VOLUME V (REVISION-D) (WITH CHANGE-5), JOINT FLEET MAINTENANCE MANUAL VOLUME V QUALITY MAINTENANCE

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 x 10.5 Motor Gasoline Assessment Program ......................................................................... VI-10-5 CHAPTER 11 - MAINTENANCE, REPAIR AND OVERHAUL OF SERVICE CRAFT, LANDING CRAFT AND SMALL BOATS 11.1 Purpose ........................................................................................................................ VI-11-1 11.2 Material Readiness ...................................................................................................... VI-11-1 11.3 Maintenance of Landing Craft and Small Boats Assigned to Afloat Units ................ VI-11-2 11.4 Landing Craft and Small Boat Repairs During Chief of Naval Operations Maintenance Availability ............................................................................................ VI-11-3 11.5 Maintenance of Service Craft, Landing Craft and Small Boats Assigned to Shore Activities, Group and Squadron Commanders ............................................................ VI-11-3 11.5.1 Unit Level Maintenance ................................................................................ VI-11-3 11.5.2 Fleet Maintenance Activity Level/Contractor Assist Maintenance .............. VI-11-4 11.5.3 Overhaul of Service/Landing Craft and Small Boats ................................... VI-11-4 11.6 Responsibilities ........................................................................................................... VI-11-5 11.6.1 Type Commander.......................................................................................... VI-11-5 11.6.2 Immediate Superior In Command ................................................................. VI-11-5 11.6.3 Commanding Officers of Parent Commands ................................................ VI-11-6 11.7 Repair and Overhaul of Small Boat Engines .............................................................. VI-11-6 11.8 Boat Alterations ........................................................................................................... VI-11-6 11.9 Operation of Small Boat Engines ................................................................................ VI-11-6 CHAPTER 12 - DEGAUSSING 12.1 Purpose ........................................................................................................................ VI-12-1 12.2 Degaussing Definitions ............................................................................................... VI-12-1 12.2.1 Check Ranging .............................................................................................. VI-12-1 12.2.2 Degaussing Folder ........................................................................................ VI-12-1 12.2.3 Degaussing System ....................................................................................... VI-12-1 12.2.4 Degaussing System Calibration .................................................................... VI-12-2 12.2.5 Deperming..................................................................................................... VI-12-2 12.2.6 Magnetic Compass Compensation ................................................................ VI-12-2 12.3 Surface Ships and Submarines With Degaussing Systems ......................................... VI-12-2 12.3.1 Check Ranging .............................................................................................. VI-12-3 12.3.2 Responsibilities ............................................................................................. VI-12-3 12.4 Submarines Without Installed Degaussing Systems ................................................... VI-12-4 12.4.1 Check Ranging .............................................................................................. VI-12-4 12.4.2 Responsibilities ............................................................................................. VI-12-5 12.5 Surface Ships Without Degaussing Systems ............................................................... VI-12-5 CHAPTER 13 - SURFACE SHIP CORROSION CONTROL

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xxviii 41.3.1 Project Manager .......................................................................................... VI-41-12 41.3.2 Contract Specialist ...................................................................................... VI-41-18 41.3.3 Quality Assurance Specialist ...................................................................... VI-41-18 41.3.4 NSA Logistical Representative ................................................................... VI-41-20 41.3.5 SEA 21 Hull, Mechanical and Electrical and AEGIS Combat Systems On Site Logistician (Surface Force Ship Only) .......................................... VI-41-20 41.3.6 Project Support Engineer ............................................................................ VI-41-20 41.3.7 Integrated Test Engineer ............................................................................. VI-41-21 41.3.8 Assessment Director ................................................................................... VI-41-23 41.3.9 Technical Matter Expert ............................................................................. VI-41-23 41.3.10 Shipbuilding Specialist ............................................................................... VI-41-23 41.3.11 AIT On-Site Installation Coordinator ......................................................... VI-41-26 41.3.12 AIT Manager ............................................................................................... VI-41-26 41.3.13 Combat Systems Project Engineer (Surface Force Ships only) .................. VI-41-27 41.3.14 SEA 21 Hull Manager (Surface Force Ships only) ..................................... VI-41-28 41.3.15 SURFMEPP Waterfront Engineering (Surface Force Ships only) ............. VI-41-29 41.3.16 Government Availability Planning Manager (GAPM) ............................... VI-41-29 41.4 Planning Process Support .......................................................................................... VI-41-31 41.5 Planning Board for Maintenance ............................................................................... VI-41-31 41.6 Work Force Development Program (RMC only) ...................................................... VI-41-32 41.7 Integrated Project Team Development (Surface Force Ships only) .......................... VI-41-32 41.7.1 Project Team ............................................................................................... VI-41-32 41.7.2 Program Events ........................................................................................... VI-41-33 Appendices A Sample Supervising Authority Report of Availability Lessons Learned... VI-41A-1 CHAPTER 42 - MATERIAL READINESS ASSESSMENT 42.1 Purpose ........................................................................................................................ VI-42-1 42.2 Applicability ................................................................................................................ VI-42-2 42.3 Objectives .................................................................................................................... VI-42-3 42.4 Principles ..................................................................................................................... VI-42-3 42.5 Material Assessment Process ...................................................................................... VI-42-3 42.5.1 Discussion ..................................................................................................... VI-42-3 42.5.2 Material Assessments.................................................................................... VI-42-4 42.5.3 Assessment Authorizing ............................................................................... VI-42-4 42.5.4 Assessment Planning .................................................................................... VI-42-5 42.5.5 Assessment Execution .................................................................................. VI-42-5 42.5.6 Assessment Reporting ................................................................................... VI-42-6 42.5.7 Standard Assessment Tool Kit ...................................................................... VI-42-7 42.5.8 Assessment Personnel ................................................................................... VI-42-7 42.6 Responsibilities ........................................................................................................... VI-42-7

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xxix 42.6.1 Fleet Commander .......................................................................................... VI-42-7 42.6.2 Type Commander.......................................................................................... VI-42-8 42.6.3 Material Assessment Executing Activity ...................................................... VI-42-8 42.6.4 Commanding Officer .................................................................................... VI-42-9 Appendices A Assessment Process ................................................................................... VI-42A-1 B Prerequisites and Test Requirements Message (Example) ........................ VI-42B-1 C Readiness to Commence Message (Example) ........................................... VI-42C-1 D Completion Quicklook Message (Example) .............................................. VI-42D-1 E Job Originator Identification Table ............................................................ VI-42E-1 CHAPTER 43 - GUIDANCE FOR ENHANCED MODERNIZATION AND ALTERATION INSTALLATION TEAM INTEGRATION DURING AVAILABILITIES 43.1 Concept ........................................................................................................................ VI-43-1 43.2 Availability Planning Business Rules ......................................................................... VI-43-2 43.3 Availability Execution Business Rules ....................................................................... VI-43-3

