized, are only worn on the Service Dress Blueuniforms.

Table 2-1. Proper Badge/Uniform Combination

Figure 2-4. Proper positioning of rating badges.

Figure 2-5. Proper positioning of collar devices.

With local prescribing authority authorization,petty officers may wear insignias on command ballcaps. The insignias worn on ball caps consist of aneagle and chevrons of either silver or bright gold finish.Petty officers entitled to wear gold rating badges andservice stripes on their Service Dress Blue uniformswear gold chevrons vice silver on their cap device. Thedevice is centered on the front of the ball cap1 1/4 inches above the visor. This command ball capinsignia may be worn by E-4 through E-6 personnel.

GROOMING STANDARDS

Learning Objective: Recognize the regulationsconcerning male and female grooming standards.

Grooming standards are based on severalelements—including neatness, cleanliness, safety,military image, and appearance in uniform. Thestandards are not intended to be overly restrictive ordesigned to isolate Navy men and women from society.The limits are reasonable; they ensure that personalappearance contributes to a favorable military image,yet they allow a degree of individuality. The seemingdifference between the policy on grooming for maleand female members is simply recognition that there isa difference between the sexes—mustaches andsideburns for men, longer hair and cosmetics forwomen.

GROOMING STANDARDS FOR MEN

Hair will be neat and clean and present a groomedappearance. Hair above the ears and around the neckwill be tapered from the lower hairline upward at least3/4 inch. Hair on the back of the neck may not touch thecollar. Hair will be no longer than 4 inches andgroomed so that it does not touch the ears or collar,extend below the eyebrows when headgear is removed,or interfere with proper wearing of the headgear. Theprimary consideration is a neatly groomed hairstyle inrelation to the individual’s type of hair.

Sideburns are permitted, but they are to be evenwidth (not flared) and end with a clean-shavenhorizontal line. Sideburns cannot extend below themiddle of the ear. In most instances, mustaches also arepermitted but must be kept neatly trimmed so that theydon’t appear ragged. No eccentricities, such as long,drooping mustaches, are permitted.

Such articles as pencils, pens, watch chains/fobs,pins, jewelry, handkerchiefs, combs, cigars, cigarettes,or pipes must not be worn or carried exposed upon theuniform. Wristwatches, bracelets, and inconspicuousrings (one ring per hand is authorized, plus a weddingring), but no oddities of dress, such as earrings, arepermitted. While in uniform, men may wear onenecklace or choker; but it must not be visible.

Navy personnel assigned to Marine Corps units,when wearing Marine Corps uniforms, shall abide bythe grooming standards established for Marines;otherwise, when wearing Navy uniforms (includingfatigues), they must abide by Navy regulations.

GROOMING STANDARDS FOR WOMEN

Hair must be neatly arranged and styled to presenta feminine appearance but may not fall below the loweredge of the uniform collar. No hair is to show under thefront brim of the hat. The only ornaments permitted inthe hair are bobby pins (inconspicuously arranged) andbarrettes (two maximum) of a color that matches thehair.

Fingernails must not exceed 1/4 inch measuredfrom the tip of the finger. Nail polish must be a softshade, complementary to the skin tone.

Cosmetics should be of conservative color andapplied sparingly. No eccentricities or faddishness ofdress, jewelry, or grooming is permitted. No pencils,pens, pins, handkerchiefs, or jewelry may be worn orexposed on the uniform. Earrings must be the 6-mmball (approximately 1/4 inch) type with a brushedmatte finish; either the screw-on or post type may beworn. E-6 and below must wear silver earrings; CPOsand officers must wear gold. Small single pearlearrings are authorized for dinner or formal dressuniforms. While in uniform, women may wear onenecklace or choker; but it must not be visible.

The wearing of the maternity uniform is mandatoryfor all pregnant women in the Navy when a uniform isprescribed and regular uniforms no longer fit.

2-11

Q9. Chevrons on rating badges worn on the peacoat of both male and female Sailors measure3 1/4 inches wide.

1. True

2. False

REVIEW QUESTION

SUMMARY

This chapter has covered the Navy’s view ofdiscipline as a method of training that corrects, molds,strengthens, or perfects mental faculties and character.The general authority and organizational authority of apetty officer was explained as well as what a lawfulorder means. You have seen how unique the Navy is ingiving you added responsibility and letting youdevelop to the fullest. You know how to report aviolation properly by using the report chit. You haveseen the processing of a chit through the chain ofcommand, and you are aware of the importance of therights of the accused.

You should understand that along with yourresponsibility you need to use good judgment whenreporting major offenses. Some ideas were presentedon how to correct minor violations through counseling,extended working hours, or the temporary loss ofspecial privileges.

No matter what your position, as a petty officer,you are a disciplinarian for the Navy. You will use atone time or another every form of discipline to get thejob done. How you fare will depend on your approach.As a petty officer, you have the responsibility to helpmaintain good order and discipline within the Navy.When you place a person on report, you are stating thatall other methods to maintain good order and disciplinehave failed. That means the only action left is for thecommand to take appropriate disciplinary action

against the person who has violated the UCMJ. Do nottreat serious charges and grievances lightly. Seek theadvice of someone in authority.

As a petty officer, you not only will be watched byyour superiors but also by your subordinates and peers.The time you take at the barbershop/beauty shopgetting a neat haircut will not only keep you lookingsharp in the eyes of the civilian community and yourshipmates but will give you pride in yourself. The seabag of clothing issued to you at enlistment is to bemaintained and updated with the appropriate uniformsthroughout your Navy career. Take pride in your crow(slang for PO rating badge). Make sure it is sewn onproperly. Your appearance in uniform reflects the prideyou have in the Navy and your self-respect. Wear youruniform with pride and dignity; you’ll not go wrong.

REFERENCES

Management Fundamentals: A Guide for Senior andMaster Chief Petty Officers, NAVEDTRA 10049,Naval Educat ion and Training ProgramManagement Support Activity, Pensacola, FL,1990.

Manual for Courts-Martial, U.S. Government PrintingOffice, Washington, DC, 1998.

Manual of the Judge Advocate General, JAGINST5800.7, Office of the Judge Advocate General,Alexandria, VA, 1991.

Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32C, Chief of NavalOperations, Washington, DC, 1994.

United States Navy Regulations, Department of theNavy, Washington, DC, 1990.

United States Navy Uniform Regulations, NAVPERS15665I, Bureau of Naval Personnel, Washington,DC, 2000.

2-12

Q10. While in uniform women may wear both anecklace and a choker.

1. True

2. False

REVIEW QUESTION

REVIEW ANSWERS

A1. (2) The purpose of EMI is to correct a trainingdeficiency; however, depriving someone ofnormal liberty is not a purpose of EMI.

A2. (1) As per the Uniform Code of MilitaryJustice, EMI will not be assigned norconducted on the member’s Sabbath.

A3. (2) Your responsibility as a petty officer neverends. It is a 24-hour-per-day duty that can bevery trying at times.

A4. (1) Placing a person on report means lettingthe proper authority know of the apparentmisconduct. Your notification can be oral orin the form of a written report.

A5. (1) You should not question any suspect butshould leave that task to personnel with propertraining. However, if the situation does occur,make sure you properly advise that person ofhis or her rights under article 31 of the UCMJ.

A6. (2) A complaint of wrong is a very serious

charge and should not be made lightly. The

first step is to seek advice from someone in

authority.

A7. (4) The captain decides the type of court

martial to award based on the nature, time,

and place of the offense based on article 16

of the UCMJ.

A8. (2) This type of behavior usually is not

serious enough for placing a person on report.

However, it does require some form of action

by you such as counseling.

A9. (1) Although male and female rating badges

are different sizes on other uniforms, the

rating badge on the pea coat is the same size.

A10. (2) While in uniform, women may use one

necklace or choker, but it must not be visible.

2-13

CHAPTER 3

QUALITY OF LIFE

The Navy’s most valuable asset is its people. As afuture petty officer, you have the requirement to helpsafeguard this asset. The Navy has taken great pains toset up programs to train and help you manage andnurture the quality of life of this resource.

The purpose of this chapter is to provide youinformation on programs that support the Departmentof the Navy Core Values Charter, shown in figure 3-1.To do this, the importance of promoting quality of lifeissues will be presented first. Then you will beprovided with information on specific programs thatbenefit the Sailor.

PURPOSE

Learning Objective: Recognize the purpose of qualityof life programs.

Why is it so important to know about theseprograms? As a future petty officer and leader, youmust be able to help your people. You must be awarethat resources are available to help in differentsituations. Then you must be able to direct your peopleto the right person or source to get the information orhelp they need.

I am a man, and nothing human can be ofindifference to me.

—Terence The Self-Torturer

The purpose of quality of life programs is topromote the effective use of the Navy’s human assets.Thus, the various programs within this system havebeen designed to allow individuals the chance todevelop their capabilities to the maximum. Thisdevelopment of abilities promotes sound leadership,which strengthens the chain of command. As the chainof command exercises good leadership principles, theentire Navy benefits by seeing an improvement in areassuch as the following:

• Management

• Order and discipline

• Acceptance of responsibility

• Authority and accountability

• Pride and professionalism

• Motivation

• Retention

PROGRAMS

Learning Objectives: Recognize the purpose of thepersonal excellence program. Recognize how to helpshipmates in regard to personal financial management.Recognize programs available in the quality of lifeinitiative. Recall the purpose of the casualty assistancecalls officer. Recall the military cash awards program.Recall the Navy’s family housing policy. Recall theequal opportunity and human rights elements ofleadership programs and policies.

When individuals use their full potential, the Navy,in turn, reaches its goal of improved combat readinessand capability. The Navy encourages people to usetheir potential by instilling a sense of pride andprofessionalism as well as the desire for personalexcellence. The Navy achieves its goal through peoplelike you who work to improve and develop individualleadership and counseling skills. Good leadership andcounseling results in personnel stability and improvedcommunications.

The quality of life initiative has the followingmajor programs:

• Personal Excellence

• Family Support

• Equal Opportunity

• Navy Alcohol and Drug Abuse

• Health and Physical Readiness

• Navy Family Housing

Each of these programs will be described in detail.By using these programs properly, you will enhanceyour leadership and management skills. As a leader,you must be familiar with each of these programs to beable to properly support your people and the chain ofcommand.

3-1

3-2

Figure 3-1. Department of the Navy Core Values Charter.

PERSONAL EXCELLENCE PROGRAM

The purpose of this program is to promote thepersonal development of Navy members in order tocontribute to their self-satisfaction, morale, andquality of life. It also benefits the quality of the Navyand the American society. The program focusesinternally on Navy personnel and, where feasible,externally on our nation’s school age population,pre-school through twelfth grade. The four principalgoals of the Personal Excellence Program areeducation, health/fitness, citizenship, and the NavyPersonal Excellence Partnership Program.

Personal excellence is the achievement of anindividual’s highest potent ial in educat ion,health/fitness, and citizenship. The acquisition ofknowledge and skills, health habits, and basic personalvalues can best be promoted in service to others in thecommunity. That is as true for Navy personnel as it isfor young people in the United States who are the focusof the Navy Personal Excellence Partnership Program.

Education

Education has a twofold definition. In relation toNavy personnel, it consists of the multiple avenues forpersonal intellectual growth and achievement. Itincludes programs to improve basic competenciesunder the Navy Skill Enhancement Program (SEP). Inrelation to external partnerships, education refers tosubjects, such as reading, writing, English, foreignlanguages, math, science, computer skills, geography,history, humanities, social studies, and knowledge ofother cultures.

Health/Fitness

Health promotion programs are those activitiesthat promote a healthy lifestyle. These programsinclude physical fitness, sports, nutrition, weight/bodyfat management, alcohol and drug abuse prevention,smoking prevention or cessation, stress management,back injury prevention, and high blood pressurescreening and control. The Navy Personal ExcellencePartnership Program addresses these topics as well as

personal safety in the use of car restraints andmotorcycle helmets.

Citizenship

This personal excellence goal addresses thedevelopment of core values. They are the fundamentalqualities of morally and socially responsible membersof American society, including the Navy person andhis or her family. The focus of the citizenship aspect ofthe Personal Excellence Program is on the followingcore values:

• Integrity—honesty, honor, and responsibility

• Professionalism—competence, teamwork, andloyalty

• Tradition—concern for people, patriotism,courage, and personal values

The citizenship focus of the Navy PersonnelExcellence Partnership Program cultivates the samevalues but concentrates on their effect on Americansociety. Additionally, this program highlights personalresponsibility for one’s actions, justice, compassion,respect for self and others, and community service.

Navy Personal Excellence PartnershipProgram

This aspect of the personal excellence effortfunctions externally within the community. It is acollaborative effort among Navy commands, publicand/or private sector organizations, and schools oryouth organizations. The intent is to obtain and poolresources and volunteers for the purpose ofstrengthening the personal excellence of Americanyouth. The long-term goal of this program is topromote a sense of self-worth and to reinforce in youngpeople the knowledge, traits, attitudes, and skillsessential for responsible citizenship and effectiveparticipation in the American work force.

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Q1. The purpose of quality of life programs is topromote effective use of human resources.

1. True

2. False

REVIEW QUESTION

Q2. The Personal Excellence Program focusesexternally on our nation’s schools throughwhat grade?

1. 12th

2. 8th

3. 6th

4. 4th

REVIEW QUESTIONS

FINANCIAL RESPONSIBILITY

Financial management is the responsibility of everySailor in the Navy. As a second class petty officer, youwill have many occasions to counsel and advise yourpeople on their personal financial management,responsibilities, and debts. In today’s society, finance isvery complex and difficult even for experienced wageearners. If a person does not manage money wisely, therepercussions can be devastating and cause a bad creditrating that could last for years. In addition, indebtednessis a prosecutable offense under the UCMJ.

You can help your people gain knowledge aboutfinances that will help them balance their income,savings, and spending. Navy men and women shouldadopt a system of accounting to keep their financialmatters straight. Many of our young, inexperiencedSailors do not effectively manage their money. Manycoming straight out of school to the Navy have not hadto deal with earning and budgeting.

Every command assigns financial counseling as acollateral duty to a qualified Sailor. These Sailorsattend a financial counseling training session given bythe Navy to provide them with knowledge and tools tohelp Sailors budget and manage their money. TheBasic Military Requirements (BMR), NAVEDTRA14277, has a very comprehensive section on financialmanagement. You should review the BMR material toreacquaint you with facts that will help you whencounseling, advising, and training your people onfinancial affairs. Some of the information may beelementary to you. However, because many youngNavy members often do not grasp these facts, they getinto financial trouble. If you are thoroughly familiarwith these basics, you will be in a better position tohelp your shipmates with their financial management.Keep in mind, the Family Support Program alsoprovides financial counseling and classes for Sailorsand their spouses. Encourage your people in need ofpersonal financial help to seek counseling. The Navy

also provides information in OPNAVINST 1740.5,Personal Financial Management.

FAMILY SUPPORT PROGRAM

Commanders are responsible for providingthe opportunity for a reasonable quality of lifefor Navy personnel and their families. It is bothethical and pragmatic for Navy leaders to carefor their families - ethical because it is the rightthing to do and pragmatic because care of Navymembers and their families directly impactsupon job performance, retention, andreadiness. Navy members must be able toconcentrate their energy on the successfulaccomplishment of the Navy mission.

—OPNAVINST 1754.1A

The Navy family matters! Healthy familiescontribute to combat readiness and career retention. Topromote high-quality family life in the Navy, the CNOset up the Family Support Program in 1979. Theprogram’s mission is to increase readiness andretent ion of service members by providinginformation, resources, and services that support andenrich the lives of Navy families as well as singleSailors. The Family Support Program includes FamilyService Centers, the Family Advocacy Program,Family Home Care Programs, and the CasualtyAssistance Calls Program.

Family Service Centers

All bases with 500 or more active-duty membershave installation Family Service Centers (FSCs). Theyare located throughout the United States and at manyoverseas locations. FSCs offer a variety of programsfor single and married Sailors and their families. Whileindividual FSCs will tailor services and programs to fitthe needs of the local military community, all centersoffer 13 core programs. These programs fall into one ofthree areas: (1) information and referral, (2) educationand training, and (3) counseling.

INFORMATION AND REFERRAL.—Resources for the family are abundant. Oftenactive-duty members and families require assistance inobtaining specific information about relocating to anew duty station and establishing themselves in themilitary community. Each FSC has an information andreferral specialist who provides assistance and makesspecific referrals for services and programs availableon base and in the civilian community. FSCs also have

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Q3. The long-term goal of the PersonalExcellence Partnership Program includes aneffort to promote

1. Navy values

2. self-worth

3. responsible citizenship

4. both 2 and 3 above

a team of relocation assistance personnel available tolocate information about present and future dutystations. Welcome Aboard Packages for bases areavailable as well as the Standard Installation TopicsExchange (SITES), which lists general information formilitary installations worldwide.

PREVENTIVE EDUCATION ANDENRICHMENT.—A proverb states, “An ounce ofprevention is worth a pound of cure.” FSC staffs havean interest in positive family growth. Every localcenter sponsors a wide variety of classes on subjectsranging from balancing family budgets to spouseemployment. These classes are opportunities to gainand improve on family skills, thereby avoiding a crisisbefore it develops.

SHORT-TERM NONMEDICAL COUNSELING.—Sailors and their families occasionally needprofessional support while they are trying to cope withsome situation or problem. Often many personal,financial, marital, and family problems can be resolvedwith short-term counseling. FSCs offer suchcounseling through counselors and social workers whohold recognized professional credentials. The aid ofthese counselors may be a starting point for referral toanother type of counseling, such as pastoral counselingby a Navy chaplain, long-term counseling by a Navymedical officer, or other forms of counselingconducted by civilian agencies. Many counselingservices at the FSC are confidential; however, some arenot. Information about confidentiality is provided toall counseling customers before counseling begins.Confidentiality information is available by calling theFSC and requesting to speak with any counselor aboutthe privacy act in regard to FSC counseling services.

Family Advocacy Program

Child and spouse abuse are unacceptableand incompatible with high standards ofprofessional and personal discipline. Abusivebehavior by DON personnel destroys families,detracts from military performance, negativelyaffects the efficient functioning and morale ofmilitary units, and diminishes the reputationand prestige of the military service in thecivilian community.

—SECNAVINST 1752.3

Every year active-duty members, spouses, andchildren die as a result of domestic violence. TheFamily Advocacy Program (FAP) was established bythe Department of Defense to address issues relating to

this social problem. The FAP is implementedworldwide on all military installations by every branchof the services. Spouse abuse and child abuse have anegative effect on military readiness, effectiveness,and good order and discipline.

GOALS.—The five primary goals of the FAP areas follows:

1. Prevention

2. Victim safety and protection

3. Offender accountability

4. Rehabilitative education and counseling

5. Community accountability/responsibility for aconsistent and appropriate response

The FAP pursues these goals through preventionprograms, identification of domestic violence,investigation of alleged incidents, reports to appropriatemilitary and community response agencies, andtreatment of families identified. Commanding officersare ultimately responsible for victim safety and thesuccessful implementation of the FAP within theircommands. The FAP staff is located within each FSC.

PETTY OFFICER RESPONSIBILITY.—Pettyofficers should be aware of the FAP and its resources.Further, petty officers are responsible to report allalleged cases of abuse or neglect to the familyadvocacy representative (FAR). As a representative ofthe military community, the FAR will coordinate casemanagement and report to appropriate agencies.

Family Home Care and Family Care Policy

The demands of Navy lifestyles make parenthoodchallenging. By taking full advantage of the resourcesavailable, parents can make their lives, and theirchildren’s lives, more rewarding and less stressful.

Navy parents have more help available to themthan ever before because of FSC programs andexpanding chi ldcare opt ions. FSCs provideinformation, referral, educational, and othercounseling services designed to help parents and theirchildren. Childcare is always a big concern—and oftena big headache—for parents. The capacity ofNavy-operated childcare facilities is not alwaysenough for the number of children eligible to use them.

The Family Home Care (FHC) Program allowsspouses of Navy members to care for children of Navypersonnel in government quarters. FHC serves over30 commands stateside and overseas. Those who wish

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to open their homes for day care must completetraining that includes cardiopulmonary resuscitation(CPR) instruction. Child care providers involved in theFHC Program must purchase insurance, which isavailable through the Navy Personnel Command(NAVPERSCOM) at a nominal fee. A professionalmonitor ensures that the childcare offered is of thehighest quality by providing training, screening andbackground checks, and monthly visits to FHC homes.

The nature of naval service dictates that membersmust be ready to deploy on short notice and be able toexecute fully their military and professional duties.Planning to ensure the care of family members anddependents is of great value and is required of everyservice member. It is especially important for singlemembers with dependents and members of dual militarycouples with dependents. Therefore, the Navy requiresall single parents and dual military couples withchildren to complete a Family Care Plan Certificate,NAVPERS 1740/6, which provides a plan for dependentcare arrangements. The plan must include details, suchas who will provide care for the children during theparent’s normal duty hours, temporary additional duty(TAD) assignments, and deployments, as well as otherpertinent information. The parent also must provide awill with guardianship provisions and a power ofattorney authorizing medical care. OPNAVINST1740.4, Department of the Navy Family Care Policy,outlines the family care plan and specifies theinformation parents must include on the certificate.

Some people worry that their status as a singleparent may hurt their Navy career, but this simply is nottrue. As long as parents keep an up-to-date family-carecertificate in their record, they have no limits on whatthey can achieve. Parenting in the Navy is not easy, butan understanding of Navy policy can help a Sailor’scareer run smoothly. Parents should realize the Navyexpects them to accept full responsibility for the careof their children as well as their job requirements.

Casualty Assistance Calls

The broad purpose of the Casualty AssistanceCalls Program (CACP) is to offer support to the next ofkin of Navy members involved in a casualty. The Navyseeks to accomplish this through personal visits by auniformed Navy representative called a casualtyassistance calls officer (CACO). Only an officer with aminimum of 2 years of active duty or a qualified seniorenlisted member of paygrade E-7 or above may serveas a CACO. Persons given the task of CACO normallyassume this responsibility as their primary duty; ittakes precedence over all assigned duties.

The CACP offers support in the following ways:

• Assuring the next of kin of the Navy’s interest intheir well-being

• Showing concern for members reported missingwhile the search for them is under way

• Extending sympathy in the case of death

• Helping survivors adjust to situations imposedupon them by a tragic circumstance

MILITARY CASH AWARDS PROGRAM

The Military Cash Awards Program (MILCAP)was developed to encourage individuals to suggestpractical ways to reduce costs and improveproductivity in the Navy, Department of Defense, andother federal government operations. MILCAPprovides for payment of cash incentives based on theamount of money saved by a suggestion. If you thinkyou know a better, cheaper, or more efficient way to geta job done, check into OPNAVINST 1650.8. Thisinstruction gives all the details on how to submit yoursuggestions and inventions to the Navy forconsideration. You may help the Navy to improve itsway of doing business and get a cash reward to boot.

NAVY FAMILY HOUSING PROGRAM

The Navy’s Family Housing Program willcontinue to be a high priority for quality of life issues.The Navy’s mission assures that military membershave suitable housing in which to shelter themselves

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Q4. FSCs are on all bases with which of thefollowing minimum number of active-dutypersonnel?

1. 100

2. 500

3. 1,000

4. 1,500

REVIEW QUESTIONS

Q5. FSCs offer programs for married sailorsONLY.

1. True

2. False

and their families. Congressional and Department ofDefense policy requires that the civilian housingmarket be the primary source of housing for militarypersonnel. Authority for construction of militaryfamily housing occurs when the civilian housingmarket cannot meet the needs of the local militarycommunity.

• Military family housing Navywide numbersmore than 70,000 units.

• Resource sponsorship (funding) of the NavyFamily Housing Program is under the DeputyChief of Naval Operations.

The Navy reviews its housing construction planannually based on a Military Family Housing (MFH)survey sponsored by the Naval Facilities EngineeringCommand (NAVFACENGCOM). There is acontinuing effort to get more funding to modernizeexisting units.

Policy

Navy policy concerning family housing is asfollows:

• All military members with dependents,including single parents attached to deployableunits, are eligible for MFH.

• Single parents in MFH may receive authority forlive-in housekeepers.

• A member married to a member not drawingBasic Allowance for Housing (BAH) andassigned to ships homeported at the samelocation may receive assignment to MFH.

• A member married to a member simultaneouslydeployed will have no requirement to vacate thehouse.

• The basis for bedroom entitlement is on familycomposition for enlisted personnel and juniorofficers, but includes both rank and familycomposition for assignment of senior officers.

• Members can accept shelter payment forhousing foster children in MFH.

• All members assigned to an unaccompaniedoverseas tour have assurance of continuedoccupancy in MFH.

• Dependents of members who die in the line ofduty may keep housing without charge for 90days from the death of the member.

Housing Referral Services

Every Sailor, with the receipt of permanent changeof station (PCS) orders, receives direction to check inwith Housing Referral Services (HRS) beforecontracting for community housing. The HRS clerkwill help in locating safe, affordable communityhousing when military housing is unavailable.

The following are additional services provided tonaval personnel by HRS:

• Members may get a listing of available rentalunits.

• Members may get a list of units/agents on thesanction list. Members may not enter intocontract with agents on the sanction list.

• Members may list their property for rent or sale.

EQUAL OPPORTUNITY PROGRAM

The objective of the Equal Opportunityprogram is to promote positive commandmorale and quality of life and to provide anenvironment in which all personnel canperform to the maximum of their abilityunimpeded by any institutional or individualbiases based on racial, ethnic, gender, orreligious stereotypes.

—OPNAVINST 5354.1D

As a petty officer, you are in charge of maintaininggood morale. You can only achieve this by treating allpeople equally and by giving everyone an equal chanceto learn new skills and benefit from the manyopportunities available in the Navy. The Navy’s EqualOpportunity (EO) Program assures that Navypersonnel have equal access to the opportunities andrewards of the Navy organization. The EO Programguarantees the rights of equality of opportunity andtreatment for all, regardless of race, ethnicity, religion,gender, or national origin within constraints of the law.

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Q6. Single parents in MFH may receive authorityfor live-in housekeepers.

1. True

2. False

REVIEW QUESTION

If unequal or unfair treatment exists, it will showup quickly in low personnel performance. Mix unequalor unfair treatment with poor leadership and you havethe makings of trouble. Active use of equal and fairtreatment coupled with good leadership provide asuccessful formula for outstanding performance.Always remember to treat others the way you wantthem to treat you.

Equal Opportunity and Human Rights as anElement of Leadership

The qualities of an effective leader were previouslydescribed. Now you will study an element that is part ofbasic leadership. It is equal opportunity. All personnelshould set an outstanding example, motivatesubordinates, and always enforce standards to preventdiscrimination. There is no room in the Navy fordiscrimination. We must enforce the standards set for usto make sure race, ethnicity, religion, gender, or nationalorigin within constraints of the law are not factors in thetreatment of our people or their families on or off base.

EO, treatment, and understanding of culturaldifferences are all parts of leadership and supervision.By practicing EO, you will attain and maintain a highstate of moral and military effectiveness. EO must aimtoward a Navy environment in which considerationand treatment are equal to all based on individualeffort, performance, conduct, diligence, and talent.

The achievement of EO and human rights is part ofmeeting the challenge of high moral, ethical, andbehavioral standards. Making sure these standards areupheld and not degraded through ignorance, neglect,or indifference is the responsibility of all Navypersonnel. Senior petty officers betray their juniorswhen they fail to support EO or fail to insist that otherssupport EO. Similarly, a senior does not fulfill his orher responsibility to the Navy by tolerating laxity,slackness, lack of discipline, or unmilitary behavior bythose over whom the senior has supervisoryresponsibility.

Therefore, as an element of leadership, EO andhuman rights enhance the total quality of life of Navypersonnel. They also increase the capability of theNavy to fulfill its mission.

Command Managed Equal Opportunity

The Command Managed Equal Opportunity(CMEO) Program ensures that equal opportunityexists at the unit level. CMEO is a tool for detecting andpreventing discrimination. Under this program,

individual commands are required to monitor their EOclimate, conduct command assessments, provide EOtraining, and ensure proper handling and reporting ofcomplaints and incidents. An environment in whichequal opportunity exists for all members is essential toattaining and maintaining high command morale,discipline, readiness, and military effectiveness.CMEO aids in achieving these goals.

Command Assessment Teams

Conducting a successful and effective EO programrequires each command to accurately assess its currentEO status. The command assessment focuses on thetreatment and achievements of individuals. It alsolooks at the overall effectiveness of command EOprograms and the follow-up actions on previous EOissues. The assessment uses command demographicinformation (factors such as age, race, ethnicity,gender, rank, paygrade, designator, and rating). This isa formal assessment that includes the commandassessment team (CAT) and data sources.

The CAT is a group of command personnel trainedto plan and conduct a command assessment. They alsoare trained to analyze the data they collect. CATsreceive training from a CNET activity, MTT, or EOPSfrom a major command or staff. The command mustrecord this training in the member’s service record.The following guidelines apply to the CAT:

• Mandatory membership includes the executiveofficer (XO), at least one department head, andthe command master chief (CMC) or equivalent.When a command has a command careercounselor and/or personnel officer and/or legalofficer, they should be members. Remainingmembers should be a cross-section of paygrades,genders, races, and departments of thecommand. All CAT members, including thosewho have mandatory membership, must receiveformal training. The commanding officer has theprerogative to increase the size or scope of theCAT. Regardless of team composition, finalresponsibility for CAT effectiveness remainswith the commanding officer.

• Members of the CAT who have not participatedas an active member for over 24 months mustrepeat the formal training.

• Members of the CAT should complete the EqualOpportunity in the Navy nonresident trainingcourse (NAVEDTRA 13099-E) within 3 monthsof assignment to the assessment team.

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• Prospective CAT members must have aminimum of 18 months remaining from theirassignment date before their PRD (does notapply to mandatory membership).

DATA SOURCES.—The CAT receives specifictraining in using the following resources to conductcommand assessments:

• Command training records, records on the Sailorof the month/quarter /year award fi le ,meri tor ious mast records, records ondiscr iminat ion and sexual harassmentcomplaints, and retention files

• Interviews to gain valuable information, such aswhat is actually happening in a command as wellas what people perceive is happening and howthey feel about it

• Observations (made without disturbing theenvironment or injecting a bias) to determinewhat people actually do or how they behave andinteract

• Surveys to detect the command climate

COLLECTION AND MAINTENANCE OFDEMOGRAPHIC DATA.—One of the primaryfunctions of the annual command assessment iscollection of demographic data on retention,advancement, and discipline. Each commanddetermines the most effective method of datacollection for its organization. All commands take thefollowing steps in the collection and maintenance ofdemographic data:

• Classify all demographic data collection andanalysis by race/ethnic group, gender, paygrade,rating, division, and department.

• Collect and analyze all reenlistment andseparation data (raw numbers and percentages).Retention data include personnel who areeligible to reenlist as well as those who areineligible. Separation data show types ofseparations by race/ethnic group.

• Analyze advancement data on personnel in zonefor advancement. Data show those personnelwho are eligible for advancement, arerecommended for advancement, were advanced,passed but were not advanced, and failed.

• Analyze military justice data, including thenumber and proportion of persons put on report,screened by the executive officer (XO),dismissed, and assigned extra military

instruction (EMI). Also analyze the number andproportion of persons referred to commandingofficer’s mast and to courts-martial and theresults of those masts and courts-martial.Analyze types of punishment for similaroffenses between race/ethnic groups and bygender for disparities in severity of punishment.

Retain demographic data and the results of thecommand assessment for at least 36 months and thendestroy them.

ACTION PLANNING.—Once commandsidentify specific issues, they can address thoseproblems systematically. The CAT first defines andanalyzes the problem and then generates and evaluatescourses of action. Finally, it recommends to thecommander the most appropriate courses of action.The command then develops plans of actions andmilestones (POA&Ms) to monitor its effectiveness.

Sexual Harassment

Sexual harassment is a type of sex discrimination.Like all discrimination, it is prohibited. It violates thestandards of honesty, integrity, and impartialityrequired of all DON personnel. All Navy personnelhave a responsibility to maintain a workingenvironment free of sexual harassment. Additionally,off-duty behaviors that affect the military workplacemay be considered to be sexual harassment.

SECNAVINST 5300.26C defines sexualharassment as follows: “A form of sex discriminationthat involves unwelcome sexual advances, requests forsexual favors, and other verbal or physical conduct of asexual nature when:

A. Submission to such conduct is made eitherexplicitly or implicitly a term or condition of a person’sjob, pay, or career; or,

B. Submission to or rejection of such conduct by aperson is used as a basis for career or employmentdecisions affecting that person; or,

C. Such conduct has the purpose or effect ofunreasonably interfering with an individual’s workperformance or creates an intimidating, hostile, oroffensive working environment."

Leaders must set the example in treating all peoplewith dignity and respect. Sexual harassment in any formmust not be ignored or condoned. Individuals whobelieve they have been sexually harassed should beencouraged to address their concerns or objections.Additionally, the recipients of sexual harassment must

3-9

be assured that they also subsequently will not be thevictims of reprisal or retaliation. Leaders andsupervisors must foster a positive climate and takeappropriate corrective action when conduct isdisruptive, provoking, discriminatory, or otherwiseunprofessional. All DON personnel, military andcivilian, are accountable for their actions and areresponsible for treating others with dignity and respect.

Fraternization

The Navy historically has relied upon custom andtradition to define the bounds of acceptable personalrelationships among its members. The Navy alwaysencourages proper social interaction among officerand enlisted members. Unduly familiar personalrelationships between officer and enlisted memberstraditionally have been contrary to naval custom. Suchrelationships undermine the respect for authority thatis essential to the Navy’s ability to accomplish itsmilitary mission. Naval custom prevents personnelfrom using a senior grade or position to show (or givethe impression of showing) favoritism or preferentialtreatment or for personal gain. It also helps preventofficers from becoming involved in other actions thatundermine good order, discipline, authority, or unitmorale. In a like manner, custom requires that juniorpersonnel recognize and respect the authority inherentin a senior’s grade, rank, or position.

Fraternization is the traditional term used toidentify personal relationships that cross the usualbounds of acceptable senior-subordinate relationships.Although its common application applies to theofficer-enlisted relationship, fraternization alsoincludes improper relationships between senior andjunior officer members and between senior and juniorenlisted personnel.

Fraternization is punishable as an offense underthe UCMJ when it is prejudicial to good order anddiscipline or brings discredit to the naval service. Thismanual cannot cite every act that may be prejudicial togood order and discipline or is service discrediting; thecircumstances often have more to do with making theact criminal than the act itself. However, dating,cohabitation, or sexual intimacy between officers andenlisted members is clearly inappropriate. A privatebusiness partnership between officers and enlistedpersons also is inappropriate. Likewise, such conductbetween officers and between enlisted members inwhich a senior-subordinate supervisory relationshipexists is equally inappropriate. Conduct that isfraternization is not excused by a later marriagebetween the offending parties.

The responsibility for preventing inappropriaterelationships rests primarily on the senior member.The Navy expects the senior party to control andprevent the development of inappropr ia tesenior-subordinate relationships. However, since theNavy’s fraternization policy applies to both members,both are accountable for their own conduct.

A review by all hands of Navy FraternizationPolicy, OPNAVINST 5370.2, is required by commandson an annual basis.

PERSONAL EXCELLENCE

PROGRAMS—HEALTH AND FITNESS

Learning Objectives: Recognize the petty officer’sresponsibility in the Navy’s drug and alcohol abuseprevention and control program. Recall the programsfor counseling and treating personnel with drug and/oralcohol problems. Recall indicators of a potentialsuicide. Recognize health and physical readinessprogram initiatives.

NAVY ALCOHOL AND DRUG ABUSEPROGRAM

Drug and alcohol abuse is costly in terms oflost man-hours and unnecessaryadministrative and judicial processing.Additionally it is a critical draw down ofmorale and esprit de corps. It undermines thevery fiber of combat readiness, safety,

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Q7. Sexual harassment is NOT allowed in whichof the following situations?

1. On or off duty

2. On base/ship

3. Off base/ship

4. All of the above

Q8. Although the common application offraternization applies to the officer-enlistedrelationship, fraternization also includesimproper relationships between officermembers and between enlisted personnel.

1. True

2. False

REVIEW QUESTIONS

discipline, judgment, and loyalty. It is not justthe abuser who is affected, but the abuser’sshipmates as well . “Zero Tolerance”recognizes that drug and alcohol abuse isincompatible with the maintenance of highstandards of performance, military discipline,and readiness and is destructive of Navy effortsto instill pride and promote professionalism.

—OPNAVINST 5350.4B

The war against alcohol and drug abuse has beengoing on for quite some time. The Navy has lost goodpeople and seen the destruction of many families due toalcohol and drug abuse. The basis of the Navy’s Alcoholand Drug Abuse Program (NADAP) is “zero toleranceon and off duty, afloat and ashore.” The program beginsin recruit training by educating all Navy personnel onthe dangers of alcohol and drug abuse. From then oninformation or classes are readily available for thosewho want more education on the subject. Additionally,the Navy has trained many highly qualified personnel tohelp those who abuse alcohol or drugs. Educating andhelping abusers have allowed many of our personnel toreenter the mainstream of productivity within our Navyand society.

The Navy has an excellent program to combatalcohol and drug abuse. It is the Navy Alcohol and DrugSafety Action Program (NADSAP). However, the Navydoes not work alone in combating alcohol and drugabuse. It works very closely with civilian organizations,such as Alcoholics Anonymous (AA), NarcoticsAnonymous (NA), and local and federal authorities.

Petty Officer’s Responsibility

Today’s Navy is essentially drug free. YoungSailors know they have chosen a profession that requiresa drug-free work place. The Navy’s zero tolerancepolicy is succeeding due to aggressive educationprograms, leadership involvement, and group peerpressure. Now it is equally important to impart theprinciples of leadership responsibility, commandresponsibility, shipmate responsibility, and personalresponsibility to the avoidance of alcohol abuse.

This is where you come into play as a future pettyofficer. You have a responsibility not only to yourselfbut also to your shipmates and the Navy to help in thewar against alcohol and drug abuse. You can help byeducating your people on the pitfalls of using alcoholand drugs. If we are to win the battle against alcoholand drug abuse, it will be through the efforts ofdedicated petty officers.

We all have problems of one sort or another and attimes need help. The Navy has many helping resourcesavailable to aid its members. The best resourcesavailable to you are usually the senior Navy peoplearound you. Your leading petty officer, division chief,command master chief, and chaplain have theexperience, seniority, and knowledge necessary to giveyou the proper guidance. This does not mean jumpingthe chain of command, as jumping the chain ofcommand is never a good practice. However, if youfind yourself in a situation in which your experience orknowledge will not provide you good judgment, youshould inform your seniors of the problem and requesttheir help. Unless the situation requires completeconfidentiality, you should not keep your senior pettyofficer out of the picture. Even then, if the problem isserious enough, such as an incident that could be aviolation of the UCMJ, you should inform yoursupervisor. Then you should make sure the problemgets to the proper level within the chain of commandfor action.

By applying common sense in the handling of anyproblem whether your own or one of your subordinates,you can reach a solution that is best for all concerned.

Programs and Resources

This section covers the programs and resourcesavailable to combat alcohol and drug abuse. Theseresources are the Navy Alcohol and Drug SafetyAction Program (NADSAP), the Drug and AlcoholProgram Advisors (DAPAs), the Right SpiritCampaign, Alcohol Treatment Facilities (ATFs), theNavy Drug and Alcohol Counselors (NDACs), andAlcohol Rehabilitation Centers (ARCs).

NAVY ALCOHOL AND DRUG SAFETYACTION PROGRAM.—The Navy has a reputation

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Q9. Which of the following responsibilities does apetty officer have in the prevention of alcoholand drug abuse?

1. Inform seniors of problems regardingalcohol and drug use

2. Apply common sense

3. Educate personnel on the pitfalls of drugsand alcohol

4. All of the above

REVIEW QUESTION

for keeping up with the times. Things change and sodoes the Navy. In 1974 the Navy started its campaign inthe war against alcohol abuse with the Navy AlcoholSafety Action Program (NASAP). In 1980 the NavyDrug Safety Action Program (NDSAP) began tocombat use of illegal drugs. Several years later the twoprograms combined to form the Navy SubstanceAbuse Prevention Program (NASAPP). The programname changed in 1985 to the present title of NavyAlcohol and Drug Safety Action Program (NADSAP).The purpose of NADSAP is the prevention of alcoholmisuse and illegal drug use through the process ofindividual education.

NADSAP provides for the early identification ofproblem drinkers and alcoholics. NADSAP identifiesproblem drinkers not only through arrests for trafficviolations and driving while intoxicated (DWI) but alsothrough other alcohol-related offenses or incidents.Some of these incidents are job accidents, safetyviolations, fights, unauthorized absences and otherbreaches of discipline, family difficulties, or hospitaltreatment. NADSAP’s objective is to promote zerotolerance of alcohol abuse. NADSAP also provideseducational programs designed to increase awareness ofdrug abuse and to educate and positively motivatepeople with drug abuse problems. The policy for drugabuse is the same as that for alcohol abuse—zerotolerance. Any drug abuse or irresponsible use ofalcohol by Navy personnel is viewed as a grievousfailure to meet Navy standards and may result indisciplinary action or separation from military service.

DRUG AND ALCOHOL PROGRAMADVISORS.—The DAPAs are responsible foradvising commanding officers on all NADSAPmatters. These advisors are responsible for setting upcommand education, prevention, screening, andcounseling programs. DAPAs also provide aftercare,probationary supervision, motivational training, andreferral services for individuals who have been treatedfor alcohol abuse and have returned to full duty. Allcommands have DAPAs assigned as a full-time or acollateral duty. They are your primary points of contactfor drug and alcohol abuse problems.

RIGHT SPIRIT.—The “Right Spirit” campaignwas started in 1996 to improve the quality of life forNavy members and their families and to ensure a safeand productive work environment. Although the use ofalcohol is depicted as fashionable in society, alcoholcontributes to many of the country’s serious health andsocial problems. The goal of “Right Spirit” is todeglamorize alcohol and prevent alcohol abuse. Navycommands are required to promote an “it’s okay not to

drink” environment. Preventing alcohol abuse andalcoholism before problems occur greatly benefits theNavy in terms of lost workdays and costly treatment.The campaign includes the following two educationprograms.

Alcohol Aware .—This program is acommand-level alcohol abuse prevention anddeglamorization course designed for all hands. Thegoals of the Alcohol Aware program are to make theparticipants aware of (1) the basic nature of the drug,alcohol; (2) the risks involved in using and abusingalcohol; (3) the Navy’s expectations, instructions, andcore values; and (4) the definition of responsible use ofalcohol. Each participant is asked to evaluate,anonymously, his or her own pattern of drinking todetermine if it is appropriate and to make adjustmentsas needed.

Alcohol Impact.—This program is designed forintervention. It is normally given during off-dutyhours. Alcohol Impact is not treatment; it is the firstintervention step in the treatment of alcohol abuse. It isan intensive, interactive educational experiencedesigned for alcohol incident personnel. The course isprimarily an educational tool, but objectives within thecourse could reveal that a higher level of treatmentmight be needed.

ALCOHOL TREATMENT FACILITIES.—ATFs provide help to fleet and shore commands bycounseling personnel involved with drugs and alcohol.Individuals not requiring inpatient treatment mayreceive help in these nonresident-counselingprograms. Many ATFs have a drug and alcohol abusecounselor who provides limited outpatient evaluationand counseling services. ATFs serve as local drop-inand crisis centers. They also provide continuingcounseling services for personnel who previously werepatients in other rehabilitation facilities and havereturned to full duty.

NAVY DRUG AND ALCOHOLCOUNSELORS.—The NDACs provide evaluationand referral services at ATFs. These counselors areresponsible for helping commanding officers processindividuals identified as drug or alcohol abusers. Theyalso provide individual and group counseling to drugand alcohol abusers. The NDAC is a contact point forcommanding officers and individuals seeking help orinformation on all matters regarding drug and alcoholabuse.

ALCOHOL REHABILITATION CENTERS.—The Navy’s ARCs provide a program of intense and

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comprehensive rehabilitation. ARCs are for active-dutyNavy and Marine Corps personnel who are sufferingfrom alcoholism. These centers are naval activitiesunder a commanding officer. Depending on theirlocation, the centers range in capacity from about 75 toover 200 beds.

SUICIDE PREVENTION

The Navy is very aware that at times our shipmatesmay be unable to deal with the stress and pressure ofNavy life. Some of our shipmates or family may turn toabusive relief, such as drugs and/or alcohol. However,that behavior contributes to the problem; it does notsolve the problem. When there seems to be no relieffrom stress and pressures, they may succumb to theidea of suicide to end their pain.

The Navy has a very aggressive program toidentify potential suicide patients. Sailors are providedtraining periodically, especially around holidays, onwhat to look for when evaluating someone suspectedof having suicidal thoughts. Supervisors andinstructors who deal with young Sailors are especiallytra ined in the observance of this behavior.Additionally, specific information for Medical Corpspersonnel on suicide evaluation can be found inNAVMEDCOMINST 6520.1. Some commonbehaviors or symptoms of suicide and the intensity ofrisk associated with each are shown in table 3-1.

Here is a list of conditions that may help you makea positive evaluation of a potential suicide. They are inno special order and are not of equal weight, but themore of these symptoms the individual exhibits themore likely he or she is suicidal.

1. Means. Is a suitable suicidal tool available tothe person? This factor carries double weight if theperson frequently mentions that he or she has the means.

2. Previous attempt. Recent studies corroboratethat approximately 75 percent of accomplished suicideshave made a previous attempt.

3. Family history. Statistically, persons who havehad a suicide in the family (especially one or bothparents) are more likely to commit or attempt suicidethan those who have not had a suicide in the family.

4. Lack of roots. Very few persons commitsuicide in the town or region of their birth. The fartheraway from home, family connections, and close friendsa person gets, the more likely suicide becomes.

5. Withdrawal. The potential suicide victim oftensystematically eliminates social contacts. He or she willdrop out of clubs, church, and job, and will avoid oldfriends. The person then can reasonably say, “I’m notneeded.”

6. Confusion. The potential suicide victim isunable to separate and evaluate problems. He may say inthe same breath, “My wife has left me and I’m twopayments past due on the TV set. ” The person cannotdeal effectively with a problem because his or her mindis not clear of other problems.

7. Vague illness. The person often will complainabout an indefinite physical illness or an “ache-all-overtype of feeling.” Chronic psychosomatic signs areimportant because they reflect a high degree ofdisorganization.

8. Urge to kill. The potential suicide victim maybe seeking revenge; thinking, “You may be sorry whenI’m gone.” This is a dangerous attitude because it maylead to homicide.

9. Fear of the future. Although it soundsincongruous, many people commit suicide because theyfear death. “I know it’s cowardly to think of suicide,”they say, but actually they are thinking that if they canaccomplish suicide they won’t have to fear the thingsthat really worry them.

10. Financial reverse. This situation may cause theloss of status as much as the loss of money.

11. Rationalization. Occasionally the potentialsuicide victim will attempt an aggressive defense ofsuicide. This especially is true when the person isfollowing in the footsteps of a relative.

12. Negative protest. This is a tricky factor. If aperson tells you in an overemphatic way that he or she isnot contemplating suicide, be careful.

13. Feeling of failure. Despite any past successes,the potential suicide will harp on his or her failures, evensmall ones. They will say they are inefficient, forgetful,and make mistakes that others notice.

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Q10. Which location offers intense andcomprehensive drug and alcohol rehabilitationfor active duty members?

1. Sick bay

2. ATF

3. ARC

4. All of the above

REVIEW QUESTION

When you are counseling a person for any reason

and feel there is potential for a suicide, report your

concern to the chain of command. DO NOT try to

psychoanalyze the person. You are not a psychologist.

Keep the following in mind:

• If you feel the person is about to attempt suicide,do not leave the person; call for help.

• If you feel the person has attempted a suicide,report it to the chain of command.

• If you feel the person, for any cause, reason, orcircumstance, is thinking of suicide, report it.

• If you feel the person abuses alcohol or usesillegal drugs, that person may have severerproblems. Assist this person in getting help froma trained person such as a DAPA.

HEALTH AND PHYSICAL READINESSPROGRAM

Health and physical readiness are a matter of greatconcern to the Navy. To ensure the operationaleffectiveness of the Navy, every member is expected toachieve and maintain standards of physical readinessand participate in a lifestyle that promotes optimalhealth. This program is designed to support andenhance the physical readiness of all personnel.Physical readiness training is a complete conditioningprogram designed to reduce excess body fat anddevelop and maintain flexibility, cardiorespiratoryendurance, muscular strength, and the stamina neededto perform routine and emergency tasks. The programis a part of the Navy’s Health Promotion Program. Thisprogram includes physical fitness and sports,weight/fat control, nutrition education, high bloodpressure identification, stress management, smoking

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BEHAVIOR ORSYMPTOM

INTENSITY OF RISK

LOW MODERATE HIGH

Depression Mild Moderate Severe

Isolation/withdrawal Vague feeling ofdepression; nowithdrawal

Some feeling ofhelplessness, hopelessness,and withdrawal

Hopeless, helpless,withdrawal, andself-deprecating

Daily functioning Fairly good in mostactivities

Moderately good in someactivities

Not good in anyactivities

Coping strategies Generally constructive Some that are constructive Predominatelydestructive

Significant others Several who areavailable

Few or only one available Only one or noneavailable

Psychiatric help in past None or positiveattitude toward

Yes and moderately satisfiedwith

Negative view of helpreceived

Life style Stable Moderately stable orunstable

Unstable

Alcohol/drug use Infrequently to excess Frequently to excess Continual abuse

Previous suicide attempts None or of lowlethality

None to one or more ofmoderate lethality

None to multipleattempts of high lethality

Disorientation/disorganization

None Some Marked

Hostility Little or none Some Marked

Suicidal plan Vague, fleetingthoughts but not plan

Frequent thoughts,occasional ideas about aplan

Frequent or constantthought with a specificplan

Table 3-1. Common Behaviors or Symptoms of Suicide

education and prevention, lower back injuryprevention, and alcohol/drug abuse prevention.

Exercise, Physical Fitness, and Weight Control

Each command is required to ensure personnelmeet the Navy’s physical readiness standards. Allpersonnel must pass a semiannual Physical ReadinessTest (PRT) that consists of meeting height/weight orbody fat standards, doing a minimum amount of sit-upsand push-ups, and running a 1.5 mile run within a settime. Personnel who do not meet the Navy’s standardsor fail the PRT are required to participate in a commandremedial program. Command remedial programs arecoordinated by each command’s fitness coordinatorand vary from command to command, but the basicprogram is controlled through the Physical Readinessand Personal Excellence Program, OPNAVINST6110.1. Counseling and assistance centers andresidential rehabilitation centers are available to helppersonnel conform to Navy PRT standards. Personnelwho continually fail the PRT may be ineligible forpromotion or reenlistment or administrativelyseparated from the Navy.

