signalman 1 and c: rate training manual. revised ... · information on military requirements foi....

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Signalman 1 and C: Rate Training Manual. Revised.Naval Education and Training Command, Pensacola,Fla.NAVEDTRA 10136-C74241p.Superintendent of Documents, U. S. GovernmentPrinting Office, Washington, D. C. 20402 (StockNumber 0502-LP-050-6810)

EDRS PRICE MF-S0.76 HC- $12.05 PLUS POSTAGEDESCRIPTORS *Communications; Course Content; Employment

Qualifications; *Equipment Maintenance; InstructionalMaterials; *.lob Training; *Manuals; MilitaryPersonnel; Military Training; Navigation; Promotion(Occupational); *Recordkeeping; Telecommunication

IDENTIFIERS Navy; *Signalmen

ABSTRACTThe rate training manual is designed to help meet the

occupational qualifications for advancement to Signalman First Class(SRI) and Chief Signalman (SMC). Chapter one discusses advancement.its rewards, responsibilities, and requirements. In chapter twoadministrative and training duties are explained with specialemphasis on the coverage of the files and logs maintained bycommunication departments. Chapters three through eleven consist ofillustrated material on naval communications, convoy communications,security, equipage and material management, assisting OOD (Officer ofthe Day), pilot-electronic navigation, special signals,operations/communication department, and assistant to the signalofficer. A subject index is appended. (Author /BP)

USDEPARTMENT OF HEALTI4.

EDUCATION &WELFARE

NATIONALINSTITUTE OF

EDUCATION

THIS DOCUMENTHAS BEEN REPRO-

DUCED EXACTLYAS RECEIVED

FROM

THE PERSONOR ORGANIZATION

ORIGIN

ATING IT POINTS OFVIEW OR OPINIONS

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INSTITUTE OF

EDUCATIONPOSITION OR POLICY

PREFACE

This book is written for Signalmen of the United States Navy and NavalReserve who are studying for advancement in rating to SM1 or SMC. Studyof this text should be combined with practical experience, reviewing otherapplicable Navy Training Courses and studying pertinent communicationdoctrinal and procedural publications.

This Navy Training Course was.prepared for the Chief of Naval Educationand Training by the Naval Training Publications Detachment, WashingtonNavy Yard, Washington, D.C. 20374. It was reviewed by the Office of theChief of Naval Operations and by personnel of the Signalman Schools, FleetTraining Centers, San Diego, California and Newport, Rhode Island.

Revised edition 1974

Published by

NAVAL EDUCATION AND TRAINING SUPPORT COMMAND

Stock Ordering No.0502-LP-050-6810

UNITED STATES

GOVERNMENT PRINTING OFFICE

WASHINGTON, D. C.: 1974

3

THE UNITED STATES NAVY

GUARDIAN OF OUR COUNTRYThe United States Navy is responsible for maintaining control of the seaand is a ready force on watch at home and overseas, capable of strongaction to preserve the peace or of instant offensive action to win in war.

It is upon the maintenance of this control that our country's gloriousfuture depends: the Unite( States Navy exists to make it so.

WE SERVE WITH HONOR

Tradition, valor, and victory are the Navy's heritage from the past. Tothese may be added dedication, discipline, and vigilance as the watchwordsof the present and the future.

At home or on distant stations we serve with pride, confident in the respectof our country, our shipmates, and our families.

Our responsibilities sober us; our adversities stnogthen us.

Service to God and Country is our special privilege. We serve with honor.

THE FUTURE OF THE NAVY

The Navy will always employ new weapuns, new techniques, andgreater power to protect and defend the United States on the sea, underthe sea, and iri the air.

Now and in the future, control of the sea gives the United States hergreatest advantage for the maintenance of peace and for victory in war.

Mobility, surprise, dispersal, and offensive power are the keynotes ofthe new Navy. The roots of the Navy lie in a strong belief in thefuture, in continued dedication to our tasks, and in reflection on ourheritage from the past.

Never have our opportunities and our responsibilities been greater.

CONTENTS

CHAPTER Page

1. Advancement 1

2. Administrative and Training Duties 16

3. Naval Communications 50

4. Convoy Communications 69

5. Security 89

6. Equipage and Material Management 114

7. Assisting OOD 135

8. Piloting-Electronic Navigation 172

9. Special Signals 186

10. Operations /Communication Department 200

11. Assistant to the Signal Officer 220

INDEX 232

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CHAPTER 1

ADVANCEMENT

This rate training manual is designed to helpyou meet the occupational qualifications foradvancement to Signalman First Class and ChiefSignalman.

Whether you are in the Regular Navy orNaval Reserve, this text must be completedsatisfactorily before you can advance to SM1 orSMC. It is recommended that you study thisopening chapter carefully before beginningintensive study of the remainder of this course.

REWARDS AND RESPONSIBILITIES

Advancement in rating brings you increasedrewards as well as increased responsibilities. Thetime to start looking ahead and considering therewards and responsibilities of advancement isright now, while you are preparing foradvancement to SM1 or SMC.

By this time, you are well aware of many ofthe advantages of advancement in rating: higherpay, greater prestige, more interesting andchallenging work, and the satisfaction of gettingahead in your chosen career. Also, you probablyhave discovered that one of the most enduringrewards of advancement is the personalsatisfaction you find in developing your skillsand increasing your knowledge.

The Navy also benefits by youradvancement. Highly trained personnel are

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essential to the functioning of the Navy. Eachadvancement in rating enhances your value tothe Navy in two ways. First, you become morevaluable as a technical specialist in your ownrating. Second, you become more valuable as aman who can supervise, lead, and train othersand thus make far-reaching and long-lastingcontributions to the Navy.

The extent of your contribution to the Navydepends, in large measure, upon your willingnessand ability to accept increasing responsibilitiesas you advance in rating. When you assumedyour SM3 duties, you began to accept a certainamount of responsibility for the work of others.With each advancement in rating you acceptgreater responsibility in military matters and inthe professional requirements of the Signalmanrating.

You will find that your responsibilities formilitary leadership are about the same as thoseof petty officers in other ratings. The reason forthis parallel is that every petty officer is amilitary person before becoming a technicalspecialist.

Although some broad aspects of militaryleadership are included in this text, the trainingmanual is not designed to give you extensiveinformation on military requirements foiadvancement to petty officer first or to CPO.Material covering these requirments is found inMilitary Requirements for Petty Officer l&C,NAVEDTRA 10057 and should be studiedcarefully.

SIGNALMAN 1 & C

TECHNICAL LEADERSHIP

Your responsibilities for technical leadershipare special to your rating and are directly relatedto the nature of your work. The dual role ofoperating and maintaining a ship'scommunicaton system is a job of vitalimportance. It requires an exceptional kind ofleadership ability that can be developed only bypersonnel who have a high degree of technicalcompetence and a deep sense of personalresponsibility. At this point, let's consider someof the broader aspects of your growingresponsibilities for military and technicalleadershipthe direction and extent of yourresponsibilities.

Direction of Responsibility

Your responsibilities will extend bothupward and downward. Officers and enlistedpersonnel alike will expect you to translategeneral orders given by officers into detailed,practical, on-the-job language that can beunderstood and executed by even relativelyinexperienced personnel. In dealing with yourjuniors, it is up to you to see that they performtheir work properly. At the same time, you mustbe able to explain to officers any importantneeds or problems of the enlisted men.

Extent of Responsibility

Even if you are fortunate enough to havehighly skilled and well-trained signal personnel,you still will find that training is necessary. Forexample, you will always be responsible fortraining lower rated men for advancement inrating. Also, some of your men may betransferred, and inexperienced or poorly trainedmen may be assigned to replace them. In such acircumstance your skill and experience must bebrought into play to bring these men up to Navystandards and to guide their professionaldevelopment. Chapter 2 of this training manualshould grove valuable in assisting you to fulfillyour training responsibilities.

WORKING WITH OTHERS.As youadvance to SM1 and then to SMC, you will betaking a greater part in planning for training inyour ship. At times this training will also affect alarge number of personnel not in your divisionnor even in your department. It becomesincreasingly important, therefore, to understandthe duties and responsibilities of personnel inother ratings. The more you know about relatedratings, the more complete and comprehensivewill be your training plansespecially thoserequiring an interdivisional effort to achievetheir goals.

As your responsibilities for planning withothers expand, so also must your ability tocommunicate clearly and effectively. The basicrequirement for effective communication is aknowledge of your own language. Always usecorrect language in speaking and in writing.Remember that the basic purpose of allcommunication is improvement ofunderstanding. To lead, supervise, and trainother men, you must be able to speak and writein such a way that they can understand exactlywhat you mean.

A second requirment for effectivecommunication in the Navy is a soundknowledge of the "Navy way" of saying things.Some Navy terms have been standardized for thepurpose of ensuring efficient communication.When a situation calls for standard Navyterminology, use it.

Still another requisite for effectivecommunication is precision in application oftechnical terms. A command of the technicallanguage of the Signalman rating will enable youto receive and convey information accuratelyand to exchange ideas with others. A personwho does not understand the precise meaning ofterms used in connection with the work of hisown rating is handicapped when he tries to readofficial publications relating to his work. He isalso at a disadvantage when he takes writtenexaminations for advancement in rating.Although it is always advisable for you to use

Chapter 1ADVANCEMENT

technical terms correctly, this practice isparticularly significant when you are dealingwith lower rated men. Sloppiness in the use oftechnical terms is likely to be confusing to aninexperienced man.

KEEPING UP WITH NEWDEVELOPMENTS.You are responsible forkeeping up with new developments within theNavy. Practically everything in the Navy issubject to change and developmentpolicies,procedures, equipment, publications, systems,and so on. As SM1, and even more importantlyas SMC, you must make every effort to keepyourself informed about all changes and newdevelopments that might affect your rating oryour work.

Some changes will be called directly to yourattention, but you will have to look for others.Try to develop a special kind of alertness fornew information. Above all, keep an open mindon .the subject of new signal and associatedequipment. Openmindedness is especiallyimportant in the Signalman rating, because theNavy, in an effort to keep parallel with modernadvances in communicaton development, isexperimenting constantly with new anddifferent high-speed communication devices.These new developments often call for changesin procedures in handling message traffic andsometimes for changes in a complete system.

REQUIREMENTS FOR ADVANCEMENT

In general, to qualify for advancement, youmust-

1. Have a certain amount of time in grade.

2. Complete required military andoccupational training courses.

3. Demonstrate ability to perform all thePRACTICAL requirements for advancement bycompleting the Record of Practical Factors,NAVEDTRA 1414/1.

4. Be recommended by your commandingofficer.

5. Demonstrate your KNOWLEDGE bypassing a written examination based on (a)military requirements for advancement and (b)occupational qualifications for advancement inthe Signalman rating.

Advancement in rating is not automatic.Meeting all the requirements makes you eligiblefor advancement, but it does not guarantee youradvancement. Some factors that determinewhich persons actually will be advanced in ratingare (1) scores made on the written examination,(2) length of time in service, (3) performancemarks, and (4) quotas for the rating.

The Navy's system provides credit forperformance, knowledge, and seniority, and,while it cannot guarantee that any one personwill be advanced, it does guarantee that all menwithin a particular rating will have equaladvancement opportunity.

A change in promotion policy, starting withthe August 1974 examinations, changed thePassed-But-N9t-Advanced (PNA) Factor to theHigh Quality Bonus Point (HQP) factor. Underthis policy, a man that passed the examination,but was not advanced can gain points towardpromotion in his next attempt. Up to threemultiple points can be gained in a singlepromotion period. The points can then beaccumulated over six promotion periods up to amaximum of 15. The addition of the HQPfactor, with its 15-point maximum, raises thenumber of points possible on an examinationmultiple from 185 to 200. This gives theexaminee added incentive to keep trying forpromotion in spite of repeated failure to gain astripe because of quota limitations.

All of the above information (except theexamination score and the HQP factor) issubmitted with our examination answer sheet.After grading, the examination scores, for those

SIGNALMAN 1 & C

passing, and the HQP points (additional pointsawarded to those who previously passed theexamination but were not advanced) are addedto the other factors to arrive at the finalmultiple. A precedence list, which is based onfinal multiples, is then prepared for each paygrade within each rating. Advancementauthorizations are then issued, beginning at thetop of the list, for the number of men needed tofill the existing vacancies.

Remember that requirements foradvancement may change from time to time.When preparing for advancement, and whenHelping lower-rated men prepare foradvancement, check with your division officeror training officer to make sure you have thelatest requirements.

Studying for the Test

The Signalman, more so than niscontemporaries in other ratings, normally hasaccess to every publication used as referencematerial for the questions contained on hisadvancement in rating examination.

Trying to read and study every manual orpublication on the signal bridge is a waste oftime and effort. We all have a saturation pointwhich most certainly would be exceeded if wetried to study everything. If only someonewould produce a phamphlet that indicatesexactly which reference material is used inwriting the exam. There is such aphamphletNAVEDTRA 10052-0, and it isavailable at your I&E Office.

BIBLIOGRAPHY FOR ADVANCEMENTSTUDY, NAVEDTRA 10052-10.The"Bibliography" is the most important singleitem when preparing for advancement. Thispamphlet is based on the Manual ofQualifications for Advancement, NAVPERS18068-0, and lists the training manuals andother publications prescribed for use by allpersonnel concerned with advancement in rate

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training and writing advancement examinations.Thus, the Bibliography provides a working list ofmaterial for enlisted personnel to study inpreparation for advancement examinations, andthis same list is used by the item writer at theNaval Education and Training ProgramDevelopment Center.

The first few pages of the pamphlet showthe military requirements references whichapply to all ratings. This part of theBibliography is of special importance at theE4/E5 levels, because separate examinations onmilitary subjects are given locally at those ratelevels.

The remainder of the booklet containsreference listings by ratings, using the 5-columnformat shown in figure 1-1.

Column (1) Ratings. Contains the namesand abbreviations of both service and generalratings. All of the references for Signalman aregrouped together on one list covering one ormore pages.

Column (2) Publication Titles. Titles andapplicable parts of Rate Training Manuals andother publications are shown in this column.Notice that when only certain parts of a bookapply as references for a particular rate, thenjust those parts (paragraphs or chapters) arelisted. (See fig. 1-1.) THIS IS THEBIBLIOGRAPHY.

Column (3) Text. Identification Number.This column identifies the references morespecifically. The publication and NAVEDTRAnumbers listed are the most recent editions, andmay contain a letter, such as NAVEDTRA10780 -B. The letter indicates that somesignificant changes have been made since theprevious (NAVEDTRA 10780-A) edition.

Column (4) Correspondence CourseIdentification Number. NAVEDTRA number (s)of the correspondence course or coursescovering subject matter of prescribed text(s)

Chapter I ADVANCEMENT

Ratings

(1)

publications Titles

(2)

TextIdentification

Number

(3)

Non ResidentCareer CourseIdentification

Number

(4)

ApplicableRate

Levels

(5)

GROUP I. DECKContinued

SIGNALMAN (SM) International Code of H. 0. 102 I

Continued Signals Chapters 1and 4)

Flags, Pennants, and DNC 27 (A) I

Customs (Chapters1, 2, 6, 7)

Wartime Instructionsfor Merchant Ships

ACP 148 (A) I

(Chapters 9 through12)

Recognition and ACP 150 (B) I

Identification In-structions - Air,

Land and SeaForces (Chapters

1, 2, 4, 5, Secs.I, IV thru VIII)

*Signalman 1 & C (less NavPers 91292-1 E-6,chapters 11, 13, 14) 10136-C E-7

Rules of the Road: CG 169 I -8International-Inland (1 Sept 1965)

Basic Corn nunication NWP 16 (C) 10760-C 1 -8Doctrine

Shipboard Procedures NWP 50 (A)(Chapter 10) -8(Chapter 9) 1 -9

Electrician's Mate 3 & 2 NavPers 1 -(Chapter 8) 10546-C

The Communications NavPers 10403-B 1 -8Officer 10780-B

Watch Officer's U.S. Naval 10719-4 1 -8Guide Institute

91.576-SMFigure 1-1.Bibliography format.

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SIGNALMAN 1 & Cii.1171111described in columns 2 and 3 are listed. In a fewcases, completion of the correspondence ismandatory.

Column (5) Applicable Rate Levels.Except for training manuals that are mandatory,the lowest rate level for which a publication isapplicable is listed in this column. If apublication is mandatory, then all of the ratelevels that it is mandatory for, are shown. Notethat, as is pointed out in the Manual ofQualifications for Advancement, NAVPERS18068-C, all higher pay grades may be heldresponsible for the material contained inpublications listed for Tower rates in their pathsof advancement.

Asterisks which appear throughout thelistings indicate the Rate Training Manualswhose mandatory completion is specified by theAdvancement Manual or CorrespondenceCourses that are mandatory.

RATE TRAINING MANUALS.The ratetraining and military manuals are written usingthe professional and military quals from theManual of Qualifications for Advancement as aguide. With a few exceptions, sufficientinformation is presented in these manuals tocover every qual. Obviously a qual like "encodeand decode tactical signals" cannot berealistically covered. Nor can a Secret qual becovered in a Confidential or Unclassifiedmanual. For these types of quals we have to goto otimr publications for the information. TheBibliogaphy, of course, tills us exactly where tolook for the coverage.

This rate training manual and the MilitaryRequirements for PO 1/C cover the majority ofthe E-6 and E-7 Signalman quals. Bibliography(NAVEDTRA 100520) references cover thosequals that cannot be adequately covered bythese two manuals. Also, keep in mind thatmany of your test items may be based oninformation contained in Signalman 3/2 andMilitary Requirements for PO 3/2 because youare responsible for the quals of the lower rates.

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So always include these 3&2 manuals on yourlist of materials to study for advancement. It'sno insult to break open a 3&2 manual to refreshyour knowledge. You can bet that there areChief and Senior Chief Signalmen who wish theyhad given the Signalman 3&2 manual a littlemore attention before the last E-8/E-9 exams.

The Advancement Examination

All of the Signalman AdvancementExaminations are written by an item writer (E-9Signalman) at the Nava! ziducation and TrainingProgram Development Center(NAVEDTRAPRODEVCEN), Pensacola,Florida. The item writer is respolsible forconstructing the 150 question professionalquestions of the SM1 and SMC examinations.The writer has a bank of many items that havebeen used on previous examinations and he willuse many of the items from his bank when heconstructs an examination. He will also writesome new items.

The examination questions are grouped bysubject matter into categories, or sections. Theremay be from 5 to 12 sections on a particulartest. Each item is carefully checked andrechecked to make sure it is a valid item.

Unfortunately, there is an unavoidable delaybuilt into the examination system, since. theBibliography is printed and distributed aboutone year in advance. For example, theBibliography for the 1975 exams was printed inthe spring of 1974. As soon as the Bibliographyis made available to him, the Master ChiefSignalman at the NAVEDTRAPRODEVCEN,begins writing the Signalman exams for thefollowing year. During this period of time manychanges may be made to the referencepublications listed in the Bibliography. Thesechanges may invalidate some of the examquestions. However, this will not affect yourexamination grade.

On the day that you take the advancementexam, the Master Chief Signalman at the


NAVEDTRAPRODEVCEN also takes that sametest. For your benefit, he thoroughly checksevery item on the examination to make surenone are outdated. Any outdated questions thathe finds will not be considered when the test isgraded. This has the same effect as counting allfour answers correct, because the answer youpick for an outdated question is correct nomatter which one you select. Thus, you do nothave to worry about test items that containsuperseded information.

Two important restrictions are placed uponthe item writer: Firsts- his examination mustcover all of the quals, as indicated by the Manualof Qualifications for Advancement, NAVPERS18068-0, for the particular rate. He may alsoinclude questions that cover quals for lowerrates within the Signalman rating. In otherwords, when you take the SMC exam you mayhave to answer questions that a.-e based uponSM3, SM2, or SM1 quals.

Second, his references are restricted to thoselisted in the Bibliography for AdvancementStudy, NAVEDTRA 100520, or the secondaryreferences that are referred to by one of thereferences in the Bibliography. Let's say, forexample, that somewhere in the SM 3/2 RateTraining Manual, which is listed in theBibliography, a reference is made to apublication which is not listed in theBibliography, then that publication is also fairgame.

Centralized Asimment System

The basic concept of centralized assignmentis simple. It provides the capability of matchingtotal enlisted personnel resources against totalrequirements. Under this method, all enlistedmembers, with the exception of nondesignatedSN/FN/AN, are under the exclusive detailingcontrol of CHNAVPERS who determines themember's ultimate assignment.

Manning Control kithorlties

The names of the Enlisted PersonnelDistribution Offices (EPDOPA,CandEPDOLANT) have changed. EPDOCONUS has

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been closed, and the activities for which thatorganization was previously responsible are nowmonitored by BUPERS. The role of these unitsis now one of monitoring the manning of fleetand CONUS activities. The three new ManningControl Authorities are:

1. Fleet Enlisted Personnel Requirementsand Readiness CenterAtlantic (FormerlyEPDOLANT).

2. Fleet Enlisted Personnel Reouirementsand Readiness CenterPacific (FormerlyEPDOPAC).

3. Requisition Monitor Branch of BUPERS(PER-B20).

These three Manning Control Authoritieswill communicate their requirements toCHNAVPERS via a requisition system.

Personnel Requisition System

The Personnel Requisition System wasdeveloped to enable BUPERS to determinepersonnel requirements for Navywide.The requisition i3 a document which is preparedby the Manning Control Authorities (MCAs) andlists the consolidated personnel requirements fortheir area of cognizance, in priority sequence upto eight months in advance, and is updatedmonthly. Each individual requirement (by rate,rating, and NEC, if appropriate) on requisitionnumber which must appear on orders issued tosatisfy that requirement.

An individual requirement may be generatedin the requisition for any of the followingreasons:

To Fill an existing vacancy

Relief of an individual on board

Fulfillment of a new billet

SIGNALMAN 1 & C

In all cases, the requirement can be identified inthe requiring command's 1080-14, prepared bythe appropriate PAM1. The MCA will thenextract the individual command requirements,develop a master listing of requirments. andassign a priority to each requirement.

PRIORITIES. It becomes apparent that thedetailer requires some guidance as to whichrequirements have precedence. To provide thisguidance - a priority is assigned to eachrequirement, from each MCA, considering suchfactors as command employment (deploymentCNO SPEC OPS, etc.), one for one billets, onboard population in a given unit (6 SMs onboard, 10 SMs allowed), and various otherelements. The detailers are required .to makeassignments in strict accordance with requisitionpriorities.

Types of Duty

Currently, six types of duty exist forrotation purposes.

Type 1. Shore Duty: CONUS, fleet shoreduty and certain fleet activities.

Type 2. Sea Duty: Arduous sea duty indeploying ships/units homeported in CONUS,Hawaii, or Alaska.

Type 3. Overseas Shore Duty: Duty ashoreoutside CONUS where prescribed DOD tours are3 6 months or less. Counts as sea duty forrotation purposes, but may not completelyfulfill an individual's sea tour.

Type 4. Non-Rotated Sea Duty: Sea duty inships/staffs/units listed in OPNAVINST 4600.16(for example, units homeported in RVN). Tourlengths are defined by the area tour for the localof assignment. Counts as sea duty for rotationpurposes, but may not completely fulfill anindividual's total sea tour obligation.

Type Neutral Duty: Duty in CONUS,Hawaii, or Alaskanomeported ships/staffs/unitswhich normally do not operate away fromhomeport. .7-ept for brief periods. Not creditedfor eith sea or shore rotation. Sea Duty

Commencement Date (SDCD) or Shore DutyCommencement Date (SHDCD) is adjusted tocompensate for the neutral time. You shouldexpect another sea assignment upon completionof neutral duty.

Type 6. Preferred Overseas Shore Du 'y:Duty overseas where the prescribed DOD toursare 36 to 48 months. Three possible alternativesexist within the application of this range of tour.length.

1. Individuals normal shore tour is less thanthe area tour. In this case, the shore tour will beextended to coincide with the area tour. Otherextentions will not tonnally be granted.

2. Individual's shore tour coincides with thearea tour. No adjustments necessary. Extensionswill be considered on a case basis.

3. Individual's shore tour is longer than thearea tour. Initial orders will be" issued for thearea tour. Upon request, an extension up tonormal shore tour limits or 48 months total timein billet, whichever is less, may be granted.Counts as shore duty for rotation purposes;extension requests will be viewed accordingly.

Duty Preference

An accurate and up-to-date Duty Historyand Preference Card, NAVPERS 1306/34,should be on file with the detailers for allindividuals under their detailing responsibility. Ifyou have never submitted a preference card, doit now. Without it, your detailers onlyassumption is that your preference is simply"anywhere world." Everyone is encouraged tosubmit a new card several months prior to theirProjected Rotation Date. If you neglect tosubmit a new card prior to transfer, yourdetailer will assume that your old one is stillcorrect.

Accuracy of information may affect yournext duty assignment. As changes occur ininformation concerning service schoolscompleted, number of dependents, desires, etc,you should submit a new card. The biggest causeof misunderstanding between a man and his

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detailer is an out-of-date duty preference card.Let's face it, after a few years you probablywon't be able to remember what you put onyour duty preference card. So make a copy of itfor your own files, and break it out every nowand then and look at it. If there has been achange, even if you consider it a minor change,submit a new card. For example, we've justmentioned submitting a new card for a change independents. Most of us consider that to meanwhen a new baby is born. But how about adecrease in the number of dependents, say whenyour daughter gets married. With fewerdependents, you may be eligible for a widerrange of duty assignments. Your assignabilitydefinitely improves with less dependents.

Eligibility for duties should be carefullyinvestigated. If you are not qualified for theduties you have requested, then your request isessentially invalidated. If you are not sure of thequalifications required, check with your CareerCounselor or Personnel Office for directives orinstructions which may apply to the assignmentyou desire.

You should indicate a different choice ineach of the preference boxes. This will maximizethe possibilities for your detailer to assign youto duty you desire. The detailer will alwaysconsider your first choice first, and if at allpossible, he will assign you to that duty.Therefore, nothing is gained by repeating yourpreferences. If assignment to your top choice isnot possible, then the detailer has to know youralternate selections in order to best fulfill yourdesires.

The locations you indicate as dutypreferences may be broad (anywhere 11th NavalDistrict) or quite specific (Seattle, NTC SanDiego). But your chances are much better withbroad preferences.

It makes sense to include both. If your firstchoice is specific, add a broad area as the secondor third alternative.

The remarks section is particularlyimportant. Include in remarks any informationwhich may influence your assignments.Following are a few important items that shouldbe explained in the remarks section:

Is your wife a teacher?

Do you speak a foreign language?

Do you have a retarded or handicappedchild?

Do you have any special qualifications?

Do you have any deficiencies or physicalproblems that do not appear in your servicerecord which might be a handicap in aninstructor or shore patrol billet?

Detailing

The job of a detailer is a thankless one. Hemust treat each decision as if it is the mostimportant decision he will ever make.Considering his instructions and the restrictionsplaced upon him, his task seems impossible.However, a surprisingly high percentage ofindividuals are assigned to a billet of theirchoice. Regretfully, every individual cannot beassigned to the area or billet of his preferenceand the detailer must be prepared to justify hisdetailing decisions to everyone concerned.

The basic Bureau policy governing theassignment of all enlisted personnel is that everyeffort will be made by rating control officersand detailers to assign personnel to duty stationsin accordance with their preferences,commensurate with eligibility, availability ofbillets desired, and in accordance with thepriorities established by the Chief of NavalOperations and the manning control authorities.

To elaborate upon these factors, there are atleast twenty potential variables that the detailermust consider in making a specific assignment.Taken together, they constitute a complexdecision-making process which may frequently

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SIGNALMAN 1 & C

give the appearance of a mystic rite. Thefollowing list includes the variables mostfrequently considered by the detailer in thehope of reducing the mystery inherent in thedetailing business.

Individual Variables

1. Rate, rating, NECobviously the firstconsideration in any assignment.

2. Previous performance and evaluation ofpotential performanceparticularly whenconsidering assignment to special duties such asinstructor and recruiter.

3. Specialized training or qualifications heldother than NEC identified skills.

4. Service history, active duty base date,obligated service career status, and advancementstatus.

5. Career rotation statussea/shore dutyhistory, and policy concerning current dutystation (neutral duty, etc.)

6. Security clearance or clearability

7. Training required to satisfy nextassignment and career training pattern.

8. Applicable guarantees. or incentivesfirstreenlistment incentive, twilight tour, etc.

9. Any special considerations known to theDetailerdependent's status, medical problems,etc.

Billet Variables

1. First there must be a valid billet vacancyto be filled, requiring a certain rate and NEC.

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2. The assignment, when considered with allothers of the rate involved, must contribute tomaintaining a balance in manning levels betweenthe two fleets and other manpower users.

3. The assignment must respond to theestablished priorities.

4. The manning rules of the activityinvolved.

5. Activity employment schedule.

6. Any special rotation plans which apply tothe activity.

7. Any special billet requirementsfactorytraining, foreign language skill, special screening,security clearance, etc.

External Variables

1. Cost of the move. All other factors beingequal, the least costly PCS move is ordered.Detailers must assess such factors as distanceinvolved, number of dependents, and location ofhousehold goods in arriving at cost judgments.

2. Time frames of PRDs, billet vacancies,class convening dates, leave and travel time,must all coincide.

3. Constraints imposed by higher authority.Overseas area tour lengths, number ofdependents allowed, sole surviving sonrestrictions, etc.

4. Tour lengths for the type of duty,activity, location and rating must dovetail withobligated service and career history of theindividual.

This list does not include all possiblcvariables, but it should indicate that much


thought, time, and effort goes into making youractual assignment. In matching the right man forthe right job, the Bureau continues to strive formore efficient manpower utilization that bringsbillets, skills, and personal desires into closeharmony and provides timely response to Navy'schanging manpower requirements.

Rating Control Unit PER.S-5153

The Signalman Rating Control UnitPERS-5153 is located in Wing 8 of the ArlingtonNavy Annex. Anytime you are in theWashington, D.C. area, drop in and talk to yourdetailer. There are reserved parking spaces, atthe Annex, designated exclusively for you andyour dependents while visiting your detailer.Within the Unit there is a Rating Control Officerand two Signalman detailers, detailing all SMsE-3 thru E-9.

In order that you may more easilycommunicate with your detailer, the SignalmanRating Control Unit is manned from 0800-1900,Monday thru Firday and 0800-1300 onSaturday (Washington, D.C. time). PhoneNumbers:

Autovon 224-8469, 224-8545, 224-2574Commercial 202-694-8469, 202-694-8545,

202-694-2574

Unfortunately, the detailers receive anoccasional call or letter from a Signalman who isupset about his orders. First understand thatpersonal telephone conversations and letters areinformal, unofficial, and subject tomisunderstandings by both parties. In order tokeep these conversations informal, the detailersnever use unofficial means to convey "promises"or "guarantees."

Through personal letters and conversations,your detailer will listen to your inquiries, answerquestions, advise you concerning appropriateaction, or recommend a specific action such as

I I

16

submitting a request to accomplish your goal. Asa matter of policy, official action will only betaken on written requests submitted via yourcommanding officer through the chain ofcommand. This is for your protection, as well asthe protection of your command and shipmates.

TOUR LENGTHS.The length of tours forSignalmen is determined by analysis of thedistribution of billets between sea and shoreduty, retention rate, and related manning levelprojections. As billet structures and activityallowances change with time, so do tour lengths.For this reason, specific tour lengths cannot beincluded in this manual. However, you candetermine the tour lengths for your rate bycontacting. your Personnel Office, or by callingyour detailer.

OUT OF-RATING ASSIGNMENTS.Un-fortunately, there are just not enough shorebillets written for Signalman to allow shoreassignments to those billets alone. Therefore, we(as well as many other ratings) are assigned tobillets out of our rating (Shore Patrol, ArmedForces Police, MAA, Career Counseling, DrugAbuse Specilaist, Recruiting, Courier, SecuirtyGroups, etc.) to alleviate this situation. If we didnot have these extra out-of-rating billets, ourshore duty opportunity would be considerablyreduced. keep this in mind if you receive ordersashore which are not quite what youdesiredchances are you probably were assignedpretty close to the area of your choice.

TRANSFER REQUESTS.There is anapparent misunderstanding of the EnlistedTransfer and Special Duty Request (NAVPERS1306/7) and the Duty History and PreferenceCard (NAVPERS 1306/34). These forms are notinterchangeable, and they serve two completelydifferent functions. Essentially, the preferencecard is a permanet record maintained on file foruse when you become available for routineassignment. A new preference card is submittedwhenever there is a change in your individualsituation. On the other hand, the EnlistedTransfer and Special Duty Request form is to be

SIGNALMAN I & C

used when requesting a single, specific program.It is answered, yes or no, on a one time basis,but not retained for future reference.

There are some types of duty that require aspecial request, NAVPERS 1306/7, or a letterrequest with specific information. Some of theseare New Construction, Recruiting, Drug AbuseSpecialists, Minority Affairs, Courier, etc. If youare in doubt as to which form to use, please callyour detailer; he will be happy to answer yourquestions.

Quality Control Program

The intent of the Quality Control Program isto assist in ensuring that our career enlistedforce consists of those members who haveshown that they are capable of accepting thechallenges of a Naval career. To this end, certainrestrictions on reenlistment eligibility are anintegral part of Quality Control. From thedetailing point of view it must be kept in mindthat if you are ineligible to extend or reenlistbecause of any of the restrictions set forthbelow, you will not be assigned to any duty forwhich obligated service is required beyond thatwhich you are eligible to incur.

The following specific restrictions existunder the Quality Control Program:

Members serving in a first enlistmentmust have at least passed an examination foradvancement to pay grade E-4 in order to beeligible to reenlist or extend. Exceptions exist toallow members to extend for periods of less thanone year for various personnel actions (entryinto SEAVEY, establish a PRD, complete acruise or deployment, etc.).

To be eligible to reenlist or extendbeyond twenty years active day-for-day service amember must have at least passed anexamination for advancement to pay grade E-7subsequent to completion of eighteen years ofservice. Extensions for periods of less than oneyear for various personnel actions, as noted in

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the preceding paragraph, may be executedwithout regard to this professional growthcriterion.

To be eligible to reenlist or extendbeyond twenty-three years' active day-for-dayservice, a member must be serving as a chiefpetty officer or above. Again, extensions of lessthan one year for various personnel actions arepermitted.

Waviers to any of the above criteria may begranted in meritorious cases. An administrativeboard-the Reenlistment Quality Control ReviewBoard-exists within the Bureau for purposes ofrecommending meritorious waivers. RatingControl Officers vote on all cases involvingratings for which they have detailingresponsibility.

Special Duty

If you are interested in, and qualified forany Special Duty, ensure that your preferencecard reflects your choices. Following are someof the special duties for which Signalmen areeligible.

MAAGS/MISSIONS.Exceptionally wellqualified and motivated enlisted men are neededto fill the numerous billets at MAAGs/Mission,NATO Commands, U.S. Military Group,Joint/Unified and Combined Staffs and DefenseCommunications Agencies throughout theworld.

DRUG ABUSE EDUCATIONSPECIALIST.There have been approximately4000 volunteers for the 105 currentlyauthorized Drug Abuse Specialist billets, bothsea and shore. Highly qualified personneldesiring assignment to this program may stillvolunteer by submitting a NAVPERS 1306/7.

INSTRUCTOR DUTY.Some of the shoreduty billets, for Signalmen are in Instructor


Duty. You are encouraged to volunteer forInstructor Duty if you are eligible for shore dutyand qualified in accordance with chapter 5 ofthe Transfer Manual.

RECRUITING DUTY.The number onepriority shore duty in the Navy today isrecruiting duty.. We are dependent now, as neverbefore, upon the quality of our recruiters. Forthis reason the criteria for selection to that dutyare such that only the highest quality volunteersare chosen.

There are currently 3160 enlisted canvasserbillets in recruiting. You are encouraged tovolunteer for recruiting if you are eligible inaccordance with chapter 4 of the TransferManual. Even though recruiting duty may beindicated as first choice on your preference card,a special request (NAVPERS 1306/7) should besubmitted in order that a commandrecommendation is available for consideration.

Assignments are sent to one of the 40recruiting districts by BUPERS. The districtcommanding officer will then inform the man ofhis specific assignment. When indicating dutypreferences use only a recruiting area or districtfrom the following list:

AREA ONE AREA TWO

BOSTONALBANYNEW YORKBUFFALO

PHILADELPHIAWASHINGTON D.C.RICHMONDRALEIGH

AREA THREE AREA FOUR

COLUMBIAATLANTANASHVILLEMEMPHISMONTGOMERYJACKSONVILLEMIAMI

CLEVELANDPITTSBURGHCOLUMBUSINDIANAPOLISLOUISVILLE

Is13

AREA FIVE AREA SIX

MILWAUKEE MINNEAPOLISDETROIT DES MOINESST. LOUIS OMAHACHICAGO KANSAS CITY

DENVER

AREA SEVEN AREA EIGHT

ALBUQUERQUELITTLE ROCKOKLAHOMA CITYDALLASHOUSTONSAN ANTONIONEW ORLEANS

Orders Modification

SEATTLEPORTLANDSAN FRANCISCOLOS ANGELES

Your orders will be cut in sufficient time togiire you at least sixty days notice prior to youractual transfer date. If you have questions abouta set of orders that you have received, contactyour detailer and he will do the best he can tohelp.

SIGNALMAN RATING

You have been a Signalman long enough torealize the importance of your rating to theNavy. Signalmen, along with OperationsSpecialists, Radiomen, and ElectronicsTechnicians, are essential members of theoperations department team. A former CNO,speaking of the operations department's task ofproviding external communications, operatingthe CIC, and repairing electronic equipment,assessed the significance of the operationsdepartment in these words:

"The effectiveness of themany changes taking place inships, in equipment, and inweapons rests more and moreheavily upon the capability andoutput of the operationsdepartment. The men who man,maintain, and give effect to thecomponents of the operationsdepartment exert a

1

SIGNALMAN 1 & C

preponderant influence uponthe quality of the ship's totalcapability."

The specialty of the Signalman is close-invisual communicationsrapid, secure, andeffective. In addition to sending and receivingmessages by flashing light, semaphore, andflaghoist, Signalmen also must be familiar withoperation of voice radio and its procedures.Moreover, a Signalman must prepare headingsand addresses for outgoing messages, encode anddecode message headings, and handle, route andfile messages. He must be the authority on how,when, and where to display ensigns and personalflags during salutes and personal and nationalhonors, besides rendering the proper passinghonors to naval vessels. A Signalman must beexpert when it comes to sending and receivingvisual recognition signals and the duties alookout must perform. Additionally, he mustmaintain his visual signal equipment, whichincludes repairing and manufacturing signalflags, pennants, and ensigns.

Motivation

The Navy has taken great strides inimproving its living standards. The food is betterand even the pay has become reasonable. Thesefactors fulfill a man's basic survival and securityneeds, but they are not motivating factors. Wehave to look elsewhere for factors that willmotivate him. When we learn to recognizemotivating factors and use them correctly, wewill obtain better results and our subordinateswill be happier in their jobs. We are all capableof performing "impossible" tasks if motivatedproperly.

No one has all of the answers to effectivemanagement, however, the highest degree ofeffectiveness is realized when managementtechniques are based upon the following list ofassumptions:

1. People are not lazy, indifferent,uncooperative or uncreative. Work is as naturalas play or rest.

2. Tight controls and threats of punishmentare not the only means of getting men to work.Men will exercise self-direction and self-controltoward objectives to which they are committed.

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3. Every man must have a meaningful job.Without meaningful work he is bored and not ofmuch use.

4. Man is a growing, learning animal whocraves recognition.

5. Most men learn to accept and to seekresponsibility.

6. The average man's intellectual potentialsare only partially utilized. Most are capable of ahigh degree of imagination, ingenuity, andcreativity.

7. Man by his nature is gregarious. One ofhis basic urges is his desire to be an integral partof some group. He must feel that he is animportant, contributing member of the group.

Do we, as managers, really consider theneeds and desires of our subordinates? Most ofus have our own preconceived ideas of what aperson's needs are. We try to compare asubordinate's reaction, to various managementtechniques, to what we think our own reactionswould be under similar circumstances. Thus, weset up a model subordinate, usually based uponourselves, and we decide to manage according toour model's desires, and treat everyone thesamebe consistent. This is entirely the wrongapproach. In the first place, no two individualsare alike. We all react differently to differentsituations. Therefore, a good manager mustknow and understand his men and be flexibleenough to adjust his management techniquesaccording to the individuals(s). Flexibility is akey to successful management.

Job assignments should be planned tochallenge the ability of each individual. When aman masters one task make his next one just alittle more difficult. Always keeping in mindthat, for motivating purposes, succeeding isbetter than success. For example, sendingsemaphore is a great challenge to a newSignalman striker, but once he become aproficient sender, his job must be changed. Ifnot, he will become bored and his efficiency willdrop. If it's not possible to change his job rightaway, then encourage competition among the

Chapter 1 ADVANCEMENT

SMs. Use any challenge you can think of to keephim interested and his high performance shouldcontinue until his job can be changed.

Each subordinate must be assignedresponsibility no matter how large or small theresponsibility. We could make many changes inthis area. For example, in most compartments acard is posted on the bulkhead designating theman responsible for that compartment.Normally, the designated man is a senior pettyofficer. Let's change that. Why not designate thecompartment cleaner himself as beingresponsible for the appearance of thecompartment. When he realizes that he, and nothis senior petty officer, will have to answer forthe compartment if it is not ship-shape, he willtake more interest and will do a better job. Hewill also work harder for another reason. Henow knows that when he does a good job, hewill receive the "well-done" himself.

Many of the factors used to motivate anindividual can also be used to motivate a group.Certainly, a good Signal gang must function as agroup.

To be effective, all of the efforts of yourSignal gang must be group efforts for theaccomplishment of group goals. Competitionwithin the group should be encouraged. ASignalman takes great pride in the fact that hewas the cirst to see a distant light. Likewise,competition with other groups can bestimulating. "Our Signal Gang can send andreceive messages quicker than any other ship in

15

the force," or the "the OS Division softball teamcan beat any team on the ship."

Whenever possible, group decisions shouldbe encouraged. For example, during apre-exercise briefing, why not ask the group foropinions? "How do you thinkwe should handlethis part of the exercise, Jones?" Listen to yourmen and respect their opinions. They may evencome up with a good idea that you hadn'tthought of. Every man will naturally workharder toward an objective, if, he took part inmaking the decision. He now has a personalinterest in the task.

Therse are some of the ideas that can beemployed to improve individual and groupperformance. Certainly, there are many others.The important thing is that we, as managers,must consider morale and retention, which gohand-in-hand, two of our most importantresponsibilities. We should occasionally examineour management techniques and keep an openmind for new and useful methods. The newNavy management trend is toward a softerapproach, recognizing individual needs.However, the strong stern approach is stillavailable for use when necessary. The next fewyears are going to be very challenging to all of usin the Naval service. Challenge is our lifeblood,the driving force that keeps us going. Without it,there is nothing. Admiral Halsey once said

"There are no great men. Great men are justnormal men who are forced to meet the greatestchallenge."

CHAPTER 2

ADMINISTRATIVE AND TRAINING DUTIES

In Signalman 3 & 2, the discussion on logsand files was limited to the ones a signaloperator is required to keep. This training coursecovers logs and files maintained on the signalbridge and also those kept by the entire com-munication organization, some of which Signal-men are concerned with only indirectly.

Obligation of lower rated men for logs andfiles is limited to data entered in the records.The leading Signalman's responsibility encom-passes not only his own entries, but all otherentries to logs and files on the signal bridge. Healso should be familiar with the contents, use,and location of such records as the radio centrallog, communication center file, and tickler file.Every message handled by a ship or station isplaced in one or more such files.

An accurate record of all messages sent orreceived is a prime essential for any goodcommunication organization. It is the leadingSignalman's obligation to ensure that logs andfiles on the signal bridge are maintained prop-erly.

This chapter gives a complete coverage of filesand logs maintained by the communicationdepartment. Keep in mind, however, that differ-ent ships and stations do things in differentways. This section discusses mostly those prac-tices and procedures that have become, throughregulation and custom, fairly well standardized.There is more than one way of doing a thing:this section will explain a good way..

Although there are several individual files,they can be divided into mandatory files, whichmust be maintained, and optional files, whichare set up, as necessary, to meet the needs ofindividual communication organizations.

MANDATORY FILES

The visual log, required by DNC 5 to be kepton the signal bridge, must contain, along with a

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record of every message sent by visual means, acomplete history of each watch.

All signals (from the Allied Naval Signal Bookor other signal books) sent or received must berecorded in the visual log. Information requiredto be logged includes date, time of receipt (ortime of delivery if a message, or time ofexecution if a signal), originator, addressee, andmethod by which sent or received. The signalitself must be logged, but not the meaning of thesignal. (Never, under any circumstances, log themeaning of any signal in the signal log.) The logalso contains identification data on all othervisual traffic, such as the date and time group ofa message sent by light or semaphore. Nontacti-cal traffic will be logged by date-time group/time or semaphore. Nontactical traffic will belogged by date-time group/time group or theletters "BT" followed by the TOR/TOD, if nodate-time group is assigned.

In addition to visual traffic, all noteworthyevents that affect the visual watch must belogged. Such data as exchanging calls, casualtiesto visual equipment, change of local time zone,and relieving the watch are also entered in thelog.

The visual log will be kept with a new pagestarting at the beginning of each radio day, usingGreenwich mean time. RADIO DAY as it appliesto the visual signal log, is the time the visualwatch is set each day at (WM).

Both at sea and in port the visual log is kepton the signal bridge. It is maintained by thewatch supervisor, and is checked constantly bythe leading Signalman for accuracy and com-pleteness.

Log entries must never be erased. If a mistakenecessitates a change in the log, a single line isdrawn through the original statement, then thecorrect entry is made adjacent to the originalentry. The person making a change initials it.Entries in the log should be as neat as possible.

Chapter 2ADMINISTRATIVE AND TRAINING DUTIES

It is absolutely necessary for the log to becomplete and accurate.

Old signal logs are retained on board a ship orstation for 6 months, at which time they may bedestroyed, unless logs contain information ofhistorical or continuing interest.

Besides the visual log, a signal station file ismaintained by signal bridge personnel. Thissignal station file is a chronological record of allvisual traffic handled by the signal gang. Withthe exception of tactical signals, it contains acopy of every message sent, received, or relayedby visual facilities of the command. Copies ofthese messages must bear the operator's services.They are filed in the station file in date-timegroup order. The signal station file is held onboard for 1 month, then it is destroyed.

COMMUNICATION CENTER FILE

In addition to the logs and files on the signalbridge, the leading Signalman also is concernedwith files maintained by Radiomen. The com-munication center file contains a copy of everymessage addressed to or originated by thecommandregardless of whether messages weresent in plain language or encrypted, or by radio,visual, mail, or other means. All messages arefiled together in order of DTG and, for thisreason, the file sometimes is referred to as thedate-time group file. Classified messages here arefiled in either of two waysin encrypted form,or by dummy or filler. A dummy or filler copyis a form showing only the message heading.

Plain language translations of classified mes-sages are stowed in the cryptocenter file. TopSecret messages are stowed here separately.Messagei of other classifications usually are filedtogether.

If there is need to refer to an old message, andthe location of the file is unknowa, check firstin the communication center file. If the messageis unclassified, it will be found here; if classified,an encrypted or dummy version will be indi-cated. From this information it will be knownthat the message is in the cryptocenter file.

The communication center file is kept in thecommunication center and is maintained by theRadiomen. Old messages may be destroyed atthe end of 1 month, with the following excep-tions: Messages incident to or involved in any

claim or complaint of which the command hasbeen notified must be retained for 2 years orwhen the claim has been fully satisfied, which-ever is earlier. Messages that refer to distress ordisaster are retained for 3 years. Messages ofhistorical or continuing interest must be retainedpermanently.

RADIO CIRCUIT LOGS

A radio circuit log is a continuous record ofeverything that happens on a particular net. Likeany log maintained by the communication de-partment, erasures of entries are not permissiblein radio circuit logs. Any necessary changes mustbe made by drawing a single line (or typing slantsigns) through the original entry and indicatingthe changed version next to the original entry.Any operator making alterations must initial allsuch changes.

Three kinds of circuit logs are maintained inradio central: radiotelegraph, radioteletype-writer, and radiotelephone logs.

Radiotelegraph Logs

A complete radiotelegraph log provides thefollowing data:

1. All transmissions heard, regardless of ori-gin, completeness, or whether addressed to areceiving station.

2. Times of opening and closing the station.3. Causes of delay on the net or circuit.4. Adjustments and changes of frequency.5. Any unusual happenings, such as proce-

dure and security violations, or interference.

When opening a net, or starting a new day'slog, an operator write:, or types his name in thelog. When the watch is being relieved or whensecuring the net, an operator must sign his nameon the log.

An entry must be made in the radiotelegraphlog at least every 5 minutes. If the net was quiet,the operator simply logs "No signals." Uponreceipt of a message, it must be written out fullyin the log or recorded on a message blank. Ifrecorded on a message blank, sufficient detailsmust be entered in the log to identify themessage. Normally an operator logs the corn-

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SIGNALMAN 1 & C

plete heading, followed by the notation "Seefiles."

Radiotelegraph logs may be destroyed after 6months unless they relate to distress or disaster,in which situations they must be kept for 3years. If logs are of historical or continuinginterest, they must be retained indefinitely.

Radioteletypewriter Logs

Radioteletypewriter logs may consist either ofpage copy or perforated tape. Page copy may bewound on a continuous roll, or it can be cut intopages for insertion into a more accessible file. Ifthe teletypewriter is not equipped with anautomatic time clock, which stamps the time onperforated tape and page copies of messages, anoperztor must enter the time on incoming tapeor page copy at least every 30 minutes. Thedisposal schedule for radioteletypwriter logs isthe same as for radiotelegraph logs.

Radiotelephone Logs

Setting up radiotelephone transmitters andreceivers and patching them to their remotecontrol stations are responsibilities of Radio-men. Actual radiotelephone operations, how-ever, may be conducted by any one of severaldifferent ratings, including Signalmen. In addi-tion to radio central and the bridge, CIC also/controls radiotelephone circuits. .

Radiotelephone circuits manned on the bridgeand in CIC are tactical circuits such as themaneuvering net, task force command, andcombat information nets. Complete logs re-quired on these circuits are maintained byOperations Specialists in CIC. Modified logs areauthorized for other types of radiotelephonecircuits. Completeness of coverage and degree ofdetail vary according to type of ship, availabilityof operators, and information handled on thecircuit. Radiotelephone nets manned by Opera-tions Specialists are logged in pencil in ledger-type logbooks. Radiotelephone logs kept byRadiomen are typewritten on a standard logform. Radiotelephone logs must meet the samegeneral requirements as radiotelegraph logs. Re-tention and disposal requirements also are thesame as for radiotelegraph logs.

Because radiotelephone messages sometimesare dictated at a fairly lively writing pace, time

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can be saved by logging equivalent prosigns inplace of prowords heard. Thus, EXECUTE TOFOLLOW can be copied as Dr, BREAK as lir,and so on. Don't spell out numbers; record themas figures. Use commonly understood abbrevia-tions. Such shortcuts are perfectly all right aslong as the log meet:, one simple test: Theremust be no doubt regarding what was trans-mitted.

OPTIONAL FILES

Besides mandatory files just described, mostships need some additional files. These extras arecalled optional files because they are not re-quired by DNC 5. They may, however, bestipulated by a ship's communication organiza-tion. in such an instance, they are as necessaryas mandatory files. A brief explanation of someof the most commonly used optional filesfollows.

TICKLER FILE

A tickler file is a temporary arrangement,holding copies of messages requiring a reply.Usually it is kept on a clipboard near thecommunication watch officer's desk.

Assume that a ship receives a BuMed messagebearing DTG 081704Z. It reads: REPT QUAN-TITY PLASMA ABOARD IN EXCESS NOR-M A L REQUIREMENTS NEXT THREEMONTHS. The message is routed to the medicalofficer for action, and a copy goes on theincoming section of the tickler file. This methodof filing the message duplicate is a constantreminder to the communication department thatsome action remains to be taken on thatparticular message. When the medical officerprepares a reply, the tickler copy is removed andplaced in a permanent file.

If a ship sends =.7. message that requires a replyfrom another command, a copy is placed in theoutgoing section of the tickler file, to beremoved when the reply is received. If themessage requires replies from several addressees,the outgoing section of the tickler shows whohas or has not answered.


PROOF FILE

Occasionally the drafter of a message may saysomething different from what he meant to say,or may omit something he fully intended toinclude. The "proof file," sometimes called the"alibi" or "evidence" file, consists of an origi-nator's rough drafts. It is just what its namesuggestsa communicator's proof if an origina-tor thinks his message did not go out as he wroteit. Some ships file these copies separately; othersstaple them to smooth copies in one of thepermanent files.

EMERGENCY DESTRUCTION

A member of the communication departmentis concerned with two types of destructionroutine and emergency.

Routine destruction consists of destroyingsuperseded and obsolete publications, roughdrafts, carbon paper, and similar items that areplaced in burn bags after serving their purpose.Routine destruction is accomplished frequentlyso as to hold to a minimum any material thatwould have to be destroyed in a hurry during anemergency. The number of burn trips a week ormonth depends on the amount of classifiedmatter handled by a ship.

Emergency destruction of classified materialmay be authorized at any time, when deemednecessary, to prevent its capture by an enemy.Whenever a ship is in danger of sinking, or isseverely disabled, action is taken in accordancewith that ship's emergency destruction bill.Emergency destruction is an all hands evolution,from communication officer to striker. A de-struction bill details the method and order ofdestruction of classified matter. Each man in thecommunication division is assigned responsi-bilities by duty and watch instead of by name.To ensure effective action despite personnelcasualties, an emergency destruction bill pro-vides alternates for each billet.

Destruction plans call for the highest degreeof individual initiative, both in preparing for andin actually carrying out required destruction. Inemergencies, when classified material is sub-jected to compromise through capture, it may

be necessary to start destruction without waitingfor specific orders.

Cryptographic material carries the highestpriority for emergency destruction. Insofar ashumanly possible, it must not be permitted tofall into enemy hands. After cryptomaterial,other classified material in order of classificationis destroyedhighest classified material first.

Destruction by fire is the preferred methodfor all combustible materials. Oil or chemicalsmay be used to facilitate burning. If a ship is indeep water, and time does not permit burningclassified publications, messages, files, and logs,they may be placed in weighted perforatedcanvas bags and jettisoned. Classified equipmentalso may be jettisoned in water deep enough topreclude any possibility of recovery. Waterdepth of over 100 fathoms usually is consideredsufficient to prevent an enemy from conductingsuccessful salvage operations.

If a ship is in shallow water (100 fathoms orless), combustible classified material must beburned. It may be jettisoned only as a lastresort. Classified communication equipmentmust be smashed beyond recognition beforejettisoning in shallow water; unclassified com-munication equipment should be demolishedbeyond repair.

Sufficient weighted perforated canvas bagsand tools, including sledge hammers, screw-drivers, and wire cutters, are always kept incommunication spaces for use in emergencydestruction.

MILITARY RESPONSIBILITIES

Signalmen have learned by this time thatthere is a big difference between doing a jobthemselves and having others do it. There ismore to supervising than telling a striker toperform a task, then walking away and expect-ing him to fulfill the orders. Something more isinvolved: It is called leadership, and it is up tothe man to make leadership worx WI him. Thisdiscussion of leadership is focused on what itmust mean to him and how he can make it workas a First Class or Chief Signalman.

Basically the problem will always be thesame: getting the job accomplished with themen, materials, and time allotted. Jobs vary, of

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course. To illustrate, a ship may be faced with aweek-long convoy exercise or a shipyard over-haul. Regardless of the event, Signalmen willlook to their leader for guidance, And they haveevery right to expect it, because he has theexperience. The men can be given necessaryguidance by organizing them for the jobs athand, by showing them the best way to do thejobs, and by supervising them until tasks arecompleted properly.

SHIP'S WORK

As the leading Signalman whether you are onan LST with 3 men in the gang, or on a largecruiser or carrier with 18 or 20, the job ofperforming a ship's work will be the same. Theleading Signalman is the organizer. It is yourresponsibility to assign your men to their clean-ing spaces, watch stations, liberty sections, andsuch special details as bunting repair, damagecontrol petty officer, police petty officer, andmail petty officer.

It is up to the leading Stvl to see that themaximum amount of work is accomplished inthe time allotted. He must not wait until aftermorning quarters to decide that his division willchip paint that day, and then let all hands standaround until the necessary gear is made avail-able. Nor should he suddenly determine thathalyards need replacing, only to discoverafterordering the men to stand bythat there isn'tenough halyard on board to do the work.

In a larger ship the leading Signalman willhave other petty officers assisting him. It is hisresponsibility, however, to ensure that all divi-sion work is accomplished. He must rememberthat authority can be delegatedbut not respon-sibility.

The key to any smoothly run division is: Plan,organize, direct, and control. Organize ship'swork well in advance. A routine day may havesome men cleaning signal lights, some workingon preservation of weather decks, while othersare replacing a worn halyard or washing signalflags. Only after everything is planned efficientlycan one of the petty officers be directed to takecharge of a group and make sure that the work iscarried out: This delegation of authority freesthe leading Signalman for the major task ofoverall control of his division.

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Z5

SAFETY PRECAUTIONS

When any task is planned for men in adivision, one important consideration is safetyprecautions. It is up to the supervisor to see thatsafety precautions are never overlooked or by-passed. If a job requires sending men aloft, it ishis responsibility to determine that permission isobtained from the 00D, that all electronicequipment is secured and tagged, and that theman is equipped with a safety line and has atender standing by.

If the job is chipping paint or wire-brushing ametal surface, the supervisor must make sure hismen wear safety goggles and that power equip-ment is grounded properly. When painting in aclosed compartment, he must take care that thespace is ventilated adequately, and that his mendon't remain in the compartment for longperiods of time without relief or without gettingfresh air.

STANDING ORDERS

Because individuals differ, the leading Signal-man runs his signal gang a bit differently fromanyone else. Any good Signalman will carry outall orders received and will follow standardorganization closely. There will be variations,however, in how dissimilar men go about accom-plishing certain tasks. In addition to differencesin personality of leading Signalmen, the distincttypes of individuals comprising a signal ganghave a bearing on the way the leading Signalmangoes about his work.

The leading Signalman will want to put hisway of doing things across to all of his men, andhe will have to use the written (or standing)order. These orders contain his personal instruc-tions on what he continually will require of hismen. After issuing and explaining these orders tohis gang, and obtaining their signatures ac-knowledging that they read and understandthem, he then must hold all hands responsiblefor complying with provisions of the orders.

When a period of several months is involved, awritten order obviously is more effective than averbal order. It also is supt.zior for the reasonthat, if a group of men is tohl collectively andverbally .to do something, some men can easilymisunderstand what they were told. A few of


them will interpret what is said one way,whereas some will understand it another way. Awritten standing order eliminates doubt andconfusion and leaves no excuse for failure tocomply.

Although the leading Signalman does notwant to start a paperwork empire, he does wantto make sure that his men "get the word" onexactly what he requires of them. Thus, a goodstanding order is a must in his organization.

Standing orders for the organization, adminis-tration, and function of the signal gang and forthe visual station must bear the approvingsignature of an officer, but it is the leadingSignalman's definite responsibility to preparethese orders "in the rough" and submit them tohis superior for approval.

Before writing standing orders, it is well todetermine what directives already exist. Orderswritten by his predecessor should be reviewedby the leading SM before taking over. Anychanges or comments should be dimussed withhis division officer.

Standing orders must be in agreement withthe ship's organization book and the operationsdepartment organization book. Depending onthe completeness of the latter book, it may notbe necessary to 'ware standing orders. (Somedepartmental organization books are merely acompilation of standing orders of various divi-sions in a department.) Standing orders couldtherefore be either a supplement to previouslyissued operations department organization or-ders or an actual part of that department'swritten organization.

21

26

Standing orders should be explained fully tothe men, and a record of signatures should bekept to indicate that each member has read andunderstands these orders. They should be readand explained also when new men come onboard. It would be a good idea to read some ofthe standing orders to the men every fewmonths at morning quarters to refresh theirmemories.

Where practicable, standing orders should beposted so they will be visible to all of the gang.The leading Signalman should personally ensurethat one copy each of the ship's organizationbook, ship's orders (and regulations), operationsdepartment organization book or standing or-ders, and the Uniform Code of Military Justice isavailable at all times in the living compartment.These books can be secured by a chain alongwith the watch, quarter, and station bill.

The leading Signalman should not make themistake of having an excellently written organi-zation and then fail to follow through. Heshould require that his orders be followed, andpoint out instances where failure to followorders created problems. It is far better to hareone good standing order that everyone adheresto than to have twenty that are ignored.

Remember that conditions change. The lead-ing Signalman can develop good standing ordersand have them obeyed, but they will lose theirvalue if he faits to revise them continually asnew situations arise. To assist him in preparingadequate standing orders, the accompanyingsample should be useful. Note that it bears thenumber 4-72, which means that it is the 4thstanding order for the year 1972.

SIGNALMAN 1 & C

USS SHIELDS (DD-596)COMMUNICATION OFFICER'S ORDER NUMBER 4-72

From: Communication Officer

To: All Visual Communication Personnel

Su bj: Duties of the Signal Supervisor

1. The signal supervisor during his watch must be in complete control of the signal personnel onwatch and of the signal material in use. He must ensure that a proper lookout is kept by his watch atall times, taking care that his watch does not congregate. He must concern himself primarily withcarrying on the signal activities and maintaining discipline; and secondarily, as necessary, withoperating. He is responsible for seeing that instructions for the internal routing and filing of messagesapplicable to the signal section are complied with. During his watch he is required to:

a. Make sure that an alert watch is maintained at all times.b. Coordinate and supervise the operations and activities of the watch in such a way as to maintain

efficiency in handling visual traffic with a minimum of noise and confusion.c. Be familiar with the Allied Naval - Signal Book, Visual Call Sign Book, and all applicable

instructions pertaining to visual communications.d. Be thoroughly familiar with the International Code of Signals and the procedures for

communicating with merchant ships.e. Be familiar with combined and joint communication instructions and publications with respect

to visual signaling.f. Know the recognition and identification signals in effect, and be ready to reply instantly and to

challenge when directed.g. Be proficient in all forms of visual communications, including drafting messages for transmission

in any visual system.h. Keep himself and the watch informed of the disposition, organization, formation, and location

'of all units in company.i. Know the responsibility of his ship for relaying and repeating visual signals and messages.j. Be responsible for safeguarding all communication publications on the signal bridge.k. Conduct effective training and instruction for the Signalmen on every watch, unless operating

conditions positively prevent it.1. Be responsible for the cleanliness and orderliness of the signal bridge and the personnel on watch.m. Thoroughly familiarize himself and his watch with the location and use of emergency signal

equipment, including Very pistols ar 1 pyrotechnics.n. Acquaint himself and his watch with their duties in the various emergency bills, with particular

emphasis on the man overboard bill.

2. The signal supervisor must be responsible for maintaining the visual signal log.a. The visual signal log must contain a record of all signals from the Allied Naval Signal Book

and/or other signal books, as sent or received, including the date, time of execution, originator,addressees, method by which signals are sent or received, and the signal itself but not its meaning. It alsoincludes identification data on all other visual traffic and all noteworthy events that affect the visualwatch, such as relieving the signal watch, exchange of calls, casualties to visual equipment, and thelike. This record must remain on the signal bridge in custody of the signal supervisor, and must besigned by the supervisor upon being relieved of the watch. The visual log will be kept with a new pagestarting at the beginning of each radio day, using Greenwich mean time.

22

Z7


b. The method of transmission must be logged on all messages as follows:

Abbreviation Meaning

FH Flaghoist

FL Small signal searchlightSL Large signal searchlightBK Yardarm blinker

SEM Semaphore

NAN Nancy

c. Any signil requiring action other than that demanded by the immediate tactical situation shouldbe written up and handled as a regular message, with the additional logging of the signal in the visuallog.

.

d. Messages and signals having a specified time of execution are given thc same routing and handlingas in the preceding step. (Includes message being written on message blanks.) A copy of all tacticalmessages goes to the OOD for his files; one copy is kept by the supervisor as a safeguard against loss;and remaining copies are sent to the communication center. The original, after it is initialed by theCWO, is returned to the visual file.

e. Emergency messages, including executive method, abbreviated plaindress, and high priorityprecedence messages, are accorded the normal routing to the communication center only after thesignal force notifies the person(s) concerned.

Approved: Submitted:/s/ F. C. Collins, Jr. /s/ J. W. WithersF. C. COLLINS, Jr. J. W. WITHERSLt, USN LUG, USNOperations officer Communication Officer

SIGNALMAN I & C

BATTLE BILL

Guides for shipboardorganization are found inOPNAVINST 3120.32, Shipboard Procedures andNWIP 50.1, Battle Control. Organization for battleis the specific concern of the latter publication.Battle stations to be manned during various degreesof battle readiness are listed in a ship's battle bill.A complete list of the degrees of readiness follows.

First:

Second:

Third :.

Fourth :

Fifth:

Sixth:

Special:

Complete readiness for immediateaction.Temporary relaxation from the firstdegree of readiness.A part of the armament ready forimmediate action, the remainder onshort notice.A part of the armament ready forimmediate action, the remainder onprolonged notice.Peacetime cruising, no armamentmanned.No armament manned, ship in portunder peacetime conditions.Continuing readiness for limited ac-tion.

A particular degree of readiness may havevariations (antiship, antisubmarine, radiological,etc.) to meet pending threats with maximumeffectiveness.

The basis for organization of a ship is themanning requirement for battle. An individual'scapability to perform the duties required inbattle is the main consideration of his assign-ment within the ship. Whenever possible, how-ever, a division of men is assigned as a unit in thebattle organization.

Manning requirements of installed equipment,particularly weapons, fix the number of assignedshipboard personnel. The Office of the Chief ofNaval Operations determines the total numberof men and officers needed to accomplish thewartime objectives of a ship. Based on thisdetermination, the Bureau of Naval Personnelprepares both a wartime complement (i.e., theactual number of persons required to man allbattle stations) and a peacetime allowance byofficer grades and enlisted rates. The allowance,usually expressed as a percentage of the comple-ment, is based on the number of persons neededto operate the ship in peacetime.

24

29

The complement and allowance are furnishedto the type commander and the ship. The typecommander then prepares a ship's organizationand regulations manual, which contains a stand-ard battle bill for ships of the type. Individualcommanding officers may modify the battle billand the organization book only to the extentnecessitated by manpower limitations, variationsin installed equipment, and so on.

In the battle bill, each station and duty areassigned to an enlisted man by billet number, asin figure 2-1. A billet number is composed of aseries of numerals or a combination of numeralsand letters indicating a man's division, and hisseniority within the section. Billet numberOS-W I , to illustrate, signifies that a man is inthe communication division, in the first section,and senior man in the section. The reason forthe need to show seniority, or precedence, isbecause the chain of command must be adheredto rigidly within the battle organization. Exceptin an emergency, each station normally reportsonly to the station of the immediate superior.Senior personnel in communication control, forexample, report to operations control, which, inturn, reports to command control. The line ofcommunications and the chain of command areidentical.

WATCH, QUARTER, AND STATION BILL

After assigning personnel in his division to allduties and stations specified in the battle billand ship's bills, the leading Signalman notifieshis men by posting a detailed summary of thoseassignments in the watch, quarter, and station(WQS) bill.

The watch, quarter, and station bill is ofprimary importance to the leading Signalman, tothe division officer, and to the division itself,because it is the controlling factor in specifyingwho does what, and where, in all shipboardevolutions from special sea detail to generalquarters.

Ordinarily the leading Signalman is responsi-ble for preparing the watch, quarter, and stationbill for personnel assigned to the visual commu-nication gang. Assignments on the WQS bill mustreflect the closest cooperation and agreementbetween the leading Signalman and his divisionofficer, who is answerable to the operations


ENLLS TED ASSIGNMENTS TO BATTLE S TATIONS

Complement Allowance

Station and duty Cond. I Cond. III Cond. I Cond. III

Ship control

(1) Bridge

Talker (JX) OS -204 - - - 06-204 -(2) Signal bridge

Signal supv. 0S-101 - - - 0S-101 - - -Port Ragbag 0S-201 0S-104 06 -201 06 -303 0S-201 OS -104 06 -201 C6-303Stbd. Flagbag 0S-303 1-108 1-209 OS -306 0S-303 1-108 1-209 06 -306Operator OS -104 1-109 2-209 2-309 06-104 1-109 2-209 2-309Recorder OS -105 08-105 1-210 1-310 08-105 06-105 1-210 1-310Messenger 08-107 08-107 2-210 2-307 08-107 2-110 2-210 2-307

(3) Lifeboat

And so on

Figure 2.1. Battle bill.

officer, executive officer, and the Captain foreffective use of the men.

In assigning any man to duty in the division,personal knowledge of the individual is a must,as well as knowledge of his capabilities in allshipboard duties he may be required to carryout. This knowledge of a man and his capabili-ties is sometimes rather difficult to acquire. It isfor this reason that the leading Signalman shouldconsult his division officer regarding assignmentsof men to their billets. Both leaders have hadample opportunity to observe the men undertheir supervision, and should make the properchoice in placing the right man in the rightbillet..

Another consideration in making out theWQS bill is the complexity encountered inunderstanding the total range of duties forwhich Signalmen are responsible in differentship evolutions, particularly in large ships. More-over, the leading Signalman practically has toknow what the future holds. This long-rangeforesight includes giving careful thought to

25

24.12

possible reenlistments, acquisition of new men,and future operations of a ship.

Regardless of the type of ship one may be on,the ship's organization book contains the follow-ing bills: administrative bills: personnel assign-ment bill, berthing and locker bill, cleaning andmaintenance bill; operational bills-, special seadetail bill, replenishment at sea bill, rescue andassistance bill, landing party bill, visit andsearch, prize crew, and boarding and capturebill; emergency bills: general emergency bills,fire bill, man overboard bill. In addition to theforegoing bills, other ships will have particularbills to govern their activities. The leadingSignalman must understand the contributionsmade to all of them by Signalmen.

When the watch, quarter, and station bill ismade out properly, promulgated, and kept up todate, with proper training, every man should beable to perform all duties required of him ateach assigned station.

A good test for training and organization ofthe signal gang is the sea detail. All eyes from

SIGNALMAN I & C

other ships and shore facilities will be on them.With all the men on the bridge, it is up to theleading Signalman to ascertain that they mantheir stations promptly when the word is passed.Their uniforms must be correct and clean. Allhands must remain alert, answer calls quickly,hoist signals, and promptly relay information tothose who need to know.

The Navy trains for weeks, months, and yearsto prepare for battles that may be won or lost inminutes. Here is where ability to train andorganize a signal gang gets its supreme test.Naturally, a ship cannot avoid battle actionbecause some men don't know their duties attheir battle stations. It cannot be known aheadof time that all men will be able to man theirstations, or if some key men will be injured. .Allcontingencies that may arise must be consideredbefore entering any area where battle actionmay be expected.

