CHAPTER 4

PROFESSIONAL RESPONSIBILITIES
LEARNING OBJECTIVES
Upon completion of this chapter, you should be able to do the following:
1. Identify the petty officer responsibilities.

6. Describe the personnel advancement requirements system.

2. Explain how to supervise personnel awarded

extra military instruction (EMI), extension of 7. Describe the application procedures for the
limited duty officer (LDO) and chief warrant
work hours, or withholding of privileges.
officer (CWO) programs.
3. Describe the various watch organizations.
8. Identify the duties of the training petty
officer.
4. Identify the personnel qualification standards and organization.
9. Describe the procedures for presenting personnel for quarters, inspections, and cere5. Explain how to review an enlisted service
monies.
record.

leadership areas the Navy has entrusted to all its

petty officers. Most of the information will focus
on the leading petty officer (LPO).

Any man who may be asked in this century

what he did to make his life worthwhile,
I think he can respond with a good deal
of pride and satisfaction . . . I served in
the United States Navy.

TYPES OF AUTHORITY
There are two distinct types of authority:

John F. Kennedy
35th President of the
United States

1. General
2. Organizational
In the following paragraphs we will show you
how these two types of authority are used to give
you a better idea of how you fit into the Navys
leadership structure.

In this chapter we will give you a brief

overview of the duties of a petty officer first class.
As a senior petty officer, you should have a
thorough knowledge of the various programs that
pertain to the responsibilities of that position.

General
General responsibilities and duties of all
officers and petty officers in the Navy are listed
in article 141.4 of the Standard Organization and
Regulations of the United States Navy,
OPNAVINST 3120.32B.

PETTY OFFICER RESPONSIBILITIES

To make you aware of your responsibility as
a petty officer, we will cover in-depth the
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Article 141.4 requires all personnel to show

in themselves a good example of subordination,
courage, zeal, sobriety, neatness, and attention
to duty. All persons in the naval service shall aid,
to the utmost of their ability and extent of their
authority, in maintaining good order and
discipline as well as other matters concerned with
efficiency of the command. The extent of the
authority given to naval personnel to fulfill their
general duties is set forth in article 1020 of United
States Navy Regulations (Navy Regs). Article 1020
gives all persons in the naval service the right to
exercise authority over all subordinate personnel.
This authority is supported by article 1122, which
charges all persons within the naval service to obey
readily and strictly, and to execute promptly,
lawful orders of their superiors.

article 15 of the Uniform Code of Military Justice

(UCMJ). Authority to administer nonjudicial
punishment is carefully reserved by the UCMJ for
certain commanders, commanding officers, and
officers in charge. Petty officers have authority
to take certain measures to correct minor
infractions that do not merit punishment under
article 15. They have authority to correct
subordinates who are deficient in the performance
of their military duties and in the performance
of their work assignments. However, many petty
officers do not understand what measures they
may take to correct their subordinates. As a result
each command differs in the application of these
measures, and petty officers do not always know
the extent of their authority.
As a leading petty officer, you should be
thoroughly familiar with the tools available to you
to correct military deficiencies in your personnel.
You should also know the proper procedures for
applying these corrective measures.
Two of the most common measures used to
correct military duty deficiencies are the
withholding of privileges and extra military
instruction (EMI). Another measure that is
corrective in nature, but is not used to correct a
deficiency, is the extension of working hours.
These three management tools are discussed in the
following paragraphs.

Organizational
Organizational authority held by all officers
and petty officers is derived from each persons
assigned billet within a particular command.
Command organizational structure is based on
guidance from the Standard Organization and
Regulations of the U.S. Navy (SORN),
OPNAVINST 3120.32B. The organizational
structure is set forth by the organizational manual
for each command, department, and division. The
organizational structure defines the levels of
organization to which each is subordinate. It also
invests in each level the authority that is necessary
to fulfill assigned duties and responsibilities. The
source of this authority rests in article 1037 of
Navy Regs. Article 1037 grants petty officers at
each level the necessary authority for the
performance of their duties.

Extra Military Instruction

People often confuse EMI and extra duty.
Extra duty is work assigned that is completely
outside ones normal duties. Extra duty is punitive
in the legal sense and is only awarded as
nonjudicial punishment or as a result of a courtmartial.
EMI is a lesson in a phase of military duty
designed to correct a deficiency of performance.
EMI is nonpunitive in the legal sense and is
sanctioned by the Manual for Courts-Martial
(MCM); however, it may be viewed as
inconvenient or unpleasant. EMI is assigned
informally, usually by the division chief if
authorized by the commanding officer. EMI can
only be given to correct an observed deficiency
logically related to the deficiency. It is a bona fide
training device intended to improve the efficiency
of a command or unit.
EMI within the Navy is assigned, when
required, with the following limitations:

LIMITATIONS OF AUTHORITY
Authority includes the right to require actions
of others. Actions of others are directed by oral
or written orders that are subject to general
LIMITATIONS of AUTHORITY. Orders must
be lawful since subordinates are only required to
obey lawful orders (article 1132, Navy Regs).
Orders must not be characterized by harsh or
erratic conduct or abusive language (article 1023,
Navy Regs). Since authority is given only to fulfill
duties and responsibilities, only the authority
necessary to complete the tasks assigned can be
delegated; authority should never be delegated
beyond the lowest level of competence.
Punishment may only be awarded through
the judicial process or nonjudicially through

It will not normally be assigned for more

than 2 hours per day.
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It may be assigned at a reasonable time

outside normal working hours, but will not be
used to deprive a person of normal liberty. A
person who is otherwise entitled to liberty may
commence normal liberty upon completion of
EMI.

action when necessary to correct minor infractions

and to increase the efficiency of the command.
Authority to withhold privileges of personnel
in a liberty status rests with the commanding
officer or officer in charge. Such authority may,
however, be delegated to the appropriate level.

The duration of EMI will be limited to the

period of time required to correct the training
deficiency.

Extension of Working Hours

The authority to assign EMI is normally not

delegated below the chief petty officer (CPO)
level. However, in exceptional cases in which
qualified petty officers are filling CPO billets in
an organizational unit (division, major work
center, or comparable organization) that contains
no CPO, authority may be delegated to a mature
senior petty officer. This authority to assign EMI
may be withdrawn from petty officers at any time
by the commanding officer or officer in charge.

Depriving an individual of liberty or privileges

as a punishment for any offense or substandard
performance of duty is illegal, except as
specifically authorized under the UCMJ.
However, you can require personnel to perform
tasks efficiently and insist that those tasks be done
in a timely manner. Therefore, requiring
personnel to remain on board outside of regular
working hours to perform necessary tasks is not
punishment. Personnel can be required to stay on
board to complete work assignments that should
have been completed, to complete additional
essential work, or to maintain a required level of
operational readiness.
Commanding officers and officers in charge
may grant officers and petty officers the authority
to extend working hours as needed. Good leadership and management practices require that the
impact of readiness requirements and work
requirements on liberty be reviewed continually.
As a supervisor, you are expected to inform your
immediate superiors of your plans to have
personnel work beyond working hours.