All personnel are responsible for maintaining anacceptable state of physical readiness at all times.Participation in a personal physical conditioningprogram should occur at least three times a week. Theindividual physical conditioning activities should be atleast 40 minutes in duration during which at least 20minutes is continuous aerobic activity.

Commands provide physical fitness and nutritioneducation through General Military Training (GMT).GMT should stress healthy food choices, exercise, andlifestyle changes.

Each base has a Morale, Welfare, and Recreation(MWR) department that coordinates an intramuralsports program for all commands attached to the base.The intramural sports program promotes morale andhelps personnel obtain and maintain an optimumfitness level. All personnel are encouraged toparticipate in their base’s intramural sports program.

Nutrition Education

The primary goal of this program is to help Navypersonnel become more fit and healthy. We have Navyremedial programs at the command level, counselingand assistance centers, and naval drug rehabilitationcenters. These programs educate, counsel, and treatindividuals who do not meet standards.

A comprehensive plan guides Navy personnelconcerning proper nutrition. Improved training formess specialists, menu analysis, and increased foodoptions in chow halls are a part of the nutritioneducation plan.

High Blood Pressure Identification

The Navy’s goal is for all active-duty personnel,dependents, civilians, and retirees to be aware of therisk factors associated with high blood pressure. TheNavy recognizes that high blood pressure is a healthproblem; Navywide health fairs and some medicalsites provide mass screening, education, and referral.Active-duty members receive a high blood pressurescreening as a regular part of all medical and dentalexams. Navy medical units will provide the control(prescription/medication) and follow-up.

Stress Management

Stress is a real part of Navy life, and learning tocope effectively is essential. The goal is for 100 percentparticipation in stress awareness and educationprograms for service members, dependents, andcivilians. Programs exist in medical units, hostcommands, and FSCs.

Smoking Education and Prevention

The Surgeon General of the United States hasdetermined that the smoking of tobacco is the mostpreventable cause of illness and death. TheEnvironmental Protection Agency states thatinvoluntary/passive smoking poses a public health risklarger than the hazardous air pollutants from allindustrial emissions combined. Medical evidenceshows overwhelmingly that the use of tobaccoproducts adversely impacts on the health and readinessof the entire Navy. Tobacco use impairs such criticalmilitary skills as night vision and eye/handcoordination. It increases susceptibility to disease. Italso impairs cardiorespiratory endurance, exercisetolerance, and stamina. The Department of the Navy(DON) supports the concept that each person has anobligation to preserve one’s health. Additionally, theDON recognizes its responsibility to enact and enforceappropriate environmental protective measures toensure a safe, healthy, and unpolluted work and livingenvironment.

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Lower Back Injury Prevention

The Navy Health and Physical Readiness Programsupports the wellness and physical fitness of all Navypersonnel. One element of the program is lower backinjury prevention. Back injuries affect over 90 percentof all service members at some point in their careers.Over 50 percent of lost workdays experienced annuallyby the Navy are due to back injuries. Educationprograms delivered by physical therapy officers canresult in a significant reduction in the incidence of backinjuries. These programs contribute to a higher state ofphysical readiness to meet mission requirements.

SUMMARY

This chapter introduces the Navy’s peopleprograms that address quality of life issues. The mainthrust of these programs is to help the Navy reach itsgoal of sustained combat readiness and capabilityusing all its human potential.

By design, the various programs give all Navypersonnel the chance to develop their capabilities to themaximum. In turn, this maximum developmentpromotes sound leadership and strengthens the chainof command. The entire Navy benefits when peopleperform at their best.

In this chapter, you studied the followingprograms:

• The Personal Excellence Program—Encouragesadherence to and support of education,health/fitness, citizenship, and personalexcellence partnerships.

• The Family Support Program—Providesinformation, resources, and services to supportand enrich the lives of Navy families as well assingle members.

• The Equal Opportunity Program—Guaranteesimpartial treatment for all and eliminatesunlawful discrimination, thereby creating afavorable climate for maintaining high morale,discipline, and readiness.

• The Navy Alcohol and Drug AbuseProgram—Stresses that alcohol and drug abusecosts lost labor hours and unnecessaryadministrative and judicial processing. Theabuse of alcohol and drugs weakens a person’scombat readiness, safety, discipline, judgment,and loyalty. Zero tolerance stresses that there isno toleration of alcoholism and drug abuse in theNavy.

• The Heal th and Physical ReadinessProgram—Every Navy member should strive toachieve and maintain the highest standard ofphysical readiness to ensure operationaleffectiveness in the Navy.

• The Military Cash Awards Program—Providesfor payment of cash incentives based on theamount of money saved by a suggestion toreduce costs and improve productivity in theNavy, Department of Defense, and other federalgovernment operations.

• The Family Housing Program—Assuresmilitary members that suitable housing isavailable for them and their families.Construction authority for military housingoccurs when the civilian housing market cannotmeet military personnel needs.

In addition to these programs, you read about twoareas of special concern to the Navy—personal financeand suicide prevention. You, as a supervisor or pettyofficer, must be knowledgeable in each of these twoareas to pass on information and help yoursubordinates and shipmates whenever possible. TheNavy provides counselors in a number of differentprograms to provide expert advice and assistance.

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Q11. To maintain physical readiness, a personshould exercise at least three times a week for(a) at least how many minutes total durationand (b) how many minutes of continuousaerobic activity?

1. (a) 60 (b) 40

2. (a) 50 (b) 30

3. (a) 40 (b) 20

4. (a) 30 (b) 25

Q12. The Navy’s goal is for what percentage ofparticipation in stress management awarenessprograms?

1. 75%

2. 85%

3. 95%

4. 100%

REVIEW QUESTIONS

REFERENCES

Assignment and Utilization of Navy-Managed MilitaryFamily Housing, OPNAVINST 11101.13J, Chief ofNaval Operations, Washington, DC, 1992.

Military Cash Awards for Military Personnel forSuggestions, Inventions, Scientific Achievementsand Disclosures, OPNAVINST 1650.8C, Chief ofNaval Operations, Washington, DC, 1988.

Department of the Navy (DON) Policy on SexualHarassment, SECNAVINST 5300.26C, Secretaryof the Navy, Washington, DC, 1997.

Family Advocacy Program, OPNAVINST 1752.2A,Chief of Naval Operations, Washington, DC, 1996.

Family Advocacy Program, SECNAVINST 1752.3A,Secretary of the Navy, Washington, DC, 1995.

Family Service Center Program, OPNAVINST1754.1A, Chief of Naval Operations, Washington,DC, 1999.

Military Alcohol and Drug Abuse Prevention andControl, SECNAVINST 5300.28B, Secretary of theNavy, Washington, DC, 1999.

Military Alcohol and Drug Abuse Prevention andControl, OPNAVINST 5350.4C, Secretary of theNavy, Washington, DC, 2000.

Navy Equal Opportunity (EO) Manual, OPNAVINST5354.1G, Chief of Naval Operations, Washington,DC, 1996.

Navy Fraternization Policy, OPNAVINST 5370.2A,Chief of Naval Operations, Washington, DC, 1994.

Physical Readiness Program, OPNAVINST 6110.1F,Chief of Naval Operations, Washington, DC, 2000.

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REVIEW ANSWERS

A1. (1) The various programs within this systemhave been designed to allow individuals achance to develop their capabilities to themaximum.

A2. (4) The program focuses internally on Navypersonnel and, where feasible, externally onour nation’s school age population, pre-schoolthrough twelfth grade.

A3. (4) The long-term goal of this program is topromote a sense of self-worth and to reinforcein young people the knowledge, traits,attitudes, and skills essential for responsiblecitizenship and effective participation in theAmerican work force.

A4. (2) All bases with 500 or more active dutymembers have installation Family ServiceCenters. They are located throughout theUnited States and at many overseas locations.

A5. (2) The program’s mission is to increasereadiness and retention of service membersby providing information, resources, andservices that support and enrich the livesof Navy families as well as single sailors.

A6. (1) Upon application to the appropriatehousing office, single parents may receiveauthority for live-in housekeepers.

A7. (4) Sexual harassment is a type of sexdiscrimination. Like all discrimination, itis prohibited. It violates the standards ofhonesty, integrity, and impartiality requiredof all DON personnel.

A8. (1) Fraternization includes improperrelationships between senior and juniorofficer members and between senior andjunior enlisted personnel.

A9. (1) As a petty officer you have aresponsibility not only to yourself but alsoto your shipmates and the Navy to help inthe war against alcohol and drug abuse.

A10. (3) The Navy’s ARCs provide a program ofintensive and comprehensive rehabilitation.ARCs are for active duty Navy and MarineCorps personnel who are suffering fromalcoholism.

A11. (3) All personnel are responsible formaintaining an acceptable state of physicalreadiness at all times. Physical conditioningprogram should occur at least three times perweek. The conditioning activities should beat least 40 minutes in duration of which atleast 20 minutes should be continuous aerobicactivity.

A12. (4) Stress is a real part of Navy life andlearning to cope effectively is essential. Thegoal is for 100 percent participation in stressmanagement awareness programs.

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CHAPTER 4

CAREER INFORMATION

The U.S. Navy is a highly complex organization. Itis complex not only because of its ships andsophisticated equipment but also because of its Sailorsand their many occupational fields. As a Sailor and afuture petty officer, your leadership will help to keepour Navy the greatest Navy in the world.

Nowhere in society today can you advance as fastand as far as you can in the Navy. The opportunities foryou to have a successful naval career are limited onlyby your abilities and efforts. This chapter is designed toget you started on the path to a rewarding naval career.The first section of this chapter deals with the Navyenlisted classification structure. This system iscovered because it provides the framework for yourcareer development. The next sections containinformation on duty assignments to special programsand projects and the enlisted warfare specialistprogram. The last section provides information onenlisted service records.

You might be asking yourself, why do I need toknow this information? The answer is simple—manySailors know little about the administrative details thataffect their careers. The information contained in thischapter is vital to a successful naval career. It dealswith the factors used, in part, to determine where youwill be assigned, when you will advance, and whatspecial programs you are qualified to enter.

If you have any questions, contact your leadingpetty officer, division or department career counselor,command career counselor, or educational servicesofficer (ESO). Because of frequent changes topersonnel policies by both the Navy and theDepartment of Defense, some of the informationprovided here may have changed by the time youreceive this course.

THE NAVY ENLISTEDCLASSIFICATION STRUCTURE

Learning Objective: Recall the function and use of theNavy Enlisted Classification (NEC) system.

The Navy Enlisted Occupational ClassificationSystem (NEOCS) is presented in Basic MilitaryRequirements, NAVEDTRA 14277. NEOCS consistsof three major subsystems:

1. Enlisted rating structure

2. Navy Enlisted Classification (NEC) structure

3. Special qualifications

In this chapter, the NEC structure is presented.

The NEC structure supplements the enlisted ratingstructure. It identifies special knowledge and skillsrequiring specific recognition not provided by rates andrating—skills that are not rating-wide requirements.Those special skills and knowledge required in specificbillets or manpower authorizations are categorized byspecial NEC codes. These codes are identified by theChief of Naval Personnel (CHNAVPERS).

When the rating structure alone providesinsufficient information for manpower managementpurposes, the NEC coding system more preciselyidentifies personnel and manpower requirements.Management continually compares the number ofbillets requiring special NEC codes with the number ofpersonnel who have the skills and knowledgedesignated by those codes. It then uses that comparisonto plan and control the input of people into the formalcourses that prepare them for vacant NEC billets.

The official reference for NECs is the Manual ofNavy Enl is ted Manpower and PersonnelClassifications and Occupational Standards ,NAVPERS 18068, Section II. For more informationabout NECs, you may contact your division,department, or command career counselor. Your careercounselor or your Personnel Support Detachment canprovide you with the latest information.

4-1

Q1. Which of the following does the NEC NOT

identify?

1. Skills that are not rating-wide

2. Special knowledge and skills not provided

by rate and rating

3. Special skills and knowledge required for

a specific billet

4. Special skills obtained through OJT

REVIEW QUESTION

PETTY OFFICER QUALITY CONTROL

PROGRAM

Learning Objective: Recall the purpose of the Petty

Officer Quality Control Program.

The Navy needs qualified, responsible people inpositions of leadership. Many opportunities and effortsare made to retain experienced Sailors. Some of theopportunities like formal schools for a trade or skilland leadership training would cost a civilian thousandsof dollars. We are privileged because the Navy takescare of its highly motivated Sailors by promotionopportuni t ies and advanced school ing. Theimportance of our welfare is reflected by manyprograms for the family, recreation, health (hospitals,doctors, etc.), and nonmilitary schools. Sailors areguided to more career opportunities by boards, calledProfess ional Development Boards (PDBs) ,established by BUPERSINST 1040.5

Additionally, there is an effort by the Navy toensure that those personnel with problems that affectthe Navy adversely are counseled and given help toresolve those problems. In chapter 1, we covered theneed for petty officers to counsel subordinates withperformance and behavior problems. However, allSailors need to be aware of the consequences ofcontinued bad performance and behavior, which couldlead to retention in the Navy being denied. Career pettyofficers, usually E-5 and above, are screened by way ofthe Petty Officer Quality Control Program when thereis an indication of deficiencies.

The Petty Officer Quality Control Program can befound in MILPERSMAN, article 3410180. Establishedin 1980, the focus of the Petty Officer Quality ControlProgram was to provide centralized oversight of careerpetty officers with identified performance or behaviordeficiencies, to provide guidance to improve thosedeficiencies, and to monitor their performance forimprovement. When first established BUPERSscreened service records of E-5 and above forperformance problems.

As outlined in NAVADMIN 253/96, BUPERS nolonger screens service records to identify individualswho should not be reenlisted for performance orbehavior deficiencies. This oversight function has beendelegated to unit commanding officers. Thecommanding officer may set up a board as needed toreview service records of members who warrant review.

GENERAL CATEGORIES OFPERFORMANCE

The following quality-standard categories ofperformance are considered by the commandingofficer and, if needed, by the board in their evaluationsand recommendations:

• Financial responsibility

• Sobriety

• Leadership

• Military/personal conduct

• Performance of duty

• Willful racism, sexism, or acts that deny equalopportunity to others

• Appearance and compliance with Navy fitnessstandards

FUNCTION OF THE REVIEW BOARD

If the board determines that the performance of apetty officer is below standard in one of the abovegroups, it will take one or more of the following actions:

1. Advise the petty officer that it would be to his orher personal benefit to request a transfer to theFleet Reserve, Navy Retired List, or NavalReserve Retired List.

2. Process the petty officer for administrativeseparation.

3. Enter a letter of warning into the permanentservice record of the petty officer. (The memberwould then require approval from the Chief ofNaval Personnel before reenlistment orextension of current service or before otherappropriate administrative action.)

4. Recommend denial of reenlistment. (Themember would then require approval from theChief of Naval Personnel before reenlistment orextension of current service or before otherappropriate administrative action.)

In addition, members under Petty Officer QualityControl Program review will be informed by letter viatheir commanding officers. All subsequent requests forreenlistment or extension would be submitted directlyto the member’s commanding officer. If a servicemember objects to a decision to deny reenlistment, thecommanding officer will forward a denial ofreenlistment recommendation to CHNAVPERS(PERS-83). The affected service member shall beprovided the opportunity to make a statement.CHNAVPERS (PERS-8) will make the finaldetermination of reenlistment eligibility.

4-2

SPECIAL PROGRAMS AND PROJECTS

DUTY ASSIGNMENTS

Learning Objective: Recognize the options for special

programs and/or assignments. Recall the eligibility

requirements for the Chief Warrant and Limited Duty

Officer Program.

The mission of today’s Navy is increasing incomplexity. To provide for this ever-increasingcomplexity, the Navy has established special programsto take care of those tasks not assigned to a specificrating or NEC. Once a long-term requirement for aparticular skill exists, the applicable program becomesa part of the regular naval organization. If necessary,new ratings may be established for specific skills. Thisportion of the chapter will acquaint you with some ofthe duty assignments involved in those specialprograms and projects. Chapter 9 of the EnlistedTransfer Manual (TRANSMAN), NAVPERS 15909,outlines special programs not mentioned in this text.

LAW ENFORCEMENT

Law enforcement, physical security duty,permanent shore patrol, armed forces policedetachments, and Navy absentee collection units exist atmany shore activities. The armed forces policedetachments usually are located overseas where severalservices are represented. For selection to this type ofduty, personnel must have qualities such as commonsense, sound judgment, initiative, unquestionedreliability, and honesty. To qualify for law enforcementduty, you must meet the qualifications outlined inchapter 9 of the TRANSMAN. If you qualify for this typeof duty, you may submit a request through the chain ofcommand to NAVPERSCOM.

BRIG STAFF DUTY

Brig staff duty throughout the United States and ata few overseas locations provides exceptionalopportunities for personnel to enhance their leadershipqualities without regard to their military specialty.Personnel must meet certain basic qualifications forthis type of duty. They must have served a minimum of24 months active duty following recruit training, havea clear record, and have a General Classification Test(GCT) or word knowledge score of at least 45. Theyalso must be at least a PO3, be mature and emotionallystable, and be able to issue commands and instructionsclearly in the English language. Chapter 9 of theTRANSMAN lists the other requirements personnelmust meet for this type of duty. Requests should besubmitted through your chain of command toNAVPERSCOM.

U.S. NAVAL CEREMONIAL GUARD

The U.S. Naval Ceremonial Guard is located inWashington, D.C., at the U.S. Naval Station,Anacostia. It is the official ceremonial unit of the Navyand, as such, is a presidential support activity. Acomponent of the naval district in Washington, theGuard performs at functions such as parades, funerals,and various presidential functions. It is a “spit andpolish” unit that has attained national recognition andhas received many awards for its work.

Non-petty officers are selected for the Guarddirectly from the recruit training command, and pettyofficers are selected from those who are eligible forshore duty. Petty officers serve 36-month tours with theU.S. Naval Ceremonial Guard Unit.

NAVY AIRCREW PROGRAM

One major advantage of being assigned to duty inthe Navy Aircrew Program is that you become eligiblefor flight pay—a form of hazardous duty pay.Chapter 9 of the TRANSMAN outlines tour lengths;however, they may vary depending upon the sea/shorecode for the activity to which you are assigned. Onlyenl i s ted avia t ion personnel who meet thequalifications for Aircrew Program training, asoutlined in the TRANSMAN, chapter 9, may qualify forthis program. A request for assignment to this programshould be submitted to NAVPERSCOM via yourcommanding officer.

4-3

Q2. What is the main purpose of the Petty OfficerQuality Control Program?

1. To ensure that only top-performing pettyofficers reenlist

2. To identify career petty officers withperformance or behavior deficiencies

3. To screen the service records of all pettyofficers

4. To recommend petty officers forcollateral assignments

REVIEW QUESTION

NAVY SPECIAL WARFARE ANDEXPLOSIVE ORDNANCE DISPOSALPROGRAMS

The Navy special warfare community includesenlisted personnel qualified for assigned secondaryNECs 5321, 5322, 5326, 5327, 5332, and 5333.Additionally, these personnel carry the enlisteddesignator DV (qualified as a diver) or PJ (qualified asa parachutist) or both. Once qualified, personnel maybe assigned to special warfare operations asunderwater demolition/sea-air-land (UDT/SEAL)team operators or to explosive ordnance disposaloperations as explosive ordnance disposal (EOD)technicians. Personnel who request this type of dutymust meet the qualifications listed in the TRANSMAN,chapter 9. Personnel who successfully completetraining may receive specialty pay and assignment toan appropriate billet.

CHIEF WARRANT OFFICER ANDLIMITED DUTY OFFICER PROGRAMS

The opportunity for receiving a commission as anofficer in the Navy has never been better than it istoday. Two of the most popular programs leading to acommission, the Chief Warrant Officer (CWO)Program and Limited Duty Officer (LDO) Program,are presented in the following paragraphs.

The Navy has a continuing need for CWOs to serveas officer technical specialists and LDOs to serve asofficer technical managers. The LDO and CWOPrograms are the primary enlisted-to-officer Navysponsored programs that do not require a collegeeducation. Competition for entrance into either of theprograms has been, and will continue to be,particularly keen. If you are interested in applying forthese programs, you should begin preparing early inyour career. To better prepare to become an officer, youshould increase your knowledge by on-the-job trainingand specialized training through schools andcorrespondence courses.

Chief Warrant Officer Program

The Chief Warrant Officer Program provides adirect path of advancement to CWO for outstandingenlisted personnel who have reached the paygrade ofE-7 or above. To be eligible for appointment,applicants must meet the following requirements:

• Be a U.S. citizen

• Be serving on active duty as a CPO, SCPO, orMCPO in the regular Navy, Naval Reserve, or

Training and Administration of Reserves (TAR)Program at the time of application

• Be physically qualified for appointment as awarrant officer

• Be a high school graduate or possess theservice-accepted equivalent

• Have no record of conviction by court-martial orof conviction by civil court for any offenses otherthan minor traffic violations for 2 years precedingthe date of 16 January of the year of application

• Be recommended by the commanding officer

• Must have completed at least 12 years, but notmore than 24 years, of active service on 16January of the year in which application is made

BUPERSINST 1131.1 spells out the applicationprocedures for active and inactive duty personnel forthe Chief Warrant Officer Program.

Limited Duty Officer Program

The LDO Program provides a path of advancementfor PO1 through SCPO and CWO to commissioning asa temporary ensign or lieutenant junior grade (asapplicable) in the regular Navy or Naval Reserve.

The applicant must meet the following eligibilityrequirements to apply for the LDO Program:

• Be a U.S. citizen

• Be serving on active duty in the regular Navy,Naval Reserve, or TAR Program at the time ofapplication. If selected, personnel must remain onactive duty until appointment is tendered

• Be physically qualified for appointment to LDO

• Be a high school graduate or possess theservice-accepted equivalent

• Have no record of conviction by court-martial orof conviction by civil court for any offense other thanminor traffic violations for 2 years preceding 16 Januaryof the year in which application is made

• Be recommended by the commanding officer

• Be serving as a petty officer first class orCPO/SCPO on 16 January of the year in whichapplication is made. If a PO1, the applicant must haveserved in that capacity for at least 1 year as of 16 Januaryof the year in which application is made

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• Have completed at least 8 years but not more than16 years of active naval service on 16 January of the yearin which application is made

• (PO1 appl icants only) Complete al lrequirements for advancement to CPO, with theexception of time in paygrade, and successfullycompete in the annual Navywide advancementexamination administered in January of the year ofapplication. A candidate’s final multiple must be equalto, or greater than, the lowest final multiple for PASSSELECTION BOARD ELIGIBLE. A PO1 who ispresently authorized advancement to CPO is exemptfrom the CPO Navywide examination qualification

• CPOs and SCPOs with at least 12 years, but notmore than 16 years, of naval service may apply for LDOand CWO in the same application year, but only onedesignator for each program may be requested

For application procedures and eligibilityrequirements, see BUPERSINST 1131.1.

REQUIREMENTS FOR ENLISTED

WARFARE SPECIALIST DESIGNATION

Learning Objective: Recall the requirements for

enlisted warfare specialist designations.

The purpose of the enlisted warfare specialistdesignation is to recognize through a formalqualification program exceptional achievement,initiative, and professional qualifications of enlistedpersonnel.

To qualify as an enlisted warfare specialist, youmust complete a qualification program that is part ofthe personnel qualification standards (PQS). Thequalification program consists of general knowledgerequirements of the overall mission, engineeringcapabilities, combat systems and other mission-

essential systems, and basic equipment involved in theparticular warfare specialty.

WARFARE DESIGNATORS

The Navy has four enlisted warfare specialistdesignations: Enlisted Surface Warfare Specialist(ESWS), Enlisted Aviation Warfare Specialist(EAWS), Enlisted Submarine Specialist (ESS), andEnlisted Seabee Combat Warfare Specialist (ESCWS).Figures 4-1 through 4-4 show the designated pins to beawarded after all qualifications have been met andapproved.

QUALIFICATIONS

For details and the most up-to-date eligibilityrequirements, consult the following community-specific instruction. The instructions are EnlistedSurface Warfare Specialist Qualification, OPNAV1414.1; Enlisted Aviation Warfare SpecialistQualification Program, OPNAV 1414.2; EnlistedRequirements for Submarine Qual i ficat ion,

4-5

Q3. What is the maximum length of serviceallowed for an applicant to the Chief WarrantOfficer Program?

1. 12 years

2. 16 years

3. 20 years

4. 24 years

REVIEW QUESTION

Figure 4-1. Enlisted Surface Warfare Specialist insignia.

Figure 4-2. Enlisted Aviation Warfare Specialist insignia.

Figure 4-3. Enlisted Submarine Warfare Specialist insignia.

Figure 4-4. Enlisted Seabee Combat Warfare Specialistinsignia.

COMSUBLANT/COMSUBPACINST 1552.16; andSeabee Combat Warfare Qualification, OPNAV1410.1. The general qualifications to receive a warfarespecialist designation are as follows:

• Be assigned to a command authorized to award awarfare specialist designator

• Be attached for a specific length of time

• Maintain an overall performance mark set byspecific instruction

• Pass a written and/or oral examination

• Be recommended by the chain of command

• Be approved by the commanding officer

• Obtain a page 13 entry in your service record

As mentioned above, the instruction for eachwarfare specialty gives specific qualifications. Theyinclude requirements for any waivers, administrativeprocedures, disqualification guidelines, requalificationrequirements, and any related PQS requirements.

ENLISTED SERVICE RECORDS

Learning Objectives: Recognize the contents of theenlisted service record. Recognize the Record ofEmergency Data (page 2). Recall the types ofinformation found on the Enlisted Qualification History(page 4).

The enlisted service record is the official history of aperson’s Navy career. The information contained in theservice record starts when you apply for enlistment andis added to throughout your naval service. The record isthe property of the Navy and must be safeguardedagainst loss and against access by unauthorized persons.Service record entries are made by those personnel whoare given such authority by the commanding officer. The

enlisted service record, NAVPERS 1070/600, is a flatfolder containing various forms concerning yourenlisted service. Your service record will contain onlythe forms that apply to you.

The right-hand side has certain forms in a specificorder. The order in which these forms are filed has ledto their being referred to as pages. For example, yourenlistment contract is the first, or bottommost, form. Itis referred to as page 1. Some of the forms found in allservice records will be discussed later.

Other papers required for safekeeping or recordpurposes are filed on the left-hand side of the folder. Aseparator, entitled Career Performance Data,NAVPERS 1070/617, divides the left-hand side.Beneath this separator are your evaluation report andcounseling record, commendations, and awardscorrespondence. If you have a previous enlistment,copies of any Certificates of Release or Discharge fromActive Duty, DD Forms 214, are filed beneath theseparator. All other papers are filed above the separatorin chronological order, the most recent date on top.

Only two forms from the enlisted service recordwill be discussed in this chapter. The remaining formsare more or less of an administrative nature. Somepages require several sheets during an enlistment. Forexample, there usually will be several page 13s.

RECORD OF EMERGENCY DATA

The Dependency Appl ica t ion/Record of

Emergency Data, NAVPERS 1070/602, commonly

known as page 2, is a multipurpose form and is used for

both officer and enlisted personnel.

Part I of this form serves as an application for

dependency allowances. It is completed at the recruit

training command or first duty station and whenever

you gain or lose a dependent.

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Q4. The qualifications for Enlisted SurfaceWarfare Specialist can be found in whatpublication?

1. Command instruction

2. NAVSEA instruction

3. CNO instruction

4. OPNAV instruction

REVIEW QUESTION

Q5. Which of the following personnel is/areallowed to make entries in your servicerecord?

1. Immediate supervisor

2. Yourself

3. Authorized personnel

4. Department head

REVIEW QUESTION

Part II of this form (fig. 4-5) provides animmediately accessible, up-to-date record ofemergency data for casual ty repor t ing andnotification of the next of kin. Therefore, you shouldhave this part of the form updated whenever any of

your dependents have a change of address or changeof status. If your page 2 was updated at a commandwith an automated data system, it will look a littledifferent than figure 4-5; the information, however,will be the same.

4-7

Figure 4-5. Dependency Application/Record of Emergency Data (page 2), NAVPERS 1070/602.

ENLISTED QUALIFICATIONS HISTORY

The Enlisted Qualifications History, NAVPERS1070/604, is page 4 of the service record. The initialpage 4 is prepared by the classification section at theMilitary Entrance Processing Station (MEPS). Thisform is a permanent part of your enlisted service recordand accompanies you throughout your active-duty orinactive-duty career. Subsequent page 4s are preparedby your command after a section becomes filled withentries. The page 4 has a wealth of information that isof considerable value to you and the Navy. It includesbut is not limited to the following:

1. Education experience level (highest gradecompleted, General Education Development[GED]). See figure 4-6, section 1.

2. Classification/Armed Services VocationalApti tude Battery (ASVAB) test ingqualifications. (This section is to be completedby enlisted classifiers only.) See figure 4-6,section 2.

3. Off-duty education/non-required Navycorrespondence courses (Scholastic Aptitude

Test [SAT], American College Test [ACT]scores). See figure 4-7, section 3.

4. Training courses (courses qualifying themember to operate or maintain specific typesof equipment). See figure 4-7, section 4.

5. Navy service schools/military trainingcourses. See figure 4-8, section 5.

6. Correspondence courses required foradvancement. See figure 4-8, section 6.

7. Navy Enlisted Classification (NEC) codes. Seefigure 4-9, section 7.

8. Personnel advancement requirements. Seefigure 4-9, section 8.

9. Rate advancements. See figure 4-9, section 9.

10. Designators (special warfare, etc.). See figure4-9, section 10.

11. Awards (personal military decorations and unitawards). See figure 4-10, section 11.

12. Personnel Qualification Standards (PQS). Seefigure 4-11, section 12.

4-8

Figure 4-6. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Sections 1 and 2.

4-9

Figure 4-7. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Sections 3 and 4.

Figure 4-8. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Sections 5 and 6.

4-10

Figure 4-9. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Sections 7-10.

Figure 4-10. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Section 11.

When you reenlist, a new NAVPERS 1070/604 is

prepared for the Field Service Record. A copy of all

previously completed page 4s will be maintained in the

Field Service Record (right side). All originals are

forwarded to the Bureau of Naval Personnel for

inclusion in your permanent service record.

When you are discharged from the Navy, you willbe given copies of all of your page 4s. Upon applicationfor reenlistment, your page 4s should be presented tothe recruiter along with a copy of your DD 214.

FLEET RESERVE AND RETIREMENT

Learning Objectives: Recognize the Fleet Reserve andretirement program.

One of the major attractions of a military careerhas always been the retirement package. Mostmembers become eligible for retirement after 20 yearsof service, regardless of age, rate, or rank. Militaryretirement rights and benefits provide not only anelement of security, but also an opportunity to embarkon a second career while still enjoying many benefitsof the first. In this section, you will find information onthe benefits you will receive upon retirement andwhere to go for help or information.

Before making a decision to retire, you should talkwith your career counselor about your retirementrights and benefits and how to apply for retirement ortransfer to Fleet Reserve. You also should make everyeffort to attend a retirement seminar given at yourcommand. You will be given useful information thatmay help you in making your decision. Certainchanges to the military retirement system have beenproposed. To ensure your information on retirementrights and benefits is up to date, contact your commandcareer counselor.

CATEGORIES OF RETIREMENT

There are different categories of retirement. Thissection will briefly describe the Fleet Reserve, theRegular Navy Retired List, the Naval Reserve RetiredList, the Retired Reserve, Temporary DisabilityRetired List, and the Permanent Disability RetiredList. In some cases, Congress and the President canauthorize application for retirement by TemporaryEarly Retirement Authority (TERA) message for anearly retirement after 15 years of service. The TERAprogram lasts only for short periods and only whenreduction in forces is needed. For detailed informationon the TERA program, contact your career counselor.

4-11

Figure 4-11. Enlisted Qualifications History (page 4), NAVPERS 1070/604, Section 12.

The following are categories of retirement with abrief description of each:

Fleet Reserve — The Fleet Reserve wasestablished to provide experienced personnel for thefirst stages of mobilization during an emergency or intime of war. Therefore, the Fleet Reserve is made up offormer enlisted members of the regular Navy or NavalReserve who can fill such billets without furthertraining. As an enlisted member of the regular Navy orNaval Reserve, you are eligible for transfer to the FleetReserve upon the completion of at least 20 years ofactive service in the armed forces. While serving as amember of the Fleet Reserve, you may be ordered toactive duty without your consent. After you havecompleted 30 years of service (which includesactive-duty and Fleet Reserve time combined), youwill be transferred to the retired list.

Regular Navy Retired List — Any enlistedmember of the regular Navy who has completed at least30 years of active federal service may be retired uponapplication. Unlike transfer to the Fleet Reserve, the30-year retirement is a right guaranteed by law. As aretired member, you may be ordered to active duty intime of war or national emergency at the discretion ofthe Secretary of the Navy. You may not be ordered toactive duty under any other conditions without yourconsent.

Naval Reserve Retired List — The NavalReserve Retired List is composed of members of theNaval Reserve who are entitled to receive retired pay.Retired members of the Naval Reserve may be orderedto active duty without their consent. However, this maybe done only if the Secretary of the Navy, with theapproval of the Secretary of Defense, determines thatthe Navy does not have enough qualified reservists inan active status.

Retired Reserve — The Retired Reserve consistsof reservists who have been transferred to the RetiredReserve List without pay.

Temporary Disability Retired List — TheTemporary Disability Retired List consists ofmembers who are temporarily unable to perform theduties of their rank or rating because of a physicaldisability.

Permanent Disability Retired List — ThePermanent Disability Retired List consists ofmembers who are permanently unable to perform theduties of their rank or rating because of a physicaldisability.

BENEFITS OF RETIREMENT

Retirement benefits available at the conclusion of aNavy career are superior, in many respects, to similarplans in civilian life. On a day-to-day basis, the mostimportant difference is that service members paynothing toward the accumulation of their benefits.

Retired personnel and their dependents may beentitled for life to many of the same medical servicesprovided their active-duty counterparts. However,these benefits have been severely curtailed duringrecent years. Retirees and their dependents also havethe privilege of making purchases in commissaries,exchanges, and ship’s service stores. Retired membershave the privilege to use U.S. armed forces’ basefacilities subject to the availability of space andfacilities, the capabilities of the command, and anyoverseas agreements.

Retired personnel often do not realize that theymay be entitled to many benefits from the Departmentof Veterans Affairs (VA) and from the state in whichthey reside. These benefits may include employmentcounseling, home and farm loans, unemploymentcompensation, burial rights, and VA benefits forveterans with disabilities.

TRANSFER TO FLEET RESERVE

A transfer to the Fleet Reserve requires that youcomplete 2 years at your duty station and submit theapplication no sooner than 12 months or later than6 months before your requested transfer date. Sendapplications for Fleet Reserve to the Chief of NavalPersonnel (PERS-273). Submit NAVPERS 1830/1 inquadruplicate and NAVPERS 1070/621 (Agreement toExtend) or NAVPERS 1070/622 (Agreement to Recallor Extend Active Duty) as appropriate. Refer toMILPERSMAN, article 3855180, for more detailedinformation.

4-12

Q6. As a retired member with 30 years of serviceyou may be ordered to active duty by whichof the following personnel?

1. Chief of Naval Operations

2. Vice President of the United States

3. Secretary of the Navy

4. Vice Chief of Naval Operations

REVIEW QUESTION

SUMMARY

The Navy offers many programs to help youdevelop a rewarding, successful career in the Navy.The “key” to these opportunities is knowing theadministrative details that can affect your career.

Several factors affect your Navy career—yourNECs, your varied assignments, and enlisted warfarespecialist designations. Other factors such asevaluations are discussed in Basic Mili taryRequirements, NAVEDTRA 14277.

For many Sailors, eligibility for the Fleet Reserveor retirement is an important factor in deciding to makethe Navy a career. As a career Sailor, your eventualretirement should be a consideration in every decisionmade during your naval service. Planning forpost-retirement finances and job opportunities shouldbegin as early as possible in your career.

REFERENCES

Basic Military Requirements, NAVEDTRA 14277,Naval Education and Training ProfessionalDevelopment and Technology Center, Pensacola,FL, 1999.

Enlisted Transfer Manual, NAVPERS 15909G, Bureauof Naval Personnel, Washington, DC, 2000.

In-Service Procurement for Appointment Under theActive and Inactive Limited Duty Officer and ChiefWarrant Officer Programs, BUPERSINST 1131.1,Department of the Navy, Bureau of NavalPersonnel, Washington, DC, 1993.

Manual of Navy Enlisted Manpower and PersonnelClassifications and Occupational Standards,NAVPERS 18068F, Bureau of Naval Personnel,Washington, DC, 1990.

Naval Military Personnel Manual, NAVPERS 15560C,Bureau of Naval Personnel, Washington, DC, 1999.

4-13

REVIEW ANSWERS

A1. (4) The NEC structure supplements theenlisted rating structure. It identifies specialknowledge and skills requiring specificrecognition not provided by rates and rating,skills that are not rating-wide requirementsand those special skills and knowledgerequired in a specific billet.

A2. (2) The Petty Officer quality Control Programis an effort by the Navy to ensure that thosepersonnel with problems that effect the Navyadversely are counseled and given help toresolve those problems.

A3. (4) Applicants for CWO must have completedat least 12 years but not more than 24 years ofservice on 16 January of the year in whichapplication is made.

A4. (4) For details and most up-to-date eligibilityrequirements for Enlisted Surface WarfareSpecialist consult OPNAV 1414.1.

A5. (3) Service record entries are made by thosepersonnel who are given such authority bythe commanding officer.

A6. (3) A retired member with 30 years of servicemay be ordered to active duty without his orher consent only by the Secretary of the Navy.

4-14

CHAPTER 5

UNITED STATES MILITARY ORGANIZATION

After graduating from Navy recruit training, youwent on to your first school or duty station. At that timeyou were probably either a seaman recruit or a seamanapprentice. As you progressed to seaman, you learnedfrom others. You were trained to stand watches andperform your job properly. As you go up in rate youwill receive additional responsibilities and authorityalong with the privileges of each new paygrade. At thistime, you are preparing for advancement to pettyofficer third class and above.

Depending upon where you are stationed, you maybe assigned to any variety of positions of authority. Youeven may be called upon to help in some of the trainingof your shipmates. The experience and training youhave gained while moving up the advancement ladderwill be a valuable asset to you in performing yourpresent and future duties.

In this chapter, you will study the militaryorganization and some typical military duties a pettyofficer class will be expected to perform.

MILITARY ORGANIZATION OTHERTHAN DEPARTMENT OF THE NAVY

Learning Objectives: Recall the mission and functionof the President, Secretary of Defense, secretaries of themilitary departments, Chairman and Joint Chiefs ofStaff, and the unified combatant commands of the U.S.Armed Forces.

While standing watch as petty officer of the watch(POOW), you will on many occasions be “passing theword” for official visitors to your ship or station.Words such as “COMPHIBRON FIVE, arriving” or“COMDESGRU TWO, departing” are examples of theproper way to announce arrivals or departures. Youwill need to know the names and abbreviations and beaware of the missions of major commands within theDepartment of the Navy. On many quarterdecks there

are pictures of members of the chain of command(COC) and any other COC or officials deployed at thatcommand. You should become familiar with them forsight recognition.

In addition as a second class petty officer knowingthe military chain of command starting with theCommander in Chief of the United States ArmedForces will serve as a foundation for military bearing.Knowing the “big” picture and the importance of eachactivity’s role in the chain of command will aid you inunderstanding and explaining to subordinates how ourmilitary works.

PRESIDENT (COMMANDER IN CHIEF)

Article II, section 1, of the Constitution providesthat the executive power shall be vested in a Presidentof the United States of America. The President shallhold office for a term of 4 years, together with the vicepresident, chosen for the same term. In addition to thepowers set forth in the Constitution, the statutes haveconferred upon the President specific authority andresponsibility covering a wide range of matters. ThePresident is the administrative head of the executivebranch of the government, which includes numerousagencies, both temporary and permanent, as well as the14 executive departments.

The President’s power as the Commander in Chiefof the Armed Forces is extensive. That power increasesin war or any other national emergency. For example,the President may declare an emergency and call outthe military reserves. He or she may even order thearmed forces into military action before Congressactually declares war. Often in cases of nationalemergency of vital American interests, a President hasreferred a matter to Congress after the fact.

5-1

I can imagine no more rewarding career. And any man who may be askedin this century what he did to make his life worthwhile, I think can respond witha good deal of pride and satisfaction: “I served in the United States Navy.”

—President John F. Kennedy

DEPARTMENT OF DEFENSE

The President, as the Commander in Chief, headsthe military chain of command within the Departmentof Defense (DoD). The Commander in Chief is keptabreast of all matters affecting the ability of the DoD todefend the United States and its allies. Figure 5-1shows the DoD chain of command.

The DoD is responsible for providing the militaryforces needed to deter war and protect the security ofour country. As of 1999, the major elements of theseforces are the Army, Navy, Marine Corps, and AirForce, consisting of approximately 1.4 million menand women on active duty. They are backed, in case ofemergency, by the approximately 1.5 million membersof the Reserve and National Guard. In addition, thereare about approximately 742,000 civilian employees inthe Defense Department.

The DoD is comprised of the offices of theSecretary of Defense (SECDEF), the Joint Chiefs ofStaff (JCS) and their supporting establishments (theDepartments of the Army, Navy, and Air Force), andvarious unified and specified commands. The DoDcarries out the military policies of the United States. Itsfunction, simply stated, is to maintain and employarmed forces to accomplish the following:

5-2

DEPARTMENT OF THE ARMY

SECRETARY OF THE ARMY

UNDERSECRETARY

ANDASSISTANT

SECRETARIESOF THE ARMY

CHIEFOF

STAFFARMY

DEPARTMENT OF THE AIR FORCE

SECRETARY OF THE AIR FORCE

UNDERSECRETARY

ANDASSISTANT

SECRETARIESOF THE

AIR FORCE

CHIEFOF

STAFFAIR FORCE

DEPARTMENT OF THE NAVY

SECRETARY OF THE NAVY

UNDERSECRETARY

ANDASSISTANT

SECRETARIESOF THE NAVY

CHIEFOF

NAVALOPERATIONS

COMMANDANTOF

MARINECORPS

INSPECTOR GENERALOFFICE OF THESECRETARY OF DEFENSE

UNDER SECRETARIESASSISTANT SECRETARIES

OF DEFENSEAND EQUIVALENTS

MARINECORPSMAJOR

COMMANDSAND

AGENCIES

AIR FORCEMAJOR

COMMANDSAND

AGENCIES

NAVYMAJOR

COMMANDSAND

AGENCIES

ARMYMAJOR

COMMANDSAND

AGENCIES

MASTERCHIEFPETTY

OFFICEROF THENAVY

BALLISTIC MISSILE DEFENSE ORGANIZATIONDEFENSE ADVANCED RESEARCH PROJECTS AGENCYDEFENSE COMMISSARY AGENCYDEFENSE CONTRACT AUDIT AGENCYDEFENSE FINANCE AND ACCOUNTING SERVICEDEFENSE INFORMATION SYSTEMS AGENCYDEFENSE INTELLIGENCE AGENCYDEFENSE LEGAL SERVICES AGENCYDEFENSE LOGISTICS AGENCYDEFENSE SECURITY COOPERATION AGENCYDEFENSE SECURITY SERVICEDEFENSE THREAT REDUCTION AGENCYNATIONAL IMAGERY AND MAPPING AGENCY*NATIONAL SECURITY AGENCY/CENTRAL SECURITY

SERVICE*

*Reports directly to the Secretary of Defense

DEFENSE AGENCIESDOD FIELD ACTIVITIES

AMERICAN FORCES INFORMATION SERVICESDEFENSE POW/MP OFFICEDEPARTMENT OF DEFENSE EDUCATION ACTIVITYDEPARTMENT OF DEFENSE HUMAN RESOURCES

ACTIVITYOFFICE OF ECONOMIC ADJUSTMENTTRICARE MANAGEMENT ACTIVITYWASHINGTON HEADQUARTERS SERVICES

UNIFIED COMBATANT COMMANDS

CENTRAL COMMANDEUROPEAN COMMANDPACIFIC COMMANDSOUTHERN COMMANDSPACE COMMANDSPECIAL OPERATIONS COMMANDSTRATEGIC COMMANDTRANSPORTATION COMMANDU.S. JOINT FORCES COMMAND

JOINT CHIEFS OF STAFF

CHAIRMAN,JOINT CHIEFS OF STAFF

THE JOINT STAFF

VICE CHAIRMAN,JOINT CHIEFS OF STAFF

CHIEF OF STAFF, ARMY

CHIEF OF NAVAL OPERATIONS

CHIEF OF STAFF, AIR FORCE

COMMANDANT,MARINE CORPS

SECRETARY OF DEFENSE

DEPUTY SECRETARY OF DEFENSE

PRESIDENT(COMMANDER IN CHIEF)

MRLf0501

Figure 5-1. DoD chain of command.

Q1. What article of the Constitution provides thatthe executive power shall be vested in aPresident of the United States?

1. V

2. II

3. III

4. IV

REVIEW QUESTION

• Support and defend the Constitution of theUnited States against all enemies

• Protect the United States, its possessions, andareas vital to its interests

• Advance the policies and interests of the UnitedStates

• Safeguard the internal security of the UnitedStates

The DoD is headed by the SECDEF, who isappointed to the President’s cabinet and the NationalCabinet Security Counsel.

Secretary of Defense

The National Security Act Amendments of 1949redesignated the National Military Establishment asthe Department of Defense and established it as anexecutive department with the SECDEF as its head.Since that time, many legislative and administrativechanges have occurred, evolving the department intothe structure under which it currently operates.

Under the President, the SECDEF, by virtue of anexecutive order, has responsibility for all thePresident’s functions involving the DoD. Thosefunctions include the President’s powers, duties, andauthorities. As the President’s principal assistant inDoD matters, the SECDEF reports to the President onall DoD military matters. SECDEF authority includesthe separately organized military departments of theArmy, Navy, and Air Force; the Joint Chiefs of Staff;the unified combatant commands; and various defenseagencies established for specific purposes. TheSECDEF is the principal defense policy adviser to thePresident. SECDEF is responsible for the formulationof general defense policy and policy related to DoD,for the execution of approved policy, and for exercisingdirection, authority, and control over the DoD.

Under the SECDEF, each military department (theDepartment of the Navy [DoN] includes naval aviationand the United States Marine Corps) is separatelyorganized under its own secretary and functions underthe authority, direction, and control of the SECDEF.The secretary of each military department isresponsible to the SECDEF for the operation andefficiency of his or her respective department. Ordersto the military departments are issued by the SECDEFthrough the secretaries of these departments, or theirdesignees, under authority specifically delegated inwriting by the SECDEF, or provided by law. Thecommanders of the unified combatant commands are

responsible to the President and the SECDEF foraccomplishing the military missions assigned to themand exercising command authority over forcesassigned to them. The operational chain of commandruns from the President to the SECDEF to thecommanders of the unified combatant commands. TheChairman of the Joint Chiefs of Staff functions withinthe chain of command by transmitting the orders of thePresident or the SECDEF to the commanders of theunified combatant commands.

Joint Chiefs of Staff

The Joint Chiefs of Staff consist of the Chairman;the Vice Chairman; the Chief of Staff, U. S. Army; theChief of Naval Operations; the Chief of Staff, U.S. AirForce; and the Commandant of the Marine Corps.Supported, subject to the authority of the chairman, bythe Joint Staff, they constitute the immediate militarystaff of the SECDEF. The chairman is the principalmilitary adviser to the President, the National SecurityCouncil, and the SECDEF. The chairman is appointedby the President with approval from Congress. Theother members of the Joint Chiefs of Staff are militaryadvisers who may provide additional information uponrequest from the President, the National SecurityCouncil, or the SECDEF. They also may submit theiradvice when it does not agree with that of theChairman. The vice chairman of the joint chiefs acts aschairman in the absence of the chairman. Subject to theauthority of the President and the SECDEF, thechairman is responsible for the following:

• Assisting the President and the SECDEF inproviding for the strategic direction andplanning of the armed forces

• Allocating resources to fulfill strategic plans

• Comparing the capabilities of American andallied armed forces with those of potentialadversaries

• Preparing and reviewing contingency plans thatconform to policy guidance from the Presidentand the SECDEF

• Preparing joint logistic and mobility plans tosupport contingency plans

• Recommending assignment of logistic andmobility responsibilities to the armed forces tofulfill logistic and mobility plans

The chairman advises the SECDEF on criticaldeficiencies and strengths in force capabilities

5-3

(including manpower, logistic, and mobility support)and assesses the effect of such deficiencies andstrengths on meeting national security objectives andpolicy and on strategic plans. He or she establishes andmaintains a uniform system for evaluating thepreparedness of each unified combatant command tocarry out assigned missions. The chairman advises theSECDEF on the priorities of the requirementsidentified by the commanders of the unified combatantcommands. He or she determines the extent to whichprogram recommendations and budget proposals ofthe military departments and other DoD componentsfor a fiscal year conform to priorities established inrequirements of the unified combatant commands. Heor she is responsible for submitting to the SECDEFalternative program recommendations and budgetproposals, with guidance provided by the SECDEF, toachieve greater conformance with priorit iesestablished by the unified combatant commands. Thechairman also advises the SECDEF on the extent towhich major programs and policies of the armed forcesin the area of manpower conform to strategic plans andassesses military requirements for defense acquisitionprograms. Additionally, the chairman:

• Formulates doctrine and training policies andcoordinates military education and training

• Represents the United States on the MilitaryStaff Committee of the United Nations

• Performs such other duties as may be prescribedby law or by the President and the SECDEF

• Convenes and presides over regular meetings ofthe Joint Chiefs of Staff

• Assists the Joint Chiefs in carrying on theirbusiness as promptly as practicable

• Schedules issues for consideration by the JointChiefs

The chairman, while so serving, holds the grade ofgeneral or admiral and outranks all other officers of thearmed forces. The vice chairman of the Joint Chiefsperforms duties assigned by the chairman, with theapproval of the SECDEF. The vice chairman acts aschairman when there is a vacancy in the office of thechairman or in the absence or disability of thechairman. The vice chairman, while so serving, holdsthe grade of general or admiral and outranks all otherofficers of the armed forces except the chairman of theJoint Chiefs of Staff.