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-FWD-1 VOLUME VI FOREWORD INTRODUCTION REFERENCES. (a) OPNAVINST 3120.32 - Standard Organiza tion and Regulations of the U.S. Navy (b) OPNAVINST 4700.7 - Maintenance Policy for U.S. Naval Ships (c) COMLANTFLTINST 5400.2 - U.S. Atlantic Fleet Regulations (d) COMPACFLTINST 5400.3 - U.S. Pacific Fleet Regulations (e) NAVSEAINST 4790.8 - Ships’ Maintena nce and Material Management (3-M) Manual (f) SSPINST 4720.1 - Policies and Procedures for Alteration of Strategic Weapon System Equipment 1.1 PURPOSE. To provide guidance in the execution and management for maintenance programs applicable to units of the Navy. a. The Foreword of this manual contains a master listing of all references used throughout the Joint Fleet Maintenance Manual. These references are arranged in alphanumeric order to facilitate their procurement for use with this manual. References used in specific chapters of this volume are listed at the beginning of each chapter in the order in which they appear in the chapter text. b. Acronyms are identified when they are initially used in each chapter of this volume. Appendix C of the Foreword contains a master listing of acronyms used throughout this manual. c. References (a) through (e) must be used in conjunction with this manual, however, the requirements of this manual must not take precedence over these higher authority directives, or technical directives from applicable Systems Commands (SYSCOM). Where conflicts exist with previously issued Fleet Commander, Commander, Naval Reserve Force (COMNAVRESFOR), Type Commander (TYCOM) letters, transmittals and instructions, other than references (c) and (d), this manual must take precedence. Conflicts must be reported to the cognizant TYCOM for resolution. 1.2 SCOPE. This volume applies to all ships and shore activities under the cognizance of Commander, Atlantic Fleet (COMLANTFLT), Commander, Pacific Fleet (COMPACFLT) and COMNAVRESFOR. This volume is not intended to be all encompassing, since the guidance for many elements of the maintenance programs and their execution are promulgated by higher or technical authority (e.g., Naval Ships’ Technical Manuals (NSTM), Office of the Chief of Naval Operations Instruction (OPNAVINST)). a. This volume contains general programs a pplicable to all ships and units under the cognizance of COMLANTFLT or COMPACFLT. In those cases where chapters, sections or paragraphs of chapters are not applicable to certain Forces, an applicability statement has been used for clarification.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-FWD-2 b. Equipment under the cognizance of Naval Sea Systems Command Nuclear Propulsion Directorate (NAVSEA 08) is maintained per NAVSEA 08 directives. c. Nuclear-Powered Ballistic Missile Su bmarine (SSBN) Strategic Weapon System (SWS) and Nuclear-Powered Guided Missile Submarine (SSGN) Attack Weapons Systems (AWS) equipment under the cognizance of Strategic Systems Programs (SSP) is operated, maintained, modified or modernized per approved SSP directives and instructions. (1) Reference (f) defines policies, cont rols, processes and procedures for the accomplishment of all SSP Alterations (SPALT) issued by the Director, Strategic Systems Programs for all SSP cognizant equipment on both SSBNs and SSGNs. Reference (f) further defines the methodology and processes to plan, document, coordinate, install, and test SWS, AWS hardware, software and modernization SPALTs. (2) Adherence to reference (f) ensures that all related or affected Equipment, Fleet Documentation, Training, Logistic and Maintenance functions under the cognizance of SSP are fully integrated as part of the SPALT. Only SSP authorized SWS and AWS SPALTs are installed on SSBNs and SSGNs. (3) Applicable and required local support services such as Crane, Riggers, Power Isolation, Tag-Out, Hazardous Material, Quality Assurance, Critical Skill requirements, etc., for the conduct of a SPALT must be identified within the Director, Strategic Systems Programs SPALT document, related Ordnance Document, or SPALT installation pre-brief. This information must be communicated or provided to all involved and affected local activities per the SPALT process no later than forty-five (45) days prior to the conduct of a SPALT, as outlined and defined within reference (f). (4) An SSP Contractor or Governme nt Team must provide the required operational and engineering support for all SPALT, Maintenance and Repair Activities to SWS and AWS equipment under the cognizance of SSP. The respective responsibilities of SSP Contractor, Government Teams, the Fleet Maintenance Activity and other local Commands for the execution of the SSP SPALT program must be documented in an overarching Memorandum of Agreement in order to define areas of responsibility for all activities involved in the accomplishment of authorized alterations in a timely, efficient, and coordinated manner. 1.3 CHANGES AND CORRECTIONS. Changes and corrections will be issued as required. Comments and suggestions for improving or changing this volume are invited. Address comments, recommendations, and requested changes to Submarine Maintenance Engineering, Planning and Procurement (SUBMEPP) Activity utilizing the change request form located in the front of this manual. If changes are submitted in electronic format, facsimile or E-mail, each change request must contain the information required on the change request form.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-1-1 VOLUME VI CHAPTER 1 WATERBORNE UNDERWATER HULL CLEANING REFERENCES. (a) NAVSEA S9086-CQ-STM-010 - NSTM Ch apter 081 R4 (Waterborne Underwater Hull Cleaning of Navy Ships) (b) NAVSEA 389-0288 - Ra diological Controls (c) NAVSEA S0600-AA-PRO-010 - Unde rwater Ship Husbandry Manual 1.1 PURPOSE. To implement the program requirements delineated in references (a), (b) and (c), and to provide guidance for waterborne hull cleaning of naval ships. This process applies to all surface force ships, submarines and aircraft carriers. 1.2 SCOPE. As stated in reference (a), commercial and Naval experience has demonstrated that appreciable savings in energy are obtainable by maintaining smooth underwater hull and propeller surfaces through periodic waterborne hull cleaning. Additionally, a hull-cleaning program provides a means in which hull damage can be detected in early stages and corrective action can be taken. The hull cleaning and propeller polishing requirements of this instruction apply to all ships. It is intended to conserve fuel, restore effectiveness of sonar systems, and reduce ship self-noise, which increases anti-submarine warfare effectiveness. Reference (a) provides necessary criteria, methodology, and guidelines for waterborne underwater ship inspection and cleaning. Reference (a) provides a rating scale for inspecting and reporting fouling, fouling thresholds to initiate cleaning, approved cleaning equipment for various underwater ship systems (i.e., hull sections, appendages, dome, masker or prairie air), cleaning requirements, safety precautions and procedures for cleaning, guidelines for establishing cleaning intervals and documentation and reporting requirements. To meet the objectives of reference (a), special attention will be given to ensure that appropriate action will be taken to clean ships within 30 days of deployment. 1.3 POLICY. a. Scheduling of periodic cleaning will be the responsibility of the Type Commander (TYCOM) and accomplished per reference (a). Full, partial and interim cleaning must be accomplished by diving activities (military and civilian) certified by Naval Sea Systems Command (NAVSEA) code 00C. b. Full hull cleaning will only be accomplished by NAVSEA divers contracted for worldwide waterborne underwater hull cleaning services. Interim or partial hull cleaning will be done by a certified navy activity or NAVSEA contracted service. c. The execution of waterborne underwater hull cleaning operations must follow best management practices delineated in reference (c) to maximize hull-cleaning effectiveness and to minimize the release of hull cleaning by-products into surrounding waters. 1.4 RESPONSIBILITIES. An effective hull-cleaning program that ensures the delivery of reliable, environmentally sound, and quality services to the Fleet requires the well-coordinated effort of several organizations. Together, these groups must manage the planning, execution,

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-2 submarine and Strike Force EMI problems. Since some SEMCIP elements are normally associated with the development of new systems, all elements will not be discussed here. 4.3 ELECTROMAGNETIC COMPATIBILITY CERTIFICATIONS AND EMI SURVEYS. EMC certifications are an important line of defense against shipboard EMI problems and are performed by NAVSEA designated activities for the purpose of testing various shipboard systems for EMI degradation. During an EMC Certification or EMI Survey, EMI problems are investigated and evaluated, applicable EMI fixes are installed and effects of EMI on each system tested is ascertained and recorded in STAN. 4.3.1 Surface Ships and Aircraft Carriers Electromagnetic Compatibility Certifications. Deploying surface ships and aircraft carriers will receive an EMC Certification from a NAVSEA qualified activity following CNO or extended maintenance availability periods (more than 120 days) or major topside changes prior to deployment. EMC Technicians are billeted onboard CVN, LHA and LHD class ships and at Regional Maintenance Center (RMC) or Fleet Maintenance Activity (FMA). Ships may submit requests for EMI or EMC technical assistance from co-located CVN, LHA, and LHD class ships through their normal chain of command channels. Ships may submit requests for an EMI or EMC technical assistance to the RMC or FMA by submitting an OPNAV 4790/2K. OPNAV 4790/2K should be used to document maintenance actions as part of an Availability Work Package (AWP) for completion during CNO availabilities or prior to and in preparation for EMC Certification. Since there are differences in the systems and processes between platforms, they will be discussed separately. 4.3.1.1 EMC certification consists of four phases: a planning and test plan development phase, an in-port certification testing phase, an underway certification phase, and reporting phase. 4.3.1.2 EMC certifications should not be scheduled coincidental with evolutions that restrict either antenna radiation or personnel movement about the ship. 4.3.1.3 EMC certifications must be performed per the requirements of reference (c), and include, but are not limited to: a. Using STAN to verify that all availabl e EMI fixes have been installed, or if not installed, documented in ship’s Current Ship’s Maintenance Project. b. Performing topside visual surveys to ensu re the ship conforms to the applicable topside electromagnetic control drawing as specified in STAN for that ship. c. Performing High Frequency Inte rmodulation Interference (IMI) test. d. Performing IMI source location when IMI level exceeds the 19th product order. e. Performing broadband noise test. f. Performing source location wh en broadband noise is detected. g. Performing Time-Domain or Frequency-Do main Reflectometer measurements on all high frequency, very-high frequency and ultra-high frequency transmission lines. h. Conducting Voltage Standing-Wave Ratio tests on all high frequency, very-high frequency and ultra-high frequency transmit antennas. Where transmission lines and antennas are coupled and cannot be easily separated, reconnected and weather- proofed, testing of transmission line and antenna combinations may be performed via

