Military Requirements for Petty Officer First Class - Navy Tribe

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

NONRESIDENTTRAININGCOURSE

November 1991

Military Requirementsfor Petty OfficerFirst ClassNAVEDTRA 14145

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.

COMMANDING OFFICERNETPDTC

6490 SAUFLEY FIELD RDPENSACOLA, FL 32509-5237

ERRATA #1 22 Sep 1997

Specific Instructions and Errata forTraining Manual

MILITARY REQUIREMENTS FOR PETTY OFFICER FIRST CLASS

1. No attempt has been made to issue corrections for errors in typing,punctuation, etc.

2. In the training manual, delete the information under the followingheading, which begins on page 2-8 and ends on page 2-27.

Heading"Enlisted Performance Evaluation Report"

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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.

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.

1991 Edition Prepared byMMC(SW) David S. Love and

BMC Mark R. Williams

Published byNAVAL EDUCATION AND TRAINING

PROFESSIONAL DEVELOPMENTAND TECHNOLOGY CENTER

NAVSUP Logistics Tracking Number0504-LP-026-7990

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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.”

CONTENTS

CHAPTER Page

l. U. S. Naval Tradition....... . . . . . . . . . . . . . . . . . . . . . . 1-1

2. Leadership and Administrative Responsibilities . . . . . . . . 2-1

3. Programs and Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

4. Professional Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . 4-1

5. Military Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1

6. Safety and Survival . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1

7. Damage Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1

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

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INTRODUCTION TO MILITARYREQUIREMENTS AND THE NAVAL

STANDARDS

The United States Navy has always placedgreat emphasis on the pride and professionalismof its personnel. In keeping with this strongtradition, the Navy has taken a different approachin teaching military subjects by developingindividual military requirements training manuals.These manuals are divided into the basic militaryrequirements (BMR) for apprenticeships andadvanced requirements for third class, secondclass, first class, chief petty officers, and seniorand master chief petty officers. These manualscover the MINIMUM naval standards requiredfor advancement in rate.

The purpose of the separate manuals for eachrate is to define more clearly the duties andresponsibilities of the petty officer at each rate.That simply means if you are studying for advan-cement to first class petty officer, you will studymaterial that applies to the first class. This is notto say that a first class petty officer performs onlyat that level. Many times the needs of the servicerequire a first class petty officer to fill the billetof a more senior petty officer or a commissionedofficer. That has always been the case and willcontinue to be true.

Because the manuals have been separatedaccording to rate, you can now study the requiredmaterial at the appropriate time in your career.

NAVAL STANDARDS

Naval standards (NAVSTEs) are thosequalifications which specify the minimumknowledges required of all enlisted personnel in

the Navy. Your knowledge of NAVSTDs will betested on the military/leadership examination.Unlike the Navy occupational standards, whichstate the tasks enlisted personnel are required toperform, naval standards, for the most part, statethe knowledge required.

NAVSTDs encompass military requirements,essential virtues of professionalism and pride ofservice in support of the oath of enlistment, andmaintenance of good order and discipline. Theyalso include knowledges pertaining to the well-being of Navy personnel that directly contributeto the mission of the Navy.

NAVSTDs apply to all personnel at thespecified paygrade except where specificlimitations are indicated. Primarily two factorsmake these qualifications necessary—the basicrequirements of duty at sea and the requirementsof duty in an armed force. For example, all Navypersonnel must know certain elements ofseamanship and must be prepared to assume battlestation duties. Both men and women must learnthe general orders for a sentry, be able to standa security watch, and possess certain skills andknowledges needed for their own protection andsurvival. Certain other qualifications, mainly inclerical and administrative duties, have beenadded to the military and seagoing requirementsbecause knowledge of them is important for allenlisted personnel regardless of occupationalspecialty.

This training manual covers the navalstandards (military requirements) for petty officerfirst class.

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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://courses.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: [email protected]: Comm: (850) 452-1001, Ext. 1826

DSN: 922-1001, Ext. 1826FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC (CODE 314)6490 SAUFLEY FIELD ROADPENSACOLA FL 32509-5237

For enrollment, shipping, grading, orcompletion letter questions

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Address: COMMANDING OFFICERNETPDTC (CODE N331)6490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

NAVAL RESERVE RETIREMENT CREDIT

If you are a member of the Naval Reserve, youwill receive retirement points if you areauthorized to receive them under currentdirectives governing retirement of NavalReserve personnel. For Naval Reserveretirement, this course is evaluated at 11 points.(Refer to Administrative Procedures for NavalReservists on Inactive Duty, BUPERSINST1001.39, for more information about retirementpoints.)

COURSE OBJECTIVES

In completing this nonresident training course,you will demonstrate a knowledge of the subjectmatter by correctly answering questions on thefollowing: U.S. naval tradition; leadership andadministrative responsibilities; programs andpolicies; professional responsibilities; militaryrequirements; safety and survival; and damagecontrol.

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Student Comments

Course Title: Military Requirements for Petty Officer First Class

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CHAPTER 1

US. NAVAL TRADITION

LEARNING OBJECTIVES

Learning objectives are stated at the beginning of each chapter. Theselearning objectives serve as a preview of the information you should learn inthe chapter. By successfully completing the nonresident training course(NRTC), you indicate you have met the objectives and have learned theinformation. The learning objectives for chapter 1 are listed below.

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

1. Describe the striking forces of the U.S. Navy.

2. Describe the “TRIAD” of the strategic nuclear forces.

3. Identify the U.S. Navy’s geographic areas of concern.

4. Identify the applications of the U.S. Navy weapons systems.

5. Describe the types of readiness training and inspections conducted to maintain the U.S. Navy’s condition of readiness.

U.S. Navy sea power.

INTRODUCTION TO SEA POWER

A nation can only measure the strength of itssea power by its ability to use the sea to further itsnational objectives. It must be able to use the sea

for this purpose despite any threat created byrivals or competitors.

The elements of sea power enable a seadependent nation to project and maintain itspolitical, economic, and military strengths

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seaward and beyond. Some of these elements areships, aircraft, weapons, and trained personnel.Equally important are the shore establishment,well-situated bases, commercial shipping, andinternational alignments. The following elementsdetermine a nation’s capacity to exercise seapower:

• The characterpopulation

• The character of

and number of its

its government

• The soundness of its economy

• Its industrial efficiency

• The development of its internalcommunications

• The quality and number of its harbors

• The extent of its coastline; and the locationof its homeland, bases, and overseasterritories with respect to sea communica-tions

The ability to project sea power could be injeopardy, and eventually lost, if any of theseelements are weak or lacking.

THE NAVY’S ROLE IN THENATIONAL SECURITY POLICY

The United States national security policystrives to preserve our freedom with ourinstitutions and values intact. We are a globalpower with global interests and obligations. TheNavy must be prepared to act at any time toensure national security while limiting crises,controlling escalation, or stopping a conflict. Wemust be able to deal with a wide range of threatsto our freedom.

If the United States is to continue to exist aswe know it today, it must have a policy thatrecognizes its worldwide commitments. Navalforces underline America’s commitments andinterests everyday by their presence near friendly,neutral, and hostile shores. This presence assertsand reinforces principles of international law andfreedom of the seas on a continuing basis.

Naval forces can be sent to crisis areas at lowcost by comparison with other military forces.Naval forces require no access or overflight rightsand can stay on station indefinitely. Naval forcesleave behind no physical reminders of their

presence; however, their ability to come and goat will is a strong symbolic reminder of theirpresence. Since World War II, the U.S. Navy hasbeen instrumental in handling internationalincidents that require the use of military force.

NAVAL MARITIME STRATEGY

The United States seeks to deter war; but whenany country starts hostilities or conflict, theUnited States defends itself and its allies.

National military strategy rests on threebasic pillars: DETERRENCE, FORWARDDEFENSE, and ALLIANCE SOLIDARITY.When deterrence fails to prevent an enemy’sattack, the United States responds in one of fourforms. It (1) meets force with force at the pointof attack, (2) increases the intensity of the conflict,(3) alters the geographic width of the conflict, or(4) controls the duration of fighting.

Maritime superiority enables us to deny theenemy any advantage through expansion. It alsoallows us to take the conflict to an area where theenemy does not want to fight. The flexibility ofsea power permits us to outflank a foe, causingan enemy to spread its forces around its perimeter.This tactic requires the enemy to commit a greatnumber of personnel and materials to defend itsotherwise secure flank. The enemy must defenditself against our submarines, surface ships,aircraft, missiles, mines, and amphibious andspecial forces. With secure sea-lanes the Navy hasthe ability to outlast any aggressor.

Any major conflict involves our allies, and werecognize the importance of their contributions.The Navy structures its forces, to the extentpossible, to take advantage of the role allied navalforces play. Allied capabilities in mine warfare,air defense, submarine operations, and maritimepatrol are important elements in maintainingmaritime superiority.

Maritime superiority for the United States isa necessity. The Navy must be able in time ofemergency to venture into harm’s way. It mustbe able to control air, surface, and subsurfaceareas to assure access to all the oceans of theworld. The Navy must ensure that access and meetits operational requirements despite therequirement for a smaller Navy. To do this, itmaintains the combat readiness of its ships withthe most modern technology and with therecruitment of dedicated and well-trainedpersonnel.

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STRATEGIC NUCLEARDETERRENCE

Today, the United States’ deterrent to theSoviet Union’s threatening array of nuclear capa-bilities is a TRIAD of strategic nuclear forces.These forces consist of BALLISTIC MISSILES,INTERCONTINENTAL BALLISTIC MISSILES(ICBMs) and LONG-RANGE BOMBERS.

The unique qualities of each leg of the TRIADcombined provide a level of flexibility that cannotbe attained by each alone. The TRIAD enhancesour employment options and complicates enemydefensive and offensive planning. It serves as ahedge against possible violations of arms controllimitations and reduces the impact of newtechnological advances. The U.S. Air Force, withits long-range bombers and ICBMs, and the U.S.Navy, with its sea-launched ballistic missiles,provide part of the TRIAD.

U.S. AIR FORCE ROLE

Our land-based intercontinental ballisticmissiles are unsurpassed in readiness andimmediate reaction capability. They can belaunched quickly, and their capability to survive isvery high. The Strategic Air Command’s (SAC)intercontinental ballistic missile force consists ofMinuteman missiles and Peacekeeper ICBMs,

which are deployed in Minuteman silos. SAC’smanned bombers are the most flexible element ofthe TRIAD. SAC can use bombers as a mannedpenetration, as a cruise missile launch platform,or in support of conventional operations. It can useB-52 G/H and B-1B bombers to penetrate defenses.

U.S. NAVY ROLE

Deterrence of war has been the sole missionand basic reason for the existence of the fleetballistic missile submarine since its inception in1960. The submarine program is the Navy’shighest priority program. As an essentialcornerstone of the national security policy, thisprogram functions as a survivable and dependableleg of the strategic deterrent TRIAD. Thesubmarine leg of TRIAD consists of older fleetballistic missile submarines (nuclear propulsion)(SSBNs) armed with Poseidon C-3 or Trident C-4missiles and new Trident submarines carryingTrident C-4 missiles. Remaining at sea about 55percent of the time, these submarines have theirmissiles targeted at sites in the Soviet Union andEastern Europe. Tridents carry 24 submarine-launched ballistic missiles (SLBMs) comparedwith 16 in earlier submarines. The United Statesnow has 20 Trident submarines scheduled forconstruction.

The carrier task group, and essential element of power projection.1-3

The chance of a strategic nuclear attack on theUnited States is low. The results of such an attackwould be catastrophic. The TRIAD has beendeveloped and maintained to deter nuclear attack.Similarly, the Soviet Union has developed and ismaintaining powerful strategic forces of its own.Our objective is to obtain the following conditionsof essential equivalence:

1. Prevent Soviet strategic nuclear forces frombecoming effective instruments of politicalleverage or coercion.

2. Maintain nuclear stability.3. Offset advantages in force characteristics

possessed by the Soviets by U.S.advantages in other characteristics.

4. Ensure U.S. strategic forces are not, norare they perceived to be, inferior inperformance to those of the Soviet Union.

The credibility of our TRIAD as perceived bypotential opponents and allies is very important.If they perceive that our TRIAD does not existor is weak, regardless of the facts, it will no longerserve to deter an attack.

This condition of essential equivalence shouldproduce a mutual deterrence that is so stable itwill not be upset in a crisis. The United Statesseeks to maintain this stability through acombination of specific, equitable, and verifiablearms control agreements.

GEOGRAPHICAL AREAS OFCONCERN IN U.S. FLEET

ORGANIZATION

Four American fleets (Second, Third, Sixth,and Seventh) stand worldwide watch. Each servesthe Navy's basic mission of protecting nationalsecurity. The Second Fleet, commanded byCommander in Chief, Atlantic Fleet (CINC-LANTFLT), operates from the world’s largestnaval base at Norfolk, Virginia. It patrols thewestern Atlantic across some of the world’s mostimportant trade routes. Ships and personnel ofthe Second Fleet rotate with those of the SixthFleet. The Commander in Chief, U.S. NavalForces Europe (CINCUSNAVEUR), commandsthe Sixth Fleet, which moves in the nearlylandlocked Mediterranean Sea. We could describethe Sixth Fleet as “keeper of the doors.”

The Mediterranean has been an influentialfactor in world affairs since the dawn of history.Gibraltar, the front door of the Mediterranean,

is a vital commercial choke point. Whether it isopen or closed, it affects the destiny of nations.The Mediterranean also has a side door—theBosporus and Dardanelles—through which Sovietships enter. The Arab-Israeli wars in June 1967and November 1973 produced a marked increasein the size of the Soviet Mediterranean force.From a previous high of 23 ships, Soviet navalstrength rose from 35 to 40 vessels. This periodwas the first time in recent years the Soviets hadso deliberately used their fleet to support theirforeign policy. Since the war in the Middle East,a stepped-up program of Mediterranean port visitsby Soviet ships seems clearly aimed at increasingSoviet influence in that area. The level of Sovietnaval activity provides additional reasons for thecontinued presence of a strong Sixth Fleet. TheSixth Fleet is built around two attack carriers andan amphibious striking force with an embarkedMarine Corps battalion landing team. Since theSoviet Union maintains a submarine force in theMediterranean, the United States has increasedthe frequency of deployment of its antisubmarinegroups to the Mediterranean from the Atlantic.

Across the world from the Mediterranean, theCommander in Chief, Pacific Fleet (CINCPAC-FLT), commands the Third and Seventh Fleets.The Third Fleet, operating off the west coast ofthe United States, trains the personnel and shakesdown the ships that rotate to the Seventh Fleet.The Seventh Fleet operates in the western Pacificand Indian Ocean regions.

In recent years Soviet naval forces in thePacific have grown in size and capability. Withthe fall of South Vietnam, the Soviets establisheda large naval base at Cam Ranh Bay. This baseprovides them with the capability to react rapidlyto world events in the western Pacific.

STRIKING FORCES OF THE U.S.NAVY

A strike is an attack intended to inflict damageto, seize, or destroy an objective. A striking forceis a force composed of appropriate units necessaryto conduct strike, attack, or assault operations.

The mobility and versatile power of navalstriking forces make them ideal instruments forenforcing national military policy. In peacetime,unsettled world conditions require the Navy’sreadiness to instantly apply force. The existenceof a naval striking force may serve as a stabilizinginfluence to inhibit the outbreak of hostilities.

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Our conflict with Iraq is an example of howhostilities sometimes occur in spite of attempts tosettle international disputes by other means. Asshown by this conflict, our carrier striking forcetakes prompt and decisive action to meet nationalobjectives.

Mobility is one of the striking forces’ greaterassets. It increases the prospect for surpriseattacks from any point bordering enemy landareas surrounded by navigable waters. Strikingforces provide a wide range of weapons systems forclose or long-range distances. Task forcesorganized primarily for striking force operationsare carrier, surface, and submarine strike forces.These forces operate independently or together asneeded.

AIRCRAFT CARRIER BATTLEGROUP

The aircraft carrier battle group (fig. 1-1) is avital part of the Navy’s overall ability to counteraggression successfully and to protect vital sea-lanes. Geographically, economically, politically,and culturally, the United States is overseasoriented.

Because the United States is essentially anisland nation, it must have the ability to influenceinternational affairs favorably. During conflict,the United States must be able to engage anddefeat any enemy far from American shores. Atthe same time, it must protect the vital lines ofcommunications.

The United States frequently deploys navalforces to areas near hostile bases and operatingareas far from continental U.S. bases. Thesedeployments place demanding requirements uponthe capabilities of U.S. naval forces. These forcesmust be able to counter air, surface, andsubmarine threats simultaneously when theenemy selects more than one method of attack.

The aircraft carrier serves as the key memberof a powerful and mobile naval task force. It usesantisubmarine aircraft, attack and fighter aircraft,and surface and subsurface escorts. These air,surface, and subsurface escorts provide thegreatest naval power that can be assembled tocounter all types of threats at sea.

The carrier battle group has the mobility tooperate where it can be most effective against anyforces threatening the United States’ free use ofthe seas. It also has the sensors and weaponsneeded to defeat these threats. The carrier is acompletely outfitted and equipped mobile airoperating base for projecting power ashore. Thisfunction requires close air support andinterdiction aircraft. (Interdiction is an attack onsupply lines. It is an attempt to destroy railroads,bridges, electric power plants, and so forth, tocripple the support of enemy front lines withminimum effort.) These aircraft are able to defeatall modern aircraft; penetrate missile-defendedtargets; and conduct precision day, night, and all-weather bombing. They perform the demandingtasks of reconnaissance and surveillance.

The United States must maintain a convincingpeacetime presence in trouble spots of the world

Figure 1-1.—USS America carrier task group.

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to prevent conflicts that are adverse to U.S.interests. The carrier battle group can quicklyrespond to crises in areas where U.S. interestsrequire a military presence. The carrier canremain offshore to show America’s interest inaffairs ashore. The carrier battle group and itsassociated naval units have the means to respondto almost any event.

Aircraft carrier battle groups contributedirectly to the United States’ capability to countera major Warsaw Pact attack against the NorthAtlantic Treaty Organization (NATO). Thesemobile forces help keep major sea-lanes openagainst potential threats. Together with otherservices, they provide major offensive initiativesshould a NATO/Warsaw pact war or lesser conflictoccur. Carrier-based tactical aircraft can wageconcentrated tactical air power in remote areas ofthe world where the United States does not haveland bases.

SUBMARINE FORCES

Historically, the mission of a submarine hasbeen to seek and destroy both combatant andnoncombatant enemy surface ships. Now the

primary mission of the submarines is to seek anddestroy enemy submarines. The advent of thenuclear-powered ballistic missile submarine addedan entirely new mission—the delivery of ballisticmissile attacks against assigned shore targets.

In 1955 the Chief of Naval Operations orderedthe development of a weapons system capable oflaunching a missile from a submerged submarine.The system was to be able to hit any point on theearth’s surface with a nuclear warhead—acomplex engineering feat never achieved inhistory. The system was envisioned to have threebasic components—missiles, a launching platform,and a navigation system that would continuouslyshow the ship’s position under all conditions.

The United States launched its first fleetballistic missile (FBM) submarine, GeorgeWashington, SSBN-598, in June 1959. It contained16 launching tubes equipped with Polaris A-1,1200-nautical-mile-range missiles. The submarineconducted its first successful test on 20 July 1960off Cape Canaveral. In November 1960, the FBMsystem became operational when GeorgeWashington deployed on its first 60-day patrol.Since then, several versions have been developed,including the Poseidon and the Trident.

Trident I C4 FBM.

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The latest version, and by far the deadliest andmost versatile, is the Trident C-4 underseanuclear weapons system. Its longer-range missiles,larger submarines, and complete U.S. “homeports,” have increased combat readiness and cutthe operating costs of the FBM force. Trident isthe name of the entire weapons system, includingsubmarines, missiles, and base. The Tridentmissile can reach enemy targets from both theAtlantic and Pacific Oceans, thus makingexpensive overseas ports unnecessary for Tridentsubmarines. In addition, the Trident I missile hasbeen adapted for use with our present Poseidonsubmarines. This has increased the missile rangeto 4,000 nautical miles. All Trident submarineshave exceeded their performance design specifica-tions in speed and quietness and have successfullylaunched Trident (C-4) test missiles. Both thePoseidon and Trident missiles have a multiplewarhead capability.

Figure 1-2 shows the Trident submarine, USSOhio, SSBN 726. Trident submarines arereplacing the aging fleet ballistic missilesubmarines built during a short period in the1960s. They will replace Poseidon submarines bythe late 1990s.

In 1980 the Navy began development of a newsubmarine-launched ballistic missile, the TridentII (D-5), with improved accuracy, extended range,and greater payload. Eventually all Tridentsubmarines will be configured to carry Trident IImissiles.

SURFACE ACTION GROUP (SAG)

Task force or group commanders include intheir operation orders provision for SURFACEACTION GROUPS (SAGS), which can be detachedto perform certain missions. They prepare a battleplan for these forces to follow

Figure 1-2.—USS Ohio (SSBN-726).

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Figure 1-3.—Surface action group.

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during surface action. However, they normallyuse such forces only as one element in acoordinated strike by both air and surface units.Commanders detach surface action groups inspecial situations; for example, to destroy isolatedor crippled enemy surface units, to conduct shorebombardment, or for surface reconnaissancemissions. Normally, though, aircraft are theprincipal agents for tactical reconnaissance. Airaction usually takes place before a surfaceengagement or occurs during the engagement. Anair strike before a surface engagement maysurprise the enemy forces to such an extent thatthe surface action becomes a pursuit of dis-organized enemy forces. It may also slow enemyforces so that the task force or battle group canengage enemy forces with surface-to-surface fireor missiles outside the enemy surface missileenvelope. Task force or group commanders mayalso use aircraft for spotting gunfire and ship-launched missiles. Figure 1-3 shows a surfaceaction group.

AMPHIBIOUS FORCES

Amphibious operations conducted to establisha landing force on a hostile shore achieves severalpurposes. First, they allow our forces to pursuefurther combat operations. Second, they allowour forces to obtain a site for an advanced navalor air base. And third, they deny the use of anarea or facilities to the enemy.

AMPHIBIOUS WARFARE has special signi-ficance for every person in the Navy. It integratesnearly all types of ships, aircraft, weapons, andlanding forces in a concerted military effortagainst a hostile shore. The ability to conductamphibious operations effectively is a measure ofa nation’s competence in applying the elementsof sea power and air power in a coordinatedeffort. A nation’s competence in applying seapower and air power in a coordinated effort servesas a measure of its ability to conduct effectiveamphibious operations.

The usefulness of the amphibious operationstems from the mobility and flexibility of itsforces; that is, the ability to concentrate balancedforces and to strike with great strength at selectedpoints in the hostile defense system. Anamphibious operation uses the element of surpriseand capitalizes upon enemy weaknesses. The merethreat imposed by the existence of powerfulamphibious forces may convince the enemy tospread out concentrated forces. This may resultin expensive and wasteful efforts by the enemyin defending the country’s coastline.

Amphibious assaults must be conducted in theface of certain additional and special difficulties.Natural forces, such as unfavorable weather, seas,and surf, represent hazards not normallyencountered in land warfare. Ships encountermany logistics problems. They must loadthousands of troops and large quantities ofmaterial so that they can be unloaded in theproper sequence. They then must move thesetroops and materials to the objective area and landthem on open beaches or landing zones, whichmay be under enemy fire. All such problemsrequire special attention to detailed planning.

The closest cooperation and most detailedcoordination among all forces taking part in anamphibious operation are essential to success. Theforces must be trained together. Each force musthave a clear understanding of its mutual obliga-tions, special capabilities, and problems.

Amphibious striking forces normally includeNavy and Marine Corps forces but may includepersonnel from every service of the armed forces.These forces are integrated into a taskorganization to form a single cohesive amphibiousstriking force capable of executing its mission withutmost efficiency. The keynote of successfulamphibious operations is the complete coordina-tion and unity of effort among all the participatingelements of land, sea, and air forces. Thiscoordination and unity achieved successes in theconduct of amphibious operations during WorldWar II, the Korean conflict, and the Vietnamconflict. These successes are direct results of theclose relationships developed among our armedforces.

NAVAL WARFARE

NAVAL WARFARE is a conflict in which atleast one of the opponents is operating from thesea with surface ships, submarines, or sea-basedaircraft. Naval warfare involves three major areas:SURFACE, SUBSURFACE, and AIR. Each ofthese areas has its own operating characteristics,and each has its own particular strengths andlimitations.

The art of naval warfare entails a nation’s useof surface, submarine, and air forces in a mannerthat exploits the strengths and minimizes theweaknesses of each. This objective has led tosurface, submarine, and air forces operatingtogether in mutual support. Their commonobjective is to gain advantages over the enemy byworking together to improve offensive capabilities

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USS Oliver Hazard Perry (FFG-7).

USS Texas (CGN-39).

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and decrease the weaknesses of each navalcomponent. Each U.S. naval force has the fullcapacity in all three warfare areas to carry out thetask of meeting a multidimensional threat similarto that of U.S. naval forces. U.S. naval forcesalso carry out fundamental tasks and supportingtasks.

The FUNDAMENTAL WARFARE TASKSare as follows:

• ANTIAIR WARFARE (AAW). AAW isthe destruction of enemy aircraft and airborneweapons, whether launched from air, surface,subsurface, or land. AAW consists of all themeasures used in achieving air superiority.

• ANTISUBMARINE WARFARE (ASW).ASW is the destruction or neutralization of enemysubmarines. The aim of ASW is to prevent theeffective use of submarines by the enemy.

• ANTISURFACE SHIP WARFARE(ASUW). ASUW is the destruction orneutralization of enemy surface combatants andmerchant ships. The aim of ASUW is to preventthe effective use of surface warships and cargo-carrying vessels by the enemy.

• STRIKE WARFARE. Strike warfare is theuse of conventional or nuclear weapons in thedestruction or neutralization of enemy targetsashore. It includes, but is not limited to, attackson an enemy’s strategic nuclear forces andbuilding yards. It also includes attacks onoperating bases from which an enemy can conductair, surface, or subsurface operations against U.S.or allied forces.

• AMPHIBIOUS WARFARE. Amphibiouswarfare consists of attacks launched from the seaby naval forces and by landing forces embarkedin ships or craft. The purpose of these attacks isto allow forces to land on an enemy shore.Amphibious warfare includes fire support oftroops in contact with enemy forces using closeair support or shore bombardment.

• MINE WARFARE. Mine warfare is theuse of mines and mine countermeasures to controlsea or harbor areas. It involves laying minefieldand countering enemy mine warfare throughthe destruction or neutralization of enemy mine-field.

The SUPPORTING WARFARE TASKS areas follows:

• SPECIAL WARFARE. Special warfareinvolves naval operations generally accepted asbeing nonconventional in nature and, in manycases, conducted with secrecy. Special warfare,which often accomplishes basic warfare tasks,includes special mobile operations, unconven-tional warfare, coastal reconnaissance, and certaintechnical intelligence operations.

• OCEAN SURVEILLANCE. Oceansurveillance is the observation of ocean areas todetect, locate, and classify selected air, surface,and subsurface targets. It also involves providingthe information to users in a timely manner. Atarget may be hostile, neutral, or friendly. Oceansurveillance provides a current operational settingby which Navy commanders can decide whetherto deploy forces.

• INTELLIGENCE. Intelligence is theassessment and management of informationobtained via surveillance, reconnaissance, andother means. Intelligence forces use thisinformation to produce timely warnings and toindicate the location, identification, intentions,technical capabilities, and tactics of potentialenemies. Current and complete intelligence,correctly interpreted, permits military decisionsto be based on accurate knowledge of the enemy’sforces and capabilities.

• THE NAVY COMMAND ANDCONTROL SYSTEMS (NCCS). NCCS providesthe means to exercise the authority and directionof naval forces in the accomplishment of theirmission. The NCCS coordinates its operationswith the national command, control, andcommunications system. NCCS is under thedirection of the national command authority (thePresident, the Secretary of Defense, and the JointChiefs of Staff). These systems ensure thecoordination of all warfare efforts. The Army,Air Force, and naval forces of the United Statesand those of our allies could not fulfill theirmissions without effective and well-organizedcommand, control, and communications systems.

• ELECTRONIC WARFARE. Electronicwarfare involves electronic support for all warfaretasks. Electronic warfare ensures the effective useof the electromagnetic spectrum by friendly forceswhile determining, reducing, or preventing its use

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by an enemy. It also assists in the detection andtargeting of hostile forces while making detectionand targeting of friendly forces more difficult forthe enemy.

• LOGISTICS. Logistics is the resupply ofcombat consumables to combatant forces duringoperations. It may often be a major factor indetermining the success or failure of an operation.A principal aim of naval logistics is to make theoperating forces as independent as possible ofoverseas bases. Sealift provides most suppliesneeded to support U.S. naval forces and other U.S.combatant and allied forces. The U.S. maritimemobility forces consist primarily of ships of theMilitary Sealift Command, various ships held inreserve, and the U.S. merchant marine.

U.S. NAVY WEAPONS ANDSYSTEMS

Since the Civil War, when armored, steam-propelled warships first were combat-tested, theU.S. Navy has used the latest technology in allnaval warfare applications.

For more than 40 years, the U.S. Navy hasdeveloped systems and tactics to protect itself fromair attacks. Since the end of World War II, severalgenerations of antiship missiles have emerged asan air threat to the fleet. These antiship missilescan be launched from under the sea, from thesurface of the sea, and from aircraft above the sea.Many can be launched several hundred miles

away. The attacks can be coordinated so thatseveral missiles arrive almost simultaneously, andsome of the missiles have a nuclear capability.

A survivable Navy in the modern world musthave the latest surveillance techniques,information processing capabilities, and platformsthat can effectively deliver weapons whereverneeded.

AEGIS

The shipboard integrated AAW combat weaponssystem (Aegis) is the most capable surface-launched missile system the Navy has ever put tosea. The system was designed as a total weaponssystem with capabilities that range from detectionto destruction of enemy targets. The system canperform search, track, and missile-guidancefunctions simultaneously with a track capacity ofover 100 targets. It can defeat an extremely widerange of targets. It can defeat very high- to verylow-altitude antiship cruise missiles and mannedaircraft, flying at both supersonic and subsonicspeeds. Aegis is reliable even in the most severe ofenvironmental conditions, both natural and man-made. Aegis can operate simultaneously in allmodes of warfare: antiair, antisubmarine, andantisurface. The system can also perform forcecoordination.

The surface Navy’s Aegis provides area defensefor the battle group. It also provides a clear airpicture for more effective deployment of F-14Tomcat and F/A-18 Hornet aircraft. It

F-14 Tomcat.

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F/A-18A Hornet.

enables fighter aircraft to concentrate more on theouter air battle while Aegis cruisers anddestroyers concentrate on the battle group areadefense. The highly accurate Aegis weaponssystem reduces the use of other valuable assets. Aslong as our “blue-water” Navy must steam intoharm’s way in carrying out assigned missions, itwill require a formidable antiair warfarecapability. Aegis has given AAW forces a decided

edge for the present. It also promises to givethe fleet an extremely capable AAW systemthrough-out the turn of the century. This willbe done through planned upgrades to thestandard missiles, the introduction of verticallaunchers, and evolutionary improvements toAegis itself.

Aegis is installed on all Ticonderoga-classcruisers (fig. 1-4). A system compatible with

Figure 1-4.—USS Ticonderoga (CC-47).

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destroyers will be installed on new Arleigh Burke-class destroyers (fig. 1-5).

SURFACE-LAUNCHED MISSILES

The mission of surface-launched missiles,shown in figures 1-6 and 1-7, is to engage andintercept aircraft, antiship missiles, and surfaceships. Standard-1 (SM-1) and Standard-2 (SM-2),medium-range (MR), and extended-range (ER)missiles have a cylindrical airframe. The airframetapers into a radome, four fixed dorsal fins, andfour independently movable steering controlsurfaces.

Standard-1 (RIM-66) is a medium-range (MR),surface-launched missile employing passive orsemiactive homing. It is propelled by an integraldual-thrust rocket motor, SM-1 MR is installed on

FFG-, DDG-, CG-, and CGN-class ships equippedwith Aegis and a Tartar combat system. Standard-2MR incorporates midcourse guidance, whichallows programming of the missile for radarsearch only. The missile is redirected in midflightand then again during the terminal homing phase.SM-2 MR is installed on the DDG- and CGN-typeships and on Aegis CG-class ships.

Standard-1 (RIM-67) is an extended-range(ER), surface-launched missile employing passive/semiactive homing or midcourse commandguidance. It is propelled by a detachable rocketbooster and an integral sustainer rocket motor.SM-1 ER is installed on CGN-, CG-, and DDG-37-class ships equipped with Terrier combat systems.Standard-2 ER incorporates the same midcourseguidance as the MR version.

Figure 1-5.—USS Arleigh A. Burke (DDG-51).

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Figure 1-6.—Rim-66 standard surface-to-air missiles.

Figure 1-7.—Rim-67A extended-range standard missile.

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HARPOON ANTISHIP CRUISEMISSILE

Figure 1-8 shows the HARPOON ANTISHIPCRUISE MISSILE, a medium-range, rocket-boosted, turbo-sustained cruise missile. It can belaunched from surface ships, submarines, oraircraft (without the booster). It is effectiveagainst hostile surface targets such as combatantsand surfaced submarines.

The Harpoon missile uses a solid-propellant tolaunch it from a variety of surface ship launcherconfigurations including Tartar rails,antisubmarine rocket (ASROC) cells, or deck-mounted canisters. When launched fromsubmerged submarines, a sealed capsule protectsthe Harpoon missile in the torpedo tube. The

capsule then floats to the surface, where boosterignition occurs and the missile boosts from thecapsule. Following a surface or an air launch, theHarpoon flies a programmed, low-trajectory pathto the target. An onboard computer providesinflight attitude reference and midcourseguidance. Target location is provided by a self-contained active radar seeker. Terminal guidanceuses the radar seeker, or passive homing, in anelectronic countermeasure (ECM) environment. A500-pound high-explosive (HE) warhead with acontact fuse accomplishes target destruction.

PHALANX CLOSE-IN WEAPONSSYSTEM

Figure 1-9 shows the PHALANX CLOSE-INWEAPONS SYSTEM. The Phalanx is the Navy’s

Figure 1-8.—RGM-84A Harpoon antiship missile.

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first all-weather, automatic-controlled gun systemdesigned to provide defense against close-in, sea-skimming cruise missiles that penetrate outerdefense systems. The main technical achievementof Phalanx is its closed-loop radar spotting andtracking ability. With closed-loop spotting, thefire-control guidance system can simultaneously

locate the threat target and the projectiles of thePhalanx. It then automatically corrects the aim ofthe gun toward the target. The gun fires 20-mm,high-density penetrating projectiles at 3,000rounds per minute. The self-contained system canbe readily installed on any ship, from patrol boatto aircraft carrier.

Figure 1-9.—Phalanx.

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PHOENIX AIR-TO-AIR MISSILE

The PHOENIX AIR-TO-AIR MISSILE, shownin figure 1-10, was introduced into the fleet withthe F-14 aircraft in 1974. The missile, along withthe weapons control system of the F-14, candestroy hostile air targets with conventionalwarheads in all weather. The system cansimultaneously track 24 hostile air targets andlaunch six missiles against six different targets.The missile has great range and interceptcapability against high-speed, high- and low-altitude maneuvering targets.

TORPEDOES

The Mk-48 torpedo, shown in figure 1-11, is along-range, deep-depth, wire-guided, acoustic

homing torpedo. It is designed to combat fast,deep-diving nuclear submarines and high-performance surface ships. The Mk-48 can operatewithout wire command guidance and can useactive or passive homing or both. When launched,it executes target search, acquisition, and attackprocedures. If the Mk-48 misses the target, it willexecute multiple reattacks. The Mk-48 is carriedby all U.S. submarines, including strategic missilesubmarines that use it as a self-defense weapon.

The Mk-46 torpedo is designed for launchingfrom surface combatants and fixed- and rotary-wing aircraft. It is a primary antisubmarineweapon used by Navy surface ships. The Mk-46 isan acoustic homing torpedo operating in either anactive or a passive mode. If a target is not

Figure 1-10.—AIM-54A Phoenix

Figure 1-11.—Mk-48 torpedo.

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acquired in the passive mode, the torpedo convertsto the active mode.

TOMAHAWK CRUISE MISSILE

The Tomahawk, shown in figure 1-12, is a long-range, subsonic cruise missile. The Tomahawk canbe a conventionally armed antiship version forantisurface warfare, a conventionally armed land-attack version, and a nuclear armed land-attackversion.

The Tomahawk is an all-weather submarine-launched or surface combatant-launched antishipor land-attack cruise missile. After launch, a solid-

propellant rocket booster propels the missile untila small turbofan engine takes over for the cruiseportion of the flight. The land-attack version ofTomahawk has an inertial and terrain-matchingguidance system.

The antiship version has a modified Harpooncruise missile guidance system. This systempermits Tomahawk to be fired and to fly at lowaltitude in the general direction of an enemywarship to avoid radar detection. At aprogrammed distance, the missile begins an activeradar search to seek, acquire, and hit the targetship.

Figure 1-12.—BGM-109 Tomahawk.

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Tomahawk is a highly survivable weaponagainst predicted hostile defense systems. Radardetection is difficult because the missile has a verysmall cross section and flies at low altitude.Similarly, infrared detection is difficult becausethe turbofan engine emits a low level of heat. Theantiship variant of Tomahawk uses a combinedsearch radar and passive detection of enemyelectronic radiation to detect a hostile ship at greatrange.

READINESS TRAINING IN THEU.S. NAVY

Readiness is defined as the ability of a force,a unit, a weapons system, or an equipment todeliver the output for which it was designed.Readiness includes the ability to deploy andemploy without unacceptable delays.

To meet the sea power challenge, the U.S.Navy continually conducts readiness training. Thisreadiness training includes refresher training,routine drills, exercises, and inspections.

REFRESHER TRAINING

REFRESHER TRAINING is designed to turna materially ready and manned ship into a shipthat is fully capable of performing its assignedmission. The Navy operates two refresher traininggroups, one on each coast of the United States.The Atlantic group is located at Guantanamo Bay,Cuba; the Pacific group is located at San Diego,California. Refresher training consists ofinspections, exercises, drills, and battle problems.These are designed to test every capability of theship. Refresher training normally takes about 5weeks to complete under the watchful eye of arefresher training group. A ship must repeat allexercises failed during this period until it receivesa passing grade. Upon completion of refreshertraining, the ship is ready for deployment.

ROUTINE DRILLS

After refresher training the ship must holdfrequent drills to keep the crew in top shape.These may be of the operational, emergency,administrative, or special type. Ships base all drillson the ship’s bills and the basic bills outlined inStandard Organization and Regulations of theU.S. Navy, OPNAVINST 3120.32B. Ships holdroutine drills to ensure qualified personnel areassigned, bills are correct, and all equipment is

on hand and in working condition. Drills mayseem repetitive, but this repetitiveness producesa set of automatic responses by crew members thatprepares them for any event. General quarters isthe most important drill held. A general quartersdrill covers various bills that provide for exerciseof the entire crew. It allows for damage-control,gun-crew, missile-firing, and medical-team drillsall at once. Other frequently held drills arecollision, man overboard, abandon ship, andrescue and assistance. Through routine drills eachperson in the crewthe most stressful

INSPECTIONS

will be able to perform underconditions.

To ensure ships and crews are prepared tomeet operational commitments, higher authorityholds several formal inspections. Theseinspections ensure the ship is safe to operate andadministrative procedures are correct. They alsoensure the ship is prepared to operate in wartimeconditions and in battle. We will briefly cover fourof the most important inspections conducted.

Operational ReadinessInspection (ORI)

One of the most important inspections shipsreceive is the OPERATIONAL READINESS IN-SPECTION (ORI). Unit commanders normallyperform these inspections while the ship isunderway with the crew at battle stations or withcondition watches set. Type commanders placeheavy emphasis on the ORI. This inspection teststhe ability of the crew and ship to operate in battleunder wartime conditions. The most importantexercise is a lengthy and realistic battle problemwith the crew at general quarters. Normally theship will fire actual weapons during the exercise.Defense against all forms of attack will be testedalong with damage-control, collision, andabandon-ship drills.

Propulsion Examination Board(PEB) Inspection

The PROPULSION EXAMINATION BOARD(PEB) INSPECTION is conducted to ensure thepropulsion system is safe to operate. It alsodetermines the adequacy of the administrative andoperating procedures directly related to thepropulsion plant and the capability of assignedpersonnel to maintain equipment and systems.

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Administrative Inspection

Type commanders normally perform annualADMINISTRATIVE INSPECTIONS. They holdthese inspections to ensure ships follow correctrecord setup and administrative procedures. Theseinspections give the greatest attention to the ship’splanned maintenance system (PMS).

Board of Inspection andSurvey (INSURV)

Based on Navy Regulations, the BOARDOF INSPECTION AND SURVEY (INSURV)examines each naval ship at least once every 3years, if practical. The inspection determines theship’s material condition; if found unfit forcontinued service, the ship must report to higherauthority. Higher authority schedules theseinspections without the knowledge of the com-manding officer. However, the commandingofficer may request an INSURV through officialchannels when needed. Other duties of the boardof inspection and survey include the following:

1. Conduct acceptance trials and inspectionsof all ships and service craft before theiracceptance for naval service.

2. Conduct acceptance trials and inspectionsof one or more aircraft of each type ormodel before final acceptance for navalservice.

3. Perform such other inspections and trialsof naval ships, service craft, and aircraftas directed by the Chief of Naval Opera-tions.

EXERCISES

Our naval forces conduct various exerciseswith our allies throughout the year. Theseexercises reinforce and demonstrate theprofessionalism of the various navies to operatetogether in a sophisticated environment againsta three-dimensional threat. They may be large-or small-scale exercises. Some take as long as 2years to plan. One recent NATO exercise consistedof more than 160 ships, 250 aircraft, andapproximately 7,000 ground force personnel from10 countries. Through the various treaties andpacts the United States has entered into, we arecommitted to the defense of half the land areasof the world. Without sea power to keep the linesof communications open and supply our allies,

we cannot keep our commitment to these treaties.Conducting military exercises with our allies sendsa signal to our adversaries that we can keep thesecommitments.

SUMMARY

The mission of our Navy is to be prepared toconduct prompt, sustained combat operations atsea in support of the national interests of theUnited States. Today’s Navy must meet any typeof aggression, from the most primitive to the mostsophisticated.

Our basic national security objective is topreserve the United States as a free nation withits basic institutions and values intact. Thisobjective depends upon our ability to deteraggression, to prevent coercion, and to influenceinternational affairs from a position of recognizedstrength and credibility. It also depends upon ourability to fight when necessary and to terminateconflict on terms compatible with U.S. nationalsecurity interests.

Fleet ballistic missile submarines (nuclearpropulsion) must be capable of delivering ballisticmissile attacks against assigned targets. The SSBNforce, as part of the TRIAD, is a strong deterrentagainst nuclear attack because of its ability toretaliate with highly capable missiles.

The ability of U.S. naval forces to survive andaccomplish their mission depends on theiroffensive powers. They must be able to destroyor neutralize hostile forces routinely present in thetheater of operations or which represent a threatwithin that theater. They must be able to projectpower ashore by gunfire, missiles, carrier-basedaircraft, and amphibious landings. Our forcesmust use each of these elements effectively toachieve and maintain sea control and to supportallied forces or U.S. land-based forces ashore.

Naval warfare is a conflict in which at leastone of the opponents is operating from the seawith surface ships, submarines, or sea-basedaircraft. The objective of naval warfare is toexploit the strengths and minimize the weaknessesof air, subsurface, and surface forces. By combin-ing all the elements of our naval forces, the Navyis fully capable of meeting a multidimensionalthreat in all three warfare areas.

Research, development, test, and evaluationprograms allow the United States to fieldaffordable and reliable weapons systems to meetany threat facing the nation today. Withoutthese programs and the technological superiority

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resulting from them, military superiority would beunachievable. To be survivable, today’s Navy musthave the latest and most modern platforms andsystems available to deliver weapons whereverneeded.

To meet any challenge, the Navy is constantlyin a state of readiness training. Forces mustconstantly be trained during peacetime so thatthey will be prepared for war. Training is a majorfactor in the ability of a ship to carry out assignedoperations. Personnel must be able to operate andmaintain equipment and function continuously asa team. The best weapons and systems are uselesswithout skilled hands and well-trained minds tooperate them.

REFERENCES

Basic Military Requirements, NAVEDTRA,12043, Naval Education and Training Program Management Support Activity, Pensacola, Fla., 1992.

SHOW A LEG

Many of our Navy’s colorful expressionsoriginated as practical means of communicatingvital information. One such expression is “show aleg.”

In the British Navy of King George III andearlier, many sailors’ wives accompanied them onlong voyages. This practice caused a multitude ofproblems, but some ingenious bosun solved oneproblem that tended to make reveille a hazardousevent: that of distinguishing which bunks heldmales and which held females.

To avoid dragging the wrong “mates” out ofthe rack, the bosun asked all to “show a leg,” If theleg shown was adorned with silk, the owner wasallowed to continue sleeping. If the leg was hairyand tattooed, the owner was forced to “turn-to.”

In today’s Navy, showing a leg is a signal tothe reveille petty officer that you have heard thecall and are awake.

Show a leg.

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1.

2.

3.

4.

5.

CHAPTER 2

LEADERSHIP AND ADMINISTRATIVERESPONSIBILITIES

LEARNING OBJECTIVES

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

Define leadership responsibilities.

Describe the procedures to designcenter schedule.

6.

a work 7.

Explain the responsibilities for completion of 8.

tasks on a work center schedule.9.

Describe various forms of work center tasks.

Identify various forms of subordinate develop- 10.ment.

Describe work center stability and requirements.

Explain how to write enlisted performanceevaluations.

Explain the duties and responsibilities of theleading petty officer (LPO).

Explain the responsibility of signature byauthority.

Describe the procedure of preparing routinenaval correspondence and messages.

As a first class petty officer, you will use yourleadership skills in carrying out your administra-tive responsibilities. You will use your ability as aleader to motivate and counsel your personnel toensure they complete work center tasks. Your manyadministrative tasks, such as planning,managing, and evaluating, will also require yourleadership ability.

This chapter describes your leadership respon-sibilities as they relate to your administrativeresponsibilities. It explains how to assign tasks,manage personnel, and complete important docu-ments, such as the enlisted evaluation report. Inaddition, it explains the various types of navalcorrespondence you must prepare and the navalwriting standards you should follow. The chapterbegins by discussing your work centerresponsibilities.

MANAGING THE WORK CENTER

The work center that has a high degree ofmorale, good maintenance of equipment, andclean spaces has personnel with good leadershipand management qualities. To manage your own

work center efficiently, you also must have thosequalities. You must manage personnel, material, andtime properly to ensure your work center meets thedeadlines set for the completion of tasks.

WORK CENTER PERSONNEL ANDMATERIAL

You have many resources to help you accomplishtasks; the most important are the personnel andmaterials within your own division. To use personneland materials to the greatest advantage, you mustinteract with your people and be familiar with yourmaterial resources. Therefore, do not confineyourself to the office. Spend a little time in youroffice in the morning and afternoon to carry outyour administrative duties, but spend the rest of yourtime in the work area.

Assessment of Personnel andMaterial Readiness

You should assess your division’s personnel andmaterial readiness daily and in more detailweekly. These assessments help you to know your

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personnel better. They also give you an up-to-dateaccount of task progression, tool and equipmentconditions, and the amount of supplies used.

PERSONNEL. —When you assess yourworker’s performance, you will look at threeareas:

1. Attitude2. Knowledge3. Work habits

When making your rounds in work spaces,assess the knowledge of the personnel working ineach space. Observe the attitude and work habitsof your people, how they handle their equipment,and the order in which they complete jobs. Asksubordinates questions about the job they aredoing. Knowing your people’s experience in eacharea will allow you to make decisions morequickly to achieve task accomplishment in caseof personnel setbacks.

To keep abreast of the knowledge and experi-ence of your personnel, randomly review eachmember’s training records. Ensure records are allcurrent and ensure each subordinate member isafforded the proper path toward advancement.

MATERIAL. —Make a daily inventory ofeach work space to determine the amount ofmaterials being used so that you will know whento draw more supplies. Also make a weeklyinventory so that you will know when to orderadditional supplies for your division.

Division Supply Inventory. —Each division ordepartment uses the operating target (OPTAR)log to make a formal supply inventory. TheOPTAR log shows all supplies in your division.Log all division orders in your division ordepartment OPTAR log. Also log (1) when anitem was ordered, (2) its stock number, (3) thecost, (4) and the OPTAR balance. At the end ofeach work week, or on whatever day youdesignate, prepare an inventory sheet of allmaterials and supplies in your division. Thisinventory sheet will give you a running accountof all supplies.

Division Tool Inventory. —Maintain your toolinventory in much the same fashion as your supplyinventory with the following exceptions:

1. Maintain a daily power tool log. List thename of the tool that is out of commission and

the nomenclature, stock number, and price of thebroken part. Also include a check-out and check-in list of power tools in the log.

2. Maintain a daily hand tool log. List thename of the tool that is out of commission andthe nomenclature, stock number, and price of thebroken part. Include a check-out and check-in listof hand tools in the hand tool log.

3. Ensure all hand and power tools areassigned serial numbers; enter serial numbers intoeach log for easier tracking of tools.

Division Damage Control Space Inventory orInspection. —Every division or work center shouldalready have a log on hand that describesdeficiencies and missing equipment in each ofyour spaces. That log is called the equipmentdeficiency log (EDL). The EDL contains informa-tion such as (1) the space, (2) space location, (3)the problem or deficiency, (4) when it wasdiscovered, and (5) action taken. For missingequipment the EDL will contain information on(1) nomenclature of missing equipment, (2) stocknumber, (3) when it was placed on order, and (4)the form or forms used to order the missingequipment.

Work Center Requirements andPersonnel Deficiencies

For a work center to accomplish its goals andmaintain an effective degree of operationalreadiness, it must maintain its most valuableresource—its personnel.

Just as you have a supply inventory for yourdivision, the command maintains an inventory ofpeople available. That inventory is called theenlisted distribution verification report (EDVR).From this report a division can better enable itselfto fulfill any TAD requirements without anadverse effect on its work force.

MANNING REQUIREMENTS. —TheEDVR is a computer printout of the number ofpersonnel in each rate aboard the command. TheEDVR lists personnel by order of rank and theamount of each rate allowable aboard thecommand.

TAD REQUIREMENTS. —Commands havea set amount of personnel it can provide forvarious TAD requirements and different schools.The TAD requirements are usually dividedthroughout the various departments based on theship’s overall manpower.

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You know better than anyone else the natureof the jobs in your work center and the workcenter requirements for the accomplishment ofthose jobs. You can rely on the EDVR to helpyou retain the manpower required and to help youdevelop plans to complete those tasks.

stoppages, logistics problems, and losses inmanpower. You must learn how to extractinformation about the command mission fromvarious command resources to schedule yourworkload.

Command Operational ScheduleTHE WORK CENTER SCHEDULE

You need to develop a work center scheduleto plan the time needed from the start to the finishof each job. You must plan enough time for eachjob to allow for personnel training, work

Every afloat command in the Navy has anoperational schedule called the annualemployment schedule (fig. 2-1). It lists the plannedoperations, assist visits, inspections, and ports ofcall for the fiscal year. From that schedule all

Figure 2-1.—Sample annual employment schedule.

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other schedules are issued. The quarterlyemployment schedule, shown in figure 2-2, showschanges in ships’ operations that could changeeach department’s long-range work plan.

Before making your work center schedule,combine information from the command’s annualand quarterly employment schedules and theplanning board for training input.

Timelines

You have one more step to take before youcan develop your work center schedule. You mustdetermine a timeline; that is, the amount of timeneeded to complete the job. You need a timelinefor two reasons:

1. To keep an accurate account of theprogress of each task from beginning to end

2. To professionally challenge the abilities ofyour junior petty officers and to give them therequired leadership growth

To determine a timeline, decide what the workcenter needs to do the job, such as tools andsupplies. Then decide how much, if any, outsideassistance the work center requires. By doing that,

you can estimate the amount of time for the jobfrom beginning to end with relative accuracy.

With the help of your division chief, decidethe urgency (or priority) of each work center job.List each job on your work center schedule basedon its priority.

You are now ready to perform the final andeasiest phase of completing your work centerschedule—putting the timelines on your schedule.Figure 2-3 gives an example of a work centerschedule. To the right of each job listedon the schedule, draw a horizontal line fromthe column containing the designated startdate to the column containing the designatedcompletion date. That horizontal line showsyour timeline—the amount of time allowed tocomplete the job.

Use a pencil to make out and maintain yourschedule because a change can occur withoutwarning. Remember, the work center schedule willhelp you be a better manager. Use it wisely.

THE QUARTERLY TRAINING PLAN

After you complete the work center schedule,fill out your quarterly training plan (fig. 2-4). The

Figure 2-2.—Quarterly employment schedule.

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Figure 2-3.—Sample work center schedule.

Figure 2-4.—Quarterly training plan.

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quarterly training plan will show general military helps prevent misunderstandings between you andtraining, major inspections, and evolutions. The your subordinates.short-range schedule and monthly training plan To ensure completion of work center tasks in(fig. 2-5) show everything your quarterly training a safe, timely, and professional manner, considerplan shows, including your rate training plans.The weekly training plan (fig. 2-6) identifies thetraining scheduled for the current week.

WORK CENTER TASKS

After completing and receiving approval of thework center schedule, you should set goals anddeadlines for completing each job involved in thedifferent work center tasks. Concentrating on themore immediate day-to-day goals leads to comple-tion of each task on the work center schedule.

Goals

When setting task goals, include your juniorpetty officers as part of the planning process. That

six elements when setting goals for theircompletion:

1.2.3.4.5.6.

Time restraintsWork center manningCommand’s operation scheduleOther departments involvedAvailability of tools and suppliesJob-plan revisions because of unforeseenproblems

Any of these elements could cause a task tobe delayed, thereby adversely affecting yourcommand’s mission.

Figure 2-5.—Monthly training plan.

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Deadlines

When junior petty officers meet with youregarding work center tasks, set a deadline for thecompletion of each phase of the task as shownon your long-range schedule. View the originaldate as the “carved-in-stone” date for taskcompletion.

Changes

As a supervisor you should keep abreast ofany changes in divisional goals initiated by yourdepartment or command. You should accept newchanges without forcing yourself and your workcenter into a mode of crisis management.

When attending department meetings, note thecoordinated efforts of other divisions ordepartments in conjunction with the tasks of your

work center. Listen for information that couldchange your work schedule, such as situations thatmight cause a work stoppage. Let your superiorsknow if any changes could affect your presentworkload.

Check your spaces and the progress of workregularly so that you can give accurate informa-tion about work tasks at these meetings. Yoursuperiors will work with you in easing any changesinto your schedule. Don’t leave a superior blind-sighted because you didn’t take the time to assessthe work being accomplished in your division.

Job Assignments

Aside from major jobs, task completionrequires the assignment of some minor, butimportant, jobs. Yet supervisors sometimesneglect those minor jobs as the deadline

Figure 2-6.—Weekly training plan.

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Prepare written input in the form of amemorandum from yourself to the responsibleparty in your chain of command via your divisionofficer and department head. Again, a writteninput should reflect a sincere interest in thebetterment of the command as a whole. Fromthere it will go through your department, to thecommand master chief, and then to the executiveofficer, all of whom will submit their recommen-dations. It will finally go to your commandingofficer, who will give final approval ordisapproval.

RECOMMENDING SUBORDINATESFOR COLLATERAL DUTIES

Recommending personnel for collateral dutiesis one way you can develop your subordinates’ability to function in different skill environments.That type of development will help your sub-ordinates during all phases of advancement intheir naval career.

You can use two methods of recommendingsubordinates for collateral duties:

1. Verbal2. Written

VERBAL

Give verbal recommendations for theassignment of subordinates to duties within thecommand level such as command master-at-armsforce or mess decks master-at-arms. Thedepartments involved usually arrange thesecollateral duties.

WRITTEN

Make written recommendations when thecollateral duty involves a subordinate beingtemporarily assigned to work in another commandand temporary additional duty (TAD) orders.Send a copy of the member’s most recentevaluation to the receiving command as evidencethat the person is capable and deserving of achance to fill the collateral billet.

RECOMMENDING SUBORDINATESFOR AWARDS AND RECOGNITION

One of your easiest and most rewarding taskswill be to give rewards for good performance; yet,

it is easily neglected. You can give different typesof recognition. You can recognize goodperformance with rewards such as special liberty,permission to sleep late, and more time for noonchow. For subordinates who show extradedication, you should go that extra mile byrecommending them for awards or recognition.

TYPE OF RECOGNITION

You can recommend subordinates for fivetypes of recognition:

1. Petty officer and Sailor of the Quarter/Year

2. Letter of Appreciation3. Letter of Commendation4. Navy Achievement Medal5. Meritorious Advancement

You must recommend subordinates for someof these awards in writing. However, just becauseyou exercise the initiative to send in arecommendation doesn’t mean it will be ap-proved. That is why you must write strong andconvincing recommendations. Your recommenda-tions must convince other leaders in the chain ofcommand that your subordinates truly stand outfrom their peers and deserve the award.

WRITTEN FORMAT

Writing subordinates’ accomplishments inbullet format can make your recommendationstronger. A bullet format is more effective becauseit cuts out all the colorful phrases and gets to thepoint.

AUTHORITY AND RESPONSIBILITYOF A LEADING PETTY OFFICER

(LPO)

Authority is granted only to support you incarrying out your assigned duties and responsi-bilities. Authority falls into two categories:GENERAL and ORGANIZATIONAL. All of-ficer and petty officers have the general authorityneeded to fulfill their duties and responsibilitiesby virtue of their positions within the Navyorganization. Individuals have the organizationalauthority needed to fulfill their duties andresponsibilities by virtue of assignment to aspecific billet within an organizational subunit ofthe Navy (ship, station, staff, and so forth).

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EVALUATION AND PRIORITIZATIONOF DIVISION JOBS

Your first and foremost responsibility as aleading petty officer is to evaluate and prioritizedivision jobs daily. Changes in the command’smission or other various changes could causechanges in the urgency of some jobs. You mustblend these changes into division jobs withoutupsetting the routine.

DELEGATION OF AUTHORITY FORTASK COMPLETION

Since the exercise of authority is important tothe growth of junior petty officers, delegateauthority at every given opportunit y. Realize,however, that every situation won’t allow you todelegate.

Be careful not to overdelegate. Giving pettyofficers more authority than they can handle cansometimes destroy their confidence.

Remember that petty officers to whom youdelegate authority may make mistakes. Learningto deal with their mistakes is a part of theirtraining and professional growth.

Use delegation wisely. It is one of the biggestresponsibilities the Navy has entrusted to you. Itcan make or break your junior petty officers andaffect your future as a leader.

SIGNATURE AUTHORITY

The commanding officer (CO), officer incharge (OIC), or person “acting” in eitherposition must personally sign the followingdocuments:

Those which establish policy

Those which center on changes tothe command’s mission and are addressedto higher authority

Those which deal with certain aspects ofmilitary justice (The acting CO or actingOIC may sign these documents only if astaff legal officer finds that thecommanding officer’s signature isunnecessary.)

Those required by law or regulation (e.g.,ship’s deck log)

Delegating Signature Authority

The commanding officer may delegate signa-ture authority to military and civilian subordinatesand may authorize those subordinates to delegatesignature authority further. Subdelegatedsignature authority may be delegated to the lowestresponsible person whose position is reasonablyrelated to the function involved. The CO mustdelegate signature authority in writing and shoulddelegate to titles rather than names. Whendelegating signature authority, the CO shouldinclude a brief outline of the types of docu-ments involved. The CO may delegate signatureauthority in the unit organization manual orinstruction.

Authorized personnel may sign corre-spondence that falls within their areas ofresponsibility, unless good judgment calls for thesignature of a higher official. When subordinatessign documents under delegated authority, theyusually sign “By direction.”

Only the original, which goes to the actionaddressee, must be signed. All other copies musthave typed or stamped signature-block informa-tion below the signature area. The name of thesigner appears in all capital letters on the fourthline below the text. Unless the signer has a certainpreference, the initial(s) and last name are used.Do not include the signer’s rank/rate or acomplimentary close. Each line of the signatureblock starts at the center of the page. When youare typing a letter, add the signature block onlywhen you are sure who will sign the corre-spondence. If you use a stamp, remember to markall copies and avoid smeared or crooked impres-sions. The following are a few examples ofsignature authority that may be delegated to theleading petty officer:

The signing or initialing of all servicerecord pages except Page 1 (DD Form 4or NAVPERS 1070/601) and DD Form214

The signing of special request chits forrecommending or not recommendingapproval

The signing of various 3-M documents,such as the weekly schedule, the automated

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work request (AWR), and requests forrepair parts

The Department of the Navy CorrespondenceManual, SECNAVINST 5216.5C, gives specificguidance on signature authority.

Signature Block

The term By direction will appear under thename of a subordinate who may sign officialcorrespondence.

Example: A. B. SEAMANBy direction

The following will be added under the nameof a person with by direction authority who signsorders affecting pay and allowances: the signer’stitle, By direction of, and the commandingofficer’s title.

Example: PAUL T. BOATExecutive OfficerBy direction ofthe Commanding Officer

Facsimile Stamps

A commanding officer may authorize othersto use stamps that duplicate his or her signaturewhere the personal signing of correspondencecauses hardship or is impractical. If you areauthorized to use a facsimile stamp of someoneelse’s signature, pen your initials next to eachsignature you stamp to authenticate the facsimile.Always safeguard such stamps from unauthorizeduse.

ROUTINE NAVAL CORRESPONDENCEAND MESSAGES

As a senior petty officer, you will be requiredto compose two types of naval communication:naval messages and routine naval correspondence.The manner in which you prepare or allow yoursubordinates to prepare written material reflectsupon your capabilities and attention to duty.Likewise, the quality of that communicationaddressed to other commands reflects uponyour command. Therefore, you must know thebasic policies and procedures for preparingnaval messages and routine naval correspon-dence.

THE NAVAL MESSAGE

A naval message is an official communicationthat qualifies for electrical transmission. Amessage is used for urgent communication wherespeed is of primary importance. Messages are notused when the necessary information can reachits destination in time for proper action byletter, Releasers of naval messages will determinewhether a message will be released as a message(electrical transmission) or as a NAVGRAM(letter).

You may be called upon to supply pertinentinformation for the text of a naval message, suchas equipment status, personnel status, cause ofequipment failure, and predicted time of repair.At other times, you may be called upon to write(draft) a message with all of its necessarycomponents.

If you must write a message, you need to knowthe proper format and how to follow basicmessage-drafting procedures. If you are given amessage to read and interpret, you should knowhow a message is formatted and some of thecommunication terms and abbreviations used.

Types of Messages

Most messages have at least one addresseeresponsible for taking action on the contents andfor originating any necessary reply. Otheraddressees who have an official concern in thesubject of the message, but who do not have theprimary responsibility for acting on it, receive themessage for information. Do not be confused bythe term information addressee. Even though aninformation addressee usually is concerned onlyindirectly with a message, that addresseefrequently must take action of some nature withinthe command. Some messages have only infor-mation addressees.

Messages may be divided into types based onhow they are addressed:

Single-address

Multiple-address

Book

General

A single-address message is sent to oneaddressee only and may be either for action orinformation.

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A multiple-address message is sent to two ormore addressees, each of whom is aware of theother addressee(s). Each addressee is designatedeither as action or information.

A book message is sent to two or moreaddressees and is of such a nature that noaddressee needs to know who the others are. Eachaddressee is informed whether the message is foraction or information. The station sending a bookmessage divides addressees into groups accordingtot he relay stations serving them, and a separatemessage is prepared and transmitted to each relaystation.

A general message has a wide standard dis-tribution to all commands in an area under onecommand or to types of commands and activities.General messages are of many types, each ofwhich carries an identifying title and is intendedfor a standard set of addressees, such as allcommands, U.S. Pacific Fleet (ALCOMPAC).All messages of a given general message title arenumbered serially throughout the calendar year;for example, a message numbered ALNAV 12-91signifies it is the 12th message sent to all Navyactivities (ALNAV) during 1991.

Normally you will come in contact only withsingle-address, multiple-address, and generalmessages. When you are drafting messages, youwill be writing either a single- or multiple-addressee type of message.

Preparing the Message

Your specific responsibilities concerningmessages will depend on your involvement witheach message. You may be the releaser, drafter,or the addressee (receiver) of the message. Anycommand or activity may be an originator.

ORIGINATOR. —The originator of amessage is the authority (command or activity)in whose name the message is sent. The originatoris responsible for the functions of the messagedrafter and message releaser.

RELEASER. —The message releaser is adesignated person authorized to release a messagefor transmission in the name of the originator.The releaser is responsible for validating thecontents of the message, for affirming the messageis in compliance with message-draftinginstructions, and for determining whether thedraft of the message should be released as a mes-sage or as a NAVGRAM. Usually the commanding

officer is the releasing officer, but thecommanding officer may delegate releasingauthority.

DRAFTER. —The drafter is the person whocomposes the message. Among all personnelinvolved with message management, the drafteris the key to an effective program. The drafternecessarily must have the most detailed knowl-edge and understanding of basic messageprocedures. The drafter is responsible for thefollowing:

1. Proper addressing

2. Proper application of security classifica-tion, special handling, and declassificationmarkings required by Department of the NavyInformation and Personnel Security ProgramRegulation, OPNAVINST 5510.1H

3. Selection of appropriate precedence

4. Correct formatting and accuracy of typing

5. Clear, concise composition

ADDRESSEE. —The addressee’s responsi-bilities depend on the type of action required ofthe addressee in response to the message. Anaction addressee may be required take immediateaction in response to the message. An informationaddressee normally is not required to take anyaction based on the message. In either case, themessage may have to be readdressed to anotheractivity, which will be discussed later.

Message Precedence

The precedence has different meanings. To thedrafter, it indicates the desired speed of deliveryto the addressees. To the telecommunicationscenter, it indicates the relative order of processingand delivery. To the addressees, it indicates therelative order in which they should determinethe import ante of the message. The precedenceassigned to a message is determined by the relativeimportance of the subject matter of the text andthe desired writer-to-reader delivery time.Although the assignment of the precedence is thedrafter’s responsibility, the releaser of the messagemay change the precedence or mode oftransmission.