The Joint Staff under the chairman of the JointChiefs of Staff assists the chairman and, subject to the

authority of the chairman, the other members of theJoin t Chiefs of Staff in car ry ing out the i rresponsibilities. The Joint Staff is headed by a directorwho is selected by the chairman in consultation withthe other members of the Joint Chiefs of Staff, and withthe approval of the SECDEF. Officers assigned to serveon the Joint Staff are selected by the chairman inapproximate equal numbers from the Army, Navy,Marine Corps, and Air Force. The Joint Staff iscomposed of all members of the armed forces andcivilian employees assigned or detailed to permanentduty to perform the functions assigned to the chairmanof the Joint Chiefs of Staff.

Unified Combatant Commands

The unified combatant commands are militarycommands with broad continuing missions formaintaining the security and defense of the UnitedStates against attack; supporting and advancing thenational policies and interests of the United States anddischarging U.S. military responsibilities in their areaof responsibility; and preparing plans, conductingoperations, and coordinating activities of the forcesassigned to them in accordance with the directives ofhigher authority. The unified combatant commands arepart of a military Unified Command Plan subject to thedirection of the President. The commanders of theunified combatant commands exercise commandauthority over forces assigned to them under theauthority, direction, and control of the SECDEF, alsosubject to direction of the President. The latest changeto the Unified Command Plan, signed by PresidentClinton September 30, 1999, changed missions andreplaced the U.S. Atlantic Command with the U.S.Joint Forces Command. The change also included themission to assist civil authorities in the event of anattack or accident involving weapons of massdestruction and to strengthen the United States’ abilityto counter cyberwarfare. The operational chain ofcommand runs from the President to the SECDEF tothe commanders of the unified combatant commands.The chairman of the Joint Chiefs of Staff functionswithin the chain of command by transmitting to thecommanders of the unified combatant commands theorders of the President or the SECDEF. Subject to theauthority, direction, and control of the SECDEF, thechairman of the Joint Chiefs of Staff serves as thespokesman for the commanders of the unifiedcombatant commands, especially on the operationalrequirements of their commands. The unifiedcombatant commands are as follows:

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• U. S. Joint Forces Command (USJFCOM)

• Central Command (USCENTCOM)

• European Command (USEUCOM)

• Pacific Command (USPACCOM)

• Southern Command (USSOUTHCOM)

• Space Command (USSPACECOM)

• Special Operations Command (USSOCOM)

• Strategic Command (USSTRATCOM)

• Transportation Command (USTRANSCOM)

Department of the Air Force

The Department of the Air Force (USAF) isresponsible for defending the United States throughcontrol and exploitation of air and space. The USAFwas established as part of the National MilitaryEstablishment by the National Security Act of 1947and came into being on September 18, 1947. TheNational Security Act Amendments of 1949redesignated the National Military Establishment asthe DoD, established it as an executive department, andmade the USAF a military department within the DoD.The USAF is separately organized under the Secretaryof the Air Force. It operates under the authority,direction, and control of the SECDEF. The departmentconsists of the Office of the Secretary of the Air Force,the Air Staff, and field organizations. The USAF isadministered by the Secretary of the Air Force, who isresponsible for and has the authority to conduct alla ffa i r s of the depar tment . The secre tary’sresponsibilities include matters pertaining toorganiza t ion , t ra in ing , logis t ica l suppor t ,maintenance, welfare of personnel, administration,recruiting, research and development, and otheractivities prescribed by the President or the SECDEF.

Department of the Army

The mission of the Department of the Army is toorganize, train, and equip active-duty and reserveforces for the preservation of peace, security, and thedefense of our nation. As part of our national militaryteam, the Army focuses on land operations; its soldiersmust be trained with modern arms and equipment andbe ready to respond quickly. The Army alsoadministers programs aimed at protecting theenvironment, improving waterway navigation,controlling flood and beach erosion, and developing

water resources. It provides military assistance tofederal, state, and local government agencies,including natural disaster relief assistance.

The American Continental Army, now called theUnited States Army, was established by theContinental Congress on June 14, 1775, more than ayear before the Declaration of Independence. TheDepartment of War was established as an executivedepartment at the seat of government by act approvedAugust 7. The Secretary of War was established as itshead. The National Security Act of 1947 created theNational Military Establishment, and the Departmentof War was designated the Department of the Army.The title of its secretary became Secretary of the Army.The National Security Act Amendments of 1949provided that the Department of the Army is a militarydepartment within the DoD. The Army OrganizationAct of 1950 provided the statutory basis for the internalorganization of the Army and the Department of theArmy. The act consolidated and revised numerousearlier laws, incorporated various adjustments madenecessary by the National Security Act of 1947 andother postwar enactment, and provided for theorganization of the Department of the Army in a singlecomprehensive statute, with certain minor exceptions.In general, the act followed the policy of vesting broadorganizational powers in the Secretary of the Army,subject to delegation by the secretary, rather thanspecifying duties of subordinate officers.

The Secretary of the Army is the head of theDepartment of the Army. Subject to the direction,authority, and control of the President as Commanderin Chief and of the SECDEF, the Secretary of the Armyis responsible for and has the authority to conduct allaffairs of the Department of the Army, including itsorganization, administration, operation, efficiency,and such other activities as may be prescribed by thePresident or the SECDEF as authorized by law.

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Q2. Which of the following is the most seniorofficer in the armed forces?

1. Commandant of the Marine Corps

2. Chief of Naval Operations

3. Chairman of the Joint Chiefs of Staff

4. Secretary of Defense

REVIEW QUESTION

Other Department of Defense Agencies

DoD is the largest government agency in theUnited States. It spends a major portion of the nationalbudget and employs nearly 4 million people (militaryand civilian) to serve and protect the interest of theAmerican people. The business of this departmentaffects every soldier, sailor, marine and airman in allfacets of life. Civilians and industries benefiteconomically and technologically because of the needby the military for more sophisticated weapons,electronics, communications, and computers. TheInternet was largely financed and developed by themilitary. The following are some of other DoDagencies of interest to military personnel.

BALLISTIC MISSILE DEFENSEORGANIZATION.—The Ballistic Missile DefenseOrganization (BMDO), formerly the Strategic DefenseInitiative Organization, was established as a separateagency of the DoD. BMDO is Presidentially charteredand mandated by Congress to develop ballistic andcruise missile defense systems that are capable ofproviding a limited defense of the United States and aflexible, interoperable family of theater missiledefense systems that may be forward deployed toprotect elements of the U.S. Armed Forces and allies ofthe United States.

The agency’s mission is to manage and directDoD’s ballistic missile defense acquisition programs,which include theater missile defense, and to developand deploy, if directed, a national missile defenseprogram designed to protect the United States from along-range missile threat posed by rogue nations. Theagency also is responsible for the continuing researchand development of follow-on technologies that arerelevant for long-term ballistic missile defense. Theseprograms will build a technical foundation forevolutionary growth in future ballistic missiledefenses. In developing these programs, the agencyutilizes the services of the military departments, theDepartment of Energy, the National Aeronautics andSpace Administration, private industries, andeducational and research institutions.

DEFENSE ADVANCED RESEARCHPROJECTS AGENCY.—The Defense AdvancedResearch Projects Agency is a separately organizedagency within the DoD under a director appointed bythe SECDEF. The agency, under the authority,direction, and control of the Director of DefenseResearch and Engineering (DDR&E), engages inadvanced and applied research and development

projects essential to the DoD. The agency conductsprototype projects that embody technology that may beincorporated into joint programs, programs in supportof deployed U.S. forces, selected military departmentprograms, or dual-use programs and, on request,assists the military departments in their research anddevelopment efforts.

DEFENSE COMMISSARY AGENCY.—TheDefense Commissary Agency was established bydirection of the SECDEF on November 9, 1990, andoperates under DoD Directive 5105.55. The DefenseCommissary Agency is a defense agency subject to theauthority, direction, and control of the Under SECDEFfor Personnel and Readiness and the operationalsupervision of the Commissary Operating Board. Theagency is responsible for providing an efficient andeffective worldwide system of commissaries forreselling groceries and household supplies at low,practical prices (consistent with quality) to membersof the military services, their families, and otherauthorized patrons, while maintaining high standardsof quali ty, facil i t ies, products, and service.Commissary savings are a valued part of military payand benefits. They also are important in recruitmentand reenlistment of the all-volunteer force. Thepublication, How To Do Business with DeCA(Defense Commissary Agency) is available free ofcharge from the Director, Small and DisadvantagedBusiness Utilization, Headquarters, DefenseCommissary Agency, 1300 “E” Avenue, Fort Lee, VA23801-1800.

DEFENSE CONTRACT AUDIT AGENCY.—The Defense Contract Audit Agency was establishedin 1965 and operates under DoD Directive 5105.36under the authority, direction, and control of the UnderSECDEF (Comptroller). The agency performs allnecessary contract audit functions for the DoD andprovides accounting and financial advisory services toall defense components responsible for procurementand contract administration. These services areprovided in connection with the negotiation,administration, and settlement of contracts andsubcontracts. Services include evaluating theacceptability of costs claimed or proposed bycontractors and reviewing the efficiency and economyof contractor operations. Other government agenciesmay request the agency’s services under appropriatearrangements.

DEFENSE FINANCE AND ACCOUNTINGSERVICE.—Defense Finance and AccountingService (DFAS) was established by direction of the

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SECDEF on November 26, 1990, and operates underDoD Directive 5118.5. DFAS is under the authority,direction, and control of the Under SECDEF(Comptroller). The Service is responsible for makingall payments, including payroll and contracts, and formaintaining all finance and accounting records for theDoD. The service is responsible for preparing annualfinancial statements for DoD in accordance with theChief Financial Officers Act of 1990. The service alsois responsible for the consolidation, standardization,upgrade, and integration of finance and accountingrequirements, functions, processes, operations, andsystems in the DoD.

DEFENSE INFORMATION SYSTEMSAGENCY.—The Defense Information SystemsAgency (DISA) originally established as the DefenseCommunications Agency, is a combat support agencyof the DoD. DISA is under the authority, direction, andcontrol of the Assistant SECDEF for Command,Control, Communications, and Intelligence. Theagency is organized into a headquarters and fieldactivities acting for the director in assigned areas ofresponsibility. The field organizations include theWhite House Communications Agency, JointInteroperability and Engineering Organization, DISAWestern Hemisphere, Joint Interoperability TestCommand, Defense Information TechnologyContracting Organization, Defense TechnicalInformation Center, and the Joint Spectrum Center.The agency is responsible for planning, developing,and supporting command, control, communications,and information systems that serve the needs of theNational Command Authorities under all conditions ofpeace and war. It manages the Defense InformationInfrastructure (DII) and is responsible for DoDtelecommunications and information processingfacilities. It provides guidance and support ontechnical and operational and information systemsissues affecting the Office of the SECDEF, the militarydepartments, the Chairman of the Joint Chiefs of Staff,the unified combatant commands, and the defenseagencies. It ensures the interoperability of DII, theaterand tactical command and control systems, NorthAtlantic Treaty Organization and/or allied systems,and those national and/or international commercialsystems that affect the DISA mission. It supportsna t ional secur i ty emergency preparednesstelecommunications functions of the NationalCommunications System (NCS), as prescribed byExecutive Order 12472 of April 3, 1984.

DEFENSE INTELLIGENCE AGENCY.—TheDefense Intelligence Agency (DIA) was established

by DoD Directive 5105.21, effective October 1, 1961,under provisions of the National Security Act of 1947,as amended (50 U.S.C. 401 et seq.). DIA is under theauthority, direction, and control of the AssistantSECDEF for Command, Control, Communications,and Intelligence. The DIA is a combat support agencycommitted to the provision of timely, objective, andcogent mi l i ta ry in te l l igence to thewarfighters—soldiers , sa i lors , a i rmen, andmar ines—and to the decis ion makers andpolicymakers of DoD and the federal government. Toaccomplish its assigned mission, DIA producesmilitary intelligence for national foreign intelligenceand counterintelligence products; coordinates all DoDintelligence collection requirements; operates theCentral Measurement and Signature Intelligence(MASINT) Organization; manages the DefenseHuman Intelligence (HUMINT) Service and theDefense Attach System; operates the Joint MilitaryIntelligence College; and provides foreign intelligenceand counterintelligence support to the SECDEF andthe Chairman of the Joint Chiefs of Staff. The Directorof DIA coordinates the Defense General Intelligenceand Applications Program, an element of the DoDJoint Military Intelligence Program, and manages theGeneral Defense Intelligence Program within theNational Foreign Intelligence Program.

DEFENSE LEGAL SERVICES AGENCY.—The Defense Legal Services Agency was establishedAugust 12, 1981. It is currently chartered under DoDDirective 5145.4. The agency is under the authority,direction, and control of the General Counsel of theDoD, who also serves as its Director. The agencyprovides legal advice and services for defense agenciesand DoD field activities. It also provides technicalsupport and assistance for development of thedepartment’s legislative program; coordinatespositions on legislation and Presidential executiveorders; provides a centralized legislative andcongressional document reference and distributionpoint for the department; and maintains thedepartment’s historical legislative files. In addition,the agency includes the Defense Office of Hearingsand Appeals program and the DoD Standards ofConduct Office.

DEFENSE LOGISTICS AGENCY.—TheDefense Logistics Agency (DLA) was established bythe SECDEF, operates under DoD Directive 5105.22,and is under the authority, direction, and control of theUnder SECDEF for Acquisition and Technology. Itsupports both the logistics requirement of the militaryservices and their acquisition of weapons and other

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materiel. Support begins with joint planning with theservices for parts for a new weapons system, extendsthrough production, and concludes with the disposal ofmaterial which is obsolete, worn out, or no longerneeded. The agency provides logistics support,contract administration services, and technicalservices to all branches of the military and to a numberof federal agencies. Within the agency’s DefenseLogistics Support Command (DLSC), professionallogisticians buy and manage a vast number and varietyof items used by all of the military services and somecivilian agencies. The military services determine theirrequirements for supplies and materiel and establishtheir priorities. Agency supply centers consolidate theservices’ requirements and procure the supplies insufficient quantities to meet the services’ projectedneeds, critical to maintaining the readiness of ourforces. The agency manages supplies in eightcommodity areas: fuel, food, clothing, constructionmaterial, electronic supplies, general supplies,industrial supplies, and medical supplies. The DLSCalso manages the distribution function for the agencythrough the Defense Distribution Center. Distributionis defined as all actions involving the receipt of newprocurements, redistribution, and field returns; storageof materiel, including care of materiel and supplies instorage; the issuance of materiel; consolidation andcontainerization of materiel; preservation, packaging,packing, and marking; physical inventory; qualitycontrol; traffic management; other transportationserv ices , uni t mater ie l fie ld ing , and se tassembly/disassembly; and transshipment and minorrepair.

DEFENSE SECURITY SERVICE.—TheDefense Security Service, formerly the DefenseInvestigative Service, was established by the SECDEFin the Defense Reform Initiative dated November1997. The service is chartered by DoD Directive5105.42 and is under the authority, direction, andcontrol of the Assistant SECDEF for Command,Control, Communications, and Intelligence. Theservice provides a full range of security supportservices for the DoD, other federal governmentagencies, defense contractors, and other authorizedcustomers. It is responsible for all personnel securityinvestigations for department components and, whenauthorized, investigations for other U.S. governmentactivities. These include investigation of allegations ofsubvers ive affi l ia t ions , adverse sui tab i l i tyinformation, or any other situation that requiresresolution to complete the personnel securityinvestigation. The service also is responsible for

industrial security management; automated systemssecurity; polygraph research, education, training, andexaminations; and security research, education, andtraining.

DEFENSE THREAT REDUCTIONAGENCY.—The Defense Threat Reduction Agency(DTRA) was established as a separate agency of theDoD on October 1, 1998, by DoD Directive 5105.62.DTRA was formed by the consolidation of selectedelements of the Office of the SECDEF, the DefenseSpecial Weapons Agency, the On-Site InspectionAgency, and the Defense Technology SecurityAdministration. DTRA is a combat support agency ofthe DoD and is under the authority, direction, andcontrol of the Under SECDEF for Acquisition andTechnology. DTRA is responsible for threat reductionto the United States and its allies from nuclear,biological, chemical (NBC), and other specialweapons, as well as advanced conventional weapons.Through the execution of technology securityactivities, cooperative threat reduction programs, armscontrol treaty monitoring and on-site inspection, forceprotection, NBC defense, and counterproliferation,DTRA supports the U.S. nuclear deterrent andprovides technical support on weapons of massdestruction matters to DoD components.

NATIONAL IMAGERY AND MAPPINGAGENCY.—The National Imagery and MappingAgency (NIMA) was established on October 1, 1996,as a member of the intelligence community and a DoDcombat support agency. It is chartered under DoDDirective 5105.60, pursuant to the National Imageryand Mapping Agency Act of 1996 (10 U.S.C. 441 etseq.). NIMA operates under the authority, direction,and control of the SECDEF, with the advice of theChairman of the Joint Chiefs of Staff, and inaccordance with the policies and priorities establishedby the Director of Central Intelligence. The AssistantSECDEF for Command, Control, Communications,and Intelligence exercises overall supervision overNIMA. The agency is responsible for providing timely,relevant, and accurate imagery, imagery intelligence,and geospatial information in support of the nationalsecurity objectives of the United States. With a visionof guaranteeing the information edge, NIMA iscommitted to delivering the imagery and geospatialinformation that gives national policymakers andmilitary users information superiority in a rapidlychanging global environment. NIMA supportsnational policy objectives by committing substantialimagery analysis resources to national priorities,especially as they relate to diplomatic and regional

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security policy, arms control and treaty monitoringactivities, counterterrorism, nonproliferation,chemical and biological warfare, and informationoperations activities. NIMA also provides geospatialinformation, such as natural and cultural feature data,elevation data, controlled imagery, internationalboundar ies , and place names necessary tounderstanding the context of intelligence information.This information supports a full range of diplomatic,disaster relief, countermobility, no-fly zoneenforcement, force protection, and humanitarian andmulti-national peacekeeping activities. NIMA alsoprovides accurate and current geospatial informationrequired by the unified combatant commands to plan,operate, and if necessary, fight and win. NIMA’sstrategy supports operational readiness through aconcentrated investment in geospatial foundation data,including controlled imagery, digital elevation data,and selected feature information, which can be rapidlyaugmented and fused with other spatially referencedinformation, such as intelligence, weather, andlogistics data. The result is an integrated digital view ofthe mission space that is crucial for diplomatic,military, and civil relief operations. NIMA isheadquartered in Bethesda, MD, and operates majorfacilities in Washington, DC, Reston, VA, and St.Louis, MO.

The military organization is complex andconstantly changing. There are numerous publicationsand instructions that the petty officer must consult tokeep current. OPNAVINST 5400 series and the UnitedStates Government Manual printed by the Office of theFederal Register National Archives and RecordsAdministration covers missions and functions of Navyand other armed forces commands. Additionally thereare many government and Navy sites on the Internetthat give general information regarding navalorganization.

Department of the Navy

Learning Objectives: Ident i fy the names,abbreviations, and missions of major commands withinthe Department of the Navy, shore establishments, andoperating forces.

The primary mission of the Department of theNavy (DoN) is to protect the United States, as directedby the President or the SECDEF, by the effectiveprosecution of war at sea including, with its MarineCorps component, the seizure or defense of advancednaval bases; to support, as required, the forces of allmilitary departments of the United States; and tomaintain freedom of the seas. The United States Navywas founded on October 13, 1775, when Congressenacted the first legislation creating the ContinentalNavy of the American Revolution. The DoN and theOffice of Secretary of the Navy were established by actof April 30, 1798. For 9 years prior to that date, by actof August 7, 1789, the conduct of naval affairs wasunder the Secretary of War. The National Security ActAmendments of 1949 provided that the DoN be amilitary department within the DoD. The Secretary ofthe Navy (SECNAV) is appointed by the President asthe head of the DoN and is responsible to the SECDEFfor the operation and efficiency of the Navy. The DoNincludes the U.S. Coast Guard when it is operating as aService in the Navy.

The SECNAV is responsible for the policies andcontrol of the DoN, including its organization,administration, functioning, and efficiency. The DoNhas two tasks. The first task, directed by the Presidentor the SECDEF, is to organize, train, equip, prepare,and maintain the readiness of Navy and Marine Corpsforces to perform military missions. The second task,directed by the SECDEF, is to support Navy andMarine Corps forces, as well as the forces of othermilitary departments assigned to the unified combatantcommands. Support includes administrative,personnel, material, funding, and technologicalsupport through research and development.

The SECNAV ass igns depar tment -wideresponsibilities essential to the efficient administrationof the DoN to civilian executive assistants. Theseassistants consist of the Under Secretary of the Navy,the Assistant Secretaries of the Navy, and the GeneralCounsel of the Navy. They are SECNAV’s principaladvisors and assistants on DoN administrative affairs.Each civilian executive assistant has a certain area ofresponsibility. The civilian executive assistants carryout their duties in cooperation with the Chief of Naval

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Q3. Who serves as the spokesman for thecommanders of the unified combatantcommands?

1. Commander of the U.S. Joint ForcesCommand

2. Chairman of the Joint Chiefs of Staff

3. Secretary of the Army

4. Secretary of the Air Force

REVIEW QUESTION

Operations, the principal naval advisor and executiveto the SECNAV.

The DoN has many functions and needs a largecontingent of personnel, both civilian and military, andoffices to adequately run the enormous department.The following describes a few of those offices.

OFFICE OF LEGISLATIVE AFFAIRS.—Anaval officer heads the Office of Legislative Affairs. Itsupervises, coordinates, and arranges for thepresentation of statements, testimonies, briefings, andreports to members and committees of Congress.Military and civilian personnel of the DoN make thesepresentations. The office also monitors and evaluatescongressional proceedings and actions affecting theDoN.

OFFICE OF INFORMATION.—The Office ofInformation, headed by a military officer, providesservices to the public. These services include theanswering of inquiries and the coordination of Navyparticipation in community events. The Office ofInformation also ensures a prompt and accurate flow ofinformation to the news media.

OFFICE OF THE JUDGE ADVOCATEGENERAL.—Headed by a military officer, the Officeof the Judge Advocate General (JAG) provides legalservices within the DoN. It provides legal services inall areas except those areas of business and commerciallaw assigned to the General Counsel of the Navy. TheJAG office supervises the administration of militaryjustice throughout the DoN based on the Uniform Codeof Military Justice (UCMJ). It provides free legalcounsel for any member of the naval service chargedwith a serious offense under the UCMJ. The JAG officealso conducts investigations, provides legal help andadvice, processes various claims for and against theNavy, and advises on maritime law.

OFFICE OF THE AUDITOR GENERAL.—The Office of the Auditor General is responsible forinternal audits within the DoN.

OFFICE OF PROGRAM APPRAISAL.—TheOffice of Program Appraisal (OPA) provides anappraisal of the Navy. It ensures existing and proposedNavy and Marine Corps programs achieve the goals ofthe DoN. OPA analysis gives the SECNAVinformation on the validity, need, and usefulness ofNavy programs. SECNAV then uses that informationto assess the overall direction of the Navy.

ASSISTANT SECRETARY OF THE NAVY(MANPOWER AND RESERVE AFFAIRS).—TheAssistant Secretary of the Navy (Manpower andReserve Affairs) supervises all DoN manpower andReserve component affairs. The Assistant Secretarysupervises policy and administration of affairs relatedto military (active and inactive) and civilian personnel.

ASSISTANT SECRETARY OF THE NAVY(RESEARCH, ENGINEERING, ANDSYSTEMS).—The Assistant Secretary of the Navy(Research, Engineering, and Systems) manages allstages of DoN acquisition programs. The onlyexception is the acquisition of naval ships funded bythe appropriation “Ship Building and Conversion,Navy.” The Assistant Secretary ensures the technicalmaintenance or alteration of material and directs allDoN research, development, engineering, test, andevaluation efforts. These efforts include managementof the appropriation “Research, Development, Test andEvaluation, Navy.” The Assistant Secretary alsodirects acquisition programs for oceanography, oceanengineering, and closely related matters.

ASSISTANT SECRETARY OF THE NAVY(FINANCIAL MANAGEMENT).—As Comptrollerof the Navy, the Assistant Secretary of the Navy(Financial Management) manages all DoN financialmatters. The Assistant Secretary’s responsibilitiesinclude budgeting, accounting, disbursing, andfinancing; progress and statistical reporting; andmanagement information systems and equipment(except those concerning weapons systems).

ASSISTANT SECRETARY OF THE NAVY(SHIPBUILDING AND LOGISTICS).—As anacquisition executive, the Assistant Secretary of theNavy (Shipbuilding and Logistics) procures aircraftand naval ships. This executive manages all stages ofacquisition of naval ships in the 5-year shipbuilding

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Q4. What office monitors and evaluatescongressional proceedings and actions thataffect the Department of the Navy?

1. Office of Information

2. Office of the General Counsel of the Navy

3. Office of Program Appraisal

4. Office of Legislative Affairs

REVIEW QUESTION

program, including design and weapons systemintegration. The Assistant Secretary’s responsibilityincludes business and contractual policy and logisticsupport of all DoN acquisition programs. It includesthe maintenance, alteration, supply, distribution, anddisposal of material; the Mutual Defense AssistanceProgram; all transportation matters; printing andpublications; and industrial security. It also includeslabor relations of contractors with the DoN. TheAssistant Secretary supervises the acquisition,construct ion, use , improvement , a l terat ion,maintenance, and disposal of DoN real estate andfacilities.

OFFICE OF THE GENERAL COUNSEL OFTHE NAVY.—The Office of the General Counsel ofthe Navy provides legal advice, counsel, and guidanceto SECNAV, SECNAV’s civilian executive assistants,and their staffs. These legal services concern matters ofbusiness and commercial law.

CHIEF OF NAVAL OPERATIONS.—TheChief of Naval Operations (CNO), under the directionof SECNAV, takes precedence above all other officersof the naval service. The CNO is the Navy member ofthe Joint Chiefs of Staff. The CNO, under the Secretaryof the Navy, exercises command over certain centralexecutive organizations, assigned shore activities, andthe Operating Forces of the Navy. The CNO plans forand provides the manpower, material, weapons,facilities, and services to support the needs of the Navy,with the exception of the Fleet Marine Forces;maintains water transportation services, including seatransportation services for the DoD; directs the NavalReserve; and exercises authority for matters of navaladministration, including matters related to customsand traditions of the naval service, security,intelligence, discipline, naval communications, andnaval opera t ions . The CNO exerc ises areacoordination authority over all shore activities of theDoN to ensure that total efforts afford adequate supportto the combatant forces and are coordinated amongthem to assure economy and efficiency of operation. Inaddition, the CNO has the following specificresponsibilities:

• To organize, train, equip, prepare, and maintainthe readiness of Navy operational forces

• To determine and direct the efforts needed tofulfill current and future Navy requirements formanpower, material, weapons, facilities, andservices.

• To exercise leadership in maintaining a highdegree of competence among Navy officers andenlisted and civilian personnel

• To maintain the morale and motivation of Navypersonnel and the prestige of a Navy career

• To plan and provide health care for personnel ofthe naval service and their dependents

• To direct the organization, administration,training, and support of the Naval Reserve

• To monitor the DoN to determine and maintainefficiency, discipline, and readiness

• To determine the need for and to provide for theconduct of research, development, test, andevaluation that meet long-range goals,immediate requirements, and fiscal limitations

• To devise Navy strategic plans and policies andhelp devise joint and combined strategic plansand policies

• To budget for commands, bureaus, and officesassigned to the CNO’s command and for otheractivities and programs as assigned

The Vice CNO and the Vice CNO’s Assistant,Directors of Major Staff Offices (DMSOs), andDeputy Chiefs of Naval Operations help the CNOcarry out these responsibilities. Of particular interestto the enlisted community is the master chief pettyofficer of the Navy (MCPON).

MASTER CHIEF PETTY OFFICER OF THENAVY.—In 1966 the SECNAV’s Task Force onNavy/Mar ine Corps Personnel Retent ionrecommended the creation of the office of the masterchief petty officer of the Navy (MCPON). The functionof the office is to provide a direct, unofficial channel ofcommunication between enlisted personnel and thesenior policy level of DoN. The office was formally setup on 1 March 1967 with a tour length of 4 years.

The MCPON performs the following duties:

• The MCPON’s assignment is to the immediateoffice of the CNO. The MCPON serves as the seniorenlisted representative of the Navy and acts as theprimary enlisted advisor to the CNO. The MCPONadvises the Chief of Naval Personnel (CHNAVPERS) inall matters regarding active-duty and retired enlistedmembers and their dependents.

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• The MCPON serves in an advisory capacity onvarious boards pertaining to enlisted members,including the following boards.

− Board of Managers of the Navy Relief Society

− Board of Administrators of the BUPERSCentral Nonappropriated Funds

− Board of Equal Opportunity for Women

− Rating Review Board

− Navy Wives Club of America (Liaison)

− Fleet Reserve Association (Liaison)

− Navy Resale System Advisory Board

• The MCPON, when called upon, testifies beforecongressional committees and subcommittees. TheMCPON occasionally accompanies the CNO andCHNAVPERS on official trips and the Navy InspectorGeneral on selected inspection trips. The MCPONtravels extensively throughout the fleet and serves as theNavy enlisted representative of the DoN at specialevents, celebrations, and ceremonies.

• The MCPON recommends ways to developeffective leadership and training at all enlisted levelsand to attain high standards of conduct and generalappearance within the enlisted community. TheMCPON acts always to maintain and promote the chainof command and i ts associated chain ofcommunications. Further, the MCPON advises theCNO about existing or potential situations, procedures,and practices affecting the morale, retention, careerenhancement, human goals, and general well-being ofthe Navy enlisted personnel and their dependents.

• The MCPON does not work alone. In addition toa staff, the MCPON relies on the quality and experienceof the fleet, force, and command master chiefs to carryout the duties of the office.

THE OPERATING FORCES.—The OperatingForces of the Navy are responsible for naval operationsnecessary to carry out the DoN’s role in upholding andadvancing the national policies and interests of theUnited States. The Operating Forces of the Navyinclude fleets, seagoing forces, Fleet Marine Forcesand other assigned Marine Corps forces, the MilitarySealift Command, the Commander, U.S. Naval ForcesCentral Command; Commander, Operational Test andEvaluation Force; Commander, Naval Special WarfareCommand; Naval Reserve forces, and other forces andactivities as may be assigned by the President or theSecretary of the Navy. The CNO is responsible for thecommand and administration of the Operating Forcesof the Navy. The Pacific Fleet is composed of ships,submarines, and aircraft operating throughout thePacific and Indian Oceans. The Atlantic Fleet iscomposed of ships, submarines, and aircraft thatoperate throughout the Atlant ic Ocean andMediterranean Sea. Naval Forces, Europe, includesforces assigned by the CNO or made available fromeither the Pacific or Atlantic Fleet to operate in theEuropean theater.

Fleet Marine forces are under the administrativecontrol of the Commandant of the Marine Corps.These forces operate, as do other types of commands,under their respective fleet commander in chief.

The opera t ing forces’ commanders andcommanders in chief (CINCs) have dual chains ofcommand. Administratively, they report to the CNO toprovide, train, and equip naval forces. Operationally,as naval forces, they report to the appropriate unifiedcommander in chief. The units of a fleet also have dualchains of command. As units enter an area ofresponsibility for a particular Navy CINC, they areoperationally assigned to the appropriate numberedfleet. Ships provided by type commanders make up theoperational (numbered) fleets. The Pacific Fleetincludes the Third and Seventh Fleets, the AtlanticFleet has the Second Fleet, the Fifth Fleet is under theU. S. Naval Forces Central Command, and NavalForces Europe mainly consists of the Sixth Fleet. TheNavy units also have an administrative chain ofcommand in which the various ships report to theappropriate forward-area commanders, known as typecommanders.

For example, administratively a destroyer maybelong to a squadron (DESRON) that is part of acruiser-destroyer group (CRUDESGRU). TheCRUDESGRU, in turn, is part of the surface force(SURFLANT) that reports to the Commander in Chief,

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Q5. The Master Chief Petty Officer of the Navy isassigned to what immediate office?

1. Chief of Naval Personnel

2. Chief of Naval Operations

3. Secretary of the Navy

4. Assistant Secretary of the Navy

REVIEW QUESTION

Atlantic Fleet (CINCLANTFLT). Operationally thesame destroyer may be deployed as part of a taskelement, unit, group, and force that are part of theSeventh Fleet answering to CINCPACFLT.

A task force (TF) is a subdivision of a fleet.Sometimes a fleet is large enough and its duties areextensive enough to require division into many TFs.When that happens, the TFs become part of groupingscalled task fleets. A TF is composed of several types ofships according to operational necessity. Thus a TFmay include battleships, aircraft carriers, cruisers,amphibious craft, and auxiliary vessels, such astenders or supply ships. The division of a TF createstask groups (TGs). TGs have numbers correspondingto the particular TF of which they are a part. Forinstance, if TF 77 has a task group assigned toreconnaissance, its set number will be TG 77.3. Taskgroups may be subdivided even further into task units(TUs) and task elements. For example, TU 77.3.1 isTask Unit 1 of Task Group 3 of Task Force 7 of theSeventh Fleet.

The operating forces carry out naval operationsneeded to support the DoN’s role in upholding andadvancing the national policies and interests of theUnited States. The major operating forces are shown infigure 5-2. Each has an area of responsibility andmission, some unique, some are shared as explainedbelow.

Naval Reserve Force.—Commander, NavalReserve Force (NAVRESFOR) providesmission-capable units and individuals to theNavy-Marine Corps team throughout the full range ofoperations from peace to war. The Naval Reserve Force,numbering over 728,000 men and women, consists ofthe Ready Reserve, the Standby Reserve, and theRetired Reserve. The Ready Reserve is made up ofSelected Reserve (SELRES) personnel and IndividualReady Reserve (IRR) personnel. The SELRES is theNavy’s primary source of immediate mobilizationmanpower. The SELRES represents those reservistswho are paid either as weekend drillers or who serve infull-time support on active-duty status as Temporary

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Figure 5-2. DoN organization, operating forces.

Active Reserves (TAR) in the training andadministration of the Naval Reserve Force program.

Operation Test and Evaluation Force.—Commander, Navy Operational Test and EvaluationForce (COMOPTEVFOR) provides an independentand object ive evaluat ion of the operat ionaleffectiveness and suitability of aviation, surface,subsurface, cryptologic, and space systems.

Naval Specia l Warfare Command.—Commander, Naval Special Warfare Command(COMNAVSPECWARCOM) prepares forces to carryout maritime special operations missions. Thecommand develops special operation doctrine,strategy, and tactics in support of naval operations.

Military Sealift Command.—Commander,Military Sealift Command (COMSC) is operated bythe Navy for all armed services. The command consistsof ships, tankers, and commercial vessels manned bycivil service and contract personnel. The primemission of COMSC is to provide immediate sealiftcapability in an emergency. The ships of this commandtransport service personnel, their dependents, combattroops, and material throughout the world.

U.S. Naval Forces Europe.—Commander inChief, U. S. Naval Forces Europe (CINUSNAVEUR)consists of forces assigned by CNO or made availablefrom either the Pacific or Atlantic Fleet to operate inthe European theater.

U.S. Naval Forces Central Command.—Commander, U. S. Naval Forces Central Command(COMUSNAVCENTCOM) consists of forcesassigned from other major operating forces includingcertain Marine Corps detachments. The area ofresponsibility as of June 1998 is the Arabian Gulf andmost of the Middle East.

Atlantic Fleet.—Commander in Chief, U.S.At lan t ic Flee t (CINCLANTFLT) providesinteroperable, trained, and combat-ready naval forcesto the Atlantic theater and other U.S. unifiedcommanders. The Atlantic Fleet is composed of ships,submarines, and aircraft operating throughout theAtlantic Ocean and the Mediterranean Sea.

Pacific Fleet.—Commander in Chief, U.S. PacificFleet (CINCPACFLT) provides interoperable, trained,and combat-ready naval forces to the Pacific theaterand other U.S. unified commanders. The U.S. Navy’sPacific Fleet covers more than 50 percent of the earth’ssurface—encompassing just over 100 million squaremiles. Each day, Pacific Fleet ships are at sea in the

Pacific, Indian, and Arctic Oceans, from the WestCoast of the United States to the Arabian Gulf.CINCPACFLT keeps the sea-lanes open, detersaggression, provides regional stability, and supportshumanitarian relief activities.

THE SHORE ESTABLISHMENT.—The shoreestablishment provides support to the operating forces(known as “the fleet”). This support includes facilitiesfor the repair of machinery and electronics;communications centers; training areas and simulators;ship and aircraft repair; intelligence and meteorologicalsupport; storage areas for repair parts, fuel, andmunitions; medical and dental facilities; and air bases.This section discusses the major shore commandsresponsible for training, supplying, maintaining, andsupporting the operating forces. These major shorecommands are shown in figure 5-3. The mission of theshore commands is to deliver material, services, andpersonnel to the fleet. Shore commands answer directlyto CNO to carry out their missions.

Chief of Naval Personnel.—Chief of NavalPersonnel (CHNAVPERS) plans and directs theprocurement, distribution, administration, and careermotivation of regular and reserve Navy personnel.Through the administration of the Navy PersonnelCommand (NAVPERSCOM), CHNAVPERS meetsthe quant i ta t ive and qual i ta t ive manpowerrequirements determined by the Chief of NavalOperations. CHNAVPERS plans the amount of

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Q6. The U. S. Naval Forces Central Command’sarea of responsibility includes which of thefollowing areas?

1. Mediterranean

2. Middle East

3. Continental United States

4. South America

Q7. The Pacific Fleet’s area of responsibilityincludes which of the following areas?

1. Southeast Asia

2. Arctic Ocean

3. U. S. west coast

4. Both 2 and 3 above

REVIEW QUESTIONS

education and training needed by Navy personnel,including that of the Naval Reserve, to meet manpowerrequirements determined by CNO. CHNAVPERSadditionally has the responsibility to develop,implement, manage, and administer the Navy CivilianPersonnel/Equal Employment Opportunity Programsand to develop service-wide programs for improvedhuman resources management.

Bureau of Medicine and Surgery.—Chief,Bureau of Medicine and Surgery (BUMED) directs theprovision of medical and dental services for authorizedpersonnel within assigned geographic and mission-specific commands. BUMED makes sure health careprogram policies are maintained and carried out. It alsomaintains all assigned activities in a proper state ofreadiness to fulfi l l assigned peacet ime andcontingency missions. In addition, BUMED:

• Directs the provision of medical and dentalservices for Navy and Marine Corps personneland other persons authorized by law

• Ensures that health care program policies areoptimally executed through the acquisition andeffective utilization of financial and manpowerresources

• Maintains all assigned activities in a proper stateof material and personnel readiness to fulfillassigned peacetime and contingency missiontasking

• Administers the execution and implementationof contingency support plans and programs thatprovide for an effective medical and dentalreadiness capability

• Acquires, trains, and maintains a force ofprofessional and technical personnel

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Figure 5-3. DoN organization, shore establishment.

• Provides professional and technical medical anddental service to the Fleet, Fleet Marine Force,and shore activities of the Navy

• Ensures that assigned activities are able toachieve successful accreditation and recognitionby appropriate governmental and civilianagencies and commissions

• Ensures cooperation with civil authorities inmatters pertaining to public health disasters andother emergencies, in conjunction withmaintaining and safeguarding the health of Navyand Marine Corps personnel

Naval Sea Systems Command.—Commander,Naval Sea Systems Command (COMNAVSEASYSCOM or NAVSEA) researches, develops, procures,and furnishes logistic support and other materialfunctions. The command carries out these functions forships and craft, shipboard weapons systems andexpendable ordnance, and air-launched mines andtorpedoes. This command also is responsible for theabove functions in shipboard systems and components;some of these are propulsion (including nuclear), powergeneration, sonar, search radar, and auxiliaryequipment. NAVSEA is responsible for ship systemintegration and for coordination of logistic support.NAVSEA has central authority for ship and nuclearpower safety; for explosives, propellants, and actuatingparts; and for explosive safety and explosive ordnancedisposal. This command also provides technical andmaterial support for diving and for salvage of strandedand sunken ships, craft, aircraft, and other objects.NAVSEA also coordinates shipbuilding conversion andrepair in the Navy and DoD.

Naval Air Systems Command.—Commander,Naval Air Systems Command (COMNAVAIRSYSCOM or NAVAIR) is responsible for research,development, test, evaluation, procurement, and logisticsupport in several areas. These areas include Navy andMarine Corps aircraft, air-launched weapons, and otheraviation-related equipment. This command managestarget ranges and test facilities in support of these needs.

Naval Supply Systems Command.—Commander, Naval Supply Systems Command(COMNAVSUPSYSCOM or NAVSUP) developssupply management policies and methods. NAVSUPalso controls the Naval Supply System, publicationsand printing, the resale program, the Navy Stock Fund,and field purchasing services. NAVSUP providesmaterial support for materials handling, food serviceequipment, and special clothing. It provides

accounting support to Navy activities as assigned andis responsible for transportation of Navy property.

Naval Facilities Engineering Command.—Commander, Naval Facilities Engineering Command(COMNAVFACENGCOM or NAVFAC) plans,designs, develops, procures, constructs, alters,estimates costs, and inspects. The command isresponsible for these functions as they relate to publicworks, public utilities, construction, transportation,and weight-handling equipment at all shore activities.NAVFAC acquires and disposes of real estate for theNavy and manages Navy family housing. It directs therepair and upkeep of all public works, public utilities,and housing of the Navy. NAVFAC supports fleetconstruction forces and provides material support ofnuclear power plants, shore and constructionequipment, cranes, and fixed ocean structures. Inaddi t ion , th is command provides technica lmanagement of shore faci l i ty maintenance,envi ronmenta l pro tec t ion , na tura l resourceconservation, and fire protection.

Space and Naval Warfare SystemsCommand.—Commander, Space and Naval WarfareSystems Command (COMSPAWARSYSCOM orSPAWAR) researches, develops, tests, evaluates, andprocures airborne and shipboard electronics. Thecommand’s functions involve space systems;command, control, and communications; electronicwarfare; navigation; countermeasures; surveillance;air traffic control; and cryptography for naval battleforces. COMSPAWARSYSCOM is the Navy’s centralauthority for electronics standards, technology, andcompatibility.

Strategic Systems Programs.—Director,Strategic Systems Program (DIRSSP) provides for thedevelopment, production, and material support forfleet ballistic missile and strategic weapon systems.This support includes the missiles, platforms, andassociated equipment; security; training of personnel;and the installation and direction of necessarysupporting facilities.

Naval Computer and TelecommunicationsCommand.—Commander, Naval Computer andTelecommunications Command’s (COMNAVCOMTELCOM) mission is to organize, train, andequip computer and telecommunications activities.These activities provide quality information systemsand services to the fleet, support commands, andhigher authority as well as manage, process, andtransfer information for command, control, andadministration of the Navy.

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Naval Meteorology and OceanographyCommand.—Commander, Naval Meteorology andOceanography Command’s (COMNAVMETOCCOM) mission is to collect, interpret, and applyatmospheric and oceanic data and information forsafety at sea; strategic and tactical warfare; andweapons sys tem des ign , development , anddeployment. The command provides meteorological,oceanographic, and mapping, charting, and geodesyservices to increase the effectiveness of our Navy bothin peace t ime and in war. In addi t ion ,COMNAVMETOCCOM and the Superintendent, U.S.Naval Observatory, are responsible for the science,technology, engineering, operations, and thosepersonnel and facilities associated with each, whichare essential to explore the ocean and the atmosphereand to provide astronomical data and time for naval andrelated national objectives. Oceanography examineshow naval operations are influenced by the physicalenvironment and applies i ts findings to thedevelopment of technology and methods forimproving naval operations. The Naval OceanographicProgram embraces five major disciplines of physicalscience to investigate the nature and behavior of theocean environment in which the Navy operates. Thefive major disciplines are:

• Hydrography to collect data for the charting ofthe oceans and to establish geodetic referencesfor navigation

• Oceanography to define the characteristics of thewater volume for use in ocean reporting andprediction, and studies of underwater acoustics,water dynamics, corrosion, and other factorsinfluencing the performance of naval systems

• Meteorology to define the characteristics of theatmosphere for use in weather reporting andprediction, and studies of upper atmospherewinds and currents, refractive indices for radarperformance, and similar factors

• Astrometry to determine the position andmotions of celestial bodies required for accuratenavigation, operational support, and use incalculating precise geodetic positions andazimuth references on Earth

• Precise Time to determine, provide, and managethe distribution of precise time and time interval(frequency), both atomic and astronomical, foruse in electronic navigation and command,control, and communications

Office of Naval Intelligence.—Director, Office ofNaval Intelligence (ONI) oversees the DoN’sinte l l igence and secur i ty requirements andresponsibilities.

Chief of Naval Education and TrainingCommand.—Chief of Naval Education and Training(CNET) is responsible for assigned shore-basededucation and training of Navy, certain Marine Corps,and other personnel. Education and training effortssupport the fleet, naval shore establishment, NavalReserve, security assistance program, and interservicetraining programs. CNET also develops specificeducation and training afloat programs for the fleet andcontrols Navy support for youth programs. Thiscommand acts as the DoD agent for the DefenseActivity for Nontraditional Education Support(DANTES) and executes the Navy’s responsibility fordependents’ education. CNET takes part in researchand development activities to develop and carry out themost effective teaching and training systems anddevices.

Naval Doctrine Command.—Commander,Naval Doctrine Command (COMNAVDOCCOM) isthe primary authority for the development of navalconcepts and integrated naval doctrine and is chargedwith development and evaluation of Navy servicespecific policy and strategy.

Naval Securi ty Group Command.—Commander, Naval Security Group Command(COMNAVSECGRUCOM) provides, operates, andmaintains an adequate naval security group. Itapproves requirements for the use of existing navalsecurity group capabilities and resources andcoordinates the execution of approved cryptologicprograms.

Naval Legal Service Command.—Commander,Naval Legal Service Command (COMNAVLEGSVCCOM) administers the legal service program within theNavy and provides command direction for all NavalLegal Service Command activities and resources.

Naval Space Command.—Commander, NavalSpace Command (COMNAVSPACECOM) providesdirect space systems support to naval forces and helpsprepare the naval service for larger space systemsinvolvement. This command supports the coordinatedmission and hardware development for future spaceactivities. It commands and supports the naval spacesystems, including surveillance, environmentalmonitoring, communications, and navigation, insupport of national maritime strategy.

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Naval Safety Center.—Commander, NavalSafety Center (COMNAVSAFECEN) enhances thewar-fighting capability of the Navy and Marines byarming our Sailors, Marines and civilians with theknowledge they need to save lives and preserveresources. This mission is accomplished byinvest igat ing and advocat ing new methods,technology, and initiatives to improve the safetyprocess and by setting naval safety policy.

Commandant of the Marine Corps

The Commandant of the Marine Corps (CMC)commands the Marine Corps. The commandant isd i rec t ly respons ib le to SECNAV for theadministration, discipline, internal organization,training requirements, efficiency, readiness, and totalperformance of the Marine Corps. The commandantalso operates the material support system of the MarineCorps. The commandant keeps the SECNAV fullyinformed on matters considered or acted upon by theJoint Chiefs of Staff. As the Marine Corps member ofthe Joint Chiefs of Staff, the commandant isresponsible to the President and the SECDEF forduties external to the DoN as prescribed by law. Thecommandant is directly responsible to the CNO for theorganization, training, and readiness of Marine Corpsforces assigned to Navy operating forces. MarineCorps forces, when so assigned, are subject to thecommand exercised by the CNO over the Navyoperating forces. Likewise, Navy members ororganizations assigned to the Marine Corps are subjectto the command of the Commandant of the MarineCorps.

The United States Marine Corps was establishedon November 10, 1775, by resolution of theContinental Congress. Marine Corps composition andfunctions are detailed in 10 U.S.C. 5063. The MarineCorps, which is part of the DoN, is the smallest of thenation’s combat forces and is the only servicespecifically tasked by Congress to be able to fight inthe air, on land, and at sea. Although Marines fight ineach of these dimensions, they are primarily amaritime force, linked with the Navy to move from thesea to fight on land. For most of the country’s history,integrated Navy-Marine Corps expeditionary forceshave been routinely forward deployed around theworld. The Marine Corps is tasked by law to be “themost ready when the Nation is least ready.” AllMarines, regardless of specialty, are fundamentally thesame, forged from a common experience in boot campor officer training, sharing a common set of values, andtrained as a cohesive air-ground team from the momentthey join the Marine Corps. The Marine Corpsconducts entry-level training for its enlisted marines attwo bases, Marine Corps Recruit Depot, Parris Island,SC, and Marine Corps Recruit Depot, San Diego, CA.Officer candidates are evaluated at Officer CandidateSchool at Marine Corps Combat DevelopmentCommand, Quantico, VA. The Marine Corps has aglobal perspective, which is not focused on any

5-18

Q8. What command plans the amount ofeducation and training needed by Navypersonnel to meet manpower requirements?

1. CHNAVPERS

2. CNET

3. DIRSSP

4. COMNAVDOCCOM

Q9. What command acquires and disposes of realestate for the Navy and manages Navy familyhousing?

1. COMNAVSEASYSCOM

2. COMNAVSUPSYSCOM

3. COMNAVFACENGCOM

4. COMSPAWARSYSCOM

Q10. What command is responsible for shore-basededucation and training of Navy, certainMarine Corps, and other personnel?

1. CHNAVPERS

2. BUMED

3. DIRSSP

4. CNET

Q11. What command enhances the war-fightingcapability of the Navy and Marines by armingour Sailors, Marines, and civilians with theknowledge they need to save lives andpreserve resources?

1. COMNAVSAFECEN

2. COMNAVSECGRUCOM

3. COMNAVSPACECOM

4. ONI

REVIEW QUESTIONS

particular threat. While the primary responsibility forwinning wars lies with the Army, Navy, and Air Force,the Marine Corps wins battles, ever ready to respond tointernational “brush fires.” Marines train to be first onthe scene to respond to attacks on the United States orits interests, acts of political violence againstAmericans abroad, disaster relief, humanitarianassistance, or evacuation of Americans from foreigncountries. Operating from Navy ships afloat, theNavy-Marine team provides a unique range of optionsfor the country’s leadership. At sea, these units canoperate from a protected sea base, unencumbered bypolitical constraints often encountered by U.S. forcesbased in foreign countries.

SUMMARY

Organization is not a new concept. In its simplestform, organization is the orderly arrangement ofassets. As a person approaching middle management,you must understand the organization of our Navy.

Our Constitution authorized the building andsupporting of our military forces. The Constitutionalso stated that the President of the United Stateswould be the Commander in Chief of the militaryforces. In this chapter you have read how presidentialactions to protect our national security affirm thepower of the Commander in Chief.