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-3 Time-Domain Reflectometer or Frequency-Domain Reflectometer, satisfying the testing requirements of this paragraph and paragraph 4.2.1.1.3.g. i. Performing insulation resistance tests on high frequency antennas, where required by the Planned Maintenance System (PMS). j. Documenting all discrepancies noted on OPNAV 4790/2Ks. k. Assisting Ship’s Force with hands-on tr aining and technical guidance in correcting discrepancies as appropriate. 4.3.1.4 EMC Certifications. EMC certifications should be scheduled during the O-FRP “Maintenance” phase per reference (d), immediately following the ships Target Configuration Date (TCD) and following periodicity requirements and prerequisites contained in reference (e). 4.3.2 Submarines Electromagnetic Compatibility Certifications. 4.3.2.1 Submarines will receive pre-deployment EMI Surveys from a NAVSEA qualified activity. Ships may submit requests for an EMI or EMC technical assistance to the RMC or FMA by submitting an OPNAV 4790/2K. OPNAV 4790/2K should be used to document maintenance actions as part of an Availability Work Package (AWP) for completion during CNO availabilities or prior to and in preparation for EMC Certification. Since there are differences in the systems and processes between platforms, they will be discussed separately. 4.3.2.2 EMI surveys require up to four working days depending on the ship class being evaluated. EMI surveys can be accomplished concurrently with most submarine work but must not be scheduled coincidental with evolutions that would impede access to the forward sonar and communications system units or cause power-down of systems during the EMI survey without prior notification of the EMC technician conducting the testing. If equipment must be powered down, the EMC technician will determine if further EMI testing can be accomplished. For an accurate assessment of the submarine EMC posture, the ship’s forward electronics must be energized as close as possible to the ship’s at-sea lineup. The electronics and hydraulics for both multifunction mast antennas must be operational. In addition, crane service is required to lift two antenna shields (approximate weight 130 lbs. each) to cover both partially raised multifunction mast antennas for testing. Major sonar, communications, fire control or navigation system casualties will cause test data to be invalid. EMI surveys must be performed, per references (f) and (g), by qualified NAVSEA or NAVSEA designated activities and include, but not limited to: a. Using STAN to verify all availa ble EMI fixes have been installed. b. Briefing Ship’s Force on the details of the EMI Survey and discussing testing time- lines and potential impacts. c. Coordinating antenna shield installati on and removal with the ship, RMC or FMA and port services. d. Performing a visual survey in the su bmarine to verify EMI corrective action installations in sonar and communications equipment and to look for potential EMI coupling areas associated with these systems.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-4 e. Energizing forward electronics followi ng the equipment energized list, provided in reference (f) for SSN Class submarines or reference (g) for TRIDENT Class submarines. f. Conducting EMI analysis on sona r and communications equipment. g. Installing or repairing any EMI correctiv e action needed to produce EMI reduction in order to improve the total shipboard EMC of all shipboard electronic equipment and systems. This will include a retest to determine the actual reduction achieved. h. Analyzing test data, noting all discrepanc ies and generating a naval message, prior to departing the ship, documenting the results of the EMI survey. i. Providing EMC posture debrief to the de signated submarine’s officers, chiefs and leading petty officers. The naval message, noting all discrepancies, will be provided to the ship after final report has been reviewed. j. Assisting ship with hands-on training and technical guidance in correcting discrepancies as appropriate. k. Documenting all discrepancies noted on OPNAV 4790/2Ks. 4.4 FLEET ELECTROMAGNETIC COMPATIBILITY SUPPORT TOOLS. SEMCIP provides Fleet EMC support tools to help eliminate emergent EMI problems between certifications. When a ship encounters an EMI problem beyond the scope of Ship’s Force and RMC or FMA capabilities, outside technical assistance can be arranged on short notice. The problem should be reported per guidance in Chapter 5 of this Volume. In addition to the normal message addressees, the message should also be sent to COMNAVSEASYSCOM WASHINGTON DC//05H4//, NAVSURFWARCENDIV DAHLGREN VA//B54//, NAVUNSEAWARCENDIV NEWPORT RI//3431// (submarines only), COMNAVWARSYSCOM SAN DIEGO CA //051- 1C//, INFO COMNAVIFOR SUFFOLK VA, NAVINFOWARDEVCEN NORFOLK VA. NAVMARSPECCEN FT GEORGE G MEADE MD and appropriate regional Navy and Marine Corps Spectrum Office (NMCSO) as outlined in reference (h). The following paragraphs list additional support resources that will improve the warfighting readiness of EM Spectrum Dependent Systems (SDS). a. SEMCIP Technical Assi stance Network (STAN): The official repository for EMC and EM radiation hazard (RADHAZ) data for systems, ships, submarines and strike groups certifications for all SDS. RADHAZ includes several subsets (e.g., Hazard of Electromagnetic Radiation to Personnel (HERP), Hazard of Electromagnetic Radiation to Fuels (HERF)). Primary products include EMI brief sheets and associated affected ships list, EMI test procedures, tailored ship equipment lists and an Electromagnetic Environmental Effects (E3) document library. Additional products are available in STAN, such as EMI problem listings by selected criteria, EM control drawings and the EMC Certification test plan generator. STAN access and familiarity is highly recommended for all units. Requests for STAN access is obtained via the STAN web site https://semcip.nswc.navy.mil. b. Air Systems Electromagnetic Interfer ence Corrective Action Program (ASEMICAP): ASEMICAP provides E3 systems engineering support to the Fleet and NAVAIR team to ensure E3 hardness of operational aircraft systems, subsystems and equipment

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-5 throughout their life cycles. The primary task is to provide deck plate engineering and technical support to the Fleet in an attempt to rapidly resolve E3 problems while striving to elevate Fleet E3 capabilities through a dedicated process of deck plate support. The emphasis continues to be immediate response to EMI issues through engineering solutions for operational aircraft systems and equipment. The increasing reliance on Unmanned Aerial Systems (UAS) and the resultant demands on the congested EM operational environment (EMOE) forces improved Electromagnetic Spectrum (EMS) awareness and impacts of aviation operations by Sailors and Marines. ASEMICAP also provides engineering and technical support directly to Fleet units to resolve EMI problems and represents Fleet interest within the acquisition community. ASEMICAP is located on NIPR at https://asemicap.navair.navy.mil. c. NAVSEA EMI Capability and Limitati ons (EMI C&L) Portal: The EMI C&L provides the Fleet a central repository for ship-specific EMI and EMC information. The data is tailored for EMI C&L individual ship and strike forces and provides an overall force-wide EMI and EMC perspective. The C&L portal includes information on shipboard characteristics, coverage plots for selected communications and weapons systems, host nation frequency restrictions (HNR), for all SDS and RADHAZ limitation information. The portal is located on SIPR at http//cnl.phdnswc.navy.smil.mil/emi_cnl/default.htm. 4.5 ENGINEER ELECTROMAGNETIC INTERFERENCE FIXES. SEMCIP EMC engineers identify and characterize new EMI problems and develop and formalize solutions for these problems. When new EMI problems are detected through testing, per references (c), (f) and (g), SEMCIP engineering will develop a fix. SEMCIP engineering also updates standard EMI test procedures for references (c), (f) and (g). 4.6 SHIPBOARD FULL-SCALE ELECTROMAGNETIC COMPATIBILITY EVALUATIONS. Shipboard full-scale EMC evaluations are performed by NAVSEA in the lead ship of a class or in individual ships at the conclusion of any major event (such as conversion, modernization or overhaul) which could affect the EMC status of the ship. SEMCIP engineering teams energize, test and evaluate the capability of electromagnetic emitters and sensors to operate simultaneously on the same ship without interference. 4.7 ELECTROMAGNETIC COMPATIBILITY CERTIFICATION. NAVSEA 05H coordinates EMC Certification in new construction ships, ships undergoing industrial availabilities and ships receiving new systems both in and outside of industrial availabilities. The EMC Certification testing is conducted by NAVSEA or NAVSEA-qualified activities. There are two types of EMC Certification: System and Ship EMC Certification. Each type is addressed in this section. 4.7.1 System Electromagnetic Compatibility Certification. System EMC Certification ensures all newly installed electrical and electronic systems are compatible with previously installed systems. System EMC Certification will be accomplished per reference (e) for surface force ships: a. For electrical and electronic systems installed by Fleet or Program Alterations following the Navy Modernization Process, Management and Operations Manual (NMP-MOM).