CATEGORIES. —Messages are divided intofour common precedence categories: Routine,

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Priority, Immediate, and Flash. Figure 2-13 showsexamples of the different types of precedence.complete information concerning message pre-cedence is contained in Naval Telecommunica-tions Procedures (NTP), TelecommunicationsUsers Manual, NTP 3(H).

Routine. —Routine is the precedence assigned toall types of traffic that justify electricaltransmission but are not of sufficient urgency torequire a higher precedence. The Routine pre-cedence is identified by the prosign R.

Priority. —Priority is the precedence reservedfor messages that furnish essential informationfor the conduct of operations in progress. Thatis the highest precedence normally authorized foradministrative messages. Priority precedence isidentified by the prosign P.

Immediate. —Immediate precedence isreserved for messages relating to situations thatgravely affect the national forces or populace andrequire immediate delivery to addressees. Im-mediate precedence is identified by the prosign O.

Flash. —Flash precedence is reserved for initialenemy contact reports or operational combatmessages of extreme urgency. Message brevity ismandatory in Flash messages. Flash precedenceis identified by the prosign Z.

Another precedence is the Emergency Com-mand. The Emergency Command precedence(ECP) is not commonly used but preempts allother precedence. Its use is limited to the NationalCommand Authority, certain designated com-manders of unified and specified commands, andspecifically designated emergency action com-mand and control messages. When used, ECP isidentified by the prosign Y.

Messages having both action and informationaddressees may be assigned a single precedenceor a dual precedence. A dual precedence existswhen a higher precedence is assigned to actionaddressees than to information addressees. Theassignment of a dual precedence must be con-sidered on all messages with information ad-dressees when other than routine precedence isassigned to the action addressee(s).

REACTION TIME. -The precedenceassigned to a message has no direct effect on thetime by which a reply must be sent or on theprecedence assigned to that reply. Each activitymust establish its own requirements concerning

the acknowledgment of messages. The followingfactors should be considered when submitting areply to a message:

1. Does the message have a reply due date?2. Must the reply be forwarded by

telecommunication message, or can it besent by naval letter or NAVGRAM?

Regardless of the reaction times establishedlocally, Flash and Emergency Command pre-cedence messages requiring a reply must alwaysbe handled as quickly as possible. In some cases,you may be required to forward a reply to theoriginator in less than 30 minutes.

Date-Time Group

The date-time group (DTG) is assigned tomessages for identification purposes only. TheDTG consists of six digits followed by a time-zonesuffix (for example, 021930Z). The first pair ofdigits (02) denotes the day of the month; thesecond pair (19) indicates the hour; and the thirdpair (30), the minutes. All DTGs are expressedin Greenwich Mean Time (Z) unless otherwisedirected by higher authority. In addition, theabbreviated month and year of origin are ap-pended to the DTG. Therefore, the DTG 021930ZJAN 91 would be identified as a message beingofficially released from a communications facilityfor transmission at 1930 hours, Greenwich MeanTime, on the 2nd of January 1991.

Although not considered as part of the date-time group, the originator’s name must beincluded in the identification of a specificmessage. For example, NETPMSA Pensacola FL032115Z MAY 91 indicates a specific messageoriginated by Naval Education and TrainingProgram Management Support Activity, Pensa-cola, Florida. However, a message identified onlyby the DTG 032115Z MAY 91 is not properlyidentified since any command in the Navy couldhave released a message with the same DTG.

Message Format

Figure 2-14 shows the Joint Message Form(DD-173/2). Naval Telecommunications Pro-cedures (NTP), Telecommunications UsersManual, NTP 3(H), and U.S. Navy PlainLanguage Directory, NTP 3, SUPP-1 (K), give thefundamental format and procedures for preparingthe naval message.

ADDRESS COMPONENTS. —The addressconsists of the plain language address (PLA); themessage originator; and the action, information,

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Figure 2-14.—Joint Message Form (DD-173/2).

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and exempted addressees. Plain language addressis the pharse used to denote the format andordinary language spelling of command shorttitles and geographical locations used in messageaddresses. The NTP 3 SUPP-1(K) and the UnitedStates Military Communications Electronic Board(USMCEB) publication list the authorized plainlanguage addresses for naval messages.

The FROM, TO, INFO lines of a navalmessage contain plain language addresses.Messages must have only one originator addressbut may have unlimited action and informationaddressees.

Some messages may be addressed to activitieslisted under collective address designators (CADs)or address indicating groups (AIGs). Onlyauthorized activities may originate these multiple-address messages. However, personnel responsiblefor determining whether action is required onincoming message must know which CADs andAIGs include their command.

Collective Address Designator. —Collectiveaddress designators are single-address, alphabeti-cally sorted, common-interest groups. Each CADrepresents a predetermined set of activities linkedby an operational or administrative chain ofcommand. Some examples of CADs are NAV-FOREUR, NAVFORJAPAN, and CRUDES-FORSEVENTHFLT.

Address Indicating Group. —Address indi-cating groups represent predetermined lists ofspecific and frequently recurring combinations ofaction and information addressees or both. AIGsare identifed by numbers that expedite messageprocessing in both administrative and tele-communications channels and may pertain to thefollowing:

Alerts, air defense warnings, andoperational or emergency actions

Severe weather or destructive stormwarnings

Logistical transactions or reports

Movement reports

TEXT COMPONENTS. —The text com-ponents of a message consist of the classificationline, passing instructions line, subject line,reference line, and the basic text or message.

Classification line. —The classification line ofthe security classification and the standard subjectidentification code (SSIC). When applicable, theline also includes special-handling markings. Thesecurity classification or the designationUNCLAS, for unclassified information, mustappear on all messages.

Certain types of messages require special-handling in addition to that provided by thesecurity classification. Markings that indicatespecial-handling requirements (for example,SPECAT, LIMDIS, PERSONAL FOR) areplaced in the classification line immediatelyfollowing the security classification. NTP 3(H)contains specific instructions concerning special-handling markings.

The standard subject identification code is thelast element of the classification line. It is requiredon all Navy-orginated messages, except as notedin NTP 3(H). The SSIC is used as one methodfor the determination of internal messagedistribution. Be careful to select the SSIC thatmost completely and accurately corresponds tothe message subject matter.

Passing Instructions Line. —Passing instruc-tions, when applicable, are located on the linebelow the classification line. Passing instructionsconsist of office codes, symbols, or names.However, passing instructions may be used onnaval messages only as authorized by NTP3(H).

Subject Line. —The subject line begins onthe line following the classification line or thepassing instruction line when it is used. Messagesubject lines indicate to the reader the basiccontents of the messages text. You may omit thesubject line for tactical messages when thefollowing occurs:

1.

2.

3.

It will cause otherwise unclassified messageto be classified.It will noticeably increase the length of ashort message.The subject is readily apparent in the firstline of the text.

Reference Line. —Reference lines are used asalternatives to the repeating of lengthy referenceswithin the text of the message. You may use anyidentifiable document, all messages, andtelephone conversations in a message as long asthe reference line is clear and specific. Letter eachreference consecutively.

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Text. —Use the proper choice of words andgood writing techniques to help you write briefmessages; however, do not make your messagebrief at the cost of accuracy. Limit the use ofabbreviations to those that are self-evident orrecognizable because of their long-established use.You may make exceptions in the case of currentlyauthorized abbreviations used in routine admini-strative and technical traffic handled only bypersons familiar with the abbreviations. Don’t useshort titles or abbreviations in the text if themessage is addressed to a member of Congress,a commercial concern, or a nonmilitary address.Do not carry the use of uncommon phrases andmodes of expression to the point that the meaningof the message becomes ambiguous or obscure.In case of doubt, clarity always takes precedenceover brevity. The following are some punctuationand symbols you may use to enhance clarity withinthe message text:

Hyphen (-)Question mark (?)Colon (:)Dollar sign ($)Apostrophe (’)Ampersand (&)Parentheses (left and right) ( )Period (.)Comma (,)Virgule (or slant) (/)Quotation mark (“)

You may not use the following punctuationmarks and symbols in a naval message:

Number symbol (#)“At” sign (@)Percent (%)Fractions (1/2, 1/4, and so forth)Asterisk (*)Underscore ( _ )Cent sign (¢)

DOWNGRADING AND DECLASSIFICA-TION MARKINGS. —YOU must apply down-grading and declassification markings to allclassified messages. These markings are locatedon the first line after the last line of the text.OPNAVINST 5510.1H contains specific infor-mation about appropriate markings.

Message Readdressals

Frequently, a message must be transmitted toan activity that was not an addressee of the

message as it was originally drafted. This processis called “message readdressal.” The originatoror action addressee of a message may readdressthat message for action or information to anotheractivity. An information addressee may readdressa message for information purposes only.

When a readdressal message is prepared, itmust be handled and accounted for as a complete,unique message. Readdressal messages carry aunique date-time group and supplementary head-ing and must be released by a person authorizedto release messages.

Message Cancellations

Only the originator may cancel a message. Allmessage directives are automatically canceled 90days following the release date, except under thefollowing circumstances:

1. The text of a message provides for anearlier cancellation.

2. A subsequent message extends the cancella-tion date.

3. A message is reissued, by the originator,in standard directive format within 90 daysof the release date.

Minimize Condition

Minimize is a condition imposed by properauthority to reduce and control electrical messageand telephone traffic. The purpose of minimizeis to clear the telecommunications network ofmessage and voice traffic in which urgency doesnot justify electrical transmission during an actualor simulated crisis. During periods of minimize,message drafters and releasers must review allmessages to ensure electrical transmission isessential and the lowest precedence consistent withspeed of service objectives is used. Messagesprepared for electrical transmission under mini-mize conditions must have the phrase “MINI-MIZE CONSIDERED” located in the specialinstructions block.

OFFICIAL CORRESPONDENCE

As a senior petty officer, you will be requiredto compose correspondence from brief notes andoccasionally from oral instructions. You will berequired to prepare a first draft that will need onlyminor changes before the draft is ready forsmooth typing. You must master the writing ofshort, routine correspondence to the point that

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corrections are rarely needed before signature. Insome situations, you will be the one to determinethe type of correspondence to be used. To fulfillthose requirements, you must understand thebasic policies and procedures for preparing thevarious types of correspondence.

Preparation of Correspondence

You or someone else at the departmental levelprepares the rough draft of official outgoingcorrespondence. Persons of higher authoritywithin the department then “chop,” or edit, therough before it is sent to the executive officer orthe administrative assistant for approval. Basedon that premise, we will not attempt to explainand illustrate minute details regarding formatrequirements. The Department of the NavyCorrespondence Manual, SECNAV Instruction5216.5C, amply covers format requirements.However, the last section of this chapter coversnaval writing standards.

Before starting the letter, decide whetheryou should use a Navy Mailed Message (NAV-GRAM), a message, or a routine memorandum.That will require you to determine the nature ofthe communication. First, be sure exactly whatthe communication should accomplish. Next,consider factors such as format, references,enclosures, and the type of communication re-quired.

When preparing correspondence, bear in mindthat the usual purpose of Navy mail is to providethe reader with concisely stated information.If you turn out a confused, rambling, lengthymasterpiece, you only create an editing chore forthe drafting officer. You may wind up doing thewhole thing over. The following are some of theusual causes of confusion and rambling in a letter:

Failure to follow the basic pattern of thesubject (purpose, circumstances, action)

Inclusion of more than a single ideain a sentence, more than one centralthought in a paragraph, or more than asingle subject in the letter

Failure to consider the readers (Can theymisinterpret your wording?)

Once you understand what the letter is toaccomplish, you should follow certain steps toensure good organization and continuity:

1. Arrange information in a logical order.

2. Complete each unit of information beforemoving on to the next.

3. Maintain continuity by providing transitionfrom one unit of information to another.

In the first paragraph, state the purpose of theletter. In the following paragraphs, explain thecircumstances and the action to be taken (giveorders, make requests, give consent, or refusepermission). Be sure you follow a logical order;for example, first explain the problem (orcircumstance); then give each step the readershould take to resolve the problem. Maintaincontinuity by showing the connection between onepoint of information and the next. For example,you might tell the reader certain informationinvolves several methods and then immediatelyname those methods.

When the letter is in answer to or closelyrelated to another letter, the first sentence shouldrefer to that letter.

Example: 1. Reference (a) requested informa-tion about the allowance lists forthe next 3 fiscal years. Reference (b)pointed out that such informa-tion is available for only 2 years inadvance . . . .

No rule exists about the number of paragraphsone unit of information should contain. In lettersof average length, each significant unit ofinformation may be one paragraph. However,some units of information may require more thanone paragraph to explain. Other explanations maybe so simple that a single paragraph makes up theentire body of the correspondence. No matter howmany paragraphs you write, be sure to follow therules for good organization and continuity.

TARGET DATE. —The first step you shouldtake when assigned a writing task is to determinethe deadline or target date of the correspondence.That will allow you to budget your time effec-tively. Remember, not only must you draft thecorrespondence, but you must allow for othersto review, revise, and type the correspondence.Then the final or smooth copy must be reviewed,corrected, and signed before the correspondenceis released.

FIRST DRAFT. —Before writing the firstdraft of any correspondence, refer to any relatedcorrespondence to see how it is organized andworded. Note all the points you should cover.

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Unless they are closely related, do not cover twosubjects in one letter.

Next, write a rough draft. At this point, don’tworry too much about spelling, punctuation, orother aspects of a finished style. Concentrate ongetting all the necessary information in writing.Express your ideas as clearly and effectively aspossible. If you can’t immediately think of theright word to use, put down the best one you canthink of. Then mark the spot and come back toit later to see if you can find another word thatexpresses your idea more clearly.

As you become more experienced, you willdevelop your own writing style. As a beginner,you should concentrate on simply getting yourthoughts into writing.

REVIEWING THE DRAFT. -If possible,allow a little time to elapse after finishing therough draft before going over it again. If timepermits, put the it aside for a while and work onsomething else. When you resume work on thedraft, you will be more objective and see waysof improving it.

When you first reread the draft, go throughit from start to finish; stop only to make briefnotes about how the text can be improved. Readthe rough draft with a critical eye to determineif what you have written is correct, clear, andstated as effectively as possible. Then go throughthe draft again, referring to your notes andrewriting as needed.

Ensure the accuracy of any information, suchas numbers and dates, cited from the referenceslisted at the beginning of your letter. Correct anyinaccuracies. Be sure you mention referencesshown in the heading of the letter in chronologicalorder within the text at least once. Do not covertwo subjects in one letter unless they are veryclosely related. That practice can result inadministrative confusion when replies arerequired.

Often material does not fit smoothly with whatcomes next. To correct that problem, first checkthe organization of your ideas. Be sure your ideasfollow a logical order. If your organization isgood, then you may need to use transitional wordsor expressions to show the relation between onethought and the next. For example, you could usethe transitional word however to show contrastbetween one idea and another. You might use thephrases to begin with or in conclusion to showa sequence of ideas.

If you think a passage may be unclear to thereader, have someone else read it. Should that

person have difficulty in understanding it, makechanges, even if you must take out your favoritesentence. That happens occasionally even to thebest of writers. Be glad you found those areas andhad the opportunity to clarify them.

Review the draft for useless words. Take outwords you don’t need and words that add nothingto the meaning of your sentence. Change longwords to shorter ones and take out intensives(extremely, undoubtedly, very much). Take outoverworked introductory phrases (it is to be noted,it is a well-known fact that, in accordance with,we call your attention to the fact that). Sometimesyou may need one of these phrases; however, ifyou don’t need it, you should delete it.

While reviewing the rough draft, look forwords used repeatedly; replace them wit h differentwords having the same meaning. Likewise, omitrepetition of ideas. Although you may sometimesrepeat words and ideas for emphasis, most repeti-tion results from carelessness. Unless you haverepeated words or ideas deliberately and for apurpose, either change or delete them.

While reviewing the draft, keep in mind thepreferred style of the person who will sign thecorrespondence. Most people who sign corre-spondence have certain words and phrases theyprefer and certain ones they do not allow.Learning those words and phrases as quickly aspossible will eliminate the inconvenience of havingto add or delete them each time.

ACCEPTING CRITICISM. -Once you havecompleted the smooth draft, you will probablyfeel a certain pride in your accomplishment.However, don’t let yourself become fond of theway you have expressed something. If the draftmust go through several reviewers before it issigned, you should accept the fact that changeswill be made. The minute you permit yourself tobecome fond of your writing, you becomereluctant to change, which can mean trouble intwo ways. First, most writing can be improved;therefore, instead of allowing criticism to hurtyour feelings, use it to improve your writing.Second, someone else will sign most Navycorrespondence; so don’t feel distressed if thesigner insists on changing the wording beforesigning. After all, the signer assumes responsibilityfor the content of the correspondence.

If your wording is misunderstood or yourreasoning is overlooked, bring it to the signer’sattention. In such cases, you would be justifiedin defending what you have written. However, ifthe signer still doesn’t accept your changes, you

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should not feel the criticism is an attack on youpersonally. If you do, your capacity to learn fromexperience and to improve will be diminished.

SMOOTH VERSION. —Someone must checkthe smooth, or final, version of the corre-spondence before it is presented for signature.This task normally falls to the supervisor of theoriginating office. The supervisor should checkthe smooth correspondence for the following:

Use of correct standard subject identifi-cation code (SSIC), if used

Inclusion of all required informa-tion or the exact transcription of theapproved draft

Use of correct titles of all addressees(action, via, and information)

Observance of proper chain of commandfor addressees

Proper labeling and attachment of en-closures, if any

Inclusion of proper number of enclosures

Use of approved format

If the supervisor finds typographical orspelling errors, correct them in the mannerapproved by your command. If your commandpermits, you may make up to two ink correctionsif they are neatly made.

SECURITY CLASSIFICATION. —Propersecurity classification of correspondence is aserious problem in the Navy, largely becausepeople overclassify it. When you write cor-respondence, be sure you show the classifica-tion on the rough draft and handle the draft asrequired by that classification.

No simple rules for security exist. You mustfollow various policy directives, and, when indoubt, apply common sense. Overclassifiedcorrespondence results in too few people beinginformed too slowly.

Assign each piece of correspondence thelowest classification possible consistent with theproper protection of the information containedin it. You do not have to classify correspondenceaccording to the classification of its referencesunless the correspondence is actually classified.

Classify correspondence and documents accordingto their content, not according to their rela-tionship to other documents. That procedure isparticularly important when documents are partof a series. Various paragraphs or sections of asingle document may contain different classifi-cations. The document must bear the highestoverall classification of its contents. The assignedsecurity manager will assist you in determining thecorrect security classification for outgoingcorrespondence.

Department of the Navy Information andPersonnel Security Program Regulation,OPNAVINST 5510.1H, contains regulations andguidance for classifying and safeguardingclassified information.

Types of Correspondence

Official correspondence in its true sense coversall recorded communications, including messages.Since the preceding section covered naval mes-sages, we have confined our discussion of typesof correspondence in this section to letters andendorsements, memoranda, and NAVGRAMS.

STANDARD NAVAL LETTER. —Althoughyou always double space rough text to allow spacefor reviewing officers to make corrections orinsertions, always single space the smooth finalcopy. Figure 2-15 illustrates a one-page standardnaval letter in finished form.

Before you begin the letter, you shoulddetermine the addressee(s) to enter in the To Blockand the addressee(s), if any, to enter in the ViaBlock. Then follow the procedures shown in theDepartment of the Navy Correspondence Manual,SECNAVINST 5216.5C to prepare the letter.

ENDORSEMENT. —An endorsement is abrief form of a naval letter on which an officialrecommends action or makes comments, forwardsa letter, redirects a misaddressed letter, orendorses a letter back to the originator for furtherinformation. You will frequently use endorse-ments to transmit correspondence through thechain of command. An endorsement becomes partof the basic letter; therefore, it is not routinelyused to reply to a letter.

Place an endorsement on the signaturepage of the basic letter if space and lengthof endorsement permit (see fig. 2-16). The

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Figure 2-15.—Standard naval letter.

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Figure 2-16.—Same-page endorsement.

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endorsement should not run over to another page.Always place a lengthy endorsement on a separatepage (fig. 2-17). Unless told otherwise, classify theendorsement with the highest classification appear-ing in the basic letter. Identify the endorsementby ordinal number (FIRST, SECOND, and so on).

MEMORANDUM. —Although v a r -ious memorandum forms exist, the one most

frequently used is the simple “From-To” typebetween subordinates within the same activity. ADepartment of the Navy Memorandum (short orlong) is available in a preprinted form (fig. 2-18).

When the addressee of the memorandum isoutside the organization, you may use a plain orletterhead sheet of paper instead of the preprintedform. When choosing the plain-paper orletterhead style, type "MEMORANDUM" in

Figure 2-17.—New-page endorsement.

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Figure 2-18.—Printed memorandum form.

capital letters at the left margin. Two spaces below addressees. The NAVGRAM follows normalthat type "From:" and proceed as you would for administrative (letter) channels but has prioritya naval letter. For very informal communications, over routine correspondence.the entire memorandum may be handwritten.

The purpose of the NAVGRAM is to reduceNAVY MAILED MESSAGE (NAV- Navy message volume. Releasers of Navy

GRAM). -You will use NAVGRAMs for urgent messages must look at each prepared Jointcommunications between department of defense Message Form DD-173 to decide whether to(DOD) addressees. Do not use them for non-DOD transmit it electrically (naval message) or by mail

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(NAVGRAM). Figure 2-14 shows the JointMessage Form.

If you decide to mail the message, write“NAVGRAM” below the signature block on theDD-173. The NAVGRAM will then be assigneda letter serial number and will be dated in the“DATE TIME GROUP” box in the lower right-hand corner of the form.

The DD-173 will then be stamped in the centerof the page in light red ink with a 1 inch by 4 inchNAVGRAM stamp. The NAVGRAM will then bemailed.

The NAVGRAM is processed through admini-strative channels vice communications facilitiesand is given priority over routine correspondence.It is routed similar to a naval message; receivesexpeditious handling; and where practical, isincluded on the normal command message board.

Correspondence Files

Because of the frequent rotation of personnel,the Navy uses a standard filing system. The systemallows commands throughout the Navy tomaintain official files efficiently, economically,and systematically. Whether assigned as theadministrative LPO of a unit or as a supervisorof a work center, you must become familiar withthe Navy filing system.

Correspondence files may consist of acentralized or decentralized system. In thecentralized system, one specific office files andmaintains all originals of incoming corre-spondence and official copies of outgoingcorrespondence. In a decentralized system, theoffice or work center that has primary concernover the subject matter of the correspondence filesand maintains the originals or official copies.Regardless of the type of filing system used,personnel should be able to locate the desiredcorrespondence when required.

Although confidential material, like allclassified material, requires some degree ofsecurity protection, it may not require controlledrouting. Depending on the type of document andlocal administrative procedures, you may routeconfidential material with either a route stamp ora control sheet.

The administrative office of the commandmust maintain various logbooks or recordsindicating the location (file or office) of allincoming and outgoing correspondence. Thatoffice must maintain the files as outlined in theDepartment of the Navy File Maintenance

Procedures and Standard Subject IdentificationCodes (SSIC), SECNAVINST 5210.11D.

FILING PROCEDURES. —Commandsshould follow several procedures to effectively andeconomically maintain correspondence files. Eachorganization should authorize an office to havecentral control of activity files. That office shoulddo the following:

Assign personnel to coordinate all activityfiles

Authorize official files and assignresponsibility for files plans

Locate the official files at an organiza-tional level that ensures effectivedocumentation, makes records accessibleto major users, minimizes duplicate files,and aids records disposal

Determine records retention and disposalstandards and prepare local disposalinstructions

Perform periodic reviews of the filesprocedures

In filing material, you should not includeunnecessary working papers, early drafts, extracopies, or information material. You shouldinclude the following:

The incoming document

Copy of the outgoing correspondence

Any essential supporting documents

You may file material loose in folders unlessyou need to keep pages in a particular order. Thenuse prong fasteners, rather than staples, clips,or rubber bands, to attach materials to the filefolder.

A document often concerns more than onesubject, name, or case. When that occurs, filean extra copy under each subject; make sureeach copy contains the location of the basicdocument.

You must keep track of documents removedfrom the files. When removing a document or anentire file, put a charge-out slip in its place. If thedocument is transferred among several people,update the charge-out slip upon each transfer.

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At the end of each calendar year, you shouldclose general correspondence files. Close allbudget and accounting files at the end of eachfiscal year. Hold closed files in an inactive statusuntil destruction or transfer to a Federal RecordsCenter. You may find more information concern-ing the disposal of files and records in this chapterunder the "Accountability and Disposal of Corre-spondence” section.

CONSTRUCTION OF STANDARD SUB-JECT IDENTIFICATION CODES (SSIC). –Standard subject identification codes (SSICs)provide a standard system of numbers usedthroughout the Navy to categorize, subjectclassify, and identify directives, letters, messages,forms, and reports. They also provide a standardsystem for setting up files. These codes cover mostsubjects found in general correspondence andother files; they reflect the functions and majororganizational components of the Navy. The SSICsystem consists of the 14 major subject groupsshown in figure 2-19.

These major subject groups are subdividedinto primary; secondary; and, sometimes, tertiarygroups. Primary groups are designated by the lastthree digits (hundreds) of the code number.Secondary groups are further breakdowns of theprimary groups and are identified by the last twodigits (tens) of the code number. Tertiary groupsconsist of the last digit (units) of a secondarygroup. Examples of the primary, secondary, andtertiary subject groups are as follows:

Some subject groups may not be subdividedbelow the primary group level, while other groupsmay be subdivided into the secondary or tertiary

level. The extent of the breakdown depends onthe complexity of the major subject.

ACCOUNTABILITY AND DISPOSAL OFCORRESPONDENCE. —Commanding officersand officers in charge are responsible for theestablishment, maintenance, and disposition ofofficial files within their activity. Unless a systemis maintained to keep track of the correspondencereceived, routed, issued, filed, or destroyed,correspondence may be misplaced or destroyederroneously.

At shore activities, the administrative officeis responsible for the accountability and destruc-tion of all official incoming and outgoingcorrespondence. Administrative offices must beable to locate correspondence received or sub-mitted by the command. Official correspondencemust be accounted for during its handling,distribution, custody, storage, destruction, andsometimes even after its destruction.

Your responsibility as a senior petty officeris to support the accountability procedures of yourcommand. When a letter is routed to your divisionfor information or action, make sure it is returnedto the administrative office or passed on for othersto read. If you require a copy of the letter, contactthe administrative office.

At some activities you maybe assigned as theadministrative LPO. In that case you would bedirectly responsible for the maintenance anddisposition of the official files of the command.

NAVAL WRITING STANDARDS

Though correspondence formats are impor-tant, writing quality is more important. For thatreason, this section tells you how to make yourwriting organized, natural, compact, and active.If you are a beginner in writing naval corre-spondence, refer to the Department of the NavyCorrespondence Manual for more information oncorrect writing and formatting requirements.

Your writing should follow a straightforwardstyle: (1) Open with the most important informa-tion, (2) taper off with the least important, and(3) keep sentences short and to the point.

When you write a letter, think about the onesentence you would keep if you could have onlyone. That is your key sentence—the one that givesyour main point. If possible, begin with your keysentence; but be sure to use it within the firstparagraph.

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Figure 2-19.—Major subject groups of the standard subject identification codes.

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Remember to keep ideas orderly; state requestsbefore justifications, answers before explana-tions, conclusions before discussions, summariesbefore details, and the general before thespecific.

Delay your main point to soften bad news orto introduce a controversial proposal, but don’tdelay routinely. Readers, like listeners, are putoff by people who take forever to get to the point.To end most letters, just stop.

Reading slows with every glance from the textto a reference citation. Use only those referencesthat bear directly on the subject at hand. Avoidunnecessary or complicated references. Readingletters that overuse references is like drivingin reverse through alphabet soup. If you do usereferences, be sure to mention in the text anyreference cited in the reference block. Listreferences in the reference block by following theorder of their appearance in the text.

When writing a response to an earlier com-munication, subordinate it to your main point.Don’t waste the opening—the strongest place ina letter—by merely summarizing a reference orsaying you received or reviewed something.

Example: Reference (a) recommended the re-establishment of training in thefield of transportation manage-ment. Reinstitution of this train-ing is strongly supported.

Better: We strongly support the recom-mendation in reference (a) tore-establish transportation manage-ment training.

When writing, use short paragraphs; longparagraphs cause main ideas to get lost. Coverone topic completely before starting another; butkeep paragraphs short, roughly four or fivesentences. Now and then, you may use a one-sentence paragraph to highlight an important idea.Short paragraphs are especially important at thestart of letters because readers become dis-couraged if you start out with long paragraphs.

A paragraph may need a topic sentence, or itmay not. The topic sentence of a paragraph is likethe main point of a letter; both are generalstatements that you develop later. Even thoughyou could write a short and simple letter as oneunbroken paragraph, divide it for ease of reading.

So far we have talked about structuring lettersand paragraphs to call attention to important

ideas. Next, we will talk about four ways to avoidsentences that mumble.

1. Subordinate, or reemphasize, minor ideas.In other words, place them in dependent clausesrather than in the main (or required) part of thesentence. Besides clarifying the relationshipbetween ideas, subordination prevents the overuseof and, the weakest of all conjunctions.

Example: The naval station exchange uses asimilar contractor service and savesits patrons about 15 percent. (Twoideas presented in two independentclauses as equally important.)

Better: By using a similar contractorservice, the naval station exchangesaves its patrons about 15 percent.(One idea—using a similar con-tractor service—presented in de-pendent clause as less importantthan the idea presented in mainpart of the sentence.)

2. Place ideas deliberately. Start and finish asentence any way you like, but keep in mind thatideas gain emphasis when they appear at eitherend. Putting an idea in the middle causes it to loseemphasis.

Example: We have determined that movingthe computer as shown in enclosure(1) would allow room for anothercabinet to be installed.

Better: Moving the computer as shown inenclosure (1) would allow room foranother cabinet.

3. Use more parallelism. Express two or moreequally important ideas in similar words andsimilar constructions. Parallelism saves words,clarifies ideas, and provides balance. Parallelismmeans that when you use a coordinating con-junction (and, but, nor, yet), nouns, adjectives,dependent clauses, and so on, should match ineach part of the sentence. They should have thesame grammatical form and structure.

Example: A good writer must be precise andhave originality. (Precise is anadjective; originality is a noun.)

Better: A good writer must be precise andoriginal. (Both precise and originalare adjectives.)

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4. Use some mini-sentences. Sentences shouldgenerally be 20 words or less. However,occasionally using sentences of six words or lessslows down the reader and emphasizes ideas.

Example: I can get more information if eachof you gives me less. Here’s why.In a week, about 110 staff actionsshow up in my in-box. I couldhandle that in a week if all I didwas work the in-box. Yet 70percent of my time in the head-quarters goes not to the in-box butto briefings. I could handle thatdilemma, too—by listening tobriefings and thinking about staffpapers at the same time.

Make your writing as formal or informal asthe situation requires, but do so with language youmight use in speaking. The most readable writing“sounds” like people talking to people.

To make your writing more like speaking, be-gin by imagining your reader is sitting across fromyou. Write with personal pronouns, every-day words, and short sentences. Don’t go out ofyour way to use personal pronouns, but don’tavoid them. Speak of your activity, command,or office as we, us, and our. When you are writingto many addresses, speak directly to one reader;only one person reads your writing at any onetime.

Example: All addressees are requested toprovide inputs of desired coursecontent.

Better: Please send us your recommenda-tions for course content.

When you write directives, look foropportunities to talk directly to a user.Procedures, checklists, or other how-toinstructions lend themselves to this cookbookapproach. Imagine someone has walked up to youand asked what to do. The following example isfrom a notice that repeated the duty officer dozensof times:

Example:

Better:

The duty officer will verify thatsecurity responsibilities have beencompleted by putting his/herinitials in the checklist.

When you complete the inspection,initial the checklist.

Sentences that give directions lead with verbs;you is simply implied. This direct approachrequires imagination more than technical skill.Think of writing not as words on a page but asspeaking from a distance.

Multiplied across an entire letter, roundaboutsentences like those in the next examples do severedamage. We would be laughed out of the roomif we talked that way. Ordinary English isshorter, clearer, and just as official:

Example: It is necessary that the material bereceived in this office by 10 June.

Better: We need the material by 10 June.(or) The material must reach us by10 June.

It is and this command complicate the nextexample. They force readers to put back thepronouns the writer took out. To make mattersworse, the first it is refers to the reader while thesecond refers to the sender.

Example:

Better:

If it is desired that Marines beallowed to compete for positionson the pistol team, this commandwould be happy to establish andmanage team tryouts. It is recom-mended that tryouts be conductedsoon to ensure . . . .

If you allow Marines to competefor- positions on the pistol team, wewould be happy to establish andmanage the tryouts. We recom-mend that tryouts start soon toensure . . . .

Can you overdo personal pronouns? Yes youcan. You can use so many pronouns that youobscure the subject, and no number of them willovercome confused thinking. Besides, somesubjects don’t lend themselves to pronouns. Thedescription of a ship’s structure, for example, isn’tlikely to include people. Also, criticism hurtsfewer feelings if delivered impersonally. "Nothinghas been done" avoids the direct attack of "Youhave done nothing."

If we or I opens more than two sentences ina row, the writing becomes monotonous and maysuggest self-centeredness. Sometimes a singlesentence can call too much attention to the sender:‘‘I would like to extend my congratulations fora job well done.” Praise should stress the reader:"Congratulations on the fine job you did."

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Stressing the reader’s interests is a matter ofattitude more than pronouns, but pronounscontribute. “The help you receive” suggests moreconcern for readers than “the help we provide.”By being sensitive to the difference, you are morelikely to meet your reader’s needs.

Don’t use big words when little ones will do.(See table 2-1.) Rely on everyday words. Peoplewho speak with small words often think they mustburden their writing with needlessly large words.Do you remember the city dude in those oldWestern movies who overdressed to impress thefolks at the ranch? Overdressed writing fails justas foolishly. All writers try to impress readers. Thebest do it through language that doesn’t call atten-tion to itself. Size of vocabulary is less impor-tant than skill in using the words you already know.

Normally, use short, commonly spoken transi-tional words instead of long, bookish ones. Uselong transitional words occasionally for variety.By using short ones, you help set an ordinary tonefor the whole sentence.

BOOKISH SPOKEN

consequently so

however but

in addition also

nevertheless still

Avoid the needless complications of legalisticlingo. Let a directive’s number or a letter’s signa-ture carry the authority. You risk being wordy andpompous by trying to put that authority in yourlanguage. Write to express not to impress.

LEGALISTIC NORMAL

aforesaid the, that

heretofore until now

herewith is here is

notwithstanding in spite of

the undersigned I

Don’t be afraid to use some contractions inyour writing. If you are comfortable withcontractions, your writing is likely to read easily,for you will be “speaking” on paper.

Be concrete in your writing. Don’t use ageneral word if the context allows for a specificone. Be as definite as the situation permits.

If you write, “The solution to low morale andpoor discipline is good leadership,” your readersmay feel warm all over. But until you point outsome specific behavior meant by low morale, poordiscipline, and good leadership, neither you noryour readers can tackle the problem. Similarly,don’t use a general word if the context allows fora specific one. Be as definite as the situationpermits.

Performance evaluations suffer when writersmake extravagant, unsupported claims. Effectiveevaluations show what a person did and how wellit was done. They are concrete enough to inspireconfidence in the writer’s judgment about theratee’s performance and potential. Break longsentences into manageable units. Then pruneneedless words and ideas.

Example:

Improved:

Better:

It is requested that attendees bedivided between the two briefingdates with the understanding thatany necessary final adjustmentswill be made by OP-96 to facili-tate equitable distribution. (29words)

It is requested that attendees bedivided between the two briefingdates. Any necessary final adjust-ments will be made by OP-96 tofacilitate equitable distribution.(12 and 13 words)

Send half your people on one davand half on the other. OP-96 willmake final adjustments. (12 and5 words)

A request gains emphasis when it ends witha question mark. Look for opportunities to reachout to your reader:

Example: Request this command be notifiedas to whether the conference hasbeen rescheduled.

Better: Has the conference beenrescheduled?

Without generalizations and abstractions, lotsof them, we would drown in detail. We sum upvast amounts of experience when we speak of

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dedication, programs, hardware, and lines of isn’t whether the group should exist but what itauthority. But such broad language isn’t likely toevoke in a reader’s mind the same experiences itevokes in a writer’s. Lazy writing overuses suchvague terms. Often it weakens them further bysubstituting adjectives; for example: immensededication, enhanced programs, viable hardware,and responsive lines of authority.

FOR TRY

aircraft plane

plane F-18

improved costs lower costs

enhanced method faster method; cheapermethod

Tone —a writer’s attitude toward the subjector readers—causes relatively few problems inroutine letters. The rules are straight forward.Subordinates may suggest, request, or recom-mend, but only superiors may direct. Althoughpronouns are acceptable, don’t “get personal.”Courtesy is required; warmth is not.

Because much of our writing is routine, tonecauses problems when the subject matter isdelicate. The more sensitive the reader or issue,the more careful we must be to promote good will.Tactlessness in writing suggests clumsiness ingeneral. When feelings are involved, one misusedword can make an enemy.

What do you think of an organization thatwould send a letter containing the followingsentences?

At our last meeting you requested agendatopics for a meeting of the Committee onAtmosphere and Oceans. I certainly sup-port this interagency grouping as itmay serve as an appropriate forum foraddressing our marine technology needsand concerns.

The first sentence is just lazy, for it does nomore than repeat the request. The real troublecomes from the second sentence, whose attemptat good will backfires. Certainly is a needlessintensifier, like many words ending in /y.Interagency grouping is pompous for group.Needs and concerns add bulk; only one of thewords is needed. Certainly support this isundermined by it may serve. May serve? The issue

should discuss.

The person who signed the letter improved thepassage by dropping the second sentence andmaking the first one do more work:

As you requested, I am submitting someagenda topics for the meeting of theCommittee on Atmosphere and Oceans.

Now imagine you have asked for more timeto complete a correspondence course. Here isthe last sentence of the letter that turns youdown:

If we can be of further assistance, pleasedo not hesitate to write.

Beware of such rubber-stamp endings. Theydon’t improve good letters or save bad ones. Tothe reader whose request has been denied, furtherassistance promises further disappointment. Theclosing sentence should be dropped entirely or tiedto the rest of the letter:

This setback aside, we hope you will takeadvantage of other correspondence coursesavailable to you.

Most no answers need some explanation. Yesanswers need little explanation because readers getwhat they want.

Finally, imagine you are a reservist who hasasked to stay on active duty even though you havea serious illness. How would the following answerstrike you?

Because you have failed to pass theprescribed physical examination, you willbe removed from active duty.

Failed? Removed? Those words hint at crimeand punishment. To avoid such tactlessness, thewriter should have used positive wording.

NEGATIVE POSITIVE

Opportunity is limited. Competition is keen.

Stop writing badly. Start writing well.

Don’t use the smallhoist. Use the big hoist.

The cup is half empty. The cup is half full.

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The positive approach would remove some ofthe sting from the reservist’s answer. Here are twopossibilities:

Better:

Better:

Given the results of your physicalexamination, we must transfer you tothe Retired Reserve.

In light of your physical examinationand the need to administer theexamination program fairly, we havedecided in favor of your transfer tothe Retired Reserve.

When writing a letter to inform someone ofnegative information, stress some positive aspectsabout the person or the situation. For example,the writer of the preceding letter to the reservistcould have opened by acknowledging the favor-able endorsements that accompanied the requestto stay on active duty. The writer could haveclosed by thanking the reservist for his or her timeof service. This tactful arrangement would havehelped to soften the bad news.

In writing, give your ideas no more words thanthey deserve. The longer you take to say things,the weaker you come across and the more you riskblurring important ideas. You must suspectwordiness in everything you write. When yourevise, tighten paragraphs to sentences, sentencesto clauses, clauses to phrases, phrases to words,words to pictures, or strike the ideas entirely. Tobe easy on your readers, you must be hard onyourself.

No phrases hurt naval writing more than it isand there is or there are. They stretch sen-tences, delay meaning, hide responsibility, andencourage passive verbs. Avoid using thesephrases.

NOT BUT

It is requested We request, please

It is my intention I intend

It is necessary that you You need to; you must

There is a serial number A serial number is onon the letter. the letter.

There are several files Several files aremissing. missing.

Example: It is mandatory that all active-dutypersonnel receive flu vaccinations.

Better:

Example:

Better:

All active-duty personnel mustreceive flu vaccinations.

There will be a meeting of theHuman Relations Council at 1000on 26 July in the main conferenceroom.

The Human Relations Council willmeet at 1000 on 26 July in the mainconference room.

Wordy expressions don’t give writingimpressive bulk; they clutter it by getting in theway of the words that carry meaning. Here aresome repeat offenders:

NOT BUT

for the purpose of for, to

in accordance with by, following, per,under

in order to to

in the event that if

in the near future soon

Wordy expressions dilute the meaning of thesentences in the next examples:

Example:

Better:

In accordance with reference (b),you may pay the claim with a checkin the amount of $300.

Under reference (b), you may paythe claim with a check for $300.

Words ending in -ion and -ment are verbsturned into nouns. Whenever the context permits,change these words to verb forms. By favoringverb forms, your sentences will be shorter andlivelier.

Example:

Better:

Example:

Improved:

Better:

Use that format for the prepara-tion of your command history.

Use that format to prepare yourcommand history.

The development of an effectivesystem depends on three factors.

Developing an effective systemdepends on three factors.

An effective system depends onthree factors.

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As the writer, you may see some differencesbetween advise and assist, interest and concern,or thanks and gratitude. But your readers won’t.Repeating a general idea can’t make it any moreprecise. Simple subtraction will overcome the useof similar words such as these:

Example: We must comply with the standardsand criteria for controlling andreducing environmental pollution.

Better: We must comply with the stan-dards for reducing environmentalpollution.

Avoid hut-2-3-4 phrases—long chains ofnouns and modifiers. Readers can’t tell whatadjective modifies what noun or where themodifiers end. We must live with some officialhut-2-3-4 phrases, such as fleet-orientedconsolidated stock list, but you can avoid formingunofficial phrases. Rearrange modifiers or rewritesuch phrases entirely:

Example: The Board of Inspection andSurvey service acceptance trialsrequirements

Better: requirements by the Board ofInspection and Survey for serviceacceptance trials

Excessive abbreviating is false economy. Useabbreviations no more than you must with insidersand avoid them entirely with outsiders. Spell outan unfamiliar abbreviation the first time itappears. If it appears only twice or infrequently,spell out the term each time and avoid theabbreviation entirely. Put clarity before economy.

Example: Marine Corps Development andEducation Command (MCDEC)

Passive verbs cause problems. They makewriting wordy, roundabout, and sometimesdownright confusing. Learn how to spot passiveverbs and make them active. Most sentencesshould use a who-does-what order. By leadingwith the doer, you automatically avoid a passiveverb.

Passive:

Active:

The ship was inspected by theskipper.

The skipper inspected the ship.

A verb in the passive voice uses any form ofto be (am, is, are, was, were, be, being, been) plusthe past participle of a main verb, such as drivenor inspected. Unlike sentences with active verbs,sentences with passives don’t need to show whoor what has done the verb’s action. Most passivesjust imply the "doer,” which can sometimes makethe sentence unclear. Use one of three cures forpassive verbs.

1. Put a doer before the verb:

Example:

Improved:

Better:

Appropriate clothing will be wornby all personnel.

All personnel will wear appro-priate clothing.

Wear appropriate clothing.

2. Drop part of the verb:

Example: Then he was transferred to Nor-folk.

Better: Then he transferred to Norfolk.

3. Change the verb:

Example: Personnel are prohibited from do-ing so.

Better: Personnel must not do so.

Write passively if you have good reason toavoid saying who or what has done the verb’saction. You might do that when the doer isunknown, unimportant, obvious, or better leftunsaid. When in doubt, write actively, eventhough the doer may seem obvious. You will writelivelier sentences (not, livelier sentences will bewritten by you).

SUMMARY

In this chapter we discussed the work centerschedule, how to manage your time, and theimportance of a smoothly run work center.

You must seek self-improvement throughleadership self-assessment to become a leader ofNavy men and women. While assessing yourleadership skills, keep in mind that no “best”leadership method exists. You may have to changeyour leadership behavior to fit your changingwork environment.

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The Navy’s Enlisted Performance EvaluationSystem provides a fair and accurate profile of aservice member and provides a method of rankingmembers in comparison to their peers. TheEnlisted Performance Evaluation Report is animportant management tool; however, counselingshould also be an integral part of the evaluationprocess. It will help give proper perspective andmeaning to the performance appraisal. Theimportance of the performance evaluation processcannot be overemphasized; it is an integral anda vital part of each person’s military career.

The ability to draft different types of officialletters, messages, and reports is one of the manytasks demanded of a PO1. Each type of corre-spondence has its own set of standards. Thesestandards will help you prepare correspondencethat is complete and understandable. They alsohelp to ensure correspondence gets where it isintended to go.

REFERENCES

Career Information Program Management,NAVEDTRA 10238-A, Naval Education andTraining Program Management SupportActivity, Pensacola, Fla., 1990.

Military Requirements for Chief Petty Officers,NAVEDTRA 12047, Naval Education andTraining Program Management SupportActivity, Pensacola, Fla., 1992.

Personnelman 3 & 2, NAVEDTRA 10254-D1,Naval Education and Training ProgramManagement Support Activity, Pensacola,Fla., 1987.

Standard Organization and Regulations of theU.S. Navy, OPNAVINST 3120.32B, Office ofthe Chief of Naval Operations, Washington,D.C., 1986.

KNOT

The term knot, or nautical mile, is usedworldwide to denote a vessel’s speed throughwater. Today we measure knots with electronicdevices, but 200 years ago such devices wereunknown. Ingenious mariners devised a speed-measuring device both easy to use and reliable:the log line. From that device we get the termknot.

The log line was a length of twine marked at47.33-foot intervals by colored knots. At one endwas fastened a log chip; it was shaped like thesector of a circle and weighted at the rounded endwith lead. When thrown over the stern, the logchip would floatd pointing upward and remainrelatively stationary.

To measure the ship’s speed, a sailor wouldthrow the log line over the sterm and allow it torun free over the side for 28 seconds beforehauling it aboard. He then counted the knots thathad passed over the side to determine the ship’sspeed.

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1.

2.

3.

4.

5.

CHAPTER 3

PROGRAMS AND POLICIES

LEARNING OBJECTIVES

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

Describe the Navy’s Command Managed EqualOpportunity (CMEO) Program.

Describe the duties of the command assessmentteam (CAT) and command training team (CTT).

Describe the procedures for the conduct of mast.

Describe the programs and policies for identifying and providing treatment for drug and alcoholabusers.

Describe your responsibilities in support of theNavy’s Drug and Alcohol Abuse Program inachieving “zero tolerance.”

Today’s Navy emphasizes equal opportunity. Wewill discuss the Command Managed Equal Opportunityprogram including the command assessment team andcommand training teams. We will discuss conduct ofmast in relationship to equal opportunity and will closewith programs and policies for drug and alcohol abuse.

A command must have an environment of equalopportunity to attain and maintain high morale,discipline, and effectiveness. Positive actions to counterdiscrimination will help achieve that environment. Thepolicy of the Navy is to ensure equal opportunity andtreatment for all military and civilian personnel of theDepartment of the Navy, regardless of race, religion,color, gender, age, or national origin. The prevention ofdiscrimination based on educational, cultural, and ethnicdifferences and the promotion of sexual equity withinthe Navy are command responsibilities. The Navy willnot tolerate discrimination resulting in the denial ofequal opportunity to any individual. Persistentdiscrimination is cause for disciplinary action andultimately may result in dismissal or discharge from theNavy.

6. Identify various types and classes of drugs.

7. Describe some of the common identifiable signs ofdrug and alcohol abuse.

8. Describe the difference between problem drinkingand alcohol abuse.

9. Identify the rehabilitation services available fordrug and alcohol abusers.

COMMAND MANAGED EQUALOPPORTUNITY

Command Managed Equal Opportunity (CMEO)ensures that commands do not wait for discriminatoryincidents to occur before taking corrective action.Commands must assess themselves as often as possibleto problem-solve and to develop their own plans ofaction to correct any deficiencies. Equal opportunity isan integral part of each command’s leadership andmanagement activities.

As a supervisor you must lead the way bydemonstrating those behaviors you require ofsubordinates. You must show a general respect for allpeople through what you say and what youdo-especially with respect to equal opportunity.

All Navy units must have a CMEO program. CMEOwas preceded by Phase I and Phase II of the equalopportunity program. Phase I was a race relationseducation program; Phase II was designed to translatethe awareness generated by Phase I into positiveaffirmative actions.

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CMEO redefines the self-sustaining aspects ofPhase II and reestablishes minimum programrequirements. The purpose of CMEO is as follows:

1. To emphasize the commanding officer’sresponsibility for creating and maintaining apositive equal opportunity climate within thecommand

2. To underscore the chain of command’sresponsibility for identifying and resolvingequal opportunity and sexual harassmentproblems and concerns

3. To provide commands with the capability tomonitor equal opportunity issues, maintain theflexibility to address their own needs, andallocate resources as the situation demands

4, To provide commands with a system formonitoring all personnel issues that affectindividual promotion; duty assignments; orother actions emphasizing merit, ability,performance, and potential

CMEO is an equal opportunity management systemcontrolled primarily at the command level.Command-level control makes equal opportunity areality in each command.

SUPERVISOR’S RESPONSIBILITIES

One of the trademarks of a good supervisor is theability to develop subordinates by helping them growboth personally and professionally. To developsubordinates, first identify their strengths andweaknesses. Then counsel, coach, and provideon-the-job training. Last, give timely feedback on theirperformance as well as fair and constructiveevaluations.

Conflict is inevitable in any group of people whowork or live closely together. Racial, sexual, ethnic, andreligious differences among people can be irritants thatcause conflict. Accept the fact that your people will haveconflicts; then concentrate on managing the conflictrather than ignoring or suppressing it.

Support the Navy’s equal opportunity program atyour own command by evaluating and resolvingdiscrimination complaints at the lowest level possible.Never suppress legitimate equal opportunity complaintsor retaliate against personnel who express a sinceregrievance in this area.

Responsibility to Subordinates

Your subordinates should never doubt that you fullysupport the Navy’s equal opportunity program. Toaccomplish that, lead by example; that will set a standardfor them to follow.

ENSURE SUBORDINATES' KNOWLEDGEOF YOUR SUPPORT OF EQUALOPPORTUNITY. -Clearly state to subordinates thatyou support and require them to support equalopportunity. Deal positively and directly with all yourpeople equally, and consider each one individually.

You can recognize poor supervisors easily. Theytypically are unable to understand any point of view buttheir own. They often make derogatory remarks aboutgroups of people, frequently stereotype people, and feelfree to harass or intimidate members of particulargroups.

MAINTAIN CLEAR COMMUNICATIONSWITH SUBORDINATES. –You must communicateclearly with your people if you are to manage themeffectively. One of the barriers of supervising peoplewho arc different from you is dealing with unknowns.If you do not understand how people think, feel, and act,you might avoid them. You might substitute what youdon’t know with generalized ideas and stereotypes.Therefore, your equal opportunity skills should includethe ability to listen and understand what people say.

Responsibility to Command

As a senior petty officer, you have a responsibilityto communicate your support of equal opportunitythroughout the command. Your support of equalopportunity does not end with responsibility for yourdivision; you are the example throughout yourcommand. Every time you venture into other areas,others learn a lot about your support of equalopportunity simply by the way you handle yourselfoutside your divisional spaces.

PROJECT YOUR SUPPORT. -As a senior pettyofficer within your command, you may be called uponto give command lectures regarding the responsibilitiesof equal opportunity. When giving lectures, project yoursupport as strongly as possible. After all, your view maybe the first intensive look at equal opportunitysubordinates have had since entering the naval service.

ENFORCE EQUAL OPPORTUNITY. -An equalopportunity program can succeed only if the commandidentifies, weighs, and corrects insensitive practices.Any person, military or civilian, who directly or

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indirectly commits an act of discrimination based onrace, religion, color, gender, age, or national origin issubject to disciplinary action. The commanding officermay take one or more of the following actions:

Counsel individuals concerning theirresponsibilities.

If counseling is not effective, or if further actionis warranted, take the following administrative ordisciplinary actions:

– Give a warning

– Lower evaluation marks

– Award nonjudicial punishment (NJP)

– Submit a recommendation for separation forthe best interest of the service

EVALUATE AND RESOLVE COMPLAINTSAT THE LOWEST POSSIBLE LEVEL. -If youreceived a complaint concerning equal opportunity,handle it swiftly and fairly. Make sure it is resolved atthe lowest competent level the situation will allow. Inextreme cases you may have to ask someone above youin the chain of command to help resolve the problem.Others in your command will judge your maturity as asenior petty officer based on how you handle thesesituation.

COMMAND RESPONSIBILITIES

Commands are responsible for teaching theirpersonnel about the different forms of equal opportunitydiscrimination and what they can do about them. Theyalso must teach personnel their rights andresponsibilities in regard to the Navy’s equalopportunity program. Equal opportunity can beobserved from two perspectives:

1. Personnel

2. Administration

Personnel

Command personnel make up two teams thatevaluate and assess its equal opportunity status. Thecommand assessment team (CAT) evaluates how muchcommand members actually know about equalopportunity. The command training team (CTT)assesses the command’s compliance withequal opportunity objectives as a whole.

the Navy’s

COMMAND ASSESSMENT TEAM(CAT) . -The effectiveness and success of CMEOdepends on several elements. However, the most criticalis the ability of a command to accurately assess its ownequal opportunity status. Commands make thatassessment through a command assessment team(CAT). A cross-section of people of different ranks,genders, races, and departments within the commandcompose the CAT.

COMMAND TRAINING TEAM. -Many peoplein the Navy do not know their military rights andresponsibilities. Therefore, each command forms acommand training team to provide CMEO Navy Rightsand Responsibilities (NR&R) workshops. The CTTconducts training periodically or when the commandreceives a great enough assignment of new personnel towarrant training.

The standard CMEO Navy Rights andResponsibilities (NR&R) workshop covers basic Navyequal opportunity principles, policies, and proceduresthat all hands should understand. It is a 1-day workshopabout the following subjects:

1.

2.

3.

4.

5.

6.

7.

8.

9.

Enlistment contracts

Communications

Rights, responsibilities, and privileges

Pertinent Navy regulations

Authority of officers and petty officers

Sexual harassment prevention

Perceived barriers of race, gender, and culture

Grievance and redress procedures

Chief of Naval Operations (CNO) andcommand-specific issues

Administration

In the administration of CMEO, commands compiledata to determine measures needed to ensure equalopportunity. They collect data through surveys,command records, interviews, and observations. Theythen must determine how to use that data.

SURVEYS. -Surveys are an efficient way to collectdata. Although commands can design them to gatherinformation about a variety of topics, they are not assensitive as interviews in uncovering real issues andproblems. Like observations, surveys often producefindings that can be validly interpretedconsidered along with other sources.

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only when

COMMAND RECORDS. -Command recordscontain information relevant to equal opportunity suchas training, sailor of the month/quarter/year, awards,meritorious mast, and discrimination complaints.

INTERVIEWS. –Interviews provide informationthat is not available in command records. Interviewsreveal not only what is actually happening at acommand, but also what people perceive to behappening and how they feel about it. In a sensitive arealike equal opportunity, information about what peoplethink and feel is often as important as documented facts.

OBSERVATIONS. -Observations are a means ofdetermining what people actually door how they behaveand interact. They are also an indirect way of collectingdata on what people think and feel. As an unbiasedobserver, the CAT must be able to distinguish betweenfacts, opinions, and judgments. To avoid bias, the teammust also use other data sources from which to drawconclusions.

USE OF DATA COLLECTED. –Informationcollected from records, interviews, observations, andsurveys provides managers with CMEO-related dataabout specific groups of people within the command. Asa minimum, commands maintain specific data onretention, advancement, and discipline of the crew. If thedata shows the existence of disproportionate numbersof minorities, commands investigate and takeprecautions to ensure they are not the result ofdiscriminatory practices.

COMMAND ENFORCEMENT

Commands may use three methods to enforce equalopportunity:

1. Warning (counseling)

2. Nonjudicial punishment (NJP), commonlycalled captain’s mast

3. Separation from the Navy

With warning being the lesser and separation thehigher extreme.

Warning (Counseling)

Commands may use a variety of counselingmethods to instill in a subordinate the serious nature ofthe Navy’s equal opportunity program. The followingare some of those methods, listed in the order of theirseverity:

1. Verbal counseling

2.

3.

4.

5.

In

Counseling through the use of locally preparedcounseling sheets

A letter of Instruction (LOI)

A page 13

A special evaluation

some cases you may be required to documentfacts by entering them as a page 13 service record entryor as a special evaluation. Since page 13 entries andspecial evaluations become a permanent part of amember’s record, you should use the less severecounseling methods first.

Nonjudicial Punishment

The Navy awards nonjudicial punishment in equalopportunist y cases involving repeat offenders. You willbe put on report and must appear before thecommanding officer (captain’s mast). Some of thepunishments that may be given at captain’s mast are:

Restriction

Correctional Custody

Confinement on diminished rations

Extra duty

Forfeiture of pay

Reduction in grade

Recommendation for Separation

A member’s command must recommend a memberfor separation in cases of equal opportunitydiscrimination as well as misconduct.

CONDUCT OF MAST

Nonjudicial punishment is better known in the Navyas captain’s mast. The term derived from the earlysailing days when the usual setting for this type of navaljustice was held on the weather deck at the front of theship’s main mast.

Based on article 15 of the Uniform Code of MilitaryJustice (UCMJ), commanding officers may awardpunishment for minor offenses without the interventionof a court-martial. They may award that punishment toboth officer and enlisted members. The article likewiseempowers officers in charge to impose nonjudicialpunishment upon enlisted members assigned to the unitof which the officer is in charge. Similarly, thecommander of a multiservice command, to whose

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command members of the naval service are assigned,may designate one or more naval units for the purposeof administering NJP. For each such unit, thecommander must designate in writing a commissionednaval officer as commanding officer for theadministration of discipline under article 15. In addition,a flag or general officer in command may delegate all orpart of his or her powers under article 15 to a seniorofficer on the staff. However, the senior officer must beeligible to succeed to command in the absence of theflag or general officer. In addition, those powers canonly be delegated with the express approval of the Chiefof Naval Personnel or the Commandant of the MarineCorps, as appropriate. Punishment must be imposedwithin 2 years of the offense. If it is not imposed withinthat period the offender may not later be punished forthe offense.

MAST PROCEDURES

You can receive notification that someone hascommitted an offense in a variety of ways–a shore patrolreport a verbal complaint by a victim, or a local reportchit, to name a few. Except when serious crimes areinvolved, document charges on the Report andDisposition of Offense(s), NAVPERS 1626/7. Thenprocess the form in the manner prescribed by the formitself.

The NAVPERS 1626/7 is a one-sheet (back andfront) form. It serves several functions; among them arethe following:

1. It reports the offense(s).

2. It records that the accused has been advised ofhis or her rights under article 31.

3. It records any pre-mast restraint.

4. It serves as a preliminary inquiry report.

5. It records the action of the executive officer(XO) at screening mast.

6. It records that the accused has been advised ofhis or her rights to refuse NJP (if he or she hasthe right under the circumstances of the case).

7. It shows the action of the CO at mast.

8. It records that the accused’s appeal rights havebeen explained.

Remember, however, that NAVPERS 1626/7 doesnot include all of the required premast advice you mustgive the accused.

Reviewing the Report Chit

Regardless of how the commission of a minoroffense is brought to your attention, you will probablyneed to prepare a rough NAVPERS 1626/7. (The legaloffice or administration office normally prepares thesmooth.) Always address the report to the officer incharge or the commanding officer of the accused. If theoffender has violated more than one article of theUCMJ, identify the separate offenses by Arabicnumerals in the section entitled Details of the Offense.If the offender has violated a single article more thanonce, identify successive violations by Arabic numeralsin parentheses. In each instance, be sure to give enoughdetails to describe the offense fully and give the UCMJarticle number violated. Use numerals in the blocksmarked Place of Offense(s) and Date of Offense(s) thatcorrespond to those used in identifying the offenses inDetails of Offense(s).

List military witnesses to the offense in the order oftheir seniority, followed by civilian witnesses, if any.Include the command or address of all witnesses. If awitness is attached to the same command as theoffender, give only his or her division or department. Ifattached to another command, identify that commandcompletely. Give civilian witnesses’ complete businessand home addresses if available. Finally, be sure toobtain the signature of the person placing the accusedon report.

Reading of Rights

The officer contemplating imposing NJP mustensure the accused is fully advised concerning all legalrights associated with the possible imposition of NJP.The accused must be advised within a reasonable timeof the report of an offense. Failure to advise the accusedproperly may render any subsequent nonjudicialpunishment invalid.

The Judge Advocate General (JAG) Manualcontains details concerning required premast advice toan accused. The advice must include the following as aminimum:

1. The offense(s) the accused is suspected ofhaving committed

2. That the commanding officer is contemplatingmast for the alleged offense(s)

3. That, if the accused is not attached to orembarked in a vessel, he or she has a right todemand court-martial in lieu of mast

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4. That, if the accused will attend mast, he or shewill receive a hearing at which time he or shewill be accorded the following rights:

a. To be present before the officer conductingthe hearing

b. To have the rights of the accused underarticle 31 of the UCMJ explained to him orher

c. To be advised of the offense(s) of which heor she is suspected

d. To be present at the presentation of allinformation against him or her either bytestimony of a witness or by the receipt ofcopies of the witness’s written statement(s)

e. To have available for his or her inspection allphysical information or documentaryevidence to be considered by the hearingofficer

f. To have full opportunity to present anymatter in mitigation, extenuation, or defenseof the offense(s) of which he or she issuspected

g. To be accompanied at the hearing by apersonal representative (provided by theaccused) to speak in his or her behalf, whomay, but need not, be a lawyer

5. That, if punishment is imposed, the accused hasthe right of appeal

6. That, if the accused demands trial bycourt-martial, the charges against him or hermay be referred to court-martial

No preset forms exist for the accused to use toacknowledge receipt of the above premast advice.However some commands may design their own formsfor local use. In addition, the first page of the NAVPERS1626/7 reflects acknowledgement of some of the abovepremast advice. For example, it contains a place for theaccused to acknowledge he or she has been advised ofthe nature of the offense(s) charged against him or herand of his or her right to remain silent under article 3 lb.In any event, when provisions are made foracknowledgment in writing by an accused of premastadvice, the accused should acknowledge in writing,when available, the receipt of premast advice and makesure someone witnesses the acknowledgement. If theaccused refuses to sign an acknowledgment, have thewitness attest to the giving of the warnings and therefusal of the accused to acknowledge. In such cases,

using someone as a witness who has no connection withthe issuing of discipline would probably be a goodprocedure.

Premast Screenings

Before the commanding officer hears a person’scase, it is referred to an officer for a preliminary inquiryafter which it will be screened by the executive officerat executive officer’s investigation (XOI).

At small commands, cases will be referred almostautomatically to division officers for the preliminaryinquiry. At large commands, the disciplinary officer orthe legal officer will be delegated authority to appointthe preliminary inquiry officer (PIO). The job of the PIOis not to develop a case against the accused. Rather, thePIO must collect all available facts concerning theoffense itself and the background of the accused. ThePIO completes Section E of the NAVPERS 1626/7 asfollows:

1.

2.

3.

4.

Inserts a short resume of the division officer'sopinion of the accused.

Lists the names of the witnesses whose presencethe PIO thinks is necessary to dispose of the caseat mast.

Recommends disposition of the case.

Summarizes the evidence that supports therecommendation.

The recommendation of the PIO is not binding. Thecommanding officer will evaluate eachrecommendation separately.

The XO may screen the case by holding an informalhearing or may merely review the record of the accusedand the report chit. If given the power by thecommanding officer, the XO may dismiss the case, butmay NEVER impose punishment.

At XO's screening mast, the accused is advisedagain of the right to refuse NJP and to demand a trial bycourt-martial. Article 15 does not give that right topersons attached to vessels. The accused may elect notto be tried by court-martial at XO's mast, but thendemand trial by court-martial at captain’s mast. The onlyrequirement is that the accused make the demand beforepunishment is imposed. Case law requires that a suspectbe provided the opportunity to discuss with counsel thelegal consequences of accepting or refusing NJP. If heor she is not provided that opportunity, the record of anypunishment imposed will not be admissible in anysubsequent court-martial proceeding.

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Punishment However, the member may only be reduced one gradeas a result of a single mast appearance.

If the commanding officer is convinced by theevidence that the accused is guilty of the offense anddeems punishment appropriate, article 15 provides widelatitude.

The rank of the commanding officer and the statusof the offender limit the type of punishment the CO canimpose. However, under appropriate circumstances, thecommanding officer may impose nine types ofpunishment:

1. RESTRICTION -Restriction is the least severeform of denying liberty. It involves moral rather thanphysical restraint. Generally, while restricted, themember will continue to perform his or her militaryduties but may be required to report to a specified placefor muster during the period of restriction. Thecommanding officer may restrict both officers andenlisted members.

2. ARREST IN QUARTERS -Arrest in quartersalso involves moral rather than physical restraint. Anarrest in quarters restricts the offender to his or her livingquarters unless the restriction is specifically broadened.Although this punishment may require the offender toperform certain duties, article 1020 of Navy Regulationsprohibits that person from exercising military authorityover subordinates. Flag or general officers in command

7. EXTRA DUTY -Extra duty means offendersmust perform duties in addition to their normal duties.Only enlisted members may receive this type ofpunishment. Extra duty normally may not exceed 2hours a day, after which offenders are grantedliberty–unless, of course, their liberty has beencurtailed. Personnel may not perform extra duty onSundays, although Sundays count in the computation ofthe number of days worked. However, they may performextra duty on holidays.

8. FORFEITURE OF PAY –A forfeiture of pay isthe permanent loss of entitlement to a specific amountof pay. Only basic pay, sea pay, or foreign duty pay issubject to forfeiture.

9. DETENTION OF PAY –A detention of pay ismuch less severe than the forfeiture, because themember will get the detained money back at the end ofthe detention period. The detention period may notexceed 1 year and may not extend beyond the expirationof the member’s current enlistment. Only sea pay,foreign duty pay, and basic pay may be detained. Themaximum amount subject to detention is computed inthe same fashion as that for a forfeiture.