It is the responsibility of the leading Signal-man to make sure that the gang can perform theduties prescribed. Personnel must be ready toshift in any station where a vacancy mayappearan impossible task unless the trainingprogram is designed to train all men in all dutiesthe division is expected to perform.

TRAINING DUTIES

A prime requisite for going into battle ispreparedness, and one essential ingredient ofpreparedness is training. The objective of train-ing is to increase the ability of personnel tooperate material and equipment effectivelyunder any foreseeable condition. Your role andresponsibilities in training increase as you ad-vance in rating from, perhaps, the simple show -and -tell stage at the third class petty officer levelto preparing a departmental long-range trainingprogram and observing and evaluating depart-mental exercises.

SELF-TRAINING

Although training, at the higher petty officerlevels, is often thought of as the instruction andsupervision of lower-rated men, you must notneglect the responsibility of keeping yourself

26

a

up-to-date and in a state of readiness. Thisresponsibility can be met only by repeatedreview of applicable publications, study of publi-cations changes, and practice in actual signaling.Methods, procedures, and equipments change astechnology advances, and part of your self-training should be directed toward changingwith the system. If you have not read the mostrecent governing materials, it is unlikely thatyou can teach current, correct procedures. It isequally improbable that you will attain therequired signaling speeds for the first class levelwithout practice: Current requirements for Sig-nalmen advancing to pay grade E-6 are totransmit and receive coded groups by flashinglight at a rate of 10 words per minute, and totransmit and receive plain language by flashinglight at a rate of 12 words per minute. Currentsemaphore requirements are to transmit andreceive plain language at a rate of 20 words perminute.

In addition to your study of publications incurrent use, you should avail yourself of everyopportunity to gain a thorough knowledge ofreserve-on-board publications. (Reserve-on-boardpublications are classified publications held bythe command, but they are not effective untilmade so by proper authority.) From thesepublications you may learn methods for draftingmessages, recognition signals, etc., undersimulated or actual wartime conditions. Specificdetails concerning the use of reserve-on-boardpublications are classified, thus they are notelaborated on here. Your communication officeror RPS custodian aboard ship can provide youwith access to these publications or with neces-sary information contained therein.

TRAINING PLAN

The remainder of this chapter deals with thetraining of lower-rated personnel and otherpersonnel who may be assigned to visual signal-ing duties. At this time it might be advisable foryou to review the materials on training in themilitary requirements manuals for PO 3&2 andPO l&C. You should give particular attention tothose sections covering the type(s) of instructionto use to best put across the type of subjectmatter being presented.


Your most reliable source of information oninstruction is probably the Manual for NavyInstructors, NAVPERS 16013. Complete detailson preparing lesson plans and job analyses, andpresentation of lessons are contained in thatpublication. Here, we will limit ourselves pri-marily to discussions of what should be taughtand secondarily to methods to be employed.

Much information is taught through on-the-job training, i.e., permitting the trainee toparticipate in the actual work performed, anddeveloping his ideas through experience. For anyother type of instruction (lecture, discussion,demonstration, or any combination of thesethree) a schedule should be established. Thisschedule should encompass as many areas ofvisual communications as possible and shouldcoincide with the ship's military training sched-ule.

As prescribed in Shipboard Procedures, OPNAV-INST 3120.32, the planning board for training (com-posed of the executive officer, department heads,educational services officer, and the appointedtraining officer) assists the commanding officerin formulating training policies. This board alsoestablishes the training program for the ship andperiodically reviews the schedules within theprogram to evaluate the progress of training andfuture requirements.

SCHEDULING LECTURES AND DRILLS

After the planning board for training outlinesthe requirements, the training officer preparesand maintains long-range and short-range train-ing schedules and promulgates a weekly trainingschedule. From the weekly training schedule,you can determine the amount of time availablespecifically for training. At this point youshould decide what type of instruction is bestsuited to the material to be covered during theinstruction period. Valuable information de-signed to help you make this determination iscontained in Military Requirements for PO l&C.

ENSURING ATTENDANCE BYASSIGNED PERSONNEL

Although some of your men will be eager toattend every lecture, drill, or training sessionavailable to them, other personnel will be

27

32

equally anxious to avoid anything that remotelyresembles school. When dealing with a smallgroup of men you will be able to distinguishquickly between the go-getters and the slackers.If, however, many men are involved, or ifperiods of instruction are conducted by differ-ent petty officers, a system of rollcall or mustermust be devised that will indicate who waspresent during instruction and who was not. If aGeneral Record (Type H), OpNav form 1500-31is used, each man's name can be listed along theside of the form and the title or number of thelesson across the top. As lessons are presented,the date can be entered in the block at theintersection of the name row and the lessoncolumn. By this method, attendance at anylesson on any date can be determined byinspection.

Personnel who are habitually unexcused ab-sentees from training sessions usually have (theysay) good reasons. These "good" reasons are notnecessarily the "real" reasons. As senior man, itbehooves you to determine the actual reasonsfor absenteeism, and take remedial action. Inrare instances disciplinary action may be war-,ranted, but normally, proper counseling willsolve such problems. Motivationinstilling thedesire to learnis almost always more effectivethan punishment. Personnel can usually reachthe proper degree of motivation if they areshown the advantages and rewards of learning asit affects their chances for advancement, theiropportunity for assignment to positions ofgreater responsibility and authority, and thepattern of their entire naval career.

Provisions of BuPers notices dealing with therate and function of Senior and Master ChiefPetty Officers charge those two rates with broadresponsibility for instruction and training oflower-rated men. The Manual of Qualificationsfor Advancement, NAVPERS I8068-B delin-eates particular subjects in which instructionshould be given. Ensuing topics deal with thesesubjects.

IDENTIFICATION OF AIRCRAFT

Instruction in identification of aircraft shouldconsist primarily of classroom lectures, slides,and 'motion pictures, together with on-the-job

SIGNALMAN I & C

instruction when aircraft are operating in theship's vicinity.

The different types of aircraft presently in useby military and naval powers are so numerousthat only a true expert can be expected to knowand recognize them all. The myriad of bombers,fighters, fighter-bombers, and reconnaissanceplanes may be propeller- driven or jet, single-engine or multi-engine, straight-wing, delta-wing,swept-wing, or combinations of these and vari-ous other descriptions.

With each advance in aeronautical engineeringand design, aircraft are able to fly higher andfaster. High-speed characteristics tend to makeaircraft of different nationalities look very muchalike, thus increasing the difficulty of in-flightidentification. For the foregoing reasons, ship-board recognition training should stress abilityto recognize aircraft likely to be encountered ina local area of deployment rather than world-wide (Determination of the friendly (or un-friendly) character of aircraft is a prime functionof the ship's installed HT system, which can beused to interrogate aircraft long before the craftare within visual range.) Exact names anddesignations may prove unimportant, but per-sonnel should be taught to distinguish betweenthe various classes of aircraftbombers, fighters,reconnaissance, transport, pilotless, etc.

IDENTIFICATION OF SHIPS

Ship identification requires the same types ofinstruction (classroom and on-the-job) as aircraftidentification. It may be possible, here, to placemore emphasis on on-the-job training becausewide variations in ship types are encountered innormal operations on the high seas

Recognition of ships at sea is of as muchimportance as the recognition of airborne air-craft. Inasniuch as surface vessels travel in onlytwo dimensions and at much slower speeds thanaircraft, they are easier to identify visually.Ships normally should be identified while theystill are distant enough to present only asilhouette to the observer. The types/classes ofships can be determined from their silhouetteslong before their hull numbers or names can be

28

distinguished. The first determination to bemade is whether a vessel is a merchant (civil) ornaval ship.

In general, merchant vessels appear bulkierthan Navy ships. They lack the flowing lines ofNavy ships and usually have more deckhouseand superstructure. When close enough forcolors to be distinguishable, merchant vesselscan be recognized easily because they arepainted in a variety of colors. Virtually allmaritime powers paint their naval ships someshade of gray or blue-gray that blends easilywith a sky or ocean background. During peace-time, another indication of the merchant/navalcharacter of a vessel is the presence of visibleweapons. The absence of guns may have littlesignificance, but their presence almost certainlyindicates a naval vessel.

As with aircraft, the friendly character of anaval ship may be determined by use of IFF. (Insome instances the complete identity of a shipmay be ascertained in this manner.)

Figure 2-2 shows approximations of the sil-houettes of a number of U.S. Navy ship types.Foreign ships naturally have different classnames and designations from U.S. Navy ships,but ships that engage in similar work mustnecessarily be somewhat alike in design. Exam-ples: carriers must have flight decks; guidedmissile shipc must have launching platforms orother launching equipment: and communicationships have a large array of antennas.

Soviet Naval Operations are increasing through-out the world. With the rising number of Sovietvessel sightings, the need for rapid and accurateidentification is paramount. Figure 2-3 showsthe approximate silhouettes of the most com-monly sighted Soviet warships. To help youtranslate Russian ships names, figure 2-4 shows atransliteration table to convert the Russianalphabet into the English alphabet.

Various publications for use in ship identifica-tion may be available aboard ship. These publi-cations include Jane's Fighting Ships, SubmarineRecognition Manual, NAVPERS 10011, andseveral Naval Intelligence Command (formerlyONI) manuals. When these publications are notretained on the signal bridge, they usually are inthe custody of the operations officer or intelli-gence officer.


AIRCRAFT CARRIERS

CVAN 65ENTERPRISE CVA 67-JOHN F. KENNEDY

a LI 1.1i .1CVA 60SARATOGA (FORRESTAL CLASS) CVA 41-MIDWAY

aNICVA 19HANCOCK

CRUISERS

441.64i11611111116.4 in. i I i I I u iCGN 9LONG BEACH CG 10ALBANY

CLG 6-PROVIDENCE CA 1413NEWPORT NEWS

(CONVERTED CLEVELAND CLASSTERRIER) (DES MOINES CLASS)

37.36.1(37C)Figure 2-2.Silhouettes of U.S. Navy Ship types.

29

SIGNALMAN 1 & C

DESTROYERS

DLG 33FOX(BELKNAP CLASS)

4.:

, 1.DLG 3-WAINWRIGHT(BELKNAP CLASS)

DLG 16LEAHY

itissik (1__._J

MGM 25BAINBRIDGE

DLG 6FARRAGUT

i-

DLGt4 35-TRU XTUN

OCEAN ESCORTS

.i\_Iiii. _ j.A4i

DE 1052KNOX(KNOX CLASS)

Niiith .i.

DE 1035CHARLES D. BERRY(CLAUDE JONES CLASS)

.111111.11

DE104-SAMPLE(GARCIA CLASS)

DE 1037-13RONSitIN

DEG 1BROOKE

37.36.2(37C)Figure 2-2.Silhouettes of U.S. Navy Ship typesContinued.

30

.''i5


__la -

DO 931.IONAS INGRAM(FORREST SHERMAN CLASSASW)

LAI1..-...11

DO 630.SRAINE(FLETCHER CLASS)

1

DESTROYERS

DO 9404AANL EY

(FORREST SHERMAN CLASS)

-...mal..-1........ ...alb& L

DD BM-SHIELDS(FLETCHER CLASS-5 GUNS)

DD 8421ASILONE(GEARING CLASS FRAM 1)

DD 831GOODRICH DD 8V-ROBERT A. OWENS(GEARING-CLASS RADAR PICKETS) (CARPENTER TYPE FRAM 1)

DOG 35-MITSCH ER DDG 34-SOMERS(COVERTED FORREST SHERMAN CLASS)

DDG 6BARNEY(CHARLES F. ADAMS CLASS)

Figure 2-2.Silhouottos of U.S. Novy.Ship typosContinued.

,

37.36.3(37C)

SIGNALMAN 1 & C

AMPHIBIOUS WARFARE SHIPS

1- Intl. I iLCC 19BLUE RIDGE LPD 13-NASHVILLE

LPN 10TRIPOLI (IWO JIMA CLASS) LKA 113CHARLESTON

1 l Ai 1,---- 1Li

LSD 34-HERMITAGE (THOMASTON CLASS) LSD 36ANCHORAGE

I

Li

LST 1179NEWPORT tHA 1 - TARAWA

ItMINE WARFARE SHIPS

air , _VA.-rill

MSO 519ABILITY (ABILITY CLASS) MSO 463PIVOT (AGILE CLASS)

37.36.4(37C)Figure 2-2.Silhouettes of U.S. Navy Ship typesContinued.


SUBMARINES

r. ia.....ros11111111111.11kii.SS 510-BAR1151. SSBN 637 - STURGEON

..16.sillilL111111ft ArimmigilimmiliLPSS 574-GRAYBACK

SS 565.WAHCO (TANG CLASS)

A.=1ALIIIIIIIIMIMIII .11NommlomilINAIUN 587-HALIBUT SS 490-YOLADOR (GUPPY III CLASS)

-.....111111611.1.111. lik....ro111111111MAILms.-SSN 586-TRITON SSBN 616-LAFAYETTE

PATROL CRAFT

PGH 1- FLAGSTAFFPG 86-ANTELOPE (ASHCVILLE CLASS)

AUXILIARY SHIPS

PGH 2-TUCUMCARI

AFS 7-SAN JOSE

(MARS 0.A.SS)AOR 5-WABASH

(WICHITA CLASS)

i-A

AE 28 -SANTA BARBARA AOE 2-CAMDEN(KILAUCEA CLASS) (SACRAMENTO CLASS)

Figure 2-2.-Silhouettes of U.S. Navy Ship types-Continued.

33

37.36.5(37C)

SIGNALMAN 1 & C

MOSKVA CLASS CHG

KRESTA I CLASS COW

ADM. SENYAVIN CLASS CLCP

KARA CLASS Ci.GM (PROVISIONAL)

KRESTA II CLASS CLGM

ADM. SENYAVIN CLASS CLCP (MODIFIED)

ZHOANOV CLASS CLCP KYNDA CLASS CLGM

KARA CLASS CLGM KRIVAK CLASS DDGSP

KASHIN CLASS DIG (BIG NET) KANIN CLASS DOG

.....mlik.KILDIN CLASS DOGS KOTLIN CLASS DOG

37.51.1Figure 23.Silhouettes of most commonly sighted soviet warships.

34

.19


kOTLIN CLASS DO (MODIFIED)

SKORYY CLASS DO

SKORY CLASS OD

SKORYY CLASS DO

laIlliii

RIGA CLASS DE PETYA I CLASS DE

PETYA II CLASS DE GRISHA CLASS PCEP

MIRKA II CLASS DE PETYA H CLASS PCE

POTI CLASS PCE OSA II CLASS PETFG

KOMAR CLASS PTG NANUCHKA CLASS PGGP

Figure 2.3. Silhouettes of most commonly sighted soviet warships font' lied.

35

40

37.51.2

SIGNALMAN I &C

SHERSHEN CLASS PTF

\11111 XI talk

P-6 CLASS PT

1ALLIGATOR CLASS LST

T-43 CLASS MSF

IIIGAL......

T-58 CLASS MSF

L-r-L4i

1.4 1

it

STENKA CLASS PCS

POLNOCNY CLASS LSM

r_____ AS.

VANYA CLASS MSC

NATYA CLASS MSF

YURKA CLASS MSL

ZHENYA CLASS MSM VANYA CLASS MHC

37.51.3Figure 2 3.Silhouettes of most commonly sighted soviet warshipsContinued.

36

41


UDA CLASS AO ALATAY CLASS AO

VODCHOV CLASS AO

CHILIKIN CLASS AOR

MANYCH CLASS AO

Li.laiiiia .1.----- -

OSKAL CLASS AR

----1-_,...arkiaii

AMUR CLASS AR LAMA CLASS AEM

wsialmikelitismUGRA CLASS AS DON CLASS AS

37.51.4

Figure 2-3.Silhouettes of most commonly sighted soviet warshipsContinued.

37

42

SIGNALMAN I & C

V CLASS SSBN H ii CLASS SSBN

G II CLASS SSB C CLASS SSGN

E 11 CLASS SSGN J CLASS SSG

V CLASS SSN N CLASS SSN

F CLASS SS R CLASS SS

W CLASS SS Z CLASS SS

37.51.5Figure 23.Silhouettes of most commonly sighted soviet warshipsContinued.

38

r 43


A a A likes in father ll n L like I In well U 14 TS like ts in mats

B 6 8 like b in bell M st M like m in stem q q CH like ch in check

B a V Ilk. v in vent H H N like n in pen M Es SH like sh in shine

r r G like g in get 0 0 0 like o in more fl 111 SHCH like shch froth

il A D liked in debt II n P like p in pet cheeks

E e E like* in debt P p R like r in error hi tit V like I in hit

Of yet C 0 S like ss in mess b b (none) (none) (soft sign)

a a , ZH likes in measure T r T like t in tell a 3 E like* in bet

3 3 2 like r in lazy Y y U like oo in boot 0 10 YU like u in mute

IA X I liken in meet 0 4) F like f in effect R fl YA like ye in yard

a itH X

Y

K

like y in boy

like c in calf

X X KH like ch in Scottishword loch

Figure 2-4.Transliteration table of the Russian alphabet.

RECOGNITION AND IDENTIFICATIONPROCEDURES

Recognition and identification procedures canbest be taught through classroom instruction,reenforced by actual practice with flashing light,and through drills with other ships.

Recognition and identification procedures, asused in this topic, deal with the determinationof a ship's or station's friendly character bymeans of visual signals. The terms "challengeand reply" or "challenge and identity" mostfrequently indicate this procedure. Appropriatedefinitions follow.

Recognition: Determination, by any means, ofthe friendly Or enemy character, or of theindividuality of another.

Identification: Indication, by act or means, ofyour own friendly character or individuality.

Challenge: Process carried out by one unit orperson with the objective of ascertaining thefriendly or hostile character, or identity ofanother.

44 39

37.52

Reply: Answer to a challenge.

Inexperienced Signalmen frequently have theerroneous impression that the unknown stationcall (IA) constitutes a challenge. This call asks,at most, for the receiving ship's call sign; it isnever used in a challenge.

The correct signals for challenge and identityare given in the effective edition of Recognitionand Identification InstructionsAir, Land, andSea Forces (ACP 150). This publication is

Confidential, therefore specific details con-cerning its content are not given here. It iscarried aboard all U.S. Naval ships, however, andshould be studied thoroughly. Broad informa-tion concerning challenge and identity is given inthe following listing.

Actual signals to be used in the challengeand reply are generated from highly classifiedkey lists, accessible to a limited number ofpersonnel on eacli ship, and are effective for arelatively short period of time. The method ofgenerating signals is never divulged to unauthor-ized personnel.

SIGNALMAN 1 & C

During their effective periods, challengesand replies delivered to the signal bridge for usehave a lower security classification than do thekey lists from which they are taken. Effectivesignals must, nevertheless, be afforded protec-tion commensurate with the security classifica-tion assigned. All such signals must be destroyedby burning when their effective periods expire.

During hostilities, challenges must be madeonly when the ship is ready for battle, and onlyat the direction of the commanding officer.Only he may decide whether the reply receivedfrom a challenged vessel is correct.

Challenges normally are sent twice, at arate not to exceed eight words per minute, usinga bright directional light, accurately aimed toensure reception by the challenged ship. Noassumptions should be made concerning the useof binoculars or other visual aids aboard thechallenged vessel.

Inasmuch as the reply to a challenge mustbe made immediately to preclude the challeng-ing ship's opening fire, in an emergency trans-mission of the reply may be authorized by theofficer of the deck.

Challenge and identity signals differ, de-pending on whether the ships involved are ofhigh security status, low security status, ormerchant vessels. A special challenge exists foruse in situations wherein the status of the shipto be challenged cannot be determined byobservation.

VISUAL PROCEDURES AND DOCTRINE

Visual communication procedures and doc-trine exist only to assist the Signalman in theperformance of his duties. Procedures and doc-trine can be taught through on-the-job training,but that method usually has an unsatisfactorymaterial-learned/man-hours-expended ratio be-cause procedures can be learned only as differ-ent situations arise. Classroom instruction anddrills are much less expensive in terms ofman-hours expended and results achieved be-cause methods, procedures, safety precautions,etc., can be taught in order of importance or insome logical order that will aid the trainee incommitting them to memory.

Complete information on message forms, theschematic diagram, operating signals and pro-

40

signs, visual responsibility, flashing light, sema-phore, flaghoist, and infrared should be includedin your training program. The priority that yougive to each subject may be dictated by circum-stances. If you have a well-established trainingprogram and personnel with some degree ofexperience, continuation of the program in itsplanned sequence is probably the best course ofaction. By so doing, you ensure the widestpossible degree of coverage of the programduring the ship's regular training cycle. If, on theother hand, you have a group of inexperiencedmen, are setting up a new training program, orhave scheduled visual signaling operations withwhich your men are unfamiliar, you will find itprofitable to alter your training program, em-phasizing those subjects of immediate impor-tance and ignoring (for the time being) thoseportions that are less urgent.

GRADED EXERCISES

Drills and exercises constitute a large part ofthe communication department's training pro-gram. Noncompetitive exercises and emergencydrills are performed within the ship for purposesof acquainting personnel with correct proce-dures, and increasing the efficiency of personnelin areas with which they are familiar. Competi-tive (graded) exercises are performed whenassigned by the type commander or othercompetent authority. Results of these exercisesare used to keep the type commander informedof the readiness state of individual units. Maxi-mum benefit is derived when an exercise isobserved and analyzed. Umpires and variousassistantsassigned by the officer scheduling theexercise (OSE)make the observations and anal-yses.

Ship Exercises (FXP 3) lists several exercisesthat are either designed specifically for somephase of visual communication, or have visualcommunications as an element of the overallexercise. These exercises include Fiaghoist,Z-20C; Flashing Light/Nancy, Z-21-C; Sema-phore, Z-22-C; Challenge and Reply, Z-23-C; andCommunications Operational Planning, Z-40C.Each of the exercises has its own system ofgrading. You should be aware of these systemsin order to detect discrepancies when observing


an exercise, and to avoid errors, with consequentloss of points, when being graded. Observationof personnel during an exercise is one of theprincipal methods of determining areas in whichspecialized or more intensive training should beundertaken.

Examples of visual communication exercisesare shown in Fig. 2-5.

CRITIQUES

A critique is a critical review of an exercise,held in the form of a conference. All gradedexercises should terminate with a critique, at-tended by the umpire, his assistants, and keypersonnel of the unit being graded. You shouldbecome as familiar as possible with critiques sothat you can best present appraisals of exercisesthat you observe, or can derive maximumbenefit from critiques that you attend as amember of the exercise ship.

During the conduct of exercises, observerskeep a chronological record of events takingplace, or they make notes concerning proceduralerrors or other discrepancies, handling times,outstanding performances, equipment failuresand repairs, and other occurrences that mayhave a bearing on the outcome of the exercise.

As part of the critique, the important aspectsof each observer's notes are presented. Thefollowing points concerning the exercise arecovered:

Manner of its performance.Errors committed.Deficiencies of material or procedure.Recommendations for improvements of

material and personnel performances.

The last pointrecommendations for im-provementsmay be more important than anyother item because improvement is the goal ofall training. Recommendations may be limitedto minor changes in procedures, or to training ina particular area. Conversely, they may encom-pass overhaul of entire systems, and addition orreplacement of equipment.

Tentative grades may be assigned at critiques.Final appraisals, however, are the responsibilityof the type commander, who is able to comparethe performance of one unit with another. He

41

also strives for uniformity of grading within thetype.

VISUAL COMMUNICATIONS(Z-20-C through Z-23-C)

These exercises may be used for day-to-daytraining and evaluations or as the criteria forOperational Readiness Inspections (ORI). For allexercises, preparation and execution must beoriented toward their primary purpose of train-ing. There is no provision for an exercise toevaluate overall communications. It is intendedthat various communications exercises fromFXP 3 will be performed in combination to testall installed systems and functions. The designa-tion of these exercises will be the function ofoperational or type commanders. During periodsof EMCON, visual signaling may be the onlymethod of communications available. Therefore,it is imperative that proficiency in visual com-munication be maintained. This series of exer-cises (Z-20-C through Z-23-C) is designed totrain and evaluate personnel in visual signalingprocedures.

Communications Evaluation

The exercises may be used individually or incombinations for the following evaluation re-quirements; training, Operational Readiness In-spection (ORI), Pre-deployment COMM/ELEXinspection, Overall communications exercise.

The OCE will promulgate the following infor-mation:

1. Where: Ship's name, location (in port/underway)

2. When: Starting time and duration of exer-. cise(s)

3. Which: What exercises and for which in-stalled system(s)

4. Who: The senior observer

Any additional comments required will bepromulgated so that the exercise unit will befully prepared.

Grading

The weight assigned for each evaluation factoris the norm. The senior observer may deduct

FLA

GH

OIS

T S

IGN

ALI

NG

PR

OC

ED

UR

ES

PU

RP

OS

E

Z-2

0-C

Enc

ode

visu

al c

all s

igns

to te

st p

erso

nnel

inth

eus

e of

visu

al c

all s

igns

AC

P I

18.

EX

ER

CIS

E O

BSE

RV

ER

Obs

erve

and

eva

luat

e th

e ex

erci

se.

Tra

in a

nd e

valu

ate

the

tact

ical

com

mun

icat

ions

team

inIl

agho

ist s

igna

ling

proc

edur

es a

nd p

rofi

cien

cy in

the

use

ofA

TP

1(A

) V

ol I

I, A

CP

131,

AC

P 11

8, a

nd H

O 1

02.

RE

QU

IRE

ME

NT

S

Dem

onst

rate

the

abili

ty to

enc

ode

and

,dec

ode

flag

hois

tsi

gnal

s us

ing

AT

P 1(

A)

Vol

II,

AC

P 13

1, a

nd H

O 1

02 a

nd th

epr

oper

use

of

all r

elat

ed p

roce

dure

s.

PR

OC

ED

UR

ES

OC

E

Des

igna

te o

r as

sign

:

Exe

rcis

e sh

ip.

Ass

ist s

hip.

Exe

rcis

e ob

serv

er(s

).

Star

ting

time

and

dura

tion

of th

e ex

erci

se.

Num

ber

of s

igna

ls to

be

tran

smitt

ed a

nd r

ecei

ved.

ASS

IST

SH

IPO

R A

SSIS

T S

TA

TIO

N

As

dire

cted

by

the

OC

E, p

rovi

de th

e fo

llow

ing

serv

ices

:

Tra

nsm

it a

min

imum

of

15 I

lagh

oist

sig

nals

, inc

ludi

ngon

e in

corr

ect s

igna

l.

Tes

tsp

eed

and

relia

bilit

y of

spo

tter

and

pers

onne

lm

anni

ng th

e Il

agba

g.

Req

uite

the

tact

ical

com

mun

icat

or to

enc

ode

five

pla

inla

ngua

ge m

essa

ges

whi

ch a

rc th

en to

be

deliv

ered

to s

igna

lsu

perv

isor

for

hoi

stin

g.

Cri

tique

exe

rcis

e pe

rson

nel u

pon

com

plet

ion

of th

e ex

erci

se.

EX

ER

CIS

E S

HIP

Sign

alm

en a

nd ta

ctic

al c

omm

unic

atio

ns m

an c

ondi

tion

#1(G

Q)

stat

ions

.

Mai

ntai

n a

com

plet

e lo

g of

all

exer

cise

traf

fic

for

subm

issi

onto

the

exer

cise

obs

erve

r(s)

.

Furn

ish

obse

rver

with

a w

ritte

nde

code

of

all

sign

als.

EV

ALU

AT

ION

Wei

ght

Yes

No

1.Pe

rson

al k

now

ledg

e (1

0 po

ints

)D

id s

igna

lmen

, tac

tical

com

mun

icat

or,

CIC

pers

onne

l,an

dO

OD

/JO

OD

dem

onst

rate

thei

rkn

owle

dge

ofth

efo

llow

ing.

as

appr

opri

ate:

Nav

al p

roce

dure

, whe

n us

edw

ithin

tern

atio

nal p

roce

dure

?In

tern

atio

nal p

roce

dure

?_

Com

posi

tion

of n

orm

al/in

ter-

natio

nal f

lagb

ag?

Use

of

subs

titut

es?

How

to q

uest

ion

a ho

ist?

How

tosp

ell b

y fl

agho

ist?

1

How

to s

igna

l bea

ring

s?1

37.5

3F

igur

e 2-

5.V

isua

l com

mun

icat

ion

exer

cise

s.

Wei

ght

Yes

No

Wei

ght

Yes

No

Inte

rnat

iona

l pro

cedu

res

whe

nus

ed to

sup

plem

ent t

he A

llied

Nav

al S

igna

l Boo

k'

2.Pe

rson

nel p

erfo

rman

ce (

60 p

oint

s)D

id s

igna

lmen

bre

ak a

ll ca

llsan

d.si

gnal

s co

rrec

tly'

Did

all

pers

onne

l ope

rate

pro

-fi

cien

tly w

ith a

min

imum

of

conf

usio

n/2

Did

Cl(

' bre

ak s

igna

ls in

tim

eto

ass

ist t

he ta

ctic

alco

mm

unic

ator

?4

Was

pro

per

proc

edur

e an

d te

rmi-

nolo

gy u

sed

in h

oist

ing

tlagh

oist

s'4

Was

all

nece

ssar

y eq

uipm

ent

oper

atio

nal a

nd r

eady

pri

or to

com

men

cem

ent o

f th

e ex

erci

se/

Was

the

visu

al lo

g pr

oper

lym

aint

aine

d?W

ere

ther

e ef

fect

ive

com

mun

ica-

tions

bet

wee

n th

e si

gnal

men

and

the

tact

ical

com

mun

icat

or?

5D

id th

e 00

D/J

OO

D r

espo

nd to

the

sign

al o

f ex

ecut

ion

prom

ptly

/W

as m

ore

than

one

sig

nal p

rope

r-ly

sep

arat

ed/

4D

id th

e ta

ctic

al c

omm

unic

ator

:D

ecod

e si

gnal

in le

ss th

an2

min

utes

?E

ncod

e si

gnal

in le

ss th

an3

min

utes

?10

Did

the

sign

alm

en h

oist

sign

als

with

in 3

0 se

cond

s of

re-

ceip

t fro

m ta

ctic

alco

mm

unic

ator

?5-

-

Wer

e ca

lls a

nd s

ubst

itute

s br

oken

prio

r to

pas

sing

to th

e ta

ctic

alco

mm

unic

ator

?D

id o

pera

tors

adh

ere

to p

roce

dure

sas

pro

mul

gate

d in

AC

P 12

9?

3.R

elia

bilit

y (2

0 po

ints

)W

ere

sign

als

hois

ted

corr

ectly

the

firs

t tim

e?W

ere

sign

als

spot

ted

corr

ectly

the

firs

t tim

e?10-4

-

Flag

bag

Spee

d:

A. E

ncod

e: T

imin

g fr

om th

e tim

e a

hois

t is

give

n to

sign

al s

uper

viso

r to

tim

e ho

ist i

s cl

osed

up

on e

xerc

ise

ship

.

B. D

ecod

e: T

imin

g fr

om th

e tim

e a

hois

t is

clos

ed u

p on

assi

st s

hip

to ti

me

hois

t is

corr

ectly

hoi

sted

to d

ip b

yex

erci

se s

hip

and

corr

ectly

pas

sed

to th

e ta

ctic

alco

mm

unic

ator

,

C. T

actic

al C

omm

unic

ator

's S

peed

.

(1)

Enc

ode:

Tim

ing

from

tim

e "p

lain

text

" is

giv

ento

tact

ical

com

mun

icat

or to

tim

e en

code

d si

gnal

is g

iven

to th

e si

gnal

sup

ervi

sor.

(2)

Dec

ode:

Tim

ing

from

tim

e ho

ist

isco

rrec

tlyre

ceiv

ed b

y th

e ta

ctic

al c

omm

unic

ator

unt

il he

repo

rts

unde

rsto

od to

obs

erve

r (h

e w

ill th

en c

lose

up s

igna

l and

giv

e m

eani

ng to

obse

rver

).

Fig

ure

25.V

isua

l com

mun

icat

ion

exer

cise

sCon

tinue

d.

FLA

SH

ING

LIG

HT

PR

OC

ED

UR

ES

Z-2

1-C

PU

RP

OS

E

Tra

in a

nd e

valu

ate

sign

al b

ridg

epe

rson

nel i

n th

e us

e of

dire

ctio

nal/n

ondi

rect

iona

lfl

ashi

ng li

ght (

infr

ared

may

be

dire

cted

by O

CE

).

RE

QU

IRE

ME

NT

S

Dem

onst

rate

the

abili

ty to

com

mun

icat

eus

ing

dire

ctio

nal

and/

orno

ndir

ectio

nal

flas

hing

light

(with

infr

ared

asap

prop

riat

e).

Thi

s ex

erci

se m

ay b

e co

nduc

ted

sepa

rate

lyor

con

curr

ently

with

oth

er e

xerc

ises

.

The

infi

ared

por

tion

of th

is e

xerc

ise

is s

uita

ble

as a

nin

divi

dual

exe

rcis

e or

may

be

cond

ucte

d in

conj

unct

ion

with

the

dire

ctio

nal a

nd/o

r no

ndir

ectio

nal p

ortio

n of

this

exe

rcis

e.

PR

OC

ED

UR

ES

OC

E

Des

igna

te o

r as

sign

:

Exe

rcis

e sh

ip.

Ass

ist s

hip.

I:xe

rcis

e ob

serv

er(s

).

Star

ting

time

and

dura

tion

of th

e ex

erci

se.

Dir

ectio

nal/n

ondi

rect

iona

l/inf

rare

d pr

oced

ures

.

Req

uire

each

tran

smitt

ing

ship

tose

nd a

t lea

stth

ree

mes

sage

s.

ASS

IST

SH

IP(S

)

As

dire

cted

by

the

OC

E:

Tra

nsm

it a

min

imum

of

thre

e m

essa

ges

with

a m

inim

umof

25

grou

ps in

eith

er p

lain

or

code

d fo

rmat

.

Stat

ion

obse

rver

s.

Mai

ntai

n a

com

plet

e lo

g, f

ile, a

nd li

st o

f al

lpr

oced

ural

erro

rs.

Pref

ace

and

end

each

mes

sage

with

the

wor

d"D

RIL

L".

Inse

rt a

ppro

pria

te o

pera

ting

sign

al m

eani

ng "

DR

ILL

"in

the

tran

smis

sion

inst

ruct

ion

of e

ach

exer

cise

mes

sage

.

EX

ER

CIS

E, O

BSE

RV

ER

Obs

erve

and

gra

de e

xerc

ise.

Mai

ntai

n an

acc

urat

e re

cord

of

all d

iscr

epan

cies

.

Cri

tique

exe

rcis

e pe

rson

nel u

pon

com

plet

ion

of th

eex

erci

se.

Subm

it th

e ev

alua

tion

repo

rt w

ithco

mm

ents

as

requ

ired

toth

e O

CE

.

EX

ER

CIS

E S

IIIP

Mai

ntai

n a

com

plet

e lo

g of

exe

rcis

e tr

affi

c.

Mai

ntai

n a

reco

rd o

f al

l err

ors

and/

or c

orre

ctio

ns.

Pref

ace

and

end

each

Mes

sage

with

the

wor

d 'D

RIL

L".

Inse

rt a

ppro

pria

te o

pera

ting

sign

alm

eani

ng 'D

RIL

L"

in th

em

essa

ge in

stru

ctio

n of

eac

h ex

erci

sem

essa

ge.

Figu

re 2

-5.V

isua

l com

mun

icat

ion

exer

cise

sCon

tinue

d.

Tra

nsm

it m

essa

ges

as d

irec

ted

by th

e O

CE

.

EV

ALU

AT

ION

Wei

ght

Yes

No

Did

sig

nal b

ridg

e pe

rson

nel p

erfo

rm p

ro-

fici

ently

with

a m

inim

um o

fco

nfus

ion?

....

IL_

____

Was

the

visu

al lo

g nm

inta

ined

?.

..

,10

Did

sig

nalm

en a

dher

e to

fla

shin

g lig

ht/

infr

ared

pro

cedu

res

as p

rom

ulga

ted

inA

CP

129?

Was

all

nece

ssar

y eq

uipm

ent o

pera

tiona

lan

d re

ady

prio

r to

com

men

cem

ento

f th

eex

erci

se?

1541

1D

id s

igna

lmen

dem

onst

rate

zr

wor

king

know

ledg

e of

all

equi

pmen

tin

stal

led?

..

Wer

e ef

fect

ive

com

mun

icat

ions

bet

wee

nsi

gnal

men

and

OO

D e

stab

lishe

d (i

ftr

iap

plic

able

)?10

Wer

e le

tters

and

num

bers

tran

smitt

edco

rrec

tly?

15D

id th

e op

erat

or(s

) se

nd a

nd r

ecei

ve a

tth

esp

eed

requ

ired

of

his

rate

?10

SEA

.1A

PHO

RE

Z-2

2-C

PUR

POSE

Tra

in a

nd e

valu

ate

com

mun

icat

ion

pers

onne

lin

the

use

ofse

map

hore

for

exc

hang

e of

adm

inis

trat

ive

traf

fic

and

tact

ical

info

rmat

ion

betw

een

ship

s 2t

sea

at c

lose

ran

ge.

RE

QU

IRE

ME

NT

S

Dem

onst

rate

abi

lity

to c

omm

unic

ate

usin

g se

map

hore

.

PRO

CE

DU

RE

S

OC

E

Des

igna

te a

nd a

ssig

n:

Exe

rcis

e sh

ip.

Ass

ist s

hip(

s).

Exe

rcis

e ob

serv

er.

Star

ting

time

and

dura

tion

of e

xerc

ise.

ASS

IST

SH

IP(S

)

Tra

nsm

it a

min

imum

of

thre

e m

essa

ges

with

a m

inim

um o

f

25 g

roup

s pe

r m

essa

ge.

Use

pla

in la

ngua

ge.

Req

uire

eac

h pa

rtic

ipat

ing

ship

to tr

ansm

it a

min

imum

of

thre

e m

essa

ges.

Tra

nsm

it m

essa

ges

to a

ll ex

erci

se s

hips

sim

ulta

neou

sly.

Ens

ure

obse

rver

s ar

e on

eac

hex

erci

se s

hip.

EX

ER

CIS

E O

BSE

RV

ER

Obs

erve

and

gra

de e

xerc

ise.

Cri

tique

exe

rcis

e pe

rson

nel u

pon

com

plet

ion

of e

xerc

ise,

EX

ER

CIS

E S

HIP

(S)

Mai

ntai

n a

com

plet

e lo

g of

exe

rcis

e tr

affi

c.

Subm

it a

copy

of

all d

rill

traf

fic

to O

CE

.

Pref

ace

and

end

each

mes

sage

with

the

wor

d"D

RIL

L".

Inse

rt th

e op

erat

ing

sign

al s

igni

fyin

gdr

ill in

the

tran

smis

sion

inst

ruct

ions

of

each

exe

rcis

e m

essa

ge.

Figu

re 2

.5.V

isua

l com

mun

icat

ion

exer

cise

sCon

tinue

d.

EV

ALU

AT

ION

Wei

ght

Yes

No

I.Pe

rson

nel p

erfo

rman

ce (

100

poin

ts)

Did

com

mun

icat

ions

per

sonn

el p

erfo

rmef

fici

ently

with

min

imum

con

fusi

on?

.W

as s

uper

viso

r ab

le to

con

trol

his

pers

onne

l eff

ectiv

ely?

Did

sig

nalm

en a

dher

e to

sem

apho

re?

15W

as a

ll ne

cess

ary

equi

pmen

t ope

rabl

ean

d re

ady

for

com

men

cem

ent o

fex

erci

se?

_10

Did

sig

nalm

en d

emon

stra

te a

hig

hde

gree

of

relia

bilit

y''

15W

ere

ther

e ef

fect

ive

com

mun

icat

ions

betw

een

sign

alm

en a

nd 0

0D?

10W

as v

isua

l log

pro

perl

y m

aint

aine

d?,

10W

ere

lette

rs a

nd n

umbe

rs tr

ansm

itted

corr

ectly

?

41.

CH

ALL

EN

GE

AN

D R

EP

LY2-

23-C

o

PU

RP

OS

E

Tra

in d

eck

wat

ch o

ffic

ers

and

sign

alm

en in

the

use

ofre

cogn

ition

pro

cedu

res.

To

eval

uate

coo

rdin

atio

n be

twee

nde

ck w

atch

off

icer

s an

d si

gnal

men

in u

sing

rec

ogni

tion

proc

edur

es.

RE

QU

IRE

ME

NT

S

Dem

onst

rate

kno

wle

dge

and

use

of r

ecog

nitio

n pr

oced

ure.

PR

OC

ED

UR

E

OC

E

Ass

ign

an o

bser

ver

to th

e co

nnin

g br

idge

and

one

to th

esi

gnal

bri

dge

of th

e ex

erci

se s

hip.

Info

rm e

xerc

ise

ship

that

the

ship

is in

a s

imul

ated

for

mat

ion

with

oth

er s

hips

and

uni

dent

ifie

d su

rfac

e cr

afts

are

pres

ent.

EX

ER

CIS

E O

BSE

RV

ER

Intr

oduc

e th

e fo

llow

ing

reco

gniti

on a

nd c

halle

nge

and

repl

ypr

oble

ms:

Uni

dent

ifie

d w

arsh

ip b

eari

ng

Uni

dent

ifie

d m

erch

ant s

hip

bear

ing

Exe

rcis

e sh

ip c

halle

nged

with

mer

chan

t shi

p ch

alle

nge.

Exe

rcis

esh

ipch

alle

ngin

gan

dbe

ing

chal

leng

edsi

mul

tane

ousl

y.

Obs

erve

and

eva

luat

e ex

erci

se..

Cri

tique

exe

rcis

e pe

rson

nel u

pon

com

plet

ion

of th

e ex

erci

se.

Subm

it th

e ev

alua

tion

repo

rt w

ith c

omm

ents

as

requ

ired

by

the

type

com

man

der

to th

e O

CE

.

EX

ER

CIS

E S

HIP

Man

sig

nal b

ridg

e, c

onni

ng b

ridg

e, a

nd J

X c

ircu

it at

eac

hst

atio

n.

Des

igna

te o

ne o

ffic

er to

ass

ume

role

of

com

man

ding

off

icer

.

Car

ryou

tco

mpl

ete

reco

gniti

onpr

oced

ures

for

unid

entif

ied

ship

rep

ort r

ecei

ved

from

sig

nal b

ridg

e.

EV

AL

UA

TIO

N

each

Wei

ght

Yes

No

Wer

e si

gnal

men

cog

niza

nt o

f di

ffer

ence

betw

een

high

and

low

sec

urity

shi

ps?

Fig

ure

2-5.

Vis

ual c

omm

unic

atio

n ex

erci

sesC

ontin

ued.

Wei

ght

Yes

No

Wer

e si

gnal

men

cog

niza

nt o

fres

pons

ibili

tyfo

r in

itiat

ing

chal

leng

eif

in c

ompa

ny w

ithot

her

units

?10

Wer

e si

gnal

men

cog

niza

ntof

who

has

resp

onsi

bilit

y fo

r de

cisi

ons

conc

erni

ngch

alle

nge

and

repl

y?..

10

Did

act

ing

com

man

ding

offi

cer

mak

e al

l de-

cisi

ons

conc

erni

ng c

halle

nge

and

repl

y?.

,.

10

Did

sig

nalm

en c

heck

equi

pmen

t and

rep

ort

read

y or

def

ectiv

e to

the

com

man

ding

offi

cer?

10

Did

sig

nalm

en m

ake

verb

atim

rep

ort o

f al

lre

spon

ses

from

cont

act?

.. ,

...

.,

.4

10

Did

exe

rcis

epe

rson

nel a

dher

e to

pro

cedu

res

UT

as p

rom

ulga

ted

in A

CP

150

seri

es?

.10

tilD

idco

mm

unic

atio

ns p

erso

nnel

per

form

4:.

effi

cien

tly w

ith a

min

imum

of...

,co

nfus

ion?

_10_

.111

0111

,

Was

all

nece

ssar

y eq

uipm

ent o

pera

tiona

lan

d re

ady

prio

r to

com

men

cem

ento

fex

erci

se?

Wer

e co

mm

unic

atio

ns e

ffec

tive

betw

een

sign

alm

en a

nd th

e 00

D?

Not

e

Sinc

e th

e so

le r

espo

nsib

ility

for

dec

isio

nsre

lativ

eto

rec

ogni

tion

rest

s w

ith th

eco

mm

andi

ng o

ffic

er o

r hi

s de

sign

ated

repr

esen

tativ

e,th

isex

erci

sesh

ould

alw

ays

incl

ude

OO

Ds.

.111

1=11

10

CO

MM

UN

ICA

TIO

NS

OP

ER

AT

ION

AL

PLA

NN

ING

Z-4

0-C

PU

RP

OS

E

Tra

in a

nd e

v.ilu

ate

ship

boar

d co

mm

unic

atio

nspe

rson

nel i

nth

e pr

epar

atio

n of

the

ship

boar

d co

mm

unic

atio

nspl

an.

RE

QU

IRE

ME

NT

S

Ship

boar

dpe

rson

nel

resp

onsi

ble

for

plan

ning

ofco

mm

unic

atio

ns:

Com

mun

icat

ions

off

icer

.

Ass

ista

nt c

omm

unic

atio

ns o

ffic

er, a

sap

plic

able

.

Rad

io o

ffic

er, a

s ap

plic

able

,

Sign

al o

ffic

er, a

s ap

plic

able

.

Com

mun

icat

ions

wat

ch o

ffic

ers,

as

appl

icab

le.

Com

mun

icat

ions

/ope

ratio

ns le

adin

g pe

tty o

ffic

ers.

Com

mun

icat

ions

/ope

ratio

ns s

uper

viso

rs.

PR

OC

ED

UR

ES

OC

E

Des

igna

te th

e ex

erci

se s

hip.

Ass

ign

an e

xerc

ise

obse

rver

/eva

luat

or.

Des

igna

te th

e re

fere

nce

OPO

RD

(s)

in a

ccor

danc

ew

ith th

ety

pe o

f m

issi

on(s

) as

sign

ed th

e ex

erci

sesh

ip.

Pres

crib

eth

etim

efr

ame

tobe

cove

red

byth

eco

mm

unic

atio

ns p

lan.

Figu

re 2

-5.V

isua

l com

mun

icat

ion

wir

cise

sCon

tinua

d.

EX

ER

CIS

E O

BS

ER

VE

R

Eva

luat

eth

eex

erci

sein

acco

rdan

ce w

ithth

ecr

iteria

cont

aine

d in

this

exe

rcis

e.

Sub

mit

an :w

alua

tion

repo

rt to

the

OC

E a

nd th

e ex

erci

sesh

ip.

EX

ER

CIS

E S

HIP

Pro

vide

a s

hipb

oard

com

mun

icat

ions

pla

n an

d a

freq

uenc

ypl

an in

acc

orda

nce

with

the

OC

E's

inst

ruct

ions

and

the

outli

ne in

par

agra

ph 6

70b

as a

pplic

able

to th

e sh

ip/u

nit.

Sub

mit

a co

py o

f the

com

mun

icat

ions

pla

n to

the

exer

cise

obse

rver

for

eval

uatio

n.

Use

the

com

mun

icat

ions

pla

n in

acc

orda

nce

with

OC

E's

inst

ruct

ions

.41

.co

EV

ALU

AT

ION

Was

he

prop

er c

lass

ifica

tion

assi

gned

each

pag

e?W

as th

e co

mm

unic

atio

ns p

lan

com

preh

ensi

ve?

Wei

ght

Yes

No

Wer

e al

l ava

ilabl

e or

dire

cted

ref

er-

ence

s us

ed?

5W

ere

all m

issi

ons/

tran

sits

/por

t cal

lsor

com

mitm

ents

pla

nned

for?

15

Was

the

freq

uenc

y pl

an c

ompl

ete

as to

:A

ll ev

olut

ions

pla

nned

for?

4A

ll re

quire

d ci

rcui

ts li

sted

?4

All

emis

sion

cod

es li

sts

-4'

441

10.

Equ

ipm

ent a

lloca

tions

list

ed?

Rem

ote

term

inal

s lis

ted?

4C

ircui

t res

tora

tion

prio

ritie

slis

ted'

_L_-

Circ

uit a

ctiv

atio

n pr

iorit

ies

liste

d''

Key

list

s an

d cr

ypto

equ

ipm

ent

Wei

ght

Yes

No

liste

d on

cov

ered

circ

uits

?4

Wer

e sp

ecia

l obj

ectiv

es, p

erfo

rman

ces,

or e

valu

atio

ns li

sted

?3

Was

the

task

org

aniz

atio

n lis

tco

mpl

ete?

i5

Did

the

call

sign

list

inilu

de:

Inte

rnat

iona

l cal

l sig

ds9

Tas

k or

gani

zatio

n ca

ll si

gns?

AP

enna

nt c

alls

?.4

10.

Did

the

visu

al r

equi

rem

ents

incl

ude:

,N

AN

CY

req

uire

men

is?

Pro

per

chal

leng

e an

d re

ply

key

lists

?

Fig

ure

2- 5

. Vis

ual c

omm

unic

atio

n ex

erci

sesC

ontin

ued.

4111

amilL

IMM

4111

1111


points to a lesser degree if circumstances in-dicate. Additionally, if performance or materialreadiness is of exceptionally poor quality, thesenior observer may deduct an amount greaterthan that indicated. Final grades will be ob-tained by subtracting total credit lost from 100to arrive at the exercise grade.

Security

Any action resulting in a reportable securityviolation, or any action that if not stopped orprevented by an observer would have resulted ina reportable security violation, will cause anexercise to be evaluated "Unsatisfactory, nonumerical grade assigned" and the exercise willbe terminated at that point. Reportable viola-tions are those required to be reported the nextstep up the chain of command by applicablepublication. This step can be as low as operatorto supervisor. Examples: operating crypto equip-ment with tempest violation; unauthorized/disclosure viewing.

All security violvions of a non-reportablenature, that is any non-adherence or complianceto a security regulation not covered here, willresult in the loss of five points credit, exceptthree or more of these non-reportable violationsduring the conduct of an exercise will result inthat exercise being. evaluated "Unsatisfactory,no grade assigned." Examples of non-reportableviolations are: classification not in larger letters

than other text on page; improper classificationof extracts (not resulting in loss of material).

Communications Operational PlanningExercise

This exercise (Z-40-C) provides training andevaluation in planning communications opera-tional needs aboard ship. It requires the com-bined efforts cf operations and communicationspersonnel, both signal and radio, to research thegoverning OPORDS and plan all the communica-tion requirements. The shipboard communica-tions plan developed can be for an actualoperation or a constructive facsimile accordingto the OCE's requirement.

Communications Plan

A ship's communications plan lists all thecommunications requirements in detail for aspecific operation, at-sea/in-port period, or com-binations thereof, covering a specified period oftime. It contains all the sequential events andsupporting information required for operationsand communications personnel to meet andsuccessfully achieve the communications com-mitments of a ship. It is a test of the ability ofdepartment/division officers, leading pettyofficers, and supervisors to research effectiveOPORDS for all communications requirementsassigned their ship and combine them into aneffective plan that can be instituted by theworking personnel.

49

54

CHAPTER 3

NAVAL COMMUNICATIONS

The successful outcome of many earlier navalengagements depended as much on reliablecommunications as on expert seamanship. Thisresult points up the realization that withoutgood communications coordinated action be-tween ships of the fleet is impossible.

One of the earliest records (1778) of acommunication system was a set of simplemaneuver and recognition signs. Over the years,this system was modified and improved, butduring the Civil War, with many Federal officersgoing over to the Confederacy, signals had to berevised. In 1862, the U.S. Army signal systemwas adopted by the Navy. Army-style communi-cations continued dominating Navy signaling aslate as 1892.

Semaphore came into use in the Navy in1861. This semaphore method was the forerun-ner of the present-day flashing light system,which was adopted in 1864. The former systemutilized a lantern, ball, or similar object, whichwas exposed, or a flag that could be lowered andraised in dit-dah patterns. The latter systemutilized a lantern inside a canvas cylinder, whichwas attached to the rigging in such a way that itpermitted the light to be screened or exposed bypulling or releasing an attached line.

Electricity came into naval communicationsin 1875, when experiments with electric lightswere conducted. In 3 years the ranges of theselights were increased from 6 miles to a distanceof nearly 17 miles.

The wireless came along in 1895, and by 1903radio was operational throughout the UnitedStates Fleet.

In the old days, because of poor communica-tions, naval warfare was largely a matter ofguesswork. A fleet commander often did notknow where his own ships were or what theywere doinglet alone what the enemy was up to.In contrast, today, no matter how deep intohostile waters a force may penetrate, the com-

50

55

mander knows where his ships are, and hereceives intelligence reports on what the enemyis doing.

MISSION, POLICY, AND BASIC PRINCIPLES

In this missile age, it is a foregone conclusionthat any future war would not allow a period ofgrace during which to procure vast amounts ofequipment nor train thousands of new men. Anyfuture general war, it has often been stated, willbe won or lost in hours or days instead of years.Naval communicationsa function of com-mandmust always be in a condition of pre-paredness. In the event of hostilities, operatingforces would have to depend on then-existentcommunication facilities.

A navy that operates on a worldwide scalerequires services of a global communicationnetwork. A commander must be able to pass thewordto communicatewhenever necessary, inany mode, between and among ships separatedby varying distances, and also from ships to andfrom shore stations, aircraft, and satellites.Ability to communicate makes possible effectivecommand and control, ensuring that every mo-bile nerve center in the fleet is responsive totactical and strategic needs and services of everyother element. Major shore stations in today'sDefense Communications System form the glo-bal network that is the backbone of strategicnaval communications, spreading their circuitswherever a U.S. Navy mission requires communi-cations.

A force of ships is never out of touch with itsbase of operations. In support of the force is aglobal organization of communication stationswith hundreds of radio and landline circuits.Orders and information affecting the successfuloutcome of a force's mission are exchangedswiftly and accurately throughout every level of

Chapter 3NAVAL COMMUNICATIONS

command. A tightly directed fighting unit is thedirect result of reliable communications.

MISSION

The mission of naval communications is topro ride and maintain reliable, secure, and rapidcommunications, based on war requirementsadequate to meet the needs of naval command;to facilitate administration; to satisfy as di-rected, Joint Chiefs of Staff (JCS) approvedjoint requirements; and to manage, operate, andmaintain facilities in the Defense Communica-tions System (DCS) as assigned by JCS.

PGLICY

The policy of naval communications is to-1. Establish and maintain effective communi-

cations within the Department of the Navy.2. Encourage at all levels of command an

effort to improve techniques, procedures, andefficiency.

3. Cooperate with the military services, De-fense Comnuinications Agency, and other de-partments and agencies of the U.S. Governmentand Allied Nations.

4. Encourage development of amateur andcommercial communication activities of theUnited States for enhancing their military valueand for safeguarding the Nation's interests.

5. Maintain facilities for adequate communi-cation with U.S. merchant marine, aircraft overthe sea, and appropriate U.S. and foreign com-municatian stations in order to promote safetyof life at sea and in the air.

BASIC PRINCIPLES

Naval communications must meet the require-ments of war. Peacetime organization, methods,procedures, facilities, and training must be suchthat only minor changes are required whenshifting to an emergency or war status. Based onthe foregoing concept, certain basic principleshave been proven under war time conditions.

1. Reliability, security, and speed arc funda-mental requirements of naval communications.Reliability is always paramount; it must never besacrificed to achieve security or speed. When a

51

st;

conflict arises between demands of security andspeed, however, one or the other must besacrificed in the light of demands of the situa-tion.

2. Effective communications require a knowl-edge and appreciation of how, when, and whereto send messages. Instructional publications andthe latest equipment in no way lessen need forinitiative, commonsense, and good judgment inplanning and conducting naval communications.

3. Correct methods of operation and preciseuse of established procedures are essential toeffective communications.

4. Administrative planning and foresight arerequired to ensure that rapid communicationsare employed.

5. Proper choice of frequency is of thegreatest importance in establishing and maintain-ing reliable radio communications.

6. Communication media susceptible to inter-ception should not be used in wartime when amore secure means will serve.

ORGANIZATIONAL ELEMENTS OFNAVAL COMMUNICATIONS

Following are the major elements of navalcommunications.

1. Director, Naval Communication Divi-sion

2. Commander, Naval CommunicationsCommand

3. Naval Security Group4. Communication organizations of operat-

ing forces.

Director, Naval Communication Division

The Chief of Naval Operations maintainsdirect cognizance over naval communications byutilizing his Director, Naval CommunicationDivision. The Director, Naval Communication.Division maintains a dual role, serving also asCommander, Naval Communications Command.

Commander, Naval Communications Command

The mission of Commander, Naval Communi-caetions Command is to exercise authority overthe readiness, operating efficiency and securityof Naval Communications throughout the De-

SIGNALMAN 1 & C

partment of the Navy; to provide, operate andmaintain adequate and secure Naval Communi-cations; to approve requirements for the use ofexisting communications capabilities and re-sources; to coordinate radio frequency commu-nications programs; to administer and coordinateradio frequency matters and to exercise com-mand authority over, and be responsible for theprimary support of the shore (field) activities ofthe Naval Communications System as a NavalService-wide System, and such other activitiesand resources as may be assigned.

The shore activities of the Naval Communica-tions System include communications stations,radio stations and communication units.

A naval communication station (NAV-COMMSTA) consists of communication facilitiesand an-illary equipment required to provideessential fleet support and fixed communicationservices for a specific area.

A naval radio station (NAVRADSTA), usuallya remote component of NAVCOMSTA, per-forms either radio transmitting or radio receivingfunctions. To indicate the function performed,the designated letter T or R is added inparentheses to the activity; e.g., NAVRAD-STA(T) Cutler, Maine.

A communication unit (NAVCOMMU) is as-signed a limited or specialized functional mis-sion. It thus is smaller in terms of personnel andfacilities than its NAVCOMMSTA counterpart.

Naval Security Group

The Naval Security Group (NAVSECGRU) isa worldwide organization that provides protec-tion of naval communications by directing thecommunication security effort. It furnishescryptographic equipment for the Department ofthe Navy (including the U.S. Coast Guard), andadministers the Registered Publication System.It also, supervises the naval portion of theArmed Forces Courier Service (ARFCOS), andperform cryptologic and related functions basedon requirements originated or placed upon theChief of Naval Operations (CNO). It also per-forms special functions in connection withcommunication electronic intelligence.

Communication Organizations of OperatingForces

At operating force level, communications isthe voice of command in a visible and tangibleway. Aboard ship the communication organiza-tion is under direct and positive control of thecommanding officer. Communications directlyand materially influences the degree of successachieved by a combat unit.

DEFENSE COMMUNICATIONS

The Defense Communications System (DCS)comprises major portions of individual Army,Navy, and Air Force communication complexesbrought together under a single system toprovide a single system response to the Depart-ment of Defense worldwide communicationneeds. Military departments continue to main-tain and operate their assigned portions of DCS,but they are responsive to overall operationalcontrol and supervision of the Defense Com-munications Agency (DCA), the managementagency for DCS.

With certain exceptions, DCS includes allDepartment of Defense circuits, terminals,control facilities, and tributaries, regardless ofthe military department to which they areassigned. Of particular significance to the Navy,the implementing directive states that DCSnormally, does not include land, ship, andairborne communication facilities of broadcast,ship-to-shore, ship - to-ship, and ground-air-ground systems. Tactical circuits within a tacti-cal organization usually are excluded from DCS.

The Defense Communications Agency is anactivity of the Department of Defense underauthority and control of the Secretary of De-fense. The chain of command runs from theSecretary of Defense through the Joint Chiefs ofStaff to the Chief, DCA.

Operational control and supervision of DCS isaccomplished through a complex of communica-tion control centers. Functions and tasks associ-ated with control centers are to tabulate, assem-ble, store, and display information on currentconditions of components of the system; allo-cate channels and circuits to meet requirementsof authorized users; and perform continuoussystem analysis and such other tasks as become

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necessary. The principal objective of this controlcenter system is to assure the greatest possibleresponsiveness of DCS to the needs of its users.

Communication control centers receive andprocess performance data based on hourly andspot reports made by various DCS reportingstations on networks, circuits, channels, andfacilities of DCS. These reports provide a knowl-edge of the status of DCS at all times. Controlcenters know of traffic backlogs; of circuitconditions and status of installed equipment atsome 200 switching centers throughout theworld; and status of channels allocated tovarious users. With this knowledge and that ofalternate route capabilities between any twopoints, spare capacity, and radio propagationconditions, control centers restore elements andreallocate channels according to needs and pri-orities of users.

The heart of the communication controlcenter complex is the Defense CommunicationsAgency Operations Center (DCAOC), located inthe Washington, D.C. area. In this automaticprocessing center, complete information oncommunication traffic and system statusthrdughout the world is processed and actedupon.

Information presented on display panels inthe operations center covers the full range ofdata required to analyze intelligently this world-wide communication system. Included in thisinformation are trunk status, assignment, andavailability of individual circuits, station status,and scope priority, and quantity of messagebacklog.

Subordinate to the DCA Operations Centerare four Defense Area Communications Opera-tions Centers (DACOCS). These control centersexercise operational control and supervision ofDCS components in their geographical areas.The Pacific DACOC is located in Hawaii; theEuropean DACOC at Dreux AFB, France; theAlaska DACOC at Elmendorf AFB, Anchorage;and the Continental U.S. DACOC at FortCarson, Colorado.

Subordinate elements of DACOCs includeRegional Communications Operations Centers(DRCOCs) in the Philippines, Japan, Labrador,England, Spain, Panama, and Turkey. Thus, atotal of 12 area and regional control centersthroughout the world provide control facilities

53

that permit the DCS in their particular areas tobe responsive to changing needs of area com-manders.

JOINT AND ALLIED COMMUNICATIONS

The need for coordinated and standardizedcommunications among military services hasbeen apparent for many years, particularly sincethe early stages of World War II. Army and Navyfacilities occasionally were duplicated locally,and differences in procedures made efficient in-terservice communications difficult. Communi-cation procedures now are standardized withinthe Department of Defense. No longer is thehandling of interservice messages a special prob-lem. Joint procedures are set forth in JointArmy-Navy-Air Force Publications (JANAPs).

Allied Communication Publications (ACPs)are promulgated to meet the need for standard-ized communications on an allied basis. TheACP series of publications provides communica-tion instructions and procedures essential toconducting combined military operations.

VARIOUS TYPES OF MESSAGES

A message is any thought or idea expressedbriefly in plain or cryptic language, prepared in aform suitable for transmission by any means ofcommunication. A leading Signalman must havea knowledge of various types of messages,including single- and multiple-address messages,basegrams, and special category messages. Mas-tery of these messages must be gained in orderto advance to SM I and SMC.

As a general rule, all messages or rapidcommunications can be subdivided into twobroad headingsoperational and administrative.

Operational communications direct or affectthe actual movement of forces, ships, troops,and aircraft to or in combatant areas, whetherreal or simulated. Some examples are: combatintelligence; enemy reports or information hav-ing vital bearing upon the disposition, move-ment, or employment of forces; strategic oressential weather reports; control of communica-tion; cryptography; deception countermeasures;and combat logistics.

SIGNALMAN 1 & C

Administrative communications deal withroutine matters, such as personnel, noncom-batant logistic requirements, and similar sub-jects. Normally the highest precedence assignedto administrative traffic is priority.

Messages can be in a number of forms. Theseforms are outlined more fully in DNC 5, ACP124, ACP 127, 129, and in Signalman 3&2.They are listed here, however, for review pur-poses.

Naval message forms: plaindress, abbrevi-ated plaindress, and codress.

Commercial message forms: internationaland domestic telegraph.

Service message forms: supervisory wire,abbreviated service messages, and service mes-sages.

CLASSES OF MESSAGES

For administrative purposes (particularly ac-counting), there are five classes of messagesA,B, C, D, and E. They are further identified asGovernment and non-Government. Each class isdescribed in the next two topics.

Government Messages

Government messages are classed as A, B, andC.

Class A: Official messages and replies thereto,originated by the Department of Defense (in-.cluding the Coast Guard when operating as apart of the Navy).

Class B: Official messages of United StatesGovernment departments and agencies otherthan Department of Defense. (Coast Guard isincluded under Class.B except when operating asa part of the Navy.) Class B traffic may behandled by naval communications to the extentthat it will not cause any need for increase infacilities above military requirements. Such traf-fic takes precedence after class A traffic. It iscarried free of charge over naval nets andcircuits. NOTE: According to provisions of NWP16, the American Red Cross (AMCROSS)allowed certain specified privileges of NavalCommunications for messages that relate toadministration and emergency warfare in con-nection with Red Cross activities, duties, and

5459

functions. Red Cross messages are handled asClass B messages and normally are in plain text.

Class C: A broadcast message in a special formavailable to ships of all nationalities (dataconsisting of special services, such as hydro-graphic notices, weather forecasts, and timesignals). Class C traffic is handled free of chargeby naval communications.

Non-Government Messages

Non-Government messages are classed as Dand E.

Class D: Commercial messages requiring tolls,including press and radiophoto. All class Dmessages are private (unofficial) messages onwhich all charges are collected from the sender,including ship transmission charge, shore stationreceiving charge, and tolls involving landline orcable transmittals.

Class E: Acceptable personnel messages to orfrom naval personnel and specifically authorizedcivilian personnel stationed on naval vessels oroverseas naval stations to or from addressees inthe continental United States. Class E traffic ishandled without cost over Navy circuits. Origi-nators in the continental United States, how-ever, must bear the cost of forwarding viacommercial facilities to one of the appropriatelydesignated NAVCOMMSTAs authorized to ac-cept these messages. Conversely, shipboard origi-nators must bear the cost of transmission fromthe point where delivery requires the message toenter commercial channels.

GENERAL MESSAGES

A general message has wide standard distribu-tion. Each message has an identifying title andeach title has a serial number, in a yearlycalendar sequence. Commands directly con-cerned receive general messages as action addres-sees. It is their responsibility to determine whataction, if any, should be taken. Addressees notunder jurisdiction of the originator, or in an areaoutside that covered by a general message, mayreceive copies for information only.

A copy of each general message appropriateto the command is placed in the general messagefile, subdivided by titles, and filed according toserial numbers. General messages are retained


until canceled or superseded. When practicable,the originating office cancels general messages.Originators of each series of general messagespromulgate, as the first message of that series forthe calendar year, a list of previously issuedmessages of that series that remain effective.Exceptions to this custom are general messageseries incorporated into the Navy DirectivesSystem, and those consolidated into the Com-munications Security Publication Manual(CSPM).

General messages incorporated into the NavyDirectives System, in accordance with SecNav-Inst 5215.1 (ALNAV, ALNAVSTA, ALSTA-CON, ALSTAOUT, NAVACT, NAVOP, andsuch others as may be prescribed by issuing

-authorities), are canceled as follows:

1. By a superseding message or directive.2. By cancellation date indicated in message

text.3. At the expiration of 90 days from release

date if neither step 1 nor 2 has occurred, orwhen their contents an incorporated into RPMor CSPM.

Distribution of general messages is in accord-ance with the distribution chart contained inNWP 16. Automatic distribution of all generalmessages contained therein is accorded the Chiefof Naval Operations.

Commanders of sea frontiers, commandantsof naval districts and river commands, and fleet,force, and type commanders are authorized toestablish general message series within theirrespective commands.

General messages for minor Navy and MarineCorps shore activities are transmitted by rapidmeans when served by a direct teletypewriternetwork. Otherwise, such messages normally aresent to lower echelons by mail or other appro-priate local means as determined by the refileauthority. Commercial refile is employed onlywhen an originator requires rapid delivery tolower echelons.

Types of General Messages

Types of general messages are given in thefollowing lists. Each type carries an identifyingtitle, and is intended for a certain standard set ofaddressees.

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A LCO A ST: Originated by Commandant,Coast Guard. An ALCOAST is the Coast Guardequivalent to ALNAV. The Navy is responsiblefor delivery to Coast Guard units operatingdirectly with the Navy.

ALCOM (to all commands): Originated byCNO, COMNAVCOM, COMNAVSECGRU. AnALCOM designates those general messages de-signed for (but not restricted to) promulgationof communication information such as policymatters, Comm-Pub Corrections, RPS matters.Unless specifically requested by the drafter orreleasing officer, ALCOMs are not sent by rapidmeans to naval missions, advisory groups, aidgroups, attaches, or liaison officers. When distri-bution of a classified ALCOM to any of theseactivities is considered unnecessary or undesir-able, the drafter or releasing officer specificallyindicates this opinion. An unclassified fillersheet, instead of the ALCOM, then is mailed tothe non-receiving activity.

ALCOMLANT: Originated by CNO, COM-NAVCOMM, or COMNAVSECGRU. The AL-COMLANT is a subdivision of the ALCOMseries for the Atlantic-Mediterranean areas.NOTE: ALCOMLANTs may be originated byCINCLANTFLT when time will not permit orthe need does not actually exist for coordinationwith CNO. ALCOMLANTs originated by CIN-CLANTFLT will be numbered sequentially andwill be suffixed with the letter "A."

ALCOMPAC: Originated by CNO, COM-NAVCOMM, or COMNAVSECGRU. The AL-COMPAC is a subdivision of the ALCOM seriesfor the Pacific area. NOTE: ALCOMPACs maybe originated by CINCPACFLT when time willnot permit or the need does not actually existfor coordination with CNO. ALCOMPACs origi-nated by CINCPACFLT will be numbered se-quentially and will be suffixed with the letter44E22

ALDIST: Originated by Commandant, CoastGuard. Its purpose is to provide instructions,including those of policy level, or information oflimited applicability, chiefly to Coast Guarddistrict commanders.

ALLANTFLT: Originated by CIN-CLNTFLT. An ALLANTFLT is equivalent toALNAV or NAVOP with reference to com-mands under CINCLANTFLT.

SIGNALMAN 1 & C

MERCASTLANT: The merchant ship equiva-lent to ari ALLANTFLT.

ALMAR: Originated by Commandant, Ma-rine Corps. An ALMAR is equivalent to ALNAVor NAVOP with reference to the Marine Corps.The Navy is responsible for delivery to MarineCorps units operating with U.S. Naval forces.

ALMARCON: Originated by Commandant,Marine Corps to Marine Corps activities withinthe continental United States.

ALMSTS: Originated by COMSTS for distri-bution in accordance with COMSTS Instruction2110.2.

ALNAV: Originated by the Secretary of theNavy (SECNAV). Designates general messagesthat normally concern functions of the entireNaval Establishment including the Marine Corps.The ALNAVS are unclassified.

ALNAVSTA: Originated by the Secretary ofthe Navy. Designates general messages (similar toALNAV in content) requiring wide dissemina-tion to Nary and Marine Corps shore establish-ments, including shore-based elements of operat-ing forces. The ALNAVSTAs are unclassified.

ALPACFLT: Originated by CINCPACFLT.An ALPACFLT is equivalent to ALNAV orNAVOP within commands under CINCPACFLT.

MERCASTPAC: Merchant ship equivalent toan ALPACFLT.

ALSTACON: Originated by SecNay. Desig-nates general messages that contain administra-tiye information requiring wide dissemination toall stations within the continental United States.Normally ALSTACONs are unclassified.

