reassign the member to a job that requires higher responsibility. You must keep communications with the team members open. Although team members should work on their own, they should know that they can come to you for answers. To encourage team members to assume responsibility, the supervisor must be able to recognize ability, set goals, and acknowledge achievement. RECOGNIZE ABILITY.— This helps in assigning members to the job they are capable of doing. As the member’s ability progresses, reassign him or her to the next level of responsibility. SET GOALS.— You should set goals that are meaningful and realistic. Goals may be set for an individual member or for the team. Set the goals just above the level the member is achieving. If the goals are too low, there is no challenge. If they are too high, members will likely reject them. ACKNOWLEDGE ACHIEVEMENT.— Achievements of the members should be recognized. This is not only for the one or two outstanding members of the team but is also for the achievement of others. The following is a list of some positive results from recognizing achievements: . It provides the new member with the needed boost toward increased responsibility. . It develops initiative. . It challenges the good performer to maintain the same level or improve performance. TRAINING Each new representative manning the contact point requires immediate training. The extent of training needed depends upon the other training received and previous experience of the member. Consider the following factors concerning the extent of training you should provide to members. l l Members who completed AK A school should have a good basic knowledge of the job but will need indoctrination on local procedures. The member who had the same experience in an identical or similar contact point would have the same training needs. . Members who do not have the basic training or experience must receive all the training requirements to qualify for the job. When basic training is needed by the new member, do it immediately. You can determine the extent of training new members need by reviewing their service record, training record, and conducting personal interviews. The training sessions are used to accomplish the following results: . Stimulate the trainees to develop a self- evaluation process. . Make trainees aware of their lack of knowledge. l provide needed knowledge. l Encourage a mutual exchange of ideas and knowledge. A few well-chosen questions can usually start the process of self-evaluation. Then, if trainee participation is encouraged, he or she will provide the topic for the future training sessions. However, the members must know what they are expected to do and then be afforded the opportunity to do it. Upon completion of training, provide a follow-up interview for each member. This is just as necessary as the training step, from both the viewpoint of the supervisor and the new member. BUDGETING The budget process is the final phase of the integrated multiphased process for the establishment, maintenance, and revision of the defense program and budget. The annual budget expresses the financial requirement necessary to support the approved defense program developed during the planning and programming phase. Annual budget estimates, therefore, define what the Department of Defense (DOD) expects to accomplish with the resources quested for that year. This information gives the Secretary of Defense and the President of the United States an idea of the impact that current decisions have on the current defense posture. The budget plan in the Navy begins when the Comptroller of the Navy issues a call for budget estimates to applicable commands. These commands include the following: s Chief of Naval Operations (CNO) 1-19