FINES. -A fine is not an authorized punishment atNJP and cannot be awarded.

or an officer exercising general court-martial (GCM)authority may impose this type of punishment on EFFECTIVE DATES OF PUNISHMENTS. -As

commissioned or warrant officers only. a general rule, punishments awarded at mast take effectimmediately upon imposition, unless they are

3. CORRECTIONAL CUSTODY –Correctional suspended, stayed, or otherwise deferred. An offendercustody is the physical restraint of persons during duty may receive a new nonjudicial punishment whileor nonduty hours, or both. It may be awarded only to serving a nonjudicial punishment of restraint. In suchnonrated persons. It could include extra duty, fatigue cases, the offender interrupts the original punishment ofduty, or hard labor. restraint to begin serving the new punishment. After the

4. CONFINEMENT ON BREAD ANDWATER -Confinement on bread and water may beimposed only on nonrated personnel attached to orembarked in vessels. Maximum duration is 3 days.

5. ADMONITION AND REPRIMAND -The twodegrees of punitive censure, in their increasing order ofseverity, are admonition and reprimand. Thecommanding officer may impose punitive censure onenlisted personnel either orally or in writing but mustimpose it on commissioned and warrant officers inwriting.

6. REDUCTION IN GRADE –A reduction ingrade, or “bust,” is considered the most severe form ofNJP. It means a member may be reduced one grade.

completion of the new punishment, the person willcomplete the remainder of the original punishment.Before a second forfeiture or detention of pay may takeeffect, the offender must complete all previousforfeitures. Commanders may defer confinement onbread and water or correctional custody for a period ofup to 15 days if the needs of the naval service dictatesuch deferment. For example, the commanding officermay award a person confinement on bread and waterwhile the ship is at sea if the ship has no confinementfacility. Therefore, the commanding officer may deferthe sentence until an ashore confinement facilitybecomes available, but not for more than 15 days.

APPEALS PROCEDURE. -A member awardedNJP who believes the punishment unjust or

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disproportionate to the offense has the right to appealthe award to higher authority. The member must submitthe appeal in writing and include the reasons he or sheconsiders the punishment unjust or disproportionate.Normally, members must submit the appeal to the areacoordinator having GCM authority.

Article 15 requires the appeal to be made“promptly,” which means within 5 days ofimposition–except under the most unusualcircumstances. Appeals not brought within this periodmay be rejected on that basis.

marijuana, cocaine, amphetamines, barbiturates, FCP,and opiates. They tested each sample three times-twiceusing radio immunoassay and once using highly specificgas chromatography or mass spectrometry. Thesetechnical procedures are designed to protect theindividual. They are standardized at all laboratories andcentrally monitored through a blind sample qualitycontrol program. Facilities using these procedures aresubject to frequent inspections. These inspections areone part of the Navy’s care and expense in ensuring thecredibility of the urinalysis program.

DRUG ABUSE EDUCATIONDRUG AND ALCOHOL ABUSE

Drug abuse is incompatible with naval service. It iscostly in lost man-hours and unnecessary administrativeand judicial processing and is a critical drawdown onmorale and esprit de corps. It undermines the very fiberof combat readiness, safety, discipline, judgment, andloyalty. For those reasons, the United States Navy hastaken a zero tolerance stand on drug abuse. Zerotolerance is a compassionate policy that offers help todrug abusers who want help. However, it is also a toughpolicy that separates from the naval service those whodefy authority through continued abuse.

The Department of Defense authorizes the use ofurinalysis for disciplinary purposes. Urinalysis hasbecome the most valuable detection and deterrence toolused by the Navy. New technology enables wide-scaletesting for the use of drugs. Today, recruits are testedwithin 48 hours of arrival at basic training. Those testingpositive for any drug other than marijuana (THC) areimmediate y discharged. Those testing positive for THCare charged with a first drug offense, which isdocumented in their record. They are randomly retestedfor the next 6 months; if found positive again, they aredischarged. The recruits are tested again as they reportto their first technical school and then tested three timesannually throughout their naval service. Knowledge ofthe certainty of this testing and the severe personal andcareer consequences for drug abuse act as a powerfuldeterrent.

The Navy emphasizes drug abuse prevention.Education programs make up the largest segment ofprevention. General military training on drug abuseprevention and control is annually delivered to over500,000 enlisted personnel. Other specific educationprograms include the Navy Alcohol and Drug SafetyAction Program (36 hours of prevention and remedialinstruction) with an average annual attendance of53,000. Supervisory personnel attend an 8-hour policy,identification, and referral seminar. In addition toproviding general drug abuse education to every personin the Navy, the Navy trains its own command drug andalcohol program advisors, aftercare programcoordinators, drug and alcohol counselors, and programmanagers.

Results from the Department of Defense worldwidesurveys of drug and alcohol use among militarypersonnel have shown a gratifying decrease in the useof illicit drugs among naval personnel. Drug use amongall personnel within the 30 days before each survey wasreduced from 33% in 1980, to 16% in 1982, to 10% in1985.

Because drug abuse is incompatible with navalservice, the Navy will always maintain its zero tolerancestand and will continue to wage war on drugs.

TYPES OF DRUGS AND THEIR EFFECTS

The Navy has taken a firm stand against drug abuse.It processes for immediate separation from service any

This section describes different types of drugs andhow they affect the user. There are medicinal drugs used

officer, chief petty officer, or petty officer identified as to treat illness or to relieve pain. Without them therea drug abuser or as drug dependent. would be a lot of pain and suffering. These drugs include

The Navy’s five drug screening laboratories are aspirin, antihistamines, antacids, penicillins, and alocated at Norfolk, Virginia; Jacksonville, Florida; variety of others. Drugs have a definite purpose in ourGreat Lakes, Illinois; Oakland, California; and San society especially when they are prescribed byDiego, California. In fiscal year 1986, these laboratories physicians to cure illness. When used as prescribed bytested close to 2 million urine samples for six drugs: physicians, drugs are legal.

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Then there are illicit drugs, DRUGS PROHIBITEDBY LAW. Illicit drugs and some legal dregs normallyavailable only by a doctor’s prescription aremanufactured by unscrupulous individuals for sale tounderground buyers. These drugs are usually inferiorproducts prepared in unsanitary laboratories for futuremarketing on our nation’s streets.

Some types of drugs that are used legally andillegally are narcotics, stimulants, depressants,hallucinogens, and deliriant. These drugs are describedas follows:

NARCOTICS. -Narcotic drugs include some of themost valuable medicines known, as well as some of themost abused. The term narcotics original] y referred toopium and the drugs made from opium, such as heroin,codeine, and morphine. Opium is obtained from theopium poppy plant; morphine and codeine are extractedfrom opium. Medical science has developedsynthesized drugs, called opiates, that have propertiessimilar to heroin, codeine, or morphine. Those drugs arealso classified as narcotic drugs.

A drug abuser under the influence of narcoticsusually appears lethargic and drowsy or displayssymptoms of deep intoxication. The pupils of the eyesare often constricted and fail to respond to light.

Some abusers may drink paregoric or coughmedicines containing narcotics. The person’s breathoften has the medicinal odor of these preparations. Other“beginner” narcotic abusers inhale narcotic drugs, suchas heroin. They sometimes have traces of this whitepowder around their nostrils. Constant inhaling ofnarcotic drugs makes their nostrils red and raw.

The drug addict usually injects narcotics directlyinto a vein. The most common site of the injection is theinner surface of the arm at the elbow. After repeatedinjections, scar tissue (tracks) develops along the veins.Because of the easy identification of these marks,narcotic abusers usually wear long sleeves at odd times.Females sometimes use makeup to cover the marks.Some males get tattooed at injection sites. Abusers whoinject narcotics under unsterile conditions often getblood poisoning. They often contract diseases such ashepatitis and acquired immune deficiency syndrome(AIDS) and tropical diseases such as malaria.

Those who inject drugs must keep the equipmentthey used to inject the drugs handy. Therefore, they mayhide the equipment on themselves or in a place wherethey will have temporary privacy, such as a nearbylocker or washroom. Some commonly used instrumentsand accessories are bent spoons, bottle caps, small balls

of cotton, syringes, eyedroppers, and hypodermicneedles. Abusers use them all in the injection process.Spoons or bottle caps hold the narcotic in a little waterfor heating over a match or lighter; cotton falters thenarcotic as it is drawn through the needle into a syringeor an eyedropper. Abusers usually keep the used cottonbecause it retains a small amount of the narcotic. Theycan then extract it if unable to obtain additional drugs.You can easily identify a bent spoon or bottle cap usedto heat the narcotic because it becomes blackened by theheating process.

Under federal law, some preparations containingsmall amounts of narcotic drugs maybe sold without aprescription; for example, cough mixtures containingcodeine. Although these preparations are relatively freeof addiction potential when used as directed, they havebeen abused.

Opiates. -Natural and synthetic morphine-likedrugs derived from opiates are the most effective painrelievers known. Physicians often prescribe them forshort-term acute pain resulting from surgery, fractures,burns, and the latter stages of terminal illnesses such ascancer.

Since opiates depress the central nervous system,they produce a marked reduction in sensitivity to pain,create drowsiness, and reduce physical activity. Sideeffects can include nausea and vomiting, constipation,itching, flushing, constriction of pupils, and respiratorydepression.

Heroin. –Heroin is a white or brown powder knownto the addict as H, horse, caballo, white stuff, white lade,Harry, joy powder, doojee, sugar, stag, or smack. Itproduces an intense euphoria resulting in an easing offears and relief from worry; however, a state ofinactivity bordering on stupor often follows. Sinceabusers rapidly develop a tolerance for the drug, theymust ingest increasingly large quantities to get a “kick.”

Abusers ingest heroin in a variety of ways, includingsniffing (snorting), smoking, or injecting it into a vein(mainlining) or just under the skin (joy popping). Thelatter two methods require the abuser to liquify thepowder before using it.

Heroin is manufactured from morphine and, weightfor weight, is up to 10 times more potent than morphine.Users “cut” or dilute pure heroin with other substancessuch as milk sugar (lactose) or quinine, or both. The drugsold to the addict as heroin usually contains one partheroin plus nine parts or more of other substances. Sincethose other substances are quite often toxic to the humansystem, they can result in the death of the user.

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Morphine. -For many years morphine was the drugof choice for the relief of pain. The street addict calls itwhite stuff, M, hard stuff, morpho, untie, and MissEmma. Addicts use it when they have difficulty gettingheroin. Small doses produce euphoria. The body’stolerance for the drugbuild rapidly.

and physical dependence on it

Codeine. -More commonly abused in the form ofcough preparations, codeine is less addictive thanmorphine or heroin. It is also less potent in inducingeuphoria. When withdrawal symptoms occur, they areless severe than with more potent drugs.

Methadone. –Methadone was invented by Germanchemists in 1941 when the supply of morphine toGermany ran low. It has many properties similar to thoseof morphine-it relieves pain and produces physical andpsychological dependence. Methadone has one majordifference from morphine and heroin–when methadoneis taken orally, under medical supervision, it preventswithdrawal symptoms for approximately 24 hours.

STIMULANTS. -Stimulants are drugs thatstimulate the central nervous system. The most widelyknown stimulant in this country is caffeine, aningredient of coffee, tea, cola, and other beverages.Since the effects of caffeine are relatively mild, its useis socially acceptable and not an abuse problem.However, the use of the more potent synthetic stimulantssuch as amphetamines, methyl phenidate, andphenmetrazine can result in abuse problems. Stimulantsproduce excitation, increased activity, and an ability togo without sleep for extended periods.

The main trait of stimulant abusers is excessiveactivity. They are irritable and argumentative, appearextremely nervous, and have difficulty sitting. In somecases, the pupils of their eyes will be dilated even in abrightly lit place.

Stimulant abusers often go for long periods withoutsleeping or eating and usually cannot resist letting othersknow about it.

Cocaine. -Cocaine is a white or colorless crystallinepowder. Persons who abuse cocaine either inhale thepowder or inject it directly into the bloodstream. It caninduce euphoria, excitation, anxiety, a sense ofincreased muscular strength, and talkativeness; it canalso reduce the feeling of fatigue. It causes the pupils tobecome dilated and the heart rate and blood pressure toincrease. In larger doses, cocaine can produce fever,vomiting, convulsions, hallucinations, and paranoiddelusions. An overdose can depress the heart andbreathing functions so much that death results. “

Crack. -Crack is a relatively new form of cocaine.Crack is a street cocaine mixed with baking soda andwater to remove impurities. It is about 50 to 60 percentpure, while street cocaine is 20 to 40 percent pure. Userscan smoke crack without the fire hazard involved infree-basing. Crack produces a feeling of euphoria morequickly and with more intensity than cocaine snortedinto the nasal passages. The high comes in 4 to 6 secondsversus 6 to 8 minutes from snorting.

Crack causes blood vessels to constrict and the heartrate to rapidly increase, which leads to high bloodpressure. Those changes can cause the heart or arteriesto burst and can cause massive heart attacks.

In the brain, crack triggers the release ofneurotransmitters, causing the euphoric effect. Cocaineblocks the reuse of the neurotransmitters by the brain,thus leaving the brain in a depressed state. The more aperson gets high, the more their supply ofneurotransmitters is depleted, and the deeper thedepression that follows the euphoria. That rapidlyprogresses to a psychological dependence on the drugjust for the person to feel normal.

One reaction to crack is called excited delirium. Inthis state, a person becomes paranoid and starts shoutingand thrashing. The person also becomes violent, withunexpected strength, often breaking mirrors, glass, andother objects. The pupils in the eyes dilate. The bodyalso undergoes hyperthermia (overheating), causing theperson to disrobe to cool off. Such episodes last aboutan hour. Sudden tranquility or a transition to a depressedstate may follow, which can lead to respiratory arrestfollowed by death.

Amphetamines. –Amphetamines are often called“uppers” or pep pills. Amphetamine andmethamphetamine drugs provide help for variousdisorders. They help overweight patients reduce theirappetites and provide relief for patients with narcolepsy,a disorder characterized by an overwhelming need forsleep. They also benefit selected patients withaggressive psychiatric or neurological disorders.

Amphetamines have a drying effect on the mucousmembranes of the mouth and nose and cause bad breaththat is unidentifiable as to a specific odor such as onion,garlic, or alcohol. Because of the dryness of mouth,amphetamine abusers lick their lips to keep them moist.That often results in chapped and reddened lips, which,in severe cases, may become cracked and raw.

Abusers may rub and scratch their nose vigorouslyand frequently to relieve the itching sensation caused bydryness of the mucous membrane in the nose. They often

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talk incessantly about any subject at hand and oftenchain-smoke.

Because the body develops a tolerance toamphetamines, abusers must increase their dosages toobtain the psychic effects they desire. Tolerance to allthe effects does not develop uniformly. Even a “tolerant”abuser can experience high blood pressure, abnormalheart rhythms, loss of appetite, excitability,talkativeness, trembling hands, enlarged pupils, heavyperspiration, and stereotypic compulsive behavior. Inserious cases, a drug psychosis resembling paranoidpsychosis develops. In addition, violent behavior mayfollow the use of amphetamines because ofunpredictable mood changes.

Amphetamines for medical purposes are availableby prescription under a variety of trade names. They arealso manufactured in clandestine laboratories ascrystalline powder, as tablets, and in a variety of liquidforms; they are then sold through illicit channels.

DEPRESSANTS. –The drugs depress the centralnervous system. Abusers of depressants, such asbarbiturates and certain tranquilizers, exhibit most of thesymptoms of alcohol intoxication with one importantexception: no odor of alcohol is detected on their breath.Depressant abusers may stagger or stumble andfrequently fall into a deep sleep. In general, depressantabusers lack interest in activity, are drowsy, and mayappear to be disoriented.

Since depressants depress the central nervoussystem, they are prescribed in small doses to reducerestlessness and emotional tension and to induce sleep.Some are valuable in the treatment of certain types ofepilepsy.

Continued and excessive dosages of depressantsresult in slurred speech, faulty judgment, a quick temper,and a quarrelsome disposition. Overdoses, particularlywhen taken in conjunction with alcohol, result inunconsciousness and death unless the user receivesproper medical treatment.

Therapeutic doses cause minimal amounts ofpsychological dependence, whereas excessive dosestaken over a period of time result in both physical andpsychological dependence. Abrupt withdrawal,particularly from barbiturates, can produce convulsions.Depressants are exceedingly dangerous.

HALLUCINOGENS. -Hallucinogens arechemicals extracted from plants or synthesized inlaboratories. LSD, mescaline,and PCP (phencyclidine)

psilocybin and psilocin,are all examples of

hallucinogens. Although openly and irresponsiblypromoted as a means of expanding consciousness,hallucinogens have yet to be proved valuable medically.Hence, neither standard dosage forms nor markingsexist that make visual identification possible.

Illicit labs produce hallucinogens in the form ofcapsules, tablets, powders, or liquids; peddlers and usersuse many methods to transport or hide the drugs. Forexample, LSD has been found in sugar cubes, candy,paper, aspirin, jewelry, liquor, cloth, and even on theback of postage stamps.

Persons who use hallucinogenic drugs (such asLSD) are highly unlikely to do so while at work. Theyusually use such drugs in a group situation under specialconditions designed to enhance their effect.Hallucinogens distort the user’s perception of objectivereality. They produce illusions involving the varioussenses and, if taken in large doses, can producehallucinations. Persons under the influence ofhallucinogens usually sit or recline quietly in atrance-like state. On occasion, users become fearful andexperience a degree of terror that may cause them toattempt to escape from the group situation. An importantpoint to remember is that the effects of LSD may recurdays, or even months, after someone has taken it.

The effects of hallucinogens are not solely relatedto the drug. They are modified by the mood, mentalattitude, and environment of the user. Hallucinogensusually distort or intensify the sense of perception andlessen the user’s ability to discriminate between fact andfantasy. Users may speak of “seeing” sounds and“hearing” colors. Their judgment of direction anddistance is generally out of proportion. Their pupilsdilate and their eyes become extremely sensitive to light.They commonly experience restlessness andsleeplessness until the drug wears off. The drugs havean unpredictable mental effect on persons each time theytake them. As with stimulants and depressants, the userof hallucinogens may develop a psychologicaldependence. However, unlike depressants,hallucinogens have not been shown to produce aphysical dependence.

VOLATILE CHEMICALS. -The volatilechemicals include model airplane glue, lacquer thinner,gasoline, fingernail polish remover, and lighter fluid.The substances contain xylol, creosol, naphtha, benzol,tetraethyl lead, and other chemicals that can causesevere damage to the body by attacking the oxygenlevel.

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Abusers usually retain the odor of the substance thatthey have inhaled on their breath and in their clothes.Irritation of the mucous membranes in the mouth andnose may result in excessive nasal secretions. Rednessand watering of the eyes commonly occur. The user mayappear intoxicated or lack muscular control and maycomplain of double vision, ringing in the ears, vividdreams, and even hallucinations. Drowsiness, stupor,and unconsciousness may follow excessive use of thesubstance.

Abusers usually inhale these drugs from thecontainer or from plastic or paper bags. Therefore,discovery of plastic or paper bags or handkerchiefscontaining dried plastic cement is a telltale sign of thisform of drug abuse.

MARIJUANA. –Marijuana is a greenish,tobacco-like material consisting of the leaves, flowers,small stems, and seeds of the plant Cannabis Sativa L,which grows throughout the world. Its fibers have beenused to manufacture twine, rope, bags, clothing, andpaper. The sterilized seeds are used in various feedmixtures, particularly bird seed. Traffic in, and use of,drugs from the cannabis plant are now restricted by lawin most countries, including the United States.

Although known to exist for nearly 5,000 years, weprobably know less about marijuana than any othernatural drug. In the past, it has been used in the treatmentof a variety of clinical disorders. Very early in China’shistory, it was used to relieve pain during surgery. InIndia it was used as medicine; in the United States it wasused as an analgesic, a poultice for corns, and acomponent in a variety of patented medicines.

You can identify marijuana smokers by theirpossession of such cigarettes, often called sticks,reefers, or joints. A marijuana cigarette is often rolled ina double thickness of brownish or off-white cigarettepaper. Smaller than a regular cigarette, with the papertwisted or tucked in on both ends, the marijuanacigarette often contains seeds and stems and is greenerin color than regular tobacco.

Another clue to the presence of “reefers” is the wayin which they are often smoked. Typically, such smokingoccurs in a group situation. Because of the rapid burningand harshness of the marijuana cigarette, it is generallypassed rapidly, after one or two puffs, to another person.Users inhale the smoke deeply and hold it in the lungsas long as possible. When inhaling, persons often cupthe cigarette in the palms of both hands to save all thesmoke possible. An additional clue to marijuana use is

an odor similar to that of burnt rope. You can readilydetect the odor on the person’s breath and clothing.

When smoked, marijuana appears to enter thebloodstream quickly because the onset of symptoms israpid. It affects the user’s mood and thinking. Theeffects of the drug on the emotions and senses varywidely, depending on the amount and strength of themarijuana used. The social setting in which it is takenand the effects anticipated by the user also influence theperson’s reaction to the drug.

You probably will not recognize marijuana (pot)users unless they are heavily under the influence. Inearly stages, when the drug acts as a stimulant, usersmay be very animated and appear almost hysterical.They commonly talk loudly and rapidly and easily burstinto laughter.

Usually, the effects of the drug start about 15minutes after the person inhales the smoke of thecigarette. The effects can last from 2 to 4 hours. At lowdoses of one or two cigarettes, persons who becomeintoxicated may experience an increased sense ofwell-being, initial restlessness, and hilarity. That stageis followed by a dreamy, carefree state of relaxation andan alteration of sensory perceptions, includingexpansion of space and time. Users also experience amore vivid sense of touch, sight, smell, taste, and sound;a feeling of hunger, especially a craving for sweets; andsubtle changes in thought formation and expression. Toan unknowing observer, a person in this state ofconsciousness would not appear noticeably differentfrom a normal state.

At higher but moderate doses, the user experiencesthe same reactions experienced with the use of lowdoses, only they are intensified. Still, you wouldscarcely notice the changes. The person may alsoexperience altered thought formation and expression,such as fragmented thoughts, sudden loss of ideas,impaired immediate memory, disturbed associations,and an altered sense of self-identity. Some perceive afeeling of enhanced insight. Such distortions canproduce feelings of panic and anxiety in those who havelittle experience with drugs. The panic and anxiety cancause persons to fear they are dying or going crazy. Thatpanic reaction usually disappears as the effects of thedrug wear off. Low to moderate doses of the drugproduce minimal changes in body functions.

At very high doses, effects may include distortionsof body images, loss of personal identity, fantasies, andhallucinations. In addition, toxic psychoses can occur

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after extremely high doses. This state clears as the usereliminates the drug from the body.

A person under the influence of marijuana has aharder time making decisions that require clear thinking;therefore, the user becomes more open to other people'ssuggestions. Since marijuana affects people’s reflexesand thinking, their performance of some tasks whileunder the influence of the drug is dangerous, such asdriving.

ABUSER IDENTIFICATION

Drug abuse in its various forms can produceidentifiable effects. However, persons taking drugsunder a physician’s instructions may sometimesexperience side effects that may be mistaken as signs ofdrug abuse. For example, such disorders as epilepsy,diabetes, or asthma may require maintenance drugtherapy that will produce low-level side effects; or aperson might be drowsy from taking a nonprescriptionproduct, such as an antihistamine. Many people uselegitimate drugs following a physician’sinstructions–but without the knowledge of theirassociates. Therefore, finding tablets, capsules, or otherforms of drugs on a person suspected of being an abuserdoes not necessarily mean the drugs are narcotics orsome other dangerous drug. A clue to the possibility ofdrug abuse comes with seeing the same symptoms overand over again.

No instant tests exist for identification of mostdrugs. The only way many drugs can be identified isthrough a series of complicated laboratory proceduresperformed by a trained technician. Simple visualinspection cannot be relied upon for drug identification.Many potent drugs that are misused arc identical inappearance to relatively harmless drugs-many of whichpeople can easily get without a prescription.

Not all drug abuse-related character changes appearharmful in the initial stages. For example, a person whois normally bored and sleepy may, while usingamphetamines, become more alert and thereby improveperformance. A nervous, high-strung person may, whileusing barbiturates, be more imperative and easier tomanage. Consequent y, you must not look only forchanges for the worse, but you must look for any suddenchanges in behavior. The cause could be drug abuse.

Signs that may suggest drug abuse include suddenand dramatic changes in discipline and job performance,unusual degrees of activity or inactivity, and suddendisplays of emotion. Abusers may show significantchanges for the worse in personal appearance; they often

become indifferent to their appearance and healthhabits.

Other more specific signs should also arousesuspicion, especially if a person exhibits more than oneof these signs. Among them is secretive behaviorregarding actions and possessions (fear of discovery).For example, abusers may wear sunglasses atinappropriate times and places to hide dilated orconstricted pupils; they may also wear long-sleevegarments, even on hot days, to hide needle marks. Ofcourse, when a person associates with known drugabusers, that is a sign of potential trouble.

Because of the expense of supporting a drug habit,abusers may try to borrow money from a number ofpeople. If they fail to get money that way, abusers willoften steal items, such as cameras, radios, or jewelry,that can easily be converted to cash.

Persons with a severe habit will use drugs while onduty. In such cases, you may find them at odd times inplaces such as closets or storage rooms.

Generally, drugs have indirect harmful effects.Because abusers may not feel hungry, they often sufferfrom malnutrition; and because they are so involvedwith taking the drug, they usually neglect themselves.They are more likely to contract infections because oftheir poor nutrition and because they may injectcontaminated drugs intravenously. They are also likelyto use poor or unsterile injection techniques. That mayresult in serious or fatal septicemia (blood-poisoning),hepatitis, and abscesses at the point of injection as wellas in internal organs. Contaminated needles are alsoknown to spread AIDS.

Although you may have difficulty recognizing drugabusers, you should take the steps needed to providethem with help when you realize they have a drugproblem. Spotting drug abuse in its early stages (whenprofessional help can be effective) can result in therehabilitation of many potential hard-core addicts.

Urinalysis Testing

The Navy has adopted the use of urinalysis testingas a major means of detecting and deterring drug abuse.The main objective of urinalysis testing programs is todetect and deter abuse. This ensures the continuedvisibility of the command’s drug abuse program. Theterm random sampling applies to any commandurinalysis testing program in which the individuals to betested are selected at random. All members, regardless

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of rank or age, are subject to participation in theurinalysis testing program.

The urinalysis program uses a system ofbiochemical testing of urine samples to achieve thefollowing:

1.

2.

3.

4.

Establish a valid and reliable means for thedetection of drug abuse

Serve as a strong deterrent against drug abuse

Monitor the status of personnel in drug andalcohol abuse rehabilitation programs

Provide statistical data on the prevalence anddemographics of drug abuse

Drug Detection Dogs

Commands can request, through the securitydepartment, the use of drug detection dog (DDD) teamsto help identify drug abusers. Dogs are effective, and thepossibility of their repeated use increases theireffectiveness as a deterrent. The only persons needingprior knowledge of a DDD inspection or an authorizedsearch are the commanding officer and the dog handler.DDDs may conduct inspections anywhere under navaljurisdiction at any time.

Dogs are trained to inspect for controlled substancesand will not harm humans unless provoked. No matterhow effective a dog-and-handler team is in detectingdrugs, the physical presence of the team alone is oftenthe best deterrent to drug abuse. Abusers can seldom fooldogs; they rarely succeed in their efforts to mask thetrace odors the dogs are capable of detecting.

DRUG ABUSE PREVENTION

Today, the basic approach to drug abuse preventioncalls for understanding that goes beyond informationabout drugs. You need to understand people, theirfeelings, their needs, their goals, and their reasons fortaking drugs. You also need to understand the effects ofa family or group situation upon human behavior.Showing people you care about them is the mostimportant tool of all for preventing the abuse of drugs.

Learn how to recognize the potential drug abuserand the situations that might contribute to a person’schoice to abuse drugs. Offer the abuser or potentialabuser alternatives to drugs. Help your people todevelop attitudes and value that oppose the acceptanceof drug abuse. Help them to see that drugs provide onlytransitory, counterfeit experiences that can never changethe real world, but constructive activity can. Encourage

them to become involved in constructive activities suchas volunteer work, sports, clubs, divisional outings,divisional tours, off-duty education, community serviceactivities, part-time jobs, and hobbies.

For nonusers who have never used drugs or whohave merely experimented with them, drug abuseeducation can highlight valid reasons for not usingdrugs. This type of education also offers alternativeways of achieving satisfaction. Use the basic alternativeappeal to “turn on” to life.

One former user who is a recognized antidrugauthority suggests four basic steps in dealing withpeople who already may be using drugs regularly:

1.

2.

3.

4.

Develop a sympathetic and an honest attitude.

Provide accurate information.

Provide information from sources that arecredible to the user, such as ex-users.

Give people alternatives to the use of drugs.

The young member, particularly on board ship, mayneed special counseling. When members walk up thegangplank upon reporting for duty, they areapprehensive and have a strong desire to be accepted.They may alter their beliefs and actions in an effort tobe accepted by their peers, even if acceptance includesusing drugs.

You can control this situation and eliminate manyof the problems that may occur by providing properguidance at this crucial time. When you receive newmembers in your division, assign one of your mostcompetent division personnel to help them adapt to theirnew environment. That person will encourage and guidethe young members to develop acceptable values andspecific goals.

ALCOHOL ABUSE

Alcohol is the number one drug problem in theUnited States today. The leading causes of death for the17- to 25-year age group are alcohol-related drivingaccidents, suicides, and homicides. About 55 percent ofall fatal auto accidents are alcohol related, and 60percent of all motorcycle deaths involve alcohol.

Historically, alcohol has had widespread use in oursociety. Throughout history, alcoholic drinks have beenused with meals, at social gatherings, in religiousceremonies, and at celebrations. Alcohol does havesome acceptable uses, but it also can be abused.

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Small amounts of alcohol produce a feeIing ofwell-being and light headedness. However, sincealcohol is a depressant that slows down the centralnervous system, those good feelings quickly wear off.Large amounts of alcohol over a long period of timecause anxiety. Just as with other dangerous drugs,alcohol may cause physical and psychologicaldependence. This dependence is an illness calledalcoholism.

The Navy’s age-old problem with alcohol isepitomized in the lyrics of an old drinking song, “Whatdo you do with a drunken sailor?” Until the last fewyears, the answer was, You let him go down the hatchor down the tubes. For a long time we have contributedto the career demise of the alcohol abuser because of ourown traditional involvement in alcohol use. We have notaccepted the evidence that alcohol, although legal, is adrug that some people cannot handle. Until recently,alcoholism was considered a disciplinary oradministrative problem, which, if unresolved, couldonly lead to a discharge from the Navy.

Navy Policy Regarding Alcoholism

Various SECNAV and OPNAV instructions set forthNavy policy regarding alcoholism. Alcohol and DrugAbuse Prevention and Control OPNAVINST 5350.4B,provides the Navy’s policy on drug and alcohol abuse.The Navy Alcohol and Drug Abuse Program (NADAP)uses this instruction as a guide.

The Navy acknowledges its responsibility forcounseling all members regarding the dangers ofalcohol by providing information to help alcoholicsrecover. The Navy meets its responsibility by providingalcoholism treatment centers and specializedcounseling. You share the responsibility of assisting thecommand in referring those who are alcoholic totreatment facilities.

Military members are responsible for their owndrinking habits; if they believe they have an alcoholproblem, they are responsible for seeking treatment.Each member remains accountable for any deteriorationof performance caused by his or her own alcoholism.

Firmly maintain and affirm the Navy’s drug andalcohol abuse policies as they relate to standards ofbehavior, performance, and discipline. Do not consideralcoholism, in itself, as grounds for disciplinary action;however, do evaluate a member’s demonstrated conductresulting from the use or abuse of alcohol. Then, ifneeded, take disciplinary or administrative action as

required. In each case, the appropriate action willdepend upon the facts and circumstances.

The Navy recognizes. that society has oftenassociated a stigma with alcoholism that has little basisin fact and is counterproductive to successfulrehabilitation. The effects of this stigma have reinforcedthe alcoholic’s or alcohol abuser’s denial of anyproblem. The effects of this stigma have alsoencouraged supervisory and medical personnel to coverup in an attempt to protect the member’s career. To bringthe alcohol problem into the open where it can betreated, the Navy must reduce the effects of the stigmato the minimum.

Members who have undergo successful alcoholtreatment and recovery have the same job security andopportunities for continued service and promotion asother Navy members. However, any misconduct,misbehavior, or reduction in performance caused byalcohol will affect performance evaluations, dutyassignments, continued service, job security, andpromotion opportunity.

Because alcohol abuse involves the family of theabuser, the Navy encourages the development ofprograms and activities that contribute to a healthyfamily life. The Navy also encourages the developmentof programs to help restore to a healthy state thosefamilies who are suffering from the effects ofalcoholism. Immediate members of the family of thealcohol-dependent person may receive thoserehabilitation services available at their command.

Persons must make their own decision to use or notto use alcoholic beverages lawfully. Department of theNavy policy toward alcohol consists of three courses ofaction. The first is to promote responsible attitudes aboutalcohol in those who choose to drink. The second is topromote the social acceptance of those who choose notto drink. The third is to provide both drinkers andnondrinkers with realistic information about alcohol andalcoholism.

Understanding Alcohol and Its Effects

Surprisingly, many experienced drinkers arerelatively ignorant of the way their favorite beveragesaffect them, for better or worse. The same applies to theirnondrinking families and friends who may be concernedabout why drinkers behave as they do.

Until recent years, when drinking problems forcedpublic concern, little factual alcohol- and health-relatedinformation was available. Although people could find

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a library of information on how to mix exotic drinks,they could find little about what happens after thedrinking starts.

The person who wants to drink responsible y mustknow the short-term and long-term effects of alcohol onthe body. Those who want to understand the socialcustom of drinking, problem drinking, and alcoholismmust also know these effects.

SHORT-TERM EFFECTS. –Most people drinkalcoholic beverages to get feelings of pleasure as wellas to relieve tension. No doubt that is the reason for thepopularity of alcohol as a social beverage. Drinking hasbecome such a familiar part of our society that we donot think of alcohol as a drug. However, it is as much adrug as one prescribed in carefully regulated dosages bya physician.

Alcohol affects the whole body through the centralnervous system–the brain. Alcohol does not act directlyon the tongue or legs to cause the familiar signs ofslurred speech and an unsteady gait connected withdrunkenness. Instead, it affects the parts of the brain thatcontrol those parts of the body.

Alcohol can act as a stimulant at low doses and as abrain depressant at higher doses. The speed with whichalcohol brings on drunkenness and drunken behaviordepends upon the rate of its absorption into thebloodstream and a person's tolerance for alcohol.

Although the body must digest food before it canenter the bloodstream, it does not have to digest alcohol.Alcohol immediately passes directly through the wall ofthe stomach and small intestines into the bloodstream.Then the blood rapidly carries it to the brain.

Even the first few sips of an alcoholic beverage maycause changes in mood and behavior. These changesmay be influenced by what the person has learned toexpect from previous drink experiences.

Alcohol is metabolized (burned and broken down)in the body at a fairly constant rate. As a person drinksfaster than the alcohol can be burned, the drugaccumulates in the body. That results in higher andhigher levels of alcohol in the blood.

BLOOD-ALCOHOL LEVELS ANDBEHAVIOR. –The first consistent changes in mood andbehavior appear at blood-alcohol levels ofapproximately 0.05 percent; that is, 1 part alcohol to2,000 parts blood. That level would result if a 150-poundperson took two drinks in succession. A blood-alcohollevel of 0.05 percent can affect a person’s thought,judgment, and restraint and cause the person to feel

carefree. The person feels a release from many ordinarytensions and inhibitions; in other words, the personloosens up. Most people drink in moderation mainly toachieve this relaxed state.

As more alcohol enters the blood, the depressantaction of alcohol involves more functions of the brain.At a level of 0.10 percent (1 part to 1,000), voluntarymotor actions-hand and arm movements, walking, andsometimes speech-become clumsy.

A level of 0.20 percent (1 part to 500) measurablyimpairs the controls of the entire motor area of the brainas well as that part of the brain that guides emotionalbehavior. At this stage the person will stagger and maywant to lie down. The person may also become easilyangered, may become boisterous, or may weep. Theperson is drunk.

A concentration of 0.30 percent (1 part to 300) dullsthe person’s response to stimulus and understandingcontrolled by the deeper areas of the brain. At this levela person may be confused or may lapse into a stupor.Although aware of surrounding sights and sounds, theperson has poor understanding of what he or she sees orhears.

With 0.40 to 0.50 percent alcohol in the blood (1part to 250 or 200), the person becomes unconscious andmay go into a coma. Still higher levels of alcohol blockthe center portions of the lower brain that controlbreathing and heartbeat, causing death to occur.

This progression of effects is not unique to alcohol.Other hypnotic-sedative drugs, such as barbiturates,ether, and chloral hydrate, can also produce thisprogression of effects.

Blood-alcohol levels have important legalimplications. In most states, a person with ablood-alcohol level of 0.05 percent or less is legallypresumed sober and in condition to drive a motorvehicle. However, in some states, a person with a levelof 0.10 percent or 0.08 percent is legally presumedintoxicated or under the influence; in others, the0.15-percent level means legal impairment.

CHRONIC HEAVY DRINKING. –Drinking largeamounts of alcohol for an extended length of timereduces the brain’s sensitivity to the alcohol. Therefore,a person must drink greater amounts of alcohol to feelits effects. This change in the sensitivity of the brain iscalled tolerance. Increased tolerance is a symptom of allchronic users of addictive drugs and is believed to be thebasis of addiction or dependence.

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Since alcohol-dependent persons have an increasedtolerance for alcohol, they react differently thanmoderate or heavy drinkers to the effects of alcohol.They can drink large quantities of alcohol without losingcontrol of their actions, while the moderate or heavydrinker cannot. Instead of becoming more pleasant andrelaxed as do the moderate or heavy drinkers, alcoholicsmay become progressively more tense and anxiouswhile drinking. They may accurately perform complextasks at blood-alcohol levels several times as great asthose that would incapacitate moderate to heavydrinkers. At one stage of their alcoholism, they maydrink a fifth of whiskey a day without showing signs ofdrunkenness. Later, in the chronic stage, their tolerancedecreases to the point that they may become drunk onrelatively small amounts of alcohol.

Alcoholics also differ from moderate to heavydrinkers in their reactions to the abrupt removal ofalcohol. The normal drinker may only experience theprosing misery of the hangover. Alcoholics may suffersevere mental and bodily distress, such as severetrembling, hallucinations, confusion, convulsions,delirium (the alcohol withdrawal syndrome), anddelirium tremens. Both the alcohol withdrawalsyndrome and delirium tremens involve shaking,sweating, nausea, and anxiety. However, deliriumtremens can cause death. The average person wouldhave difficulty distinguishing between the alcoholwithdrawal syndrome and the delirium tremens. Bothrequire immediate medical attention.

At present, no one knows the reason for theincreased tolerance of the alcohol-dependent person toalcohol. At one time tolerance levels were thought todepend on differences in people’s rates of alcoholmetabolism. However, overall rates of alcoholmetabolism were later found not to differ much innormal drinkers and alcoholics. That fact indicatedchanges in tolerance levels must occur in the brain ratherthan in the liver.

DRUG INTERACTIONS WITH ALCOHOL. –Alcohol works on the same brain areas as some otherdrugs. Drinking alcohol within a short time before orafter t aking those drugs can multipl y the normal effectsof either the drug or the alcohol taken alone. Forexample, alcohol and barbiturates taken in combinationincrease the effects of each other on the central nervoussystem, which can be particularly dangerous. Alcoholtaken in combination with any drug that has a depressanteffect on the central nervous system is likewisedangerous. These dangerous reactions are the result of

metabolism–the way our bodies chemically processwhat we consume.

If drugs were not metabolized within the body, theireffect would continue for the remainder of a person’slife. In the metabolic process, our bodies transformdrugs into other substances and eventually eliminatethem through normal bodily functions. The more rapidthe rate of metabolism, the lower the impact of the drug.When drugs are forced to compete with alcohol forprocessing by the body, alcohol is metabolized first; theother drug then remains active in the blood for anextended time. As a result, the effect of the drug on thebody is exaggerated since its metabolism is sloweddown by the body’s tendency to take care of the alcoholfirst. When added to the normal depressant consequenceof alcohol, further depression of the nervous system,which regulates vital body functions, occurs. Thatserious condition can result in death.

Although anyone’s body metabolizes drugs moreslowly when the blood contains alcohol, the alcoholic’s[or heavy drinker’s] body metabolizes drugs morerapidly during sober periods. Therefore, heavy drinkerscommonly take even larger doses of drugs. The usualquantities taken by nondrinkers or moderate drinkerswould have little effect on the heavy drinker. The resultsof taking large doses of drugs and then drinking canplace these persons in even greater jeopardy; the resultscan be fatal.

LONG-TERM EFFECTS. –Drinking alcohol inmoderation apparently does the body little permanentharm. But when taken in large doses over long periods,alcohol can prove disastrous; it can reduce both thequality and length of life. Damage to the heart, brain,liver, and other major organs may result.

Prolonged heavy drinking has long been known tobe connected with various types of muscle diseases andtremors. One essential muscle affected by alcohol is theheart. Some recent research suggests that alcohol maybe toxic to the heart and to the lungs as well. Liverdamage especially may result from heavy drinking.Cirrhosis of the liver occurs about eight times moreoften among alcoholics as among nonalcoholics.

Heavy drinkers have long been known to havelowered resistance to pneumonia and other infectiousdiseases, usually because of malnutrition. However,recent research showing well-nourished heavy drinkersmay also have lowered resistance indicates that alcoholdirectly interferes with the immunity system. Peoplewith blood-alcohol levels of 0.15 to 0.25 percent have a

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reduced white blood cell mobilization as great as that inpeople suffering from severe shock.

Heavy drinking over many years may result inserious mental disorders or permanent, irreversibledamage to the brain or peripheral nervous system. It canseverely diminish mental functions, such as memory,judgment, and learning ability, as well as a person’spersonality structure and grasp on reality.

PROBLEM DRINKING AND ALCOHOLISM

A nationwide survey of American drinkingpractices showed that more than two-thirds of the adultpopulation drink alcoholic beverages at leastoccasionally. Adding the number of younger drinkers tothat population gives a total of about 100 million peoplewho drink. The overwhelming majority of those whodrink do so responsibly. But what of the others, far toomany, whose drinking gets out of hand and endangersothers and themselves?

Distinctions are sometimes made between peoplewith drinking problems and those suffering fromalcoholism-alcoholic persons being considered themore uncontrollable group. However, sincedistinguishing between the two is difficult, we seldomuse hard-and-fast labels.

Society usually labels persons as problem drinkerswhen they drink to such an excess that they lose theability to control their actions and maintain a sociallyacceptable lifestyle. One authority describes problemdrinkers as follows:

1.

2.

3.

4.

5.

6.

Anyone who must drink to function or cope withlife

Persons who, by their own personal definition orthat of their family and friends, frequently drinkto a state of intoxication

Anyone who goes to work intoxicated

Anyone who drives a car while intoxicated

Anyone who sustains bodily injury requiringmedical attention as a consequence of anintoxicated state

Persons who, under the influence of alcohol, dosomething they contend they would never dowithout alcohol

Other warning signs also indicate problem drinking.They include a person’s need (to drink before facingcertain situations, frequent drinking sprees, a steadyincrease in intake, solitary drinking, and early morning

drinking. Some heavy drinkers experience blackouts.During a blackout, drinkers do not pass out (or becomeunconscious) but are able to walk, talk, and performother actions. However, afterwards they have nomemory of that period. Such blackouts may be one ofthe early signs of the more serious form of alcoholism.

At present no definition of alcoholism satisfies all;however, the following one is widely accepted:

Alcoholism is a chronic disease, or disorder ofbehavior, characterized by the repeateddrinking of alcoholic beverages to an extent thatexceeds compliance with the social drinkingcustoms of the community and which interfereswith the drinker’s health, interpersonalrelations, or economic functioning.

OPNAVINST 5350.4B defines alcoholism as “adisease characterized by psychological and/orphysical/physiological dependence on alcohol.”

That instruction defines alcohol abuse as “the use ofalcohol to an extent that it has an adverse effect on theuser’s health or behavior, family, community, or theNavy, or leads to unacceptable behavior as evidenced byone or more alcohol-induced incidents.”

Whichever definition you agree with, you will findthat all alcoholics have one trait in common: they arealcohol dependent.

Diagnosing Alcoholism

Those who could refer people for help with alcoholproblems often don’t recognize the symptoms until theillness is in its advanced stages. By that time the diseasemay have advanced to the point that victims are unableto control their drinking. They may no longer have anestablished family life or may be unable to hold a job.In addition, the alcohol may have caused malnutritionor organic damage.

Unfortunately, no simple diagnostic procedureexists for detecting alcoholism. Some of the factorsinvolved in diagnosing an alcoholic person include thefollowing:

1. The quantity of alcohol consumed. However,quantity alone is an insufficient measure.

2. The rate of consumption. One pint of distilledspirits consumed during a 10-hour period causesdifferent behavior than that caused by a pint consumedin 1 hour. Drunkenness depends on the rate ofconsumption as well as the quantity consumed.

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3. Frequency of drinking episodes. One who getsdrunk three or four times a year is less liable to be labeledalcoholic than someone who gets drunk every week.

4. The effect of drunkenness upon self and others.Persons who commit deviant sexual acts or beat theirmates while drunk are more likely to be labeledalcoholic than those who quietly get drunk withoutbothering others. The effects of drunkenness on othersand the reactions of others to the drunkenness determineif and how the person is labeled alcoholic.

5. Visibility to labeling agents. The police; thecourts; school personnel; welfare workers; employers;and, in some situations, family, friends, and helpingagents–psychiatrists, physicians, lawyers–are the keysources of alcoholic labeling.

6. The social situation of the person. Each class andstatus group in our society has set different standards.How one does or does not conform to the standards ofone’s own group determines whether a person is labeledan alcoholic and, therefore, is reacted to as an alcoholic.

The following sources can help you sort out thespecific traits of alcoholism in a person:

The person’s family physician or clergyman

An Alcoholics Anonymous or Al-Anon group

An alcoholism clinic or alcoholism informationand referral center

A public health nurse or a social worker

A community mental health center

The Department of Veterans Affairs or a generalhospital

A health, welfare, or family service agency

The person’s employer or labor union

Local affiliates of the National Council onAlcoholism

Only a physician or clinical psychologist can makea medical diagnosis of alcoholism.

Treating Alcoholism

About 70 percent of alcoholic people are marriedand live with their families; hold a job, often animportant one; and still are accepted and reasonablyrespected members of their communities. For those ofthis group who seek treatment, the outlook is optimistic.Alcoholism is a treatable illness from which as many as

two-thirds of its victims can recover. Yet because anumber of myths and misunderstandings persist, theproblem drinker has difficulty seeking and gettingneeded help.

We still think of alcoholism as a form of moralweakness rather than an illness. That stigma causesproblem drinkers and their families to hide their “sins”rather than tell of their problems and seek treatment. Inaddition, many people, laymen and medical personnelalike, still consider alcoholism to be untreatable. Theyregard the person with alcohol problems asunmanageable and unwilling to be helped. None ofthose assumptions are true.

Generally, the treatment of alcoholism involvesthree steps, although all persons may not need all three:

1.

2.

3.

Managing acute episodes of intoxication to savethe person’s life and to help the person overcomethe immediate effects of excess alcohol

Correcting the chronic health problemsassociated with alcoholism

Changing the long-term behavior of alcoholicsso that they don’t continue destructive drinkingpatterns

The Navy provides numerous kinds of treatmenttechniques for the many different types of drinkingproblems. Its main challenge is to identify the needs ofeach person and to match the needs with the mostappropriate therapy. The Navy is meeting that challengethrough the Navy Alcohol and Drug Abuse Program.

Preventing Alcohol Problems and Alcoholism

The primary responsibility for alcohol abuseprevention rests with the individual. The Navy,however, sets and firmly enforces policies, programs,and procedures designed to prevent alcohol abuse.

Consumption of alcoholic beverages just before orduring working hours reduces productivity. Each Navymember has the freedom to make a personal choiceabout whether to use alcoholic beverages. However, theuse of alcohol must not have the following effects:

1. Interfere with the efficient and safe performanceof the individual’s military duties

2. Reduce the person’s dependability

3. Reflect discredit upon the individual personallyor upon the Navy

To minimizecommands should

the incidence of alcoholism,make every effort to eliminate

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practices and customs that encourage personnel to drink.Old naval customs encouraged members to drinkexcessive quantities of alcohol as a badge of courage ora mark of respect. Those customs also encouragedyoung sailors to engage in that practice to prove theiradulthood and virility. Today’s Navy tries to developcustoms contrary to those beliefs. It recognizes that anincreasing tolerance for alcohol in large amounts is apositive symptom of alcoholism. Consequently,commands should emphasize drinking in moderation atsuch functions as ships’ parties and picnics,advancement celebrations, initiations, hail and fare wellparties, and graduations. Commands should ensurefunctions that serve alcoholic beverages also offernonalcoholic and low-calorie beverages for those whochoose not to drink. Educational programs, as well asleadership and example set by officers and pettyofficers, are essential to changing attitudes about alcoholconsumption.

Helping Resources for Drug and AlcoholProblems

Specialized alcoholism clinics and programs reachsome of those in need of help. However, many morepeople with alcohol problems are already in contact withother agencies. Although those agencies are notprimarily devoted to caring for alcoholics, they do orcould offer important services to these persons. Theseagencies include hospitals, welfare agencies, family andcommunity services, legal aid, employment, and othercare-giving service organizations. General hospitals, forexample, admit many alcoholics for conditionsunrelated to alcoholism-or for alcohol-related problemscovered by other diagnoses. Similarly, many patients intuberculosis hospitals have alcohol problems. Theprison system holds many men and women withdrinking problems. An estimated 10 to 25 percent ofwelfare cases involve alcoholism.

Recognition of the alcoholism problems of patients,clients, and inmates and referral to treatment resourceswould bring help to many more who need it.

DEPARTMENT OF THE NAVYPROGRAMS. –The Navy recognizes that drug andalcohol abuse is preventable and treatable througheducation, identification, counseling, and rehabilitationprograms. These are cost-effective ways to retainpersonnel with potential for continued useful service butwhose continued abuse would render them unfit.

The Navy provides alcohol abuse prevention andrehabilitation programs on three levels.

Level I. –Local command programs. Theseprograms consist of both prevention and interventionefforts. The programs involve discipline, inspections,awareness education, leadership by positive rolemodeling, administrative screening, referral, andmedical identification and intervention. The NavyAlcohol and Drug Safety Action Program (NADSAP)is available at some local commands.

Level II. –Counseling and Assistance Center(CAAC) programs. This level of therapeuticnonresidential counseling and referral is designed forthose personnel whose degree of abuse or denialrequires attention beyond the capacity of Level Iprograms. This level maybe used for referral of personsto Level III and for persons waiting for space at a LevelIII facility. The length of the program at Level II isdetermined by the member’s commanding officer afterrecommendation from the local counseling staff. Themaximum time allotted to a Level II counselingprogram, however, will not exceed 4 weeks in length.Programs at this level consist of clinical screening andreferral at all program levels; therapeutic nonresidentialcounseling; outreach assistance; and education.

Level III. –Residential rehabilitation programs.Residential rehabilitation is designed for those memberswho have been formally evaluated and diagnosed asalcohol dependent and who require rehabilitation on afull-time, live-in basis. They must, in the opinion of theircommanding officers, show potential for continuednaval service. Four Navy alcohol rehabilitation centers(NAVALREHCENs) and 27 naval hospital alcoholrehabilitation departments (ARDs) provide Level IIIcare. Residential rehabilitation involves amultidisciplinary therapeutic approach that normallylasts 6 weeks.

In general, persons may take part in Level I and IIprograms on more than one occasion, as long as theymeet the basic criteria for admittance. However, theynormally have only one opportunity per Navy career totake part in the Level III program. Sometimes the Navymay have a great investment in a person who has arelapse. In those cases, the commanding officer mayrecommend the person for a second period in the LevelIII program, not to exceed 3 weeks.

For personnel to complete recovery followingresidential treatment, the Level II program recommendsthey abstain from alcohol and attend AlcoholicsAnonymous meetings. The Navy views a person’s abuseof alcohol after residential treatment as a failure atrehabilitation or as a failure to complete an alcoholismtreatment program.

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Aftercare. –Following successful completion of aLevel II or III alcohol abuse program and return to theircommand, persons remain in an "aftercare" status for180 days. The nature of the aftercare program variesfrom case to case. Most programs require closeobservation of the persons during the 180-day period.They also require the persons to attend AlcoholicsAnonymous meetings and, if medically authorized, totake part in Antiabuse (disulfiram) therapy.

The Navy’s Alcohol and Drug Abuse Preventionand Control Program includes education andrehabilitation. It takes a preventative educationalapproach by providing information on the effects ofalcohol and alcohol addiction through multimediapresentations. Through this program, every navalhospital provides evaluation, detoxification, andprimary rehabilitation. The alcohol rehabilitationcenters and the smaller alcohol rehabilitation unitsconduct more extensive treatment and rehabilitation.These centers and units are strategically located in areaswith a large concentration of Navy personnel.

The Navy’s Alcohol and Drug Abuse Preventionand Control Program has a referral network of voluntarycollateral duty counselors. These counselors try toidentify specific cases of problem drinking in the earlystages. If a counselor spots persons whose performanceor health indicates a drinking problem, a medical officerexamines them. After drying out in a hospital, if needed,they are admitted to a rehabilitation facility.

NAVY DRUG AND ALCOHOL COUN-SELOR. –Drug and alcohol counselors are graduates ofthe Navy Drug and Alcohol Counselor School. Thecounselors have successfully completed a 1-yearsupervised internship and have earned a secondaryNavy Enlisted Classification (SNEC) 9519 throughsuccessful completion of the certification examination.They provide evaluation and referral services at the localCAAC to assist local commands in the processing ofpersons identified as drug or alcohol abusers. They alsoprovide individual and group counseling services todrug and alcohol abusers. Commands and individualsseeking help or information concerning alcohol or drugabuse and abuse control programs may contact thesecounselors.

DRUG AND ALCOHOL PROGRAMADVISOR (DAPA). –The DAPA is the commandrepresentative responsible to the commanding officerfor carrying out the NADAP. The DAPA conductsonboard administrative screening as directed by thecommanding officer and coordinates or assists inconducting command awareness education. The DAPA

assists in monitoring aftercare when required and servesas the command’s self-referral agent. The DAPA isassisted by a Navy aftercare coordinator (NAC) whohelps establish and monitor aftercare programs forrecovering individuals.

COUNSELING AND ASSISTANCE CENTER(CAAC). –The CAAC is a nonresidential facilityproviding counseling services, clinicalscreebubg/referral, and local outreach programs forcommands in the immediate geographic area. The NavyAlcohol and Drug Safety Action Program (NADSAP)office is located at the CAAC. NADSAP is a commandprevention/remedial education tool, providing 36 hoursof education about alcohol and drug abuse. TheNADSAP office also provides civilian court liaison forpersonnel accused of DWI and similar offenses.NADSAP supports and coordinates alcohol and drugabuse prevention programs for local and afloatcommands. The CAAC sends a representative to theregional Navy Drug and Alcohol Advisory Council(NDAAC).

NAVAL ALCOHOL REHABILITATIONCENTERS (NAVALREHCEN). –Alcohol rehabili-tation centers (NAVALREHCEN) provide a program ofintense and comprehensive rehabilitation foractive-duty Navy and Marine Corps personnel sufferingfrom alcoholism. These centers, located at Norfolk,Virginia; Miramar, California; Jacksonville, Florida;and Pearl Harbor, Hawaii, are under the command of amedical officer.

ALCOHOL REHABILITATION DEPART-MENT (ARDs). –Alcohol rehabilitation departments(ARDs) have been established at different Navyhospitals in the United States and some foreigncountries. These departments are staffed by a drug andalcohol abuse treatment specialist in addition to medicalpersonnel. The ARD is available to active-dutypersonnel of the Navy and Marine Corps.

OTHER HELPING RESOURCES. –Otherhelping resources available to you arc the senior Navypeople around you. Your division chief, commandmaster chief, or chaplain has the experience, seniority,and knowledge necessary to give you the properguidance. That doesn’t mean you should jump the chainof command; you should know that is never a goodpractice. However, if you find yourself in a situation inwhich your experience or knowledge will not permit youto make an informed decision, you should inform yourseniors of the problem and request their assistance.Unless the situation requires complete confidentiality,don’t keep your senior petty officer out of the picture. If

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the problem is serious enough, such as an incident thatcould be a violation of the UCMJ, inform yoursupervisor even if the situation requires confidentiality.Then ensure the problem gets to the proper level withinthe chain of command for proper action.

Apply common sense in the handling of anyproblem, whether your own problem or a subordinate’sproblem. You can then reach a proper solution that isbest for all concerned.

SUMMARY

In this chapter we discussed some of the Navy’sprograms in support of equal opportunity and drug andalcohol abuse prevention, treatment, and rehabilitation.

The thousands of hours and millions of dollarsinvested in the pursuit of equal opportunity over the pastdecade reflect the Navy’s total commitment to equalopportunity (EO). During that time, the Navy hasfocused firmly on the principle that individualachievement should be limited only by ability andaspiration.

New Navy programs make EO a more integral partof leadership and management. Command managedequal opportunity focuses on the prevention ofdiscriminatory incidents before they occur. Commandsassess themselves as often as needed to problem-solveand to develop their own plans of action to correct anydeficiencies. Commanding officers have theresponsibility to ensure their commands take theinitiative to make equal opportunity a reality for all navalpersonnel.

As a senior petty officer, you have the responsibilityto maintain good order and discipline. Therefore, youmust know the possible punishments for discriminatorypractices. Since you will complete and file investigativereport chits, you must also know the rights of theaccused.

The history of drug abuse proves that it has adestructive effect on society. However, some peopledefend the use of drugs, even if they have decided notto try drugs themselves. They say people have a “right”to use drugs if they wish, regardless of the law. Otherslook the other way, saying it is none of their business.Some are afraid to say anything about it at all.

What about the older generation that warns aboutdrugs but then uses alcohol? Those people may wishthe y had never started using alcohol and want to savethe younger generation from the pain and anguish theyhave experienced.

Over 800,000 die annually from heart disease andstrokes, nearly one-fourth of which are caused byalcohol. Over 50,000 die each year in automobileaccidents, over half of which are caused by drunkdriving. Why build up similar statistics on drugs too?Why not be smarter and seek to have along, healthy life?

How can anyone defend marijuana by saying it isno worse than alcohol? Alcohol is now the nation’snumber one drug problem. Why develop another drugproblem that is equally as bad as alcoholism?

One argument in favor of drugs is that hallucinogens“expand the mind.” Actually they produce illusions anddistortions. They cause the senses to distort reality sothat mental work becomes more difficult-or evenimpossible. Why not face reality so that problems canbe solved?

Some have said that stimulants increase your mentalabilities-more alert for tests, more zip for athletics, andso forth. Actually, they draw on the body’s reserveenergy. Using stimulants too much will exhaust yourmind and body. Why not find your capabilities bynatural means? That way, what you do will really beyour own accomplishment.

Some have said that depressants slow the worlddown and make problems smaller. Actually, they slowthe abuser down, not the world. They dull the abuser’ssenses and make the abuser less effective-less able torespond to normal demands and emergencies. Isn’t itsilly to think that by not caring, you will either solveproblems or make them go away?

Many people say that trying “just once” never hurtanyone. That is not so. The law makes few exceptionsfor the first error. Most addicts started by trying “justonce.” Why should you think you are smarter or luckierthan those other poor souls who got hooked?

Is drug use in your command none of your business?How can that be so when it involves criminals andcriminal acts and affects the security, safety, and goodhealth of you and your shipmates? Are you concernedthat your life may be endangered by some drunk ordoped-up person the next time you drive your car on thestreet? The Constitution does not give lawbreakers theright to deprive law-abiding citizens of their health andhappiness.

Remember this too-the consequences of drug abusemay greatly affect your career in the Navy. Undermilitary law, drug abuse is “conduct prejudicial to goodorder and discipline.” Abusers will be disciplined atCaptain’s mast or tried by courts-martial. Such cases

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may result in a dishonorable discharge or extended REFERENCESimprisonment. Master-at-Arms 2, 1, & C, Volume 1, NAVEDTRA

Far more than civilians, we in military service 10255, Naval Education and Training Program

depend on each other. The lives of all hands on a Navy Management Support Activity, Pensacola, Fla.,

ship or aircraft may depend on the alertness of one 1985.

person and that person’s assignment. Commanding Naval Military Personnel Manual, NAVPERS 15560A,officers cannot trust their units, ships, or planes to a Naval Military Personnel Command, Washington,

person who may be under the influence of drugs, may D.C., 1987.

be ill from hangover or withdrawal symptoms, or mayhave a drug flashback in a moment of tension or combat.The safety of the ship and the independence of Americadepend on the top performance of everyone in the crew.

HORSE LATITUDES

THE WORDS OF SAMUEL TAYLOR COLERIDGE “IDLE AS A PAINTED SHIP UPON A PAINTEDOCEAN” WELL DESCRIBE A SAILING SHIPS SITUATION WHEN IT ENTERED THE HORSE LATITUDES.LOCATED NEAR THE WEST INDIES BETWEEN 30 AND 40 DEGREES NORTH LATITUDE, THESE WATERSWERE NOTED FOR UNFAVORABLE WINDS THAT BECALMED CATTLE SHIPS HEADING FROMEUROPE TO AMERICA.

OFTEN SHIPS CARRYING HORSES WOULD HAVE TO CAST SEVERAL OVERBOARD TO CONSERVEDRINKING WATER FOR THE REST AS THE SHIP RODE OUT THE UNFAVORABLE WINDS. BECAUSE SOMANY HORSES AND OTHER CATTLE WERE TOSSED TO THE SEA, THE AREA CAME TO BE KNOWNAS THE “HORSE LATITUDES.”

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1.

2.

3.

4.

5.

CHAPTER 4

PROFESSIONAL RESPONSIBILITIES

LEARNING OBJECTIVES

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

Identify the petty officer responsibilities. 6.

Explain how to supervise personnel awardedextra military instruction (EMI), extension of 7.work hours, or withholding of privileges.

Describe the various watch organizations.8.

Identify the personnel qualification stand-ards and organization.

9.Explain how to review an enlisted servicerecord.

Describe the personnel advancement require-ments system.

Describe the application procedures for thelimited duty officer (LDO) and chief warrantofficer (CWO) programs.

Identify the duties of the training pettyofficer.

Describe the procedures for presenting per-sonnel for quarters, inspections, and cere-monies.

Any man who may be asked in this centurywhat he did to make his life worthwhile,I think he can respond with a good dealof pride and satisfaction . . . “I served inthe United States Navy. ”

—John F. Kennedy35th President of theUnited States

In this chapter we will give you a briefoverview of the duties of a petty officer first class.

As a senior petty officer, you should have athorough knowledge of the various programs thatpertain to the responsibilities of that position.

a

PETTY OFFICER RESPONSIBILITIES

To make you aware of your responsibility aspetty officer, we will cover in-depth the

leadership areas the Navy has entrusted to all itspetty officers. Most of the information will focuson the leading petty officer (LPO).

TYPES OF AUTHORITY

There are two distinct types of authority:

1. General2. Organizational

In the following paragraphs we will show youhow these two types of authority are used to giveyou a better idea of how you fit into the Navy’sleadership structure.

General

General responsibilitiesofficers and petty officers in

and duties of allthe Navy are listed

in article 141.4 of the Standard Organization andRegulations of the United States Navy,OPNAVINST 3120.32B.

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Article 141.4 requires all personnel to “showin themselves a good example of subordination,courage, zeal, sobriety, neatness, and attentionto duty. All persons in the naval service shall aid,to the utmost of their ability and extent of theirauthority, in maintaining good order anddiscipline as well as other matters concerned withefficiency of the command.” The extent of theauthority given to naval personnel to fulfill theirgeneral duties is set forth in article 1020 of UnitedStates Navy Regulations (Navy Regs). Article 1020gives all persons in the naval service the right toexercise authority over all subordinate personnel.This authority is supported by article 1122, whichcharges all persons within the naval service to obeyreadily and strictly, and to execute promptly,lawful orders of their superiors.

Organizational

Organizational authority held by all officersand petty officers is derived from each person’sassigned billet within a particular command.Command organizational structure is based onguidance from the Standard Organization andRegulations of the U.S. Navy (SORN),OPNAVINST 3120.32B. The organizationalstructure is set forth by the organizational manualfor each command, department, and division. Theorganizational structure defines the levels oforganization to which each is subordinate. It alsoinvests in each level the authority that is necessaryto fulfill assigned duties and responsibilities. Thesource of this authority rests in article 1037 ofNavy Regs. Article 1037 grants petty officers ateach level the necessary authority for theperformance of their duties.

LIMITATIONS OF AUTHORITY

Authority includes the right to require actionsof others. Actions of others are directed by oralor written orders that are subject to generalLIMITATIONS of AUTHORITY. Orders mustbe lawful since subordinates are only required toobey lawful orders (article 1132, Navy Regs).Orders must not be characterized by harsh orerratic conduct or abusive language (article 1023,Navy Regs). Since authority is given only to fulfillduties and responsibilities, only the authoritynecessary to complete the tasks assigned can bedelegated; authority should never be delegatedbeyond the lowest level of competence.

Punishment may only be awarded throughthe judicial process or nonjudicially through

article 15 of the Uniform Code of Military Justice(UCMJ). Authority to administer nonjudicialpunishment is carefully reserved by the UCMJ forcertain commanders, commanding officers, andofficers in charge. Petty officers have authorityto take certain measures to correct minorinfractions that do not merit punishment underarticle 15. They have authority to correctsubordinates who are deficient in the performanceof their military duties and in the performanceof their work assignments. However, many pettyofficers do not understand what measures theymay take to correct their subordinates. As a resulteach command differs in the application of thesemeasures, and petty officers do not always knowthe extent of their authority.

As a leading petty officer, you should bethoroughly familiar with the tools available to youto correct military deficiencies in your personnel.You should also know the proper procedures forapplying these corrective measures.

Two of the most common measures used tocorrect military duty deficiencies are thewithholding of privileges and extra militaryinstruction (EMI). Another measure that iscorrective in nature, but is not used to correct adeficiency, is the extension of working hours.These three management tools are discussed in thefollowing paragraphs.