ALSTAOUT: Originated by SecNay. Desig-nates general messages that contain administra-tive information requiring wide dissemination toall stations outside the continental UnitedStates. The ALSTAOUTs are unclassified.

JANAFPAC: Originated by CINCPAC, whodesignates general messages pertaining to theunified command under CINCPAC.

JAFPUB: Originated by Joint Chiefs of Staff(Military Communications Electronics Board)(MCEB). Designates general messages that pro-mulgate information pertaining to JCS (MCEB)-adopted publication when rapid disseminationto all branches of the armed forces is required.(Ordinarily, this action is taken when informa-tion from JCS (MCEB) is peculiar to a singleservice concerned.)

LANTFLTOP: Originated by CINCLANT-FLT. Designates- general messages concerningfleet units and their operational commanderwithin commands under CINCLANTFLT.

NAVACT: Originated by SecNay. Designatesgeneral messages that are similar to ALNAV incontent, except that the Marine Corps is ex-cluded.

NAVOP: Originated by CNO. Promulgate in-formation to all subordinate commands andactivities of the Naval Establishment.

MERCAST: Originated by CNO. A MER-CAST is the merchant ship c4uwalent to AI,NAV. Distribution is made to ships guardingMERCAST schedules, MSTS, naval port controlofficers, and NCSOS.

MERCASTLANT : Originated by CIN-CLANTFLT. A MERCASTLANT is the mer-chant ship equivalent to ALLANTFLT.

MERCASTPAC: Originated by CINCPAC-FLT. A MERCASTPAC is the merchant shipequivalent to ALPACFLT.

SPECIAL CATEGORY MESSAGES

Special category messages are made up ofspecial message warnings, all ships present mes-sages, Q messages, and hydro and NOTAMmessages.

Special Message Warnings

Special message warnings are sent duringemergencies (in peacetime and during times ofdisaster or war). Precedence is the highest thatcan be assigned. Special message warnings fall inthe following categories:

1. Hurricane, typhoon, or tidal wave warn-ings.

2. Reporting unidentified contacts with sub-marines.

3. Initial enemy contact reports.4. Immediate amplifying reports to the pre-

ceding three groups.

All Ships Present Messages

All ships present messages are addressed to allships present within visual signaling range. Thesemessages normally emanate from the seniorofficer present afloat. The SOPA prescribes local

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instructions governing initiation, transmission,and relay of all ships present messages. Forfurther details on the port or anchorage inquestion, refer to shipboard copy of SOPAInstructions and Fleet Guides.

Q Messages

The Q message system serves as the classifiedportion of navigational warning system of AlliedNations. These Q messages should not be con-fused with Q signals. The Q code of signals arethe operating signals contained in ACP 131.Details for Q messages are contained in AlliedHydrographic Publication (APH 1(A)).

Hydro and NOTAM Messages

The U.S. Navy Oceanographic Office origi-nates messages for which wide, nonstandarddistribution is indicated. These messages may beserially numbered and are transmitted on hydro-graphic broadcast. Information relating to theAtlantic, Mediterranean, and Indian Oceans iscontained in HYDROLANTS; to the PacificOcean, in HYDROPACS.

Military and civil agencies concerned withsafety of aircraft originate NOTAMs. Thesenotices contain information relating to establish-ment, discontinuance, condition, or change ofany aerological facility or service, or to a hazardwithin a specified area. Air stations and facilitieswhose operations may be affected are recipientsof NOTAMs.

BASEGRAMS

A basegram is a message designation con-noting a means of delivery for general messagesof insufficient operational importance to war-rant immediate delivery to forces afloat by fleetbroadcasts, but for which rapid delivery isdesirable. A shore commander is designated bycompetent authority as the basegram authority.He is responsible for providing plain text copiesof basegrams to forces afloat upon call.

The basegram system reduces the volume ofmessage traffic transmitted by fleet broadcast sothat relatively limited broadcast facilities areavailable for messages that must be delivered byrapid means. This system provides a means by

627

which all afloat forces can obtain general mes-sages from designated basegram authorities.

The basegram is processed in the followingmanner: General message originators assign thedesignation basegram to applicable messages.After the general message identification, the firstword of the text is the word "basegram." Thecommunication center serving the originatorplaces the operating signal ZFO (meaning base-gram) in message instructions.

Basegrams are delivered by rapid means todesignated basegram authorities for ultimatepickup by afloat forces, and to appropriatebroadcast stations that originate procedure mes-sages announcing the basegrams.

Basegrams are also transmitted over point-to-point circuits to shore commands and activitiescontained in the address, in the same manner asany other message.

Broadcast stations receive appropriate base-grams by rapid means. They do not broadcastactual basegrams, but originate and broadcast aprocedure message for each basegram, indicatingthat it was routed to basegram authorities.

When classification of a general message per-mits, the procedure message indicates the sub-ject matter. For example, ALNAV 23 concernspromotion of LTs to LCDRs. (A abbreviatedservice message may refer to more than onegeneral message.)

Stocks of plain text copies of the followinggeneral messages are maintained by basegramauthorities, and edited as necessary, for pickupby afloat forces: ALNAV, NAVOP, ALCOM,ALCOMLANT (Atlantic and NELM), ALLANT-FLT (Atlantic and NELM), JAFPUB, ALCOM-PAC (Pacific), ALMAR, NAVACT, and ALPAC-FLT (Pacific).

Basegram authorities also deliver basegramsby mail to afloat forces deployed in their areawhen such forces are scheduled to enter non-basegram ports where normal mail service isprovided.

Each afloat command maintains a generalmessage receipt log for each addressed generalmessage series. This log indicates by consecutivenumber any general messages not yet receivedand those general messages for which onlybasegram procedure messages were received.Afloat commands utilize this log to determine

SIGNALMAN 1 & C

appropriate general messages to be obtainedfrom basegram authorities.

Designated basegram authorities are listed inDNC 5. (Additional basegram authorities aresometimes designated by local fleet command-ers.) By using this list and the current generalmessage file on board, a communication officerensures receipt of all general messages, includingbasegrams.

RESPONSIBILITIES OF ORIGINATOR

MINIMIZE

When communication facilities are severelyoverloaded drastic reduction of message andtelephone traffic may be necessary. To ensureprompt handling and transmission of vital mes-sages in an emergencyeither actual or simu-latedinstructions to reduce traffic are made bypromulgation of the word minimize. This condi-tion has the following significance: "It is nowmandatory that normal message and telephonetraffic be reduced drastically so that vital mes-sages connected with the situation indicatedshall not be delayed."

Minimize may be imposed on a worldwide,nationwide, command, or area basis, as appro-priate. A message ordering minimize must con-sist of the word minimize, followed by scope,area affected, reason, and duration (if known).The type of traffic, communication service, orcircuits to be included or exempted from.mini-mize may also be indicated. A distinct advantageof visual communications is that it is notaffected by MINIMIZE.

-------

The command by whose authority a messageis sent is the originator of that message. Anyindividual may compose a message, or be author-ized to release a message, but the commander isalways the originator. As such he is responsiblefor all messages released from his command.

First responsibility of an originator is toascertain if a message is necessary. If a speedletter or a letter utilizing airmail would hastenthe necessary information to its destination intime for proper action, a message should not beused. If action is not required within 72 hoursand addressees are in the continental limits, U.S.mail or airmail should be used. When overseas orafloat addressees ave. involved, the necessity for amessage is left to the originator's discretion.

The second definite responsibility of an origi-nator is to designate addressees. An originatormust keep addressees to a minimum. Addresseesshould be limited to those who need to know.

An originator is also responsible for determin-ing the security classification to use on amessage. A message should be assigned thelowest classification feasible. Sometimes a lowerclassification is made possible by a slight redraft-ing of a message. Be sure that the classification iscorrect in terms of information it actually givesor implies. Chapter 15 of U. S. Navy Regulationscontains instructions for deciding the properclassification of messages.

An originator must also assign precedence.High precedence should be reserved for messagesrequiring immediate action. Precedence shouldbe correct in terms of the hour delivery to theaddressee actually is required. Time differencesand peak traffic periods naturally are con-sidered.

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ORIGINATOR RESPONSIBILITIESDURING MINIMIZE

Before authorizing transmission of a message,or making a telephone call, originators mustsatisfy themselves that immediate operationswill be advesely affected if the message or call inquestion is not made. Messages or calls that donot pass this test must not be originated.

Messages that are not connected with immedi-ate operations but must be made should becleared by civil telegraph or mail where thesefacilities exist and their use is permissible.Failing this clearance, they must be held untilminimize is canceled.

Originators have authority, however, to dis-patch messages at any time they consider thatmessages have been held up so long that it hasbe'ome vital for them to be sent.

Lifting of minimize is achieved by the order:"Cancel Minimize." This order is made byauthority of the person who originally orderedminimize.

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WARTIME PROVISIONS FORVISUAL SIGNALING

Chapter 16 of NWP 16 furnishes instructionsfor instantaneous transition from communica-tion procedures in time of peace to those forwartime or other emergencies. Provisions of thechapter are implemented by the Chief of NavalOperations who issues the directive "EXECUTECHAPTER SIXTEEN NWP SIXTEEN." Immedi-ately upon receipt of the directive, commandersmust initiate the measures indicated in thatchapter.

Stipulations of chapter 16 of NWP 16 areclassified, hence they cannot be covered in thistext.

MESSAGE PROCESSING

The originator of a message is the commandby whose authority the message is sent. Anindividual who actually composes a message iscalled the drafter. He is responsible for seeingthat the text is accurate, brief, and clear. Heensures that any references used in the messageare effective and held by all addressees.

Every communication is created for a specificpurpose. These purposes may be summarized asfollows:

1. Commands must be ordered to take someaction now or later.

2. Information must be exchanged amongcommands.

3. A report or recommendation must besubmitted to a senior.

4. A question must be asked (or an answergiven).

5. Assistance must be requested.

In many instances, either a message or a signalcould be used. Different circumstances governan originator's' decision to communicate eitherby message or by signal. If the OTC wants hisformation of ships to turn quickly to avoid apossible collision, he might order the turn byradiotelephone or by flaghoist. At such a time,where speed of execution is highly important,the message form and the communication me-dium selected must give the greatest possible

64 59

speed as well as assurance of accurate execution.Another example would be when ships incompany, nearing port after a voyage, submittheir logistic requirements. to the OTC. Suchmessages normally would be sent by radio,unless radio circuits were overloaded with trafficof higher priority, in which event either flashinglight or semaphore would be used.

One of the first questions to be considered inany communication is: By what means shouldthis traffic be sent? An originator or draftertentatively selects the method of communica-tion according to his general knowledge, thenthe message.

In every situation, a drafted message must bereleased before transmission. The logistics mes-sage previously referred to was released by theCO before transmission. The OTC's tacticalmessage was released by the OTC himself,because he personally transmits it. The OTC'sstaff operations or communication officer couldhave sent the message, but only if released bythe OTC. Certain R/T circuits in CIC, command-ing officer's tactical plot (COTP), flag plot, andradio central are operated by designated officeror enlisted personnel with delegated authority torelease immediately specific traffic.

Besides the foregoing requirements, a messagemust be received by the transmitting operator inthe form in which it is to be sent. If anabbreviated plaindress message is to be sent byflaghoist, for instance, the visual supervisor mustalways be given the message as it is to be sent.This requirement means that the drafter mustlook up in ATP 1, Vol. II or Pub. 102 the textto be transmitted. He also must indicate towhom this text is to be transmitted and infoaddees, if any. After a message is properlydrafted and released, it may be sent.

The signal officer often assists the originatoror drafter in the makeup of a message or signal.When the signal officer is not available, theleading Signalman can provide this assistance.Insofar as possible, a leading Signalman shouldensure that the message or signal is a proper one.The leading Signalman'f considerable knowledgeof the signal publications enables him to assistthe originator or drafter in sending a bettermessage or signal when he knows what theoriginator/drafter intends to say or to accom-plish.

SIGNALMAN 1 & C

Once the message is drafted, method oftransmission decided, all addressees listed, andprecedence determined, the drafter then has themessage released either by the captain or hisproperly designated representative. The way themessage is released is how the signal or messagemust be sent.

After the message is drafted and releaser', it isthen delivered to the visual station for.transmis-sion. The signal supervisor must ensure deliveryand receipt by all addees without delay. If thereare conditions affecting delivery, which thesupervisor feels may be unknown to the drafter,he immediately notifies the drafter.

If one of the addees is no longer in visualrange, for instance, the supervisor checks to seeif the originator objects to radio instead of visualtransmission to that addee. Transmission to theaddees in visual range begins as soon as possible.Don't wait until transmission to the otheraddees is complete, however, before inquiringabout the means of delivery to an addee who isout of visual range. Such a delay might beexcessive. Nor does he supervisor ask thecommunication center to transmit a messagewithout first clearing with its originator. Un-known to the supervisor, there may be reasonswhy radio must not be used.

Every communication sent or received by aship must be recorded for future reference.After transmission of a message, it must beserviced, logged, and filed.

Message servicing entails proper endorsementsby both operators and supervisors to establishindividual responsibilities for message handling.Circumstances sometimes arise that require ex-planation regarding delays resulting from traffichandling. In such instances servicing endorse-ments afford a means for operating personnel toreview circumstan-es that existed at the time,and supply appropriate explanations.

A review of terms common to message servic-ing follows.

TOD: Time of delivery is the time atransmitting station completes deliv'ry of amessage.

TOR: Time of receipt is the time a receiv-ing station completes reception of a message.

Personal sign: Each operator and super-visor is assigned a 2-letter or more personal sign(usually his initials) for use in message endorse-

ments. Initials cannot be employed in all in-stances, because of possible conflict with pro-signs or channel designations and because of arequirement that no two signs can be alikewithin a particular station. Personal signs arenever transmitted.

Abbreviations are used to denote variousmethods of visual communication.

FLSLBKFHNANSEMBKG

Small signal searchlight.Large signal searchlight.Yardarm blinker.Flaghoist,Nancy.Semaphore.Blinker gun.

Servicing for an outgoing message is penciledon the face of the message blank in the spaceprovided or in the following manner. Thesupervisor makes crossed lines and enters theexchange of calls and routing. He also places hispersonal sign and the current date in the lowerright corner of the method-of-delivery space.The operator enters method of delivery, timeand date of delivery (TOD), and his personalsign. Example:

Calls (visual or inter-national) and routinginstructions

NBDP LplpO NAY()DE or Di; or -T-

NWDW Rp6p 2 Dp3p1

Method of delis ery

FL or SEM, etc.

Operator's personal sign(usually his initials)

RFS

TOD/TOR, (GMT/DATE

1720/27 Sept.

For incoming messages, the receiving endorse-ments take the same form as for outgoingmessages except TOR is used instead of TOD.

Servicing of endorsements always should beneat and legible and positioned on the messageblank so as to avoid obliterating any portion ofthe message.

Each message must be recorded in the visuallog with the following information: TOD orTOR; tin of expection (TOX), if a signal; a

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signal, but not its meaning; method; receivedfrom; transmitted to; originator: action addee;info addee; and DTG or the letters "BT"followed by the TOR/TOD if no date-timegroup or time group is assigned. When a messageis serviced and logged, a copy is placed in thevisual station file in DTG order.

A point to remember in connection with amessage, signal logs, and recordsinsofar as theypertain to transmissionis the time of delivery(TOD) to each addee. This phase of transmissionoften raises an important questionone thatmust be answered quickly. It can affect thesafety of the ship and force. The only way toanswer such questions is to maintain an accuratesystem of message/signal files and logs.

INCOMING MESSAGEINTERNALROUTING AND DELIVERY

Once the SM of the watch receipts for anincoming message, services that message, andlogs it, he still must see that it is routedproperly. The following discussion is general,hence own ship's regulations must be compliedwith regarding this subject.

After receipt and entry of a message in thesignal log, the first step is to get the message intocorrect form for delivery. Calls, operating sig-nals, and so forth are broken down and ex-pressed in plain language. The message then isrouted to the captain if he is on the bridge, thenthe OOD, who initials it and indicates any other'swho should see it right away. If immediaterouting is specified, a reliable' messenger is giventhe rough draft for immediate delivery. Oftenthe OOD designates one or two of the followingas addees: captain, executive officer, operationsofficer, navigate:, or CIC watch officer.

The messenger delivers the message to theofficers indicated, obtaining their initials andtime of their receipt. Next, he delivers thecarbon of the message to the CWO/radio super-visor for writeup and further routing of copies.This carbon copy is retained in the communica-tion center file. When routing is completed, theinitialed smooth writeup "original" is filed inthe DTG radio file. The original rough isreturned to the visual supervisor who files it inthe visual station file.

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One situation in which this system of routingis useful is when-the OTC sends his night ordersby visual means. The OOD receives word rightaway, along with the CIC watch officer. Thecaptain and affected officers are given theinformation before turning in for the night. Thecaptain customarily incorporates the OTC'snight intentions into his night orders, which areread and executed by each OOD, CIC watchofficer, and signal supervisor during nightwatches. Often, some evolutions are "first light"affairs; advance information enables the execu-tive officer to call officers and chiefs together, asnecessary, because preparations may take mostof the night.

in writing up the plan of the day for the nextday, the XO may also use his copy of the OTCnight intention. Prompt and accurate handlingof these copies ensures the safety of the shipthroughout the night, and also helps guaranteethat the ship is organized properly and preparedto start the next day's evolutions smartly andeffectively.

IN PORT

At anchor the message load differs somewhatfrom underway processing methods. As in un-derway situations, however, the OOD alwayssees incoming messages. During working hours,when all officers are aboard, these messagesshould also be viewed by the command dutyofficer (CDO). At night, with the CO, XO, andothers ashore, it probably will be policy to showcertain incoming messages to the CDO beforethe OOD sees them. Regardless of the time, theCDO should be awakened for important incom-ing messages, because he may be the only one onboard with adequate experience to ensureproper and timely action. In some ships, show-ing incoming messages first to the OOD organgway petty officer delays necessary action.After obtaining initials by the CDO, OOD, andothers, the radio watch writes up the messageand routes copies (as in the underway proce-dure). Copies are then available to the captain,XO, and others as soon as they arrive aboardnext morning.

If own ship is moored in a nest with otherships and has the visual guard, the nest dutyofficer (NDO) (if assigned) sees the rough

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incoming message first. During working hours,the commodore or his staff operations officersees it first (if addressed to the staff); otherwise,the CO of the individual ship concerned. Afterworking hours, when the NDO has seen therough message, it is delivered to the communica-

.tion center of the ship having the radio guard.There it is written up and routed foi the shipaddressed. Complete delivery is made the nextday.

OUTGOING MESSAGEINTERNALROUTING AND DELIVERY

As soon as an outgoing message is received atthe visual station, it is prepared for sending. Thesupervisor applies the heading, then gives themessage for transmission to an operator onwatch. As each addressee indicates receipt, theoperator marks down the TOD by their call.When the message is sent to all addressees, theoperator services it, enters necessary informationin the visual log, and files the message in theoutgoing visual station file. If, because of relay,difficulties occur in one of the addresseesreceipting for it, the message may be placedtemporarily in the relay file, then when finallycompleted, in the visual station file.

Sometimes a message received at the visualstation may not be in proper visual form. Thereare instances, however, when release in this formis entirely proper. One example is a multiple-address message to be transmitted by both radioand visual means. Examination of such anillustrative case follows.

Assume that own ship is in a carrier forma-tionone of three formations in a task forcedisposition. A message by the captain of ownship is released to be transmitted to several shipsin own formation as well as to some in the othertwo formations. Visual, voice radio, and CWhave been designated for transmission means.Radio transmits to the indicated CW ships, andCIC sends to certain other ships by voice. Theleading Signalman of own ship receives a copy ofthe writeup from radio, with release indicated.From data on this copy is prepared a visualmessage form with heading applied but no text.The operator transmits, using the heading andthe text of the copy received. When visual

transmission is completed, this information isnoted on both the copy received and the blankcontaining the heading. The latter information isinserted in the visual station file; the former, inthe originator's rough (alibi) file. Radio isinformed of TODs so that record of delivery canbe completed in the communication center(COMMCEN) files. If own ship is also a flagship,the leading Signalman must maintain separatefiles for the flag.

Notwithstanding the heed for ensuring thatincoming traffic is routed promptly and prop-erly aboard ship, there is a similar need foroutgoing traffic. Sometimes internal routing ofoutgoing messages is overlooked. A classic exam-ple of this negligence is the signal supervisor onthe flagship who makes sure that all addresseesreceive the flag's message but forgets his ownship.

All outgoing messages must receive standardhandling by the supervisor. In addition toprocessing an outgoing message, as just de-scribed, routing is an essential step. Routing maytake place either before or after transmission.Pretransmission routing is the responsibility ofthe drafter and must be ensured by the releasingofficer. It is not the signal supervisor's responsi-bility. If, however, a message delivered to thesupervisor appears improperly prepared androuted, he would bring the matter to theattention of the releasing officer.

After the message is transmitted, it should bedelivered to radio central for writeup androuting aboard ship. The signal supervisor'sresponsibility is to get the message to COM-MCEN without delay and into the hands of anauthorized recipient. Each ship decides whonormally receives visual traffic delivered toCOMMCEN. Usually it is the traffic chief orradio supervisor. Once received in radio, amessage should receive prompt writeup, routing,and distribution, the speed of which is deter-mined by message precedence.

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SECURITY IN INTERNS I ROUTING

The following rules should be adhered tostrictly in handling and routing all internaltraffic.

Routing of messages and the location ofmessage files must be such as to prevent the


contents of any message from being divulged toany persons other than those who need to know.

Messages both for delivery and for filingshould be place' ,n covered boards.

Messengers must be instructed to not allowunder any circumstancescontents of messagesthey are distributing to be seen by other thanauthorized persons.

Unclassified messages are considered offi-cial business. As such, all copies, except thoserequired for files, must be destroyed when nolonger required by those to whom delivered.Classified messages must be accounted for anddestroyed in a manner commensurate withclassification, content, or spec;a1 marking, asapplicable.

A list of cognizant officers should beprepared by the communication officer, ap-proved by the commanding officer, to enablethe communication watch to select the appro-priate action officer for internal routing pur-poses.

EXTERNAL COMMUNICATIONS

External communications are accomplishedby means of radiotelegraph (continuous wave),teletypewriter, radiotelephone, and facsimilesystems.

RADIOTELEGRAPH

Radiotelegraph (often called CW for "con-tinuous wave" telegraphy) is a system fortransmitting messages by a radiowave. In thissystem an operator separates the radio wave intothe dits and dahs of the Morse code by openingand closing a handkey. Radiotelegraph was inuse by the Navy as early as 1903, and eventoday, despite the development of faster andmore convenient methods of electronic com-munications, is one of the most reliable andtrustworthy systems used by the Navy.

According to a NATO staff communicator:

"No technical advances have eliminatedthe need for the manual radio operator. Todate, we have no automatic method thatcan in size, weight, frequency economy,and simplicity compare with CW tele-

graphy; we have no system which willdiscriminate against accidental or inten-tional interference to the extent possiblewith a trained operator. There is no elec-trordc substitute for an operator'sbrain. ... Under marginal conditions theadditional flexibility, simplicity, and relia-bility of a CW circuit ray mean thedifference between having and not havingcommunications."

TELETYPEWRITER

The mental and manual actions performed byan operator in converting letters to Morse code(and vice versa) are replaced in teletypewriter byelectrical and mechanical actions. To transmit amessage, the operator types on a keyboardsimilar to that on a typewriter. As each key ispressed, a sequence of signals is transmitted. Atreceiving stations the signals are fed into receiv-ing machines that type the message automati-cally.

Teletypewriter signals may be sent either bylardline (wire) or by radio. Landiine teletype-writer communication is used both by themilitary services and by commercial communi-cation companies such as Western Union. Radio-teletypewriter (RATT) is intended mainly tofurnish high-speed automatic communicationover ocean areas.

Today the chief shipboard use of RATT is forreceiving fleet broadcast schedules, for which itis well suited. Radioteletypewritm- can cleartraffic at a rate in excess of 100 words perminute, as compared to the 17- to 29-wpmspeed of the CW fleet broadcasts. Because theshipboard operator is freed from manualcopying, and hundreds of ships may be receivinga single broadcast, the total saving in trainedmanpower is considerable.

Other shipboard uses of RATT` are for com-munications between ships and, if the trafficload warrants, between ships 'tad shore com-munication stations.

RADIOTELEPHONE

Radiotelephone (sometimes called voice ra-dio) is one of the most 4 eful military communi-cation methods. Because of its directness, con-

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SIGNALMAN 1 & C

venience, and ease of operation, radiotelephoneis used by ships and aircraft for shortrangetactical communication. Its direct transmissionof voice makes it possible for a conning officerto have in his hands a means of personalcommunication with the officer in tactical com-mand (OTC) and with other ships. There is littledelay while a message is prepared for transmis-sion, and acknowledgments can be. returnedinstantly. Radiotelephone equipment usually isoperated on frequencies that are high enough tohave line-of-sight characteristics; that is, thewaves do not follow the curvature of the earth.This limits the usual range of radiotelephonefrom 20 to 25 miles. Radiotelephone procedurecan be learned easily by persons with no othertraining in communications.

With these advantages of radiotelephone gosome disadvantages. Transmission may be un-readable because of static, enemy interference,or high local noise level caused by shouts,gunfire, and bomb or shell bursts. Wave propaga-tion characteristics of radiotelephone fre-quencies sometimes are freakish, and transmis-sions may be heard from great distances. Mostradiotelephone messages are in plain language,and if information i:. to be kept from the enemy,users must keep their messages short, stick toproper procedures, and be careful what they say.

FACSIMILE

Facsimile (FAX) resembles television in thatit is a process for transmitting pictures, charts,and other graphic information. It is unlike TV inthat (1) facsimile gives the receiving station apermanent record of the transmission, but tele-vision does not; and (2) facsimile requires severalminutes to transmit a picture twice the size ofthis page, whereas television sends a continuousstream of 30 pictures per second. Facsimile isuseful for transmitting such matter as photo-graphs and weather charts. The image to be sentis scanned by a photoelectric cell, and electricalvariations in the cell outputcorresponding tolight and dark areas being scannedare transmit-ted to the receiver. At the receiver the signaloperates a recorder that reproduces the picture.Facsimile signals may be transmitted either bylandline or by radio.

The most useful application of facsimile hasproved to be the transmitting of fully plottedweather charts, which has eliminated the needfor skilled weather analysts and duplicate plot-ting aboard each ship and station where weatherinformation is required. Significant economics,as well as a more uniform, accurate, and rapidweather service have been effeated.

ADDRESS DESIGNATORS

Because of a heavy load of visual traffic, whena ship operates with a task force, it may bedifficult at times for the signal gang to keepabreast of rapidly changing tactical situations.An alert supervisor of the watch, nonetheless,minimizes some of these difficulties by takingappropriate steps beforehand. Learning addressdesignators and their applications are cases inpoint.

Before getting underway the supervisorchecks the prevailing OpOrder to familiarizehimself w.th the organization of the task force.He then obtains all of the calls he will need fromthe communication section of the OpPlan andprepares a list of various address designatorslikely to be used. These lists are posted at thesignal station for ready reference. A typical listincludes calls for the task force, task group, andtask unit. If the tactical situation requires theship to shift to another task unit at a certaintime or upon completion of a certain evolution,this change and any new calls for the new taskunit are also posted at the signal station.

ADDRESS GROUPS

Address groups are four-letter groups assignedto represent one or more commands, activities,units, or geographic location. They are usedprimarily in the message address, although, inmilitary communication, they can be employedin the same manner as call signs to establish andmaintain communication. In general, call signsand address groups are used by the Navy thesame way. Address groups never start with theletter N, hence they are easily distinguishedfrom naval radio call signs. Unlike internationalcall signs, address groups follow no distinctivepattern. Arrangement of the four letters in

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address groups conveys no significance whatso-ever.

The commands afloat (besides individualships) are assigned address groups. They are alsoassigned to shore-based commands, authorities,or activities not served by their own communica-tion facilities, such as ( 1) senior commands andcommanders ashore, the Secretaries of Defenseand of the Navy, bureaus and offices of theNavy Department, and district commandants;(2) fleet, type, or force commanders ashore; (3)elements of operating forces permanently ashorewho are in frequent communication with forcesafloat; and (4) elements of the shore establish-ment (such as weather centrals) having a needfor direct e.deressing and receipt of messages.

Among other uses, address groups facilitatedelivery of messages in instances where a com-munication center serves so many activities thatits own call sign is not enough to identify theaddressee.

$o many address groups presently are assignedthat all cannot be contained in one publication.Address groups for the United States and alliedcountries are listed in ACP 100 and in ACP 100U.S. Supplement No. 1.

Address groups, like call signs, are dividedinto types. These groups are listed as follows.

1. Individual activity address groups repre-sent a single command or unit, either afloat orashore. Examples:

DTCI COMPHIBLANT.SSMW CNO.

2. Collective address groups represent two ormore commands. authorities, activities, units, orcombinations. A group includes the commanderand his subordinate commanders. Example:

DSWN DESRON 16.AMGF SIXTHFLT.

3. Conjunctive address groups are used onlywith one or more other address groups. Whenalone they have an incomplete meaning. Tocomplete the meaning, it is necessary to addother address groups denoting a specific com-mand or location. For example, the conjunctiveaddress group XZKW means "All ships presentat ." This particular groupmust be followed by a geographic address group.

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4. Geographic address groups represent ageographic location or area. They must alwaysbe preceded by a conjunctive address group.Assuming the geographic address group forNewport, R. I., to be DEXL, and using theconjunctive address group from the previousexample, the address for "All ships present atNewport, R. I." would be XZKW DEXL.

5. Address indicating groups (AIGs) representa specific set of action and/or informationaddressees. The originator may or may not beincluded. Purpose of AIGs is to increase thespeed of traffic handling. They shorten themessage address by providing a single addressgroup to represent a number of addressees, thuseliminating individual designators for each ad-dressee. For example, BIOQ is an MG used toaddress air defense messages originated byCOMEASTSEAFRON to 24 action addresseesand 37 information addressees. In this example61 call signs and address groups are eliminatedfrom the message heading by using one AIG.

6. Special Operating Groups comprised offour letters and identical in appearance withaddress groups, are provided for use in theheadings of messages to give special instructions.They are not to be used until a Nation or Servicehas promulgated instructions authorizing theiruse. They must always be encrypted. They maybe used singly, or with encrypted or unen-crypted call signs or address groups.

EUBJ Pass to the first addressee.

ROUTligG INDICATORS

A routing indicator is a group of letters thatidentities a station in a teletypewriter tape relaynetwork. Routing indicators vary in length from4 to 7 letters, depending upon type of station. Itis easy to distinguish routing indicators from callsigns or address groups because routing indi-cators always begin with either letter R or U.Routing indicators are never encrypted, andthey are never used in visual communications.

PLAIN LANGUAGE ADDRESSDESIGNATORS

Plain language address designators are theofficial, abbreviated, or short titles of commandsor activities, used instead of call signs or address

SIGNALMAN 1 & C

groups in the headings of messages. Someabbreviated titles are written as single words;others have conjunctive titles and geographicallocations. Examples: CNO, NAVCOMMSTA-GUAM.

Plain language address designators are widelyused in unclassified messages originated andaddressed within the shore establishment. Theyare also used in communications with the Army,Air Force, and the allied armed forces:They donot appear in headings of codress messages, or inmessages originated by or addressed to U.S.Naval forces afloat, except as authorized inarticle 5050 or DNC 5.

VARIANTS

A variant is an additional call sign or addressgroup assigned to a command for encryptionpurposes. Not all ships and commands areassigned variants. In general, variants are as-signed to all the larger ships and activities.

Variants are never transmitted unencrypted.When call sign and address group encryptionplans are in effect, both basic calls and variantsare encrypted. If a ship or command is n tassigned variants, the basic call sign or addressgroup is not encrypted.

Encode sections of the call sign book list callsigns and address groups in two columns. Vari-ants, when listed in column 2, are the only callsigns to be used for deriving both encrypted andunencrypted voice call signs for military com-munications.

USE OF STATION AND ADDRESSDESIGNATORS

Call signs and address groups, besides use incalling, addressing, routing, and delivery, havetwo other functions. One function is as a brevitycode of a limited security value, and the other asa means of affording security of address. In thefirst, they may be used on both plain text andencrypted messages where security of address isnot required. In the second, where security ofaddress is required, call signs and address groupsmay be made secure by planning rotation eitherthrough call sign encryption systems or byreshuffling basic assignments at periodic inter-vals. (Full details are given in ACP 121.)

Call signs, address groups, and plain languagedesignators may be used in transmission instruc-tions (with operating signals, for example), andin the address component of either encrypted orunencrypted messages.

Unencrypted call signs and address groupsmay be mixed with encrypted call signs andaddress groups in the same message heading,provided encrypted call signs or address groupsare identified in accordance with instructions inACP 121.

USE OF PLAIN LANGUAGE STATIONAND ADDRESS DESIGNATORS

Plain language designators are not authorizedin lieu of call signs, address groups, or routingindicators in establishing and maintaining com-munications. Use of plain language in ,the ad-dress component of encrypted messages is basedupon security implication. Plain language desig-nators cannot be used in conjunction with callsigns or address groups. Plain language is author-ized for use only in addressing communicationsunder the following circumstances:

1. With unencrypted messages, when so di-rected by one of the armed services or alliedauthority, when call signs and address groups areavailable.

2. With unencrypted messages when call signsor address groups are not available.

3. With encrypted messages that must befiled by nonmilitary means.

4. On certain local voice-radio harbor cir-cuits, as directed by SOPA.

Use of plain language address designators inheadings of encrypted messages of codress for-mat is prohibited except when nonmilitary refileis required. If necessary to refile a codressmessage to one or more addressees by nonmili-tary means, the plain language designator(s) ofonly those addressee(s) that must be served bythe nonmilitary agency should appear in themessage heading. The plain language designatorof the station filing the message must be shownas the message signature, if required by thecommercial company's rules.

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Unless required by appropriate directives,plain language geographic place names must betransmitted in an address designator only whennecessary to complete titles of addressees ororiginators. Plain language geographic placenames must never be used in connection withnames of naval or merchant ships or titles ofcommands afloat.

USE OF CALL SIGNS

Call signs are employed primarily for estab-lishing and maintaining communications. Callsigns may also serve as address designators whenthe call sign indicates the addressee. As a generalrule, use of call signs in message texts should beavoided. Indefinite call signs are used by war-ships and merchant vessels when transmittingcodress messages or other messages requiringsecurity of origination to shore radio stations.Indefinite call signs are also utilized whentransmitting via broadcast method to ships atsea. Tactical call signs, with the exception oftask organization and aircraft tactical call signs,have limited application. They should not beused outside their normal area of applicationunless the command assigned such call signsnotifies all interested commands in advance.

USE OF ADDRESS GROUPS ANDSPECIAL OPERATING GROUPS

Address groups are chiefly for addressingcommunications. In military communications,however, address groups may be used in someinstances as call signs for establishing and main-taining communications (by naval commandsafloat, for instance). In nonmilitary communica-tion, where use of address groups is obviouslyinappropriate, either internationally recognizedcall signs or appropriate plain language addressdesignators should be used. Use of addressgroups in message texts should be avoidedexcept in procedure and service messages. Inutilizing conjunctive address groups, care mustbe exercised to ensure that the meaning iscompleted by addition of the appropriate ad-dress group denoting a specific command or

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Geographic address groups should be includedas a part of an address designator only whennecessary to complete titles of addressee; ororiginators, then they are used in combinationwith a conjunctive address group. Geographicaddress groups should not be used with names ofnaval or merchant ships or titles of commandsafloat, except where a conjunctive geographicaladdress group is specified in the basic addressgroup assigned.

An address indicating group (AIG) is a formof military address designator representing apredeter- ,ined list of specific and frequentlyrecurring combinations of action and/or infor-mation m;..itary addressees. Identity of theoriginator may also be included if the AIG isaddressed frequently by any one originator.Each AIG is numbered for ease of identification.An address group is assigned to each MG toserve as an address designator. When appro-priate, AIG numbers may also be used as plainlanguage address designators.

Purpose of AIGs is to increase speed of traffichandling and reduce the length of the addresscomponent. Address indicating groups can beemployed whenever suitable, whether the mes-sage concerned is unclassified or classified, unen-cry pied or encrypted, or in plaindress or codressform.

To give special instructions, special operatinggroups of four letters, identical in appearance toaddress groups, are provided for use in headingsof messages. They are not to be used until anation or service promulgates authorizing in-structions. They must always be encrypted, andthey may be used singly or with other encryptedor uncrypted call signs or address groups.

ENCRYPTED ADDRESS DESIGNATORS

As determined by prevailing circumstances,and when so ordered, call signs and/or addressgroups must be encrypted. This process may befor exercise purposes or as a security measure.Circumstances surrounding the need to encryptare varied and are beyond the scope of this text.When address designators are encrypted, how-eller, current orders should so indicate.

Once own ship receives an order indicatingthe encryption to use, it may be too late to

SIGNALMAN 1 & C

commence training personnel on the subject.The leading Signalman must find out throughcommunication and operations officers whichencryptions are likely to be used and, throughtraining and other preparation, be ready whenthe occasion arises. Difficulty with addressdesignator encryption results in inefficient mes-sage processing, which must be avoided at allcosts. A good source of material applicable toown visual station is ACP 121. The fallowingpublications also contain pertinent information.

ACP 110, Allied Tactical Call Sign Book (CON-FIDENTIAL)

ACP 112, Task Organization Call Sign Book(CONFIDENTIAL)

ACP 113, Call Sign Book For Ships (CONFI-DENTIAL)

ACP 117, Allied Routing Indicator Book (UN-CLASSIFIED) (U.S. Supp-4 to ACP 117 isCONFIDENTIAL)

ACP 129, Communications Instructions VisualSignaling Procedures (UNCLASSIFIED)

ACP 147, Call Sign Book for Merchant Shipsin Time of War (CONFIDENTIAL)

ACP 148, Wartime Instructions for MerchantShips (Visual Signaling and Tactics) (CON-FIDENTIAL)

ACP 150, Recognition .9nd Identification In-structionsAir, Land and Sea Forces (CON-FIDENTIAL)

JANAP 119, Voice Call Sign Book (CONFI-DENTIAL)

Additional books containing call signs foraircraft, tactical call signs for use in the field,and voice call signs, are issued by DNC. A tableshowing international allocation of initial lettersof signal letters, call signs, and aircraft markingsis contained in Pub. No. 102.

CONCLUSION

Information completing this discussion ofstation and address designators is included togive the leading Signalman a broad view of thesubject. It must be understood, however, thatcoverage in this chapter is only a beginning.Ability to use address designator publicationswith facility is a skill that the leading SM mustdevelop.

Any communicator (including Signalmen)must rapidly and efficiently associate stationand address designators with their source publi-cation. Until this skill is developed there is noguarantee of reliability, speed, and securityrequired of a leading Signalman fcr processingmessages.

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CHAPTER 4

CONVOY COMMUNICATIONS

Although now generally accepted, convoyswere once the subject of bitter but sincerearguments by professional seamen, many ofwhom felt that concentrating targets in one areamerely made it easier for the enemy. Statisticsprove the worth of the convoy system of oceantransit and, in the event of future wars, resort totheir use again although probably modifiedsomewhat because of nuclear warfare capabili-tiesseems inevitable.

When many ships steam in company, com-munication problems are difficult. In a convoythe predicament is even more extreme becausemerchant vessels as well as naval vessels areinvolved. One must remember that a Navymanspends most of his years at sea steaming incompany with other ships, whereas a merchantmarineman, during peacetime, is steaming inde-pendently almost constantly. Communicationsare further complicated by the language barrier.Convoys usually are made up of ships of manynations, traveling in company for mutual safetybut manned by people who speak in differenttongues. To be able to solve the problemi, onemust first understand the basic characteristics ofconvoys. A start is made by discussing peacetimemerchant ship communication systems.

PEACETIME MERCHANT SHIPCOMMUNICATIONS

The naval communication network is vast,complicated, and expensive. No privately ownedshipping company could afford to support sucha network or, for that matter, have need forsuch extensive facilities. Yet, need for rapidcommunications between masters and ship-owners is apparent. In the same way thatcorporations and- individuals ashore obtain ac-cess to rapid communication facilities by sub-scribing to commercial telegraph and telephonecompanies, merchant shipping companies con-

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tract with radio service companies. There are anumber of such companies, but the majority ofU. S. flag vessels subscribe to one of four. Theyare RCA Global Communications, Inc. (RCA);Mackay Radio and Telegraph Company (MRT);Globe Wireless; and Tropical Radio TelegraphCompany (TRT).

The four radio service companies have shorestations located throughout the areas of theworld served by them. They have contracts withother radio companies in foreign lands, enablinga merchant ship to remain in communicationwithits company office. As a ship steams aboutthe oceans, it always has availabledepending onatmospheric conditionsa shore-based commu-nication facility to which. its messages may besent. Once a message is received ashore, it isretransmitted through the radios and landlinesof the radio service company and its affiliatesuntil it reaches its ultimate destination. Messagesto the ship are handled in much the same way.

Communication procedures practiced by mer-chant ships, regardless of nationality, are com-paratively similar to U.S. Navy procedure butless formal, chiefly because of language differ-ences. Operating (Q) signals have extensiveapplication in merchant ship communications.The Q signals are international in the sense thatthey have the same meaning in any language,enabling radio operators of different nation-alities to talk among themselves. (Both operatingZ signals and appropriate Q signals are containedin ACP 131.) Normally, the receipt method ofcommunicating is used, both transmitting andreceiving stations being required to use theirtransmitters. Such a system obviously is reliable,but is unsafe in wartime.

MERCHANT SHIP BROADCAST

The MERCAST (broadcast to merchant ships)system is used for delivering official messages

SIGNALMAN 1 & C

originated by Government agencies and ad-dressed to merchant ships. Personal messages arefiled with a commercial carrier.

Under the MERCAST system, a number ofnaval shore radio transmitting stations are as-signed areas of broadcast responsibility. Inpeacetime, these areas conform closely to fleetbroadcast areas. (See fig. 4-1.) In time of war,when the Navy may have control over U.S. flagmerchant ships, broadcast areas are auginentedto provide both worldwide and local-area cover-age through the use 46f MERCAST coastalstations.

Area stations broadcast at scheduled periodssimultaneously on one medium frequency andone or more high frequencies. This broadcastmethod ensures that each ship in the area. cancopy the schedule on whichever frequency ismost favorable, taking into account atmosphericconditions and the time of day. Transmission oftraffic commences precisely at the scheduledtime and continues within scheduled limits untilall traffic is cleared. During the internationalsilent periods (from 15 to 18 minutes and from45 to 48 minutes past each hour, reserved forlistening for distress signals) the MERCASTschedule is interrupted so that ships may shift to500 kc (international distress frequency).

The initial part of each MERCAST transmis-sion includes a preliminary callup, a traffic listconsisting of radio call signs of ships to whichmessages are acsdressed, and the DTG of eachmessage. All ships at sea are required to copy thetraffic list. A ship (except a MERCAST guard-ship) for which no traffic is scheduled is notrequired to copy the remai r of the broadcastand reverts immediately to t .e normal guard of500kc. Messages ordinarily are transmitted at aspeed no greater than 18 words per minute, andnormally they are sent only once. Flash andImmediate precedence messages, however, aretransmitted on each of two consecutive sched-ules. Unless specific instructions to the contraryare contained in the text Gf a message, shipsmust not break radio silence to respond to,"or inany way acknowledge, MERCAST traffic. Ex-cept for MERCAST, messages for an individualship in a convoy usually are addressed to. theescort force commander, with instructions topass to the ship concerned.

Merchant ship general messages are trans-mitted on MERCAST by means of collective callsigns in the traffic list. All merchant ships underAllied control must copy these messages andmaintain them until they are canceled or super-seded.

Sailing orders received by each ship beforesailing include instructions on the date and timeto shift from one area MERCAST broadcast toanother. Usually, time is such that no difficultyis experienced in copying appropriate broad-casts. When convoys or independents are di-verted, the operational control authority (OCA)must include instructions amending the time(s)of shift.

INTRACONVOY COMMUNICATIONS

The remainder of this chapter deals mainlywith communications within a convoy. It mightbe beneficial, however, to first mention someimportant aspects of convoy communications ingeneral. The term "convoy communications," ofcourse, implies a state of national emergency orwartime conditions.

The CW frequency common to all ships in aconvoy is 500 kc. The voice radiotelephonefrequency common to all ships in a convoy, andbetween the convoy and the escort, is deter-mined before sailing and is stipulated in theconvoy communication plan.

Safety from enemy attack at sea demandsradio silence by all ships of the convoy. Exceptin the most unusual circumstances, all trafficdestined for addressees outside an escortedconvoy is transmitted via the escort forcecommander. If it is necessaryand authorizedfor a merchant ship to make direct radio contactwith units beyond the convoy or with shorestations, transmissions are on 500 kc, if possible.Otherwise, they are on other frequencies speci-fied in the radio section of the convoy commu-nication plan.

Except in certain well-defined instances, then,transmission by radio is forbidden. Included inthe exceptions are contact reports, distressmessages, messages in accordance with a specialorder from some naval or military command,and whenever, in the opinion of the master or

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SIGNALMAN 1 & C

the convoy commodore, the necessity for break-ing radio silence outweighs the risk of disclosinga ship's position. It should be borne in mind thatuse of a radio transmitter endangers all otherships present. Enemy activities and unitsequipped with direction-finding (DF) receiverscan take a bearing on a transmission of veryshort duration. Two such bearings allow anaccurate determination of a transmitting ship'sposition to be obtained.

To maintain communication discipline, theship in which the convoy commodore is sailing isusually designated as transmitter ship for theconvoy. If a ship in the convoy has a require-ment to send a message, the text is transmittedto the convoy commodore by visual means, iffeasible, or by VHF/UHF radiotelephone if theships are equipped properly. The commodore,provided he concurs that the message is ofsufficient importance, arranges for the escortforce commander to send the message via Navychannels. In the absence of an escort forcecommander, only the commodore has authorityto break radio silence except in those instancescited previously.

When it becomes essential to break radiosilence and transmit a message, UHF, VHF, HF,or LF, respectively, should be used to reduceprobability of detection. Even high frequencies,however, can be detected by proper equipment;therefore lengthy transmissions should he avoid-ed. Transmissions of contact reports and distressmessages always should be made initially on 500kc to ensure receipt by ships in the vicinity.Maintenance of radio silence is meaninglesswithin visual range of the enemy.

All messages transmitted at sea are sentencrypted unless they are contact reports, dis-tress messages, or messages of similar extremeurgency. In order to have sufficient personnelavailable to process coded traffic, a selectednumber of reliable ship's personnel, cleared tohandle the requisite degree of classified material,should be trained in encryption and decryptionprocedures.

The master is personally responsible for thecustody and safeguarding of all classified docu-ments and all cryptographic material, publica-tions, and files. They may be kept by the seniorradio officer at sea and must be kept by themaster in port. When not in use, they must be

retained in a safe or under strong lock and key.These materials have first priority if emergencydestruction of classified material becomes neces-sary. They should be burned, if possible. In deepwater, they may be thrown overboard in aweighted and perforated metal box, one ofwhich is kept on the bridge and one in the radioroom.

Use of private ship or company codes isexpressly forbidden to ships sailing under thenaval control of shipping organization (NC-SORG).

NAVAL CONTROL OFMERCHANT SHIPPING

In time of peace, merchant ship owners andoperators direct and control the movement oftheir ships at sea. During periods of mountingtension, preliminary preparations will be takenby. national governments for eventual assump-tion of control of national flag merchantshipping in the event of war or proclamation ofnational emergency. In such event, the NationalNaval Control of Shipping Organization (NC-SORG) will be activated and national merchantship movements will come under its control.This national naval control of shipping organiza-tion will also function as part of the Allied NavalControl of Shipping Organization.

Civil Direction of ShippingOrganization (CDSORG)

In the event of a national emergency procla-mation or outbreak of war, the Civil Directionof Shipping Organization (CDSORG) will as-sume custody and control of all national flagmerchant shipping; and will be responsible forall matters related to the employment andoperation of merchant ships, i.e., allocation toemployment, voyage itinerary, loading and dis-charging, maintenance and repair, conversion,manning, storing and supplying, harbor move-ments, etc. These operations are similar to thoseperformed by the owners in peacetime, but intime of war the national effort is directed tofulfilling the Alliances' requirements for oceantransport in the prosecution of the war.

. 7277

Chapter 4CONVOY COMMUNICATIONS

Naval Control of ShippingOrganization (NCSORG)

The Naval Control of Shipping Organization(NCSORG), in the time of war or nationalemergency, exercises authority for the controland direction of actual merchant ship move-ments. The NCSORG is composed of navalcontrol of shipping offices (national and allied)established in most primary and secondary portsthroughout the world. It is through these officesthat the direction and control of merchant shipmovements is effected. The control of shipmovements includes convoy organization, con-voy routing, independent ship routing, move-ment reporting, tactical diversions, etc. Whenallied naval control of shipping is implemented,the function becomes the responsibility of desig-nated allied naval commanders referred to asOperational Control Authorities (OCAs) towhom the NCS officers report for the mainte-nance of coordinated control of ship move-ments.

Operational Control Authority (OCA)

The Operational Control Authority (OCA) isthe naval conmander responsible for the controlof the movements and the protection of Alliedmerchant ships within a specified geographicallimit. Within their area of responsibility theOCAs are required to:

a. Maintain adequate systems of communica-tion, intelligence and plotting to ensure rapidand secure dissemination of operational informa-tion.

b. Sail ships in convoy or as independents inaccordance with the policies in force.

c. Coordinate the control of shipping move-ments with contiguous naval commands.

d. Provide the protection in port and at seafor merchant ships under their control.

e. Maintain operational control of the NavalControl of Shipping Offices (NCS0s) and Re-porting Offices (ROs) within their commands.

Naval Control of Shipping Instructionsto Merchant Ships

When Naval Control of Shipping is ordered byany nation, ships of that nation will be con-

Pt.73

trolled by the NCSORG, which may then issueinstructions to ships on the following matters:

I. Date and time of departure.2. Route to be followed.3. Speed.4. Regulation regarding dimming or extinc-

tion of lights.5. Anti-sabotage precautions.6. Communication at sea:

a.. Visualb. Radio (Watches and regulations re-

garding radio and other silences).7. Manning and operation of armament.8. Rescue operations9. Diversions

10. Evasions11. Convoy regulations

The Naval Control of Shipping Officer(NCSO) is the naval officer who controls andcc 3rdinates the routing and movement of mer-chant ship convoys and merchant ships movingindependently out of his assigned port or adja-cent ports for which he is responsible. TheNCSO deals indirectly with the ships' mastersfrom the time the master reports for routing anddeparts to a convoy anchorage to await inclusionin a convoy or, if an independent, the ship leavesthe harbor for its next port of destination. TheNCSO's operational duties cover such factors asbriefing the masters, obtaining and checkingdata and information preparatory to routing thevessel, sighting and correcting registered publica-tions, establishing the vessel's convoy eligibility,inspecting communication equipment, arrangingfor issuance of required hydrographic charts andpublications, assisting the master with localoperating problems, issuance of naval sailingpermits and sailing orders, notifying masters asto the date and time of convoy conferences,holding convoy communications conferencesand convoy presail conferences, instructing mas-ters and radio officers regarding convoy commu-nication procedures and the use of cryptosystems, arranging for local pilots to affect thesortie plans, arranging for convoy anchorageberths, plus many other matters relating torouting and movement of vessels. Consularauthorities, or other assigned agents will performNCSO functions at those ports that do not havean NCSO assigned. Hereafter, whenever the term

SIGNALMAN 1 8.: C

NCSO is used it is intended to include suchauthorities.

Communication Plan

An important part of the sailing orders andinstructions provided by the NCSO is the com-munication plan. Basic radio communicationorganization and procedures for all ships, sailingindependently or in convoy, upon which theradio communication plan will be based, arefound in ACP 149 (Radio CommunicationsInstructions for Merchant Ships Under NavalControl) and Appendix (A) of ACP 148B.

Naval Communication Liaison Personnel

Some nations will assign naval communicationpersonnel to valuable ships or ships carrying vitalcargoes. In this event, their orders and thecommand relationships between the Master,Ship's officers and naval personnel will be laiddown by national authority.

Convoy Naval Communication Staff

A convoy naval communication staff willnormally be assigned for duty with all convoyCommodores. Naval communication personnelmay also be assigned to Vice and Rear Commo-dores. The commodore's communication staff isresponsible, through its senior officer or man, tothe Commodore and will carry out duties asordered by him. It is important that the navalstaff work in close cooperation and liaison withthe radio officers of the Commodore's ship inthe performance of their duties.

Change in Operational Control (CHOP)

In the course of one voyage, a ship maytraverse two or more operational areas. Whenthis occurs, each OCA involved is given fullinformation by means of a system of shipmovement reporting based upon message origi-nated by the NCSOs. This information i udesthe time when the ship is expected to c, theline between operational control areas. , . ,histime, a ship changes operational control and issaid to CHOP to the new OCA. At the same timea SHIFT in radio guard may take place. The

CHOP and SHIFT times are laid down in thesailing orders to enable the new OCA to commu-nicate with the ship through his area communi-cations.

CONVOY ORGANIZATION AND BASICMANEUVERING INSTRUCTIONS

Convoy operation is an art. The safe passageof a convoy depends on the following factors:

1. The organization of the convoy by a shoreauthority.

2. The management and control of the con-voy at sea.

3. The skillful handling cif each ship while inconvoy.

The fundamentals of convoy operation mustbe understood by every master and watch-keeping officer so that each ship can play herindividual part.

COMMAND AND RESPONSIBILITIESIN CONVOY

THE OFFICER IN TACTICAL COMMAND(OTC).The OTC is the senior naval officerpresent or the officer to whom he has delegatedcommand. The OTC is responsible for thedefense of the convoy and the enforcement ofsuch instructions and orders as are related to thedefense of the convoy. Emergency turns andevasive alterations of course by the convoy,when the situation requires, are ordered by theOTC after consultation with the convoy commo-dore, if practicable, and are executed uponsignal from the convoy commodore's flagship.He has authority over the Convoy Commodore.

CONVOY COMMODORE.The convoy com-modore is the officer, naval or merchant, desig-nated by naval authority to command theconvoy, subject to orders of the OTC. In theabsence of an escort he takes entire command.

1. The convoy commodore is responsible forthe internal operations of the convoy, includingthe assignment of stations to ships in the convoyafter leaving harbor, the issuance of instructions

74

79


and regulations for the convoy, the safe navi-gation of the convoy as a whole, and for thecommunication organization of the convoywithin the policy of the OTC. He should consultwith the OTC, whose navigational facilities arenormally superior to his, regarding safe naviga-tion, particularly in channels and mineablewaters. Under !lel-mai conditions the convoycommodore will control the convoy tactically inaccordance with standard instructions for con-voys and such additional instructions as he mayreceive from competent authority. He is alsoresponsible for the readiness for action andconduct in action of the merchant ships underhis command. If the commodore of the convoyis incapacitated or forced to relinquish com-mand of the convoy his duties are assumed bythe vice or, failing him, the rear commodore.

2. When required to make good a specifiedcourse or to follow a specified route he is to beparticularly careful that due allowance is madefor wind and tide, that the guide of the convoysteers an accurate course and that the remainingships maintain their ordered stations.

3. When on arrival in narrow waters, or forany other reason, it becomes no longer practi-cable for a commodore to exercise control ofthe convoy, he must order the convoy toproceed independently so that masters willknow that they should no longer look to him forguidance.

4. Although the commodore is responsiblefor the safe conduct and information of theconvoy, masters, individually, are at all timesresponsible for the safe navigation and handlingof their ships.

VICE AND REAR COMMODORES.Thevice and rear commodores are officers, naval ormerchant, designated by naval authority tosucceed respectively to command of the convoyin the event the convoy commodore (or hisflagship) is incapacitated. In this event, vice andrear commodores shall assume responsibilities ofa convoy commodore.

MASTERS ACTING AS COMMODORE.Amaster detailed to act as convoy commodore isto carry out the instructions, orders and respon-sibilities of a convoy commodore.

75

BO

RESPONSIBILITY BETWEEN COMMO-DORE AND MASTER OF COMMODORE'SSHIP.The commodore normally sails in one ofthe merchant ships of the convoy. Should th-master of the commodore's ship consider thatfor any reason the safety of his ship is beingendangered unduly, he is to inform the com-.modore accordingly. The master is responsiblefor the navigation and handling of his own shipbut is not responsible for the convoy as a whole,except in a case where the master has beenassigned the additional duty as convoy commo-dore.

DISTINGUISHING FLAGS FOR COMMO-DORES.A large flag XRAY is to be flown bythe commodore's ship Ville the convoy isforming up or reforming or whenever the com-modore wishes to make his ship readily identifi-able. It is flown on similar occasions by the viceor rear commodore's ship when such officer hasassumed command of the convoy or is actingindependently of the commodore when incharge of some portion of the convoy.

CONVOY FORMATION.The arrangementof ships in a convoy is termed the "ConvoyFormation". The usual convoy formation con-sists of several columns of ships with the leadingships of each column abreast of one another. Inthis formation, the ships in column are said tobe in "line ahead" (see figure 4-2).

LIGHT REPEATING SHIPS.If the convoyis large, special light repeating ships may bedesignated to relay messages from the commo-dore.

Guides of a Convoy

One ship in formation will be designated asthe convoy guide. It is the duty of the guide tomaintain accurately the course and speed or-dered. If ships are in a single column, the leadingship will be the guide. If, for any reason, theleading ship falls out of line, the ship next asternof her becomes the guide of the column.

If there are two or more columns in a convoy,one of the column guides must also act asconvoy guide. The convoy guide must maintain

SIGNALMAN 1 & C

A

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Figure 42.Course of the convoy.

the course and speed ordered, and guides ofcolumns must keep their correct station on her.Ships in each column are to keep station on theguides of their respective columns.

The commodore's ship normally acts as con-voy guide but the commodore may wish someother ship to take over this duty. The ship soordered is immediately to hoist her largestmerchant ensign at the masthead and keep itflying so long as she remains convoy guide.

If the commodore has detailed some othership to act as convoy guide and later wishes tomake a further change he will make a signalindicating which ship is to become convoyguide. When this signal is executed, the ship thathas been acting as guide is to haul down hermerchant ensign and cease to act as guide. Atthe same time, the new guide is to hoist herlargest merchant ensign at the masthead andbecome the guide. If it is the commodore'sflagship, execution of the signal will indicate thatthe commodore has reassumed the guide.

Should the convoy guide be torpedoed or, forsome other reason, be unable to act as guide, theleading ship of the next column to starboard is

76

IA

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37.41

immediately to become convoy guide withoutfurther orders. If there is no column to star-board of the crippled guide, the leading ship ofthe next column to port is to become the guide.A ship becoming convoy guide is immediately tohoist her largest merchant ensign.

The convoy guide and column guides remainthe same if the convoy alters course by any ofthe following methods:

1. By all ships turning simultaneously lessthan 90 degrees to starboard or port.

2. By wheeling (altering course in succes-sion).

3. By column leaders turning simultaneouslythe remainder in succession.

In order to assist station-keeping in a convoy,the convoy guide is to change automaticallywhen all ships turn simultaneously through 90degrees or more.

1. If the convoy alters course, with all shipsturning simultaneously exactly 90 degrees tostarboard or port, forming lines abreast, the port


or starboard wing ship respectively of the newleading line abreast automatically becomes theconvoy guide and, without further orders, is tohoist her largest merchant ensign. The previousguides of column, however, do not change butbecome guides in line abreast. In figure 4-2, ifships turn together 90 degrees to starboard, No.61 automatically becomes convoy guide, butNos. 11, 21, 31, 41, 51 and 61 remain guides ofthe respective lines abreast of which they are apart.

2. If the convoy alters course, with all shipsturning more than 90 degrees, the ship nowleading the column orhAnally led by the convoyguide is automatically to become the newconvoy guide, and the ships now leading thecolumns become the new guides of their respec-tive columns. Thus, in figure 42 if ships turntogether more than 90 degrees, No. 44 automati-cally becomes the convoy guide, and Nos. 14,24, 34, 44, 54 and 64 become the new guides oftheir-respective columns.

When a convoy is in wide spacing it may bedesirable for the convoy commodore to desig-nate certain ships as group guides. Such ships areto take charge of their groups in ease ofemergency or doubt and if necessary act on theirown initiative.

GENERAL COMMUNICATIONSINSTRUCTIONS

The following types of communications areavailable. Further instructions for the use of themeans of communications will be given at theconvoy conference:

1. Internal (convoy)a. Primary means

1 Radiotelephony (VHF or HF voice)b. Secondary means

1 Flaghoist (by day)2 Colored lights (by night)3 Flashing light4 Radiotelegraphy

2. External (ship/shore)a. Radioteletype (if fitted)b. Radiotelegraphyc. Radiotelephony

77

8Z

Signals Used in Convoy

Ships in convoy shall use the signals providedh. INTERCO, Appendix (A) to ACP 148, and"Q" Codes. These signals may be transmitted byvoice radio, subject to the radio policy in forceas well as by visual means. Signals not found inthe international Code of Signals (ICOS) or the"Q" Codes, are taken from Appendix (A) ofACP 1488.

1. All gruups starting with X and consistingof three letters are taken from Appendix (A) ofACP 1488.

2. Single pennant signals are found in Ap-pendix (A).

3. F, T, and W followed by three numeralsare found in Appendix (A).

4. In convoy, flap E, I, Y, and Z are takenfrom Appendix (A) and have a different mean-ing from the ICOS.

5. Warships will and merchant ships mayhoist the 4th substitute when taking signals forAppendix (A).

Certain signals require simultaneous execu-tion. The method of signaling simultaneousexecution is contained in Appendix (A).

Time Use in Signals

GMT is to be used in all communications. Theclock in the radio office and a clock on thebridge are to be set to GMT and so labeled.

Classified Recognition Signals

The classified recognition signals which aresupplied by the naval authorities before sailingmust be examined and the signals of the currentperiod must be given to the officer of the watch.Ships must identify themselves promptly whenchallenged by allied warship, aircraft, examina-tion ships or Harbor Entrance Control Port/PortWar Signal Station (HECP/PWSS).

Convoy Flag

The NCSO at the port of departure of aconvoy (or main section of a convoy) will assigna distinguishing flag to be flown by all ships and

SIGNALMAN 1 & C

escorts in any one particular convoy. This flagwill have a purely local and temporary signifi-cance, and its purpose is to assist mutualrecognition of the convoy when leaving harbor,when forming up and when sections are joining.It may also be used when different convoys arein close proximity at sea.

Approaching Examination Anchoragesat Night in Convoy

Merchant ships in convoy may be directed toshow two red lights arranged horizontally, untilthe examining officer orders them turned off.Necessary orders to the convoy must be given bythe escorting ships.

Examination Ships

Examination ships are distinguished by thefollowing means:

BY DAY.The examination flag flying at theforetruck (dimensions and colors are shown infigure 4-3). In addition, when the port is closedthey will hoist three red balls six feet apartvertically at the yardarm.

BY NIGHT.Three lights vertically six feetapart conspicuoaly displayed at the yardarm soas to show an unbroken light around thehorizon. When the port is open these lights willbe green; when the port is closed they will be

10'

Figure 4-3.Examination flag.

A

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37.42

78

83

flashing red. These lights are to be carried inaddition to the ordinary navigation lights, andmust be displayed in such a manner as not to beconfused with masthead lights. The display oflights at night will be governed by whatevermeasure of lighting restriction that is ;n force.

SIGNALING INSTRUCTIONS

Voice and visual signaling are to be carriedout in accordance with the constructions foundin the International Code of Signals (INTERCO)and the additional instructions contained in ACP148B.

Call Signs

Individual call signs are the same as the shipsconvoy number as shown in fi,ire 4-4. Whentransmitted by voice radio this number shouldbe preceded by the word SHIP. Special call signswithin a convoy are given below:

Ship or Authority

CommodoreVice CommodoreRear CommodoreConvoy CollectiveThis, or. .sectionOTCEscort ships collectiveEscort ships individualRescue shipsGuided missile shipEscorting aircraftStragglers

Transmitted by:Voice Radio/ .

Flashing Light

BULLCALFCOLTHERDBEEFBOSSGANGCHAP*CORK*SHOT*LARK*LAZY

*/followed by 1, 2, etc. as necessary

Flashing Light

Flashing light is a secondary means of com-munication and its use should be restricted to aminimum. It is normally achieved by using adirectional light although a non-directional (allaround) light may be used. The procedure isbased on that in the INTERCO except for the


NO. 1COLUMN

NO. 2COLUMN

NO. 3COLUMN

NO, 4COLUMN

ETC.

CONVOYCOLUMNS 01 02 03 04 ETC.

CONVOY CALLSIGNS OF SHIPS /All 4\ 21 *31 n41 ETC.

/Al2 4:\ 22 /$\32 (2ik 13 Ai 23 A 33 *43/C14 * 24 1\34 \44

/A.25 * 35

105.2Figure 4-4.Individual ships are allotted call signs according to their station.

following procedure signs which are used in Example:addition to those given in INTERCO:

PROSIGN MEANING

FFFF Used preceding a call toorder the called station(s)not to answer this trans-mission.

Action on the message orsignal which follows is tobe carried out uponreceipt of prosign IX 5SEC DASH.

IX 5 SEC DASH Carry out the purposeof the message or signalto which this applies.

Executive Method

The Commodoretransmits

Ship No. 15transmits

15 15 1 ITITITITIT1-11 1

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This method is normally used for transmiingmaneuvering signals or other messages which When ready to execute the commodore trans-require simultaneous actions.

479

mits:

SIGNALMAN 1 & C

Commodore

IS 15

IX

5 SEC DASH

Ship No. 15

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AR R

No Response Method

When it is desired to direct ships called not toreply or receipt for a message, the prosign FFFFis to precede the call and the complete transmis-sion will be sent twice. When this method isused, receiving ships are not allowed to use theirflashing light to answer the call or receipt for themessage.

80

85

Flag Signaling

Flag signaling is a secondary means of com-munication. The procedure is based on what inthe INTERCO with the following additionalrules:

1. A flag hoist without a call is addressed tothe commodore when made by a ship in convoy,or is addressed to the convoy when made by thecommodore.

2. The moment of execution for a flag hoistis the moment when the hoist is hauled down.

3. If hoisted by a warship, signals from thispublication should be preceded by 4th substi-tute.

4. All flag signals are to be repeated flag forflag instead of using the answer flag.

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e ba

seco

urse

Whe

n lig

hts

are

extin

guis

hed.

Com

mod

ore

and

lead

shi

psm

ake

appr

opri

ate

whi

stle

sign

al in

acc

orda

nce

with

Inte

rnat

iona

l Rul

es.

FOX

TR

OT

Supe

rior

to th

ree

num

eral

penn

ants

FOX

TR

OT

Infe

rior

to th

ree

num

eral

penn

ants

FLA

GS

rFL

AG

S

Lea

ding

shi

ps tu

rnsi

mul

tane

ousl

y to

Star

boar

d to

cou

rse

indi

cate

d, r

emai

nder

follo

win

g in

the

wak

eof

thei

r le

adin

g sh

ip.

Whe

n fl

ags

are

haul

eddo

wn.

Com

mod

ore

and

lead

ing

ship

s m

ake

one

shor

t bla

st o

n th

e w

hist

le.

Lea

ding

shi

ps tu

rnsi

mul

tane

ousl

y to

Port

to c

ours

e in

dica

ted,

the

rem

aind

er f

ollo

win

g,in

wak

e of

thei

r le

adin

gsh

ip.

Whe

n th

e fl

ags

are

haul

eddo

wn.

Com

mod

ore

and.

lead

ing

ship

s m

ake

two

shor

t bla

sts

on th

ew

hist

le.

NO

TE

: ZIG

ZA

G in

prog

ress

is c

ance

lled

auto

mat

ical

ly.

Alte

ratio

n of

Cou

rse,

Col

umn

lead

ers

turn

ing

sim

ulta

neou

sly

and

the

rem

aind

er f

ollo

win

g in

suc

cess

ion.

Thi

s m

etho

d of

alte

ring

cou

rse

issu

itabl

e w

hen

a co

nvoy

is in

sev

en,'

colu

mns

, and

is u

sed

inst

ead

of a

turn

whe

n th

e re

quir

ed a

ltera

tion

of c

ours

e ca

n be

for

esee

n. F

orde

tails

as

to h

ow to

exe

cute

the

man

euve

r se

e A

CP

148,

par

agra

ph 6

18.

Alte

ratio

n of

Cou

rse,

AU

Shi

ps T

urni

ng S

imul

tane

ousl

y. T

his

met

hod

of a

lteri

ng c

ours

e is

use

dfo

r tr

ansf

erri

ng a

Con

voy

bodi

ly to

sta

rboa

rdor

por

t in

orde

r to

avo

id r

. dan

ger.

For

det

ails

as

to h

ow to

exe

cute

the

man

euve

r se

eA

CP

148,

par

agra

phs

619

and

620.

a.E

mer

genc

y T

urn

SIG

NA

L

Flag

"E

" an

d 15

Seco

nd b

last

on

the

whi

stle

rep

eate

dby

lead

ing

ship

s

HO

WM

AD

E

FLA

GS

ME

AN

ING

EX

EC

UT

ION

RE

MA

RK

S

Tur

n si

mul

tane

ousl

y45

deg

rees

toSt

arbo

ard.

Whe

n th

e fl

ag is

hau

led

dow

n an

d on

e sh

ort b

last

on th

e w

hist

le r

epea

ted

byal

l shi

ps.

Flag

"I"

and

15

seco

nd b

last

on

the

whi

stle

rep

eate

d by

lead

ing

ship

s

FLA

GS

Tur

n si

mul

tane

ousl

y45

deg

rees

to P

ort.

Whe

n th

e fi

g is

hau

led

dow

n an

d tw

o sh

ort

blas

ts o

n th

e w

hist

lere

peat

ed b

y al

l shi

ps.

GN

GN

RD

RD

RD

GN

CO

LO

RE

DL

IGH

TS

CO

LO

RE

DL

IGH

TS

Tur

n si

mul

tane

ousl

y45

deg

rees

toSt

arbo

ard.

Tur

n si

mul

tane

ousl

y45

deg

rees

to P

ort.

Whe

n lig

hts

are

extin

guis

hed

and

firi

ng o

f on

e gr

een

Ver

ylig

ht. A

ll sh

ips

soun

d on

esh

ort b

last

on

the

whi

stle

.W

hen

light

s ar

e ex

tingu

ishe

dan

d fi

ring

of

two

red

Ver

y.lig

hts.

All

ship

s so

und

two

shor

t bla

sts

on th

ew

hist

le.,

Thi

s al

tera

tion

is r

ecko

ned

from

the

cour

se o

f th

eco

nvoy

at t

he m

omen

t of

exec

utio

n. Z

IGZ

AG

inpr

ogre

ss is

can

celle

dau

tom

atic

ally

.

b.T

urn.

