the text on a page and improper classification of extracts. COMPREHENSIVE COMMUNICATIONS ASSESSMENT The Comprehensive Communications Assessment exercise (CCC-27-SF) evaluates the ship's overall communications in a three-phase evolution. This exercise requires the combined efforts of both signal and radio personnel to research operation orders (OPORDs) and plan all the communications requirements. The shipboard communications plan can be developed for an actual operation or a constructive facsimile, depending on the OCE's requirement. COMMUNICATIONS PLAN A ship's communications plan lists all the communications requirements in detail for a specific operation covering a specified period of time. It contains all the sequential information required for operations and communications personnel to achieve the communications commitments of a ship. The department/division officers, leading petty officer, and supervisors research effective OPORDs for communications requirements and combine them into an effective plan that can be carried out by the working personnel. WARTIME PROVISIONS FOR VISUAL SIGNALING Chapter 16 of NWP 4 contains procedures to change from peacetime communications procedures to wartime communications procedures or for other emergencies. Provisions of the chapter are carried out by the Chief of Naval Operations, who issues the directive “Execute Chapter Sixteen NWP Four.” Immediately upon receipt of the directive, commanders must begin the measures indicated in that chapter. Stipulations of chapter 16 of NWP 4 are classified; therefore, they cannot be covered in this text. STANDING ORDERS LEARNING OBJECTIVES: Identify standing orders. List personnel responsible for standing orders and the reason for having standing orders. Because individuals differ, each leading Signalman runs his or her signal team, differently. All good Signalmen carry out all orders received and follow standard organization closely. There will also be variations in how individuals accomplish certain tasks. In addition to differences in personalities of leading Signalmen, the types of individuals that make up a signal team have a bearing on the way the leading Signalman performs. As the leading Signalman, you must be able to explain your way of doing tasks to all subordinates clearly. You should use standing orders containing personal instructions on what will be required. Read these orders to each member, and get a signature acknowledging his or her understanding. You must then hold all hands responsible for following all provisions of your orders. When a period of several months is involved, a written order obviously is more effective than a verbal order. It also is superior because a group, if told to do something, can easily misunderstand. A few members of the group will interpret the verbal order one way, and some will interpret it another way. A written order with a verbal explanation eliminates doubt and confusion, and leaves no excuses for failure to follow. Standing orders for the organization, administra- tion, and function of the signal team must have the signature of the communications/signal officer. The leading Signalman is responsible for preparing these orders in the rough and submitting them to the division officer for approval. Before writing standing orders, determine what directives exist. Review orders written by a predecessor and discuss any changes or comments with the division officer. Standing orders must agree with the ship's and the department's organization books. Depending on the completeness of the latter book, it may not be necessary to prepare standing orders. Some departmental organization books are a list of standing orders in various divisions in the department. Standing orders could, therefore, be either a supplement to previously issued department organization orders or an actual part of that department's written organization. As previously stated, standing orders should be explained fully to all hands. A record of signatures should be kept to show that each member has read and understands these orders. Standing orders should also be read and explained when new personnel report on 14-3