Extra Military Instruction

People often confuse EMI and extra duty.Extra duty is work assigned that is completelyoutside one’s normal duties. Extra duty is punitivein the legal sense and is only awarded asnonjudicial punishment or as a result of a court-martial.

EMI is a lesson in a phase of military dutydesigned to correct a deficiency of performance.EMI is nonpunitive in the legal sense and issanctioned by the Manual for Courts-Martial(MCM); however, it may be viewed asinconvenient or unpleasant. EMI is assignedinformally, usually by the division chief ifauthorized by the commanding officer. EMI canonly be given to correct an observed deficiencylogically related to the deficiency. It is a bona fidetraining device intended to improve the efficiencyof a command or unit.

EMI within the Navy is assigned, whenrequired, with the following limitations:

It will not normally be assigned for morethan 2 hours per day.

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It may be assigned at a reasonable timeoutside normal working hours, but will not beused to deprive a person of normal liberty. Aperson who is otherwise entitled to liberty maycommence normal liberty upon completion ofEMI.

The duration of EMI will be limited to theperiod of time required to correct the trainingdeficiency.

It should not be assigned on theindividual’s Sabbath. Only commanding officersand officers in charge have the authority to assignEMI to be performed after working hours.However, this authority may be delegated toofficers and petty officers in connection withduties and responsibilities assigned to them. Theadministration of EMI is monitored by superiorsin the chain of command as part of their super-visory duties.

The authority to assign EMI is normally notdelegated below the chief petty officer (CPO)level. However, in exceptional cases in whichqualified petty officers are filling CPO billets inan organizational unit (division, major workcenter, or comparable organization) that containsno CPO, authority may be delegated to a maturesenior petty officer. This authority to assign EMImay be withdrawn from petty officers at any timeby the commanding officer or officer in charge.

Withholding of Privileges

Withholding of privileges is a nonpunitivemeasure, authorized by the Manual for Courts-Martial (MCM), that may be used by superiorsto correct infractions of military regulations orperformance deficiencies. A privilege is a benefitprovided for the convenience or enjoyment of anindividual. Examples of privileges that may bewithheld as nonpunitive measures are specialliberty, exchange of duty, special pay, specialcommand programs, base or ship library use, baseor ship movies, base parking, and base specialservices events.

The final authority to withhold a privilege,however temporary, rests with the level ofauthority that grants the privilege. In many cases,the authority of officers and petty officers towithhold privileges is limited to recommendingthat action via the chain of command to theappropriate authority. As a petty officer, you areauthorized and expected to recommend such

action when necessary to correct minor infractionsand to increase the efficiency of the command.

Authority to withhold privileges of personnelin a liberty status rests with the commandingofficer or officer in charge. Such authority may,however, be delegated to the appropriate level.

Extension of Working Hours

Depriving an individual of liberty or privilegesas a punishment for any offense or substandardperformance of duty is illegal, except asspecifically authorized under the UCMJ.However, you can require personnel to performtasks efficiently and insist that those tasks be donein a timely manner. Therefore, requiringpersonnel to remain on board outside of regularworking hours to perform necessary tasks is notpunishment. Personnel can be required to stay onboard to complete work assignments that shouldhave been completed, to complete additionalessential work, or to maintain a required level ofoperational readiness.

Commanding officers and officers in chargemay grant officers and petty officers the authorityto extend working hours as needed. Good leader-ship and management practices require that theimpact of readiness requirements and workrequirements on liberty be reviewed continually.As a supervisor, you are expected to inform yourimmediate superiors of your plans to havepersonnel work beyond working hours.

DUTIES AND RESPONSIBILITY

As a petty officer first class, you will be thedivision leading petty officer (LPO), or you willbe in line for the position. The division LPO isthe enlisted assistant to the division officer. Youwill represent the division officer to the divisionand the division to the division officer. You willalso be entrusted with the supervisory task ofrunning the division. Therefore, you should befamiliar with the duties and responsibilities ofyour division officer as well as your own.

Duties

The division officer’s duties, responsibilities,and authority are outlined in the SORN. It isavailable at your ship’s or station’s admin office.Be sure to review the division officer’s duties,responsibilities, and authority.

The division officer appoints the divisionLPO. This person is normally the senior CPO or

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senior petty officer in the division. The LPOassists the division officer in his or her duties andin supervising and training division personnel.Some of the specific duties and responsibilities ofthe division LPO are as follows:

Assists the division officer in preparingwatch and liberty lists

Assists in assigning personnel to cleaningstations and supervises assigned personnelin performing their cleaning duties

Prepares and submits supply requisitionsto the division officer

Assists in training division personnel

Assigns tasks and supervises theperformance of division personnel

Supervises the division damage controlpetty officer

Performs such other duties as may beassigned

The division LPO reports to the divisionofficer. The section leaders, the work centersupervisors, and the division damage control pettyofficer report to the LPO.

Assigning Division Responsibilities

As the LPO or as one of the senior pettyofficers in the division, you will probably havesome input on the assignment of personnel tobillets. Keep in mind that each job given yourdivision and each duty for which your divisionis responsible must be assigned to a specificperson. Make sure the person assigned is qualifiedto do the job. For example, assume that thespecial sea detail bill assigns the billet of telephonetalker on the forecastle to a seaman from yourdivision. Since the seaman is from your division,you should assign a petty officer to instruct thatperson in proper phone-talking procedures. Youshould also make sure trained replacements areavailable.

When assigning duties, you should follow thisthree-step approach: (1) assign the personnel, (2)assign petty officers to supervise the personnel,and (3) be prepared with trained replacementswhen personnel are transferred or absent. Theresponsibilities you assign must be clear-cut. Ifthe job is a big one, a person will likely need

help; but even if more than one person is assigned,one person must be held responsible for the job.

The same detail should not be assigned toseveral people. For example, closing (or shutting)a watertight door should not be left to thecompartment cleaners who work nearby. Oneperson should be assigned to check the door eachtime it is to be closed. Other crew members mayclose it, but only one person should be responsiblefor closing it. No matter how obvious or easy ajob appears to be, never take it for granted.Always make one person responsible for it.

All members of your division should know towhom they report and who reports to them; inother words—who is in charge of whom and whenthey are in charge.

Responsibility must be matched by authority.If you are the LPO, you hold your work centersupervisors responsible for the efficiency of theircrews. You should also give them freedom toassign and train their personnel. Let themrecommend training schedules and take theirrecommendations into consideration whenevaluating the performance of their personnel.Permit them to endorse or reject special requestssubmitted by their personnel. Make it clear tothem and to their people that only in unusual caseswill you go against the supervisor’s recommenda-tions.

ASSIGNMENTS

The responsibilities you assign must be clear-cut. If the job is a big one, a person will likelyneed help; but even if more than one person isassigned, one person must be held responsible forthe job.

Personnel

When you assign personnel a job, thequalifications of the people assigned must becarefully considered. If you assign a person to ajob who does not possess the proper qualifica-tions, just to fill a numerical billet, that job isdestined for failure.

Supervisor

Petty officers you assign to supervise jobsshould be qualified to do that particular job andqualified to train others to do the same job. Pettyofficers that you assign to the various work groupsmust have your full support. They should beincluded in any discussion in the assignment of

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their personnel. They should have the freedom ofmaking changes concerning their personnel andwork stations and have the authority to train theirpersonnel. They should also be able to makerecommendations to training schedules.

Replacement Personnel

A fact of life in the Navy is the transfer oftrained personnel. The secret to trained personnelis cross-training your people. Make sure eachperson knows the other person’s job. If you cross-train replacements for a particular job, they willbe qualified to do the job. If the individual is notqualified, he or she should be assigned to aqualified person and remain with that individualuntil the job is understood. You and your divisionofficer can then be confident of that person’sabilities if a plan of action is used to train yourdivision personnel.

WATCH ORGANIZATION

The term duty has been defined in manydifferent ways, with most definitions centeringaround an assigned task or place of service. Thebest definition of a duty is something that a personis expected or required to do by moral or legalobligation—an action or task required by one’sposition. Most of us are familiar with dutybecause we stand duty in addition to our regularwork. But duty includes much more than simplystanding a watch. Basically, we could divide dutiesinto two categories, MILITARY (watches and soforth) and ADMINISTRATIVE (making watchbills, writing evals, giving work assignments,and so forth). A petty officer first class mustbe qualified to perform the duties in both cate-gories.

A ship’s watch organization is second inimportance only to the organization for battle.Great care is exercised in establishing the watchorganization and in making sure all crew membersunderstand their duties, responsibilities, andauthority to make decisions.

Personnel on watch are entrusted with thesafety of the ship, its equipment, and itspersonnel. Confusion or conflict among watchstanders can result in serious casualties or the lossof the ship. In many naval disasters the people

at fault either were not aware of their duties andresponsibilities or they did not think they had theauthority to act. On the other hand, seriousdamage and loss of life have been averted by thetimely action of watch standers working togetheras a coordinated team.

WATCH, QUARTER, ANDSTATION BILL

The watch, quarter, and station (WQS) bill isthe commanding officer’s summary of personnelduty assignments and stations. This bill displaysyour duties for each emergency and watchcondition. It also shows your duty requirementsin administrative and operational bills. Theprimary purpose of the WQS bill is to inform alldivision personnel of their assignments. Divisionofficers prepare, complete, and detail WQS bills.Once approved, these bills are posted in aprominent place within the division. The WQS billshows name, rate, billet number, bunk, and lockernumber of each person in the division. Inaddition, it indicates each person’s battle station(conditions 1, 2, 3), fire station, fire and rescuestation, collision station, abandon ship station(with equipment to be provided), special stationfor getting underway and anchoring, sea watchstation, in-port watch station, and cleaningstation.

Based on the battle bill, the details of dutiesperformed by the divisions are found in thegeneral WQS bill. Watches, quarters for berthingand messing, and stations for battle emergencies,as well as routine work, are some of the dutiesincluded in the bill.

Based on the general WQS bill, the assign-ments of stations and duties to all individuals,by name, are set forth in appropriate billsfor each division of the ship. These billsshould be conspicuously posted and kept up todate.

The executive officer is responsible formaintaining a master WQS bill for the ship.Division officers are responsible for detailed WQSbills for the personnel in their division. These billsmust be approved by the executive officer. Sincethe ship’s master WQS bill must accurately reflectall division assignments, any changes to theWQS bill must also be approved by the executiveofficer.

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Figure 4-1 shows a sample WQS bill forpersonnel in the first section of the first division.The billet number consists of either four numeralsor a letter and three numerals. The first numeralor letter indicates each person’s division; thesecond numeral indicates the watch or dutysection; and the last two numerals indicate eachperson’s seniority in the section. For example, inbillet number 1101, the first numeral (1) indicatesthe person is in the first division; the secondnumeral (1) that the person is in the first section;and the last two numerals (01) indicate the personis the most senior person in the section. Thedepartment is not specified here because the firstdivision is always the deck department. Othercolumns allow for entry of the information fromeach of the ship’s bills. Titles for the headings ineach column are the same as the bill, as definedin the Ship’s Organization and RegulationsManual (SORM). The division officer isresponsible for making sure personnel know whattheir duties are. One useful way to accomplish thisis to give each person a pocket WQS bill (fig. 4-2)listing the person’s duties as shown on the divisionWQS bill.

As the ship’s manning changes and as per-sonnel are reassigned, the division officer has tocontinually update the WQS bill. The division

officer must maintain a balance of skills in eachsection and arrange each section in order ofseniority from top to bottom. These sectionsrepresent watch sections underway and dutysections in port, except for all-hands evolutionslike the special sea detail. The WQS bill also hasto be updated when annual leave or illness changesthe composition of the bill. For example, supposea Gunner’s Mate (Guns) Seaman (GMGSN) inyour division is sent to school. If the GMGSN isreplaced by a new SA, you will have to give theGunner’s Mate’s assignments on the WQS bill toanother experienced person while the SA is intraining. Therefore, the school assignment of theGMGSN has forced you to make changes to yourdivisional bill.

Changes in the watch bill made by the seniorwatch officer for the ship require correspondingchanges to the master and divisional WQS bills.

The division notebook is used for transferringinformation from the battle bill and ship’s billsto the WQS bill. The division notebook is dividedto allow one part for each condition of readinessand each ship’s bill. Stations and duties for whichthe division is responsible are entered in each partof the book. Next to those entries are the namesof the personnel to whom the division officerassigns each function. In other words, the division

Figure 4-1.—Watch, quarter, and station bill.

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Figure 4-2.—Pocket WQS bill.

notebook contains the “working copy” of theWQS bill, modified to suit the needs of thedivision officer. Also, it serves as a guide andcheckoff during drills. Each section leader shouldhave a notebook containing the names of thepersonnel in the section and their assignments.

Assignment to a duty in a ship’s bill isnormally indicated in the WQS bill. Stationsassigned and duties to be performed are notedopposite the person’s name in the appropriatecolumns. However, certain other assignments towatches and duties are not noted in the WQSbill—these assignments are published in the planof the day.

EMERGENCY BILLS

Emergency bills are probably the mostimportant of all shipboard bills because they spellout responses to emergency situations that affectall hands. All crew members must know theirassignments and responsibilities for eachemergency bill.

Emergency bills serve as check lists and asguides in assigning people to emergency stations.Emergency bills also serve as guides in trainingpersonnel to combat emergencies when the dangerof loss of life or of the ship exists. All ships havethe following emergency bills:

General emergency

Man overboard

Chemical, biological, and radiologicald e f e n s e

Emergency destruction

Fire

Additionally, ships with nuclear reactors orweapons have emergency bills to cover thepossibility of a nuclear accident within the ship.Let’s look at four common emergency bills.

General Emergency Bill

The general emergency bill organizes the crewto handle the effects of a major emergency ordisaster aboard ship. Situations like collisions;grounding; explosions; chemical, biological, andradiological (CBR) contamination; earthquakes;tidal waves; storms; or battle damage areincluded. The bill also provides for the orderlyabandoning of ship, if necessary, and for salvageof the ship, if possible.

A general emergency bill cannot give detailedduties for every possible emergency that couldoccur. However, the training program to preparefor emergencies is a long-range one, and instruc-tion for all types of emergencies is given both inschools and aboard ship. All personnel are trainedin fire fighting, basic damage control, and CBRdefense in shore-based schools. All officers andLPOs must train their personnel in procedures tocontrol the effects of any emergency.

Man Overboard Bill

This bill is used to organize all hands for recoveryof personnel who are lost overboard. All

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individuals aboard ship should be instructed inthe action they should take if they see someonefall overboard. They should also understand whataction they can expect the ship to take to rescuethe person. Frequent drills and instructions inwatch sections are held to ensure the successfulrescue of personnel lost overboard.

When the word is passed that a person hasfallen overboard, you should immediately musteryour division and report it to the division officer,who reports it to the department head.

Anyone who sights a person overboard shouldimmediately

1. call out, “MAN OVERBOARD, PORT(or STARBOARD) SIDE”;

2. notify the OOD in the quickest mannerpossible; and

3. if near a life ring or other life savingequipment, t brow or release the equipmentas near to the person as possible.

CBR Defense Bill

The purpose of the CBR defense bill is toprescribe procedures and responsibilities fordefensive measures against CBR (or anycombination of the CBR) attack. This billdescribes procedures to minimize the effects ofa CBR attack so that the ship’s mission can stillbe accomplished. The damage control assistant(DCA) is responsible for administering the bill.As the division LPO, you should make sure yourpersonnel know where their battle, ready shelter,deep shelter, and decontamination stations areand the routes to them. You will assist the divisionofficer in CBR training matters and evaluate theabilities of your personnel in CBR defenseprocedures.

Emergency Destruction Bill

All commands located outside the UnitedStates and its territories, all “deployablecommands, and all commands holding Com-munications Security (COMSEC) material musthave an emergency destruction bill.

Emergency destruction of classified materialis necessary to prevent its capture by an enemy.Destruction plans call for the highest degree ofindividual initiative in preparing for and inactually commencing the required destruction. Allpersonnel must realize that in emergenciessubjecting classified material to compromisethrough capture, they must start necessary

destruction under the plan without waiting forspecific orders.

The order in which classified material is to bedestroyed under emergency conditions should bedetermined in advance and the material so markedand stored. Classified matter is destroyed in orderof classification—highest classification first.

Destruction by fire is the traditional methodfor all combustible materials. Oil or chemicalsmay be used to aid in burning. Classifiedequipment must be smashed beyond recognition,and unclassified equipment should be demolishedbeyond repair.

A sufficient number of destruction tools—including sledgehammers, screwdrivers, axes, andwire cutters—are always kept in equipment spacesfor use in emergency destruction.

The priorities for emergency destruction areas follows:

1. Priority One. Top Secret material in thefollowing order: (1) COMSEC material, (2)special access material, (3) other material

2. Priority Two. Secret material in the follow-ing order: (1) COMSEC material, (2)special access material, (3) other material

3. Priority Three. Confidential material in thefollowing order: (1) COMSEC material, (2)special access material, (3) other material

PERSONNEL QUALIFICATIONSTANDARDS

The Personnel Qualification Standards (PQS)Program is a qualification system for personnelto perform certain duties. A PQS lists theminimum knowledge and skills required to qualifyfor a specific watch station, maintain specificequipment, or perform as a team member withina unit. The PQS Program is not a trainingprogram, but it does provide objectives to be metthrough training. A PQS is most effective whenit is used as a key element of a well-structured anddynamic unit training program

The PQS program is established in unitsthroughout the Navy. It is used by the air, surfacecommunities, and the Coast Guard. It providesqualification standards and a method ofrecordkeeping for training. PQS use is requiredin units to which it is applicable, unless suspendedby fleet commanders in chief. It is not applicableto nuclear propulsion or the fleet ballistic missile(FBM) weapons systems.

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Several significant benefits are derived fromthe PQS program, such as the following:

Establishing individual qualification goalsand time tables

Effectively monitoring and recordingindividual qualification progress

Managing overall training programs

Establishing a library of technicalreferences and training materials

Establishing a program to preparesupervisory personnel as PQS qualifiers

Telling the trainees what they must learn

Placing the responsibility for learning onthe trainees

Providing a specific knowledge andtask inventory that can be used at all levelsto evaluate combat readiness

Each PQS requirement is designed to guidetrainees toward a specific qualification goal bytelling them exactly what they must learn toachieve that goal. Each qualification standard isdivided into the following three main subdivisions:

100 Series—Fundamentals

200 Series—Systems

300 Series—Watch Station/MaintenanceAction

THE 100 SERIES—FUNDAMENTALS

Each PQS begins with a Fundamentals (100Series) section. This section covers basicknowledge needed to understand the specificequipment or duties and provides an analysis ofthose fundamentals that broadly apply. TheFundamentals section serves as a self-study aidfor the trainee who has not received formal schooltraining or for the graduate who wishes to reviewthe subject matter taught in the school.

A portion of the Fundamentals section of eachPQS may be devoted to expanding the trainee’svocabulary by calling for definitions of technicalterms used throughout the standard. Because thesafety of personnel is always a concern, the firstFundamentals section of each PQS addresses the

safety precautions that must be mastered beforeperforming the watch station/work station ormaintenance action requirements. Specific orunique safety precautions that apply to aparticular piece of equipment or system areaddressed in the Systems section (200 Series) ofeach PQS.

THE 200 SERIES—SYSTEMS

In the Systems (200 Series) section, each PQSbreaks down the subject equipment or duties intosmaller, more easily understood sections calledsystems. When the equipment or duties are brokendown, many smaller functional systems arerevealed for in-depth study. Simpler systems canbe identified and quickly covered. This permitsgreater emphasis on a more significant or complexsystem.

A system is arranged for learning in two levels,components and component parts. The traineeneeds only to master these levels to be able toanalyze and understand the organization of theequipment or duties. A PQS will list only thoseitems that must be understood for properoperation and/or maintenance. It will not includeevery item appearing on a parts list in the technicalmanuals.

PQS requirements follow the law of primacy(first things first). If the trainees focus on learninghow the equipment functions during operation,they will be better able to identify problems asthey develop or even before they occur. Traineestaught in this manner should also be able tosuccessfully control or prevent casualties.

THE 300 SERIES—WATCHSTATION/MAINTENANCE ACTION

This section tests the trainee’s readiness toperform a designated task. The terminology usedin the PQS considers a sailor to be “on watch”whenever operating equipment, whether “onshift, “ “on call,” or “in the shop.” The goal ofthe Watch Station/Maintenance Action sectionis to guide the trainee in categorizing, analyzing,and performing the step-by-step proceduresrequired to qualify.

IMPLEMENTING PQS

PQS serves as an excellent framework uponwhich to build a unit’s training and qualificationprogram. However, if PQS implementationconsists of little more than issuing PQS materials

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to trainees with no further assistance, the PQSprogram can be counterproductive. The PersonnelQualification Standards Catalog, NAVEDTRA43100-5E, issued annually in October, contains alisting of PQS products. Quarterly updates areissued that contain new, revised, and deleteddocuments; PQS workshops scheduled; and otherpertinent information affecting the development ofproduction of PQS. Quarterly updates aredistributed in February, May, and August. Figure4-3 illustrates a maintained PQS chart.

PQS IndoctrinationThe division officer or leading CPO/LPO

should conduct individual interviews with newlyreporting personnel to evaluate their pastexperiences, qualifications, and generalbackground. After the PQS program andcommand’s policy have been explained, a PQSpackage is provided along with expectedcompletion dates for fundamentals, systems, andqualification goals. Trainees must also be advisedas to how much time they should spend each weekon training to accomplish the established goals.This procedure will ensure they know what theyare qualifying for and when they are required tohave their qualification completed.

Establishing Time LimitsSpecific time limits for qualification should be

established by department heads and division

officers for each qualification requirement. Timelimits assigned should consider the deploymentschedule and allow appropriate time to becomequalified. The time limit also provides a means forthe department head, division officer, and othersupervisory personnel to check individualprogress. A time limit can serve as a goal to instillmotivation in each individual and the spirit ofcompetition within the work center.

Qualification ProcessWhen you assign qualification requirements,

you must ensure prerequisite and concurrentitems are completed in the proper sequence. Whenassigning more than one watchstation/maintenance action or section forcompletion, specify which should be completedfirst.

As a supervisor, you must instill safety intothe very fabric of the qualification process. Keep inmind that all safety requirements must becompleted before performing any of the requiredqualification tasks.

Interim Qualification

Situations may arise when watch standersmust be qualified on an interim basis before the

Figure 4-3.—PQS progress record.

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completion of PQS. Department heads may dothis by giving an oral or written examination todetermine if a satisfactory knowledge level ofwatch station requirements has been attained. Ifit is satisfactory, a recommendation is made tothe commanding officer that the individual begranted an interim qualification for a specificwatch station. If the commanding officer ap-proves, an interim qualification letter is placed inthe member’s service record. Examples of asituation in which interim qualification may beappropriate are shown below:

When it is necessary to use a watch standerwho has not yet achieved final qualification to filla more demanding billet

When a newly reporting individual whohas not yet achieved final qualification in theparticular watch station but possesses a priorqualification from a previous command must beused as a watch stander

Final Certification and WatchStation Sign-off

All final certifications and watch stationqualifications must be signed off at the permanentduty station. Every PQS specifies the title of thecertifying officer for each qualification. If thecommanding officer is specified as the certifyingofficer but feels that the certifying officer shouldbe a department head, then the commandingofficer may delegate certification authority. Tomake sure there is no confusion, the commandingofficer should delegate this authority in writing.On large ships, the damage control assistant maybe designated as the certifying officer for damagecontrol PQS.

Oral Examining Boards andWritten Examinations

Qualification requirements for all oral examin-ing boards and written examinations should bedesignated by both the ship and squadron andtheir appropriate type commander.

Often the final step in PQS watch stationqualifications is an oral examining board. Theexact membership of each examining board isdetermined by the command. A single boardcould have as few as two or as many as eightmembers. A written examination or preboard oralexamination may be used as part of the oralexamining board. The command may develop its

own exam questions or use established questionsfrom the appropriate PQS. In general, theexamining board should consist of the following:

At least one qualified officer of the deck(OOD), engineering officer of the watch (EOOW),or tactical action officer (TAO) when the watchstation is under that officer’s direct supervision

Members of applicable training teams

Division officer or department headresponsible for the watch station when an E-6 orabove is qualifying

The oral examining board should determinethe scope of the board and questions from theapplicable PQS to determine the trainee’squalification. Oral boards should include thetrainee’s demonstration of equipment operationwhen appropriate.

ORGANIZATION

The PQS organization reaches from thecommanding officer to the petty officer that servesas the qualifier. This program helps you developskills that are necessary to perform your assignedtasks. It is a list of the minimum knowledge andskills required to qualify for a specific watchstation, maintain specific equipment, or performas a team member in a unit.

Qualifiers

A qualifier is the acknowledged expert in aspecified area of qualification. The responsibilitiesof the qualifier are significant. A qualifier mustbe current in the technical and safety requirementsof assigned areas and be aware of the problemsthat face a trainee. The qualifier must followcommand directives with regard to standardanswers, keeping in mind that consistency isimportant. The qualifier should understand allreference material and, when necessary, guide thetrainees to the reference material. The qualifiershould remember that the ultimate goal of theprogram is to develop adequate numbers ofqualified watch standers, operators, andmaintenance personnel to do the job. Qualifiersshould help their shipmates but SHOULD NOTGIVE THEIR SIGNATURES AWAY.

PQS qualifiers normally will be E-5 or aboveand, as a minimum, must have completed thePQS they are assigned. The role of the qualifying

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senior petty officer in the PQS approach totraining is extremely important. Qualifiers mustexercise quality control over the PQS program andserve as a point of reference to assist the traineesin acquiring the knowledge and skills they couldnot gain on their own. To ensure uniformity andprogram quality, select and authorize only alimited number of personnel to verify comple-tion of portions of the PQS. Those petty officersauthorized to sign qualification items should bedesignated in writing.

Work Center Supervisor

The work center supervisor introducestrainee’s to the PQS program and recommendsand monitors the goals for each individual. Goalsmust be challenging, realistic, and attainable ina reasonable time frame. The work centersupervisor is the key to ensuring that PQS issuccessful.

If administered with insight, PQS can be ahelpful tool that can fit into the unit’s overalltraining program. The supervisor is responsiblefor the accuracy, updating, and tailoring of PQSto fit the unit’s needs. The supervisor should alsoinitiate appropriate feedback to the PQSdevelopment group. (Feedback forms are locatedin the back of each PQS package. ) Supervisorsshould motivate personnel by helping then setgoals, showing interest in their individual efforts,and following all trainees’ progress. Thesupervisor must be aware of who is and who isnot progressing and who needs counseling orindividual instruction. As the supervisor, youmust be totally familiar with the duties, responsi-bilities, and assignments of the divisionalqualifiers. The unit’s PQS program cannot besuccessful without solid planning and qualitycontrol. The work center supervisor shouldperform the following duties:

Supervise work center PQS

Assist designated qualifiers and trainees asneeded

Assign requirements and PQS goals toindividual trainees following departmentalguidance

Supervise qualifiers

Make sure a reference library is maintained

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Division Officer and DivisionChief Petty Officer

Division officers play a primary role in theadministration of the PQS effort. With theassistance of the division CPO, the division officershould assign divisional watch stations, establishPQS goals, make sure that answers to PQS itemsare standardized, monitor PQS progress, andinitiate appropriate service record entries for allqualifications achieved. Additionally, the divisionofficer should make reports (monthly is recom-mended) via the chain of command on the statusof PQS qualification for all division watchstations. Divisional PQS qualifiers, leading chiefpetty officers/petty officers, and key watchstanders in the division assist the division officerin qualifying division personnel. They do this bychecking and signing qualifications and updatingand maintaining the PQS progress chart. Thedivision officer/division CPO should do thefollowing:

Recommend to the department head theentry level of newly assigned personnel

Recommend to the department head theassignment of division qualifiers

Monitor the progress of division personneltoward PQS goals as shown on theprogress charts

Keep the department head informed on thestatus of division personnel and adjustgoals when necessary

Integrate PQS status with routine admini-stration of special request, early libertyapprovals, and so forth

Recommend final qualification to thedepartment head

Make sure page four service record entriesare made for completed PQS qualifications

Recommend to the department head anyrequired tailoring of individual PQSpackages

Make sure enlisted evaluations reflect PQSqualification accomplishments

Maintain divisional training files on eachindividual

Department Head

The department head implements and super-vises the execution of PQS topics that pertain tothe department. The department head alsoqualifies personnel for watch stations and forequipment/systems operations. The departmenthead should do the following:

Set standards and monitor the depart-ment’s PQS program

Approve watch station qualification andrecommend final qualification to thecommanding officer or approve finalqualification if so designated

Designate in writing those individuals whoserve as qualifiers

Coordinate with division officers, CPOs,and LPOs the watch station qualificationsand advancement goals of departmentalpersonnel

Approve division’s recommendations fortailoring PQS standards and standardanswers

Recommend interim qualification of watchstanders, as necessary

Serve as chairman of the departmentalexamining board (if such a board isrequired)

PQS Coordinator

Another key individual in PQS matters is thecommand’s PQS coordinator. The PQS coordi-nator (either an officer or senior petty officer)should be the focal point for all PQS matters thattranscend the departmental level. The PQScoordinator is responsible for ordering alldepartmental PQS materials. In this latter role,the coordinator should order and store all-handsPQS materials, such as general damage-controland 3-M materials. The PQS coordinator shouldbe a senior petty officer who is highly interestedin training. In addition, the coordinator shouldhave sufficient onboard experience to be familiarwith each department’s training and qualification

program. The PQS coordinator should performthe following duties:

Maintain the basic system references

Maintain PQS software (standards, pro-gress charts, and so forth)

Order sufficient, but not excessive, quanti-ties of all-hands PQS materials, 3-Mmaterials, and so forth

Function as the central point for order-ing all PQS materials

Advise the executive officer and planningboard for training on all PQS matters

Prepare any external PQS reports for thecommand when directed by higher autho-rity

Executive Officer/TrainingOfficer

The executive officer/training officer isresponsible for formulating and administering theunit’s training program. PQS should be animportant part of that program. The executiveofficer/training officer should do the follow-ing:

Act as an overall training supervisor

Maintain and update the unit’s instructionon PQS and the unit’s notice designatingthe qualifiers

Monitor the PQS program through thePQS coordinator and the planning boardfor training and review progress reports/charts

Reinforce command emphasis on PQSby linking it to routine administrativepractices, the granting of special requests,the recommendation for advancement, andso forth

Commanding Officer

The key ingredient to a successful PQSprogram is the personal involvement of thecommanding officer. The commanding

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officer gets personally involved by carrying outthe following:

Establishing a PQS organization

Serving as the final qualification authorityfor the command (final sign-off may bedelegated, but no Iower than departmenthead level)

Designating (in writing) those indivi-duals authorized to act as qualifiers

Establishing an appropriate means of

The actual service record is on the right sideof the folder. The Enlistment Contract (DD Form4), which is the first page of the enlisted servicerecord, is the bottom page of the service record.Subsequent pages are placed on top of the DDForm 4 in the order shown. Because of the volumeof entries, some pages of the service record requirecontinuation sheets. Beginning with the first (orbottom) page of the enlisted service record, the

recognizing the achievement of qualifica-tion goals

ENLISTED SERVICE RECORDS

pages are arranged in the following order:

The enlisted service record is maintainedwithin a brown manila folder, NAVPERS1070/600. This folder has a tab for recording thename and social security number of the enlistedperson for whom the folder is prepared. Bothhalves (sides) of an opened folder are equippedwith fasteners for filing the service record pagesand other official and unofficial papers.

Service record pages and the informationcontained in these pages are a vital and permanentpart of your enlisted service record. While onactive duty, the contents of your record are usedby the command to aid in determining your nextbillet assignment and to help make such admini-strative decisions as determining eligibility foradvancement, qualification for training oppor-tunities, or eligibility for transfer to the FleetReserve or for retirement from the naval service.Even after you have been separated from theNavy, the contents of the service record remainimportant to you and your dependents becauseeligibility for veteran’s benefits is determined frominformation contained in the record. The contentsof the service record are also important to yoursurvivors if you die while on active service or afterseparation from the service.

The left side of the folder contains official andunofficial papers that are required for recordpurposes or for safekeeping. These papers mayinclude the original or a copy of standard transferorders with copies of the endorsements and travelclaims, discharges, statements of service, cor-respondence course completion letters, reports ofexamination (other than medical), service schoolcertificates and diplomas, and reports ofseparation from the military service.

DD Form 4, Enlistment or ReenlistmentAgreement—Armed Forces of the UnitedStates

(Page 1)

NAVPERS 1070/601, Immediate Reenlist-ment Contract

(Page 1)

NAVPERS 1070/621, Agreement toExtend Enlistment

(Page 1A)

NAVPERS 1070/622, Assignment to andExtension of Active Duty

(Page 1B)

VA Form 29-8286, SGLI Certificate ofMembership

NAVPERS 1070/602, Dependency Appli-cation/Record of Emergency Data

(Page 2)

NAVPERS 1070/603, Enlisted Classifi-cation Record

(Page 3)

NAVPERS 1070/604, Navy Occupation/Training and Awards History

(Page 4)

NAVPERS 1070/605, History of Assign-ments

(Page 5)

NAVPERS 1070/606, Record of Unautho-rized Absence

(Page 6)

NAVPERS 1070/607, Court Memoran-dum

(Page 7)

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NAVPERS 1070/613, Administrative Re-marks

(Page 13)

NAVPERS 1070/615, Record of Dis-charge from the U.S. Naval Reserve

(Page 14)

PERSONNEL ADVANCEMENTREQUIREMENTS

The Personnel Advancement Requirements(PARs) must be completed and signed off byproper authority before you can participate in theNavywide advancement exam. The PARs are usedto verify your ability to perform the tasks requiredby your occupational standards (OCCSTDs). Youshould approach your PARs in a systematicmanner because the Navywide advancementexams are based on OCCSTDs. The sign-off sheetvaries with each rating. It is a list of ratingrequirements (OCCSTDs) you must know in aparticular rating to advance in rate.

When your PARs have been satisfactorilycompleted, you should make a copy of the PARSsign-off sheet. The original should be given to theeducational services officer for entry into yourrecord.

PATHS TO A COMMISSION

The opportunity for receiving a commissionas an officer in the Navy has never been betterthan it is today. Two of the most popularprograms leading to a commission, the ChiefWarrant Officer (CWO) Program and LimitedDuty Officer (LDO) Program, are discussed in thefollowing paragraphs. The Medical Service Corps,the Enlisted Commissioning Program, and OfficerCandidate School will also be covered.

The Navy has realized a continuing need forCWO to serve as officer technical specialists andLDO to serve as officer technical managers.Figure 4-4 shows paths of advancement forenlisted personnel to CWO and/or LDO. TheLimited Duty Officer and Chief Warrant Officer

Figure 4-4.—Path of advancement from enlisted to chief warrant officer and limited duty officer.

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Programs are the primary enlisted-to-officerprograms sponsored by the Navy that do not requirea college education. Figure 4-5 shows the CWO/LDOcategory to which each enlisted rating may advance.Competition for entrance into both of the programs

has been, and will continue to be, particularly keen.If you are interested in applying for these programs,you should begin preparing early in your career. Tobetter prepare to become an officer, you shouldincrease your

NORMAL PATH OF ADVANCEMENTTO CHIEF WARRANT OFFICER AND LIMITED DUTY OFFICER

CWO CATEGORY AND LDO CATEGORY ANDENLISTED RATING OFFICER DESIGNATOR OFFICER DESIGNATOR

Surf/Sub Surf/subBM, QM, SM BOATSWAIN (711X/721X) DECK (611X 621X)OS/EW/OT• OPERATION TECH (712X) OPERATIONS (612X)BT, IC, EN, MM, GS, EM ENGINEERING TECH (713X/723X) ENGINEERING/REPAIR (613X/623X)ML, PM, HT, DC, OM, IM, MR REPAIR TECH (714X/724X)GMG, GMM, GM, FTB•, ORDNANCE TECH (716X/726X)WT, FC•, MT, FTG•, TM•, FT• ORDINANCE (616X/626X)MN, TM•% UNDERWATER ORDNANCE TECH (717X/727X)ST, DS•, FTG•, FTB•, ELECTRONICS TECH (718X/728X) ELECTRONICS (618X/628X)FC•, OT•, ET, FT•

RM COMMUNICATION TECH (719X/729X) COMMUNICATIONS (619X/629X)

AVIATION AVIATIONALL RATINGS ¢$ N/A LDO AVIATOR (630X)ABE, ABE, ABH, AB AVIATION BOATSWAIN (731X) AVIATION DECK (631X)AW AVIATION OPERATIONS TECH (732X) AVIATION OPERATIONS (632X)AD, AME, AMH, AMS, AM, PR, AVIATION MAINTENANCE TECH (734X) AVIATION MAINTENANCE (634X)AS, AZ, AFCMAO, WT• AVIATION ORDNANCE TECH (736X) AVIATION ORDANANCE (636X)AT, AE, AVCM AVIATION ELECTRONICS TECH (738X) AVIATION ELECTRONICS (638X)AC AIR TRAFFIC CONTROL TECH (739X) AIR TRAFFIC CONTROL (639X)

GENERAL SERIES GENERAL SERIES”MM, EM, ET, IC NUCLEAR POWER TECH (740X) NUCLEAR POWER (640X)LI, JO•, PC, PN, YN, LN•, RP SHIP’S CLERK (741X) ADMINISTRATION (641X)DP, DS• DATA PROCESSING TECH (742X) DATA PROCESSING (642X)MU N/A BANDMASTER (643X)CT@ CRYPTOLOGIC TECH (744X) CRYPTOLOGY (644X)IS• INTELLIGENCE TECH (745X) INTELLIGENCE (645X)AG AEROGRAPHER (746X) METEOROLOGY/OCEANOGRAPHY (646X)PH, IS•, JO•, DM• PHOTOGRAPHER (747X) PHOTOGRAPHY (647X)ANY RATING QUALIFIED EXPLOSIVE ORDNANCE (748X) EXPLOSIVE ORDNANCE (648X)IN EOD DISPOSAL TECH DISPOSALMA SECURITY TECH (749X) SECURITY (649X)

STAFF CORPS STAFF CORPSDK, SK, SH, AJ MS• SUPPLY CORPS WARRANT (SC) (751X)

SUPPLY (SC) (651X)MS• FOOD SERVICE WARRANT (SC) (752X)DM•, BU, CE, CM, UT, EA, EO CIVIL ENGINEER CORPS (753X)SW, CUCM, EQCM, UCCM WARRANT (CEC) CIVIL ENGINEER (653X)HM$ PHYSICIAN’S ASSISTANT (PA) (754X) N/ALN• N/A LAW (655X)

NOTES: • Normal path is more than one category@ Only CT personnel may apply” Exclusive path of advancement for personnel in these raing who hold a valid nuclear power program NEC¢ Less personnel holding valid nuclear power program NEC$ Application procedures published separately% 717X-MN Path of Advancement; 727-TM Path of AdvancementMA & NC may apply under previous rating or any designator for which qualified.

Figure 4-5.—Normal path of advancement to chief warrant officer and limited duty officer.

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knowledge by on-the-job training and specializedtraining through schools and correspondencecourses.

A list of the recommended correspondencecourses is given at the end of this discussion. Asyou can see, the list is somewhat lengthy; so theearlier you start preparing yourself for the CWOand LDO programs, the better prepared you willbe. In addition to being better prepared for CWOor LDO, you also improve your chances ofselection to the more senior petty officer rates bycompleting as many of these courses as possible.

officer (SCPO), and master chief petty officer(MCPO) place a great deal of weight on yourefforts to broaden your education. Figure 4-6provides good advice for preparing for CWO andLDO programs.

CHIEF WARRANT OFFICER PROGRAM

The Chief Warrant Officer Program providesa direct path of advancement to CWO foroutstanding enlisted personnel on active duty in

Selection boards for CPO, senior chief petty the Regular Navy or Naval Reserve.

Figure 4-6.—Preparing for CWO/LDO selection.

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To be eligible for appointment, applicantsmust meet the following requirements:

Be a U.S. citizen

Be serving on active duty as a CPO, anSCPO, or an MCPO in the Regular Navy, NavalReserve, or Training and Administration ofReserves (TAR) program at the time of applica-tion

Be physically qualified for appointment aswarrant officer

Be a high school graduate or possess theservice-accepted equivalent

Have no record of conviction by court-martial or of conviction by civil court for anyoffenses other than minor traffic violations for2 years preceding the date of 16 January of theyear of application

Be recommended by their commandingofficer

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

NAVMILPERSCOMINST 1131.1A spells outthe application procedures for active and inactiveduty personnel for the Chief Warrant OfficerProgram.

CHIEF WARRANT OFFICERPHYSICIAN’S ASSISTANTPROGRAM

The Navy uses the Commissioned WarrantOfficer Physician’s Assistant Program to supplynonphysician primary health care providers whoare trained to act as physician extenders in theNavy health care system. Physician’s assistantsare technical officer specialists with the academicand practical training to provide primary patientcare services under the supervision of a physician.Their duties require extensive knowledge of aspecific occupational field, are technicallyoriented, and are repetitive in nature.

The training program takes 60 weeks andconsists of dietetic training and clinical rotations.Physician’s assistants retain their permanentenlisted paygrade while enrolled in the trainingprogram. Upon completion, each physically

qualified selectee will be commissioned in thegrade of CWO (W-2).

Enlisted Hospital Corpsmen in the RegularNavy, Naval Reserve on active duty, and TARprogram may apply. You must be a CPO withbetween 12 and 24 years of active naval serviceby the date of commissioning and be a graduateof Advanced Hospital Corps School (NEC 8425),Medical Services Technician School, or NuclearSubmarine Medicine Technician School (NEC8402). An annual NAVMILPERSCOM noticewill solicit applications and announce applicationdeadlines for the in-service procurement board.

THE LIMITED DUTY OFFICERPROGRAM

The LDO Program provides a path ofadvancement for PO1 through SCPO and CWOto commissioning as a temporary ensign orlieutenant junior grade (as applicable) in theRegular Navy or Naval Reserve.

The applicant must meet the followingeligibility requirements to apply for the LDOProgram:

Be a U.S. citizen.

Be serving on active duty in the RegularNavy, Naval Reserve, or TAR program at the timeof application. If selected, personnel must remainon active duty until appointment is tendered.

Be physically qualified for appointment toLDO.

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

Have no record of conviction by court-martial or of conviction by civil court for anyoffense other than minor traffic violations for 2years preceding 16 January of the year in whichapplication is made.

Be recommended by the commandingofficer.

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 musthave served in that capacity for at least 1 year asof 16 January of the year in which applicationis made.

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Have completed at least 8 years but notmore than 16 years of active naval service on 16January of the year in which application is made.

(PO1 applicants only) Complete allrequirements for advancement to CPO, with theexception of time in paygrade, and successfullycompete in the annual Navywide advancementexamination administered in January of the yearof application. A candidate whose final multipleis equal to, or greater than, the lowest finalmultiple for PASS SELECTION BOARD ELIGI-

BOARD ELIGIBLE. A PO1 who is presentlyauthorized advancement to CPO is exempt fromthe CPO Navywide examination qualification.

CPOs and SCPOs with at least 12 years,but not more than 16 years, of naval service mayapply for LDO and CWO in the same applicationyear, but only one designator for each programmay be requested.

For application procedures and eligibilityrequirements, see NAVMILPERSCOMINST

BLE will be designated LDO SELECTION 1131.1A.

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MEDICAL SERVICE CORPS

Senior Hospital Corpsmen (HM) and DentalTechnicians (DT) who possess the necessaryqualifications and motivation have an opportunityto compete for commissions in the Medical ServiceCorps. Programs leading to Regular and Reservecommissions are available to PO1 through MCPOHMs and DTs and to other Navy members withcollege degrees in medical fields.

ENLISTED COMMISSIONINGPROGRAM

The Enlisted Commissioning Program (ECP)is open to all male and female U.S. citizens onactive duty. It provides a full-time opportunityfor the completion of a baccalaureate degreeleading to an appointment in the unrestricted lineof the Regular Navy as an ensign. Degrees mustbe in a discipline that has direct application to theunrestricted line community. Before detachmentfrom their present command, ECP selectees willhave a 6-year active service obligation. Selecteesreceive full pay and allowances but must pay alleducation expenses. Following degree completion,candidates are ordered to Officer CandidateSchool (OCS) or Aviation Officer CandidateSchool (AOCS). Upon completion of OCS orAOCS, a minimum of 4 years’ active com-missioned service is required.

To be eligible, applicants must meet thefollowing requirements:

Be a U.S. citizen.

Be an enlisted member of the Navy orNaval Reserve on active duty and have completedat least 4 years, but not more than 11 years, ofactive service as of 1 September of the year ofenrollment.

Have completed sufficient undergraduatecourse work to complete requirements for anontechnical degree in 30 months or a technicaldegree in 36 months.

Be at least 22 years of age, able to completedegree requirements, and commissioned before33rd birthday.

Have a cumulative grade point average of2.5 or better on a 4.0 scale based on grades ofall courses taken.

Have a minimum SAT score of 430 verbal/520math or a minimum ACT score of 19 English/24math.

Meet physical standards for officercandidates.

Have no record of conviction by courts-martial, nonjudicial punishment, or civil court forother than minor traffic violations during thepreceding 2 years. Have no record of a felonyconviction, regardless of the date, or any recordof drug abuse while in an enlisted status.

Be recommended by the commandingofficer.

OFFICER CANDIDATE SCHOOL

The OCS program provides 16 weeks ofofficer indoctrination training for enlistedpersonnel who possess a baccalaureate degree orhigher. Upon graduation the candidate will becommissioned as an ensign USNR.

To be eligible, applicants must meet thefollowing requirements:

Be an enlisted person in any rating orpaygrade.

Meet age requirements. Beat least 19 yearsold and not have passed their 29th birthday bycommissioning date. This age limit is extended forprior active service personnel on a month-to-month basis for up to 24 months.

Be entitled to an honorable discharge andhave 6 months of obligated service remaining oncurrent enlistment.

For further information on OCS, consultOPNAVINST 1120.2A.

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TRAINING PETTY OFFICER

The training petty officer (TPO), one of themost important petty officers in a work center,is the backbone for all divisional personnelqualification programs. The TPO ensures trainingof personnel to operate and maintain theirequipment and related systems. This is the primefactor affecting the operational readiness andperformance of the command. Significant impor-tance to readiness are operator and maintenancepersonnel, in rate and Navy enlisted classificationcode (NEC) training, watch station qualification,and maintaining watch station proficiency. TPOsadminister training within the division byplanning, developing, and coordinating thedivision training program to include generalmilitary training (GMT), individual watch stationqualification, and operator and team proficiencyin subsystems.

TRAINING SCHEDULE

TPOs develop annual, monthly, and weeklytraining schedules to help implement dailytraining. All training is recorded when held andentered in divisional training records, PQS books,PQS charts, and source records. Training shouldnot conflict with daily work schedules and shouldbe scheduled so that all personnel are present fortraining.

SCHEDULE TRAINING EVENTSAND LECTURES

Great care and thought should go into draftinga training schedule. Schedules should be made outusing times that will not conflict with yourscheduled work assignments. Most TPOs schedule

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training immediately following morning quartersor after the noon meal. All GMT should be givenat a time when experienced personnel will beavailable to give the necessary training. GMT willat times require persons from outside yourdivision.

ENTER ALL TRAINING IN EACHMEMBER’S TRAINING RECORD

Another very important part of a TPO’s jobis to enter the training lecture in each member’straining record. The TPO should be the onlyperson making entries in the training records.Figure 4-7 illustrates an individual training recordform that is used in each member’s training recordto document training.

PRESENTING PERSONNEL FORQUARTERS, INSPECTIONS, AND

CEREMONIES

As LPO, you may be required to formyour division for inspections, command cere-monies, and at morning quarters. You shouldknow the proper procedures and commandsto form your division. You may also needto march the division from one place toanother.

You probably remember most of the drillingmovements from boot camp. However, as arefresher you should review close-order drill inMilitary Requirements for Petty Officer ThirdClass, NAVEDTRA 12044.

QUARTERS

Depending upon the type of ship and itsoperating schedule, quarters for muster andinspection are held each workday before 0800.Regular divisional quarters may be held for thefollowing occasions:

Fair weather parade

Foul weather parade

Personnel inspections

Mustering on station

The following procedures are followed fordivisional quarters.

Fair Weather Parade

The boatswain’s mate of the watch announcesover the 1MC, ALL HANDS TO QUARTERSFOR MUSTER, INSTRUCTION, AND INSPEC-TION. All hands then fall in ranks at attention.As the division LPO, you should conduct animmediate muster, fill out the muster report, andhave it delivered to the division officer beforeofficers’ call. During the time the division officeris attending officers’ call, you can read the planof the day. Upon return of the division officer,call the division to attention for instruction andinspection. Divisions are inspected daily by thedivision officer, department head, or executiveofficer. On completion of quarters, the divisionofficer commands, Division, LEAVE YOURQUARTERS. All hands then salute and leavequarters.

Foul Weather Parade

The procedures prescribed above are the samefor foul weather parade, except that a protectedarea is designated for quarters.

Personnel Inspections

The procedure for personnel inspections is thesame as for regular divisional quarters at fair orfoul weather parade.

General Assembly

QUARTERS FOR ASSEMBLY is orderedwhen the crew is addressed as a unit. The crewis paraded following unit instructions. The crewshould be called to attention at the approach anddeparture of the captain.

Locker and Seabag Inspection

As the division LPO, you maybe required toconduct locker and seabag inspections for thedivision officer. U.S. Navy Uniform Regulationsstates:

Commanding officers shall require theclothing of all nonrated personnel to beinspected by division officers at regularintervals to ensure that each personpossesses his prescribed outfit. Clothing ofpetty officers may be inspected on anindividual basis, if appropriate.

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Figure 4-7.—Individual training record.

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Locker and seabag inspections are held for within the division. The presentation of yourseveral reasons. One reason is that living spacesaboard ship are limited. Some of our youngerpeople have never learned to keep their personalgear in order. They must learn to stow theirlockers neatly and keep possessions to aminimum. If they are allowed to live in adisorganized manner, gear will be left adrift andmay be stolen. Your people receive a clothingallowance, so there is no reason they cannotmaintain a full regulation seabag. All clothingshould be properly marked to discourage illegal“borrowing.” Your division will present a muchbetter appearance at quarters if all hands are inproperly marked regulation uniforms, U.S. NavyUniform Regulations, NAVPERS 15665G, listsall required seabag items and correct markingprocedures.

SUMMARY

Professional responsibilities are the same asthose of senior petty officers in every rating. Youradvancement to petty officer first class will be asignificant milestone in your naval career. Youwill now plan and supervise the work and teachnew skills. You are responsible for keeping abreastof the latest information concerning educationaland career opportunities so that you can share thisinformation with your junior personnel. Yourpeople will look to you for guidance whenconsidering the Navy as a career. Your credibilityis on the line each time you answer a question somake sure you have the correct information.

In this chapter we briefly presented yourresponsibilities toward your personnel includingpersonnel awarded EMI, extension of workinghours, and the withholding of privileges. Wediscussed watch organization including the WQSbill. PQS programs were discussed and advance-ment requirements explained to you. You knowhow to properly screen enlisted service records andunderstand the importance of the record. Youshould know the application procedures for LDOand CWO within the naval structure. Wediscussed the importance of the TPO and training

division for quarters, inspections, and ceremonieswere presented. As a senior petty officer, youshould know these responsibilities so that you canprovide accurate information to your personnel.

REFERENCES

Personnelman 3 & 2, NAVEDTRA 10254-D1,Naval Education and Training ProgramManagement Support Activity, Pensacola,Fla., 1987.

SCUTTLEBUTT

The origin of the word scuttlebutt, which isnautical parlance for a rumor, comes from acombination of “scuttle,” to make a hole in theship’s side causing her to sink, and “butt,” a caskor hogshead used in the days of wooden ships tohold drinking water; thus the term scuttlebuttmeans a cask with a hole in it. “Scuttle” describeswhat most rumors accomplish if not to the ship,at least to morale. “Butt” describes the water caskwhere men naturally congregated, and that’swhere most rumors get started. The terms galleyyarn and messdeck intelligence also mean thespreading of rumors and many, of course, starton the messdeck.

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1.

2.

3.

4.

CHAPTER 5

MILITARY REQUIREMENTS

LEARNING OBJECTIVES

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

State the requirements formilitary watch.

Describe the proceduresrelieving the watch.

Describe the procedurescorrecting the deck log.

standing a proper 5.

6.for setting and

7.

for keeping and8.

State the duties and responsibilities for the 9.junior officer of the deck (JOOD) in port.

State the security procedures to be followedfor casual visitors.

State the security procedures for personnel withand without visitor clearance.

Describe the security procedures for un-authorized visitors.

Describe the security watches required in U.S.and foreign ports.

State the duties and responsibilities of thesenior section leader and-the section leader.

The OOD (in-port) is that officer or pettyofficer on watch designated by thecommanding officer to be in charge of theunit. He/she is primarily responsible forthe safety and proper operation of the unit.

—Standard Organization andRegulations of the U.S. Navy,OPNAVINST 3120.32B.

This chapter will give you an overview of theduties, responsibilities, and organizationalrelationship of the officer of the deck (OOD) inport and the junior officer of the deck (JOOD)in port.

One of the most important watches you willstand as a senior petty officer is the in-port OOD.The in-port OOD, next to the captain and theexecutive officer, is the most important personaboard ship. As a direct representative of thecommanding officer, the OOD has all the

authority of command. The in-port OOD shouldcontinually supervise, inspect, control, maketimely and sound decisions, and be ready torespond quickly to a variety of situations. TheOOD should be ever mindful of the weather whenthe ship is anchored, moored, or secured to a pier.Security of the ship is one of the most importantduties of the ODD in port.

As a senior petty officer, knowing the dutiesand responsibilities of the OOD is as importantas knowing the duties and responsibilities of yourdivision officer. The following information willhelp you in your personnel qualification standards(PQS) for in-port OOD. (Two other excellentsources of information are Boatswain’s Mate 1& C, NAVEDTRA 10122-E, and the WatchOfficer, NAVEDTRA 10719-C.)

In the following paragraphs, we will coversome of the general duties of OOD and JOODwatch standers; how to prepare for a watch;relieving procedures; and duties, responsibilities,and authority.

Although the following paragraphs coverstanding watch aboard ship (in port), the

5-1

principles involved also apply to watchesashore.

PERFORMANCE OF DUTY ONWATCH

The following instructions paraphrase theStandard Organization and Regulations of theU.S. Navy (SORN), OPNAVINST3120.32B. TheSORN should be used as a general guide forstandards met by all watch standers, As a watchstander, you are responsible for the following:

1.

2.

3.

4.

5.

6.

7.

Proper performance of all duties prescribedor your watch. All persons in your chargewill be subject to your orders.Remain responsible for your watch andremain on station until properly relieved.You should require the same of all personson watch with you. You should instruct themas necessary in the performance of theirduties. Ensure that they are at their stationsand are attentive, alert, and ready for duty.You should train yourself and your subor-dinates to foresee situations that may ariseand take corrective actions as required.Conduct yourself in a smart and militarymanner at all times.Use phraseology that is customary to navalpersonnel when issuing orders and makingreports.Demand of yourself and others formalityin all relationships while on watch.Promptly inform appropriate persons ofmatters concerning your watch so they canproperly perform their duties.Make all required inspections and anyadditional inspections necessary to ensurethat the duties of the watch are properlyperformed.

PREPARATION FOR THE WATCH

There is a good deal of preparation requiredbefore the OOD assumes a deck watch in port.As a matter of routine, the relieving OOD shouldreview the Plan of the Day and local commandinstructions. This includes those of the seniorofficer present afloat (SOPA); and unit policyconcerning existing or special situations.Generally, all basic information needed by theOOD is contained in a folder that is kept on thequarterdeck.

Some of the most important aspects of thewatch that the in-port OOD should consider arelisted below. Based on the experience of the OODor under special circumstances, the OOD shouldalso consider other aspects not listed below.

1.2.3.4.5.

6.7.8.9.

10.

11.

12.13.14.15.

16.17.18.19.

20.

21.

22.

Anchor in use and scope of chainDepth of water and type of bottomLines in use, if alongsideAnchorage bearings, if at anchorWeather conditions expected andpreparations for themState of tideBoiler and auxiliaries in useSOPA and other ships presentLocation of the flag officer (if any),captain, executive officer, and depart-ment headsSenior officer aboard and senior dutyofficerNumber of boats in the water, theirlocations, and boat officers availableAbsentees, prisoners, and duty listsGeneral appearance of the shipOrders for the day and special ordersLiberty sections, time liberty expires,and approximate number of personnelashoreGuard shipsStatus of planes, if anyWork or drills in progress or scheduledVisitors on board or expected and anyorders concerning themWorkers or other authorized civilians onboardIf at night, designated ready lifeboat andany morning orders for the anchor watchBoat schedule

SETTING THE WATCH

Setting the watch occurs with a change ofwatch conditions within the ship. A watch is setupon getting underway, mooring, and changingthe conditions of readiness. Personnel assignedto watch stations are responsible for setting thewatch and for making the watch station ready tofunction as rapidly as possible. They are alsoresponsible for ensuring that necessary equipment,material, and personnel are on station.

RELIEVING THE WATCH

Relieving the watch is a controlled and precisefunction. Experience has shown that the ability

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to handle casualties and tactical decisions issignificantly reduced during the transition periodbetween watches. The following guidelines shouldbe followed when relieving the watch:

1. The relieving watch should be on stationin enough time to become familiar with equipmentconditions and the overall situation.

2. The relieving watch should make aninspection of all spaces and equipment, asrequired by the commanding officer, beforerelieving the watch.

3. The relieving watch should read thecommentary sections of the ship’s deck log fromthe last time he or she was on watch. If continuityhas been interrupted, the preceding three watchesare reviewed. The relieving watch should carefullynote unusual conditions, deviations from normalconditions, and other matters of importance anddiscuss them with the person being relieved.

4. Both the relieved watch and the relievingwatch are responsible for seeing that the relievingwatch is aware of all unusual conditions. Theseinclude tactical situations, equipment out ofcommission, outstanding orders, deviations fromnormal plant or equipment lineup, forthcomingevolutions, and any other matters pertinent to thewatch.

5. The relief should be exercised smartly ineach case under the following guidelines:

a. The relief reports, ‘‘I am ready to relieveyou, sir or ma’am.”

b. The person being relieved gives a statusreport of the watch section.

c. The relief makes a tour of the watchstation.

6. The person being relieved completesbriefing of relief (including unexecuted orders andanticipated evolutions) and answers any questions.

7. The relief, when fully satisfied thatcomplete information on the watch has beenpassed, relieves the watch by saying, “I relieveyou, sir/ma’am.”

8. At this time responsibility for the watchstations shifts to the oncoming watch; and theperson being relieved will state, “I standrelieved.”

9. The log is completed and signed by theoffgoing OOD before leaving the watch station.

Another important aspect of relieving thewatch is determining what watches are beingmanned, who is manning them, and who theyreport to. Since watches are dispersed throughoutthe ship, this information is very important in the

smooth transition from watch to watch. Theoncoming OOD should be aware of the currentstatus of the watch bill, such as authorizedchanges, special watches, or conditions that aredifferent from those stated in the Plan of the Day.

THE OOD IN PORT

As stated in OPNAVINST 3120.32B, the in-port officer of the deck is an officer or pettyofficer on watch designated by the commandingofficer to be in charge of the unit. The OOD isprimarily responsible for the safety and properoperation of the unit.

A petty officer assigned as the in-port officerof the deck has the same status as a commissionedor chief warrant officer; therefore, the orders ofa petty officer assigned as OOD have the sameenforcement powers. The OOD is designated inwriting by the commanding officer. On most shipsthe OOD is required to complete the section ofthe surface warfare officers’ PQS that relates tothe OOD in port.

ORGANIZATIONAL RELATIONSHIPOF THE OFFICER OF THE DECK

The in-port officer of the deck reports directlyto the commanding officer for the safety andgeneral duties of the ship. He or she reports tothe command duty officer in port (executiveofficer when a command duty officer [CDO] isnot assigned) for carrying out the ship’s routine.The CDO has the authority to relieve the officerof the deck when necessary for the safety of theship.

The following personnel report to the in-portofficer of the deck:

The junior officer of the watch (JOOW) forassigned duties and watch training.

The communications watch officer for theexpeditious transmission and receipt ofoperational and general messages.

The quartermaster of the watch for assignedduties.

The boat coxswains, or boat officers whenassigned, for the safe and proper operation ofship’s boats.

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The officer, petty officer, or JOOD (in port) in chargeof the gangway watch for the maintenance of aproperly posted and alert watch on the crew’s brow oraccommodation ladder.

The petty officer of the watch supervises thequarterdeck watch, anchor watch, fog look-outs, browand dock sentries. When there is no MarineDetachment assigned, and security watches andpatrols are also under the control of the in-port OOD.

The duty Master-At-Arms for maintenance of goodorder and discipline and the security and processingof prisoners.

The sergeant of the guard for direction of the guardin performing their duties (in ships having a MarineDetachment).

The in-port watch organization chart, shown infigure 5-1, shows the relationship of the OOD to thein-port watch.

DUTIES, RESPONSIBILITIES, ANDAUTHORITY OF THE OFFICEROF THE DECK

Your OOD duties will vary from ship to ship andstation to station. The type of command and yourcommanding officer will dictate modifications to theOOD orders. The following duties, responsibilities,and authorities are listed from the SORN. The OOD(in port) shall:

(1) Keep continually informed of the unit’sposition, mooring lines or ground tackle in use,tide and weather information, the status of theengineering plant, the status of the unit’sboats, and all other matters affecting the safetyand security of the unit; and take appropriateaction to prevent grounding, collision,dragging, or other danger in accordance withthe U.S. Coast Guard navigation rules of theroad and the orders of the commanding officerand other proper authority.

1 Reports directly to the OOD on generalinformation signals, absentee pennants,honors, ship movements, and other sight-ings. COMMANDING OFFICER

2 Report to the corporal of the guard onships having a Marine detachment. EXECUTIVE OFFICER

3 Those posted within a single departmentreport to cognizant department duty COMMAND DUTY OFFICER SENIOR WATCH OFFICERofficer or pety officer of the watchas specified in orders of the watch.

OFFICER OF THE DECK

COMMAND- - - - ADMINISTRATIVE JUNIOR OFFICER OF THE WATCH JUNIOR OFFICER OF THE DECK

COMMUNICATIONS WATCH OFFICER DEPARTMENT DUTY OFFICERS

1MESSAGE CENTER SIGNAL-BRIDGE WATCH RADIO WATCH DEPARTMENT WATCHES(Traffic)

BOAT COXSWAINS PETTY OFFICER QUARTERMASTER SGT. OF THE GUARD(boat off, when assigned) GANGWAY WATCH OF THE WATCH OF THE WATCH DUTY MAA (Marine department)

2QUARTERDECK WATCH BROW AND PIER ANCHOR WATCH SECURITY WATCHES BRIG SENTRIES,(Messengers, Talkers, and SIDE BOYS SENTRIES AND FOG LOOKOUTS AND PATROLS 3 GUARD, ORDERLIESBuglers)

Figure 5-1.—Watch Organization chart (in port).

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(2) Ensure that required reports to theOOD (in port) concerning tests andinspections and the routine reports ofpatrols, watches, and sentries are promptlyoriginated and that the quarterdeck watch,lookouts, anchor watch, and other sentriesor patrols are properly posted and alert.

(3) Ensure all required entries aremade in the deck log, and sign the log atthe conclusion of the watch.

(4) Carry out the routine as publishedin the Plan of the Day, ensuring theexecutive officer, CDO (in port), anddepartment heads are informed of circum-stances which require changes in routineor other action on their part.

(5) Initiate and supervise unit’s evolu-tions or operations as necessary.

(6) Attend one of the unit’s gang-ways, and supervise watch personnelassigned to attend other gangways.

(7) Supervise the operations of theunit’s boats in accordance with the boatschedule published by the executive officerand the orders of the commanding officerand other proper authority.

(8) Ensure that boats are operatedsafely and all boat safety regulations areobserved. Give particular attention tochanges in wind or sea conditions andnotify the in-port CDO when the suspen-sion of boating is advisable. Ensure thatboats are not overloaded, and reduce theallowed loading capacity when weatherconditions require caution. Recommenduse of boat officers to the CDO whenweather or other conditions warrant.Require boat passengers to wear lifejackets when conditions are hazardous;ensure that all boats assigned trips are fullyequipped, manned, fueled, and in workingorder; provide harbor charts to boatcoxswains; give boat coxswains trip ordersand orders to shove off.

(9) Supervise the general announcingsystem, the general and chemical alarms,and the whistle, gong, and bell inaccordance with the orders of thecommanding officer and U.S. CoastGuard navigation rules of the road.

(10) Permit no person to go aloft onmasts or stacks or to work over the sideof the ship except when wind and seaconditions permit, and then only when allsafety precautions are observed.

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(11) Display required absenteepennants, colors, and general informationsignals, and supervise the rendering ofhonors.

(12) Make all required reports to theCDO (in port), executive officer, andcommanding officer as directed by stand-ing orders to the OOD.

(13) Supervise and conduct on-the-jobtraining for the JOOW, the JOOD, andenlisted personnel of the quarterdeckwatch.

(14) Assume other responsibilities asthe commanding officer may assign.

(15) Supervise striking of the ship’sbell to denote the hours and half-hoursfrom reveille to taps, requesting permissionof the commanding officer to strike eightbells at 0800, 1200, and 2000.

Apprehension and Restraint

As the officer of the deck, you need to knowthe difference between APPREHENSION andthe three degrees of RESTRAINTS: (1) restrictioninstead of arrest, (2) arrest, or (3) confinement.At any time during the watch, you may have totake custody of personnel charged with mis-conduct. All officers, petty officers, andnoncommissioned officers of any service haveauthority to apprehend offenders who are subjectto the Uniform Code of Military Justice.

APPREHENSION. —Apprehension is theequivalent of an arrest in civilian life. It is thetaking of a person into custody. An apprehensionis made by clearly notifying the person beingapprehended that he or she is in custody. Thenotice can be given orally or in writing. Theperson making the apprehension may only usesuch force and means as is reasonably necessaryto affect the apprehension. Apprehension con-tinues until the person is delivered to properauthority. Aboard ship, the authority is the OOD.