Withholding of Privileges

DUTIES AND RESPONSIBILITY

Withholding of privileges is a nonpunitive

measure, authorized by the Manual for CourtsMartial (MCM), that may be used by superiors
to correct infractions of military regulations or
performance deficiencies. A privilege is a benefit
provided for the convenience or enjoyment of an
individual. Examples of privileges that may be
withheld as nonpunitive measures are special
liberty, exchange of duty, special pay, special
command programs, base or ship library use, base
or ship movies, base parking, and base special
services events.
The final authority to withhold a privilege,
however temporary, rests with the level of
authority that grants the privilege. In many cases,
the authority of officers and petty officers to
withhold privileges is limited to recommending
that action via the chain of command to the
appropriate authority. As a petty officer, you are
authorized and expected to recommend such

As a petty officer first class, you will be the

division leading petty officer (LPO), or you will
be in line for the position. The division LPO is
the enlisted assistant to the division officer. You
will represent the division officer to the division
and the division to the division officer. You will
also be entrusted with the supervisory task of
running the division. Therefore, you should be
familiar with the duties and responsibilities of
your division officer as well as your own.

It should not be assigned on the

individuals Sabbath. Only commanding officers
and officers in charge have the authority to assign
EMI to be performed after working hours.
However, this authority may be delegated to
officers and petty officers in connection with
duties and responsibilities assigned to them. The
administration of EMI is monitored by superiors
in the chain of command as part of their supervisory duties.

Duties
The division officers duties, responsibilities,
and authority are outlined in the SORN. It is
available at your ships or stations admin office.
Be sure to review the division officers duties,
responsibilities, and authority.
The division officer appoints the division
LPO. This person is normally the senior CPO or
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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 to
several people. For example, closing (or shutting)
a watertight door should not be left to the
compartment cleaners who work nearby. One
person should be assigned to check the door each
time it is to be closed. Other crew members may
close it, but only one person should be responsible
for closing it. No matter how obvious or easy a
job appears to be, never take it for granted.
Always make one person responsible for it.
All members of your division should know to
whom they report and who reports to them; in
other wordswho is in charge of whom and when
they are in charge.
Responsibility must be matched by authority.
If you are the LPO, you hold your work center
supervisors responsible for the efficiency of their
crews. You should also give them freedom to
assign and train their personnel. Let them
recommend training schedules and take their
recommendations into consideration when
evaluating the performance of their personnel.
Permit them to endorse or reject special requests
submitted by their personnel. Make it clear to
them and to their people that only in unusual cases
will you go against the supervisors recommendations.

senior petty officer in the division. The LPO

assists the division officer in his or her duties and
in supervising and training division personnel.
Some of the specific duties and responsibilities of
the division LPO are as follows:
Assists the division officer in preparing
watch and liberty lists
Assists in assigning personnel to cleaning
stations and supervises assigned personnel
in performing their cleaning duties
Prepares and submits supply requisitions
to the division officer
Assists in training division personnel
Assigns tasks and supervises the
performance of division personnel
Supervises the division damage control
petty officer
Performs such other duties as may be
assigned
The division LPO reports to the division
officer. The section leaders, the work center
supervisors, and the division damage control petty
officer report to the LPO.

ASSIGNMENTS

Assigning Division Responsibilities

The responsibilities you assign must be clearcut. If the 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.

As the LPO or as one of the senior petty

officers in the division, you will probably have
some input on the assignment of personnel to
billets. Keep in mind that each job given your
division and each duty for which your division
is responsible must be assigned to a specific
person. Make sure the person assigned is qualified
to do the job. For example, assume that the
special sea detail bill assigns the billet of telephone
talker on the forecastle to a seaman from your
division. Since the seaman is from your division,
you should assign a petty officer to instruct that
person in proper phone-talking procedures. You
should also make sure trained replacements are
available.
When assigning duties, you should follow this
three-step approach: (1) assign the personnel, (2)
assign petty officers to supervise the personnel,
and (3) be prepared with trained replacements
when personnel are transferred or absent. The
responsibilities you assign must be clear-cut. If
the job is a big one, a person will likely need

Personnel
When you assign personnel a job, the
qualifications of the people assigned must be
carefully considered. If you assign a person to a
job who does not possess the proper qualifications, just to fill a numerical billet, that job is
destined for failure.
Supervisor
Petty officers you assign to supervise jobs
should be qualified to do that particular job and
qualified to train others to do the same job. Petty
officers that you assign to the various work groups
must have your full support. They should be
included in any discussion in the assignment of
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their personnel. They should have the freedom of

making changes concerning their personnel and
work stations and have the authority to train their
personnel. They should also be able to make
recommendations to training schedules.

at fault either were not aware of their duties and

responsibilities or they did not think they had the
authority to act. On the other hand, serious
damage and loss of life have been averted by the
timely action of watch standers working together
as a coordinated team.

Replacement Personnel

WATCH, QUARTER, AND

STATION BILL

A fact of life in the Navy is the transfer of

trained personnel. The secret to trained personnel
is cross-training your people. Make sure each
person knows the other persons job. If you crosstrain replacements for a particular job, they will
be qualified to do the job. If the individual is not
qualified, he or she should be assigned to a
qualified person and remain with that individual
until the job is understood. You and your division
officer can then be confident of that persons
abilities if a plan of action is used to train your
division personnel.

The watch, quarter, and station (WQS) bill is

the commanding officers summary of personnel
duty assignments and stations. This bill displays
your duties for each emergency and watch
condition. It also shows your duty requirements
in administrative and operational bills. The
primary purpose of the WQS bill is to inform all
division personnel of their assignments. Division
officers prepare, complete, and detail WQS bills.
Once approved, these bills are posted in a
prominent place within the division. The WQS bill
shows name, rate, billet number, bunk, and locker
number of each person in the division. In
addition, it indicates each persons battle station
(conditions 1, 2, 3), fire station, fire and rescue
station, collision station, abandon ship station
(with equipment to be provided), special station
for getting underway and anchoring, sea watch
station, in-port watch station, and cleaning
station.

WATCH ORGANIZATION
The term duty has been defined in many
different ways, with most definitions centering
around an assigned task or place of service. The
best definition of a duty is something that a person
is expected or required to do by moral or legal
obligationan action or task required by ones
position. Most of us are familiar with duty
because we stand duty in addition to our regular
work. But duty includes much more than simply
standing a watch. Basically, we could divide duties
into two categories, MILITARY (watches and so
forth) and ADMINISTRATIVE (making watch
bills, writing evals, giving work assignments,
and so forth). A petty officer first class must
be qualified to perform the duties in both categories.

Based on the battle bill, the details of duties

performed by the divisions are found in the
general WQS bill. Watches, quarters for berthing
and messing, and stations for battle emergencies,
as well as routine work, are some of the duties
included in the bill.
Based on the general WQS bill, the assignments of stations and duties to all individuals,
by name, are set forth in appropriate bills
for each division of the ship. These bills
should be conspicuously posted and kept up to
date.

A ships watch organization is second in

importance only to the organization for battle.
Great care is exercised in establishing the watch
organization and in making sure all crew members
understand their duties, responsibilities, and
authority to make decisions.

The executive officer is responsible for

maintaining a master WQS bill for the ship.
Division officers are responsible for detailed WQS
bills for the personnel in their division. These bills
must be approved by the executive officer. Since
the ships master WQS bill must accurately reflect
all division assignments, any changes to the
WQS bill must also be approved by the executive
officer.