All

ship

s tu

rnin

g si

mul

tane

ousl

y.

SIG

NA

LH

OW

MA

DE

ME

AN

ING

EX

EC

UT

ION

RE

MA

RK

S

TA

NG

OSu

peri

or to

thre

e nu

mer

alpe

nnan

tsT

AN

GO

Infe

rior

toth

ree

num

eral

penn

ants

FLA

GS

FLA

GS

Tur

n si

mul

tane

ousl

yto

Sta

rboa

rd to

cou

rse

indi

cate

d.T

urn

sim

ulta

neou

sly

to P

ort t

o co

urse

indi

cate

d.

Whe

n fl

ags

are

haul

ed d

own.

All

ship

s m

ake

one

shor

tbl

ast o

n th

e w

hist

le.

Whe

n fl

ags

are

haul

ed d

own.

All

ship

s m

ake

two

shor

tbl

asts

op

the

whi

stle

.

NO

TE

: Zig

zag

inpr

ogre

ss is

can

celle

dau

tom

atic

ally

.


SUPPLEMENTARY SIGNALS

Single Lt. Signals

CODE MEANING

E Emergency turn 45 degrees to starboard from present course,. or if in a turn from thecourse to which turning. (Stop Zigzagging. Maintain speed)

F (Preceding or Follow leading ships. Leading ships turn simultaneously to course indicated and thefollowing 3 numerals) remainder follow in succession (Stop Zigzagging. Maintain speed.)

H Operating helicopters.AT DIP: Am preparing to receive helicopter.CLOSE UP: Am on steady course and speed, ready to receive or be closed byhelicopter.HAULED DOWN: Helicopter operations completed.

I Emergency turn 45 degrees to port from present course, or if a turn from the courseto which turning. (Stop Zigzagging. Maintain speed.)

T (Preceding or All ships turn to course indicated. (Stop zigzagging. Maintain speed.)following 3 numerals)

W (Preceding or Alter course by wheeling as indicated. (Adjust speed as necessary.)following 3 numerals)

X (Flag) This ship-i§theConvtirCommodore.

Y Heaving line transfer. Flown at yardarm on side where ships will close each other.Meaning: I have mail or other light material for transfer.

AT DIP CLOSE UP HAULING DOWN

By closing ship Am preparingto make approach

By ship being Am preparing toclosed receive you

Commencing approach Line passed

Am ready to receiveyour heaving line.Am on steady courseand speed.

Line received.

4th Substitute Used by a warship to indicate that signal(s) flying are ta.ten from this publication.

Single Pennant Signals

PENNANT MEANING

9 Open fire

Cease file

2 Nuclear warning. Switch off ventilation system. Do not man guns.

83

88

SIGNALMAN 1 & C

PENNANT MEANING

3 Sighted mine.

4 Attack warning. Man guns.

5 Sighted submarine, snorkel or periscope.

6 Scatter fanwise and proceed at utmost speed. See Table 501 and ACP 148 paragraph629 for maneuvering instructions.

7 Sighted torpedo or torpedo track.

8 All clear. (Aircraft in vicinity are friendly.)

9 "Star" and proceed at utmost speed. See Table 501 and ACP 148 paragraph 630 formaneuvering instructions.

Pennants 3, 5, and 7. Bearings may be added to these signals.

Three Letter Signals

COMMUNICATIONS

CODE MEANING

XAA

XAB

Operate under radio readiness condition ALFA.

Operate under radio readiness condition BRAVO.

XAC Operate under radio readiness condition.

XAD Maintain radio silence.

XAE Maintain radar silence.

XAF Use VHF radio only. Maintain MF/HF silence.

DARKEN SHIP

XBA Darken ship.

XBB Show dimmed navigation lights.

XBC Show shaded stern light.

XBD Extinguish lights in excess of those ordered.

FOG

XCA Veer fog buoy.

FORMATION

XDA Form convoy formation (number ).

XDB Form emergency convoy formation (column distance in hundreds of yards) tack (shipdistance in hundreds of yards).

XDC Resume convoy formation.

XDD Form single line ahead.

XDE Both wing columns are to form astern of their next inner columns.

8489


GUIDE

CODE MEANING

XEA Take guide of the convoy and hoist large merchant ensign at masthead.

CUNNERY

XFA Guns may be fired for exercise or to unload them.

XFB Escort ships will carry out exercise firing with guns or AS weapons.

IDENTIFICATION

XGA Hoist your convoy internal call sign. (When followed by two numeral pennants, thismeans: Hoist your convoy internal call sign, which is ).

XGB Make your identification signal.

XGC Show your name boards.'%

MOVEMENTS

XHA Disregard my movements.

XHB Your movements are not understood.

XHC Follow me over the same track over the ground.

XHD Act independently.

XHE Proceed in execution of previous orders.

XHF Take charge of your section.

XHG Zig-Zag in accordance with plan , TACK (base course) TACK (zero time)

(optional). EXECUTION TIME

XHH Stop Zig-zagging and steer course.

POSITION

XIA Rendezvous position is (lat), (long), (at time).

XIB Make rendezvous in position (lat), (long), now or (time).

STATION

XJA Take up correct station.

XJB Unable to keep station owing to damage.

XJC Unable to keep station owing to mechanical defect.

XJD Take station indicated.

MISCELLANEOUS e

XKA Switch on degaussing.

XKB EFW is DWD is

90 85

SIGNALMAN 1 & C

COLORED LIGHT SIGNALS

Table of Special Red and Green Colored Light Signals

FIXED OR44. SIGNAL FLASHING MEANING

I GN Fixed Wheel 20 degrees to Starboard.RD ..-GN Flashing Wheel 5 degrees to Starboard.

2 RD Fixed Wheel 20 degrees to Port.GNRD Flashing Wheel 5 degrees to Port.

3 GN Fixed Resume ZigzagGNGN Flashing Stop Zigzag, resume base course.

4 GN Fixed Emergency turn 45 degrees to Starboard.GN (See paragraph 203.a.)RD

5 RD Fixed Emergency turn 45 degrees to Port.RD (See paragraph 203.a.)GN

6 RD Fixed Disregard my movements.Flashing Attack Warning, man guns.

7 RD Fixed Cancel all prearranged maneuvers.RDRD Flashing Cancel maneuver just ordered.

8 GN Fixed Decrease speed 2 knots.RDRD Flashing Decrease speed 1 knot.

9 RD Fixed Increase speed 2 knots.GNGN Flashing Increase speed I knot.

10 RD Fixed Weigh Anchor.GN Flashing Anchor immediately.

I I GN Fixed Follow me over the same track over the ground.GN Flashing Resume previous formation, course and speed.

12 GN Fixed I am stopping my engines, maneuver to maintain'station.

RD Flashing Stop by backing engines, maneuver to maintainstation.

13 GN Fixed All clear (aircraft in vicinity are friendly).Flashing Leavers to part company now.

91 86


General Instructions

This system of communication has beenadopted to enable the commodore to communi-cate at night when voice radio communications

are not available. All ships of the convoy willrepeat the signal. The time of execution is thetime the signal is extinguished. The lights are tobe tested daily during daylight hours to ensurethat they are operable.

PYROTECHNIC SIGNALS

Table of Pyrotechnic Signals

LINE NO.(For referenceonly) SIGNAL SIGNIFICATION

1 ONE RED Very light Executive Signal for an emergency turnof 45 degrees TO PORT TOGETHER

2 ONE GREEN Very light Executive Signal for an emergency turnof 45 degrees TO STARBOARD TOGETHER

3 A SERIES OF RED andGREEN Very lightsfired simultaneously

Executive Signal to the ships of a convoyto SCATTER FANWISE AND PROCEED ATUTMOST SPEED

4 A series of RED andWHITE Very lightsfire simultaneously

Executive Signal to the ships of aconvoy to STAR and proceed atUTMOST SPEED.

5 Not less than twoWHITE rockets firedin quick succession

Fired by a ship, .when no other suremeans of informing friendly shipsand forces exist to indicate thatshe has been damaged by enemy ..,...

action ORigo indicate that enemysubmarine-or surface forces are inher vicinity.

6 One or more WhiteNery lights firedfrom an aircraftor ship.

DANGER. Merchants ships keep clear.

Use of Pyrotechnics

Pyrotechnics are designed for use at night incase of extreme urgency (i.e., in the event of an

enemy attack), threat of entnry. attack (whensecurity of position is not of paramount impor-tance), or when thick weather justifies their useof maneuvering.

87

SIGNALMAN 1 & C

The use of pyrotechnics for maneuvering inconvoy is K 1 entirely to the Commodore'sdiscretion, and, if used, it is for the purpose ofemphasizing the urgent nature of the maneuver.

Owing to the possible danger of explosionfrom fumes, masters of vessels with dangerouscargoes should exercise their discretion in regardto the firing or rockets and pyrotechnics.

Independently routed merchant ship:, if dam-aged by enemy action, between dusk and dawn,are tc fire two rockets. These should, in goodvisibility, serve to attract the attention of navalships, and aircraft, as well as warn other mer-chant ships in the area. Masters of independentlyrouted ships should turn directly away uponsighting this signal.

8893

A ship in convoy which sights a previouslyundetected enemy submarine or surface craft, orwhich is torpedoed, must immediately fire twowhite rockets in quick succession.

Accidental Firing

A rocket or other pyrotechnic device firedaccidentally by a ship in convoy may be visiblefor as much as 20 miles. This gravely endangersthe whole convoy. In the event of a ship firing arocket or Very's light in error she is immediatelyto make the coloured light signal meaning"NEGATIVE". In addition the letters NO (-.- - -)may be sounded on the siren. This shouldprevent the escort from taking the usual coun-termeasures against enemy attack.

CHAPTER 5

SECURITY

Security of the United States in general, andof naval operations in particular, depends in partupon success attained in safeguarding classifiedinformation. Every communicator must be se-curity conscious to the point that he automati-cally exercises proper discretion in performinghis duties and does not think of security ofinformation as something separate and apartfrom other matters. In this way, security ofclassified information becomes a natural elementof every task and not an additionally imposedburden.

In his daily work routine the Signalman hasaccess to information of vital importance to themilitary and to the Nation. Some of the vastamount of intelligence carried in messages -han-dled by naval communications passes at somepoint through the hands of the Signalmandatawhich, if available to an enemy, would enablehim to learn the strength and intent of U.S.forces, and to gather a wealth of technicalinformation relating to procedures and opera-tions of the United States Navy.

Communication personnel use many officialdocuments and publications that relate to suchmatters as frequencies, call signs, and proce-dures. Their contents also must be protected,because the more an enemy knows about com-munications the better are his chances of de-riving intelligence from them.

Rules and regulations on the subject ofsecurity do not guarantee results, nor do theyattempt to meet every conceivable situation.The law of diminishing returns limits controlmeasures that can be employed profitably. Inadministering security, a balanced and common-sense outlook must °tie maintained. All con-cerned must learn to exercise proper discretionin carrying out assigned duties so that observingproper security precautions becomes an auto-matic and integral part of daily routine.

89

0

The Navy is a potential source of valuableinformation, and unceasing, systematic attemptsto exploit that source are to be expected. Themethods that may be used are many andvariedplanting agents within the naval estab-lishment, photographing or stealing classifieddocuments, tapping telephones and telegraphlines, electronic sensing devices which can beused from a distance, obtaining codes andciphers, and analyzing naval personnel in theiroff-duty time. Although information obtainedthrough these means often appears innocuous, itproves to be of real value when subjected toexpert, purposeful analysis and combined withother fragments of information from varioussources.

As a Signalman you will hear a great dealabout the security of classified material, becauseyou will have access to ant. utilize classifiedinformation every day. For this reason, allactivities brief newly arrived Signalman in secur-ity and require them to sign a statementattesting to the fact that they have received thebriefing and understand the contents. Further,as a part of each command's security program,you will be required to read and indicate yourunderstanding of several of the most importantnational laws and regulations related to security.

Maintaining the security of classified material,however, requires more than a briefing, a regula-tion, or a law. Security will only be as effectiveas you make it. There is no one to whom youcan transfer your responsibility for protectingthis information. Security is a basic part of yourassignment just as is operating visual equipment.Security is more than a matter of being careful;it requires-; both study and practice. Thoroughunderstanding of this chapter will not providefull knowledge of all the finer points concerningsecurity, but it will provide you with a goodfundamental background upon which security isbuilt.

SIGNALMAN 1 & C

PURPOSE OF SECURITY PROGRAM

The security program deals basically with thesafeguarding of information that should not beallowed to fall into the hands of foreign govern-ments or foreign nationals because of the dangerthat such information might be used to thedetriment of the United States.

Information may be compromised throughcareless talk, improper handling of classifiedmaterial, and in various other ways. Some of theways in which military personnel may acci-dentally give away vital information are dis-cussed in Basic Military Requirements, NAV-PERS 10054.

SECURITY PRINCIPLES

The Department of Defense security formulais based on the premise of circulation control;i.e., the control of dissemination of classifiedinformation. According to this policy, knowl-edge or possession of classified security informa-tion is permitted only to persons whose officialduties require access in the interest of promotingnational security and only if they are deter-mined to be trustworthy.

DEFINITIONS OF SECURITY TERMS

The following definitions are presented toassist you in understanding certain terms used inconnection with security.

ACCESS.The ability and opportunity toobtain knowledge or possession of classifiedma `erial.

CLASSIFICATION.The determination thatofficial information requires, in the interest ofnational security, a specific degree of protectionagainst unauthorized disclosure, coupled with amarking or other identification signifying thatsuch a determination has been made.

CLASSIFIED 1NFORMATION.Any matter,document, product, or substance on or in whichclassified information is recorded or embodied.

CLASSIFIER.An individual who either: (A)Determines that official information, not known

9095

by him to be already classified, currently re-quires, in the interests of national security, aspecific degree of protection against unauthor-ized disclosure and having the authority to doso, designates that official information as TopSecret, Secret, or Confidential; or (B) Deter-mines that official information is in substancethe same as information known by him to bealready classified by the Government as TopSecret, Secret or Confidential and designates itaccordingly.

CLEARANCE.An administrative determina-tion by competent authority that an individualis eligible, from a security standpoint, for accessto classified information of a specified category.

COMPROMISE.A loss of security whichresults from an unauthorized person obtainingknowledge of classified information. The term"unauthorized person" means any person notauthorized to have access to classified informa-tion.

CUSTODIAN.An individual who has posses-sion of or is otherwise charged with the responsi-bility for safeguarding and accounting for classi-fied information.

DEC LASSI FIC ATION. The determinationthat ch ($ified information no longer requires, inthe interest of national security, any degree ofprotection against unauthorized , disclosure,coupled with a removal or cancellation of theclassification designation.

DECLASSIFY.To remove the classificationfrom classified information. Notification toholders of the information is a part of thisprocess.

DERIVATIVE CLASSIFICATION.The as-signment of the proper security classification toinformation prepared bSi extracting or copyinginformation from classified material is calledderivative classification. The commander orother official whose signature (or other form ofapproval) is required before a document may beissued, transferred, or referred outside the officeof origin is responsible for assigning this classifi-cation.

Chapter 5SECURITY

DISCLOSURE.As it relates to classifiedinformation, an officially authorized release ordissemination by competent authority wherebythe information is furnished to a specific indi-vidual group, or activity.

DOWNGRADE.To determine that classifiedinformation requires, in the interest of nationalsecurity, a lower degree of protection againstunauthorized disclosure than currently provided,coupled with a changing of the classificationdesignation to reflect such lower degree.

LONG TITLE.A descriptive work or phrase,consisting of a name or of several words,assigned by the preparing agency to identify thesubject matter of a document or the type ofdevice.

MARKING.The physical act of indicatingon classified material the assigned *classification,changes in classification, the classifier, the de-classification date, and any limitations on theuse thereof.

NEED TO KNOWThe term given to therequirement that the dissemination of classifiedinformation be limited strictly to those personswhose official military or other governmentalduties require knowledge or possession thereof.Responsibility for determining whether a per-son's duties require that he possess GT haveaccess to classified information and whether heis authorized to receive it rests upon edchindividwl who has possession, knowledge, orcommand control of the information involvedand not upon the prospective recipient. Thisprinciple is applicable whether the prospectivecontractor is another Federal agency, or aforeign government. A "need to know" isrecognized as established when ALL the fol-lowing conditions exist: the disclosure is neces-sary in the interest of national security; thereclearly appears from the position, status, duties,and responsibilities of the applicant that he has alegitimate requirement for access to the clas-sified information in order to carry out hisassigned duties and responsibilities; there is noother equal or ready source of t'.,e same classi-fied information available to him; and theapplicant is or can be appropriately cleared for

36 91

access to the degree of classified informationinvolved and is capable both physically andmentally of providing the degree of protectionwhich that information requires.

OFFICIAL INFORMATION. Informationwhich is owned by, produced for or by, or issubject to the control of the United StatesGovernment.

ORIGINAL CLASSIFICATION AUTHOR-ITY.Original classification authority is theauthority to make original classifications vestedspecifically and ip writing in an official of theGovernment as the incumbent of an office andin the official specifically and in writing de-signed to act in the absence of the incumbent..

ORIGINATOR.The command by whose au-thority an item of .information is created anddisseminated.

REGRADE OR RECLASSIFY.To deter-mine that certain classified information rec uires,in the interests of national defense, a hig ter orlower degree of protection against unauthorizeddisclosure than currently provided, coupled witha changing of the classification designation toreflect such higher or lower degree.

SECURITY."Security" is a protected con-dition of classified information which preventsunauthorized persons from obtaining informa-tion of direct or indirect military value. Thiscondition results from the establishment andmaintenance of protective measures which en-sure a state of inviolability from hostile acts orinfluences.

SHORT TITLE.A "short title" is a brit f,identifying combination of words, letters, ornumber , api lied to specific items of classifiedmaterial.

STOWAGE."Stowage" refers to the mannerin which classified material is protected byphysical or mechanical means.

TRANSMISSION "Transmission" (includingtransit, transmitting, transmittal and other formsof -',.he word) means movement involving the

SIGNALMAN 1 & C

actual transfer of custody and responsibility fora document or other classified material from onecommand to another command or other author-ized addressee.

Each command establishes administrative pro-cedures for recording classified material origi-nated and received, and maintains a receiptingsystem for Secret matter distributed or routedwithin the command.

Each command also maintains a system thatensures accountability for all Confidential mate-rial originated or received.

SECURITY AREAS

Spaces containing classified matter are knownas security areas. These security (or sensitive)areas have varying degrees of security interest,depending upon their purpose and the nature ofthe work and information or materials con-cerned. Consequently, the restrictions, controls,and protective measures required vary accordingto the degree of security importance. To meetdifferent levels of security sensitivity, there arethree types of security areas; all areas are clearlymarked by signs reading "SECURITY AREAKEEP OUT. AUTHORIZED PERSONNELONLY."

EXCLUSIVE AREA

Spaces requiring the strictest control of accessare designated EXCLUSION AREAS and are somarked. They contain classified matter of suchnature that, for all practical purposes, admit-tance to the area permits access to the material.

An exclusion area is fully enclosed by aperimeter barrier of solid construction. Exitsand entrances are guarded, or secured and alarmprotected, and only those persons whose dutiesrequire access and who possess appropriatesecurity clea-ances are authorized to enter.

LIMITED AREA

A limited area is one in which the uncon-trolled movement of personnel permits access tothe classified information therein. Within thearea, access may be prevented by escort andother internal controls.

92

The area is enclosed by a clearly definedperimeter barrier. Entrances and exits are eitherguarded, controlled by attendants to checkpersonal identification, or under alarm pro-tection.

Operating and maintenance personnel v, horequire freedom of movement within a limitedarea must have a proper security clearance. Thecommanding officer may, however, authorizeentrance of persons who do not have clearances.In such instances, escorts or attendants andother security precautions must be used toprevent access to classified information locatedwithin the area.

CONTROLLED AREA

A controlled area does not contain classifiedinformation. It serves as a buffer zone to providegreater. administrative control and protection forthe limited or exclusion areas. Thus, passage-ways or spaces surrounding or adjacent tolimited or exclusion areas may be designated andmarked controlled areas.

Controlled areas require personnel identi-fication and control systems adequate to limitadmittance to those having bona fide need foraccess to the area.

CATEGORIES OF CLASSIFIEDINFORMATION

'POP SECRET

The Top Secret classification is limited na-tional security information or material requiringthe highest degree of protection. It is appliedonly to information or material the defenseaspect of which is paramount, and the unau-thorized disclosure of which could result inEXCEPTIONALLY GRAVE DAMAGE to theNation, such as-

1. A war, an armed attack against the UnitedStates or her allies, or disruption of foreignrelations vitally affecting the national security ofthe United States.

2. The unauthorized disclosure of military ordefense plans, intelligence operations, or scien-tific or technological developments vital to thenational security.

Chapter 5 SECURITY

SECRET

The Secret classification is limited to nationalsecurity information or material which requiresa substantial degree of protection, the unauthor-ized disclosure of which could result in SERI-OUS DAMAGE to the Nation, such as-

1. Jeopardizing the international relations ofthe United States.

2. Endangering the effectiveness of a programor policy of vital importance to the nationalsecurity.

3. Compromising important military or de-fense plans, or scientific developments impor-tant to national security.

4. Revealing important intelligence opera-tions.

CONFIDENTIAL

The use of the Confidential classification islimited to national security information ormaterial which requires protection, the unau-thorized disclosure of which could reasonably beexpected to cause damage to the nationalsecurity, such as:

I. Operational and battle reports that con-tain information of value to the enemy.

2. Intelligence reports.3. Military radio frequency and call sign

allocations that are especially important, or arechanged frequently for security reasons.

4. Devices and material relating to commu-nication security.

5. Information that reveals strength of ourland, air, or naval forces in the United States andoverseas areas, identity or composition of units,or detailed information relating to their equip-ment.

6. Documents and manuals containing tech-nical information used for training, mainte-nance, and inspection of classified munitions ofwar.

7. Operational and tactical doctrine.8. Research, development, production, and

procurement of munitions of war.9. Mobilization plans.

10. Personnel security investigations andother investigations, such as courts of inquiry,

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which require protection against unauthorizeddisclosure.

11. Matters and documents of a personal ordisciplinary nature, which, if disclosed, could beprejudicial to the discipline and morale of thearmed forces.

12. Documents used in connection with pro-curement, selection, or promotion of militarypersonnel, the disclosure of which could violatethe integrity of the competitive system.

NOTE: Official information of the type de-scribed in paragraphs 10, 11, and 12 is classifiedConfidential only if its unauthorized disclosurecould reasonably be expected to cause damageto the security interests of the Nation. If suchinformation does not relate strictly to defense, itmust be safeguarded by means other than theConfidential classification as indicated in follow-ing text.

SPECIAL MARKINGS

In addition to the security labels mentionedalready, other markings also appear on classifiedmaterial. Among these markings are such desig-nations as "Restricted Data," and "Far OfficialUse Only."

Restricted Data

All data concerned with (1) design, manufac-ture, or utilization of atomic weapons, (2)production of special nuclear material, or (3) useof special nuclear material in production ofenergy bear conspicuous "Restricted Data"markings. RIstricted data, when declassifiedunder the Atomic Energy Act of 1954, must bemarked "Formerly Restricted Data, Handle asRestricted Data in Foreign Dissemination, Sec-tion 144b, Atomic Energy Act, 1054."

For Official Use Only

The term "For Official Use Only" (FOUO) isassigned to official information that requiressome protection for the good of the publicinterest but is not safeguarded by classificationsused in the interest of national defense.

SIGNALMAN I & C

PREPARATION AND MARKING

Each document or material is classified ac-cording to the importance of the information itcontains or reveals. It is important to identifyindividually items of information which requireprotection and then to consider whether com-promise of the document or material as a wholewould create a greater degree of damage thancompromise of the items individually. The clas-sification of the document or material must bethe classification that provides protection forthe highest classified item of information or forthe document or material as a whole, whicheveris higher.

The purpose of markings required for classi-fied material serves to record the proper classifi-cation, to inform recipients of the assignedclassification, to indicate the level of protectionrequired, to indicate the information that mustbe withheld from unauthorized persons, toprovide a basis for derivative classification, andto facilitate downgrading and declassificationactions.

Upon assignment of a classification categoryto information, it is immediately marked clearlyand conspicuously on all documents.

On documents the classification marking ofTOP SECRET, SECRET, or CONFIDENTIAL isstamped, printed, or written in capital lettersthat are larger than those in the text or thedocument. The marking is mandatory in addi-tion to the typed or printed designation requiredby the Correspondence Manual. When practi-cable, the markings are red in color. On othertypes of material, the classification marking isstamped, printed, written, painted, or affixed bymeans of a tag, sticker, decal, or similar devicein a conspicuous manner. If marking is notphysically possible on the material, writtennotice of the assigned classification is providedto recipients of the material.

TITLES AND SUBJECTS

Regardless of the overall classification of aclassified document (except certain high-levelsecurity documents), the originator will attempt:to assign an unclassified title or subject to thematerial when consistent with security and

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clarity. In all cases, however, the initial orinitials of the classification assigned to thedocument will be indicated in parentheses imme-diately following the item, using one of thefollowing notations: (U), (FOUO), (C), (S), and(TS). When appropriate, the symbol (RD) or(FRD) may be added to Restricted Data orFormerly Restricted Data. It is not necessary toassign one of these notations to the subject of aletter, endorsement, or memorandum of trans-mittal, if a statement is included indicating thatthey are unclassified upon removal of enclosuresor basic material.

REFERENCED MATERIAL

Except as precluded by requirements of com-munications security, documents which refer toclassified information need not bear the securitymarkings of the referenced material if referenceis made only by means such as file number,dates, date-time group, other identifyihg sym-bols, or subjects (provided the subject, standingalone, is not classified).

PARAGRAPHS

All classified documents, including cone-spondence and electrically transmitted messages,must be paragraph marked. When classifyingparagraphs, the appropriate classification mark-ing is placed in parentheses to the left of theparagraph immediately following the numericaldesignation or preceding the first word if theparagraph is unnumbered. If desired, the sym-bols (TS), (S), and (C) may be used. In the caseof unclassified information the symbols (U) or(FOUO), as appropriate, may be used. Whenrestricted data or formerly restricted data isinvolved, the symbols (RD) or (FRD) may beadded to the appropriate classification symbol.

When different items of information in oneparagraph require different classification, butsegregation into subparagraphs or separate para-graphs would destroy continuity or context, thehighest classification required must be applied tothat paragraph.

Whenever paragraph markings are imprac-ticable, a statement must be included on thedocument or in its text identifying the parts ofthe document that are classified and their

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Chapter 5SECURITY

assigned classification, or an appropriate classifi-cation guide, must be attached as part of thedocument. When it is known that the prospec-tive recipients of a document are in possessionof an appropriate classification guide, ?detente--to the guide in the body of the document maybe made in lieu of attaching the guide.

CHANGE IN CLASSIFICATION

When classified information is determined torequire a different level of protection than thatpresently assigned, or no longer requires protec-tion, it is regraded or declassified.

A mandatory continuing program based on atime schedule has been established for automati-cally downgrading and declassifying documentsoriginated within the Department of Defense.

The automatic downgrading and declassifica-tion system was instituted to ensure that allclassified matter is available to the general publicwhen secrecy is no longer necessary and torelieve the originator of future concern for theclassified aspects of documents or material theyhave produced.

Depending on the contents of the material,classified information is placed into one of fourgroups. The assigned grouping indicates whetherthe material may be declassified automatically in

'the future and if so, when.On March 8, 1972, the President signed

Executive Order 11652. The intent of theexecutive order was that less official informationwould be classified, more declassified, and thatwhich is classified would be better protected.

DOWNGRADING AND DECLASSIFICATIONMARKINGS

At the time of origination, each classifieddocument or other material created after 1 June1972 shall, in addition to the required classifica-tion marking of TOP SECRET, SECRET, orCONFIDENTIAL, be marked for downgradingand declassification conspicuously on the frontcover or first page, with an appropriate declas-sification notice.

When generating new documents after 1 June1972 whose classification is based on documentswith the old Group 1, 2, or 3 markings, thefollowing markings will be used (TOP SECRETauthority is'not required for exemption):

Classified by (circle if known the original classification authority, classifica-tion guide, or other classification source document. If notfeasible because of multiplicity of sources, leave blank)

Exempt from GDS of E.O. 11652

Exempt category (insert as appropriate one of the four new categories)

Declassify on "31 December" (insert whenever possible, year that is morethan 10 years but less than 30 years from original classificationdate. If a 10 to 30 year date cannot be determined, use 30 yeardate.)

When generating messages after 1 June 1972 whose classification is basedon documents with old group 1, 2, or 3 markings, the following marking willbe used (TOP SECRET authority is not required for exemption):

XGDS (insert as appropriate one of the four rim categories),

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100

SIGNALMAN 1 & C

DATE

or

EVENT

All Group 4 material will be subject to the General DeclassificationSchedule (GDS) but declassification actions will start on 1 January 1973.Individual items of this body of material which would normally bedeclassified under the GDS could be exempted from the GDS if exemptedby an individual with TOP SECRET classification authority prior to 1January 1973.

When generating new documents after 1 June 1972 whose classification isbased on documents with old Group 4 markings, the following markings willbe used:

Classified by (cite if known the original classification authority, classificationguide, or other classification source document. If not feasiblebecause of multiplicity of source leave blank)

Subject to GDS, automatically downgraded at two year intervals anddeclassified on (insert as appropriate, date, 6, 8, or 10 years afterclassification source date)

When generating electrically transmitted messages after 1 June 1972whose classification is based on documents.with old Group 4 markings, thefollowing markings will be used:

GDS (insert last two figures of appropriate year which is 10, 8, or 6 yearsfrom date of earliest classification source date)

When classifying material after 1 June 1972 which is not based onmaterial classified under the old system, the following procedures apply:

Classified by (must have appropriate original classification authority or citeauthorized classification guide)

Downgrade to:

SECRET on (date must be prior to that called for under the GDS)CONFIDENTIAL on (date must be prior to that called for under theGDS)

Declassify on (date must be prior to that called for under the GDS)

ur

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Chapter 5SECURITY

GDS

EXEMPT

DATEor

EVENTMSG

GDSMSG

EXEMPTMSG

Classified by (must have appropriate original classification authority or citeauthorized classification guide)

Subject to GDS E.O. 11652, automatically downgraded at two year intervals

Declassify on 31 December (insert year 6, 8, or 10 years hence asappropriate)

or

Classified by (must have original TOP SECRET classification authcrity orcite authorized classification guide)

Exempt from GDS of E.O. 11652

Exempt category (insert one or more of four exemption categories)

Declassify on "31 December" (insert whenever possible year that is morethan 10 years but less than 30 years from original classificationdate. If a 10 to 30 year date cannot be determined, use 30 yeardate.)

Or

Declassify (insert date (day, month, year) or event)

(NOTE: Record copy only should indicate classifier)

GDS (insert declassification year: e.g. 78)

(NOTE: Record copy only should show all information required)

or

XGDS(insert number of exempt category and last two digits of year inwhich declassified.) _

(NOTE: Record copy only should show all the information required)

These procedures apply to electrically transmitted messages as well asto other forms of recorded information. The old group markings: GP I, 2, 3,and 4 will no longer be used.

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SIGNALMAN I & C

GENERAL DECLASSIFICATIONSCHEDULE

1. TOPSECRET:

Information and material shallbe downgraded to SECRETtwo calendar years after origi-nation, downgraded to CON-FIDENTIAL four years afterorigination, declassified tenyears after origination.

2. SECRET: Information and material shallbe downgraded to CONFI-DENTIAL two calendar yearsafter origination, declassifiedeight years after origination.

3. CONFI-DENTIAL:

Information and material shallbe declassified six calendaryears after origination.

In each case, downgrading or declassifyingoccurs at the end of the appropriate fullcalendar year following the year in which theinformation or material was originated (or inother words, on 31 December of the appropriateyear). (See fig. 5-1.)

TOP SECRET

2 YEARS

SECRET

TYEARSCONFIDENTIAL.

6 YEARS

UNCLASSIFIED(10 YEARS TOTAL)

SECRET

FYEARS

CONFIDENTIAL

CONFIDENTIAL

-6 YEARS

UNCLASSIFIED(8 YEARS TOTAL)

6 YEARS

UNCLASSIFIED( 8 YEARS TOTAL)

46.69(37C)

Figure 5.1. Downgrading and Declassification(General Schedule).

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103

EXEMPTIONS FROM THE GENERALDECLASSIFICATION SCHEDULE

The exempted information or material wheth-er Top Secret, Secret, or Confidential must fallin one or more categories.

1. Furnished by foreign governments or inter-national organizations and held by the UnitedStates on the understanding that it be kept inconfidence. ,

2. Specifically covered by statute (e.g., re-stricted data and formerly restricted data) orpertaining to cryptography, or disclosing intelli-gence sources or methods.

3. Disclosing a system, plan, installation,project, or specific foreign relations matter thecontinuing protection of which is essential tothe national security.

4. Disclosure would place a person in imme-diate jeopardy.

In each case, the top secret authority shallspecify by number the exemption categorybeing claimed. The classification authority shallspecify a date or event for the automaticdeclassification of the information or materialinvolved, no less than 10 years and not morethan 30 years from year originated.

If it becomes necessary to classify the infor-mation or material by broad category, such asnuclear propulsion data, the classification au-thority must obtain CNO approval.

Whenever possible the original classifying au-thority will be shown including, if applicable,the identification of the controlling classifica-tion guide. If this is not shown, the person whosigns or finally approves the document ordirective will be deemed the classifier and hemust maintain records which show the sourcesor reasons for his classifications.

TRANSMISSION

Transmission is movement involving the ac-tual transfer of custody and responsibility for adocument or other classified material from onecommand to another command or other author-ized addressee.

Chapter 5SECURITY

Although transmission may be accomplishedby messenger, mail, wire circuits, secure radio,or other means, the purpose in every case is tokeep the information out of the hands of thosenot authorized to have it.

The most appropriate means of transmissionshould be selected within the requirements ofprecedence and security.

MESSENGER

Classified matter is transmitted by messengerwhen security not speedis the paramountobjective. The principal messenger agency forthe Department of Defense is the Armed ForcesCourier Service (ARFCOS). This agency is re-sponsible for the safe transmittal of highlyclassified matter to military addressees andcertain civilian agencies throughout the world.The ARFCOS courier transfer stations are loca-ted in designated' areas. Every item of classifiedmaterial sent via ARFCOS is in the physicalcustody and control of a military courier fromthe time of entry into the system until theaddressee or his authorized representative re-ceipts for it. Classified material that may go byregistered United States mail is not transmittedby ARFCOS.

MAIL

In addition to transmitting unclassified mate-rial, the United States postal system is used totransmit classified material except Top Secretmatter and cryptographic aids and devices.Secret matter must be sent by registered mailinstead of by ordinary mail, and must not entera foreign postal system. Confidential materialcan be mailed through the United States PostalService certified or first class mail within UnitedStates boundaries. United States Postal Serviceregistered mail shall be used for (1) Confidentialmaterial of NATO, SEATO and CENTO; (2)APO or FPO' addressees, and (3) other addres-sees when the originator is uncertain that theirlocation is within the United States boundaries.The single exception to this is that materialaddressed to Canadian Government activities ispermitted to pass through the Canadian postalservice. The great bulk of the Navy's admin-istrative traffic is sent by mail, thus reserving

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x.04

radio circuits for operational traffic insofar aspossible.

Mailable Secret and Confidential material isdouble wrappedthe classified material beingsealed inside an opaque container which is thensealed within a second opaque container, Theinner container shows the address of the receiv-ing activity, the classification of the enclosedmaterial (including special markings), and anyapplicable special instructions. It is carefullysealed to minimize the possibility of accesswithout leaving evidence of tampering. Theouter container shows the address of the receiv-ing activity and the correct return address of thesender. The outer container DOES NOT bear aclassification marking. Top Secret mail it pre-pared for transmission in a similar manner, but isNOT transmitted by mail, since it must betransmitted under a continuous chain of re-ceipts.

TRANSMISSION SECURITY

Transmission security is that component ofcommunication security resulting from all meas-ures designed to protect transmission frominterception, traffic analysis, and imitative de-ception. Every means of transmission is subjectto interception. In radio transmission, it must beassumed that all transmissions are intercepted.

Within requirements of precedence and secur-ity, the most appropriate means of transmissionshould be selected. Following are the usuallyavailable means of transmission, in order ofsecurity: (1) messenger, (2) registered mail, (3)approved wire circuit, (4) ordinary mail, (5)nonapproved wire circuit, (6) visual, (7) soundsystems, and (8) radio.

SPEED VERSUS SECURITY

Three fundamental requirements of a militarycommunic.ition system are reliability, security,and speed. Reliability is always paramount.Security and speed are next in importance and,depending on the stage of an operation, areinterchangeable. During the planning phase, forinstance, security is obviously more importantthan speed; during the execution phase, speedmay possibly surpass security in importance.

SIGNALMAN 1 & C

This statement is not meant to imply that eitherrequirement can ever be ignored completely.Modern high-grade cryptosystems permit secur-ity with speed. In tactical operations, however,when speed is so important that time cannot bespared for encryption, and transmitted informa-tion cannot be acted upon by an enemy in timeto influence current operations, messages of anyclassification except Top Secret may be trans-mitted in the clear over any wire or radio circuit.Each message must be approved and releasedseparately. Any linkage to previously encryptedmessages should be avoided. Such transmissionsir elude the word CLEAR at the beginning of thetext to indicate the message contains classifiedmaterial. Upon receipt, the message is marked"Received in the clear" and is handled asConfidential. If information must be furthertransmitted, an entirely new message is drafted.

WIRE SYSTEMS

Two categories of wire systems are utilized intransmitting classified information. They areapproved and nonapproved. These systems in-clude telephone, telegraph, teletypewriter, andfacsimile facilities. Many requirements that mustbe met before designating that a wire circuit isapproved are not taken up in this text.

Any approved circuit may be designated assuch only by a service Chief of Staff, Chief ofNaval Operations, supreme commander of atheater of operations, or such officers as theymay specify. The number of approved circuits iskept to a minimum consistent with operationalrequirements. Each approved circuit is ratedaccording to the highest classification of infor-mation authorized to be transmitted over it inthe clear. Under no circumstances, however, isinformation classified higher than Secret sotransmitted.

Except in those situations discussed previ-ously, where speed is ..iore important thansecurity, no classified information may be trans-mitted in the clear over nonapproved circuits.

VISUAL TRANSMISSION SECURITY

The various means of visual transmission, inorder of security, are these day and nightgroups:

100

Day: (1) hand flags, (2) directional flashinglight, (3) panels, (4) flaghoists, (5) pyrotechnics,and (6) nondirectional flashing light.

Night: (1) infrared communication systems,(2) directional flashing light, (3) pyrotechnics,and (4) nondirectional flashing light.

Transmission of a classified message in plainlanguage by visual means is authorized only aftercareful consideration is given to the possibilityof interception by unauthorized persons. Theaperture of directional flashing light equipmentis kept as narrow as possible, and filters are usedat night to reduce detectable range. Under nocircumstances are translations of encrypted mes-sages transmitted by visual means. This methodsubjects the entire cryptosystem to possiblecompromise.

RADIO TRANSMISSION SECURITY

When a message is transmitted by radio, itsometimes is possible to know a few receivers,but all of them never become known. It must beassumed that an enemy receives every tansmis-sion. Properly prepared messages using moderncryptosystems may prevent an enemy fromunderstanding a message, but he still can learn alot. As time for a planned operation approaches,for instance, the number of messages trans-mitted increases so markedly that, although anenemy may be unsure of its exact nature, heknows that something will occur soon and hecan alert his forces accordingly. Strict radiosilence is the main defense against radio' intelli-gence.

The amount of radio traffic is not the onlyindicator used by an enemy. He can be expectedto run statistical studies of message headings,receipts, acknowledgments, relays, routing in-structions, and services. From such studies com-munication experts can learn much about anopponents operations, past and future. By meansof direction finders they determine wheremessages originate, which is a valuable aid in theirstudies.

Although traffic analysis by the enemy can-not be prevented, it can be made more difficultand less reliable. Such measures as the followingcan be taken:

1.05

Chapter 5SECURITY

1. Make maximum use of communicationmeans other than radio.

2. Maintain strict circuit discipline.3. Use broadcast method where possible.4. Rotate call signs and address groups.5. Reduce use of service messages.6. Use codress messages.7. Encrypt all classified messages.8. Reduce test transmissions to minimum.9. Avoid external routing instructions.

RADIOTELEPHONE SECURITY

Radiotelephone nets are operated so fre-quently that many operators tend to be careless.There are too many instances of interception ofVHF/UHF transmissions at distances of manythousands of miles for this condition to con-tinue.

Certain rules apply, and all persons havingoccasion to use a radiotelephone should bethoroughly familiar with them.

1. Use each circuit for its intended purposeonly. Keep number of transmissions to a mini-mum.

2. Think out contents and wording beforestarting transmission in order to reveal noinformation of military value, even by implica-don.

3. Write message before transmission, if prac-ticable.

4. Keep all transmissions brief, concise, andclear.

5. Transmit no classified information in plainlanguage, including plain language references toclassified titles, units, places, chart references, orpersons that may reveal the nature of theheadquarters, task force, or other units con-cerned.

6. Avoid linkage between radiotelephone callsigns and any other call signs.

7. Follow prescribed radiotelephone pro-cedure at all times.

DESTRUCTION OF CLASSIFIEDDOCUMENTS

When it becomes necessary to destroy classi-fied documents, the recommended methods areby burning, shredding, pulping, or pulverizing.

101

Destruction is accomplished in the presenceof two witnesses. A witnessing official may be acommissioned officer, warrant officer, enlistedperson E-7 or above. If none of these areavailable, a mature or reliable enlisted pettyofficer E-5 or ;71-6, or U.S. civilian employee ingrade GS-5 or GS-6 may be designated as awitnessing official. All persons witnessing thedestruction of classified material must have asecurity clearance at least as high as the categoryof material being destroyed, and they will bethoroughly familiar with the regulations andprocedures for safeguarding classified informa-tion.

When appropriate, certificates of destructionare prepared and signed by witnessing officials.These officials will observe complete destructionof the classified documents and the residue ofsuch documents will be checked to determine ifdestruction was complete and that reconstruc-tion is impos3ible. When burning classified mate-rial, efforts must be made to ensure thatportions of burning material are not carriedaway by winds or drafts.

A Certificate of Destruction (OPNAV Form5511-12, Rev. ( )) must be prepared for non-registered Top Secret and Secret documents.These certificates are retained for a period oftwo years by the command destroying thematerial and will include a complete identifica-tion of the material destroyed and the date ofdestruction. It also includes the signature of theofficer authorizing the destruction and thewitnessing officials.

In the case of Secret documents only, use ofrouting sheets, mail logs, and other similaradministrative records is authorized in lieu of aCertificate of Destruction, provided all necessaryinformation (identification of material, date ofdestruction, signature of officer authorizing de-struction and witnessing officials) is includedthereon. Confidential or lower classified docu-ments do not require a Certificate of Destruc-tion.

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ROUTINE DESTRUCTION

Destruction of superseded and obsolete clas-sified materials that have served their purpose istermed routine destruction.

SIGNALMAN 1 & C

Destruction may be accomplished by burning,pulping, p"lverizing, or shredding. Burning is themethod used most commonly aboard ship.

It is most likely that an SM 3&2 will be calledupon to assist in burning classified material.Every member of the 6urn detail should knowexactly what is to be burned and shoulddoubleched: each item before it is burned.Routine destruction of classified messages andtrash generally is handled on a daily basis owingto the rapid accumulation of these materirls andthe limited space available for storage. Tofacilitate the complete destruction of classifiedmaterial, individual pages should be placedloosely into a burn bag prior to burning. Forexample, bound documents should be tornapart, pages crumpled, and fed to the fire a fewpages at a time. All materials must be watcheduntil it is completely consumed. The ashes mustbe broken up and sifted through to ensurecomplete destruction. Following complete de-struction of the classified matter, the Burn Logentry is made and the officer present is requiredto inspect the ashes and sign as a witness to thedestruction. Upon his approval, the ashes aredisposed of in accordance with command policy.

EMERGENCY DESTRUCTION

Emergency destruction of classified materialis authorized any time it is necessary to preventits capture by an enemy.

Destruction plans call for the highest degreeof individual initiative in pre paring for and inactually commencing the required destruction.It is extremely important for all Signalmen tounderstand that in emergencies, subjecting clas-sified material to compromise through capture,they must start necessary destruction under theplan without waiting for specific orders.

The order in which classified material is to beacstroyed under emergency conditions shouldbe determined in advance and the material somarked and stored. The effective edition a theOPNAV Instruction 5510.1 offers directionsabout the priority of destruction.

Cryptographic material has the highest prior-ity for emergency destruction. Insofar as human-ly possible, it must not be permitted to fall intoenemy hands. Other classified matter is de-

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stroyed in the order of classificationhighest,classification first.

Destruction by fire is the preferred methodfor all combustible materials. Oil or chemicalsmay be used to facilitate burning. Classifiedequipment must be smashed beyond recognitionand unclassified equipment should also be de-molished beyond repair.

A sufficient number of destruction toolsincluding sledge hammers, screwdrivers, axes,and wire cuttersare always kept in CIC andequipment spaces for use in emergency destruc-tion.

SECURITY VIOLATIONS ANDCOMPROMISES

When classified information has been lost,compromised, or ^ubjected to compromise, ac-tion is initiated to regain custody of the infor-mation and afford it proper protection.

INVESTIGATIVE ACTIONS REQUIRED

Any individual discovering a loss, compro-mise, or subjection to compromise of classifiedinformation reports the facts immediately to themost readily available command.

The command which receives the individual'sreport takes immediate action to gain custody ofthe information concerned and affords it ade-quate protection. An initial inquiry is conductedto identify accurately the information con-cerned; to determine the circumstances involvedin the discovery of theloss, compromise, orsubjection to compromise; and tentatively toestablish whether the possibility of compromiseis remote ox substantial. For U.S. Navy andMarine Corps originated classified information, ?report of the results of the initial inquiry is sentby rapid means to the command having ..usto-dial responsibility for the information con-cerned. (When the command making the initialinquiry is also the command having custodialresponsibility, this report is made to the origiLnator.) Information copies are forwarded to theoriginator and the Chief of Naval Operations(ACNO (Intelligence)). If the loss or pcssibiPcompromise is of pages or parts of a classifieddocument (with the exceptiog of registered

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Chapter 5SECURITY

cryptographic publications), and if the com-mand determines upon initial inquiry that com-promise could not have resulted or that possibil-ity of compromise is remote, an informationcopy of the report need not be furnished to theChief of Naval Operations.

Upon receipt of the initial inquiry, if furtheraction is required, the command having custo-dial responsibility makes or arranges for, athorough inquiry into the matter. When circum-stances indicate, the investigative services of thenearest Naval Investigative Service Officershould be requested.

After reviewing the record of investigation,the command having custodial responsibilityinstitutes procedures to prevent a recurrence ofloss or compromise and takes or recommendsdisciplinary action, as appropriate, in the case ofpersonnel found responsible.

Upon receipt of the report of initial inquiryadvising of the loss, compromise, or subjectionto compromise, which may or may not requirefurther action, the originator of the classifiedinformation reevaluates all programs, plans, andoperations which could in any way be affectedby the loss, compromise, or subjection tocompromise, in order to determine and imple-ment necessary modifications in such programs,plans, and operations. The originator promptlynotifies all holders of copies of the material, aswell as those activities whose programs, plans, oroperations could in any way be -affected by theloss, compromise, or subjection to compromise,in order that they may undertake reevaluationof the programs, plans, and operations, andimplement necessary modifications thereto.

CARE DURING WORKING HOURS

Each person in the naval establishment musttake every precaution to prevent deliberme orcasual access to classified information by unau-thorized personnel. Among the precautions tobe followed are:

When classified documents are removedfrom stowage for working purposes they are tobe kept under constant surveillance or facedown or covered when not in use.

Visitors not authorized access to the classi-fied information within a working space' are

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Ins

received or interviewed in a specially arrangedreception room or area.

Drafts, carbon sheets, carbon paper, type-writer ribbons (one time), plates, stencils, steno-graphic notes, worksheets, and similar itemscontaining classified information are either de-stroyed by the person responsible for theirpreparation after they have served their pur-poses, or are given the same classification andsafeguarded in the same manner as the classifiedmaterial produced from them.

New typewriter ribbons used in the prep-aration of classified material are either typed onuntil illegible, or given the same classificationand safeguarded in the same manner as classifiedmaterial prepared from them.

Classified material, upon receipt, is openedby the addressee or by persons specificallyauthorized by him in writing to open material ofthe grade involved.

If for any reason, a room must be vacatedduring working hours, any classified materialtherein must be stowed in accordance withstowage instructions for the classification in-volved.

CARE AFTER WORKING HOURS

A system of security checks at the close ofeach working day mutt be instituted to ensurethat classified material held by a command isproperty protected. Custodians of classifiedmateriel are required to mike an inspectionwhich ensures as a minimum that:

All classified material is stowed in theprescribed manner.

All classified material which is passed fromwatch to watch is properly accounted for.

Burn bags are properly stowed or de-stroyed.

The contents of wastebaskets which con-tain classified material are properly stowed ordestroyed.

Classified shorthand notes, carbon paper,typewriter ribbons, rough drafts, and similarpapers are properly stowed or destroyed. As amatter of routine during the day, such items areto be placed in burn bags immediately after theyhave served their purpose.

SIGNALMAN I & C

Identification of the individual responsible forthe contents of each container of classifiedmaterial must be readily available. The indi-vidual so identified is contacted in the event acontainer of classified material is found openupon inspection.

CONTROL OF DISSEMINATION

Persons in a command status are responsiblefor controlling the dissemination of classifiedinformation emanating from or distributed with-in their commands. They are also responsible forpromulgation of directives, as necessary, toprevent unauthorized dissemination of informa-tion under their control. The existence, nature,content, or whereabouts of classified informa-tion is not divulged needlessly.

Dissemination of classified information islimited to those persons whose official militaryor other Government duties require access in theinterests of promoting national defense, andwho have been properly cleared for accessthereto.

Responsibility for determining whether a per-son's official military or other governmentalduties require that he possess or have access toclassified information and whether he is author-ized to receive it rests upon each individual whohas possession, knowledge, or command controlof the information involved, and NOT upon theprospective recipient. In the case of a foreigngovernment there is an additional requirementfor written authorization from CNO.

ACCOUNTABILITY

Control and accountability of classified docu-ments are necessary to prevent excessive produc-tion or reproduction, to limit dissemination, tomake all recipients known, and to allow forcontrol of all information. These requirementscan be fulfilled by effective supervision, consci-entious and informed execution of personalresponsibilities, and efficient management.

The accounting system for an activity shouldprovide readily available information on: (1)what classified material has been received, (2)what classified material has been produced, (3)whc '. custody of a particular document, and

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(4) what disposition has been made of TopSecret and Secret material. There are twomethods of accounting for classified materialthe classified material control record and thelogbook method.

Classified Material Control Record

The classified material control record is usedfor control of incoming and internally routedclassified matter. This record serves as a con-tinuous receipt system required for all TopSecret material. It is a multiple-carbon formwhich requires little time for preparation. Theform is supplied in three colors: green, Confi-dential; yellow, Secret; and pink, Top Secret.Part 4 of the control record is a 3 x 5 card calledthe Classified Material Inventory-Locator Rec-ord which is filed indefinitely. Final dispositionof material is indicated on the reverse side ofthis card.

Classified Material Log

Activities that handle small quantities ofclassified material (20 items or less a day) willfind the logbook system to be the most practicalmethod for accounting for data. In this system,the log is divided into two sectionsincomingand outgoing. Each piece of material sent orreceived is then recorded in the appropriatesection.

DISCLOSURE RECORD

All persons having knowledge of DOD infor-mation classified Top Secret must be identifiableat all times. Each office originating or receivingTop Secret information maintains a list of allpersons within such organization or office hav-ing access thereto. This identification is accom-plished by attaching a Disclosure Form to thematerial and any individual gaining knowledgeof it affixes his name, the name of the activity,and the date of access thereto. If a person'ssignature is used and it is not clearly legible, thename is also printed. The disclosure record formis not detached from the material to which it isattached unless it is transmitted to anotheractivity for retention. When the disclosure form

Chapter 5SECURITY

is detached, it is retained locally for a minimumperiod of 1 year.

The disclosure record form is used in additionto the continuous receipt system (classifiedmaterial control record) which is required forTop Secret material.

There are two exceptions to the requirementfor attaching the disclosure record form: (1)mail rooms, file rooms, communication andmessage centers, and printing and reproductionactivities engaged in processing large volumes ofTop Secret material may not require assignedpersonnel to sign individually the disclosurerecord form if access to the area is limited topermanently assigned personnel and if theseindividuals are identifiable by roster as havingaccess on any given date, and (2) oral discussionswithin committees or conferences involving thedisclosure of Top Secret information are alsosubject to accounting requirements. The require-ment is considered satisfied if the minutes of theconference or meeting shows a summary of theinformation discussed or furnished and a com-plete listing of all persons present.

ACCOUNTING FOR CLASSIFIEDINFORMATION

Accounting for Top Secret

Except for publications containing a distribu-tion list by copy number, all copies of each TopSecret document and each item of Top Secretequipment is serially numbered at time oforigination; e.g., Copy No of copies.Each page of a Top Secret document notcontaining a list of effective pages is numbered"Page_ of pages."

Top Secret documents are not reproducedwithout permission of the issuing officer orhigher authority.

When Top Secret documents are reproducedwith permission of the issuing officer or higherauthority, all reproduced copies are seriallynumbered and recorded with the Top Secretcontrol officer in order to maintain completeaccountability. An acceptable method of identi-fying the new copies is to label them "Copynumber 12/1 of copies," "Copy 12/2of copies," etc. The first number (12) is

105

110

the copy number of the original series fromwhich reproduction is made.

The control of Top Secret material is main-tained by the Top Secret control officer, if oneis designated, or the classified material controlofficer.

Accounting for Secret

As a minimum requirement, commands mustestablish administrative procedures for recordingall Secret material originated and received, anddistributed or routed to components of, oractivities within, the command. The disclosurerecord form is a valuable aid in maintainingsecurity of Secret material.

Accounting for Confidential

All Confidential material that is received orproduced by a command must be recorded.

Serial Numbers

The Correspondence Manual prescribes thatclassified correspondence shall be serially num-bered by the originator for each calendar year. Aserial number is one of a consecutive group ofArabic numerals assigned to a specific piece ofcorrespondence for identification purposes. Aseparate series of numbers is used for eachspecific category of classified information. Serialnumbers for Confidential letters are preceded bythe letter "C"; those for Secret, by "5"; and forTop Secret, by "T".

STOWAGE OF CLASSIFIED DOCUMENTS

The Chief of Naval Operations has developedphysical security standards and requirementswhich serve as a uniform guide for determiningthe kind and degree of physical protectionrequired for classified matter. These standardsand requirements designed to provide flexibilityas well as adequacy in the physical securityprogram for the protection of this type ofmaterials, are intended to serve the followingpurposes:

1. Provide a more definite basis for planningand implementation of the physical securiprogram.

SIGNALMAN 1 & C

2. Achieve greater uniformity in the protec-tive measures provided for facilities having likesecurity interests.

3. Achieve greater consistency by narrowingthe limits of individual interpretation.

4. Provide a more definite basis for keyingsecurity measures to the security interest in-volved.

A system of numerical evaluation provides auniform guide for establishing security protec-tion for stowed material which is commensuratewith the security interest of such material. Itprovides not only a means of determining therelationship between the security interest andthe level of protection, but also sets forth valuesfor various elements of the security which .maybe combined and integrated to produce anacceptable security system. The system of nu-merical evaluation does not guarantee protec-tion, nor does it attempt to meet every con-ceivable situation; however, with a common-sense implementation of the system it is possibleto obtain a satisfactory degree of security with aminimum of sacrifice in operational efficiency.

The elements of the - numerical evaluationsystem are: (1) a table of equivalents (fig. 5-2),which assign a numerical value for various typesof stowage areas, containers, guarding, and alarmsystems, etc.; and (2) an evaluation graph (fig.5-3) which establishes, in the form of numericalvalues, minimum levels of relative security re-quired for the protection of classified material.

The following is an example of the imple-mentation of the numerical evaluation system:

GIVEN: One metal file cabinet with a built-incombination lock, civilian watchman in thegeneral area, no protective alarm system, andcontrol of personnel access. By referring to thetable of equivalence (fig. 5-2), you can obtainthe number of points allotted for each of thegiven safeguards.

Metal file cabinet with built-incombination lock 15Civilian watchman in general area 10No protective alarm system . . . . . 0

TOTAL POINTS 25

106

1'11

Take 25 and go to the evaluation graph (fig.5-3). By finding 25 and going down the graph,you will see that this particular group ofsafeguards is capable of holding moderate quan-tities of Confidential material or one Secretdocument.

KEYS AND COMBINATIONS

Keys for padlocks used to protect classifiedmaterial are given the same degree of proltectior,that is required for the material they protect. Itis essential that combinations be known, or keysaccessible to, only those persons whose dutiesrequire access to the containers involved.

The combination of a security container ischanged-

1. when the container is received;2. when any person having a knowledge of it

leaves the organization;3. at any time there is reason to believe the

combination has been compromised; and4. at 12-month intervals.

Combination locks left in an unlocked condi-tion and not under continuous surveillance mustbe changed before they are used again. Anypaper showing the combination to a lock is giventhe same classification as the material within thecontainer.

Records of combinations are sealed in an en-velope and kept file by the classified materialcontrol officer, duty officer, or any other persondesignated by the commanding officer. In select-ing combination numbers, multiples of 5, simpleascending or descending arithmetical series, andpersonal data, such as birth dates and serial num-bers are to be avoided. The same combination isnot used for more than one container in any onearea.

Make sure that all personnel concerned are in-doctrinated in the requirement for rotating thedial of combination locks at least three completeturns in the same direction when securing safes,files, or vaults. In most locks, if the dials aregiven only a quick twist, it is generally possibleto open the lock by merely turning the dial backin the opposite direction. Additionally, responsi-ble personnel are required to ensure that alldrawers of safes and file cabinets are held firmly

Chapter 5SECURITY

Element of Security Value Element of Security Value

I. Stowage Areas:a. Security Fences:

2. Stowage ContainersContinued .

q. Class 6 map and plan, approved GSA secu-(1) Classified area surrounded by a security

fence with all gates secured or con-rity container

3. Guarding:55

trolled 5 a. Supporting Guard Force:b. Protective Lighting: (1) Civilian Supporting Guard Force 10

(1) Security areas lighted by protective (2) Military Supporting Guard Force 15lighting 5 b. Guards:

c. Building or Ship:* (1) Civilian Guards:(1) Conventional frame or good quality (a) Civilian guard in general area 10

temporary structure 5 (b) Civilian guard check of container(a) Controlled areas within 15 each hour 15(b) Limited areas within 25 (c) Civilian guard check of container(c) Exclusion areas within 35 each M hour 20

(2) Masonry or steel structure with sub- (d) Civilian guard in attendance atstantial partitions, floors and ceilings (in- container 30cluding magazines) 10 (2) Military Guards:(a) Controlled areas within 20 (a) Military guard in general area .15(b) Limited areas within 30 (b) Military guard check of container(c) Exclusion areas within 40 each hour__ 20

(3) Aboard a Commissioned Ship 25 (c) Military guard check of container(a) Controlled area 35 each M hour 25(b) Limited area 40 (d) Military guard in attendance at(c) Exclusion area 50 container 60

(4) "In Service" or MSC chartered vessel_ 10 c. Sentry dog accompanying military or(a) Controlled areas within 20 civilian guard 10(b) Limited areas within 30 4. Protective Alarm Systems:(c) Exclusion areas within 40 a. Alta Alarm System:

2. Stowage Containers: (1) Make or break (electro-mechanical)a. Metal, keylock (built-in) 0 alarm to detect entry into immediateb. Metal, key padlock (attached)c. Metal, high security key padlock (at-

0 area_(2) Other alarm system to detect entry

5

tached) 5 into immediate area 10d. Metal, combination padlock (attached).___e. Metal, high security combination padlock

5 (3) Alarm system to detect entry orattempted entry into immediate

(attached) 10 area_ 15

f. Methl, combination lock (built-in) 15 (4) Alarm system to detect entry or at-g. Strongroom or weapons magazine 15 tempted entry and approach to im-h. Class C Vault__ 50 mediate area 25

i. Class B Vault 60 b. Container Alarm Systems:

j. Class A Vaultk. Class 2, approved GSA security container_ _I. Class 3, approved GSA security container_ _

706050

(1) Make or break (clectro-mechanical)alarm to detect opening of container...

(2) Other alarm system to detect openingof container

10

15m. Class 4, approved GSA security container_ _ 60 (3) Alarm system to detect opening orn. Class 5, approved GSA security container. _ 70 tampering with container 20o. Class 6, approved GSA security container_ _p. Class 5 map and plan, approved GSA secu-

55 (4) Alarm system to detect opening ortampering with and approach to con-

rity container 70 tainer 25

Buildings must be under U.S. Government control or if not underU.S. Government control the spar occupied within the building mustDo at hut a controlled area.

Evaluate as indicated provided other elements In the security pro-gram are avail-Arlo to minimize the pu.sibility of unauthorized accessto the container.

31.3Figure 5.2.Table of numerical equivalents.

107

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Chapter 5SECURITY

in the locked position when they are closed. Allbuilt-in combination locks must be equippedwith a plastic dust cover.

CONTAINERS FOUND OPEN

Whenever a container in which classifiedmaterial is stowed is found unlocked, in the ab-sence of assigned personnel, the incident is re-ported immediately to the senior duty officerpresent. The container must be guarded until theduty officer arrives and upon his arrival, he willinspect the classified material, lock the con-tainer, and make a security violation report tothe commanding officer. If the duty officer feelsthat the classified information may have beencompromised, he will order the responsible per-son to return to the ship or station and make adefinite inspection report. Further appropriateaction will be taken by the commanding officeror higher authority.

SUBVERSION OF MILITARY PERSONNEL

There are a number of ways in which agentsof foreign governments may attempt to subvertmilitary personnel in order to gain access to se-(-Aril), information. If you understand some ofthe methods used by foreign agents, you can beon the alert for actions that might get you in-volved with subversive parties.

To begin with, it should be remembered thatcost, time, and effort are no obstacles to a for-eign government that is really out to get vital in-formation. Trained agents may be sent to areasnear military installations, where they mayspend weeks, months, or even years establishingthemselves and becoming friendly with militarypersonnel.

One of the commonest methods of subversioninvolves getting a hold on a person who might bein a position to obtain classified information.The hold can b almost anythingexcessivedrinking, illicit persona! relationships, the use ofdrugs, or excessive monetary indebtedness, toname but a few of the habits or actions thathave gotten people into trouble. A person with aproblem of this sort is fair game for foreignagents, since he can be blackmailed into doing

109

things that are in violation of security regula-tions.

Trained -foreign agents know how to exploitweaknesses wherever they fmd them. For exam-ple, consider a petty officer who has gottendeeply in debt through gambling or just poorbudgeting. The agent may skillfully get the maneven deeper in debt, then lend him money tohelp him get out of trouble. Eventually thepetty officer will fmd himself in a positionwhere he feels that he cannot refuse to give theagent small and relatively unimportant pieces ofinformation. The information requested is usual-ly minor, at first; but the demands increase astime goes on, and the petty officer may finallybecome so involved,and so trapped that he endsup giving vital information to a foreign agent.

A person who is married and has family obli-gations is a prime target for another approach.He may be taken to parties or other social gath-erings and introduced to women who, unknownto him, are actually foreign agents or in the payof foreign agents. If the military man becomessufficiently involved with one of these women,all meetings and actions are recorded and photo-graphed without the victim's knowledge. Whensufficient evidence has accumulated, the victimis blackmailed into turning over information.Small bits of relatively unimportant informationmay be requested at first; but it will not be longbefore more vital information is demanded.

As may be seen from these examples, a personwho has been selected to be a source of informa-tion to a foreign agent is in a very difficult posi-tion. His weak points are emphasized and playedupon until he feels completely trapped. In des-peration, he feels that he has no course of actionexcept to cooperate and furnish information tothe foreign agent.

However, this is not true. There is always onehonorable way to get out of this kind of diffi-culty. If you should ever find yourself entangledin such a situation, DO NOT ALLOW YOUR-SELF TO BE BLACKMAILED. Tell the wholestory to your division officer, legal officer, or se-curity officer. Don't try to handle the situationby yourself; your chances of being able to out-wit a highly trained foreign agent are just aboutzero. So tell your story fully and completely, in-cluding any wrong actions of your own, and ac-cept the consequences. Remember that whatever

114

SIGNALMAN 1 & C

wrong actions you may have committed up tothis point are nothing compared to the act of ac-tually cooperating with a foreign agent.

SECURITY CLEARANCES

A security clearance is a formal declarationthat an individual is eligible to have access tocertain classified information. This action is nor-mally taken by the commanding officer and ismade a matter of record in each instance by theissuance of a Certificate of Clearance (OPNAVForm 5521-429), a signed copy of which isplaced in the person's service record. The highestlevel of classified matter to be handled is named,such as Top Secret or Secret. A Certificate ofClearance need not be executed for military per-sonnel authorized to handle Confidential infor-mation unless the basis for authorization is aBackground Investigation or a National AgencyCheck.

Eligibility for clearance is established by aninvestigation of the person's background, includ-ing his actions, his family, and his associates, fora number of years (in some cases for his entirelife).

Because an investigation may take some time,commanding officers may grant an "Interim-Clearance," pending receipt of the investigationreport. An interim clearance is an administrativedetermination for temporary access to classifiedmaterial. An interim clearance is given when theperson is needed at once for work with classifiedmatter and when it appears likely that the re-sults of the investigation will be favor able.

TYPES OF INVESTIGATIONS

Investigations are carried out in order to ef-fect a fmal security clearance. Whenever it isestablished that an individual will need access toclassified matter, investigations will be request-ed, An investigation must be initiated at thetime any interim clearance is issued..

A final clearance is executed upon satisfac-tory completion of the investigation, unless therequirement for clearance no longer exists.

Personnel security investigations are of twotypes:

110

115

1. National Agency Check2. Background Investigation

Detailed instructions for requesting personnelsecurity investigations are set forth in OPNAV-INST 5510.1D and DOD Directives 5210.8(REF (H)) and 5220.6 REF (T) as appropriate.

GUIDE TO PERSONAL CONDUCT

Your personal conduct can result in the denialor revocation of your security clearance, and/orpunishment under the UCMJ or civilian law.You must always be security conscious evenafter. separation from the Naval Service. Youhave a personal responsibility for maintainingthe security of any classified matter of whichyou have knowledgepast or present. The unau-thorized disclosure of classified information willnot be tolerated.

During your security briefing you read certainCriminal Statutes of the United States Code re-lating to defense information. To assist you inremembering them, the following is a list of actswhich, committed advertently or inadvertently,are punishable by law.

Communicating or giving to unauthorizedpersons any information relating to the nationaldefense.

Permitting such information in your cus-tody to be stolen or destroyed through yourown gross negligence.

Failing to report to your superior theknown loss or destruction of such information.

Hiding or shielding any person whom youbelieve or suspect has taken, communicated tounauthorized persons, or lost such information;or who has permitted any such information tobe stolen or destroyed.

Making defective in any manner an articleor material which is to be used or is in any wayconnected with the national defense.

Damaging or destroying any building, prop-erty, or equipment used in connection with thenational defense.

Taking, stealing, or damaging any propertywhich is being made for or which belongs to thegovernment.

Photographing or making any map orsketch of anything relating to or being

Chapter 5--SECURITY

manufactured for the national defense, exceptwhen authorized or in the performance of yourregular duties.

Disobeying any order or regulation pub-lished by the Secretary of Defense, or his desig-nated representative, which relates to the secur-ity or protection of any national defense plant.

Reproducing, publishing, selling or givingaway photographs, sketches, pictures, drawings,maps, or graphical representation of any militaryinstallation or equipment.

Possession of classified material or materialwhich would be detrimental to the United Statesexcept in the proper work area. This includesthe taking of classified material to an indi-vidual's home without proper authorization.

Knowingly and willfully falsifying or con-cealing of material fact.

Making false, fictitious or fraudulent state-ments or representations.

On Duty Responsibility

While on duty you, as a military member ofthe Naval Establishment, are responsible forsuch security responsibilities in your office orspace as may be assigned by your supervisor.You may not delegate this responsibility.

It is your responsibility to safeguard classifiedinformation from unauthorized disclosure. Thismay be accomplished by constant reference tothe clearance status and "Need to Know" re-quirement on the part of those persons beinggiven access to classified information under yourcontrol. Every member of the Naval Establish-ment verified as being cleared may disclose clas-sified information to other individuals in thecourse of official activities only.

After they have determined the clearancestatus of the other party, they must then deter-mine that the person to be given access to theclassified information concerned has the official"Need to Know" which necessitates such access.This procedure is not necessary for those per-sonnel whose clearance status is known to youand involved in day-to-day working relationship.Once again, it is emphasized that the basic re-sponsibility for safeguarding the security of clas-sified information rests with each individual hav-ing knowledge and use of such information.

111

Off-Duty Responsibility

Discussion of classified aspects of your workshould not be carried on at military or civiliansocial gatherings, even though all personnelpresent are cleared. Furthermore, classifiedmaterial shall not be removed from the confinesof your ship, station or activity except onapproved official business. Extreme care shouldbe exercised with members of your family oryour friends. They are not cleared. They have no"Need to Know" and they have not beenindoctrinated in the necessary safeguards re-quired for the security of classified information.

A General Guide

It is not possible to provide each individualwith a complete list of "do's and don'ts" as faras security is concerned. There are, however,two "rules of thumb" which will usually help inanswering the questions, "Should I do this?" or"Should I say this?"

Rule 1. Could spies or traitors possibly learnanything from this?

Rule 2. Could this possibly help spies ortraitors verily something that theyalready have ideas about or haveguessed?

If there is the slightest possibility that theanswer to either of these two questions might be"Yes," "Probably," or even "Possibly," theaction should not be taken or the statementshould not be made. One of the personalrestrictions that working with classified materialrequires of an individual is that. conduct andspeech must always be guarded. The goal of theSecurity Program is to train military and civilianpersonnel to the point that whenever andhowever a topic comes which has even the mostremote bearing on classified information, theemployees will automatically become alert,watchful and on their guard against securityslips.

The following list may be used as a generalguide to answering the many questions that maybe asked concerning security information

116

SIGNALMAN 1 & C

1. You may disclose the command you workfor by simply stating, that you work for theDepartment of the Navy, at the address to whichyou are assigned. Using utmost discretion, youmay give the official address of your command,your general job title, your grade and salary, andlength of service, if required. If any furtherinformation is desired by persons or firms withwhom you may be dealing, instruct them torequest such information by letter addressed toyour commanding officer.

2. When replying to questions by anyone,including your immediate family, concerning thenature of your assignment, you should state thatyour work is classified and that the law preventsyou from revealing the type of work in whichyou are engaged.