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-6 b. Following the System Operational Verifica tion Test or other operation test for the newly installed system. c. By NAVSEA 05H4 test team for the first two ships of a class, flight or baseline. d. By Program Acquisition Resource Mana ger, Ship Program Manager, Naval Supervisory Authority, RMC or FMA or a contractor witnessed by a government activity for the subsequent System EMC Certifications using test procedures provided in references (c) and (f). e. System EMC Certification requirements mandate: (1) The system has an approved (Stage 4) Application for Frequency Allocation (JF-12). (2) No mission-degrading EMI has been introduced by installation of the system. (3) EMI fixes have been installed to correct mission-degrading EMI caused by the installation of the system. 4.7.2 Ship Electromagnetic Compatibility Certification. Ship EMC Certification ensures all shipboard systems are compatible with each other and topside EMI mitigation treatments are in place. Ship EMC Certifications will be accomplished per references (e) and (i). Ship EMC Certification requirements mandate: a. All “available EMI fixes” that correct mission-degrading EMI problems are installed. Available EMI fixes are fixes that have been developed and listed in the STAN database. An “available EMI fix” is required for certification even if the kit or parts are not in stock. In that case, priority would be given for procurement and installation of the fix required for certification. b. All mission-degrading EMI problems that re main uncorrected due to non-availability of EMI fixes must be identified and reported to the ship’s Commanding Officer (CO). c. All discrepancies causing IMI above the 19th order must be corrected. IMI levels are defined in reference (c). 4.8 ELECTROMAGNETIC COMPATIBILTY CERTIFICATION MAINTENANCE. System Commands provide support during ship construction and CNO Maintenance Availabilities at industrial activities to achieve EMC certification. It is the responsibility of the Type Commander, the RMC or FMA and Ship’s Force to maintain EMC at the highest level practical. EMC technical billets (Navy Enlisted Classification (NEC) ET-1419 surface) have been established in reference (j) for RMCs or FMAs, aircraft carriers and selected larger ships to provide technical assistance to Ship’s Force in maintaining EMC. These technicians conduct EMI inspections, install known fixes, test for problems and investigate new problems. 4.9 RESPONSIBILITIES. a. Type Commander should: (1) Coordinate with the System Commands in identifying, solving and correcting operational EMI deficiencies.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-7 (2) Prior to promulgation, review a nd authorize all documents prepared by technical agencies that contain procedures relative to EMI reduction and the fleet EMC process. (3) Evaluate comments and recommenda tions regarding EMI reduction and the fleet EMC process. If necessary, issue changes to existing policy and procedures. (4) Ensure participation of each aircraft carrier, surface force and submarine EMC technician in at least one EMI survey every 6 months. Qualified EMC technicians must meet this requirement to retain qualification status. b. Group, Squadron and Regional S upport Group Commanders should: (1) Schedule EMC certifications prior to deployment for each unit. For submarines, the EMI Survey should be conducted within two months of deployment during Pre-Overseas Movement 2, take up to four days to perform and can be scheduled concurrently with most shipboard evolutions provided power is not secured to a major system. NAVSEA personnel will be contacted to perform the EMC certification. (2) Review and take the appropriate ac tion to correct EMI discrepancies on EMC reports for subordinate units. (3) Request SEMCIP engineering assistance when determined necessary. c. RMCs and FMAs should: (1) Maintain qualified EMC personne l (NEC-1419 for Surface Force Ships and Aircraft Carriers) in coordination with NAVSEA 05H4 and ensure that test equipment assets are available to perform EMC assessments and surveys. (2) Assist aircraft carriers, surface force and submarines in conducting EMC- related PMS procedures when requested. (3) Conduct EMC certifications per applicab le references (c), (e) through (i) and (k). (4) Install authorized limited correc tive actions when required in STAN. (5) Write a naval message, prior to depar ting the ship, describing the results of the EMC certification using the latest message formats. Message is submitted to the aircraft carrier, surface force or submarine during the EMC certification briefing prior to departing the ship. (6) Maintain an active account on STAN. (7) Maintain an up-to-date file of EMI and EMC information, which includes naval messages generated on tended submarines and original data recorded during the EMI surveys. d. Aircraft Carrier, Surface Force a nd Submarine Commanding Officers should: (1) Ensure EMI PMS is conducted. Request RMC or FMA assistance when required.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-8 NOTE: EMC CERTIFICATIONS CONDUC TED WITHIN ONE MONTH PRIOR TO DEPLOYMENT WILL PROVIDE THE MOST CURRENT EMI DATA. (2) Request an EMC certification within six months of deployment or when any new indications of EMI in ship’s electrical and electronic systems appear. (3) Transmit the EMC naval message prom ulgating the results of the EMI survey to all cognizant activities. (4) Maintain an up-to-date file of EM I and EMC information that includes EMC naval messages from the last three surveys. (5) Establish an EMS Readiness Improvement Program with following shipboard organization per references (j), (l), (m) and (n). e. Electromagnetic Spectrum Operations (EMSO) Officer: (1) Assigned CWO-2 or above designate d in writing by the Commanding Officer. (2) Qualified 308 Electromagnetic Sp ectrum Operations (EMSO) Officer. (3) Serve as Principal Advisor to the Commanding Officer on all EMS-related issues and provide the CO with monthly EMS effectiveness summaries to include major EMS degradation, personnel compliance with EMS Certification requirements, and a plan of action and milestones to correct any tactically significant EMI degradations. (4) Prioritize corrective actions for t actically significant EMC deficiencies. (5) Coordinate shipboard EMS indoctr ination and training for newly reported personnel. (6) Serve as single point of contac t for quality assurance of EMS-related maintenance projects. (7) Review all topside configuration ch anges (including program alterations, Fleet alterations, field changes, Combat System Smooth Log, etc.). (8) Review and update bills, instruct ions, and messages (e.g., HERP, RADHAZ, Emissions Control (EMCON), Personal Electronic Device (PED) plans, wireless plans, OPSTAT Unit, Afloat Electromagnetic Spectrum Operations Program (AESOP) reply messages, etc.). (9) Review all EMS incidents (Joint Spectrum Interference Resolution Online (JSIRO), Communications Department (COMSPOTS) and EMI). (10) Ensure EMS-related PMS is in cluded in the command PMS Spot-check Program. (11) Assign a Command Electromagne tic Spectrum Operations (EMSO) Coordinator. f. Command EMSO Coordinator: (1) Assigned E-7 or above with NEC 2379 Information Technician or NEC 1781 Cryptologic Technician Technical.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-9 (2) Qualified 304 Electromagnetic Spec trum Operations (EMSO) Coordinator Afloat. (3) Designated in writing by the Commanding Officer. (4) Perform the duties of the Afloat Sp ectrum Manager outlined in references (l) and (k). (5) Primary assistant to the EMS Officer maintaining the EMS Readiness Program and serve as the EMS subject matter expertise (SME) afloat. (6) Perform as EMSO Team Traini ng Lead - developing unit level EMS awareness, effects of all emitters and receivers in the EMOE. (7) Establish and maintain accounts for EM SDS databases (Communications Equipment Population Survey (CEPS), JSIRO and STAN). (8) Liaison with the Combat Syst ems Maintenance Manager (CSMM) or equivalent on all EMS issues pertaining to the combat system equipment. (9) Ensure the EMS personnel are familiar with EMS tools in paragraph 4.3. g. EMSO Planners: (1) EMSO Radar and Communication Planne rs should be proficient using AESOP software as mandated by the CNO, reference (o). (2) Qualified 301 Radar Planne r and 302 Communication Planner. (3) Use the AESOP tool to assist in minimizing intra-ship EMI and IMI between radars, communications equipment and all other SDS. Inter-ship EMI mitigation through AESOP planning and best practices for ships in company and future operations. (4) Achieve SME level of knowledge of all AESOP reports, reply messages, standing communication plans, radar coverage plots, spectrum occupancy displays and the spectrum monitor functionality. (5) Develop and maintain working relati onships with Ship’s Signal Exploitation Space (SSES) Signal Warfare Officer (SIGWO) for their operations in the EMOE. (6) Achieve and maintain a working know ledge of the EMOE and the warfighting impacts of all emitters and receivers in the AESOP EMSO Plan (atmospheric ducting effects on radar probability of detection, counter-detection of high power radars and ducting effects on transmitted energy within littoral operating areas and into host nation restrictions). (7) Ensure EMS reporting of JSIRO and COMSPOTS. h. EMC Maintenance Technicians: (1) Assign one E-5 or above from each of the following ratings: Electronic Technician (ET), Cryptologic Technician Technical (CTT), Cryptologic Technician Maintenance (CTM), Information Technician (IT) Fire Controlman Technician (FC), Sonar Technician (ST).

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-10 (2) Qualified 303 EMC Maintenance Technician. (3) EMC Maintenance Technicians should be familiar with references (i), (j) and (o); and all EMI and EMC issues for their related equipment (source or victim). (4) Serve as the EMI and IMI SME for their equipment and assist with training other personnel on the impacts to the EME and the ship’s EMS footprint in the EMOE.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-5-1 VOLUME VI CHAPTER 5 DEFICIENCY DOCUMENTATION AND REPORTING REFERENCES. (a) OPNAVLTR 4700 - Representative Interv als, Durations, Maintenance Cycles, and Repair Mandays for Depot Level Maintenance Availabilities of U.S. Navy Ships (b) OPNAVINST 4780.6 - Policy for Administeri ng Service Craft and Boats in the U.S. Navy (c) OPNAVINST 4700.7 - Maintenance Policy for U.S. Naval Ships (d) NAVSEA S0400-AD-URM-010/TU M - Tag-Out Users Manual (e) NAVSEAINST 4790.8 - Ship’s Maintenance and Material Management (3M) Manual (f) NWP 1-03.1 - Naval Warfare Publication Operational Report (g) MIL-STD-130N - Identification Ma rking of U.S. Military Property LISTING OF APPENDICES. A Equipment Operational Capability Range of Values and Definitions. 5.1 PURPOSE. The purpose of this chapter is to provide guidance on accurately documenting ship’s material condition and on ensuring that this documentation is done in a timely and expeditious fashion. Deficiency documentation is used for determining and reporting a ship’s material condition to ensure maximum operational readiness, maintain an adequate quality of life for embarked personnel, maximize safety for all personnel and ensure the ship reaches its designed service life. This documentation will be used for: a. Accurate and timely ma terial readiness reporting. b. Reporting ship material de ficiencies, requests for maintenance assistance or support equipment from off-ship maintenance activities and the documentation of completed maintenance actions. c. Maintaining an accurate Current Ship’s Maintenance Project (CSMP). d. Maintaining an accurate and curr ent ship’s configuration database. 5.1.1 Background. a. The Navy has identified the need for a more near real time, accurate and comprehensive understanding of an activity’s material condition in a more timely fashion to support fleet material readiness reporting. Additionally, this information is used in developing, planning and executing more thorough and comprehensive maintenance availability work packages and to better project future material condition readiness and actionable trends. b. Using existing maintenance documenta tion (Casualty Reports (CASREP), 3M Maintenance Action Forms (2 Kilo), Class Maintenance Plan (CMP), etc.), material readiness is calculated for equipment, systems, activities, ships or ship classes against various tasks, missions and warfare areas. This information is used by Navy leadership to determine an activity’s ability to perform a desired mission or task, and