In 1949 an amendment to the National SecurityAct (NSA) set up the Department of Defense as weknow it today. The NSA set up the position of Secretary

of Defense (SECDEF) and gave the positionpresidential cabinet rank. The NSA also set up the JointChiefs of Staff (JCS). The JCS consists of the topindividuals from each service who advise the SECDEFand the President on all military matters. The navalrepresentative to the JCS is the Chief of NavalOperations (CNO). The CNO is a member of theDepartment of the Navy (DoN), and so are you.

Our military organization starting with thePresident, includes the Army, Navy, Air Force, JointChiefs of Staff, and unified combatant commands. TheDoN is composed of three major parts—the NavyDepartment, the shore establishment, and theoperating forces—in addition to other supportingoffices and agencies. This chapter presented thesemajor activities and supporting services.

REFERENCES

Basic Military Requirements, NAVEDTRA 14277,Naval Education and Training ProfessionalDevelopment and Technology Center, Pensacola,FL, 1999.

Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32C, Chief of NavalOperations, Washington, DC, 1994.

The United States Government Manual — 1999/2000,Office of the Federal Register National Archivesand Records Administration, Washington, DC,Revised June 1, 1999.

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REVIEW ANSWERS

A1. (1) Article II, section 1, of the Constitutionprovides that executive power shall be vestedin a President of the United States.

A2. (3) The Chairman of the Joint Chiefs of Staff,while so serving, holds the grade of general oradmiral and outranks all other officers of thearmed forces.

A3. (2) Subject to the authority, direction, andcontrol of the SECDEF, the Chairman of theJoint Chiefs of Staff serves as the spokesmanfor the commanders of the unified combatantcommands especially on the operationalrequirements of their commands.

A4. (4) The naval officer who heads the Office ofLegislative Affairs also monitors andevaluates congressional proceedings andactions affecting the DoN.

A5. (2) The MCPON’s assignment is to theimmediate office of the CNO. The MCPONserves as the senior enlisted representative ofthe Navy and acts as the primary enlistedadviser to the CNO.

A6. (2) As of June 1998, the U.S. Naval ForcesCentral Command’s area of responsibilityconsists of the Arabian Gulf and most of theMiddle East.

A7. (4) The U.S. Navy’s Pacific Fleet covers morethan 50% of the Earth’s surface,encompassing just over 1 million squaremiles. Pacific Fleet ships are at sea in thePacific, Indian, and Arctic oceans from thewest cost of the United States to the ArabianGulf.

A8. (1) CHNAVPERS plans the amount ofeducation and training needed by Navypersonnel, including that of the Naval Reserveto meet manpower requirements determinedby the Chief of Naval Operations.

A9. (3) COMNAVFACENGCOM acquires anddisposes of real estate for the Navy andmanages Navy family housing.

A10. (4) CNET is responsible for assignedshore-based education and training of Navy,certain Marine Corps, and other personnel.Education and training efforts support thenaval shore establishment, Naval Reserveprogram, and interservice training programs.

A11. (1) COMNAVSAFECEN arms our Sailors,Marines, and civilians with the knowledgethey need to save lives and preserveresources. This mission is accomplished byinvestigating and advocating new methods,technology, and initiatives to improve thesafety process.

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CHAPTER 6

SAFETY AND HAZARDOUS MATERIALSINFORMATION FOR THE PETTY OFFICER

Personnel safety is the responsibility of all hands.Without personnel safety, many injuries and deathswould occur. The Navy has lost many man hours andgood people because safety procedures were notpracticed continuously. As you study this topic, youwill see the various aspects of personnel safety.Personnel safety is important to each of us, and thistopic explains why.

SAFETY

Learning Objectives: Recognize the necessity forwork center and job site safety. Recall how to performduties of a divisional safety petty officer. Recall thepurpose and function of the command’s safety council.Recall how to conduct safety awareness training.Identify the procedures to audit the tag-out log.

...out of this nettle, danger, we pluck thisflower, safety.

—William ShakespeareHenry IV, I.3

Safety rules and regulations concern all of us,regardless of the job to which we are assigned. Alltypes of tasks, from the simplest to the most hazardous,have safety regulations. We often will not observesafety precautions unless we are fully aware of thedangers involved. Therefore, as a petty officer, you areresponsible for ensuring that other personnel are awareof the dangers and know the safety precautions tocombat these dangers.

The objective of any safety program is to improveoperational readiness by reducing personnel deathsand injuries and by decreasing material loss anddamage. To achieve that objective, you should ensuresafety is an all-hands effort that is set in motion andmonitored by the entire chain of command.

ORGANIZATIONAL SAFETYRESPONSIBILITIES

Ultimate responsibility for the safety of the unitlies with the commanding officer, and each individualplays a part in that safety. The commanding officer canenhance the safety program of the ship or unit, but youare also important to the success of the program.Specific safety responsibilities of the commandingofficer, safety officer, department and division safetyofficers, and master-at-arms/safety force can be foundin Basic Military Requirements, NAVEDTRA 14277.You may be involved in the program at many differentlevels. For example, you may be assigned the duty ofdivision safety petty officer early in your career. Later,you may be responsible for training others in safety.

Division Safety Petty Officer

The division safety petty officer reports directly tothe division safety officer in all matters concerningdivision safety. In performing this duty, the divisionsafety petty officer is responsible for the following:

• Becoming thoroughly familiar with all safetydirectives and precautions concerning thedivision

• Conducting assigned division mishap preventiontraining and maintaining appropriate records

• Assisting in mishap investigations as directed

• Making recommendations about the safetyprogram to the division safety officer

• Assisting the division safety officer in theexecution of assigned safety duties

• Acting as a technical adviser on matters ofmishap prevention within the division

• Serving on the safety committee or council

6-1

Q1. The objective of any safety program is toimprove operational readiness.

1. True

2. False

REVIEW QUESTION

Safety Council

Some large commands may have a safetyorganization, which starts with a departmental safetycouncil that sends a representative to a command levelsafety council. As the division safety petty officer, youmay serve as the representative of your division to adepartment or command safety council. Members ofthe department safety council will consist of thedepartment head or department representative,depar tment safe ty officer, and div is ionalrepresentatives.

On the command level, the safety councilconvenes monthly to develop recommendations forpolicy on safety matters and to analyze progress of theoverall safety program. The command’s safety councilis composed of the commanding officer or executiveofficer (chairperson), the unit safety officer (recorder,when not the executive officer), department heads,senior enlisted adviser/command master chief, and amedical department representative. The safety officerprepares an agenda in advance of each meeting. Theagenda reflects the extent of any problem(s) anddocuments the need to take action. The safety councilsuggests ways to resolve problems submitted by thesafety committee or any other unit members. Thesafety council also reviews all statistics compiled bythe safety officer and hears medical departmentrepresentative’s reports on injuries. The council alsohears from department heads on all other mishaps thatoccur within their departments. Further, the safetycouncil reviews the recommendations of the enlistedsafety committee and, by endorsement of thecommanding officer, indicates which actions are beingconsidered.

Individual Responsibilities

SAFETY IS AN ALL-HANDS RESPONSI-

BILITY. So what are your responsibilities for safety?

Your personal responsibilities for safety—everywhere

and at all times—are as follows:

• Observe all the precautions related to your workor duty. You may have gotten by with being carelesswith safety rules in the past, but your luck will not holdout forever. If you continually cross a street withoutlooking, eventually a vehicle will hit you.

• Report unsafe conditions or any equipment ormaterials you think might be unsafe. Do not just walk byan open manhole or turn in a cracked tool withoutsaying anything. REPORT IT AND FOLLOW UPWITH CORRECTIONS!

• Warn others of hazards. If you see personsknowingly, or unknowingly, placing themselves orothers in danger, say something. If necessary, report thesituation to your supervisor.

• Report any injury or ill health to your supervisor.A splinter in your finger or a scratch on your leg, iftreated immediately, usually will cause no furthertrouble. However, if an injury is left untreated, infectionmay set in. A 10-minute trip to sick bay may save you a10-day stay there. A person who keeps working whilefeeling dizzy or nauseated is risking injury or death.

• Wear or use protective clothing or equipment. Ifyou are issued a hard hat for work, wear it. The samerule applies to safety shoes, goggles, respirators,hearing protectors, rubber gloves, and similar safetyequipment.

6-2

Q2. Who is responsible for mishap preventiontraining and maintaining appropriate records?

1. Executive officer

2. Command master chief

3. Division safety petty officer

4. All hands

REVIEW QUESTION

Q3. What is the purpose of the command safetycouncil?

1. Mandate safety policy

2. Enforce safety policy

3. Develop recommendations on safetypolicy

4. Conduct safety training

REVIEW QUESTION

• Be safety conscious. Always remain alert topossible danger. Use your senses of sight, smell, touch,and hearing.

• Always inspect equipment and associatedattachments for damage before using the equipment.Check the safety precautions that pertain to each pieceof equipment. Be sure the equipment is suited to the job.For example, never use a 10,000-rpm grinding wheel ona grinder that operates at 15,000 rpm.

Master-at-arms/Safety Force

The master-at-arms (MAA)/safety force is a vitallink in the unit safety organization. You may be assignedas a division safety petty officer or as a member of thesafety force because you are a petty officer. TheMAA/safety force acts as a roving inspector for hazardsand risks (unsafe work practices) that could result ininjury to personnel or damage to equipment. The safetyforce also assists the safety officer in keeping the safetyprogram visible to all personnel as well as ensuring thatthe program is a workable system.

A good safety program is improved throughMAA/safety force inspections and through a system ofinternal reporting. These inspections focus commandattention on material deficiencies and operatingpractices that may harm personnel and equipment. As adivision safety petty officer, you should make everyeffort to support the members of the MAA/safety force,as they are the key to a safe working environment.

Promoting Safety

Why do we always promote safety? The Navywants to keep you as safe as possible for as long aspossible. That’s where the safety program comes in.By promoting safety on and off the job, you improveyour chances of living a long life and having a fulfillingnaval career.

You can promote safety within your division invarious ways. One way is through the use of posters. Apicture is said to be worth a thousand words; but, in thiscase, a picture may be worth a thousand lives. Useposters as safety reminders. Change or rotate safetyposters regularly to different workspaces to drawattention to them. When personnel see the same postersin the same place for months, they start to view them aspart of the bulkhead. They then begin to ignore theposters; write on them; and cover them with notices,schedules, and watch bills.

Warning and caution signs are also effective inpromoting safety. For example, figure 6-1 shows signsindicating the type of personal protective equipment aperson should use when involved in a potentiallyhazardous operation. Other signs are shown in figures6-2 and 6-3.

Another helpful method of promoting safetywithin a division is periodic safety patrols orinspections made by the division safety petty officer.

6-3

CAUTIONEAR PROTECTIONMUST BE WORN

IN THIS AREA

CAUTIONEYE PROTECTIONMUST BE WORN

IN THIS AREA

CAUTIONFACE SHIELDS

MUST BE WORNIN THIS AREA

CAUTIONHARD HATS

REQUIRED INTHIS AREA

CAUTIONFOOT

PROTECTIONMUST BE WORN

IN THIS AREA

CAUTIONRESPIRATORS

MUST BE WORNIN THIS AREA

CAUTIONHAND

PROTECTIONMUST BE WORN

IN THIS AREA

EAR PROTECTORS

To inform workers that they must use ear protectionwhile in confines of a noise zone [where the noiselevel exceeds 85 dB (A weighting) ]

EYE PROTECTORS

To inform workers that they must wear eye protectionwhile in certain areas or while performing a certain task.

FACE SHIELDS

To inform workers that they must wear face protectionwhile in certain areas or while performing certain tasks.

HARD HATS

To inform workers that they must use hard hats incertain areas or performing certain tasks.

FOOT PROTECTION

To inform workers that they must wear foot protectors(i.e., safety boots and shoes, spats, metatarsal protectors,etc.) while in certain areas or performing certain tasks.

RESPIRATORS

To inform workers that they must use respirators whilein a certain area or performing certain tasks.

HAND PROTECTION

To inform workers that they must use hand protectors(i.e., gloves, gauntlets, palm protectors, etc.) whileperforming certain tasks or performing work in certainareas.

MRP3f0601

Figure 6-1. Personal protective caution signs.

6-4

CAUTIONLASER RADIATION - DO NOT STAREINTO BEAM.

0.5x10 W CW HELIUM NEON LASER

CLASS II LASER PRODUCT

-3

CAUTIONLASER RADIATION - DO NOT STAREINTO BEAM OR VIEW DIRECTLY WITHOPTICAL INSTRUMENTS

2 x10 W CW HELIUM NEON LASER

CLASS IIIa LASER PRODUCT

-3

CM 632.8 NM2

CAUTIONLASER RADIATION -

DO NOT STARE INTO

BEAM OR VIEW DIRECTLY

WITH OPTICAL INSTRUMENTS

INVISIBLE LASER RADIATION - AVOIDDIRECT EXPOSURE TO BEAM

0.15 JOULE. 30 x 10 SEC.-9

CM2NEODYMIUM LASER

CLASS IIIb LASER PRODUCT

1060NM

DANGER

INVISIBLE LASER RADIATION -AVOID EYE OR SKIN EXPOSURETO DIRECT OR SCATTEREDRADIATION

100 WATTS, CW CO LASER10600 NM

2

CLASS IV LASER PRODUCT

DANGER

NEODYMIUM LASER

DO NOT AIM AT PERSONNELOR AT FLAT GLASS SURFACES

DANGER

MRP3f0602

632.8 NM

CLASS IIIa LASER PRODUCT

Figure 6-2. Laser warning signs.

DANGER DANGER

EXPLOSIVEVAPORS

NO SMOKINGOR OPEN FIRE

WA R N IN GDO NOT ENERGIZE ELECTRONIC EQUIPMENT

UNTIL VENTILATION BLOWERS HAVE BEENOPERATING A MINIMUM OF FIVE MINUTES

TO EXPEL EXPLOSIVE VAPORS

DANGERPERSONNEL ARE CAUTIONED TO GUARD

AGAINST POISONOUS EFFECTS OF SMOKE PIPE

GASES WHILE SERVICING EQUIPMENT ALOFT.

WHEN SERVICING EQUIPMENT IN THE WAY

OF SMOKE PIPE GASES USE OXYGEN BREATHING

APPARATUS AND A TELEPHONE CHEST OR

THROAT MICROPHONE SET FOR COMMUNICATION

WITH OTHERS IN WORKING PARTY.

OBTAIN NECESSARY EQUIPMENT BEFORE

GOING ALOFT.

MRP3f0603

Figure 6-3. Typical warning signs.

EQUIPMENT TAG-OUT PROCEDURES

Post DANGER tags, CAUTION tags, andinstrument OUT-OF-COMMISSION tags or OUT-OFCALIBRATION labels following authorizedprocedures. Those tags and labels will help ensure thesafety of personnel and prevent improper operation ofequipment. Do not remove or break posted safety tagswithout proper authorization. Chapter 6 of StandardOrganization and Regulations of the U.S. Navy,OPNAVINST 3120.32, contains basic guidelines andstandardized procedures for tag-out procedures. BasicMilitary Requirements, NAVEDTRA 14277, discussesthe tag-out procedures in detail. In this topic thepurpose of the tag-out bill, tag-out logs, record sheets,and audits will be presented.

Purpose

An equipment tag-out bill has three purposes. Thefirst purpose is to provide a procedure for personnel touse to prevent the improper operation of a component,piece of equipment, a system, or portion of a system thatis isolated or in an abnormal condition. The secondpurpose is to provide a procedure for personnel to use inoperating an instrument that is unreliable or not in anormal operating condition. This procedure is similar tothe tag-out procedure except that it requires the use oflabels instead of tags to indicate instrument status. Thelast purpose is to provide separate procedures forpersonnel to use when accomplishing certain plannedmaintenance system (PMS) maintenance actions. Theseprocedures apply only to non-nuclear surface ships andcraft and non-nuclear, non-propulsion areas of nuclearsurface ships. PMS tag-out procedures are notauthorized aboard submarines, submarine tenders,submarine rescue vessels, in propulsion areas of nuclearsurface ships, or within submarine support facilities.

All U.S. Navy ships and repair activities must usestandardized tag-out procedures.

Tag-out Logs

Tag-out logs are used to control the entire tag-outprocedure. The number of tag-out logs required dependson ship size. For example, a minesweeper may onlyrequire one tag-out log for the whole ship, while a majorsurface combatant may require a separate log for eachdepartment. Individual force commanders specify thenumber of logs that various ship classes must maintainand what areas of the ship must maintain them.

On ships maintaining more than one tag-out log,authorizing officers must exchange informationconcerning tag out actions. When a tag out affectsother authorizing officers, the initiating party obtainsverbal permission from those officers to tag out thesystem or equipment in question before the tag out isauthorized. Examples of systems that may require suchcoordination are ship service electrical distribution,hydraulics, air, ventilation, and air conditioning chillwater systems.

The tag-out log is a record of authorization of eacheffective tag out action. It contains the followingdocuments:

• A copy of the main instruction and any otheramplifying directives for administering the system.(These documents are kept in the front of the log.)

• A DANGER/CAUTION tag-out index and recordof audits (index/audit record). (The index/audit recordprovides a sequential list of all tag outs and ensures serialnumbers are sequentially issued. They also are used inaudits of the log to provide a ready reference of existingtag outs. The cognizant department head may remove theindex pages with all tag outs listed as cleared.)

• Cleared DANGER/CAUTION tag-out recordsheets that have been cleared and completed. (Thesesheets are kept in the log until received and removed bythe cognizant department head.)

Tags in a common system (for example, ship’s radaror a fire-control system) are logged on oneDANGER/CAUTION tag-out record sheet. Subsequentsheets on the same system are kept together.

RECORD SHEETS.—Some ships going throughan overhaul have used between 2,000 and 3,000DANGER/CAUTION tags. Ship’s personnel use therecord sheets to keep track of all these tags. The front ofthe record sheet contains the name of the system orcomponent, serial number of the tag out, date/time of tagout issue, and reason for the tag out. The sheet alsocontains a place for documentation (blueprints, rip outs,etc.) and authorizing signatures. On the back of the

6-5

Q4. Which of the following items promotes safetyawareness?

1. Posters

2. Caution signs

3. Inspections

4. All of the above

REVIEW QUESTION

record sheet, you will find a record of the numbers of thetags, the persons hanging the tags, and the personssecond checking all the tags. It also contains theauthorization for clearance of the tags by the authorizingofficer and the repair activity representative. The recordincludes the date and time of removal of the tags alongwith the initials of the person(s) removing them. Afterthe tags have been cleared and the record sheet isproperly filled out for the removal of the tags, place thesheet in the back of the tag-out log in the cleared sectionfor destruction at a later time. Record the date and timecleared in the tag-out index/audit record.

AUDITS.—Audits are an important part of thetag-out system. Audits are required at least every2 weeks; nuclear-powered ships require audits weeklyunder some conditions. Audit all outstanding tag-outsheets against the index/audit record section. As part ofthe audit, check each tag-out record sheet forcompleteness and check the installed tags. Make surethe positions of valves or switches haven’t beenchanged from the description on the tag, the label, andthe record sheet. Log the date and time on each tag-outrecord sheet. Note any discrepancies you found (if youfound none, note that also) followed by your signature.Your signature verifies the log is up to date and tagsand/or labels have been visually inspected.

HAZARDOUS MATERIALS

Learning Objectives: Define hazardous material andrecall the sources of information for using, handling,and disposing of hazardous material. Recognize theimportance of instructing personnel in work-related

hazards, safety precautions, and in the use andmaintenance of personal protective equipment andclothing. Recall the types of cleaning solvents and thesafety precautions for handling and using solvents.Recognize proper safety, handling, and inspectionprocedures when disposing of hazardous materials.

We use hazardous materials (HAZMATS) daily,afloat and ashore, in maintenance, repair, and cleaning.We could not maintain our operational effectivenesswithout using hazardous materials. In usingHAZMATS, however, we may also produce hazardouswaste.

We can use hazardous materials effectively andsafely if we take care in their handling, storage, anddisposal. To help ensure our safety, the OccupationalSafety and Health Administration (OSHA) passed aregulation called Hazard Communication Standard,29 CRF 1910.1200. Since DoD and SECNAV haveadopted that regulation, all civilian and militaryemployees of the federal government must complywith the regulation.

If handled improperly, the hazardous materialsyou must use to do your job can be hazardous to yourhealth, the health of others, and the environment.Therefore, you have the right to be trained in the use ofHAZMATS and to know any information about thosematerials that could threaten your safety or health.

To protect your rights and to ensure personnelcomply with OSHA and Environmental ProtectionAgency (EPA) regulations, the Navy has developed ahazardous material control and management program.The Environmental and Natural Resources ProgramManual , OPNAVINST 5090.1(Series); NavyOccupational Safety and Health (NAVOSH) ProgramManual for Forces Afloat, OPNAVINST 5100.19(Series); and Navy Occupational Safety and Health(NAVOSH) Program Manual, OPNAVINST 5100.23(Series), contain hazardous material control andmanagement information.

The Naval Supply Systems Command managesthe overall program for hazardous material control andmanagement for the Navy. The program’s objectivesare as follows:

• Minimize the amount of hazardous materials inuse.

• Use hazardous materials safely.

• Decrease the amount of hazardous waste weproduce.

6-6

Q5. The number of tag-out logs required dependson the size of the ship.

1. True

2. False

Q6. After the tags are cleared and the record sheetis filled out, where should you place thesheet?

1. At the front of the tag-out log

2. At the back of the tag-out log in thecleared section

3. In the index/audit record

4. In the documentation file

REVIEW QUESTIONS

DEFINITION OF HAZARDOUS MATERIAL

What is hazardous material? “Hazardousmaterial” can be defined as any material that, becauseof its quantity, concentration, or physical or chemicalcharacteristics, may pose a real hazard to human healthor the environment. Hazardous materials include thefollowing categories:

• Flammable and Combustible Material

• Toxic Material

• Corrosive Material

• Oxidizers

• Aerosols

• Compressed Gases

Separate directives cover some materialsconsidered hazardous. They include mercury; asbestos;propellants; bulk fuels; ammunition; medical waste; andchemical, biological, and radiological materials.

Afloat units turn in used or excess HAZMATS toPublic Works Centers or other shore collection sites.The shore site then restores, recycles, or disposes of theused or excess hazardous materials.

HAZARDOUS MATERIALSINFORMATION SYSTEM

The Hazardous Materials Information System(HMIS) is a computerized database of material safetydata sheets (MSDSs). It provides information forpeople working in hazardous material management.The system provides basic technical informationrequired for all levels of hazardous materials to aid intheir proper handling, storage, transportation, anddisposal. In addition, HMIS provides informationabout safety, health, and environmental functions.

The HMIS database provides useful information onmore than 70,000 hazardous materials used by DoD.The Naval Supply Systems Command distributes thedatabase quarterly as part of the Hazardous MaterialControl and Management (HMC&M) CD-ROM, whichcontains the following materials:

• HMIS database with MSDSs and labels

• Ship Hazardous Material List (SHML)

• Shelf Life Management Chart

• Hazardous Material User’s Guide (HMUG)

• Shipboard Safety Equipment Shopping Guide

• Glossary of Hazardous Terms

• HMIS/HMC&M Feedback Form

• Navy Inventory Control Point SHML FeedbackReport

• DOT Guides

• Tutorial for hardware and software

Each ship and most shore stations have been issueda computer compact disk (CD) player and are ondistribution for HMC&M updates.

WORK CENTER SUPERVISORSRESPONSIBILITIES

Work center supervisors have the followingresponsibilities when working with HAZMATS:

• Ensure that approved personal protectiveclothing and equipment are maintained and used.

• Ensure that prior to initial use or handling anyhazardous materials, workcenter personnel have beentrained on the hazards associated with that material andare familiar with what an MSDS is, what it contains, andwhere a copy is available for review.

• Ensure that, prior to using any hazardous material,personnel under their supervision are trained on thehazards associated with that material, and that they havebeen provided with necessary protective clothing andequipment (i.e., eye protection, respirators, gloves).

• Ensure that adequate supply and exhaustventilation is maintained in all spaces where hazardousmaterials are used, that such systems are in goodoperating condition, and that they have been evaluatedas adequate by the industrial hygiene survey team. Keepventilation intakes clear of hazardous material at alltimes.

6-7

Q7. Occupational Safety and Health Admini-stration passed a regulation that requires allcivilian and military employees of the federalgovernment to comply with what regulation?

1. Hazardous Material Control andManagement

2. Hazard Material and Refuse Management

3. Hazard Communication Standard

4. Hazardous and Toxic Material Disposal

REVIEW QUESTION

CLEANING SOLVENTS

As a petty officer third class, you may be assignedthe task of supervising a cleanup detail. No matter whatthe job—from paint removal to swabbing thedecks—precautions must be taken to guard against thecareless use of cleaning solvents. Take for example theSailor who did not read the labels on the cleaningmaterials he was using to clean a commode. Whileusing a chlorine-based cleaner to clean the commode,he decided to clean the drains at the same time.Therefore, he added a granulated drain cleaner to thecommode containing the chlorine-based cleaner andthen left the head. A few minutes later, he heard a loudexplosion. The chemical reaction of the drain cleanerand the chlorine-based cleaner caused an explosion inthe commode. Luckily, no one was hurt, but the headwas a mess.

Precautions

Solvents used in paints, adhesives, rubber andplastic materials, and in degreasing solutions can behazardous to your health. Most solvents are toxic and,with a few exceptions, are flammable. Appropriatemeasures must be taken to reduce their toxic andflammable effects. In addition, solvents that come incontact with your skin can cause serious skinproblems. When using solvents, always observe thefollowing precautions:

• MAKE sure the space in which you are workinghas adequate ventilation.

• WEAR protective clothing, goggles, respirators,gloves, and other appropriate equipment.

• MAKE sure accessible fire-fighting equipmentis nearby.

• TAKE every precaution to prevent excessivevapors from contaminating the air.

• CHECK the labels on all containers of liquids.

• WIPE up spilled solvents immediately.

• AVOID contact with your eyes, skin, or clothing.You should NEVER swallow solvents and shouldalways avoid breathing the vapors.

• KEEP solvent containers tightly closed whenyou are not using them.

• CHECK containers for leakage; if a container isdefective, transfer the solvent to a new container.

• MAKE sure containers are empty before youdiscard them. You must observe the approved practicesfor disposal of solvents, cleaners, and their containers.

• LABEL all containers used to store solvents.

• READ and comply with all instructions andprecautions on the label.

For information on cleaning solvents, refer toNaval Ships’ Technical Manual (NSTM), chapter 631.

When working with solvents, you must stresssafety precautions to your people. Solvents shouldNEVER be used in an unventilated space under anycircumstances. Special clothing requirements alsomust be observed when using some solvents. As a pettyofficer, you MUST make sure all safety precautions areobserved at all times. Laxity on anyone’s part couldcause a mishap, resulting in injuries or even deaths. Byobserving safety precautions, you and your people willreduce mishaps and save lives.

Damage to containers, including dents, pitting,rust, creases, cracks, and damage to closures andgaskets, may lead to leakage and dangerous spills.Containers in flammable liquid stowage facilities willbe inspected weekly. Containers of other hazardousmaterials will be inspected monthly and inventoriedquarterly. OPNAVINST 5100.19 (Series) describesproper stowage, handling, container inspection, anddisposal of hazardous general-use combustibles.

Types of Solvents

As mentioned throughout this topic, the Navy usesmany types of solvents for a multitude of cleaningassignments. Many of these solvents are highly toxicand some are highly flammable. You must take specialcare when using many of these solvents; make sure youstore them in cool, dry areas. NSTM, chapter 631,contains a list of approved solvents and their flash

6-8

Q8. When personnel are working with hazardousmaterial, supervisors are NOT responsible forensuring that approved personal protectiveclothing and equipment are maintained.

1. True

2. False

REVIEW QUESTION

points (lowest temperature at which vapors ignite in airwhen exposed to flame). Figure 6-4 shows a list ofcommonly used solvents approved by the Navy and theflash points of these solvents. OPNAVINST 5100.19(Series) describes proper stowage, handling, anddisposal of these solvents.

Most cleaning solvents contain toxic substances.These substances can cause injuries if they are inhaled,absorbed by the skin, or ingested. All toxic materialsmust be handled carefully to prevent injury. Thefollowing paragraphs contain information about twogeneral categories of toxic cleaning solvents. There isanother type—fluorocarbon refrigerants and solvents;however, special approval is required to obtain and usethem. If you have any questions about the solvent youare going to use, check the maintenance requirementcards (MRCs) for the task; ask your supervisor; orcheck the NSTM, chapters 631 and 670.

C H L O R I N A T E D - C L E A N I N GSOLVENTS.—Chlorinated-cleaning solvents can behighly toxic if used improperly. They may be irritatingto the skin and toxic if ingested. Toxic vapors may causedamage to the lungs, eyes, and nervous system when thevapors are present in confined spaces, in spaces withinadequate ventilation, or when the vapor concentrationis increased by heating. Solvents decompose at hightemperatures and produce gases more toxic than thesolvents themselves. Solvents react with alkalies,oxidizers, and powdered metals to produce toxic gases.

Common types of chlorinated-cleaning solventsare trichloroethane (inhibited methylchloroform),t r ich loroe thylene , te t rachloroe thane , andtetra-chloroethylene (perchloroethylene, dry-cleaningsolvent). Because of the extreme dangers involved, theNavy severely restricts the use of these solvents. Fordetailed restriction information on solvents, refer toNSTM, chapter 670, section 3.

6-9

Figure 6-4. Approved Navy solvents.

Never stow chlorinated-cleaning solvents near heatsources or open flames. Do not allow them to come incontact with hot surfaces. Make sure stowage areas arewell ventilated and monitored regularly by the gas-freeengineer. Additionally, do not stow these solvents nearincompatible materials. Incompatible materials includestrong alkalies, such as sodium hydroxide; oxidizers,such as calcium hypochlorite and sodium nitrate; andpowdered metals, such as aluminum.

When handling chlorinated-cleaning solvents, wearthe following personal protective equipment (PPE):

• Neoprene gloves

• Safety goggles that will protect against splashesor a face shield

• A chemical cartridge respirator for protectionagainst small amounts of organic vapors or forprotection for a short duration; or an air line respirator(or some other type of supplied-air respirator) if use isextensive or in a confined space

• Coveralls

Make sure work areas in which you usechlorinated-cleaning solvents have proper ventilation.For enclosed spaces, an air change every 3 minutes isrecommended. Consult the gas-free engineer todetermine if the ventilation is adequate.

ORGANIC-CLEANING SOLVENTS.—Organic-cleaning solvents include toluene, xylene,some alcohols, acetone, methyl ethyl ketone, ethylacetate, dry-cleaning solvent (PD-680, Type II),kerosene, petroleum, ether, turpentine, morpholine,and other related compounds. These compounds arehighly flammable and moderately to highly toxic.Some also cause corrosion. Inhalation of concentratedvapors may cause dizziness, nausea, or vomiting.

Stow organic-cleaning solvents in a flammableliquid storeroom, or flammable liquid lockers,according to OPNAVINST 5100.19 (Series), ChapterC23, Appendix C23-C. Keep the solvents away fromheat, open flames, or spark-producing devices. Stowthem away from oxidizers, such as calciumhypochlorite, sodium nitrate, and hydrogen peroxide.

When handling organic-cleaning solvents, wearthe following PPE:

• Neoprene gloves

• Safety splash goggles

• Coveralls (recommended)

In addition, if vapors accumulate over 100 partsper million (ppm), wear an oxygen-breathingapparatus (OBA) and notify the gas-free engineer.

DISPOSAL OF HAZARDOUS MATERIAL.—When it becomes necessary to dispose of anyhazardous material, it is important to consult with thecommand’s hazardous material control authority.Containers of unused, contaminated, toxic, corrosive,and so forth, material have different guidelines fordisposal. Absorbents used in cleaning, applying, orpacking HAZMATS should be treated using the sameprecautions followed for the hazardous material theyabsorbed. The many procedures and directives thatgovern the disposal of hazardous material areconstantly changing and being updated. As mentionedearlier, supervisors are charged with followingestablished safety procedures. OPNAVINST 5100.19(Series), gives further details on disposal of hazardousmaterial.

6-10

Q9. When working with solvents, which of thefollowing actions should you take?

1. Make sure the space in which you areworking does not have adequateventilation

2. Remove protective clothing if it gets toohot

3. Leave spilled solvents on the deck

4. Check the labels on all containers of liquid

Q10. Most cleaning compounds do NOT containtoxic substances.

1. True

2. False

REVIEW QUESTIONS

Q11. Absorbents used in cleaning, applying, or

packing hazardous materials will be treated

and disposed of using the same precautions

followed for the material they absorbed.

1. True

2. False

REVIEW QUESTION

CHEMICAL, BIOLOGICAL, AND

RADIOLOGICAL (CBR) DEFENSE

Learning Objectives: Recall the types of riskassessments used to evaluate the appropriate levels ofMission Oriented Protective Posture (MOPP). Recallthe four levels of MOPP and the associatedcountermeasures. Identify the use of chemical,biological, and radiological (CBR) protective clothingand equipment for each level of MOPP. Recall how toinstruct personnel on entering, exiting, and personalcleaning in the collective protective system (CPS)decontamination station.

This topic will present the use of chemical,biological, and radiological (CBR) protective clothingand equipment for each level of Mission OrientedProtective Posture (MOPP) and the types of riskassessments used to evaluate the appropriate levels ofMOPP. For basic information on CBR you shouldstudy the Basic Military Requirements, NAVEDTRA14277.

MISSION ORIENTED PROTECTIVEPOSTURE

MOPP procedures are used to establish levels ofreadiness for a chemical agent attack. The proceduresare flexible. They allow the commanding officer (CO)to adapt the requirements for protective clothing andequipment to the degree of the threat and workingconditions at any given time. As an example, personneldoing heavy work in hot weather may suffer heatexhaustion in heavy protective clothing and gas masks.Therefore, unless an attack is actually under way, theCO may relax the protective clothing requirements toprevent certain injury or sickness from heat. Otherexamples include personnel who cannot do their workwearing protective gear, those who need to eat orattend to body functions, and those who must meetother requirements not possible in protective clothing.The command decision to implement each level ofMOPP must be the result of a risk assessment.

RISK ASSESSMENT

Risk is defined as the assessed difference betweenthe threat level and the activation of appropriate levelsof shipboard countermeasures. The risk of casualtiesand contamination must be evaluated and weighedagainst the ability of personnel to perform their dutieswhile being hindered by individual protectiveequipment and the effects of heat stress.

CBR PROTECTIVE EQUIPMENT ANDCLOTHING

Personnel protective equipment used in chemicalwarfare (CW)/biological warfare (BW) defenseincludes masks, clothing, decontamination kits, andantidotes for certain chemical agents. Depending onyour duty station and actual combat assignment, youmay be issued certain items of this equipment. Knowingthe correct procedures for the use of the equipment isvital. Chemical, Biological, and Radiological Defense,Handbook for Training, S-5080-AA-HKB-010, andNSTM, chapter 470, list detailed procedures for the useand maintenance of CW/BW protective equipment.However, only practice can assure that you execute theprocedures properly.

MOPP LEVELS AND ASSOCIATEDCOUNTERMEASURES

The risk of a CBR threat can be categorized into

four levels of probability:

1. SUSPECTED. An adversary who hasCBR-capable delivery systems within the operations area(OPAREA) presents a suspected threat. Implementationof MOPP-1 countermeasures is indicated.

2. POSSIBLE. The expressed affirmation orassessed political will of an adversary to use CBRwarfare increases the threat potential to a possibleinvolvement in a CBR environment. Implementation ofMOPP-2 countermeasures is indicated.

6-11

Q12. MOPP procedures used to establish levels ofreadiness for a chemical agent attack areflexible.

1. True

2. False

Q13. The command decision to implement eachlevel of MOPP must be the result of a riskassessment.

1. True

2. False

REVIEW QUESTIONS

3. PROBABLE. Statements of intent to employCBR warfare, directed at U.S. forces or allies, changes inpolitical or military posture of an adversary possessingCBR capabilities, or use of CBR warfare within theOPAREA present a chance of probable involvement in aCBR environment. This threat level requires an estimateof the earliest time the CBR environment will beencountered. This estimate must be based on the strikeranges of delivery systems and the time it takes the striketo arrive at the nearest range limits. Implementation ofMOPP-3 countermeasures is indicated.

4. IMMINENT. Confirmation of increased activityinvolving delivery systems, recognized platform attackpatterns, electronic or visual indication of employment ofdelivery systems, or the immediate proximity of knownCBR hazard areas present an imminent danger ofcontamination and/or casualties. Implementation ofMOPP-4 countermeasures is essential.

RISK MANAGEMENT ANDIMPLEMENTATION OF MOPP

The decision to initiate or upgrade the ship’s MOPPbegins with determining the threat level, ship’s mission,and corresponding MOPP-level countermeasures thatprovide the minimum acceptable degree of risk. Anincrease in the threat level does not necessarily justifyimmediate execution of all countermeasures included inthe corresponding MOPP level.

The next step is to determine the time at which thecountermeasures comprising that MOPP level shouldbegin. The time required to take countermeasures mustbe compared to the time remaining until either thethrea t leve l increases or the r i sk becomesunacceptable . Wai t ing too long to s tar tcountermeasures increases the risk to the ship’smission because of the risk to personnel survivability.Alternately, starting countermeasures too early willdegrade the crew’s performance for sustainedoperations in the CBR environment and will ultimatelylimit the ship’s ability to complete the mission. Allcountermeasures must be in effect immediately beforethe ship becomes involved in a CBR environment.

Immediately following the attack, an assessmentof the ship’s involvement in the CBR hazard is requiredto determine which countermeasures should remain ineffect to enhance survivability and sustain operation.Frequent reassessments should be made to identify theearliest practical time(s) to secure the countermeasuresand upgrade crew performance for optimum missioncapability.

MOPP Level-1 (Suspected Threat) Protection

During MOPP level-1 the following actions mustbe taken:

1. Individual protection — Issue the followingindividual protective equipment and medicalsupply items to shipboard personnel andmaintain them at respective battle stations:

• Protective masks (fitted for immediate use)

• Chemical protection

− Protective masks (with new, unopenedcanister)

− Chemical protective overgarments(2 piece)

− Chemical protective overboots

− Chemical protective glove set

− Personnel decontamination kit

• Medical supply items

− Atropine auto-injectors (3)

− Auto-injectors (2)

− Pyridostigmine pretreatment tablets (21)

• Biological protection — Consists of the sameprotective equipment required for chemicalprotection, minus the medical items. Chemicalthreat is assumed to be “worst case,” unlessreliable intelligence indicates otherwise.

6-12

Q14. The risk of a CBR threat can be categorizedinto how many levels of probability?

1. One

2. Two

3. Three

4. Four

Q15. The term MOPP stands for MissionOrganization Protective Plan.

1. True

2. False

REVIEW QUESTIONS

• Radiological protection — Requires themask only (with new, unopened canisters).

2. Collective activities — Review survivalstandards and basic operating standards forCBR environments as described by the ship’sCBR defense bill.

• Verify that personnel are assigned to CBRdefense teams and review required procedures.

• Inventory stowed detection and monitoringequipment, as applicable, for maximumauthorized levels, current shelf life, presence ofall components, and function within normallimits.

• Inventory stowed supplies for personneldecontaminat ion stat ions, shipboarddecontamination teams, and biologicalsampling.

• Inventory stowed water canteens to ensureadequacy of allowance serviceability.

• Replace expired, missing, or consumedequipment, components, and supplies tomaximum authorization levels.

• Set readiness Condition III (wartimesteaming). Set material condition YOKE.

3. Shipboard systems:

• Operationally test collective protectionsystems, where available.

• Test installed detection and monitoringsystems.

MOPP Level-2 (Possible Threat) Protection

During MOPP level-2 the following actions mustbe taken:

1. Individual protection — For all CBR threats,maintain protective mask in carrier and onperson.

2. Collective activities:

• Designate primary and secondary personneldecontamination stations with respectiveweather-deck and internal access/exit routes.

• Pre-position decontamination supplies indecon stations and at respective repair lockers asrequired by the ship’s CBR defense bill.

• Pre-position stowed detection, monitoringequipment, and supplies at locations designatedby the ship’s CBR defense bill.

• Pre-position empty canteens at staging areasas designated by the ship’s CBR defense bill.

• Set material condition ZEBRA (modified).

3. Shipboard systems — Operationally testcountermeasures washdown system. Testshipboard alarms.

MOPP Level-3 (Probable Threat) Protection

During MOPP level-3 the following actions mustbe taken:

1. Individual protection:

• For all CBR threats, install new filter canisterson protective masks; maintain in carrier and onperson.

• Provide wet-weather gear for donning overother protective clothing and equipment for allweather-deck activities.

• Chemical:

− Don chemical protective overgarments(CPOs) (jumper and trousers) with hooddown.

− Don chemical protective overboots.

− Stow personnel decontamination kit inmask carrier.

− Stow chemical protective glove set andmedical supply items in the jumper cargopocket.

− Initiate pyridostigmine pretreatmentregimen.

• Biological:

− Don chemical protective overgarments(jumper and trousers) with hood down.

− Don chemical protective overboots.

− Stow personnel decontamination kit inmask carrier.

6-13

• Radiological:

− Don battle dress.

− Issue individual dosimeters and doseindicators (DT-60, etc.).

2. Collective activities:

• Direct the ship to general quarters (readinessCondition I may be relaxed and readinessCondition II set at CO’s discretion).

• Fill pre-positioned canteens with potablewater.

• Assign personnel to decontamination stationsand assure operability.

• Post CBR detection and monitoring teamsequipped with required instruments and suppliesdesignated by the ship’s CBR defense bill forreadiness Condition I or II.

• Strike below, as appropriate, vulnerableflammable and absorbent weather-deckmaterials.

• Set material condition ZEBRA.

• Limit weather-deck activities to essentialfunctions.

• Post and monitor installed CBR detectionequipment and materials as designated by theship’s CBR defense bill.

3. Shipboard systems — Activate counter-measures washdown system intermittently.Ensure collective protection systems are fullyoperational and access/exit procedures are ineffect.

MOPP Level-4 (Imminent Threat) Protection

During MOPP level-4 the following actions mustbe taken:

1. Individual protection:

• For all CBR threats, don protective mask.

• Chemical/Biological:

− Secure jumper hood over head and aroundmask.

− Don chemical protective glove set.

• Radiological — Don battle dress.

2. Collective activities:

• Direct the ship to general quarters (if notpreviously in effect).

• Implement mandatory water-drinkingregimen.

• Initiate continuous monitoring and operationof detection equipment.

• Set Circle WILLIAM on ventilation systems(except CPS).

• Radiological — Secure sea chests forunderwater nuclear detonations, as directed bythe ship’s CBR defense bill.

• Prepare NBC Warning and Reporting system(NBCWRS) messages for transmission.

• Shipboard systems — Activate counter-measures washdown system to operatecontinuously.

PERSONNEL DECONTAMINATIONSTATIONS

To instruct personnel on entering, exiting, andpersonal cleaning in the CPS decontamination station,we must review the basics of the procedure. If youwork at a command with nuclear facilities, you will betrained in further detail by qualified personnel. For thesituation of nuclear attacks and blasts, review the basicinformation contained in the Basic MilitaryRequirements, NAVEDTRA 14277.

Personnel decontamination stations differsomewhat from ship to ship, but the basic requirementsof the stations are the same. Each decontaminationstation is divided into two parts: (1) a contaminated orunclean section containing a washing area and (2) a

6-14

Q16. Readiness condition III (wartime steaming) isset during what MOPP level?

1. 1

2. 2

3. 3

4. 4

REVIEW QUESTION

clean section. This prevents recontamination ofpersonnel and ship locations. If possible, the uncleanand clean sections have separate access routes orentrances. The decontamination station providesshowers with warm water (if possible); cleansingagents, such as ear syringes and eye bath cups; hair andnail clippers; scissors; surgeon’s hand soap; towels;and brushes. Radiation instruments for monitoringpersonnel and clothing and supplies of clean clothingare on hand at each station.

A decontamination (decon) station should beabout 8 feet by 9 feet. It should have an entrance fromthe outside and an exit into an uncontaminated areanear the showers. If exposed to contamination, youshould use proper decontamination procedures. Do notremove your mask until a monitor tells you it is safe todo so. In general, personnel decontamination does nottake priority over urgent battle requirements, but itshould be accomplished as soon as possible. Thefollowing is a list of decontamination procedures:

1. Remove rain gear and battle dress just outsidethe decon station. Place it in the trash cans, bags, orother storage provided. Now you will be monitored forcontamination. If there is no contamination, go to anuncontaminated space through another route. If there iscontamination, go through the process described inparagraphs 2 through 5 below.

2. Enter the first part of the decon station in pairs.Use the buddy system to do gross decon of masks andgloves with the M258A1 personnel decon kits. Deconboots by immersing them in the 2- by 2- by 6-inch pansfilled with a 9 percent high test hypochlorite (HTH) andwater solution.

3. Move to the second part of the decon stationwhere attendants will cut away your smock and helpremove your trousers and boots. Place the contaminatedclothing in trash bags for disposal.

4. Move to the showers, soap and wash yourentire body thoroughly, and rinse well. Pay specialattention to fingernails, hairy parts of the body, andhidden parts where contamination tends to concentrate.

5. You are now ready to enter the clean part of theship where you will put on new clothing. Before youenter the clean area, a monitor with a long-range radiacwill check to ensure that you no longer carrycontamination. Turn over your DT-60 dosimeter to thismonitor. The monitor will take the readings and enterthem in the log. You will be told if you can remove yourgas mask.

DAMAGE CONTROL PETTY OFFICER

Learning Objectives: Recall the procedures for making

damage control closure log entries. Recall the procedures

for maintaining damage control fittings and equipment.

The safety of the ship and its crew is of utmostimportance in carrying out the command’s mission. Thedamage control organization plays a critical part inensuring this safety function. An essential personassigned the responsibilities to oversee the materialcondition of areas of damage control at the division leveland upward throughout the chain of command is theDamage Control Petty Officer (DCPO). Theseresponsibilities maybe assigned as a Divisional DamageControl Petty Officer (DDCPO) and you should knowthem or a Divisional Damage Control Petty Officer(Duty) when you may have to perform them.

DESIGNATION

A petty officer who has completed his or herpersonnel qualifications standards (PQS) can bedesignated as the DCPO in each work center based ontype commanders (TYCOM) instructions. Divisionofficers nominate DCPOs and duty DCPOs forendorsement by the chain of command. The executiveofficer gives the final approval for nomination,replacement, and rotation of all DCPOs. DCPOsnormally serve for a period of 6 months. They check inwith the fire marshal and damage control assistant(DCA) when first assigned to or relieved from this duty.

RESPONSIBILITIES

Two specific responsibilities of the DCPOs andduty DCPOs are making damage control closure logentries and maintaining damage control fittings andequipment. The following information pertains to theperformance of these duties.

6-15

Q17. Each decontamination station is divided intohow many parts?

1. One

2. Two

3. Three

4. Four

REVIEW QUESTION

Damage Control Closure Log Entries

The closure log is maintained at all times, whetherthe ship is in port or under way. The closure log is usedto show the following:

• The location where the existing materialcondition of readiness has been modified

• The type, number, and classification of thefitting; the name, rate, and division of the person whorequested permission to open or close the fitting

• The date and time the fitting was opened orclosed; the date and time the fitting was returned to itsspecified material condition of readiness setting

• The name and rate/rank of the person grantingpermission

The commanding officer prescribes the limit towhich the DCA or OOD may approve the modificationof a material condition of readiness. Reporting thetemporary closing of a fitting that should be open is justas important as reporting the opening of one thatshould be closed. For example, a ZEBRA watertighthatch that is secured at the time general quarters issounded could seriously interfere with personneltrying to get to their battle stations.

The damage control closure log is normally kept onthe quarterdeck in port, on the bridge at sea, and indamage control central (DCC) during general quarters.However, if your ship has a 24-hour watch in DCC at alltimes, the closure log will be kept there regardless of theship’s location. The closure log is updated when there isa change in the status of a classified closure or fitting. Ifa classified closure is to remain open for several days, itmust be logged open each day. The maximum time aclosure or fitting may be logged open is 24 hours.

Maintaining Damage Control Fittings andEquipment

DCPOs are charged with ensuring that the materialcondition of spaces assigned to them is maintainedaccording to the command’s damage control, firefighting, and defense procedures. In assigned spaces,the DCPO performs the following:

• Conducts daily inspections of spaces for theelimination of fire hazards.

• Assists officers in charge in the inspection ofspaces for cleanliness and preservation and assists in thepreparation of required reports.

• Ensures the preparation and maintenance ofdamage control check-off lists for all spaces under theircognizance.

• Weighs portable CO2 bottles, inspects and testsdamage control and fire-fighting equipment, andprepares, for approval of the officer in charge, allrequired reports based on current instructions andplanned maintenance system (PMS) requirements.

• Ensures all battle lanterns, dog wrenches,spanners, and other damage control equipment in allassigned spaces are in place and in usable condition.

• Ensures all compartments, piping, cables, anddamage control equipment are properly stenciled oridentified by color codes based on NSTM, chapter 079and chapter 505.

• Ensures posting in required spaces of safetyprecautions and operating instructions.

In addition to these duties, the DCPO may becalled upon to perform other actions in regard todamage control and maintenance of spaces that aredirected by the leading petty officer, officer in charge,fire marshal, DCA, and executive officer.

WATCH, QUARTER, AND STATION BILL

As a DCPO, you may be required to update and/orassign personnel to the watch, quarter, and station(WQS) bill. The contents of the WQS bill are describedin the Basic Military Requirements, NAVEDTRA14277. Personnel rely upon the WQS bill for manningsituations for battle, lifeboat assignments, watchstations, and so on. To man certain stations, personnelmust be qualified by means of a sign-off procedureoutlined in the PQS program. Your job is to ensure youhave qualified personnel assigned to each station. TheDCPO, and all second class petty officers and above,must be very familiar with the WQS bill and how toprepare this bill.

6-16

Q18. The closure log is maintained at all times.

1. True

2. False

REVIEW QUESTIONS

SUMMARY

The Navy has gone to great expense to train peoplelike you to safely operate and maintain its ships.Without you and your shipmates, we would not have aNavy. In this chapter, you have been given informationabout personnel safety. Safety is not automatic; youmust practice it constantly. The Navy still has injuries,but they are less frequent than in the past because crewmembers now practice good safety habits.

One of the items stressed in this chapter is thetag-out system. Without it, there would be a greatincrease in injuries and deaths. It is a working systemthat, when correctly used, saves many lives.