3. Caution your family not to discuss yourassignment with others. They should simplystate that they do not know what your dutiesare. Remember, the less your family knowsabout your job, the less likely they are tounwittingly reveal information of value to for-eign intelligence.

4. If a complete stranger is overly persistentin questioning you about your job, simplyinform him that you do not care to discuss thesubject farther. Quiz him as to his name,address, and purpose of his inquiry. He willprobably drop the subject. You may leave hispresence, if circumstances permit, or change thesubject. In all cases, report the facts andcircumstances to your commanding officer.

5. Classified matters may only be discussedoutside your assigned ship or station in othersecure government space3, and then only if it isnecessary in order to effect official business.First determine the clearance status of the otherparty and his "Need to Know" in conjunctionwith that business. The information will belimited to that which is necessary to carry onofficial business.

6. You may associate with non-citizens on aclose social basis. However, any contact otherthan official with personnel from communist-controlled countries should be reported to yourcommanding officer immediately. Meetings withother foreign nationals need not be reported.

7. There may be restrictions on going over-seas after leaving your present assignment, eitherfor a new assignment or privately. The specific

restrictions are dependent upon the type ofclassified information to which you may havehad access and the area of the world to whichyou wish to go. The length of time the restric-tion is imposed depends upon the assignmentthat you held. Certain other restrictions areimposed on private overseas travel by the StateDepartment. When leaving your present assign-ment you will be informed as to what restric-tions apply, if any.

8. There are also security requirements con-cerning vacation or business travel abroad. Yourcommanding officer will assure that you aregiven a defensive security briefing to alert you tobe on guard against exploitation by otherswhose interests may be inimical to those of theUnited States, prior to travel under the follow-ing conditions:

Travel to or through communist-controlledcountries for any purpose.

Attendance at international, scientific,technical, engineering, or other professionalmeetings, in any country outside the UnitedStates where it can be anticipated that commu-nist-controlled representatives will participate orbe in attendance.

9. Generally speaking, nothing may be writ-ten or said for public consumption about thestatus, mission, composition, organization, orfunction of the command that you are presentlyassigned to or the results that it obtains. Ofcourse, certain information may be printed forpublic consumption, but only the commandingofficer or his designated representative mayrelease such information.

10. Upon learning of what appears to be asecurity violation by the press, radio, television,or by any other means normally available to thepublic, bring it to the attention of your securityofficer or commanding officer. State the facts:What, when, where, how, and by whom. If it isprinted material, submit a copy or an actualclipping of the material. Include the identifica-tion of the periodical, and the author and/orphotographer.

11. From time to time you may wonder whyyou are required to be so security consciouswhen the news media seems to be tellingeverything. This is understandable. However,always remember that just because certain itemsappear in periodicals, newspapers, or on the air,

Chapter 5SECURITY

it does not necessarily mean that their publica-tion was authorized nor does it mean that theinformation is factual. Frequently, such releasesare the educated guesses of the author.

Do not deny, affirm, or comment on suchmaterial; it will only aid in establishing as factthat which, before, was only suspected.

12. When separated from the Naval Serviceyou must continue to be security conscious,especially when applying for a jot.. During yourjob interview, you may state that you wereattached to a particular command, along withyour general job title. Under no circumstancesmay you include Department of Defense classi-fied information. It is recommended that priorto your separation you write a complete jobdescription of your duties and responsibilities.Take your resume to your division officer for hisadvice, assistance, and clearance.

As a Signalman you will have access to largeamounts of classified material, which sometimesmakes life aboard ship very tedious. The major-ity of your shipmates do not have a securityclearance, let alone a "Need to Know." They

will be very inquisitive particularly about theship's schedule and operations. You can not, ofcourse, give them any classified information. Beever-mindful of where you are, even when youare talking to other Signalmen. Security infor-mation can only be discussed in secure spacesaboard ship. Discussion of security informationis forbidden in any of the other spaces aboardship, such as the messhall of your berthingcompartment.

The above list does not cover every circum-stance which may arise. Should a situation arisewhich is not covered in this chapter, no state-ment should be made. Report the situation toyour superior and an appropriate answer will begiven for future guidance.

You alone are responsible for any violation ofsecurity that you may deliberately or uninten..tionaily commit. You are urged to become fullyacquainted with the contents of the Departmentof the Navy Security Manual for ClassifiedInformation as soon as possible. Moreover, youmust always vigilantly guard against violating thetrust which has been placed upon you. To relaxsecurity, even for a moment, may invite disaster.

113

if1.8

CHAPTER 6

EQUIPAGE AND MATERIAL MANAGEMENT

OPTICAL EQUIPMENT

Unless Signalmen have seen the "insides" ofbinoculars and telescopes, they usually tend tohandle these delicate instruments carelessly.Figures 6-1 through 6-3 show how sturdy theseglasses look on the outside. Figures 6-4 and 6-5show the delicate prism and lens assembly insidethe glasses. These glasses are one ,of the mostimportant pieces of signal bridge equipmentwithout them a Signalman is literally lost.Careless handling of glasses during an extendedcruise (away from repair facilities) can put thesignal bridge out of commission in a hurry.Discussed first are some sensible precautions inhandling glasses. Later in this chapter are exam-ined other items where supervision of materialand equipment has an important bearing on theperformance of the signal gang.

Optical instruments are expensive becausetheir manufacture requires skill and precision.

Figure 6.1. -7x50 binoculars, Mk 13.37.1

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119

They are precision instruments, consequentlythey are difficult to repair. Most of their partsare costly and hard to replace. A person whodrives a car knows a little extra care will savehim money. This theory is also true of opticalinstruments. Any damage that Signalmen pre-vent will make their job easier.

A successful Signalman makes a habit ofhandling equipment and material cautiously.Optical equipment is one of the Signalman'smost valuable aids. Proper care of this equip-ment is an all-hands responsibility. By constant,conscientious supervision, see to it that pettyofficers in each section safeguard the equipment.

HANDLING AND STOWAGE

Optical instruments must be stowed carefullyin cases or boxes. Containers are designed toprotect instruments from the effects of vibrationand shook. See to it that an instrument is kept inits case at all times unless there is a good reasonfor taking it out. When instruments are movedfrom one place to another, have them moved intheir cases. When men are using binoculars,make sure the strap is kept around the neck.

A severe shock (such as failing to the deckduring heavy seas or during gunfire) may causebreakage, either of lenses and prisms or mechan-ical parts. Prisms and reticles usually haveadjustable mounds, and even a small shock maycause misalignment. Then, opticalmen at a ten-eer or yard shop must unseal the instrument,disassemble it, restore the adjustment and checkit, and reseal. It's a lot easier to educate the menin safeguarding the instruments from shock andvibration than to go through the expensive andtime-consuming Npair procedure.

Shock and vibration aren't the only enemiesof precision optical instruments. Dust, heat,light, and moisture are almost as bad. What arethe best possible conditions for an optical

Chapter 6EQUIPAGE AND MATERIAL MANAGEMENT

zksz,I v...,` -.:tP

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'4"nilw4444

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Figure 6-3.-00D's long glass and OM's spyglass.

115

120

37.2

SIGNALMAN I &C

011JECTIVE

PORROPRISMAWY

RETICLE-.FIELD LENS -

EYELENS

DIOPTER SCALE INTERPUPILLARYDISTANCE SCALE

Figure 64.--Binocularspriem and lens aseemMy.37.4

PORRO PRISMASSEMBLYCOLOR FOCUSING RING

FRONT SIGHT PEG Fa-TER MOUNT REAR SIGHT PEG EYEPIECE COVERAXIS OF MOUNT OlOPTER SCALE

OBJECTIVE OBJECTIVECOVER PLATE

3 TO I SCALE

COLORFILTER KNOB"

EYEPIECE, COVER CHAIN

FIELD LENS EYE GUARD

MOUNTINGYOKE

HANDLE 111:Mr1

2 TO I SCALF

EYE LENS DOUBLET EYE GUARDCLAMP RING

Figure 6.5. Schematic diagram of ship's telescope, Mk 1.

116

121

37.5


instrument? It should be carefully wrapped toprotect it from dust. It should be stored in acompletely dry place, in the dark, and at aconstant temperature somewhere between 60°and 70°F. All of these conditions are almostimpossible to meet at all times, but come asclose to them as possible.

A large part of the dust that settles (especiallyindoors) is lint from clothing, bedding, andfurniture. Dust in shipyards and such placescontains mineral particles that are harder thanglass or steel. Removing dust from an opticalsurface can be a problem. Trying to wipe it offgrinds the particles into the glass and leaves atrail of scratches. When grit and mineral dustsettles on bearing surfaces and mechanical partsit causes serious wear. For this reason, protectall instruments from dust. Keep them in theircases. If they have lens caps. leave the caps inplace except when instruments are actually inuse.

An instrument that is damp from spray needsprompt attention. Wipe the optical surfacesgently with lens paper and dry the housing witha clean cloth. If the air is humid, keep all bearingsurfaces protected by a thin film of vaseline.Kes,*p all other unpainted metal surfaces coveredwith a thin film of oil. Keep oil and grease offthe optical surfaces and away from points wherethey might be carried to optical surfaces.

When moisture reacts with acid fumes anddust, it causes rapid weathering of optical glass.Salt water or water and acid fumes cause seriouscorrosion of unprotected metal parts. Bacteriaoften settle on glass surfaces, and in the presenceof moisture they may form a dull gray film onthe glass. Moisture encourages the growth ofstains on lens surfaces.

Perspiration frwn a person's fingers containssmall amounts of salt, uric acid, and acetic acid.All three can cause films and chemical deteriora-tion of optical glass. Don't let sweaty fingerstonch optical surfaces or the cleaning materialsused on them

Dry heat doesn't harm glass or metal unlessthe temperature is very high, but is harmful tocemented lenses and filters. Excessive heat soft-ens the cement and may cause the elements toseparate. Over a period of time, heat dries thecement and makes it brittle. When brittle, even

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slight shock or vibration may crack it or separatethe elements.

It's a good idea to protect cemented elementsfrom direct sunlight. Strong sunlight not onlyhardens cement but also discolors it. If aninstrument has a lens hood or sunshade, keep itin place when the instrument is exposed to thesun.

Inspection

Regular and frequent inspections of opticalinstruments on board will save a lot of work byfinding little troubles before they turn into bigones. After each inspection submit rough workrequests to the division officer covering anydiscrepancies noted. If the required work isbeyond ship's force capability, it will be takencare of during upkeep or overhaul.

In checking the condition of optical equip-ment, remember examine the housing, mount,and bearing surfaces. First, look for dents,cracks, or breaks. Small dents may not beserious (unless they're on a bearing surface), butcracks or breaks need immediate attention. Anycrack in housing or any loose or broken sealsoon causes moisture to condense inside theinstrument. The pressure of the atmospherechanges slightly from day to day, and thesechanges make the instrument "breathe" inwarm, moist air in the daytime. At night, whenthe air cools, moisture condenses inside theinstrument. The next day the instrument goesthrough another "breathing" cycle and con-denses more moisture. When a film of moisturecovers one or more of the optical surfaces, theinstrument is temporarily useless.

Check on mechanical condition: Examine allmechanical adjusting screws and check all knoband gear mechanisms for slack or excessivetightness. If the instrument moves on bearings,test them for looseness or binding. If theinstrument has filters operated by input shafts,check them by turning the shafts. All thesemechanisms must move freely, but there mustbe no slack or lost motion. Moving parts shouldbe tight enough to stay where they are put.

Check on optical system: Examine the opticalsurfacesas many as can be seen from theout.ide for cleanliness. First check the end

SIGNALMAN I & C

windows and the outside surfaces of both ends.Look for dust, dirt, moisture, and grease. Exam-ine the inner refracting surfaces by lookingthrough the ends as one would through windowglass. It may help if a lower power magnifyingglass is used. As the glass is moved, closer to theinstrument, one surface after another comes intofocus.

Look through the instrument and focus it ona distant object. If the image is hazy or 'cloudythere's probably a film of moisture on one ormore of the optical surfaces. If dust is seen insharp focus, superimposed on the image, thereticle is dirty.

Examine the optics for any evidence ofscratches, chips, and cracks. If there's a mirroror prism in the instrument, look for peeling ordarkening silver. Check the ocular and objectiveends for faulty cement. The cement should betransparent and completely colorless. Look forsigns of darkening, yellowing, and cracking.Look for clouded or opaque areas. (They maybe rounded splotches, or threadlike, or network-like.) If cemented elements are beginning toseparate, bubbles will be seen in the cement.They may be rounded and near the center, orthey may be long and finger-shaped, projectinginward from the edge of the lens.

Now check the instrument for parallax. Focuson a distant target, then move one eye from sideto side. The crosslines of the reticle should stayat one spot on the target. If they should appearto move back and forth over the target as theeye moves, parallax is present.

Cleaning

To clean the outside surface of an opticalinstrument, wipe it with a soft, clean cloth.Don't use this cloth for any other purpose.Above all, don't use it on optical surfaces; it caneasily pick up enough grit and abrasive particlesto scratch them.

If a few particles of dust are found on theobjective, leave them there-they won't hurtanything. They'll prevent light from passingthrough the area they cover, but they'll have noeffect on the image. A film of dust or dirt on alens surface is serious, however.

Don't clean a lens when it doesn't really needit. Repeatedly cleaning a lens-no matter how

skillfully-eventually damages the glass. Keeplens paper clean. Never leave it exposed wheredust can fall on it.

PYROTECHNICS

.The weapons (or deck) department is respon-sible for loading, stowage, promulgation ofsafety precautions, and unloading all ammuni-tion and explosives, including pyrotechnics. As ageneral rule, large quantities of pyrotechnics arestowed in signal spaces and are used mostly bySignalmen. The leading Signalman, then, has adefinite responsibility to his men to ensure thatthey know and understand the operating prin-ciples and safety precautions in connection withpyrotechnics. Keep the following points inmind, and make certain that all of the menunderstand them too.

1. Some pyrotechnics ignite spontaneously inwater. For this reason, they must be stowed inareas specially protected from moisture..A sprin-kler system is no help if they ignite. 1

2. Some pyrotechnics produce poisonousfumes when wet-another reason why they musthave dry, specially protected stowage, and whyit is dangerous to fight fires with water ifpyrotechnics are present.

3. Soma pyrotecnnics- explode -with-greatviolence and produce intense heat when ignited.

4. The primer (explodiqg charge) in manypyrotechnics becomes unstable at 100°F. orabove. Keep out of direct sunlight!

Pyrotechnics contain material of an extremelydangerous nature, which, if handled improperly,can be a hazard to life and property. Specialsafeguards for certain pyrotechnics are pre-scribed in Signalman 3 & 2. The followinggeneral precautions should be observed at alltimes. Make sure that all pyrotechnic precau-tions are understood. Ascertain that your pettyoffices also understand them. In this way, theleading Signalman can ensure safe handling anduse at the signal station or in a boat. Under-standing these precautions can save a ship fromcatastrophe.

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Pyrotechnics should be handled carefully.Rough handling may cause immediate function-ing, or may damage the item so it fails tofunction properly at the time desired. Somepyrotechnics are more .dargerous than serviceammunition, and their proper functioning isequally important.

Whenever possible, pyrotechnics should bestowed in the boxes or watertight containers inwhich they are supplied, and should be sepa-rated according to type, color, and lot number.

Functioning of pyrotechnics is affected bymoisture, hence they should be stowed in a dry,well-ventilated place. Most pyrotechnics arepacked in moistureproof containers. Sealsshould not be broken until just before the itemis to be used. Pyrotechnics exposed to moistureshould be segregated until an examinationproves they are safe and serviceable.

Pyrotechnics should not be stowed wherethe direct rays of the sun can strike them. Theyshould be protected from excessive and variabletemperatures. Temperature in stowage spacesshould be below 100°F. The main reason forthis temperature limitation is that many pyro-technic items incorporate commercial precus-sion-type primers containing fulminate of mer-cury, which deteriorates rapidly at temperaturesexceeding 100°F.

Smoke-producing pyrotechnics should bestowed above the main deck, if possible. It isdifficult to combat fire if they are stowed where-the _smoke cannot readily blow away. Water-activated items should be stowed separately.

Smoking or carrying lighted cigarettes, ci-gars, or pipes is not permitted in the vicinity ofpyrotechnics. Matches and other flame- or spark-producing articles should not be carried nearplaces where pyrotechnics are stowed.

When a cartridge-type pyrotechnic misfires,make at least two more attempts to fire it. If itstill fails to fire, the pistol or projector may beunloaded after waiting a minimum of 30 sec-onds. Because of the possibility of a hangfire,this rule should never be disregarded.

The nature of pyrotechnics is such thatmost types deteriorate in a shorter period oftime than other types of service ammunition.The oldest serviceable pyrotechnics availableshould be used first to ensure continuing avail-ability of a fresh stock.

11914

Pyrotechnic ammunition aboard ship mustbe stowed securely. A loose flare, for example,may ignite and cause a serious accident. Flaresare more dangerous as a fire hazard than manytypes of ammunition, because they are activatedso easily and because of the great heat developedby burning chemical. Extreme care is necessaryin stowage, use, and handling. Flares that areexposed to excessive moisture or damaged me-chanically by rough handling must be returnedto ammunition depots, dumped overboard, orburned in strict accordance with instructions ofthe Naval Ordnance Systems Command.

FLAGS AND HALYARDS

The leading Signalman must maintain custodycards on flags and halyards as well as halyardblocks. He also must ensure reasonable care inthe use of flags. Strikers must not be permittedto treat them carelessly by letting flags getunderfoot. Check flags at least daily to makesure they are dry. Dryness prevents rotting aswell as permanent discoloration and stainingfrom mildew. Flags should not be allowed tobecome soiled. Never hoist soiled or dirty flags.When steaming independently at sea in a gale,request permission to haul down the ensign toprevent it from ripping to shreds.

Name one of the petty officers to be responsi-ble for bunting repair work. Be sure that hekeeps adequate records of bunting on hand andthat he orders sufficient bunting in advance topermit adequate repairs. Ensure that regularinspection is conducted and that orderly replace-ment of flags is made.

Before deployment, check the flag allowancein the consolidated shipboard allowance list(COSAL) and ascertain that all flags allowed areactually on board.

The leading Signalman should be extremelyproud of his ship, of its appearance, and of the"can do" attitude of his gang. Dirty andmutilated flags do not contribute to a goodreputation. His leadership in keeping a smartship is invaluable to her crew.

SIGNALMAN 1 & C

BUNTING REPAIR EQUIPMENT

Depending upon the type of ship, buntingrepair may be performed in a separate compart-ment, or it may be in some out-of-the-waycorner. Whichever it is, ample stowage space isnecessary for all spare bunting, thread, bindingtape, spare parts, and the major piece ofequipmentthe sewing machine. A sewing ma-chine is quite simple to operate. It is capable ofsewing up to 550 stitches per minute, in lengthsvarying from 2 to 12 stitches per inch. It canalso be used with varying sizes of needles andthread. The sewing machine is a finely adjustedpiece of equipment, which may be difficult torepair on board, at a tender, or in a shipyard..Once a sewing machine is out of commission, along wait will usually ensue before a factoryrepairman is available. Operation of the machineby unauthorized (and untrained) persons, or usefor unauthorized purposes will hasten its rapidbreakdown. To prevent having to resort to theslow, tedious process of handsewing, the sewingmachine should be under sole custody of theman assigned to bunting repair.

With proper care and operation, according tothe equipment technical manual, the sewingmachine should give long and satisfactory serv-ice. Minor adjustments, when necessary, can beaccomplished by competent ship's force person-nel.

CUSTODY RECORDS

The leading Signalman should be familiar withall records kept for supplies and equipmentpertaining to his department. The followingtopics briefly describe some of the records thatare kept.

CUSTODY OF EQUIPAGE

The question of custody may prove bafflingsometimes, but the leading Signalman must havea working knowledge of the various proceduresconcerned with custody if he is to carry outeffectively his responsibilities.

In the Navy, custody relates to the physicalpossession of material and the assumption ofresponsibility for its use and care. Custody may

- -be either actual or theoretical. To illustrate, adepartment head having theoretical custody isliable for such supply functions as procurement(from or through the supply officer), issue, andaccounting for all material within his depart-ment. The department having actual custody orphysical possession is responsible for care andstowage of the material. It is with this latterduty that Signalmen are mostly interested.

Many ships have a custody card (fig. 6-6) forevery item of equipage shown in the allowancelist for all departments, whether it actually isaboard or not.

The supply officer keeps a list of all equipageon board. When there is a change in departmentheads, the oncoming officer signs the custody}cards and acknowledges receipt from the officerrelieved. Division officers sign subcustody re-ceipts for division equipage, and then usuallyhold petty officers accountable in the samemanner for items they receive. The personsigning a custody receipt for any article mustrealize that he is personally responsible for thatarticle, regardless of who has immediate posses-sion of it. Loss of any article of equipage mustbe reported at once to the responsible divisionofficer.

SURVEY OF EQUIPAGE

A survey is the determination of the disposi-tion and expenditure (from stock records andaccounts) of naval material that has deterio-rated, been lost, damaged, stolen, or otherwiserendered unavailable for its intended use, undercircumstances requiring administrative examina-tion into causes of the loss.

Surveys may be either formal or informal. Ifcircumstances do not call for disciplinary action,such as losses caused by weather, unavoidablebreakage, wear, or other conditions beyondcontrol, or if the situation presents no complica-tions, it is customary for the commandingofficer to order the department head to performan informal survey. If it appears that loss wasdue to neglect, carelessness, or other culpability,however, the commanding officer may order aformal survey. A formal survey is conducted byone officer or a three-member board headed bya commissioned officer. This officer or boardattempts to fix responsibility for the loss.

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EQUIPAGE STOOL CARD AND CUSTODY RECORDMr s AAD 10/0111SINT 0-70

_Operations "Lr ri.ita-u42gro "0 10S-347

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Figure 6-6.Equipage custody card.

Disciplinary action, if warranted, may be takenagainst the responsible party or parties by thecommanding officer. In certain instances a form-al survey is required without regard to cause;e.g., ships store.

Despite the circumstances, the end result of asurvey is to provide a method of expendingunusable or lost material from records so thatnew materialnot in excess of allowancecan beordered.

SURVEY FORM

Action on surveys should be initiated imme-diately upon discovering that material has be-come unusable. As leading petty officer, it isyour job to bring any discrepancy to theattention of your division officer or departmenthead. You should make your own investigationof the circumstances leading to the discrepancy(not to be confused with the formal or informalsurvey) and submit a memorandum request forsurvey, delineating your findings. Your reportshould be to your immediate superior in thechain of command and should include suchinformation as description and stock number of

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126

7.3

the item; value of the item; reason for therequest; condition of the item; cause; andresponsibility. This information is used in fillingout a rough copy of the Survey Request, Reportand Expenditure, NAVSUP form 154.

Any person who is aware of a materialcondition that requires a survey may initiate arequest for survey. Normally, however, therequest is originated by an officer or pettyofficer within the department having custody ofthe material. Only one copy of the request (fig.6-7) is submitted by the originator to thecommanding officer. Thereafter, the survey pro-cedure follows these steps: action by the com-manding officer on the survey request; report ofsurvey by surveying officer or board; action bythe reviewing authority; and expenditure anddisposal action.

MATERIAL REPLACEMENT

Each ship is allotted a quarterly allowance offunds for operation, maintenance, and repair.This quarterly allowance occasionally is divided

SIGNALMAN I & C

SURVEY REQUEST,CM S. AND A FORD

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REPORT AND EXPENDITURE154 (En. 1.511)

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USS YELLOAST .NE (AD-27) D.E. HOSKINS, LT, USNREQUEST FOR SURVEY

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SURVEY REPORT AND RECOMMENDATION

CONDITION: RIGHr TELESCOPE DENTED, :30TH EYE LENSES AND OBJECTIVE LENSESSHATTERED, RIGHT ANL "LiFT PRISMS CRACKED, 0 AJECTIVE CAP UROKEN.

CAUSE: FELL T, DECK DURING ROUGH SEAS.

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7.6Figure 6-7.Survey request, report and expenditure.

122


among the various departments of a ship by thecommanding officer.

It is the responsibility of individuals, espe-cially the leading petty officers and CPOs withinthe departments, to ensure that material is notwasted and that equipment is not lost orhandled carelessly.

Replak.emeni of expendable materials can ber.,,luisitioned through the supply department bymeans of the single line item consumption/man-agement document, NAVSUP form 1250 (fig,6-8). This form contains the following data:

1. Department requiring the material.2. Date stub was prepared.'3. Signature of department head or an officer

authorized by him.4. Information properly identifying material

requested for example: Union Jack, U.S.,size 8; Lens paper; Light, multipurpose.

5. Quantity required.6. Unit of quantity (number, gross, each, etc.).

DEPT NO.DATE URGY CODE

'"..\' 4 VATt. PECuEST OAT(

Allowance lists or the stock catalog should beconsulted, where possible, when filling out astub requisition. This practice enables the Signal-man to identify properly all material requestedand also allows him to fill in the stock or classnumber. Only material or stock of one classshould be entered on each stub requisition. Ifmaterial is not carried in stock aboard ship, thesupply officer usually requisitions the itemsfrom the nearest source of supply.

MAINTENANCE AND MATERIALMANAGEMENT

You were introduced to the Navy Mainte-nance and Material Management (3-M) System inthe Military Requirements manuals and tile RateTraining Manual Signalman 3&2. Inasmuch asSignalmen do not usually become as involved inthe 3-M system (or the Planned MaintenanceSubsystem of the 3-M system) as do many other

NOUN NAMESHIPS NO

DEPT NO 111 D

NMAIL ISSUE CATE

LOCATION I PEON QTY Q REQUISITION ND

INVENTORY N PRO./ 0 SNIP NuLL NO

8S3STOCK NUMBER

YTAN 5 ADDTLiiiirr REFERENCEI SYMBOL OR NOUN

iiikti#A_4 I L..

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r NAN rAL

PRICE

REMARKS

D es

FEDERAL EQUIP IDJOBCOGSYMBOL

STOCK NO' CONTROL NO CODEUNIT OF ISSUE

QUANTITY

Figure 6-8.Single line item consumption /management document, NAVSUP Form 1250.

123

r-u8

17.84

SIGNALMAN 1 & C

ratings, certain details of the system are of lessimportance to you than to personnel whoseprincipal duties involve equipment repair. Youmay become deeply involved in the system,however, if you are assigned as the administra-tive chief of a large operations or communica-tion department. In such a billet, you could bein overall charge of the 3-M system, which isexplained in its entirety in the effective editionof the Maintenance and Material Management(3-M) Manua

MATERIAL PRESERVATION

The cleanliness and upkeep of their spacesand equipment contribute much to the smart-ness and efficiency of the signal gang. Becausethe leading Signalman tries to achieve smartnessand efficiency as the overall result of the effortsof the signal gang, let's see what must be done.

An important point is that the men cannotwait for a time that can be devoted completelyto upkeep. That time never comes. Similar totraining, the upkeep situation requires that alittle must be done every day. Some Signalmenmight think of the yard or tender period as oneof uninterrupted upkeep, but that is a mistakenidea. Several other duties besides upkeep mustcontinue; e.g., training and watchstanding.Often, when steaming singly, the leading Signal-man has an opportunity to square away hisequipment and spaces and still attend to routinewatch requirements. If, however, he knows thata 2-week tender period is scheduled on arrival inport, he might be tempted to disregard upkeepduring the voyage. This practice is especiallytrue if the ship is finishing extensive task forceoperations and the signal gang is physicallyexhausted.

The leading Signalman has no way of knowingwhether SOPA will require the Signalmen forsignal tower watches during the tender period.Emergency leave requests and other unforeseenevents may completely ruin all upkeep plans.Local training facilities should be utilized to themaximum degree consistent with attaining agood upkeep period. The best approach is toaccomplish as much work as possible whileunderway. Only jobs requiring special unavail-able equipment or special technical help should

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129

be delayed until the tender or yard period. Thescope of upkeep work supervision is as follows:

Shipboard spaces.Uniforms and clothing (signal gang).Optical equipment.Bunting and halyards.Mechanical equipment. (The signal gang hasultimate responsibility for proper operationof signal equipment.)Records, files, and logs.

DIVISION SPACES

Division spaces usually consist of the livingcompartment, signal bridge, and bunting repairlocker. Upkeep of the living compartment cando much, one way or the other, to influenceefficiency of the men. A clean, well-lightedliving compartment, with all details properlyattended to, contributes much to the attitude,morale, and alertness of a Signalman strikerbefore he even sets foot on the signal bridge.The leading Signalman should inspect this spaceat least daily to check the work of his compart-ment cleaner. For formal inspections of thecompartment, commence preparations early andbe thorough. Have a man standing by the spacein a clean, proper uniform Have him greet theinspecting party in a military manner. Remedyall discrepancies without delay.

In addition to the Captain's lower deck andupper deck inspections, the division officer mustinspect all division spaces weekly and submitresults of this inspection to the Captain. Nor-mally, the division officer also makes an in-formal daily inspection of his spaces.

All compartments are inspected weekly ex-cept thou used for carrying fuel oil, water, orother liquids, and those designated as voids,cofferdams, and double bottoms on the ship'splans.

Usually the leading Signalman accompaniesthe division officer on these inspections in orderto get first-hand instructions on required re-medial action.

On maintenance of spaces, it must be remem-bered, certain standards are prescribed. Forinstance, the types of paint for all spaces andareas are set forth in the ship's painting instruc-tionsthe type specified must be used. The

Chapter 6-- EQUIPAGE AND MATERIAL MANAGEMENT

ship's Boatswain and the first lieutenant retainthese instructions and periodically check areas inthe ship to ensure enforcement. These paintinginstructions must be consulted whenever there isany aoubt.

Before any paint is drawn from the Boat-swain, the leading Signalman must certify to hisdivision officer that he has personally inspectedthe surface to be painted and that it has beenprepared adequately. (Primer must have beenapplied correctly.) He further must assure thedivision officer that the paint requ -sted fromthe paint locker is the correct type, that it willbe applied correctly under supervision of aresponsible PO, and that all paint and brusheswill be returned to the paint locker at the end ofthe working day. Upon certifying to all theforegoing data on the paint chit, the divisionofficer signs it, and the men can then draw thepaint and brushes needed.

Nothing will give the signal bridge and livingspace a smarter overall appearance than goodpaint work. Painting can cause a lot of difficulty,however, unless it is supervised strictly in everydetail-procurement and use of handtools forpreparation of surfaces, procurement and use ofpaint, and return of all paint and equipmentused.

Inexperienced seamen often do a bad job ofpainting without adequate 'supervision. Theysometimes mislay valuable handtools, and worstof all, their lack of knowledge of safety pre-cautions can result in serious injury or death.Some of the main points on painting areoutlined as follow's.

Supervise the correct application of paintto surfaces. To give such supervision, one mustbe familiar with materials that should not bepaintedantennas, insulators, door gaskets, etc.A common problem is that inexperienced sea-men can be overambitious and paint things thatthey should not. Or they can become carelessand spray-paint everything in sight.

Safety precautions should be observed andenforced strictly. Blowers and respirators shouldalways be used when painting in a closed space.Beware of fire or fire-producing substances, suchas open flames, lights, and the like.

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DIVISION MAINTENANCE AND REPAIR

The equipment and hull spaces, under thecognizance of the OS division, are not asextensive as those in many other divisions.Nevertheless, all OS division equipment must bekept in good working order at all times. Theoperations officer is responsible for all repairwork in the operations department and must bekept informed (through the division officer) ofall required repairs as well as the progress ofcurrent repair work. The operations officerensures that ship's force does as much aspossible and that all work is accomplished asrequired. Overall repair and overhaul work isunder the cognizance of the engineer officer,although his interest centers mainly on his owndepartment. If help must be obtained from theengineering department, the requirements mustbe brought to the attention of appropriateengineering department personnel.

The engineer officer is the key man inplanning and carrying out shipyard overhaulsand tender availabilities, for accomplishing au-thorized alterations, and sometimes for obtain-ing outside assistance to effect emergency re-pairs. The engineer officer's chief aid for over-hauls and repairs is the Standard Navy Mainte-nance and Material Management (3-M) System.The 3-M system is also the basis for schedulingrepairs and serves as a complete record of whatwas accomplished. Some sections of the 3-Msystem are maintained by the operations depart-ment in accordance with ship's regulations.

Strangely enough, the main factor is unsatis-factory shipboard repairs is lack of knowledge ofhow to get repairs scheduled and accomplishedon time. Experience shows that an improperlyprepared work request usually produces inade-quate repair work. Because the division leadingpetty officer usually makes up the initial workrequest, his knowledge of correct procedure isindispensable to satisfactory repair work.

At some time during an overhaul, both thedivision officer and the communication officermay be away from the ship for one reason oranother. At such times the leading Signalmanwill be acting OS division officer. He must beapprised of all preliminary planning in orderproperly to supervise repairs in his division

SIGNALMAN 1 & C

officer's absence. In a small ship he also needs toknow about preliminary planning work for theoverhaul or repair period. Where there are fewofficers, he is almost completely responsible forsignal repair matters.

It is not enough for him merely to beincluded in the preliminary planning work forfoal:al repair periods. He must be able to followthrough during the entire repair period on all OSdivision work. He must be able tb followthrough either as leading Signalman or as actingOS division officer. In neither of these positionscan he do a satisfactory job if he does not knowabout repair procedures. Little repair work isdone by the signal gang. If he does not contactthe right people, present them with correctinformation, and follow through, he probablywill complete his repair period with inoperativesignal equipment.

The leading Signalman must have a goodworking knowledge of repair procedures in hisdaily duties as leading Signalman. For instance,suppose there is an inoperative searchlight orinfrared equipment at sea, and the work neededis beyond the capability of the ship's force. Theship can't put into port just to get this equip-ment fixed, and the next port she puts into maynot have a shipyard. It is up to the leadingSignalman to plan ahead, considering the facili-ties of the port, and make arrangements torestore the equipment to a proper operatingcondition.

Most important, the leading Signalman shouldhave such a good understanding of correct repairprocedures that he can get the OS division repairand maintenance work done in the in-portperiod and have sufficient time left for trainingand schooling his men. If he does not utilizeefficient repair procedures, he will waste timefor effective training. Remember, a ship needsoperative equipment. Adequate maintenanceand repair procedures will facilitate this require-ment. Also needed are well-trained and highlyskilled operators of the equipment. Time leftover from effectively supervised repair jobs mustbe utilized regularly for training.

Rapid scientific improvements are introducingmany new electronic and electrical signal equip-ments to the fleet. Because electrical and elec-tronic maintenance is not part of a Signalman'srate, he cannot make these repairs himself., To

repeat, he therefore must have a thoroughknowledge of shipboard, tender, and shipyardrepair procedures.

TENDER AND YARD WORK

Few periods within the life of a ship affectoperational capabilities as much as the shipyardoverhaul. The repairs and alterations that takeplace during the overhaul are of primary impor-tance. The training that must be conductedduring this same period is also vital. In orderthat the primary objective--the best possibleoverhaul of the shipmay be accomplished, thedepartment heads make preparations and planswell in advance of entry into the shipyard. Thetender period is similar to the yard overhaulperiod in that plans and preparation usuallymust be accomplished in the same manner.

Repairs to ships usually are accomplished bythe ship's force, repair ships or tenders, andnaval shipyards. Individual ships should makeevery effort toward self-maintenance in order toreduce the number of overhaul periods.

The main problem is to discover what repairsare necessary. A leading Signalman must system-atically determine which equipments are notperforming satisfactorily and will require repairs.It will therefore be necessary to get regular helpfrom Electronics Technicians, Electrician'sMates, Machinist's Mates, and IC Electricians.

REGULAR OVERHAUL

The CNO assigns ships regular overhaul pe-riods based upon recommendations of the fleetand type commanders concerned. Length of anoverhaul and the interval between overhauls varywith different types of ships. In general, largecombatant ships are scheduled to receive a3-month overhaul about every 2 years.

Basic purpose of naval shipyards is to renderservice to the fleet. To carry out this functionmore effectively, each ship in the fleet isassigned a home yard by the Chief of NavalOperations. A home yard is defined as theshipyard at which a ship usually overhauls.

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REPAIR SHIPS AND TENDERS

The chief difference between repair ships andtenders is one of function. Repair ships areconcerned primarily with maintenance in sup-port of various types of vessels or craft. Tenders,on the other hand, support in all respectsspecific types of ships to which they areassigned. Thus, on a repair ship there are generalmaintenance facilities for a number of types ofcraft and stocks of commonly used repair parts.Tenders have facilities for a single type of ship.Material items are peculiar to that type andother similar ships in the same squadron. Asquadron of ships, moreover, relies on a tenderfor small quantities of special ammunition,general stores, medical facilities, and (at times,depending on the work being accomplished)quarters.

REPAIR PROCEDURES FORREPAIR SHIPS AND TENDERS

Ships are scheduled for routine overhaulperiods alongside repair ships or tenders atcertain intervals of time. These intervals varyaccording to types of ships. Small ships usuallyhave a tender availability period every 6 months.Normally, the time a ship spends alongside atender or repair ship is about 2 weeks. Thesetender availability periods usually are plannedfor in advance and depend upon the quarterlyemployment schedule of the ship. Ordinarily, aship knows well in advance when to go alongsidea tender or repair ship for a routine availabilityperiod.

When a ship receives an employment sched-ule, she can begin preparations for availabilityperiod. An inspection is made to see that thecurrent ship's maintenance project (if not re-placed by the 3-M system) is up-to-date in allrespects. Appropriate equipment records areused in preparing work requests for repair shipaccomplishment. Work requests are typed andarranged in order of priority within their respec-tive categories, i.e., mechanical, electrical, andhull. In tender and repair ship availabilities,alterations marked for accomplishment byforces afloat are included in the request worklist.

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Work requests (with required number ofcopies) are forwarded to the type commander orhis representative. A staff officer handling mate-rial and maintenance screens the work requests.Most work request items are approved or author-ized. Some items are revised so that ship's forcemust accomplish some of the work. A ship alsomay have to furnish more detailed informationon certain work requests. The amount of correc-tive action taken by a reviewing staff officerdepends on how well work requests are writtenand if they follow established policies or proce-dures. Upon completion of this screening, aship's work requests are forwarded to the repairship or tender.

A ship must prepare work requests in suffi-cient time to permit all major work items toreach the repair ship not less than 30 days inadvance of arrival alongside. Where necessary,supplementary work requests should reach therepair activity not less than 10 days in advanceof arrival. This procedure may vary somewhatfor different naval organizations, but theserequirements are customary.

Arrival Conference

When a ship comes alongside for an assignedroutine availability, an arrival conference usuallyis held immediately. Representatives of theships, of the repair department, and normally ofthe type commander are present at the confer-ence. Relative needs of the ships and urgency ofeach job are settled. Jobs that have been statedindefinitely are defined specifically. An arrivalconference serves to clarify all uncertainties forthe repair department, which received and stud-ied work requests in advance.

ServicesFor a routine availability period, the tender or

repair ship provides primary services of auxiliarysteam, fresh water, compressed air, and electricpower. Such services as electric power and freshwater are limited in most instances. Moreover,auxiliary steam pressure, due to long steam hoselines of small diameter, is too low to operate aship's distilling plant. Before coming alongside,ships top off their fresh water tanks and, ingeneral, cut to a minimum their use of servicesfrom the tender or repair ship.

SIGNALMAN 1 & C

Normal procedure is to secure the entireengineering plant when alongside so that repairscan be accomplished without delays or interrup-tions. During this time, ship's force does noundertake routine jobs that would interfere withrepair work.

Work Requests and Job Orders

The terms "work requests" and "job orders"sometimes are used interchangeably. This usageis not technically correct, however, becausethere is a difference in meaning of the twoterms. Work requests are made up by a ship andforwarded through proper channels to a repairship or naval shipyard. When a work request isapproved by a repair activity, it becomes a joborder. Naval shipyards, however, issue their ownform of job orders when work requests areapproved. In either situation, a job order is anapproved work request. Approval, of course,must be made by the repair activity.

Getting Work Started

When work requests are approved at an arrivalconference, jobs requiring delivery of material orparts to the tender shop should be started. Thesooner repair jobs are taken to the shops, thequicker the shop crew can start work. Equip-ment not needed for operating the ship may bedisassembled in advance so that defective partscan be delivered to the shop as soon as workrequests are approved.

All material delivered to a tender should beproperly tagged and identified. Metal tags se-cured with wire are preferred.

Tags should include the following informa-tion: ship number (and name, where practicable)department, division or space, and job ordernumber. (The tender assigned number should beused when possible.) Additional informationmay be included as necessary. Reference mate-rial, such as blueprints and equipment technicalmanuals, should have the ship's name andnumber on them. 'Ship-to-Shop Jobs

Many repair jobs are designated by a ship orapproved by a repair activity as "ship-to-shop"

jobs. This designation means that ship's forceperforms a large part of the repair work.Consider a pump with a damaged shaft. Ship'sforce disassembles the pump and removes thedamaged shaft. The shaft is tagged and taken tothe machine shop of the repair activity. Whennecessary, blueprints are also delivered. Themachine shop supervisor checks on the job andgives an approximate date of completion. Whenthe shaft is repaired or a new one made, ship'sforce picks it up at the machine shop and takesit back to the ship. The new or repaired shaft isinstalled and the pump is assembled by ship'sforce. Inspections and tests are made to see thatall conditions are satisfactory.

Repair jobs for such items as portable signalequipment are always written up as ship-to-shopjobs. In some instances, repair jobs are writtenup for a repair activity to assist ship's force inaccomplishing certain repairs. Many of thesejobs can be called ship-to-shop jobs.

Checking Progress of Repair Jobs

A Signalman 1 or C should always keephimself informed of the progress of all repairwork for his spaces and equipments. Repairsbeing accomplished on board a ship can bechecked on easily by discussing them with thepetty officer in charge of the tender repairdetail. The method of checking progress of workin ships requires some planning and coordinationbetween ship and tender. It must be remem-bered that personnel in tender shops are busywith their repair work. Consequently, the meth-od used in checking progress should beone thatdoes not interfere with personnel working in theshops.

Some tenders and repair ships have a chiefpetty officer who acts as a ship's superintendent.His duties in general, are to-

1. Act as liaison officer between ships along-side and the tender in regard to repair depart-ment jobs.

2. Act as a coordinator of shopwork forassigned ships.

3. Report daily to a representative of thecommanding officer of the ship to ensure thatwork is progressing satisfactorily as far as theship is concerned.

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4. Maintain a daily progress report or chartthat indicates percent completion of each job,availability of plans, equipment technical man-uals, and availability of material required foreach job.

5. Notify ship to pick up completed materialon the tender.

6. Notify ship's personnel to witness testsoccasioned by work performed on machinery,compartments, etc.

7. Obtain signatures from officers concernedif a job order is canceled.

8. Secure signatures from officers concernedon completion of job orders. Thus, where atender or repair ship provides a ship's superin-tendent, progress of work on the tender can bechecked easily, because own ship is furnishednecessary information by the superintendent. Ifa ship's superintendent is not provided, it isadvisable that the ship appoint a senior pettyofficer to perform similar duties for the OSdivision or operations department.

A progress chart should be obtained and filledout for all jobs to be accomplished during therepair period. This chart should be kept up todate to indicate the status of each repair job.

The main purpose of checking progress ofrepair work is to see that (1) jobs are notdelayed unavoidably, (2) no job is overlooked orforgotten, and (3) all jobs undertaken arecompleted satisfactorily at the end of the repairperiod.

SHORE-BASED REPAIR ACTIVITIES

Shore-based repair activities include navalrepair facilities and shipyards under managementcontrol of Naval Shipp System Command andcommercial ship repair yards under contract tothe Navy.

ORGANIZATION

No standard organization is applicable to allshore-based repair activities. Although all instal-lations have similar organizations, details dependupon various conditions. Some shore based

repair activities have a more or less abbreviatedform of naval shipyard organization. Othersadapt their organization directly from that of arepair ship or tender. A major difference be-tween the two types of organization lies in theexistence or nonexistence of separate planningand production departments. An abbreviatednaval shipyard organization has separate plan-ning and production departments. In the repairship or tender organization, both functions areaccomplished by the repair officer and hisassistants. The larger the shore-based activity,the more it conforms to a naval shipyard type oforganization.

PROCEDURE FOR EFFECTING REPAIRS

The procedure for effecting repairs at ashore-based repair activity is similar to that of arepair ship or tender. Work requests proceedfrom an originating ship to a type commander'srepresentative for screening. Next, they go tothe local service force representative and, finally,to the repair facility.

From time to time a ship will be temporarilyin places where shore-based repair facilities areavailable. With approval of the type commander(who furnishes funds for repairs), emergencyand voyage repairs may be accomplished, de-pending on the time available.

120-Day Letter

Alterations for accomplishment are au-thorized through the medium of the 120dayletter. The term "120-day letter" is derived fromthe requirement that directs its issue in suf-ficient time to be received by action addressees120 days in advance of the scheduled beginningdate for overhaul of a ship.

The 120-day letter is issued by Naval ShipSystems Command. It notifies the cognizanttype commander, planning yard, and otherinterested activities of the specific ship altera-tions, under material command cognizance, tobe accomplished during the overhaul period. Itnormally includes the following information:work authorized, available funds, materials re-quired, plans for accomplishing specified work,

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SIGNALMAN 1 & C

operating schedule of ship, and status of Ship-Alts that already may have been started and ifany material is aboard for the ShipAlts author-ized.

PLANNING AND PREPARATIONSFOR SHIPYARD OVERHAUL.

In addition to preparation of the shipyardwork list (discussed later) the engineer officer,operations officer, and department heads pro-vide for or make plans to cover-

1. Ship's force work.2. Tender work list (if a tender is assigned by

a type commander to assist a ship duringoverhaul).

3. Training personnel during overhaul.4. Security including protection against fire,

flooding, theft, and sabotage.

Ship's force work: All wot k wit'' thecapacity of a ship's force should be accom-plished by members of ship's company. Cost ofsuch work, when performed by a shipyard,ordinarily is disproportionate to the value re-ceived. A schedule of ship's force work shouldinclude names of persons responsible for accom-plishment, estimated date of completion, esti-mated number of man-hours requirdd, and mate-rials and tools required from the yard. Aspointed out later, copies of the ship's force worklist must accompany a ship's shipyard repairrequests or work lists.

Training: Plans for training during an over-haul period should be based on the objective tobe accomplished by the end of the period. Localtraining facilities and fleet schools should beutilized to the maximum degree, consistent withattaining a good overhaul.

Leave: Shipyard overhaul periods give timefor clearing up backlogs of leave accrued while aship was in an operational status. Plans shouldprovide for an equitable distribution of leave topersonae! while maintaining a force of shipyardwork inspectors who have the know-how toensure satisfactory work. A period of turnoversshould be arranged between return of one leaveparty and departure of another.

Security: While a ship is undergoing over-haul, special precautions must be taken againstfire, flooding, theft, and sabotage. A shipyard isprepared to give assistance in matters of securi-ty. but responsibility for establishing securitymeasures remains with the ship. Plans shouldinclude the necessary organization for-

1. Precautions against fire. The greatest con-tinuous hazard to ships in the yard is fire.Disruption of a ship's firefighting facilities andburning or welding work in progress are themost dangerous conditions contributing to firehazards. A ship is responsible for providing firewatches, properly instructed, to each burning orwelding job in progress aboard ship. All watchpersonnel should be instructed in the location ofshipyard fire alarm boxes closest to the ship, andthe current shipyard directives concerning firesand firefighting.

2. Precautions against flooding. The securityin requires frequent inspections of all unat-

tended spaces in which possibility of floodingexists.

3. Precautions against theft and sabotage.Responsibility for security of a ship against actsof theft or sabotage rest largely with the securitywatches and ship's inspectors of shipyard work.Tact should be exercised in enforcing certainsecurity measures in order that no offense isgiven to shipyard personnel. Such measures asroutine checking of all lunch boxes and toolk!tsbrought aboard or taken off a Ihip causereactions to the detriment of -overhaul ifnot done through shipyard authorities.

To reduce possibilities of theft, all tools,portable signal equipment, valuables, clothing,and publications should be placed in lockedstowage. Stowage spaces within the yard fre-quently are available to the ship for suchpurposes.

Acts of sabotage can best be counteracted byvigilance of watch and duty personnel. Basicrequirements for security are irregular patrolsthrough ship's spaces and proper identificationof all personnel boarding the ships.

PREPARING AND SUBMITTINGWORK REQUESTS

Work requests must be submitted by a ship toa shipyard in accordance with specific instruc-

1A5


tions of the appropriate fleet and type com-manders. For ships not assigned to a typecommander, instructions are from the com-mander responsible for supervision of overhaulfunds.

Every department head of a ship has responsi-bility, according to Navy Regulations, of di-ming proper operation of all equipment as-signed to the department. Division officers anddivision leading petty officers are responsible tothe department head for many details connectedwith proper operation of equipment within thecognizance of their individual divisions.

In making up work requests, it is customaryfor the operations officer to require his divisionofficers to submit rough work requests on allinoperative or malfunctioning equipment withintheir divisions (electronic or otherwise). Theleading Signalman would therefore preparerough work requests for all malfunctioningequipment in the OS division. The OS divisionofficer and operations officer screen these re-quests before turning them over to the engineerofficer. Purpose of rough requests is to ensurethat no equipment is overlooked.

Work requests should be worded carefully toenable the shipyard to conduct advance planningand estimating. Requests should accurately de-scribe conditions or symptoms that can be usedto analyze the fault and decide the generalextent of replacement parts and, work required.Such generalities as "Requires complete over-haul, inspect and repair as necessary" are insuffi-cient for proper analysis. Nameplate data, draw-ing numbers, and piece numbers or circuitsymbols, and status (if known) of special mate-rial required for repairs should be included.Approved alterations equivalent to repairs ("D"type ShipAlts and those approved by a typecommander), except ones designated for accom-plishment by forces afloat, are to be included inshipyard work lists. Unapproved alterations,which sometimes are entered on work lists underguise of repairs, will be disapproved by the typecommander.

If items concerning shaft work, orsimilar defects are submitted, a ship * Aifies ashipyard of a date in advance of arrival whenshipyard technicians may board the ship forobservation of conditions.

If the records are maintained properly, writ-ing repair requests is a relatively simple matter.The usual procedure is to write work requests inrough, using the appropriate record card of aunit concerned to obtain nameplate data, plannumbers, and location data, and a description ofrequired repair and reason therefor. After allwork requests or items for a category (such ashull) are written, a priority number is assignedeach item within its category. Requests are thenassembled in order of priority for final typing.

PROCEDURE BEFORE ENTERING SHIP-YARD

Several weeks in advance of an overhaul, theoperations officer must-

1. Provide instruction to all hands in hisdepartment on objectives to be accomplishedduring overhaul and the part played by eachindividual in reaching those objectives.

2. Familiarize leading petty officers with theplan for overhaul, leave, and training.

3. Have prepared work progress charts forshipyard work and ship's force work. (Formsmay be obtained from shipyard.)

4. Have prepared or.procured written instruc-tions for fire watches and security watches.

Immediately before entering a shipyard, theoperations officer in conjunction with the weap-ons department, must take steps to dispose ofpyrotechnics in accordance with shipyard direc-tives. He must also stow and secure all pilferableequipment.

Job Orders

Upon reaching agreement at an arrival confer-ence on eac._ item to be undertaken, theplanning department issues job orders author-izing work to be done by production shops.Each job order clearly defines the scope ofwork, includes complete specifications, andidentifies necessary plans. Job orders are notissued for all work at the same time. Job orders

SIGNALMAN I & C

issued first are for jobs requiring practically theentire availability period. Other orders are issuedas soon as possible thereafter. If design plans arerequired for accomplishing any specific item, thejob order issue date is coordinated with theplanned completion date. In any event, joborders for all items approved at the arrivalconference are issued by the time the one-thirdpoint in the overhaul period is reached.

Ship's Superintendent

A ship's superintendent is a naval officerattached to the production department of anaval shipyard. He acts as liaison officer betweena ship and the yard. In most yards it iscustomary to assign one officer as ship's superin-tendent for each ship. A ship's superintendentcan aid the ship a great deal in obtaining asuccessful overhaul. Principal duty of a ship'ssuperintendent is to assist the ship in all mattersregarding repair when she is in the yard. Usuallyhe is on hand when the ship arrives. He checksto make certain that required dock services arefurnished promptly. He attends the arrival con-ference and helps coordinate decisions.

A ship's superintendent maintains a closerelationship with ship's officers and key enlistedpersonnel, civilian planners, shop supervisors,supervisors in charge of repair details on boardship, and other naval shipyard supervisory per-sonnel. When delays or interferences develop ona repair job, he can check immediately withresponsible yard personnel and obtain informa-tion to assist in overcoming difficulties. A ship'ssuperintendent usually can furnish or obtainimmediately any information requested byship's force. He also can keep the ship's keypersonnel posted on the progress of all jobs. Aship's superintendent is available for advice on(1) repair procedures, (2) unsatisfactory workby yard personnel, and (3) tests made by theshipyard.

Ship's Progressman

A ship's progressman is a civilian assigned tothe production department of a naval shipyard.He has the job of keeping a running check on

the progress of all shipyard work. It is custom-ary to assign one progressman to each ship.

In addition to keeping the production depart-ment informed, a ship's progressman keeps theship posted on the progress of each job. A goodship's progressman, especially for a small ship,performs most of the duties assigned to theship's superintendent. Because of his experienceand knowledge of the naval shipyard, a ship'sprogressman is in a good position to giveassistance, advice., and information on any repairproblems that may arise.

Checking Progress of Shipyard Work

During a shipyard overhaul, the ship submitsweekly progress reports in accordance with thetype commander's instructions. The best meth-od of keeping track of numerous repair jobs isby means of a progress chart. This chart, whichcan be obtained from the shipyard or navaldistrict printing office, is kept strictly up todate. Usually, one chart is made out for shipyardwoik and another for ship's force work. The joborder number and title are listed in left-handcolumns. Right columns are marked to showpercentage of completion for each job listed.One copy of a progress chart usually is postedoutside the operations office, and ship's person-nel keep it up to date. Many ships use the sametype of progress chart for tender or repair shipavailability periods.

Some naval shipyards hold a weekly repairprogress conference. This conference is attendedby ship's representatives as well as all interestedshipyard personnel. Customarily, jobs en-countering delays or other difficulties are dis-cussed. The ship's superintendent and progress-man are important yard personnel who cancontribute to these conferences.

In checking on progress of a job, one musthave detailed information of work to be accom-plished. This information is obtained from joborders issued by the planning department. Cop-ies of job orders applicable to a specific divisionusually are kept by that division officer.

Additional Repair Jobs

As a routine step, it is necessary to preparesupplementary repair lists to include items aris-


ing subsequent to submission of original lists.Additional repairs are sometimes required be-cause of recent voyage casualties, or because ofconditions discovered during shipyard tests andinspections.

In the period (approximately 3 months)between submission of original work lists and aship's arrival at a shipyard, there might be someunforeseen difficulties that will require shipyardrepairs. These requests are forwarded on the firstsupplementary work list. This list should becompleted before the ship's arrival at the yard.

The shipyard holds numerous tests and in-spections in accordance with an establishedpolicy and ship's request items. These tests andinspections may bring out some unknown repairitems. Usually when these initial tests andinspections are completed, a supplementary re-pair list is made out to cover any defects thatwere found. This repair list is called the 1st or2nd supplement, as applicable.

INSPECTION DUTIES OF SHIP'S FORCE

Inspection of work is the responsibility ofboth the repair activity and the ship. A repairactivity should require such inspections as en-sure proper execution of work and adherence toprescribed specifications and methods. A shipmakes such inspections as may be necessary todetermine if work is satisfactory, but during itsprogress and when completed.

A responsible Signalman i or C should sched-ule his work in such a manner that he is free atall times to inspect and check the progress ofwork involving his spaces and equipments. Acheck should be made to see that required testsare made by the shipyard before a job isconsidered fully completed. A job order lists anytests that must be made by yard personnel.

If unsatisfactory work is performed by ship-yard personnel, follow instructions of the en-gineer officer. Talking it over in a friendlymanner with workmen usually solves the prob-lem. If it doesn't, notify a division officer oroperations officer, who can take up problems ofunsatisfactory work with the ship's superintend-ent. In exceptional cases the commanding offi-cer of a ship can take action in accordance withtype commander instructions.

In many ships it is customary for a divisionofficer or operations officer to check with theleading Signalman before he signs completion ofa job order. By continuous inspection of ship-yard work and .checking off jobs completedsatisfactorily, one can furnish required infor-mation without unnecessary delays.

PLAN FOR LEAVING SHIPYARD

Planning relative to completion of overhaulmust be detailed carefully and must cover thefinal weeks of the overhaul. Planning shouldprovide for-

1. Completion of all repairs and alterations.2. Postrepair tests of machinery and equip-

ment.3. Basic loading of equipage, repair parts,

stores, provisions and fuel.4. Return of personnel from school and leave.5. Training personnel in preparation for the

dock trial, post-repair sea trials, and/orpostoverhaul operations.

6. Completion of postrepair trial and posttrialrepairs and adjustments.

7. Check for deficiencies, utilizing trainingcommand arrival inspections checkoff listand type commander administrative inspec-tion checkoff lists.

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Readiness for Sea Period

A basic readiness for sea (RFS) period of 7days is established for all active ships, com-mencing immediately after completion of aregular shipyard overhaul period. The RFSperiod may be varied by the type commander, asnecessary, for a specific ship. An RFS period isassigned for the specific purpose of allowing thecommanding officer sufficient time for pre-paring his ship for sea. Shipyard work, therefore,unless it is of most urgent nature and authorizedby the type commandermay not be performedduring this period. Plans for the RFS periodshould provide for timely accomplishment of-

SIGNALMAN 1 & C

1. Degaussing and depermining, if required.2. Adjusting of magnetic compasses.3. Radar range calibration.4. Calibration of radio direction finders5. Structural test firing of newly installed

armament.6. Operation at sea for machinery tests.

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7. Loading of ammunition.8. Completion of loading of equipage, re-

pair parts, stores, provisions, and fuel.9. Testing all repaired and newly installed

visual equipment.10. Other adjustment and calibration of

ship's equipment, as required.

CHAPTER 7

ASSISTING OOD

First Class and Chief Signalmen often aredesignated junior officer of the deck (JOOD) oflarge ships. Aboard smaller ships they may evenbe required to stand OOD watches. Such dutiesare serious responsibilities. This chapter de-scribes the various duties required in performingthese assignments.

OFFICER OF THE DECK

The officer of the deck is one of a group ofline officers (sometimes including Marine offi-cers in port) designated by the commandingofficer to relieve one another standing watchesin charge of the ship. In substance, NavyRegulations has this to say about the OOD:

1. The officer of the deck is the officer onwatch in charge of the ship.

2. The officer of the deck is responsible forthe safety of the ship, subject, however, to anyorders he may receive from the commandingofficer.

3. Every officer or other person on board theship, whatever his rank, who is subject to theorders of the commanding officer (except theexecutive officer and, if the CO desires, thenavigator or any other officer the CO maydesignate), is subordinate to the officer of thedeck.

OOD UNDERWAY

A relieving DOD arrives on the bridge at least15 minutes before his watch begins (consider-ably earner if ship evolutions are taking place).He arrives early in order to acquaint himselfwith the situation before actually assumingresponsibility.

An officer about to relieve the deck mustmake himself thoroughly acquainted with theposition of the ship with reference to vessels in

135

140

sight and with reference to any land, shoals, orrocks nearby; with the general state of theweather; course and speed; main engines andboilers in use; all unexecuted orders; specialorders or night orders of the commandingofficer; condition of running lights and otherappliances required by law to be in operation orat hand in order to prevent collisions; readinessof the watch on deck available for duty; and thegeneral condition of the ship. When the ship is information, he must ascertain, before relieving,that she is in her proper station. If she is out ofstation, he may decline to relieve until hereports the fact to the commanding officer andreceives his orders.

The OOD may also refuse to relieve if theoncoming watch is not yet up and ready forduty. If the ship is in a perilous position, he maydecline to relieve until he reports the fact to thecommanding officer and receives his orders. Heshould not relieve until ,he obtains the followingdata.

1. Tactical information:a. Formation, prescribed distance, and in-

tervalb. Order of ships and, if in column, wheth-

er the ship is odd or even.c. Identity and location of guide.d. True, magnetic, gyro, and standard com-

pass courses.e. Standard speed and speed being made at

the time of relief.f. Reserve speed available, and any special

orders concerning speeds to be used.Stationkeeping data, such as amount andfrequency of changes in revolutions perminute required to keep station; rudderbeing carried, if any; difference betweenprescribed course and course made good.

h. Condition of readiness of such equip-ment as ready lifeboat, searchlights,

g.

SIGNALMAN 1 & C

breakdown flag, Very pistol, and rock-ets.

i: Limitations of lights, whistle, etc., ifany.

j. Condition of radars.2. Navigational information:

a. Position of ship on the chart.b. Land or aids to navigation then in sight

or likely to appear.c. Bearings and soundings taken or ordered.d. Weather expected.e. Any usual condition, such as a strong

current experienced or expected.NOTE: For night watches, the OOD shouldread and initial the captain's night order book.

3. Ship formation:a. Condition of readiness set.b. Status of lookouts, sea details, watch on

deck, and leadsman, if required.c. Ready lifeboats and lifebuoy.d. Condition of ground tackle, air ports,

ventilators, watertight doors, and thelike.

e. Location of commanding officer, naviga-tor, and flag officer (if any).

f. Drills, exercises, or ship's work sched-uled during the watch.

g. Boilers and machinery in use, and thoseout of commission, if any.

h. Status of prisoners.i. Any standing or unexecuted orders.

Responsibilities of the OOD underway aresummarized as follows:

1. At sea, especially when approaching landor when in pilot water, the officer of thedeck keeps himself informed of theposition of the ship; whether land orlights are in sight or if either are likely tobe seen; and of all other particulars thatmay be of use to him in keeping the shipout of danger. If approaching land orshoals, he keeps leadsmen in the chainsand watch on fathometer, and has theanchors and chains clear and ready foruse.

2. He remains in charge until regularlyrelieved, and does not become occupiedin any manner that may distract hisattention from duty.

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141

3. He must see that the watch is alert at alltimes, at their stations, attentive, andready for duty; that every possible pre-caution is taken to prevent accidents;that a boat is always ready for loweringand the lifebuoys ready for letting go;that lookouts are in place and vigilant,and that they understand their duties.He must exercise great care that the shipis steered skillfully and kept on hercourse. He must keep correct account ofcourse and speed made. Running lightsmust be kept bright from sunset tosunrise, and their condition must bereported every half hour. He must ensurethat precautions are taken at all times asrequired by law, to prevent collisions.When in pilot waters, he must see thatleads are kept going, or that other meansfor ascertaining soundings are availableand are used frequently.

4. When in company with other ships, hemust be careful to keep station. Ifunable to do so, he must report at onceto the commanding officer.

5. When the commanding officer is on thenavigating bridge, the officer of the deckmust not change course, alter speed, norperform important evolutions withoutconsulting him, unless prior permissionwas given or time does not permit.

6. He promptly reports to the commandingofficer all land, shoals, rocks, light-houses, beacons, buoys, discolored wa-ter, vessels or wrecks discovered, and allchanges in weather or shifts of wind; allsignals made; all changes of speed, for-mation, or course by the officer intactical command or by ships in com-pany; any change in course or speedmade by himself; any marked change inbarometer, force of wind, sea state, ormarked indications of bad weather; dis-play of storm signals on shore; all seriousaccidents, winding of chronometers;hours of 0800, 1200, and 2000 meridiantime; latitude at meridian, if obtained;movements of men-of-war, and othervessels; :rd, in general, all occurencesworthy of notice.

Chapter 7ASSISTING OOD

7. He must not, unless to avoid immediatedanger, change course without directionsfrom the commanding officer, and thenhe must report the change to him assoon as possible. He must regard advicefrom the navigator as sufficient author-ity to change course, but must reportchange at once to the commandingofficer.

8. In time of war, or when hostilities maybe expected, he makes no dispositionsthat will interfere with the immediateuse of armament. Anytime he sights asuspicious ship or other object that maypossibly have a hostile purpose, he in-stantly makes preparations for battle,and informs the commanding officer.

9. Except to warn ships of immediatedanger, he makes no official signal,either by day or night, without authorityfrom the commanding officer. He mustsee that a good loukout is kept forsignals; that none is answered until un-derstood; and that authorized equipmentis at hand for making signals of all kindsand ready for use, night and day. Also,he ensures that all signals and officialmessages (including those transmittedorally) sent or received are recordedimmediately, and that notations aremade of the times and the vessel(s) orstation to or from which the signals aremade.

10. When danger of collision exists, he im-mediately sounds the collision alarm.

I I. He requires the coxswain of the lifeboatcrew of the watch to make a verbalreport on the condition of the boats atthe beginning of each watch.

12. He ensures that the damage control POof the watch, or other person detailedfor that purpose, makes the rounds ofthe ship, visiting all accessible partsbelow the main deck at prescribed inter-vals after taps, and until all hands arecalled in the morning. During theserounds, the damage control PO of thewatch sounds voids to check for flood-ing, and reports his results to the officerof the deck.

137

13. The officer of the deck must carry outall instructions pertaining to the dailyroutine, if weather and other circum-stances permit, modifying instructions(as necessary) to comply with orders ofthe commanding officer and executiveofficer.

14. When the bell or bugle of the flagship orsenior ship can be heard, ships follow herin striking the bell and in routine evolu-tions.

PREPARATIONS FOR ENTERING PORT

The OOD of a ship entering port directs thatentry plans be made suitably in advance. Of thepreparations for which he is responsible, he-

1. Notifies the engineroom, as far in ad-vance as possible, of the time of anchoring. Healso notifies the executive officer, weaponsofficer, and engineer officer.

2. Directs disposal of garbage and otherrefuse that may be thrown overboard if beyondthe 3-mile limit.

3. Orders boats prepared for lowering, withrunning lights ready if necessary.

4. Makes sure that ground tackle and fore-castle are prepared for anchoring, for mooring,and the like, as necessary.

5. Announces which side is going to thedock, if the ship is going alongside, and orderslines, fenders, heaving lines, and line-throwingguns prepared on that side.

6. Instructs that accommodation laddersand booms be rigged and prepared for going outimmediately upon anchoring.

7. Orders batteries, searchlights, booms,cranes, and other equipment not in use, to besecured in the prescribed position for enteringport.

8. Ensures that boat covers, hatch covers,awnings, and other canvas are stowed properly,and that slack gigging is hauled taut.

9. Directs that the boatswain's mate of thewatch pipe down all bedding and see thatnothing is hanging over the side or dangling onthe lifelines.

10. Passes the word for the crew to shift intothe uniform of the day. Personnel not workingare sent to quarters at designated time.

SIGNALMAN 1 & C

11. Directs preparations for rendering hon-ors, as necessary.

12. Stations details at the colors for returningsalutes, shifting colors, and hoisting the jackupon anchoring. If entering port at night,stations detail ready to turn on anchor lights.

13. Ascertains that working parties, stewards,mail orderlies, and others who are to leave theship upon anchoring, are ready to depart in-stantly.

OOD IN PORT

Before relieving the watch in port, the OODobtains information about the-

1. Anchor in use and scope of chain.2. Depth of water and condition of the

chain in the hawse.3. If alongside, what lines are in use.4. Anchorage bearings.5. Weather conditions to be expected, and

preparations to be made.6. State of tide.7. Boiler and auxiliaries in use.8. Senior officer present afloat, and other

ships present.9. Location 'of flag officer (if any), captain,

executive officer, and department heads.10. Senior officer aboard and senior duty

officer.11. Boats in the water and their location;

boat officers available.12. Absentee, prisoner, and duty lists.13. Appearance of ship.14. Orders for the day and special orders.15. Liberty section, time of expiration of

liberty, and number of men ashore.16. Guardship.17. Status of planes.18. Work or drills in progress or scheduled.19. Visitors on board or expected, and orders

concerning same.20. Workmen on board, if any.21. If at night, ready lifeboat designated and

anchor watch morning orders.22. Boat schedule.

To summarize, the OOD in port is responsiblefor the-

138

143

1. Safety and security of the ship.2. Safety of personnel, boats, planes, and

other material.3. Readiness of the ship for duty.4. Smart appearance of ship, boats, and crew.5. Comfort of crew.

GETTING UNDERWAY

A typical checkoff list from a ship's organiza-tion book affords a good idea of the duties ofthe OOD in getting underway. In general, hemust-

1. Notify department heads.2. Pass the word: "All hands make prepara-

tions for getting underway at (time)."3. Order the word passed: "See material

condition Yoke Modified."4. Make certain that all boats, mail clerks,

stewards, etc., have returned or were notified toreturn to the ship. Make the general recall signal,if necessary.

5. Direct that boats be hoisted in, last boatto be aboard approximately 15 minutes beforegetting underway. Permission to pick up lastboat should be obtained from the executiveofficer.

6. Station special sea detail 30 minutesbefore getting underway. Order all hands tochange into uniform of the day before settingsea detail.

7. Order boat booms and ladders (rigged inafter boats) hoisted aboard.

8. Ascertain that the steering gear., engineorder telegraph, telephone circuits, and the likehave been tested. Obtain permission from com-manding officer to test main engines.

9. Ensure that all department heads madereadiness reports for getting underway 30 min-utes before sailing time.

10. Shift the watch from quarterdeck tobridge.

11. Ensure that required number of boilersare in use.

12. Report immediately any delay in gettingunderway to the executive officer or com-manding officer. Report readiness for gettingunderway to both officers.

13. Ascertain, if at night, that searchlights aremanned and ready for use.


14 Ensure that all service connections aredisconnected from the pier and other ships.

15. Test the whistle.

JUNIOR OFFICER OF THEDECK (UNDERWAY)

Senior petty officers on destroyers and small-er craft are required to perform many duties,which in larger ships, are assigned to juniorofficers. In view of this practice, senior pettyofficers should prepare to stand junior officer ofthe deck underway.

Basic function of the junior officer of thedeck underway is to assist the officer of the

.deck in performing his duties.

DUTIES OF JOOD

A junior officer of the deck (JOOD) must bethoroughly familiar with the ship's organizationand regulations manual, particularly those por-tions pertaining to emergency situations.

During tactical evolutions and, in fact, when-ever a situation requires extraordinary alertness,the JOOD should be stationed on the side of thebridge away from the OOD. At such times it isimperative that he maintain close observation ofother ships and prevent a dangerous situationfrom developing.

A junior officer of the deck muit be preparedto decode and interpret tactical signals, andshould advise the OOD of any variation he maynote between his own interpretation and thatsupplied by CIC. He also must be prepared todevelop maneuvering board solutions wheneverrequired by the OOD, or as a check on informa-tion supplied by CIC. Moreover, he should befamiliar with voice radio procedure and with theuse of all equipment on the bridge.

Classified publications must be accounted forand inventoried by each watch. This responsi-bility usually is assigned to the JOOD.