Personnel on watch are entrusted with the

safety of the ship, its equipment, and its
personnel. Confusion or conflict among watch
standers can result in serious casualties or the loss
of the ship. In many naval disasters the people
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officer must maintain a balance of skills in each

section and arrange each section in order of
seniority from top to bottom. These sections
represent watch sections underway and duty
sections in port, except for all-hands evolutions

Figure 4-1 shows a sample WQS bill for

personnel in the first section of the first division.
The billet number consists of either four numerals
or a letter and three numerals. The first numeral
or letter indicates each persons division; the
second numeral indicates the watch or duty
section; and the last two numerals indicate each
persons seniority in the section. For example, in
billet number 1101, the first numeral (1) indicates
the person is in the first division; the second
numeral (1) that the person is in the first section;
and the last two numerals (01) indicate the person
is the most senior person in the section. The
department is not specified here because the first
division is always the deck department. Other
columns allow for entry of the information from
each of the ships bills. Titles for the headings in
each column are the same as the bill, as defined
in the Ships Organization and Regulations
Manual (SORM). The division officer is
responsible for making sure personnel know what
their duties are. One useful way to accomplish this
is to give each person a pocket WQS bill (fig. 4-2)
listing the persons duties as shown on the division
WQS bill.
As the ships manning changes and as personnel are reassigned, the division officer has to
continually update the WQS bill. The division

like the special sea detail. The WQS bill also has
to be updated when annual leave or illness changes

the composition of the bill. For example, suppose

a Gunners Mate (Guns) Seaman (GMGSN) in
your division is sent to school. If the GMGSN is
replaced by a new SA, you will have to give the
Gunners Mates assignments on the WQS bill to
another experienced person while the SA is in
training. Therefore, the school assignment of the
GMGSN has forced you to make changes to your
divisional bill.
Changes in the watch bill made by the senior
watch officer for the ship require corresponding
changes to the master and divisional WQS bills.
The division notebook is used for transferring
information from the battle bill and ships bills
to the WQS bill. The division notebook is divided
to allow one part for each condition of readiness
and each ships bill. Stations and duties for which
the division is responsible are entered in each part
of the book. Next to those entries are the names
of the personnel to whom the division officer
assigns each function. In other words, the division

Figure 4-1.Watch, quarter, and station bill.

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EMERGENCY BILLS
Emergency bills are probably the most
important of all shipboard bills because they spell
out responses to emergency situations that affect
all hands. All crew members must know their
assignments and responsibilities for each
emergency bill.
Emergency bills serve as check lists and as
guides in assigning people to emergency stations.
Emergency bills also serve as guides in training
personnel to combat emergencies when the danger
of loss of life or of the ship exists. All ships have
the following emergency bills:
General emergency
Man overboard
Chemical, biological, and radiological
defense
Emergency destruction
Fire
Additionally, ships with nuclear reactors or
weapons have emergency bills to cover the
possibility of a nuclear accident within the ship.
Lets look at four common emergency bills.
General Emergency Bill
The general emergency bill organizes the crew
to handle the effects of a major emergency or
disaster aboard ship. Situations like collisions;
grounding; explosions; chemical, biological, and
radiological (CBR) contamination; earthquakes;
tidal waves; storms; or battle damage are
included. The bill also provides for the orderly
abandoning of ship, if necessary, and for salvage
of the ship, if possible.
A general emergency bill cannot give detailed
duties for every possible emergency that could
occur. However, the training program to prepare
for emergencies is a long-range one, and instruction for all types of emergencies is given both in
schools and aboard ship. All personnel are trained
in fire fighting, basic damage control, and CBR
defense in shore-based schools. All officers and
LPOs must train their personnel in procedures to
control the effects of any emergency.

Figure 4-2.Pocket WQS bill.

notebook contains the working copy of the
WQS bill, modified to suit the needs of the
division officer. Also, it serves as a guide and
checkoff during drills. Each section leader should
have a notebook containing the names of the
personnel in the section and their assignments.
Assignment to a duty in a ships bill is
normally indicated in the WQS bill. Stations
assigned and duties to be performed are noted
opposite the persons name in the appropriate
columns. However, certain other assignments to
watches and duties are not noted in the WQS
billthese assignments are published in the plan
of the day.

Man Overboard Bill

This bill is used to organize all hands for recovery
of personnel who are lost overboard. All
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individuals aboard ship should be instructed in

the action they should take if they see someone
fall overboard. They should also understand what
action they can expect the ship to take to rescue
the person. Frequent drills and instructions in
watch sections are held to ensure the successful
rescue of personnel lost overboard.
When the word is passed that a person has
fallen overboard, you should immediately muster
your division and report it to the division officer,
who reports it to the department head.
Anyone who sights a person overboard should
immediately

destruction under the plan without waiting for

specific orders.
The order in which classified material is to be
destroyed under emergency conditions should be
determined in advance and the material so marked
and stored. Classified matter is destroyed in order
of classificationhighest classification first.
Destruction by fire is the traditional method
for all combustible materials. Oil or chemicals
may be used to aid in burning. Classified
equipment must be smashed beyond recognition,
and unclassified equipment should be demolished
beyond repair.
A sufficient number of destruction tools
including sledgehammers, screwdrivers, axes, and
wire cuttersare always kept in equipment spaces
for use in emergency destruction.
The priorities for emergency destruction are
as follows:

1. call out, MAN OVERBOARD, PORT

(or STARBOARD) SIDE;
2. notify the OOD in the quickest manner
possible; and
3. if near a life ring or other life saving
equipment, throw or release the equipment
as near to the person as possible.

1. Priority One. Top Secret material in the

following order: (1) COMSEC material, (2)
special access material, (3) other material
2. Priority Two. Secret material in the following order: (1) COMSEC material, (2)
special access material, (3) other material
3. Priority Three. Confidential material in the
following order: (1) COMSEC material, (2)
special access material, (3) other material

CBR Defense Bill

The purpose of the CBR defense bill is to
prescribe procedures and responsibilities for
defensive measures against CBR (or any
combination of the CBR) attack. This bill
describes procedures to minimize the effects of
a CBR attack so that the ships mission can still
be accomplished. The damage control assistant
(DCA) is responsible for administering the bill.
As the division LPO, you should make sure your
personnel know where their battle, ready shelter,
deep shelter, and decontamination stations are
and the routes to them. You will assist the division
officer in CBR training matters and evaluate the
abilities of your personnel in CBR defense
procedures.

PERSONNEL QUALIFICATION
STANDARDS
The Personnel Qualification Standards (PQS)
Program is a qualification system for personnel
to perform certain duties. A PQS lists the
minimum knowledge and skills required to qualify
for a specific watch station, maintain specific
equipment, or perform as a team member within
a unit. The PQS Program is not a training
program, but it does provide objectives to be met
through training. A PQS is most effective when
it is used as a key element of a well-structured and
dynamic unit training program
The PQS program is established in units
throughout the Navy. It is used by the air, surface
communities, and the Coast Guard. It provides
qualification standards and a method of
recordkeeping for training. PQS use is required
in units to which it is applicable, unless suspended
by fleet commanders in chief. It is not applicable
to nuclear propulsion or the fleet ballistic missile
(FBM) weapons systems.