In this chapter you have been made aware that theNavy uses many HAZMATS especially cleaningsolvents that may be toxic and highly flammable. As apetty officer, you must be familiar with all safetyprecautions dealing with HAZMATS and know theprocedures for their handling, storage, transportation,and disposal. You must know how to inspect containersfor leaks and when to reject them if they are damaged.The responsibilities are great; but as a leader and asupervisor, you must get the job done in a safe manner.

The responsibilities of the duty DCPO are bothnumerous and important. Training your divisionpersonnel in damage control, fire fighting, egress, andCBR defense could save their lives during a crisissituation. You must ensure that the material conditionof your spaces is properly set and that fire-fighting anddamage control equipment are in excellent condition.These precautions will provide your division with afighting chance in the event of a fire or CBR attack.Knowing the procedures for decontamination stationsis part of CBR and for those who work around nuclearfacilities.

Damage control is an integral part of the safety ofpersonnel and equipment. As a DCPO your job will bethe safety of the ship during different conditions. Theclosure log must be maintained. The DCPO also hasthe responsibility to maintain fittings and equipment toensure the material condition of readiness of thecommand. The WQS bill provides personnel with their

battle stations, lifeboat assignments, and watchstations. The whole command is set up as a supportingorganization to ensure all aspects of safety in everydivision and department.

We are a safety-conscious Navy and will be thatway as long as we have personnel like you workingaboard our ships. Never let down in your effort topractice safety whether on or off ship. Because you arevaluable to the Navy and your loved ones, we want youto be as safe as possible.

REFERENCES

Basic Military Requirements, NAVEDTRA 14277,Naval Education and Training ProfessionalDevelopment and Technology Center, Pensacola,FL, 1999.

Navy Occupational Safety and Health (NAVOSH)Program Manual for Forces Afloat, OPNAVINST5100.19, Chief of Naval Operations, Washington,DC, 2000.

Naval Safety Supervisor, NAVEDTRA 14167, NavalEducation and Training Program ManagementSupport Activity, Pensacola , FL, 1993.

Naval Ships’Technical Manual, Chapter 079, “DamageControl, Practical Damage Control,” Naval SeaSystems Command, Washington, DC, 1998.

Naval Ships’ Technical Manual, Chapter 631,“Preservation of Ships in Service (SurfacePreparation and Painting),” Naval Sea SystemsCommand, Washington, DC, 1986.

Naval Ships’ Technical Manual, Chapter 670,“Stowage, Handling, and Disposal of HazardousGeneral Use Consumables,” Naval Sea SystemsCommand, Washington, DC, 1987.

Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3l20.32C, Chief of NavalOperations, Washington, DC, 1994.

United States Navy CBR-Defense/United States MarineCorps NBC Defense Handbook , OPNAVP-86-1-95, Chief of Naval Operations, Washington,DC, 1995.

United States Navy Chemical, Biological, andRadiological Defense Handbook for Training,NAVSEA S-5080-AA-HBK-010, Naval SeaSystems Command, Washington, DC, 1985.

United States Navy Regulations, Department of theNavy, Washington, DC, 1990.

6-17

Q19. DCPOs are responsible for maintainingdamage control fittings and equipment.

1. True

2. False

REVIEW ANSWERS

A1. (1) True. The objective of any safety programis to improve operational readiness byreducing personnel deaths and injuries and bydecreasing material loss and damage.

A2. (3) The division safety petty officer isresponsible for conducting assigned divisionmishap prevention training and maintainingappropriate records.

A3. (3) On the command level, the safety councilconvenes monthly to developrecommendations for policy on safety mattersand to analyze progress of the overall safetyprogram.

A4. (4) You can promote safety through the use ofposters, periodic safety patrols or inspections,and through the use of warning and cautionsigns.

A5. (1) True. The number of tag-out logs requireddepends on the ship size. For instance, largerships may require a separate log for eachdepartment while a minesweeper may onlyrequire one tag-out log for the whole ship.

A6. (2) After the tags have been cleared and therecord sheet is properly filled out for theremoval of the tags, place the sheet in theback of the tag-out log in the cleared sectionfor destruction at a later time.

A7. (3) The Hazard Communication Standard waspassed to ensure the safety of every civilianand military employee of the federalgovernment.

A8. (2) False. As a supervisor you are responsiblefor the welfare and safety of your personnel.When handling HAZMAT, protective clothingand equipment must be used and maintained.

A9. (4) Check the labels on all containers. Indealing with the hazards involved in solvents,you should always follow all safetyprecautions that pertain to hazardous material.

A10. (2) False. Most solvents are toxic, and with afew exceptions, are flammable.

A11. (1) True. Absorbents used in cleaning,applying, or packing HAZMATS should betreated using the same precautions followedfor the hazardous material they absorbed.

A12. (1) True. MOPP procedures allow the CO toadapt the requirements for protective clothingand equipment to the degree of the threat andworking conditions at any given time.

A13. (1) True. Risk is the assessed differencebetween the threat level and the activation ofappropriate levels of shipboardcountermeasures.

A14. (4) There are four MOPP levels ofprobability.

A15. (2) False. MOPP stands for Mission OrientedProtective Posture.

A16. (1) A collective activity during MOPP level 1is to set readiness condition III.

A17. (2) Each decontamination station is dividedinto two parts: (1) a contaminated or uncleansection and (2) a clean section.

A18. (1) True. The closure log is maintained at alltimes, whether the ship is in port or underway.

A19. (1) True. DCPOs are charged with ensuringthat the material condition of spaces assignedto them is maintained according to thecommand’s damage control, fire fighting, anddefense procedures.

6-18

CHAPTER 7

SUPPLY PROCEDURES

When a piece of equipment becomes inoperativebecause of a broken part, you must replace the brokenpart. If you do not have a replacement or spare part, youmust order one from supply.

What must you do to obtain materials from thesupply department? What forms are used to requisitionmaterials? As a petty officer, you should be able toanswer those questions. Why is that so important?Because as a petty officer, you may be the work centersupervisor responsible for maintaining the equipmentwithin your center.

The purpose of this chapter is to help you becomefamiliar with the workings of the supply department.By understanding how the supply department works,you can use the Navy supply system to help you carryout your duties more effectively. You will be providedinformation on material identification (that is, nationalstock number format, etc.), requisition documents, andmaterial expenditures.

This chapter is not intended to make you an expertin the area of supply. Rather, it is designed to give you abasic understanding of supply matters to improve yoursupervisory abilities.

The following definitions of the basic supply termsshould help you understand the material in this chapter:

CONTROLLED EQUIPAGE—Items requiringspecial management control because the material isessential to the protection of life or is relativelyvaluable and can be converted easily for personal use.

LOGISTICS—The science of planning andcarrying out the movement and maintenance ofmilitary forces. In its most comprehensive sense,logistics involve those aspects of military operationsthat deal with the following areas:

1. Design, development, acquisition, storage,movement, distribution, maintenance,evacuation, and disposition of material

2. Acquisition, construction, maintenance,operation, and disposition of facilities

3. Acquisition and furnishing of services

4. Movement, evacuation, and hospitalization ofpersonnel

MATERIAL—All items necessary to equip,operate, maintain, and support an activity.

SUPPLIES—All items necessary to equip,maintain, and operate a military command, includingfood, clothing, equipment, arms, ammunition, fuel,materials, and machinery of all types.

SUPPLY—The procurement, distribution,maintenance (while in storage), and salvage ofsupplies, including the determination of the type andquality of supplies.

SUPPLY CONTROL—The process by which anitem of supply is controlled within the supply system,including requisitioning, receipt, storage, stock control,shipment, disposition, identification, and accounting.

MATERIAL IDENTIFICATION

Learning Objectives: Recognize the different types ofstock and control numbers. Recall the purpose ofcognizance symbols. Recall the purpose of the specialmaterial identification code. Recognize sources ofidentifying material when a stock number is notavailable. Recognize the uses of the following supplypublications: ML-N, MCRL, MRIL, ASG, and COSAL.

What is meant by material identification? Why is itnecessary? What tools are available for you to use inidentifying material? The problem of materialidentification is not peculiar to the Navy or themilitary. You probably have had occasion to purchase apart for your car or an appliance or to use a mail-ordercatalog. Those items were all identified by a catalog orpart number as part of the manufacturer’s or supplier’sidentification system. Companies use an identificationsystem for the same reason the Navy does. It is a brief,accurate means of identifying one specific item ofmaterial. Each company develops a system to meet itsown needs.

The Department of Defense (DoD) supply systemstocks over 4 million items. The Navy supply systemalone stocks over 1 million items. Because of that, thefederal catalog system was developed. It ensures theproper requisitioning of items from either an activityashore or from a unit of the mobile logistics supportforce.

7-1

The federal catalog system is responsible fornaming, describing, classifying, and numbering allitems carried under centralized inventory control bythe DoD and the civil agencies of the federalgovernment. In all supply functions from purchase tofinal disposal, only one identification may be used foreach item.

This system also serves as an economy measure.Instead of the Army, Navy, Air Force, and civilagencies each purchasing and maintaining large stocksof materials, all agencies can make use of centralizedstocks. North Atlantic Treaty Organization (NATO)countries also use the federal catalog system.

STOCK AND CONTROL NUMBERS

Stock and control numbers are used to identify andorder material in the supply system. The identificationnumbers are known as

• national stock numbers (NSNs),

• NATO stock numbers (a variation of the NSN)

• Navy item control numbers, and

• local item control numbers.

A definition and description of the types of stockand control numbers are stated in the followingparagraphs.

National Stock Numbers

The national stock numbers (NSNs) are the mostcommon numbers used to identify material. An NSN isa 13-digit number consisting of a 4-digit federal supplyclassification (FSC) code number and a 9-digitnational item identification number (NIIN). Figure 7-1shows the typical NSN format.

The FSC number identifies an item by commodityor description. The first two digits of the FSC arecalled the FSC group, and the last two digits of theFSC are called the FSC class. Figure 7-2 is anexample of the FSC system. The first two digitsdenote the group or major d iv is ion of thecommodities; for example, group 53 is hardware andabrasives. The last two digits (for example, 05) denotethe class or subdivision within a group. In otherwords, screws are a class or subdivision in thehardware and abrasives group.

The NIIN identifies each item of supply used bythe DoD and NATO. The NIIN relates to identificationdata that makes an item of supply different (as far asDoD is concerned) from every other item of supply.The amount and type of identification data depend onthe item and its intended use. Although the NIIN is partof the NSN, it is used independently to identify an item.Except for identification lists, most federal supplycatalogs are arranged in NIIN order.

NATO Stock Numbers

A NATO agreement provided for the adoption ofthe United States NSN system as the basis for theNATO item identification system. A NATO stocknumber is identical to an NSN with the exception of thenational codification bureau (NCB) code. The NCBcode consists of the first two digits of the NIIN (seefig. 7-1). The NCB code either identifies the countrythat assigned the stock number or indicates that thestock number is used by two or more countries. Forexample, an NCB will be 00 or 01 to indicate the

7-2

Stores Account

Cognizance Symbol

Material Control Code

Federal Supply Group

Federal SupplyClassification (Group)

Federal SupplyClassification (Class)

NationalCodification Bureau Code

National Item IdentificationNumber

National Stock Number

Special Material Identification Code

1H Q 5330-00-010-4960-X3

MRP3f0701

Figure 7-1. Typical NSN format.

GROUP 53Hardwareandabrasives

5305 - Screws5306 - Bolts5307 - Studs5310 - Nuts and washers5320 - Rivets

4810 - Valve solenoid4820 - Valve angle

4010 - Wire rope, steel4020 - Rope, fibrous4030 - Hook, guy

GROUP 48Valves

GROUP 40Rope,cable,chain,andfittings

MRP3f0702

Figure 7-2. Classes of material within stock groups.

United States. The NCB codes currently assigned toeach NATO aligned country are found in the AfloatSupply Procedures, NAVSUP P-485.

Navy Item Control Numbers

Items of material not included in the federalcatalog system but stocked or monitored in the Navysupply system are identified by Navy item controlnumbers (NICNs). NICNs are 13-character itemidentification numbers used for permanent ortemporary control of selected non-NSN items. AnNICN consists of four numerals in the first fourpositions. The next two positions consist of an alphacode (NICN code) that identifies the type of NICN.Finally there are seven digits or alphanumericcharacters that, in conjunction with the NICN code,uniquely identify each NICN item in the Navy supplysystem. Some examples of NICNs and their codes areas follows. Other NICNs may be found in NAVSUPP-485.

Local Item Control Numbers

Local item control numbers (formerly called localstock numbers) may be assigned by local supplyactivities for consumable items not identified by anNSN, a NATO stock number, or an NICN. A local itemnumber also consists of 13 characters. The first fourcharacters are numerals that correspond to the FSC ofsimilar NSN items, the fifth and sixth (NCB code area)are LL, and the remaining seven are all numerals. Forexample:

Locally assigned item control numbers areauthorized for local use only (that is, for shipboardstock records, locator records, bin tags, issuedocuments, etc.). The numbers are not to be used inrequisitions because they would be meaningless withinthe supply system.

COGNIZANCE SYMBOLS

A cognizance (cog) symbol is a two-character,alphanumeric code (for example, 1H, 2T, 6T, and 9Z).This symbol identifies and designates the cognizantinventory manager who exercises supply managementover specific categories of material. Although not partof the stock number, the cognizance symbol may beprefixed to the stock number in some supplypublications and allowance listings (for example, 2T1350-00-123-4567). However, the cognizance symbolis not prefixed to the stock number on supplydocuments, forms, or records.

The first numeric character of the cognizancesymbol denotes the stores account of the item. Briefly,the numerical characters indicate the following:

1, 3, 5, 7 Material is held in the Navy stock account(NSA). When this material is issued, itmust be paid for by the requisitioner.

9 Material purchased by the defense stockfund and held in the NSA account. Whenthis material is issued, it must be paid forby the requisitioner.

7-3

NICN NICNCODE

APPLICATION

0108-LF-504-2201 LFCog I stocknumber for forms

1234-LK-YA1-2345 LKAircraft change kitnumbers

0530-LP-485-0000 LPCogs OI and OPstock numbers forpublications

Q1. How many digits in the NSN designate theFSC?

1. 2

2. 4

3. 9

4. 13

Q2. What is the most common number used toidentify material?

1. Navy item control number

2. Local item control number

3. National stock number

4. NATO stock number

REVIEW QUESTIONS

2, 4, 6, 8 Material held in the appropriationspurchases account (APA) and issuedwithout charge to the requisitioner.

0, 8A Material is not in a stores account(nonstores) and is issued without charge tothe requisitioner.

The second character (letter), in conjunction withthe first numeric character, identifies the specificinventory control point, office, or inventory managerthat has cognizance or controls the issuance of thematerial.

SPECIAL MATERIALIDENTIFICATION CODE

Special material identification codes (SMICs) are

assigned to certain items to ensure their technical

integrity. Because of the nature of these items, they have

stricter requirements regarding procurement, issue and

receipt, inspections, tests, storage, and handling. An

example would be items specially designed,

manufactured, and tested for use in nuclear reactor

plants, which require special handling, machining, and

so forth, before being installed and used.

A SMIC is a two-digit alpha or alphanumeric code

(for example, 5330-00-010-04960-X3). NAVSUP

P-485, appendix 9L, lists and explains the SMICs

currently authorized.

NOMENCLATURE

As part of the federal catalog system, each item of

supply is assigned an official government name.

Personnel frequently refer to material by trade names

or common terms, rather than the official name.

Referring to an item by its common term is not wrong.

However, only the official name of an item should be

used when recording or requisitioning supplies.

OTHER SOURCES OFIDENTIFICATION DATA

Assume that you do not have a stock number for anitem and cannot locate it in the allowance lists. Youthen have two primary sources of information foridentifying the item: (1) other identification datarelating to the item itself and (2) identificationpublications in which available data are recorded andused.

If you can find other identification data, such asreference numbers for the item, your supplydepartment may be able to locate the correct NSN. Areference number may be a part, type, catalog, ordrawing number; or it may be a specification ornomenclature designation that the manufacturer,contractor, or governmental agency has applied to theitem. A superseded stock number is also a type ofreference number. One of the most important sourcesof identification is the information on nameplates. Thenameplate may include manufacturer’s name, make,model number, s ize , vol tage , and the l ike .Identification publications, such as a manufacturer’stechnical manual, may also help you in identifying anitem.

Manufacturers’ Part Numbers

Commercial catalogs and instruction bookletsissued by manufacturers contain valuable informationyou should use in preparing procurement documentsfor nonstandard material. Use these catalogs andbooklets as supplements to Navy publications toidentify commercial equipment, repair parts, andaccessories accurately.

Serial Numbers

Certain technical material may be seriallynumbered, either by direction of the responsiblebureau or systems command or by the manufacturer.These serial numbers are used in maintaining recordson the material. They appear on all vouchers, records,custody cards, and survey reports.

Nameplates

Material identification, particularly of portableand installed equipment, is made easier by referring tonameplates attached to the equipment. Nameplate data

7-4

Q3. Is the cognizance symbol a part of thenational stock number?

1. Yes

2. No

REVIEW QUESTION

includes the manufacturer’s name and the equipmentmake or model number, serial number, size, voltage,and the like.

Drawing Numbers

Certain technical material may be identified onlyby a drawing or sketch number. These numbers may beassigned by the manufacturer, controlling bureau, orsystems command. When you are requisitioningnonstandard items, be sure to include the drawingnumber, if available, to aid in positive identification.

Markings

Various items of electronic equipment areidentified by joint electronics-type designations(JETDs) nomenclature (for example, AN/UYK-7[V]).They are also identified by Navy type or model numberand manufacturer’s model number, as well as stocknumber and serial number.

Contractors’ Service Bulletins

Contractors’ service bulletins include contractors’recommendations for modifying or repairing specificequipment. They cover a wide range of equipment andusually contain part numbers, nomenclature, andnames of manufacturers.

SUPPLY PUBLICATIONS

When you turn in a requisition for supplies, you setin motion a long chain of events involving movementof materials, maintaining stock records, andprocurement actions. Because of this chain of events,you (the requisitioner) must supply accurateinformation to ensure prompt results from therequisition.

The Management List-Navy (ML-N) and severalrelated publications provide you with information forsubmitting accurate and error-free requisitions. TheFederal Logistics Data (FEDLOG), NAVSUP P-2002,or the Naval Logistics Library, available on compactdisk (CD), describes the format and use of thesepublications. The supply department is the primaryuser of these publications. However, as a divisionsupply petty officer, you may have an occasional needfor information contained in them. For that reason, thefollowing short descriptions of these publications isprovided.

Management List-Navy

The ML-N is the basic publication relating to NSNmanagement data. It is published in NIIN sequence andincludes only items for which Navy interest has beenrecorded. Although it includes ammunition items, youstill must use the Catalog of Navy Ammunition Stock,NAVSEA OD 12067/NAVAIR 11-1-116, for orderingand reporting items of ammunition.

The ML-N omits subsistence items, such as food.The source for subsistence items is the book edition ofthe Federal Catalog for Subsistence compiled by theDefense Personnel Support Center. The ML-N alsoomits cryptographic, cryptologic, and defense nuclearitems, which are listed in security classified catalogsproduced by the respective DoD agencies.

The ML-N is a Navy-tailored publication;therefore, many NSNs may be located in the MasterCross-Reference List (MCRL) that will not be found inthe ML-N. If the item being researched is not found inthe ML-N (including deleted items) and a continuingrequirement exists, the using activity must take thenecessary action to establish Navy interest inprocuring that item. Figure 7-3 shows the format of theML-N. Table 7-1 lists the contents of the ML-N.

For definitions and explanations of the variouscodes used in the columns of the ML-N, refer toFEDLOG, NAVSUP P-2002.

Master Cross-Reference List

The MCRL , Part I (fig. 7-4), provides across- reference f rom a reference number(manufacturer’s part number, drawing number, designcontrol number, etc.) to its assigned NSN. The MCRL,Part II (fig. 7-5), provides a cross-reference from anNSN to a reference number.

7-5

Q4. Which of the following items would require aSMIC?

1. Office supplies

2. Firefighting equipment parts

3. Parts designed for nuclear plants

4. Aircraft engine parts

REVIEW QUESTION

7-6

MSN SOS UNIT PRICEUIACT

AAC

QUP

SLC

SEC

RC

MCD-NAVY DML

ITEM NAME PC

PHRASE STATEMENT

CS SMCCMMC IR RRC

AC

TIO

NC

OD

EN

ATIO

NA

LS

TO

CK

NU

MB

ER

SO

UR

CE

OF

SU

PP

LY

AC

QU

ISIT

ION

AD

VIC

EC

OD

E

QU

AN

TIT

YP

ER

UN

ITPA

CK

LIM

ITO

FIS

SU

E

SH

ELF

LIF

EC

OD

E

SE

CU

RIT

YC

LA

SS

IFIC

ATIO

NC

OD

E

RE

PA

RA

BIL

ITY

CO

DE

CO

GN

IZA

NC

ES

YM

BO

L

MATE

RIA

LM

AN

AG

EM

EN

TC

OD

E

ISS

UE

,R

EPA

IRA

ND

/OR

RE

QU

ISIT

ION

RE

STR

ICTIO

NC

OD

E

SP

EC

IAL

MATE

RIA

LC

ON

TE

NT

CO

DE

DE

MIL

ITA

RIZ

ATIO

NC

OD

E

PH

RA

SE

CO

DE

MRP3f0703

Figure 7-3. Management List-Navy (ML-N).

COLUMN TITLE DATA PRINTED

ACTION CODE A one-position alpha code that designates the type of actionrequired by the file maintenance computer toenter/update/delete data in various cyclic or master files

NATIONAL STOCK NUMBER A 13-digit number that uniquely identifies an item of supply

SOURCE OF SUPPLY The routing identifier of the managing activity, which is apotential source of supply

ACQUISITION ADVICE CODE A code indicating how (as distinguished from where) andunder what restrictions an item will be acquired

QUANTITY PER UNIT PACK A code representing the number of units of issue included inthe first tie, wrap, or container in which the NSN is preparedfor shipment

UNIT OF ISSUE

(LIMIT)

The abbreviations printed represent determinate amounts orquantities that have been established as standards ofmeasurement for issue of materials or supplies

UNIT PRICE The dollars and cents of the item per unit of issue (Formaterial control code “A” and acquisition advice code “L,”prices are estimated.)

SHELF LIFE CODE A code indicative of the interval of shelf-life time (based onestablished technical factors) beyond which the item may notbe satisfactory for use (See NAVSUPINST 4410.52 forfurther guidance.)

SECURITY

CLASSIFICATION CODE

A code indicative of the degree of security assigned an item

REPAIRABILITY CODE A one-position code that indicates whether or not an item isrepairable (Repairability code for Navy-managed items is thematerial control code [MCC].)

COGNIZANCE CODE (SYMBOL) A code designating a segment of material for managementby a specific inventory manager and the funding involved;that is,odd digit for Navy stock fund (NSF), even digit for APA

Table 7-1. ML-N Contents

Master Repairable Item List

The Navy’s Master Repairable Item List (MRIL) is

provided to identify Navy-managed mandatory turn-in

repairable items. It also provides shipping instructions

for unserviceable repairables that must be turned in to a

designated repair facility.

The MRIL cons i s t s o f two bas ic par t s :Part I—Listing of Items and Part II—ShippingAddresses. Part I (fig. 7-6) lists all repairables that areno longer serviceable and gives disposit ioninstructions. Usually, unserviceable components areshipped to a designated repair facility or collectionpoint. The repairables are listed in sequence by thelast 9 characters of their 13-character NSN or NICN.

7-7

COLUMN TITLE DATA PRINTED

MATERIAL CONTROL CODE(MANAGEMENT)

A code used to indicate a reporting segment,interchangeability grouping, specialized distribution channel,and so forth, as applied to the NSN for logistic managementpurposes (This code is the special material identificationcode [SMIC].)

ISSUE REPAIR AND/ORREQUISITION RESTRICTIONCODE

A code that indicates restrictions on issuing or instructionsfor requisitioning, item repair/overhaul, turn-in, exchange, ordisposal

SPECIAL MATERIAL CONTENTCODE

A code indicating that an item represents or containspeculiar material requiring special treatment, precautions, ormanagement control

DEMILITARIZATION CODE A code indicating the degree of demilitarization required andindicating when demilitarization is not required or whendemilitarization requirement has been determined by theinventory control point (ICP)

ITEM NAME The approved name of the item as established by thefederal catalog system (The length of an item name hasbeen restricted to its first 19 characters because of spacelimitations.)

PHRASE CODE A code assigned to a phrase used in the management list todenote changes or relationships between NSNs andreference data; for example, technical document numberand qualitative expressions

PHRASE STATEMENT A series of phrases to denote changes or relationshipsbetween NSNs and information-type data

Table 7-1. ML-N Contents (continued)

55599

556

556-012-001

556-1137

556-1182

556-2332

556-35-1246FW160P

2

556-3541

556-3541-1

62983

24161

16665

46859

46859

46859

01351

46859

46859

2

2

2

2

2

2

2

2

2

4320-00-057-0782

3030-00-269-9669

5950-00-237-7237

5841-00-323-0747

5365-00-323-0749

5305-00-433-9273

3020-00-967-4607

5365-00-514-0363

5365-00-200-5226

REF. NO. FSCM RNVC NSN

MCRL PART I

MRP3f0704

Figure 7-4. Master Cross-Reference List (MCRL), Part I.

Part I also lists the shipping code of the activity towhich an unserviceable repairable must be shipped.Part II (fig. 7-7) lists the shipping addresses ofdesignated repair activities (military and civiliancontractors) and collection points to which therepairables are to be sent.

As a work center supervisor or division supplypetty officer, you must cooperate with the supplydepartment by returning replaced parts. By doing that,you will help the fleet use assets more efficiently.

Afloat Shopping Guide

The Afloat Shopping Guide (ASG), NAVSUPP-4400, is another source used for identificationpurposes. It is designed to assist fleet and Navy supplysupport personnel in identifying an NSN for thoseitems of supply which do not have a part/referencenumber. Descriptions and illustrations may be used todetermine substitutions and applicable NSNs in thegeneral hardware area.

The ASG consists of seven volumes containingdescriptive data and illustrations accompanied byalphabetic and NIIN indexes of the groups/classes. TheNIIN index also indicates the availability of an itemfrom the mobile logistics support forces. The ASG isupdated annually, and each volume is reissued in itsentirety every fourth year. Figure 7-8 shows a pagefrom the ASG.

Coordinated Shipboard Allowance List

The Coordinated Shipboard Allowance List(COSAL) is both a technical and a supply document. Itis technical in that nomenclature, operating

characteristics, technical manuals, and so forth, aredescribed in Allowance Parts Lists (APLs) andAllowance Equipage Lists (AELs). It is a supplydocument in that the COSAL provides a complete listof all parts required to operate and maintain theequipment installed at all ship/shore activities.

The COSAL is prepared for individual ship/shoreactivities. It lists the following:

1. Equipment or components required for theship/activity to perform its operationalassignment

2. Repair parts and special tools required for theoperation, overhaul, and repair of theseequipments

3. Miscellaneous portable items needed for thecare and upkeep of the ship/activity

The COSAL is based on equipment configurationdata contained in the computerized weapons systemfile (WSF) at the Ships Parts Control Center (SPCC).The WSF includes the repor ted equipmentconfiguration installed on each ship as well as theindiv idual repai r par t s appl icable to thoseequipments. Configuration information for theCOSAL must be precise. Therefore, the initialestablishment of a configuration database must beaccurate. Thereafter, changes resulting fromadditions, deletions, or modifications of equipmentsmust be reported promptly. The quality of the COSALis only as good as the equipment configuration dataavailable to the various activities involved in itsdevelopment.

7-8

4320-00-057-0782

5365-00-200-5226

5950-00-237-7237

3030-00-269-9669

5841-00-323-0747

5841-00-323-0749

5305-00-433-9373

5365-00-514-0363

3020-00-967-4607

55599

556-3541-1

556-012-001

556

556-1137

556-1182

556-2332

556-3541

556-35-1246FW160P

2

62983

46859

16665

24161

46859

46859

46859

46859

01351

2

2

2

2

2

2

2

2

2

MCRL PART II

NSN REF. NO. FSCM RNVC

MRP3f0705

Figure 7-5. Master Cross-Reference List (MCRL), Part II

7-9

SCHEDREMOVALCOMPCARDCODE

LONGSUPPLYIND.

COGSYMBOL/MAT'LCONTROLCODE

NATIONALSTOCKNUMBER/NAVY ITEMCONTROLNUMBER

SPEC.MAT'LIDENTCODE

REPAIRLEVELCODE

SECUR-ITYCLASS

SHIP-PINGCODE

MOVEMENTPRIORITYDESIGNA-TOR

NOTES

LSI

SRC

COG

MCC

NSN/NICN SMIC RLC

SEC

SHPGCODE

MPD

NOTES

*

*

Y

Y

Y

7E2R2R2R2R2R7H6A

7H

HHHHEHHQ

E

1325-LL-HDZ-09251560-00-076-45911630-00-085-26256610-00-086-16325865-00-100-72985865-00-117-41361010-00-381-06584935-00-412-5854

1440-00-421-4388

DIIIIIDD

D

GTLCFZFEBA

UUUUUUUU

U

N00163W20203W20243N00207C20079XXN00189N00612

N00109N60701

1313131313131306

03

WISSADMISAHI-BURNERCLAMP

CTNR 7835002SEE SP4423.39FIRM ITEMREDSTRIPE

MRP3f0706

PART I - LISTING OF ITEMS

Figure 7-6. Master Repairable Item List (MRIL), Part I.

SHIPPING CODE SHIPPING INSTRUCTIONS UNIT IDENTIFICATIONCODE/FEDERAL SUP-PLY CODE FORMANUFACT.

SHIPPINGCODE

SHIPPINGINSTRUCTIONS

UIC/FSCM

C44100 SHIP TO:CDR DCASR NEW YORKC/O TREADWELLCORPORATIONRAILROAD STREETTHOMASTON, CONN 06787

SPECIAL MARKINGS:FOR OVERHAUL ANDREPAIR ON CONTRACTN00104-71A-0174

Q81412

PART II - SHIPPING ADDRESSES

MRP3f0707

Figure 7-7. Master Repairable Item List (MRIL), Part II.

7-10

MRP3f0708

Figure 7-8. Page from the Afloat Shopping Guide (ASG).

MATERIAL PROCUREMENT

Learning Objectives: Recognize the procedures to

requisition supplies and material through the Navy

supply system. Recall the purpose of MILSTRIP.

Recognize the documents used to order material. Recall

the purpose of UMMIPS. Recall how the priority

designator is determined. Recognize the purpose of the

various types of CASREPs. Recall the purpose of MTR

items.

Once you have determined that a replacement partis required and you have its NSN, you are ready toorder the part. In the Navy, this process is calledprocurement.

Procurement is the process of obtaining materialsand services to support the operation of an activity. Thetwo basic methods of procurement in the Navy are byrequisition and by purchase.

As a division supply petty officer or perhaps as awork center supervisor, you will play an important rolein the procurement of materials and services. If you arein one of these positions, you will be required to decidethe necessity of material requested by the work centersupervisors in your division or by your ownsubordinates. You also must know if the material isauthorized for use by your command, division, or workcenter. In addition, you must determine the importanceof the material over other material and properly assigna priority designation. As a supply petty officer or workcenter supervisor, you will be the principal adviser toyour division leading chief petty officer and divisionofficer on all matters of procurement at the divisionlevel.

MILITARY STANDARDREQUISITIONING AND ISSUE

PROCEDURE

A requisition is a request for materials or services.The most common method of requisitioning materialsis through a DoD system known as the MilitaryStandard Requisitioning and Issue Procedure(MILSTRIP).

As the name implies, MILSTRIP is used for therequisitioning and issuing of materials. Manytransactions must take place between the time arequisition is submitted and the material is received.Some of these transactions include the furnishing ofsupply status information, follow-up requests,redistribution orders, referral orders, and cancellationrequests. Such transactions are all an integral part ofthe MILSTRIP.

With the exception of certain classes of material,MILSTRIP is used for ordering material through theNavy supply system. These exemptions are listed inOperat ing Procedures Manual forMILSTRIP/MILSTRAP, NAVSUP P-437.

Requisition Documents

MILSTRIP requisitioning is based upon coded,single line item (one stock number) documents.Several types of documents are used to order material.The most commonly used documents are as follows:

1. NAVSUP Form 1250-1

2. DD Form 1348

3. DD Form 1348-6

4. DD Form 1149

Under certain circumstances, requisitions may besubmitted either by message or by letter.

The following paragraphs describe the purposeand basic requirements for the forms just mentioned.Complete information concerning the preparation ofthese documents is contained in NAVSUP P-485.

NAVSUP Form 1250-1 (fig. 7-9) is used as aconsumption document by all forces and as aMILSTRIP requisitioning/issuing document bynonautomated ships of the submarine forces. Theform is used primarily for procuring materials orservices. Submarine tenders or bases also use theform as an invoice for materials supplied to supportedunits of the fleet. NAVSUP Form 1250-1 wasdeveloped to meet two needs: (1) to improve

7-11

Q5. The COSAL is both a technical and supplydocument.

1. True

2. False

Q6. Cryptographic, or cryptologic items are listedin the ML-N.

1. True

2. False

REVIEW QUESTIONS

inventory control procedures and (2) to reportconsumption under the maintenance data system(MDS). Prepare NAVSUP Form 1250-1 according tothe following general instructions:

1. Use a ballpoint pen or typewriter.

2. Annotate each entry in the proper data block.

3. To avoid confusion between the numeric 0 andthe alphabetic O, use the communication Ø forzeroes.

For non-NSN requirements, the Non-NSNRequis i t ion form (NAVSUP Form 1250-2)consolidates the information previously submitted ontwo forms (NAVSUP Form 1250-1 and DD Form1348-6). Distribution and preparation procedures forthis seven-part form (fig. 7-10) are identical to thosefor NAVSUP Form 1250-1. Additional information onthis form can be found in NAVSUP P-485.

The Single Line Item Requisition SystemDocument (Manual), DD Form 1348 (fig. 7-11), isused to requisition material from naval supplyactivities. The form also is used to follow up, modify,cancel, or trace previously submitted requisitions. Theform is available as two-part, four-part, or six-partcarbon interleaved forms for manual use or as asingle-card form for mechanized use. All copies of themanual forms are identical except for data blocks T andU. These blocks are blank on the original, but thecopies have a place printed on them to show the unit

and total price. The mechanized form is basically thesame as the manual form, except that data blocks A andB are omitted.

Codes are used extensively in MILSTRIPrequisitioning because only 80 alphanumericcharacters can be placed on the card. (This does notinclude the activity names shown in data blocks A andB.) Selecting the correct code to convey the properinformation to the supplier is essential. The correctcodes are just as important on a requisition as thecorrect NSN. A “ready reference” code list that appliesto your ship is a time-saver when selecting andinterpreting such MILSTRIP codes as routingidentifiers, project codes, advice codes, status codes,and fund codes. MILSTRIP/MILSTRAP Desk Guide,NAVSUP P-409, lists all of the supply system codesand is available through the supply system. Use theNAVSUP P-409 to find codes that apply to yoursituation when making your “ready reference” codelist.

Use a typewriter or ballpoint pen to prepare theDD Form 1348. Do not use a pencil. Pencil marks cancause errors when the requisition is processedthrough mark-sensing equipment at shore activities.You do not have to space the entries within the tickmarks printed on the form, but you must make theentries within the proper data blocks. Remember to usethe communication Ø on MILSTRIP requisitionswhen zeroes must be used.

7-12

MRP3F0709

Figure 7-9. Single Line Item Consumption/Requisition Document (Manual), NAVSUP Form 1250-1.

7-13

MRP3f0710

Figure 7-10. Non-NSN Requisition, NAVSUP Form 1250-2.

Regardless of the form used, the NSN is the mostimportant identification data for any item. Check theML-N before listing the stock number on the 1250-1 or1348-6 to ensure the stock number is up to date andaccurate and the unit price and unit of issue are correct.

If the NSN is not available for repair parts, use theDD Form 1348-6 (fig. 7-12) to requisition the parts.The DD Form 1348-6 consists of two sections. Thefirst, or top, section consists of 80 card columns ofMILSTRIP data; the second, or bottom, sectionconsists of nine data blocks of additional identificationdata. The bottom section permits the inclusion of allavailable technical or descriptive data. This data willassist the supply source in the identification andprocurement of the requisitioned item.

Storekeepers requis i t ion most mater ia lrequirements on DD Form 1348. However, certainitems excluded from MILSTRIP are ordered on DDForm 1149 (fig. 7-13). Examples of these items arebulk fuel, library books, communications securityequipment, and materials controlled by the NavalOceanographic Office.

NAVSUP P-409 is a handy desk guide toMILSTRIP that gives an excellent overview ofMILSTRIP documents. However, for detailed guidanceabout the use of these forms, refer to NAVSUP P-485.

Message Requisitions

In certain situations, urgent material requirementsdemand the need for procurement by message, ratherthan by submission of standard requisition documents.Message requisitions are submitted in a specified

format and must convey the same data that is requiredon DD Form 1348 or 1348-6.

Overseas activities use message requisitions forpriority requisitions unless transmission by othermeans, such as mail or courier, is more expedient.Messages also may be used for routine priorityrequisitions when transmission by mail will not ensuredelivery of the requisitioned material by the requiredtime. When a message requisition is prepared, aDD Form 1348 or 1348-6 is also prepared for each itemrequested in the message. The original of eachDD Form 1348 or 1348-6 is discarded, and theremaining copies are distributed according toestablished procedures. A message requisition mustnot be longer than one page and is generally limited to amaximum of seven requisitions.

The Defense Automatic Addressing System(DAAS) is a “real time” random access digital computersystem. This system uses the automatic digital network(AUTODIN) switching centers of the DefenseCommunications System to receive and retransmitMILSTRIP messages automatically to the properaddressees. An input message to DAAS may includemultiple requisitions, follow-ups, requisition modifiers,and cancellation requests. All retransmittals areaccomplished via AUTODIN. AUTODINautomatically provides the addressee with a punchedcard (or magnetic tape image) for each documentincluded in the originator’s message; therefore, nomessage handling or keypunch effort is required of theaddressee.

7-14

MRP3f0711

Figure 7-11. DoD Single Line Item Requisition System Document (Manual), DD Form 1348.

7-15

MRP3f0712

Figure 7-12. Single Line Item Non-NSN Requisition (Manual), DD Form 1348-6

MRP3f0713

Figure 7-13. Requisition and Invoice/Shipping Document, DD Form 1149.

UNIFORM MATERIAL MOVEMENT ANDISSUE PRIORITY SYSTEM

Uniform Material Movement and Issue PrioritySystem (UMMIPS) is a vital and integral part of theMILSTRIP system. MILSTRIP provides forms andprocedures for requisitioning material. UMMIPS setspriorities for the issuance and movement of material.Each activity that requests resources for logisticssystems, such as transportation, would like for itsrequest to take top priority. However, requests must beprocessed according to the military importance of theactivity and the urgency of the need. Each activityindicates this priority information by a force/activitydesignator (F/AD) and an urgency of need designator(UND). These designators determine the prioritydesignator (PD) assigned to the requisition.

Force/Activity Designator

A F/AD is a Roman numeral (I-V) that identifiesand categorizes a force or activity on the basis of itsmilitary importance (fig. 7-14). NAVSUP P-485outlines the assignment of F/ADs.

Urgency of Need Designator

The UND is a letter (A, B, or C) that indicates therelative urgency of a force’s or activity’s need for arequired item of material. The force or activityrequiring the material assigns the UND.

The basic definitions for the urgency of needdesignator are as follows:

Priority Designator

The PD is a two-digit number (01, the highest, to15, the lowest). The PD is determined by using thetable of priority designators (fig. 7-14). The table iseasy to use. For example, if your activity is assigned an

F/AD of II and your requirement is of a routine nature,the priority to be assigned would be 12.

7-16

Q7. MILSTRIP is used for which of the followingtransactions?

1. Requisitioning material

2. Issuing material

3. Cancellation of material requests

4. All of the above

Q8. Which of the following forms is/are used toorder material?

1. DD Form 1348

2. DD Form 1348-6

3. DD Form 1149

4. All of the above

Q9. If the NSN is not available for a repair part,what form should you use to requisition thepart?

1. NAVSUP Form 1250-1

2. DD Form 1348

3. DD Form 1348-6

4. DD Form 1149

REVIEW QUESTIONS

URGENCY OF NEED DESIGNATOR

A (Unable to perform)

B (Performance impaired)

C (Routine)

TABLE RELATING F/AD AND UND TO PRIORITY DESIGNATORS

F/AD

PRIORITY DESIGNATOR

I

01

04

11

II

02

05

12

III

03

06

13

IV

07

09

14

V

08

10

15

MRP3f0714

Figure 7-14. Table for determining a priority designator.

UND DEFINITION

A 1. Requirement is immediate.

2. Without the material needed, theactivity is unable to perform one ormore of its primary missions.

3. The condition noted in definition 2has been reported by establishedcasualty reporting (CASREP)procedures (explained later).

B 1. Requirement is immediate orknown to be required in theimmediate future.

2. The activity’s ability to perform oneor more of its primary missions willbe impaired until the material isreceived.

C 1. Requirement is routine.

In addition to providing standardized criteria forassigning priorities, UMMIPS provides acceptablemaximum processing times for use by supply activitiesin furnishing material. NAVSUP P-485 contains theprocessing time standards and additional codes used inMILSTRIP and UMMIPS.

CASUALTY REPORTING

The casualty report (CASREP) is designed tosupport the Chief of Naval Operations (CNO) and fleetcommanders in the management of assigned forces.The effective use and support of Navy forces requiresan up-to-date, accurate operational status for each unit.An important part of operational status is casualtyinformation. The CASREP system contains four typesof reports: initial, update, correct, and cancel. Thesereports are described in general in the followingparagraphs. CASREPs are not a substitute for, but arein addition to and complement, 3-M data. For morecomplete information on the preparation andsubmission of CASREPs, see Operational Reports,NWP 10-1-10.

Initial Casualty Report (INITIAL)

An INITIAL CASREP identifies the status of thecasualty and any parts or assistance needed.Operational and staff authorities use this informationto set priorities for the use of resources.

Update Casualty Report (UPDATE)

A unit uses an UPDATE CASREP to submitchanges to previously submitted information.

Correction Casualty Report (CORRECT)

A unit submits a CORRECT CASREP whenequipment that has been the subject of casualtyreporting is repaired and is back in operationalcondition.

Cancellation Casualty Report (CANCEL)

A unit submits a CANCEL CASREP whenequipment that has been the subject of casualtyreporting is scheduled to be repaired during anoverhaul or some other scheduled availability.Outstanding casualties that will not be repaired duringsuch availability will not be canceled and will besubject to normal follow-up casualty reportingprocedures as specified.

MANDATORY TURN-IN REPAIRABLES

You will, no doubt, encounter the terms mandatoryturn-ins and repairables in the process of obtainingreplacement parts from supply. Therefore, you need tounderstand your responsibilities in regard tomandatory turn-in repairable items (MTR).

When any of your equipment fails, your primaryconcern is to locate the trouble, correct it, and get theequipment back on the line. In most instances, you firsttrace the trouble to a defective part and then prepare aNAVSUP Form 1250-1 (or DD Form 1348) to obtainthe replacement part from the supply storeroom. Next,you install the replacement part and throw away thedefective part. However, when the defective part isexpensive and repairable, it becomes a part of therepairables program.

A large number of parts can be economicallyrepaired when they fail. This results in savings of dollarsand time. Repairing an item is quicker and cheaper thancontracting for and buying a new one—provided the olditem is promptly returned in repairable condition.

For the program to work as intended, you andothers have certain responsibilities. At the time yousubmit your request for a mandatory turn-in item,supply will tell you to return the defective item. Yourresponsibilities begin at this point. You must removethe defective part and give it adequate protection toprevent further damage before turning it in to supply.The most effective way to protect the defective part isto place it in the same container in which you receivedthe replacement part. The defective part or equipmentmust be accompanied with a copy of the OPNAV4790/2K, Work Request form describing the failure of

7-17

Q10. The priority designator is determined byusing the table of priority designators.

1. True

2. False

Q11. What is the lowest two-digit prioritydesignator?

1. 01

2. 11

3. 13

4. 15

REVIEW QUESTIONS

the part or equipment. Your protection of the part willhelp the designated overhaul point (DOP) diagnoseand repair the defective component and return the partto service more quickly. Do not cannibalizecomponents you might use sometime in the future.

When the required part is not in the storeroom,supply then must take appropriate action to obtain thereplacement part. You still must return the failed part.Try to turn it in before you receive the replacementpart. Entering the failed part into the repair cyclebefore receiving the replacement makes the repairedpart available for reissue that much sooner.

SUMMARY

The supply department at your command plays avital role in the efficient operation of the entirecommand. It purchases all materials needed by thecommand—consumables, nonconsumables, andrepair parts, as well as food items.

If you work in a nonsupply rating, you will beconcerned primarily with the procurement ofconsumable supplies (for example, office supplies andcleaning materials) and repair parts. As a petty officer,you may be required to fill out the proper materialrequests or ensure the requests are forwarded to thesupply department. This chapter has provided you withsome of the information needed for ordering supplies.

The supply information in this chapter is notintended to make you an expert in supply matters.Rather, this section was written to give you a basicunderstanding of supply matters to help you develop agood working relationship with your supplydepartment.

REFERENCES

Afloat Shopping Guide, NAVSUP P-4400, Navy FleetMaterial Support Office, Mechanicsburg, PA, 1993.

Afloat Supply Procedures, NAVSUP P-485, NavalSupply Systems Command, Arlington, VA, 1993.

Federal Logistics Data (FEDLOG), NAVSUP P-2002,Naval Supply Systems Command, Arlington, VA,1994.

MILSTRIP/MILSTRAP Desk Guide, NAVSUP P-409,Naval Supply Systems Command, Arlington, VA,1993.

Naval Logistics Library, Compact Disk (CD-ROM),Naval Supply Systems Command, Arlington, VA,1998.

Operat ing Procedures Manual forMILSTRIP/MILSTRAP, NAVSUP P-437, NavalSupply Systems Command, Arlington, VA, 1993.

Operational Reports, Naval Warfare Publication, NWP10-1-10, Chief of Naval Operations, Washington,DC, 1987.

Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32C, Chief of NavalOperations, Washington, DC, 1994.

Storekeeper 3 & 2, NAVEDTRA 14242, NavalEducation and Training Program ManagementSupport Activity, Pensacola, FL, 1996.

7-18

Q12. Cannibalizing inoperative equipment is anauthorized practice to obtain replacementparts.

1. True

2. False

REVIEW QUESTION

REVIEW ANSWERS

A1. (2) The first 4 digits of the NSN make up theFSC. In 5330 00 010 4960 the first 2 digits ofthe FSC are called the FSC group, and the last2 digits are called the class.

A2. (3) All material purchased and maintained bythe federal government is maintained bynational stock number.

A3. (No) Although NOT part of the stock number,the cognizance symbol may be prefixed to thestock number in some supply publications.However, the cog symbol is not prefixed tothe stock number on supply documents,forms, and records.

A4. (3) Items specially designed, manufactured,and tested for use in nuclear reactor plants,which require special handling, machining,and so forth before being installed and usedrequire a SMIC.

A5. (1) Its technical nomenclature operatingcharacteristics, technical manuals, and soforth are described. It is a supply documentin that the COSAL provides a complete list ofparts required to operate and maintain theequipment.

A6. (2) The ML-N omits cryptographic and

cryptologic items which are listed in security

classified catalogs produced by the respective

DoD agencies.

A7. (4) As the name implies, MILSTRIP is used

for all transactions from requisitioning of

material to issuing the material.

A8. (4) All of the listed documents are MILSTRIP

requisitioning documents used to order

material.

A9. (3) The bottom section of the DD Form

1348-6 permits the inclusion of all available

technical or descriptive data. This data will

assist the supply source in the identification

and procurement of the requisitioned item.

A10. (2) The priority designator is determined by

using the table of priority designators.

A11. (4) The priority designator is based on a scale

of 01 to 15 with 01 being the highest and 15

being the lowest priority.

A12. (2) Do not cannibalize components you might

use sometime in the future.

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CHAPTER 8

MILITARY RESPONSIBILITIES AND DUTIES

As you strive to become a leader in today’s Navy,you will confront many difficult leadership challenges.You will have to deal with recruits in an all-volunteerforce environment, ensuring equality for all, endingdrug and alcohol abuse, and retaining valuablepersonnel. Leaders should know how to analyze thesechallenges objectively and take creative and innovativeaction to handle them.

MILITARY DUTIES OF THE PETTYOFFICER

Learning Objectives: Recall the duties andresponsibilities of the petty officer of the watch(POOW). Recall how to prepare naval and businesscorrespondence. Identify who is authorized to signofficial Navy documents. Recall the importance of theship’s deck log. Recognize the entries in the ship’s decklog. Identify how to train personnel in the safeguardsagainst acts of terrorism and victimization. Identify howto train personnel in procedures pertaining to bombthreats. Recall the procedures to relieve an armed watch.Recognize honors rendered to officers and officialsboarding and departing the ship. Recognize POOWresponsibilities concerning weather. Recognize POOWresponsibilities when your ship is moored or anchored.Recognize the duties of petty officer military watches(petty officer of the watch, master-at-arms, police pettyofficer, shore patrol, etc.).

In this section you will be introduced to some ofthe typical military duties of a petty officer, bothaboard ship and ashore.

PETTY OFFICER OF THE WATCH

The POOW is the primary enlisted assistant to theofficer of the deck (OOD) when the ship is in port. The

POOW assists the OOD in carrying out the ship’s dailyroutine and in ensuring the security and safety of theship.

In this section, you will be familiarized withseveral areas of POOW responsibility to includeadministration, watch standing, communications,security, and safety.

Administration

Later in this section we will discuss theadministration of logs and records associated withwatch standing. Now let’s look at administrativeresponsibilities in the area of general correspondencethat are applicable to the petty officer as a work centerleader, as well as a POOW. As a petty officer,especially a second class petty officer, you need to befamiliar with naval correspondence procedures. Fordetails of naval correspondence, consult theDepartment of the Navy Correspondence Manual,SECNAVINST 5216.5. When correspondinginternally or externally there are set procedures for thecontext and format of the various types ofcorrespondence. Records, logs, and reports arecorrespondence and require signatures by the authorityassigned or designated. Certain records, logs, andreports must be forwarded for review by higherauthority and they may require a cover letter. Higherauthority also releases messages, another form ofcorrespondence.