Unless otherwise agreed upon, military proto-col demands that passing honors (honors ren-dered by a ship) be exchanged between em-barked officials in units passing close aboard. Ingeneral, honors are rendered by sounding "At-tention" and ordering a hand salute by allpersons in view on deck who are not in ranks.

Honors between ships are originated by the shipin which the junior official is embarked. Period-ically, each fleet commander in chief promul-gates the administrative organization of his fleet,indicating the seniority of all commanding offi-cers and other high-Tanking officials. It is imper-ative that every JOOD be familiar with the fleetadministrative organization. When passing hon-ors are to be rendered, he must be ready tonotify the OOD immediately which ship isjunior.

14439

MANEUVERING BOARD

A maneuvering board is essentially a compassrose containing a nomogram (a combined speed,distance, and time scale). Use of a maneuveringboard facilitates graphic solution of relativemovement components of ships moving or ma-neuvering in formation. A plotter may computedistances, courses, and speeds required for vari-ous evolutions as well as closest point ofapproach of other ships to own ship. Solutionsof maneuvering board problems are fairly simplewhen fundamentals of relative motion are under-stood.

RELATIVE MOTION

Geographical (true) motion is the movementinvolved in a change of geographical position, aswhen an automobile travels from New York Cityto Kansas City. Relative motion, on the otherhand, is the combined result of the geographicalmotion of moving bodies. Suppose two ships sailfrom the same anchorage, one heading north andthe other east, both making 20 knots. Disre-garding set and drift (amount each is offset bywind and/or current), each has a geographicalmotion of 5 miles in the rust 15 minutes. At theend of that time, they are 7.07 miles apart.Although each ship travels only 5 miles, theirdistance of relative movement is 7.07 miles. Thisrelationship is illustrated in figure 7-1. Noticethat at the end of 30 minutes each ship hastraveled 10 miles on her respective course.Corresponding distance of relative movement is14.14 miles. At the end of 45 minutes theRelative Distance Traveled is 21.2 miles.

SIGNALMAN 1 & C

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Figure 7-1.-Retative movement

RELATIVE MOVEMENT PLOT

By means of a relative movement plot, bothactual motion and motion relative to a movingpoint (relative movement) may be determined.

If all ships in a formation are proceeding atthe same speed along the same course, theyremain stationary relative to one another. Inother words, they have no relative movement. Ifone ship forges ahead or drops behind, however,that ship has movement relative to the others inthe formation, and they have movement relativeto it, even though the other ships remain ontheir former course and continue to run at thesame speed. Relative movement, then, occurs

C

145 MIN.

58.89

only when the actual movement between two ormore units is not the same.

RELATIONSHIP OF RELATIVE MOVEMENTTO NAVIGATIONAL PLOTS

Figure 7-2 shows ship A proceeding on course000° at a speed of 15 knots, while ship B is oncourse 026.5° at speed 22 knots. When ship A isat A1, ship B is at B1; when ship A is at A2, shipB is at B2, and so on. The full lines representnavigational plots of these two ships. Theirbearing and distance at any time can be deter-mined directly by measurement.

14435


B BEARS 090'DIST. 4003 YDS.

13 BEARS 10401ST. 2750 YDS.

B BEARS 134DIST. 1900 YDS.

B BEARS 180DIST. 2000 YDS.

A3YApos

As PPI SCOPE

B's PPI SCOPE

A BEARS 00001ST. 2000 YDS.

A BEARS 314DIST. 1900 YDS.

Figure 7-2,Relative movement on a navigational plot.

In figure 7-3 various positions shown in figure7-2 are presented on a plan position indicator(PPI) scope for each ship. Note that they form astraight line. It can be seen that although ship Bis actually on course 026.5°, her movementrelative to ship A is in the direction 062°.Similarly, the direction of relative movement ofship A with respect to ship B is the reciprocal ofthis direction, or 242°, although ship A isactually on course 000°. The PPI scope permitsvisualization of relative movement, inasmuch asall positions of the target ship on the scope arerelative to own ship. Hence, motion observed onthe PPI scope is relative movement. True motion



58.91

is seen on a PPI scope only when own ship isstationary. When a PPI scope has gyro input,however, a contact appears on the scope at itstrue beating.

PARTS OF RELATIVE MOVEMENT PLOT

The relative ...tovement method of plottingconsists of two distinct but related parts: arelative plot and a vector diagram (or speedtriangle). If problems are to be solved intelli-gently, the function of each line and each point,as well as their relationship to every other lineand point, must be understood clearly.

SIGNALMAN 1 & C

A'S PPI SCOPE

IPS PPI SCOPE

Figure 7-3.--Relative movement on a radarPPI scope.

58.90

Relative Plot

Note, in figure 7-3, that the ship on whichradar is mounted, remains at the center of thePPI scope. In the relative plot, then, the follow-ing rule applies: The ship with respect to whichrelative movement is to be shown remains fixedon the plot.

The fixed ship, termed reference ship, isplaced at the center of the diagram and islabeled R (fig. 7-4). Because plotters are inter-ested chiefly in the position of other ships withrespect to own ship, it is often preferable todesignate own ship as reference ship. If information, however, and maneuvering with re-spect to the guide ship, the guide should bedesignated as reference ship. It follows that anyship except a reference ship is shown in adifferent position on the plot. Any ship besidesa reference ship is called a maneuvering ship andis labeled Mt. At the end of .a maneuver, itsposition is labeled M2. When more than twopositions of a maneuvering ship are of interest,they are labeled MI, M2, M3, and so on.

Figure 7-4 illustrates the situation in figure7-2, with ship A as reference ship and ship B asmaneuvering ship. Line M1 M2, called the rela-tive movement line, aids in finding-

1. Direction of relative movement (DRM) ofthe maneuvering ship with respect to referenceship. The DRM is from M1 toward M2.

2. Distance of relative movement (MRM) (byits length).

3. Closest point of approach (CPA) of themaneuvering ship to reference ship. (The CPA isdetermined by measuring the length of a linedrawn from R perpendicular to the M1M2 line,as in figure 7-5.) The bearing and time ofoccurence must also be given with the length ofthe line because CPA is defined by all threeelements (bearing, range, and time).

Vector Diagram (Speed Triangle)

A vector diagram, frequently referred to as aspeed triangle, is illustrated in figure 7-6.

142

147


58.90Figure 7-4.Elements of a relative plot.

112.40Figure 7-5.Closet point of approach.

Courses and speeds may be determined by usinga speed triangle. A speed triangle is composed ofthree vectors, representing

148 143

112.41Figure 7.6.Vector diagram.

1. The er vector.a. True course of reference ship, indicated

by the direction of line er.b. True speed of reference ship, indicated

by length of line er.2. The em vector

a. True course of maneuvering ship, indi-cated by the direction of line em.

b. True speed of maneuvering ship, indi-cated by the length of line em.

3. The rm vector.a. Direction of relative movement of ma-

neuvering ship wiih respect to referenceship, indicated by the direction of linerm.

b. Relative speed, or speed of maneuveringship relative to reference ship, indicatedby the length of line rm.

As can be seen, each line (or vector) repre-sents both direction (course) and speed. Thediagram must be labeled properly for correctinterpretation.

RELATIONSHIP BETWEEN RELATIVEPLOT AND SPEED TRIANGLE

Note that direction of relative movement .

(DAM) is indicated by both the relative move-

SIGNALMAN I & C

ment line M1/1/2 of the relative plot and thevector rm of the vector diagram. (See fig. 7-7.)Both the relative movement line and the rmvector represent direction of relative movement,hence they must be parallel in every instance.

The function of each diagram must be keptclearly in mind. A relative plot indicates bearingsand distances. A speed triangle shows coursesand speeds and relative direction and speed.

36.651851AFigure 7.7. Complete relative movement plot.

USING MANEUVERING BOARD TOSOLVE PROBLEMS

A plotting sheet, prepared by the Oceano-graphic Office, facilitates solution of relativemovement problems. A maneuvering board isillustrated in figure 7-8.

A mechanical maneuvering board that furtherexpedites the process of solving relative move-ment problems has been developed by Naval AirSystems Command. Full instructions are pro-vided with each instrument. (See fig. 7-9.)

Maneuvering boards are printed with radialstraight lines (to aid in plotting bearings andcourses) and concentric circles (to aid in plottingdistances and speeds).

The maneuvering board has two sets ofbearings printed along its outer circle. The outernumbers represent true bearings, and the innerset of numbers is printed as an aid A findingreciprocal bearings quickly. Notice in figure 7-8that there are 10 circles. These circles representunits of distance, and may be used to form ascale.

Ratio scales are provided on the left and rightsides of the maneuvering board (fig. 7-8) forconvenience in adopting a suitable reduction forquantities pertaining to the problem at hand.

Numerical spacing on each scale is propor-tionate to that of the circle in the plotting area.When selecting one of these scales, the distanceof each circle must be amplified accordingly.For example, when using a 1:1 scale (circlespacing in plotting area) with each circle repre-senting 1000 yards, the 5 circle represents 5000yards. If the 2:1 scale is used, the 5 circle wouldrepresent 10,000 yards (5000 x 2).

Ordinarily, the distance between circles onthe, maneuvering board represents from 1000 to5000 yards in the relative plot, and 1 to 5 knotsin the vector diagram. Any scale may be selectedif it is adequate and convenient to include allrequired ranges and speeds within the 10 con-centric circles on the board.

Deciding the correct range scale to use iscomparatively easy. There are 5 different scales,so the maximum range for these scales would be10 (units of distance for the 1:1), 20 (units forthe 2:1), and so on. Thus, if range to a contact is14,000 yards, the 2:1 scale can be used, becausethis range falls between 10,000 and 20,000yards. The accompanying table is designed toassist in selecting range scale If range is-

From

0 yards10,000 yards20,000 yards30,000 yards40,000 yards

To Use Scale

10,000 yards20,000 yards30,000 yards40,000 yards50,000 yards

1:12:13:14:15:1

At times it may be convenient to choose onescale for the relative plot and another scale forthe vector diagram. (One scale represents dis-tance; the other, speed.) The same table can beused, except that where the table reads yards,

144

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145

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Chapter 7 ASSISTING OOD

substitute knots and delete the last three zeroes;for example, 10 knots to 20 knots, 2:1 scale.

At the bottom of the maneuvering board is anomogram. The nomogram affords a readymeans of interconverting time, speed, and dis-tance. and solving graphically for any one ofthese quantities when the other two are known.

Figure 7-8 illustrates time-speed-distancescales. The top line is the time line or logarith-mic scale in minutes; the middle one -is thedistance scale. Numbers on top of the distancescale give distance in yards; those below, dis-tance in miles. The bottom line is the speed scalein knots.

The words "relative" or "actual," used withspeed and distance scales, are included only toinform the plotter that both relative and actualproblems may be solved. When relative distanceis used, the corresponding speed must be rela-tive.

Time-speed-distance scales are based on theformula: Distance = speed x time. These scalesare so arranged that by marking off any twoknown values in this formula, and laying astraightedge through the points so marked, thecorrect value of the third quantity is the pointof intersection on the third scale.

Suppose it is observed that ship travels 1000yards in 3 minutes. What is the speed? Thegraphic solution to the problem is seen in figure7-8. On the time scale, 3 minutes is located, and1000 yards is located on the distance scale. Astraight line then is drawn through these twopoints and is extended across the speed scale.The speed scale is cut at 10 knots, answering theproblem. If the distance in fig. 7-8 is relative,then relative speed must be used to obtain acorrect answer.

MANEUVERING BOARD TECHNIQUE

The following hints on maneuvering boardproblems are based on mistakes commonly madeby students. It is a good idea to refer to thesesuggestions periodically. Practically all mistakesresult from violation of one or more of thesemaneuvering board techniques or from poorarithmetic.

147

1. Read the problem carefully, and be cer-tain it is understood before undertaking thesolution. Check all numbers very carefully

2. Reciprocals should be used only whennecessary. When a bearing is given, make sure ofthe ship to which the bearing applies and fromwhich it is taken.

3. Be particularly careful of the scale usedon the nomogram.

4. Make all measurements accurately, andread the plotted answers carefully. It is easy touse the wrong circle or make an error of 10° indirection.

5. Plot only true bearings. If a relativebearing or compass direction is given, convert itto a true direction before plotting.

6. Label all points, and put arrowheads onlines as soon as they are drawn.

7. Remember that relative direction is fromr to m. (Use as a memory aid: Roger chasesMary.) The arrowhead never points in theopposite direction.

8. True speed vectors always originate at thecenter of the diagram.

9. Vectors point to the direction of truemotion, anti vector length indicates true speed.

10. Motion along the relative movement lineis associated with relative speed not true speed.Relative speed is determined when relative dis-tance and time are known. To obtain true speed,true distance and time must be known.

11. Don't forget that the maneuvering shipmoves with respect to the reference ship. Conse-quently, the reference ship is always at thecenter of the diagram."12. Do not attach undue significance to the

center of the maneuvering board. This point isused merely for the sake of convenience both asthe origin of actual speed vectors and as theposition of the reference ship.

13. Work a problem one step at a time. Anentire problem may seem complicated, but eachstep is simple, and often suggests the next step.Bear in mind that all problems are based on afew simple principles.

14. The same scale must be used for allspeeds. All distances must be drawn to acommon scale.

15. In actual problems, at least three plotsare needed on a contact for accurate solutions.

SIGNALMAN 1 & C

MANEUVERING BOARD PROBLEMS

Maneuvering board methods are adaptable toa great variety of operations. Maneuvering boardproblems presented here for solution are en-countered most frequently during fleet, taskforce, squadron, or convoy movements, and incircumstances pertaining to ships in any otherformations. Methods employed are also of irrportance in connection with air and submarinoperations.

Some problems encountered in movement ofships in formation are fairly simple to solve. Ifsimple problems are thoroughly understood, themore involved ones become easy, because theyare composed of several elementary parts.

In addition to basic problems that follow,plotters should know how to set up a maneu-vering board to indicate a tactical organizationand disposition of own force. This informationcan be obtained from ATP 1, Volume I.

Dutton's Navigation and Piloting and theManeuvering Board Manual (H.O. Pub. 217)serve as excellent references for information onuses of the maneuvering board not covered inthis chapter.

CLOSEST POINT OF APPROACH

Suppose that at 0530 CIC reports a contactbearing 236° at 18,000 yards. Ten minutes laterthe contact bears 229° at 14,000 yards. Theplotter will want to figure the following data:

L Direction of relative movement (DRM) ofcontact with respect to own ship.

2. True bearing of contact when it reachesminimum range.

3. Minimum range to contact (range to CPA).4. Relative bearing of contact when it reaches

CPA.5.. Speed of relative movement (SRM) of

contact with respect to own ship.6. Time at which contact will reach CPA.

First, plot the MI and M2 positions of thecontact. Mark on the bearing circle the firstbearing (236°) and lay parallel rulers on thatmark and the center of the board. For the range,select the largest scale practicable. Because ofthe range (18,000 yards) a 2:1 scale seems most

logical. Place a dot where the bearing line crossesthe 9 ring (fig. 7-10). This dot is the M1position. Plot the M2 position in the samemanner. Draw a line between the M1 and M2positions, and extend the line past the center ofthe board as shown. To find direction of relativemovement (DRM), lay parallel rulers along therelative movement line (M1 to M2), walk themto the center of the board, and draw a short linethrough the bearing circle. The DRM (or relativecourse) is 079.

The CPA of the contact is the shortestdistance between the extended relative move-ment line and the center of the board, and mustbe a line perpendicular to the relative movementline. Direction of this line from the center is alsothe true bearing of CPA.

Two methods are used to find the bearing ofCPA. The first method is to add 90° to orsubtract 90° from DRM. The plotter should beable to tell by inspection whether to add orsubtract. In this example, he must add. Hence,at CPA, contact will bear 169° (079° + 90° =169°).

A second way to find the bearing of contactat CPA is to use a right angle triangle. Lay oneside of the right angle along the direction ofrelative motion line (DRM) move the trianglealong the DRM until the other side passesthrough the center of the board. Draw a lineacross the DRM line. Lay the parallel rulersalong this line and the center of the board. Readthe bearing on the bearing circle.

To find the range of CPA, use dividers tomeasure the distance on the proper ratio scale atthe side of the board. In our example, the rangeis 6900 yards.

At times it helps to know what the relativebearing of CPA will be. To find relative bearing,subtract own ship's heading from the truebearing. Suppose that own ship's course is 340°.Obviously, one cannot subtract 340 from 170,but if 360° is added to true bearing, thesubtraction can be accomplished with no trou-ble, Thus, 170° + 360° = 530° and 530° 3400=190° = relative bearing of CPA.

We now know four of the CPA items, but westill must know speed of relative movement(SRM) and time of CPA. To find SRM, measurethe distance between M1 and M2 on the properscale. This measurement is the distance traveled

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149

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36.651851C

SIGNALMAN 1 & C

in 10 minutes. Mark those quantities on thenomogram at the bottom of the maneuveringboard and find speed (explained earlier). Rela-tive speed is 13.5 knots.

To find time of CPA, measure the distraicefrom M2 to CPA. With this quantity and relativespeed, again go to the nomogram. Requiredinformation is the time required for the contactto get to CPA. Add this time (27 minutes) to thetime at which the contact was at M2. Time ofCPA is 0607.

TRUE COURSE AND SPEED

In order to work some problems on themaneuvering board, it is necessary to know truecourse and speed of the maneuvering ship. Foran unknown contact, about the only means offinding course and speed is to determine relativedirection and speed, and use this base as one ofthe known sides in a vector diagram (speedtriangle).

Consider the contact in the CPA problem justsolved (fig. 7-10). It was found that relativedirection was 080° and relative speed 13.5knots. Own ship's course was 340°. Assume thatour speed is 20 knots. With this speed a 3:1 scaleis logical, so draw own ship's vector from thecenter of the board. Don't forget the arrow onthe end of the vector. Own ship's vector islabeled er as shown.

Remember that DRM was 079°, so lay theparallel rulers on the center and the 079 of theouter circle. Walk the rulers to the end of ownship's vector, and draw a line in the direction ofrelative movement. With dividers, select thecontact's relative speed (13.5 knots) from the3:1 ratio scale. Apply this speed to the line thatwas just drawn, measuring from the end of ownship's vector (r). Complete the vector with anarrow pointing in the direction of relativemovement. Label this vector rm.

Draw the third side of the triangle, andwithout moving the rulers, draw a short lineacross the bearing circle. This line is contact'strue come, 017°. The length of the vector istrue speed (22.4 knots). Label em has alreadybeen applied.

Notice how logical the labels are: r forreference ship, m for maneuvering ship, and nnfor relative movement. Not only do these labels

keep the plotter from becoming confused, butthey also enable other personnel to understandhis plot.

Another aid, here, is to note the scales usedThe 2:1 scale, for example, was used fordistance in the relative movement plot; the 5:1scale, for speed in the vector diagram. Thus, a Dwas marked on the 2:1 scale and Son the 5:1scale. If the 1:1 scale is used, no marks areneeded.

NEW CPA

The problems just solved show that there isnothing to worry about from the other ship solong as both ships continue on their presentcourses and speeds, but what happens if one shipchanges course or speed?

Naturally, if the contact makes a change, theplotter must work out an entirely new problem.

If own ship is going to change course and/orspeed, however, it makes sense to determine anew CPA before the change. This procedure mayprevent putting own ship into possible danger. Anew CPA can be found by using a vectordiagram to solve for a new relative movementand relating the new nn to the old problem.

Suppose that own ship is a DD, scheduled torendezvous with a CVA, and that the night orderbook contains an order to change course to 270°and speed to 10 knots at 0600.

In actual practice this problem would beworked out on the same board as the old one,but to avoid confusion, a new board is used onour example. (See fig. 7-11.) Needed informa-tion: the old relative movement line and con-tact's true course and speed vector em.

First, determine contact's 0600 position onthe old relative movement line. (Remember thatrelative movement was computed on the 2:1scale.) Contact was at M2 at 0540. Therefore, goto the nomogram with relative speed (13.5knots) and time (20 minutes). Mark this distance(8900 yards) from M2 and label the position0600.

Draw in the new own ship's vector 270° at 10knots. (This vector was on the 5:1 scale.) Labelown ship's vector er. Complete the triangle forthe new relative movement rm. Walk the rulersto the center of the circle and draw a line across

150

155


NEW CPABEARING 128.

RANGE 3,200 YDS.TIME 0608'

Figure 7- 11. Solving for a new CPA.

the bearing circle to find the new DRM, 037°.Walk the rulers down to the 0600 position anddraw a line past the center of the circle in thenew direction of relative movement. The newDRM plus 90° equals true bearing of the newCPA, 027°.

151

156

36.65(851D

Measure the distance between the 0600 posi-tion and the new CPA. Using the new relativespeed (27 kts) and this new distance (7,500yds.), find the time required to traverse thatdistance (08.5 minutes). New time of CPA is0608:5, at distance 2800 yards.

SIGNALMAN 1 & C

CHANGE OF STATION

A common use of the maneuvering board is todetermine course and speed to proceed to a newstation. To illustrate this use, a few change ofstation problems follow.

Problem I

Problem I (fig. 7-12) is designed -to show amaneuvering board solution in determining therequired course and speed for a maneuver.

Situation: The guide is on course 050°T,speed 14 knots. The guide bears 140°T, range7000 yards. Take station bearing 211°T, range7000 yards from the guide.

Required:

a. DRMb. MRM (Relative Distance)c. CPA.d. Own ship's course to station at 20 knots.e. Own ship's course to station at 15 kqts.f. Own ship's speed if course 120°T is

steered.g. Minimum speed to complete maneuver.h. Own ship's course at minimum speed.

Solution (recommend scale of 2:1 in knotsand 1:1 in thousands of yards):

1. Draw the er vector to represent true course(050°T) and true speed (14 knots) of theguide (reference ship). Plot M1. Becausethe guide (reference ship) is in the center,point M1 must be plotted in the direction320°T from the center, on the 7 circle.Hence, the bearing to the guide from ownship will be 140°T. Plot M2. With the guidein the center, M2 is then on the 7 circle inthe direction 21 1 °T from the center. Con-nect MI and M2 and place an arrowhead onthe relative movement line (M1M2 line) toindicate that the direction of relative mo-tion is from M1 to M2. The DRM can nowbe determined by placing the parallel rulerson the relative movement line (MIM2 line)and moving them to the center of themaneuvering board. The MRM can also be

i

152

157

determined by measuring the distance be-tween MI and M2.

2. Locate the CPA by drawing a perpendicularfrcm the M1M2 line to R (shown by thedotted line in fig. 7-12). The direction ofthe perpendicular from CPA toward R isthe bearing of the CPA from own ship tothe guide. In this example, it is found bysubtracting 90° from the DRM. The rangeto the guide at CPA is found by measuring(to scale) the distance from CPA to R.

3. Using parallel rulers, draw the rm vectorparallel to the MI M2 line and in the samedirection as the DRM. Begin this line atpoint r and continue it indefinitely. Usingdividers, measure 20 knots on the 2:1 scale.Place one point of the dividers on point eand swing the other end of the dividersuntil it intersects the rm (relative speed)vector, labeling the point of intersectionm 1. Complete the triangle by drawing thevector ern' from the center of the diagram(e) to m 1. The direction of this linerepresents own ship's course to station,using speed of 20 knots.

4. Locate the point m2 on the rm line whereit intersects the 15 -knot circle (17.5 circle,using the 2:1 scale). Connect points e andm2. The direction of em2 represents thecourse to station, using a speed of 15knots.

5. Draw the vector em3 in the direction120°T from the center (e) to its point ofintersection with the rm vector. The lengthof this line (from e to m3), measured onthe appropriate scale, represents the truespeed to station, steering course I 20°T.

6. Minimum speed is the slowest possiblespeed at which own ship can complete themaneuver. This slowest speed is representedby the shortest value of the em vector thatcan be drawn. The location of m for thiscondition is on the relative speed vector(rm line) at its nearest point to e, or at thefoot of a perpendicular from e to therelative speed (rm) vector. Connect points eand m4. ,The length of em4 represents theminimum speed to complete the maneuver.

7. Pniceed as in step 6. The direction of em4represents the course to station at mini-mum speed.


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Figure 7-12.Problem 1.

a. DRM-175.5°T.b. MRM-11,400 yards. (Relative Distance)c. CPA-085.5°T at range 4050 yards.d. Course to station at 20 knots 140.6°T.e. Course to station at 15 knots 125°T.f. Own ship's speed if course 120°T is

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Problem 2

Problem 2 (fig. 7-13) is designed to show amaneuvering board solution in determining the

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course and speed to complete a maneuver in a Required:specified time.

Situation: The guide is on course 225°T, a. Course to station.speed 15 knots. At 0900 the guide bears 160°T, b. Speed to station.range 9000 yards. c. CPA.

Order received: Take station bearing 100°T d. Clock time of CPAfrom the guide at a distance of 3000 yards. Thecommanding officer desires own ship to be on Solution (recommend scale of 3:1 in knotsstation in 20 minutes. and 1:1 in thousands of yards):

154

159.


1. Draw the er vector to represent the truecourse (225°T) and the true speed (15knots) of the guide (reference ship). PlotM1 and M2. Connect M1 and M2 by a lineand place an arrowhead on this line toindicate that the direction of relative mo-tion (DRM) is from M1 to M2. Measuredistance between M1 and M2 to findrelative distance (MRM). Using this dis-tance (MRM) and the allotted time to getto station (20 minutes), enter the nomo-gram to find relative speed (SRM). Drawthe rm vector parallel to the relative move-ment line At M2 line) and in the samedirection as the (DRM). Begin this line atpoint r and extend it indefinitely. Measurethe relative speed (already found) on thedividers and lay off this value on therelative speed vector, thus locating point m.Connect points e and m. The direction ofthe em vector (from e to m) representscourse to station.

2. To find the speed to station, measure toscale the length of the em vector found instep 1.

3. Locate the point M3 on the MI M2 line byconstructing a perpendicular from the rela-tive movement line (M1M2 line) to thecenter, R (shown by dotted line in fig.7-13). The direction of the perpendicularfrom M3 to R is the bearing of CPA fromown ship to guide. In this example, it isfound by adding 90° to the DRM. Therange to the guide at CPA is found bymeasuring to scale the distaire from M3 toR.

4.1 o find the clock time of CPA, measure thedistance between M1 and M3. Take thisdistance and the relative speed (SRM)found in step 1, and enter the nomogramwith these values to solve for the time, inminutes, to CPA. Add this time to 0900(the M1 position) to find clock time ofCPA.

Answers:

a. Course to station 184°T.b. Speed to station 24 knots.c. CPA 236°T, 2150 yards.d. Clock time of CPA 0916.3.

Problem 3

True wind is the speed of wind and the truedirection from which it blows, as measured at afixed point on the earths Apparent wind is thespeed and true direction from which wind blowsas measured at a point that is moving relative tothe earth's surface. (See fig. 8-14.)

Scale 2:1 in knots.Situation: A carrier on course 030°, speed 15

knots, measures apparent wind as 20 knots from062°.

Required: Direction and velocity of truewind.

Solution:

1. Draw vector er for carrier's course andspeed.

2. From r draw apparent wind vector, 20knots, in the direction 242° (062° + 180°)or with apparent wind. Label vector rw.

3. Connect e and w. Vector ew represents truewind. Note that the direction from which itblows is given as the answer.

Answer: True wind 10.8 knots from 109.5°.

Problem 4

Scale 2:1 in knots. (See fig. 7-15.)Situation: A ship is on course 075°, speed 18

knots. True wind is 7 knots from 170°.Required: Speed direction of apparent wind.Solution:

1. Draw vector er for ship's course (075°) andspeed (18 knots).

2. Draw vector ew with true wind toward350° at 7 knots.

3. Connect rw, apparent wind.

Answer: Apparent wind 18.7 knots from097°.

SHIP HANDLING

A Signalman First or Chief may be assigned asPO in charge of a yard tug, fuel oil or gasolinebarge,'YF, or some other single-screw yard craft

SIGNALMAN 1 & C

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of considerable size. Aboard some vessels hemay also be assigned watches as OOD or JOOD.Such duty requires a working knowledge of shiphandling.

Ship handling, like most other phases ofseamanship, can be learned thoroughly onlythrough experience. A man taking over a sizableyard craft or standing OOD /JOOD watches forthe first time, however, will be considerably

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ahead of the game if he knOws what a vessel islikely to do under various circumstances. Single-screw ships are the most difficult to handle. It isfor this reason that the following discussionapplies to single-screw ships only. A man whoseship has twin screws is that much better off.Many idiosyncrasies of single-screw ships willnot be present with twin screws. By going aheadon one engine and backing the other, he is able

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to maneuver in a small space and to much betteradvantage. It would be wise also to studysections devoted to ship handling in Knight'sModern Seamanship, in addition to material inthis chapter.

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PHYSICAL CHARACTERISTICS OF SHIPS

A new skipper should be enthusiastic- abouthis billet. He should be interested in learningeverything he can about his ship; in fact, he

SIGNALMAN 1 & C

should know more about the ship than any manon board. Many details in which a new skipper isinterestedsuch as material condition, person-nel, logs, and recordsare not too closely alliedwith ship handling. A wealth of material isavailable, however, in a ship's characteristiccards, damage control books, and the like. Someof the more important characteristics the SM 1or C must learn about his ship follow. Theyapply equally to OOD /JOOD watch standers.

1. Dimensions: Know the ship's overalllength and beam. This knowledge is helpfulin determining minimum dimensions of theberth she requires and in gaining an insightinto her handling characteristics. If she's atug or other type that frequently goesalongside large ships, the height of mastmust be known to tell how high the ship'soverhang must be for the craft to fit underit, or whether the mast will have to beunshipped.

2. Draft at various loadings: Draft is thedepth of water necessary to float a vessel,and, of course determine the minimumdepth of water a ship may safely navigate,and the load stability condition at all times.

3. Freight and passenger capacity: For freight,this information is necessary toensure that the vessel is not overloaded,that she is full and down but with no list,sagging, or hogging, and that she has thedesired trim and stability. Passenger ca-pacity for ship type is decided by higherauthority, based on adequacy of messingand berthing facilities.

4. Main enginesa. Capability includes maxi-mum speed, best cruising speed, economi-

cal cruising speed, maximum backingpower, and maximum propeller line pull.The time required and power necessaryfor stopping the vessel from any givenspeed must also be known. Accelerationand deceleration time rates, in tabularform, should be available for use on thebridge.

b. Engine controls: Signalmen should haveaccurate knowledge of the location andoperation of all types of engine controlsand all means of communication be-

tween engineroom personnel and him-self, as conning officer.

c. Fuel capacity: Know the capacities ofvarious fuel tankscrude, diesel, gaso-line, or any combination thatmay beinstalled. This information is vital incomputing cruising radius and in damagecontrol or preparing for heavy weatherwhen it may be necessary to ballast orshift fuel.

5. Rudder: Signalmen must know the spacerequired for a turn at various speeds, whichinvolves knowing the turning effect of therudder at various angles.

Much can be learned about the aforemen-tioned ship characteristics by questioning theskipper being relieved or the senior watchofficer. From them can also be learned anycharacteristic of the ship that may be a de-parture from the normsuch as a tendency tosheer in the wind, cranky steering at certainspeeds, or sluggish answering of the rudder.

MANEUVERING CHARACTERISTICS

Before delving into mechanics of ship han-dling, it is necessary to understand the forcesthat act on a ship under various speed andrudder angle -conditions. If aware of thesemaneuvering characteristics, a ship handler cancompensate for undesired effects and utilizehelpful effects .advantageously. Without knowl-edge of these forces, ship handling at best wouldbe a trial-and-error procedure.

FORCE FACTORS

It is beyond the scope of this training courseto discuss hydrodynamic principles. Experts arenot in complete agreement among themselveswhy forces created by a ship's propeller andrudder react as they do on the ship. They doagree, however, that forces so generated resultfrom pressure differences. To understand howthese pressure Jiffy. es occur, consider thefollowing definitions.

Dynamic pressure: For all practicable pur-poses, water is incompressible. If force is applied

158

163,


to water, thereby causing high pressure, waterflows to a lower pressure area, producing a forceknown as dynamic pressure.

Prope" ; thrust: High- and low-pressureareas are created by a ship's propeller. As apropeller revolves, the shape and pitch of eachblade cause a thrust, derived from low-pressureand high-pressure areas on either face of theblades. The resultant dynamic pressure is trans-mitted along the propeller shaft to thrust theship ahead or astern. This force is known aspropeller thrust.

Rudder force: The rudder exerts its forcein somewhat similar fashio.. to propeller thrust.When the rudder is set at an angle on a movingship, a high-pressure area is built up on theleading surface, and a low-pressure area forms onthe trailing surface. Through this difference inpressure areas, the water exerts a force nearlyperpendicular to the leading =face of therudder. In turn, the rudder forces the stern inthe direction opposite that to which the rudderis set. This force is known as rudder force.

Side Force and Screw Current

Before discussing screw and rudder combina-tions and how they affect a ship, some addi-tional force factors must be understood.

Side force:. In maneuvering a single-screwship, side force ranks next in importance topropeller thrust. Side force is defined as a forcethat moves (walks) the stern of a ship to oneside or the other. The causes of side force aresomewhat involved.

All that a conning officer needs to know isthat, as a result of the rotating propeller, a forceis created moving the stern of the ship in thedirection of propeller rotation. The effect is asthough the lower blades of the propeller weretouching the bottom and pushing the stern tothe side. (See fig. 7-16.) Side force is at itsmaximum when the ship is dead in the water. Itdecreases rapidly with an increase in ship speed.Likewise, side force is greater when the ship isbacking than when moving ahead. (See screwcurrent.)

Screw current: Screw current, caused byaction of a rotating propeller, consists of two.parts. The portion flowing into the propeller isthe suction current; that flowing away from the

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PROPELLER

SIDE FORCE

DIRECTION Of FORCEIS AS THOUGHGLADES ARE

WALKING ON IIOTTON

BOTTOM

112.49Figure 7 -16. Side force.

propeller is the discharge current. Suction cur-rent is a relatively minor force in ship handling.Discharge current is a major force in shiphandling in two main respects. First, it producesa large force on the rudder with the screw goingahead. Second, it is a itrong component of sideforce when the screw is backing, because of thepart of the discharge current that acts againstthe ship's counter.

TURNING CIRCLE

A ship's turning circle is the path described bythe ship in completing a full 360° turn with aconstant rudder angle.. Such a turn is illustratedin figure 7-17. The diameter of the turning circledecreases with any increase in rudder angle. Highspeed also has noticeable effect on turningcircle, the amount of change depending uponthe ratio of speed to the square root of thelength of the ship. The greater the ratio, thegreater is the diameter of the turning circle.Small changes in speed, however, do not signifi-cantly alter the diameter. The following defini-tions relate to :ious aspects of the turningcircle.

SIGNALMAN 1 & C

KICK

I. TRANSFERI

JIFOR 90° TURNI

DRIFT ANGLEPIVOTPOINT

TACTICAL DIAMETER I9

58.71Figure 7-17.Turning circle.

Advance: Distance gained toward thedirection of the original course after therudder is put over.Transfer: Distance gained at right angles tothe original course when turning. Figure7-17 shows transfer for a 90° turn. For a180° turn, transfer equals tactical diameter.Tactical diameter: Perpendicular distancebetween the path of a slf.p on her originalcourse and the path of a ship when a 180°turn is completed with a constant rudderangle. Standard tactical diameter is pre-scribed in current tactical orders. To obtaintactical diameter, the conning officershould know the rudder angle.Standard rudder: Rudder angle necessaryto turn ship in prescribed tactical diameter.Final diameter: Diameter of a circle ulti-mately scribed by a ship that continues tocircle with a constant rudder angle.Drift angle: Angle at any point on aturning circle between intersection of thetangent at that point and a ship's keel line.Kick: Swirl of water toward the inside of aturn when rudder is put over, caused bymomentary movement of ship's stern awayfrom direction of turn.

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Pivot point: The point on the centerlineabout which a ship pivots when rudder isput over. It is the point in a ship aboutwhich she turns and which scribes theturning circle.

Making a Turning Circle

When the rudder is put over in making a turn,the stern is momentarily forced toward thedirection of the turn, then it starts to swingaway as the ship begins to turn. For severallengths the ship turns very slowly from heroriginal course, because of momentum. She thencommences to gain ground in the new direction,moving sidewise (transfer) through the water toa considerable degree. This movement naturallyresults in loss of speed. Because of speed losswhen a column turn is made, a vessel gainsrapidly on the ship ahead while that ship isturning, but loses this distance during her ownturn when the first ship completes her turn andsteadies on her new course.

A ship's pivot point is nearly always aboutone -thiij the ship's length abaft her bow whenmoving ahead, and at or near her stern whenmoving astern. Location of a pivot point variesslightly with trim and ship's speed, but does notvary enough in the ordinary ship to cause anydifficulty in ship handling. Before starting aturn, the conning officer must always bear inmind the position of his pivot point. Thisposition is especially important in close quarters,and under these conditions the stern should beobserved closely to prevent an undesirableswing.

RUDDER EFFECT

Basically, a ship's rudder is used to attain ormaintain a desired heading. Force necessary toaccomplish this heading is created by dynamicpressure against the flat surface of the rudder.Magnitude of this force, as well as the directionand degree to which it is applied, produces therudder effect that controls stern movement and,through it, ship's heading. Factors that have abearing on rudder effect include rudder size,rudder angle, headway, sternway, propeller di-rection, suction current, discharge current, andside force. As can be seen, the degree of each

k


factor and the possible combinations are vir-tually infinite.

FUNDAMENTALS OF SHIP HANDLING

To better understand the effect of variousrudder and screw combinations upon a ship,assume these ideal ship-handling conditions: nowind. no current. no tide, plenty of sea room,and no interference from other vessels. Furtherassume that the ship being conned is a YO witha single rudder and single right-handed screw(turns clockwise going ahead).

GOING AHEAD

In going ahead from a stopped position, thefirst noticeable effect is that the ship's sternswings to starboard because of side force. Tocounteract this swing, right rudder is applied.Necessary force is obtained from the dischargecurrent aeainst the rudder surface. As the shipgathers headway from propeller thrust, the shipreaches a speed where the wake current over-comes side force to a great extent. and rightrudder may be removed. Now the ship willcontinue straight and respond well to either leftor right rudder. Rudder effect is obtained fromdynamic pressure action about the rudder sur-face from both the screw discharge current andthe action of the water through which the ship ismoving.

With the ship going ahead at a good speed,suppose the conning officer wants to stop. Thescrew is backed. Propeller thrust is in directopposition to the forward motion of the ship,causing her to start slowing. Side force and partof the discharge current tend to force the sternto port. his direction of movement can becompensated for by left rudder as long as theship has sufficient forward motion to retainsteering effect. As forward motion is reducedfurther, steering effect is reduced to zero.Furthermore, side force and that part of thedischarge current acting against the ship's coun-ter cause the stern to swing to port. This trendcan be compensated for partially by shifting toright rudder to take advantage of the force ofthe suction screw current acting against therudder surface.

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BACKING DOWN

Backing down in a straight line with asingle-screw ship is virtually impossible withoutalternating the direction of the screw and theposition of the rudder.

In going astern from a stopped position, thestern swings to port because of side force and aportion of the discharge current. This forcecannot be counteracted, even with right fullrudder, because the suction current actingagainst the rudder surface is a relatively weakforce. As the ship gathers sternway, the waterthrough which the ship is moving acts againstthe rudder surface, augmenting suction currentforce. This force slows, but probably will notstop, the stern's continued swing to port. Thebest way to straighten out is to go ahead on thescrew and, as discharge current builds up, shiftrudder to left full. Two forces now are workingto stop port swing and bring the ship to herproper heading. These forces are side force andthe discharge current acting against the ruddersurface. When the heading of the ship is satis-factory, continue backing procedure used initial-ly. Once sufficient sternway has been attained,heading can easily be controlled by judicious useof the rudder.

CASTING

Casting is the maneuver that often ariseswherein ship's heading must be altered radicallywithout allowing any appreciable change inshin's initial position. Casting is referred to alsoas turning short, twisting ship, turning her onher pivot point, and turning in her own water.All those terms mean the same thing.

Whichever rudder-screw combination is em-ployed depends on the direction chosen to turnthe ship, the shortest arc of turn being thesimplest and quickest. The key to this maneuveris to apply all available forces to start the sternswinging before the ship gathers headway orsternway. If desired to pivot the ship to aheading on the port side, always go ahead on thescrew with full left rudder in singie right- screwships. Side force and discharge current actingagainst the rudder surface force the stern toswing rapidly to starboard before propellerthrust imparts forward motion to the ship. When

SIGNALMAN 1 & C

the ship starts to gain headway, back the screwand shift the rudder. Side force from thebacking screw slows the stern's swing, butpermits the ship to remain in her initial area.When forward motion stops completely, goahead on the screw and shift rudder to left full.Repeat these screw-rudder combinations untilthe ship is on the desired heading.

A pivot to starboard is accomplished by adifferent sequence of savw-rudder combina-tions. The maneuver may be begun by first goingahead or astern. For purposes of simplicity, thisexample starts the maneuver by backing thescrew with full left rudder. Side force andsuction current against the rudder surface startthe stern swinging rapidly to port. As the shipgathers sternway, shift rudder and go ahead onthe screw. Repeat these screw-rudder combina-tions until the ship is on her desired heading.With a single-screw ship, it is easier and quickerto cast to starboard than to port.

GOING ALONGSIDE

From the foregoing description of han 'ing asingle-screw ship using various rudder-screwcombinations, a conning officer should have agood idea what to expect of a ship under idealconditions. Now, let's consider some of themore common ship handling situations encoun-tered, such as going alongside.

Port-side-to: In boat handling, as alreadyknown, it is always easier to bring a single-screwcraft alongside port-side-to than starboard-side-to. The reason is because, when the bow iseased in alongside the berth and backed down tokill headway, side force of the backing screwswings the stern in alongside the berth. Figure7-18 illustrates the effect of side force whenbacking.

Starboard-side-to: In a starboard-side-to land-ing, side force swings the stern away from theberth when backing down. Consequently, ap-proach for a starboard-side-to landing must bemade at slow speed to avoid having to back hardto kill headway. Another disadvantage of astarboard-side-to landing engendered by a slowapproach is that the less headway the less will bethe steering effect of ship's rudder, thus makingher harder to control. Most single-screw ships

3.227(58)FFigure 7-18.Effect of side force when backing.

maneuvering starboard-side-to prepare the No. 2line (after bow spring) on the dock side and getits eye out to the dock as soon as possible. (Seefig. 7-19.) The line is belayed on the No. 2 bittson board and carefully checked as the shipmakes headway. Go ahead on the screw with fullleft rudder on. This combination will swing thestern toward the dock. Care must be taken toavoid parting the spring at this point. If there istoo much headway, the screw must be backed tosave the spring. It is also advantageous to leadthe eye of the stern line well forward prior to

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GOING AHEAD WtTH.LEFT RUDDER

Figure 7-19.Use of spring line.3.227(581H


making the approach so that it can be sent tothe pier with No. 2. This method will permitgreater control of the stem. This technique isalso advantageous in working into short berths.Don't forget: Backing will force the sternfurther off a starboard-side-to berth. Note: Thegoing alongside discussion concerns ships orcraft that would use only four lines whenmooring (fig. 7-20).

1,BOWLINE2.AFTER SPRING3 FORWARD SPRING4.STERN LINE

3.227(371A-Figure 7-20.Mooring lines for a small ship.

WIND AND CURRENT

Often, advantage can be taken of what mayappear at first to be adverse conditions of windand current. Plan a maneuver so that ?Al knownfactors are taken into account. The Navy saysnothing about a time loss of a few minutes, butis highly critical of unnecessary damage to shipsand installations resulting from lack of planningor poor judgment.

Current

Current from ahead: If the ship has plenty ofroom and a fairly strong current from ahead,ease her bow alongside, and get out the forwardbow spring. Line current will bring her in to thedock, as diagramed in the first view of figure7-21.

Current from astern: When t.urrent is fromastern, putting out the after quarter spring line(second view in fig. 7-21) produces the sameresult as when current is from ahead. Goingalongside with a current from aft is moredifficult, however, because the following currentmakes rudder effect erratic.

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USE OF SPRING LINE USE OF SPRING LINE

3.227(513)GFigure 7-21.Making use of current

Using current only: Going alongside bymeans of current alone is impractical unlessthere is plenty of room to range ahead or astern.Often the berth will be restricted in size, so thatthe bow must be eased in to go alongside,leaving no room to move ahead. This situation isno particular threat when the current is fromahead; but, in easing the stern alongside, screwand rudder must be used carefully. A followingcurrent in an approach to a small starboard-side-to berth is much more serious, not onlybecause of the lessened steering effect of therudder but also because side force from thebacking screw combines with current to swingthe stern away from the berth. A stern line isimperative in this situation. Outside assistancemay possibly be needed. If possible, turn aroundand make the landing into the current.

Wind Effect

Wind effect is another element a conningofficer must contend with when going alongside.Remember that the bow and stern may not beequal in sail area, hence wind effect on the shipas a whole will not be distributed uniformly.Realizing also that wind usually is erratic invelocity, a greater safety margin must be al-lowed. Another consideration is that, whenapproaching the lee side of a berth or anothervessel, wind effect at the bow is reduced greatlywhile wind effect on the stem-continues to actwith full force. As with current, however,advantage can be taken of the wind if it is

SIGNALMAN 1 & C

blowing toward a berth. Approach so as to stopfarther out from the berth than in a no-windsituation, and let the wind bring the ship inalongside. Some use of screw and rudder may berequired to keep the ship parallel to her berth.

When the wind is setting a ship off her berth,the situation is more difficult. For a port-side-tolanding, approach the pier at a greater angle thannormally used and with slightly more headway.Get out the bowline to hold the bow, and useside force of the backing screw to bring the sternhi. To make a starboard-side-to landing, with thewind setting the ship off her berth, againapproach the pier at a greater angle thannormally used and with slightly more headway.Get out the bowline, No. 2 (after spring) line,and the stern line as indicated earlier.

Going ahead slow on the screw (with left fullrudder), coupled with side force, rudder effect,and the lines will force the stern in against thewind. In a situation like this, experienced shiphandlers may drop the port anchor to hold thebow. If it is desired to use this method, alwayscheck a chart first to ensure that droppinganchor in that area is not prohibited.

GETTING AWAY FROM A BERTH

The next operation to consider is gettingunderway. Take time to evaluate existing condi-tions, then plan a line of action. Wind effectshould be apparent from the bridge. Currenteffect is more difficult to judge. If the ship ismoored in a slip, current effect in the immediatevicinity may be completely different from thatout in the stream. Throwing a block of woodover the side and noting how it is affected bythe current should give an approximate ideawhat to expect from current action.

Starboard-Side-to Berth

When possible, the best way to clear astarboard-side-to berth is to back with leftrudder. Side force and suction current on therudder will swing the stern out from the berth sothat the ship can back clear safely. If there is noroom astern, the stern can be moved out fromthe dock by using the No. 2 line as a spring andgoing ahead slow with right full rudder.

Port-Side-to Berth

Unlike the method of clearing a starboard-side-to berth, trying to back away from aport-side-to landing tends to send the sternagainst the dock. The best procedure for gettingaway is to leave the No. 2 (after bow spring) lineout and go ahead slowly with left hard rudderuntil the stern is clear. The left rudder and thelever effect of the No. 2 line will bring the sternfar enough out for the ship to get away, at thesame time restricting her forward motion. Whenthe stern is well clear, take in the No. 2 line,shift rudder, and back.

Current From Ahead

With a strong current running from ahead, aship probably could clear either starboard-side-to or port-side-to by slacking the head line andletting the current send the bow off. Once it iswell off, let go all lines and go out ahead.

One must use the rudder cautiously, becauseputting it away from the pier will throw thestern toward the pier as the ship goes ahead,especially when leaving a starboard- side -to land-ing. Avoid using too much rudder until she iswell clear. Use this method only when it isdifficult to back out. In getting away from astarboard-side-w landing, a small amount ofright rudder will keep side force from throwingthe stern into the pier.

Current From Aft

With a current from aft, slacking the sternlines will carry the stern off in the same manner,as in the preceding situation. If the ship is in aset direction off the pier, let go all lines andallow the current to carry the ship broadside outinto the stream.

BANK CUSHION AND SUCTION

Two other factors that are fundamental inship handling are bank cushion and bank suc-tion.

With a ship going ahead close and generallyparallel to a bank, seawall, or another ship, bankcushion forces the bow out, and suction pulls

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the stern in. These forces are easily understoodif one considers (1) how the bow funnels waterinto a narrowing area and (2) how screws suck inwater from ahead and ,.:scharge it astern.

When backing down, the bank effect is

reversed. Discharge current from the screwsbuilds up a cushion at the stern, with the resultthat the stern goes out and the bow goes in.

When going ahead, bank cushion and banksuction can be counteracted by intelligent use ofthe rudder. Going astern, however, a combina-tion of speed and rudder is required.

SINGLE-SCREW PECULIARITIES

The preceding topics on ship handling merelygive an idea of some well-known idiosyncrasiesof single-screw vessels. This training coursecannot go into detail concerning unusual circum-stances wherein a ship will act in a noncharac-teristic manner. Habits peculiar to a particularship must be learned from other conning officersand from experience.

STATION KEEPING

Regardless of the type of formation beingmaintained, each participating ship has her owndefinite position with respect to the guide andto other ships in the formation. Remaining inthis prescribed position is called station keeping.Inasmuch as a station is located by its bearingand range from the guide, the basis of goodstation keeping is the continuous and accuratedetermination of the guide's bearing and range.

Because risk of collision is always a threatwhen ships are steaming in formation (often athigh speed), the importance of exact stationkeeping cannot be overemphasized.

BEARING

Bearings prescribed for the type formation orby specific signal are reckoned either true orrelative from the guide. For a ship that iskeeping station on the guide, the prescribedbearing from the guide is converted to thebearing by gyro repeater, compass, or pelorus ofthe guide from the ship. This bearing is usedconstantly to check_position:_.

DISTANCE

Prescribed range in a particular formation isthat distance to be maintained between theguide and each ship of the formation. Normally,in formations other than circular, range willdiffer for each ship. Insofar as possiblewithoutinterfering with her safety or maneuvera ship*iiould endeavor to maintain correct distance

from the guide, even though distance to ships inadjacent stations may be more or less than thatdictated by the type formation.

INTERVAL

Interval is measured between unit guides orbetween columns or ships in lines abreast.

COURSE AND SPEED

Courses and speeds are included in the opera-tion orders or are signaled. Adjustments inordered courses must be made on individualships, however, to compensate for compasserrors. Numbers of revolutions for variousspeeds may be found in the engine revolutiontable, but numbers of turns must be altered tosuit the circumstances. Factors that contributeto changing circumstances are the ship's draftand trim, condition of her bottom, and the stateof wind and sea. It is much easier to maintain areasonably accurate station than to regain posi-tion after losing it. To this end, therefore, it ismuch better to correct ship's position by imme-diate small changes of speed or course than towait until position error is so great that radicalchanges are required. In fact, irregularity ofspeed and course produced by such radicalchanges causes most station keeping trouble.

Frequent and radical changes in speed are themost common error made by inexperiencedconning officers. Because of her weight, plusresistance of the water, a ship does not respondas quickly as might be expected to increases ordecreases in number of engine revolutions. Mo-mentum causes a large ship to hold her way forsome time after engines are stopped. A similardelay must be expected after minor rpmchanges. The novice whose ship has fallenbehind, and who is impatient to regain position,is likely to call for a larger increase than is

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SIGNALMAN I & C

needed. He continues running at increased speeduntil he is almost in position, forgetting thatships momentum will cause her to forge aheadfor awhile even after a speed reduction isordered. This drifting results in continualchanges in speed, and keeps the ship eitherahead or astern of position.

DETERMINING DISTANCE

Distance from the guide or from other shipsin formation is determined by stadimeter, range-finder, or by radar.

A stadimeter is used to measure distance (orrange) of an object whose height is known.Masthead heights normally are listed in aninstruction issued by a fleet or type commander.Stadimeters are of two kinds: Fisk type andBrandon sextant type.

The following description applies to the Fisktype. Operation of the Brandon type varies fromthe Fisk only in minor particulars.

Height in feet of an object whose distance isdesired is set on a horizontal scale. When theobject is viewed through a telescope, both directand reflected images are seen. A thumbscrew isrotated until the top of the reflected imageappears to be in line with the bottom of thedirect image. Range in yards may then be readdirectly from the scale.

A radar, particularly one with a PPI (planposition indicator scope) is a help in stationkeeping z.nd in maneuvering in general. Shortradar ranges, approximately under 200 yards,cannot be seen, however.

Reports of distanc, hould be given in yards,followed by inform, n whether it is closing,opening, or steady. Use of the terms "increas-ing" or "decreasing" should be avoided, becauseof possible confusion with reports concerningbearings.

A conning officer must develop a sense ofdistance. Find some spot on the bridge to standfrom which an object aboard ship, such as thejackstaff, can be lined up with objects on theship ahead or to the side. When distance to anadjacent ship is measured, make a mental note(for future reference) of how the objectsaligned. On dark nights there may be insufficientlight for taking stadimeter readings, and radarranges cannot be taken because of close proxim-

ity or perhaps radar silence is imposed. Bino-culars can then be used to obtain a fair estimateof distance by judging the amount of field thatthe target ship fills. During the day, when exactdistance to the adjacent ship can be measured,look at that ship through binoculars and notethe amount of the field that the fills. Consider-able practice is required to becoine proficient inthis use of binoculars, but it is worth the effort.

CLOSE STATION KEEPING

The key to proficient station keeping in closeformation is the mental process of visualizingsimple problems in relative motion and solvingthem correctly. Although it is true that shipsnowadays seldom steam in close formation, itstill is an important requirement, and is de-manded by most type commanders. Patrol andescort vessels, destroyers, cruisers, and amphib-ious ships must occasionally be able to steam incolumn or in line of bearing at standard dis-tance, usually darkened at night and at highspeed as well.

Steaming. in close column demands a keenappreciation of speed and how your ship carriesher way, It is largely a matter of speed adjust-ment.

If own ship is first in column, or is the guide,make every effort to ensure good steering Lndsteady speed. Watch the helmsman carefullyand, at the same time, see that proper revolu-tions are actually being made. Such efforts willbe appreciated by the ship astern.

Keeping proper distance when followinganother ship depends largely on ability to detectearly indications of opening or closing motionand making proper speed adjustments to coun-teract that motion. In this regard, rememberthat a ship following in the wake of anotherrequires a few more revolutions that she will instill water, to make good the same speed as theship ahead, because of the necessity to overcomewake turbulence or "kick" of the ship ahead. Anerratic helmsmanwho takes a ship in and outof the wake of the ship aheadmakes speedadjustment a difficult problem. A close watchmust be kept on the helmsman for that reason.Make speed corrections with care, rememberingthat there is a time lag before the effect ofchange is felt. If allowance is not made for this

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time lag, the same error is likely to be correctedtwice. That will result in a need for correctionprobably largerin the opposite direction. Oncesuch surging starts, it is hard to stop. Study thetime lag of own ship intently. Observe the effectof one correction carefully before applyinganother. Remember that excessive use of rudderacts as a brake. Always correct the steeringbefore increasing speed.

In general, when in column, keep own shipinside instead of outside the prescribed distance.It is easier to drop back than to close up. Knowallowable tolerances and keep within them.Remember the ship next astern, and keep ownship's course and speed as steady as possible.

Know own ship's proper station for columnopen order. Prescribed angles on the quarter ofthe leader are small, and there is a generaltendency to exceed them. Check angles carefullyand, when on station, make a mental note of thedistance between the ship and wake of theguide.

When in column, always keep in mind ownship's number in the column and the side towhich she should sheer out in an emergency.This position is the same side as that held whenin column open order; it follows the standardpattern of odd ships to starboard, even ships toport. Any time own ship is uncomfortably closeto the ship ahead, ease out her bow slightly onthe side to which she would sheer out in anemergency.

Course changes for a formation in columnmay be made in two ways: by individual shipsturning together, and by wheeling (changingcourse in succession, following the ship ahead).

When change of course is made by turningtogether, be sure to put on the proper amountof rudder promptly on execution of the signal.Inform the helmsman of the new course, and seethat he does not swing past it nor use anexcessive amount of rudder ,,t1 meeting theswing. Either pf these errors by the helmsmanwill cause the ship to end up behind bearing inthe line of bearing resulting from the maneuver.Keep under constant visual observation thenearest ship toward which own ship is turning.As the turn progresses, check guide's bearingwith a view to detecting promptly any tendencyto gain or lose bearing.

In_wheeling, when nearing the turning pointof the ship ahead, remember that when shestarts to turn, her stern will swing out. If ownship is properly in station astern of the guide,and the helmsman has been steering on herstern, order the helmsman (at the instant thesignal for the turn is executed) to steady on aspecified course. If own ship is not directlyastern of the guide, take a bearing of the guide(at the instant the signal is executed), then orderthe helmsman to steer that course. This methodwill ensure own ship passing through the turningpoint of the guide.

Presuming that the ship ahead is the guide, orthat she has followed the guide properly in herturn, own ship should attempt to turn in thesame water. If the turning point has beenapproached correctly, the kick (swirl of watertoward the inside of the turn caused when therudder is put over to begin the turn) of therudder of the next ship ahead will be observedto be slightly on own ship's inboard bow.

The one with the conn gets out on the wingof the bridge from which point can be seen,throughout the turn, both the ship ahead andthe one astern. Own ship thus will be in the bestposition to observe the kick. Stay in that spotuntil decision is made to turn. When the kick ofthe ship ahead reaches a predetermined positionabreast own ship (usually in the vicinity of thebridge), give the order to put over the rudder.The exact location of the kick in relation to thebridge varies in different typeS of ships. Thus,for any ship, it will vary with speedall of whichtakes experience to judge.

After the rudder is put over, own ship willcontinue straight ahead for a short distancebefore she starts to swing. If the turn is timedcorrectly, she will follow around with the stemjust at the inboard edge of the wake of the shipahead. Normally, the outboard edge of the wakeof the ship ahead can be lined up with a pointon the jackstaff. If the edge draws downwardalong the jackstaff, the ship is going outside; if itdraws upward, the ship is turning inside.

If the turn is made late, own ship's bow willstart to go outside her proper turning circle. Ifthis situation cannot be corrected immediatelyby a small amount of increased rudder, the wakeof the ship ahead will strike own ship's bow and

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SIGNALMAN 1 & C

force her further outside. Under these condi-tions slip should continue to make a standardturn butside and then steady up on the newcourse, still outside. When the ship asterncompletes her turn, own ship may start to easeback into place in column.

Once own ship's bow is outside the wake ofthe ship ahead, any attempt at correction byusing increased rudder may result in falling backon the next ship astern. This condition is due to(1) the extra distance traveled and (2) theslowing effect of increased rudder.

If the turn is made too early, the bow willstart to go inside the proper turning circle. Aslight easing of rudder can correct this condi-tion, but will decrease the slowing effect of ownship's rudder and she will be traveling a shorterdistance. Thus she will close the next ship ahead.Easing the rudder should be done, therefore,only when distance from the next ship ahead issuch that these factors will not cause own shipto come dangerously close.

A common error in such instances is to easethe rudder too much, with the result that ownShip crosses the wake of the next ship ahead andgoes outside. This condition can be avoided bywatching closely for the first indication ofturning inside, then promptly easing the ruddera sufficient amount to check rate of swing. Assoon as this effect is produced, the ruddershould ordinarily be put over again to thestandard amount and the turn co.apleted in anormal manner.

The only dangerous situation in turns ariseswhen a ship is somewhat too close to the shipahead when making a large change of course.The moment comes when a choice must bemade between more rudder and remaining insideby slowing, stopping, or even backing theinboard engine, or the alternative of easing therudder and passing under the stern of the shipahead, and thus going outside her wake. In thissituation, resolve any doubt in favor of con-tinuing to turn inside. It is safer, and positioneventually will be regained more quickly. Byhesitating too long and then easing the rudder togo outside, own ship may forge ahead while herbow still is inside the stern of the ship ahead.

If the next ship ahead turned too soon or toolate instead of following in her wake, own shipshould attempt to turn correctly in the wake of

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the guide. Estimate how much too soon or toolatein terms of distancethe ship ahead madeher turn. By applying this distance as a correc-tion to the normal position of the kick of thenext ship ahead when a normal turn is made,own ship can still use the kick as a referencepoint for turning.

As in other maneuvers, the turn in successionmay be used to advantage in correcting position.When well behind station, boldly cut the corner.If too close, don't turn too soon. Instead, turn abit late, with full rudder.

If the maneuver is executed in fog, or atnight, it may be impossible to see the kick. As aprecaution, use a stopwatch and start it whenthe signal is executed. Knowing the distancebehind the guide and own ship speed, determi-nation can be made of the time when own shipshould arrive at the guide's point of turn. If nobetter information is available by that time, turnthen. If whistle signals are being used and thesignal of the next ship ahead is heard, note itstime, and use it as a new basis for computingtime to turn.

When executing a wheeling maneuver, remem-ber the axiom "never let own ship's bow getinside of the ship ahead." If this rule is adheredto, the dangerous situations and corrective meas-ures outlined will not arise.

LINE OF BEARING

Station keeping is somewhat more compli-cated when in line of bearing. In this situationthe conning officer is concerned with own ship'sdistance and bearing. A thorough understandingof the relative motion of ships is particularlybeneficial. While steaming in close formation,rarely is there time to plot bearings and dis-tances and obtain a solution if a ship is not inposition. Then the problem must be visualized,and changes in course and speed made properlyand promptly.

By lining up an alidade on the prescribedbearing of the guide and sighting through it aconning officer can quickly determine whetherhis ship is ahead or behind bearing. If the line ofsight falls ahead of the guide, own ship is ahead;if astern, she is behind.

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When the line of ships is in line abreastformation, a speed that is greater or less than theguide's speed will cause own ship to advance orretard her bearing with negligible change ofrange. A slight change of course toward or awayfrom the guide will cause her to close or openrange with a slight loss of bearing. To counteractthis small bearing change, a small temporaryincrease of speed (normally only a few turns)can bt. used; when desirable.

For lines cf bearing between these twoextremesline abreast and columnthe effectsof a course of speed differential are somewhatmore complex, because a combination of courseand speed changes usually is required in order tomaintain station.

When simultaneous turns are made in line ofbearings, watch the ship toward which the turnis made in order to detect the first sign that shemight be turning in the wrong direction.

ORDERS TO HELMSMAN

Nowhere in the Navy is usage of exactphraseology as important as it is to the conningofficer in giving commands to the helmsman.Because misunderstandings or ambiguity can beso quickly disastrous, possibility of mistakenmeaning must be eliminated. No confusionshould occur when exact (and official) termi-nology is used.

The manner in which commands are given isimportant. Speak clearly, loud enough to beheard, and with a positive, incisiv0 tone. Theword helm should not be used in any commandrelating to operation of the rudder.

Commands to the helmsman are given inlogical sequence. The first word ("Right" or"Left") indicates direction and enables thehelmsman to start putting over the wheel atonce. The second word signifies amount, as:"Right standard rudder." Chief purpose ofgiving the command in this manner is to ensurequick and accurate compliance of the helmsman.He starts turning his wheel instantly uponhearing "Right" (or "Left"). By the time rudderamount is specified, he can bring his pointer torest on the exact number of degrees. Standardorders to helmsmen follow:

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Right (left) rudder: A command to applyright (left) rudder instantly, an indeterminateamount. This order must be followed instantlyby stating the amount of rudder desired.

Right (left) standard rudder: Standard rud-der is the amount of rudder required to turn aparticular ship within a certain prescribed tacti-cal diameter. It is determined in advance foreach vessel of a formation to ensure that all theships in formation turn in the same space.

Right (left) full rudder: Full rudder is acertain number of degrees greater than standardrudder. A rudder usually is capable of a 35°swing on either side of centerline, but fullrudder seldom means more than 30° of rudderangle. The extra 5° is used only when absolutelynecessary. The order requiring a helmsman toput on all possible rudder is right (left) "Hardrudder."

Right (left) S (10,15,etc.) degrees rudder:This command is used in making changes ofcourse and means turn whee! to right (left) untilrudder is placed at the number of degreesordered. The helmsman then is ordered to steerthe new course. The complete command wouldbe, for example: "Right five degrees rudder,""Meet her," "Steady as you go," "Steer coursetwo seven five," or "Keep her so."

Right (left) handsomely: Turn the ruddera small amount. The command is given whenonly a slight change of course is desired.

Increase your rudder to degrees:Increase rudder angle. This command is givenwhen, with the rudder already over, it is desiredto make her turn more rapidly. The commandmust be followed by the exact number ofdegrees of rudder desired.

Meet her: Use rudder as may be necessaryto check her swing. This command can be givenwhen the ship is nearing her desired course.

Ease your rudder: Decrease rudder angle.This command is given when the ship, turningwith right (left) rudder, is turning toward or isnearing the heading desired. Example: "Ease tofifteen (five) etc."

Steady; Steady as you go: Steer the courseon which the ship is heading when the commandis received. This command is given when, inchanging course, the new course is reached orthe ship is heading as desired. The helmsmanresponds: "Steady as you go. Course---, Sir."

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SIGNALMAN 1 & C

Rudder amidships: Rudder angle zero.This command is given when the ship is turningand it is desired to make her swing less rapidly.

Shift your rudder: Change from right toleft rudder (or vice versa) an equal amount. Thiscommand is given, for example, when the shiploses headway and gathers sternway, to keep herturning in the same direction.

Mind your rudder: A warning that the shipis swinging to left (right) of course bedause ofbad steering. It is also a command to steerexactly, using less rudder.

Nothing to the left (right) of: A warningto the helmsman that conning officer does notdesire the ship to be steered to the left (right) ofthe course ordered.

How is your rudder: A question to, thehelmsman. He should reply: "Five (ten, fifteen,etc.) degrees right (left) rudder, Sir."

How does she head, or Mark your head: Aquestion to the helmsman. He should give ship'shead at the time; for example "Two seven five,Sir."

Keep her so: A command to the helmsmanwhen he reports ship's heading and it is desiredto steady her on that heading.

Come right (left) to --: Put over therudder right (left) and steady on new course.

Very well: Order given to helmsman, aftera report by him, to let him know that cormunderstands the situation. (Never say "Allright," which is unseamanlike language. More-

, over it may be confused with a cummand to thewheel.)

All orders to the helmsman that specify acourse or heading must refer to the compass bywhich he is steering at the time. Each course orheading is stated in three digits, whether threeare actually necessary for its expression or not.For example, the order to steer 5° is not "Steerfive," but "Steer zero zero five." A helmsmansteering by a magnetic compass cannot beexpected to differentiate between a true and acompass heading. He must never be required toapply any corrections. Before a new course isset, the conning officer must dt mine thecompass course, and he must check -equentlythereafter for any possible change ariationand/or deviation.

The helmsman must repeat every order exact-ly as it is given, so that the conning officer will

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know that he heard it correctly. When an ordernecessitates a change of rudder angle, the helms-man not only repeats the order, but also reportswhen the rudder angle indicator shows that therudder has assumed the desired angle. Therudder angle indicator is a dial, usually forwardof the binnacle, which shows the angle assumedby the rudder. On the wheel itself there isusually a wheel angle indicator that shows theangle applied to the wheel. This angle is thesame one the rudder will assume if the trans-mitting and steering engine mechanisms functionproperly.

ENGINE ORDERS

Orders controlling direction and speed ofpropeller(s) on a ship-sized vessel are transmitted

7.132(69)Figure 7-22.Engine order telegraph.

1 5


to the engineroom by means of an engine ordertelegraph (also called an annunciator) like theone shown in figure 7-22. Divisions on the faceof the telegraph, which indicate various speedsahead or speeds backing, are called sectors. Thehandle shown moves an indicator over the faceof the telegraph. When the indicator is set to thedesired speed, an answering pointer follows tothe same sector when the engineroom complieswith the order. In most Navy ships there are fivespeeds ahead, but only three backing speeds.

Contrary to the custom when giving orders toa helmsman, the words "port" and "starboard"are used when orders are given to the manoperating an ergine order telegraph on a twin-screw vessel. They are superfluous, of course, ona single-screw ship. For a single-screw ship eachorder is so worded that the desired propellerdirection is stated first and the desired speednext: "Back two-thirds'; "Ahead full." Atwin-screw ship is considered to have only asingle engine on one side and a single engine onthe other, regardless of how many engines sheactually has. The engine to be affected is statedfirst, the desired propeller direction next, andthe desired speed last: "Starboard enginebackone-third"; "Port engineaheadfull"; "Allenginesbackfull." ("All" is used instead of"both," because "both" could be mistaken for"port." "Back" is used instead of "astern" toprevat "astern" from being confused with"ahead.")

The man operating the telegraph (usually thelee helmsman) must repeat word for word anyorder he receives, and must also report when theengineroom has carried out the order. Forexample, when he gets the order; "Starboardengine ahead two-thirds," he repeats that orderas he rings up the speed. When the answeringpointer moves to the proper sector, he reports:"Starboard engine answers ahead two-thirds,Sir."

A ship with a single screw has only a singletelegraph. A twin-screw ship may have a separatetelegraph for the engine on each side, or she mayhave a single telegraph with a separate handle foreach engine. When changes are made in setting,the handle must not be yanked sharply; a sharppull may break the chain and disable thetelegraph.

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176

ENGINE REVOLUTION TELEGRAPH

One of the speeds ahead on the engine ordertelegraph shown in figure 7-22 is standard se ed.Standard speed, like standard rudder, is a tacti-cal amount. It is determined in advance for eachship of a formation to keep them all steaming a;the same rate of advance. Full speed is a certainnumber of engine revolutions per minute greaterthan standard speed. Flank speed is close to thetop speed that can be made by the enginecontrolled by that particular telegraph: usuallyits increase over full speed is the same as theincrease of full over standard.

Despite the care with which standard speed isdetermined, frequently a ship steaming at stand-ard speed in a formation has a tendency to closeup on or fall behind the ship ahead. Speedchanges shown on the telegraph are too drasticto take care of the small rpm changes necessaryto overcome this surging. Consequently, on ornear the telegraph there usually is a device calleda revolution indicator, containing three smallwindows in wrlich numbers appear. These num-bers indicate the revolutions per minute to bemade by the engines. When the revolutionindicator is used, all engines are considered to beturning the same number of revolutions perminute.

Numbers in windows can be changed byturning a small knob on the indicator. Usuallythe previously determined number of rpm'srequired to make various calculated speed (full,standard, two-thirds, etc.) are listed on a tableplaced near the indicator. When one of thesespeeds is rung up on the engine order telegraph,the number of rpm's necessary to make thatspeed is also set on the revolution indicator. Theengineroom answers on the indicator by settingthe same number in a row of answering win-dows. When a minor increase or decrease inspeed is necessary, the required change in rpm'sis set on the indicator. The engineroom increasesor decreases the rpm's and sets the new rpm inanswering windows.

Because the revolution indicator provides foronly minor changes in speed, it is not used inmaneuvers like mooring alongside or mooring toa buoy, which require radical changes. When notin use, the revolution indicator is set to threezeroes, or to maneuvering position (usually threenines).