Emergency Destruction Bill

All commands located outside the United
States and its territories, all deployable
commands, and all commands holding Communications Security (COMSEC) material must
have an emergency destruction bill.
Emergency destruction of classified material
is necessary to prevent its capture by an enemy.
Destruction plans call for the highest degree of
individual initiative in preparing for and in
actually commencing the required destruction. All
personnel must realize that in emergencies
subjecting classified material to compromise
through capture, they must start necessary
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safety precautions that must be mastered before

performing the watch station/work station or
maintenance action requirements. Specific or
unique safety precautions that apply to a
particular piece of equipment or system are
addressed in the Systems section (200 Series) of
each PQS.

Several significant benefits are derived from

the PQS program, such as the following:
Establishing individual qualification goals
and time tables
Effectively monitoring and recording
individual qualification progress

THE 200 SERIESSYSTEMS

Managing overall training programs

In the Systems (200 Series) section, each PQS

breaks down the subject equipment or duties into
smaller, more easily understood sections called
systems. When the equipment or duties are broken
down, many smaller functional systems are
revealed for in-depth study. Simpler systems can
be identified and quickly covered. This permits
greater emphasis on a more significant or complex
system.
A system is arranged for learning in two levels,
components and component parts. The trainee
needs only to master these levels to be able to
analyze and understand the organization of the
equipment or duties. A PQS will list only those
items that must be understood for proper
operation and/or maintenance. It will not include
every item appearing on a parts list in the technical
manuals.
PQS requirements follow the law of primacy
(first things first). If the trainees focus on learning
how the equipment functions during operation,
they will be better able to identify problems as
they develop or even before they occur. Trainees
taught in this manner should also be able to
successfully control or prevent casualties.

Establishing a library of technical

references and training materials
Establishing a program to prepare
supervisory personnel as PQS qualifiers
Telling the trainees what they must learn
Placing the responsibility for learning on
the trainees
Providing a specific knowledge and
task inventory that can be used at all levels
to evaluate combat readiness
Each PQS requirement is designed to guide
trainees toward a specific qualification goal by
telling them exactly what they must learn to
achieve that goal. Each qualification standard is
divided into the following three main subdivisions:
100 SeriesFundamentals
200 SeriesSystems
300 SeriesWatch Station/Maintenance
Action

THE 300 SERIESWATCH

STATION/MAINTENANCE ACTION

THE 100 SERIESFUNDAMENTALS

This section tests the trainees readiness to

perform a designated task. The terminology used
in the PQS considers a sailor to be on watch
whenever operating equipment, whether on
shift, on call, or in the shop. The goal of
the Watch Station/Maintenance Action section
is to guide the trainee in categorizing, analyzing,
and performing the step-by-step procedures
required to qualify.

Each PQS begins with a Fundamentals (100

Series) section. This section covers basic
knowledge needed to understand the specific
equipment or duties and provides an analysis of
those fundamentals that broadly apply. The
Fundamentals section serves as a self-study aid
for the trainee who has not received formal school
training or for the graduate who wishes to review
the subject matter taught in the school.
A portion of the Fundamentals section of each
PQS may be devoted to expanding the trainees
vocabulary by calling for definitions of technical
terms used throughout the standard. Because the
safety of personnel is always a concern, the first
Fundamentals section of each PQS addresses the

IMPLEMENTING PQS
PQS serves as an excellent framework upon
which to build a units training and qualification
program. However, if PQS implementation
consists of little more than issuing PQS materials
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officers for each qualification requirement. Time

limits assigned should consider the deployment
schedule and allow appropriate time to become
qualified. The time limit also provides a means for
the department head, division officer, and other
supervisory personnel to check individual
progress. A time limit can serve as a goal to instill
motivation in each individual and the spirit of
competition within the work center.

to trainees with no further assistance, the PQS

program can be counterproductive. The Personnel
Qualification Standards Catalog, NAVEDTRA
43100-5E, issued annually in October, contains a
listing of PQS products. Quarterly updates are
issued that contain new, revised, and deleted
documents; PQS workshops scheduled; and other
pertinent information affecting the development of
production of PQS. Quarterly updates are
distributed in February, May, and August. Figure
4-3 illustrates a maintained PQS chart.

Qualification Process
When you assign qualification requirements,
you must ensure prerequisite and concurrent
items are completed in the proper sequence. When
assigning
more
than
one
watch
station/maintenance action or section for
completion, specify which should be completed
first.

PQS Indoctrination
The division officer or leading CPO/LPO
should conduct individual interviews with newly
reporting personnel to evaluate their past
experiences,
qualifications,
and
general
background. After the PQS program and
commands policy have been explained, a PQS
package is provided along with expected
completion dates for fundamentals, systems, and
qualification goals. Trainees must also be advised
as to how much time they should spend each week
on training to accomplish the established goals.
This procedure will ensure they know what they
are qualifying for and when they are required to
have their qualification completed.

As a supervisor, you must instill safety into

the very fabric of the qualification process. Keep in
mind that all safety requirements must be
completed before performing any of the required
qualification tasks.
Interim Qualification
Situations may arise when watch standers
must be qualified on an interim basis before the

Establishing Time Limits

Specific time limits for qualification should be
established by department heads and division

Figure 4-3.PQS progress record.

4-10

own exam questions or use established questions

from the appropriate PQS. In general, the
examining board should consist of the following:

completion of PQS. Department heads may do

this by giving an oral or written examination to
determine if a satisfactory knowledge level of
watch station requirements has been attained. If
it is satisfactory, a recommendation is made to
the commanding officer that the individual be
granted an interim qualification for a specific
watch station. If the commanding officer approves, an interim qualification letter is placed in
the members service record. Examples of a
situation in which interim qualification may be
appropriate are shown below:

At least one qualified officer of the deck

(OOD), engineering officer of the watch (EOOW),
or tactical action officer (TAO) when the watch
station is under that officers direct supervision
Members of applicable training teams
Division officer or department head
responsible for the watch station when an E-6 or
above is qualifying

When it is necessary to use a watch stander

who has not yet achieved final qualification to fill
a more demanding billet

The oral examining board should determine

the scope of the board and questions from the
applicable PQS to determine the trainees
qualification. Oral boards should include the
trainees demonstration of equipment operation
when appropriate.

When a newly reporting individual who

has not yet achieved final qualification in the
particular watch station but possesses a prior
qualification from a previous command must be
used as a watch stander

ORGANIZATION

Final Certification and Watch

Station Sign-off

The PQS organization reaches from the

commanding officer to the petty officer that serves
as the qualifier. This program helps you develop
skills that are necessary to perform your assigned
tasks. It is a list of the minimum knowledge and
skills required to qualify for a specific watch
station, maintain specific equipment, or perform
as a team member in a unit.

All final certifications and watch station

qualifications must be signed off at the permanent
duty station. Every PQS specifies the title of the
certifying officer for each qualification. If the
commanding officer is specified as the certifying
officer but feels that the certifying officer should
be a department head, then the commanding
officer may delegate certification authority. To
make sure there is no confusion, the commanding
officer should delegate this authority in writing.
On large ships, the damage control assistant may
be designated as the certifying officer for damage
control PQS.