CORRESPONDENCE.—As a petty officer, youwill be required to compose correspondence from briefnotes and occasionally from oral instructions. You willbe required to prepare draft correspondence that shouldneed only minor changes before it is ready for smoothtyping. You must master the art of writing short,concise, routine correspondence. In some situations,

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As a vision for the future, let me just say we will steer by the stars and not the wake.And I see four stars of equal magnitude in the constellation that will guide us:operational primacy, teamwork, leadership and pride.

—Admiral J. Johnson

Chief of Naval Operations

you will have to determine the type of correspondence tobe drafted. To meet that requirement, you mustunderstand the basic policies and procedures forpreparing various types of correspondence.

A rough draft of official outgoing correspondenceis prepared. Then higher authority within thedepartment “chop” or edit the rough draft before it issent to the executive officer or the administrativeassistant for approval.

When preparing correspondence, bear in mind thatthe usual purpose of Navy correspondence is toprovide the reader with concisely stated information. Ifyou turn out a confused, rambling, lengthymasterpiece, you only create an editing chore for thechop chain or you may wind up doing the whole thingover. Some of the usual causes of confusion andrambling in a letter are as follows:

• Failure to follow a basic pattern of presenting thepurpose, circumstances, and action required ortaken

• Failure to keep to a single idea in a sentence, onecentral thought in a paragraph, or a single subjectin a letter.

• Failure to consider the reader (Can your wordingbe misinterpreted?)

You should follow certain rules to ensure goodorganization and continuity in your writing. First,understand what the letter is to accomplish. Thenarrange the information in a logical order. Completeeach unit of information before moving on to the next.Then maintain continuity by providing transition fromone unit of information to another.

In the first paragraph, state the purpose of the letter.In the following paragraphs, explain the circumstancesand the actions to be taken (give orders, make requests,give consent, or refuse permission). Be sure you followa logical order; for example, first explain the problem(or circumstance); then give each step the reader shouldtake to resolve the problem. Maintain continuity byshowing the connection between one point ofinformation and the next. For example, you might tellthe reader certain information involves several methodsand then immediately name those methods.

When the letter is in answer to or closely related toanother letter, the first sentence should refer to thatletter. For example: “Reference (a) requestedinformation about the allowance lists for the next 3fiscal years.” or “Reference (b) pointed out that suchinformation is available only for 2 years in advance.”

No rule exists about the number of paragraphs oneunit of information should contain. In letters of averagelength, each significant unit of information may be oneparagraph. However, some units of information mayrequire more than one paragraph to explain. Otherexplanations may be so simple that a single paragraphmakes up the entire body of the correspondence. Nomatter how many paragraphs you write, be sure tofollow the rules for good organization and continuity.

TYPES OF CORRESPONDENCE.—Officialcorrespondence in its true sense covers all recordedcommunica t ions , inc luding messages . TheDepartment of the Navy Correspondence Manualcovers naval messages , offic ia l le t ters andendorsements, memoranda, and even electroniccorrespondence. When composing and writing anytype of correspondence, you should consult the manualto get the proper format and any special instructionsthat may apply.

SIGNATURE AUTHORITY.—The commandingofficer (CO), officer in charge (OIC), or person “acting”in either position must personally sign the followingdocuments:

• Those which establish policy

• Those which center on changes to the command’smission and are addressed to higher authority

• Those which deal with certain aspects of militaryjustice (The acting CO or acting OIC may signthese documents only if a staff legal officer findsthat the commanding officer’s signature isunnecessary.)

• Those required by law or regulation (e.g., ship’sdeck log)

Only the original, which goes to the actionaddressee, must be signed. All other copies must havetyped or stamped signature-block information belowthe signature area. The name of the signer appears in allcapital letters on the fourth line below the text. Unlessthe signer has a certain preference, the initial(s) andlast name are used. Do not include the signer’srank/rate or a complimentary close. Each line of thesignature block starts at the center of the page. Whenyou are typing a letter, add the signature block onlywhen you are sure who will sign the correspondence. Ifyou use a stamp, remember to mark all copies andavoid smeared or crooked impressions.

DELEGATING SIGNATURE AUTHORITY.—The CO may delegate signature authority to military andcivilian subordinates and may authorize those

8-2

subordinates to further delegate signature authority.Subdelegated signature authority may be delegated tothe lowest responsible person whose position isreasonably related to the function involved. The COmust delegate signature authority in writing and shoulddelegate to titles rather than names. When delegatingsignature authority, the CO should include a briefoutline of the types of documents involved. The CO maydelegate signature authority in the unit organizationmanual or instruction. Authorized personnel may signcorrespondence that falls within their areas ofresponsibility, unless good judgment calls for thesignature of a higher official. When subordinates signdocuments under delegated authority, they usually sign“By direction.” The following are a few examples ofsignature authority that may be delegated to the leadingpetty officer.

• Signing or initialing of all service record pagesexcept Page 1 (DD Form 4 or NAVPERS1070/601) and DD Form 214

• Signing of special request chits recommendingor not recommending approval

• Signing of various 3-M documents, such as theweekly schedule, the automated work request(AWR), and requests for repair parts

The Department of the Navy CorrespondenceManual gives specific guidance on signature authority.

Watch Standing

You must think about your appearance before youtake over any watch. While on watch, you are a directrepresentative of the commanding officer. Your hairshould be properly maintained to Navy groomingstandards and you should wear a neat uniform.

While on watch, you must ensure that thequarterdeck area or gangway is clean, neat, and notoccupied by unauthorized personnel. The first place avisitor sees when boarding your ship is the quarterdeckarea. A visitor’s first impression may stronglyinfluence thoughts about the entire ship or the Navy ingeneral. Always do your best to give everyone whocrosses your quarterdeck a good first impression ofyour command.

When assigned as the POOW, you will have thefollowing duties, responsibilities, and authority:

• Assist the OOD and the junior officer of thewatch (JOOW) and supervise and instructsentries and messengers.

• Wear the prescribed uniform and ensureorderliness of watch-standing equipment duringeach morning watch.

• Carry out the daily routine and orders as theOOD may direct.

• Notify the OOD and the JOOW of any changesin the weather or changes in barometric pressurereadings of 0.04 inch or more in any one hour.The quartermaster of the watch, when assigned,will assume this responsibility.

• In all classes of submarines, hourly observe andlog draft readings. Ensure draft readings arereviewed periodically by the in-port duty officer.

• Make entries in the deck log for all events ofinterest as directed by the OOD. Erasures shouldnot be made in the deck log. The quartermasterof the watch, when assigned, will assume thisresponsibility.

• Ensure the messenger makes the calls listed inthe call book kept on the quarterdeck. Thequartermaster of the watch, when assigned, willassume this responsibility.

• Return salutes and carry out the watch routinefor the OOD or the JOOW when neither is at thegangway.

8-3

Q1. What is the minimum number of paragraphs

for a unit of information in naval

correspondence?

1. One

2. Two

3. Three

4. Four

Q2. The CO, OIC, or person acting in either

position is not required to personally sign

which of the following documents?

1. Those which establish policy

2. Those which change policy

3. Ship’s deck log

4. Special liberty chit

REVIEW QUESTIONS

• Call away boats in sufficient time to make surethat they are ready to leave the ship at the timeprescribed in the boat schedule.

• Keep a list of personnel (such as boat crews)expected to be absent on duty from the shipduring meal hours. Notify the ship’s duty cook ofthe approximate number of personnel that willbe absent and the time they will return for themeal.

• Assemble liberty parties in ample time forinspection by the OOD before departure ofscheduled liberty boats.

• Perform other duties as directed by the OOD orJOOW.

These duties may seem like a lot to do while onwatch, but you probably have observed and are familiarwith many of them, having stood sentry or messengerwatches in the past. While you are standing the POOW,you should be alert for the display of significant flagsand pennants from other ships. You should ensure thecorrect display on your ship. This area will be coveredlater in this section.

Another of your responsibilities is knowing how tooperate any of the equipment found on the quarterdeckand bridge.

Quarterdeck and Bridge Equipment

The Navy has many different types and classes ofships. Each ship type has installed equipment to enablethat ship to do its job. It would be impossible todescribe each and every piece of equipment that can befound on the bridge of each ship. Each ship in the Navycontains instruments or apparatuses that are used forthe following purposes:

• Steering

• Depth sounding

• Indicating ship’s head

• Indicating rudder angle

• Measuring speed

• Measuring temperature and atmosphericpressure

• Measuring wind direction and speed

• Communicating speed orders to engine room

• Taking bearings and ranges

• Making celestial observations

• Controlling running, anchor, aircraft, andwarning lights

• Indicating revolutions made by the engines

• Communicating with other departments in theship

• Activating alarms

You may be familiar with some of this equipment.Only the equipment that is important to the POOW willbe described.

Internal Communications

At times during your POOW duties, you will berequired to communicate with personnel in variousparts of your ship. You should have a workingknowledge of the mass communication (MC)systems—sound-powered telephones, voice tubes,pneumatic tubes, and ship’s service telephones. Formore information on internal communicationequipment, refer to Basic Military Requirements,NAVEDTRA 14277.

Logs, Records, and Reports

As you stand the POOW, you will be required tomaintain various logs, records, and reports. If your shipis in port, you may have to maintain a weather log. Theequipment you will use to take weather readings willbe covered later in this chapter. In this section you willbe looking at the ship’s deck log and also at severalother logs, records, and reports.

SHIP’S DECK LOG.—Probably the mostimportant log you will be maintaining is the ship’sdeck log. The basic requirements for maintaining theship’s deck log are contained in U.S. Navy Regulationsand Standard Organization and Regulations of the U.S.Navy. A more detailed explanation can be found inOPNAVINST 3100.7. The ship’s deck log is acomplete daily record, by watches, of everycircumstance and occurrence of importance or interestabout the crew and the operation and safety of the ship.

A ship’s deck log has both historical importanceand legal standing. It may be used at times in naval,admiralty, and civil courts. In an incident involving theship, the log may be the only available evidence uponwhich to base a legal decision. At sea, thequartermaster of the watch keeps the ship’s deck log. Inport, chronological entries are made, but these entriesare made by the POOW.

8-4

8-5

Figure 8-1. Ship’s deck log sheet.

Entries in the ship’s deck log should behandwritten with a black ballpoint pen or typewritten.Entries must be neat and legible. Use only standardNavy phraseology. Because the log may be used asevidence in legal proceeding, erasures are notpermitted. If you make a mistake, draw a single linethrough the original entry (so that it remains legible),insert the correct entry, and place your initials in theleft margin. The log is signed at the end of each watchby the OOD. The name of the OOD also must beprinted beneath the signature. Facsimile signatures arenot acceptable. Figure 8-1 is an example of a deck logsheet.

In keeping the log, remember two importantpoints: (1) All entries must be clear, concise, andaccurate; and (2) every entry must be preceded by thetime of its occurrence or when the informationbecomes known.

In some instances, the OOD will tell you what tonote and when; but normally you are expected to makeproper, standard entries on your own without beingtold. If you are in doubt as to whether or not an entryshould be made, check with the OOD. The overallresponsibility for the deck log belongs to the OOD.OODs must sign the deck log at the end of their watchto show relief of the watch and validity of entries. Thefollowing are a few of the entries that are alwaysrecorded:

1. Convening of courts-martial or fact-findingbodies

2. Inspections held, including administrative,material, personnel, lower deck, and magazineinspections

3. Injuries, accidents, and casualties

4. Official visits

5. Salutes fired and flags displayed

6. Arrivals and departures of the commandingofficer and executive officer and, if on board,flag officers and civil officials

7. Drills held

8. Observance of sunrise and sunset

9. Reports made to the OOD; for example, fuel andwater, chronometer, magazine temperatures,and so forth

10. Equipment casualties

11. Watch changes (relief of watches)

12. Absentees

13. Personnel arrests/suspensions

During the morning watch (0800-1200), the ship’scasualty alarms are tested to make sure they operateproperly. The procedure is normally kept in a notebookin the quarterdeck area. It explains how to properly passthe word for the test and what alarms are tested. Someships do not test all alarms every day. They test differentalarms on various days. However, all alarms must betested before getting under way. Make sure you log thetesting of alarms in the ship’s deck log, along with thetime of the test and the name of the alarm tested. Whenthe alarms are tested, they must have the proper sound. Ifthey do not have the proper sound, notify the OOD, whowill, in turn, have you notify the division that isresponsible for the repair work. All the alarms MUSTwork properly because they are the primary means ofnotifying the crew when something is wrong.

Each day the POOW having the midwatch entersthe status of the ship (moored, anchored, in dry dock,etc.), location, services being received, ships present,and senior officer present afloat (SOPA). Subsequentwatches make the entry “moored as before” orwhatever is appropriate. The following sample entriesare provided as guidance for making entries in the log.They are not all-inclusive, nor are they in the onlyacceptable style. Any entry that is complete, accurate,clear, and in standard Navy phraseology is acceptable.Remember one important thing about the log—youcan put too little in the log but never too much. For amore complete listing of sample entries, seeOPNAVINST 3100.7B, Preparing, Maintaining, andSubmitting the Ship’s Deck Log.

DAILY INITIAL WATCH ENTRIES-IN PORT

00-04

0000 Moored starboard side to USS TRUETT (FF1095) with standard mooring lines in a nest ofthree frigates. USS MOINESTER (FF 1097)moored outboard of TRUETT to starboard.TRUETT moored fore and aft to buoys B-5 andB-6, Norfolk, Va. Ships present :______________, SOPA ______________.

00-04

0000 Anchored in Berth B-4, Trinidad, the WestIndies, in 12 fathoms of water, mud bottom, with60 fathoms of chain to the starboard anchor onthe following anchorage bearings: South PointLight 060, etc. Ship in condition of readinessTHREE; material condition ___________ set

8-6

and darkened except for anchor lights.Engineering department on 30 minutes noticebefore getting under way. Heavy weather plan ineffect. Anchor detail standing by. Wind 45 knotsfrom 070. Weather reports indicate possibilityof winds up to 60 knots before 0400. Shipspresent: __________, SOPA____________.

00-04

0000 Moored starboard side to Pier 3, Berth 35, U.S.Naval Base, Norfolk, Va., with standardmooring l ines doubled. Receivingmiscellaneous services from the pier. Shipspresent: ____________, SOPA ____________.

00-04

0000 Resting on keel blocks in dry dock No. 3, PugetSound Naval Shipyard, Bremerton, Wash.,receiving miscellaneous services from the dock.Ships present:_________, SOPA __________.

NOTE: On succeeding watches the first entry is“Moored as before,” “Anchored as before,” or“Dry-docked as before.”

AMMUNITION

1400 Commenced loading (transferr ing)ammunition.

1600 Completed (loading) ( t ransferr ing)ammunit ion, having (received from)(transferred to) USS FLINT (AE 32) 400 rounds5"/38 cal. illum. projectiles, 250 5"/38 cal.smokeless, and 250 5"/38 cal. flashless charges.

DAMAGE

1155 USS BOULDER (LST 1190), in comingalongside to port, carried away 39 feet of theship’s port lifeline forward, with stanchions, andindented the side to a depth of 4 inches over aspace 10 feet long and 4 feet high in the vicinityof frames 46-51. No personnel casualties.

DRILLS AND EXERCISES

GENERAL

1000 Exercised at general drills.

ABANDON SHIP

1005 Held abandon ship drill.

1045 Secured from abandon ship drill.

CBR ATTACK

1440 Set material condition ________________ andCBR condition ____________.

1450 Set CBR condition __________________.

COLLISION

1350 Held collision drill.

1354 Material condition ________________set.

1410 Secured from collision drill. Set materialcondition ___________________.

FIRE AND RESCUE

1100 Held fire drill.

1110 Secured from fire drill.

1300 Called away the fire and rescue party.

1305 Fire and rescue party embarked in starboardboat and clear of ship.

1330 Fire and rescue party returned aboard. Furtherassistance not required.

HONORS, CEREMONIES, OFFICIAL VISITS

VISITS

1430 Their Royal Majesties, the King and Queen of_______________, with their official party,made an official call on VADM J. A. DOE,USN, COMSIXTHFLT. Rendered honors andfired a salute of 21 guns.

1530 The royal party departed. Rendered honors andfired a salute of 21 guns.

CALLS

1000 The commanding officer left the ship to make anofficial call on COMCRUDESGRU 4.

1605 RADM Jack FROST, USN,COMCRUDESGRU 4, came aboard to returnthe official call of the commanding officer.

PERSONAL FLAGS

1200 RADM Water T. DOOR, USN, COMCARGRU3, broke his flag in this ship.

1300 The Honorable Very C. Pistol, Secretary of theNavy, came aboard; broke the flag of theSecretary of the Navy.

1500 The Secretary of the Navy departed; hauleddown the flag of SECNAV.

8-7

1530 COMPHIBRON 2 shifted his pennant fromUSS SAIPAN (LHA 2) to USS MOUNTWHITNEY (LCC 20).

MANNING THE RAIL

1000 Manned the rail as the president of the UnitedStates came aboard for an official visit. Fired 21gun salute; broke the president’s flag at themain-truck.

INSPECTIONS

ADMINISTRATIVE, PERSONNEL,READINESS

0930 RADM Paul T. BOAT, USN, COMTRAPAC,accompanied by staff members and inspectingparty from USS MIDWAY (CV 41), came onboard and commenced surprise (administrative)(personnel) (readiness) inspection. Broke flagof COMTRAPAC.

1100 COMTRAPAC, staff members, and inspectingparty left the ship. Hauled down flag ofCOMTRAPAC.

1110 COMTRAPAC broke his flag in USS MIDWAY(CV 41).

LOWER DECK

1315 Commenced captain’s inspection of lowerdecks, holds, and storerooms.

1400 Secured from inspection.

PERSONNEL

0900 Mustered the crew at quarters for captain’sinspection (of personnel and upper decks).

1010 Secured from inspection.

NAVIGATIONAL ENTRIES

TIDE

0733 Commenced swinging to flood tide, stern to port.

1046 Completed swinging to flood tide, heading 347.

TIME ZONE CHANGE

0001 Set clocks ahead 1 hour to conform with +3 zonetime.

GETTING UNDER WAY

0660 Commenced preparations for getting under way.Set material condition ________.

0730 Stationed the special sea detail.

SEA/WEATHER

1130 Visibility decreased to 1 mile because of (fog)(heavy rain). Commenced sounding fog signalsand stationed (extra lookouts) (lookouts in theeyes of the ship). Winds southeast 25 knots. Seasoutheast 8 feet and increasing.

1212 Visibility increased to 5 miles. Ceased soundingfog signals.

NOTE: Entry for commencement and cessation ofsounding fog signals must always be made.

PERSONNEL

ABSENTEES

0800 Mustered the crew (at quarters) (at foul weatherparade) (on stations) (at quarters for captain’sinspection). Absentees:

(None) (No new absentees) SA Jon T. BOATE,USN, 111-11-1111, absent without authorityfrom muster (FN Able B. SEAMAN, USN,222-22-2222, UA since 0700 this date).

NOTE: There is no legal distinction betweenabsence over leave and absent without leave. All arelogged as unauthorized absence or UA. In the case of aperson’s continued absence, the initial entry indicatingabsence or UA will suffice until the person returns, isdeclared a deserter, or is otherwise transferred ordetached from the ship.

0900 A systematic search of the entire ship for SA JonT. BOATE, USN, 111-11-1111, who missed0800 muster, disclosed that (he was not onboard) (he was found to be sleeping in BOSN’sLocker Comp. A-301-A).

1000 NAVSTA, Charleston, Va., 051600Z JAN 91reports that BTFN Jane B. DOE, USN,333-33-3333, UA since 0800, 15 December1990; returned to naval custody and being heldat that station pending disposition of charges.

NOTE: Such an entry reflects that an absentee hasreturned to naval jurisdiction.

ABSENTEES, RETURN OF

2200 PN3 Floss A. BRUSH, USNR, 444-44-4444(returned aboard) (was delivered on board bythe Armed Services Police) having been UAsince 0800 this date.

2300 SH3 Mary N. CHRISTMAS, USN,555-55-5555, UA since 0700 this date, wasdelivered on board under guard from NAVSTA,

8-8

Norfolk, Va.; accused of drunk and disorderlyconduct at that station. By order of thecommanding officer, she was restricted to thelimits of the ship pending disposition of charges.

COURT OF INQUIRY

1000 The Court of Inquiry, CAPT V. PISTOL, USN,senior member, appointed byCOMNAVSURFPAC ltr 3100, serial 2634, of 5January 1991, met in the case of the late BM3Jon T. BOATE, USN, 111-11-1111.

1030 The Court of Inquiry in the case of the late BM3Jon T. BOATE, USN, 111-11-1111, adjournedto meet ashore at the scene of the death.

SPECIAL COURTS-MARTIAL

1000 The Special Court-Martial, CDR Jane B. DOE,USN, senior member, appointed by CO USSFORRESTAL (CV 59) ltr 3100, serial 102, of 5January 1991, met in the case of SA Jack R.FROST, USN, 999-99-9999.

1200 The Special Court-Martial which met in the caseof SA Jack R. FROST, USN, 999-99-9999,recessed to meet again at 1300 this date.

NOTE: A court adjourns if it will not meet againthat date; but if it is to meet again on the same date, itrecesses. If known, the date and time of the nextmeeting are logged.

SUMMARY COURTS-MARTIAL

0900 The Summary Court-Martial, LT F. A. BRUSH,USN, opened in the case of SA Jack R. FROST,USN, 999-99-9999.

1100 The Summary Court-Martial in the case of SAJack R. FROST, USN, 999-99-9999, adjournedto await the action of the convening authority.

DEATHS

0416 GM1 Able B. SEAMAN, USN, 888-88-8888,died on board as a resul t of____________________________________.

DESERTERS

0800 Floss A. Brush, USNR, 444-44-4444, was thisdate declared a deserter from this ship, havingbeen UA since 0800 1 December 1990, a periodof 30 days.

INJURIES

1035 During drill on the 5" loading machine, GMSNPaul T. BOAT, USN, 777-77-7777, suffered a

compound fracture of the right foot when a drillshell fell on his foot. Injury not caused by hisown misconduct. Treatment administered by themedical officer. Disposition: placed on the sicklist.

TEMPORARY ADDITIONAL DUTY

1400 Pursuant to COMNAVAIRPAC ltr, serial 104, of5 January 1991, ENS John A. DOE, USN,666-66-6666, left the ship for TAD with NASBarbers Point, Hawaii.

1700 ENS John A. DOE, USN, 666-66-6666, havingcompleted TAD with NAS Barbers Point,Hawaii, returned aboard and resumed hisregular duties.

PASSENGERS

1000 Mr. Water T. DOOR, Civilian Technician,embarked for transportation to GUAM, M.I.Authority: CNO msg 051120Z JAN 91.

NOTE: All passengers should be logged in and out.

PATIENTS

1306 Transferred LT Mary N. CHRISTMAS to U.S.Naval Hospital, Yokosuka, Japan, for treatment.Diagnosis: ___________________.

NOTE: The names of patients transferred withexpected length of absence over 30 days or when shipis sailing outside of continental U.S. waters should belogged. Diagnosis should be included, if known.

PERSONAL EFFECTS

1300 Personal effects of the late GM1 Able B.SEAMAN, USN, 888-88-8888, wereinventoried and forwarded to _____________.

SHORE PATROL

1305 Pursuant to orders of the commanding officer,PHC Jane B. DOE, USN, 123-45-6789, incharge of 17 men, left the ship to report to SeniorShore Patrol Officer, Norfolk, Va., for TAD.

LEAVE

1100 COMDESRON 3 hauled down his pennant anddeparted on 5 days’ leave.

1110 The commanding officer departed on 5 days’leave.

0700 The commanding officer returned from 5 days’leave.

8-9

NOTE: Flag officers and unit commandersembarked and commanding officers are the onlypersonnel who must be logged out and in on leave.

SHIP MOVEMENTS

1100 USS CANNOLI (FF 1056) got under way andstood out of the harbor.

1130 USS SPRUANCE (DD 963) stood into theharbor and anchored (in Berth D-3) (mooredalongside Pier 4).

1300 USS CHARLES F. ADAMS (DDG 2) got underway from alongside this ship and anchored inBerth D-8.

1600 USS SEMMES (DDG 18) stood in and mooredalongside (to port) outboard of USS SIERRA(AD 18).

OTHER LOGS, RECORDS, ANDREPORTS.—Besides the ship’s deck log, you willhave other logs, records, and reports to keep track of orinitial when they are presented to you upon completionof a specific event. Remember, when a log is presented

to you for your initials, do not sign it just so that youwill not be bothered for another hour—look over thefigures and see if there are any indications of problems.When you have read the log and understand it, initial orsign in the correct area. If you have questions, askthem. Do not take “that’s the way it has always been,”for an answer if you suspect that there is a problem.Remember, the watch is yours and you are arepresentative of the commanding officer.

The following are some of the logs that you maycome in contact with while the POOW. You mayreceive from different departments logs in the form ofhard copy reports to be forwarded to the OOD, CDO,XO, and so forth.

• Security clearance list. This is a list, signed bythe commanding officer, of all the clearances of theship’s company and all authorized personnel cleared towork on your ship or unit.

• Passdown log. This log is used to pass pertinentinformation along to each watch stander. The logcontains information on policy changes and routineitems, such as liberty call times. It is useful as a reminderof out-of-the-ordinary events in the watch routine.

• Weapons custody log. This log is used primarilyfor logging the turnover of the weapons used by watchstanders. Each weapon is signed in and out along with thecorrect count of ammunition turned over to each watch.

• Sounding and security log. This is a report of thereadings taken by the sounding and security patrol. Thelog is filled out on an irregular time basis. The securitypatrol never makes a patrol at the same time of the hour.

• Vehicle log. This log is used to record the dailyroutine maintenance and use of all government vehicles.It contains a list of all authorized drivers for your ship orunit.

• Visitors log. This log contains a verified list of allvisitors that are expected to arrive aboard your ship orunit. It will indicate if the visitor will need an escort ornot.

Most of these logs, records, and reports are locatedin the quarterdeck area and are vital to the everydayfunctions of the ship. Some of the logs may contain theonly indication that something is wrong. Be alert andlook at all your logs carefully. Remember, the OODand ultimately your shipmates are relying on you,while you are on watch, to keep the command safe.

8-10

Q3. When is the POOW the primary enlistedassistant to the OOD?

1. At sea

2. In port

3. On watch on the bridge

4. On watch in battle conditions

Q4. At times deck logs may be used in whichof the following legal actions?

1. Naval courts

2. Admiralty proceedings

3. Civilian courts

4. All of the above

Q5. The overall responsibility for the deck logbelongs to the

1. OOD

2. JOOD

3. POOW

4. CDO

REVIEW QUESTIONS

Security

In recent years we have increased security in theNavy because of an upswing in terrorism and thesuccess by some countries to obtain our secrets. It isestimated that Russia has more than 4,000 intelligenceofficers gathering information. These Russian officerswork hard and are dedicated to obtaining our secretsand undermining our armed forces. In recent years wehave become more aware of secret intelligencegathering and spying by the People’s Republic ofChina. We are ever on the alert of Mid-East factionsexporting terrorist actions to the United States and ourother interests around the world. In the world ofterrorism and intelligence gathering there is nonationality, country, or state of which we do not remaincautious and ever vigilant.

How can you do your share to prevent securitybreaches from happening within your unit? It is not aneasy job. All hands have to take an active part, or theefforts are wasted. When you stand duty as the POOW,you play an important part in the security of your shipor unit. A list of personnel who are authorized to workin the various departments is kept in the quarterdeckarea. These people may be shipyard personnel, civilianvendors, or even personnel attached to a repair facility.

Limiting access on a need-to-know basis is the keyto security, whether aboard a ship or at a shore station.With people going and coming all the time, it is hard tokeep track of them. Some people require escorts andsome do not. What and who determine the rules? Thisdecision is governed by instructions and is enforced bythe OOD or the security force. The level of security ofthe command is determined by the sensitivity of variousparts of the command and/or the state of prevention,such as sabotage, attacks by terrorists, and so forth.

It was mentioned earlier in this chapter that thequarterdeck area should be clear of extra people all thetime. This effort will cut down on the opportunity forunauthorized persons to come aboard. Watch standershave the responsibility to account for all personnel whocross the quarterdeck. All persons coming aboard yourunit should show proper identification. If they do nothave proper identification, deny them access andcontact the OOD for guidance. OPNAVINST 5510series gives further details dealing with security.

What should you do when an unauthorized persongains entrance to your ship or unit? You should soundthe proper alarm and pass the word followinginstructions concerning unauthorized visitors aboardyour unit or ship. Remember, if you are in doubt as to

whether or not to sound an alarm and pass the word, doit. The unauthorized person may be a terrorist or anenemy agent.

There are some areas of your ship that you cannotwatch; watching these areas is the job of the securitypatrol or roving patrol. These patrols watch for fires,out-of-the-ordinary happenings, and unauthorizedpersonnel. If an unauthorized person is found whocannot account for being in a space or tries to leave thearea, an alarm should be sounded and appropriate actiontaken to apprehend the person. This action is a functionof the Security Alert Team (SAT) aboard your ship.

In security matters we must always be alert forthings that may not look just right. Stay alert and watchfor anything that may threaten the lives of yourshipmates; their lives are in your hands while you areon watch.

Bomb threats are to be treated seriously at alltimes. Petty officers must be trained to handle thisserious situation and lead their people. Even before athreat arises, the training of subordinates will preparethe crew to act instead of react to the threat. Safety is ofa major concern.

A bomb threat is a message delivered by telephoneor letter. A bomb incident is the detonation/ignition ofa bomb, discovery of a bomb, or receipt of a bomb.Each requires the petty officer to act appropriately forthe situation.

In the case of a bomb threat, information is the keyto disarming and avoiding catastrophe. Informationsuch as who, what, when, and most certainly whereshould be obtained.

• Who — look/listen for clues to identify theperson. Is the person male or female, young or old, calmor stressed? Does the voice reveal a possible nationalitysuch as a foreign dialect or accent?

• What — determine what type of bomb has beenplanted. Is it dynamite, chemical, pipe bomb, etc.?

• When — the time is important. When is thebomb set to detonate? Will there be many people aroundor few people, such as midnight when most personnelare on liberty?

• Where — narrow down the location of the bomb.This will save time in evacuating personnel, locating thebomb, and disarming it. If the threat made is to kill asmany people as possible that information might leadsearchers to look in populated areas. If the threat made is

8-11

to destroy the operation of machinery, that informationmight lead searchers to look in that area of machinery.

The Basic Military Requirements (BMR),NAVEDTRA 14277, also covers security matters andextensively covers bomb threats. Review thisinformation and use it to train your personnel on theissues of terrorism and bomb threats.

Small Arms and Ammunition

Weapons in the hands of inexperienced orcareless persons are largely responsible for thesaying, “It’s always the unloaded gun that kills.” Anumber of duty assignments in the Navy may requireyou to be armed with a rifle or pistol. Examples ofshipboard duty assignments where you may be armedinclude the forecastle, fantail, and pier securitywatches; examples of ashore assignments are basesecurity forces and the duties of Seabee personnel.Although none of these assignments may be includedin your normal watch standing duties, you may berequired to support these or other security forces atany time. That is why you must be familiar with theproper use of small arms and their safety precautionsas discussed in the Basic Military Requirements,NAVEDTRA 14277.

WATCH STANDING WEAPON SAFETY.—The following safety rules should never be forgottenwhen you are standing any kind of watch with a pistol:

1. Keep the pistol in its holster except when thewatch is relieved or circumstances require you to use thepistol. NEVER engage in horseplay with any weapon—itcan be deadly and always must be treated as such.

2. Never surrender your pis tol to anyunauthorized person.

3. The pistol normally is carried unloaded aboardship with one or more loaded clips (magazines) inpouches attached to the pistol belt. Leave the clips intheir pouches. If the practice aboard your ship is to carrythe pistol loaded, NEVER have a round in the chamber.

4. When being relieved, always unload the pistoland inspect it for a clear chamber. With the pistol pointedin a safe direction, release the slide and snap the trigger.

The use of a firearm comes under the term deadlyforce. Deadly force is that force which a person useswith the purpose of causing—or which they know, orshould know, would create a substantial risk ofcausing—death or serious bodily harm. Its use isjustified only under conditions of extreme necessity as

a last resort, when all lesser means have failed orcannot reasonably be employed, and only under one ormore of the following circumstances:

• Self-defense

• Defense of property involving national security

• Defense of property not involving nationalsecurity but inherently dangerous to others, such as thetheft of operable weapons or ammunition

• Prevention of the commission of a seriousoffense involving violence and threatening death orserious bodily harm

• Authorized detention, apprehension, and escapeprevention of a person likely to cause death or seriousbodily harm to another

• Direction by lawful order of a superior authority

Details of the above circumstances can be found inOPNAVINST 3120.32.

WATCH-TO-WATCH WEAPONSTURNOVER.—Having stood your watch, it is nowtime to be relieved as POOW. Besides passing along allthe necessary information to your relief, you now haveto turn over your weapon to your relief as well. In thequarterdeck area or nearby, you should find a logbookthat is used to record passing of the custody of yourweapon and the ammunition provided for it to yourrelief. Usually there are three magazines with yourpistol. Two of the magazines, each containing fiverounds, are in pouches attached to the pistol belt. Thethird magazine is empty and is in the pistol to protectinternal parts of the pistol from the weather, dirt, anddust. Remember, a dirty weapon can jam when firingand cause serious injury to you.

If the pistol has a lanyard attached to it, keep thelanyard around your neck until your relief has positivecontrol of the pistol. Then remove the lanyard fromaround your neck and place it around the neck of yourrelief. This effort prevents the pistol from beingdropped and damaged. Verify the serial number of thepistol with your relief. Also count the ammunition bylooking at the side of the magazine where there aresmall openings to make sure that all the rounds arethere. If there are five rounds in a magazine, you willsee the brass casing of the bullet in the third openingfrom the bottom of the magazine.

8-12

Drills and Emergencies

In the Navy you have been taught that training paysoff. The more you train, the better you perform. Thesame is true with drills. Drills are held for only onereason and that is to be prepared in a real situation.Proper damage control training has made thedifference between winning and losing battles onseveral occasions.

As a petty officer you will be assigned greaterresponsibility within the damage control (DC)organization. You may be assigned duties as a divisiondamage control petty officer (DCPO), which is coveredin chapter 6, or in any other position in DC. You may becalled on to assist in training assigned personnel. As atrainer, you must ensure that your trainees are capableand ready to respond should damage occur. All damagecontrol personnel must know how to apply the correctprinciples and use the materials available in the mosteffective way possible. That knowledge can be gainedonly through education, training, and actual practice.

Injury or incapacity of one individual should notsignificantly reduce the effectiveness of any damagecontrol function. For example, repair party personnelmust be “jacks-of-all-trades.” They should be able to

do each other’s jobs, and this can be done only by crosstraining in each other’s skills. In an emergency,widespread capability may be needed to save a ship.

Safety Precautions

As mentioned earlier, your duties as the POOW aremany and varied. One of your most important jobs issafety. Safety is not yours alone, but a responsibility ofall hands. The greatest killer of our people is a disregardfor safety when doing a task. As you perform yourduties, you should watch for violations of safety rules.When you notice a safety violation being committed,you should remain calm and explain to the violator whatis being done wrong and how to correct the situation.Next you want to discuss the matter with the supervisorof the working party. It is that person’s responsibility toensure that all safety standards are being adhered to onthe job, no matter how large or small the job may be.

Every ship in the Navy has certain safety devices toprotect you and your shipmates. Two examples are thesmall grounding strap on a piece of electricalequipment on the quarterdeck and the lifelines thatsurround the main deck area.

While on watch if you notice frayed wires onequipment, painted grounding straps on gear, or anyother unsafe area, notify someone immediately so thatthe situation can be corrected and the hazard removed.

Even routine jobs, such as loading stores with acrane, require a great deal of attention to safety. Thestore’s loading party on the main deck, as well as theparty on the pier, must wear safety helmets at all times.

Another area subject to high risk is the eyes. If yousee Sailors scaling paint without eye protection, stopand have them put on safety glasses or a face shield. Itis for their own protection. As was mentioned earlier,safety is an all hands responsibility. Be safety mindedat all times. If you see a problem, correct itimmediately before it is too late.

Honors and Ceremonies

The U.S. Navy is rich in tradition and pride. Whilestanding the POOW, you are a part of that tradition.This section will help you to better understand themany honors and ceremonies in which you will beinvolved. You will need to know about various flags,pennants, and side honors.

FLAGS AND PENNANTS.—While on watch asPOOW, you should be alert for the display ofsignificant flags and pennants from other ships and

8-13

Q6. In the case of a bomb threat what is the keyto disarming the situation and avoidingcatastrophe?

1. Information

2. Knowledge

3. Security force

4. MAA force

Q7. When the pistol has a lanyard attached, whatmust be done during exchange of the pistol tothe next watch stander?

1. Keep the lanyard around your neck untilyour relief has positive control of the pistol

2. Keep the lanyard at your side so it won’tget in the way

3. Keep the lanyard in your hand that doesn’thold the pistol

4. Detach the lanyard from the weaponduring the exchange

REVIEW QUESTIONS

flag displays on boats. The Navy uses many differentflags and pennants to identify persons, ships, andevents and to communicate information to others. Youare probably familiar with many of them.

Do you know the conditions under which our flagis displayed in a small boat? Is any flag or pennantflown superior to the national ensign? How do youknow when an officer of flag rank is embarked in aboat? If you do not know the answers to thesequestions, you should review the material in BasicMilitary Requirements, NAVEDTRA 14277.

SIDE HONORS.—Side honors, rendered toofficers and officials boarding and departing the ship,are part of the honors stipulated for an official visit.The honors consist of parading the proper number ofside boys and piping the side by the honors boatswain’smate. Officers appropriate to the occasion also attendthe side. Side boys are not paraded on Sunday or onother days between sunset and 0800 or during mealhours of the crew, general drills and evolutions, andperiods of regular overhaul, except in honor of civilofficials and foreign officers. Then side boys may beparaded at any time during daylight hours. Side boysare paraded only for scheduled (official) visits.

The term official means a formal visit of courtesyrequiring special honors and ceremonies. An informalvisit of courtesy requiring no special ceremonies is acall.

Honors for Official Visits.—The honorsspecified for an official visit are rendered on arrival asfollows:

1. When the rail is manned, personnel are spaceduniformly at the rail on each weather deck, facingoutboard.

2. The command “Attention” is sounded as thevisitor’s boat or vehicle approaches the ship.

3. If a gun salute is prescribed on arrival, it is firedas the visitor approaches and is still clear of the side. Theproper flag or pennant is broken on the first gun andhauled down on the last gun except when it is to be flownfor the duration of the visit. Other ships firing aconcurrent salute also haul down, on the last gun, theflag or pennant displayed in honor of the visitor.

If the ship visited is moored to the pier in such aposition that it is impractical to render the gun salutebefore ar r iva l on board , the sa lu te isrendered—provided local regulations do not forbidgun salutes— after the official arrives on board and thecommanding officer is sure that the dignitary and party

are moved to a position in the ship that is well clear ofthe saluting battery.

4. The boat or vehicle is piped as it comesalongside.

5. The visitor is piped over the side; and all personson the quarterdeck salute and the guard presents armsuntil the termination of the pipe, flourishes, music, orgun salute, depending on which is rendered last.

6. If the gun salute is not prescribed on arrival and aflag or pennant is to be displayed during the visit, it isbroken at the start of the pipe.

7. The piping of the side, the ruffles and flourishes,and the music are executed in the order named. In theabsence of a band, “To the Colors” is sounded on thebugle, instead of the national anthem, when required.

8. The visitor, if entitled to 11 guns or more, isinvited to inspect the guard upon completion of the gunsalute or is given such other honors as may be accorded.

On departure, the honors prescribed for an officialvisit are as follows:

1. The rail is manned, if required.

2. The command “Attention” is sounded as thevisitor arrives on the quarterdeck.

3. When the visitor is ready to leave the ship, theguard presents arms, all persons on the quarterdecksalute, and ruffles and flourishes, followed by music, issounded. The visitor then is piped over the side. Thesalute and present arms terminates with the call. If nogun salute is fired, the flag or pennant displayed inhonor of the visitor is hauled down.

4. The boat or vehicle is piped away from the side.

5. If a gun salute is directed upon departure, it isfired when the visitor is clear of the side. If a flag orpennant is displayed in honor of the visitor, it is hauleddown with the last gun of the salute.

When possible, the same honors and ceremoniesare rendered for an official visit to a naval station.

Side Boys.—Sides boys is a traditional term that isused for male and female members of this detail. Asmentioned earlier in this chapter, the first impression avisitor gets of your ship or unit is that of thequarterdeck area. When side honors are rendered, sideboys are usually posted. They always should appearsharp and squared away. Their uniforms should beimmaculate, and their hair should be well trimmed.They must be properly trained to perform their duties.

8-14

If they are not properly trained, it will reflectnegatively on all concerned.

Special Evolutions

Special evolutions involve many out of the normalroutine events that may occur aboard ship. Thefollowing are some of these special evolutions:

• Weapons handling

• Hazards of electromagnetic radiation toordnance (HERO) restrictions

• Diving operations

• Man aloft

• Refueling and defueling

• Working over the side

When you are standing POOW duties, you will beresponsible for knowing the flags and pennantsassociated with each of the special evolutions. You alsoshould be aware of any special rules and regulationsthat pertain to each event.

Details concerning each of the evolutions listed,and others, can be found in the local SOPA regulations.

Weather

To seafarers the state of the weather is of greaterimportance than it is to most people ashore. Theelements affect us all at one time or another. They canbe very pleasant or they can be devastating for allconcerned. As the POOW, you will have to know

something about weather. Accurate weatherforecasting may not be as vital today as it was in thedays of sailing ships. However, situations still arisewhen the safety of the ship and the lives of the crewdepend upon the accurate reporting of and reacting toan approaching storm.

In addition to helping you learn about the heavyweather bill, this section will present some of thePOOW responsibilities concerning weather.

HEAVY WEATHER BILL.—There is no weatherbill to follow if the weather is nonthreatening. As thePOOW, you may be required to keep the weather log atthe quarterdeck area. If you notice that the barometerhas fallen 0.04 inch or more in 1 hour, notify the OOD,as this is the first indication of an approaching storm.Most of our weather information today comes fromlocal sources, and they tell us of approaching storms.

The heavy weather bill will be placed in effectduring periods of actual or forecasted high wind andseas, hurricanes, typhoons, tidal waves, and so forth.To be effective, you must take the steps contained in thebill before heavy weather commences. You willprobably be called upon to help the OOD implementthe heavy weather bill.

You may be assisting the OOD with some of thefollowing responsibilities:

• Keeping informed of the weather condition ineffect and ensuring that proper preparations are beingtaken

• Stationing personnel to tend lines as appropriate

• Requesting tugs to clear any ships fromalongside

• Ensuring that all service lines not actuallyrequired are removed from the ship

• Keeping the captain, executive officer, andcommand duty officer informed of the status ofpreparations to get under way or cope with the storm ifthe ship is to remain in port

• If expecting a tidal wave (tsunami), havingadditional mooring lines run out making sureconsiderable slack is left in regular mooring lines; ifnecessary, having fenders placed between the ship andthe pier

More information concerning the heavy weatherbill can be found in Standard Organization andRegulations of the U.S. Navy.

8-15

Q8. Which of the following activities is NOTconsidered a special evolution?

1. Weapons handling

2. Refueling

3. Diving operations

4. Mess operations

Q9. Side boys are NOT paraded during whichof the following times?

1. Between sunset and 0800

2. Meal hours

3. General drills

4. All of the above

REVIEW QUESTIONS

ADDITIONAL WEATHER-RELATEDRESPONSIBILITIES.—In addition to the assistanceyou may provide during heavy weather, you will haveother POOW responsibilities concerning weather.Some of those responsibilities are the measuring oftemperature, atmospheric pressure, and wind speed.You also must have a working knowledge concerningweather flags and pennants.

Measuring Temperature.—You probably don’tneed to be told that a thermometer is an instrument formeasuring temperature. The ship’s thermometer isusually located on the bridge, but on some small shipsit is located near the quarterdeck area. Most Navythermometers are liquid-filled and practically all ofthem use the Fahrenheit (F) scale which is based on thefreezing point of water being 32°F and the boilingpoint being 212°F.

A thermometer must be read properly for you toobtain an accurate result. First, if you must handle it, besure that you do not touch the lower part of the glasscontaining the liquid. The heat from your body canaffect the height of the liquid column and give anerroneous temperature reading. Make sure that the topof the column is level with your eyes; otherwise, youwill be reading a higher or lower graduation than theone actually indicated.

Another weather device that you must use toforecast the approach of a storm is the barometer.

Measuring Barometric Pressure.—The aneroidbarometer, as shown in figure 8-2, contains a smallmetallic cell, called a Sylphon cell, which encloses apartial vacuum. As atmospheric pressure increases, theSylphon cell contracts; as pressure decreases, itexpands. As the Sylphon cell expands and contracts, itcommunicates motion to an indicating pointer on agraduated scale.

The aneroid barometer can be read in inches ofmercury and in millibars (mb). Both inches andmillibars are measurements of the weight of theatmosphere at a given time and point. The averageatmospheric pressure at sea level is 29.92 inches or1,013.2 millibars. Figure 8-3 shows the comparativereadings on the inch and millibar scales.

The aneroid barometer normally can be read nocloser than 0.01 inch. Aneroid barometers are thestandard pressure-indicating instrument aboard shipand the type of barometer that the POOW willencounter most frequently. Barometers are normallychecked (calibrated) yearly by the quartermasterdivision, following the preventive maintenance system(PMS) procedures. Another important forecasting toolis the wind speed and direction indicator.

Measuring Wind Speed and Direction.—Aninstalled anemometer is shown in figure 8-4. It is aninstrument fixed somewhere aloft, usually at themasthead of the ship. The wind blows on a propellerattached to one end of a wind vane that pivots. Thewhirling propeller revolves a spindle, communicatingwith a synchro repeater on the pilothouse or charthouse bulkhead. Figure 8-5 shows one type of synchrorepeater.

8-16

MRP3F0502

Figure 8-2. Aneroid barometer.

10501047104410411038103510321029102610231020101710141011100810051002

999996993990987984981978975972969966963960957954951948

31.0

30.9

30.8

30.7

30.6

30.5

30.4

30.3

30.2

30.1

30.0

29.9

29.8

29.7

29.6

29.5

29.4

29.3

29.2

29.1

29.0

28.9

28.8

28.7

28.6

28.5

28.4

28.3

28.2

28.1

28.0

1013 MILLIBARSOR

29.92 INCHESAT SEA LEVEL

MIL

LIB

AR

S

NA

ME

MRP3F0503

Figure 8-3. Inches and millibars.

The upper dial of the repeater is graduated in10-degree intervals and shows the relative directionfrom which the wind is blowing. In this illustration thedirection is about 287 . The lower dial indicates therelative wind speed (true wind speed when the ship isstationary). The wind-speed dial in the illustrationshows about 87 knots. This reading means that theforce exerted by 87 knots of wind is whirling theanemometer propeller.

When you use an installed anemometer, alwayscompare the readings observed with the windconditions as they appear outside. If two anemometersare installed, ensure that the windward anemometer isused.

United States Storm Warning Signals.—Thecombinations of flags and pennants, as shown infigure 8-6, are hoisted at the National WeatherService and other shore stations in the United Statesto indicate the presence or future presence ofunfavorable winds. The means of the various displaysare as follows:

• Small craft warning: One red pennant displayedby day and a red light over a white light at night toindicate that winds up to 38 miles per hour (33 knots)and/or sea conditions dangerous to small craftoperations are forecast for the area.

• Gale warning: Two red pennants displayed byday and a white light above a red light at night toindicate that winds ranging from 39 to 54 miles per hour(34 to 47 knots) are forecast for the area.

• Storm warning: One square red flag with a blackcenter displayed during daytime and two vertical redlights at night to indicate that winds 55 miles per hour(48 knots) and above, no matter how high the speed, areforecast for the area. If the winds are associated with atropical cyclone (hurricane), the storm-warning displayindicates that winds within the range of 55 to 73 milesper hour (48 to 63 knots) are forecast.

• Hurricane warning (displayed only inconnection with a tropical cyclone or hurricane): Twosquare red flags with black centers displayed at daytimeand a white light between two vertical red lights at nightto indicate that winds 74 miles per hour (64 knots) andabove are forecast for the area.

8-17

MRP3F0504

Figure 8-4. An installed anemometer.

WIND DIRECTION

0

33030

30060

90

12

270

240

210180

150

WIND SPEED

KNOTS

0

90 10

20

30

80

70

60

50

40

XXXZZZBBBSSSRRRMMMPPPKKKYYY

XXXZZZBBBSSSRRRMMMPPPKKKYYYQQQWWW

XXXZZZBBBSSSRRRMM

XXXZZZBBBSSSRRRMMMPP

XXXZZZBBBSSSRRRMMMPPPKKKYYY

XXXZZZBBBSSSRRRMMMPPPKKKYYY

MRP3F0505

Figure 8-5. Synchro repeater showing relative wind velocityand direction.

Timely and accurate weather observations arebasic to the development of meteorological andoceanographic forecasts in support of fleet operations.Since the U.S. Navy may be committed to operationsanywhere in the world, total global observations ofmeteorological and oceanographic conditions arerequired. Ships in port are required to make regularweather observations and to report by electronic meansunless there is a nearby U.S.-manned weather-reporting activity. In-port weather observations andreports of guard ship arrangements may be used forgroups of ships at the discretion of the senior officerpresent. In such instances, the weather logs ofexempted ships should bear a notation of the guardship(s) and effective dates and times. Table 8-1

provides the minimum requirements for reportingweather observations by Navy ships.

Not all Navy ships make weather observations.Ships in port usually receive local weather messagesthat are sent out at various times to all commands.Weather messages usually contain the latestinformation compiled using U.S. weather satellites.They can show the approach of storms long before theyreach your area. As a POOW you may not have to makeweather readings or log weather information; but, atthe approach of a storm, you may have to go to thebridge and record weather information for the OOD. Ifyou ever have any questions about weather reporting,you should always consult the duty Quartermaster, asthat knowledge is a part of the Quartermaster rating.

8-18

SMALL CRAFT GALE STORM HURRICANE

DAYTIMESIGNALS

NIGHTLIGHT

SIGNALS

WIND SPEED(KNOTS) UP TO 33 34 - 47 48 - 63 64 - UP

Figure 8-6. Small craft, gale, storm, and hurricane warnings.

