Out-of-date references indicate a need to update the effected ship’s bill or regulation. Read  and  compare  the  old  ship’s  bill  or regulation to the updated references and note the changes. Changes to equipment that affect ship’s bills also need to be incorporated into the SORM. Incorporate the changes into the ship’s bill or regulation and update the references listed. You should now send the rough update and new references through the chain of command for approval. SUMMARY This chapter began with a look at the budget process, preparation of the divisional budget, and types of budgeting. The budget process begins with the President and continues down the chain of command. Although the commanding officer is responsible for the ship’s budget, you should play a major role in determining your division’s requirements and submitting the requirements up the chain of command. At the CPO level of management, you will find a need for a better understanding of the supply organization and its procedures. You may be assigned as a member of an ILO team or as a department custodian. In these positions, you must understand budget and quantity require- ments, ordering procedures, stowage requirements, and custody records. You will also assist in the assignment of priorities used by your command. You will have to become familiar with the infor- mation contained in the OPTAR, COSAL, SNSL, ISL, CEIL, and casualty reports (CASREPs). Other procedures you will become familiar with may include inventory, investigation, and the survey of equipment. Your duties may include everything from initial budget requests to equip- ment handling or the final disposal of materials required to keep your ship at its top mission capability. With the ever-increasing use of automatic data processing (ADP), the Navy has adapted many of its tedious and time-consuming tasks to automation. The two main systems you will most likely encounter are the Shipboard Nontactical ADP Program (SNAP I) and the Shipboard Non- tactical ADP Program (SNAP II). Counseling personnel is one of the most important jobs of the chief petty officer. You will counsel subordinate personnel on profession, personal, and performance matters. In addition, you will also provide guidance and review enlisted evaluations. You will also counsel your subor- dinates on their enlisted evaluations. The ability to draft different types of official letters, messages, and reports is one of the many tasks demanded of a CPO. Each type of correspondence has its own set of standards. These standards are necessary in preparing correspondence that includes all of the informa- tion necessary to make it complete and under- standable. These standards also assist the writer, as well as the reader, in ensuring that correspondence gets where it is intended to go. The standards also help the writer in preparing information that will be clearly understood. Proper format, identification, routing, and filing are all necessary elements of this system. You should review your command Standard Organization and Regulations Manual (SORM) on a periodic basis to make sure it is current as it applies to your division. event occurs that affects the your  division;    an instruction equipment is added, removed, you should check the SORM is still current. Anytime an operation  of changes;  or or changed, to ensure it REFERENCES Afloat Supply Procedures, NAVSUP Pub. 485, Naval Supply Systems Command, Washington, D.C., 1990. Communication  Skills,  Course 12, Vol. 4, 00012048112, Extension Course Institute, Air Training Command, Gunter Air Force Station, Montgomery, Ala., n.d. Department of the Navy Correspondence Manual, SECNAVINST  5216.5C,  Office  of  the Secretary of the Navy, Washington, D.C., 1983. Financial Management of Resources, Fund Admin- istration, NAVSO P-3013-1, Department of the Navy, Office of the Comptroller, Wash- ington, D.C., 1977. 4-36