Qualifiers
A qualifier is the acknowledged expert in a
specified area of qualification. The responsibilities
of the qualifier are significant. A qualifier must
be current in the technical and safety requirements
of assigned areas and be aware of the problems
that face a trainee. The qualifier must follow
command directives with regard to standard
answers, keeping in mind that consistency is
important. The qualifier should understand all
reference material and, when necessary, guide the
trainees to the reference material. The qualifier
should remember that the ultimate goal of the
program is to develop adequate numbers of
qualified watch standers, operators, and
maintenance personnel to do the job. Qualifiers
should help their shipmates but SHOULD NOT
GIVE THEIR SIGNATURES AWAY.
PQS qualifiers normally will be E-5 or above
and, as a minimum, must have completed the
PQS they are assigned. The role of the qualifying

Oral Examining Boards and

Written Examinations
Qualification requirements for all oral examining boards and written examinations should be
designated by both the ship and squadron and
their appropriate type commander.
Often the final step in PQS watch station
qualifications is an oral examining board. The
exact membership of each examining board is
determined by the command. A single board
could have as few as two or as many as eight
members. A written examination or preboard oral
examination may be used as part of the oral
examining board. The command may develop its
4-11

senior petty officer in the PQS approach to

training is extremely important. Qualifiers must
exercise quality control over the PQS program and
serve as a point of reference to assist the trainees
in acquiring the knowledge and skills they could
not gain on their own. To ensure uniformity and
program quality, select and authorize only a
limited number of personnel to verify completion of portions of the PQS. Those petty officers
authorized to sign qualification items should be
designated in writing.
Work Center Supervisor
The work center supervisor introduces
trainees to the PQS program and recommends
and monitors the goals for each individual. Goals
must be challenging, realistic, and attainable in
a reasonable time frame. The work center
supervisor is the key to ensuring that PQS is
successful.
If administered with insight, PQS can be a
helpful tool that can fit into the units overall
training program. The supervisor is responsible
for the accuracy, updating, and tailoring of PQS
to fit the units needs. The supervisor should also
initiate appropriate feedback to the PQS
development group. (Feedback forms are located
in the back of each PQS package. ) Supervisors
should motivate personnel by helping then set
goals, showing interest in their individual efforts,
and following all trainees progress. The
supervisor must be aware of who is and who is
not progressing and who needs counseling or
individual instruction. As the supervisor, you
must be totally familiar with the duties, responsibilities, and assignments of the divisional
qualifiers. The units PQS program cannot be
successful without solid planning and quality
control. The work center supervisor should
perform the following duties:
Supervise work center PQS

Division Officer and Division

Chief Petty Officer
Division officers play a primary role in the
administration of the PQS effort. With the
assistance of the division CPO, the division officer
should assign divisional watch stations, establish
PQS goals, make sure that answers to PQS items
are standardized, monitor PQS progress, and
initiate appropriate service record entries for all
qualifications achieved. Additionally, the division
officer should make reports (monthly is recommended) via the chain of command on the status
of PQS qualification for all division watch
stations. Divisional PQS qualifiers, leading chief
petty officers/petty officers, and key watch
standers in the division assist the division officer
in qualifying division personnel. They do this by
checking and signing qualifications and updating
and maintaining the PQS progress chart. The
division officer/division CPO should do the
following:
Recommend to the department head the
entry level of newly assigned personnel
Recommend to the department head the
assignment of division qualifiers
Monitor the progress of division personnel
toward PQS goals as shown on the
progress charts
Keep the department head informed on the
status of division personnel and adjust
goals when necessary
Integrate PQS status with routine administration of special request, early liberty
approvals, and so forth
Recommend final qualification to the
department head
Make sure page four service record entries
are made for completed PQS qualifications

Assist designated qualifiers and trainees as

needed

Recommend to the department head any

required tailoring of individual PQS
packages

Assign requirements and PQS goals to

individual trainees following departmental
guidance

Make sure enlisted evaluations reflect PQS

qualification accomplishments

Supervise qualifiers

Maintain divisional training files on each

individual

Make sure a reference library is maintained

4-12

Department Head

program. The PQS coordinator should perform

the following duties:

The department head implements and supervises the execution of PQS topics that pertain to
the department. The department head also
qualifies personnel for watch stations and for
equipment/systems operations. The department
head should do the following:

Maintain the basic system references

Maintain PQS software (standards, progress charts, and so forth)
Order sufficient, but not excessive, quantities of all-hands PQS materials, 3-M
materials, and so forth

Set standards and monitor the departments PQS program

Function as the central point for ordering all PQS materials

Approve watch station qualification and

recommend final qualification to the
commanding officer or approve final
qualification if so designated

Advise the executive officer and planning

board for training on all PQS matters

Designate in writing those individuals who

serve as qualifiers

Prepare any external PQS reports for the

command when directed by higher authority

Coordinate with division officers, CPOs,

and LPOs the watch station qualifications
and advancement goals of departmental
personnel

Executive Officer/Training
Officer
The executive officer/training officer is
responsible for formulating and administering the
units training program. PQS should be an
important part of that program. The executive
officer/training officer should do the following:

Approve divisions recommendations for

tailoring PQS standards and standard
answers
Recommend interim qualification of watch
standers, as necessary

Act as an overall training supervisor

Serve as chairman of the departmental

examining board (if such a board is
required)

Maintain and update the units instruction

on PQS and the units notice designating
the qualifiers
Monitor the PQS program through the
PQS coordinator and the planning board
for training and review progress reports/
charts

PQS Coordinator
Another key individual in PQS matters is the
commands PQS coordinator. The PQS coordinator (either an officer or senior petty officer)
should be the focal point for all PQS matters that
transcend the departmental level. The PQS
coordinator is responsible for ordering all
departmental PQS materials. In this latter role,
the coordinator should order and store all-hands
PQS materials, such as general damage-control
and 3-M materials. The PQS coordinator should
be a senior petty officer who is highly interested
in training. In addition, the coordinator should
have sufficient onboard experience to be familiar
with each departments training and qualification

Reinforce command emphasis on PQS

by linking it to routine administrative
practices, the granting of special requests,
the recommendation for advancement, and
so forth
Commanding Officer
The key ingredient to a successful PQS
program is the personal involvement of the
commanding officer. The commanding
4-13

officer gets personally involved by carrying out

the following:
Establishing a PQS organization
Serving as the final qualification authority
for the command (final sign-off may be
delegated, but no Iower than department
head level)
Designating (in writing) those individuals authorized to act as qualifiers

The actual service record is on the right side

of the folder. The Enlistment Contract (DD Form
4), which is the first page of the enlisted service
record, is the bottom page of the service record.
Subsequent pages are placed on top of the DD
Form 4 in the order shown. Because of the volume
of entries, some pages of the service record require
continuation sheets. Beginning with the first (or
bottom) page of the enlisted service record, the
pages are arranged in the following order:

Establishing an appropriate means of

recognizing the achievement of qualification goals

DD Form 4, Enlistment or Reenlistment

AgreementArmed Forces of the United
States
(Page 1)