LATITUDES SURFACE WINDSPEED (kts)

TIMES (GMT) FROM0000Z

PRECEDENCE

All Latitudes 0-3334 and greater

every 6 hoursevery 3 hours

PriorityImmediate

Table 8-1. Requirement for Surface Weather Observation by Ships

Environmental Protection

What does environmental protection mean? It isthe protecting of our planet from pollution. How ispollution caused? It is caused by the changes inchemical, physical, or biological conditions in theenvironment that harmfully affect the quality of humanlife. Pollution also affects animal and plant life and caneven destroy well-developed cultures. Records ofpollution date as far back as the ancient city of Troy. Asearly as 1273, the first smoke abatement law waspassed in England. It is said that in 1306 a man wasexecuted in London for breaking the law againstburning coal. By the 1850s our country already wassuffering from pollution associated with the industrialrevolution. In the Chicago Sanitary and Ship Canal thescum was so thick in places that a person could walk onthe water.

Today we can no longer breathe clean air in mostlarge cities, and we can no longer see the bottom of theharbor in most ports. However, we have brought thisproblem on ourselves. The Navy is very strict aboutpollution. Naval personnel have received disciplinaryaction for pumping pollutants into a harbor or river.

As the POOW, you should be concerned withpollution of all kinds. While on watch, take note of any

vessel, civilian or Navy, including your own, that ispolluting the harbor or river. If you notice anyonepolluting, notify the OOD, who will, in turn, take properaction and notify the responsible personnel. Anytimepolluting is noted, be sure to log all the facts, times, andactions taken. Keeping our planet healthy is the job of allof us and not just a few concerned people. Although it iseveryone’s responsibility to prevent pollution, you areespecially responsible while on watch.

When an oil or sewage spill occurs, you must makesure the spill is cleaned up and that the immediatecommander or your commanding officer is informed.This notification usually results in an investigation ofhow and why the spill occurred and instructions formeasures to be taken to ensure it does not happen again.

If there is a pollution spill, the area must becordoned off to contain the spill and prevent it fromspreading any further. If need be, chemicals that arenonhazardous to the environment will be added to thespill area to break up the spill. Often small craftdesigned for spill cleanups will aid in the cleanup.

Rules of the Road

The POOW must know the rules of the road. Thissection will cover only what you need to know whenyour ship is moored to a pier or buoy or anchored in aharbor.

MOORED.—When your vessel is moored to apier or buoy, it is normally highly visible and safe froma collision with another vessel during daylight hours.However, special precautions must be taken aftersunset. You will be required to make sure the anchorlights and the aircraft warning lights are turned on atsunset and turned off at sunrise. The control box forthese functions is located on the bridge. The dutyquartermaster normally will have the proper lightcombinations set up on the control box. All that youhave to do is turn a master switch on or off. Be sure totest all your lights 30 minutes before sunset to see ifthey are working properly. If not, you will have enoughtime to take corrective action. Remember that thelights go on at the first note of colors at sunset and off atsunrise. Red aircraft warning lights are normallylocated atop the mast. The anchor lights are normallylocated in the bow on top of the jack staff and in thestern atop the flagstaff. They shine completely aroundthe horizon, a full 360º, and must be visible on a clearnight for a distance of 3 nautical miles. Remember, alllights must be checked 30 minutes before sunset tomake sure they are working properly.

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Q10. The heavy weather bill will be placed ineffect if the forecast indicates a hurricaneapproaching.

1. True

2. False

Q11. When handling a thermometer, touching thelower part of the glass containing the liquidwill not affect the temperature reading.

1. True

2. False

Q12. Winds at 39 to 54 miles per hour indicatewhat warning condition?

1. Small craft

2. Gale

3. Storm

4. Hurricane

REVIEW QUESTIONS

ANCHORED.—When your ship is at anchor, youmust be extremely alert. Other ships moving about theharbor can see your ship during the day, but how dothey know you are at anchor? They are alerted by ananchor ball displayed in the forward part of your ship.The ball is black in color and a minimum of 2 feet indiameter. In addition, the ensign and union jack areflown during the day. The duty Quartermaster checksto make sure your ship is anchored securely. Inaddition to the duty Quartermaster, the anchor watchregularly reports the conditions, such as tension,status, and so forth, to the OOD.

When your ship is at anchor in a fog, the proper fogsignals must be sounded to let other ships know you arein the area. The anchor lights are left on during the dayand the anchor ball is up. Extra sensors, such as radar,should be used to indicate the location of ships withinthe area. Lookouts should be posted to help prevent acollision. In other words, when a ship is at anchor, caremust be taken to protect the ship at all times. As thePOOW, you are an important link in protecting theship. You will be assisting the OOD as much aspossible.

SECTION LEADER

Each division has a duty section leader, also calleda duty representative (duty rep), who is the senior pettyofficer. On a small ship, you as a petty officer may beassigned the duties of a section leader. However,depending on the size or class of ship, you may not beassigned as a section leader until you become a secondclass petty officer. Aboard larger ships with large

sections, you may have to wait until you make firstclass to become a section leader. Therefore, beingassigned as a section leader depends upon the size ofthe command and the number of personnel in your dutysection.

As a section leader, you will have information toreport. Always use the chain of command. Duringnormal working hours you should report to yourleading petty officer (LPO). If the LPO is a petty officerfirst class, he or she will, in turn, report to the leadingchief petty officer (LCPO) or to the division officer.After normal working hours you report to yourdepartment duty officer, who reports to the commandduty officer (CDO).

When you are assigned as a section leader, youassume additional responsibilities for the work,conduct, appearance, and welfare of the personnel inyour sec t ion . Along wi th these addi t iona lresponsibilities, you are granted additional authority tocarry out your duties properly.

The section leader is the first step up the ladder ofnaval authority. You may be the supervisor for all theroutine and special activities of the people in yoursection. These activities include reveille, quarters formuster, observance of the proper uniform of the day,and of items posted in the Plan of the Day or Plan of theWeek. In addition, you will be responsible for thedamage control functions of your duty section afternormal working hours.

When your duty section is being relieved, youshould pass on to your relief any pertinent informationregarding the section. This information could involvenew safety hazards or cleanliness of the ship.

POLICE PETTY OFFICER

Your command may have a division police pettyofficer (PPO). This position may be called anothername such as compartment petty officer, barracks pettyofficer, and so forth, but the duties and responsibilitiesare the same. The PPO is usually a junior petty officerand is not part of the master-at-arms (MAA) force. ThePPO’s duties encompass areas such as cleanliness ofdivisional berthing and stowage areas, holdingreveille, maintaining silence after taps, andmaintaining order. In addition to these duties, PPOsstand their regular watches and perform their normalduties. Sometimes they may be required to augmentthe MAA force in details such as searching the ship andprovisioning for new personnel.

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Q13. As the Petty Officer of the Watch you areNOT responsible for personnel throwing trashover the side into the water in your presence.

1. True

2. False

Q14. How many minutes before sunset should theship’s anchor lights be tested?

1. 60

2. 30

3. 20

4. 15

REVIEW QUESTIONS

MASTER-AT-ARMS

The chief master-at-arms (CMAA), often calledthe sheriff, is responsible to the executive officer formaintaining good order and discipline. Personnel ofthe MAA rating usually fill this billet on larger ships.On ships not having a CMAA, a chief petty officerfrom another rating usually will be appointed by thecommanding officer and will be assigned CMAA as acollateral duty. If you are not part of the MA rating andare assigned to the MAA force, your tour of dutyusually will be 6 months.

If you are assigned as an MAA, your job willrequire tact, a lot of common sense, and thoroughknowledge of Navy and command regulations.Remember, an MAA is much like a police officer and,as such, must be courteous and friendly and mustenforce regulations without favor to anyone.

SHORE PATROL MISSION AND DUTIES

During your career, you will normally have theopportunity of being assigned to shore patrol (SP)duties. SP may be for a tour of duty or it may be for24 hours or less. Your primary mission will be topreserve order among members of the armed forceswho are on leave or in a liberty status. You should

always be courteous and fair and keep a cool head at alltimes. You will be required to give assistance andinformation when necessary and to apprehend orotherwise control military personnel who violate thelaw or regulations. The shore patrol also apprehendsdeserters and members of the armed services who areunauthorized absentees.

The Secretary of the Navy has delegated theauthority to create a shore patrol to the naval arearepresentatives and to the senior officer present in anyarea outside the continental limits of the United States.Shore patrol duties in foreign countries will vary fromnation to nation according to treaties, agreements, andas directed by the senior officer present.

Duties within the United States

Shore patrol units, located within the United Statesand its territorial possessions, are limited to thefollowing two functions:

1. They perform court liaison functions withcivilian law enforcement agencies and courts in theimmediate area. Court liaison functions are limited tothe provision of an official Navy point of contact for thecourts, the provision of advice for individuals and localcommands, and court appearances with individualsfrom deployed commands.

2. They receive courtesy turnovers. Courtesyturnovers are limited to those individuals whosebehavior and attitude are acceptable and who desire tobe returned to the custody of their parent command.Courtesy turnovers will be accepted from jails, policestations, and so forth, but not directly from policeofficers on the scene.

Duties Overseas

The following are some of the duties of the shorepatrol overseas:

• They render assistance to members of the armedforces. As a shore patrol member, you should be able tosupply information on curfew, out-of-bounds areas andestablishments, uniform regulations, and lodgingaccommodations. You also should have knowledge oftransportation, recreational facilities, first-aidprocedures, and the locations of hospitals or othermedical treatment centers.

• They maintain good order and discipline amongmilitary personnel and apprehend all unauthorizedabsentees (and other offenders as necessary). As a shore

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Q15. Which of the following factors will determineif a PO3 is assigned as a section leader?

1. Size of the command

2. Number of personnel assigned to yourduty section

3. Both 1 and 2 above

4. Number of the departments in thecommand

Q16. Which, if any, of the followingresponsibilities belong to the police pettyofficer?

1. Apprehending violators

2. Keeping the quarterdeck clear ofunauthorized personnel

3. Serving as court liaison

4. None of the above

REVIEW QUESTIONS

patrol member, you should strive to anticipate andprevent trouble. In situations that will obviously resultin disorder, take preventive measures beforeapprehension becomes necessary. Quiet, friendly wordsof advice often are sufficient to prevent a situation fromgetting out of hand. Above all, control your temper. Ifyou let taunts or curses overcome your self-control, youonly increase tension in a situation you are trying toprevent. Should the apprehension of an unruly personbecome necessary, do so as quietly and expeditiously aspossible.

Do not permit yourself to become involved in anargument. You can help restore order and maintaindiscipline by demanding strict compliance with orders,rules, and regulations; but be tactful in exercising yourauthority. You also must be tactful and patient withmilitary personnel who have had too much to drink.Some people in such a condition tend to becomebelligerent. If they persist in having a belligerentattitude after you have talked to them, you can canceltheir liberty and send them back to their ship or station;or you can apprehend them and take them to patrolheadquarters.

When apprehending unauthorized absentees, youhave two courses of action (except in the case ofdeserters, who always must be taken to patrolheadquarters). If persons present a neat and orderlyappearance and furnish reasonable evidence that theyare returning to their station, you should permit them toproceed. Reasonable evidence is their possession of aticket to the proper destination, presence in a bus orrailroad depot awaiting transportation, or actualpresence on the train or bus. Avoid detaining theabsentees to the extent that they miss theirtransportation. If, on the other hand, you arereasonably certain they will not, or cannot, complywith orders to return to their command, take them topatrol headquarters where arrangements will be madefor their return.

• They report conditions or practices that appearprejudicial to the welfare of military personnel. Theshore patrol must be alert for signs of uncleanliness orviolations of sanitation and fire laws by restaurants,taverns, or dance halls patronized by service personnel.If any violations are found, notify your duty officer. Theshore patrol always should be on the lookout for firehazards. Check all exits to make sure that all people inthe establishment can escape in case of fire.

Remember, as a shore patrol member, you areconcerned not only with the health and welfare of

service personnel but also with the health and welfareof civilians within your area of duty. If you make acareful inspection and turn in an unfavorable report,you may make a few enemies, but you also may savemany lives.

Complaints of overcharging, shortchanging,misrepresentation, or other illegal or shady practicesshould be investigated. If the complaints continue,notify the shore patrol officer. If such practices arecontinued, the establishment can be placed off limits.

Personal Appearance and Conduct

When standing shore patrol duties, you are dealingwith two communities—the military and the civilian.You must always present a sharp appearance. Be in acorrect, clean, and neat uniform. Your hair must beneatly groomed, shoes shined, and hat squared.Service personnel are quick to notice and criticizefaults in the uniform and behavior of the shore patrol.The people in the civilian community get theirimpressions of our armed forces from the way youlook. You are an ambassador of the United States andthe U.S. Navy. In other words, wear your uniform withpride at all times.

Your conduct as a member of the shore patrolreflects directly on the Navy and the United States. Youare constantly in public view and must maintain areputation for smartness, alertness, and efficiency.Never lounge or lean against buildings or objects, andpublic smoking is prohibited. Refrain from prolongedconversations outside the line of duty. Do notcongregate with other patrol members except in theline of duty, and never linger in any public place orestablishment. The authority vested in the shore patrolis represented by the uniform and brassard. You mayexercise this authority only in the performance ofassigned shore patrol duties. When you are not on duty,you have the same status as any other member of thearmed forces not on duty.

You are never allowed to use your shore patrolcredentials to solicit favors, gifts, or gratuities.Furthermore, these concessions should never beaccepted when offered. When eating ashore as amember of the shore patrol, you must pay regularprices, whether on duty, on liberty, or on leave.

Members of the shore patrol are forbidden to drinkany form of an intoxicating beverage or any other formof intoxicant while on duty or at any other time thatmay be prescribed by the shore patrol officer.

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Remember, you must maintain respectful andfriendly relations with the civil authorities and thecivilian community in general. Be alert to your duty bypreventing disharmony prejudicial to the armed forces.

Jurisdiction

The shore patrol has jurisdiction over all membersof the armed forces. You have the authority to takecorrective action against any member of the armedforces who breaks regulations or the law. Thecorrective actions include apprehension, if necessary;but apprehensions should not be made if correctivemeasures will suffice.

When standing shore patrol duties, you normallyhave no jurisdiction over civilians. When dealing withcivilians in the continental United States, a member ofthe shore patrol may do only what any other citizenmay do—call on the civil police for assistance. If acivilian is in the act of committing a felony, you canand should place the individual under citizen’s arrest.Every citizen has the right and the moral duty to stopcrime and apprehend a criminal.

Today many military personnel are allowed towear civilian clothes ashore. Wearing civilian clothingdoes not free Sailors from the jurisdiction of the shorepatrol. If persons in civilian attire are creating adisturbance, for instance, and you have reason tosuspect they are service members, request they showtheir identification (ID) cards. If they refuse, seek theassistance of the civil authorities.

Foreign military personnel serving under acommand of the U.S. Armed Forces also may beapprehended by the shore patrol. They may beapprehended under the same circumstances that justifythe apprehension of U.S. Armed Forces personnel.

Apprehension

“Apprehension” means taking a person intocustody. The Uniform Code of Military Justice(UCMJ) states that any person authorized to apprehendmay do so upon reasonable belief that an offense wascommitted and the person apprehended committed theoffense (article 7, Apprehension). So far personalappearance, conduct, and jurisdiction have beenpresented. Now the apprehension phase of your dutieswill be covered.

The policy of the Navy Department regardingliberty parties is that they be interfered with as little aspossible. To do your SP job properly does not mean

you should adopt a tough attitude and apprehend asmany people as possible. Personnel should not betaken into custody for minor infractions of regulationsif a warning will suffice. The warning should not be inthe form of a reprimand. It should be given so that onlythe offender hears what you have to say.

When you request a person to show properidentification, do not be aggressive or overbearing inmanner. A wrong attitude may only provoke trouble foryou and your partner. Persons must be given everyopportunity, within reason, to identify themselves. Ifyou must send personnel to SP headquarters todetermine their identification, always advise them thatthey are not being taken into custody; and that whenthey have properly identified themselves, they will bereleased. If a person refuses to be cooperative orbecomes abusive, then that person must beapprehended and taken to headquarters. When thissituation occurs, it must be handled as quickly aspossible and very tactfully. Make sure you notify thepersonnel involved that they are being taken intocustody. According to article 31 of the UCMJ(Compulsory Self-Incrimination Prohibited), personstaken into custody are to be advised of the charge(s)against them and of their right to remain silent. Also,advise them that any statement made by them may beused as evidence against them in the event of trial bycourt-martial.

When making an apprehension, use as little forceas possible. You have a partner that can help you. Thenightstick you are carrying is for self-defense and is tobe used only when the offender cannot be subduedotherwise. If the nightstick is needed, never strike aperson in the head as it can cause serious injury andeven death. Strike the shoulder, arm, or leg; or use thenightstick for jabbing—a jab in the lower solar plexus(pit of the stomach) is most effective. When personnelare taken into custody, a written report must besubmitted to the shore patrol officer stating all thecircumstances about the apprehension and thecircumstances that required the use of the nightstick.

APPREHENDING OFFICERS.—Only whensituations offer no alternative should enlisted shorepatrol personnel apprehend an officer. Such action istaken only to prevent disgrace to the service, to preventthe officer from committing an offense, or to preventthe escape of one who has committed a serious offense.If time permits, an officer of the patrol should besummoned to take necessary action; or the assistanceof any available officer of the armed forces should berequested.

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When an officer persists in violating regulations orrules of conduct after being duly and politely warned,the officer should be addressed as follows: “Sir (orma’am), it is necessary that I obtain your name,organiza t ion , and s ta t ion , and check youridentification.” After obtaining the data, salute andthank the officer. If the officer refuses to give suchinformation or continues to create a disturbance, thenproceed as previously discussed.

APPREHENDING MEMBERS OF THEOPPOSITE SEX.—The shore patrol must observethe following rules when taking armed forcespersonnel of the opposite sex into custody:

• Physical contact should be avoided. If force isabsolutely necessary for restraining the person or takingthe service member to patrol headquarters, the utmostcare must be used.

• In connection with any offense the interrogationand/or search of a service member will be conducted,whenever possible, by or in the presence of a servicemember of the same sex. Members of the opposite sexwill remain outside the search area but in close proximity.The only exceptions to this rule may be in demandingcircumstances where an imminent danger to life orproperty exists and/or the facts and circumstances of theinvestigation necessitate an immediate interrogationwhen no service member of the same sex is available.

• Anytime you apprehend a member of theopposite sex, communicate immediately withheadquarters for instructions.

CLOSE-ORDER DRILL

Learning Objective: Recall the procedures for

conducting a close-order drill.

On occasion you will be required to take charge ofa group of Sailors ashore and march them to a workdetail, to the dispensary, or to and from classes at atraining command. You also may have to take charge ofsuch a group to prepare them for a parade or ceremonyand observing military courtesies. When you are incharge of such a unit, you must give the propercommands at the right time to ensure that the unitmoves with precision and smartness.

DEFINITIONS

You should familiarize yourself with the followingdefinitions. You need not learn them word for word, butyou must understand them.

SQUAD: A squad at full strength normallyconsists of 12 persons.

SECTION: A section consists of two or moresquads.

PLATOON: A platoon consists of two or moresquads, a platoon headquarters, and a guide.

PLATOON HEADQUARTERS: A platoonheadquarters consists of a platoon petty officer and oneor more assistants.

COMPANY: A company consists of two or moreplatoons.

HEAD: The head is the leading element of acolumn.

CADENCE: Cadence is a rhythmic rate of marchat a uniform step.

QUICK TIME: Quick time is cadence at 120 steps(12, 15, or 30 inches in length) per minute. Quick timeis also the normal cadence for drills and ceremonies.

DOUBLE TIME: Double time is cadence at 180steps (36 inches in length) per minute.

SLOW TIME: Slow time is cadence at 60 steps perminute and is used for funerals only.

SNAP: In drill, snap is the immediate and smartexecution of a movement. In commands or signals,quality inspires immediate response.

COMMANDS: The two basic types of commandsare the preparatory command, such as Forward, whichindicates the type of movement to be made, and thecommand of execution, such as MARCH, whichcauses the desired movement to be made. For clarity,preparatory commands are printed in bold and the firstletter is capitalized (Forward); commands of execution

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Q17. After apprehending members of the opposite

sex, what should be done as soon as possible?

1. Communicate immediately withheadquarters for instructions

2. Request a member of the same sexto make apprehension

3. Request a member of the same sexto interrogate

4. Interrogate apprehended memberyourself

REVIEW QUESTION

are printed in capital letters (MARCH). Somecommands are a combination of both preparatorycommands and commands of execution, such as FALLIN, AT EASE, and REST, but are consideredcommands of execution. They are printed in bold,capital letters.

AS YOU WERE: This command cancels amovement or order that was started but not completed.At this command, troops resume their former position.

INDIVIDUAL MOVEMENTS

With the exception of right step, all steps andmarches starting from a halt begin with the left foot.Normally, commands are given in the cadence of quicktime. When the direction of the march is to be changed,both the preparatory command and the command ofexecution are given as the foot in the direction of theturn strikes the ground. For example, the commandsColumn Right, MARCH. The movement is to the right;therefore, the word Right is spoken as your right footstrikes the ground. An interval of silence follows asyou take your next step, and the command MARCH isgiven as your right foot again strikes the ground.

Normally, only one step is taken between thepreparatory and execution commands. However, in theearly phases of recruit training and at other times asnecessary, the interval between commands may begreater to allow the troops more time to think abouttheir actions. With large bodies of troops, the intervalsmust be longer to allow subordinate commanders torepeat the preparatory commands or to give otherpreparatory commands as necessary.

QUICK TIME: To march forward in quick time,start from a halt and give the commands Forward,MARCH. At the command Forward, shift the weightof the body to the right leg without noticeablemovement. At the command MARCH, step off smartlywith the left foot and continue the march with 30-inchsteps. Swing the arms easily in natural arcs about 6inches straight to the front and 3 inches to the rear ofthe body.

DOUBLE TIME: To march in double time, beginat a halt or in march in quick time and give thecommands Double Time, MARCH. If beginning froma halt, at the command MARCH, raise the forearms,fingers closed and knuckles out, to a horizontalposition along the waistline. Take up an easy run withthe step and cadence of double time (36-inch steps at180 steps per minute), allowing the arms to make anatural swinging motion across the front of the body. If

starting in quick time, be sure to keep the forearmshorizontal; and at the command MARCH, given aseither foot strikes the ground, take one more step inquick time and then step off in double time. To resumequick time from double time, give the commandsQuick Time, MARCH. At the command MARCH,given as either foot strikes the ground, advance andplant the foot in double time; resume the quick time,dropping the hands to the sides.

SIDE STEP: The commands are Side Step,MARCH. At the command MARCH, place your rightfoot 12 inches to the right. Then place your left footbeside the right. Continue in the cadence of quick time.Stand as straight as you can without stiffness. Themovement also may be made to the left.

HALF STEP: The commands are Half Step,MARCH. At the command MARCH, take steps of 15inches instead of the normal 30 inches. Half step isexecuted in quick time only. To resume the full stepfrom half step, give the commands Forward, MARCH.

BACK STEP: The commands are Backward,MARCH. At the command MARCH, take steps of 15inches straight to the rear. The back step is executed inquick time only.

TO CHANGE STEPS: Change steps may beexecuted without orders by an individual to get in stepwith the rest of the unit. An entire unit may be orderedto change step to get in step with another unit. Thecommands are Change Step, MARCH. At thecommand MARCH, given as either foot strikes theground, advance and plant the other foot. For example,plant the left foot, then plant the toe of the right footnear the heel of the left foot, and step off with the leftfoot.

MARCHING AT EASE: The commands are ATEASE, MARCH. When marching at ease, you mustmarch in orderly ranks in silence, but you need notkeep step or march at attention.

MARCHING IN ROUTE STEP: The commandsare Route Step, MARCH. Marching is the same aswhen marching at ease, except that you need notmaintain silence. (Route is pronounced to rhyme with“out.”) To resume marching in quick time from routestep or at ease, give the command ATTENTION. At thecommand, troops come to attention and pick up thestep (in step and in cadence).

MARCHING IN PLACE, QUICK TIME: Tomarch in place at quick time, give the commands MarkTime, MARCH. The commands may be given from a

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halt, marching at quick time, half step, or double time

in place. The command of execution may be given as

either foot strikes the ground.

• From a halt: On the command Mark Time, shiftyour weight to your right leg without noticeablemovement. On the command MARCH, beginning withyour left foot and then alternating, raise each foot so thatthe ball of the foot is approximately 2 inches and theheel is approximately 4 inches from the ground. Swingyour arms naturally as in marching.

• When marching at quick time: On the commandMARCH, take one more 30-inch step. Bring your heelstogether and begin marking time without loss ofcadence. To resume the march at quick time, give thecommands Forward, MARCH. On the commandMARCH, take one more step in place and move out witha 30-inch step.

• When marching in place at double time: On thecommand MARCH, take one more step in place atdouble time and commence marking time.

MARCHING IN PLACE AT DOUBLE TIME: To

march in place at double time, give the commands In

Place, Double Time, MARCH. They may be given

while halted, while marching at double time, or while

marking time.

• From a halt: On the preparatory command, shiftyour weight to your right leg without noticeablemovement. On the command MARCH, raise your armsas for double time and commence marching in place asfor mark time; the cadence is 180 steps per minute andthe feet are raised about 6 inches from the ground.

• When marching at double time: On thecommand MARCH, take two more double time steps.Bring your feet together and begin double time in placewithout loss of cadence.

At the commands Double Time, MARCH, resume

the march at double time. On MARCH, take two more

steps in place and move out at double time rate.

• When marking time: On the command MARCH,take one more step in mark time and commencemarching at double time in place.

HALT: The commands are Squad, (Platoon,

Company, as appropriate), HALT. The command of

execution may be given as either foot strikes the

ground.

• When marching in quick time: At the commandHALT, execute a halt in two counts by taking anadditional step and then bring the other foot alongside.

• When marching in double time: A halt is made inthree counts. At the command HALT, take one more36-inch step at double time, one 30-inch step at quicktime, and bring the heels together.

• When side-stepping: The preparatory commandis given when the heels are together, and the commandof execution usually is given the next time the heels aretogether. After HALT is given, take one more step andbring the heels together.

• When marking time: Take one step after HALT isgiven and bring your heels together.

• From in place at double time: On HALT, take onestep at double time, one step at quick time, and bringyour heels together.

• When back-stepping: On HALT, take one morestep and bring the forward heel back against the other.

SQUAD DRILL

A squad is a group of persons formed for thepurpose of instruction, discipline, control, and order.Normally, no fewer than 8 and not more than 12persons are under the direction of a squad leader. Theusual formation is a single rank or line, or a single fileor column, as shown in figure 8-7. The first formationis always in line, but the squad is marched only forshort distances in this formation. When not at drill, asquad may be formed in two ranks and marched in acolumn of twos. Usually squads, as well as all otherunits, are formed at normal intervals.

MOVEMENTS: Most troop movements requiringchanges in direction are accomplished by reversingdirection or by flanking, oblique, or columnmovements. Many maneuvers, however, require acombination of two or more of these basic movements.For movements that can be made either to the right orleft, you will be given the commands and descriptionsfor only those to the right. Unless indicated otherwise,you may assume that a movement can be made in eitherdirection.

Preparatory commands for these movements aregiven so that the last word of the command ispronounced when the foot in the direction of themovement strikes the ground. Commands of executionalso are given as that same foot strikes the ground.

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COLUMN RIGHT: The commands are ColumnRight, MARCH. At the command MARCH, the firstmember in the column takes one more step with the leftfoot, pivots 90° to the right on the ball of the left foot,and at the same time steps out in the new direction onthe right foot (one count). The rest of the columncontinues to march along in the original direction. Aseach member reaches the point where the first memberchanged direction (pivot point), the member executesthe movement as described.

When halted, at the command MARCH, the frontmember pivots to the right and steps out with the leftfoot. At the same time, other members march forward.As each member reaches the pivot point used by thefront member, the member changes direction asdescribed above.

• Quick time: On MARCH, take another step withthe left foot in the original direction of march, turn 180°to the right on the balls of both feet, and step out on theleft foot in the new direction.

• Double time: On MARCH, advance two steps inthe original direction, turn to the right while taking foursteps in place and in cadence, and step off on the left foot.

NOTE: If troops are at a halt and you desire tomarch them in the direction opposite from that whichthey are facing, give the commands About, FACE andForward, MARCH.

TO MARCH TO A FLANK: This movement isperformed only when marching. The commands are

By the Right Flank, MARCH. On the commandMARCH, given as the right foot strikes the ground,take a step with the left foot, turn 90° to the right on theball of the left foot, and step out in the new direction onthe right foot. The turn and the step in the new directionare performed at the same time. Flank movements areperformed simultaneously by all hands.

TO MARCH AT AN ANGLE: The commands areRight Oblique, MARCH. Oblique is pronounced torhyme with “like.” This movement is executed in thesame manner as the flank movement, except the turn is45° instead of 90° from the original direction.

The commands Forward, MARCH are given toresume original direction of march. MARCH is givenas the foot toward the original front hits the ground;then each member takes another step, turns on the ballof that foot, and steps off to the front.

While marching at the oblique, the commandHALT is given on the left foot to halt from right obliqueand on the right foot to halt from left oblique. At thecommand, each member takes another step in theoblique direction, turns to the front on the ball of thatfoot, and halts on that spot.

When you wish to temporarily halt a unit marchingat the oblique, the commands In Place, HALT aregiven. Each member halts in two counts, as at quicktime, but remains facing in the oblique direction. Theonly commands that can be given after halting in placeare Resume, MARCH. On MARCH, the movementcontinues in the oblique direction.

8-27

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SQUAD LINE

= SQUAD LEADER

SQUAD IN COLUMN

MRP3F0509

Figure 8-7. Squad formations.

FROM SINGLE FILE TO COLUMN OF TWOS:This movement is done only from a halt, and allmembers required to move do so at the same time. Thecommands are Column of Twos To the Left, (or Right),MARCH. On MARCH, the front member stands fast.Even-numbered members (counting from front to rear)face half left on the ball of the right foot and at the sametime step off on the left foot. Figure 8-8 shows thismovement. These members take two steps, turning tothe front on the ball of the right foot when that foot hitsthe ground. They march forward and halt when abreastand at normal intervals from the odd-numberedmembers that were formerly in front of them.Odd-numbered members (except the front member)march forward and halt upon reaching a normaldistance from the members that are now in front ofthem.

FROM COLUMN OF TWOS TO SINGLE FILE:This movement, done from a halt, normally is used toreturn a squad to its original position after completingthe movement just described. The commands areColumn of Files from the Right (or Left, depending onthe position of the members), MARCH. On thecommand MARCH, the number one and number two

members (now the right and left front members) step offat the same time. Figure 8-9 shows this movement. Thenumber one member marches forward. The number twomember pivots to the half right on the ball of the rightfoot and steps off on the left foot, takes two steps, andpivots to the half left when the right foot hits the ground.The number two member now follows in file and at anormal distance behind the number one member.

The remaining odd- and even-numbered membersstep off in pairs, execute the same movements asnumbers one and two, and follow in file at a normaldistance.

NOTE

Many commands contain the words fromand to, and they may be confusing. Therefore,remember that when going from a large numberof files to a small number of files, the commandcontains the word from.

TO DISMISS THE SQUAD: A squad not underarms is d ismissed by the s ingle commandDISMISSED. The command is given only when themembers are at attention.

8-28

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SINGLE FILE

NO. 2 MEMBER NO. 1 MEMBERSTANDS FAST

NO. 2 POSITION

NO. 4 MEMBER

NO. 3 MEMBERTO NO. 2 POSITION

NO. 3 POSITION

NO. 4 POSITION

NO.5 MEMBERTO NO. 3 POSITION

NO.6 MEMBERMOVE UP TO ABREAST

OF NO. 3 POSITION(FILLED BY NO. 5 MEMBER)

COLUMN OF TWOS

NO. 5 POSITIONMRP3F0510

Figure 8-8. From single file to column of twos.

DRILL COMMANDS AND MILITARYBEARING

A good drill command is loud enough to be heardby everyone in the unit. Make it a practice to speak tothe person farthest away from you. Take pains to bedistinct. A mumbled command will only result in

confusion and an unmilitary-like execution. Learn tospeak with assurance. Give your preparatory commanda rising inflection; deliver your command of executionwith sharp emphasis.

If you make a mistake or two the first time you drillyour unit, no harm is done provided you rememberyour mistakes. You will find that the more often youdrill the unit, the more confident you will become.

To maintain a sharp military formation, observethe following practices:

• Present a smart appearance, whether you areexercising the formation at drills or only marching awork detail.

• Observe the formation constantly. Correctmistakes immediately but pleasantly.

• Stand far enough away from your unit to see allof them but close enough to detect mistakes and beheard by all.

• Do not keep the formation in any one position toolong. Face them away from the sun, if possible.

• When not marching, give your command whilestanding at attention.

• Permit no smoking in ranks. Allow talking onlywhile the group is at rest or when marching at route step.

MILITARY COURTESIES ANDFORMATIONS

Learning Objective: Recall how to perform militarycourtesies as a formation leader.

You should now feel secure in issuing the basicdrill commands to your division. You are ready topresent the division at an inspection, quarters, or aceremonial event. Additional information on drills andceremonies can be found in the Drill and CeremoniesManual and Interior Guard Manual, SECNAVINST5060.22.

INSPECTIONS

When your division falls in to a formation, the ranksshould be formed according to height with the tallestpersonnel at the end of the formation (opposite from theend where the inspecting party will arrive). Usually, thetallest person will be on your left as you face theformation. Have the division open ranks and stand atparade rest while awaiting the inspecting party. You or

8-29

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Figure 8-9. From column of twos to single file.

Q18. Which of the following entities make up aplatoon?

1. Two or more squads

2. Platoon headquarters

3. Guide

4. All of the above

Q19. For quick time, at the command MARCH,step off smartly with the left foot andcontinue the march in steps of what length ininches?

1. 25

2. 30

3. 35

4. 40

REVIEW QUESTIONS

the division officer should fall in so that the inspectingparty will approach from the right. Call the division toattention when the inspecting party approaches. Whenthe inspecting party is approximately six paces fromyou, order Hand, SALUTE. Greet the inspecting officerwith “Good morning (afternoon) Commander (Captain,Commodore, Admiral).” The inspecting officer willthen return your salute. You should now order TWO.You should address the inspecting officer as follows:“Division ready for your inspection, sir/ma’am, noauthorized absentees (or the number of authorizedabsentees).” You should be prepared to give theinspecting officer an exact breakdown of yourpersonnel, if requested. As your division is beinginspected, you should fall in just behind the inspectingofficer, on the side away from the rank being inspected.Some inspecting officers may request the division to beuncovered. At the request, give the commands About,FACE; UNCOVER; and TWO. At the completion of theinspection, give the commands COVER; TWO; About,FACE; and CLOSE RANKS. You should then placeyour division at parade rest until the inspecting party hasfinished inspecting the next division. You may thenplace the division at ease. Unless given ordersotherwise, your division should remain at parade restuntil the entire inspection has been completed.

QUARTERS

Quarters are a little more informal than aninspection. You still need to have the division fall in toranks of two or four. When the division officerapproaches, have the division come to attention. Thecommand will be Division, ATTENTION TOQUARTERS. Salute the division officer and greet himor her with “Good morning sir/ma’am.” The divisionofficer will then return your salute; at that time give thecommand Division, STAND AT EASE. You will theninform the division officer of the disposition of thedivision, and he or she will sign the muster report. Thedivision officer will then pass on any word received atofficer’s call. At this time, if he or she desires to inspectthe division, you should call the division to attention.Give the command OPEN RANKS, then UNCOVER,and TWO (if required). You should follow the divisionofficer during the inspection and record anydeficiencies he or she may notice. At the conclusion ofthe inspection, give the commands COVER, TWO, andCLOSE RANKS. If the division officer desires, he orshe may go over the discrepancies found duringinspection with the division or with the leading pettyofficer. At the conclusion of quarters give thecommand DISMISSED.

CEREMONIES

You should review the numerous types ofceremonies covered in Drill and Ceremonies Manualand Interior Guard Manual, SECNAVINST 5060.22.However, a few general guidelines are presented here.For a ceremony, your division should fall in toformation just as if they were to be inspected. Yourdepartment head generally will be out in front of theformation and will require a report. The departmenthead will call the department to attention and say“division officer’s report.” At the appropriate time youshould salute and reply with “division, no authorizedabsences (or the number of absentees).” Thedepartment head will return your salute. Thedepartment head will place the department at ease,parade rest, or attention at the appropriate times.

Usually at ceremonial events, the national anthemis played. In this event, you will place the division atattention (if not already at attention) and salute the flagon the first note of the anthem.

SUMMARY

As a petty officer, your responsibilities and dutiesare much greater than those of a nonrated person.Every t ime you are advanced in rate , yourresponsibilities and duties expand accordingly. Bycompleting all the requirements for advancement topetty officer, including your commanding officer’srecommendation, you are declaring your readiness andwillingness to accept more responsibility andauthority.

8-30

Q20. As you face a formation, the tallest personshould be in which of the followingpositions?

1. Middle of the formation

2. On your right

3. On your left

4. End closest to where the inspecting partywill arrive

Q21. An inspection is more informal than quarters.

1. True

2. False

REVIEW QUESTIONS

This chapter has provided you with information onsome of the typical duties you may be assigned, bothaboard ship and ashore. Some of these duties includepetty officer of the watch, shore patrol, section leader,master-at-arms, police petty officer, and militarypolice. You also learned where you can findinformation on Navy correspondence to assist you inwriting letters, messages, and reports.

The importance and seriousness of terrorist threatsand security precautions were discussed. Bomb threatsare included as part of this section for obvious reasons.They are a security threat and are the tools of terrorismas well as weapons of a distraught person. We musttrain to act against these threats for the safety of ourpersonnel and facilities.

Close-order drill, in one form or another, hasalways been a part of the military. It provides anorderly, precise means of moving numbers ofpersonnel from one location to another. The sharpexecution of drill commands is an indicator of a sharpoutfit. Drills and ceremonies are as old as organizedmilitaries, and the Navy takes pride in the correctexecution of both.

Remember, no matter what duties you are assignedas a petty officer, pride, professionalism, anddedication to duty is what being a petty officer is allabout.

REFERENCES

Basic Military Requirements, NAVEDTRA 14277,Naval Education and Training ProfessionalDevelopment and Technology Center, Pensacola,FL, 1999.

Department of the Navy Correspondence Manual,SECNAVINST 5216.5D, Department of the Navy,Office of the Secretary, Washington, DC, 1998.

Drill and Ceremonies Manual and Interior GuardManual, SECNAVINST 5060.22, Chief of NavalOperations, Washington, DC, 1991.

Manual for Courts-Martial, U.S. Government PrintingOffice, Washington, D.C., 1998.

Preparing, Maintaining, and Submitting the Ship’sDeck Log, OPNAVINST 3100.7C, Chief of NavalOperations, Washington, DC, 1994.

Quartermaster, NAVEDTRA 14220, Naval Educationand Training Program Management SupportActivity, Pensacola, FL, 1995.

Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32C, Chief of NavalOperations, Washington, DC, 1994.

United States Navy Uniform Regulations, NAVPERS15665I, Bureau of Naval Personnel, Washington,DC, 1995.

8-31

REVIEW ANSWERS

A1. (1) No rule exists about the number ofparagraphs one unit of information shouldcontain. No matter how many paragraphs youwrite, be sure to follow the rules fororganization and continuity.

A2. (4) The CO, OIC, or person acting in eitherposition must sign the following documents:those which establish policy, those whichcenter on changes to the command’s mission,and those required by law for regulation suchas the ship’s deck log.

A3. (2) The POOW is the primary enlistedassistant to the OOD when the ship is in port.The POOW assists the OOD in carrying outthe ship’s daily routine and ensuring thesecurity and safety of the ship.

A4. (4) A ship’s deck log has both historicalimportance and legal standing. It may beused at times in naval, admiralty, and civilcourts. In an incident involving the ship, thelog may be the only available evidence uponwhich to base a legal decision.

A5. (1) The overall responsibility for the deck logbelongs to the OOD. OODs must sign thedeck log at the end of the watch to show reliefof the watch and validity of entries.

A6. (1) In the case of a bomb threat, informationis the key to disarming and avoidingcatastrophe. Information such as who, what,when, and most certainly, where, should beobtained.

A7. (1) If the pistol has a lanyard attached to it,keep the lanyard around your neck until yourrelief has positive control of the pistol. Thenremove the lanyard from around your neckand place it around the neck of your relief.This effort prevents the pistol from beingdropped and damaged.

A8. (4) Special evolutions involve many out ofthe routine events that occur aboard ship.

A9. (4) Side boys are not paraded on Sunday oron other days between sunset and 0800 orduring meal hours of the crew, general drillsand evolutions, and periods of regularoverhaul, except in honor of civil officials andforeign officers.

A10. (1) In any periods of actual or forecasted highwinds and seas, hurricanes, or tidal waves, theheavy weather bill will be in effect.

A11. (2) The heat from your body can affect theheight of the liquid column and give anerroneous temperature reading.

A12. (2) Winds measured at 39 to 54 miles perhour constitute a gale warning.

A13. (2) As the POOW, you are responsible forreporting any kind of pollution.

A14. (2) To ensure the lights are working properly,all lights must be checked 30 minutes beforesunset.

A15. (3) Depending on the size or class of the ship,you may not be assigned as a section leaderuntil you become a second class petty officer.Aboard larger ships with large sections youmay have to wait until you become a firstclass petty officer. Therefore, being assignedas a section leader depends upon the size ofcommand and number of personnel in yoursection.

A16. (4) The police petty officer’s dutiesencompass areas such as cleanliness ofdivisional berthing and stowage areas, holdingreveille, maintaining silence after taps andmaintaining order.

A17. (1) Any time you apprehend a member of theopposite sex, communicate immediately withheadquarters for instructions.

A18. (4) A platoon consists of two or more squads,a platoon headquarters, and a guide.

A19. (2) Quick time is cadence at 120 steps (12,15, or 30 inches in length) per minute.

A20. (3) Usually, the tallest person will be on yourleft as you face the formation.

A21. (2) Quarters is a little more informal than aninspection.

8-32

APPENDIX I

ADVERSARY—An opponent; an enemy.

AMPLIFY—To make larger or more powerful;

increase. To add to, as by illustrations; make

complete.

BAROMETER—An instrument for measuring

atmospheric pressure, used especially in weather

forecasting.

CARDIORESPIRATORY—Relating to the heart and

the respiratory system.

CELESTIAL—Of or relating to the sky or visible

heavens (the sun, moon, and stars are celestial

bodies).

COGNIZANT—Fully informed; conscious.

CONCURRENT—Happening at the same time as

something else; operating or acting in conjunction

with another.

CONSTRUCTIVE—Promoting improvement or

development.

CONSUMABLE—Routine i tems used on a

continuous basis, i.e., office supplies and cleaning

materials.

CONTAMINATE—To make impure or unclean by

contact or mixture.

COUNTERMEASURE—A measure or action taken

to counter or offset another one.

DECONTAMINATE—To make safe by eliminating

poisonous or otherwise harmful substances.

DEFICIENCY—The quality or condition of being

deficient; incompleteness or inadequacy.

DELEGATING—Entrusting to someone else.

DIGNITARY—A person of high rank or position.

DISCIPLINARIAN—One who enforces order.

DOSIMETER—An instrument that measures andindicates the amount of x-rays or radiation absorbedin a given period.

ENDORSEMENT—Something, such as a signature orvoucher, that endorses or validates.

EVOLUTION—A gradual process in whichsomething changes into a different and usuallymore complex or better form; a movement that ispart of a set of ordered movements.

FEEDBACK—Evaluative or corrective informationabout an action or process.

FLAMMABLE MATERIAL—A material that iscapable of burning gas or vapor.

FORECAST—To estimate or calculate in advance,especially to predict (weather conditions) byanalysis of meteoro-logical data.

GRIEVANCE—A complaint or the formal expressionof a complaint.

GRIEVOUS—Oppressive, serious, or grave.

HAZARDOUS MATERIAL (HAZMAT ORHM)—Any material that, because of its quantity,concentration, physical, chemical, or infectiouscharacteristics may pose a substantial hazard tohuman health or the environment when released orspilled.

HAZARDOUS WASTE (HW)—Any hazardousmaterial, liquid, solid, or gaseous, which is nolonger usable for its original intended purpose orwhich has been contaminated by a foreignsubstance.

INSIGNIA—A badge or emblem of authority or honor.

INTERVAL—A space between two objects, points, orunits; the amount of time between two specifiedinstants, events, or states.

JURISDICTION—The limits or territory withinwhich authority can be exercised.

AI-1

LOGISTICS—The science of planning and carryingout the movement and maintenance of militaryforces.

MATERIAL SAFETY DATA SHEET(MSDS)—Manufacturer’s information providingsafety, fire, chemical, storage, disposal, and healthdata for specific chemicals.

MATERIAL—All items necessary to equip, operate,maintain, and support an activity.

METEOROLOGY—The science that deals with thephenomena of the atmosphere, especially weatherand weather conditions.

NONCONSUMABLE—Items requisitioned on anas-needed basis, i.e., specific repair parts andequipment.

OBLIQUE—Having a slanting or sloping direction,course, or position.

OCEANOGRAPHY—The exploration and scientificstudy of the ocean and its phenomena.

ORDNANCE—Military materiel, such as weapons,ammunition, combat vehicles, and equipment.

PROCUREMENT—The process of obtainingmaterials and services to support the operation of anactivity.

PSYCHOANALYZE—To treat by means ofpsychoanalysis.

RENDER—To submit or present, as for consideration,approval, or payment; to give or make available,provide; to give what is due or owed.

REQUISITION—Obtaining material utilizing supplydocuments through the supply system.

SEAFARER—A sailor or mariner; one who travels bysea.

SHIPS HAZARDOUS MATERIAL LIST(SHML)—A record of the hazardous materialauthorized aboard U.S. Navy ships.

SOLVENTS—A substance, usually liquid thatdissolves.

SUBDELEGATING—Entrusting to some-one elsewhat has been entrusted to you.

SUBORDINATE—Occupying a lower class or rank.

SUPPLIES—All items necessary to equip, maintain,and operate a military command, including food,clothing, equipment, arms, ammunition, fuel,materials, and machinery of all types.

SUPPLY—The procurement , dis t r ibut ion,maintenance (while in storage), and salvage ofsupplies, including the determination of the typeand quality of supplies.

TOXIC—Poisonous.

UNIFIED—Made into a unit or systematicallyconnected.

AI-2

INDEX

A

Aircrew program, 4-3

Alcohol and drug abuse, 3-10

Authority, petty officer’s, 2-1

general, 2-1

lawful orders, 2-2

organizational, 2-1

B

Brig staff duty, 4-3

C

Cash awards, 3-6

Casualty assistance calls, 3-6

Casualty reporting (CASREP), 7-17

Ceremonial guard, 4-3

Ceremonies, POOW, 8-13

Chemical, biological, and radiological (CBR)defense, 6-11

CBR protective equipment and clothing, 6-11

MOPP levels, 6-11

risk assessment, 6-11

personnel decontamination stations, 6-14

Chief warrant officer, 4-4

Cleaning solvents, 6-8

Cognizance symbols, 7-3

Communications, POOW, 8-4

D

Damage control petty officer, 6-15

Division safety petty officer, 6-1

Drills and emergencies, POOW, 8-13

Drill, close-order, 8-24

commands and military bearing, 8-29

individual, 8-25

squad, 8-26

Duty assignments, special programs, 4-3

E

Enlisted qualifications history, 4-8

Enlisted service records, 4-6

page 2’s, 4-7

Page 4’s, 4-8

Enlisted warfare specialist, 4-11

Environment, POOW, 8-19

Equal opportunity program, 3-7

command assessment team, 3-8

fraternization, 3-10

sexual harassment, 3-9

F

Family housing, 3-6

Family support, 3-4

Financial responsibility, 3-4

Fleet reserve and retirement, 4-11

G

Grooming,

standards for men, 2-11

standards for women, 2-11

H

Hazardous materials, 6-6

Health and physical readiness, 3-14

Honors, see Ceremonies, POOW

Housing, 3-6

I

Insignia, petty officer’s, 2-9

cap devices, 2-10

collar devices, 2-10

rating badges, 2-9

INDEX-1

L

Law enforcement duty, 4-3

Leadership

accepting responsibility, 1-4

continuum, 1-2

counseling, 1-11

followership, 1-3

fundamentals, 1-1

human behavior, 1-5

individual worth, 1-6

personal qualities, 1-3

Limited duty officer, 4-4

Logs, POOW, 8-4

M

Mandatory turn-in repairables (MTR), 7-17

Master-at-arms, 6-3

Material identification, see Supply procedures

Military organization other than Department of theNavy, 5-1

Military standard requisitioning and issue procedure(MILSTRIP), 7-11

N

Naval organization, 5-9

operating forces, 5-12

shore establishment, 5-14

Navy enlisted classification (NEC), 4-1

P

Personal excellence program, 3-3

Personnel qualification standards (PQS), 1-13

Petty officer of the watch (POOW), 8-1

Petty officer quality control program, 4-2

Petty officer’s authority, 2-1

general, 2-1

lawful orders, 2-2

organizational, 2-1

Petty officer’s insignia, see Insignia

Petty officer’s responsibility, 2-3

reporting violations, 2-7

redress of grievances/complaints ofwrongs, 2-6

Police petty officer, 8-20

Procurement, see Supply procedures

Q

Qualifications history, 4-8

Quarterdeck, POOW, 8-4

R

Record of emergency data, 4-6

Responsibility, petty officer’s, 2-3

reporting violations, 2-3

Rules of the road, POOW, 8-19

S

Safety, organizational, 6-1

Safety, POOW, 8-13

Section leader, 8-20

Security, POOW, 8-11

Service record, 4-6

Shore patrol, 8-21

Small arms, POOW, 8-12

Special evolutions, POOW, 8-15

Special material identification code (SMIC), 7-4

Special programs and projects, 4-3

Special warfare community, 4-4

Stock and control numbers, 7-2

Suicide prevention, 3-13

Supervisory skills, 1-7

conflict resolution, 1-11

continuous improvement, 1-13

evaluating performance, 1-11

feedback, performance, 1-9

leadership continuum, 1-2

INDEX-2

material and safety, 1-8

progress checks, 1-9

status reporting, 1-9

tasking, 1-8

Supply procedures, 7-1

material identification, 7-1

material procurement, 7-11

Supply publications, 7-5

T

Tag-out procedures, 6-5

Training subordinates, 1-14

aids, 1-19

methods and techniques, 1-15

U

Uniform material movement and issue priority system(UMMIPS), 7-16

Uniform, see Insignia, petty officer’s

Uniforms, 2-8

sea-bag inspections, 2-8

V

Violations, reporting of, 2-3

W

Warfare specialist designation, 4-5

Watchstanding, POOW, 8-3

Weather, POOW, 8-15

INDEX-3

Assignment Questions

Information: The text pages that you are to study areprovided at the beginning of the assignment questions.