RESTRAINT. —Restraint is the moral orphysical restraint on a person’s liberty. It mayconsist of restriction in lieu of arrest, arrest, orconfinement.

Restriction in Lieu of Arrest. —Restriction inlieu of arrest is the restraint of a person by an oralor written order directing the person to remainwithin specified limits of an area. A restrictedperson, unless otherwise directed, performs fullmilitary duties while restricted.

Arrest. —Arrest is the restraint of a person byan oral or written order, not imposed aspunishment, directing the person to remain withinthe specified limits of an area. A person in thestatus of arrest may not be required to performfull military duties. The person may be relievedof such duties as supervising personnel, servingas a guard, or bearing arms. A person in arrestmay do ordinary cleaning or policing or take partin routine training and duties.

Confinement. —Confinement is the physicalrestraint, imposed by order of competent autho-rity, depriving a person of his or her freedompending the disposition of offenses. No personmay be ordered into confinement except forprobable cause. Probable cause exists when thereis a reasonable belief that

1. an offense triable by court-martial has beencommitted,

2. the person confined committed it, andconfinement is required by the circum-stances.

Only a commanding officer to whoseauthority a civilian or an officer is subject mayorder restraint of the civilian or officer. When aperson is placed under restraint, that personshould be informed of the nature of the offensethat is the basis for such restraint.

Granting Asylum and TemporaryRefuge

As the in-port OOD, you may be the firstperson contacted by someone seeking asylum ortemporary refuge aboard your commend. Youshould be aware of your authority to provideassistance and protection to these people. Youshould also know what your responsibilities areif foreign authorities request their return. Be sureto check your command’s instructions on pro-cedures to follow if someone seeks asylum ortemporary refuge. The following is paraphrasedfrom article 0939 of United States NavyRegulations.

HIGH SEAS AND U.S. TERRITORIES. —On the high seas or territories under exclusiveUnited States jurisdiction, persons should bereceived on board at their request. Under nocircumstances should the person be surrenderedto foreign jurisdiction or control, unless directedby the Secretary of the Navy or higher authority.

The person should be afforded every reasonablecare and protection permitted by thecircumstances.

FOREIGN TERRITORIES. —In territoriesunder foreign jurisdiction, refuge should begranted for humanitarian reasons only in extremeor exceptional circumstances where life or safetyof the person is in imminent danger. When refugeis granted, such protection should only beterminated when directed by the Secretary of theNavy or higher authority. If foreign authoritiesrequest return of the person, it should be reportedto the Chief of Naval Operations (CNO). Theforeign authorities should be informed that thecase has been referred to higher authorities.

If temporary refuge is terminated by higherauthority, the person should be released only tothe authority designated in the messageauthorizing release.

Permanent asylum cannot be granted. Foreignnationals requesting political asylum in the UnitedStates should be advised to contact the nearestAmerican Embassy or Consulate. You shouldnever directly or indirectly invite persons to seekasylum or temporary refuge.

The Deck Log (In Port)

The basic requirements for maintaining theship’s deck logs are contained in the SORN andU.S. Navy Regulations. OPNAVINST 3100.7B,Preparing, Maintaining and Submitting the Ship’sDeck Log, provides detailed guidance in preparingthe ship’s deck log.

All U.S. Navy ships in commission and otherdesignated craft are required to maintain a ship’sdeck log. The deck log is the official daily recordof a ship, by watches. Every circumstance andoccurrence of importance or interest that concernsthe crew and the operation and safety of the shipor that may be of historical value is described inthe deck log.

The deck log is a chronological record ofevents occurring during the watch. Accuracy indescribing events recorded in a ship’s deck log isessential. Deck log entries often constituteimportant legal evidence in judicial andadministrative fact-finding proceedings arisingfrom incidents involving the ship or its personnel.

Information in the ship’s deck log is ForOfficial Use Only. The ship’s deck log is preparedin duplicate. The original copy is submittedmonthly to the Chief of Naval Operations forpermanent retention. The copy is retained on

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board for 6 months and then destroyed. All entries inthe ship’s deck log are made in black ink with a ball-point pen. All remarks should be neat and legible.Only standard Navy phraseology should be used.

No erasures are permitted in the deck log. If youmake a mistake, draw a single line through theoriginal entry (so that it remains legible). Insert the

correct entry in such a manner as to ensure clarityand legibility, and place your initials in the margin.Corrections, additions, or changes are made only bythe person required to sign the record for the watch.Figures 5-2 and 5-3

SHIP’S DECK LOG • TITLE PAGE IF CLASSIFIED STAMPOPNAV 3100/98 (Rev 7-84) S/N 0107•LF-031-0498 SECURITY MARKING HERE

FOR OFFICIAL USE ONLY

SHIP’S DECK LOGOF THE

U.S.S.(hull number)

DIVISION SQUADRON

ATTACHED TO GROUPFLEET

COMMENCING ,19(zone time and date)

AT(location)

ENDING ,19(zone time and date)

AT(location)

EXAMINED ANDCERTIFIED TO BE CORRECT

(name, grade and signature) NAVIGATOR

APPROVED BY(name, grade and signature) COMMANDING

TO BE COMPLETED FOLLOWING CHANGE OF COMMANDDATE OF CHANGE OF COMMAND

APPROVED BY

name, grade and signature of Relieving Commanding Officer) COMMANDING

FORWARD DIRECT TO THE CHIEF OF NAVAL OPERATIONS AT THE END OF EACH MONTH

REPORT SYMBOL IF CLASSIFED STAMP REVIEW/DECLASSIFICATION DATE HERE IF CLASSIFIED STAMPOPNAV 3100 • 10 SECURITY MARKING HERE

Figure 5-2.—Ship’s Deck Log.5-7

{

Figure 5-3.—Ship’s Deck Log Sheet.

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show a ship’s deck log title page and sheet withsample entries.

The deck log includes, as appropriate, dataand information regarding the following:

1.

2.

3.4.5.6.7.

8.

9.

10.

11.

12.

Orders under which the ship is operatingand the character of duty in whichengagedSignificant changes in the state of the seaand weatherDraftSoundingZone descriptionParticulars of anchoring and mooringChanges in the status of ship’s personnelor passengersDamage or accident to the ship, itsequipage, or cargoDeath or injuries to personnel, passengers,visitors, longshoremen, harbor workers,or repairmenMeeting and adjourning or recessing ofcourts-martial and other formal boardsArrests, suspensions, and restorations todutySuch other matters as maybe specified bycompetent authority

Ships may be exempt from recording entriesin the deck log daily by watches only under thefollowing circumstances:

The Chief of Naval Operations, throughthe fleet or force commander, may direct thatdeck log entries for ships engaged in specialoperations be limited to the nonoperational data,such as that required by the preceding paragraph.Entries may be made upon occurrence of note-worthy events rather than by daily watches. Theoperational data for ships so directed should berecorded in a manner prescribed by the CNO.

Ship’s undergoing a scheduled period ofregular overhaul, conversion, or inactivation may,during that period, make log entries upon occur-rence of noteworthy events rather than dailywatches.

Occasionally, information may be receivedafter later events have already been recorded. Inthis case, make a late entry as follows: In the left-hand margin corresponding to where the entryshould have been recorded, place an asterisk (*).Enter the late entry on the next available line andplace another asterisk in the left-hand margin.

Sometimes the commanding officer will directa change or addition to one of the foregoingrecords. When this happens you should complyunless you believe the proposed change oraddition to be incorrect. In this event, thecommanding officer enters your remarks on therecord over his or her signature as appropriate.No change maybe made in a log after it has beensigned by the commanding officer without thepermission or direction of the commandingofficer.

The officer of the deck supervises the keepingof the ship’s deck log. The OOD ensures alloperational and navigational data and all otherrelative information, including exact times, areentered accurately and chronologically as eachevent occurs.

The petty officer of the watch or otherdesignated watch personnel should write the logof the watch legibly. Each event should berecorded at the time it happens or as directed bythe officer of the deck.

The navigator examines the ship’s deck logdaily and ensures it is properly kept. After eachmonth’s log is complete, the navigator certifiesthe correctness of its contents. The navigator thensubmits the deck log to the commanding officerat the end of each month for the CO’s signature.

JUNIOR OFFICER OF THE DECKIN PORT

Depending on the size of the ship, you couldbe assigned as the junior officer of the deck(JOOD) in port. The JOOD is assigned as theprincipal assistant to the OOD. The JOOD isgenerally assigned to the crew’s brow or gangwayand performs such duties as the OOD may direct.

ORGANIZATIONAL RELATIONSHIPSOF THE JUNIOR OFFICER OFTHE DECK

The JOOD in port reports to the following:

1. The OOD (in port) for the performance ofthe watch.

2. The navigator, through the senior watchofficer, for training and assignment towatches.

The following personnel report to the JOOD:

1. Members of the brow or gangway watchregarding their duties.

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2. Other members of the watch as the in-portOOD directs.

DUTIES, RESPONSIBILITIES, ANDAUTHORITY OF THE JOOD

As the JOOD, you are responsible to theOOD, and duties may vary from ship to ship andstation to station. The JOOD has the followingduties and responsibilities as outlined in theSORN:

(1) Be in charge of the crew’s brow organgway.

(2) Maintain a properly posted and alertwatch at the brow or gangway.

(3) Ensure that all personnel leaving the unithave the authority to leave and are properlyattired.

(4) Maintain a record of all personneldeparting or returning from leave.

(5) Keep the OOD (in port) informed of anyactions and decisions.

(6) Perform other duties as the OOD (in port)directs.

Commanding officers are responsible forthe control of visitors to their commandsand shall comply with the relevantprovisions of the Information andPersonnel Security Program Regulation,OPNAVINST 5510.1H, and otherpertinent directives.

— United States NavyRegulations

SHIP’S SECURITY

One of the primary responsibilities of theOOD and the watch is to ensure the security andsafety of the ship. In port a ship can be threatenedin many ways. Threats to the ship may be natural,in the form of storms, or accidental, in the caseof fire or collision. A ship may also be threatenedfrom an almost limitless range of deliberatehuman actions.

The security of the ship is the responsibilityof all hands. Everyone aboard ship should beaware of security and be alert for any signs of

danger. The security of the ship is alwaysparamount and should be of constant concern tothe in-port OOD. No matter how quiet anduneventful a watch may seem to be, the OODshould never allow security of the ship to berelaxed.

VISITOR CONTROL

All Navy ships are required to have a generalvisiting bill, which provides for the control,identification, and supervision of visitors. AVISITOR is any person who is not a member ofthe unit’s company or is not a member of a staffusing a ship as a flagship.

Casual Visiting

CASUAL VISITING refers to visits on boardby individuals or specific groups, as differentiatedfrom the general public. In general, casual visitsshould be approved in advance by thecommanding officer. Persons included in suchvisits include specifically invited guests, membersof the U.S. Armed Forces, close relatives of theunit’s personnel, and other persons on legitimatebusiness.

General Visiting

GENERAL VISITING refers to specificallyauthorized occasions when the unit acts as hostto the general public, which will normally beconducted between the hours of 1300 and 1600.An important point to keep in mind when visitorsare aboard is that visiting is done on anunclassified basis. This means that no classifiedareas or information should be shown or givento the general public. The visiting bill shows theareas that are open for general visiting anddescribes the safeguards that must be observed.

Any visitor who is authorized access toclassified information should present adequateidentification at the time of the visit. In briefingescorts, the OOD should ensure they understandwhat spaces are not open to visitors. The OODshould ensure access to spaces containingclassified or sensitive equipment is denied, unlesssuch equipment has been concealed or adequatelyprotected. Personnel from each departmentshould be detailed to act as guides to conducttours. One person should be assigned to eachgroup of visitors (15 people per group). Sentriesshould be stationed to assist visitors and to keepthem from tampering with equipment.

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One-half hour before the scheduled com-mencement of general visiting, sentries and guidesshould be mustered, inspected, and instructed bythe chief master-at-arms. Additional messengersand qualified swimmers should be stationed atgangways, if necessary, to assist visitors in andout of boats and onto accommodation ladders.The medical officer should provide first-aidpersonnel during general visiting. Visitorsrequiring first aid should be escorted to sick bay.The command duty officer should be notifiedwhenever a visitor is injured or requires first aid.Visitors requiring first aid should be escorted tosick bay. The command duty officer should benotified whenever a visitor is injured or requiresfirst aid. Personnel should be detailed to maintaina count of general visitors coming aboard andleaving the ship. At the conclusion of visitinghours, a search of the ship should be made toensure all visitors have departed.

The general visitor bill is based on the probablepresence of foreign agents among the visitors. Youshould be on the alert for any visitor whoexpresses an unusual interest in unauthorizedinformation. You should also be suspicious of anyvisitor who expresses feelings that are hostile,unfriendly, or not in the best interest of the UnitedStates. All suspicious actions should be reportedimmediately to the security officer or securitymanager or, if necessary, directly to thecommanding officer.

Visitors with a legitimate reason to board theship should be received politely. Every visitorcoming on board, including those in uniform oron official business, should present properidentification at the time of each visit.

Entertaining Guests

Officers are permitted to have personal guestsduring visiting hours, between the hours of 1600and 2200 daily, and at other times with theapproval of the executive officer. The guestsshould be escorted at all times, and it is theindividual officer’s responsibility to ensure theyare not shown spaces that might embarrasspersonnel attached or endanger the securityclassification of any material on board.

Chief petty officers are permitted to entertainguests in their messroom and lounge after 1100and until the expiration of visiting hours onSundays and during general visiting. Guestsshould be escorted by the OOD messenger fromthe quarterdeck to the CPO messroom if notaccompanied by a chief. Guests are not permittedin any part of the CPO quarters.

Enlisted members may entertain members oftheir families in the crews’ lounge and messingspaces when general visiting is permitted. Theyare not permitted in other areas of the ship exceptthose authorized for general visiting. Enlistedmembers may, with permission of the OOD,entertain guests in designated areas outside ofworking hours and at times other than generalvisiting hours.

Visits by Foreign Nationals

Unclassified controlled visits by foreignnationals may be authorized by the commandingofficer, subject to local restrictions established byhigher authority. Classified visits should beauthorized by the CNO, and then only with theapproval of the commanding officer. Whenforeign nationals are approved for visiting, theyshould be constantly escorted and only allowedto visit those parts of the ship specificallyauthorized.

VISITORS WITH AND WITHOUTVISIT CLEARANCE

Visits by individuals who have access toclassified information should be preceded byapproval of the visit request by the commandingofficer unless a day-to-day working relationshiphas been established and the visitor’s clearancestatus is personally known to members of the unit.

Shipyard personnel are allowed on boardduring assigned availabilities without receivingduty officer approval provided an authorizedaccess list is available and appropriateidentification is presented and checked against theaccess list. At all other times, the visit clearanceprocedures should be followed.

The number of uncleared visitors allowed onboard should be held to a minimum. When onboard, uncleared visitors should be constantlyescorted by a member of the unit. The followinguncleared visitors are authorized to visit afterapproval of the duty officer:

1. Close relatives of unit personnel.2. Service personnel of the U.S. Armed

Forces desiring to visit the unit on a not-to-interfere basis. Such personnel shouldbe accompanied by a member of the unit.

3. Any exceptions to the preceding should beapproved in advance by the commandingofficer or executive officer. Should the dutyofficer be unable to obtain this authorization

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in advance and further believes that the bestinterest of the Navy or unit would be served bypermitting a certain visit, approval may begranted. However, the duty officer should notifythe commanding officer of the circumstances assoon as practical.

NOTE: UNCLEARED VISITORS MAYNOT ENTER NUCLEAR ENGINEERINGSPACES OR ANY OTHER LIMITED OREXCLUSION AREA.

SECURITY FROM UNAUTHORIZEDVISITORS

Situations could occur in which an un-authorized person (such as a commercial agent,occupant of a pleasure boat, or a member of anonmilitary organization) would attempt to boardthe unit for various reasons, including mischief,revelry, or political purposes. Such boardingsshould be prevented, and steps should be takento deal with the offender(s). In a U.S. port,violators should be taken into custody andimmediately delivered to federal law enforcementofficers. In a foreign port you should immediatelynotify local law enforcement agencies of anywillful or attempted violation of security orders.Violators should NOT be taken into custodyunless it is necessary to maintain the unit’s safetyand security.

SECURITY WATCHES IN U.S. ANDFOREIGN PORTS

The unit’s security watch bill is designed toprovide the maximum security of the unitconsistent with the performance of assignedmissions and routine functions. You shouldalways be alert to detect personnel attempting toboard other than at the brows, sea ladders, orother normal access areas.

When anchored or moored, the ship has thefollowing watches:

Command duty officer (CDO)

Officer of the deck (OOD)

Petty officer of the watch (POOW)

Security patrol (SP)

Cold iron watch—in engineering spacesnot otherwise occupied

The following watches are manned if requiredby local conditions:

Pier security (if moored to a pier)

Forecastle and fantail sentries (continuouswatch in foreign ports; from sunset tosunrise in U.S. ports)

Signal watch

The OOD is directly responsible to thecommanding officer for the posting of all securitywatches and sentries. Security is obtained byalertness, position, and mobility. When ships aresecured to piers or moored in crowded harbors,they are particularly vulnerable. Any person whohas reason to believe the ship is in danger ofsabotage should notify the OOD immediately. Thepossibility of floating mines or an attempt toattach limpet mines to the side of the ship isalways present where hostile or subversiveelements exist. If, while standing the OOD, youare required to be armed, the pistol should becarried unloaded. Two loaded clips should becarried in the belt. Pistols should be used only incase of emergencies or when the security of theship is threatened. You should never remove thepistol from the holster except to resist forcefulentry to the ship or to make the inspectionrequired when relieving the watch. The followingsafety precautions should be strictly adhered towhile inspecting the pistol before relieving thewatch:

1. Keep the pistol pointed upward to 45° andon a clear bearing during inspection.

2. Make sure that the magazine is removed.3. Open the slide and lock it open,4. Visually inspect the breech, chamber, and

barrel.5. Close the slide.6. Lower the hammer to release tension on the

hammer spring.

Pier Security Patrol

Pier sentries stand 4-hour watches armed witha rifle. They patrol that portion of the pierbetween the bow and the stern of the ship toprevent unauthorized persons from approachingthe vicinity of the ship. They allow no one toboard or leave except by the brow and to preventloitering on the dock near the ship.

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Forecastle and Fantail SecurityWatch

When these watches are posted, they arearmed with a rifle, a belt, 30 rounds ofammunition, a police whistle, and a flashlight.They should not leave their posts until properlyrelieved. Upon being relieved they should reportthis fact to the OOD. They should preventunauthorized persons from approaching orcoming on board the ship. Should any boat orperson closely approach the ship, they shouldchallenge the boat or person and positivelyidentify them before directing them to pro-ceed to the gangway. The boat or personshould be kept under surveillance until theOOD at the gangway has been notified andtaken charge. If the challenge is not answered,it should be repeated; and then if no answeris received, the whistle should be sounded tocall for assistance. The watch should be pre-pared to use the rifle as necessary to preventthe approach.

If the watch believes that the advancingperson or boat is going to cause seriousbodily harm or death, and all other meansfail or cannot be reasonably exhausted intime, the use of deadly force becomes neces-sary. The use of deadly force should bethoroughly understood by all personnel underarms as outlined in SECNAVINST 5500.29A(Use of Force by Personnel Engaged in LawEnforcement and Security Duties).

SECTION LEADERS

The senior section leader in the division usuallydirects duty section policy implementation andsees that everyone is treated fairly on the divisionwatch bill. The senior section leader makesdecisions involving the operation of the division’sduty sections and evaluates, supervises, and trainsthe division’s section leaders.

The duty section leader is the division’sranking representative while in a duty status (afternormal working hours) and is thus “senior” toall other members of the division (except thedivision officer and the senior section leader). Inorder for section leaders to carry out their militaryand professional responsibilities, they must begiven authority that is commensurate with their

assigned duties. They are in charge of their dutysections and are responsible for the conduct ofthe duty section. Because of their position, dutysection leaders can demonstrate and develop theirabilities as leaders. This opportunity is especiallyvaluable for senior petty officers who would nototherwise have the chance to display or developthese skills. The most important job sectionleaders perform is seeing that the members of theirsections are able to do any job that may berequired of them. This will involve a great dealof work from everyone concerned to attain thenecessary degree of proficiency.

Depending upon the size or class of ship, eachdivision has a duty section leader who is the seniorpetty officer in each duty section. Therefore, beingassigned as a section leader depends upon the sizeof the command and the number of personnel inyour duty section.

As a section leader you will have things toreport. Always use the chain of command. Duringnormal working hours you should report to yourleading petty officer (LPO).

The LPO will in turn report to the leadingchief petty officer (LCPO) or the division officer.After normal working hours you report to yourdepartment duty officer, who reports to thecommand duty officer.

When you are assigned as a section leader, youassume additional responsibilities for the work,conduct, appearance, and welfare of the per-sonnel in your section. Along with theseadditional responsibilities, you are grantedadditional authority to properly carry out yourduties.

The section leader is the first step up the ladderof naval authority. You may be the supervisor forall the routine and special activities of the peoplein your section, including reveille, quarters formuster, observance of the proper uniform of theday, and for items listed in the Plan of the Day.Also, you are responsible for the damage controlfunctions of your duty section after normalworking hours.

When your duty section is being relieved,you should pass on to your relief any in-formation regarding the section. This couldrange from safety hazards to the cleanliness ofthe ship.

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The example division organizational chart (fig.5-4) shows the relationship of the senior sectionleader and section leader within the division.

SUMMARY

As a senior petty officer, one of the duties youare in line for is the officer of the deck and theorganizational relationship with other membersof the watch team. It is important that you knowhow to prepare for the watch, set it, and relieve it.

Also, you should know the correct procedurefor keeping the deck log, as it is a chronologicalrecord of all events occurring during your watch.

You should know the different types ofrestraint in the event a member of your commandis apprehended and returned.

You should also know what to do if someoneseeks asylum or temporary refuge aboard yourship or station. The information given in thischapter should give you an excellent foundationfor standing the OOD watch.

Security, as well as safety, is the responsibilityof all hands. Increased awareness of all aspectsof security should be added to your list of

responsibilities as a senior petty officer. Yourship’s visitors bill provides you with informationon general visiting, how to handle visitors withand without clearances, and what to do if anunauthorized visitor attempts to board your ship.You should also know what watches are requiredin U.S. and foreign ports.

Another responsibility of a senior petty officeris the senior section leader and section leader. Youwere introduced to both of these important duties.

Remember, no matter what duties you areassigned as a senior petty officer, dedication,pride, and professionalism are what being a pettyofficer is all about.

REFERENCES

Department of the Navy Information andPersonnel Security Program Regulation,OPNAVINST 5510.1H, Office of the Chiefof Naval Operations, Washington, D.C.,1990.

Manual for Courts-Martial United States, 1984,Office of the Secretary of Defense,Washington, D.C., 1984.

Figure 5-4.—Example of division organizational chart.

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Preparing, Maintaining and Submitting the Ship’sDeck Log, OPNAVINST 3100.7B, Office ofthe Chief of Naval Operations, Washington,D.C., 1986.

Standard Organization and Regulations of theU.S. Navy, OPNAVINST 3120.32B, Office ofthe Chief of Naval Operations, Washington,D. C., 1986.

United States Navy Regulations, 1990, Office ofthe Secretary of the Navy, Washington, D.C.,1990.

DOG WATCH

Dog watch is the name given to the 1600-1800and the 1800-2000 watches aboard ship. The1600-2000 4-hour watch was originally split toprevent men from always having to stand the samewatches daily. As a result, sailors dodge the samedaily routine, hence they are dodging the watchor standing the dodge watch.

In its corrupted form, dodge became dog andprocedure is referred to as “dogging the watch”or standing the “dog watch.”

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CHAPTER 6

SAFETY AND SURVIVAL

LEARNING OBJECTIVES

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

Identify the responsibilities of the divisionsafety petty officer.

Explain mishap prevention education andtraining.

Describe the three types of safety observationsand when to use them.

Describe the purpose of a job safety analysis.

Explain the purpose of the enlisted safety com-mittee.

Explain the Navy’s Occupational Safety andHealth (NAOSH) Program.

Identify the responsibilities of the HazardousWaste/Material petty officer.

8.

9.

10.

11.

12.

13.

Describe the safety precautions used whenworking with industrial equipment andhazardous materials.

Describe the types of respirators and theiruses.

Describe the Navy’s Hearing Conservation,Noise Abatement, and Sight ProtectionPrograms.

Describe the Navy’s Equipment Tag-OutProgram (tag-out log audit).

State the different types of survival situationsand the responsibility of the senior pettyofficer.

State the methods of survival.

The object of the safety program is toenhance operational readiness by reducingthe number of deaths and injuries to per-sonnel and losses and damage to materialfrom accidental cause.

—OPNAVINST 3120.32B

As a junior petty officer, your role in the com-mand safety program involved practicing safework habits and reporting safety discrepancies toyour leading petty officer. As a senior petty of-ficer, you still have these primary responsibilities;however, you also have the task of ensuring thatyour division is safety conscious.

Mishaps are unplanned events. However,the potential for a mishap is predictable.The event or sequence of events that leadto an unplanned event can be anticipatedthrough safety awareness. Proper safety knowl-edge and corrective action can prevent theunplanned mishap. Since people cause mishaps,such preventive actions must be directed atindividuals.

Studies conducted by the National SafetyCouncil, based upon 60 years of data, revealthat the basis of fundamental mishap preven-tion is to eliminate the small mishap. Adefinite relationship exists between mishapsinvolving minor property damage or minorinjury and major damage or severe injury

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Figure 6-1.—Mishap-injury ratio.

(fig. 6-1). For every 300 minor property damagemishaps and every 30 minor injuries, 1 majorproperty damage mishap and 1 severe injury oc-cur. Preventing minor mishaps can reduce oreliminate major mishaps. Therefore, you shouldnot only be concerned with serious mishaps, butyou should investigate all mishaps to find whatcaused them. In this way, you can prevent repeatsof mishaps, correct unsafe conditions or acts, andavoid major accidents.

Investigate each mishap, no matter howminor, to determine its cause. Then take correc-tive action to prevent it from happening again.Similarly, treat the near mishap as an actualmishap. Capitalize on its value as a warning tohelp prevent a real mishap. In your investigationof each mishap and near-mishap case, you willfind facts that can help you determine what poten-tial exists for a recurrence. Investigations also helpto determine the required corrective action toremove the potential hazard. The key concept ofmishap prevention is that the potential for amishap exists, not necessarily that a mishap willoccur.

Your task as a senior petty officer is tomotivate and train personnel to recognize andunderstand mishap causes and to encourage themto take preventive action. In this chapter, we willdiscuss some of the responsibilities and authorityyou will have in regard to safety. We will alsodiscuss what you can do to ensure all hands makesafety awareness a part of their daily workhabits.

DIVISION SAFETYPETTY OFFICER

When you act as the safety petty officer, youare not tasked with finding all safety discrepan-cies by yourself. All division personnel share theresponsibility of watching for safety violations.One of your primary responsibilities is to traineach person in your division to notice thoseviolations.

SAFETY DUTIES

As division safety petty officer, you must in-crease your own safety awareness in addition totraining division personnel in mishap prevention.Always maintain records of safety training con-ducted within your division. If you have recom-mendations about the safety programs, be sureto give them to your division officer. As safetypetty officer, you must help conduct safety in-vestigations as directed and act as a technicaladviser about mishap prevention within your divi-sion. Additional duties include helping to carryout the safety duties of the division officer andserving as the division representative to the com-mand’s safety committee.

SAFETY INFORMATION

To be an effective safety petty officer, youshould become familiar with all safety directivesand precautions concerning your division. Sincesafety instructions vary from command to com-mand, we cannot give you an accurate listing ofmanuals and instructions with which you shouldbe familiar. If you are assigned as a division safetypetty officer, first obtain command safety instruc-tions and review them. Then review the referencesused in developing command or local safety in-structions. The following manuals and instruc-tions will help guide you in making your dutystation a safer place to work.

Navy Occupational Safety and Health(NAVOSH) Program Manual, OPNAV-INST 5100.23B—Encompasses all safetydisciplines such as aviation safety; weap-ons/explosives safety; off-duty safety(recreation, public, and traffic); and oc-cupational safety as well as occupationalhealth

Electronics Installation and MaintenanceBook, General, section 3, NAVSEA SE000-00-EIM-100—Contains informationconcerning electrical/electronic safety pre-cautions

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NAVOSH Manual for Forces Afloat,OPNAVINST 5100.19B—Provides gen-eral shipboard safety precautions

Standard Organization and Regulations ofthe U.S. Navy, chapter 7, OPNAVINST3120.32B—Outlines the safety programand the safety organization

Navy Traffic Safety Program, OPNAV-INST 5100.12F—Provides policy andguidance for motor vehicle safety

Naval Safety Supervisor, NAVEDTRA10808-2—Gives basic guidance to person-nel stationed in safety billets ashoreand afloat

These are not all the safety resources availableto you. However, these sources give you a goodstarting point on which you may expand yourknowledge of safety procedures. The Naval SafetySupervisor, NAVEDTRA 10808-2, a nonresidenttraining course, is also a very good resource forstrengthening your awareness of safety proce-dures.

MISHAP PREVENTIONEDUCATION AND TRAINING

As discussed earlier in this chapter, one of themost important tasks you will have as a divisionsafety petty officer is educating personnel in yourdivision. This training will help them to becomeeffective safety monitors. Remember, one personcannot ensure safe working habits and conditions.An all-hands effort is required to achieve mishap-free working conditions.

SAFETY EDUCATION

The command’s training program and eachdepartmental training program should include asystematic approach to promote mishap preven-tion. In your division, make effective use ofeducational materials received from outsidesources, such as Navy training films, safety notes,and various publications issued by the NavalSafety Center. Use these resources as aids in yourdivision training. Display in your work spaces asmany resources as are applicable to your com-mand to increase personnel interest in safety.Make safety lectures or demonstrations part ofyour division’s training program to ensuremaximum safety awareness.

ON-THE-JOB TRAINING

By monitoring safety precautions duringroutine work situations, you can detect unsafepractices and take immediate action to providetraining to correct those practices. Monitoringserves as an evaluation of the training providedon a continuing basis by supervisory personnel.It evaluates the effectiveness of training in allaspects of everyday life aboard your command,such as the planned maintenance system (PMS),weapons systems operations, damage control, firefighting, and general housekeeping. It evenevaluates the effectiveness of the tactical employ-ment of the command.

To be an effective safety petty officer, you willhave to become familiar with all aspects of safetyassociated with your division’s responsibilities.

SAFETY OBSERVATIONS

One of the basic principles of effective mishapprevention is the quick detection of unsafe prac-tices through safety observations. A safety ob-servation is the act of watching and analyzing yourpeople as they do their normal job. You can usesafety observations as a powerful tool to preventmishaps and to determine if your people are per-forming their jobs safely. You can use threekinds of safety observations: INCIDENTAL,DELIBERATE, and PLANNED.

INCIDENTAL SAFETYOBSERVATION

An incidental safety observation occurs whenyou notice safety hazards without deliberatelytaking time to look for them. You generally noticethem as you go from place to place during yourdaily routine. Keep your eyes and ears open withsafety in mind. Don’t become so wrapped up inyour thoughts that you overlook safety problems.Note the troubled sound of a machine as you goby, take a quick look at the work practices of anew person, or make a mental note of housekeep-ing conditions. That kind of casual and inciden-tal looking helps spot many unsafe practices.

DELIBERATE SAFETYOBSERVATION

The deliberate safety observation goes a stepbeyond the incidental safety observation. In adeliberate safety observation, you intentionally

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pause in whatever you are doing to see if a per-son does some part of a job safely. You watchstrictly from a safety standpoint.

You may make a deliberate safety observationfor a number of reasons. You may want to checkthe work of a new person, the job may be a par-ticularly hazardous one, or the worker may havea reputation for unsafe work. Whatever thereason, your observation is deliberate; it is morethan a casual glance at a person doing a job.

THE PLANNED SAFETYOBSERVATION

A planned safety observation is when youdeliberately schedule a time to watch for safetyviolations by a person performing a specific job.It is usually a part of a continuing program ofsafety observation. It is designed to checkregularly on how safely all hazardous jobs areperformed.

When making a planned safety observation,decide in advance which one of your workers andwhat specific job you will observe. Correct anyunsafe practices you observe at that time. If youobserve no unsafe practices, compliment the per-son. Always make a record of whom you observedand what job they were doing; that informationwill help you in future planned observations.

To do a good job of detecting unsafe prac-tices, you need to use all three types of safetyobservations—each supplements the others.Together they accomplish the maximum detectionof unsafe practices.

WHAT JOBS TO OBSERVE

You cannot, and need not, observe every joba person does. Not all jobs are equally hazardous.Some jobs rarely or never produce mishaps; othershave a reputation for producing mishaps. As asupervisor you have limited time for safetyobservations because you have many other tasks.Therefore, concentrate on observing the jobs mostlikely to produce mishaps. Put priority on observ-ing jobs known to be hazardous and those whichhave the greatest potential for producing seriousinjury or loss.

JOB SAFETY ANALYSIS

A job safety analysis (JSA) is the study of ajob to (1) identify possible hazards or potentialmishaps and (2) develop solutions to eliminate,

nullify, or prevent them. A JSA serves as a specialtool for making jobs safer. The basic principlesof mishap prevention are (1) to spot potentialmishap causes and (2) eliminate potential mishapcauses.

The four basic steps of a JSA are as follows:

1. Select the job to be analyzed.2. Break down the job into steps.3. Identify the hazards or potential mishaps.4. Develop solutions to prevent hazards or

potential mishaps.

You gain the maximum benefits of JSAs onlywhen you use the analysis and when you in-variably learn more about the jobs you superviseas a result of doing them. When a supervisor asksworkers to help develop a JSA, their attitudes im-prove. As a result, they often generate cost-reducing improvements for safer working condi-tions. All those are valuable benefits of the JSA.However, the major safety benefits are thosewhich come from using the completed JSA. Youcan make good use of the JSA in the followingareas:

• Initial job safety training

• Regular safety contacts

• Pre-job safety instructions

• Cost-reduction studies

Fill out a Workplace Monitoring Plan,OPNAV 5100/14 (fig. 6-2), when making safetyobservations and job analyses; or make your ownform appropriate to your specific work place.

ENLISTED SAFETY COMMITTEE

Your command’s Enlisted Safety Committeemakes recommendations concerning the com-mand safety program. These recommendationsare submitted to the safety council (at the depart-ment head level) where they are reviewed forappropriate action. Your command safety com-mittee convenes to exchange information; im-prove communications; review conditions,mishaps, and injuries; and suggest improvements.It also convenes to make written safety recom-mendations to the safety council and the com-manding officer. These meetings should convenemonthly in an effort to enhance interdepartmental

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communication in mishap prevention at divisionand work center levels. Committee membershipis as follows:

1. Command safety officer (senior member)2. Division safety petty officer3. Chief master-at-arms4. Recorder

The ideas shared in safety committee meetingscan broaden your own knowledge about mishapprevention and increase your ability to identifypotential mishap areas.

MAA/SAFETY FORCE

The Master At Arms (MAA)/Safety Force isanother vital link in the safety program. You maybe a member of the safety force as a senior pettyofficer.

The MAA/Safety Force acts as a roving in-spector for hazards and risks (unsafe work prac-tices) that could result in injury to personnel ordamage to equipment. The force also assists thesafety officer in making the safety program visibleto all personnel and ensuring it is a workablesystem.

A good safety program is made possiblethrough the MAA/Safety Force inspections andthrough a system of internal reporting; the inspec-tions and reports focus command attention onmaterial deficiencies and operating practices thatjeopardize personnel and equipment. Figure 6-3shows the form used for such reports. Make everyeffort to support the MAA/Safety Force in itsduties. When assigned to the MAA/Safety Force,you can make a difference in safety at your com-mand. The safety force is the key to an effectivesafety program and to a safe working environment.

Figure 6-3.—Safety hazard report.

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SAFETY ENFORCEMENT

The safety organization must continuallymonitor measures taken to ensure the commandmeets established safety standards and criteria.The best policing system is one of self-policingby both supervisory personnel and workers.

To evaluate safety enforcement, monitor theadequacy of inspections of mishap preventionmeasures, the supervision of routine work, andspecial command evolutions. Monitor your divi-sion’s adherence to prescribed operating and main-tenance procedures. Also monitor the correctionof inspection discrepancies, the submission ofwork requests, and the full use of the 3-M systems.

As shown by the following quotation, com-placency, haste to complete a job, and the‘‘it-can’t-happen-to-me” attitude all tend to opposean effective self-policing safety program. Althoughmany people may be familiar with that quotation,its safety message is one all should know.

THE ENEMY

I am more powerful than the combinedarmies of the world. I have destroyedmore men than all the wars of all nations.I massacre thousands of people every year.I am more deadly than bullets, and I havewrecked more homes than the mightiestguns.

In the United States alone, I stealover 500 million dollars each year. I spareno one, and I find my victims among therich and poor alike, the young and old, thestrong and weak. Widows know me totheir everlasting sorrow. I loom up insuch proportions that I cast my shadowover every field of labor.

I lurk in unseen places and do mostof my work silently. You can be warnedagainst me, yet, you heed me not. I amrelentless, merciless and cruel. I ameverywhere—in the home, on the streets, inthe factory, at railroad crossings, on land,in the air, on the sea.

I bring sickness, degradation and deathyet few seek me out to destroy me. I crush,I maim, and I wiIl give you nothing androb you of all you have. I am your worstenemy—I am CARELESSNESS.

—Author Unknown

NAVY OCCUPATIONAL SAFETYAND HEALTH (NAVOSH)

PROGRAM

The Navy’s Occupational Safety and Health(NAVOSH) Program covers all Navy safety areas.Those areas include aviation; weapons and ex-plosives; off-duty safety (recreation, public, andtraffic); and occupational safety as well as occupa-tional health. The NAVOSH Program specificallyaddresses the maintenance of safe and healthfulconditions in the work place. All levels of com-mand within the naval ashore and afloat establish-ments must begin and manage a NAVOSHProgram based on OPNAVINST 5100.23B. EachNavy member must comply with all NAVOSHstandards and applicable rules, regulations, andorders. Violators of NAVOSH regulations or in-structions are subject to disciplinary action basedon the Uniform Code of Military Justice (UCMJ).Personnel must report to their supervisor allobserved work place hazards, injuries, occupa-tional illnesses, or property damage resulting froman accident.

INDUSTRIAL EQUIPMENTSAFETY PRECAUTIONS

Industrial equipment includes all fixed or por-table electric-, electronic-, pneumatic-, andhydraulic-powered tools used in repairing, main-taining, calibrating, or testing equipment.

Before assigning personnel to operate or repairindustrial equipment, make sure they havedemonstrated a practical knowledge of its opera-tion or repair and of all applicable safety precau-tions. Before allowing personnel to operateindustrial equipment, make certain the equipmentis in good working condition and all installed orattached safety features are in place and work-ing. Do not allow personnel to operate defectiveequipment until it is suitably repaired. Disconnectany equipment requiring repair from its powersource and tag it out, following OPNAVINST3120.32B, until repair is completed. To minimizepossible injuries, post operating instructions andsafety precautions at each piece of equipment andlocate warning plates where everyone can seethem.

PNEUMATIC TOOLS

Only allow authorized and trained personnel tooperate pneumatic tools, and make sure those per-sonnel wear and use personal protective devices.

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Do not allow personnel with arthritis, neuritis, orcirculatory diseases to use vibrating tools such ashammers, tampers, riveters, or caulkers.

PROTECTIVE CLOTHING ANDSAFETY EQUIPMENT

Based on NAVOSH Manual for ForcesAfloat, OPNAVINST 5100.19B, you must seethat your personnel know and observe safetyprecautions.work, youis safe andfitted withment.

Before allowing personnel to beginmust make sure the work sitethat personnel are properly out-protective clothing and equip-

To comply with NAVOSH requirements,inspect your people before allowing them tooperate rotating machinery. Make sure theyare not wearing loose or torn clothing, neck-ties, neck chains, unbuttoned long sleeveshirts, rings, beads, or bracelets. When yourpeople operate power-driven industrial toolsor equipment, ensure they wear approvedsafety glasses with side shields, goggles, orface shields. If they are working in foot-hazardous areas, require them to wear safetyshoes with a built-in protective steel toe.Do not allow them to wear shoes made ofmaterials that can easily melt or catch firewhen in hot-work areas. Require them towear the following special safety footwear asfollows:

1. Semiconductive safety shoes to dissipatestatic electricity

2. Molders’ “congress” style safety shoeswhen handling molten metal and oxygen ornitrogen plant operations

3. Rubber or synthetic material safety-toeboots for protection against acids, caustics,and other liquid chemical hazards

Check to see that personnel wear proper handprotection. For example, they should wear leathergloves when handling sharp materials or hot work.They need to wear electrical-grade insulating rub-ber gloves when handling electrical circuits orcaustic or toxic chemicals. Personnel also mustwear proper ear protection when working with

tools or machinery that produces hazardous noiselevels.

HAZARDOUS MATERIALS

While personnel in confined and limitedspaces aboard ship can use hazardous ma-terials safely, they must use extra precau-tions in handling and storing them. Handling,storing, or using hazardous materials canpresent a danger to personnel, property, orthe environment. Hazardous materials mishapscan result in fires or in the release of poisonousvapors in unventilated spaces. The use orstorage of the following materials is prohib-ited aboard all ships except in authorizedareas such as medical department pharmacies,clinical and chemical laboratories, and cargospaces:

Trichlorethylene (Used only by shipshaving equipment designed for its use)

Benzene (benzol)

Beta naphthylamine

Carbon tetrachloride

DDT xylene emulsion

Hydrocyanic acid gas

Insecticides or DDT

Methyl bromide

Plastic trash cans

Tetrachloroethane

Dry-cleaning solvent (Stoddard solvent),Type I, of FED SPEC P-D-680

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HAZARDOUS WASTE/MATERIALPETTY OFFICER

As a senior petty officer, you maybe assignedas the hazardous waste/material petty officer. Asthe hazardous waste/material petty officer, youare responsible for the proper labeling, handling,and storage procedures of hazardous material andhazardous waste. You are also responsible fortraining division personnel in the proper handlingand use of hazardous materials and hazardouswaste disposal. You must always be on thelookout for hazardous material/waste safetyviolations.

ASBESTOS

For many years, the Navy used asbestosas the primary insulation (lagging) materialin high-temperature machinery, boilers, andthe piping of boiler plants at shore facil-ities. Asbestos is now recognized as a majorhealth hazard. Inhaling asbestos fibers canresult in a lung disease known as asbestosis.Asbestos exposure has also been associatedwith cancer of the lung. Aboard ship, manypipes and boilers are still insulated withasbestos. However, the Navy has instituteda program to use less harmful materials, such asfibrous glass, for pipe and boiler insulation.Asbestos insulation cannot be removed exceptfor an emergency as approved by the commandingofficer.

CONTROL MEASURES FORASBESTOS REMOVAL

If you or your people are required to rip outasbestos insulation, take the following controlmeasures:

1. Arrange for each person assigned to arip-out team to receive a special physicalexamination.

2. Make certain each rip-out team consists ofthree qualified persons, including onesupervisor.

3. Provide each person on the team with thefollowing complete set of protective cloth-ing: special overalls, head covering, gloves,

and booties. Make certain each persontapes gloves and booties to the sleeves andlegs of the coveralls.

4. Provide each member of the team with acontinuous-flow air-line respirator with fullfaceplate.

5. Make sure members wet the asbestos in-sulation before removing it. Provideportable vacuum cleaners designed withspecial filters for use during the rip outand cleanup. Make sure members put allscraps in special bags and attach cautionlabels to the bags.

For more detailed information on protectivemeasures, refer to Naval Ships’ Technical Manual(NSTM), chapter 635, Thermal, Fire and AcousticInstallation.

RESPIRATORY PROTECTION

Many repair and maintenance operationsgenerate air contaminants that can be dan-gerous if inhaled. See that your people areproperly protected from such contaminants.These contaminants may be in the form of dust,fumes, gas, or mist or fog from sprays and spraypainting.

The commanding officer of each unitdesignates a program manager for respiratory pro-tection, usually the unit’s safety officer or gas-free engineering officer. The program managertrains safety petty officers (SPOs) or damage con-trol petty officers (DCPOs) in selecting, fit-testing,and maintaining respirators. The designateddepartment/division SPO or DCPO does thefollowing:

1. Provides annual training on respiratorselection, use, care, and maintenance

2. Issues respirators appropriate for protec-tion against the hazardous exposure

3. Monitors the use, cleaning, and reissue ofrespirators and provides the programmanager with a monthly program report

4. Assures continuing availability of therequired respiratory protection

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Figure 6-4.—Types of respirators.

TYPES OF RESPIRATORS

You should be familiar with three basic types ofrespirators: AIR-PURIFYING, SUPPLIED-AIR, andSELF-CONTAINED BREATHING APPARATUS(SCBA).

The air-purifying respirators (views A through D,fig. 6-4) remove air contaminants by filtering orabsorbing them as the air passes through the

cartridge. These respirators may be disposable orhave a disposable prefilter on a cartridge.

The supplied-air respirator (fig. 6-5) is used wheninsufficient oxygen is present, when the contaminanthas no odor, or when the contaminant is of such highconcentration or toxicity that a cartridge filter isinadequate. This respirator is not used inimmediately dangerous to life or health situations(IDLH) areas. IDLH areas are those in which deathor

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Figure 6-5.—Supplied-air system.

Figure 6-6.—Self-contained breathing apparatus(SCBA).

injury may result if the respirator or its air line fails.

The self-contained breathing apparatus (SCBA)(fig. 6-6) provides protection in oxygen-deficientenvironments or other environments dangerous tolife or health. Since the SCBA is the most complexrespirator in use today, use it only after receivingproper training in its use. Use the oxygen breathingapparatus (OBA) only in emergency situations. UseMark V gas masks only for protection againstchemical warfare agents and high airborneradioactivity levels. Surgical masks are for medicaluse only; never use them in place of a filterrespirator.

IDENTIFICATIONOF RESPIRATOR CARTRIDGESAND GAS MASK CANISTERS

Each air-purifying respirator cartridge type isdesigned specifically for the class of contaminant itremoves. Federal regulations require each cartridgetype to be color-coded. The color-coding may be in theform of an affixed label or a colored plastic cartridgecase. To identify the type to be worn for protectionagainst a

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particular atmospheric contaminant, refer totable 6-1.

NOTE: When labels only are colored, the cart-ridge or canister will either be gray or a naturalmetallic color. The National Institute for Occupa-tional Safety and Health (NIOSH) must approveall cartridges.

The color-coded label also specifies the max-imum contaminant concentration level againstwhich the cartridge or canister provides protec-tion. For example, a label may read as follows:

DO NOT WEAR IN ATMOSPHERESIMMEDIATELY DANGEROUS TOLIFE. MUST BE USED IN AREASCONTAINING AT LEAST 20% OXY-GEN. DO NOT WEAR IN ATMO-SPHERES CONTAINING MORE THAN1/10% ORGANIC VAPORS BY VOL-UME. REFER TO COMPLETE LABELON RESPIRATOR OR CARTRIDGECONTAINER FOR ASSEMBLY, MAIN-TENANCE, AND USE.

NOTE: The 20% oxygen requirementcited above does not apply to submarines,which may operate with an atmosphere ofas low as 18.5% oxygen.

Education is vital to the overall success of ahearing conservation program. Make sure yourpersonnel receive instruction in and understandthe rationale for the following elements of thehearing conservation program:

1.

2.

Proper wearing and maintenance ofhearing-protective devicesThe command program and personnelresponsibilities for off-duty practices tohelp protect hearing

Encourage your personnel to use hearing-protective devices during off-duty activities whenthey are exposed to hazardous noise sources, suchas lawn mowers, chain saws, and firearms. Allpersonnel exposed to gunfire in a training situa-tion or to artillery or missile firing under any cir-cumstances must wear hearing-protective devices.

If your personnel must work in hazardousnoise areas or with equipment that producessound levels greater than 84 dB or peak soundpressure levels of 140 dB, enter them in a hear-ing testing program. Personnel should havereceived a reference hearing test upon entry intonaval service. Do not assign personnel who do nothave a reference hearing test in their health recordto duty in designated hazardous noise areas untilthey receive a reference hearing test. All person-nel should receive a hearing test periodically andbefore termination of naval service.

HEARING CONSERVATIONAND NOISE ABATEMENT

HEAT STRESSHearing loss is recognized as an occupational

hazard related to certain trades. For example,gunfire and rocket fire produce high-intensity im-pulse or blast noises, which can cause hearing loss.Hearing loss can also result from the continuousor intermittent noises of aircraft and marineengines and industrial activities. Hearing loss hasbeen and continues to be a serious concern.Therefore, the Navy has developed a hearing con-servation program to prevent occupational noise-related hearing loss. The program requires thefollowing preventive measures:

1.

2.

The survey of work environments to iden-tify potentially hazardous noise levels andto identify personnel at riskThe modification of environments thatcontain, or equipment that produces,potentially hazardous noise to reduce thenoise level to acceptable levels whenevertechnologically and economically feasible

Heat stress is the strain placed on the bodyas it attempts to regulate its temperature as a resultof any combination of air temperature, thermalradiation, humidity, air flow, and work load. Thiscondition can readily produce fatigue, severeheadache, nausea, and poor physical and mentalperformance. Prolonged exposure will cause heatexhaustion or heat stroke and severe impairmentof the body’s temperature-regulating ability. Ifnot properly treated, these conditions can be lifethreatening.

Adhere to the command’s Heat Stress Pro-gram by reporting heat stress conditions as theyoccur. Educate your division about the HeatStress Program, the identification of heat stressconditions, stay time, and rotation of personnel.

Heat stress has occurred in engineering spaces,laundries, sculleries, steam catapult spaces, andworkshops aboard our ships. In many instances,clogged ventilation systems, damaged or missing

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Table 6-1.—Cartridge Color-Coding

thermal insulation, and excessive steam or water If the computed watch stander or worker stayleaks produce heat stress conditions. Conduct heat times are greater than the duration of the watchstress surveys in your work area at the following or work periods (normally 4 hours) in which youtimes: conduct heat stress survey, conduct another

When the watch or work station’s dry-bulbtemperature exceeds 100°F

During conditions of unusually high heator moisture

Before conducting engineering casualtydrills

During operations in hot, humid climates

During the performance of exceptionallyarduous work

During engineering plant restoration afteractual casualties

survey during the hottest time of the day. If thecomputed stay times are greater than the normalwatch or work period at the hottest time of day,you are required to conduct only two surveys eachday. If the computed stay times are less than thescheduled duration of watch or work periods, in-crease the frequency of conducting surveys; con-duct them at equally spaced intervals a minimumof once per stay time period at the affectedstations.

To compute heat stress surveys, use a wet bulbglobe temperature index (WBGT) meter. Transferthe readings to heat stress monitoring reportsheets. Once documented, compute the stay timeby using the six physiological heat exposure limit(PHEL) curves, ranging from light work (PHELCURVE 1) to heavy work (PHE CURVE 6).

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The PHEL curves are accurate for normal,healthy personnel who have had adequate rest (6hours sleep in the past 24 hours) and adequaterecovery time from previous heat stress exposure(2 hours recovery for every 1 hour of exposure,or 4 hours maximum).

Develop a working knowledge of all aspectsof this program so that you can recognize heatstress conditions as or if they occur. Then takeproper actions.

SIGHT CONSERVATION

Navy policy requires the provision of eyeprotection for Navy personnel working in eye-hazardous areas at government expense. Person-nel must wear eye protection while performing anyeye-hazardous operations. Eye-hazardous opera-tions include pouring or handling molten metalsor corrosive liquids and solids, cutting andwelding, drilling, grinding, chipping, and sand-blasting or other dust producing operations. Anypersons in the vicinity of such operations mustalso wear eye-protective equipment.

All Navy activities that perform eye-hazardousoperations must have a sight conservation pro-gram. The program should include, but not berestricted to, the following:

1.

2.3.

4.

5.

6.

Determination and evaluation of eye-hazardous areas, processes, and occupa-tionsOperation of a vision-screening programAn effective equipment maintenance pro-gramProcedures for the use of temporary eyewearA comprehensive training/education pro-gramAn effective enforcement program

To establish an effective sight conservationprogram, the safety officer must identify eye-hazardous areas and post appropriate warningsigns. Commands must equip all areas where per-

sonnel maybe exposed to corrosive materials withemergency eyewash facilities. The Navy considersany person found to have vision in one eye of20/200 or worse to be visually impaired. You can-not assign people who have visual impairment toduties that present a hazard to their remaining eye.Make certain these personnel wear protective eyewear at all times, regardless of their occupationor work station.

You have a duty to yourself and the peopleyou work with to know and enforce all safetyregulations. Before assigning personnel to a taskthat can harm them in any way, ensure they arefamiliar with and know the correct safety pro-cedures. Check to see that they wear the properprotective clothing, use the correct respirator forthe work being performed, and have adequate eyeand hearing protection. Take no short cuts indoing a job safely. Obtain copies of OPNAVINST5100.23B, Naval Occupational Safety and Health(NAVOSH) Program Manual, and OPNAVINST5100.19B, NAVOSH Manual for Forces Afloat.Become familiar with them, Remember the oldadage “The life you save may be your own.”

EQUIPMENT TAG-OUT LOG

The equipment tag-out log is the controllingdocument for the entire tag-out procedure. Thenumber of tag-out logs maintained depends onthe ship’s size. For example, a minesweeper mayonly require one tag-out log for the whole ship,while a major combatant may require a separatelog for each department. Individual force com-manders specify the number of logs various shipclasses must maintain and the areas in which theship will maintain them.

On ships maintaining more than one tag-outlog, authorizing officers must exchange informa-tion concerning tag-out actions. When a tag-outaffects other authorizing officers, the initiatingparty obtains verbal permission from those of-ficers to tag-out the system or equipment in ques-tion before authorizing the tag-out. Examples ofsystems that may require such coordination areship’s service electrical distribution, hydraulics,air, ventilation, and air-conditioning chill-watersystems.

The tag-out log is a record of authorizationof each effective tag-out action. It contains thefollowing documents:

1.

2.

A copy of the main instruction and anyother amplifying directives for administer-ing the system (These documents are keptin the front of the log.)A DANGER/CAUTION tag-out indexand record of audits (index/audit record)(The index/audit record provides a sequen-tial list of all tag-outs and ensures serialnumbers are sequentially issued. They areused in audits of the log. The cognizantdepartment head may remove the indexpage with all tag-outs listed as cleared.)

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3. A log on one effective DANGER/CAUTION tag-out record sheet of all tagsassociated with tag-out of systems andcomponents for the stated reason(s) (Thislog helps identify all tags associated withthe stated reason(s). All effective sheets arekept in one section of the log.)

4. Cleared DANGER/CAUTION tag-outrecord sheets that have been cleared andcompleted (These sheets are kept in thelog until received and removed by thecognizant department head.)

INSTRUMENT LOG

Labels associated with OUT-OF-COMMIS-SION and OUT-OF-CALIBRATION instrumentsare logged in the instrument log. This log con-tains record sheets identifying various instrumentsthat are out of commission or out of calibration.The authorizing officer signs the labels and therecord sheets and signs for the clearing of theitems from the record sheets.

RECORD SHEETS

Some ships going through an overhaul haveused between 2,000 and 3,000 DANGER/CAU-TION tags. A record sheet keeps track of all thesetags. The front of the record sheet contains thename of the system or component, serial numberof the tag-out, date and time of tag-out issue, andreason for the tag-out. It also has a place fordocumentation (blueprints, rip-outs, and so forth)and authorizing signatures. On the back of therecord sheet, you will find a record of the numberof the tags, the person hanging the tags, and theperson second-checking all the tags. It also con-tains the authorization for clearance of the tagsby the authorizing officer and the repair activityrepresentative. The record includes the date andtime of removal of the tags along with the initialsof the person(s) removing them. After the tagshave been cleared and the record sheet properlyfilled out for the removal of the tags, the sheetis put in the back of the tag-out log in the clearedsection for destruction at a later time. The dateand time cleared are recorded in the tag-out index/audit record.

AUDITS

Audits are an important part of the tag-outsystem. You should audit every 2 weeks, excepton nuclear-powered ships, where you audit weekly

under some conditions. Audit all outstanding tag-out sheets against the index/audit record section.As part of the audit, check each tag-out recordsheet for completeness and check the installedtags. Make sure the positions of valves or switcheshaven’t been changed from the description on thetag, the label, and the record sheet. Log the dateand time on each tag-out record sheet. Note anydiscrepancies you found (if you found none, notethat also) followed by your signature. Yoursignature verifies the log is up to date.

SURVIVAL

Survival requires the desire and ability to live.In a survival situation, you may find yourself inunusual conditions of deprivation, emotionalshock, and hardship. These conditions may oc-cur for an indefinite period. They are oftenbrought about by the forced landing of an air-craft at sea or in a remote jungle, a desert, or anArctic land area.

Survival depends on you. You must bephysically fit and know how to locate or collectwater. You must know what plants and animalsare available for food, how to find or catch them,how to prepare them, and how to recognize thosewhich will harm you. The more you know aboutthe conditions peculiar to the region you are in,including the plant and animal life, the better areyour chances for survival.

You can remain alive anywhere in the worldwhen you keep your wits. Remember that natureand the elements are neither your friend nor yourenemy. By using your wits, you can make themwork for you instead of allowing them to workagainst you.

Before learning basic survival facts, you firstneed to understand the psychological obstacles ofsurvival. Those obstacles all have in common thatvery normal human emotion called fear: fear ofthe unknown, fear of discomfort, fear of people,and fear of one’s weaknesses. Fear of the environ-ment leads us to fear the discomfort we maysuffer.

Although you may have many natural fearsin a survival situation, they need not be adrawback. Fear is the reaction that enables youto get out of the situation you’re in. If you con-trol it, fear is a very valuable tool for survival,but you must recognize its presence. Proper train-ing lessens the fear of the unknown. By addingyour equipment and survival knowledge to yourwill to survive, you can survive with much lessdiscomfort and risk of bodily injury.

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Normal reaction to basic human fear can bevery useful. When you are afraid, your body be-comes more alert, you hear better, you see better,and you can perform amazing feats of strength.

Even though we overcome our fears to someextent, a lack of confidence in our strength andability may seriously weaken our will to survive.Therefore, you must prepare, both physically andpsychologically, to deal with stresses in survivalsituations.

We have each acquired, to some degree, manypersonality traits that are helpful in a survivalsituation. Most of us have come through somedifficult, drawn out, emotionally draining prob-lems. We have learned the value of persistence andperseverance when the odds seemed against us.Reaching a coveted goal in sports requires suchtraits. You may have surmounted moments ofdanger or crisis with a physical or psychologicalstrength you didn’t know you had.

The key to survival is your attitude. Thedevelopment of at least twelve important traits,or characteristics, will help you develop a survivalattiude:

• Courage

• Determination

• Cheerfulness

• Positiveness

• Flexibility

• Willingness

• Purpose

• Attentiveness

• Confidence

• Productiveness

• Persistence

• Certainty

We cannot overemphasize the importance ofdeveloping these traits. They can be more valuableto your survival than your survival equipment.

You could find yourself in two types ofsurvival situations—survival ashore and survivalat sea. Knowing how to survive in each situation

is equally important. Since you could also findyourself as the senior person in a survival situa-tion, you need to know your authority and respon-sibilities.

AUTHORITY ANDRESPONSIBILITIES OF THESENIOR PERSON IN ASURVIVAL SITUATION

You have worked hard to advance to yourposition of leadership. One of the most impor-tant responsibilities you may have is to functionas the senior person in a survival situation. Thatis where the leadership skills you have been work-ing on will pay off. You will be responsible forthe lives of your shipmates and for seeing that theyare safe.

Navy Regulations and article IV of the Codeof Conduct give the senior person in a survivalsituation the authority to take charge. Even if youare not the senior person in charge, you have theresponsibility to fully back the senior person incharge. If the senior member becomes injured ordies and you are the next senior person, you willassume responsibility for your group. Themembers of your group will depend on you to leadthem in evading the enemy and reaching safety.

Although you have the authority and respon-sibility of leadership, listen to your subordinates,as they may have useful ideas. Survival requiresevery person to give 100 percent toward a groupeffort. Failure on one person’s part could causethe group to end up in a prisoner-of-war camp.Think before you act, and weigh every situationcarefully. Use the helpful ideas of the group.

ASHORE

Survival ashore becomes a personal strugglebetween the environment and the specific qualitiespeople bring to the situation. Disaster subjectspeople to severe stresses they are not normally ex-posed to. Some people remain remarkably calmfor varying periods, even under extreme stress.Others, however, become overwhelmed bydisaster and unable to cope with what might bea life-threatening situation. People suffer theworst reactions when, with little or no warningor preparation, they suddenly find themselves inan unstructured and undefined situation.

When you are faced with a survival situationon land, remember several facts. The obstaclesto overcome aren’t so much physical as mental.In all probability, others have survived in that

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terrain, and some even may have made it theirhome. With varying degrees of effort, theymanaged to adjust to the terrain, climate, and en-vironment. Your problem is you are not preparedto live there; you never expected your plane tocrash-land in a jungle or some other remote area.

Remember your goal in a survival situationashore is to get back to friendly forces. If you areisolated in an enemy area, you have the majorproblem of avoiding the enemy (evasion). If youare captured, you have the problem of survivingthe prisoner-of-war (POW) camp.

Evasion

In a survival situation within enemy territory,you must focus on evasion of the enemy.Therefore, you need to know the two methods theenemy uses to detect your presence:

1. Observation by specially trained and equip-ped observation teams. The teams may be situatedon high terrain to scan the area with a variety ofdetection devices, such as binoculars, telescopes,and sound-detection equipment.

2. The use of dogs, foot patrols, andmechanized units to patrol a given area. Suchteams physically search an area for signs ofevaders and escapees, such as footprints, coldcampfires, or discarded or lost equipment.

One way you can protect yourself and yourgroup from the eyes of the enemy is by usingcamouflage. Camouflage is a major evasion tac-tic used to hide an object, personnel, or equip-ment. Camouflage permits you to see withoutbeing seen.

If you are in charge of a large group hidingfrom the enemy, first break the group into manysmall groups. Small groups are easier to conceal.The enemy may estimate your location from youractual movements or from physical signs left whenyou moved through an area. Your position; shape;shadow; or color of equipment, vehicles, or per-sons can also reveal your location in the follow-ing ways:

POSITION: An observer can easily see theplace of concealment if a person or anobject doesn’t blend in with the back-ground. When you choose a position forconcealment, use a background that willabsorb personnel or an object.

SHAPE: At a distance, an observer canrecognize the form or outline of an object

before the details can be seen. Whentransiting from area to area, use availablecover, such as bushes, trees, and rockformations, to distort your shape.

SHADOW: Since shadows may be morerevealing than the object itself, placeobjects in the shadows of other objects tomake them easier to overlook.

COLOR: Contrast between the color of anobject and its background makes a personor object easily visible. The greater the con-trast in color, the greater the visibility.Therefore, as a general principle, thecamouflage should match the darker andmedium light colors of the background.Using vegetation and other materialsfound locally to screen and stain equip-ment makes it blend into the background.Moonlit nights require the same precau-tions as those used in daylight.

Conceal your presence when traveling by usingscreens, backgrounds, and shadows to the fullestadvantage. Under favorable conditions enemyobservers can see as far as 100 yards in openwoods. Since even a dark night furnishes shadows,choose a route that provides a concealingbackground and avoids the skyline. On bright,moonlit nights the shadows along the edge of thewoods make the best route. Sound gives anamplified, revealing signal at night. Move care-fully, quietly, and close to the ground.

In areas of light undergrowth, take the routefarthest into the woods for safety. Heavierundergrowth is an obstacle to movement.Therefore, when rapid movement is more impor-tant than full concealment, travel along the out-side edge of the woods.

Although concealing your presence is of majorimportance, the most common deterrent to suc-cessful evasion is a negative attitude. If you havea positive attitude, you have the natural tendencyto take positive action. A negative attitude maybe caused by, related to, or a lack of the fol-lowing:

• Patience

• Common sense

• Flexibility

• Resourcefulness

• Security

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The following mistakes can lead to capture foryou and your group:

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.11.

12.

13.

14.15.

16.

17.

18.

Lack of, or insufficient, preparation andpoor physical conditionAbsence of either opportunity or motiva-tionFailure to realize civilians areas dangerousto an evader as members of the militaryAttempting to fit into the society ratherthan into the backgroundKnowing nothing about the topography,climate, or people of the areaNot knowing how to use your equipment,where it is located, or its purpose (andthus its value)Failure to use any opportunity to leavethe vicinity of your landing when theenemy is in the areaFailure to properly hide discarded equip-ment or trashImproper cover and concealment whiletravelingImproper and careless use of fireIneffective and insufficient camouflage ofpersons, equipment, and shelterLeaving evidence of passage, such astracks in soft ground and broken twigsApproaching members of the localpopulation, assuming them to be friendlyLack of noise disciplineTraveling too near to roads, streams,lakes, or populated areasNot treating injuries, which can laterweaken your evasion chancesFailure to use deceptive techniques whileprocuring domestic plants and animalsTaking easy, short travel routes

You must consider a lot of conditions whenevading the enemy. Remember, you and yourgroup will probably be captured if you are seen.

Prisoner-of-War (POW) Camp

What happens if you and your group becomeprisoners of war? After all, that is possible. Isola-tion, fear, injury—all work in favor of the enemyto increase your chances of capture in spite of adetermined effort on your part to evade. The sur-render of your arms, however, doesn’t mean youforfeit your responsibilities as an American ser-viceperson. The Code of Conduct directs that youbegin planning your escape the minute you aretaken prisoner.

Escape is tough; not being caught after escapeis even tougher. Escape demands courage,cunning, and much planning—of ways to escape,a route to follow, and the location of friends.Above all, escape demands physical stamina—stamina you must acquire under the worst con-ditions imaginable. Experience has proven that“model” camps with regular rations and con-siderate treatment are the exception. But no mat-ter what extremes you encounter as a POW, striveto keep yourself physically able and sufficientlyequipped to escape as soon as possible.

If you are captured, try to make your escapeearly. You may never be in any better physicalcondition to escape than at that moment. Prisonrations barely sustain life, certainly not enoughto build up a reserve of energy. The physical treat-ment, lack of medical care, and insufficientrations of prison life soon show their effects inmorale and physical weakness, night blindness,and loss of coordination and reasoning power.