ENLISTED SERVICE RECORDS

NAVPERS 1070/601, Immediate Reenlistment Contract

(Page 1)

The enlisted service record is maintained

within a brown manila folder, NAVPERS
1070/600. This folder has a tab for recording the
name and social security number of the enlisted
person for whom the folder is prepared. Both
halves (sides) of an opened folder are equipped
with fasteners for filing the service record pages
and other official and unofficial papers.
Service record pages and the information
contained in these pages are a vital and permanent
part of your enlisted service record. While on
active duty, the contents of your record are used
by the command to aid in determining your next
billet assignment and to help make such administrative decisions as determining eligibility for
advancement, qualification for training opportunities, or eligibility for transfer to the Fleet
Reserve or for retirement from the naval service.
Even after you have been separated from the
Navy, the contents of the service record remain
important to you and your dependents because
eligibility for veterans benefits is determined from
information contained in the record. The contents
of the service record are also important to your
survivors if you die while on active service or after
separation from the service.
The left side of the folder contains official and
unofficial papers that are required for record
purposes or for safekeeping. These papers may
include the original or a copy of standard transfer
orders with copies of the endorsements and travel
claims, discharges, statements of service, correspondence course completion letters, reports of
examination (other than medical), service school
certificates and diplomas, and reports of
separation from the military service.

NAVPERS 1070/621, Agreement to

Extend Enlistment
(Page 1A)
NAVPERS 1070/622, Assignment to and
Extension of Active Duty
(Page 1B)
VA Form 29-8286, SGLI Certificate of
Membership
NAVPERS 1070/602, Dependency Application/Record of Emergency Data
(Page 2)
NAVPERS 1070/603, Enlisted Classification Record
(Page 3)
NAVPERS 1070/604, Navy Occupation/
Training and Awards History
(Page 4)
NAVPERS 1070/605, History of Assignments
(Page 5)
NAVPERS 1070/606, Record of Unauthorized Absence
(Page 6)
NAVPERS 1070/607, Court Memorandum
(Page 7)
4-14

When your PARs have been satisfactorily

completed, you should make a copy of the PARS
sign-off sheet. The original should be given to the
educational services officer for entry into your
record.

NAVPERS 1070/613, Administrative Remarks

(Page 13)
NAVPERS 1070/615, Record of Discharge from the U.S. Naval Reserve
(Page 14)

PATHS TO A COMMISSION

PERSONNEL ADVANCEMENT
REQUIREMENTS

The opportunity for receiving a commission

as an officer in the Navy has never been better
than it is today. Two of the most popular
programs leading to a commission, the Chief
Warrant Officer (CWO) Program and Limited
Duty Officer (LDO) Program, are discussed in the
following paragraphs. The Medical Service Corps,
the Enlisted Commissioning Program, and Officer
Candidate School will also be covered.
The Navy has realized a continuing need for

The Personnel Advancement Requirements

(PARS) must be completed and signed off by
proper authority before you can participate in the
Navywide advancement exam. The PARs are used
to verify your ability to perform the tasks required
by your occupational standards (OCCSTDs). You
should approach your PARs in a systematic
manner because the Navywide advancement
exams are based on OCCSTDs. The sign-off sheet
varies with each rating. It is a list of rating
requirements (OCCSTDs) you must know in a
particular rating to advance in rate.

CWO to serve as officer technical specialists and

LDO to serve as officer technical managers.

Figure 4-4 shows paths of advancement for
enlisted personnel to CWO and/or LDO. The
Limited Duty Officer and Chief Warrant Officer

Figure 4-4.Path of advancement from enlisted to chief warrant officer and limited duty officer.
4-15

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. To
better prepare to become an officer, you should
increase your

Programs are the primary enlisted-to-officer

programs sponsored by the Navy that do not require
a college education. Figure 4-5 shows the CWO/LDO
category to which each enlisted rating may advance.
Competition for entrance into both of the programs

NORMAL PATH OF ADVANCEMENT

TO CHIEF WARRANT OFFICER AND LIMITED DUTY OFFICER

CWO CATEGORY AND

OFFICER DESIGNATOR

ENLISTED RATING
BM, QM, SM

OS/EW/OT
BT, IC, EN, MM, GS, EM
ML, PM, HT, DC, OM, IM, MR

GMG, GMM, GM, FTB ,

WT, FC , MT, FTG , TM , FT

MN, TM %

ST, DS , FTG , FTB ,

FC , OT , ET, FT
RM

LDO CATEGORY AND

OFFICER DESIGNATOR

BOATSWAIN
OPERATION TECH
ENGINEERING TECH
REPAIR TECH
ORDNANCE TECH

Surf/Sub
(711X/721X)
(712X)
(713X/723X)
(714X/724X)
(716X/726X)

UNDERWATER ORDNANCE TECH

ELECTRONICS TECH

(717X/727X)
(718X/728X)

COMMUNICATION TECH

(719X/729X)

AVIATION
ALL RATINGS $
ABE, ABE, ABH, AB
AW
AD, AME, AMH, AMS, AM, PR,
AS, AZ, AFCM

AO, WT
AT, AE, AVCM
AC

MM, EM, ET, IC

LI, JO , PC, PN, YN, LN , RP

DP, DS
MU
CT@

IS
AG

PH, IS , JO , DM
ANY RATING QUALIFIED
IN EOD
MA

DK, SK, SH, AJ MS

MS

DM , BU, CE, CM, UT, EA, EO

SW, CUCM, EQCM, UCCM
HM$

LN

DECK
OPERATIONS
ENGINEERING/REPAIR

Surf/sub
(611X 621X)
(612X)
(613X/623X)

ORDINANCE

(616X/626X)

ELECTRONICS

(618X/628X)

COMMUNICATIONS

(619X/629X)

AVIATION BOATSWAIN
AVIATION OPERATIONS TECH
AVIATION MAINTENANCE TECH

N/A
(731X)
(732X)
(734X)

AVIATION
LDO AVIATOR
AVIATION DECK
AVIATION OPERATIONS
AVIATION MAINTENANCE

(630X)
(631X)
(632X)
(634X)

AVIATION ORDNANCE TECH

AVIATION ELECTRONICS TECH
AIR TRAFFIC CONTROL TECH

(736X)
(738X)
(739X)

AVIATION ORDANANCE
AVIATION ELECTRONICS
AIR TRAFFIC CONTROL

(636X)
(638X)
(639X)

GENERAL SERIES
NUCLEAR POWER TECH
SHIPS CLERK
DATA PROCESSING TECH
CRYPTOLOGIC TECH
INTELLIGENCE TECH
AEROGRAPHER
PHOTOGRAPHER
EXPLOSIVE ORDNANCE
DISPOSAL TECH
SECURITY TECH

(749X)

STAFF CORPS
SUPPLY CORPS WARRANT (SC)
FOOD SERVICE WARRANT (SC)
CIVIL ENGINEER CORPS
WARRANT (CEC)
PHYSICIANS ASSISTANT (PA)
N/A

NOTES:

(740X)
(741X)
(742X)
N/A
(744X)
(745X)
(746X)
(747X)
(748X)