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-10-2 (approximately 1.4 to 7.6 percent by volume), forms an explosive mixture that can be set off by any ignition source such as a slight spark or flame. If liquid gasoline is present, the violent explosion will be followed by fire. b. Air, at ordinary atmospheric temperature, can absorb as much as 28 percent gasoline vapor. Gasoline vapors are three to five times heavier than air, and when released, will tend to sink to the lowest level of a compartment. Liquid gasoline will expand 0.7 percent for each ten-degree increase in temperature. 10.3 PERSONNEL HAZARDS. Gasoline and gasoline vapors are extremely toxic; breathing air that is rich in gasoline vapor can and has caused unconsciousness and in some cases death. Gasoline vapors, even in concentrations of less than 1.0 percent, may cause nausea and headaches if inhaled for any length of time. Strong concentrations of gasoline vapors produce an excited state leading to unconsciousness. Gasoline saturated clothing will cause irritation and severe burns to the skin and will ignite if exposed to a source of ignition. Gasoline splashed in the eyes can cause blindness. Severe physical and mental complications may result from inhalation or body absorption. Ship’s personnel must be instructed in the characteristics of MOGAS and the necessary precautions to prevent personnel injury by exposure to MOGAS or its vapor. 10.4 STORAGE AND HANDLING. 10.4.1 Drum and Bladders Conditions. Ships capable of carrying MOGAS in jettison racks or lockers, and ships that receive temporary installation of MOGAS jettison rack or locker systems, will maintain them in one of the following conditions at all times. a. Only Naval Sea Systems Command (NAVSEA) approved storage containers as specified in reference (a) and reference (c) shall be used. All MOGAS containers shall be inspected by ship personnel prior to storage in the MOGAS storage area. Any container that shows signs of wear, leakage, or weeping of fuel will be rejected. b. Empty bladders may be stacked on top of each other and stored in the MOGAS storage locker. Empty MOGAS containers contain enough residual gasoline liquid and vapors to support ignition or explosion. They will be treated with the same precautions as full containers. c. All fueling equipment (hand-driven pumps, hoses, faucets, etc.) should be stored on the MOGAS sponson or Air Department equipment locker. d. When in port, ensure the jettison rack(s) and jettison locker(s) are rendered safe (insert locking pins and stanchion). e. Reference (c) and reference (g) if a ssigned contain guidance on the handling of MOGAS and shall be reviewed by personnel prior to all MOGAS operations. All equipment used in these operations shall be kept clean and in good condition and shall be inspected frequently per Planned Maintenance System and current directives f. Fifty-five gallon st ainless steel drums, approved bladders and cans will be used to store MOGAS per reference (a), reference (h), section 172.101, and reference (i), section 147.45.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-10-3 g. Inspect drums to be filled. Drums must be in good condition and have no structural damage. The drum cap must be intact with good gaskets and treads. Replace gaskets or caps if damaged. h. Inspect drum vents and faucets. Vents and faucets must be in good working order. i. Verify all portable bladders have been te sted and inspected. Inspect all cans or unit to be fueled. Reject any condition not suitable for MOGAS stowage or in poor condition. 10.4.2 Loading or Off-loading and Transferring a. References (f), and (g) provide amplifyi ng responsibilities and assigned actions for the safe and efficient on-load or off-load of 55-gallon drums of MOGAS from transport truck or to base Hazardous Material truck at the pier. b. USS ( SHIP) will on-load or off-load 55-gallon drums of MOGAS from transport truck or to base Hazardous Material truck on the pier, via Monorail chain fall system to or from MOGAS Storage Platform to or from on the specific date and time identified. The Division will be responsible for planning and coordinating the ship’s MOGAS (on-load and off-load) evolution at the pier reference (f). c. The ship’s Officer in Charge will be responsible for proposing a primary and alternate on-loading or off-loading plan and loading dates consistent with the ship’s availability by naval message directly to the appropriate manger identified for the ships homeport region. d. Smoking lamp and all hot work shall cease dur ing this evolution. Ship will on-load or off-load MOGAS only between sunrise and sunset. f. The Ships Fire party must be on station pr ior to the truck entering the pier and remain on station until the truck has departing the pier, Aqueous Film Forming Foam hoses must be manned at all times during on-load or off-load. g. Upon notification that a MOGAS evoluti on will occur, all personnel involved shall become thoroughly familiar with the evolution through training and indoctrination. h. Conduct a safety brief on the spec ific date and time identified on USS (SHIP) using reference (f) for all participating members delineated. Brief, mitigate, and implement controls for the hazards specified in the risk assessment. i. Give a minimum of 24 hours notifica tion to the Naval Base Environmental Department, Base Port Operations, and Base Fire Marshall of the ship’s plan to transfer MOGAS. j. Ensure effective communication via handhe ld radios is established between personnel stationed at the pier and MOGAS storage platform. k. Use of non-ferrous (spark-proof) tools. l. The Base Fire Marshal must be notified a nd ensure that all firefighting equipment is in position, the truck is grounded to the ship and to the water prior to the hose being placed on the ship.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-10-4 m. Most MOGAS inventory requirements ar e controlled by the Landing Force Operating Reserve Material. They will make necessary arrangements for the delivery, pickup or crane assistance of the MOGAS. The ship will be responsible for requesting, by message, an on-load or off-load date and time, and an alternate date and time, for the evolution to commence. This message information will be provided to the local Naval Base Commander. n. In the event of a MOGAS spill, precautiona ry measures shall be taken to minimize the danger of a fuel spill by blocking the scupper, assuring the availability of adequate manpower, and having sufficient containment and cleanup equipment, such as the Navy oil spill control kit per reference (j). 10.4.3 Safe Handling of Motor Gasoline. a. Do not allow drums to be staged una ttended outside the dedicated MOGAS storage area b. Do not allow MOGAS to set staged in hangar bay, sponson, mission deck, or elevator for more time than absolutely necessary. Overnight would be unacceptable. c. Hold frequent firefighting drills, w ith particular emphasis on the MOGAS jettison system. d. Immediately clean up any spilled or leaked gasoline and dispose of any rags or other cleanup material per ship’s instructions. e. Gasoline must not be used for cleaning purposes under any circumstances. f. Conduct frequent inspections to en sure system integrity and tightness. 10.4.4 Containerized Motor Gasoline. Gasoline shall be stowed in portable containers aboard ship in a manner in which they may be jettisoned overboard in the event of an emergency. Portable containers may be stowed on a rack, ramp, or grated deck, where when the release mechanism is actuated, the containers are jettisoned overboard. Both automatic and manual actuation means are required. Smaller containers, such as 6 or 18 gallon bladders may be stowed in a locker. Similarly, when actuated for release, the containers are jettisoned overboard from the locker. Gasoline stowage shall be located on the weather deck only, except where approved by NAVSEA in accordance with reference (a). 10.4.5 Portable Containers. Approved portable containers are identified in references (a) and (c), but are provided here: a. Metal or safety cans per reference (k) or reference (l). b. Fifty-five gallon stainless steel drums per reference (h), section 172.101, and reference (i), section 147.45. c. Collapsible rubberized fabric drums (bladders) per reference (m) or specifically approved by NAVSEA. d. Rigid portable fuel contai ners per reference (k). 10.4.6 Firefighting and Safety Requirements. Ensure all personnel involved in the operation or movement of MOGAS are trained and briefed. During an on-load or off-load evolution station the fire parties per references (g) and (n).

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-10-5 10.5 MOTOR GASOLINE ASSESSMENT PROGRAM. The MOGAS Assessment Program has been established to assist Ship’s Force personnel in the operation and maintenance of the installed MOGAS systems. This program requires an assessment to be conducted on each MOGAS equipped ship annually, prior to on-load or off-load of MOGAS evolutions, and prior to an industrial or fleet maintenance availability. a. To certify ship's personnel in the opera tion and maintenance of the installed MOGAS system or jettison rack or locker systems. This program calls for an assessment visit to all ships with a MOGAS jettison system by representatives of RMC Code 200, and the applicable ISIC prior to pier-side loading or off-loading of MOGAS. Request for certification or assessment will be coordinated with each ISIC, to ensure optimum scheduling of the certification or assessment. Certification remains in effect for 12 months providing the term be not in conflict with the following mandatory certification inspection requirements. (1) After completion of any signi ficant alteration or modifications. (2) Following overhaul or extended ship yard availability where MOGAS systems were worked on. (3) Upon request from the respective ships through each applicable ISIC. b. The MOGAS Assessment Program must be conducted by the ISIC, and will consist of the following elements: (1) Conducting required assessments, a nd providing assessment reports to the appropriate Type Commander and Fleet Commander. (2) Taking corrective action on minor di screpancies and providing guidance for repairs of major discrepancies. (3) Providing on the job training for ope rators and maintenance personnel, as requested. (4) Reviewing and validating the C oordinated Shipboard Allowance List, Aviation Fuel Operational Sequencing System, Planned Maintenance System, Personnel Qualification Standard and the associated technical manuals. (5) Providing assistance during MOGAS on- load or off-load evolutions, as requested. (6) Performing assist visits when requested by the ship. c. LPD 17 Class MOGAS Assessment and Certification should be conducted per reference (e).