There are other reasons for making yourescape early after your capture. Friendly artilleryfire and air strikes occurring during that time mayincrease your chances of getting away. The firstguards you will have are not as well trained inhandling prisoners as those farther back from thefront lines. Some of the first-line guards may evenbe walking wounded who are distracted by theirown condition. In addition, you know somethingabout the terrain where you are captured, and youknow the approximate location of friendly units.Several days later and many miles away, you maybe in strange territory. An escape from a POWcamp is much more difficult and requires moredetailed planning. It must be organized and sup-ported as any other military operation.

The misfortune of being captured by theenemy does not end your usefulness to yourcountry. Your duty is to continue to resist theenemy by all possible means, to escape, and tohelp others escape.

While a prisoner of war, never accept specialfavors in return for your promise not to escapeor a promise to provide the enemy with informa-tion. Informing, or any other action endanger-ing the well-being of a fellow prisoner, isFORBIDDEN. Prisoners of war may not help theenemy by identifying fellow prisoners who mayhave valuable knowledge.

If you are the senior person in a POW camp,you must provide strong leadership to maintaindiscipline. Organization, resistance, and even sur-vival may be extremely difficult without discipline.Therefore, discipline yourself and your group to

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maintain personal hygiene and sanitation and tocare for the sick and wounded.

All United States officers and noncommis-sioned officers should continue to carry out theirresponsibilities and exercise their authority if cap-tured. The senior line officer or noncommissionedofficer within the group of prisoners assumescommand according to rank or date of rank,without regard to his or her branch of service.That person is the lawful superior of all lowerranking personnel. If the senior officer or non-commissioned officer is incapacitated or unableto command for any reason, the next senior per-son will assume command.

Article I of the Code of Conduct says “I aman American, fighting in the forces which guardmy country and our way of life. I am preparedto give my life in their defense. ” These are perhapsthe most important words of the Code, becausethey signify the faith and confidence of Americansin their government, their country, and theirservice. From the time John Paul Jones made hisdefiant reply “I have not yet begun to fight” tothe present, Americans have traditionally foughtwherever the enemy was and with whateverweapons were available. When captured, theAmericans have continued the battle in a newarena. When facing an enemy interrogator, theyhave been under fire just as though bulletsand shell fragments were flying around them.Disarmed, POWs have fought back with mindand spirit, remaining faithful to their fellowPOWs, yielding no military information, andresisting every attempt of indoctrination. Each ofus has the responsibility to honor these traditionsby carefully adhering to the meaning of eacharticle of the Code of Conduct. The manyAmericans who have accepted that responsibil-ity are heroes in the finest sense of the word.

One such hero was Lieutenant (Junior Grade)Dieter Dengler, USNR. In February 1966 LTJGDengler was on a bombing mission over NorthVietnam when his aircraft was badly damaged byground fire. LTJG Dengler crash-landed his air-craft in nearby Laos and attempted to evade cap-ture. After successfully evading the enemy for 1day, he was captured and led to a village wherehe was interrogated and told to sign a Communistpropaganda statement condemning the UnitedStates. LTJG Dengler’s repeated refusal to givemore than his name, rank, service number, dateof birth, or to sign any statements resulted insevere beatings.

When he continued to refuse to answer ques-tions, he was tied behind a water buffalo and

dragged through the brush. The interrogationsand beatings continued for 3 days, but LTJGDengler refused to give in. Later he escaped fromhis guards but was recaptured and again severelybeaten. After 6 months in captivity, LTJGDengler successfully escaped, killing severalguards in the process. On the 17th day, a pilotwho escaped with him was killed, and LTJGDengler had to continue alone. Although suffer-ing from malnutrition, jaundice, fatigue, andbadly cut and swollen feet, LTJG Dengler refusedto give up. Finally, on the 22nd day after hisescape, he managed to lay out a crude SOS ona bed of rocks, which attracted the attention ofa United States Air Force aircraft. Later, a rescuehelicopter ended his ordeal by plucking him tosafety.

The stories of personnel who steadfastlyfollowed both the spirit and letter of the Code ofConduct are numerous.

Full compliance with the laws of armed con-flict is not always easy, especially when you area POW. For instance, you might be extremelyangry and upset because you were taken prisoner.But you should NEVER engage in reprisals or actsof revenge that violate the Code of Conduct,

AT SEA

Survival at sea depends upon your knowledge,your equipment, your self-control, and your train-ing. Basic Military Requirements provides a goodreview of survival equipment, abandoning shipprocedures, and at-sea survival hints.

Think of the vastness of both military andcommercial operations at sea. Then you canrealize the dangers the crews and passengers faceunder such a wide range of environmentalconditions.

As the senior person in an at-sea survival situa-tion, your responsibilities are great. First you mustmake sure your group is afloat and safe. Thenyou must know how to operate the equipmentavailable to you and ration food and water.

Take charge of the situation and remaincalm—that will greatly increase your chance forsurvival. Talk to your people; do your best to keepmorale up by singing, praying, joking, or tellingstories. Keep the others involved. Remember, aslong as you are alive, the chance for rescue isexcellent.

Don’t sell short the value of group support.Many survival experiences have proven that stick-ing together as a group may make the differencein surviving an ordeal.

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GROUP SURVIVAL

The best chance for survival belongs to thegroup that works TOGETHER and has a leaderwho accepts responsibility for the group. Whenyou are the senior person, accept responsibilityfor your group by taking steps to lead membersto work together.

Organize group survival activities. Group sur-vival depends largely upon the organization of itsmanpower. Organized action by group memberswho know what to do and when to do it, duringordinary circumstances and during a crisis,prevents panic. Keeping the group informed,devising a plan, and sticking to the plan helpsachieve organization.

Assign each person a task that fits his or herpersonal qualifications. If one person can catchfish but cannot cook, let that person provide thefish. Always learn each member’s special skills sothat you can use each person to the greatestbenefit of the group.

Assume command and establish a chain ofcommand that includes all members of the group.Good leadership lessens panic, confusion, anddisorganization. Make certain each person knowshis or her position in the chain of command andis familiar with the duties of every other person,especially your duties as the senior member.Under no circumstances leave leadership of thegroup to chance acceptance by some member aftera situation arises.

Maintain respect for your leadership by usingit wisely; be the leader and set the example. Groupsurvival is a test of effective leadership. Watchout for problems that could turn into seriousarguments. Keep troublemakers from attractingundue attention, and keep those who may “crackup” from disrupting the group. Prevent care-lessness caused by fatigue, hunger, and cold.Know yourself and the members of your group;take responsibility for each person’s welfare.

Develop a feeling of mutual dependence withinthe group by stressing that each person dependson the others for survival. Emphasize that thegroup will not leave the wounded or injuredbehind—that each member’s responsibility is tomake sure the group returns intact. A feeling ofmutual dependence fosters high morale and unity.Each member receives support and strength fromthe others.

Make the decisions no matter what the situa-tion. However, base your decisions on the infor-mation and advice of other members of thegroup—much as admirals make decisions based

on input from their staff. Above all else, neverappear indecisive.

If situations require you to act immediately,consider the facts and make decisions rapidly. Theability to think on your feet usually determinessuccessful survival.

BASIC ELEMENTS OF SURVIVAL

You can reduce, or even avoid, the shockof finding yourself isolated behind enemy lines,in enemy hands, or in a desolated area.Just remember the basic elements of sur-vival represented by each letter in the wordS-U-R-V-I-V-A-L shown in figure 6-7.

• S—Size up the situation by consider-ing yourself, the country, and the enemy.

When you think about yourself and yourgroup, hope for the best, but be prepared for theworst. Recall what you have read about survivaland expect it to work. That will give you con-fidence that you and your group can survive,which will increase your chances for success. Getto a safe, comfortable place as quickly as possi-ble. Once you find a safe place, look at your situa-tion, think, and form a plan. Your fear will lessenwhile your confidence will increase. Be calm andcautious until you know where you are and whereyou are going.

Being in a strange country may cause part ofyour fear. Therefore, try to determine where youare by landmarks, by compass directions, or byrecalling intelligence information passed onto youby your leaders.

Think about what moves the enemy mightmake by putting yourself in the enemy’s shoes.What would you do? Watch the enemy’s habitsand routines. Base your plans on your observa-tions. Remember, you know where the enemy is,but the enemy does not know where you are.

• U—Undue haste makes waste.

Don’t be too eager to move. Acting hastilymakes you careless and impatient, causing you totake unnecessary risks. Don’t end up like the manwho rushed ahead without any plan. He tried totravel at night but only injured himself by bump-ing into trees and fences. Instead of lying low andtrying to evade the enemy, he fired at them withhis rifle and was caught. Don’t lose your temper.Loss of self-control may cause wrong thinkingand poor judgment. When something irritating

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Figure 6-7.—Elements of survival.

happens, stop, take a deep breath, and relax; thenstart over. Face the facts—danger does exist. Totry to convince yourself otherwise only adds tothe danger.

• R—Remember where you and your groupare.

• V—Vanquish fear and panic.

To feel fear is normal and necessary. It isnature’s way of giving you that extra shot ofenergy when you need it. Learn to recognize fearfor what it is and control it. Look carefully at asituation to determine if your fear is justified.When you investigate, you will usually find manyof your fears are unreal.

When you are injured and in pain, controllingfear is difficult. Pain can turn fear into panic andcause you to act without thinking, Loneliness canalso cause panic. It can lead to hopelessness,thoughts of suicide, carelessness, and even cap-ture or surrender. Recognizing the effects of fearcan help you overcome panic.

• I—Improvise.

You can always do something to improve yoursituation. Figure out what you and your group

need; take stock of what you have; thenimprovise. Learn to put up with new andunpleasant conditions. Keep your mind and thatof your group on SURVIVAL. Don’t be afraidto try strange foods.

• V—Value living.

Conserve your health and strength and thatof your group. Illness or injury greatly reducesyour chances of survival and escape. Hunger,cold, and fatigue lower your efficiency andstamina, make you careless, and increase thepossibility of capture. Be aware that your spiritsmay be low because of your physical conditions-not because of the danger. Remember the goalfor you and your group—getting out of yoursituation alive. Concentrating on the time afteryour rescue will help you value living while tryingto survive.

• A—Act like the local populace.

“At the railroad station, there were Germanguards,” one escapee related. “I had an urgentneed to urinate. The only rest room was an ex-posed one in front of the station. I felt too em-barrassed to relieve myself in front of all thepassersby. I walked throughout the entire townstopping occasionally and inquiring if a rest roomwas available.” This man was detected and cap-tured because he failed to accept the customs ofthe locals. When you are in a strange situation,accept and adopt local behavior to avoid attract-ing attention.

• L—Learn basic skills.

The best life insurance is to make sure youlearn the techniques and methods of survival sothoroughly that they become automatic. Then youwill probably do the right thing, even if you panic.Be inquisitive, and search for any additional sur-vival information.

SUMMARY

Everyone in the Navy has the job of prevent-ing mishaps. Mishap prevention reduces personalinjury and damage to material and equipment.Try to help the Navy reach its ultimate goal ofpreventing all mishaps by recognizing the need formishap prevention; then take steps daily to pre-vent mishaps.

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Your involvement in mishap prevention mayonly have been that of a safety-conscious persontrying to do your job as effectively and safely aspossible. However, you may gain greater respon-sibilities by being appointed as division safetypetty officer. In that position, you must becomemore aware of unsafe working conditions and beprepared to take immediate action to correctthem. Without your help, a near mishap todaycould be a fatal mishap tomorrow.

The Navy has gone to great expense to trainpeople like you to run its ships safely. Withoutyou and your shipmates, we would not have aNavy. Personnel safety is not automatic; it mustbe practiced constantly. The Navy still has in-juries, but they are less frequent than they werein the past because crew members now practicegood safety habits.

You are responsible for the functions of thesafety organization within your ship or unit. Youmust promote safety, safety publications, andsafety instructions.

The tag-out system is an important part of thesafety organization. Without it, we would havea great increase in injuries and deaths. It is a work-ing system that, if correctly used, will save manylives.

Every ship follows safety procedures forhazardous waste and material control. If you areassigned as the hazardous waste/material controlpetty officer, your will be responsible for thoseprocedures.

The Navy is safety-conscious. Always prac-tice safety, whether on or off ship. The Navy andyour loved ones value you and want you to be assafe as possible.

At some time you and your shipmates mayfind yourselves in a survival situation; you couldbe the person in charge. If that happens, you willhave the responsibility of keeping yourself andyour people alive until you are rescued. Therefore,you must know the basic elements of evasion, sur-vival at sea, survival ashore, and group survival.If you find yourself in a survival situation,remember to NEVER GIVE UP HOPE.

REFERENCES

Naval Safety Supervisor, NAVEDTRA 10808-2,Naval Education and Training ProgramManagement Support Activity, Pensacola,Fla., 1988.

Naval Ships’ Technical Manual, S9086-AA-STM-010, Chapter 001, General—NSTMPublications Index and User Guide,Naval Sea Systems Command, Washington,D,C., 1987.

NAVOSH Manual for Forces Afloat, OP-NAVINST 5100.19B, Office of the Chiefof Naval Operations, Washington, D.C.,1985.

Navy Occupational Safety and Health (NAV-OSH) Program Manual, OPNAVINST5100.23B, Office of the Chief of NavalOperations, Washington, D.C., 1983.

Seabee Combat Handbook, NAVEDTRA10479-C3, Naval Education and TrainingProgram Management Support Activity,Pensacola, Fla., 1989.

Shipboard Hazardous Materials/HazardousWaste Management Plan, NAVSEA 59593-A7-PLN-010, Naval Sea Systems Command,Washington, D.C., 1983.

Shipboard Heat Stress Control and PersonnelProtection, OPNAVINST 5100.20C, Office ofthe Chief of Naval Operations, Washington,D.C., 1985.

Standard Organization and Regulations of theU.S. Navy, OPNAVINST 3120.32B, Office ofthe Chief of Naval Operations, Washington,D.C., 1986.

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CHAPTER 7

DAMAGE CONTROL

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LEARNING OBJECTIVES

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

Describe the objectives of damage control.

Describe the damage control responsibilitiesof the commanding officer, executive officer,officer of the deck, division officer, damagecontrol petty officer, and work center damagecontrol petty officer.

Describe the damage control central organiza-tion.

Describe the assignments, responsibilities,and dress requirements of repair parties andteams.

Describe the duties and responsibilities of theon-scene leader.

Describe the duties of the at-sea fire party.

Describe the procedures used for investigatingflooding, structural damage, and fires.

Identify the classes of fire and extinguishingagents used in damage control.

Describe the methods used to prevent thespread of fires.

Describe the method used to control flooding.

Describe the two types of flooding.

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Identify the types of damage control com-munications.

Describe the purpose of and rules observedwhile administering first aid.

Describe the hazards involved in a nuclearweapons mishap incident.

Identify the sources of damage controlinformation.

Describe the hazards and non-nuclear effectsof a nuclear attack.

Describe the effects and types of radiationproduced by a nuclear attack.

Describe how biological warfare agents aredisseminated, detected, and identified.

Describe the characteristics and classificationsof chemical warfare agents.

Describe the effects of and treatment forchemical warfare agents.

Describe the objectives and phases of disastercontrol ashore.

Naval history is filled with instances thatillustrate the important role damage control hasplayed in naval operations. Ships have beendamaged where their survival seemed impossible.Yet, through gallant damage control efforts, theseships have recovered to fight again. For example,the USS Belknap (CG-26) survived a terrible

collision at sea (fig. 7-1) and recovered to serveagain. On too many other occasions, however,ships that should have been saved have been lostbecause of needless failures in damage controlpreparations and operations. It has been said thatif a ship survives the initial impact of damage,it has a good chance of being saved. Along with

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3.282.4Figure 7-1.—USS Belknap (CG-26).

confidence in the integrity of their ships, all repairparty personnel should have confidence in theirability to control all but the most devastatingdamage.

OBJECTIVES OFDAMAGE CONTROL

The three basic objectives of shipboard damagecontrol are PREVENTION, MINIMIZATION, andRESTORATION.

Prevention means to take all practicalpreliminary measures, such as maintaining water-tight and fumetight integrity, providing reservebuoyancy and stability, removing fire hazards, andmaintaining and distributing emergencyequipment before damage occurs.

Minimization is to minimize and localizedamage by taking measures to control flooding,preserve stability and buoyancy, combat fire, andprovide first-aid treatment to injured personnel.

Restoration is to accomplish, as quickly aspossible, emergency repairs or restorations afterthe occurrence of damage. Restoration requires

measures such as supplying casualty power,regaining a safe margin of stability and buoyancy,replacing essential structures, and manningessential equipment.

All members of the ship’s company shouldrealize the importance of their responsibilities.You should think of damage control as anoffensive as well as a defensive action upon whichyour ship’s ability to inflict damage on the enemymay depend. Damage control not only is concernedwith battle damage but also nonbattle damage.This includes damage from fire, collision,grounding, weather, and explosion. Damagecontrol action may be necessary in port as well asat sea and may involve the use of personnel andfacilities from an undamaged ship.

Damage control requires a detailed knowledgeof the ship’s construction, characteristics, com-partmentation, and stability, and of apparatusplaced on board to prevent or control damage.Basically, control of damage depends upon theability and the initiative of personnel to takeprompt corrective action, using readily availablematerial. Having a thorough knowledge of theship will enable personnel to take the necessarycorrective action.

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RESPONSIBILITIES

All members of the ship’s company shouldknow their damage control responsibilities andrealize the importance of damage control. Theimportance of efficient damage control cannot beoveremphasized. Damage control readiness canonly be achieved by a firm program stimulatedby effective and dynamic leadership. This programshould be executed by enthusiastic, well-trained,and determined officers and crew from alldepartments on board. While no area can befully covered, the basic responsibilities of keyindividuals in the damage control organization arestated in the following paragraphs.

Commanding Officer

Chapter 8, U.S. Navy Regulations,the various broad responsibilities ofmanding officer (CO). For example,must “maintain his or her commandof maximum effectiveness for war

delineatesthe com-he or shein a stateor other

service . . . . Immediately after a battle or action,repair damages so far as possible, [and] exert everyeffort to prepare the command for furtherservice . . . .”

To carry out this charge, the commandingofficer ensures the command is well trained andcontinually exercised in all aspects of damagecontrol. The commanding officer should be fullyaware of all of the ship’s weaknesses, includingthe adequacy and operability of all damagecontrol equipment.

Executive Officer

The executive officer (XO) keeps the commandadvised of the status of the ship’s damage controlreadiness. The executive officer carries out the re-quirements of command damage control training,including the ship’s readiness to combat allcasualties and damage caused by hostile acts orother occurrences.

Officer of the Deck

The officer of the deck (OOD) is the seniormember of the underway watch team and is theprimary assistant to the commanding officer onthe bridge. The OOD should be intimatelyfamiliar with the ship, its material condition, andestablished procedures for emergencies. The OODshould know and understand the correct courseof action, or options, for various damage control

situations. The OOD should be able to analyzea situation quickly and take prompt, positive,and correct counteraction. The OOD’s ability toreact properly and promptly will be directlyproportional to his or her knowledge of the ship,damage control procedures, equipment available,and training received.

Division Officer

The division officer is responsible for takingall practical preliminary measures before damageoccurs, such as maintenance of watertight and air-tight integrity, removal of fire hazards, andupkeep of emergency equipment. Division officersensure that all equipment, closures, and markingsunder their cognizance are kept in the best possiblecondition. This is done by periodic inspections,adherence to planned maintenance system (PMS)checks by division damage control petty officers(DDCPOs), and training of personnel within thedivision.

Damage Control Petty Officer

A qualified senior petty officer in each divisionis designated as damage control petty officer(DCPO). Section leaders of each section aredesignated as duty DCPOs outside of normalworking hours in port; they also perform theduties of the DCPO at some time during their tourof duty. Division officers notify the fire marshaland the damage control assistant (DCA) of DCPOand duty DCPO assignments and of any changesto these assignments. DCPOs should have receivedformal training and be qualified before assign-ment.

DCPOs normally serve for a period of 6months. They check in and out with the firemarshal and DCA upon being assigned to orreleased from such duties.

Duties and Responsibilities of the DCPO

The DCPO and duty DCPOs (duty sectionleaders) have the following duties andresponsibilities:

Being acquainted with all phases of the ship’sdamage control, fire-fighting, and defense pro-cedures

Assisting in the instruction of division person-nel in damage control, fire-fighting, and chemical,biological, and radiological (CBR) defense pro-cedures

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Ensuring the preparation and maintenance ofdamage control checkoff lists for all spaces assigned

Supervising the setting of specified damage controlmaterial conditions within division spaces and makingrequired reports

Weighing portable C02 bottles, inspecting and testingdamage control and fire-fighting equip-ment, andpreparing required reports for approval of the divisionofficer in following the current ship’s instruction

Ensuring all battle lanterns, dog wrenches, spanners,and other damage control equipment are in place and ina usable condition in all division spaces

Ensuring all compartments, piping, cables, anddamage control and fire-fighting equipment are properlystenciled or identified by color codes

Posting safety precautions and operating instructionsin required division spaces

Assisting the division officer in inspecting divisionspaces for cleanliness and preservation and assisting inthe preparation of required reports

Conducting daily inspections of division spaces for theelimination of fire hazards

Performing such other duties with reference todamage control and maintenance of division spaces asmay be directed by the division leading petty officer,division officer, fire marshal, and DCA

WORK CENTER DAMAGECONTROL PETTY OFFICER

Each work center will have a designated work centerdamage control petty officer (WCDCPO). WCDCPOs aresupervisors responsible for matters concerning damagecontrol within their work centers. They have basicallythe same duties and responsibilities as the DCPO butapply them to their respective work centers.

DAMAGE CONTROLORGANIZATION

The damage control administrative organiza-tion isan integral part of the engineering department.However, each department has major administrativeand preventive maintenance responsibilities to fulfill.

DAMAGE CONTROLBATTLE ORGANIZATION

The damage control battle organization includesdamage control central (DCC); repair parties for hull,propulsion, electronics, weapons, and air; and battledressing stations. Each person within the organizationmust be highly trained in all phases of damage control.Ships should be self-sufficient, and ship’s personnelshould be able to take positive action to control anydamage likely to occur. Provisions should be made forrelief of personnel engaged in arduous tasks, for battlemessing, and for transition from one condition ofreadiness to another. Positive,

COMMAND

ELECTRONICS PRIMARYDAMAGE AT-SEA ENGINEERING WEAPONS CAUSUALTY FLIGHTCONTROL FIRE PARTY (S) CONTROL CONTROL CONTROL CONTROL

REPAIR 1 REPAIR 2 REPAIR 3 REPAIR 4 REPAIR 7 REPAIR 5 REPAIR 6 REPAIR 8

ORDANCE CRASH AND DISPOSAL SALVAGE TEAM TEAM

* MAINBATTLE CHAIN OF COMMAND

DRESSING - - - - - - - - - LIAISON/REPORTING AVIATION FUEL CONFLAGRATION REPAIR TEAM STATION

* BATTLE DRESSING STATIONS WILL VARY WITH DIFFERENT CLASSES OF SHIPS. APPLICABLE STATIONS FOR SPECIFIC SHIPS SHOULD BE DRAWN UNDER THE APPROPRIATE PARTY.

Figure 7-2.—Damage control battle organization chart.

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accurate, and rapid communications should takeplace between all damage control parties, fire-fightingparties, or similar groups so that overall coordinationof effort and direction can be accomplished. Theprimary damage control battle organization repairparties and teams are shown in figure 7-2.

The primary duty of the damage controlorganization is to control damage in order to keep theship fighting. Damage control objectives are attainedby taking the necessary action to do the following:

1. Preserve stability2. Preserve watertight integrity (buoyancy)3. Control list and trim4. Maintain effective segregation of vital systems5. Prevent, isolate, combat, extinguish, and

remove the effects of fire6. Detect, confine, and remove the effects of

nuclear, biological, and/or chemical attack7. Assist in the care of injured personnel8. Make rapid repairs to structures and

equipment

Ships designate one of the repair parties to act asSECONDARY DCC. The repair party designated assecondary DCC maintains status boards andcommunications logs identical to those maintained byDCC; it also directs control of damage in the eventDCC is unable to perform its function.

FUNCTIONS OF DAMAGECONTROL CENTRAL

Damage control central (DCC) is the hub of theship’s damage control efforts. It is organized to

coordinate control of all damage the ship may sufferin battle, and it keeps the commanding officeradvised of the capabilities of the ship after eachcasualty. It trains repair parties to operate andcontrol damage as independent units.

DCC personnel check all damage reports and thecorrective action being taken. DCC issues directionswhen repairs are not progressing satisfactorily,damage is beyond the capabilities of the personnelinvolved, advice is requested, or corrective action inprogress is incorrect.

DCC maintains status boards showing struc-turaldamage, location of flooding boundaries, condition ofpropulsion, condition of electrical and casualty powercircuits, and corrective actions taken.

REPAIR PARTIES AND TEAMS

Each ship will have at least one repair party.Some ships have as many as eight repair parties. Inaddition, larger ships may have an ordnance disposalteam, a crash and salvage team, or an aviation fuelrepair team. Each repair party will have an officer ora senior petty officer in charge. Composition of repairparties depends on the number of personnelavailable, type of ship, and area of responsibility. Arepair party organization chart is shown in figure 7-3. All repair parties should have the followingcapabilities:

• Making repairs to electrical and sound-powered telephone circuits.

FIRE FIGHTING DAMAGENO. GO EVALUATION FLOOD AND CONTROL NBC DEFENSE MISC ASSIG REMARKS

CLO AND COMM A B C SMOKE CONTROL REPAIR

NAME

Figure 7-3.—Repair party organization chart.7-5

Giving first aid and transporting injuredpersonnel to battle dressing stationswithout seriously reducing the damagecontrol capabilities of the repair party.

Detecting, identifying, and measuring doseand dose-rate intensities from radiation.Parties should also be capable of surveyingand decontaminating personnel and con-taminated areas. The only exception iswhen parties are specifically assigned todepartments with special requirements, asin the case of nuclear weapons accidentsand/or incidents.

Sampling and/or identifying biological orchemical agents. Parties should also becapable of decontaminating areas and per-sonnel affected as a result of biological orchemical attack. The only exception is whenthe medical department is responsible.

Controlling and extinguishing all types offires.

Evaluating and reporting correctly theextent of damage in-its area. This includesmaintaining the following graphic records:

—Graphic display boards showing damageand action taken to correct disrupted ordamaged systems

—Deck plans showing locations of CBRcontamination and the location and saferoutes to battle dressing and personnelcleansing stations

—A casualty board for visual display ofstructural damage

Repair Party Assignments

Division officers are responsible for assigningpersonnel to repair parties. Each repair party willhave a nucleus of experienced and mature person-nel. Repair party personnel obtain this experiencethrough the completion of special training pro-grams and personnel qualification standards(PQS). The DCA maintains a list of all personnelassigned to repair parties. The DCA also ensuresthat replacement personnel are properly trainedand that they attain PQS qualifications. Avoidmass repair party personnel reassignments, andreplace key repair party personnel on a contactrelief basis.

Dress Requirements for Repair Parties

While none of the available uniform fabricscurrently in use is considered protective clothing,it is a documented fact that parts of the body notcovered by some form of clothing suffer moresevere burns. A complete working uniform, toinclude a round neck tee shirt, should be wornby all personnel engaged in repair party activities.Roll down and button shirt sleeves, button shirtcollars, and tuck trousers into socks. Uniformsof polyester double knit and 100-percent polyestershould not be worn by personnel engaged in repairparty activities. Additional items of protectiveequipment should be worn as follows:

Life jackets of the inflatable type shouldbe issued and worn in the pouch. Kapoklife jackets should be readily available ator near the repair locker for those repairparties not issued inflatable life jackets.Personnel assigned oxygen breathing ap-paratus (OBA) duty may omit wearing alife jacket while wearing the OBA.

Issue protective headgear (battle helmetwith liner) to repair parties.

Protective masks, preadjusted for immediateuse, in the carrying case. Personnel assignedOBA duty may omit carrying a protectivemask while wearing the OBA.

Setting Material Condition Zebra

Material condition Zebra is used for maximumprotection in battle. During general quarters,personnel in manned spaces are responsible forsetting condition Zebra in those spaces, includingall accesses to those spaces. Repair parties areresponsible for all other Zebra fittings. DCCcoordinates the setting of condition Zebra forX-ray and yoke fittings that previously werelogged open in the damage control closure log.Condition Zebra is first set on the fire main,drainage, freshwater, and ventilation systems.Access fittings should be closed starting with thelower decks and proceeding to those on higherdecks. Condition Zebra is not fully set until allX-ray and yoke fittings are checked out.

Each unit leader will report “manned andready” to the repair locker officer when sufficientpersonnel are in the area to carry out their duties.It is not necessary to have all personnel presentto report manned and ready. When condition

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Zebra has been set in assigned areas, each unitwill report “Zebra set” to the repair locker leader.Each repair locker officer will compile “mannedand ready” and Zebra reports and report attain-ment status to damage control central. In anactual casualty immediate damage control actionmay be necessary. In this case unit leaders shouldreport manned and ready as soon as possible.

REPAIR PARTY ORGANIZATIONFOR FIRE FIGHTING

Repair parties provide the only personnelimmediately available to fight fires during action.Therefore, deciding upon a plan of action forrepair parties, before action, is essential.

All repair parties must be thoroughlyindoctrinated and properly trained to carryout such plans of action. Valuable time wouldbe lost if the method of fire fighting wasnot decided until the fire was actually underway.No matter how well your people are trainedin the use of equipment, if they are not trainedto act as a team following definite plans,confusion will result. This confusion may beshort lived, but it will interfere with fire-fightingefforts.

Divide large repair parties into fire-fightinggroups. Where possible, organize at least twogroups or teams from each repair party. Trainthese groups so any member can quickly under-take any of the detailed duties as circumstanceswarrant. Each team member should know thecorrect starting position in the event of a fire,flooding, or a major casualty as assigned by thewatch, quarter, and station (WQS) bill. Maximumuse of PQS will assist in training your teams tobe competent, flexible repair parties. Table 7-1shows the minimum acceptable duty damagecontrol party assignments for fire and collision/flooding duties.

BATTLE DRESSING STATIONS

Most ships have a minimum of two battledressing stations equipped for emergency handlingof battle casualties. These stations should bewell separated from each other and accessible tostretcher bearers from repair parties in the vicinity.These stations will be manned with medicaldepartment personnel. The medical departmentshould also provide first-aid boxes for personnelin battle stations.

Table 7-1.—Minimum Acceptable Duty Damage ControlParty

ON-SCENE LEADER

The on-scene leader takes charge of the repairof damage at the immediate scene and is directlyin charge of the fire-fighting party. The firstduty of the on-scene leader is to get to the fireor damage quickly to investigate and evaluate thesituation. When the nature of the fire or damagehas been determined, the on-scene leader informsthe repair party leader, who informs DCC. Theon-scene leader is responsible for directing effortsto control the fire or damage at the scene. Laterdevelopments may require the use of different oradditional equipment, but the on-scene leadermust decide what equipment to use first. Theon-scene leader must ensure that personnelobserve all safety precautions and standardprocedures in the performance of all phases ofdamage control. The on-scene leader is theassistant repair party leader and is in charge ofthe repair locker in the absence of the repairparty leader. To be an on-scene leader, you shouldbe qualified in investigation, fire fighting, anddamage control repair.

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Table 7-2.—At-Sea Fire Party

AT-SEA FIRE PARTY

Commanding officers may organize an at- seafire party either as a standing organization or aspart of a special detail. As an on-scene leader youmay be placed in charge of the at-sea fire party.The at-sea fire party may be formed intact as arepair party or unit or may be composed ofmembers of the various repair parties. A standingat-sea fire party will respond to all fires occurringat sea except when the ship is already at generalquarters. If the at-sea fire party is at the scene ofa fire when general quarters is sounded, it willremain at the scene until relieved. The purposeof the at-sea fire party is to

respond immediately to fire alarms whenrepair parties are not manned,

extinguish small fires effectively withoutdisrupting other ships’ operations, and

control fire until ongoing sensitive criticalevolutions can be terminated and generalquarters stations can be manned andready.

At-sea fire parties will normally consist of thepersonnel shown in table 7-2. Variations areauthorized if required by the needs of a particularship. The DCA is responsible for the organizationand training of the at-sea fire party.

When the fire alarm is sounded, the at-sea fireparty will proceed from the closest repair lockerto the scene of the fire. Scene leaders will weara steel helmet painted red and marked front andback with l-inch black lettering identifying the

repair party (II, III, etc.). The lower circum-ference of the helmet will have three 1-inchhorizontal stripes of reflective tape in white,red, white. No other member of a repair, damagecontrol, or rescue and assistance party will weara similarly marked helmet or one that could bemistaken for a scene leader.

INVESTIGATING DAMAGE

As an on-scene leader you should be qualifiedas an investigator. Four principles of investiga-tion should be considered in your investigationof damage:

1. An investigation must be thorough.2. It must be conducted with caution.3. Results must be reported clearly and

quickly.4. Investigations must be repeated.

Ships have been lost and others have sufferedunnecessary damage because investigating person-nel have neglected one or more of these fourprinciples.

Investigation Teams

Each repair locker and unit has at least fourinvestigators, with OBA tenders organized intotwo-man teams and assigned specific areas forinvestigation. If an area has extensive damage,form additional teams. Equip each investigatorwith an OBA. An investigator’s kit containing asounding tape and deck drain wrench is providedby the OBA tender. If an investigator must entera space alone, the OBA tender must man atendering line secured to the D ring on the backof the investigator’s OBA.

Initial/Rapid Survey

Initial indications should be recognized andevaluated quickly to give DCC an accurateestimate of the extent of damage. Investigatesymptoms of dangerous conditions, such as aminor loss of power, a wisp of smoke, droppingpressure, or excessive warmth of a bulkhead, andtake prompt corrective action. You should alsoprovide details on casualties that interfere withrepairing or limiting damage, such as absence oflight or ventilation and the presence of smoke,flammable liquids, wreckage, or loose stores.

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Repeat/Detailed Investigation

Although a compartment has been inspectedand is free of fire and flooding, you should notassume it is secure; it must be reinspected. A firecan break out from undetected damage to anelectrical circuit or from a hot splinter buried incombustible materials. Flooding may be causedby open or partly open valves, especially ifintervening watertight boundaries fail. The initial/rapid investigation is a preliminary inspection. Adetailed investigation is made as soon as possibleand in greater detail. This investigation should bethorough; otherwise, the extent of secondary orminor damage could go undetected. Sound allcompartments, tanks, and voids adjacent to theoriginal point of damage to determine penetrationand flooding. Make detailed investigations ofevery compartment after every hit, particularlyany compartment which lies within 50 feet of thepoint of impact. (Fifty feet is the nominal distancefrom the point of impact that damage shouldspread if the underwater protective system isinitially intact.) If any compartment on theperimeter of this 50-foot arc shows the presenceof water, extend the investigation beyond theoriginally estimated levels until an intact water-tight boundary is determined.

Investigation for Flooding

As a general rule, complete flooding of acompartment or flooding to sea level indicates thata compartment is open to the sea. Flooding to alesser height may indicate that the puncture isrelatively small or that progressive flooding isoccurring. Although progressive flooding can beverified by subsequent soundings, the general ruledoes not always hold true. In more than one case,an unisolated saltwater line leading through asecured compartment has been ruptured and hascaused the space to become completely floodedwithout direct access to the sea. Such a conditionis even more dangerous than a penetration of thehull because, in time, the pressure within thecompartment could reach 100 pounds or more andcause previously undamaged bulkheads tocollapse.

Investigation for Structural Damage

Investigation for structural damage shouldcover a considerable area surrounding theimmediate scene of damage not only on the samelevel as the principal casualty but also one

level above and below it. You should look forsuch items as splinter holes, ruptured pipelines,warped or fractured frames or stanchions, cracks,open seams, leaky stuffing tubes, bent shafts,improperly closed fittings, and severed electricalcables. You should note and quickly report anydamaged bulkheads that require shoring. Circuitbreakers and electrical measuring instrumentsmounted on switchboards may give informationon structural damage. When a circuit breaker tripsin battle, it may be an indication of physical shockor of an overload caused by damaged cables orequipment. Hot bearings on motors and hotelectrical cables may also be indications ofstructural damage. Identify and report the circuitsor equipment quickly.

Investigation for Fires

An investigation for fires should not onlydetect fires but imminent causes of fires. Youshould look for items such as smoke; warmbulkheads, hatches, or decks; peeling paint andtile; arcing wires; hot/jammed watertight doorsand hatches; and loss of lighting. These symptomsnormally indicate that a fire is present. Inaddition you should inspect for spilled or rupturedfuel or flammable liquid tanks and containers;wreckage; loose stores; and broken or damagedelectrical controllers, power panels, and switches.These items are potential causes for secondaryfires.

Reporting Information

You should use message blanks to report yourfindings to the repair party leader. Then the repairparty leader will correlate and evaluate theinformation and pass it to the parent repairparty and DCC. Local leaders should evaluate theinformation and take immediate steps to isolatedamaged systems, to attack casualties in the mostlogical manner, and to provide the correct equip-ment to meet the emergency. DCC will passessential information to the commanding officerconcerning casualties, their extent, their effectson the ship’s remaining buoyancy and stability,and their probable effects.

After a casualty occurs, the repair party mayappear to spend the first hour investigatingdamage and too little time localizing the damageor effecting repairs. This is not true; much of thedamage is obvious within a few minutes. With awell-indoctrinated damage control organization,only a small number of people are required to

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24.99Figure 7-4.—Flight deck fire, USS Enterprise (CVN-65).

devote their entire time to investigative work. Theremaining people in the repair party are able tostart remedial action immediately.

Benefits of Investigation

The first two steps in handling a casualty areto put out fires and control flooding. However,without adequate investigation, no one knowswhat types and quantities of material must beprovided at the scene, which electric circuits orpipelines must be isolated, and which partiallyflooded compartments can be made watertight andpumped dry. For example, as the result of a properinvestigation, a repair locker or unit could stopprogressive flooding in six compartmentscontaining holes that could be plugged in

several minutes. Without an investigation, theunit might waste the same amount of timeattempting an impossible repair on one leak.

FIRE FIGHTING

Whether a battle casualty is caused by a bomb,torpedo, or projectile hit, fire is a common result(fig. 7-4). Unless the fire is quickly extinguished,more serious damage than that caused by theinitial explosion may develop. The process of fire isa three-component chemical reaction requiringfuel, heat, and oxygen. You control and extinguishfires by eliminating one of these components. Firesare classified by type of fuel, as shown in table 7-3.Methods of extinguishing a fire are shown in table7-4.

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Table 7-3.—Classification of Fires

Class A—Fires in ordinary combustible materials such as mattresses, dunnage, wood, canvas, and paper.

Class B—Fires in substances such as gasoline, fuel oil, lubricating oil, diesel oil, and paints.

Class C—Fires in electrical equipment.

Class D—Fires in metals such as magnesium, potassium, sodium, titanium, zirconium, powdered aluminum, zinc, and others which require careful fire attack with special methods and extinguishing agents.

Table 7-4.—Fire-fighting Methods.

USEFUL EXTINGUISHINGCOMBUSTIBLE INVOLVED TYPE FIRE AGENTS

Woodwork, bedding, clothing, combustible A 1. Fixed water sprinkling stores 2. High-velocity fog

3. Solid water stream4. Foam/AFFF5. Dry Chemical6. CO2 Extinguisher

Explosive A 1. Magazine sprinklingPropellants 2. Solid water stream or high-velocity fog

3. Foam/AFFF

Paint, spirits B 1. CO2 (Fixed System)Flammable liquid stores 2. Foam/AFFF

3. Installed sprinklers4. High-velocity fog5. P-K-P Dry Chemical6. CO2 Portable

Gasoline B 1. Foam/AFFF, handline or sprinkler systems2. CO2 (Fixed System)3. Water sprinkling system4. P-K-P Dry Chemical

Fuel oil, JP-5 B 1. Foam/AFFF, handline or sprinkler systems2. P-K-P Dry Chemical3. Water sprinkling system4. High-velocity fog5. CO2 (Fixed System)

Electrical and radio C 1. (De-energize affected circuits)2. Portable CO2 or CO2 hose reel system3. High-velocity fog4. Fog—Foam or Dry Chemical (if CO2 not available)

Magnesium Alloys D 1. Jettison into the sea2. High-velocity fog—cool3. Dry Sand—Talc—Smother

Grenades, Napalm D 1. Dry sodium Chloride2. Stow in kerosene or similar Hydrocarbon

The above extinguishing agents are listed in the order of their preferred use for each fire substance. They act in the followingmanner: (1) Solid Water Stream—wetting, penetrating, and cooling (2) Water Fog—wetting, cooling, and shielding (3) Foam—permanent smothering (4) CO2—temporary smothering (5) P-K-P Dry Chemical—temporary smothering.

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Initial Fire-Fighting Operations

In fire-fighting operations, you must firstdetermine the location and type of fire and thendetermine the method of extinguishing the fire,as shown in table 7-4. For complicated orsimultaneous fires, fog will serve in nearly everysituation. In case of a class C fire, first de-energizeall circuits where possible. Next, establish fireboundaries by cIosing all doors, hatches, man-holes, ventilation ducts, and other vents in thearea as practical and de-energize power asnecessary.

CO2 Safety Precautions

You must be aware that the very qualities thatmake carbon dioxide (CO2) a valuable ex-tinguishing agent also make it dangerous to life.When CO2 replaces oxygen in the air wherecombustion cannot be sustained, there is norespiration. Prolonged exposure to carbon dioxidecauses suffocation, very much as immersion inwater does when a person drowns. CO2 cannotbe seen or smelled. It gives no evidence of itspresence that can be recognized by the senses.Since CO2 is heavier than air, it remains close tothe surface of the space in a deep or shallow pool,depending on the amount of area covered and theamount of CO2 used. When a portable carbondioxide extinguisher is used, there is practicallyno breathing danger in the average compartmentbecause its 135 cubic feet of CO2 lies in a shallowpool well below the usual breathing level.

When entering a compartment that containscarbon dioxide (or any other harmful gas) in adangerous concentration, you must wear an OBA.

Except in an emergency, you should not opena CO2 flooded compartment for at least 15minutes after it has been flooded. This delay isa precautionary measure to give all the burningsubstances time to cool down below their ignitiontemperature; this prevents reignition upon contactwith air.

Warn anyone who uses a carbon dioxide ex-tinguisher that the “snow” will blister the skinand cause painful burns if it is allowed to remainon the skin.

Discharge of CO2 leads to a buildup of a staticelectrical charge. You should keep the cylinder incontact (grounded) with the metal structure of theship when discharging CO2.

Halon 1301 Hazards

The mechanism by which Halon 1301 ex-tinguishes a fire is not thoroughly understood. Thephenomenon appears to be a physical/chemicalaction that inhibits combustion. Halon 1301 hasthe ability to extinguish both the flammableliquid spill and spray types of fire. Halon 1301decomposes upon contact with flames or hotsurfaces above 900°F (482°C). While this decom-position allows the Halon 1301 to functioneffectively, it also results in the formationof several decomposition products, primarilyhydrogen fluoride and hydrogen bromide.

Fuel decomposition products, carbon monoxide,oxygen depletion, heat, and smoke create person-nel hazards. Personnel should not remain in aspace where Halon 1301 has been released toextinguish a fire unless OBAs are worn. Althoughpersonnel can be exposed to concentrations of 5to 7 percent of Halon 1301 for up to 10 minuteswithout danger to health, spaces should still beevacuated upon accidental discharge.

If Halon 1301 is discharged where no fireexists, several hazards may arise. For example,noise from the discharge can be startling;turbulence may be sufficient to move light objects;direct contact with the vaporizing liquid may havea strong chilling effect and can cause frostbite andburns to the skin; and obscured vision may resultbecause of condensation of water vapor in the air.If you are in a space where Halon 1301 is dis-charged and vision is obscured, do not moveabout until vision improves. Moving blindly couldresult in injuries.

Preventing Spreading of Fires

In fighting a fire, you should secure anybreaches in bulkheads adjacent to the fire. Also,be sure to cool adjacent bulkheads. Remove anycombustibles from nearby compartments orrender the compartments safe by one or more ofthe following methods:

Cool or smother compartments with fog.

Fill compartments with CO2.

Flood compartments as practical.

Postfire Action

Start postfire action while fire fighting is stillin progress. As the on-scene leader you should

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have all necessary postfire equipment at the sceneby the time the fire is out. This equipment shouldinclude axes, rakes, cutting torches, an oxygenanalyzer, an explosimeter. You should

• set the reflash watch with a chargedhose manned and ready to extinguish anyflare-up of the fire;

• test the compartment for explosive gasesand oxygen content, in that order;

• overhaul the fire, breaking up any areaswhere danger of smoldering embers exists;

• retest the compartment for explosive gases;and then

• desmoke and retest again.

FLOODING CONTROL

One of the most important damage controlmeasures is to control flooding. Drainage by fixedsystems or portable pumps is ineffective inhandling flooding caused by damage until the rateof flooding has been controlled. The entirepumping capacity of the drainage systems issufficient to care for flooding only when the leaksare small. A hole in the hull, with an area ofonly 1 square foot, 15 feet below the surface, willadmit water at 13,900 gallons per minute (gpm).The total pumping capacity of the fixed drainagesystems in a large combatant ship, for example,is only 12,200 gpm.

All pumping facilities cannot be used on anysingle flooded compartment. Therefore, it isessential that you isolate compartments floodedby underwater damage by watertight subdivisionsbefore dewatering efforts can be successful.

Basically, two methods can be used in thecontrol of flooding: (1) restrict or entirely stopthe flow of water entering the hull and (2) confineand remove water that has entered or is stillentering the ship.

Preparatory Measures to ResistFlooding Before Damage

It has been wisely said that 90 percent of thework of damage control—the important part-is accomplished before damage and only about10 percent after the ship has been hit. Mostpreparatory work consists of measures taken totoughen the ship to resist flooding.

An important first step is for all personnelconcerned with damage control to learn whatfeatures have been designed into their ship toenable it to resist flooding. The most significantof these features is the extent and type of vesselsubdivision. The subdivision of the vessel willdetermine the extent and type of flooding that canoccur and the type of corrective measures neededafter damage. The DCA, repair party officers,and repair party leaders should also know theextent to which bulkheads adjacent to damage canbe submerged before uncontrolled flooding arises.

To combat flooding successfully, you needspeed and accuracy. To be effective in applyingcorrective measures, damage control personnelshould be familiar with the equipment providedto control list and trim and to improve stability.

All hands should learn the general effects ofa torpedo hit or other underwater damage to theirship. Since a single hit may wipe out entire repairparties or possibly carry away the damage controlcentral station, ships may have to depend on otherthan repair parties to confine the flooding, tofight fire, and so forth. More important, vesselshave been lost because personnel escaping fromdamaged areas left doors and hatches open behindthem, thus permitting rapid spread of loose water.All hands should be trained to confine floodingby securing doors and hatches, lest stabilityefforts be too little or too late.

Certain material preparations are vital intoughening the ship to resist flooding. Theyinclude

• maintaining watertight integrity of theship’s subdivision,

• properly classifying closures and fittings,

• properly setting material conditions ofclosure, and

• providing adequate and well-distributedoperable damage control equipment.

Types of Flooding

There are two major types of flooding: solidand partial.

SOLID. — If your ship has received severeunderwater damage, compartments will be badlyruptured and completely flooded. Little ornothing can be done to correct this damage.Isolate the compartments to permit concentration

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on compartments that can be repaired to preventprogressive flooding. Solid flooding refers to acompartment that is completely filled from deckto overhead. To be able to flood solidly, acompartment must be vented. Venting can takeplace through an air escape, an open scuttle ora ventilation fitting, or fragment holes in theoverhead. Solid flooding has no other effect thanto add weight at the center of gravity of the ship.

PARTIAL. —Compartments that are onlypartially flooded because their outboard bulk-heads contain small holes, cracks, loose rivets,broken seams, or splinter holes allow progressiveflooding to take place. If nothing is done aboutthese holes, the ship will take on more and morewater. The ship will lose buoyancy and list or trimstability. Partial flooding refers to a condition inwhich an intact compartment is not completelyflooded. An “intact compartment” means thatthe deck on which the water rests and thebulkheads that surround it remain watertight. Ifthe boundaries remain intact, water will neitherrun into nor out of the flooded compartment asthe ship rolls. The final result of partial floodingis usually a decided loss in overall stability.

Establishing Flooding Boundaries

Flooding boundaries are the bulkheads anddecks restricting the partially flooded area fromthe flooding boundary. If partially floodedcompartments become completely flooded, theflooding boundaries may not hold. There may behidden cracks or leaky stuffing tubes or thebulkheads may not be able to withstand thepressure put on them. In other words, just becausea flooding boundary seems safe one minute is nosign that it will be safe the next. Therefore, repairparty personnel should keep on reinspecting andshould make sure the boundary holds (even so faras to add shoring if bulkhead or overhead strengthis in question).

Holding What You Have

Many ships have been sunk during battleaction, but very few of them have gone down asa direct result of initial damage. Most of themhave gone down hours later as a result of pro-gressive flooding, fire, collapsing bulkheads,increased free surface, and human errors. Hadflooding and fire boundaries been establishedwhen and where it was possible to do so and thedamage confined to its original area, even thoughthe area was large, many of those ships would stillbe afloat and fit to fight. The moral is HOLD

WHAT YOU HAVE; DO EVERYTHING POSSI-BLE TO PREVENT PROGRESSIVE FLOODINGAND BURNING. It is natural to attack theobvious damage while completely ignoring hiddendamage that may sink the ship. Hours are oftenwasted trying to patch large or multiple holes incompartments that are already flooded. Smallerholes through interior bulkheads (holes which arecausing progressive flooding) are overlooked. Inmany cases, plugging those interior holes firstwould be far better in order to HOLD WHATYOU HAVE.

Holes in Underwater Hull

Large holes in the underwater hull, such asthose caused by torpedoes, contact mines, or near-miss bombs, cannot be repaired by a ship inbattle. A dry dock is required for such repairs.Large sections of hull plating are destroyed,flooding is complete and extensive, and theamount of wreckage is tremendous.

As you investigate the damage, you may cometo a bulkhead that has only small holes in it, suchas cracked plates or seams, warped hatches, leakystuffing tubes, or holes made by blast or byflying debris. Such leaks should be treated as smallholes in the underwater hull. By plugging thoseholes, you can localize flooding and preservebuoyancy. If you remove the water from thecompartments you made watertight, you canbegin to minimize the damage. For example,plugging leaks in bulkheads of a boiler room andclearing the space of water would help minimizedamage. Small holes in the underwater hull oftenresult from near-miss bombs or from violentexplosions in some other part of the ship. For ex-ample, a torpedo explosion forward may damageshell plating on the quarters and cause cracks.Cracks may also result from stresses produced bysteaming at high speeds in heavy seas.

Two factors that make repairing underwaterholes rather difficult are water pressure andaccessibility.

Rate of Flooding

It makes no difference whether the hole ismade by a shell, a torpedo, a bomb splinter, adefective gasket, or an unpacked stuffing tube;if one side of the hole is submerged, water willflow through it. The amount of water that comesinto a ship through the hole or flows from onecompartment to the next varies directly with thearea of the hole and the square root of its depth.Table 7-5 is a chart for determining the flow ofwater through holes in gallons per minute.

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Table 7-5.—Chart for Determining Flow of Water Through Holes in Gallons Per Minute

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You can control flooding by jettisoning equip-ment, using submersible pumps, and forming abucket brigade (if other methods fail).

Methods Used to Control Flooding

Several readily available methods that do notcall for elaborate tools or training can be used toplug or patch holes to control flooding. Theserepairs are temporary and will not be watertight.If the inflow of water can be reduced by as littleas 50 percent, flooding may be controllable withportable pumps.

The simplest method of repairing a fairly smallhole is to insert some kind of plug. Each repairlocker has a large assortment of conical, square-ended, and wedge-shaped wooden plugs. Neverpaint these plugs because unpainted wood absorbswater and grips better than painted wood. Ifpossible, wrap plugs with lightweight cloth to helpthem grip better. Roll up pillows and mattressesand shove them into holes but this action shouldbe backed up with some type of patch or shoring.Plate patches are commonly used types of patches.They are made from tables; doors; deck plates;or any relatively strong, flat material. Ordinarygalvanized buckets can be used in a variety ofways to stop leaks; for example, you can pushthem into a hole to form a metal plug and heldin place by shores.

We have mentioned just a few of the thingsyou can use to control flooding. When all thumbrules and experience have been exhausted, yourtask is to use your own ingenuity to findsomething that works.

Holes in Hull Above the Waterline

Holes in the hull at or just above the waterlinemay not appear to be very dangerous, but theyare. They destroy reserve buoyancy; and if yourship rolls in a heavy sea or loses buoyancy, thoseholes become submerged and admit water at avery dangerous level—above the center of gravity.That reduces stability; and because the wateralmost invariably presents a large, free surface (itshifts with ship movement), it becomes doublydangerous. Therefore, plug those holes at once.Give high priority to holes near the waterline.Above-water holes present another hazard: theypermit light to leak out at night. This light maydisclose your position to the enemy.

Sources of Damage Control Information

Much information of utmost importance tothe effective operation of a damage controlorganization exists in other publications and is,of necessity, omitted from this chapter. Thesepublications are of particular interest to those incharge of the damage control efforts and areavailable for study on board each ship. Inaddition to studying the publications listed intable 7-6, key members of the damage controlorganization should attend damage control schools.These schools teach both theoretical and practicalaspects of damage control problems. The DCAshould maintain a damage control library con-taining, as a minimum, the publications listed intable 7-6. It should be available to all divisions.

DAMAGE CONTROLCOMMUNICATIONS

Communications are a vital part of thedamage control system. Without proper com-munications between the various repair partiesand DCC, the entire damage control system couldbreak down and cause the loss of the ship. As ascene leader, you are responsible for ensuring thatpersonnel are able to follow correct proceduresfor using damage control circuits. Phone talkersmust be knowledgeable about the stations withwhich they communicate. Inexperienced person-nel should not use the phones. Repair party phonetalkers and messengers should complete theapplicable section of Repair Party PQS for phonetalkers.

The normal means of communications aboardship are as follows:

Battle telephone circuits (sound powered)

Interstation two-way systems (intercoms)

Ship’s loud speaker system (general an-nouncing)

Ship’s service telephones

Voice tubes (where installed)

Messengers

Sound-powered telephones are the primarymeans of communications during battle or whilecombating damage. The 2JZ circuit is the main

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Table 7-6.—Sources of Damage Control Information

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damage control circuit and is common to thedamage control station and all repair parties. Itconnects DCC with repair parties II, III, and V.The 3, 4, 5, 6, and even 7JZ circuits are individualrepair party circuits connecting each repair partystation with its auxiliary station and patrol area.

The following are some of the other typicalsound-powered circuits:

JA (Captain’s battle circuit) Connectsconn, pilot house, interior communica-tions (IC) room, combat informationcenter (CIC), and damage control central(DCC)

JV (Maneuvering circuit) Connects pilothouse, bridge wings, main engine control,forecastle, fantail, steering gear room, ICroom, and DCC

2JV (Engineer’s circuit) Connects allmachinery spaces, engineer log room, ICroom, emergency diesel generator space,main distribution switchboards, smokewatch, fueling station, and DCC

X-40J (Casualty communication circuit)Provides a means of rigging communica-tion lines between vital stations during anemergency condition

The 4MC circuit is the damage control intercomsystem. It provides two-way communicationsbetween DCC and the repair stations. It alsoprovides communications from repair lockers totheir respective unit patrol areas by means ofremote units powered through the call switcheson the repair lockers’ intercom unit.

Ship’s service telephones are available for usewhere they are installed near repair stations. Donot place too much reliance on them, as they maygo out of commission early in the action.

The ship’s general announcing system is ameans of communications, but so many stationsare affected that it should only be used when allother methods fail.

When all other means of communicationshave failed, you can use messengers. Trainmessengers to relay oral orders informationwithout error, even though written messages aremore reliable. See Military Requirements for PettyOfficer Third Class, NAVEDTRA 12044, for adiscussion on messengers.

For more in-depth information on sound-powered telephone procedures and the correct

terminology, refer to Naval Ships’ TechnicalManual, chapter 470; Basic Military Require-ments, NAVEDTRA 12043, chapter 21; andSound-Powered Phone Talkers Manual, NAV-PERS 14005-A.

PERSONNEL CASUALTY CONTROL

First aid is the emergency treatment of the sickor injured before regular medical or surgicalattention can be obtained. In this section we willonly give you basic rules. For more detailedinformation on treatment, refer to Basic MilitaryRequirements, NAVEDTRA 12043. First aid doesnot take the place of proper medical attention.It only provides assistance to the injured untilproper medical care can be obtained. The purposeof first aid is to

1. save life,2. prevent further injury, and3. preserve resistance and vitality.

When providing first aid to injured person-nel, be sure to follow these rules:

1. Keep the patient lying down, head level,until the injuries have been determined.

2. Examine the patient for cessation ofbreathing, hemorrhage, and evidence of shock.These conditions take precedence in this orderover everything else and demand immediatetreatment.

3. Remove clothing to determine the extentof the injury. Rip or cut the clothing along theseams, Removing clothing in the normal mannermay compound the injury, especially in fractures.Do not remove too much clothing; exposure tocold may bring on the condition of shock.

4. Remain calm. Act quickly but efficiently.Determine which of the patient’s injuries needsattention first, and then determine the proposedcourse of action.

5. Keep the patient comfortable. This can bedone while the patient’s injuries are being treated.A blanket may do the patient as much good asthe dressing applied to his wounds. Keep theinjured person warm enough to maintain normalbody temperature.

6. Do not allow the patient to see the injury.Assure the patient that the injuries are understoodand that good care will be given. Such things areimportant in keeping a patient calm and preventingshock.

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7. Keep open wounds and burns as clean aspossible. Avoid touching open wounds and burnswith your hands or unsterile objects unless nosterile dressings are available.

8. Do not try to give liquids to an un-conscious person.

9. Never give morphine to an unconsciousperson.

10. Do not move a patient until the extent ofthe injuries has been determined.

NUCLEAR WEAPONSACCIDENT/INCIDENT

Nuclear weapons systems have built-in safetyfeatures and are governed by safety rules duringall operational phases. As a senior petty officer,you must recognize, however, that hazards doexist. You must know what to do in the event ofa nuclear weapon accident/incident.

In the United States, nuclear weapons maybetransported by aircraft, trucks, trains, or navalships. In each case, weapons and components areinstalled in special containers that are securelyfastened to the transport vehicle by carefullydesigned tie-downs and mountings. Becauseprincipal methods and procedures related tonuclear weapons accident/incidents are classified,only basic information will be covered here.More detailed information can be found in theRepair Party Manual (COMNAVSURFLANTINST3541.lC/COMNAVSURFPACINST 3541.4B).

Even though nuclear weapons are designed toprevent a nuclear yield in the event of accidentaldetonation, a possible hazard is still associatedwith conventional weapons and material. The twocomponents of a nuclear weapon that constitutethe most probable hazard in the case of anaccident are high explosives and plutonium.

HIGH EXPLOSIVES

Most nuclear weapons contain high explosivesin varying amounts of up to 200 pounds. Thesehigh explosives present a major hazard. Treataccidents or fires involving nuclear weaponsthe same as those involving conventional highexplosives. If a nuclear weapon is involvedin a fire, the high explosives could detonate.Detonation may be very small or of considerablemagnitude. If a nuclear weapon accident occurs,only personnel trained in high-explosive disposalshould attempt to clean up, recover, or disposeof the high explosives.

PLUTONIUM

Plutonium may become dispersed as smallparticles as the result of impact, detonation of thehigh explosives, or by smoke if a fire occurs.Plutonium is a hazard only if it enters the body.When small particles of plutonium are suspendedin the air, the particles can be inhaled into thelungs or swallowed. Plutonium particles may alsoenter the body through cuts in the skin.

RESPONSE TO A NUCLEARWEAPON ACCIDENT/INCIDENT

Execute a shipboard nuclear accident/incidentin the same manner as any shipboard generalemergency. In port, if less than the entire crewis aboard and if the situation warrants, soundgeneral quarters. Sound general quarters at seaand the appropriate repair locker/damage controlteam takes charge. If you are the first person onthe scene, pass the alarm; then rig any availablefire hose and start cooling the warhead with highvelocity water fog. Do not use foam on warheads,as it acts as an insulator and causes heatretention rather than cooling.

If you are caught in the area of a fire or anexplosion, obtain some type of respiratoryprotection, even if it is a handkerchief placed overthe nose and mouth. An explosion may result inscattered, burned, or melted explosives in thearea. High explosives in this form are especiallysusceptible to shock or movement. They may berecognized by their tan or buff color in theiroriginal form, a pink color when fused, or a whitepowdery appearance when burned. Remember,stay away from high explosives.

CBR DEFENSE

CBR defense is defined as all damage controland personnel protective measures used to combat/minimize the effects of chemical, biological, orradiological attack. CBR defense measures maybe invoked to counter a direct enemy attack orto counter the effects of the use of CBR weaponsby friendly forces in defending themselves.

In studying CBR defense, remember that newapproaches are constantly being tested—newweapons are being developed and new protectiveand defense measures are being established.Keeping up to date with new developments istherefore particularly important in the field ofCBR defense.

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RADIOLOGICAL DEFENSE

The detonation of a nuclear weapon createsa nuclear warfare environment. A nuclear weaponburst produces characteristic effects that damageboth ship and equipment, injure personnel, andadversely affect the performance of electronic,electrical, and communications equipment. Nuclearand thermal radiation are hazards of a nuclearwarfare environment that are added to thoseordinarily met in conventional warfare. The airblast and underwater shock effects of a nuclearweapon burst pose defensive problems of a greatermagnitude than those posed in an encounter usinghigh explosives. The air blast and released heatenergy of high-explosive detonation cause localizeddamage; in a nuclear weapons detonation, theseeffects may envelop the entire ship.

NUCLEAR WEAPONS HAZARDS

Nuclear radiation is a hazard to personnel atdistances well beyond the range of lethal damagefrom other effects. A ship’s continued perform-ance depends upon the effectiveness of nuclearwarfare defense actions that are undertakenduring and after a nuclear weapons burst.Personnel injuries may result from the nuclearweapons effects of air blast, underwater shock,thermal radiation, and nuclear radiation.

DAMAGE-SURVIVAL ZONE

The damaging effects of a nuclear weaponsattack generally decrease in severity as distancefrom the burst increases. As shown in figure 7-5,a kill zone surrounds surface zero; ships in thekill zone will be sunk, immobilized, or severelydamaged. Outside of this zone is a much largerdamage-survival zone in which ships will receivesevere topside damage, operational damage,moderate damage, or light damage. The size ofeach of these zones depends primarily on weaponsyield. The damage-survival zone is not only muchlarger than the kill zone, it is also much moreimportant from the standpoint of modern navalformations. This is because most of the damagedships in a modern naval formation probably willbe located within the damage-survival zone.

NON-NUCLEAR EFFECTS

A brief discussion of damage by non-nucleareffects is given below. Table 7-7 summarizes the

Figure 7-5.—Damage-survival zone.

possible types of damage that can result from airblast, underwater shock, or water waves.

Damage by Air Blast

An air blast is the name given to the pressurepulse created in the air by explosion. Air blastfrom a nuclear detonation can cause generaldamage up to 10 miles from the burst. The timerequired for the damaging effects to reach a shipmay range from seconds to about 1 minute. Air-blast damage primarily will be inflicted on thesuperstructure and the hull above the waterline.Surfaces that are nearly parallel to the air blastwill be damaged less than those that are nearlyperpendicular to it.

Damage by Underwater Shock

Underwater shock is the name given to thepressure pulse created in water as a result of anexplosion on or below the water surface. Shockfrom a nuclear burst is similar to that resultingfrom a depth charge. It can inflict severe damage

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Table 7-7.—Possible Damage from Air Blast, Underwater Shock, or Water Waves

to ships at a distance of several miles. Underwater of ship damage. Flooding may occur throughshock travels much faster than an air blast; it canarrive in from less than 1 second up to 10 seconds.Hull damage will occur in the form of dishedand ruptured plating and damaged supportingstructures. Light equipment may be tossed about,causing damage to other equipment and injury topersonnel. Engineering piping systems, shafting,and boiler brickwork are especially sensitive tounderwater shock.

Damage by Water Waves

Water waves from a surface or underwaterburst of a nuclear weapon maybe over a hundredfeet in height. In deep water, waves may be acontributing source of damage at ranges of over1 mile from a nominal nuclear weapon andpossibly over 10 miles from a megaton-weaponburst. Arrival time of the waves is from one-half minute to several minutes, depending onthe distance from the burst. Only in isolatedinstances will water waves be the primary source

weather doors-that have been damaged by an airblast.

PROTECTION AGAINST AIR BLAST,HEAT, AND UNDERWATER SHOCK

An air blast produces injuries among topsidepersonnel primarily by bodily displacement(picking them up and throwing them about) andamong below-deck personnel by displacement ofpersonnel and loose gear. The severity of injuriescan be reduced if personnel hold on to solid shipstructures and loose gear is secured.

Heat (also called thermal radiation) producesinjuries (skin burns and eye damage) amongtopside personnel and can ignite clothing or othercombustibles. The severity of potential thermalinjury may be reduced if personnel quickly coverexposed skin surfaces while dropping out of sightof the fireball or curling up on the deck topresent a minimum target to the fireball.

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Table 7-8.—Recommended Personnel Action Against

Table 7-8 summarizes actions personnelshould take to reduce injuries from air, surface,and underwater detonations for “warning” and“no warning” attack situations.

The maneuvers to reduce the vulnerability oftopside personnel to both thermal radiation andair blast effects of air and surface bursts areexplained in the following paragraphs.

Personnel in Open Topside Areas

When you see the flash or see the sky light up,close your eyes and immediately raise your handsto cover your face. Personnel hands-to-faceevasion is practical only for topside personnel whoare alerted by the flash. The hands-to-faceevasion is designed to provide protection againstair blast and thermal radiation.

Meanwhile, drop to the deck as rapidly aspossible. Do not use your hands to break yourfall; use your shoulder. Keep your hands overyour face, and curl up to present a minimumtarget. You may feel the heat from the detonation.Two to five seconds after the flash (depending onthe weapon yield) or after the heat sensation isover, remove your hands from your face. Thenimmediately grab hold of a solid ship structurefirmly to prevent the air blast winds from blowingyou overboard or against the ship’s structure. Youmay suffer flash blindness for up to 30 minutes.