GENERAL SERIES
NUCLEAR POWER
ADMINISTRATION
DATA PROCESSING
BANDMASTER
CRYPTOLOGY
INTELLIGENCE
METEOROLOGY/OCEANOGRAPHY
PHOTOGRAPHY
EXPLOSIVE ORDNANCE
DISPOSAL
SECURITY

(640X)
(641X)
(642X)
(643X)
(644X)
(645X)
(646X)
(647X)
(648X)
(649X)

STAFF CORPS
(751X)
SUPPLY (SC)

(651X)

CIVIL ENGINEER
N/A
LAW

(653X)

(752X)
(753X)
(754X)

(655X)

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 Advancement
MA & 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.
4-16

officer (SCPO), and master chief petty officer

(MCPO) place a great deal of weight on your
efforts to broaden your education. Figure 4-6
provides good advice for preparing for CWO and
LDO programs.

knowledge by on-the-job training and specialized

training through schools and correspondence
courses.
A list of the recommended correspondence
courses is given at the end of this discussion. As
you can see, the list is somewhat lengthy; so the
earlier you start preparing yourself for the CWO
and LDO programs, the better prepared you will
be. In addition to being better prepared for CWO
or LDO, you also improve your chances of
selection to the more senior petty officer rates by
completing as many of these courses as possible.
Selection boards for CPO, senior chief petty

CHIEF WARRANT OFFICER PROGRAM

The Chief Warrant Officer Program provides
a direct path of advancement to CWO for
outstanding enlisted personnel on active duty in
the Regular Navy or Naval Reserve.

Figure 4-6.Preparing for CWO/LDO selection.

4-17

To be eligible for appointment, applicants

must meet the following requirements:
Be a U.S. citizen
Be serving on active duty as a CPO, an
SCPO, or an MCPO in the Regular Navy, Naval
Reserve, or Training and Administration of
Reserves (TAR) program at the time of application
Be physically qualified for appointment as
warrant officer
Be a high school graduate or possess the
service-accepted equivalent

THE LIMITED DUTY OFFICER

PROGRAM

Have no record of conviction by courtmartial or of conviction by civil court for any

offenses other than minor traffic violations for
2 years preceding the date of 16 January of the
year of application
officer

qualified selectee will be commissioned in the

grade of CWO (W-2).
Enlisted Hospital Corpsmen in the Regular
Navy, Naval Reserve on active duty, and TAR
program may apply. You must be a CPO with
between 12 and 24 years of active naval service
by the date of commissioning and be a graduate
of Advanced Hospital Corps School (NEC 8425),
Medical Services Technician School, or Nuclear
Submarine Medicine Technician School (NEC
8402). An annual NAVMILPERSCOM notice
will solicit applications and announce application
deadlines for the in-service procurement board.

The LDO Program provides a path of

advancement for PO1 through SCPO and CWO
to commissioning as a temporary ensign or
lieutenant junior grade (as applicable) in the
Regular Navy or Naval Reserve.
The applicant must meet the following
eligibility requirements to apply for the LDO
Program:

Be recommended by their commanding

Must have completed at least 12 years, but

not more than 24 years, of active service on 16
January of the year in which application is made

Be a U.S. citizen.
Be serving on active duty in the Regular
Navy, Naval Reserve, or TAR program at the time
of application. If selected, personnel must remain
on active duty until appointment is tendered.

NAVMILPERSCOMINST 1131.1A spells out

the application procedures for active and inactive
duty personnel for the Chief Warrant Officer
Program.
CHIEF WARRANT OFFICER
PHYSICIANS ASSISTANT
PROGRAM

LDO.

Be physically qualified for appointment to

Be a high school graduate or possess the

service-accepted equivalent.

The Navy uses the Commissioned Warrant

Officer Physicians Assistant Program to supply
nonphysician primary health care providers who
are trained to act as physician extenders in the
Navy health care system. Physicians assistants
are technical officer specialists with the academic
and practical training to provide primary patient
care services under the supervision of a physician.
Their duties require extensive knowledge of a
specific occupational field, are technically
oriented, and are repetitive in nature.
The training program takes 60 weeks and
consists of dietetic training and clinical rotations.
Physicians assistants retain their permanent
enlisted paygrade while enrolled in the training
program. Upon completion, each physically

Have no record of conviction by courtmartial or of conviction by civil court for any

offense other than minor traffic violations for 2
years preceding 16 January of the year in which
application is made.
Be recommended by the commanding
officer.
Be serving as a petty officer first class or
CPO/SCPO on 16 January of the year in which
application is made. If a PO1, the applicant must
have served in that capacity for at least 1 year as
of 16 January of the year in which application
is made.
4-18

Have completed at least 8 years but not

more than 16 years of active naval service on 16
January of the year in which application is made.

BOARD ELIGIBLE. A PO1 who is presently

authorized advancement to CPO is exempt from
the CPO Navywide examination qualification.

(PO1 applicants only) Complete all

requirements for advancement to CPO, with the
exception of time in paygrade, and successfully
compete in the annual Navywide advancement
examination administered in January of the year
of application. A candidate whose final multiple
is equal to, or greater than, the lowest final
multiple for PASS SELECTION BOARD ELIGIBLE will be designated LDO SELECTION

CPOs and SCPOs with at least 12 years,

but not more than 16 years, of naval service may
apply for LDO and CWO in the same application
year, but only one designator for each program
may be requested.
For application procedures and eligibility
requirements, see NAVMILPERSCOMINST
1131.1A.

4-19

MEDICAL SERVICE CORPS

Senior Hospital Corpsmen (HM) and Dental
Technicians (DT) who possess the necessary
qualifications and motivation have an opportunity
to compete for commissions in the Medical Service
Corps. Programs leading to Regular and Reserve
commissions are available to PO1 through MCPO
HMs and DTs and to other Navy members with
college degrees in medical fields.
ENLISTED COMMISSIONING
PROGRAM

Have a minimum SAT score of 430 verbal

/520 math or a minimum ACT score of 19
English/24 math.
Meet physical standards for officer
candidates.
Have no record of conviction by courtsmartial, nonjudicial punishment, or civil court for
other than minor traffic violations during the
preceding 2 years. Have no record of a felony
conviction, regardless of the date, or any record
of drug abuse while in an enlisted status.
Be recommended by the commanding
officer.

The Enlisted Commissioning Program (ECP)

is open to all male and female U.S. citizens on
active duty. It provides a full-time opportunity
for the completion of a baccalaureate degree
leading to an appointment in the unrestricted line
of the Regular Navy as an ensign. Degrees must
be in a discipline that has direct application to the
unrestricted line community. Before detachment
from their present command, ECP selectees will
have a 6-year active service obligation. Selectees
receive full pay and allowances but must pay all
education expenses. Following degree completion,
candidates are ordered to Officer Candidate
School (OCS) or Aviation Officer Candidate
School (AOCS). Upon completion of OCS or
AOCS, a minimum of 4 years active commissioned service is required.
To be eligible, applicants must meet the
following requirements:

OFFICER CANDIDATE SCHOOL

The OCS program provides 16 weeks of
officer indoctrination training for enlisted
personnel who possess a baccalaureate degree or
higher. Upon graduation the candidate will be
commissioned as an ensign USNR.
To be eligible, applicants must meet the
following requirements:
Be an enlisted person in any rating or
paygrade.
Meet age requirements. Beat least 19 years
old and not have passed their 29th birthday by
commissioning date. This age limit is extended for
prior active service personnel on a month-tomonth basis for up to 24 months.