CHAPTER 8

PILOTING -ELECTRONIC NAVIGATION

Navigation, simply defined, is the art orscience that enables a mariner to determine hisship's position, and guide her safely from onepoint to another.

This chapter deals with piloting and dead-reckoning. Definitions of these two terms arerepeated here for familiarization.

Piloting is navigation of a ship by usinglandmarks, various aids to navigation, and/orsoundings.

Dead-reckoning (DR-ing) is the method Co ffinding a ship's approximate position by runninga course line from her last well-determinedposition, using only courses steered, and com-puting distance run by utilizing engine speed andtime. Effects of current are not taken intoconsideration when finding a DR position.

PILOTING

In piloting, a position usually is established bybearings taken on visible objects on the earth. Ifa ship is navigated by piloting, she ordinarily isin restricted and often dangerous waters. On theopen sea there usually is ample time to discoverand correct an error. In pilot waters, however, anavigational error may mean a collision orgrounding. A JOOD must always keep thesepossibilities in mind, and impress upon hisbridge watch the importance of precise andaccurate information.

CHANNEL PILOTING

Quite often a pilot will come aboard ship totake her into port. He is a highly competentspecialist, and has knowledge of the hazards ofthe waters being traversed. A pilot usuallystations himself in the optimum conning posi-tion so that his observations and ship control

orders can be given with minimum effort andconfusion. He continuously determines theship's course and speed and notes her position.A pilot realizes that channel piloting requiresnot only an accurate appraisal of present condi-tions, but continuous planning for the future aswell. It must be remembered, however, that thepresence of a pilot does not relieve the com-manding officer and the navigator of ultimateresponsibility for safe navigation of the ship. Ina sense, the entire piloting team shares in thisresponsibility by being charged with furnishingaccurate and timely information used in deter-mining ship's position. All members of a pilotingteam must be constantly aware of the impor-tance of their individual assignment.

OODs & JOODs must remain constantly onthe alert, taking advantage of every opportunityto check and recheck the ship's position. Use themost detailed and up-to-date navigational chartavailable, and ensure that it is corrected com-pletely. Well in advance of entering port, checkcarefully and become acquainted with informa-tion contained in Sailing Directions, Coast PI,-lots, and Fleet Guides. Carefully select fromthem any landmarks and navigational aids thatcan be used most effectively. Choose alternateaids in the event that primary Choices proveunreliable or impossible to identify. On orderfrom the 00D, a special sea detail should be set,and anchors should be made ready for letting go.An echo sounder should be energized and keptin readiness for immediate use. Any time theship enters pilot waters, the chains should alsobe manned.

Whenever and wherever possible, use rangesfor steering. Mark on the chart the courses to besteered and distances between points. Establishdanger bearings for hazardous spots and shoalareas, and plot these danger bearing lines whenno range is available for steering. Danger circles

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Chapter 8 -PILOTINGELECTRONIC NAVIGATION

should be plotted, and regular courses should beplanned. Never attempt to run haphazardly onindications of the danger angle alone, hoping toavoid trouble by random steering at criticalpoints.

Even when entering port through channelsthat are considered safe, a ship's exact positionmust never be in doubt, but must be plottedaccurately and continually on the chart. Other-wise, if a sudden squall or fog sets in, a shipshod be in serious danger of grounding.Through experience, it has been learned that it isalways best to steer planned courses and tochange courses oniy at predetermined specificpoints. This practice facilitates piloting succes-sively from buoy to buoy in limited visibility. Ifa ship fails to make a buoy on schedule, onlyone safe alternative remains: Stop; then anchor,or proceed with caution.

Course changes usually are made in exactamounts. That is, orders to the helmsman arestated in the amount of change or new course tobe steered, instead of merely ordering the wheelput over. In the latter example, the order tosteady may be forgotten or. still worse, the shipmay be swinging and this condition may not berealized until too late to take corrective action.Even if corrective action is taken in time, a greatdeal of wild steering probably will result beforeshe can be steadied again, and in pilot watersthere usually isn't that kind of room formaneuvering. To avoid such a predicament. ifthe new course is not given (or during largechanges of course), the helmsman should callout the ship's heading; for example, "Passing130, passing 135," and the like.

When piloting in water where coral reefs orbanks are numerous, it is helpful to select a timewhen the sun is astern. Normally, a ship isconned from aloft or from an elevated positionforward. The line between deep water and theedges of coral shoals usually shows up in greenpatches, and it is readily seen from a height. Thistype of piloting is prevalent in many passagesthrough the Florida Keys area.

When piloting, as stated previously, thespecial sea detail is set, and ordinarily a com-plete piloting team is stationed. All aids tonavigation are used whenever and whereverpossible. Several navigational methods areutilized by a ship to fix her position. These

methods, which may be used either separately orcollectively, are as follows:

1. Bearings: visual, radar, sonar.2. Ranges: visual, radar, sonar.3. Depth of water: echo sounder, lead line.

COAST PILOTING

The preceding information is useful in bothcoast piloting and channel piloting. Severaladditional techniques, applicable chiefly to coastpiloting, are mentioned here.

One of the better methods, from a naviga-tional point of view, is to steam along awell-defined and well-surveyed coast instead ofsteaming out to sea. This plan enables a navi-gator to keep visible landmarks continually insight and to determine his ship's position accu-rately and maintain a continuous check of thatposition. Additionally, such a procedure pre-sents a more accurate and detailed radar pictureto assist a navigator in this transit. By steam:1gtoo far offshore he may lose sight of prominentlandmarks or other aids to navigation. Conse-quently, he must make landfall from a doubtfulposition, and such a task can present someanxious moments. Moreover, the radar picture isnot as detailed when steaming too far offshore.If the navigator encounters fog, squalls, or anyother inclement weather where visibility is re-duced, he may have serious difficulty making apredetermined landfall. If, however, he encoun-ters conditions of restricted visibility while .

steaming along the coast, he knows his position,and ak ) knows the speed he is making good.Thus, he is in an ideal spot to navigate bydead-reckoning. (This method of navigation isdiscussed later in this chapter.) This mode doesnot, of course, preclude the use of other aids tonavigation available to a navigator. In thisinstance, radar and an echo sounder prove theirworth as navigational aids.

If navigation charts are known to be accurate,but a ship encounters heavy weather, it isadvisable to skirt the coast as closely as safetypermits, thus gaining the advantage of quieterwaters usually found along the coast. This sameprocedure ordinarily will avoid strong adversecurrents running offshore. Naturally, the trackalong the coast should be planned for normal

SIGNALMAN 1 & C

weather conditions, but provisions should bemade well in advance for any possible variations.When a ship makes frequent runs over the sameroute, the navigator should note and retaincourses and distances laid down on the charts, aswell as effects of current or tides. All datashould be recorded in a notebook for immediatereference.

All ranges along the coast are plotted when-ever they may be useful for determining posi-tion, for purposes of safety, or for checkingcompass deviation and gyro error.

Course changes quite often take place when apreselected point along the coast comes abeam.(This is the instant when position for a newdeparture is determined most easily.) If a ship isnot equipped with gyro repeaters, ensure that apelorus (dumb compass) is set to the ship's trueheading and is ready for taking bearings at alltimes. Before taking any bearings, bearing takersshould check the pelorus to ensure that it is seton the ship's heading. The navigational chartshould be readily available for reference by allpertinent bridge personnel. A sextant should beset to the danger angle and be ready forimmediate use. See that a recorder keeps acomplete record of all bearings on specificpoints, the time they are taken, and the distancewhen they come abeam, and that he records alldata in the bearing book.

Although coastwise piloting becomes a matterof routinenot requiring the constant presenceof the captain or navigatorit nevertheless iswise to bear in mind continually, and impressupon the men, the consequences of any laxityon their part. Wrecks marked on the chart attestto the consequences of errors. Groundings occurall too frequently, but rememberand remem-ber wellthat they usually are inexcusable.

TAKING BEARINGS

A gyro repeater is used to take bearings onany stationary visible objects that help to fix theposition of a ship during piloting. These bearingsalso may be taken by utilizing a magneticcompass or a dumb compass. A gyro repeater isconsidered the best method and is the one usedmost commonly. All bearings taken with thegyro repeater are true, and may be plotted

directly on a chart withopt conversion exceptfor gyro or repeater error.

Ships not equipped with a gyrocompass (dis-trict and small craft) normally take bearingswith a pelorus. If the dumb compass card in thepelorus is set to a ship's hea.ling, bearingsobtained are the same as they would be bymagnetic compass, provided that the ship isexactly on course. Instruct the men to takebearings only when the ship is on an even keel,not yawing, and when the bubble in the spiritlevel on the azimuth or bearing circle is cen-tered. Only by constaqt practice can the mendevelop the ability to lake exact bearings in aseaway.

Bearings by Gyro Repeater

The master gyro usually is situated belowdecks in the IC room, and consequently isunavailable for taking bearings. Gyro repeatersare located on both wings of the bridge, how-ever, and they are synchronized with the mastergyro and read the same as it does. When themaster gyro and repeaters function properly, allbearings taken on the gyro repeaters are truebearings. Hence, there is no necessity for apply-ing ship's heading or converting compass bear-ings to true bearings. If, for any reason, a gyrorepeater should become inoperative, it can bedisengaged from the master gyro and used as adumb compass.

Bearings by Pelorus

When a ship is not equipped with a gyro (asalready mentioned), the dumb compass card inthe pelorus is set to ship's heading, and thebearing by pelorus is the same as it would be bymagnetic compass, provided the ship is exactlyon course. This situation seldom happens at theinstant the bearing is taken, hence any bearingobtained by pelorus must be corrected by thenumber of degrees the ship was off course. Itfollows, then, that a ship's actual heading at theinstant of taking a bearing must be known. Acommon method of taking bearings by pelorus isdescribed in Quartermaster 3&2, NAVPERS10149.

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Bearings by Magnetic Compass

When a magnetic compass is so situated that abearing taker's vision is unobstructed. it may beused to take bearings. The magnetic compass ismounted on the centerline of the shin, andusually is surrounded by superstructure, hencevision rarely is unobstructed.

When using a magnetic compass, make surethat bearings are taken directly from the com-pass and that bearing takers note the time.Compass bearing is then converted to truebearing and plotted. Bearing takers should deter-mine compass error before taking the bearing, sothat no time is lost in converting from compassbearing to true bearing. Ordinarily the helmsmanis so close to the course that deviation is notaffected. If, during heavy weather, for instance,the ship at the time of bearing is radically offcourse, it may become necessary for the men towork another correction problem, using a differ-ent deviation from that expected. To determinecorrect deviation, they should instruct thehelmsman to note ship's heading when they singout "Mark!" as they take their bearing. Anassistant navigator should hold frequent drills inthis procedure, and thus ensure that his naviga-tion team is thoroughly familiar with proceduresand mechanics of taking bearings with a mag-netic compass.

PLOTTING BEARINGS

Before proceeding to the various methods offixing a ship's position in piloting, some dikus-sion of plotting bearings on a chart is necessary.A Signalman First may already have acted asJOOD and is well aware of plotting procedures.For him this topic is a review; but, for themajority of SMs, this is the first time they haveactively and continually plotted own ship'sposition. This is also the first time they haveacted as JOOD.

Bearings are always plotted as true. If a shipdoes not have a gyrocompass, all bearings mustbe converted to true before they are plotted. Itis the outer ring of the compass rose on thechart that registers true bearings. Only that ringis used in plotting.

Assume that a ship is steaming along a certaincoast, and lighthouse X is sighted visually off her

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starboard bow. Take a bearing on the lighthousethrough an alidade, using the starboard wingrepeater. In the bearing book, record the bearingand time, as well as the identity of the light.Then commence to plot the bearing on thechart. If using a drafting machine make sure it isaligned 090° to 270° with one of the latitudelines of the chart: Rotate the protractor arm tothe bearing obtained from the alidade. On thechart simply draw a line, along the protractorarm, from the lighthouse until it intersects ownship's course line. This line is not a fix; it is onlya line of position, and own ship's position issomewhere along that LOP. When using parallelrulers in lieu of a drafting machine, align themon the compass rose of the chart to the bearingobtained from the alidade. The walk the rulersacross the chart until the edge of one passesthrough lighthouse X, and draw a line inter-secting the course line. Below the line, label theline of position with the bearing. Above the line,designate the time the bearing was taken.

As stated previously, ship's position still isunknown. The only known information is thatshe is somewhere along the plotted line ofposition at the time of the bearing. If, however,a bearing Of another object is obtained at thesame time as the bearing of lighthouse X or aradar range of the lighthouse is obtained simul-taneously with the bearing, the intersection ofthe two lines of position or of the line ofposition and radar range, will give a fix. This fixestablishes the exact location of a ship. Theseand other methods of fixing position are de-scribed later in this chapter.

The method of plotting a bearing by means ofparallel rulers is shown in figure 8 -I. At 0915own ship obtains a compass bearing of 288° onlighthouse C. Variation is 15° E; deviation is3°W. The algebraic sum of variation and devia-tion is 12° E. When correcting, always addeasterly compass error. Add 12° to 288° toobtain a true bearing of 300°. If a gyro repeaterhad been used, this conversion would have beenunnecessary.

To go through the procedure of plotting thebearing shown in figure 8-1, place parallel rulerswith their upper edge passing through the centerof the compass rose and the 300° mark on theouter ring (AB). Walk the rulers, and mark abovethe 'line the time of bearing (0915). Below the

SIGNALMAN 1 & C

112.12Figure 8-1.Plotting bearings.

line, mark the number of degrees of bearing(3000). At 0915 the ship was somewhere on thisline of position (LOP). Line EF represents ship'scourse. If the ship has made good her course andspeed and has not made any leeway, point X(where the line of position intersects course line)is her actual position. Although this intersectionis considered an ideal condition, it rarely everexists consequently intersection at point Xcannot be considered an accurate fix.

FIXING POSITION IN PILOTING

Proper labeling of all points and lines made oncharts or plotting sheets is essential in order toavoid confusion. Immediately after drawing aline or plotting a point, label it. A label for anyfix should be at the fix instead of along a lineleading to it. For instance, above the course lineput a C, followed by three figures indicating truecourse in degrees. Below the line place an S andship's speed in knots.

It is known that a single line of bearing givesan LOP, and somewhere along that LOP is ship'sposition. It also is known that an accurate fix ofship's location cannot be obtained by a singleline of position. To plot an accurate fix,therefore, two or more interesting LOPs or radarranges must be obtained. Needless to say, thegreater the number of lines of position or rangesinteresecting at the same point, the greater is theconfidence in the fix.

An additional LOP for establishing a fix maybe obtained by several methods. An assistantnavigator should know them completely, andshould ensure thathis_men.also know them_If_a____bearing is taken at the same time a ship crosses arange, the point where the bearing crosses thetrue bearing of the range is a fix. Always makesure that the forward and after range marks arelined up when the Dearing is lAcen.

Another way of obtaining a fix is by using arange (distance) to the same object on which abearing was taken. This range may be obtainedby using radar, rangefinder, or. stadimeter. If astadimeter is used, height of the object must beknown. The range to the object on which abearing was obtained is displayed as a radius ofthe circle swung as an arc. This arc is the secondline of position; the bearing is the fast LOP.Thus, the point where the arc intersects thebearing is a fix.

METHODS OF FIXING POSITION

The two most common methods of fixing aship's position in piloting are discussed in theensuing topics.

Cross Bearings

In figure 8-2, points A and B represent twowell-defined objects on which bearings may be

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Chaptcr 8 PILOTING ELECTRONIC NAVIGATION

Ch.

E

Figure 8-2.Cross bearings.

F

58.76

taken. Using a bearing circle or an alidaae, takebearings on each object, one as quickly aspossible after the other. If two alidades aremanned, bearings on two objects are takensimultaneously. If a dummy pelorus is used,make sure bearing takers convert bearings totrue before they are plotted. Plot these twobearings as AD and BC. Their point of inter-section, X, is a fix and thus is ship's position.

A more accurate fix may be obtained bytaking a third bearing on another well- definedobject, E, and plotting bearing EF. As shown infigure 8-2, three lines of position frequentlyform a small triangle instead of a pinpoint fix.Ship's position is thrn considered to be in thecenter of the triangle.

Depending upon height of tide, draft of ship,and contour of bottom, reliability of a fix maybe further verified by taking a sounding at theinstant of bearing. If the same depth of water isobtained as shown at point X on the chart (aftertaking ship's draft into account), in all probabil-ity it is an accurate fix.

The most reliable fixes are obtained fromcross bearings that differ by approximately 90°.Bearings differing by 30° or less, or by morethan 150° are undesirable in obtaining a fix,because they are too nearly parallel to result inan accurate fix.. They should be used, however,if they are the only bearings obtainable.

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Bearing and Distance

It was learned earlier that a bearing and arange on the same object will give a fix. Withradar or an accurate range finder, distance canbe determined to an object on which the originalline of position was obtained. Intersection ofthis range swung as an arc with the original lineof position gives a fix. Figure 8-3 shows a fixusing a bearing and distance of a single knownobject. Line AB represents the bearing of light-house A. Arc CD represents range to thelighthouse. Point X on the chart is the actualposition or fix. When using this method toobtain a fix, remember to obtain bearing andrange simultatiebusly.

LEADERSHIP RESPONSIBILITY

It is not the intent of this chapter merely todescribe the imwatance of reliable navigationnor the methods of navigation employed in;iloting. Rather, it is the purpose of the text toimpress upon you the ease with which safenavigation may be accomplished under idealconditions.. In connection with safe navigation,your responsibilities as JOOD never permitlaxity of any sort to appear in the proceduresutilized by your men in what erroneously isconsidered routine navigation.

Piloting is routine only insofar as it concernspiloting methods. It must never be consideredroutine in the attitudes of your men. Pilotingdemands a keen appreciation of all the limita-tions of the equipment, as well as a knowledgeof the inherent dangers resulting from beinglulled into a false sense of security. You mustimpart your awareness to your men. When theypossess it, safe navigation will, in fact, become areality. Thus, a routine situation becomes rou-tine only in respect to buiit-in dangers and the.steps taken to avoid them.

RADAR

Radar (derived from radio detection andranging) was developed as a means for detectingand ranging targets in warfare, but it hasprogressed to the paint where it is a valuableelectronic navigational aid. The principle of

SIGNALMAN 1 & C

58.77Figure 8.3.Bearing and distance of single

known object

operation (figure 8-4) is based upon reflectedradio wave's. It haso the advantage over loran ofnot requiring any shore transmitting stations.Radar's chief disadvantage is that its maximumrange, for a surface vessel, is limited to theline-of-sight of the antenna.

HOW RADAR WORKS

Basically, radar employs very short electro-magnetic waves, and utilizes the principle that

'4 these waves can be beamed, that they travel in astraight line, and that they will be reflected byany discontinuity in the medium through whichthey are transmitted. Because Signalmen areinterested chiefly in navigational aspects of

PLAN POSITION INDICATOR (PPI)

Although there are many ways of presentingradar information visually, the plan positionindicator (PPI) is considered the most practicalfrom a navigator's point of view. Figure 8-5shows a view of objects in the area around a shipas they are presented on a PPI scope. The ship'sown position is in the center of the scope.

RANGE AND BEARING BY RADAR

A PPI is designed to enable a navigator todetermine range and bearing of an object, whichis one of its chief navigational advantages. Thescope can be adjusted to several different rangescales. Range is measured to scale from thecenter of the scope to the target indication.

PULSE LEAVES RADAR ANTENNA AT THE SPEED OF LIGHT

PULSE CONTINUES THROUGH SPACE

',1,411111PAIW111117/XP'PULSE STRIKES TARGET.

radar, only a general description of how radarworks is given here. ',/zd x7.7*

A typical surface radar is made up of fivecomponents: transmitter, modulator, antenna,receiver, and indicator. A transmitter consists ofa radiofrequency oscillator, which sends outelectromagnetic waves of energy. A 'modula-tor is a device that makes it possible for thesewaves to be emitted as pulses. The antennaassembly is so designed that it beams energyat the target, much as a searchlight is beamed.It also can be rotated so as to scan the entirearea around it. In the receiver, reflected radioenergy returned from a target is converted intoa pip that may be presented visually on an in-dicator or scope.

ECHO IS RETURNED AS ORIGINAL PULSE CONTINUES

ECHO RETURNING AT SPEED OF LIGHT

74612791e~,/,,Ztal.007,2flaECHO RECEIVED BY ANTENNA GIVING INDICATION ON SCOPE OF PRESENCE

OF OTHER SHIP

Figure 8.4. Principle of radar operation.69.50


69.51Figure 8-5.A PPI presentation.

Figure 8-6 shows bearing ar.d range markerson the face of a PPI scope. Bearing is indicatedby figures around the edge of the screen. Usuallylines radiating out from the center are ruled on a

11.69.52

Figure 8.6.Bearing and range markers onPM scope.

transparent shield placed over the face of thescope.

Bright rings seen in the illustration are rangemarkers or range rings. Range markers can beswitched on or off, thus controlling their bright-ness as needed. Range indicated by each ringdepends, of course, on the scale used. If eachring represents 5000 yards, for instance, theouter range here is 25,000 yards. A targethalfway between the third and fourth rings is,ata range of about 17,500 yards.

Range Strobe

Range markers do not provide an exact meansfor finding range of objects shown on a PPIscope because of the necessity for interpolationby eye when indications of such objects liebetween markers. To remedy this error, a rangestrobe is used on some types of PPIs. A rangestrobe is a small, bright spot that can be movldby turning a handcrank. A strobe is cranked to atarget indication and range is read directly froma mechanical counter connected to the hand-crank. A range strobe adapts itself to any rangescale.

Bearing Determination

As mentioned earlier, bearing is indicated tilla PPI scope by figures around the edge of thescreen. On gyro-equipped ships (most shipshaving radars are so equipped), this bearing,circle is a gyro repeater, and bearings obtainedfrom it are true. Ir the event of gyro failure,relative bearings may be taken from a relativebearing ring.

Bearing Cursor

To facilitate accurate reading of bearings on ascope, an electronic bearing cursor is provided.Purpose of this cursor is to obtain bearing oftargets. The electronic cursor appears on the PPIas a sharp line whose direction may be set by thebearing cursor control. The bearing is readdirectly from a mechanical counter. The rangestrobe moves with and along the bearing cursorana range is read as described previously.

;179 184

SIGNALMAN 1 & C

PILOTING BY RADAR

Well-determined positions by radar are labeledfixes. Positions that are not well-determined, orless reliable ones, are labeled EPs (estimatedpositions), depending on a navigator's judgment.Leading Signalmen know that radar bearings arealways less accurate than visual bearings. Radarranges, however, are exceedingly accurate. Con-sequently, a fix obtained by a method in whichtwo or more lines of position are determinedfrom range is always more accurate than oneobtained from one range and radar bearing orfrom radar bearings alone.

Three common methods of determining posi-tbn by radar are-

1. Range and bearing of a single object.2. Two (or more) bearings.3. Two (or more) ranges.

Range and Bearing of a Single Object

Both a bearing and a range are obtained froma single observation by radar. Intersection of thisbearing and range is a fix. Because of inherentinaccuracies of radar bearings, a more acv-::ratefix can be obtained if a visual bearing is used tointersect a radar range. If only a single smallobject is available, however, a radar ran e andbeating may be the only method of dete . liningown position. If the target is a small, ell-defined island or a point of sufficient width:, amore accurate fix can be obtained by plottingtangent bearings and range. (See figure 8-7.) But,because of beam width distortions, tangent

69.53Figure 8-7.Tangent bearings and range.

bearings usually intersect at a point less than themeasured range, thus forming a small triangle.Own position is then considererl to lie on themeasured ranges midway between bearing lines,not in the center of the triangle, as in othertypes of fixes, because the range is consideredmore accurate than the radar bearings.

Two or More Bearings

Two or more bearings by radar are plotted inthe same manner as visual bearings. This methodis the least desirable and least accurate methodof obtaining a radar fix. For these reasons, thismethod should be avoided if a more accuratemethod can be utilized.

Two or More Ranges

Two or more radar ranges provide the mostaccurate fix that can be determined by radar.When this method is used separately or inconnection with visual bearings, it producesreliable fixes. When piloting, always rememberthat ranges taken from a coastline may beinaccurate because of the reasons stated previ-ously. For these same reasons, then, always tryto use a small, well-defined object that can beplotted accurately from the exact point of echo.Whenever practicable, try to supplement radarranges with visual bearings. Chances are slim thatfixes will be erroneous when two or more radarranges and visual lines of position are used. Keepin mind, and impress in the minds of strikersthat the more methods used simultaneously inobtaining a fix, the more accurate will be ownposition.

Figure 8-8 shoWs how a device can beconstructed easily aboard ship for speeding upplotting of two ranges. Pivot two transparentplastic arms at a common point and drill a smallhole at the pivot, just large enough for insertinga pencil point. Calibrate the arms to the scale ofthe chart, with zero range at the pivot. To plot afix, simply place the plotter on the chart so thatobserved range from each target is exactly overthat target's indication on the chart. The hole inthe pivot then will be located at the fix.

180

85


0*--4-.....-

BLACK ROCK

,.,...-- . . /

MOSS ISLAND

SHIP'S POSITION

69.62Figure 8.13.Plastic plotter for determining

position from ranges.

NAVIGATIONAL RADAR TARGETS

Small isolated rocks are excellent targets forcenter bearings and ranges. They are well-defined small objects that can be plotted accu-rately from the exact point of echo. Smallislands are also good, but large ones requiretangent bearings instead of center bearings.

Sharp points of land often are used for rangesand for either tangent or center bearings. Inranging on land, be certain to plot a range arcfrom the point that actually produced the radarecho. Sometimes what appears to be a waterlineon a radarscope is, in factmpeing reflected fromvorne point inland, or possibly from a surflineoffshore.

Buoys present echoes much like small rocks.Buoys may go off their stations for a number ofreasons, however, and are not considered goodreferences for purposes of obtaining fixes.

Offshore lighthouses on rocks or pilings arcreliable radar targets, and are also easy toidentify. Large charted buildings, tanks, towers,and the like often can be picked up by anexperienced operator, even though located somedistance inland.

When distant mountains are the only objectsavailable, bear in mind that it is difficult to getan accurate range from such a large mass.

181

Bearing inaccuracy may also, be considerableunder such circumstances.

INTERPRETING RADAR INFORMATION

Interpreting radar information requires con-siderable experience. Even then,an operator maynot always be able to interpret correctly. Bear-ing resolution, range resolution, and radarshadows are but three problems that hinderradar interpretation.

BEARING RESOLUTION

A radar beam width causes a target to appearlarger than it actually is. If two targets are closetogether and at about the same range, their pipsmay merge and form a single pip indicating alarge target. Minimum difference in bearingbetween two objects at the same range that canbe discerned on the scope is called bearingresolution. A number of rockpiles and smallboats near shore may appear as a straight line,giving a false impression of the shoreline.

RANGE RESOLUTION

Minimum difference in range between twoobjects on the same bearing that can be dis-cerned by radar is called range resolution. Twoor more objects on the same bearing and at onlya slight difference in range may appear on thescope as a single long object.

SHADOWS

Radar shadows occur behind prominent ob-ject5. No echo is returned from an object thatlies behind another object that obstructs a radarbeam. Nor can small bOats or rocks that lie aconsiderable distance beyond the horizon bepicked up by radar. Figure 8-9 shows a boat thatcannot be located by radar because of shadoweffect. In the distance the radar picks up thetop of an island, .but the bottom is in theshadow created by the earth's curvature.

SIGNALMAN i & C

ADVANTAGES OF RADAR INNAVIGATION

BOAT

RADAR SHADOW

I SHADOW DF

EARTH'S

CURVATURE/.7

DOTTED LINEREPRESENTS TRUELOCATION OF ISLAND'SSHORELINE. ONLY TOPOF ISLAND SHOWS ONPPI.

Figure 8-9.Radar shadow.

When used for navigational purposes, radarhas distinct advantages over other types ofnavigational equipment. Several of these benefitsare given in the following list.

I. Normally, radar can be used when othermethods are unavailable; for example, at nightand during periods of low visibility.

2. Because both a range and a bearing areprovided by radar, a fix can be obtained from asingle object.

3. With the PPI, a continuous position isavailable, and radar fixes can be obtained quiterapidly.

4. At times radar navigation will be moreaccurate than other methods of piloting.

5. Usually radar can be used at greaterdistances from land than nonelectric methodsused in piloting.

6. Radar is a helpful anti-collision device,giving a presentation of the surrounding area ona PPI scope, even during periods of reducedvisibility. Radar alone does not prevent collisionor modify Rules of the Road.

182

69.54

7. Radar can be used to locate and tracksqualls and nearby tropical storms.

DISADVANTAGES OF RADAR INNAVIGATION

When applied in navigation, radar also hascertain limitations and disadvantages. They mustconstantly be kept in mind. Never rely on radaralone if other methods of navigation can be usedsimultaneously. Following are some disadvan-tages.

1. Radar is subject to mechanical and elec-trical failure.

2. Thereiare limitations to both minimumand maximum ranges.

3. To interpret properly he information pre-sented on the scope is not always easy, evenafter an operator becomes proficient at it.

4. Sometimes radar is not as accurate as othermethods of piloting. For instance, a visualbeefing is more accurate than a radar bearing.

5. Radar, during unusual atmospheric condi-tions, may be unreliable.

6. Information necessary for identification ofradar targets is not always given on charts.

187

Chapter 8PILOTINGELECTRONIC NAVIGATiON

7. Small boats, buoys, and the like cannot bedetected easily by radar, especially if a high seaor surf is running or if they are near shore.

ACCURACY OF RADAR

Accuracy of positions obtained by radar,when used in navigation, varies with differenttypes of radar and skill of operators. A radarmay be used directly for navigation, henceoperators should understand those problemsinfluencing its accuracy.

In the majority of circumstances, accuracy ofradar fixes compares favorably with fixes ob-tained by other means. Limitations of each radarset should, however, be understood thoroughlyby everyone who is depending on it for informa-tion. Some factors affecting accuracy, of specificradar information follow.

1. Beam width: Although radar signals aredirectional, they are transmitted as fan-shapednarrow beams. Echoes are received continuouslyby a radar as its beam sweeps across a target.

2. Pulse length: Pulse length affects the depthof a pip appearing on a PPI.

3. Mechanical adjustment: Radar sets, al-though ruggedly constructed, are neverthelessrather sensitive instruments, and they requireaccurate adjustment. Remember, error in adjust-ment usually causes error in readings obtained.

4. Interpretation: Even with proper training,a person operating a radar may not always findit easy to interpret an echo properly. Two ofseveral ikfluences that make this problem diffi-cult are bearing and range resolution. Anotherproblem is false target indication. False shore-lines may appear on the scope because of a pier,several small boats, or heavy surf over a shoal. Ashoreline may appear some distance inland atbluffs or cliffs back of a low, flat, or slopingbeach. False shorelines also make inaccurateradar ranges or bearings from points along ashore. Never be lulled into a false sense ofsecurity merely because the closest range to landis obtained. A false shoreline may actuallyappear, sand there may be several hundred feet oflow beach extending outboard, none of whichwas picked up by own radar.

LIMITATIONS IN RANGE

Ranges, both minimum and maximum, arelimited. Minimum ranges are determined bytechnical features built into a radar set. Suchfeatures include recovery time, side lobes,echoes, and vertical beam width. Certain otherphysical conditions also affect minimum range.Examples are obstruction and sea return. Maxi-mum range usually is limited by curvature of theearth to the line of sight and depends to someextent on the height of the radar antenna abovethe surface of the water. Moreover, such tech-nical features as output power, pulse width, andfrequency affect maximum range.

DEAD-RECKONING

Dead-reckoning, to repeat, is tile method ofestablishing your ship's approximate position byrunning a course line from your last well-deter-mined position, using only courses being steered,and computing the distance run by using enginespeed. A DR position is plotted on the courseline drawn from your last well-determined posi-tion (point of departure ur fix). A dead-reckon-

, ing position will be as far along the course line asyou find you have traveled. In other words, it isthe place where you would be if you had madeno leeway whatever and if you had steamedexactly at engine speed. Unfortunately, thisideal is seldom true, because your ship isaffected by many of the elements found at sea.

DR TRACK LINE

The course line laid out from a fix is a linegenerated by the constantly moving DR posi-tion, called the DR track line. Until another fixis obtained, the DR track line continues as agraphic history of the course that was steeredand the speed that was used. Meanwhile, winds,currents, steering errors, etc., combine to setyour ship to one side or the other of t4e.lcourse,and to vary the actual distance traveled. Youreadily can understand, therefore, that it fre-quently is necessary to fix your ship's position,commencing a new DR track from each new fix.

When no fix can be obtained, you shouldcontinue your DR track for an entire watch or

SIGNALMAN 1 & C

until you get a new fix, then start a new DRtrack. Y -'u may be unable to obtain a fix for aslong as 12 hours or more. If you cannot, the DRtrack is continued for the entire period. Neces-sity for continuing the track is especially truewhen you are steaming in restricted waters,where dangers exist near your ship's track. Evenin unrestricted waters, one of your shipmatesmay go overboard, or some other casualty mayoccur, necessitating that you pia your ship'sapproximate position instantly. If your DR'track is not up to date, you may have to plotyour DR track from ypur last known position.You may also have/made course or speedchanges in the interim, making it necessary toconsult logs to obtain the information to con-tinue your DR track, which exhausts valuableand perhaps unavailable time.

When standing JOOD watches underway, itmay be necessary for you to draw a dead-reckoning (DR) track or keep the DR currentduring tactical evolutions.

The method of keeping a DR track line isexplained (by example) in the following discus-sion. Refer to figure 8-10.

A naval vessel engaged in maneuvers desires toarrive at 46°10'N. latitude, 179°46'E. longitudeat 0800 on 26 June. Conditions of weathermake it impossible to get a celestial fix, and noelectronic aids to navigation are available. Theship's last well-defined position was at 45°50'N.latitude, 178°09'W. longitude at 0400 on 25June.

Departure from this point is taken on course312°T, speed 15 knots.

At 0800, course is changed to 328° T :adspeed is changed to 12 knots.

At 1300, course is changed to 009°T.At 1500, speed is increased to 18 knot,.At 1700, course is changed to 040°T and

speed is increased to 20 knots.At 1745, speed is reduced to 10 knots.At 1915, course is changed to 194° T and

speed is increased to 12.4 knots. The shipcontinues on this course and speed until shearrives at the rendezvous point at 0800 the nextday.

The situation just outlined is for illustrativepurposes only. Rarely is a ship unable to get afix or a line of position over such an extendedperiod. Additionally, set and drift would prob-

180 I79W 178 WI'1'I'1"1.I.11'1"I'1I'I'1'

170

1915D

1744,5" 000'

6 g ,

:.

OR

1500 0

30

13000

F 2400DR

, vpq . 't

f 0.

liOODR

te,2702.8p

6NT eore°

W 4- E 090 30s ieo 1

itiitoY

wr

. . .

vt-

Cl

-0800D

OW , DR.

30

30

0400 FIX

3O

30

47

4

W

Figure 8.10. Plotting DR position.

48

178W

58.83

ably have put the ship somewhere other than ather DR position. Even so, lacking any method ofdetermining the ship's position more accurately,the DR method must be used.

ADVANTAGES OF DEAD- RECKONING

Dead-reckoning cannot, of course, locate yourpositioi, as accurately as can the methodsemploy ad in piloting, celestial navigation, orelectronic navigation. Nevertheless, it remains avaluable aid to the navigator, the 00D, and toyou as a JOOD. Dead-reckoning affords a meansof plotting your ship's position at any time

184

1S3


between accurate fixes, and also gives you theapproximate position of your ship at the timeyou are obtaining an accurate fixa necessity incelestial navigation. Excluding electronic sys-

185

terns and aids, it is the only method for plottingyour approximate position during periods whenweather conditions are unsuitable for visualobservations.

19

CHAPTER 9

SPECIAL SIGNALSSpecial signals not contained in ATP 1(A),

Vol. II are covered in this chapter. Knowledge ofspecial amphibious signals, harbor tug controlsignals, replenishment fixtures, is a must forevery Signalman. Every type of ship, from themightiest carrier to the smallest personnel craft,is involved in modern amphibious operations.Any ship engaged in an extended operation atsea must depend on a supply ship for refueling,rearming, and provisions. During adverse weath-er conditions, or when trying to maneuveralongside a particularly restricted berth, evendestroyer skippers find it necessary to haveassistance of a harbor tug. It is in such situationsas these where the wrong hand signal or sound

0

101

signal between the tug and the bridge couldcause considerable damage. It is easy to see whyit is so essential for a leading Signalman tobecome proficient in these special .signals.Chances are slim that he will even be assigned toa billet afloat where knowledge of these specialsignals is unnecessary.

AMPHIBIOUS SIGNALS

A special amphibious signal system for ship-to-shore movements uses panels, shapes, flags,and lights. (See fig. 9-1.) This system is notconnected with any other system of signaling or

-411M"- .

Figure 9-1.Temporary ship-shore communications.

186

f.d.

37.6

Chapter 9SPECIAL SIGNALS

oceanographic markers. Flag signals should notbe confused with any of those in ATP 1(A), Vol.II or Pub. 1u2. Complete details of this systemare contained in the effective edition of NWIP22-3, Ship-To-Shore Movement.

CARGO IDENTIFICATION

Distinctive flags are flown by boats carryingvarious cargoes to enable control and beachparty personnel to identify the types of cargo.

To further indicate the nature of the cargocarried in boats assigned to floating dumps, anumeral flag should be flown below the greenflag to indicate type of cargo being carried.

A variety of standard identification flags andlights are shown in figure 9-2 which are used h.the ship-to-shore movement.

LOAD DISPATCHING SIGNALS

To dispatch waves of boats the central controlship hoists the appropriate signals as shown infigure 9-3. Numeral flags are normally flownfrom both port and starboard yardarms. How-ever, it is possible that waves on both sides willnot be scheduled to land at the same time. Inthat case, the primary control ship hoists theappropriate signal on the yardarm on the side of

the ship that the wave is scheduled to pass.Waves with two-digit numbers are dispatched byhoist using the numeral flag corresponding tothe last digit of the wave number. All signalsnormally are paralleled by voice radio from thecentral control ship. All. lights used are shieldedand aimed at the approaching wave only.

BEACHING SIGNALS

The following visual signals are used bypersonnel on the beach to call in boats andamphibious vehicles for beaching.

I. Day Yellow (Q) flag waved above thehead.

2. Night A flashlight with a lucite wandfitting waved in a vertical line.

To wave off boats and amphibious vehiclesfrom beaching, the following visual signals areused.

Day "Negative pennant" wat ed abovethe head.

Night Two flashlights with lucite wandfittings waved in a horizontalline.

TYPE OF CARGO DAY NIGHT

Floating Dump Supplies GRELN flag over numeral Steady GREEN light over cargoflag color light(s), 2 feet apart

Rations ONE flag 1 steady WHITE light

Medial Supplies... TWO flag 1 steady GREEN light

Flame Thrower Fuel THREE flag 1 steady RED light

Water FOUR flag 1 steady BLUE light

81mm Ammo FIVE flag 1 steady AMBER light;. b

105mm Ammo SIX flag 2 steady AMBER lights

Bulk Cargo RED flag 2 steady RED lights

Selfpropelleu Vehicles BLUE flag 2 steady BLUE lights

Cargo Requiring Prime Mover YELLOW flag 2 lights, steady BLUEover steady AMBER

37.43Figure 9.2. Cargo idottification.

187

13,e

SIGNALMAN 1 & C

When not otherwise specified, flags flownfrom boats should be No. 6 signal flags or largersize. Special beach marking flags or panels, forwhich no dimensions are given, should ap-proximate a No. 4 signal flag. These flags andpanels should be made of cloth having a fluores-cent characteristic for greater ease of identifi-cation under all weather conditions. Signal ormarker lights should be of sufficient intensity tobe visible at a distance of at least 1000 yards.,Beach and unloading marker lights should bedirectional, 10-point lights trained to seaward.

Some beach markers, oceanographic markers,unloading point markers, and miscellaneous flagsand identification insignia are shown in figures9-4 through 9-11.

HARBOR TUG CONTROL SIGNALS

A Chief or First Class Signalman assigned to aship as leading SM or to a harbor tug as skippermust know the proper harbor tug controlsignals. Aboard a ship, a Signalman may have torelay signals from the bridge to the tug along-side. As skipper of a tug, he must communicatewith the ship he is assisting.

The following signals are used between U.S.Navy ships and tugs in U.S. ports. When a ship ispreparing to enter a foreign port, be certain youknow the harbor tug control signals used in thatport are known.

WHISTLE SIGNALSI

Whistle signals, administered by a hand whis-tle of the police type, appear in the accom-panying list. Normally, whistle signals are aug-mented by hand signals.

From

StopHalf Speed AheadHalf Speed AheadFull Speed AheadStopHalf Speed AsternHalf (or Full)Speed Astern

Cast Off, StandClear

To Blasts

Half Speed Ahead I

Stop 1

Full Speed Ahead 4 shortHalf Speed Ahead 1

Half Speed Astern 2Full Speed Astern 4 shortStop 1

1 pro-longed,

2 short

WAVE DEPARTURE TIME DAY NIGHT

WAVE ONE 5 minute standby

2 minute standby

1 minute standby

Departure time

ONE flag at dip

ONE flag close-up

--

ONE flag hauled down

Steady RED light for 30 seconds

Flashing RED light for 30 seconds

Flashing RED light for 50 secondsthen a 10-second steady RED light

Extinguish 10-second steady RED lightto dispatch wave

WAVE TWO 2 minute standby

1 minute standby

Departure time

Numeral flag of waveclose-up

---

Numeral flag hauled down

Flashing BLUE light for 30 seconds

Flashing BLUE light for 50 seconds,then a 10-second steady BLUE light

Extinguish 10-second steady BLUE lightto dispatch wave

WAVE THREE Same as Wave Two, except AMBER light is used.

WAVE FOUR Same as Wave Two, except GREEN light is used.

WAVE FIVE Same as Wave Two, except RED light is used.

WAVE SIX Same as Wave Two.

SuccessiveWaves

Continue using cycle outlined above.

37.44Figure 9-3.Departure time sequence.

188

193


LEFT

DEACR RED ONE

30"CENTER RIGHT

7..

,TirI

DAY LEGEND

ISTEADY =err e Kamm =re

SEACU RED TITO

0MORT

O00

Figure 9.4. Beach markers from seaward.

A prolonged blast is 4 to 6 seconds in dura-tion. A short blast is about 1 second in duration.

In using whistle signals to direct more thanone tug, care must be exercised to ensure thatthe signal is directed to and received by thedesired tug. Whistles with different and distincttones have been used successfully to handlemore than one tug.

Harbor tug control signals may be transmittedto the tug by flashing light. Flashing light

037.27

signals, however, should be restricted to use onlywhen hand whistle or hand signals cannot beused.

HAND SIGNALS

Proper hand signals are diagrammed in figure9-12. Numbers identifying each signal corre-spond to the description that follows:

1. Half Speed Ahead (or Astern): Armpointed in direction desired.

Figure 9.5. Oceanographic markers from seaward.

194189

0347.28

SIGNALMAN 1 & C

2. Tug to Use Right Rudder: Hand describingcircle as if turning wheel to right (clock-wise), facing in the same direction as tug.

3. Full Speed: Either first describing arc (as in"bouncing" an engine order telegraph).

4. Tug to Use Left Rudder: Hand describingcircle as if turning wheel to left (counter-clockwise), facing in same direction as tug.

5. Dead Slow: Undulating movement of eitheropen hand (palm down).

6. Tug to Rudder Amidship: Arm at side ofbody, with hand extended swung back andforth.

7. Stop: Either open palm held aloft, facingtug.

8. Cast Off, Stand Clear: Closed fist withthumb extended, swung up and down.

A tug must acknowledge all hand signals withone short toot (1 second or less) from its

THIS SIGN ALSOUSED TO DENOTEDIRECTION OTTRAFFIC FLOW

DUOF LAG DUMP FLAG

7PSNORE PARTY

DUNSDIRECTIONSIGN

ROADWAY

ERNE CLEAREDANA

MEDICALEVACUATIONSTATION

SNORE PARTY

TI

1-- 7

SE` CP

Figure 94.Miscellaneous beech signs.

DAY

1tzlAEO

IGGRT

DAY

0

MI

1.

IIZDICAL SUP.DUD CASUALTYZYACUAT1010.

r o

RATIONS

0

WHIZ LCDVIIISCLUS

0MAUD

()STUDY LENT 'sun= LEST

WATER

00

TRACE=VICIUCLID

Figure 9.7.Unloading point markers.

190

195

C37.45

037.29


On. AND GAS

O0

111MISCELLANEOUS

WPM( 7.

PORT STMBOMO

O

B EACHINGP OINT FOR

LST

B UNKINGRANGE

MARKERS

CAUSEWAYRANGE MARKERS

RED BUNKINGCAUSEWAY

RANGE MARKERS

Figure S8. Unloading point makersContinued.

BRAVO

SENIOR MCMASTERASST BOAT GROUP COMMANDER

(SENIOR SALVAGE OFFICEREACH BEACH)

WHISKEY

WHISKEY

+++1. ZERO

BOAT GROUP COMMANDER

SIERRA SALVAGE BOAT

(FLOWN FROM LANDING BOAT)

+.4'v+ + ZERO TRAFFIC CONTROL(AFTER WAVES HAVE LANDED

IBOAT GROUP COMMANDER

ASSUMES THIS DUTY)BEACHFLAG

CHARLIE CHANNEL CONTROL BOAT

Figure 9-9.Miscellaneous flags and identification insignia.

whistle. Exceptions are the backing signal, whichmust be acknowledged with two short toots, andthe cast-off signal, which must be acknowledgedby one prolonged and two short toots.

REPLENISHMENT COMMUNICATIONEQUIPMENT

Signal bridge personnel, along with bridgewatch, deck, and engineering personnel, partici-

191

C37.46

C37.30

pate in the overall operation of intership com-munications during replenishment at sea. Thesecommunications are effected by sound-poweredtelephone, hand signals, semaphore, megaphone,radio, flaghoist, and flashing light.

In accordance with International Rules of theRoad, a vessel engaged in replenishment at sea,when from the nature of her work she is unableto get out of the way of approaching vessels,must carry, in lieu of a masthead and range light,three lights in a vertical line, one over the other

SIGNALMAN 1 & C

so that the upper and lower lights are the samedistance from and not less than 6 feet above orbelow, the middle light. The highest and lowestof these lights must be red, and the middle lightwhite. By day, she must carry in a vertical line,one over the other, not less than 6 feet apart,where they can best be seen, three shapes, eachnot less than 2 feet in diameter, of which the

highest and lowest must be globular in shape andred in color, and the middle one diamond inshape and white.

The main points of temporary replenishmentcommunication facilities are outlined in figures9-13 through 9-21. Additional details are foundin the effective edition of NWP 38, Replenish-ment at Sea.

ah(M) ..\ma IlEtroogicrATION , TRANSFER LINE CONTROL

OFF la R

TSTERN SIDE

I MMONO

LVT EMERGENCY FLAG

N

SELF PROPELLED vE,HCLESEMBARKED

1$111 I Ng CUT- ;1 g CyT28 w

BULK CARGO REQUIRING VER.SONNEL OR CRANE TO UNLOADAAHIMOuS VEHICLE POOL

CONTROL OFFICER

Y

C37.47Figure 9-10.Miscellaneous flags and identification insigniaContinued

r,,5,:;,.,,-, ,.'

-,."1,.,

CARGO REOLIIIDNG ASSISTANCEOF PRIME MOVER TO UNLOAD

M

IWOO

BOATS ASSIGN ED TO FLOATINGpliDUMPS

M19MEDICAL BOAT

IBEACHFLAG

1:AiBACKGROUND ACOLOR

FLAGCF

BEACH

WHITE STRIVES NO, OFBEACH

RIO TWO(FLOWN ONLY FROM LANDINGCRAFT OA CONTROL vESSE LI

III

lit I BOWSER BOAT

C37.48Figure 9-11.Miscellaneous flags and identification insigniaContinued.

192 197

SIGNALMAN I &C

a. DAY

et ,Pe 114. et 'Pe cs4'e et `Pt 1°4' cs4e* eo ce '1'e el. e % el* 4% et. eo ('P' '4% el'

LJ N L! Ls.1.1 tu J o Ll Lot ' Lti LJ Lus ILA Ili, Ll iw

DELIVERY SHIP

b. NIGHT

I, I,

eR,;`*14gr.. , .r

RECEIVING SHIP

Red lights except at following distance line markers:DD and smeller -60 and 100 feet-greenLarger ships-80 and 100 feet -greenCarrion, LST 1542, 1156, 1173 classes} -100 and 140 feet-green

LiI`i IL.4 1'1-a

DELIVERY SHIP

TYPICAL INS ION

RECEIVING SHIP

Figure 913.Phone/distance line markings.

MESSENGER

SNATCHBLOCK

.......

LONG LINK FORPELICAN HOOK

FUEL TRUNK PHONE/DISTANCE

RECEIVING SHIP

DELIVERYSHIP

HOSEMESSENGER

,...(._..

ie

PELICAN HOOK if,

SEE FIG.3.21

\

trII,/

HOSE MESSENGER - ./ RETRIEVING LINE

STATO.STA 14

.4PHONE LINEtqi-- MESSENGER FOR

PHONE/DISTANCE LINE

Af.f.Ts,

LIFELINES NOT SHOWN

Figure 9-14.Communication rigs.

194 199

37.8(37C)

37.9 (37C)


eve

19 1/8"

15 5/8"

6 7/8"

1./Box has nine holes, each fitted with a red lens.Hand-operated individual shutters hinge upward.Illuminated by two 25-watt shielded bulks (one isstand-by). Specifications given in FSN 8230-858-3045.

87.10Figure 9.15.Station marker box.

TRUCK LIGHTSHOWN ONLY WRINGAPPROACH OF RECEIVING (DIMMED)WIN

/\ CONTOUR LIGHTS

APPROACH LIGHT STOCKUO. 0220-723432$(MILITARY STANDARD 172S1)

WAKE LIGHTSHOWN ONLY DURINGAPPROACH OF RECEIVINGSHIP

LIGHTS

Figure cosymur lights.37.50

Figure 9.1 ?. Lighting for fuel oil transfer.


ALONGSIDEHAND SIGNALS(Paralleled by telephone) .R = Red; G = Green; A = Amber

STANDARD PROCEDURES COMPLETION OF OPERATION

(Paddle/Flag12"

DAY

x 12')

NIGHT SIGNAL MEANING(Wand)

0 ,,.; A _ c), Heave_ - around_-

Avast

(Paddles/FlagsDAY

12" x 12")

NIGHT SIGNAL(Wands)

G -...: ::.; ...:

____AE: c\. e

... -... - 'Nk

MEANING

ReplenishmentcompletedCommenceunrigging

Pelican hookto be tripped

R R E1-7-1Fl Ft,n: 0--,..

R :.: ----0. i,

:311R .". I

.*.',

-3-14' C...)- c........

heaving

1 Slack off

Start pumpingor delivery

Stop pumping

..-,EMERGENCY BREAKAWAY

a DAY(Paddle/Flag

12" x 12")

Flrftl

Fl

NIGHT SIGNAL(Wand)0 ,,. ,-A- ,f4--...%-...`' 1.

MEANING

Prepare foremergencybreakaway

Preparing forbreakaway

Ready forbreakaway

Executebreakawayship(initring

G

G - '' Z -.----0 or deliveryii_

.. -

: A : cp, Blow through,%. I,

Stop blow-ii_

p:. f;17. -0-0. ,-H-z 4r---N,

,ori

-II-... -.%

A

A E_ c...._... through....,

37.13.2AFigure 9.1&Alongside hand signals.

197

202

SIGNALMAN 1 &C

SIGNAL NIEANNG

:ii:Roesso

Displayed onfore yardarmon sids rigged

CONTROL SHIP

At the dip: Am steady on course andspeed and am preparing to receiveyou on side on %lath Pals :Lig isbola md.

Close up: Am steady for your approach.Hauled domp When messenger is in

hand.

Rowe°

Displayed onfore yardarmon side rigged

Displayed at theoutboard yardarm

APPROACH SHIP

At the dip: Am ready to come along-side.

i1lose up: Am commencing approach.Hauled down: When messenger is in hand.

At the dip: Expect to disengage in15 minute..

Clam up: Replenishing completed; amdisengaging st final station.

Hauled down: An lines clear.

130TH SHIPS

Where beet seen: Fuel or explosivesare being transferred.

RI DELIVERING SHIP

At the dip: Have temporarily stoppedsupplying.

Close up: Fuel or explosives arebeing transferred.

Hauled down: Delivery is completed.

RI RECEIVING SHIP

At the dip: Have temporarily stoppedreceiving.

Clo u : Fuel or explosives are beingtransferred.

Hauled down: Delivery is completed.

Figure 9.19.Visual signals.37.13.1 (37C)

198

203

VERTICAL REPLENISHMENT(Paralleled by radio) R a Red; G = Green

DAY(Flag)

NIGHT(Wand)

Waved

SIGNAL

in overhead circle

MEANING

Ready toreceive Helo

Not ready toreceive Helo

11R

Waved in overhead circle

Size 24" x 24". Stationary in replenishment arch.

Paddle/Flag12" x 12"

Fol I iWaved vertically in view of pilot

11

Lovwr load

Raise load

Waved vertically in view of pilot

\,Ft] Execute

emergencybreakaway

Waved horizontally in view of pilot

37.13.26Figure 9.20.-Vertical replenithimint signets.


r

COMMODITYTRANSFERRED

CQDEDAY

3-FT. SQ.BUNTING OR

PAINTED AREA

NIGHTSTATIONMARKER

LIGHT BOX

Missiles

Ammunition

Fuel Oil

Diesel Oil

NavyDistillate (ND)

Avgas

Jet Fuel(JP-5)

Water

Stores

Personneland/or LightFreightFuel oil andJP-5

InternationalOrange

Green

Red

Blue

Red-blueTriangles

Yellow

Yellow-bluetriangles

White

Green withWhite VerticalStripesGreen withWhite Letter"P" Centered

Red, yellow,blue triangles

. .

. .

. .

. .

MD

. .

.

.

37.14(37C)Figure 021.Station markers.

199

204

CHAPTER 10

OPERATIONS /COMMUNICATION DEPARTMENT

As a leading Signalman, you are required toknow the organization and functions of allaspects of the department to which Signalmenare assigned. Aboard ship Signalmen usually areassigned to the operations department, unlessthe ship has a separate communication depart-ment, in which case Signalmen are assigned tothat department. On rare occasions, Signalmenare assigned to the navigation department. (Inas-much as that circumstance is so unusual, how-ever, the navigation department is not taken upin this chapter.) A good understanding of thefunctions of a department as a whole can begleaned if the duties and responsibilities of thedepartmental personnel are known.

DEPARTMENT HEAD

The department head is the representative ofthe commanding officer in all matters pertainingto his department. He confers directly with thecommanding officer concerning any mattersrelating to his department when he believes suchaction to be necessary for the good of hisdepartment or the naval service.

GENERAL DUTIES

The department head keeps the commandingofficer (and executive officer, when appropriate)informed of the general condition of all ma-chinery and other installations of his depart-ment, giving special emphasis to any circum-stance or condition that he believes may ad-versely affect the safety or operation of thecommand. The department head also advises thecommanding officer concerning the need for andthe Jess of repairs, other than those of aminor nature.

SPECIFIC DUTIES

Some specific duties of a department headare:

2002O5.

1. Organize and train his department toensure readiness for battle.

2. Prepare and maintain bills and orders forthe organization and operation of thedepartment.

3. Assign personnel to stations and dutieswithin the department.

4. Be responsible for the effectiveness ofthe department. To this end, he mustplan, direct, and supervise the work andtraining of assigned personnel.

5. Ensure that all prescribed and necessarysecurity measures and safety precautionsare strictly observed by all personnelwithin the department and by otherswho may be concerned with mattersunder his control. He must also ensurethat all safety precautions are keptposted in conspicuous and accessibleplaces, and that the personnel concernedare frequently and thoroughly instructedand drilled in their observance.

6. Make frequent inspections of the person-nel and material of the department,including the spaces assigned thereto,and take necessary action to correctdefects and deficiencies. Aboard ship,and at other commands if so directed bythe commanding officer, the departmenthead, or his representative, must inspectand report the condition of the depart-ment to the commanding officer eachday. These inspections and reports nor-mally are made between 1800 and 2000.

7. Control the expenditure of funds allot-ted, and operate the department withinthe limit of such funds.

Chapter 10OPERATIONS/COMMUNICATION DEPARTMENT

8. Ensure economy in the use of publicmoney.

9. Be responsible for the proper operation,_care, preservation, and maintenance ofthe equipment and other material as-signed to the department, and for thesubmission of such data in connectiontherewith including periodic inventoriesof assigned material, as may be pre-scribed by competent authority.

10. Be responsible for the maintenance ofrecords and submission of reports re-quired of the department.

11. Be the custodian of the keys to all spacesand storerooms of the department, exceptsuch storerooms as are assigned by regu-lation to the custody of another officer.He may designate and authorize subor-dinates within his department, as neces-sary, to have duplicates to such keys.

12. Be responsible for the cleanliness andupkeep of the spaces assigned to thedepartment.

13. Anticipate the personnel and materialneeds of the department, and submittimely requests to fulfill requirements.

14. Contribute to the coordination of effortof the entire command by cooperationwith other heads of departments.

Although the preceding list is long andsomewhat tedious, and seems to impose quite aburden on heads of departments, you will see, asthe operation and organization of the depart-ment are described, how some of these dutiesare delegated to others in the department.

OPERATIONS OFFICER

The head of the operations department isdesignated the operations officer. In addition toduties prescribed for all heads of departments,the operations officer is responsible, under thecommanding officer, for the collection, evalua-tion, and dissemination of combat and opera-tional information required for the assignedmissions and tasks of the ship. Except whenresponsibilities are assigned to another officer,the operations officer is also liable for all othermatters related to the operation of the ship and

201

206

designated airborne aircraft. In general, an assis-tant is assigned to the operations officer to aidhim in the performance of each of his duties.

ASSISTANTS TO OPERATIONS OFFICER

Aboard the smallest Navy ships, the opera-tions officer may be the only commissionedofficer in the department. When this situationexists, the operations officer performs all theduties that would normally be assigned to anassistant. The number of assistants varies withthe size and mission of the ship. Aboard largeships, the assistants may include a combatinformation center officer, a meteorologicalofficer, an electronics warfare officer, and (inships that do not have a communication depart-ment) a communication officer.

Combat Information Center Officer

The combat information center (CIC) officer,when assigned, is responsible, under the opera-tions officer, for the operation and maintenanceof the combat information center and relatedspaces. Specifically he is responsible for thecollection and dissemination of combat andoperational information; the operation and careof radar andin ships with no antisubmarinearmament installedunderwater search equip-ment and electronic warfare equipment; thesupervision and training of personnel assigned tohim; control of airborne aircraft except whenthis control is assigned to other authority; andfor the operation, care, and maintenance ofsonar equipment used for search and torpedodetection purposes in ships that have no antisub-marine armament installed. Aboard smallerships, the CIC officer may also be assigned as thedivision officer for the division to which Opera-tions Specialists are assigned.

Meteorological Officer

The meteorological officer, when assigned, isresponsible, under the operations officer, forproviding information concerning present andanticipated weather "onditions, sonar and radarpropagation conditions, and sea and surf condi-tions. Specifically he is responsible for forecast-ing weather conditions for surface and airoperations; taking and transmitting shipboard

SIGNALMAN 1 & C

weather observations, as required; collecting andevaluating weather reports from other ships,aircraft, and stations; observing and forecastingconditions of sea and surf; collecting and evalu-ating strategic weather information; providingballistic wind and density data; providing neces-sary information for evaluating effects of seaand atmospheric conditions on radar and sonarperformance; maintaining required aerologicalrecords; and advising the navigator regarding theaccuracy and completeness of the weather datarequired by him in fulfilling his assigned respon-sibilities. The meteorological officer may alsoserve as division officer of the division to whichAerographer's Mates are assigned.

Electronic Warfare Officer

When assigned, the electronic warfare officer,under the operations officer. is responsible forthe organization, supervision, and coordinationof electronic warfare, including detailed knowl-edge of electronic countermeasures and elec-tronic counter-countermeasures. He is also re-sponsible for the activity's capability to plan andexecute such electronic warfare measures as maybe ordered.

Specific duties of the electronic warfare offi-cer include-

1. Supervising, training, qualifying, and as-signing electronic warfare equipment operators,and training personnel connected with bothactive and passive electronic warfare operations.

2. Maintaining intraship and intraforce collec-tion, evaluation, and dissemination facility forintercept information.

3. Maintaining an effective ship's passive in-tercept organization capable of executing dutiesas an electronic warfare guardship, search ship,direction-finder ship, or control ship within anassigned force.

4. Providing CIC and electronic warfare wat-ches with a current electronic order of battle forfriendly, potential nonfriendly, and enemyforces.

5. Providing coordination relative to inter-cept search as ordered by the OTC.

6. Advising and assisting the operations offi-cer regarding proper counter-countermeasures,and deceptive electronic countermeasures meansand techniques in use for communication count-

L.

ermeasures, navigational countermeasures, eva-sion, and deception.

7. Establishing a rapid and effective meansfor execution of an emission control plan withinthe ship.

8. The operation of all electronic warfareequipment not otherwise assigned.

9. Controlling the ship's electronic warfareoperations during Readiness Condition I.

Communication Officer

In ships having no separate communicationdepartment, the communication officer is as-signed to the operations department. In suchcases, the communication officer is responsible,under the operations officer, for all externalvisual and electronic communications of thecommand. Specific duties of a communicationofficer are described in the section of thischapter concerning the communication officeras a department head.

Other Officers

Other officers may be assigned to the opera-tions department as division officers or officerswith various collateral duties. Frequently theseofficers are junior officers in training for one ofthe billets just described.

COMMUNICATION OFFICER

In ships that have a communication depart-ment, the head of that. department is thecommunication officer. In addition to the dutiesprescribed for all department heads, the com-munication officer is responsible, under thecommanding officer, for all visual and electronicexterior communications and for the administra-tion of the internal systems pertaining thereto.A discussion of the principal assistants to thecommunication officer follows.

RADIO OFFICER

If a radio officer is assigned, he is responsible.under the communication officer, for electronicexterior communications and the administrationof the internal systems pertaining thereto. Thisresponsibility includes the operation and pre-

202207


ventive maintenance of communication equip-ment assigned. The radio officer may have theadditional duty of division officer of the divisionto which the Radiomen are assigned.

SIGNAL OFFICER

If a signal officer is'assigned, he is responsible,under the communication officer, for visualexterior communications. Specific duties of thesignal officer are described in detail in thechapter of this book entitled Assistant to theSignal Officer.

CSM CUSTODIAN

The Communications Security Material custo-dian is responsible for procurement, custody,correction, issue, physical security, disposition,and reporting of all CSM-distributed material.

CRYPTOSECURITY OFFICER

The cryptosecurity officer is responsible, un-der the communication officer, for secure andefficient cryptographic operations and the super-vision and training of all cry pto operators. Insmall ships, this billet may also be held by theCSM custodian.

DEPARTMENTAL ORGANIZATION

Unless the department is very small, theoperations department or the communicationdepartment is usually organized into divisions.Each division is composed of the personnel ofone rating orif the ratings are closely relatedthe personnel of two or more ratings. Manninglevels, and ship's missions determine the numberand ratings of personnel assigned to the depart-ment.

ENLISTED PERSONNEL

Although the organizational structure variesfrom ship to ship, the ratings most frequentlyfound in the operations or communicationdepartment are Aerographer's Mate, Air Control-man, Electronics Technician, Operations Special-ist, Personnelman, Postal Clerk, Quartermaster,Radioman, Signalman, and Yeoman. Remember,however, that all of the ratings listed probably

203

208

will not be found in the same department onany one ship, and ships having special missionsprobably will have ratings assigned that are notlisted here.

CHAIN OF COMMAND

Each division within a department has aleading chief (or leading petty officer if no chiefis assigned) who heads the division at theworking level. Each rating within the divisionalso has a chief or leading PO. Inasmuch asdivisions are subdivided into watch (or duty)sections, each watch section has a leading PO.

For informal matters, or matters concernedstrictly with the operation or administration ofone rating within a division, you as the leadingSignalman, are authorized to confer directlywith the division officer. For matters concerningthe entire division and for formal requests andsuggestions, the chain of command must befollowed. This chain is from the section leader(or junior person making the request), throughthe leading PO in the rating, and the divisionchief (or leading PO), to the division officer. Thedivision officer forwards matters that he doesnot resolve to the department head who for-wards them, as necessary, to the executiveofficer and/or commanding officer (as appro-priate). Most divisions also have procedureswhereby any person may discuss purely personalmatters with the division officer or departmenthead without first divulging them to intermedi-ate superiors. Figure 10-1 shows an organizationchart of a shipboard communication depart-ment.

DEPARTMENTAL ADMINISTRATION

Regardless of size or mission, all shipboarddepartments are managed according to basicguidelines set forth in Navy Regulations, Ship-board Procedures (OPNAVINST 3120.32), type com-mander's directives, and the ship's organization andregulations manual. Some of the principles followedin departmental administration are discussed inensuing topics. Particular emphasis is given tothe operations department or communicationdepartment where appropriate.

SIGNALMAN I & C

COMMUNICATIONOFFICER

CENSOR BOARD

CUSTODIAN RADIO OFFICER SIGNAL OFFICER

RADIO SPACES

PUBLICATIONSYEOMAN

RADIOMEN

STRIKERS

ICOMMUNICATIONCENTER

I

CWO

II

1...,COMM CENTERPERSONNEL

ICRYPTOCENTER

I

COMMUNICATIONMESSENGER

ICRYPTOBOARD 1

ISIGNAL SPACES

COMMERCIALTRAFFIC CLERK

ISIGNALMEN

Figure 101.Shipboard communication organization.

SHIP'S ORGANIZATION ANDREGULATIONS MANUAL

Each type commander promulgates a standardship's organization and regulations manual. Indi-vidual commanding officers may develop theirown manuals from the standard, or they maymake necessary changes in the standard manualto adapt it for the particular ship's needs. Theship's organization and regulations manual givesthe ship's administrative organization, watchorganization, and bills, and contains guidelinesfor the assignment of departmental personnel tothe stations for which the department is respon-sible.

Battle Organization Manual

The ship's battle organization manual is basedon instructions contained in the effective edition

204

STRIKERS

76.4

of NWIP 50.1. The basic information in themanual is the same for all types of ships;however, the information must be adapted toindividual ships. The order of arrangement ofthe battle organlialidii manual should adhere asclosely as possible to the following standard:

Chapter 1, Battle Organization, which containsinformation (as applicable) on command, shipcontrol, operations control, primary flightcontrol, weapons control, engineering control,damage control, mine countermeasures con-trol, and debarkation control.

Chapter 2, Conditions of Readiness, which givesinformation on the material readiness of suchitems as ammunition, combat informationfacilities, damage control, engineering plantand spaces, aircraft, nuclear weapons, andmine countermeasures.

I 209

Chapter 10-OPERATIONS/COMMUNICATION DEPARTMENT

Chapter 3, Battle Bill, which outlines necessaryconsiderations for the individual assignmentof personnel to battle stations, gives summaryof personnel requirements by number andstation for various condition watches, lists theassignment of officers (by billet title) tobattle stations and battle duties, and lists thebattle stations to be manned by enlistedpersonnel and indicates, by billet number, thepersonnel to man each station.

Chapter 4, Interior Communications,' which, asthe title indicates, covers the ship's interiorcommunications.

The battle organization manual is used, inconjunction with the ship's organization andregulations manual, to prepare department man-uals and ship's bills. The battle organizationmanual, however, has an overall classification ofConfidential, and for that reason cannot bebound and distributed with the ship's organiza-tion and regulations manual.

Department Organization Manual

Each department head is required to maintaina current organization manual. This manualprovides the means by which the departmenthead delegates authority to subordinates, and itsupplements the ship's organization and regula-tions manual by giving detailed organizationaldescriptions.

Department organization manuals should con-tain only organization charts, functional guides,and assignment of basic responsibilities com-mensurate with the authority delegated to headsof departments, division officers, junior depart-mental officers, and key enlisted personnel. Asample table of contents for a manual for theoperations department is shown in figure 10-2.

Ship's Bills

Ship's bills are designed to assign personnel tostations, under several conditions. Administra-tive, operational, and emergency bills are in-cluded in the ship's organization and regulationsmanual. The battle bill is included in the battleorganization manual.

./7

205

Various officers are assigned responsibility formaintenance of ship's bills. The operationsofficer normally is responsible for maintainingthe visit and search, prize crew, and boardingand capture bills. He may also be responsible formaintaining other bills, depending on the natureand mission of the ship. Division officers usuallyassign newly reported personnel to the divisionwatch, quarter, and station bill.

Maintenance of a ship's bills entails more thanjust assigning personnel and equipment to appro-priate stations. Bills must be revised from timeto time to ensure that assignments are up-to-date. Likewise, bills must be reviewed in thelight of directives from higher authority andfrom the standpoint of changing equipment andprocedures, which might necessitate changes inassignments.

RECORDS ANn REPORTS

All departments are required by commandingofficers, type commanders, and higher authori-ties to keep records and submit reports atvarying intervals. Department heads usually arecharged with overall responsibility for the re-cords and reports of their departments; however,this responsibility frequently is delegated todepai tmental assistants, division officers, andother subordinates.

It is often impossible to remember all of thereports and records that must be submitted orretained. For example, communication reportsalone include frequency activation and usagereports; reports of radio interference; fleetbroadcast outage reports, encrypted traffic re-ports; reports of all class E messages involvingtolls; reports of Government Navy (class A)messages involving tolls; reports of relief ofcommercial traffic clerk; and reports of irregu-larities in audit of commercial traffic funds.Because so many reports are required of adepartment, a systematic master tickler file ofall reports required from the department shouldbe maintained. The file should be uniform inmakeup and should contain indicator separatorsmarked as follows:

SIGNALMAN 1 & C

TABLE OF CONTENTS

Articles PageLetter of promulgationRecord of changes and correctionsTable of contentsIntroduction

CHAPTER 1 -- ADMINISTRATIVE ORGANIZATION

iii

viiix

Section 1 -- The Operations 9fficeraziltiis Special Assistants

A. Opeii lions Officer 1101-11-- 1-1B. Administrative Assistant (Operations) . . . . 11-- 11-- 1-C. Operations Department Training Officer . . . 11-- 11-- 1-

Section 2 -- Air OperationsA. AirWerations Officer 1201-12-- 1-B. Air Plot Officer 12-- 12-- 1-C. Assistapt Air Plot Officer 12-- 12-- 1-

Section 3 -- Combat Information Center (CIC) .4. .:A. CIC Officer 1301-13-- 1-B. Assistant to the CIC Officer 13-- 13-- 1-C. CIC Watch Officer 13-- 13-- 1-D. Air Controller 13-- 13-- 1-E. Airborne Early Warning Officer 13-- 13-- 1-F. CIC Classified Publications Custodian . . . . 13-- 13-- 1-G. CIC Communication Officer 13-- 13-- 1-H. Lookout and Recognition Officer 13-- 13-- 1-I. CIC Material and Schedules Officer 13-- 13-- 1-J. Electronic Warfare Officer 13-- 13-- 1 -K. CIC Electronic Maintenance Officer 13-- 13-- 1-L. CIC Radar Navigation Officer 13-- 13-- 1-

Section 4 -- CommunicationsA. Communication Officer 1401-14-- 1-B. Traffic Officer 14-- 14-- 1-C. Communication Watch Officer (CWO) 14-- 14-- 1-D. Radio Officer 14-- 14-- 1-E. Signal Officer 14-- 14-- 1-F. Comsec Publications Custodian. 14-- 14-- 1-G. Top Secret Control Officer 14-- 14-- 1-

Section 5 -- Electronics RepairA. Electronics Material Officer 1501-15-- 1-B. Assistant Electronics Material Officer . . . . 15-- 15-- 1-

Section 6 -- OthersA. Meteorological Officer 1601-16-- 1-B. Mr Intelligence Officer 16-- 16-- 1-C. Photographic Officer 16-- 16-- 1-D. Threat Evaluator/Weapons Assignment

Officer 16-- 16-- 1-

Figure 142.-Table of contents for operations department manual.