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-11-1 VOLUME VI CHAPTER 11 MAINTENANCE, REPAIR AND OVERHAUL OF SERVICE CRAFT, LANDING CRAFT AND SMALL BOATS REFERENCES. (a) OPNAVINST 4780.6 - Policy for Administeri ng Service Craft and Boats in the U.S. Navy (b) OPNAVNOTE 4780 - Service Craft and Boats Accounting Report (SABAR) (c) NAVSEA S9086-TX-STM-010 - NSTM Ch apter 583 (Boats and Small Craft) (d) NWP 1-03.1 - Naval Warfare Publications Operational Report (e) NAVSEA S9086-HB-STM-010 - NSTM Chapter 233 (Diesel Engines) 11.1 PURPOSE. To provide guidance and assign responsibilities for the maintenance and repair of service craft, landing craft and small boats. a. Personnel assigned to individual ships, service craft or responsible shore based activities must perform all landing craft, service craft and boat maintenance within their capabilities. b. Landing craft, small boats and service craf t must be maintained with the same care that naval ships receive. This is particularly true for boats which also serve as ready lifeboats. c. (Submarine Force only) If there is no Unit Identification Code (UIC) assigned to the craft, the parent command’s UIC and a unique Work Center will be used for Current Ship’s Maintenance Project control and any related OPNAV 4790/2K (see Chapter 19, Appendix E of this volume). 11.2 MATERIAL READINESS. a. Regular periodic inspections of landing craft, small boats and service craft must be conducted by the command to which the craft is assigned (referred to hereafter as the “parent command”). Use Fleet Maintenance Activity (FMA) facilities to conduct the required periodic inspections, whenever possible. The results of these inspections will determine the need for repairing a craft or boat. Submit overhaul and major maintenance items (i.e., engine overhauls and hull repairs beyond the ability of the parent command) to the appropriate Type Commander (TYCOM), no later than 15 January for the current and following two years. The requests for maintenance must cite the boat or craft hull number and the fiscal year quarter in which the overhaul or major maintenance availability is desired. Any significant changes to previously submitted maintenance requests must be discussed in detail (i.e., material condition of the craft affected by the change, operational commitments requiring changes, etc.). b. To conserve repair funds and assets, and to maintain craft and boats in a satisfactory state of material readiness, Commanding Officers of ships and shore activities must set up a training program for all personnel connected with the operation and maintenance of craft and boats. Pride of ownership should be instilled in boat crews and assigned

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40-2 c. The (SUBS) message must not be used as a substitute for any Casualty Report, Situation Report or Incident Report that may be required by higher authority. A (SUBS) message must be sent to provide further supplemental information needed to explain the problem, provide troubleshooting support and identify its effect on the ship. d. (SUBS) messages are intended for materi al and technical assistance request issues pertaining to ship’s mission or personnel safety and should not be used to report routine administrative items such as visit requests, post tech assist visit reports or any other event not requiring the urgency of a (SUBS) message. e. (SUBS) messages originated by submar ines will be updated by the submarine at a periodicity not greater than once every 30 days. UPDATES should include equipment status, repair efforts in progress and if known anticipated repair date. f. To identify (SUBS) message pr iority use the following precedence: (1) ROUTINE - REQUEST ANSWE R WITHIN 5 WORKING DAYS. (2) PRIORITY - REQUEST ANS WER WITHIN 3 WORKING DAYS. (3) IMMEDIATE - REQUEST ANSWER WITHIN 24 HOURS. g. (SUBS) messages must be used to iden tify the installation and removal of Temporary Alterations (TEMPALT) and Ship Alterations (SHIPALT). However, the 30-day UPDATE requirement and precedence identification is waived for these instances. h. (SUBS) messages identifying the insta llation or removal of a TEMPALT or SHIPALT will identify such message by placing the words (TEMPALT) or (SHIPALT) at the end of the subject line. i. (SUBS) messages are to be classified appropriately per reference (a) chapter 6. j. (SUBS) messages must be addressed to the controlling Immediate Superior In Command (ISIC) for action and INFO Naval Sea Systems Command (NAVSEA), NAVSEA 08, TYCOMs and Technical Authority as appropriate ensuring parent commands are included as addressees. INFO NAVSURFWARCENDIV PHILADELPHIA PA for all submarine messages. SSBNs and SSGNs will INFO Director, Strategic Systems Programs (DIRSSP). k. A FINAL close out (SUBS) message must be sent upon correction of the reported material problem or if in the Commanding Officer’s judgement, a technical resolution has been reached or no additional response is required from Technical Authorities, NAVSEA, TYCOM or ISIC. l. NAVSEA must review all (SUBS) messages and provide responses to the ISIC within the precedence time line as identified in paragraph 40.4 f. of this chapter. m. (SUBS) messages initiated by NAVSEA requesting information from one or more Commands must be tracked by NAVSEA. n. (SUBS) messages being initiated for th e purpose of gathering technical information from submarines must be provided to the TYCOM for action.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40-3 o. Technical Authorities must provide a ll (SUBS) message responses to NAVSEA, TYCOM and ISIC for review and action. For messages addressed to SSBNs or SSGNs, INFO DIRSSP. p. (SUBS) messages must not be initiated by a Technical Authority unless authorized by NAVSEA, TYCOM or ISIC. 40.5 RESPONSIBILITIES. 40.5.1 Type Commanders. a. Review (SUBS) message traffic and when necessary readdress or forward to ensure the proper Technical Authority was identified and aware of the message. b. Assist and support the ISIC as re quired to generate (SUBS) messages. c. (SUBS) messages initiated by the TYCOM, requesting information from one or more Commands are to be tracked by the TYCOM department generating the message. d. Track all (SUBS) messages genera ted by submarines under its cognizance. 40.5.2 Immediate Superior In Command. a. Review and take for action all (S UBS) messages coordinating with NAVSEA, TYCOM and the Technical Authority to generate and provide message responses as required and within the precedence time line as identified in paragraph 40.4 f. of this chapter. b. (SUBS) messages sent to or initiated by a submarine under its cognizance must be tracked by the ISIC. c. (SUBS) messages initiated by the ISIC requesting information from one or more commands must be tracked by the ISIC. 40.5.3 Ship’s Commanding Officer. a. (SUBS) messages initiated by the ship must be tracked by the ship until closeout. b. All technical assistance (SUBS) requests mu st include the Ship’s job sequence number (JSN). c. Responses to technical assistance (SUBS) messages must be answered as soon as the troubleshooting efforts have results. If requested troubleshooting efforts are not accomplished due to ship’s operations or lack of test equipment, generate a (SUBS) message containing efforts taken, results, effect on ship and any further assistance needed. d. When requesting onboard technical assist ance, Chapter 2 of this volume, Fleet Technical Assistance, must be used as guidance. e. Issue a (SUBS) message to identify th e installation and removal of TEMPALTs and SHIPALTs. 40.6 MESSAGE REQUIREMENTS. a. All (SUBS) messages requesting technical assistance will contain, as a minimum, the following requirements:

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40-4 (1) EXECUTIVE SUMMARY - faulted e quipment, when the fault occurred, functions lost and equipment effected. (2) BACKGROUND (if any) - previous related equipment problems, when experienced, corrective action taken, last completed system certification. (3) DESCRIPTION OF THE PROBLEM - affect ed equipment, type of fault, fault indications, system indications. (4) TROUBLESHOOTING EFFORTS - pr ocedures used, documentation held onboard, Ship’s Force training and experience with the equipment, troubleshooting limitations, special equipment held, any possible fault identified during Ship’s Force troubleshooting. (5) ASSISTANCE DESIRED - repair part s needed, distance support or onboard technical assistance needed, if known identify the technical authority and the next available ship operation where a technician could board the ship. Identify the problem as corrected, no further assistance required and justify it as a FINAL REPORT with no additional action required. When answering an information request (SUBS) message a closeout message is not required and should be identified as such in Paragraph 5 of the message. (i.e., no additional action required by this message) (6) COMMANDING OFFICER’S ASSESSMENT - level of impact assessment of ship’s capabilities to complete operational commitments, any additional backup or redundant systems and its operational status. (7) REQUIRED RESPONSE DATE - Specify the calendar date response is due by to support ship operations. b. All (SUBS) messages reporting TEMPA LT and SHIPALT completion will contain, per references (b) and (c), the following requirements: (1) ACTIVITIES: Unit and installing activity identified. (2) BACKGROUND: TEMPALT number, TEMPALT name, installation period dates, installation completion date, Ship’s Force operational testing completion acceptance date. (3) PROVIDED INFORMATION: (a) Type of installation: New equi pment, Upgrade, Design change, etc. (b) TEMPALT number: XXXX K/D. (c) Certifying Statement: “all work was accomplished in full compliance with applicable contractual standards, specifications and installation drawings as outlined in reference ( )”. System Operation Verification Testing (SOVT) was completed on XX NOV XXXX, results were provided to Ship’s Force. (d) TEMPALT installation issues resolv ed: Ship’s Installation Drawings require revision. All Liaison Action Requests submitted to the planning yard were resolved. Ship’s Force has been provided copies of