1

ASSIGNMENT 1Textbook Assignment: “Leadership, Supervision, and Training,” chapter 1, and “Military Justice and Bearing,”

chapter 2.

1-1. Which of the following terms isinterchangeable with fundamentalsof leadership?

1. Total quality leadership2. Motivational theory3. Basic principles of leadership4. Principles of supervision

1-2. The publications that govern the rules andregulations of a petty officer's actions are

1. U.S. Navy Regulations and Manualfor Courts-Martial only

2. U.S. Navy Regulations and StandardOrganization and Regulations of theU.S. Navy only

3. U.S. Navy Regulations, Manualfor Courts-Martial, and StandardOrganization and Regulationsof the U.S. Navy

4. Military Requirements for PettyOfficer Third Class

1-3. An effective leader should recognizethat people as individuals have differentvalues and beliefs.

1. True2. False

1-4. Which of the following traits is/arecommon to all successful leaders?

1. Initiative2. Dedication3. Accountability4. All of the above

1-5. Which of the following statementsexplains the relationship betweenfollowership and leadership?

1. The skills used are opposites2. The skills used are not opposites3. The skills used are unrelated4. The roles are performed separately

1-6. When you realize you have made a wrongdecision, admit your mistake, accept theresponsibility, and

1. criticize others for the mistake2. don’t let subordinates know of your

mistake3. take steps to avoid repeating the error4. do nothing else

1-7. You will be responsible for providingtraining to lower-rated personnel forwhich of the following reason(s)?

1. They may be inexperienced2. They may be poorly trained3. Advancement enhancement4. All of the above

1-8. Not understanding the technical languageof your rate results in which of the follow-ing problems?

1. Poor communication2. Failure to advance in rate3. Misinterpretation of official publications4. All of the above

2

1-9. Human behavior is the result of attemptsto satisfy certain

1. wants2. ideas3. whims4. needs

1-10. Human behavior is classified into which ofthe following number of levels or groups?

1. Five2. Six3. Three4. Four

1-11. What level of human behavior is themost important?

1. Esteem2. Safety-security3. Survival4. Self-actualization

1-12. When dealing with people, you can NOTchange which of the following human traits?

1. Wants2. Thought processes3. Skills4. Emotional makeup

1-13. An effective leader uses personality and skillto motivate and influence people to do a job.

1. True2. False

1-14. When you break a job down into tasks, youare performing what phase of supervision?

1. Directing2. Planning and organizing3. Rewarding and disciplining4. Setting goals

1-15. What series of OPNAV instructionsprovides detailed instructions on awide range of safety concerns?

1. 44002. 51003. 61004. 11200

1-16. In order to judge the progress of a job,which of the following basic questionsmust you answer before you begin the job?

1. Who and what2. When and where3. How4. All of the above

1-17. When reporting status to a superior thereare four “B’s” to remember: Be on time,Be accurate, Be brief, and Be

1. gone2. courteous3. formal4. forceful

1-18. Nominating a subordinate for Sailor ofthe month is an example of what typeof feedback?

1. Positive2. Constructive3. Good4. Praise

1-19. A good rule of thumb to follow when givingfeedback is to correct

1. openly and directly2. in public and praise in private3. in private and praise in public4. when you and the other person have time

3

1-20. If 20% of your people are causing 80% of theproblems, how much of your administrativetime can you expect to spend dealing withthis same 20%?

1. 20% to 30%2. 40% to 50%3. 60% to 70%4. 80% to 90%

1-21. When counseling a subordinate, which of thefollowing is NOT a key point to remember?

1. Be a good listener2. Keep the individual’s problem

confidential3. Help the individual grow in self-

understanding4. All problems are solvable in one session

1-22. During counseling you allow the subordinateto determine the direction of the session.What type of counseling session is this?

1. Self-directed2. Nondirected3. Undirected4. Informal directed

1-23. The Personnel Qualification Standard (PQS)is designed to qualify a Sailor for a specificwatch station at what level?

1. Minimum2. Maximum3. Intermediate4. Expert

1-24. Which of the following methods isused for record keeping in PQS?

1. Chart only2. Computer only3. Either 1 or 2 above4. Sign-off page

1-25. Values is one of the themes used as thefoundation for the Leadership Continuumcourse. Which of the following themes is/arealso used as the foundation?

1. Responsibility and authority2. Unity of command, Navy, and services3. Continuous improvement4. All of the above

1-26. When deciding on a method of teaching,which of the following factors must youconsider?

1. Nature of the trainee2. Subject matter3. Time limitations4. All of the above

1-27. Detailed information on the duties andresponsibilities of a training petty officercan be found in what document?

1. Standard Organization and Regulationsof the U. S. Navy

2. Personnel Qualification StandardsManagement Guide

3. OPNAVINST 3500.344. OPNAVINST 5500

1-28. During class discussions and directed classdiscussions, what method of instruction isused?

1. Telling2. Lecturing3. Facilitating4. Demonstrating

1-29. During a class discussion, what questioningtechnique should be used?

1. Yes or no2. Thought provoking3. Closed ended4. Intimidating

4

1-30. After instruction, when the trainee is requiredphysically to repeat the steps in a procedure,what method of teaching should have beenused by the instructor?

1. Telling2. Lecturing3. Demonstrating4. Discussing

1-31. During a lesson summary, which of thefollowing major aims should be met tohelp the trainee?

1. Identification of subject matter2. Organization of subject matter3. Understanding of subject matter4. All of the above

1-32. An instructor by asking well-directedquestions can make the difference betweena dull lecture and a lively discussion.

1. True2. False

1-33. The technique of asking questions shouldNOT be used to review the lesson ofinstruction.

1. True2. False

1-34. A Navy command with 130 assignedpersonnel is required to have how manypeople appointed to the command trainingteam?

1. 52. 23. 34. 4

1-35. A petty officer receives general authorityfrom what document?

1. Standard Organization and Regulationsof the U.S. Navy

2. U.S. Navy Regulations3. Uniform Code of Military Justice4. Letter of Appointment

1-36. A petty officer receives organizationalauthority from what document?

1. Standard Organization and Regulationsof the U.S. Navy

2. U.S. Navy Regulations3. Uniform Code of Military Justice4. Letter of Appointment

1-37. Any order imposing punishment outside theframework of the Uniform Code of MilitaryJustice (UCMJ) is unlawful.

1. True2. False

1-38. A petty officer can take certain measures tocorrect minor infractions under which of thefollowing articles of the UCMJ?

1. 122. 133. 144. 15

1-39. Extra military instruction (EMI) is classifiedas what type of corrective action?

1. General2. Punitive3. Nonpunitive4. Physical

1-40. EMI can be assigned for what maximumnumber of hours per day?

1. 12. 23. 34. 4

5

1-41. The purpose of EMI is to correct a trainingdeficiency and deprive normal liberty.

1. True2. False

1-42. EMI can NOT be assigned and conductedon the Sabbath.

1. True2. False

1-43. Authority to assign EMI may be delegatedto which of the following lowest levels?

1. E-62. E-73. Junior officer4. Department head

1-44. A privilege is a benefit provided forthe convenience or enjoyment of anindividual.

1. True2. False

1-45. From the list below which is NOTan example of a privilege?

1. Base parking2. Base or ship library3. Normal liberty4. Exchange of duty

1-46. Withholding of a privilege rests with whichof the following authorities?

1. The person in charge of the work center2. The person that grants the privilege3. The chief master-at-arms4. The officer of the deck

1-47. “Authority should be delegated to thelowest level of competence commensuratewith the subordinate’s assigned responsi-bility and capabilities” means which of thefollowing people is accountable for theperformance of a task?

1. Command officer2. Division officer3. Petty officer assigning the task4. Subordinate performing the task

1-48. Your responsibilities as a petty officerend when you are on liberty.

1. True2. False

1-49. When an enlisted person violates a regulationin the presence of both an officer and a pettyofficer, who is responsible for correcting theviolator?

1. Master-at-arms2. Officer3. Petty officer4. Chief petty officer

1-50. Except for a major offense, a person shouldbe put on report only as a last resort.

1. True2. False

1-51. When placing a person on report, youmay orally notify the chain of command(COC).

1. True2. False

1-52. The results of a preliminary inquiry of analleged offense are given to which person?

1. Accuser2. Executive officer3. Master-at-arms4. Command master chief

6

1-53. Under article 31 of the UCMJ special cautionis cited for which of the following areas?

1. Preservation of the accused’s rights2. Right to see the results of inquiry3. Preservation of the identity of the accuser4. Communication with the accuser

1-54. As a member of the armed forces, youbelieve you have been wronged by yourcommanding officer. After due applicationto the commanding officer, you are refusedredress. Under what article of the UCMJmay you complain to any superior officer?

1. 12. 453. 1154. 138

1-55. Who decides which type of court-martialto award?

1. Accuser2. Accused3. Executive officer4. Commanding officer

1-56. Where can you find a list of offenses thatmust be reported?

1. Uniform Code of Military Justice2. Naval Regulations3. Ships’ Organizational and Regulation

Manual4. Code of Conduct

1-57. Hair should be tapered from the lowerhairline upward by at least how manyinch(es)?

1. 1/22. 3/43. 14. 1 1/2

1-58. Pens or pencils used for work maybe worn exposed on the uniform.

1. True2. False

1-59. While in uniform women may wearboth a necklace and a choker.

1. True2. False

1-60. When are sea-bag inspections requiredfor all E-3 and below personnel?

1. Annually2. Biannually3. Upon transfer4. Upon check in at a new command

1-61. Chevrons on rating badges worn on the peacoat of both male and female Sailors measure3 1/4 inches wide.

1. True2. False

1-62. How far from the front and lower edgeof the collar is the collar device placed?

1. 1/2 inch2. 3/4 inch3. 1 inch4. 1 1/2 inches

1-63. The hat device is centered on the front of theball cap how many inch(es) above the visor?

1. 1/22. 3/43. 14. 1 1/4

7

ASSIGNMENT 2Textbook Assignment: “Quality of Life,” chapter 3, and “Career Information,” chapter 4.

2-1. The purpose of quality of life programs is topromote effective use of human resources.

1. True2. False

2-2. Which of the following areas are improvedby the quality of life programs?

1. Management2. Motivation3. Retention4. All of the above

2-3. The Personal Excellence Program focusesexternally on our nation’s schools throughwhat grade?

1. 12th2. 8th3. 6th4. 4th

2-4. Personal Excellence is the achievementof an individual’s potential in which ofthe following areas?

1. Education2. Health/fitness3. Citizenship4. All of the above

2-5. The Navy Skills Enhancement Program(SEP) improves achievement in what area?

1. Rate knowledge2. Rate skills3. Basic competencies4. Advanced competencies

2-6. Foreign languages are NOT part of theeducation external partnership of the SEP.

1. True2. False

2-7. The focus of the citizenship aspect of thePersonal Excellence Program is on whichof the following core values?

1. Responsibilities2. Teamwork3. Patriotism4. All of the above

2-8. The collaborative effort in the PersonalExcellence Partnership Program is amongwhich of the following groups?

1. Navy commands2. Public/private sector organizations3. School or youth organizations4. All of the above

2-9. The long-term goal of the PersonalExcellence Partnership Program promoteswhich of the following efforts?

1. Navy values2. Self-worth3. Responsible citizenship4. Both 2 and 3 above

2-10. Financial management is the responsibilityof every Sailor.

1. True2. False

8

2-11. Information on personal financialmanagement can be found in whatOPNAVINST?

1. 1740.52. 5100.13. 5500.54. 6100.1

2-12. Who set up and established the FamilySupport Program in 1979?

1. President of the United States2. U.S. Congress3. Department of Defense4. CNO

2-13. The Family Support Program does NOTinclude which of the following services?

1. Family Service Center2. Equal Opportunity Program3. Family Home Care Program4. Casualty Assistance Program

2-14. Family Service Centers (FSCs) are onall bases with which of the followingminimum number of active-duty personnel?

1. 1002. 5003. 1,0004. 1,500

2-15. FSCs offer programs for married SailorsONLY.

1. True2. False

2-16. FSC has an information and referralspecialist who provides assistance andmakes specific referrals for servicesand programs available at which of thefollowing facilities?

1. Military bases2. Civilian community agencies3. Both 1 and 2 above4. Seagoing commands

2-17. The subject of spousal employment iscovered as part of the FSC’s preventiveeducation and enrichment program.

1. True2. False

2-18. Short-term counseling is offered throughFSC in which of the following areas?

1. Personal problems2. Financial problems3. Marital problems4. All of the above

2-19. Who established the Family AdvocacyProgram (FAP)?

1. President of the United States2. U.S. Congress3. Department of Defense4. Chief of Naval Operations

2-20. Which of the following goals are relatedto FAP?

1. Domestic violence prevention2. Victim safety and protection3. Rehabilitative education and counseling4. All of the above

9

2-21. FAP should be informed of all allegedcases of abuse and neglect.

1. True2. False

2-22. The Family Home Care (FHC) Programallows spouses of Navy members to provideday care for children in their homes.

1. True2. False

2-23. NAVPERSCOM provides insurancecoverage for child care providers at anominal fee.

1. True2. False

2-24. The nature of naval service dictates thatmembers must be ready to deploy on shortnotice. Therefore, single parents and dualmilitary couples with dependent childrenmust provide which of the followingdocumentation?

1. Family Care Plan Certificate2. Will3. Power of attorney4. All of the above

2-25. The broad purpose of the CasualtyAssistance Program is to offer supportto the next of kin of Navy membersinvolved in a casualty.

1. True2. False

2-26. Officers must have a minimum of how manyyears of service to be a casualty assistancecalls officer?

1. 12. 23. 34. 4

2-27. The objective of the Equal Opportunity (EO)Program is to promote positive commandmorale and quality of life and to provide anenvironment in which all personnel canperform to the maximum of their abilityunimpeded by any institutional or individualbiases based on racial, ethnic, gender, orreligious stereotypes.

1. True2. False

2-28. Equal opportunity must aim toward a Navyenvironment in which consideration andtreatment are equal to all on the basis ofindividual effort, performance, conduct,diligence, and talents.

1. True2. False

2-29. The Command Managed Equal Opportunity(CMEO) Program ensures that equalopportunity exists at the unit level. CMEOis a tool for detecting and preventingdiscrimination.

1. True2. False

2-30. Final responsibility for the effectivenessof the command assessment team remainswith what person?

1. Commanding officer2. Executive officer3. Command Managed Equal

Opportunity Officer4. Command master chief

2-31. Sexual harassment is NOT allowed inwhich of the following situations?

1. On or off duty2. On base/ship3. Off base/ship4. All of the above

10

2-32. Sexual discrimination involves unwelcomesexual advances, requests for sexual favors,and other verbal or physical conduct of asexual nature when used only as rejectionof a person for a job.

1. True2. False

2-33. Although the common application offraternization applies to the officer-enlistedrelationship, fraternization also includesimproper relationships between officermembers and between enlisted personnel.

1. True2. False

2-34. Fraternization is punishable as an offensewhen it is prejudicial to good order anddiscipline or brings discredit to the navalservice according to which document?

1. Naval Regulations2. Ships Organizational and Regulation

Manual3. Uniform Code of Military Justice4. NAVSEAINST

2-35. Conduct that is fraternization is excusedwhen which, if any, of the followingconditions is met?

1. There is mutual agreement2. Parties are in different jobs

at the same command3. Parties later get married4. None of the above

2-36. Which statement is the basis of the Navy’sAlcohol and Drug Abuse Program(NADAP)?

1. Any alcohol use will not be tolerated2. First time drug use can be excused3. Zero tolerance on and off duty, afloat

and ashore4. On liberty what you do is your own

business

2-37. Which of the following programs isthe Navy’s program to combat alcoholand drug abuse?

1. NADSAP2. DAPA3. NDAC4. FSC

2-38. Which of the following responsibilitiesdoes a petty officer have in theprevention of alcohol and drug abuse?

1. Inform seniors of problemsregarding alcohol and drug use

2. Apply common sense3. Educate personnel on the pitfalls

of drugs and alcohol4. All of the above

2-39. The Drug and Alcohol ProgramAdvisors (DAPAs) are responsible foradvising commanding officers on theNavy Alcohol and Drug Safety ActionProgram; setting up command education,prevention, screening, and counselingprograms; and providing aftercare,probationary supervision, motivationaltraining, and referral services.

1. True2. False

2-40. “Right Spirit” is a command-levelcampaign designed for which of thefollowing reasons?

1. Deglamorization of alcohol2. Prevention of alcohol abuse3. Intervention for treatment4. All of the above

11

2-41. Which location offers intense andcomprehensive drug and alcoholrehabilitation for active duty members?

1. Sick bay2. Alcohol Treatment Facilities (ATFs)3. Alcohol Rehabilitation Centers (ARCs)4. All of the above

2-42. What course of action should you take if youare counseling someone and feel that he/sheis at risk of committing suicide?

1. Analyze the person for further symptoms2. Do not leave the person and report your

concern3. Comfort and reassure the person4. Nothing

2-43. To ensure the operational effectivenessof the Navy, every member is expectedto achieve and maintain standards ofphysical readiness and participate in alifestyle that promotes optimal health.

1. True2. False

2-44. Counseling and assistance centers andresidential rehabilitation centers areavailable to help personnel who continuallyfail to conform to Navy PRT standards.

1. True2. False

2-45. To maintain physical readiness, a personshould exercise at least three times a weekfor (a) at least how many minutes totalduration and (b) how many minutes ofcontinuous aerobic activity?

1. (a) 60 (b) 402. (a) 50 (b) 303. (a) 40 (b) 204. (a) 30 (b) 25

2-46. Which of the following areas of physicalreadiness are stressed through GeneralMilitary Training (GMT)?

1. Healthy food choices2. Exercise3. Lifestyle changes4. All of the above

2-47. What is the Navy’s goal for percentageof participation in stress managementawareness programs?

1. 75%2. 85%3. 95%4. 100%

2-48. Concerning back injuries (a) whatpercentage of all service members areaffected and (b) what percentage of lostworkdays are experienced annually dueto back injuries?

1. (a) 60% (b) 10%2. (a) 70% (b) 20%3. (a) 80% (b) 40%4. (a) 90% (b) 50%

2-49. The Military Cash Awards Program(MILCAP), which provides paymentof cash incentives based on the amountof money saved by a suggestion, can befound in which instruction?

1. CNOINST 1650.82. NAVAIRINST 1650.83. NAVPERINST 1650.84. OPNAVINST 1650.8

12

2-50. The civilian housing market is the primarysource of housing for military personnel.This policy was established by which of thefollowing authorities?

1. Chief of Naval Operations2. Chief of Naval Personnel3. U. S. Congress and Department

of the Defense4. U. S. Congress and the President

of the United States

2-51. Single parents in Military Family Housing(MFH) may receive authority for live-inhousekeepers.

1. True2. False

2-52. Dependents of members who die in the lineof duty may keep housing without chargefor 90 days from the death of the member.

1. True2. False

2-53. Every Sailor, with the receipt of permanentchange of station (PCS) orders, receivesdirection to check in with Housing ReferralServices (HRS) before contracting forcommunity housing.

1. True2. False

2-54. HRS provides members with a list ofunits/agents on the sanction list andmembers may enter into contract withagents on the sanction list.

1. True2. False

2-55. The Navy Enlisted OccupationalClassification system consists ofhow many major subsystems?

1. One2. Two3. Three4. Four

2-56. Which document is the official referencefor Navy Enlisted Classification (NEC)?

1. Enlisted Transfer Manual2. BUPERSINST3. Manual of Navy Enlisted Manpower

and Personnel Classifications andOccupational Standards

4. Navy Enlisted Classification System

2-57. What is the focus of the petty officerquality control program?

1. Identify top performers2. Identify behavior deficiencies3. Monitor advancement4. Monitor school assignments

2-58. Which document is a reference for specialprograms and projects?

1. Enlisted Transfer Manual2. BUPERSINST3. Manual of Navy Enlisted Manpower

and Personnel Classifications andOccupational Standards

4. Navy Enlisted Classification System

2-59. To be eligible for brig staff duty, anapplicant must have served a minimumof how many months of active dutyfollowing recruit training?

1. 242. 363. 484. 52

13

2-60. A petty officer NOT eligible for shoreduty may be selected for the U. S. NavalCeremonial Guard.

1. True2. False

2-61. Navy Special Warfare community personnelcan carry both the DV and PJ designator.

1. True2. False

2-62. A candidate for chief warrant officermust have how many years, if any, ofcollege?

1. None2. 23. 34. 4

2-63. The qualifications for Enlisted SurfaceWarfare can be found in what publication?

1. Command instruction2. NAVSEA instruction3. CNO instruction4. OPNAV instruction

2-64. Your enlisted service record belongs to you.

1. True2. False

2-65. On the left-hand side of the service record,the separator is entitled

1. Separator2. Naval History Form3. Career Performance Data4. Certificate of Release or Discharge from

Active Duty

2-66. The page 2 of the service record is the

1. Dependency Application/Recordof Emergency Data

2. Naval History Form3. Enlisted Qualifications History4. Certificate of Release or Discharge

from Active Duty

2-67. The page 4 of the service record is the

1. Dependency Application/Recordof Emergency Data

2. Naval History Form3. Enlisted Qualifications History4. Certificate of Release or Discharge

from Active Duty

2-68. Where in the field service record can youfind a copy of all previously completedpage 4s?

1. Left side2. Left side under the separator3. Right side4. Right side under the separator

2-69. You may be recalled to active duty fromthe fleet reserve list without your consent.

1. True2. False

2-70. After how many total years of service(active-duty and fleet reserve timecombined) are you eligible to be transferredto the retired list?

1. 152. 203. 254. 30

14

ASSIGNMENT 3Textbook Assignment: “Military Organization,” chapter 5.

3-1. What article of the Constitution providesthat the executive power shall be vested ina President of the United States?

1. V2. II3. III4. IV

3-2. The President is the administrative headof what branch of the government?

1. Executive2. Legislative3. Judicial4. Congressional

3-3. The President may order the armed forcesinto military action before Congress declareswar.

1. True2. False

3-4. Who heads the military chain of commandwithin the Department of Defense?

1. President2. Joint Chiefs of Staff3. Secretary of Defense4. Department of the Army

3-5. Who is the principal advisor to the Presidenton defense policy?

1. Joint Chiefs of Staff2. Secretary of Defense3. Commandant of the Marine Corps4. Secretary of the Navy

3-6. The chairman of the Joint Chiefs of Staffoutranks all other officers in the armedforces.

1. True2. False

3-7. There are a total of how many unifiedcombatant commands?

1. Nine2. Six3. Five4. Four

3-8. In what year was the Departmentof the Air Force established?

1. 19472. 19493. 19504. 1951

3-9. As part of our military team, the Armyfocuses on what type of operations?

1. Land2. Special3. Air4. Joint

3-10. On what date was the United StatesNavy founded?

1. August 7, 17982. April 30, 17893. July 1, 17764. October 13, 1775

15

3-11. What office monitors and evaluatescongressional proceedings and actionsthat effect the Department of the Navy?

1. Office of Information2. Office of the General Counsel

of the Navy3. Office of Program Appraisal4. Office of Legislative Affairs

3-12. What office provides legal services withinthe Department of the Navy in all areasexcept business and commercial law?

1. Office of Program Appraisal2. Office of the General Counsel

of the Navy3. Office of the Judge Advocate General4. Assistant Secretary of the Navy

3-13. As an Assistant Secretary of the Navy,the Comptroller of the Navy is responsiblefor

1. financial management2. shipbuilding and logistics3. research, engineering, and systems4. manpower and reserve affairs

3-14. The Chief of Naval Operations is the secondmost senior officer in the Navy.

1. True2. False

3-15. The Master Chief Petty Officer of the Navyis assigned to what immediate office?

1. Chief of Naval Personnel2. Chief of Naval Operations3. Secretary of the Navy4. Assistant Secretary of the Navy

3-16. What person advises the Chief of NavyPersonnel on all matters regarding enlistedmembers and their dependents?

1. Chief of Naval Operations2. Master Chief Petty Officer of the Navy3. Secretary of the Navy4. Vice Chief of Naval Operations

3-17. The operating forces of the Navy arecombat or combat-support oriented.

1. True2. False

3-18. A task force (TF) is a subdivision of a fleet.

1. True2. False

3-19. What is the Navy’s primary source ofimmediate mobilization manpower?

1. Individual Ready Reserve2. Standby Reserve3. Selected Reserve4. Retired Reserve

3-20. The Military Sealift Command is operatedby the Navy for all armed services.

1. True2. False

3-21. U.S. Naval Forces Europe consists onlyof forces assigned by the CNO or fromthe Atlantic Fleet.

1. True2. False

3-22. The U. S. Naval Forces Central Command’sarea of responsibility includes which of thefollowing areas?

1. Mediterranean2. Middle East3. Continental United States4. South America

16

3-23. The Atlantic Fleet’s area of responsibilityincludes which of the following areas?

1. Mediterranean2. Middle East3. Cuba4. Antarctica

3-24. The Pacific Fleet’s area of responsibilityincludes which of the following areas?

1. Southeast Asia2. Arctic Ocean3. U. S. west coast4. Both 2 and 3 above

3-25. Shore commands answer directly toCNO to carry out their missions.

1. True2. False

3-26. What command plans the amount ofeducation and training needed by Navypersonnel to meet manpower requirements?

1. CHNAVPERS2. CNET3. DIRSSP4. COMNAVDOCCOM

3-27. What command has central authorityfor ship and nuclear power safety?

1. COMNAVSUPSYSCOM2. COMNAVSEASYSCOM3. COMNAVFACENGCOM4. COMSPAWARSYSCOM

3-28. What command is responsible for research,development, test, evaluation, procurement,and logistic support in aviation-related areas?

1. COMSPAWARSYSCOM2. DIRSSP3. COMNAVFACENGCOM4. COMNAVAIRSYSCOM

3-29. What command develops supplymanagement policies and methods?

1. DIRSSP2. COMNAVSUPSYSCOM3. COMSPAWARSYSCOM4. COMNAVDOCCOM

3-30. What command acquires and disposes ofreal estate for the Navy and manages Navyfamily housing?

1. COMNAVSEASYSCOM2. COMNAVSUPSYSCOM3. COMNAVFACENGCOM4. COMSPAWARSYSCOM

3-31. What command researches, develops,tests, evaluates, and procures airborneand shipboard electronics?

1. COMSPAWARSYSCOM2. COMNAVSUPSYSCOM3. COMNAVAIRSYSCOM4. COMNAVFACENGCOM

3-32. What command’s mission is toorganize, train, and equip computerand telecommunications activities?

1. DIRSSP2. COMNAVDOCCOM3. COMNAVCOMTELCOM4. COMNAVMETOCCOM

3-33. What command’s mission is to develop,produce, and support fleet ballistic missileand strategic weapon systems?

1. DIRSSP2. COMNAVDOCCOM3. COMNAVSEASYSCOM4. COMSPAWARSYSCOM

17

3-34. What command’s mission is to collect,interpret, and apply atmospheric and oceanicdata for safety and strategic and tacticalplanning?

1. COMNAVSEASYSCOM2. COMNAVMETOCCOM3. COMNAVFACENGCOM4. COMNAVSECGRUCOM

3-35. What command provides, operates, andmaintains an adequate naval security group?

1. ONI2. COMNAVSECGRUCOM3. CNET4. COMNAVSPACECOM

3-36. What command is responsible for shore-based education and training of Navy,certain Marine Corps, and other personnel?

1. CHNAVPERS2. BUMED3. DIRSSP4. CNET

3-37. What command is responsible for thedevelopment of naval concepts andintegrated naval doctrine?

1. COMNAVLEGSVCCOM2. COMNAVDOCCOM3. CHNAVPERS4. BUMED

3-38. What command oversees DoN's intelli-gence and security requirements andresponsibilities?

1. COMNAVSECGRUCOM2. COMNAVSAFCEN3. COMNAVLEGSVCCOM4. ONI

3-39. What command administers the legalservice program within the Navy?

1. DIRSSP2. COMNAVLEGSVCCOM3. COMNAVSECGRUCOM4. COMNAVSAFCEN

3-40. What command provides direct spacesystems support to naval forces and helpsprepare the naval service for larger spacesystems involvement?

1. COMNAVSAFCEN2. COMNAVSECGRUCOM3. COMNAVSPACECOM4. ONI

3-41. What command enhances the war-fightingcapability of the Navy and Marines byarming our Sailors, Marines, and civilianswith the knowledge they need to save livesand preserve resources?

1. COMNAVSAFECEN2. COMNAVSECGRUCOM3. COMNAVSPACECOM4. ONI

3-42. The United States Marine Corps is partof the Department of the Navy.

1. True2. False

3-43. What is the largest government agencyin the United States?

1. DoD2. DoN3. USN4. CNO

18

3-44. What organization is presidentially charteredand mandated by Congress to developballistic and cruise missile defense systemsthat are capable of providing a limiteddefense of the United States?

1. Defense Advanced Research ProjectsAgency

2. Ballistic Missile Defense Organization3. Defense Intelligence Organization4. Defense Information Systems Agency

3-45. What organization assists the militarydepartments in their research anddevelopment efforts?

1. Defense Intelligence Agency2. Defense Contract Audit Agency3. Defense Finance and Accounting Service4. Defense Advanced Research Projects

Agency

3-46. What agency is responsible for providing anefficient and effective worldwide system forreselling groceries and household supplies?

1. Defense Contract Audit Agency2. Defense Finance and Accounting Service3. Defense Commissary Agency4. Defense Logistics Agency

3-47. What agency is responsible for making allpayments, including payroll and contracts,for DoD?

1. Defense Finance and Accounting Service2. Defense Information Systems Agency3. Defense Legal Service Agency4. Defense Commissary Agency

3-48. The Defense Information Systems Agencyis a combat support agency.

1. True2. False

3-49. What agency provides foreign intelligenceand counterintelligence support to theSECDEF and the Chairman of the JointChiefs of Staff?

1. Defense Information Systems Agency2. Defense Threat Reduction Agency3. Defense Security Service4. Defense Intelligence Agency

3-50. Who serves as the director of the DefenseLegal Services Agency?

1. General Counsel of the DoD2. Joint Chiefs of Staff3. JAG4. SECDEF

3-51. The Defense Logistics Agency is NOTresponsible for the acquisition of weaponsfor the military services.

1. True2. False

3-52. What agency is responsible for polygraphresearch, education, training, andexaminations?

1. Defense Threat Reduction Agency2. Defense Security Service3. Defense Intelligence Agency4. Defense Legal Services

3-53. What agency is responsible for threatreduction to the United States and itsallies from nuclear, biological, chemical,and other special weapons?

1. Defense Security Agency2. Defense Intelligence Agency3. Defense Information Systems Agency4. Defense Threat Reduction Agency

19

ASSIGNMENT 4Textbook Assignment: “Safety and Hazardous Materials Information for the Petty Officer,” chapter 6, and

“Supply Procedures,” chapter 7.

4-1. The division safety petty officer has ultimateresponsibility for safety matters within thedivision.

1. True2. False

4-2. On the command level the safety councilmeets at what intervals?

1. Monthly2. Bimonthly3. Annually4. Biannually

4-3. In which document would you find the basicguidelines and standardized procedures fortag-outs?

1. Standard Organization and Regulationsof the U.S. Navy

2. Basic Military Requirements3. Hazard Communication Standard4. Hazardous Material Control and

Management

4-4. An equipment tag-out bill providesprocedures for which of the followingactions?

1. Prevention of improper operation ofequipment in an abnormal condition

2. Operation of unreliable instrument3. PMS4. All of the above

4-5. How many documents does the tag-outlog contain?

1. One2. Two3. Three4. Four

4-6. In a tag-out log, the front of the record sheetcontains the

1. record sheets that have been clearedand completed

2. tag-out index and record of audits3. copy of the main instruction and other

amplifying directives for administeringthe system

4. name of the system or component, serialnumber of the tag-out, date/time of tag-out issue, and reason for the tag-out

4-7. On non-nuclear powered ships, auditsfor tag-outs are required at what minimuminterval?

1. Every 2 weeks2. Every 3 weeks3. Monthly4. Quarterly

4-8. Occupational Safety and HealthAdministration (OSHA) passed a regulationthat requires all civilian and militaryemployees of the federal government tocomply with what regulation?

1. Hazardous Material Control andManagement

2. Hazard Material and RefuseManagement

3. Hazard Communication Standard4. Hazardous and Toxic Material Disposal

20

4-9. To protect your rights and to ensurepersonnel comply with OSHA andEnvironmental Protection Agency (EPA)regulations, the Navy established whatprogram?

1. Hazardous Material Control andManagement

2. Hazard Material and RefuseManagement

3. Hazard Communication Standard4. Hazardous and Toxic Material

Disposal

4-10. The Hazardous Materials InformationSystem (HMIS) is a computerizeddatabase of which of the following items?

1. Hazardous Material User’s Guide(HMUG)

2. Material Safety Data Sheets (MSDSs)3. Ship Hazardous Material List

(SHML)4. Hazardous Material Afloat Program

(HMAP) Management Guide

4-11. HMIS is distributed on CD-ROM every

1. week2. 2 weeks3. month4. quarter

4-12. For information on cleaning solvents, referto which of the following chapters in theNaval Ships’ Technical Manual (NSTM)?

1. 6702. 6603. 6314. 630

4-13. Storage areas for chlorinated-cleaningsolvents should be monitored regularlyby the

1. command duty officer2. fire marshal3. engineer officer4. gas-free engineer

4-14. For enclosed storage spaces that containchlorinated solvents, an air change isrecommended every

1. 1 minute2. 2 minutes3. 3 minutes5. 4 minutes

4-15. When handling organic-cleaning solvents,wear which of the following personalprotective equipment (PPE)?

1. Neoprene gloves2. Safety splash goggles3. Protective coveralls4. All of the above

4-16. In addition to wearing PPE for organic-cleaning solvents, you must wear anoxygen breathing apparatus (OBA) andnotify the gas-free engineer if vaporsaccumulate over how many parts permillion?

1. 502. 1003. 1504. 200

4-17. Mission Oriented Protective Posture(MOPP) procedures used to establishlevels of readiness for a chemical agentattack are flexible.

1. True2. False

4-18. The risk of a chemical, biological,and radiological (CBR) threat can becategorized into how many levelsof probability?

1. One2. Two3. Three4. Four

21

4-19. During what MOPP level is individualprotective equipment issued?

1. One2. Two3. Three4. Four

4-20. During what MOPP level will theindividual protective mask be main-tained in carrier and on person?

1. One2. Two3. Three4. Four

4-21. During what MOPP level will individualsdon chemical protective overgarments?

1. One2. Two3. Three4. Four

4-22. During what MOPP level will individualsdon their protective masks?

1. One2. Two3. Three4. Four

4-23. Which of the following periods is themaximum time a closure or fitting maybe logged open?

1. One watch period2. During normal working hours3. 12 hours4. 24 hours

4-24. Items requiring special managementcontrol because the material is essentialto the protection of life or is relativelyvaluable and easily can be converted forpersonal use are called

1. expendable items2. replacement items3. controlled equipage4. consumable items

4-25. Which system is responsible for naming,describing, classifying, and numbering allitems carried under centralized inventorycontrol by DoD and civil agencies of thefederal government?

1. Federal catalog2. Navy supply3. Local supply4. National supply

4-26. Stock and control numbers used to identifyand order material in the supply system areknown by which of the following terms?

1. National stock numbers2. Navy item control numbers3. Local item control numbers4. All of the above

4-27. A national stock number (NSN) consistsof a total of how many digits?

1. 92. 113. 124. 13

4-28. The national item identification number(NIIN) identifies each item of supply usedby which of the following organizations?

1. Department of Defense2. North Atlantic Treaty Organization3. Both 1 and 2 above4. United Nations

22

4-29. A Navy item control number (NICN) hashow many characters?

1. 92. 113. 124. 13

4-30. The NICN code for the Cog I stocknumber for forms is

1. LF2. LK3. LP4. LL

4-31. A cognizance (cog) symbol has how manyalphanumeric characters?

1. Five2. Two3. Three4. Four

4-32. The first character of a cog symbol usedfor material purchased by the defensestock fund and held in the Navy stockaccount is

1. 12. 73. 34. 9

4-33. Special material identification codes(SMICs) are assigned to certain itemswhen their technical integrity is notimportant.

1. True2. False

4-34. Let’s assume that you do not have astock number for an item and cannotlocate it in the allowance lists. Whichof the following means may be of useto identify the item?

1. Manufacturer’s part number2. Nameplate3. Contractor’s service bulletin4. All of the above

4-35. The Management List-Navy (ML-N)and NAVSUP P-485 provide you withinformation for submitting accurate anderror-free requisitions.

1. True2. False

4-36. The ML-N is the basic publicationrelating to national stock number (NSN)management data.

1. True2. False

4-37. On the ML-N what information is in thecolumn under ACTION CODE?

1. A one-position alpha code thatdesignates the type of action requiredby the file maintenance computer toenter/update/delete data in variouscyclic or master files

2. The routing identifier of themanaging activity, which is apotential source of supply

3. A code indicating how and underwhat restrictions an item will beacquired

4. A code representing the number ofunits of issue included in the first tie,wrap, or container in which the NSNis prepared for shipment

23

4-38. On the ML-N what information is in thecolumn under REPAIRABILITY CODE?

1. A one-position alpha code thatdesignates the type of action requiredby the file maintenance computer toenter/update/delete data in variouscyclic or master files

2. The routing identifier of themanaging activity, which is apotential source of supply

3. A one-position code that indicateswhether or not an item is repairable

4. A code representing the number ofunits of issue included in the first tie,wrap, or container in which the NSNis prepared for shipment

4-39. On the ML-N what information is in thecolumn under COGNIZANCE CODE?

1. A one-position alpha code thatdesignates the type of action requiredby the file maintenance computer toenter/update/delete data in variouscyclic or master files

2. The routing identifier of themanaging activity, which is apotential source of supply

3. A one-position code that indicateswhether or not an item is repairable

4. A code designating a segment ofmaterial for management by aspecific inventory manager and thefunding involved

4-40. Because of space limitations on theML-N, the length of an item name hasbeen restricted to how many characters?

1. 112. 133. 154. 19

4-41. For definitions and explanations ofthe various codes used in the columnsof the ML-N, refer to FEDLOG,NAVSUP P-2002.

1. True2. False

4-42. The Afloat Shopping Guide (ASG),NAVSUP P-4400, is designed to assistfleet and Navy supply support personnelin identifying an NSN for those items ofsupply which do not have a part/referencenumber.

1. True2. False

4-43. The ASG consists of how many volumes?

1. Seven2. Five3. Three4. Four

4-44. The Coordinated Shipboard AllowanceList (COSAL) is both a technical and asupply document.

1. True2. False

4-45. The COSAL is based on equipmentnomenclature data contained in thecomputerized Weapons System Fileat the Ships Parts Control Center.

1. True2. False

4-46. Exemptions from using MILSTRIP forordering material through the Navy supplysystem are listed in Operating ProceduresManual for MILSTRIP/MILSTRAP,NAVSUP P-437.

1. True2. False

24

4-47. Which of the following forms is/areused to order material?

1. DD Form 13482. DD Form 1348-63. DD Form 11494. All of the above

4-48. NAVSUP Form 1250-1 is used for whichof the following reasons?

1. To improve inventory controlprocedures

2. To report consumption under themaintenance data system (MDS)

3. To procure materials and services4. All of the above

4-49. For non-NSN requirements, NAVSUPForm 1250-2 consolidates the informationpreviously submitted on two forms,NAVSUP Form 1250-1 and DD Form1348-6.

1. True2. False

4-50. The Single Line Item Requisition SystemDocument (Manual), DD Form 1348,should not be used to follow up, modify,cancel, or trace previously submittedrequisitions.

1. True2. False

4-51. Codes are used extensively in MILSTRIPrequisitioning because there is limitedspace on the DD Form 1348 card. Whatmaximum number of alphanumericcharacters can be placed on the card?

1. 502. 603. 704. 80

4-52. If the NSN is not available for arepair part, what form should youuse to requisition the part?

1. NAVSUP Form 1250-12. DD Form 13483. DD Form 1348-64. DD Form 1149

4-53. Message requisitions are submitted ina specified format and must conveythe same data that is required on whichof the following forms?

1. NAVSUP Form 1250-12. DD Form 1348 or 1348-63. DD Form 11494. NAVSUP Form 1250-2

4-54. An urgency of need designator (UND)is assigned by which activity?

1. CNO2. NAVSEA3. NAVSUP4. Activity requisitioning the material

4-55. Which of the following letters is usedin the UND to convey that the activity'sability to perform one or more of itsprimary missions will be impaired untilthe material is received?

1. A2. B3. C4. D

4-56. Under the Uniform Material Movementand Issue Priority System (UMMIPS),what is the highest two-digit prioritydesignator (PD)?

1. 012. 113. 134. 15

25

4-57. The casualty reporting (CASREP) systemcontains five types of reports: initial,update, correct, resubmission, and cancel.

1. True2. False

4-58. What type of CASREP report, if any,is submitted when equipment is backin operational condition?

1. Resubmission2. Correction3. Cancellation4. None

4-59. In most cases when any of your equipmentfails, you first trace the trouble to adefective part and then prepare whatdocument?

1. DD Form 11492. CASREP3. NAVSUP Form 1250-1 or

DD Form 13484. Message report

26

ASSIGNMENT 5Textbook Assignment: “Military Responsibilities and Duties,” chapter 8.

5-1. When is the petty officer of the watch(POOW) the primary enlisted assistantto the officer of the deck (OOD)?

1. At sea2. In port3. On watch on the bridge4. On watch in battle conditions

5-2. For detailed information on preparing navalcorrespondence, you should refer to whatdocument?

1. Department of the Navy CorrespondenceManual, SECNAVINST 5216.5

2. Preparing, Maintaining and Submittingthe Ship’s Deck Log, OPNAVINST3100.7B

3. U.S. Navy Regulations4. Standard Organization and Regulations

of the U.S. Navy

5-3. The commanding officer, officer in charge,or the person acting in either position mustpersonally sign which of the followingdocuments?

1. Those which establish policy2. Those which make changes to

the command’s mission3. Those required by law or regulation4. All of the above

5-4. If signature authority has been delegatedto the leading petty officer, which of thefollowing documents is he/she NOT allowedto sign?

1. Service record pages2. Special request chits3. DD 2144. 3M weekly schedule

5-5. The basic requirements for maintainingthe ship's deck log are contained in whichof the following documents?

1. U.S. Navy Regulations2. Standard Organization and

Regulations of the U.S. Navy3. Both 1 and 2 above4. Naval Ships’ Technical Manual

5-6. At times deck logs may be used inwhich of the following legal actions?

1. Naval courts2. Admiralty proceedings3. Civilian courts4. All of the above

5-7. If you make a mistake in a deck log,you must take what corrective action?

1. Use white out2. Scratch out the error3. Tear out the page and rewrite the entry4. Draw a single line through the mistake

5-8. Deck log entries must be clear, concise,accurate, and be

1. signed by the commanding officer2. typewritten3. preceded by the time of occurrence4. written in red ink

5-9. The overall responsibility for the decklog belongs to the

1. OOD2. JOOD3. POOD4. CDO

27

5-10. To confirm that the ship's casualty alarms areoperating properly, the POOW tests themduring what watch?

1. 0800 - 12002. 1200 - 16003. 1600 - 20004. 2000 - 2400

5-11. Deck log entries regarding the status of theship (moored, anchored, in dry dock, etc.),location, services being received, shipspresent, and senior officer present afloat(SOPA) are made during what watch?

1. 2000 - 24002. 1600 - 20003. 1200 - 16004. 0000 - 0400

5-12. What log contains information on policychanges and routine items, such as libertycall times?

1. Security log2. Passdown log3. Visitor’s log4. Deck log

5-13. The level of security of a command isdetermined by the

1. OOD when assuming the watch2. sensitivity of different parts of the

command and/or the state of prevention,such as attacks by terrorists

3. population on the ship at the time4. presence of the commanding officer

5-14. What security force is called away by analarm when there is an unauthorized entryby an unknown person?

1. Shore Patrol2. Base police3. Security Alert Team4. Roving patrol

5-15. There is only one reason to surrenderyour weapon to an unauthorized person.

1. True2. False

5-16. The use of deadly force is justified only underconditions of extreme necessity as a lastresort when all lesser means have failed orcannot reasonably be employed and onlyunder one or more explicit circumstances.

1. True2. False

5-17. Which naval authority has defined the termdeadly force?

1. SECNAV2. NAVSEA3. OPNAV4. NAVPERS

5-18. Normally how many magazines areissued with a pistol?

1. One2. Two3. Three4. Four

5-19. When the pistol has a lanyard attached,what must be done during exchange ofthe pistol to the next watch stander?

1. Keep the lanyard around your neckuntil your relief has positive controlof the pistol

2. Keep the lanyard at your side so itwon’t get in the way

3. Keep the lanyard in your hand thatdoesn’t hold the pistol

4. Detach the lanyard from the weaponduring the exchange

28

5-20. When there are five rounds in a magazine,you can see the brass casing of a bullet inwhat opening from the bottom of themagazine?

1. First2. Second3. Third4. Fourth

5-21. Side boys are NOT paraded on what day?

1. Payday2. Saturday3. Sunday4. Any holiday

5-22. Side boys are NOT paraded during whichof the following times?

1. Between sunset and 08002. Meal hours3. General drills4. All of the above

5-23. An informal visit of courtesy requiring nospecial ceremonies is a/an

1. sight visit2. call3. look and see4. informal request

5-24. When a gun salute is prescribed on arrival,it is fired as the visitor approaches and is

1. at the first step onto the deck2. still inside transportation3. still clear of the side4. on deck

5-25. When a gun salute is not prescribed onarrival and a flag or pennant is to bedisplayed during the visit, the flag is brokenat which of the following points of the pipe?

1. End2. Start3. Either 1 or 2 above4. During

5-26. When a visitor is ready to leave the ship,the guard presents arms; all persons on thequarterdeck salute; and ruffles and flourishes,followed by music, is sounded. What happensnext?

1. “Two” is sounded2. Anthem is played3. Flag or pennant is displayed4. Visitor is piped over the side

5-27. When a gun salute is directed upondeparture, it is fired

1. at the visitor’s first step off the deck2. when the visitor is getting in/on

transportation3. when the visitor is clear of the side4. while the visitor is still on deck

5-28. The POOW should notify the OOD of achange during any 1-hour period in thebarometric pressure reading of a minimumof how many inches?

1. 0.052. 0.023. 0.034. 0.04

5-29. What instrument is designed to measurebarometric pressure?

1. Thermometer2. Aneroid barometer3. Wind vane4. U-tube manometer

5-30. What is the average atmospheric pressureat sea level in inches of mercury?

1. 30.302. 29.923. 28.324. 25.92

29

5-31. What weather condition(s) does ananemometer measure?

1. Temperature and pressure2. Wind speed and direction3. Atmospheric temperature4. Speed of ocean currents

A.B.C.D.

Up to 38 miles per hour39 to 54 miles per hour55 to 73 miles per hour74 miles per hour and above

Figure 5A

IN ANSWERING QUESTIONS 5-32 THROUGH5-35, REFER TO FIGURE 5A. SELECT THECORRECT WIND SPEEDS FOR EACH OF THEFOLLOWING WARNINGS.

5-32. Gale warning

1. A2. B3. C4. D

5-33. Hurricane warning

1. A2. B3. C4. D

5-34. Small craft warning

1. A2. B3. C4. D

5-35. Storm warning with tropical winds

1. A2. B3. C4. D

5-36. As POOW, you will be required to makesure the anchor lights and the aircraftwarning lights are turned on at sunsetand turned off at sunrise when the shipis in which of the following conditions?

1. Moored2. Under tug support3. At sea4. Piloted through narrow waterways

5-37. How many minutes before sunset shouldthe ship’s anchor lights be tested?

1. 602. 303. 204. 15

5-38. The anchor lights must be visible on a clearnight for how many nautical miles?

1. 52. 23. 34. 4

5-39. The anchor ball, displayed in the forwardpart of the ship, is what color(s)?

1. Red2. Orange3. Black4. Black and white

5-40. Which of the following factors will determineif a PO3 is assigned as a section leader?

1. Size of the command2. Number of personnel assigned

to his or her duty section3. Both 1 and 2 above4. Number of the departments

in the command

30

5-41. As a section leader, you report to whatperson after normal working hours?

1. LPO2. OOD3. CDO4. Department duty officer

5-42. Which, if any, of the following responsi-bilities belong to the police petty officer?

1. Apprehending violators2. Keeping the quarterdeck clear

of unauthorized personnel3. Serving as court liaison4. None of the above

5-43. When you are assigned as a temporarymaster-at-arms, how long is the usual tourof duty?

1. 1 month2. 3 months3. 6 months4. 12 months

5-44. Authority to create a shore patrol outside thecontinental limits of the United States hasbeen delegated to naval area representativesby the

1. President of the United States2. U.S. Congress3. SECNAV4. CNO

5-45. When serving on shore patrol overseas,you apprehend an unauthorized absenteewho presents an orderly appearance andis obviously returning to base. You shouldpermit the Sailor to proceed.

1. True2. False

5-46. Shore patrol personnel should never acceptconcessions, such as favors or gifts.

1. True2. False

5-47. When standing shore patrol duties, younormally have jurisdiction over militarydependants (civilians) and military personnel.

1. True2. False

5-48. Enlisted shore patrol personnel shouldapprehend an officer only when situationsoffer no alternative.

1. True2. False

5-49. When apprehending members of the oppositesex, it is never permissible to have physicalcontact.

1. True2. False

5-50. A squad at full strength normally consistsof how many personnel?

1. 102. 113. 124. 13

5-51. A platoon consists of a minimum of howmany squads?

1. One2. Only two3. Two or more4. Only three

5-52. A company consists of how many platoons?

1. One2. Only two3. Two or more4. Only three

5-53. Quick time is cadence at how many steps perminute?

1. 302. 603. 1204. 240

31

5-54. Slow time is cadence at how many steps perminute?

1. 152. 303. 604. 120

5-55. For quick time, at the command MARCH,step off smartly with the left foot andcontinue the march in steps of what lengthin inches?

1. 252. 303. 354. 40

5-56. For back step, at the command BACKWARDMARCH, take steps straight to the rear inwhat length of step in inches?

1. 152. 203. 254. 30

5-57. For a column right, on the command columnright, MARCH, what pivot angle is taken tothe right?

1. 45 degrees2. 50 degrees3. 65 degrees4. 90 degrees