Be a U.S. citizen.

Be entitled to an honorable discharge and

have 6 months of obligated service remaining on
current enlistment.

Be an enlisted member of the Navy or

Naval Reserve on active duty and have completed
at least 4 years, but not more than 11 years, of
active service as of 1 September of the year of
enrollment.

For further information on OCS, consult

OPNAVINST 1120.2A.

Have completed sufficient undergraduate

course work to complete requirements for a
nontechnical degree in 30 months or a technical
degree in 36 months.
Be at least 22 years of age, able to complete
degree requirements, and commissioned before
33rd birthday.
Have a cumulative grade point average of
2.5 or better on a 4.0 scale based on grades of
all courses taken.
4-20

TRAINING PETTY OFFICER

The training petty officer (TPO), one of the
most important petty officers in a work center,
is the backbone for all divisional personnel
qualification programs. The TPO ensures training
of personnel to operate and maintain their
equipment and related systems. This is the prime
factor affecting the operational readiness and
performance of the command. Significant importance to readiness are operator and maintenance
personnel, in rate and Navy enlisted classification
code (NEC) training, watch station qualification,
and maintaining watch station proficiency. TPOs
administer training within the division by
planning, developing, and coordinating the
division training program to include general
military training (GMT), individual watch station
qualification, and operator and team proficiency
in subsystems.

This space intentionally left blank

TRAINING SCHEDULE
TPOs develop annual, monthly, and weekly
training schedules to help implement daily
training. All training is recorded when held and
entered in divisional training records, PQS books,
PQS charts, and source records. Training should
not conflict with daily work schedules and should
be scheduled so that all personnel are present for
training.
SCHEDULE TRAINING EVENTS
AND LECTURES
Great care and thought should go into drafting
a training schedule. Schedules should be made out
using times that will not conflict with your
scheduled work assignments. Most TPOs schedule
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training immediately following morning quarters

or after the noon meal. All GMT should be given
at a time when experienced personnel will be
available to give the necessary training. GMT will
at times require persons from outside your
division.
ENTER ALL TRAINING IN EACH
MEMBERS TRAINING RECORD
Another very important part of a TPOs job
is to enter the training lecture in each members
training record. The TPO should be the only
person making entries in the training records.
Figure 4-7 illustrates an individual training record
form that is used in each members training record
to document training.

PRESENTING PERSONNEL FOR

QUARTERS, INSPECTIONS, AND
CEREMONIES

The following procedures are followed for

divisional quarters.
Fair Weather Parade
The boatswains mate of the watch announces
over the 1MC, ALL HANDS TO QUARTERS
FOR MUSTER, INSTRUCTION, AND INSPECTION. All hands then fall in ranks at attention.
As the division LPO, you should conduct an
immediate muster, fill out the muster report, and
have it delivered to the division officer before
officers call. During the time the division officer
is attending officers call, you can read the plan
of the day. Upon return of the division officer,
call the division to attention for instruction and
inspection. Divisions are inspected daily by the
division officer, department head, or executive
officer. On completion of quarters, the division
officer commands, Division, LEAVE YOUR
QUARTERS. All hands then salute and leave
quarters.
Foul Weather Parade
The procedures prescribed above are the same
for foul weather parade, except that a protected
area is designated for quarters.

As LPO, you may be required to form

your division for inspections, command ceremonies, and at morning quarters. You should
know the proper procedures and commands
to form your division. You may also need
to march the division from one place to
another.

Personnel Inspections
The procedure for personnel inspections is the
same as for regular divisional quarters at fair or
foul weather parade.

You probably remember most of the drilling

movements from boot camp. However, as a
refresher you should review close-order drill in
Military Requirements for Petty Officer Third
Class, NAVEDTRA 12044.

General Assembly
QUARTERS FOR ASSEMBLY is ordered
when the crew is addressed as a unit. The crew
is paraded following unit instructions. The crew
should be called to attention at the approach and
departure of the captain.

QUARTERS

Locker and Seabag Inspection

Depending upon the type of ship and its

operating schedule, quarters for muster and
inspection are held each workday before 0800.
Regular divisional quarters may be held for the
following occasions:

As the division LPO, you maybe required to

conduct locker and seabag inspections for the
division officer. U.S. Navy Uniform Regulations
states:
Commanding officers shall require the
clothing of all nonrated personnel to be
inspected by division officers at regular
intervals to ensure that each person
possesses his prescribed outfit. Clothing of
petty officers may be inspected on an
individual basis, if appropriate.

Fair weather parade

Foul weather parade
Personnel inspections
Mustering on station
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Figure 4-7.Individual training record.

4-23

Locker and seabag inspections are held for

several reasons. One reason is that living spaces
aboard ship are limited. Some of our younger
people have never learned to keep their personal
gear in order. They must learn to stow their
lockers neatly and keep possessions to a
minimum. If they are allowed to live in a
disorganized manner, gear will be left adrift and
may be stolen. Your people receive a clothing
allowance, so there is no reason they cannot
maintain a full regulation seabag. All clothing
should be properly marked to discourage illegal
borrowing. Your division will present a much
better appearance at quarters if all hands are in
properly marked regulation uniforms, U.S. Navy
Uniform Regulations, NAVPERS 15665G, lists
all required seabag items and correct marking
procedures.
SUMMARY
Professional responsibilities are the same as
those of senior petty officers in every rating. Your
advancement to petty officer first class will be a
significant milestone in your naval career. You
will now plan and supervise the work and teach
new skills. You are responsible for keeping abreast
of the latest information concerning educational
and career opportunities so that you can share this
information with your junior personnel. Your
people will look to you for guidance when
considering the Navy as a career. Your credibility
is on the line each time you answer a question so
make sure you have the correct information.
In this chapter we briefly presented your
responsibilities toward your personnel including
personnel awarded EMI, extension of working
hours, and the withholding of privileges. We
discussed watch organization including the WQS
bill. PQS programs were discussed and advancement requirements explained to you. You know
how to properly screen enlisted service records and
understand the importance of the record. You
should know the application procedures for LDO
and CWO within the naval structure. We
discussed the importance of the TPO and training

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within the division. The presentation of your

division for quarters, inspections, and ceremonies
were presented. As a senior petty officer, you
should know these responsibilities so that you can
provide accurate information to your personnel.
REFERENCES
Personnelman 3 & 2, NAVEDTRA 10254-D1,
Naval Education and Training Program
Management Support Activity, Pensacola,
Fla., 1987.
SCUTTLEBUTT
The origin of the word scuttlebutt, which is
nautical parlance for a rumor, comes from a
combination of scuttle, to make a hole in the
ships side causing her to sink, and butt, a cask
or hogshead used in the days of wooden ships to
hold drinking water; thus the term scuttlebutt
means a cask with a hole in it. Scuttle describes
what most rumors accomplish if not to the ship,
at least to morale. Butt describes the water cask
where men naturally congregated, and thats
where most rumors get started. The terms galley
yarn and messdeck intelligence also mean the
spreading of rumors and many, of course, start
on the messdeck.