206

37.39


DAILYWEEKLY

MONTHLYQUARTERLY

SEMIANNUALLYANNUALLY

AS OCCURRINGJANUARY through DECEMBER

1

23, etc, through the last day, for use

during the current month.

No single publication lists all of the reports orrecords required of the operations or communi-cation department. The requirements for recordsand reports can be learned only by a thoroughknowledge of applicable bureau, type com-mander, and ship's instructions, and the variousdoctrinal publications used within the depart-ment.

DEPARTMENT INSPECTIONS

Both the material and personnel of a depart-ment must be inspected at frequent intervals.Much of the departmental equipment is in-spected informally during its day-to-day opera-tion. Personnel usually are inspected by thedivision officer at morning quarters to ensuremaintenance of high standards of appearance.The department head may accompany one of hisdivision officers each day on these inspections.As an alternative, the department head maymuster all personnel in the department, atirregular intervals, and inspect' them as a unit. Inaddition to the inspection of perstinnel, thespaces, equipment, and supplies of the depart-ment are inspected informally by division of-ficers and/or department heads frequently.

More formal (scheduled) inspections are heldby the commanding officer at his discretion. Thecommanding officer must ensure that consistentwith their employment, personnel under hiscommand present at all times a neat, clean, andseamanlike appearance. Aboard small ships, theCO may personally hold both personnel andmaterial inspection on the same day. Aboardlarger ships, these inspections normally requirelonger than I day's time for completion, andsenior officers of the command may be assignedto inspect certain departments or zones.

ADMINISTRATIVE INSPECTIONS

One of the means by which senior com-manders keep themselves informed of the condi-tion of their ships is by conducting administra-tive inspections. Full-scale administrative inspec-tions are held at intervals established by the typecommander. Less comprehensive administrativeinspections are held when a ship departs for orarrives at a place of deployment or when a shipreports for underway or shakedown training.Administrative inspections are conducted byofficers from another ship or by officers fromthe staff of a senior commander. Petty officersnormally are assigned to assist in the inspection.

When administrative inspections are sche-duled, all hands prepare for the inspection byensuring that equipment and records for thedepartment are in order and that personnel areready in every respect. Although the administra-tion of the department may have been soundsince the last administrative inspection, certaindetails must nevertheless be checked in prepara-tion for the forthcoming inspection.

The department head makes a preliminaryinspection of each division in his department atleast I month before the scheduled date of theinspection. This preliminary inspection is asrealistic and as detailed as possible, with every-thing prepared as it should be on the day of theinspection. All departihent personnel are madeaware that certain types of discrepancies cannotbe remedied instantly. For example, time maybe required to order and obtain necessarypublications, to make sure that all bills andinstructions are posted as required, to ensurethat files and records are complete and up-to-date, and to prepare departmental personnel sothat they will be able to give prompt andaccurate answers to any questions asked by theinspecting party.

Two major guides are helpful in getting thedepartment ready for an administrative inspec-tion. One is the administrative inspection check-off list prepared by the type commander. Theother is the record of the last administrativeinspection. Checkoff lists are used by the in-specting party as a guide to the types ofquestions to ask and the types of discrepanciesto note. Checkoff lists are only a guide, henceare not the only criterion the inspecting partyuses.

207212

SIGNALMAN 1 & C

Although administrative checkoff lists areprepared by type commanders and may there-fore vary slightly in format or specific content,basically they are similar. All such checkoff listscontain numerous questions concerning themanagement and operation of a division ordepartment, with appropriate spaces for thequestions to be marked yes/satisfactory or no/unsatisfactory by the inspecting party.

An administrate inspection checkoff' list usu-ally is drafted to cover questions concerning anentire . ship. Separate sections of the list areprovided for each department. The sectiondevoted to the operations department has sub-sections covering CIC, communications, regis-tered publications, electronics, and (on smalltypes) navigation. Ships having a communicationdepartment have subsections in the communica-tion section of the checkoff list to cover thevarious division:. of that department.

During preparation for an administrative in-spection, a check of the previous inspectionreport should be made to ensure that alldiscrepancies have been corrected. As soon aspossible after the current inspection, newlydiscovered discrepancies must be corrected. Ifnecessary, changes in procedure should be initi-ated to preclude recurrence of former discrepan-cies..

COMMUNICATION PLANNING

Planning plays a major role in any navalcampaign. Before a campaign gets underway,plans must be made to cover any contingencies,including those of operations, logistics, intelli-gence, psychological warfare, and communica-tions.

All operations in the Navy start from ageneral plan of the commander concerned. Thecommander, .notifies his subordinates of his planby means of a directive. A directive is anycommunication that initiates or governs action,conduct, or procedure. In the most commonusage of the term in military planning, it denotesthe written instrument by which the plans of acommander are issued. A directive may be oralor written, however, and it may be transmittedby any means of communication. Usually adirective follows a standard form familiar to

both originator and recipient. As a leadingSignalman, and perhaps signal officer, you willbe most concerned with the communicationannex of two types of directives: operationorders and operation plans.

As a senior Signalman, you may or may notbe concerned with the actual writing of direc-tives, but it is imperative that you be able to usethem effectively. You will have a definite part inplanning and advising the communication officerregarding implementation of the communicationannex of the directive at the shipboard level.Coverage of the directive is given in the remain-der of this chapter, with emphasis on thecommunication annex. Because OpOrders andOpPlans resemble each other in format, only theformer will be described in detail.

DIFFERENCE BETWEEN OPERATIONPLANS AND OPERATION ORDERS

Operation orders (OpOrders) are issued forthe purpose of effecting coordinated executionof an operation in the immediate or near future.They are prepared in acco ;dance with a standardapproved format, as set forth in NWP 11, NavalOperational Planning. Common understandingbetween individual services and, in larger aspect,between different Allied Nations is basic tosuccessful combat. The approved format isdesigned to reduce to a minimum any areas ofpossible misunderstanding.

An operation order usually consists of a basicplan made of the heading, body, ending, and (asneeded) detailed procedures (in the form ofenclosures called annexes and appendices). Thebasic plan is kept concise, and contains onlydetails necessary for a clear, overall picture ofthe operation. Annexes themselves may be briefor protracted. The often have appendices andtabs to elaborate on the many details to beconsidered in a large and complicated tacticaloperation.

Among subjects that properly may be dis-cussed in annexes are battle plans, search andrescue, communications, intelligence, logistics,antiair warfare, and antisubmarine warfare. Thislist-is not all-inclusive, however.

Amplifying information that is inappropriatefor inclusion in the annex may be prepared as an

208213


appendix to the annex. In the same way,appendices may be amplified by preparing tabsto an appendix. Each appendix or tab is given aname descriptive of its contents. Appendices arelisted at the end of the annex to which theybelong. Tabs are listed at the end of theirgoverning appendix.

An operation plan (Op Plan) is a directive forcarrying out an operation or a series of opera-tions extending over a large geographical areaand usually covering a considerable period oftime. Ordinarily an Op Plan is based upon, andtherefore restricted by, various appropriate as-sumptions. It is prepared well in advance of animpending operation, and includes informationconcerning the time it will become effective.This information may be included in the plan, orthe plan may state merely that it will becomeeffective when signaled by appropriate author-ity. The Op Plan is the instrument upon whichsubordinate commanders base directives to theircommands covering specific tasks assigned.

An' operation order is prepared in a prescribedform, similar in most respcts to an operationplan. It is issued by a commander to hissubordinates to effect coordinated execution ofa specific operation. It directs that the operationbe carried out. No assumptions are included and,unless otherwise stated, the Op Order is effectivefrom the time and date signed.

Rarely in peacetimeand only infrequently inwartimeis the shipboard communicator calledon to use an operation plan, although much ofhis daily routine in handling messages andcircuits is part of the communication plan. Onthe other hand, almost all coordinated opera-tions experienced in the daily life of a Navymanare carried out as the result of Op Orders.

HEADING

Figure 10-3 is a sample heading of an opera-tion order. At the right, below the classification,is the title of the issuing headquarters. Omittedfrom the illustration is the copy number. A copynumber would be required on each copy of thedirective if the document were classified higherthan Confidential. Each copy would bear adifferent number, and a record of dispositionwould have to be maintained.

The issuing headquarters title is preceded bytitles of higher echelons considered necessary toensure proper identification. The name of theflagship (or headquarters, if on shore) must beincluded as shown. The geographical location ofthe issuing commander is listed; or, if at sea,latitude and longitude. The date-time group ofthe signature, including zone description, ap-pears next. Unless stated to the contrary inparagraph 3x of the order, the DTG is theeffective time of the order. A message referencenumber is the originator's serial number foridentification. This serial number is used forin-the-clear message acknowledgment of theorder. A message reference number should con-tain no indication that it is associated with aplan or order.

Underlined words Operation Order appear tothe left. This identifying title is sufficient whenonly one service takes part. If more than oneservice participates, such descriptive words asJoint Army-Navy Operation Order might beused.

Immediately below the directive designationis the short administrative title of the originatorand the serial number of the directive. Eachcommander serializes his OpOrders consecutive-ly throughout the calendar year.

Pertinent references, if applicable, are listednext; for example, REFERENCES: NWP 20,NWP 116. None were necessary in the example,so none are shown. The time zone to be used inthe operation is then included.

BODY

The body of the OpOrder consists of the taskorganization, five numbered paragraphs, andacknowledgment instructions. They are illu-strated in figure 10-4.

In the task organization listing, each para-graph is lettered alphabetically beginning withthe small letter a. Each subdivision of thecommander's entire force to be assigned a task islisted separately with its designated task name(Heavy Unit, Screen Unit, etc.), followed by thename of the ship or administrative title of theofficer in command of the force, group, unit, ortask element.

Because an individual ship often is assignedseveral different tasks to perform during various

209

w' 4

SIGNALMAN 1 &

SECURITY CLASSIFICATION

Fourth FleetTG 47.5 and ComCarDiv 1YORKTOWN (CVS16), FlagshipNorfolk, VirginiaDTG 311200R, October 197..Message Ref. 0059/7.

Operation OrderCornCarDtv 1No. 5 2-7..

Time Zoe: Use time zone plus 5 (ROMEO)for operations.

60.2Figure 10.3.Operation order heeding.

phases of an operation, it is common practicefor a ship to be listed under several subheadingsof the task organization.

Five Numbered Paragraphs

Paragraph I covers the situation. Here thecommander sets forth only so much of thegeneral situation as enables all his suoordinatesto understand the background of a plannedoperation. A history of preceding events is notdesired. All information is brief and to thepoint. Paragraph I always contains three letteredsubparagraphs (a, b, and c), none of which maybe omitted or left blank.

Subparagraph a relates to enemy forces. In awartime situation, this topic reflects the bestintelligence estimate of what the enemy hasavailable. If information is so extensive that isineffective in this location, a separate annex maybe written, &Id in the subparagraph a statementsuch as "See Annex._" is included. When noinformation is available (as in peacetime), astatement to this effect is made.

Subparagraph b concerns friendly forces. Itr Sers only to friendly forces not listed in thetask organization. information on friendlyforces is always brief and is restricted to datarequired for proper coordination of operations.

Subparagraph c is for listing attachments anddetachments. Included here are any units thatwill join or be detached from the force as the

operation progresses; if none, this information isso stated. If a "Schedule of Events" annexcontains this information, reference to thatannex is sufficient.

Paragraph 2 states the mission, which mayhave been assigned by higher authority ordeduced from his instructions. In effect, para-graph 2 contains the most important informa-tion in the directive. Often it is the first item tobe read by a subordinate upon receipt of thetiocument. Paragraph 2 consists of the task to beaccomplished and the purpose for accomplishingit, separated by the phrase "in order to." Byreading the mission paragraph, each subordinateshould be able to understand what is to be doneand why. No other place in the operation ordergives such a concise statement of the intent ofthe operation.

Paragraph 3 is the execution paragraph. Open-ing with "This force will," it sets forth, inconcise terms, exactly what the overall organiza-tion is to accomplish.

In succeeding subparagraphs, beginning withletter a, tasks assigned to elements of theorganization are prescribed in detail. Letters a,b, c, and so on, identify additional subpara-graphs describing tasks assigned each unit of aforce. An additional subparagraph, "Coordi-nating Instructions," identified by letter x,follows. Here are listed items of information tomore than one task subdivision as well asinstructions relating to security, cooperation,duration of events, and the like. If the directiveis to become effective at some time or dateother than the date-time gtoup in the heading,this fact is stated in coordinating instructions.

Paragraph 4 is for administration and logistics.Necessary arrangements and procedures for ac-complishing the mission are set forth in thisparagraph. As in other paragraphs of the basicplan, it is permissible to refer to a logistics annexif one is appended. Or, as often happens incomparatively small local training operations,refer simply to existing instructions.

Paragraph 5 is the command and signalparagraph. As used here, signal means communi-cations. Contained in this paragraph are allspecial features of command. These featuresinclude designation of the officer second incommand, and also the location of the com-mander and his second in command. Addition-

210

-21:5


Task Organization:

a. 47.5.2

b. 47.5.3

Heavy UnitYORKTOWN (CVS 10)

PLATTE (AO 24)

Screen UnitDes Div 152

RADM R. M. P.1 CVS

CAPT E. C. R.1 AO

CDR B. D. W.4 r,ri

c. 47.5.4 Anti-Air Warfare, Coordination UnitDes Div 153 CDR W. C. M.

4 DD

1. SITUATION. ComNavAirLant Notice 03360 of 16 February 197- scheduled an opposedASW/AAW coordination sortie on 4 November with ComCarDiv 1 as OCE and OTC. ThisOp Order covers the conduct of the sortie.

a. Enemy Forces: Noneb. Friendly Forces: Nlnec. Attachments and Detachments: None

2. MISSION. On 4 November 197- conduct a combined opposed ASW/AAW coordinatedsortie exercise from Narragansett Bay in order to train assigned units in antisubmarinewarfare and AAW coordination.

3. EXECUTION. This force will conduct a combined opposed ASW/AAW coordinationsortie exercise from Narragansett Bay on 4 November 197 -

a. Heavy Unit - Sortie in accordance with Annexes A and D.b. ASW Screen Unit - Sortie in accordance with Annexes A and D, and

protect heavy unit from submarine and air attack.c. Anti-Air Warfare Unit-Coordinate anti-air warfare of the sortie group in

accordance with Annex G.

x. Coordinating Inntructions.(1) This operation order is effective for planning on receipt and for operations

commencing 4 November 1.97-.(2) Search and rescue in accordance with CINCLANFLT Op Order 1-65, NWP 37,

NWIP 23-6, and Annex H . Submarine Search and Rescue Plan in accordance withCOMSUBLANT OpPlan 27-65 (SUBMISS-SUBSUNK) and Annex H.

4. ADMINISTRATION and LOGISTICS. Administration and Logistics in accordance withexisting instructions.

5. COMMAND and SIGNAL.

a. Communications in accordance with Annex C .

b. Use zone time plus 5 (ROMEO).c. Commander Carrier Division 1 in USS YORKTOWN (CVS 10) is OCE and OTC.

d. Commander Destroyer Squadron FIFTEEN in USS PUTNAM second in command.

Acknowledgment Instructions:

Units listed in Task Organization acknowledge receipt of this directiVe by messageusing message reference number.

1=EINE1111==1=1

Figure 10.4. Task organization, numbered paragraphs, and acknowledgment instructions.

211

216-

J

SIGNALMAN I & C

ally, division of responsibility among variouscommanders is clarified, and the communicationplan is described or, customarily, the communi-cation annex is referenced. A complete annexand one or more appendices are necessaryevenfor routine operations down to the division levelof destroyer operationsbecause the problem ofcommunications is so enormous and vital.

Acknowledgment instructions usually are in-cluded, but are not required. Acknowledgmentmeans that the directive was received and isunderstood. Oa

ENDING

The ending of the Op Order includes thesignature, list of annexes, distribution list, au-thentication, and security classification.

To make it effective, the directive requires thesignature (fig. 10-5) of the commander. Itappears below the acknowledgment instructions,to the right side of the page, over his rank andcommand title. For Op Orders and Op Plansconcerning United States Navy units only, op-erational and administrative titles are added.

N.M. P.RAUH, U. S. Navy

Commander Task Group 47.5 and

Commander Carrier Division ONE

50.6Figure 10.5.The OpOrder signature.

The security classification appears on the topand bottom of each page of the directive. Belowthe signature are listed appended annexes (fig.10-6), each designated by capital letters. Eachappendix and tab to the various annexes areincluded in the list also.

A distribution !1st may be inserted after thelist of annexes. For comparatively short distri-bution lists, each addressee is listed as part ofthe basic plan. For longer lists (this practice isusual in all but the simplest directives), thedistribution list may be a separate annex, as infigure 10-7. The number of copies each addres-see is to receive is indicated. If some addresseesare to receive all but certain portions, theomitted part is so indicated. Administrative


ANNEXES

A

BC

DE

FG

HRZ

Time ScheduleNavigation InstructionsCommunications

APPENDIX I Frequency PlanAPPENDIX II Aircraft CommunicationsAPPENDIX M Call SignsAPPENDIX IV ASV CircuitsAntisubmarine Warfare PlanAix Strike PlanAPPENDIX I Strike ScheduleFriendly Air ScheduleAntiMt Warfare PlanAPPENDIX I Picket, CAP, and Strike

Control assignmentsAPPENDIX n AA Coordination PlanSafetyReportsDistribution


Figure 106.Table of annexes.

212

217

50.7

Chapter I O-- OPERATIONS /COMMUNICATION DEPARTMENT


Operation Wet

ComC.stDav 1 No. S2.7.._

ANNEX 7.

Distribution List Distribution

Fourth FleetTO 47$ and CoriCarDiv 1Yorktown (CVS 10), FlagshipNorfolk, VirginiaDTG 311200k, October 197...Message Ref: 0059/7...

CNO 10

CINCLANTFLT 10

CON1AIRLANT 2

COMM ilLANT 2

COMCRUDESLANT 2

PRES NAVWARC01. 2

COMOXE 1

COMNAVIIASE NPT 2

COMIWSFI.OT TWO 2

COSICA RDIV 1 3 (less Appendix I to Annex E)CONIDESRON 15 1 (less Appendix 1 to Annex F.)

1 NS DUPONT 3 (less Appendix Ito Annex E)USS PUTNAM 3

USS K LIT.USS HENLEY 3

CS.S AUI.T 3

US$ WA I. D RON 3

USS 5 (less Appendix I to Annex E))01IN W. WEEKS 3

U'S YORKTOSN

Authenticated:

11.P.R.LT, S. NavyStaff Secretary

R.M.P.Radm., U. S. Navy

Commander Task Group 47.5 andCommander Carrier Division ONE


Figure 10.7.Distribution list as an annex.50.8

SIGNALMAN 1 & C

titles are used in the distribution list, becausetactical titles might serve to compromise thedirective as well as cause mailing delays.

COMMUNICATION ANNEX

In addition to paragraph 5 of the basicdirective, the most important portion of theOpOrder (for communication personnel) is thecommunication annex. Purpose of the communi-cation annex is to give information on communi-cations deemed too extensive to be included inthe basic operation order.

To provide uniformity, each communicationannex of an operation order for U.S. Navyoperations must be prefaced by a standardparagraph that reads: "Communications inaccordance with effective edition of NWP 16and appropriate Joint, Allied, and Navy Depart-ment publications."

In some instances a directive may not includea communication annex. Reference then is madeto existing ComOpPlan. When the directive doesinclude a communication annex, however, thefollowing information applies.

Customarily, the communication annex isdesignated Annex C (fig. 10-8). The numberingof paragraphs in the communication annexfollows the numbering of related matters inNWP 16 that are to be amplified or modified.

In the communication annex for a combinedoperation, usually no reference is made to NWP16 because not all Allied Nations have access tothat publication.

The amount and type of information found ina communication annex depend on the purposeof the plan or order and on the mission of thecommand for which it is made.

Types of information that may be found incommunication annexes are radio checks, callsigns and address groups, frequency plans, dis-tress communications, visual communications,authentication, and broadcast shifts. This list isnot all-inclusive, howeVer. Each of these head-ings is numbered according to the numbering ofassociated paragraphs in NWP 16.

Appendices

An appendix amplifies portions of annexmaterial much the same as an annex amplifies abasic directive.

Figure 10-9 is an example of Appendix I (CallSign List) to Annex C of the Op Order presentedin this chapter. The heading and ending are thesame as the annex it appends.

Column 1 lists commands within the taskgroup. Columns 2 and 3 give the internationalcall sign and voice call sign, respectively. Thesethree columns are the only ones necessary in thecall sign list. In this example columns 4 and 5are added to give further information. Column 4shows call letters of the ship, occupied byvarious commanders. Column 5 lists the taskgroup or task unit of which each command andship is a part.

Any headings mentioned as being in theannex can be made into appendices if sufficientinformation warrants.

Tabs

When necessary to amplify a portion of anappendix, a separate page is added as a. tab.Appendix II (Frequency Plan), shown in figure10-10 is broken down into tabs. Figure 10-11 isa condensed surface frequency plan designatedTab A. Possibly Tab B (not shown) could be theaircraft frequency and channelization plan.

Numbering

Annexes are designated serially by capitalletters; appendices, serially by Roman numerals;and tabs, serially by capital letters. Thus, a tabmight be referred to as Tab C to Appendix IV toAnnex W. Pages of the basic directive arenumbered serially starting with Arabic numeral1; pages of annexes, serially by annex letterfollowed by page number, as C-2. Appendixpages are numbered by adding the Romannumeral in the appropriate place; for example,C-II-1 is page 1 of Appendix II to Annex C.Tabs add the capital letter, as appropriate, afterthe Roman numeral.

DISTRIBUTION OF COMMUNICATIONANNEX

The distribution list is contained in Annex Zof the directive. Although the communicationplan is a supporting plan of the basic directive, itmay be either bound with the basic directive or

214

,?.19


bound separately. In the latter instance, thecommunication annex may be, and frequentlyis, mailed separately, sometimes because ofclassification. It is also a common, desirable

practice to provide additional copies of thecommunication annex. These extra copies makethe information more widely available to thecommunication organization.


Operation OrderComCarDiv 1 No. 52-7_

SIGNALMAN 1 & C

ANNEX C

Communications

Fourth FleetTG 47.5 and ComCarDiv 1YORKTOWN (CVS 10), FlagshipNorfolk, VirginiaDTG 311200R, October 197 -Message Ref: 0059/7-

113. EFFECTIVENESS

1. Communications in accordance with NWP 16, and appropriate Joint, Allied,and Navy Department Publications. NWP 16 is effective throughout as applicable tothe existing situstion unless modified or amplified by this Annex. The numbering ofparagraphs herein follows the numbering of related material in NWP 16. The inter-pretation as to the applicability of a specific article is a function of the commandconcerned.

410. CALL SIGNS AND ADDRESS GROUPS

1. The call signs for CTG 47.5 and TG 47.5 are effective for use commencing040600R.

2. Call signs will be those regularly assigned to participating units. (SeeAppendix Ito this Annex.)

619. FREQUENCY PLAN

1. Radiofrequency plan is contained in Appendix II to this Annex.

2. Surface force frequency plan is contained in Tab A to Appendix II.3. Aircraft frequency plan and channelization is contained in Tab B to Appendix II.

810. EMERGENCY, DISTRESS, AND COMBAT SCENE OF ACTION COMMUNICATIONS.

1. Distress communication guard assignments are prescribed in Appendix II ofthis Annex.

2. Ships or units not in company shall maintain a continuous split-phone guard onthe distress frequencies prescribed.

3. Combat scene of action and ASW incident communications shall be as pre-scribed in Appendix II of this Annex.

Authenticated:H. P. R.

LT, U. S. NavyStaff Secretary

R. M. P.RADM, U. S. Navy



Figure 10.8.Communication annex.

216

Aurfw,"rli.

50.9

Chapter 10OPERATIONS/COMMUNICATION DEPARTMENT .


Operation OrderComCarDiv 1 No. 52-7--

APPENDIX I TO ANNEX C

CALL SIGN LIST

Fourth FleetTG 47.5 and ComCarDiv 1YORKTOWN (CVS 10), FlagshipNorfolk, VirginiaDTG 311200R, October 197 -Message ref: 0065/7-

Command Call Sign Voice Call Aboard TG/TU

CTG 47.5 A5BC JETSTREAM NWKJ

TG 47.5 C7FG GLOBEMASTERCTU 47.5.2 B6DE STARFIRE NEJQ

TU 47.3.2 D8HI MOONGLOW .

CTU 47.5.3 E9JK SUNFISH NWKJ

TU 47.5.3 ROLM BLUESTARCTU 47.5.4 G4NO GREENSEA NHXO

TU 47.5.4 H3PQ BROADSIDEWMCARDIV 1 XYAC HIGHBROW NWKJ CTG 47.5

COMSERVRON 3 STCO LIGHTSIDE NEJQ CTU 47.5.2

COMDESRON 15 DLHU BEESTING NHXO 'CTU 47.5.4

COMDESDIV 152 XDBY OVERBOARD NHXO TU 47.5.4

COMDESDIV 153 OSBR CHANGEOVER NTIR TU 47.5.3

DUPONT (DD 941) NTIR PACEMAKER TU 47.5.3

PUTNAM (DD 757) NHXO GOGETTER TU 47.5.4

KEITH (DD 241) NXDO WANDERER TU 47.5.3

HENLEY (DD 762) NHXW FASTENER TU 47.5.3

AULT (DD 698) NTWR STICKPIN TU 47.5.3

WALDRON (DD 699) NTEX FROGMAN TU 47.5.4HAYNSWORTH (DD 700) NJTA DRAGSTER TU 47.5.4JOHN W. WEEKS (DD 701) NHEK LOWBOY TU 47.5.4

YORKTOWN (CVS 10) NWKJ HONEYCOMB CTU 47.5.3

PLaTTE (AO 24) NEJQ OILSLICK TU 4745.2

Authenticated:

H. P. R.LT, U. S. NavyStaff Secretary




50.133Figure 10-9.Appendix 1 to annex Charliecall sign list.

SIGNALMAN I & C


Fourth FleetTG 47.5 and ComCarDiv 1YORKTOWN (CVS 10), FlagshipNorfolk, VirginiaDTG 311200R, October 197-Message Ref: 0065/7-

APPENDIX II TO ANNEX C

FREQUENCY PLAN

1. All frequencies in accordance with JANAP 195 and as assigned by ComFourthFlt.

2. Frequency shifts as necessary controlled by the circuit net control station.

3. Surface frequency plan is contained in Tab A to this Appendix.

4. Aircraft frequency plan and channelization is contained in Tab B to this Appendix.

5. Radio checks will be conducted at 020800R, 031500R, and 040700R on all circuitsin consecutive order.

Authenticated:

H. P. R.LT, U. S. NavyStaff Secretary




50.134Figure 10-10.Appendix II to annex Charliefrequency plan.



Operation Order

TAB A TO APPENDIX II TO ANNEX C

Fourth FleetTG 47.5 and ComCarDiv 1Yorktown (CVS 10), FlagshipNorfolk, VirginiaDTG 31120R, October 197-.-Message Ref. 0059/7ComCarDiv I No. 52-7

SURFACE FREQUENCY PLAN

Circuit Use Desig. Freq. Emission CTG Screen bodyMain AAW Picket 'Remarks

TF/TACWARNING

C3.5A 318.6 V N X X XPickets may securewhen in station

2ASW OPS(SURFACE -AIR)

C3.78 324.1 V N X X X X

TF/TG REPT(PRI CI)

C3.1F 345.8 V N X X X X

4

5

6

SAU SCREENTAC PRI (A)

SAU SCREENTAC PRI UM

SAU SCREENTAC PRI (C)

C3.15D

C3.20L

C3.5D

283.4

389.8

315.2

V X See Appendix IV

TF/TG OPSADMIN

C3.SC 442 C1V N L L L .Alt Air Safety Net,if required

8

9

10

SAU RPT CI (A)SAU RPT CI (3)SAU RPT CI (C)

C314A

C3.14D

C3.141

148.68

134.46

158.04

V X See Appendix IV

X - GuardN - Net ControlL - Listen

R.M.P.,Radm., U. S. Navy

Commander Task Group 47.5 and

Authenticated:Commander Carrier Division ONE

Fi.e.R.LT, U. S. NavyStaff Secretary


50.10Figure 10.11. Tyr appendix IIfrequency plan.

219

CHAPTER 11

ASSISTANT TO THE SIGNAL OFFICER

A Senior Signalman frequently is called uponto act as signal officer. Aboard small ships, thisrequirement often extends down to the firstclass petty officer level. Aboard intermediate-size ships, a commissioned officer of the opera-tions department usually is assigned a collateralduty as signal officer. Aboard the largest ships,and especially on ships having a ' 'arate com-munication department, an officer is assigned tothe primary duty of signal officer. One of thequalifications that must be met for personneladvancing to Master Chief Signalman is to serveas signal officer.

DUTIES OF SIGNAL OFFICER

The duties of signal officer are prescribed indetail in U. S. Naval Communication Instruc-tions and Procedures (DNC 5). The signal officeris one of the assistants to the communicationofficer and is responsible under the communica-tion officer, for visual exterior communicationsand the administration of the internal systemspertaining thereto, including the operation andpreventive maintenance of communicationequipment assigned.

In elaborating on the duties of the signalofficer, DNC 5 makes the signal officer responsi-ble to the communication officer for-

1. Providing information on visual signal re-quirements to the radio officer for inclusion inthe ship's communication plan.

2. Coordinating with the radio officer inpreparing the communication watch, quarter,and station bill.

3. Conducting a training program for visualsignaling personnel, which covers professionalsubjects of their rating in coordination with theleadership and military training programs of theship.

4. Preparing standard operating proceduresfor visual signaling, coordinating with the radioofficer where required.

5. Monitoring the visual signaling effort todetermine the adequacy of personnel allow-ances, billet assignments, operating procedures,and space and equipment configuration.

6. Coordinating with other officers of theship, as authorized by the communication offi-cer.

In practice, the responsibilities enumeratedare not separated from each other as they appearin the listing, but occur as a continuing part ofthe signal officer's effort. Subsequent discus-sions will show how some of these responsi-bilities are carried out.

COMMUNICATION PROCEDURES

One of the principal responsibilities of thesignal officer is to ensure that his personnelfollow correct visual and radiotelephone operat-ing procedures. As a senior Signalman, you havehad experience in visual and voice communica-tions as well as exposure to the publicationscontaining doctrine and correct procedures.When acting as signal officer, you should bringto bear your experience and knowledge inobserving and directing the activities of yourmen. When a signal officer is assignedwho isless familiar than you are with visual and voicecommunicationyou should give him the bene-fit of your knowledge, encouraging and advisinghim in carrying out his responsibilities. Signalingis your profession; for the officer it is probably atemporary assignment.

Experience aside, the most efficient methodfor obtaining a complete overview of correctvisual and radiotelephone procedures is con-scientious study of the doctrinal, procedural,and operational publications pertaining to those

220

225

Chapter 11ASSISTANT TO THE SIGNAL OFFICER

two forms of communication. Basic OperationalCommunication Doctrine, NWP 16, establishesthe basic doctrine, policies, and principles gov-erning operational communications. U.S NavalCommunication Instructions and Procedures,DNC 5, supports and amplifies NWP 16, and isthe princ:nal directive for conducting U.S. navalcommunications. Communications Instructions,Visual Signaling Procedure, ACP 129, containsthe instrue ,ons for visual signaling betweenallied ships. Communication InstructionsRadiotelephone Procedure, ACP 125, has in-structions for communication by voice radiobetween allied ships. Other publications withwhich the signal officer must be familiar aregiven in the following list. Each of the publica-tions includes instructions concerning its use.

ACP 113, Call Sign Book For Ships con-tains a list of international call signs forships under military control. This publi-cation has both encode and decodesections for call signs of allied ships.

ACP 121, Communication InstructionsGeneral contains general informationon communication matters of concern toall personnel.

ACP 131, Communication InstructionsOperating Signals shows operating signalsand instructions for their use by commu-nication personnel in connection withtraffic handling, or for sending concisemessages by means of a simple, un-changing code.

ACP 148, Allied Guide To Masters(Visual Signaling and Tactics) has hrformation on visual signals (includingcall signs) and tactical maneuvers formerchant ships and naval vessels whenunderway in convoy operations.

ACP 150, Recognition and IdentificationInstructionsAir, Land, and Sea Forcesoffers information on the correct usageof signals for challenge and reply as wellas information pertaining to recognizingand identifying friendly (or hostile)forces.

221

ACP 168, Pyrotechnic Signals describes thebasic pyrotechnic signals, both color andsmoke, for use by allied nations.

ATP 1 (Vol. II), Allied Naval Signal Bookcontains standard maneuvering, oper-ating, and the more common administra-tive signals.

DNC 27, Flags, Pennants, and Customscontains information regarding the de-scription and display of flags and pen-nants used in the naval service, descrip-tion and uses of bow insignia and flag-staff ornaments, dimensions of signalflags and pennants, and other relatedmaterial.

PUB. 102, International Code of Signalsgives international signals and proceduresfor use in any means of communication.Procedures and signals prescribed in thispublication are used for communicationbetween men-of-war and merchant ships.

The preceding list is, of course, not all-in-clusive. Some of the listed publications are notunique to the signal bridge, but may be locatedin other communication and ship control sta-tions. Additionally, publications not on the listmay be needed and retained on the signal bridge,particularly aboard ships that engage in opera-tions that require special signals.

OPERATING SIGNALS, PROSIGNS,PROWORDS, AND PUNCTUATION

As a ship's senior Signalman, and moreparticularly as acting signal officer, you are notexpected to do any actual signaling. Yourresponsibility in this area is limited to observingpersonnel. supervising their actions, and correct-ing their mistakes. You will, however, probablybe called upon to operate and monitor radio-telephone circuits. The most common mistakesmade by operating personnel are the improperuse of operating signals, prosigns, prowords, andpunctuation. The following discussions apply toboth visual and radiotelephone communication,unless' specified otherwise.

SIGNALMAN 1 & C

Operating Signals

The use of operating signals (sometimes re-ferred to as Q and Z signals) is discussed brieflyin the Rate Training Manual, Signalman 3&2. Asindicated in the preceding listing of publications,both operating signals and complete instructionsfor their use are given in ACP 131. Repetition ofthe information in those publications is un-necessary, but emphasis on several pOints iswarranted in order to stress the correct usage ofoperating signals.

Operating signals are not designed forradiotelephone transmission. In radiotelephoneprocedure, the information, order, or requestcontained in operating signals normally will beconveyed in concise phrases. When there arelanguage difficulties, howeverbut not other-wiseoperating signals may be used instead ofstandard radiotelephone phrases. In such in-stances, operating signals are transmitted byusing the authorized phonetic equivalents.

The Q signals may be used in both militaryand nonmilitary communications.

The Z signals are designed to cover militarycommunication requirements not adequatelycovered in the Q signal code.

Signals in the QAA to QNZ series areassigned meanings by the International CivilAviation Organization (ICAO). Normally, theonly civil stations that will have a copy of thisseries are stations of the Aeronautical Service,therefore the QAA-QNZ series must not be usedwith other civil stations unless it is known thatthe station concerned is familiar with the series.(Stations of the Aeronautical Service are thosestations operated in accordance with ICAOinternational standards and recommended prac-tices to provide for the safety of air navigationand for the regular, efficient, and economicaloperation of air services.)

Questions are asked of civil stations byadding the prosign after the Q signal andany data used with it. Questions are asked ofmilitary stations by preceding the Q or Z signalwith the prosign INT.

Prosigns and Prowords

Procedure signs (prosigns) are . one or moreletters or characters or combinations thereof

used to facilitate communication by conveyingin a condensed standard form certain frequentlyused orders, instructions, requests, and informa-tion relating to communications. Improper orunauthorized use of prosigns seriously impairssecure, rapid, and accurate visual communica-tions. Authorized visual prosigns and their cor-rect usage are given in ACP 129. A few of themore common violations to be guarded againstin the use of prosigns are given in the followinglist.

Transmission of overscored letters asindividual characters. (This procedure tends 'toconfuse the receiving operator, because he maynot be able to distinguish intended prosignsfrom other words or abbreviations.)

Use of the unknown station call (AX) tocontact stations whose call signs are known orcan easily be determined.

Use of AA by visual methods other thrlflashing light.

Transmission of excessive number of Es toindicate an error.

Use of the separative sign to attract theattention of a receiving station where either AAor a call sign is appropriate.

Use of IMI to get repetitions of messages orportions thereof that have been receipted for.

Use of prosign J in attempting to verify theaccuracy of a transmission without authoriza-tion from the addressee.

Failure to precede a call sign in the text ofa message with the prosign PT.

Use of WA and NB in requesting repeti-tions of a heading or portion of a heading.(Requests for repetitions of heading; or partsthereof must be for all portions of the headingbefore a prosign, or all portions between twoprosigns.)

Other errors occur in the use of prosigns,particularly among inexperienced personnel, butthose listed arise most frequently and result inthe most serious consequences.

Prowords (the radiotelephone equivalent ofprosigns) are given, along with their correctusage, in ACP 12S. Prowords are pronounceablewords or phrases that have been assign: .1 mean-ings for use in expediting message handling.Prowords should not be confused with operatingsignals which, as pointed out previously, are not

2222,Z7


normally used in radiotelephone communica-tions; nor should they be confused with author-ized abbreviations in DNC 5, or the operationalbrevity codes in ACP 165.

The most common error in the use ofprowords is their substitution for the textualcomponents of a message. This practice invari-ably causes delays, and results in reducing thereliability of radiotelephone transmissions.

Punctuation

Punctuation must be used in messages whenits use is essential for clarity. The punctuationmarks approved for use in U.S. Naval communi-cations are limited to those . listed in Article5080b of DNC 5(B). Operating personnel nor-mally learn punctuation marks as part of theMorse code or semaphore code.

Punctuation marks in messages must be pro-cessed and transmitted exactly as drafted, pro-vided the means of communication permit.When the necessary punctuation mark is notavailable in the method of communication beingused, operating personnel are authorized to spellthe punctuation mark or abbreviate it. Whenspelled out or abbreviated, punctuation marksare counted in the message group count; whennot spelled or abbreviated, the marks are notcounted.

INTERNATIONAL CODE OFSIGNALS

The International Code of Signals, Pub. 102,provides ways and means of communication insituations related essentially to safety of naviga-tion and persons, especially when languagedifficulties exist. The code can be used in visualand sound signaling. Where no language difficul-ties exist, it provides a simple and efficientmethod for communicating in plain language,using radiotelephone or radiotelegraph.

In the effective edition of Pub. 102, the codeis very simple, consisting of 1-, 2-, and 3-lettersignals. The publication is made up of 4 chap-ters, an appendix, and 2 indexes. Chapter 1

consists of signaling instructions; chapter 2contains the general signal code; chapter 3 is themedical signal code; and chapter 4, the lifesavingsignals and radiotelephone procedures.

The appendix to the code contains nationalityidentity signals for ships and aircraft. The firstindex is for use with the general signal code, andthe second is for use with the medical signalcode.

As leading Signalman.or acting signal officer,you are familiar with international signalingprocedures. Therefore, no attempt is made hereto explain the entire code, but to alert you toareas in which problems may arise for operatingpersonnel.

Because of its simplicity, difficulties in usingthe code should rarely occur. The most frequentproblems for operating perscnnel arise whenshifting from allied to international procedures.The procedures used by personnel inexperiencedin international signaling should be monitoredconstantly. Some specific differences betweenallied and international procedure are pointedout in the following topics. Confusing thecorrect procedures of one method with theother must be guarded against.

Flaghoist

Only alphabet flags, numeral pennants, threesubstitutes, and the Code (Answering) pennantare used in international signaling. All numbersare represented by numeral pennants. Any at-tempt to use numeral flags in communicationwith merchant ships ,will only cause confusionbecause numeral flags do not exist in theinternational code.

Unlike allied procedure, where a substitute-may take the place of any flag simply bycounting down from the top of a hoist, asubstitute in international procedure may re-place only a flag of the same class as the flagimmediately preceding that substitute. (Alpha-bet flags and numeral pennants are the twoclasses. The Answering pennantwhen used as adecimal pointis disregarded in the count.)

Signals are answered by hoisting the answer-ing pennant to the dip when a signal is first seenand close up when the signal is understood.Hoists should not be repeated flag for flag.

Procedure Signals

Procedure signals exist in international proce-dure that have no counterpart in allied proce-dure, and vice versa. Additionally, meanings

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SIGNALMAN 1 & C

conveyed by a procedure sign in allied proceduremay be conveyed by a different procedure signin international procedure. Some internationalprocedure signs that have no counterpart in, orire different from, allied procedure are given inis topic. Again, use of improper procedure

signs must be guarded against.BN means "All between...and..." and is

used after the repeat signal.CS asks "What is the name or signal

identity of your vessel (or station)?"NO means "The significance of the previ-

ous group should be read in the negative." Inany voice transmission, this procedure sign ispronounced as "no".

OK means "It is correct."RQ used after a signal is the equivalent of

the allied TNT and means "The significance ofthe previous group should be read as a ques-tion."

RPT is the approximate equivalent of theallied IM1 and means "I repeat," or "Repeatwhat you have sent," or "Repeat what you havereceived."

GENERAL EVOLUTIONS

When the division's watch, quarter, and sta-tion bill is up-to-date, and watch sections arcarranged properly, the signal bridge will "runitself." An efficient sP^ervisor in each sectioncan handle routine occurrences on his watch,with an occasional suggestion or hint for im-provement from you. During general evolutions,however, all Signalmen usually are assigned tostations on the signal bridge and, dependingupon the number of Signalmen assigned, thisgroup could be quite large. Personnel cannot beassigned to their normal underway watchesbecause some stations would be manned bymore than one person and other necessarystations would go unmanned. Inasmuch as yourstation during general evolutions is also on thesignal bridge, it becomes your responsibility toassign personnel to stations and to use them inthe most efficient manner.

The number of personnel assigned to thesignal force is determined largely by watchrequirements. On occasion, you may have moremen than you think you need during a specific

evolution, but more often you will have too fewpersonnel. In either case, it behooves you toderive optimum use from the available person-nel.

GENERAL QUARTERS

The most important evolution aboard anynaval ship is general quarters. During generalquarters all stations should be manned, and allpersonnel should remain vigilant until secured oruntil the word is passed to relax on stations.

As a minimum, the general quarters assign-ments should consist of the following personnel:

Supervisor: The visual supervisor is thesenior enlisted member of the general quartersteam. As such, he is responsible for (1) super-vising the other personnel assigned; (2) reportingdirectly to the CO/00D on those events pertain-ing to evolutions, movements, sightings, unusualoccurrences, and messages and signals relating totactics or operations; (3) encoding and decodingvisual signals; (4) maintaining the signal log; (5)directing the flow of visual traffic; and (6) actingas signal officer when none is assigned.

Operators: The number of visual operatorsvaries with the number of personnel assigned butthere is always at least one. Visual operatorsperform the actua: signaling for the ship. Theytransmit and receive messages by flashing lightand semaphore, and may have the additionalduty of operating the flag bags.

Recorders: As incoming messages are re-ceived by the operators, recorders write themdown on visual message blanks word-for-word orby individual characters if a coded message.

Lookouts: All personnel not engaged inother signaling activities should have lookoutduties. Certain personnel are assigned the pri-mary responsibility of keeping lookout both forsignals and events taking place in the vicinity.The lookouts may also be employed as spotters,using the ship's binoculars or telescope to watchthe flagship for any signals that may be made.

The preceding list includes the minimumnumber of jobs that must be performed atgeneral quarters but is not meant to imply theminimum number of personnel to perform thejobs. Aboard minesweepers (and other smallships) the entire signal force may consist of

224229


fewer than four men. In such instances, theobvious solution to the personnel problem is toassign one man to more than one job; forexample, supervisor/operator, recorder/messen-ger/lookout.

Additional duties not mentioned in the pre-ceding listing are, of course, performed on thesignal bridge; and, in the usual situation, extrapersonnel are assigned who assist in performingthe duties previously listed, and also perform theduties enumerated in the following list.

Messenger: The messenger routes incomingmessages to the commanding officer and the00D, andif it is the ship's policyhe delivershigh-precedence messages directly to the personsconcerned. Aboard ships that do not havepneumatic tubes cm other mechanical devices forthe physical internal transfer of messages, healso is required to deliver messages to the radioroom (communication center) for writeup andinternal routing.

Telephone talkers: Depending on the ship'ssize and type, one or more of the followingsound-powered telephone circuits might be man-ned on the signal bridge during general quarters:JA (captain's battle circuit), through which thecommanding officer communicates with his de-partment heads and their assistants; JF (flagofficer's circuit), controlled by the embarkedflag officer and used to exchange information ofinterest to the staff; JL (battle lookouts),connecting the lookouts, signal bridge, conningstation, and CIC; and JX (radio and signals),through which the communication officer isconnected to communication spaces.

Logkeeper: Under heavy traffic handlingconditions, a person may be assigned responsibil-ity for keeping the visual log and message files.This assignment frees the supervisor from thelogkeeping task so that he can devote his time toother supervisory duties.

Flag ba3 operators: Personnel other thanthe signal operators may be assigned to conductthe flaghoist signaling. It is not considered goodpractice to have more than one person on eachflag bag bend on signals for hoisting, but, forspeed, two or more men can be used to stowflags that have been hauled down.

Where practicable, the jobs in the foregoinglist should be rotated among the personnel to

ensure a degree of experience and training ineach phase of the visual communication generalquarters operation.

SEA DETAILS

The sea detail organization is, for signal bridgepersonnel, similar to the general quarters orga-nization. Assuming the same number of availablepersonnel, the station assignments for special seadetails should differ from the general quartersassignments as follows:

Only the JX (radio and signals) and 1JV(maneuvering and docking) bound-powered tele-phone circuits normally are manned. Whenentering or leaving port in column, one personshould be assigned to watch the ship ahead andthe ship astern for speed-indicating signals. Theensign at the gaff should be manned for return-ing dips from merchantmen. The task of deter-mining seniority between own ship and otherships or commands should be assigned so thatappropriate passing honors can be rendered.Finally, it may be necessary to station men onthe stern and forecastle to hoist or lower theensign and jack, respectively, upon anchoring orgetting underway.

OTHER EVOLUTIONS

Various other evolutions require that thesignal bridge be manned by personnel other thanthe normal steaming watch. These evolutionsinclude visual tactical exercises, underway re-plenishment, and man overboard.

During tactics, emphasis is placed on spotting,operating the flag bags, communication with theconning officer, and logkeeping. During under-way replenishment, fewer personnel are requiredto man signal stations, and some personnel maybe spared for the replenishment working party.The remaining personnel concentrate on regularunderway watch duties, with emphasis on com-munication with the ship(s) alongside. For manoverboard, major emphasis is placed on lookoutduties, i.e., finding and maintaining visualcontact with the person in the water, com-munication with the conning station, and direct-ing the movements of the lifeboat.

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SIGNALMAN I & C

FLAG DUTY

With increasing frequency, Senior and MasterChief Signalmen are being assigned to duty withcommand staffs rather than to ships as ship'scompany. As a Master Chief Signalman you arerequired to know the organization, functions,principles of operation, management, and ad-ministration of a large Navy staff communica-tion center. Before a specific discussion' of thecommunication section, however, a general dis-cussion of the Navy staff is in order.

NAVAL STAFF

A naval staff consists of the aids, heads ofstaff divisions, and other officers who commandno forces but who are assigned to ass:st acommander in carrying out the functions ofcommand. Functions of command may beanalyzed as falling into cix general areas: deci-sion, administration, intelligence, operations andplans, logistics, and communications. Theseareas arc the basis for the staff organization. Thefunction of decision remains with the com-mander, the five other functions becoming theduties of major staff divisions. A typical Navystaff organization chart is shown in figure 11-1.Duties of the principal staff officers are dis-cussed briefly in ensuing topics.

Chief of Staff

The chief of staff is the senior aide andprincipal assistant and advisor to the com-mander. He keeps the staff informed of thedecisions and policies of the commander and isresponsible for the preparation and promul-gation of the necessary orders for their execu-tion. He coordinates the work of the staff andprescribes policies and methods of operation.The chief of staff represents the commanderduring the commander's absence and at othertimes when authorized to do so.

Flag Secretary

In operational staffs the flag secretary usuallyserves both as aide to the commzader and asassistant chief of staff for administration oradministration officer. In his capacity as aide, he

reports directly to the commander. In perform-ing his duties as flag secretary, he reports to thehead of the administration division (when he isnot head of that division).

Flag Lieutenant

Like the flag secretary, the flag lieutenant hasdual responsibility. Primarily he is personal aideto. the commander, with responsibility for theproper rendering of honors and salutes,conducting official ceremonies, and keeping thechief of staff informed regarding the movementsof the commander. The flag lieutenant hasadditional duties as flag signal officer and flagdivision officer. In these capacities he is respon-sible for visual signaling and for supervision ofenlisted personnel of the flag division. Inperforming these duties he reports through thenormal chain of staff authority.

Assistant Chief of Stafffor Administration

The assistant chief of staff for administrationheads the administration division (N-1), and isresponsible for the personnel and work of thedivision. On operational staffs, the flag secretarynormally is head of the administration division.The administration division has responsibilityfor developing personnel policies within thecommand. Other personnel resrnnsibilitiesinclude accounting, procurement, assii,::Trient,promotion, discharge, replacement of person ;el,and recording and forwarding casualty reports.

Assistant Chief of Stafffor Intelligence

The assistant chief of staff for intelligenceheads the intelligence division (N-2) and itresponsible for collection, production, and dis-semination of intelligence. He is also responsiblefor supplying the intelligence and security guid-ance required by the command and immediatelysubordinate echelons in the chain of command.

Assistant Chief of Stafffor Operations and Plans

The assistant chief of staff for operations andplans is responsible for the personnel and work

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Chapter 11 ASSISTANT TO THE SIGNAL OFFICER

of the operations and plans division (N-3). (Inoperational commands the t .ad of this divisionusually is the officer next in seniority to thechief of staff, and he should be prepared torelieve that officer if necessary.) This division,which has staff cognizance over all mattersrelating to readiness and training, is organized intwo sections: operItions and plans. Operations isresponsible, in the name of the commander, forassigning the tasks and supervising the employ-ment of units under the command. Plans isresponsible for current and future plans incoordination with other staff divisions and othercoin man ds.

Assistant Chief of Stafffor Logistics

The assistant chief of staff for logistics headsthe logistics division (N-4) and is responsible forthe personnel assigned to, and the proper func-tioning of, that division. The major elements oflogistics are determination of requirements,procurement and maintenance, and distribution.Other facets of logistics are shown in figure I I -I

and are not elaborated on here.

Assistant Chief of Stafffor Communications

The assiftl it chief of staff for communica-tions heads the communication division (N-5)and is responsible for the work and personnel ofthat division. The overall mission of the divisionis to provide adequate rapid .communicationswithin the command and with other commands.The division has responsibility for custody andsupervision of publications distributed throughthe Registered Publications Section, am% forcommunication equipment, security, discipline,and intelligence. The communication divisionmay also operate a staff message center andcry ptocenter.

Enlisted Personnel

Enlisted personnel (called the flag allowance)are assigned to duties with staffs much the sameas they are assigned to ships. The size andmission of the staff are the determining factor in

the number and ratings of enlisted personnelassigned. The smallest flag allowance mayinclude only a Radioman and a Steward,whereas the largest could include nearly everyrating found aboard ship. As leading Signalmanwhether ashore or aboard shipyour relation-ship to staff officers and flag enlisted personnelis equivalent to your relationship to the officersand crew of a ship when you arc ship'scompany.

When the staff moves aboard ship, staffenlisitd personnel are attached to the flagdivision. They are assigned to the ship foradministration and discipline. The flag divisionofficer, with approval of the chief of staff,assigns their duties, watches, and battle stations;regulates their leave and iiberty; and ensures thatthey carry out the flagship's administrativeroutine. The dirties of leading chief or leadingpetty officer could devolve on you, with all theresponsibilities of the senior enlisted person inany division. Whether senior enlisted man ornot, your principal concern will be with com-munications.

COMMUNICATION SECTION

Except for matters of general discipline, inwhich they are subject to the internal regula-tions and routine of the ship, staff officers haveno administrative connection with the flagship.

By common practice, commanders refrainfrom interfering with the internal administrationof flagships, and deal with flagships as theywould any other ship of their command. Ef-ficient operation requires consolidation of staffand flagship communication operational person-nel, however. The staff communication officerassumes direct authority over this team,pre scribing watches, message-handling proce-dures, and other details to maintain effectivecommunications. The communication organiza-tion and files of th ''.agship must remain intactso that, when the embarked staff disembarks,the ship's communication organization canresume normal operations.

A shore-based staff with a small trafficvolume and no special terminal requirementsmay, receive communication support from the*_:::.;sage center of another conveniently located

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Chapter 1 IASSISTANT TO THE SIGNAL OFFICER

organization without having to establish andmaintain its own communication center. On theother hand, a large staff with a heavy traffic loadmay require a separate communication centerwith a wide assortment of facilities such asAutodin, Autovon, weather nets, and operatingpositions for direct control of ship/shore andair/ground circuits.

FUNCTION; ORGANIZATION;MANAGEMENT

The function of the staff communicationsection is to provide a "voice" for the command.The organization of the communication sectionis dictated by its size and mission. Managementis prescribed by doctrinal publications, directivesof higher authorities, and the assistant chief ofstaff for communications.

By their nature, the functions performed bythe communication section require direct accessto the commander and chief of staff. A systemmust be devised whereby the commander is keptinformed of the status of communications toand from the command. Outgoing messages areprepared by cognizant staff officers who areresponsible for determining the necessity for themessage; designating the proper security clas-sification; assigning the correct precedence; list-ing the addressees; coordinating with otherinterested officers; obtaining release; and deliver-ing the message to the communication watchofficer.

Outgoing messages must be released prior totransmission. Normally, the commander or chiefof staff will personally release outgoing messagesexcept as follows:

1. Heads of divisions are authorized to releasemessages "by direction" when the subjectmatter is under their cognizance and within theframework of policies and schedules approvedby the commander.

2. In emergencies, when the commander,chief of staff, or division head is not available,the staff duty officer is authorized to releasemessages; but he must, as soon as possible,inform the commander, the chief of staff, andthe cognizant division head of the emergencyand the action taken.

The following procedure is carried out for theinternal handling of incoming messages:

1. The CWO must designate an action officerfor all messages addressed to the command.

2. On messages addressed to the commandfor action, the action copy must be delivered tothe head of the division concerned, or hisauthorized representative, who must sign for themessage and indicate time of receipt. Informa-tion copies must be delivered to other divisionheads who have interest in the purport of themessage.

3, Messages delivered to the command forinformation must be delivered to the office ofthe cognizant division head.

4. Messages delivered to the command foraction must also be delivered to the staff watchofficer. He is then responsible for ensuring thatthe officer concerned takes action immediatelyor within a reasonable time. This stipulation isof particular importance during the night whenaction cannot be deferred until morning.

5. The staff communication officer is

personally responsible for ensuring that all in-coming messages are shown to the commander.

6. The staff communication officer mustmaintain a tickler file of all messages requiringaction, and bring all conflicting, inconsistent, oroverdue message communications to the at-tention of the officer(s) concerned.

7. Internal distribution and dissemination ofTop Secret messages is limited to officersdesignated by the commander or the chief ofstaff. All such messages must first be shown tothe chief of staff who will indicate routing. Ifthe urgency of the message requires action in theabsence of the chief of staff, the message mustbe delivered directly to the commander; or, inhis absence, to the senior staff officer on board.

Regardless of its content or purport, a copyof each incoming or outgoing message must beshown to the chief of staff and the staffcommunication officer.

The communication division is divided intowatch or duty sections like those of otherdivisions. Aboard ship, the duty sections arerotated in accordance with the communicationwatch setup of the ship, the staff communica-tors having been integrated with the flagship

229w')4

SIGNALMAN 1 & C

communicators. Ashore the number of dutysections and the watch rotation are determinedby the staff communication officer who musttake into consideration the number of personnelassigned and the amount of communicationtraffic expected to be handled. Typically, com-municators ashore have watches in shifts, i.e.,0000-0800, 0800-1600. and 1600-2400, whichare rotated every third day, thus providing anequitable distribution of watches and time off.

For efficient operation, a shipboard. staffcommunication center or a large shore-basedstaff requires a minimum of the followingpersonnel:

1. A communication watch officer (CWO)who is in charge of each watch section andis responsible. under the overall guidance ofthe communication officer for

Ensuring that communication capabil-ities of the command are exploited to theoptimum in response to the mission andtasks of the command.

Maintaining, understanding, and ensuringcompliance with all applicable rules, regula-tions, procedures, and current communica-tion directives.

Monitoring the performance of thewatch by inspecting spaces, spot-checkinglogs and monitor rolls, closely observingpersonnel at irregular intervals, samplingperformance factors, such as internalmessage handling times and equipment andsystem activation or alignment times, andmaking periodic inquiries to users ofremote controlled communication circuits.

Ensuring that off-line encryption iscorrect in all respects before authorizing itstransmission.

Keeping apprised of circuit outages ordifficulties, with reason therefor.

Keeping informed of the status ofbacklogs, high-precedence messages; andmessages requiring special handling.

Staying abreast of the status of coin-munication reports and taking appropriateaction to ensure timely reporting forgeneral evolutions.

Reporting directly to the communica-tion officer on all routine matters and to

staff officers on all matters of interest tothem.

2. A senior watch supervisor (SWS), the seniorenlisted person in each watch section. He isresponsible to the CWO for all communica-tions. In carrying out his duties he assiststhe CWO by

Managing the overall operation of maincommunication, technical control, and thesignal bridge.

Initiating action to restore or bypassequipment failures that cause circuitoutage.

Directing action to prevent or overcomebacklogs.

Monitoring the performance of thewatch through an examination of logs andobservation of equipment alignment andoperation.

Notifying the CWO on all matters in hisarea of responsibility of an urgent orunusual nature, evidence of deviations fromprescribed procedures, or other matters, asappropriate.

Such other duties as the CWO mayassign.

3. A main communication supervisor who isresponsible to the CWO/SWS for

Supervising message processing andcircuit operation functions.

Notifying the CWO or SWS of all mattersin his area of responsibility of an urgent orunusual nature, evidence of deviation fromprescribed procedures, or other matters, asappropriate.

4. A technical control supervisor. (As usedhere, technical control is the function ofproviding and maintaining communicationcircuits through circuit control and systemalignment.) The technical control super-visor is responsible to the CWO/SWS for

Supervising technical control functions.Notifying the CWO or SWS of all matters

in his area of responsibility of an unusualor urgent nature, evidence of deviationfrom prescribed procedures or other mat-ters, as appropriate.

5. Aboard ship, a visual signal supervisor.Duties of the visual supervisor are describedearlier in this chapter and in the RateTraining Manuals SM 3&2 and SM l&C.

230

'come5

Chapter 11 ASSISTANT TO THE SIGNAL OFFICER

.

L_ IIIIIM MONO

STAFFCOMMUNICATION OFFICER

iI

STAFFDUTY

OFFICERiI

STAFF WATCH OFFICER(SWO)

i

WNW WM/Ma =11M, IMMO =MID

IN=MIMI 4MMID

I

COMMUNICATION WATCHOFFICER (CWO)

le. IIMIM. 111111.11 11MM. .11, Maa

SENIOR WATCH SUPERVISOR(SWS)

MAIN COMMUNICATIONSUPERVISOR

TELETYPE OPERATORSCW OPERATORSFILE CLERKSMESSENGERS

TECHNICAL CONTROLSUPERVISOR

EQUIPMENT REPAIRPERSONNEL

VISUAL SIGNALSUPERVISOR

OPERATORSMESSENGERS

Figure 11-2.Staff communication watch organization.

In addition to the supervisory personnel,operators, messengers, and technicians are as-signed to each watch section. All personnel inthe watch section come under the supervision ofthe staff wat,-.:1 officer, and under the ultimate

37.35

responsibility of the assistant chief of staff forcommunication. Figure 11 -2 shows an organiza-tional chart for a staff communication watchsection.

23 ?

2,7Z

INDEX

A

Address designators, 64-66address groups, 64plain language address designators, 65routing indicators, 65variants, 66

Address groups, 64Address groups and special operating ..

groups, 67Administrative and training duties, 16-49Advancement, 1-15

requirements for, 3-13rewards and responsibilities, 1

technical leadership, 2Aircraft identification, 27Amphibious signals, 186

beaching signals, 187cargo identification, 187load dispatching signals, 187

Areas, security, 92Assignment system, centralized, 7Assistant to signal officer, 220-231Assisting 00D, 135,171

B

Backing down, 161Bank cushion and suction, 164Basegrams, 57Basic maneuvering instructions and convoy

organization, 74-77Basic principles, 51Battle bill, 24Beaching signals, 187Bearing, 165Bearing resolution, 181

Broadcast, merchant ship, 69Bunting repair equipment, 120

C

Call signs, use of, 67Cargo identification, 187Casting, 161Centralized assignment system, 7Change of station, 152Channel piloting, 172Classification changes, 95-98

declassification schedule and exemptions,98

downgrading and declassificationmarkings, 95-98

Classified document destruction, 101routine, 101emergency, 102

Classified information, 92-94confidential, 93paragraphs, 94referenced material, 94secret, 93special markings, 93titles and subjects, 94top secret, 92

Clearances, security, 110-113Coast piloting, 173Communication center file, 17Communication instructions, general, 77Communication officer's order number 4-72,

22Communication procedures for signal officer,

220-224international code of signals, 223operating signals, prosigns, prowords,

and punctuation, 221Communications, convoy, 69-88Communications, defense, 52Communications, external, 63Communications, intraconvoy, 70-72

232

2Z7

INDEX

Communications, joint and allied, 53Communications, naval, 50-68Confidential information, 93Controlled area, 92Convoy communications, 69-88Convoy organization and basic maneuvering

instructions, 74-77command and responsibilities, 74

CPA (closest point of approach), 148Cryptosecurity officer, 203CSM custodian,. 203Current and wind, 163Custody records, 120

custody of equipage, 120survey form, 121survey of equipage, 120

Custody of equipage, 120

D

Dead-reckoning, 183advantages, 184DR track line, 183

Declassification, 95-98markings, 95-98schedule, 98

Defense communications, 52Designators, address, 64-66Destruction, emergency, 19Destruction of classified documents, 101Disclosure record, 104Dissemination con'rol, 104

accountability, 104accounting for classified information,

105disclosure record, 104

Downgrading markings, 95-98DR track line, 183Duties of signal officer, 220Duties, training, 26Duties, training and administrative, 16-49

E

Electronic navigation-piloting, 172-185Emergency destruction, 19Encrypted address designators, 67Engine orders, 170

engine revolution telegraph, 171Engine revolution telegraph, 171Equipage and material managements 114-134

Equipage custody, 120Equipage survey, 120Equipment, optical, 114Exclusive area, 92Exercises, graded, 40-49External communications, 63

facsimile, 64radiotelegraph, 63radiotelephone, 63teletypewriter, 63

F

Facsimile, 64Files, 16-19

mandatory, 16-18optional, 18

Flag duty and staff, 226Flags and halyards, 119

bunting repair equipment, 120Force factors, 158

G

General communications instructions, 77General evolutions,' 224General quarters, 224-226

evolutions, 225sea details, 225

Going alongside, 162Graded exercises, 40-49

critiques, 41visual communications, 41-49

H

Halyards and flags, 119Hand signals, 189Harbor tug control signals, 198

hand signals, 189whistle signals, 188

Helmsman orders, 169

I

Incoming message, 61in port, 61

Information, classified, 92-94Intraconvoy communications, 70-72Internal routing security, 62

233Q

SIGNALMAN 1 & C

Interpreting radar information, 181-183accuracy of radar, 183advantages of radar in navination, 182bearing resolution, 181disadvantages of radar in navigation, 182disitations in range, 183range resolution, 181shadows, 181

J

Joint and allied communications, 53JOOD (underway), 139Junior officer of the deck (underway), 139

duties of JOOD, 139

L

Leadership, technical, 2Limited area, 92Load dispatching signals, 187

M

Maintenance and material management, 123Management, maintenance, and material, 123Mandatory files, 16-18

communication center file, 17radio circuit logs, 17

Maneuvering board, 139-155change of station, 152closest point of approach (CPA), 148relative motion, 139relative movement plot, 139technique, 147true course and speed, 150

Maneuvering characteristics, 158-165backing down, 161bank cushion and suction, 164casting, 161force factors, 158going alongside, 162rudder effect, 160single-screw peculiarities, 165turning circle, 159wind and current, 163

Maneuvering signals, 81-87Markings, declassification, 95-98Markings, downgrading, 95-98Material and equipage management, 114-134

Material preservation, 124-126division maintenance and repair, 125division spaces, 124

Material replacement, 121Merchant ship broadcast, 69Merchant ship communications, peacetime, 69Merchant shipping control, 72Messages, 53-58, 61, 62

basegrams, 57classes of, 54general, 54-56incoming, 61outgoing, 62processing, 59special category, 56types of, 53

Military responsibilities, 19-26battle bill, 24safety precautions, 20ship's work, 20standing orders, 20-24watch, quarter, and station bill, 24

Minimize, 58originator responsibilities, 58

Mission, 51

N

Naval communications, 50-68mission, policy, and basic principles, 50organizational elements, 51

Naval control of merchant shipping, 72Navigational radar targets, 181Navigation, piloting and electronic, 172-185

0

Officer of the deck, 135-139OOD in port, 138OOD underway, 135-137preparations for entering port, 137

OOD, assisting, 135-171OOD underway, 135-137Operations/Communication Department,

200-219administrative, 203administrative inspections, 217communication officer, 202communication planning, 208-219cryptosecurity officer, 203CSM custodian, 203

234

Z:i9

INDEX

Operations/Communication Department(continued)

department inspections, 207general and specific duties, 200operations officer and assistants, 201organization, 203radio officer, 202records and reports, 205signal officer, 203

Optical equipment, 114Optional files, 18

proof file, 19tickler file, 18

Orders to helmsman, 169Originator responsibilities, 58Outgoing message, 62

internal routing security, 62Overhaul, 126, 130-134

regular, 126shipyard, 130-134

P

Peacetime merchant ship communications,Piloting, 172-177

channel piloting, 172coast piloting, 173fixing position in piloting, 176leadership responsibility, 177methods of fixing position, 176plotting hearings, 175taking bearings, 174

Piloting-electronic navigation, 172-185Plain language station and address

designators, 66Plan position indicator (PPI), 178Policy, 51Port 00D, 138Preservation, material, 124-126Principles, basic, 51Processing messages, 59-61Proof file, 19Pyrotechnics, 118Pyrotechnic signals, 87

R

Radar, 177how radar works, 178piloting by radar, 180plan position indicator, (PPI), 178range and bearing by radar, 178

Radar piloting, 180Radar targets, navigational, 181Radio circuit logs, 17Radiotelegraph, 63Radiotelephone, 63Radiotelephone security, 101Radio transmission security, 100Range resolution, 181Rating, signalman, 13-15Records, custody, 120Regular overhaul, 126Relative motion, 139Relative movement plot, 140

parts of relative movement plot, 141relationship between relative plot and

speed triangle, 143relationship of relative movement to

navigational plots, 140Repair activities, shore-based, 129Repair ships and tenders, 127-129

repair procedures for, 127-129Replacement, material, 121Replenishment communication equipment,

69 191-199Requirements for advancements, 3-13Responsibilities, military, 19-26Rewards and responsibilities for

ment, I

Routing indicators, 65

S

advance:

Safety precautions, 20Schedule, declassification, 98Secret information, 93Security, 89-113

definition of terms, 90principles of, 90purpose of, 90

Security areas, 92controlled, 92exclusive, 92limited, 92

Security clearances, 110-113persbnal conduct guide, 110-113types of investigations, 110

Security violations and compromises, 102care during and after working hours, 103investigative actions required, 102

Self-training, 26Shadows, 181

SIGNALMAN I & C

Ship handling; 155-157, 161fundamentals of, 161physical characteristics of ships, 157

Ship identification, 28-38Ship's force inspection duties, 133Shipyard overhaul, 130-134

entering shipyard procedure, 131inspection duties of ship's force, 133plan for leaving shipyard, 133work requests for, 130

Shore-based repair activities, 129organization, 129procedure for effecting repairs, 129

Signaling instructions, 78Signalman rating, 13-15Signal officer duties, 220Signal officer assistant, 220-231Signals, 81-87

maneuvering, 81-87pyrotechnic, 87

Signals, amphibious, 186Signals, special, 186-199Standing orders, 20-24Station and address designators, 66Station keeping, 165

bearing, 165close station keeping, 166-168course and speed, 165determining distance, 166distance, 165interval, 165line of bearing, 168

Stowage of classified documents, 105keys and combinations, 106

Subversion of military personnel, 109Survey of equipage, 120

Technical leadership for advancement, 2Telegraph, engine revolution, 171Teletypewriter, 63Tender and yard work, 126

236

241

Tenders and repair ships, 127-129Tickler file, 18Top secret information, 92Training and administrative duties, 16-49Training duties, 26Training plan, 2640

ensuring attendance by assignedpersonnel, 27

identification of aircraft, 27identification of ships, 28-38recognition and identification procedures,

39scheduling lectures and drills, 27visual procedures and doctrine, 40

Transmission, 98mail, 99messenger, 99

Transmission security, 99-101radiotelephone security, 101radio transmission security, 100speed versus security, 99visual transmission security, 100wire systems, 100

True course and speed, 150Turning circle, 159

V

Violations and compromises, security, 102Visual signaling wartime provisions, 59Visual transmission security, 100

Whistle signals, 188Wind and current, 163Wire systems, 100

Y

Yard and tender work, 126

*U.S. GOVERNMENT PRINTING OFFICE: 1914-640-702/40