Personnel in Congested Topside Areas

You may be in a position in which you cannotquickly drop to the deck (as those on a gun

mount). In such a case, when you see the flashor see the sky light up, close your eyes andimmediately raise your hands to cover your faceas rapidly as possible, while crouching andbending your head down. You may feel the heatfrom the weapon. At this point, grab hold of asolid ship structure to keep from being blownoverboard or against the ship’s structure by theair-blast winds.

Underwater shock produces injuries amongtopside and below-deck personnel by themechanical transmission of the water shock forcethroughout the ship structure. The shock forceresults in rapid upward acceleration of the deck.The deck hits personnel and throws them offbalance, propelling them into the overhead or intobulkheads. Personnel can reduce the severity ofpotential injuries if they hold on to solid shipstructures, flex their knees, and rest on the ballsof their feet. If personnel expect underwatershock, they should not lie prone on the deckbecause this position subjects more body area tothe forces transmitted through the deck.

Self-Aid and First Aid

If you or your shipmates should sustain injuriesor become contaminated with radiological,biological, or chemical agents during an attack,you can increase your chances of survival byimmediately administering certain self-aid andfirst-aid measures, Self-aid consists of thosemeasures that individuals can apply to helpthemselves. First aid is the assistance given bynonmedical personnel to a casualty until medicalhelp arrives.

Treat the blast and heat injuries from a nuclearexplosion in the same manner as those resultingfrom high-explosive bombs, incendiary weapons,and mechanical accidents. Follow standard self-aidand first-aid measures in treating fractures,concussions, lacerations, contusions, hemorrhages,burns, shock, and exposure.

Immediate treatment is not needed for nuclearradiation sickness. Remember, you could receivea dose of radiation even though you are NOTcontaminated with radioactive particles. If thepossibility exists that you have been exposed tonuclear radiation, you will be checked by medicalpersonnel and given appropriate treatment.

If directed, proceed to a personnel decon-tamination station, where you will discard yourclothing and equipment and take a shower. Inwashing, use plenty of soap and warm water; pay

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Nuclear Detonations

close attention to the hairy parts of your body,body creases, and fingernails, where dirt tends togather.

NUCLEAR RADIATION

Nuclear radiation presents a threat to ournaval forces. The effects of this threat can becontrolled if the basic facts of nuclear radiationare understood. The following paragraphsdescribe the phenomena of initial radiation,radioactive fallout, and types of radiation emittedby contamination.

Initial Radiation

Initial nuclear radiation consists of gammarays and neutrons and is emitted at the time ofa nuclear detonation. This radiation is emitted inthe first minute after burst; however, most of itis emitted in the first few seconds. This radiationcauses no damage to material, but it can be veryinjurious to ship’s personnel and produce manycasualties. The casualty range of initial radiationof a normal kiloton burst is over 1 mile. Initialradiation can readily penetrate the surface layersof targets. However, dense material, such as steel,can appreciably reduce radiation.

Radioactive Fallout

Radioactive fallout is a delayed phenomenonof a nuclear detonation. Most of the falloutoccurs minutes to hours after the burst. Surfaceand subsurface (underwater and underground)nuclear bursts deposit large amounts of falloutin localized areas. An airbursr in which the fireballdoes not contact the surface usually does not result

in fallout of military significance. This is becausethere is less radioactive material, and it is dispersedover a great area before reaching the surface.

Within a few seconds after the burst, theradioactive products primarily are in the atomiccloud (fig. 7-6) along with a much larger amountof nonradioactive material, such as seawater orsurface material. Radioactive elements mixedwith nonradioactive material form the totalcontaminant produced by the burst. This radio-active mixture falls back to the earth’s surface asradioactive fallout.

Heavier particles in the cloud fall out aroundsurface zero soon after the burst. The prevailingwinds carry finer and lighter particles over a largearea many miles from surface zero. A megatonburst carries significant amounts of fallout severalhundred miles and disperses it over thousands ofsquare miles. The time when fallout reaches agiven location may be from a fraction of a minuteto as much as 24 hours.

Types of RadiationEmitted by Contamination

Radioactive contamination can emit threetypes of ionizing nuclear radiation: alpha, beta,and gamma. A single particle of contaminant maybe the source of one or more of these types. Theseradiations are not detectable by the human senses;however, electronic instruments (radiacs) candetect the presence of radiation, differentiateamong the three types, and measure theirrespective amounts and intensities. The followingparagraphs discuss the three types of radiation.

ALPHA. —You can stop alpha radiation byalmost any barrier, including 1 to 2 inches of air.

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Figure 7-6.—Relative sizes and altitudes of radioactive fallout clouds.

Alpha radiation becomes a hazard only if alpha-emitting contaminants are taken into the body bybreathing, eating, drinking, or by absorptioninto the bloodstream through broken skin. Majoralpha contamination in a nuclear attack is notlikely; however, it will present a hazard in theevent of a nuclear weapons handling accident.

BETA . —Beta radiation has a range in the airof only a few feet and has limited penetratingpower. Generally, you cannot stop beta radiationwith light-porous material, such as ordinaryclothing, particularly since the contaminant tendsto impregnate the material. However, you canstop beta radiation with dense material, such asheavy-duty gloves and foul-weather clothing. Betacontamination is primarily a skin-contact hazard.

GAMMA. —Gamma radiation is similar to Xradiation (X rays). It has an effective range in theair of many hundreds of feet and is highlypenetrating. It cannot be completely stopped bya barrier. A sufficient thickness of material canreduce the intensity of gamma radiation to aninsignificant level. Because of the penetratingpower of gamma radiation and the large amountof gamma rays emitted by fallout contaminants,it is the most significant radiation hazard in mostcontaminated ship situations.

CHEMICAL AND BIOLOGICALDEFENSE

The threat of attack with chemical or bio-logical warfare agents is more likely on land.However, their uses are still a definite threat innaval engagements and amphibious operations.

BIOLOGICAL WARFARE (BW)

Large-scale use of biological warfare (BW)agents has not occurred in modern times.Therefore, there is little experience with themilitary potential of BW agents except by notingthat naturally occurring diseases have affected theoutcome of some past wars. Any nation with amodern scientific program can produce effectivebiological agents.

Biological warfare is the intentional use ofliving infectious microorganisms (germs) to reduceor destroy the military effectiveness of personnel.The exception to this is the recent use in SoutheastAsia and Afghanistan of toxins classified as BWagents but are not living organisms. BW agents

are living microorganisms (except toxins) thatcause disease in personnel, plants, and animals.BW agents differ greatly from chemical agents inthat a living microorganism can grow and multiplyin a susceptible host. Once infected, an incubationperiod is required before the infection producesa casualty. This incubation period varies greatlyamong infectious microorganisms. For thisreason, use of BW agents are unlikely to be usedin situations where results are needed in less than48 to 72 hours.

Detection and Identification

Because of the incubation period, there is alapse of time before victims realize they areinfected. Detection before the first symptoms arenoticed is difficult, and identification of aparticular agent may take considerable time. Itis possible to detect excessive organic life in theatmosphere, but identification of the particularagent is still in the development stage. Once abiological infection is started, it may spread bynormal contagious processes without further agentdeployment. BW agents will infect an individualif they enter the lungs, stomach, or bloodstream.

Dissemination

BW agents are likely to be dispersed asaerosols of solid or liquid particles and areinvisible except near the source of dissemination.These particles, when inhaled, can penetrate thelungs where they can start an infection. Aerosolsof BW agents can penetrate buildings and ships.The microorganisms required to infect an in-dividual are so small that it is possible for a singledelivery vehicle to spread a casualty-producingaerosol over many hundreds of square miles.When biological agents infect biting flies,mosquitoes, fleas, and ticks and are releasedinto an area, they, in turn, bite and infectpeople. BW agents may also be spread bysaboteurs, who may contaminate food andwater supplies, food processing plants, and air-conditioning systems. Shells, rockets, and mortarbombs are not suitable for dissemination of theseagents because of the adverse effect of heat andshock in an explosion.

Self-Aid

If you suspect that BW contamination hastaken place, put on your protective mask andobserve the basic principles of preventive

7-24

medicine, which include individual hygiene,sanitation, and physical checkups. Report anyillness to medical authorities immediately.

If there is a possibility of contamination byBW agents, carefully remove your clothes to avoidspreading any contamination. Take a thoroughsoap and water shower as soon as possible. Paycareful attention to your face and hands. Use afingernail brush to remove dirt under your nails.Frequently brush your teeth and gums, the roofof your mouth, and your tongue. Dispose of yourcontaminated clothing as directed.

The speed with which the deadly effects ofsome biological agents take place will require youto take immediate self-aid and first-aid measures.

CHEMICAL WARFARE

Chemical warfare (CW) agents are thoseintended for use in military operations to kill,injure seriously, or incapacitate people throughphysiological effects. Chemical agents used asweapons of war are almost as old as recordedhistory and can be dated from the fifth centuryB.C. CW operations in the modern sense werefirst used during World War I when the Germanarmy released chlorine gas from large cylindersinto a favorable wind. Although large stocks ofchemical agents were produced and stockpiledduring World War II, none were used. Since theend of World War II, much effort has beendirected into research and development ofchemical agents. The introduction of nuclearweapons and the fact that CW agents were notused in World War II does not exclude thepossibility of their use in future wars. Detection,protection, and decontamination are the mostimportant concerns of CW defense.

Characteristics of Chemical Warfare

Chemical warfare has unique characteristics,and it is not thought of in terms of conventionalwarfare. Since chemical warfare is directedprimarily against man, it has obvious tacticaladvantages. It does not damage equipment orother war materials but rather makes them dirtyand renders them unusable. Chemical warfare isa weapon of surprise. It is capable of travelingover and around structures as well as penetratingcompartments. Chemical warfare is economicaland is capable of affecting large areas forrelatively small material expenditures. In additionto its lethal or incapacitating effects, the use ofchemical warfare causes morale and psychological

problems, and its impact on medical and logisticfacilities can be enormous. It also reduces perform-ance because of defensive measures needed tocombat it.

CW agents can attack the body through theeyes, nose, mouth, or skin. CW agents producealmost instantaneous casualties when they enterthe eyes, are breathed through the nose or mouth,or are ingested. Penetration through the skin islikely to produce casualties more slowly, althoughthe presence of open wounds can hasten theprocess. Almost any weapons system can be usedto deliver CW agents.

Classification of Chemical Agents

CW agents maybe classified according to theirphysical state, tactical use, or physiologicalaction. They exist as solids, liquids, or gases.You can also group CW agents according to theirtactical use.

CASUALTY CW AGENTS. —Casualty CWagents are capable of producing serious injury ordeath. They include nerve agents, blister agents,blood agents, and choking agents. The mostimportant are the nerve agents. They interferewith the transfer of nerve impulses, therebydisrupting essential bodily functions, such asbreathing, muscular control, and vision. Thenerve, blood, and choking agents are primarilykillers. The blister agents normally result only inincapacitation; however, they may cause blindnessand even death through secondary infection.

INCAPACITATING AGENTS. —These agentsproduce temporary physiological or mental effectsthat render individuals incapable of performingtheir assigned duties.

RIOT CONTROL AGENTS. —These agents,such as tear gas, produce only temporary irritatingor incapacitating effects when in contact with theeyes or when inhaled.

Effects of Chemical Warfare Agents

Victims of casualty agents (nerve, blister,blood, and choking agents) require hospitaliza-tion. Inhalation of high concentrations of vaporfrom these agents or contact with liquid agents,without prompt medical treatment, will producedeath.

7-25

EFFECTS OF NERVE AGENTS. —You shouldconsider nerve agents to be the most dangerousbecause of their ability, even in small amounts,to cause casualties. Their detection by the sensesis unlikely since they are colorless, tasteless, andvirtually odorless, They cause no irritation oninitial contact or on entry into the body. Nerveagents can cause casualties almost immediatelywhen vapor is inhaled, when liquid is absorbedby the eyes or wounds, or when you consumecontaminanted food and water. Speed, both indonning your mask and in removing of con-tamination from exposed skin, is imperative. Youcan inhale a lethal dose in 5 to 10 seconds.Symptoms will occur in about 1 minute, in-capacitation in 1 1/2 minutes, and death in about6 minutes.

At the first sign of a NERVE AGENT in theatmosphere, stop breathing and put on yourprotective mask immediately. If possible, holdyour breath until the mask is on and properlyadjusted. Wear the mask constantly until you aresure no nerve agent is present in the air and theall-clear signal is given.

NOTE: The MCU-2/P gas mask is replacingthe Mk5. This new mask provides an improvedfield of vision, better voice communications,lower breathing resistance, and is more comfort-able to wear than the Mk5 gas mask.

If a liquid nerve or blister agent gets on theskin, you should remove it at once using the

M-258A1 decontamination kit. Information onhow to use the M-258A1 kit can be found in BasicMilitary Requirements, NAVEDTRA 12043.After decontaminating the affected area, continuewith your combat duties. You should examine thecontaminated area occasionally for local sweatingand muscular twitching. If none develops in thenext half hour and you have no tightness in yourchest, your self-aid was successful and you canforget it. However, if these symptoms do occur,inject one atropine injection and one 2-PAMchloride injection in the outer thigh at once. Wait10 minutes; if symptoms persist, administeranother atropine injection and another 2-PAMchloride injection. Wait 10 minutes; if symptomspersist, administer another atropine injectiononly. You cannot give more than three injectionsunless under the direct supervision of medicalpersonnel. However, under realistic conditionsthis may not be possible, so the senior person onthe scene must make a decision.

If a drop or splash of liquid nerve agent shouldget into your eyes, instant action is necessary toavoid serious injury.

WARNING

Do not use the M-258A1 kit to decon-taminate the eyes, wounds, or mouth asthe decontaminating agent is poisonousand a caustic hazard.

Quickly open a container of uncontaminatedwater, tilt your head back so the eyes look straightupward, and slowly pour the water into the eyesso the irrigation will last not less than 30 seconds.This irrigation must be done in spite of thepresence of nerve agent vapor. Hold your breathas much as possible during this procedure. If youcannot hold your breath long enough to completerinsing the eyes with water for 30 seconds, rinseas long as possible and put on your mask beforebreathing. After taking several breathes with themask on, remove the mask and complete thedecontamination, As soon as the irrigation iscompleted, put on the protective mask at once.Watch the pupil of the contaminated eye duringthe next minute, using a mirror if one is available;or else have someone nearby watch it for you. Ifthe pupil rapidly gets smaller, inject one atropineand one 2-PAM chloride injection at once intothe outer thigh. If the pupil does not get smaller,there is no nerve agent contamination. Do not usethe antidote until you are sure the symptoms arethose of nerve agent poisoning.

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MCU-2/P protective mask.

Exposure to high concentrations of nerveagents may bring on a lack of coordination,mental confusion, and physical collapse so fastthat a person may not be able to perform self-aid measures. If this happens, the necessaryprocedures will have to be done for the casualty(as first aid) by the nearest person who is able todo so.

Severe nerve agent exposure may rapidly causeunconsciousness, muscular paralysis, and stoppageof breathing. When this occurs, atropine and2-PAM chloride injections alone will not save alife. Start artificial ventilation, as a first-aidmeasure, immediately and continue until you canrestore natural breathing or until medical person-nel can take over. Atropine and 2-PAM injectionsincrease the effectiveness of artificial ventilationand should be administered to the casualty as soonas possible.

EFFECTS OF BLISTER AGENTS. —Blisteragents would probably be used in conjunctionwith nerve agents. They cause incapacitatingrather than lethal effects detectable by the senses.They smell of garlic, fish, or geraniums and mayappear as colorless to dark brown oily liquid ordroplets. They attack through all body entrypoints, particularly the eyes and those parts of thebody that are warm and moist. A droplet the sizeof a pinhead can cause a blister the size of aquarter. Blister agents react almost immediatelyon any part of the body they touch. You mustwash the liquid from the eyes in seconds to avoidan injury. Treatment after 2 minutes is of littleuse. On the skin, depending on the dose received,effects appear from 1 hour to days followingexposure. The first signs are a reddening of theskin, like a severe sunburn, followed by an itchingor a burning sensation. Blisters appear in a dayor less after reddening. Recovery time varies fromabout 6 days to as long as 8 weeks.

Because phosgene oxime (blister agent) reactsrapidly with tissue, decontamination will not beentirely effective after pain has begun. Never-theless, flush the contaminated area as rapidly aspossible with large amounts of water to removeany phosgene oxime that has not yet reacted withtissue.

Whenever liquid or vaporized blister agentsare known, be sure to wear the protective mask.You must deal with liquid blister agents in youreyes or on your skin immediately.

You can decontaminate a liquid blister agentin your eye that does not cause immediate painby rinsing the eye with water for at least 30

seconds. Try to regulate the flow of water so thatflushing lasts not less than 30 seconds and notmore than 2 minutes. Decontamination with watereffectively removes mustard gas and is now thestandard procedure for all blister agents.

The risk of leaving blister agents in the eye isgreater than the risk of exposure to blister agentvapors. The decontamination procedure MUSTbe performed in spite of the presence of vapor.

EFFECTS OF CHOKING AGENTS. —Choking agents are less effective than nerveagents; the use is for quick, incapacitating effects.Death may occur within 3 hours. Choking agentsare colorless but you can detect them by odor,which smells like new-mown hay or grass. Theyenter the body when inhaled through the nose ormouth. In low concentrations, there is a delayof 3 hours or more in their effect; in highconcentrations, the effect is immediate includingthe possibility of death within minutes.

Irritation of the eyes or a change in the tasteof a cigarette might indicate the presence of thechoking agent phosgene. Smoking may becometasteless or offensive in taste. If any signs ofchoking agents occur, hold your breath and puton the protective mask at once. Unless youexperience nausea, vomiting, difficulty inbreathing, or more than the usual shortness ofbreath caused by exertion, continue your normalcombat duties. If any of these symptoms occur,you should rest quietly until you are evacuatedby medical personnel.

EFFECTS OF BLOOD AGENTS. —Bloodagents were not very effective in World War Ibecause the high concentrations necessary to causedeath could not be achieved. Modern methods ofdelivery make their use possible; and because theyare less persistent than other agents, they can beimmediately used for quick casualty effects. Bloodagents are colorless but may have a slight odorof bitter almonds. They attack the body wheninhaled or ingested through the nose or mouth.A few breaths can cause incapacitation or death.Incapacitation can occur almost immediately; alethal dose of vapor can result in death within 15minutes.

In the case of blood agents, speed in self-aidand first-aid measures is essential. Stop breathingand put your mask on at once if you notice anystimulation of breathing; an odor of bitteralmonds; or any irritation of the eyes, nose, orthroat. The effects of blood agents act so rapidlythat within a few seconds you will be unable to

7-27

put on the mask by yourself. If at all possible,try to hold your breath until the mask is on; thismay be very difficult since blood agents stronglystimulate respiration. If a person’s breathing hasstopped, administer artificial ventilation.

EFFECTS OF VOMITING AGENTS. —Vomiting agents are used for harassment but maybe dispersed along with lethal chemical agents.Vomiting agents alone cause temporary incapacita-tion only. Vomiting effects last from about 30minutes up to several hours, depending on theconcentration. Vomiting agents are invisible andodorless. They attack the body through the noseand mouth and irritate the eyes.

EFFECTS OF TEAR AGENTS. —Tear agentsare used for their harassing effect. They have beenused extensively as riot control and chemicaldefense training agents. Tear agents attack theeyes and irritate or burn moist areas of the skin.Effects are instantaneous but normally persist foronly a few minutes.

Table 7-9 shows the properties of blister,blood, nerve, and choking chemical agents.

PERSONNEL DECONTAMINATIONSTATIONS

Personnel decontamination stations differsomewhat from ship to ship, but the basicrequirements of the stations are the same. Eachdecontamination station is divided into two parts:(1) a contaminated or unclean section containinga washing area and (2) a clean section. Thisprevents recontamination of personnel and shiplocations. If possible, the unclean and cleansections have separate access routes or entrances.The decontamination station provides showerswith warm water (if possible); cleansing agents,such as ear syringes and eye bath cups; hair andnail clippers; scissors; surgeon’s hand soap;towels; and brushes. Radiation instruments formonitoring personnel and clothing and suppliesof clean clothing are also on hand at each station.

A decontamination (decon) station shouldbe about 8 feet by 9 feet. It should havean entrance from the outside and an exitinto an uncontaminated area near the showers.If exposed to contamination, you should useproper decontamination procedures. Do not

remove your mask until a monitor tells youit is safe to do so. In general, personneldecontamination does not take priority overurgent battle requirements, but it should beaccomplished as soon as possible. The followingis a list of decontamination procedures:

1. Remove rain gear and battle dress just out-side the decon station. Place it in the trash cans,bags, or other storage provided. Now you will bemonitored for contamination. If there is nocontamination, go to an uncontaminated spacethrough another route. If there is contamination,go through the process described in paragraph 2through 5 below.

2. Enter the first part of the decon station inpairs. Use the buddy system to do gross deconof masks and gloves with the M258A1 personneldecon kits. Decon boots by immersing them inthe 2- by 2- by 6-inch pans filled with a 9 percenthigh test hypochlorite (HTH) and water solution.

3. Move to the second part of the decon stationwhere attendants will cut away your smock andhelp remove your trousers and boots. Place thecontaminated clothing 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,and hidden parts where contamination tends toconcentrate.

5. You are now ready to enter the clean partof the ship where you will put on new clothing.Before you enter the clean part, a monitor witha long-range radiac will check to ensure that youno longer carry contamination. Turn over yourDT-60 dosimeter to this monitor. The monitor willtake the readings and enter them in the log.Youwill be told if you can remove your gas mask.

MISSION-ORIENTEDPROTECTIVE POSTURE

Mission-oriented protective posture (MOPP)establishes levels of readiness. The MOPP is aflexible system of protection against chemicalagents used in chemical warfare defense. MOPPprescribes various types of protective clothing andequipment for wear, depending on the tacticalmission, work-rate demand, and heat stressconditions (actual or possible). There are four

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7-29

7-30

levels of MOPP, as shown in table 7-10. Theaccomplishment of the mission still has priority.However, there is concern for factors likeheat exhaustion, fatigue, senses, and personalneeds.

The MOPP does not require that individualswear complete protective equipment at all times.Duty requirements, body heat buildup, and basichuman needs prevent the use of full-protective

equipment for an indefinite period. The MOPPdoes, however, give the commanding officera wide range of choices of protection from noprotection at all to full-protective clothing andequipment. The ideal solution is to balance therequirement for protection with the work rateimposed by the mission. The balance willminimize both chemical and heat casualties. Thephysical location of personnel, such as topside or

Table 7-10.—EmpIoyment for MOPP Levels for Individual Protection

7-31

within the ship, and their relative ability toenter and don full-protective clothing whilecontinuing to perform assigned duties must alsobe considered.

A great number of heat casualties is acceptablesince heat casualties are more likely to recover andordinarily do not require the intensive medicalcare necessary in treating chemical casualties.Personnel fully trained in the use of protectiveclothing and accustomed to its use will sufferfewer and less severe heat casualties.

DISASTER CONTROL ASHORE

“Disaster preparedness” means implementingactions to promote survival of personnel,preservation of resources, and restoration ofmission-essential operations following any typeof disaster. All naval activities must plan for self-recovery and provide an effective system ofmutual assistance when required. In planning fordisaster response, units should first consider thoserequirements necessary for their own survival.Each unit will have a civil disaster bill based onOPNAVINST 3120.32B.

As a senior petty officer, you maybe assignedas a member of, or to lead, a civil disaster detail.When providing civil disaster relief, you mayexpect to deal with demoralized, hysterical, orapathetic survivors. They may be incapable,temporarily at least, of intelligent action in theirown behalf. Mass destruction of homes and otherbuildings, widespread fires, and complete absenceof all forms of public utilities should be antici-pated. Disaster relief operations are normallyconducted in five phases (I-V).

Phase I (Planning)

Immediately following the order to providedisaster relief to an area, the planning phase (I)begins and extends until the detail arrives at thedisaster area. During this period, determine theneed for every aid. Assemble all available mapsand/or charts of the area, and make suitablereproductions to ensure adequate maps for rescueoperations. The geographic reference (GEOREF)grid system should be used.

The operations department prepares portablecommunications equipment and establishes a

communications plan. It also establishes disasterassistance teams. These teams should be self-sustaining and have adequate supplies of foodand water. Each team should also have crowbars,picks, fire axes, shovels, two blankets, and astretcher. If fires are anticipated, fire-fightingteams should break out available fire-fightinggear. The supply department provides foodand supplies and prepares to establish fieldkitchens and serve meals to survivors. Themedical department should be prepared toset up a field hospital and have medicalteams organized, equipped, and ready torender assistance as necessary.

Phase II (Investigation ofExtent of Disaster)

Phase II is the investigation of the extentof the disaster. Following a large-scale disaster,many confusing and inaccurate reports arelikely to be received from survivors. A surveyteam is dispatched to the disaster area. Itshould make contact with local authoritiesand determine the extent of immediate assistanceneeded and relay this information to the seniorofficer present. If available, helicopters canbe used to survey outlying areas to determinethe extent of the disaster.

Phase III (Initial Disaster Relief)

Phase III is the initial disaster relief phase. Thegeneral objectives of this phase are to

• rescue persons requiring immediateattention,

• fight and extinguish fires,

• render medical aid, and

• aid in any way within the capabilities ofpersonnel and materials to ease thesituation.

A command center is set up in the disaster areato direct and establish liaison with other rescuepersonnel to avoid duplication of effort. Therewill be no armed personnel in the disaster areaunless specifically authorized by the commandingofficer.

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Phase IV (Routine Aid and Assistance)

Phase IV consists of routine aid andassistance. The general objectives of this phaseare to

• continue medical and rescue work;

• provide food and supplies as required anddirected;

• commence repair of utilities, such ascommunications, water, and electricalsupply insofar as practical; and

• provide temporary shelter.

Phase V (Withdrawal)

Phase V is the withdrawal phase. When thesituation is under control, the unit will withdrawfrom the disaster area. Phase V is only emergencyrelief, not rehabilitation. Its primary purpose isto assist in a disaster area. All equipment andsupplies not authorized to be left behind will berecovered and returned to the command.

SUMMARY

There can be no substitute for training andpreparation in situations requiring damage controlaction. Damage resulting from battle, fire,collision, and CBR attack must be brought undercontrol as soon as possible to ensure the survivalof ship and crew. Successful damage controlrequires a detailed knowledge of the ship’sconstruction, characteristics, compartmentation,and stability. It also includes knowledge of thosedesign features and equipments used to preventor control damage should the ship be endangered.The control of damage depends on the ability andthe initiative of personnel to take promptcorrective action using materials that are readilyavailable.

As a senior petty officer, you will often beplaced in a position of responsibility for trainingor leading damage control repair parties. This isnot to say that you must know everything thereis to know about damage control. But, youshould be aware of the types of information andtraining that are available. Take advantage of theship’s damage control library for conducting

training on board. Your personnel should becross-trained in damage control procedures tobuild more effective and versatile teams.

In the event of a CBR attack, fast action onthe part of all personnel can minimize injury andprolonged incapacity. Knowing what actionsto take and when to take them can mean thedifference between survival and death andwinning and losing a battle. Properly appliedself-aid, first aid, and personnel decontaminationcan increase your chances of recovery from CBRexposure.

Natural disasters can occur at any time or anyplace in many forms, such as flooding, earth-quakes, and hurricanes. As a senior petty officer,you may be required to lead a civil disaster detailashore. Knowing what your duties are and whatto expect following a disaster can save lives andproperty.

REFERENCES

Naval Ships’ Technical Manual, Chapter 070,Radiological Recovery of Ships After NuclearWeapons Explosion, Naval Sea Systems Com-mand, Washington D.C., 1977.

Naval Ships’ Technical Manual, Chapter 470,Shipboard BW/CW Defense and Counter-measures, Naval Sea Systems Command,Washington, D.C., 1990.

Repair Party Manual, COMNAVSURFLANT-INST 3541.1C and COMNAVSURFPACINST3541.4B, Commanders Naval Surface Forces,United States, Atlantic/Pacific Fleets, Norfolk,Va. and San Diego, Calif., 1991.

Ship Repair Party Manual, COMNAVAIRLANT-INST 5400.27B, Commander, Naval AirForces, United States Atlantic Fleet, Norfolk,Va., 1985.

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

Surface Ship Survivability, NWP 62-1 (Rev. C),Office of the Chief of Naval Operations,Washington, D.C., 1989.

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DEVIL TO PAY

Today the expression “devil to pay” is used primarily as a means ofconveying an unpleasant and impending happening. Originally, this expressiondenoted the specific task aboard ship of caulking the ship’s longest seam.

The “devil” was the longest seam on the wooden ship, and cauling wasdone with “pay” or pitch. This grueling task of paying the devil was despisedby every seaman, and the expression came to denote any unpleasant task.

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INDEX

A

Air blast, heat, and underwater shock, protectionagainst, 7-21

personnel in congested topside areas, 7-22

personnel in open topside areas, 7-22

self-aid and first aid, 7-22

Alcohol abuse, 3-14

Alcohol Rehabilitation Departments (ARDs), 3-21

alcoholism, 3-18

blood alcohol levels and behavior, 3-16

chronic heavy drinking, 3-16

Counseling and Assistance Center (CAAC), 3-21

diagnosing alcoholism, 3-18

Drug and Alcohol Program Advisor (DAPA), 3-21

drug interactions with alcohol, 3-17

helping resources for problems with, 3-20

long-term effects of, 3-17

Naval Alcohol Rehabilitation Centers(NAVALREHCENs), 3-21

Navy Drug and Alcohol Counselor, 3-21

Navy policy regarding, 3-15

preventing alcohol problems and alcoholism, 3-19

prevention and rehabilitation programs, 3-20

problem drinking, 3-18

short-term effects of, 3-16

treating alcoholism, 3-19

understanding alcohol and its effects, 3-15

Alcoholism. See Alcohol abuse

Apprehension, 5-5

Asylum, granting, 5-6

foreign territories, 5-6

high seas and U.S. territories, 5-6

At-sea tire party, 7-8

Authority, 4-1

general, 4-1

limitations of, 4-2

organizational, 4-2

to assign extra military instruction, 4-2

to extend working hours, 4-3

to withhold privileges, 4-3

Awards and recognition, recommending subordinatesfor, 2-28

types of recognition, 2-28

written format, 2-28

B

Battle dressing stations, 7-7

Biological warfare (BW), 7-24

detection and identification, 7-24

dissemination, 7-24

self-aid, 7-24

C

Casualty control, 7-18

Ceremonies, 4-22

Chemical, biological, and radiological (CBR) defense,7-19

biological warfare (BW), 7-24

chemical and biological defense, 7-24

chemical warfare (CW), 7-25

radiological, 7-20

Chemical agents, 7-25

blister agents, 7-27

blood agents, 7-27

casualty CW agents, 7-25

choking agents, 7-27

incapacitating agents, 7-25

INDEX-1

Chemical agents-Continued

nerve agents, 7-26

riot control agents, 7-25

tear agents, 7-28

vomiting agents, 7-28

Chemical warfare, 7-15

casualty CW agents, 7-25

characteristics of, 7-25

classification of, 7-25

effects of blister agents, 7-27

effects of blood agents, 7-27

effects of chemical warfare agents, 7-25

effects of choking agents, 7-27

effects of nerve agents, 7-26

effects of tear agents, 7-28

effects of vomiting agents, 7-28

incapacitating agents, 7-25

riot control agents, 7-25

Chief Warrant Officer Physician’s Assistant Program,4-18

Chief Warrant Officer Program, 4-17

Collateral duties, recommending subordinates for,2-28

verbal, 2-28

written, 2-28

Command assessment team (CAT), 3-3

Command training team (CTT), 3-3

Commission, paths to a, 4-15

Chief Warrant Officer Physician’s AssistantProgram, 4-18

Chief Warrant Officer Program, 4-17

Enlisted Commissioning Program, 4-20

Limited Duty Officer Program, 4-18

Medical Service Corps, 4-20

Officer Candidate School, 4-20

Recommended Correspondence Courses, 4-20

Communications, damage control, 7-16

Correspondence, naval, 2-30

accepting criticism of, 2-38

accountability and disposal of, 2-45

endorsements to, 2-39

files, 2-44

first draft of, 2-37

memorandum, 2-42

official, 2-36

preparation of, 2-37

reviewing, 2-38

security classifications of, 2-39

smooth version of, 2-30

standard naval letter, 2-39

standard subject identification codes (SSICs) in,2-45

target date of, 2-37

types of, 2-39

writing standards, 2-45

Counseling, 2-8

command counseling sheets, 2-8

enlisted performance evaluation reports, 2-8

letters of instruction, 2-8

page 13 entry in the enlisted service record, 2-8

Counseling and Assistance Center (CAAC), 3-21

D

Damage control information, sources of, 7-16

Damage control responsibilities, 7-3

communications, 7-16

of the commanding officer, 7-3

of the damage control petty officer, 7-3

of the division officer, 7-3

of the executive officer, 7-3

of the officer of the deck, 7-3

Damage control organization, 7-4

Damage control petty officer (DCPO), 7-3

damage control battle organization, 7-4

INDEX-2

Damage control petty officer (DCPO)-Continued

dress requirements for repair parties, 7-6

duties and responsibilities, 7-3

functions of damage control central, 7-5

repair parties and teams, 7-5

repair party assignments, 7-6

setting material condition Zebra, 7-6

work center DCPO, 7-4

Damage control central (DCC), 7-5

Deck log, in port, 5-6

Decontamination stations, personnel 7-28

Disaster control ashore, 7-32

initial disaster relief, 7-32

investigation, 7-32

planning, 7-32

routine aid and assistance, 7-33

withdrawal, 7-33

Dogs, drug detection, 3-14

Downgrading and declassification markings, 2-36

message cancellations, 2-36

message readdressals, 2-36

minimize condition, 2-36

Drug abuse, 3-8

abuser identification, 3-13

education, 3-8

prevention, 3-14

types of drugs and their effects, 3-8

Drug and Alcohol Program Advisor (DAPA), 3-21

Drugs, types of and their effects, 3-8

amphetamines, 3-10

cocaine, 3-10

codeine, 3-10

crack, 3-10

depressants, 3-11

hallucinogens, 3-11

heroin, 3-9

Drugs, types of and their effects-Continued

marijuana, 3-12

methadone, 3-10

morphine, 3-10

narcotics, 3-9

opiates, 3-9

stimulants, 3-10

volatile chemicals, 3-11

E

Emergency bills, 4-7

CBR defense bill, 4-8

emergency destruction bill, 4-8

general emergency bill, 4-7

man overboard bill, 4-7

Enlisted Commissioning Program, 4-20

Enlisted Performance Evaluation Report, 2-8

adverse, 2-15

avenues of recourse for adverse remarks in, 2-15

changes and corrections to, 2-17

command responsibilities for, 2-11

continuity of periods covered in, 2-13

correction of naval records pertaining to, 2-15

development of, 2-13

for other than normal evaluation categories, 2-13

form, 2-18

individual input to, 2-15

individual rights and responsibilities toward, 2-14

review of, 2-15

signature of member on, 2-17

Special Performance Evaluation Report, 2-11

supplemental reports, 2-17

timeliness of, 2-14

Enlisted safety committee, 6-4

Equal opportunity, 3-1

command enforcement, 3-4

command responsibilities, 3-3

INDEX-3

Equal opportunity-Continued

supervisor’s responsibilities, 3-2

Equipment tag-out log, 6-14

audits, 6-15

instrument log, 6-15

record sheets, 6-15

Evaluations. See Enlisted Performance EvaluationReport.

F

Fire fighting, 7-10

CO2 safety precautions, 7-12

Halon 1301 hazards, 7-12

initial fire-fighting operations, 7-12

postfire action, 7-12

preventing spreading of fire,7-12

Fleet organization, 1-4

Flooding control, 7-13

establishing flooding boundaries, 7-14

holding what you have, 7-14

holes in hull above the waterline, 7-16

holes in underwater hull, 7-14

methods used in, 7-16

preparatory measures to resist flooding beforedamage, 7-13

rate of flooding, 7-14

types of, 7-13

H

Hazardous waste/material petty officer, 6-9

Hazardous waste/materials, 6-9

asbestos, 6-9

control measures for asbestos removal, 6-9

respiratory protection from, 6-9

Hearing conservation and noise abatement, 6-12

Heat. See Air blast, heat, and underwater shock,protection against

Heat stress, 6-12

I

Inspections, 1-20 and 4-22

administrative, 1-21

Board of Inspection and Survey (INSURV), 1-21

operational readiness (ORI), 1-20

Propulsion Examination Board (PEB), 1-20

Inventories, 2-2

division damage control space, 2-2

division supply, 2-2

division tool, 2-2

J

Job safety analysis, 6-4

Junior officer of the deck, in port, 5-9

duties, responsibilities, and authority of, 5-10

organizational relationships of the junior officer ofthe deck, 5-9

L

Leading petty officer, 4-3

assignment of duties, 4-4

assignment of supervisory jobs, 4-4

authority and responsibility of a, 2-28

cross-training, 4-5

delegating signature authority, 2-29

delegation of authority for task completion, 2-29

duties, 4-3

evaluation and prioritization of division jobs, 2-29

facsimile stamps, 2-30

responsibilities, 4-3

signature authority, 2-29

signature block, 2-30

Limited Duty Officer Program, 4-18

M

Mast, 3-4

appeals procedure, 3-7

INDEX-4

Mast-Continued

conduct of, 3-4

documentation of charges presented at, 3-5

effective dates of punishment, 3-7

fines, 3-7

premast advice, 3-6

premast screenings associated with, 3-6

procedures, 3-5

punishment resulting from, 3-7

rights of accused, 3-5

types of punishment, 3-7

Master at Arms/Safety Force, 6-6

Medical Service Corps, 4-20

Messages, 2-30

addressee of, 2-31

addresses in, 2-33

cancellation of, 2-36

classification line, 2-35

collective address designator (CAD) in, 2-35

date-time group assigned to, 2-33

downgrading and declassification markings in, 2-36

drafter of, 2-31

flash, 2-33

format of, 2-33

immediate, 2-33

Minimize condition, 2-36

naval, 2-30

NAVGRAM, 2-43

originator of, 2-31

passing instructions line in, 2-35

precedence of, 2-31

preparing, 2-31

priority, 2-33

reaction time in response to, 2-33

readdressals of, 2-36

reference line in, 2-35

Messages-Continued

releaser of, 2-31

routine, 2-33

standard subject identification codes (SSICs) in,2-45

subject line in, 2-35

text of, 2-35

types of, 2-30

Mishap prevention education and training, 6-3

on-the-job training, 6-3

safety education, 6-3

Mission-oriented protective posture (MOPP), 7-28

N

National security policy, 1-2

Naval Alcohol Rehabilitation Centers(NAVALREHCENs), 3-21

NAVGRAM, 2-43

Navy Drug and Alcohol Counselor, 3-21

Navy Occupational Safety and Health (NAVOSH)Program, 6-7

hazardous materials, 6-8

industrial equipment safety precautions, 6-7

pneumatic tools, 6-7

protective clothing and safety equipment, 6-8

Nonjudicial punishment, 3-4

appeals procedure 3-7

effective dates of, 3-7

fines, 3-7

premast advice concerning, 3-6

rights of accused regarding, 3-5

types of, 3-7

Nuclear weapons, 7-19

hazards of high explosives, 7-19

hazards of plutonium, 7-19

response to an accident/incident, 7-19

Nuclear radiation, 7-23

INDEX-5

Nuclear radiation-Continued

alpha, 7-23

beta, 7-24

gamma, 7-23

initial radiation, 7-23

radioactive fallout, 7-23

types of radiation emitted by contamination, 7-23

O

Officer of the deck (OOD), in port, 5-3

authority to apprehend, 5-5

authority to restrain, 5-5

duties, 5-4

granting asylum and temporary refuge, 5-6

organizational relationship of, 5-3

responsibilities, 5-4

Officer Candidate School, 4-20

On-scene leader, 7-7

investigating damage, 7-8

P

Personnel qualification standards (PQS), 4-8

100 Series–Fundamentals, 4-9

200 Series–Systems, 4-9

300 Series–Watch Station/Maintenance Action, 4-9

commanding officer’s role in, 4-13

coordination, 4-13

department head’s role in, 4-13

division officer’s and division chief petty officer’srole in, 4-12

executive officer's/training officer’s role in, 4-13

final certification and watch station sign-off, 4-11

implementing, 4-9

indoctrination, 4-10

interim qualification, 4-10

oral examining boards and written examinations,4-11

organization, 4-11

Personnel qualification standards-Continued

qualification process, 4-10

qualifiers, 4-11

time limits, 4-10

work center supervisor’s role in, 4-12

Personnel Advancement Requirements (PARs), 4-15

Policy, input toward, 2-27

verbal, 2-27

written, 2-27

Presenting personnel for quarters, inspections, andceremonies, 4-22

Q

Quarters, 4-22

fair weather parade, 4-22

foul weather parade, 4-22

general assembly, 4-22

personnel inspections, 4-22

R

Radiological defense, 7-20

damage by air blast, 7-20

damage by underwater shock, 7-20

damage by water waves, 7-21

damage survival zone, 7-20

non-nuclear effects, 7-20

nuclear weapons hazards, 7-20

protection against air blast, heat, and underwatershock, 7-21

Refuge, granting temporary, 5-6

foreign territories, 5-6

high seas and U.S. territories, 5-6

Repair parties and teams, 7-5

assignments, 7-6

benefits of investigation, 7-10

dress requirements for, 7-6

for fighting fires, 7-7

initial/rapid survey, 7-8

INDEX-6

Repair parties and teams-Continued

investigation for fires, 2-9

investigation for flooding, 7-9

investigation for structural damage, 7-9

investigation teams, 7-8

repeat/detailed investigation, 7-9

reporting of information, 7-9

Report and Disposition of offenses(s), 3-5

Respirators, 6-9

identification of respirator cartridges and gas maskcanisters, 6-11

types of, 6-10

Restraint, 5-5

arrest, 5-6

confinement, 5-6

restriction in lieu of arrest, 5-5

S

Safety observations, 6-3

deliberate, 6-3

incidental, 6-3

planned, 6-4

priorities, 6-4

Safety petty officer, division, 6-2

duties of, 6-2

familiarity with safety information, 6-2

mishap prevention education and training providedby, 6-3

on-the-job training provided by, 6-3

safety education provided by, 6-3

Safety, 6-2

analysis, 6-4

committee, 6-4

education, 6-3

enforcement, 6-7

force, 6-6

Safety-Continued

Navy Occupational Safety and Health (NAVOSH)Program, 6-7

observations, 6-3

on-the-job training,6-3

petty officer, 6-2

Schedules, 2-3

annual employment, 2-3

command operational, 2-3

timelines, 2-4

work center, 2-3

Sea power, 1-1

Section leaders, 5-13

Security, ship’s, 5-10

casual visiting, 5-10

entertaining guests, 5-11

forecastle and fantail watch, 5-13

general visiting, 5-10

pier patrol, 5-12

unauthorized visitors, 5-12

visitors with and without visit clearance, 5-11

visits by foreign nationals, 5-11

watches in U.S. and foreign ports, 5-12

Security classifications, 2-39

Service records, enIisted, 4-14

Sight conservation, 6-14

Special Performance Evaluation Report, 2-11

Standard subject identification codes (SSIC), 2-45

Strategic nuclear deterrence, 1-3

U.S. Air Force role in, 1-3

U.S Navy role in, 1-3

Strategy, naval maritime, 1-2

Striking forces, 1-4

aircraft carrier battle group, 1-5

amphibious forces, 1-9

submarine forces, 1-6

INDEX-7

Striking forces-continued

surface action group (SAG), 1-7

Survival, 6-15

ashore, 6-16

at sea, 6-19

authority and responsibilities of the senior personin, 6-16

basic elements of, 6-20

evasion of the enemy in, 6-17

group, 6-20

in a prisoner-of-war (POW) camp, 6-18

T

Training, readiness, 1-20

exercises, 1-21

refresher, 1-20

routine drills, 1-20

Training petty officer, 4-21

developing training schedules, 4-21

making entries to training records, 4-22

scheduling training events and lectures, 4-21

Training plan, quarterly, 2-4

U

Underwater shock. See Air blast, heat, and underwatershock, protection against

Urinalysis testing, 3-13

W

Warfare, naval, 1-9

amphibious, 1-11

antiair (AAW), 1-11

antisubmarine (ASW), 1-11

antisurface ship (ASUW), 1-11

electronic, 1-11

fundamental tasks, 1-11

intelligence, 1-11

logistics, 1-12

Warfare, naval-continued

mine, 1-11

Navy Command and Control Systems (NCCS),1-11

ocean surveillance, 1-11

special, 1-11

strike, 1-11

Watch organization, 4-5

emergency bills, 4-7

Watch, quarter, and station bill, 4-5

Watches, 5-2

duties of watch standers, 5-2

preparation for, 5-2

relieving, 5-2

security, 5-12

setting, 5-2

Weapons and weapons systems, 1-12

Aegis, 1-12

Harpoon antiship cruise missile, 1-16

Phalanx close-in weapons system, 1-16

Phoenix air-to-air missile, 1-18

surface-launched missiles, 1-14

Tomahawk cruise missile, 1-19

torpedoes, 1-18

Work center, 2-1

annual employment schedule, 2-3

changes, 2-7

deadlines, 2-7

division damage control space inventory orinspection, 2-2

division supply inventory, 2-2

division tool inventory, 2-2

goals, 2-6

job assignments, 2-7

managing the, 2-1

manning requirements, 2-2

personnel and material readiness, 2-1

INDEX-8

Work center-Continued

schedule, 2-3

TAD requirements, 2-2

tasks, 2-6

Work center-Continued

timelines, 2-4

Writing standards, 2-45

INDEX-9

Assignment Questions

Information: The text pages that you are to study areprovided at the beginning of the assignment questions.

COMMANDING OFFICERNETPDTC

6490 SAUFLEY FIELD RDPENSACOLA, FL 32509-5237

ERRATA #1 22 Sep 1997

Specific Instructions and Errata forNonresident Training Course

MILITARY REQUIREMENTS FOR PETTY OFFICER FIRST CLASS

1. No attempt has been made to issue corrections for errors in typing,punctuation, etc., that do not affect your ability to answer the question orquestions.

2. To receive credit for deleted questions, show this errata to your localcourse administrator (ESO/scorer). The ESO/scorer is directed to correct thecourse and the answer key by indicating the questions deleted.

3. Assignment Booklet

Delete the following questions and leave the corresponding spaces blank onthe answer sheets:

Questions

2-1 through 2-42

4-26

ASSIGNMENT 1Textbook Assignment: Chapter 1, “U.S. Naval Tradition,” pages 1-1 through 1-22 and Chapter

2 , “Leadership and Administrative Responsibil ities,” pages 2-1 through2-8 .

1 -1 . An element that enables a sea-dependent nation to project itspo l i t i ca l , economic , and mi l i tarystrengths seaward is known as

1. sea power2. naval power3. g lobal s trategy4. nat ional s trategy

1-2. The true strength of sea power canonly be measured in terms of anat ion ’ s ab i l i ty to use the sea tof u r t h e r i t s

1 . n a t i o n a l o b j e c t i v e s2. naval power3 . aggress ion4 . p o p u l a t i o n

1-3 . It is more feasible to send navalforces, in comparison to otherm i l i t a r y f o r c e s , i n t o c r i s i s a r e a sfor which of the following reasons?

1. The cost is low2 . N a v a l f o r c e s c a n s t a y o n

s t a t i o n i n d e f i n i t e l y3. Naval forces leave behind no

physical reminders of theirpresence

4 . A l l o f t h e a b o v e

1-4 . To continue to exist as we know ittoday, the United States must havea po l i cy that recognizes i t s

1.2.3.4.

economynaval strengthsnat ional secur i tyworldwide commitments

1 -5 .

1 -6 .

1 -7 .

1 -8 .

What are the three fundamentalpillars on which United Statesmi l i tary s trategy rests?

1.

2.

3.

4.

Maritime superiority,deterrence , and alliances o l i d a r i t yControl of the seas,deterrence, and forward defenseDeterrence, forward defense,and a l l iance so l idar i tyForward defense, control of theseas , and a l l iance so l idar i ty

Which of the following responsescould the United States take in theevent of aggression by a potentialenemy?

1. Meet force with force2. Control the duration of the

f i g h t i n g3 . I n c r e a s e t h e i n t e n s i t y o f t h e

c o n f l i c t4 . E a c h o f t h e a b o v e

The Navy has the ability to outlastany aggressor with

1.

2.3.4 .

I nbe

1.2.

a great number of personnel andmater ia lssecure sea-lanesa l a r g e f l e e tf l e x i b i l i t y

time of emergency the Navy mustable to venture into harm’s way.

TrueFalse

1

1-9.

1-10.

1-11.

1-12.

1-13.

Which of the following is NOT acomponent of the TRIAD of strategicnuc lear forces?

1. I n t e r c o n t i n e n t a l b a l l i s t i cm i s s i l e s

2. Sea- launched bal l i s t i c miss i les3 . Aircraf t carr ier batt le groups4 . Long-range bombers

What is the most f lexible elementof the TRIAD?

1. Intercont inenta l ba l l i s t i cm i s s i l e s

2. Sea- launched bal l i s t i c miss i les3. Long-range bombers4. Cruise missiles

What is the sole mission andfundamental reason for thee x i s t e n c e o f t h e f l e e t b a l l i s t i cmissile submarine?

1. To deter war2. To seek out and destroy enemy

submarines3. To provide a backup for the

Strategic Air Command4. To provide the United States

w i t h a f i r s t s t r i k e c a p a b i l i t y

The TRIAD has been developed andmaintained for which of thefollowing purposes?

1. To deter nuclear attack2. To prov ide a f i rs t s tr ike

c a p a b i l i t y3 . To maintain nuc lear equal i ty

with the U.S.S.R.4. To act as an instrument of

po l i t i ca l l everage or coerc ion

Ships of the Second Fleet patrolsome of the world’s most importanttrade routes. In what area of theworld does the Second Fleetnormally patrol?

1. Mediterranean Sea2. Western Atlantic3 . Eastern At lant ic4 . Eastern Pac i f i c

1-14.

1-15.

1-16.

1-17.

1-18.

1-19.

Which of the following fleets wouldyou find in the Western Pacific andIndian Ocean regions?

1 . F i r s t2. Second3 . T h i r d4 . Seventh

Which of the following termsdescribes an attack that isintended to infl ict damage to,se ize , or destroy an ob jec t ive?

1. S t r i k e2. T h r e a t3 . A s s a u l t4. Aggression

Which of the followingcharacter is t i cs o f a s tr ike forceis one o f i t s greatest assets?

1. S i z e2. M o b i l i t y3. Strength4. Weaponry

Which of the following types oftask forces i s /are organizedpr imari ly for s tr ike forceoperat ions?

1. C a r r i e r2. Surface3. Submarine4 . A l l o f t h e a b o v e

The primary mission of oursubmarine force is to destroy whichof the following types of enemyships?

1 . Submarines2. Destroyers3. Carriers4. Cargo

T h e f i r s t f l e e t b a l l i s t i c m i s s i l esubmarine was launched in whatyear?

1. 19552. 19593. 19604. 1961

2

1-20. When the termis understoodthe fo l l owing

1 . T h e b a s e

“TRIDENT” is used, itto include which ofelements?

2. The missile3. The submarine4 . A l l o f t h e a b o v e

1-21. Trident I missiles have a multiplewarhead capability and a maximumrange of how many nautical miles?

1. 1,2002. 2,5003 . 3 , 5 0 04 . 4,000

A. A n t i a i rB. AntisubmarineC. Antisurface shipD. Str ikeE. I n t e l l i g e n c eF. Spec ia l

Figure 1A. --Types of warfare.

TO ANSWER QUESTIONS 1-22 THROUGH 1-26,SELECT FROM FIGURE 1A THE TYPE OF WARFAREDESCRIBED IN THE STATEMENT. RESPONSES MAYBE USED ONCE, MORE THAN ONCE, OR NOT ATALL.

1-22. The destruction or neutralizationof enemy targets ashore through theuse of conventional or nuclearweapons.

1. A2. B3. C4. D

1-23. The destruction or neutralizationof enemy surface combatants andmerchant ships.

1. B2. C3. E4. F

1-24.

1-25.

1-26.

1-27.

1-28.

Naval operations generally acceptedas being nonconventional in nature.

1. A2. B3. D4. F

This type of warfare prevents thee f fec t ive use o f cargo -carry ingvessels by the enemy.

1. A2. B3. C4. D

Correct ly interpreted , th is type o fwarfare permits military decisionsto be based onof the enemy’sc a p a b i l i t i e s .

1. B2 . C3. D4. E

accurate knowledgeforces and

Which of the following types ofwarfare assists in detecting andtarget ing host i lei t m o r e d i f f i c u l tdetect and target

1. Spec ia l2. Electronic3 . I n t e l l i g e n c e

forces and makingfor the enemy tof r i e n d l y f o r c e s ?

4. Ocean surveillance

Antiship missiles can be launchedseveral hundred miles from thet a r g e t . From which of thefollowing platforms can they belaunched?

1. A i r c r a f t2. Submarines3. Surface sh ips4 . Each o f the above

3

1-29. The Aegisi n s t a l l e d

weapons system ison which of the following

platforms?

1. F-14 aircraft2. Submarines3. Cruisers4 . A l l o f t h e a b o v e

Figure 1B.--Weapons.

TO ANSWER QUESTIONS 1-30 THROUGH 1-34,SELECT FROM FIGURE lB THE WEAPON DESCRIBEDIN THE STATEMENT. RESPONSES MAY BE USEDONCE, MORE THAN ONCE, OR NOT AT ALL.

1-30. Capable of simultaneously tracking24 hostile air targets andlaunching 6 missiles against 6d i f f e r e n t t a r g e t s .

1. A2. B3. C4. D

1-31. Has a very small cross section andf l ies at l ow a l t i tude ; radard e t e c t i o n i s d i f f i c u l t .

1. A2. B3. C4. D

1-32. Fires 20-mm, high-densitypenetrat ing pro jec t i les at 3 ,000rounds per minute.

1. A2. B3. C4. D

1-33. Has aand a

1. A2. B3. C4. D

500-lb high-explosive warheadcontact fuse .

1-34. Provides defense against close-in,sea-skimming cruise missiles.

1. A2. B3. C4. D

1-35. If your ship is assigned to theSecond Fleet, it would probablyconduct refresher training at whichof the fo l lowing locat ions?

1. Guantanamo Bay, Cuba2. San Diego, CA3. Bremerton, WA4. Norfo lk , VA

1-36. Routine dril ls are based on ship’sbills and stem from basic billsoutlined in which of the followingpubl i cat ions?

1. U.S. Navy Regulations2. Refresher Team Training Manual3. Standard Organization and

Regulations of the U.S. Navy4 . A l l o f t h e a b o v e

1-37. What inspection is conducted totest the operat ional ab i l i ty o f thecrew and ship in wartimecondi t ions?

1. Administrative Inspection2. Propulsion Examining Board3. Operational Readiness

Inspect ion4. Board of Inspection and Survey

1-38. What inspection is scheduled byhigher authority, without theknowledge of the commandingof f i cer , to determine i f the sh ipis f i t f or cont inued naval serv ice?

1. INSURV2. PEB3. ORI4. PMS

4

1-39. Through the various treaties withother countries in the world, whatportion of the land area are wecommitted to defend?

1. 25%2. 50%3. 75%

1-40. Our naval forces conduct variousexerc ises wi th a l l i ed forces forwhich of the following reasons?

1. To prepare for deployment2. To pro fess ional ly operate as

one uni t3. To develop better foreign

r e l a t i o n s4 . T o a l l o w l e s s u n i t s t o d e p l o y

o v e r s e a s

1-41. To ensure your work center meetsthe deadlines set for thecompletion of tasks, which of thefollowing factors must you properlymanage?

1. Personnel, maintenance, andt i m e

2. Material, maintenance, and time3. Personnel, material, and time4. Maintenance, watch standing,

and time

1-42. Which of the following resourceswithin your division are the mostimportant in accomplishing a task?

1. Personnel and time2. Maintenance and time3. Personnel and materials4. Maintenance and personnel

1-43. A little time should be spent inyour office in the morning andafternoon, then the rest of yourtime should be spent in the workarea.

1. True2. False

1-44. As a minimum, how often should youassess your d iv is ion ’ s personneland material readiness?

1 . Dai ly2. Biweekly3. Monthly4. Quarterly

1-45. When you assess your workers’ jobperformance, you should look atwhich of the following areas?

1. Knowledge, work habits, andcharacter

2. Attitude, knowledge, and workh a b i t s

3 . Att i tude , work habi ts , andcharacter

4. Attitude, knowledge, andcharacter

1-46. To keep abreast of the knowledgeand experience of your personnel,you should randomly review eachmember’s

1. departmental record2. d iv is ional record3. tra ining record4 . serv ice record

1-47. At a minimum, how often should youtake inventory so that you willknow when to order additionalsuppl ies?

1. Dai ly2. Weekly3. Monthly4. Quarterly

1-48. Which of the following logs is usedby your division or department tomaintain its supply inventory?

1. EDL2. JSN3. OPTAR4. POA&M

1-49. Each command should ensure all handand power tools are assigned serialnumbers.

1. True2 . F a l s e

5

4. 80%

1-50. The equipment deficiency l istconta ins a l l o f the fo l lowinginformation except

1. when it was discovered and theaction taken

2. the space and space location3. the problem or deficiency4. the PMS requirements

1-51. What is the work center’s mostvaluable resource?

1. Equipment2. Personnel3. Material4 Schedule

1-52. The Enlisted DistributionVer i f i cat ion Report can bet terenable your d iv is ion to fu l f i l lwhich of the following requirementswithout an adverse effect?

1. L i b e r t y2. Training3. Watch standing4. Temporary additional duty

1-53. Based on the ship’s overallmanpower, how are TAD requirementsusual ly a l located?

1. By TYCOM directive2. By work center3. By department4 . By division

1-54. Which of the following schedulesallows for losses in manpower,logistic problems, work stoppages,and personnel training?

1. Work center schedule2. Annual employment schedule3. Planning board for training4. Quarterly employment schedule

1-55. From the annual employmentschedule, all other schedules aredeveloped.

1-56. Jobs on your work center scheduleare listed by what order ofprecedence?

1. P r i o r i t y2. Location3. Numerical4. Alphabet i ca l

1-57. What writing instrument should beused to f i l l out a work centerschedule and time line?

1. Felt-tip marker2. Ball-point pen3. Highl ighter4. P e n c i l

1-58. After your schedule is approved,which of the following requirementsshould be met?

1. Goals2. Working hours3. Cleaning assignments4. Maintenance assignments

1-59. Including your junior pettyofficers in the planning processprevents which of the followingproblems from occurring?

1. Arguments2. Harassment3. Skylarking4. Misunderstandings

1-60. How many goal setting elementsshould you consider when settinggoals within the work center?

1. 12. 23. 64. 8

1-61. Keeping abreast of changes preventscrisis management from occurring.

1. True2. False

1. True2. False

6

1-62. When you attend departmentmeetings, remember to check whichof the fo l l owing fac tors be fore themeeting?

1. Assess personnel2. Work progress3. Organizing4. P l a n n i n g

1-63. As major job completion dates near,you should never allow which of thefollowing situations to happen?

1. Change the work priority2 . Shorten the work day3. Neglect major jobs4. Neglect minor jobs

1-64. Assigning your junior pettyo f f i cers chal lenging jobs wi l lincrease which of the followings k i l l s ?

1. Management2. Leadership3. Organizational4. Administrative

1-65. The work center supervisor has thecomplete respons ib i l i ty for thecompletion of a job.

1. True2. False

1-66. When delegating authority, youshould delegate to which of thefollowing competent levelsto develop your subordinates?

1. Highest2. Average3 . L o w e s t

1-67. You should inform your subordinateso f the ir s tanding in the d iv is ionin which of the following ways?

1. By giving awards2. By the use of counseling3. By the use of a memorandum4. By awarding special privileges

1-68. Who generates letters ofinstruction and command counselingsheets?

1. Work center supervisor2. D i v i s i o n o f f i c e r3. Division chief4 . B o t h 2 a n d 3 a b o v e

1-69. Counseling sheets and letters ofinstruction are entered in amember’s service record.

1. True2 . F a l s e

1-70. A page 13 entry reflects which ofthe fo l l owing types o f j obperformance?

1. Average2. Good3 . B a d4 . Both 2 and 3 above

7

Textbook Assignment: Chapter 2, “Leadership and Administrative Responsibil ities,” pages 2-28 through 2-43.

ASSIGNMENT 2

8

2-38. DELETED

2-39. DELETED

2-40. DELETED

2-41. DELETED

2-42. DELETED

2-43. If you use a facsimile stamp ofsomeone’s signature, what shouldappear next to the signature toauthent icate the facs imi le?

1. Acting2. By direction3 . Your in i t ia ls4. Your signature

2-44. A naval message should be usedinstead of a NAVGRAM under which ofthe following circumstances?

1. The communication is urgent andspeed is of primary importance

2. The addressee is an overseasstation

3. The communication is classified4. Its use is cost effective

2-45. If a command is the “informationaddressee” on a message, which ofthe fo l lowing act ions , i f any ,should the command take concerningthe message?

1. Route the message to concernedof f i cers to determine theact ion addressee ’ sr e s p o n s i b i l i t i e s

2. Whatever action is requiredwithin the command

3. The act ions d irected by theaction addressee

4. None of the above

2-46. After a naval message has beenprepared and signed by the drafter,which of the following personsreleases the message?

1. The drafter2. The senior Radioman3. The delegated releasing officer4. The communications watch

o f f i c e r

2 -47 . Who is responsible for theval idat ion o f the contents o f amessage?

1. Orig inator2. Addressee3. Releaser4. Draf ter

13

ASSIGNMENT 3Textbook Assignment: Chapter 2, “Leadership and Administrative Responsibil ities,” pages

2-44 through 2-54 and Chapter 3, “Programs and Policies” pages 3-1through 3-14.

3 -1 . Our Navy uses a standard filingsystem for which of the followingreasons?

1. Frequent rotation of personnel2. Saves the Navy space3. Saves the Navy money4. All of the above

3-2 . Which, i f any, of the followingc lass i f i ed mater ia l does notrequire contro l led rout ing?

1. Conf ident ia l2 . Top secret3. Secret4 . None of the above

3-3 . When filing material you shouldinc lude a l l o f the fo l l owing except

1. the incoming document2. a copy of the outgoing

correspondence3. any essential supporting

documents4 . all early drafts and extra

c o p i e s

3-4 . Standard sub ject ident i f i cat ioncodes (SSICs) provide which of thefollowing standard systemsthroughout the Navy?

1. Colors2. Numbers3. Symbols4. Alphabets

3 -5 . When writing a naval letter, youshould ensure it is well organizedand orderly. Which of thefollowing writing methods is NOT inthe

1.

2.

3.

4.

3 - 6 . T h ethe

correct order?

Stating requests beforej u s t i f i c a t i o n sStating explanations beforeanswersGiving conclusions beforediscuss ionsGiving summaries before details

order that references appear inreference block of a naval

letter is based on which of thefo l lowing factors?

1. The OPNAV/SECNAV numbera s s i g n e d

2 . The length o f the t i t le o f ther e f e r e n c e

3. The order in which they appeari n t h e t e x t

4 . The numerica l l i s t ing

3-7 . Paragraphs in a naval letter shouldbe short and contain roughly whatmaximum number of sentences?

1. 4 t o 52. 6 t o 73. 8 to 104. 10 to 12

3 - 8 . For an idea to gain emphasis withina sentence, where should it appear?

1. At the start or the end of thesentence

2. At the end of the sentence only3 . At the s tart o f t ie sentence

only4. In the middle of the sentence

17

3-9 . To save words, clarify ideas, andprovide balance when you wish toexpress two or more equallyimportant ideas in a sentence, youshould use which of the followingtypes of sentence construction?

1. Minisentences2. Topic sentences3. Rambling sentences4. Paral le l sentences

3-10. To make your writing more likespeaking, you should use which ofthe following writing techniques?

1. Use personal pronouns2. Use everyday words3. Use short sentences4. All of the above

3-11. Which of the following writingpractices is the best approach to asubject when writing a directive?

1. Write in the “third person”s t y l e

2 . Wri te d irect ly to a user3. Write in terms of “how to”

i n s t r u c t i o n s4. Write in terms of “how to”

c h e c k l i s t s

3-12. As a subordinate writing to asenior, which of the followingapproaches should you avoid whenset t ing the tone o f the le t ter?

1. Directing2. Suggesting3. Requesting4. Recommending

3-13. Which of the following words hurtnaval writing by stretchingsentences, delaying meaning, andhid ing respons ib i l i ty?

3-14. For economy in writing, you shoulduse as many abbreviations asp o s s i b l e .

1. True2. False

3 -15 . CMEO is an equal opportunitymanagement system controlledprimarily at which of the followingl e v e l s ?

1. Command2. Secretary of Defense3 . S e c r e t a r y o f t h e N a v y4. Chief of Naval Operations

3-16. Which of the following supervisorssupports the Navy’s EqualOpportunity program?

1. The one who relates positivelyand d irect ly wi th a l l peoplee q u a l l y

2. The one who only listens to onepo int o f v iew

3. The one who stereotypes people4 . The one who fee ls i t necessary

to intimidate some people toachieve goa ls

3-17. To manage and supervise peopleeffectively, you must have which ofthe fo l lowing leadership sk i l l s?

1. The abi l i ty to ignore conf l i c tsamong various groups

2 . The abi l i ty to l i s ten to andunderstand what people have tosay

3 . The ab i l i ty to p lace people incorrect rac ia l , e thnic , andr e l i g i o u s c a t e g o r i e s

4 . The abi l i ty to subst i tutegeneralized ideas about peoplewhen you aren’t sure of theirmotives

1. Request you2. You are3. I t i s4 . I a m

18

3-18.

3-19.

3-20.

3-21.

3-22.

To help your subordinates grow bothpersonally and professionally, youmust use which of the followingsuperv isory pract i ces?

1. Provide timely feedback onperformance

2. Prov ide on- the- job t ra in ing3. Identify their strengths and

weaknesses4. Each of the above

If a person commits an act ofarbi trary d iscr iminat ion , thecommanding officer may take whichof the fo l lowing d isc ip l inaryact ions?

1. Assign lower evaluation marks2. Award nonjudicial punishment3. Submit a recommendation for

separation4. Each of the above

The Navy Rights andResponsibil ities workshop isconducted by which of the followinggroups?

1.2.3.

4 .

Command Training Team (CTT)Command Assessment Team (CAT)Command Rights andResponsibil it ies TeamStriker Board

Which of the following subjects isNOT covered during the Navy Rightsand Responsibil it ies workshop?

1. Navy Regulations2. Combatant skills3. Enlistment contract4. Grievance and redress

Information concerning equalopportunity contained in commandrecords may NOT be obtained throughwhich of the following methods?

1. Surveys2. Training3. Interviews4 . Observations

3-23 . What two methods of data collectingby the CAT require other datasources to be used to drawconclusions and produce findingsthat can be validly interpreted?

1. Command records and Interviews2. Interviews and observations3. Observations and surveys4. Surveys and interviews

3-24 . Nonjudicial punishment is betterknown in the Navy by which of thef o l l o w i n g t i t l e s ?

1. Mast2. Court-martial3. Captains mast4 . Execut ive o f f i cers

i n v e s t i g a t i o n

3-25. Without using court-martialintervent ion . what art i c le o f theUCMJ empowers a commanding officerto impose punishment for minoroffenses on both officer andenl i s ted personnel?

1. 52. 103. 154. 20

3-26 . Under the UCMJ, punishment must beimposed within 2 years of theo f f e n s e .

1. True2. False

3 -27 . The Report and Disposition ofOffense(s), NAVPERS 1626/7,conta ins a l l o f the fo l lowinginformation except

1. preliminary inquiry report2. action of the XO at screening

mast3. record of any pre-mast

restraint4. all of the required pre-mast

advice that must be given tothe accused

19

Who must ensure that within a Confinement on bread and water has3-28.

3-29.

3-30.

3-31.

3-32.

3-33.

reasonable amount of time of thereport of an offense that theaccused i s fu l ly advised o f h is orher rights concerning a possibleNJP?

1. Legal off icer2. Chief Master-at-Arms3. Officer contemplating imposing

NJP4. Department head and division

officer of the accused

Your rights areUCMJ article?

1. 152. 313. 374. 38

The preliminary(PIO) completesNAVPERS 1626/7?

1. C2. E3. G

found under what

i n q u i r y o f f i c e rwhat section of the

Under article 15 of the UCMJ, thecommanding officer has how manypunishments identified that he orshe can impose at mast?

1. 32. 63. 94. 12

Restr i c t ion i s the least severeform o f depr ivat ion o f l iberty .

1. True2. False

Arrest in quarters may only beimposed on which of the followingnaval personnel?

1. E-1 through E-92. W-2 through W-43. 0-1 through 0-104. Both 2 and 3 above

3-34 .

3 -35 .

3-36.

3 -37 .

3-38.

a maximum duration of how manydays?

1. 12. 23. 34. 4

Which of the following punishmentsi so f

1.2.3.4 .

considered the most severe form

Correct ional custodyReduction in gradeFor fe i ture o f payR e s t r i c t i o n

Under article 15 of the UCMJ, youhave how many days to appeal thepunishment awarded to you if youfeel that it was unjust ord isproport ionate?

1. 52. 103. 154. 20

Which of the following termsdescribes the Navy’s recognitionthat drug and alcohol abuse isincompatible with the Navy’s effortto inst i l l pr ide andpro fess ional i sm?

1. Zero de fec ts2. Zero tolerance3. Screening with meaning4. Self-referrals preferable

Why has the Navy taken a firm standagainst drug abuse?

1. Drug abusereadiness

2. Drug abuseman-hours

3. Drug abusemorale and

undermines combined

i s c o s t l y i n l o s t

causes the loss ofesprit de corps

4. Each of the above

20

4. I

N J P ?

3-39. What is the most valuable detectionand deterrence tool used by theNavy to identify drug abusers?

1. Annual physicals2. Urinalys is test ing3. Drug detection dogs4. Undercover military police

3-40. Each urinalysis sample is testedhow many minimum number of times byone of the Navy’s drug screeninglaborator ies?

1. 12. 23. 34. 5

3-41. Under the Navy’s policy for drugabusers, which of the followingactions is taken if a PO2 commits adrug abuse offense?

1. The person is screened for drugdependency

2. The person is affordedi n - s e r v i c e r e s i d e n t i a ltreatment

3. The person is processed forimmediate separation

4. The person is given a waiver ifhe or she has exhibitedexcept ional serv ice

3-42. A drug abuser deeply under theinf luence o f narcot i cs d isp layswhich of the followingc h a r a c t e r i s t i c s ?

1. Anxiety2. Lethargy3. L u c i d i t y4. H o s t i l i t y

3-43. Which of the followingparaphernalia found in a locker isan indication that the person is anarcotics abuser?

1. Bent spoons2. Eyedroppers3. Cotton balls4 . A l l o f t h e a b o v e

3-44. A person who abuses heroin developsa tolerance for the drug. How doesthis to lerance a f fec t the person ’sreaction to the drug?

1. The drug no longer has anef fec t on the person ’s centra lnervous system

2. Larger doses are required forthe same effect

3. Smaller doses are required forthe same effect

4 . The drug no longer has anef fec t on the person ’ sbloodstream

3-45 . Normally, which of the followings igns i s the f i rs t emot ionalreaction following a dose ofhero in?

1. A f e e l i n g o f r e l i e f2. A s t a t e o f i n a c t i v i t y3 . A s t a t e o f e x t r e m e s t r e s s4. A fee l ing o f we ight lessness

3-46. Drinking a large amount of coughmedication is a common method ofabusing which of the followingdrugs?

1. Opium2. Heroin3. Codeine4. Morphine

3-47 . A drug abuser who suffers longperiods of t ime without sleeping oreating is probably abusing which ofthe following types of drugs?

1. Alcoho l2. Narcot ics3. Stimulants4 . Depressants

3-48. A person who has taken an overdoseof cocaine may experience which ofthe fo l lowing react ions?

1. Death2. Anxiety3. Euphoria4 . Exc i tat ion

21

3-49. Which of the following drugs cancause the heart or arteries toburst and cause a massive coronary?

1. Crack2. Codeine3. Amphetamines4. P h e n c y c l i d i n e

3-50. Which of the following drugs isabused on the pretense of weightc o n t r o l ?

1. Marijuana2. Methadone3. Amphetamines4. Phencyclidine

3-51. Abuse of which of the followingtypes of drugs results in theappearance o f a l coho l intox icat ion ,but without the odor of alcohol onthe breath?

1. Narcot ics2. Stimulants3. Depressants4 . Hallucinogens

3-52. Depressant overdoses, when takenwith alcohol, may result in whichof the fo l lowing condi t ions?

1. Death2. Articulate speech3. Mellow disposition4 . Keen sense of humor

3-53. Abuse of which of the followingtypes of drugs may result inreoccurring effects months afterthe drug has been taken?

1. Hallucinogens2. Depressants3. Stimulants4. Narcot ics

3 -54 . Which of the following indicatorsis one of the dangers to thehallucinogen abuser?

1. A change in sleeping habits2 . A c h a n g e i n t h e m e n t a l

c o n d i t i o n3. The physical dependence created

by the drug4. The unpredic tabi l i ty o f the

e f fec ts o f the drug

3-55. Which of the following conditionsis an indicator of a marijuanaabuser presently under theinfluence of the substance?

1. Loud and rapid talking2. Great bursts o f laughter3. In a stupor or seems sleepy4 . Al l o f the above

3-56. The effects of marijuana on theemotions and senses of the userdepend on which of the followingf a c t o r s ?

1. The amount and strength of thes u b s t a n c e

2. The soc ia l set t ing and expectede f f e c t s

3. Both 1 and 2 above4 . The DNA structure of the user

3-57. Volatile chemical abuse is usuallyindicated by which of the followingcondi t ions?

1. Constr i c ted pupi l s2. Clear whites of the eyes3. White substance around the

n o s t r i l s4. Smell of the chemical on the

b r e a t h

3-58. Which of the following personnelare subject to part i c ipat ion in theurinalysis testing program?

1. Officer personnel under the ageof 25 only

2. Enlisted personnel in paygradesE-4 and below only

3. Enlisted personnel only,regardless of rank or age

4. Al l en l i s ted and o f f i cerpersonnel, regardless of therank or age

22

3-59. Which of the following persons musthave prior knowledge of a drugdetection dog inspection or search?

1. The dog handler2. The commanding officer3. Both 1 and 2 above4. All personnel involved in the

search

3-60. Which of the following types ofbehavior could be a positive cluethat a person is abusing some formof drugs?

1. Wanting to sell a stereo systemand TV set at the same time

2. Repeatedly showing symptomsassociated with drug abuse

3 . B o t c h i n g a j o b w h e n i t i s k n o w nthat the person is usually atop performer

4 . Keeping tab lets , capsules , orother forms of drugs in one’sl o c k e r

23

Textbook Assignment: Chapter 3, “Programs and Policies,” pages 3-14 through 3-23 andChapter 4, “Professional Responsibil ities,” pages 4-1 through 4-13.

4 - 1 .

4 - 2 .

4 - 3 .

4 - 4 .

The number one drug problem in theUnited States is the abuse of whichof the following substances?

1. Alcohol2. C o c a i n e3. Marijuana4 . B a r b i t u r a t e s

Alcohol is classified as what typeof drug?

1. Hal luc inogen2. Depressant3. Stimulant4. Narcotic

Which of the followingcharacteristics or symptomsidentif ies a person suffering fromalcoholism?

1. Physical dependence2. Psychological dependence3. Both 1 and 2 above4 . Infrequent consumption

All Navy supervisors should befamiliar with the Navy’s policyregarding alcoholism as outlined inthe OPNAVINST on alcohol and drugabuse prevention and control. Whatis the purpose o f th is instruct ionwith regard to alcohol abuse?

1.

2.

3.

4.

To discourage the use ofa l c o h o lTo acknowledge the Navy’srespons ib i l i ty for counse l ingand to aid alcoholics inrecoveryTo publish the disciplinaryaction that may be takenagainst a known alcoholicTo set limits on the amount ofalcohol that may be consumedbefore a person is considered aproblem drinker

4 - 5 .

4 - 6 .

4 - 7 .

4 - 8 .

When, if ever, would the promotionprospects of a recovered alcoholicbe a f fec ted?

1. I f the recovered a l coho l i cattended a rehabilitationprogram

2. If misconduct or poorperformance resulted fromalcohol i sm

3. I f the recovered a lcoho l i c i sstil l attending AA meetings

4 . Never

For which of the following reasonsdoes a lcoho l quick ly a f fec t thecentral nervous system?

1. It is rapidly absorbed by thekidneys

2. It remains in the digestivetract for l ong per iods

3. It is immediately absorbed intothe bloodstream

4. It is metabolized at a fasterrate as more is consumed

What indicator is used by moststates to determine whether or nota person is intoxicated?

1.2.3.4.

I n

Slurred speechBlood-a l coho l l eve lPoor motor coordinationNumber of drinks consumed

the chronic stages ofalcoholism, tolerance decreasesmarkedly until the victim maybecome drunk on relatively smallamounts of alcohol.

1. True2. False

24

ASSIGNMENT 4

4-9 . In which of the following ways doesalcohol, when taken in combinationwith other drugs, affect the body?

1. The other drug is metabolizedquicker than the alcohol andhas no e f fec t

2. The other drug is metabolizedslower than the alcohol andremains act ive for longerp e r i o d s

3. The alcohol counteracts theo t h e r d r u g , c a u s i n g l i t t l e , i fany, effect on the body

4. Both work as a s t imulant andcause severe hyperact iv i ty

4-10. Which of the following long-termeffects can be expected by a personwho is a heavy drinker for aprolonged period of t ime?

1. Lowered res is tance toi n f e c t i o u s d i s e a s e s

2. Damage to the major organs ofthe body

3. Deterioration of memory andjudgement

4 . Al l o f the above

4-11 . One definition of a problem drinkeris one who must drink to functionor to cope wi th l i f e . How does theNavy define “a lcohol ism”?

1.

2.

3 .

4 .

Complying with ordinary socialdrinking customsDrinking alcohol even thoughunder the state-approved agefor purchas ing a lcohol i cbeveragesDepending on alcoholpsycholog ica l ly and/orp h y s i o l o g i c a l l yDoing something under theinfluence of alcohol that wouldnot normally be done

4-12 . Many definitions are used todescribe problem drinking ora lcohol ism. Which of the followingstatements describes an alcoholic?

1. A person who depends on alcoholto help him or her function ine v e r y d a y l i f e

2. A person who depends on friendsto purchase alcohol

3. A person who frequents bars forthe purpose of getting drunk

4. A person who thinks that he orshe must drink to be accepted

4-13 . Which of the following statementsi so f

1.

2.

3 .

4.

true concerning the diagnosingalcoholism?

It is often slow to berecognizedIt i s an eas i ly ident i f iab led iseaseIt is usually diagnosed in theear ly s tageIt is a simple procedure ifcaught in the early stages ofproblem drinking

4-14 . What treatment technique does theNavy use in returning an alcoholicto a useful and productive l i fe?

1. A treatment that is developedby the command

2. A treatment that must bedeveloped by the individual

3. One that matches the needs ofthe person to the appropriatet h e r a p y

4 . One that provides treatment andappropr iate d isc ip l inary act ionfor each case

4-15 . Which of the following socialstigmas is usually attached to ana l c o h o l i c ?

1. Alcoholism only affects thepoor and uneducated

2 . Alcoholism is a moral weaknessrather than an il lness

3. Alcoholism is a treatabled isease only in i t s ear l ierstages

4. Alcoholism only affects peoplewho are social outcasts

25

4-16 . Alcohol abuse prevention is therespons ib i l i ty o f which o f thefollowing persons?

1. The individual2. The commanding officer3. The Chief of Naval Education

and Training4. The master chief petty officer

of the Navy

4-17. Which of the following actions cancommands take to help eliminatepractices and customs thatencourage personnel to drink?

1. Emphasize moderation2 . Provide educational programs3. Ensure adequate quantities of

nonalcoholic beverages4. Each of the above

4-18 . What is the maximum time a personmay be assigned to a Level IIcounseling program?

1. 6 months2. 2 months3. 6 weeks4 . 4 weeks

4-19 . Navy personnel who have a drinkingproblem can receive which of thefollowing types of care from a Navyh o s p i t a l ?

1. Evaluation2 . D e t o x i f i c a t i o n3. Primary rehabilitation4. All of the above

4-20 . Who is responsible to thecommanding officer for carrying outthe policies of the Navy Drug andAlcohol Abuse Program (NADAP)?

1. DAPA2. CAAC3. ARD4. NAVALREHCEN

4-21 .

4 -22 .

4 -23 .

4 -24 .

The Navy operates how many alcoholrehabi l i tat ion centers(NAVALREHCEN)?

1. 52. 63. 34. 4

As a supervisor faced with a drugor alcohol problem caused by one ofyour division personnel, which ofthe following helping resources canyou turn to for advice andass is tance?

1. The chaplain2. The command master chief3. The senior personnel around you4. Each of the above

The authority which is granted toa l l o f f i cers and pet ty o f f i cers tofu l f i l l the ir dut ies andresponsibilities is known as whattype of authority?

1. General2. Unlimited3. Meritorious4 . Organizational

The authority that an individualmay hold by virtue of assignment toa spec i f i c b i l l e t wi th in anorganizational unit of the Navy isknown as what type of authority?

1. General2. Unlimited3. Meritorious4. Organizational

26

Figure 4A. --U.S. Navy Regulations.

TO ANSWER QUESTIONS 4-25 THROUGH 4-27,SELECT FROM FIGURE 4A THE ARTICLES THATARE DESCRIBED IN THE STATEMENTS.RESPONSES MAY BE USED ONCE, MORE THANONCE, OR NOT AT ALL.

4 -25 .

4 -26 . DELETED

4-27 .

4-28.

Genera l respons ib i l i t i es and dut ieso f a l l o f f i c e r s a n d p e t t y o f f i c e r swithin the Navy.

1. A2. B3. C4. D

The right to exercise authorityover all subordinate personnel.

1. A2. B3. C4. D

As a petty officer you have theauthor i ty to i ssue orders .Subordinates are required to followyour orders only if your orders are

1. lawful2. given in harsh language3. contain the reason why the

order should be carried out4 . given with no opportunity for

the subordinate to askquest ions

4-29 . What article of the UCMJ allowsnonjudicial punishment to beawarded?

1. Article 72. Article 153. Article 294. Article 134

4-30 . Which of the following personnelhas the authority to administernonjudicial punishment?

1. C h i e f p e t t y o f f i c e r2. Petty officer who is E-6 and

above3. Executive officer4 . Commanding officer

4 -31 . Which of the following actions maybe taken to correct mi l i tarydef i c ienc ies in junior personnel?

1. Withhold privileges2. Assign extra military

instruction (EMI)3 . B o t h 1 a n d 2 a b o v e4 . Extend normal working hours

4 -32 . Which of the following actions tocorrect a mi l i tary or pro fess ionaldeficiency can be awarded onlythrough nonjudicial punishment?

1. Assign extra duty2. Withhold privileges3. Assign extra military

instruction (EMI)4 . Extend normal working hours

4 -33 . When EMI is assigned to correct ami l i tary de f i c iency , which o f thefo l lowing l imitat ions normal ly i sobserved?

1 . E M I i s a s s i g n e d i n f a v o r o fawarding extra duty

2. EMI is assigned in periods notto exceed 2 hours daily

3. EMI is assigned only duringnormal working hours

4. EMI is assigned, whereposs ib le , as a subst i tute forpunitive measures covered underthe UCMJ

27

4-34. The temporary withholding ofp r i v i l e g e s i s a n e f f e c t i v e t o o l i ncorrecting a minor infraction of ami l i tary regulat ion . Which of thefollowing privileges CANNOT bewithheld as part of thisnonpunitive measure?

1. Exchange of duty2. Normal liberty3. Base parking4 . Special pay

4-35. Which of the following persons hasthe final authority to withhold ap r i v i l e g e ?

1. D i v i s i o n c h i e f p e t t y o f f i c e r2. Work center supervisor3. Commanding officer4. Each of the above

4-36 . For which of the following reasonswould it NOT be appropriate for asupervisor to extend anindividual ’s normal working hours?

1. To complete additionalessent ia l work

2. To complete a work assignmentthat should have been completedduring working hours

3. To perform work to maintain arequired leve l o f operat ionalr e a d i n e s s

4. To perform work as punishmentfor substandard performance ofd u t y

4-37 . In which of the followingpubl i cat ions wi l l you f ind thedescr ipt ion o f the dut ies ,respons ib i l i t ies , and author i ty o fa d i v i s i o n o f f i c e r ?

1. Standard Organization andRegulations of the U.S. Navy

2. T a c t i c a l A c t i o n O f f i c e r ’ sHandbook

3. Watch Officer’s Guide4. Navy Regulations

4-38 .

4 -39 .

4 -40 .

4-41.

When making duty assignments suchas general quarters stations or acleaning station, who should beass igned respons ib i l i ty for thatduty?

1. A specific work center2 . A spec i f i c person3. The department4. The division

As the LPO you are assigning a workcenter supervisor to coordinate thepainting of a compartment. The jobis assigned poorly if which of thefollowing persons has (a) theresponsibility for the task and (b)the authority to accomplish thetask?

1. (a) Supervisor( b ) y o u

2. (a) Supervisor(b) supervisor

3. ( a ) Y o u(b) supervisor

4 . ( a ) Y o u( b ) y o u

An action or task required by one’spos i t ion that i s expected orrequired by moral or legalob l igat ion i s a duty . D u t i e s f a l linto which of the followingcategor ies?

1. M i l i t a r y o n l y2. Moral and military3. Administrative only4. Military and administrative

The ship’s watch organization issecond in importance only to theorganizat ion for bat t le . Which ofthe fo l lowing personnel i s /areresponsible for understanding thewatch organization?

1. Nonrated personnel only2. Petty o f f i cers only3. Officers only4. All hands -

28

4-42. The watch, quarter, and stationbill contains which of thefollowing assignments?

1. Messing assignments2. Liberty boat assignments3. Collision station assignments4. Each of the above

4-43 . Who should approve changes to thediv is ion ’s watch , quarter , ands t a t i o n b i l l ?

1. E x e c u t i v e o f f i c e r2. Commanding officer3 . Of f i cer o f the deck4. Command duty officer

4 -44 . Billet numbers on the watch,quarter , and stat ion b i l l cons is tof either four numerals or a letterand three numerals. What do thelast two numerals indicate?

1. Sect ion senior i ty2. Division assigned3. Watch precedence4. R e c a l l p r i o r i t y

4-45. Respons ib i l i ty for ensur ingdivision members are aware of theirwatch , quarter , and stat ion b i l lassignments is delegated to whichof the following persons?

1. Div is ion chie f2. D i v i s i o n o f f i c e r3. Div is ion leading pet ty o f f i cer4. Div is ion tra in ing pet ty o f f i cer

4-46. The watch, quarter, and stationbil l should be updated atapproximately what minimumfrequency?

1. Continually2. Quarterly3. Monthly4 . Weekly

4-47 .

4 -48 .

4 -49 .

4 -50 .

4 -51 .

Which of the following managementtools should be used by thediv is ion o f f i cer to mainta in acurrent watch, quarter, and stationb i l l ?

1. B a t t l e b i l l2. S h i p ’ s b i l l3. Division notebook4 . D i v i s i o n o f f i c e r ’ s g u i d e

Which of the following explanationsis a purpose of the generalemergency bill?

1. To provide detailed proceduresfor every emergency that canoccur

2. To establish a plan forsalvaging captured enemyv e s s e l s

3. To organize the crew to handlethe e f fec ts o f a majoremergency

4. Each of the above

Which of the following actionsshould you immediately take if yousee one of your shipmates falloverboard?

1. Notify the OOD2. Cal l out , “Man overboard, port

(or s tarboard) s ide”3. Provide lifesaving equipment to

the person i f poss ib le4. All of the above

Which o f the fo l lowing o f f i cers i sresponsible for the administrationof the CBR defense bill?

1. S a f e t y o f f i c e r2. Division officer3. CBR defense off icer4 . Damage control assistant

Which of the following commandsmust have an emergency destructionb i l l ?

1. A deployable command2. A command located outside the

United States3. A command having COMSEC

m a t e r i a l4. A l l o f t h e a b o v e

29

4-52 . Based on the emergency destructionplan, you would destroy classifiedmaterial for which of the followingreasons?

1. If the material was obsoleteand of no further value to thecommand

2. If the material was subject tocompromise by unauthorizedpersonnel

3. If the material was subject tocapture by an enemy

4 . Each of the above

4-53 . During the emergency destruction ofc lass i f ied mater ia l , which o f thefollowing material should bedestroyed f i rs t?

1. Secret COMSEC material2. Top secret spec ia l access

mater ia l3 . Secret spec ia l access mater ia l4. Confidential COMSEC material

4-54. PQS does not apply to which of thefollowing systems?

1. Surface to air systems2. Torpedo firing systems3. Nuclear propulsion systems4 . Coast Guard weapons systems

4-55 . Each personnel qualif icationstandard is divided into which ofthe fo l lowing subdiv is ion(s ) ?

1. Systems2. Fundamentals3. Watchstations/Maintenance

a c t i o n s4. All of the above

Figure 4B. --Series numbers.

TO ANSWER QUESTIONS 4-56 THROUGH 4-59,SELECT FROM FIGURE 4B THE SERIES NUMBERTHAT APPLIES TO EACH STATEMENT. RESPONSESMAY BE USED ONCE,AT ALL.

4 -56 .

4 -57 .

Serves astra inee .

1. A2. B3. C

Tests theperform a

1. A2. B3. C

MORE THAN ONCE, OR NOT

a se l f - s tudy a id for the

tra inee ’ s readiness todesignated task.

4 -58 .

4 -59 .

4 -60 .

4-61.

Breaks the subject equipment intosmaller, more easily understoods e c t i o n s .

1. A2. B3. C

Addresses specif ic or unique safetyprecautions.

1. A2. B3. C

PQS should be considered as aseparate program with its owndistinct managerial system.

1. True2. False

Sign-off authority for final PQSqualification may be delegated towhat minimum level of authority?

1. Division CPO2. Department head3. Division officer4. Work center supervisor

30

Figure 4C. --Responsible person.

TO ANSWER QUESTIONS 4-62 THROUGH 4-67,SELECT FROM FIGURE 4C THE PERSONRESPONSIBLE FOR EACH TASK DESCRIBED IN THESTATEMENT. RESPONSES MAY BE USED ONCE,MORE THAN ONCE, OR NOT AT ALL.

4-62. Recommends interim qualification ofwatch standers.

1. A2. B3. C4. D

4-63 . Designates in writing thoseindividuals authorized to act asq u a l i f i e r s .

1. A2. B3. C4. D

4-64 . Acts as an overall trainingsupervisor.

1. A2. B3. C4. D

4-65 . Respons ib le for order ing a l ldepartmental PQS material.

1. A2. B3. C4. D

4-66. Responsible for maintaining PQSsoftware.

1. A2. B3. C4. D

3-67 . Recommends final qualification tothe commanding officer.

1. A2. B3. C4. D

31

ASSIGNMENT 5Textbook Assignment: Chapter 4, “Professional Responsibilities,” pages 4-14 through 4-24

and Chapter 5, “Military Requirements,” pages 5-1 through 5-15 andChapter 6, “Safety and Survival,” pages 6-1 through 6-4.

5 -1 .

5-2.

5 -3 .

5-4.

5-5.

The enlisted service recordconta ins both o f f i c ia l andunof f i c ia l papers .

1. True2. False

The actual service record iscontained on which of the followings ide (s ) o f the en l i s ted serv icerecord?

1. L e f t2. R i g h t3. Both 1 and 2 above

Personnel Advancement Requirements(PARs) must be completed before youcan part i c ipate

1. in the PQS program2. as a proper watchstander3. in the Navywide advancement

exam4. as the d iv is ional t ra in ing

p e t t y o f f i c e r

Navywide advancement exams arebased on which of the followingstandards?

1. PQS standards2. PMS standards3. Naval standards4 . Occupational standards

Which of the followingcommissioning programs provides theNavy with officers who aret e c h n i c a l s p e c i a l i s t s i n t h e i rf i e l d s ?

1. Limited Duty Officer Program2. Chief Warrant Officer Program3. Enlisted Commissioning Program4. Officer Candidate School

Program

5-6 .

5-7.

5 -8 .

5 -9 .

What maximum number of years’active service can a master chiefpet ty o f f i cer serve and s t i l l bee l ig ib le to apply for the Chie fWarrant Officer Program?

1. 24 years2. 20 years3. 16 years4. 12 years

Which o f the fo l lowing o f f i cerprograms does/do not require aco l lege educat ion?

1. Officer Candidate SchoolProgram

2. Chief Warrant Officer Program3. Limited Duty Officer Program4. Both 2 and 3 above

Which of the following personnelmay apply for the Chief WarrantOfficer Program?

1. E-6, regular Navy, with 18years o f act ive serv ice

2. E-7, Naval Reserve, with 10years of Reserve service

3. E-8, Regular Navy, with 26years o f act ive serv ice

4. E-9, Training andAdministration of Reserves(TAR), with 22 years of service

Personnel who apply for the CWOPhysician’s Assistant Program mustbe graduates of only the BasicHospital Corps School.

1. True2. False

32

5-10. Which of the following personnelmay NOT apply for the Limited DutyOfficer Program?

1. E-7 with 8 years of actives e r v i c e

2. E-8 with 14 years of actives e r v i c e

3. E-9 with 15 years of actives e r v i c e

4. E-6 with 10 years of activeservice and 2 years time inr a t e

5-11. If you are a PO1 applicant for LDOand have met all requirements ofCPO/SCPO applicants, which of thefollowing additional requirementsmust you meet?

1. Have a final multiple score(FMS) equal to or greater thanthe lowest FMS for PASSSELECTION BOARD ELIGIBLE

2. Have Personnel AdvancementRequirements for E-8 signed off

3. Have been awarded the NavyCommendation Medal

4. All of the above

5-12. What minimum active serviceobligation must ECP selectees havebefore detaching from their presentcommand?

1. 6 years2. 2 years3. 3 years4. 4 years

5-13. ECP selectees must have finishedsufficient undergraduate coursework to be able to completerequirements for a technical degreewithin what maximum length of time?

1. 36 months2. 48 months3. 50 months4. 60 months

5-14. Which of the followingcommissioning programs requiresthat you have at least abaccalaureate degree?

1. Enlisted Commissioning Program2. Limited Duty Officer Program3. Officer Candidate School

Program4. Chief Warrant Officer Program

5-15. Which of the following coursesis/are recommended for anindividual preparing for LDOs e l e c t i o n ?

1. Navy Regulations2. Human Behavior3. Watch Officer4 . Each of the above

5-16. Quarters for muster and inspectionare held each work day just before

1. 06002. 07003. 08004. 0900

5-17. Navy Regulations requires theclothing of all nonrated personnelto be inspected at what interval?

1. Annually2. Semiannually3. At regular intervals4. At irregular intervals

5-18. As a senior watch stander in chargeof a watch, you are responsible forthe personnel assigned to yourwatch. Which of the followingrequirements should you ensure ismet concerning the proper relief ofyour watch personnel?

1. They should all be relieved atthe same time

2. They should remain on stationunt i l proper ly re l ieved

3. They should tra in the ir re l ie fson proper relieving procedures

4 . They should instruct the irreliefs on proper performanceo f duty

33

5-19. As the relieving OOD of a shipmoored to a pier, which of thefollowing checks should be part ofyour relieving procedure?

1. Determining which lines are inuse

2. Reviewing current SOPAi n s t r u c t i o n s

3. Determining which specialcondi t ions ex is t or areexpected

4 . Each of the above

5-20. A change in a ship’s watchcondition when getting underway,mooring, or modifying the conditionof readiness i s ca l led

1. dogging the watch2. setting the watch3. changing the guard4 . relieving the watch

5-21. Experience has shown that theability to handle casualties andt a c t i c a l d e c i s i o n s i s s i g n i f i c a n t l yreduced during which of thefollowing events?

1. When the watch is being set2. When the ship is entering port3. When the watch is being changed4 . When the ship is leaving

anchorage

5-22. If continuity of watches has beeninterrupted, you should read thecommentary sections of the ship’sdeck log for what minimum number ofpreceding watches before relievingthe OOD?

1. One2 . T w o3. Three4. Four

5-23. During the relief of the OOD, whois responsible for ensuring theoncoming OOD is properly briefed onthe overa l l s i tuat ion o f the sh ip?

1. The offgoing OOD only2. The oncoming OOD only3. The offgoing and the oncoming

OOD4. The operations officer

5-24.

5-25.

5-26.

5-27.

5-28.

What phrase should you use as therelieving OOD when you are ready torelieve the watch?

1. I have it, you are relievedsir/ma’am

2. I am ready to relieve you,sir/ma’am

3. I am prepared to assume thewatch

4. I will take the watch afterb r i e f i n g

In the absence of the commandingof f i cer in port , who i s pr imari lyresponsible for the safety andproper operation of the unit?

1. S a f e t y o f f i c e r2. MAA safety force3 . Of f i cer o f the deck4. Command master chief

Which of the followingwatchstanding assignments gives apetty officer equal status with acommissioned or chief warrantofficer assigned to the same watch?

1. MAA2. OOD3. POOW4. Each of the above

To stand OOD inport watches, youmust be designated in writing bywhich of the following individuals?

1. Commanding officer2. Senior watch officer3. Command duty officer4. Watch bill coordinator

If weather conditions are such thatsuspending boating operations isadvisable, what officer does theOOD immediately notify?

1. Safety officer2. Boat ing o f f i cer3. First lieutenant4. Command duty officer

34

5-29. As part of a routine watch, atwhich of the following times doesthe 00D obtain permission from thecommanding officer to strike eightb e l l s ?

1. 2400, 0400, and 08002. 1200, 2400, and 04003. 0800, 1200, and 20004 . 0800, 1600, and 2400

5-30. On ships having a Marinedetachment, brow and pier sentriesreport to which of the followingindiv iduals?

1 . Of f i cer o f the deck2. Sergeant of the guard3 . Petty o f f i cer o f the watch4. Junior officer of the deck

5-31. If you apprehend someone for aviolation of the UCMJ, at whatpo int does your respons ib i l i ty forthe apprehension end?

1. When the person is delivered toproper author i ty

2. When the person is placed inconf inement

3 . When the person i s g iven h is orher r ights

4. When the person is physicallyrestra ined

5-32. During which of the followingdegrees of restraint may anindividual be required to performful l mi l i tary dut ies?

1. Arrest2. Confinement3. R e s t r i c t i o n i n l i e u o f a r r e s t4 . E a c h o f t h e a b o v e

5-33. A person seeking asylum aboard aNavy ship on the high seas may besurrendered to foreign authoritiesupon the authorization of which ofthe following persons?

5-34. While in Rota, Spain, refuge isgranted to a person aboard yourship , but fore ign author i t iesrequest return of the person. Towhich of the following authoritiesshould the request be reported?

1. Chief of Naval Operations2. Secretary of the Navy3. American Embassy4. Spanish Embassy

5-35. Which of the following publicationsprovides detailed guidance inpreparing the Ship’s Deck Log?

1. United States Navy Regulations2. Standard Organization and

Regulations of the U.S. Navy3. Preparing, Maintaining, and

Submitting the Ship’s Deck Log4. Boatswain’s Mate 1 & C

5-36. The ship’s deck log may be used inwhich of the following ways?

1. As a chronolog ica l record o fs h i p ’ s e v e n t s

2. As lega l ev idence in fac tf ind ing proceedings

3. Both 1 and 2 above4. As a record of the proceedings

of a safety committee meeting

5-37. The original copy of the ship’sdeck log is submitted monthly tothe CNO. For what minimum lengthof time is a copy of the deck logretained on board before beingdestroyed?

1. 1 year2. 6 months3. 3 months4. 5 years

1. U.S. Customs agent2. Commanding officer3. Secretary of the Navy4. Each of the above

35

5-38. If you make a mistake in the ship’sdeck log, which of the followingprocedures should you use tocorrect the mistake?

1. Draw a single line through thee r r o r , insert the correctentry , and in i t ia l

2. Print the word “error” afterthe mistake and insert thecorrect entry

3. Erase the error and insert thecorrect entry

4. Black out the error, insert thecorrect entry , and in i t ia l

5-39. Cert i fy ing that the ship ’ s deck logentries are correct and completebefore submitting the log to thecommanding officer for signature isthe respons ib i l i ty o f the

1. engineer2. navigator3. quartermaster4. command duty officer

5-40. During a quiet, uneventful watch,what attitude should the OOD takeconcerning the security of theship?

1. Vigilance must be maintained byat least one alert person

2. Security may be relaxed,depending on the situation, butthe possibly of sabotage mustbe kept in mind

3. Threats to the ship are minimaland the watch should bepermitted to relax for shortper iods

4. Secur i ty o f the sh ip i sparamount at all times and mustnever be relaxed

5-41. General visiting aboard ship isnormally conducted between which ofthe following hours?

1. 0800 to 11002. 1100 to 13003. 1300 to 16004. 1800 to 2100

5-42. During general visiting a guideshould be assigned to each group ofv i s i t o r s . What maximum number ofvisitors should be in each group?

1. 102. 153. 254. 50

5-43. If the commanding officer of a shipapproves a c lass i f i ed v is i t by aforeign national, who, i f anyone,must also authorize the visit?

1. Secretary of Defense2. Secretary of the Navy3. Chief of Naval Operations4 . N o o n e

5-44. Who is directly responsible to thecommanding officer for the postingof all security watches ands e n t r i e s ?

1. Of f i cer o f the deck2. Command duty officer3 . S e r g e a n t o f t h e g u a r d4 . Petty off icer of the watch

5-45. When armed and standing the OODwatch, when may you remove thepisto l f rom i ts ho ls ter?

1. When a pleasure boat refuses toleave the area

2. When you must resist forcefulentry to the ship

3 . W h e n y o u m u s t m a k e t h einspection required whenrelieving the watch

4 . B o t h 2 a n d 3 a b o v e

5-46. I f the fanta i l secur i ty watchissues a challenge and no answer isreceived, which of the followingactions should be taken to summonass is tance?

1. Sound a whistle2 . Y e l l , “Help, help, help”3. Fire three shots into the air4. Leave the post and call the OOD

from the nearest phone

36

5-47.

5-48.

5-49.

5-50.

5-51.

5-52.

Which of the following bills shouldyou consult to f ind information ongeneral visiting aboard ship?

1. S e c u r i t y b i l l2. Watch, quarter, and station

b i l l3. Self-defense bill4. General v is i t ing b i l l

Which of the following terms isused to describe an unplanned eventthat interrupts work and producesdamage and/or injury?

1 . Mishap2. Mistake3. Misconduct4. Mismanagement

Mishaps in the Navy are most oftencaused by the actions of people.

1. True2. False

Mishaps are investigated for whichof the following reasons?

1. To prevent repeats of themishap

2. To correct unsafe conditions3. To avoid major accidents4 . Each of the above

A mishap that results in which ofthe following circumstances shouldbe

1.2.

3.

4.

invest igated?

When damage exceeds $500When a tool drops from aloftbut causes no injuriesWhen the injured worker needsminor medical attentionEach of the above

Which of the following persons isrespons ib le for t ra in ing d iv is ionpersonnel in mishap prevention?

1. Leading pet ty o f f i cer2. S a f e t y p e t t y o f f i c e r3. Train ing pet ty o f f i cer4. Damage control petty officer

5-53. Which of the following duties isthe respons ib i l i ty o f the d iv is ions a f e t y p e t t y o f f i c e r ?

1. To conduct training andmaintain training records

2 . To assist in mishapinvest igat ions as d irected

3. To represent the division atthe command safety committee

4. Each of the above

Figure 5A. --Safety observation.

TO ANSWER QUESTIONS 5-54 THROUGH 5-56,SELECT FROM FIGURE 5A THE SAFETYOBSERVATION BEING CONDUCTED IN THESTATEMENT. RESPONSES MAY BE USED ONCE,MORE THAN ONCE, OR NOT AT ALL.

5-54. Looking, with safety in mind, atwhat people are doing as you gofrom place to place.

1. A2. B3 . C4. D

5-55. Deliberately observing how a personhandles some part of a job.

1. A2. B3. C4. D

5-56. Checking regularly on how safelyall hazardous jobs are preformed.

1. A2. B3. C4. D

37

5-57. Which of theout l ines the

fo l lowing publ i cat ionscommand safety program

and the safety organization?

1. Standard Organization andRegulations of the U.S. Navy

2. U.S. Navy Safety PrecautionsManual

3. Navy Safety Precautions forForces Af loat

4 . Navy Occupational Safety andHealth Program

5-58. In general, safe working conditionscannot be achieved by one person orone program. Which of thefo l lowing e f for ts i s required toachieve mishap-free workingcondi t ions?

1. The support of all hands2. Ef fec t ive sa fety monitors3. An effective safety program4. An active safety petty officer

5-59. To do a good job of detectingunsafe practices, which of thefo l lowing types o f sa fe tyobservations should you use?

1. Planned2. Del iberate3. Inc identa l4. Each of the above

38

ASSIGNMENT 6Textbook Assignment: Chapter 6, “Safety and Survival,” pages 6-4 through 6-22.

6 -1 .

6 -2 .

6 -3 .

6 -4 .

Which of the following tools does asupervisor use to identify anddevelop solutions to eliminatehazards?

1. Job inventory2. Job safety analysis3. Incidental observation4. Deliberate observation

Which of the following factors is asa fe ty benef i t o f a j ob sa fe tyanalysis (JSA)?

1. The use of the completed JSA2. The discovery of cost-reducing

improvements3. The improvement of the workers’

sa fe ty at t i tudes4 . The improvement to the work

environment

Which of the following forms can beused to document a safetyobservation or a JSA?

1. OPNAV Form 1348/62. OPNAV Form 5100/143. A locally prepared form4. Either 2 or 3 above

Which of the following are the twobasic principles of mishapprevention?

1. To spot potential mishap causesand provide safety training

2. To eliminate potential mishapcauses and prevent mishaps

3 . T o s p o t a n d t o e l i m i n a t epotential mishap causes

4. Both 2 and 3 above

6-5 . Enlisted safety committeerecommendations concerning thecommand safety program aresubmitted to which of the followingpersons?

1. Safety council (department headl e v e l )

2. Division officer3. Engineer o f f i cer4 . Chief master at arms

6 - 6 . The command’s enlisted safetycommittee should convene accordingto what schedule?

1. Weekly2. Monthly3. Bimonthly4. Biannually

6 - 7 . Ass is t ing the sa fety o f f i cer inkeeping the safety program visibleto a l l hands i s the respons ib i l i tyof which of the following groups?

1. Safety counc i l2. MAA/Safety force3. Safety committee4 . Div is ion sa fety pet ty o f f i cers

6 - 8 . Which of the following people canprov ide the best sa fe ty po l i c ingsystem?

1. MAA/Safety force2. Safety pet ty o f f i cers3 . E a c h p e r s o n o n b o a r d4 . Safety committee

6 - 9 . According to NAVOSH regulations,you are required to immediatelyreport all observed workplacehazards to which of the followingpersons?

1. Supervisor2. Execut ive o f f i cer3. Commanding officer4. Safety pet ty o f f i cer

39

6-10 . Before allowing personnel tooperate or repair industr ia lequipment, you should ensure thatthey have a practical knowledge ofwhich of the following aspects ofthe equipment?

1.2.3.4.

6 - 1 1 . I f

Applicable safety precautionsOperation or repairBoth 1 and 2 aboveCurrent value

one of your people has acirculatory disease, you should notallow that person to operate whicho f the fo l l owing types o f too ls?

1. Power driven tools2. Woodworking tools3. Vibrating tools4. Hand tools

6-12. What OPNAV instruction requiressupervisors to ensure that theirpersonnel are aware of safetyprecaut ions , the work site is safe,and personnel are outfitted withprotect ive c lo th ing?

1. 3120.3A2. 5100.19B3. 5100.23B4. 5100.12A

6-13. Which of the following materials isprohibited from use or storageaboard ship?

1. Bleach slurry2. Methyl bromide3. Sodium bisulfite4. High-test hypochlorite

6 -14 . Who must approve the removal ofasbestos insulation aboard ship?

1. Damage control assistant2. Commanding officer3. Engineer officer4. Safety officer

6-15.

6 -16 .

6-17.

6-18.

6 -19 .

6-20.

Rip-out teams towill be composed

remove asbestosof what minimum

number of persons?

1. 52. 23. 34. 4

Who trains safety petty officersand damage control petty off icersi n s e l e c t i n g , f i t - t e s t i n g , a n dmaintaining respirators?

1. Fire marshall2. D i v i s i o n o f f i c e r3. Damage control assistant4. Gas- f ree engineer ing o f f i cer

Which of the following types ofequipment should be used as asource of breathing air ONLY inemergency situations?

1. Mark V gas mask2. Supplied-air respirator3. Oxygen breathing apparatus4. Se l f - conta ined breathing

apparatus

Surgical masks can be used in placeo f a f i l t e r r e s p i r a t o r .

1. True2. False

What respirator cartridge colorshould be used when working aroundorganic vapors?

1. Black2 . Green3. Brown4. Yellow

What color cartridge protectsagainst radioactive materials?

1. Orange2. Green3. Purple4. Red

40

6-21. Personnel should be entered in ahearing testing program if they arerequired to work in a designatednoise hazard area with sound levelsthat average more than what maximumdec ibe l (dB) l eve l ?

1. 25 dB2. 56 dB3. 78 dB4. 84 dB

6-22. Which of the following tasksrequires that you wear eyeprotection while preforming thejob?

1. Sandblasting2. Pouring molten metals3. Dust-producing operations4. Each of the above

6-23 . Which of the following personnel isrespons ib le for ident i fy ing eye -hazardous areas?

1. S a f e t y o f f i c e r2. Commanding officer3. Safety petty officer4. Work center supervisor

6-24. If a worker has a visual impairmentin one eye, the person is requiredto wear protective eye wear whenperforming which of the followingjobs?

1. Combat duties2. Mess cooking duties3. Standing a military watch4. Each of the above

6-25 . A heat stress survey should beconducted whenever the work stationdry-bulb reading exceeds whattemperature?

1. 100 °F2. 90 °F3. 80 °F4 . 75 °F

6-26 . The controlling document for theentire tag-out procedure is the

1. 3-M Manual2. tag -out l og3. maintenance manual4. NAVOSH Manual for Forces Afloat

6 -27 . The number of tag-out logs thateach ship class must maintain isspecif ied by which of the followingindiv iduals?

1. Chief of Naval Operations2. Commanding officer3. Squadron commander4. Force commander

6-28 . The tag-out log has 4 sectionsmaintained within the log.

1. True2. False

6 -29 . On non-nuclear ships a tag-outaudit is conducted every

1 . week2. two weeks3. month4. quarter

6 -30 . Your signature on the tag-out logafter an audit serves which of thefollowing purposes?

1. That you have seen the log2. That you found no errors in the

l o g3. That you have signed “By

direction” for the commandingo f f i c e r

4 . That the log is verified up todate

6 -31 . When placed in a survivals i tuat ion , what publ i cat ion(s )give(s) the senior person theauthority to be in charge?

1. Code of Conuct2. Navy Regulations3. Both 1 and 2 above4. Secret ballot voting

41

6-32.

6-33.

6-34.

6 -35 .

6 -36 .

Survival is a group or team effort.What total percentage of individualeffort must be put forth by eachmember to make sure the group orteam is not captured?

1. 20 percent2. 60 percent3. 85 percent4 . 100 percent

In a shore surv ival s i tuat ion , i fyou are the senior member, the willto survive becomes a personalstruggle between the environmentand

1.

2.3.4 .

A l l

your spec i f i c personalq u a l i t i e syour weakest team memberyour emergency rationsyour junior personnel

persons placed in a survivalsituation feel which of thefollowing useful emotions?

1. Fear2. Confusion3. Exhaustion4. Frustrat ion

In a survival situation, when youbecome more alert, hear better, seebetter, and are able to performfeats of strength, you areexperiencing

1.2.3.4.

Toi n

a normal reaction to feara psychological breakdownharmonic convergencecomplete exhaustion

improve your chances ofany situation, you must

survivalhave the

attitude that you will survive ata l l c o s t s . Which of the followingtraits will enhance your chances ofsurvival?

1. Courage2. Pers is tence3. Attentiveness4. All of the above

6-37. In the art oftheyou

1.2.3.4 .

fo l l owingsurvival, which ofrequirements permits

to see but not be seen?

Your sightCamouflageThe terrainyour hearing

6-38 . Evading the enemy in open woods isdifficult because under favorableconditions enemy observers are ableto see up to what maximum distance?

1. 100 yards2. 150 yards3. 200 yards4 . 250 yards

6-39. The most common deterrent tosuccessful evasion is a negativea t t i t u d e . A negative attitude canbe related to, caused by, or a lackof which of the following survivalt r a i t s ?

1. Pat ience2. S e c u r i t y3. Common sense4 . A l l o f t h e a b o v e

6-40. At times, even though you do allthat you can to evade the enemy,you are captured. When thishappens, what does the Code ofConduct direct you to do as soon asyou are captured?

1. Answer any and all of theenemy’s questions

2. Begin planning your escape3. Be nice to the enemy4. Relax

6-41. Experience has proved that “model”POW camps, where food is regularand treatment is considerate, fallinto which of the followingcategor ies?

1. They are only found within 100mi les o f the f ront l ines

2. They are located only in enemyt e r r i t o r y

3. They are the normal camps4. They are the exception

42

6-42. Being captured does not mean that 6-46.you cannot stil l be useful to yourCountry. If captured, your duty isto take which of the followingact ions?

1. Resist the enemy by allpossible means

2. Provide any information theenemy wants

3. Work for the enemy to getspec ia l favors

4. Promise the enemy you won’t tryto escape

6-43 . Informing on a fellow prisoner in aPOW camp is forbidden except underwhich , i f any , o f the fo l lowingcondi t ions?

1.2.

3.

4.

6 - 4 4 . I n

You feel no one will be injuredYou feel the information willhe lp a l l f e l l ow pr isonersYou feel the fel low prisonerhas betrayed all otherpr isonersNone of the above

a Prisoner of war camp, thesenior l ine o f f i cer or non-commissioned officer (NCO) assumescommand of fellow prisoners withoutregard to branch o f serv ice . I fthis senior officer or NCO becomesincapacitated for any reason, who,i f

1.2.3.4 .

anyone, assumes command?

No oneAny staff-NCOThe next senior personThe junior enlisted person

6-45. What words in the Code of Conductsignify each American’s faith andconfidence in their country ands e r v i c e ?

1. If I become a prisoner of war,I will keep faith with myfe l low pr isoners

2. If I am captured I willcontinue to resist by all meansavai lab le

3. I will never surrender of myown free will

4 . I am an American, fighting inthe forces which guard mycountry and our way of life

6 -47 .

6 -48 .

6 -49 .

If you are the senior person in asurvival at -sea s i tuat ion , you wi l lbe responsible for making sure yourgroup is sa fe . Which o f thefollowing techniques will aid youin boosting morale?

1. Singing2. Praying3. Joking4 . All of the above

As the senior person in charge of asurvival group, you are in chargeand must use authority fairly.Besides the Code of Conduct, whate lse g ives you th is author i ty?

1.2.3.4 .

I f

The Geneva ConventionThe U.S. ConstitutionThe Bill of RightsNavy Regulations

you and your group are isolatedbehind enemy lines, your chances ofmaking it to friendly forces can begreatly enhanced if you alwaysremember the meaning of the lettersin what key word?

1. Evasion2. Capture3. Survival4 . Regulat ion

It is often said that “undue hastemakes waste.” In a survivals i tuat ion , i f you are care less andimpatient, you will begin toencounter which of the followingexperiences?

1.2.

3.

4 .

The taking of unnecessary risksThe feeling of being more ateaseAn increase in your survivalchancesA decrease in your fear of theenemy

43

6-50. In a survival situation, you canalways improve your situation ifyou take which of the followinga c t i o n s ?

1. Improvise2. Fight s leep3. Submit to fear4. Get lots of sleep

6-51. The best chance for survivalbelongs to a group with a leaderwho encourages the group topractice which of the followingmethods of working with others?

1. Work in separate groups2. Work with the enemy3. Work independently4. Work together

6 -52 . If a group is to survive, it mustbe highly organized; therefore,each person must be assigned tasksbased on which of the followingc r i t e r i a ?

1. The desires of the leader2. The resul ts o f secret ba l lo t

v o t e s3. The feelings of the group at

the time4. The personal qualifications of

each person

6-53 . Having wounded personnel in asurvival situation can place astrain on the group. Which of thefo l lowing po l i c ies wi l l he lp toease the strain?

1. Each person must look out forhimsel f

2. Wounded and injured personswill NOT be left behind

3. Before leaving wounded andin jured persons behind , f i rs taid will be provided

4. Injured and wounded will bedirected toward the nearest RedCross-sanctioned POW camp

6-54. Your best chance for survival is tolearn the techniques and methods ofsurvival .

6-55. Which of the following factors isimportant in a survival situationand greatly reduces your chances ofsurv iva l and escape i f i t i s l os t?

1. Your knowledge of the area2 . Your ab i l i ty to f ind enough

food3. Your health and strength and

that of your group4. Your ability to understand the

language of your enemy

1. True2. False

44

ASSIGNMENT 7Textbook Assignment: Chapter 7, “Damage Control,” pages 7-1 through 7-34.

Figure 7A. --Basic objective.

TO ANSWER QUESTIONS 7-1 THROUGH 7-4,SELECT FROM FIGURE 7A THE CORRECT BASICOBJECTIVE OF DAMAGE CONTROL DESCRIBED INTHE STATEMENT. RESPONSES MAY BE USEDONCE, MORE THAN ONCE, OR NOT AT ALL.

7 -1 . Regaining a safe margin ofstability and buoyancy.

1. A2. B3. C

7-2 . Removing fire hazards.

1. A2. B3. C

7-3 . Maintaining watertight andfumet ight integr i ty .

1. A2. B3. C

7-4 . Preserving stability and buoyancy.

1. A2. B3. C

7-5 . In considering your ship’sde fens ive and o f fens ive ab i l i ty tofight the enemy, you should viewdamage control as which of thefo l lowing funct ion(s ) ?

1. Defensive2. Of fens ive3. Both 1 and 2 above

Controlling damage inflicted on aship depends on which of thef o l l o w i n g a b i l i t i e s a n d i n i t i a t i v e sof the crew?

1. Taking prompt correctiveactions

2. Having a through knowledge ofthe ship

3. Using materials that arereadi ly avai lab le

4 . Each of the above

7-7 . Who is responsible for carrying outthe requirements of command damagecontro l t ra in ing?

1. Commanding officer2. E x e c u t i v e o f f i c e r3. Operations officer4 . Fire marshal

7 - 8 . Who is responsible for taking allpractical preliminary measuresbefore damage occurs?

1. D i v i s i o n o f f i c e r2. Of f i cer o f the deck3. Damage control assistant4. Damage control petty off icer

7 -9 . Division damage control pettyo f f i cers are normal ly ass igned forwhat minimum period of time?

1. One year2. Two years3 . Three months4 . Six months

7-10 . Who performs the duties of thedamage control petty off iceroutside normal working hours inp o r t ?

1. Sect ion leader2. P o l i c e p e t t y o f f i c e r3. Leading pet ty o f f i cer4. Work center supervisor

45

7-6.

7-11.

7-12.

7 -13 .

7-14.

7-15.

7-16.

After the DCPO and duty DCPOselections are made by the divisionof f i cer , which o f the fo l lowingofficials must be informed of theassignments?

1. E x e c u t i v e o f f i c e r2. Fire marshal3. Damage control assistant4. Both 2 and 3 above

Who is responsible for supervisingthe setting of specified damagecontro l mater ia l condi t ions withindiv is ion spaces?

1. Damage control petty off icer2. Work center supervisor3. Leading petty officer4 . Div is ion o f f i cer

The damage control administrativeorganization is contained withinwhat department?

1. Engineering2. Operations3. Weapons4. Deck

What organization is responsiblefor keeping the commanding officeradvised o f the capabi l i t i es o f theship after a casualty?

1. Deck division2. Repair parties3. Operations department4. Damage control central

What person is responsible forassigning personnel to repairpart ies?

1. Commanding officer2. Execut ive o f f i cer3. Division officer4. Department head

Who ensure(s) replacement personnelassigned to repair parties areproperly trained and that theyattain PQS qualifications?

1. D i v i s i o n o f f i c e r s2. Engineer ing o f f i cer3. Repair party leaders4 . Damage control assistant

7-17.

7-18.

7-19.

7-20.

7-21.

When making assignments to repairpart ies , which o f the fo l lowingpractices should you avoid?

1. Reassigning mass numbers ofpersonnel

2. Replacing a petty off icer witha Seaman

3. Assigning someone who has notfully completed damage controlPQS

4. Replacing a person with someonewho has just reported aboard

When personnel are engaged inrepair party act iv i t ies , theyshould NOT wear uniforms made ofwhich of the following types ofmaterial?

1. Polyester double knit2. Gabardine3. Cotton4 . Wool

Under which of the followingcircumstances may repair partypersonnel omit wearing li fe jacketsand carrying a protective mask?

1. When acting as repair partyleader

2. When acting as on-scene leader3. When performing first aid4. When wearing the OBA

What is the minimum acceptablenumber of personnel needed tocompose the duty damage controlparty?

1. 62. 123. 154. 18

During general quarters which ofthe fo l lowing persons i s /arerespons ib le for set t ing mater ia lcondition Zebra in manned spaces?

1. Damage control assistant2. Personnel in the space3. Repair party leader4. On-scene leader

46

7-22. Condition Zebra is fully set whenwhich of the following conditionshas been met?

1. When all Yoke and Circle Wfittings have been checked

2 . W h e n a l l X - r a y a n d C i r c l e Wfittings have been checked

3 . W h e n a l l X - r a y a n d Y o k efittings have been checked

4 . W h e n a l l C i r c l e W a n d R e dCirc le Zebra f i t t ings have beenchecked

7-23. To handle battle casualties, mostships have what minimum number ofbatt le dress ing s tat ions?

1. One2. Two3. Three4. Four

7-24. In the absence of the repair partyleader, what person is in charge ofthe repair locker?

1. Damage control petty off icer2. Senior person at the locker3. On-scene leader4. I n v e s t i g a t o r

7-25. What person informs DCC of thenature of a fire or damage at thescene?

1. Invest igator2. Boundary setter3. On-scene leader4. Repair party leader

7 -26 . To be an on-scene leader, youshould be qualified in which of thefollowing areas?

1. Invest igator2. F i r e f i g h t i n g3. Damage control repair4. Each of the above

7-27. Each repair locker has what minimumnumber of investigators assigned toi t ?

1. Eight2. S i x3 . F i v e4 . Four

7-28 . The at-sea fire party normallyconsists of what minimum number ofpersons?

1. 52. 103. 154. 18

7-29 . At-sea, which of the followingindications may be a symptom of adangerous condition?

1 . W i s p o f s m o k e2. Minor loss of power3. Excessive warmth of a bulkhead4. Each of the above

7-30 . What are the first two steps inhandling battle damage?

1. Secure electrical circuits andput out f i res

2. Put out f ires and controlf l o o d i n g

3. Remove casualties and controlf l o o d i n g

4. Isolate broken pipelines ande f f e c t r e p a i r s

7 -31 . For which of the following reasonsshould a detailed investigation bemade as soon as possible afterdamage occurs?

1. Secondary damage may beundetected

2. Hot splinters may be buried incombustibles

3. Flooding may be occurring frompartly opened valves

4. Each of the above

7-32. As a general rule, what degree off l ood ing indicates that acompartment is open to the sea?

1. Compartment is completelyf l ooded

2. Compartment is flooded to seal e v e l

3. Both 1 and 2 above4. Compartment has water leaking

from seams

47

7-33. For a compartment to completelyflood from the deck to theoverhead, which of the followingconditions must exist in thecompartment?

1. It must be vented2. It must be completely secured

from the sea3. It must be isolated from all

other compartments4. It must have no ventilation

f i t t i n g s

7-34. Which of the following methods canbe used to control f looding?

1. Jettisoning equipment2. Ensure water tight doors are

open3. Ensure all electrical power is

secured4 . Each of the above

7-35. When rendering first aid to avictim, you should check the personfor breathing, shock, andhemorrhage in what order?

1. Hemorrhage, breathing, shock2. Breathing, hemorrhage, shock3. Shock, breathing, hemorrhage4 . Hemorrhage, shock, breathing

7-36 . A fire will be extinguished whenwhich of the following componentsis eliminated?

1. Fuel2 . H e a t3. Oxygen4. Each of the above

7-37 . When you are treating anunconscious person, you should NOTprovide which of the followingact ions?

1. Remove clothing2. Administer water or morphine3. Administer medical assistance4. Each of the above

7-38.

7 -39 .

7 -40 .

7-41.

7-42.

7 -43 .

When fighting a class C fire whichof the following actions should yout a k e f i r s t ?

1. Secure the compartment2. Deenerg ize a l l c i rcu i ts3. Establish fire boundaries4. Spray with water to cool the

f i r e

After a compartment has beenflooded with CO2, what minimumlength of time should you waitbefore opening the compartment?

1. 1 hour2. 30 minutes3. 15 minutes4 . 10 minutes

What is the primary means ofcommunicating between stationswhile combating damage?

1. Sound-powered telephone2. Ships service telephone3. Messenger4. Intercom

Which o f the fo l lowing c i rcui ts i sthe main damage control intercomc i r c u i t ?

1. 1 MC2. X-40J3. 3 MC4. 4 MC

Which of the following componentsof a nuclear weapon constitutes themost probable hazards in the eventof an accident?

1. Radiation and plutonium2. Radiation and gamma rays3. High explosives and plutonium4. High explosives and gamma rays

Any accident involving a nuclearweapon will result in a nuclearexplos ion .

1. True2. False

48

7-44. Dangerous high explosives that havebeen scattered by an explosion maybe recognized by their appearance.If they are fused, what will betheir appearance?

1. White powdery2. Tan or buff3 . P i n k4 . B l u e

7-45. The size of the kill zone anddamage-survival zones of a nucleardetonation is determined primarilyby which of the followingcircumstances?

1. The weapon yield2. The altitude at which

detonation takes place3 . The d irect ion o f the prevai l ing

wind4. The amount of high explosives

used

Figure 7B.--Causes.

TO ANSWER QUESTIONS 7-46 THROUGH 7-49,SELECT FROM FIGURE 7B THE CAUSE OF THEDAMAGE RESULTING FROM A NUCLEAR DETONATIONAS DESCRIBED IN THE STATEMENTS. RESPONSESMAY BE USED ONCE, MORE THAN ONCE, OR NOTAT ALL.

7-46. Damage to boiler brickwork,e s p e c i a l l y f l o o r s .

1. A2. B3. C

7-47. Dishing and rupturing of shellplating below the waterline.

1. A2. B3 . C

7-48.

7-49.

7 -50 .

7 -51 .

7-52.

7 -53 .

Dishing of shell plating above thewater l ine .

1. A2. B3. C

Rupturing of topside pipingsystems.

1. A2. B3. C

The primary causetopside personnel

o f in jury towho are exposed

to a nuc lear a ir b last i s

1 . h e a t2. nuc lear radiat ion3. bodily displacement4. displacement of loose gear

If an underwater shock is expected,which of the following actionsshould you take to reduce thepotent ia l f or personal in jur ies?

1.2.

3.

4 .

I f

Lie prone on the deckCurl up on the deck and coveryour faceHold on to a solid structure,flex your knees, and rest onthe ba l l s o f your feetStand c lear o f a l l s tructuresand watch for f lying objects

you see the sky light up from anuclear detonation, what is thefirst action you should take?

1. Close your eyes2. Drop to the deck3. Flex your knees4 . Grab a so l id s tructure

Which of the following types ofmajor contamination is NOT likelyi n

1.2.3.4 .

a nuclear attack?

Alpha part i c lesBeta part i c lesGamma raysNeutrons

49

7-54.

7-55.

7-56.

7 -57 .

7 -58 .

7-59.

In a contaminated ship, which ofthe fo l l owing types o f rad iat ion i sthe most s igni f i cant radiat ionhazard?

1. Alpha part i c les2. Beta part i c les3. Gamma rays4 . All of the above

Which of the following methodswould most likely be used todisseminate BW agents?

1. Aerosol2. Rocket3. S h e l l4. Bomb

The use of chemical warfare isdirected primarily toward which ofthe fo l lowing targets?

1. Man2. Animals3. Equipment4. Buildings

Which of the following weapons canbe used to deliver CW agents?

1. Bombs2. S h e l l s3. Rockets4 . Each of the above

Which of the following CW agents isNOT considered a casualty agent?

1. Vomiting2. B l i s t e r3. Blood4. Nerve

Which of the following CW agents isconsidered to be the mostdangerous?

1. Blood2. Nerve3. Blister4 . Choking

7-60. Symptoms of a nerve agent willoccur about 1 minute afterexposure. Approximately whatlength of time will pass beforedeath occurs?

1. 1 hour2. 6 minutes3. 30 minutes4. 1 day

7-61. If a nerve agent is in theatmosphere in your location, youshould don your protective mask.The mask may be removed under whichof the following circumstances?

1. One hour has elapsed since theattack

2. Two hours have elapsed sincethe attack

3 . T h e a l l c l e a r s i g n a l i s g i v e n4. The agent can no longer be seen

in the atmosphere

7-62. What is the maximum number ofatropine injections you may giveyourself without medicalsupervision?

1. 12. 23. 34. 4

7 -63 . What is the first thing you shoulddo if your eyes become contaminatedwith a nerve agent?

1. Use a nerve agent antidote2. Put on your protective mask3. Report to the nearest medical

fac i l i ty4. Flush your eyes with

uncontaminated water

7-64. What is the immediatedecontamination procedure for thetreatment of blister agents in theeyes?

1. Inject atropoine2. Flush with water3. Use the skin decontamination

k i t4. Report to the nearest medical

f a c i l i t y

50

7-65 .

7 -66 .

7 -67 .

7-68.

7 - 6 9

If a person receives a heavyconcentration of a choking agent,death may occur within whatapproximate length of time?

1. 12 hours2. 24 hours3. 3 hours4. 48 hours

If you receive a concentration of achoking agent and experiencenausea, v o m i t i n g , o r d i f f i c u l t y i nbreathing, which of the followingactions should you take?

1. Continue your normal combatd u t i e s

2. Report to the nearest medicalf a c i l i t y

3. In jec t three shots o f a trop ine4 . Rest quiet ly unt i l evacuated by

medical personnel

Which of the following CW agentshas been employed extensively as ar io t contro l agent?

1. Choking2. Vomiting3. Blister4. Tear

Which of the following CW agents isused for harassment but also may bedispersed with lethal chemicalagents?

1. Vomiting2. B l i s t e r3. Nerve4. Tear

When planning for a disasterresponse, your activity shouldfirst be concerned with which ofthe fo l lowing cons iderat ions?

1. Survival of the community2. The activity’s own survival3. Type of communications needed4 . Type of communications

avai lab le

7-70.

7 -71 .

7 -72 .

7 -73 .

7 -74 .

7 -75 .

During what phase of disasterrelief are survey teams dispatchedto the disaster area?

1. Phase I2. Phase II3. Phase III4 . Phase IV

Under which of the followingconditions should personnel goinginto a disaster area be armed?

1. When authorized by thecommanding officer

2. When food and water will be inshort supply

3. When the relief party willremain overnight

4. When looting will be a problem

The purpose o f d isaster re l ie f i sto provide

1. r e h a b i l i t a t i o n2. emergency relief3. permanent shelter4. d isaster prevent ion

During what level of mission-oriented protective posture (MOPP)is all protective equipmentrequired to be worn?

1 . Leve l 12. Leve l 23 . L e v e l 34 . L e v e l 4

As the on-scene leader, which ofthe fo l lowing post f i re ac t ionsshould you take?

1. Test for explosive gases2. Set a reflash watch3. Overhaul the fire4. All of the above

Which of the following odors mayindicate the presence of bloodagents?

1. Garlic2. New-mown hay3. Bitter almonds4. Fruity camphor

51