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40-5 all Liaison Action Requests and red line drawings. Red line drawing forwarded to planning yard. (e) TEMPALT Completion Report co mpleted and forwarded XX Dec XXXX, results provided to Ship’s Force. (f) Equipment installed: example AN-BLQ-10 ES SYSTEM. (g) Integrated Logistics Support pr ovided: Tech manuals, Maintenance Requirement Cards library data, On Board Repair Parts. (h) Training Provided: identify by name all personnel trained. (i) Summary: installation schedule issues, delays, support required, etc. (j) Anticipated TEMPALT removal date. (4) POC: Point of Contact (POC) at installing activity. (5) COMMANDING OFFICER COMMENTS: Describe any issues of concern, provide positive and negative comments and identify any other pertinent information. c. All (SUBS) messages reporting TEMPALT removal will contain, per reference (b), the following requirements: (1) ACTIVITIES: Ship’s name and Hull number. (2) BACKGROUND: TEMPALT Number and Title. (3) PROVIDED INFORMATION: (a) Date of removal. (b) Certifying statement the ship was restored to original configuration. (c) Removal Issues; any outsta nding item preventing restoration. (4) POC: Removal Activity POC. d. To ensure the appropriate Technical Agen cies are informed of the material problems or request for technical assistance the addressee guidance provided for Casualty Reporting located at https://mfom.nola.navy.smil.mil/mfom (SIPR access required) should be used for (SUBS) messages. e. Appendices A through E provide samples of the message format to be used for (SUBS) messages.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40A-1 APPENDIX A APPENDIX A SAMPLE (SUBS) INITIAL MESSAGE OATUZYUW RUCORGP0054 2282105-UUUU--RUCBKMC. ZNR UUUUU ZUI RUCOMCB4998 2290310 O 1730XXZ AUG XX FM USS XXXXXXXXX TO COMSUBRON XXXXX// INFO COMSUBLANT NORFOLK VA// COMNAVSEASYSCOM WASHINGTON DC// COMSUBGRU XXX// NAVSHIPYD NORFOLK VA// XXXXX RMC XXXXX XX SUBMEPP PORTSMOUTH NH DIRSSP WASHINGTON DC// (FOR SSBN/SSGN) BT UNCLAS MSGID/GENADMIN/XXXXXXXX/0054/AUG// SUBJ/(SUBS) EPM CIRCUIT BREAKER OVERCURRENT TRIPS INITIAL// REF/A/DOC/NAVSEA/14MAR1995// AMPN/REF A IS NAVSEA 0942-LP-005-2020/(C) MAIN PROPULSION GEARS WITH CH-1.// JSN:Vxxxxx-WCxx-XXXX POC/XXXXX./ENGINEER/USS XXXXXXXXXX/LOC:AT SEA /E-MAIL:ENG(AT) XXXXXXXXXX.NAVY.SMIL.MIL// RMKS/1. EXECUTIVE SUMMARY: EMERGENCY PROPULSION MOTOR (EPM) CIRCUIT BREAKER AT EPM CONTROL PANEL (EPMCP) TRIPS ON OVERCURRENT WHEN TAKING THE EPM ABOVE 18 SHAFT RPM IN THE AHEAD DIRECTION. CONTROL OF EPM MOTOR ARMATURE CURRENT BETWEEN SPEEDS OF 13 AND 18 SRPM IS SENSITIVE, WITH MOTOR ARMATURE CURRENT SPIKING AS MOTOR SPEED IS INCREMENTALLY RAISED. THE EPM REMAINS OPERATIONAL AT SPEEDS LESS THAN 15 SRPM AHEAD. OPERATION ASTERN IS NORMAL. 2. BACKGROUND: SHIP IS CURRENTLY CONDUCTING POST-SRA SEA TRIALS. SHIPALT 3461K (EPM HIGH TORQUE CLUTCH) WAS INSTALLED DURING SRA. EPM OPERATION WAS TESTED SATISFACTORILY PIERSIDE ON XXAUGXX TO A MAXIMUM SPEED OF 15 SRPM AHEAD AND ASTERN WITH NO ABNORMALITIES NOTED. 3. DESCRIPTION OF PROBLEM: A. WHILE SLOWLY BRINGING THE EPM FROM 13 TO 18 SRPM AHEAD BY INCREMENTALLY TURNING THE HANDWHEEL (LESS THAN 1/64TH TURN) CLOCKWISE THE MOTOR ARMATURE CURRENT SPIKES TO APPROXIMATELY 800 T0 1100 AMPS DC THEN RETURNS TO NORMAL STEADY RUNNING CURRENT (APPROX 250 AMPS DC). THE MAGNITUDE OF THE SPIKE IS DIRECTLY PROPORTIONAL TO THE MOTOR SPEED/HANDWHEEL POSITION. MOTOR FIELD CURRENT BEHAVES NORMALLY, RUNNING FROM 7-9 AMPS DC.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40A-2 APPENDIX A B. AS SPEED IS RAISED ABOVE 18 SRPM, AN ARMATURE CURRENT SPIKE OF 1800 AMPS DC IS INDICATED AS THE EPM BREAKER TRIPS. THE MOST LIKELY CAUSE OF THE BREAKER TRIP IS OVERCURRENT (RATED INSTANTANEOUS TRIP POINT IS 2800 AMPS DC), BUT THE AMMETER RESPONSE IS TOO SLOW TO REGISTER FULL DEFLECTION. 4. TROUBLESHOOTING EFFORTS: A. PERFORMED CLEAN AND INSPECT OF EPM CONTROL PANEL AND CONTROLLER PER EL-26 A-5 AND A-2 SATISFACTORILY. B. TESTED OPERATION OF EPMCP PER EL-26 R-2M SATISFACTORILY. C. INSPECTED EPM CIRCUIT BREAKER SATISFACTORILY. 5. ASSISTANCE DESIRED: REQUEST FURTHER TROUBLESHOOTING GUIDANCE VIA MESSAGE BY XXAUGXX. 6. CO ASSESSMENT AND REPAIR DESIRES: ORIG IS CONTINUING WITH POST- SRA SEA TRIALS, LIMITING EPM TO 15 SRPM AHEAD. ADDITIONAL TROUBLESHOOTING WILL BE PERFORMED UPON SURFACING.// BT #0054 NNNN NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAIN LANGUAGE ADDRESS DIRECTORY (PLAD) IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40B-1 APPENDIX B APPENDIX B SAMPLE (SUBS) UPDATE MESSAGE OATUZYUW RUCORGP0054 2282105-UUUU--RUCBKMC. ZNR UUUUU ZUI RUCOMCB4998 2290310 O 1730XXZ AUG XX FM USS XXXXXXXXX TO COMSUBRON XXXXX// INFO COMSUBLANT NORFOLK VA// COMNAVSEASYSCOM WASHINGTON DC// COMSUBGRU XXX// NAVSHIPYD NORFOLK VA// XXXXX RMC XXXXX XX SUBMEPP PORTSMOUTH NH DIRSSP WASHINGTON DC// (FOR SSBN/SSGN) BT UNCLAS MSGID/GENADMIN/XXXXXXXX/0054/AUG// SUBJ/(SUBS) EPM CIRCUIT BREAKER OVERCURRENT TRIPS UPDATE// REF/A/DOC/NAVSEA/14MAR1995// AMPN/REF A IS NAVSEA 0942-LP-005-2020/(C) MAIN PROPULSION GEARS WITH CH-1.// POC/XXXXX./ENGINEER/USS XXXXXXXXXX/LOC:AT SEA /E-MAIL:ENG(AT) XXXXXXXXXX.NAVY.SMIL.MIL// RMKS/1. EXECUTIVE SUMMARY: EMERGENCY PROPULSION MOTOR (EPM) CIRCUIT BREAKER AT EPM CONTROL PANEL (EPMCP) IS STILL EXPERIENCING TRIPS ON OVERCURRENT WHEN TAKING THE EPM ABOVE 18 SHAFT RPM IN THE AHEAD DIRECTION. CONTROL OF EPM MOTOR ARMATURE CURRENT BETWEEN SPEEDS OF 13 AND 18 SRPM IS SENSITIVE, WITH MOTOR ARMATURE CURRENT SPIKING AS MOTOR SPEED IS INCREMENTALLY RAISED. THE EPM REMAINS OPERATIONAL AT SPEEDS LESS THAN 15 SRPM AHEAD. OPERATION ASTERN IS NORMAL. 2. BACKGROUND: SHIP IS CURRENTLY CONDUCTING POST-SRA SEA TRIALS. SHIPALT 3461K (EPM HIGH TORQUE CLUTCH) WAS INSTALLED DURING SRA. EPM OPERATION WAS TESTED SATISFACTORILY PIERSIDE ON XXAUGXX TO A MAXIMUM SPEED OF 15 SRPM AHEAD AND ASTERN WITH NO ABNORMALITIES NOTED. 3. DESCRIPTION OF PROBLEM: A. WHILE SLOWLY BRINGING THE EPM FROM 13 TO 18 SRPM AHEAD BY INCREMENTALLY TURNING THE HANDWHEEL (LESS THAN 1/64TH TURN) CLOCKWISE THE MOTOR ARMATURE CURRENT SPIKES TO APPROXIMATELY 800 T0 1100 AMPS DC THEN RETURNS TO NORMAL STEADY RUNNING CURRENT (APPROX 250 AMPS DC). THE MAGNITUDE OF THE SPIKE IS DIRECTLY PROPORTIONAL TO THE MOTOR SPEED/HANDWHEEL POSITION. MOTOR FIELD CURRENT BEHAVES NORMALLY, RUNNING FROM 7-9 AMPS DC.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40B-2 APPENDIX B B. AS SPEED IS RAISED ABOVE 18 SRPM, AN ARMATURE CURRENT SPIKE OF 1800 AMPS DC IS INDICATED AS THE EPM BREAKER TRIPS. THE MOST LIKELY CAUSE OF THE BREAKER TRIP IS OVERCURRENT (RATED INSTANTANEOUS TRIP POINT IS 2800 AMPS DC), BUT THE AMMETER RESPONSE IS TOO SLOW TO REGISTER FULL DEFLECTION. 4. TROUBLESHOOTING EFFORTS: A. PERFORMED CLEAN AND INSPECT OF EPM CONTROL PANEL AND CONTROLLER PER EL-26 A-5 AND A-2 SATISFACTORILY. B. TESTED OPERATION OF EPMCP PER EL-26 R-2M SATISFACTORILY. C. INSPECTED EPM CIRCUIT BREAKER SATISFACTORILY. D. MEASURED RESISTANCE OF FIELD RHEOSTAT THROUGH ITS ENTIRE RANGE OF MOTION. INITIALLY DISCOVERED SEVERAL REGIONS OF HIGH RESISTANCE CONTACT. CLEANED RHEOSTAT TO LESS THAN 0.1 OHM THROUGHOUT RANGE OF MOTION, WITH NO RESULTANT CHANGE IN OPERATING BEHAVIOR. 5. ASSISTANCE DESIRED: REQUEST FURTHER TROUBLESHOOTING GUIDANCE BY XXAUGXX. 6. CO ASSESSMENT AND REPAIR DESIRES: ORIG IS CONTINUING WITH POST-SRA SEA TRIALS, LIMITING EPM TO 15 SRPM AHEAD. ADDITIONAL TROUBLESHOOTING WILL BE PERFORMED UPON SURFACING. PER REF A VOL 2 TAB V-A TABLE 4-3, SHIP’S FORCE WILL INSPECT FIELD RESISTOR FOR A POSSIBLE OPEN CIRCUIT.// BT #0054 NNNN NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAD IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40C-1 APPENDIX C APPENDIX C SAMPLE (SUBS) FINAL/CLOSEOUT MESSAGE OATUZYUW RUCORGP0054 2282105-UUUU--RUCBKMC. ZNR UUUUU ZUI RUCOMCB4998 2290310 O 1730XXZ AUG XX FM USS XXXXXXXXX TO COMSUBRON XXXXX// INFO COMSUBLANT NORFOLK VA// COMNAVSEASYSCOM WASHINGTON DC// COMSUBGRU XXX// NAVSHIPYD NORFOLK VA// XXXXX RMC XXXXX XX SUBMEPP PORTSMOUTH NH DIRSSP WASHINGTON DC//(FOR SSBN/SSGN) BT UNCLAS MSGID/GENADMIN/XXXXXXXX/0054/AUG// SUBJ/(SUBS) EPM CIRCUIT BREAKER OVERCURRENT TRIPS FINAL// REF/A/DOC/NAVSEA/14MAR1995// AMPN/REF A IS NAVSEA 0942-LP-005-2020/(C) MAIN PROPULSION GEARS WITH CH-1.// JSN:Vxxxxx-WCxx-XXXX POC/XXXXX./ENGINEER/USS XXXXXXXXXX/LOC:AT SEA /E-MAIL:ENG(AT) XXXXXXXXXX.NAVY.SMIL.MIL// RMKS/1. EXECUTIVE SUMMARY: THE MATERIAL ISSUE OF OVERCURRENT TRIPS OF THE EMERGENCY PROPULSION MOTOR (EPM) CIRCUIT BREAKER HAS BEEN CORRECTED. 2. BACKGROUND: SHIP WAS CONDUCTING POST-SRA SEA TRIALS. SHIPALT 3461K (EPM HIGH TORQUE CLUTCH) HAD BEEN INSTALLED DURING SRA. EPM OPERATION WAS TESTED SATISFACTORILY PIERSIDE ON XXAUGXX TO A MAXIMUM SPEED OF 15 SRPM AHEAD AND ASTERN WITH NO ABNORMALITIES NOTED. 3. DESCRIPTION OF PROBLEM: A. WHILE SLOWLY BRINGING THE EPM FROM 13 TO 18 SRPM AHEAD BY INCREMENTALLY TURNING THE HANDWHEEL (LESS THAN 1/64TH TURN) CLOCKWISE THE MOTOR ARMATURE CURRENT SPIKES TO APPROXIMATELY 800 T0 1100 AMPS DC THEN RETURNS TO NORMAL STEADY RUNNING CURRENT (APPROX 250 AMPS DC). THE MAGNITUDE OF THE SPIKE IS DIRECTLY PROPORTIONAL TO THE MOTOR SPEED/HANDWHEEL POSITION. MOTOR FIELD CURRENT BEHAVED NORMALLY, RUNNING FROM 7-9 AMPS DC. B. AS SPEED WAS RAISED ABOVE 18 SRPM, AN ARMATURE CURRENT SPIKE OF 1800 AMPS DC WAS EXPERIENCED AND THE EPM BREAKER TRIPPED. 4. TROUBLESHOOTING EFFORTS:

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40C-2 APPENDIX C A. PERFORMED TROUBLESHOOTING AS IDENTIFIED IN PROVIDED TECHNICAL ASSIST MESSAGES. B. PROBLEM WAS FOUND TO BE THE FIELD RESISTOR WAS EXPERIENCING AN OPEN CIRCUIT DUE TO A LOOSE CONNECTOR LUG CAUSING A HIGH RESISTANCE CONNECTION. THIS PROBLEM WAS IDENTIFIED DURING THE INSPECTION OF EPM CONTROL PANEL AS DESCRIBED IN THE PROVIDED TECH ASSIST MESSAGE. 5. ASSISTANCE DESIRED: PROBLEM CORRECTED, NO FURTHER ASSISTANCE REQUIRED. THIS IS THE FINAL REPORT NO ADDITIONAL ACTION REQUIRED. 6. CO ASSESSMENT AND REPAIR DESIRES: EPM RESTORED TO FULL SERVICE. // BT #0054 NNNN NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAD IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40D-1 APPENDIX D APPENDIX D SAMPLE (SUBS) SHIPALT/TEMPALT INSTALLATION MESSAGE RATUZYUW RHBPHVA0098 0441139-UUUU--RUCBKMC. ZNR UUUUU ZUI RUCOMCB0075 0472222 R 13XXXXZ FEB XX FM USS XXXXXX// TO COMSUBLANT NORFOLK VA// INFO CNO WASHINGTON DC// CNO WASHINGTON DC// COMLANTFLT NORFOLK VA// COMSUBGRU TWO// COMSUBRON EIGHT// NAVSUBSCOL GROTON CT// NIWC ATLANTIC CHARLESTON SC// NIWC PACIFIC SAN DIEGO CA// CBTDIRSYSACT DAM NECK VA// NAVSURFWARCEN CARDEROCKDIV BETHESDA MD// NAVSURFWARCENDIV CRANE IN// SUPSHIP GROTON CT// SUPSHIP NEWPORT NEWS VA// NAVSHIPYD NORFOLK VA// BT UNCLAS MSGID/GENADMIN/UNIT NAME/FEB// SUBJ/(SUBS)COMPLETION OF TEMPALT XXXXK FIRE FIGHTING STATION UPGRADE INSTALLATION (TEMPALT)// REF/A/MSG/CSL/XXXXXXJUN05// REF/B/DOC/NAVSEA/MARXXXX// NARR/REF A IS COMSUBLANT MESSAGE AUTHORIZING INSTALLATION OF TEMPALT XXXXK FIRE FIGHTING STATION UPGRADE ON USS XXXXX. REF B IS NAVSEA TECHNICAL SPECIFICATION XXXXXXXXXX SHIP ALTERATION ACCOMPLISHMENT BY INSTALL TEAMS.// POC/JOHN SMITH/INSTALLATION MGR/NUWC DIV NEWPORT/- /TEL:XXX-XXX-XXXX// RMKS/1. ACTIVITIES: THIS IS A JOINT USS XXXXX NUWC DIV NEWPORT MESSAGE. 2. BACKGROUND: TEMPALT 000K FIRE FIGHTING STATION UPGRADE WAS INSTALLED DURING PERIOD XXAUGXXXX THROUGH XXSEPXXXXX. SOVT WAS COMPLETED XXNOVXXXX AND THE FIRE FIGHTING STATION WAS ACCEPTED AS OPERATIONAL. 3. PROVIDED INFORMATION: A. TYPE INSTALLATION: FIRE FIGHTING STATION UPGRADE. B. ALTERATION NUMBER: XXXXK.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40D-2 APPENDIX D C. CERTIFYING STATEMENT: ALL WORK WAS ACCOMPLISHED IN FULL COMPLIANCE WITH APPLICABLE CONTRACTUAL STANDARDS, SPECIFICATIONS AND INSTALLATION DRAWINGS. AS OUTLINED IN REF (A) SYSTEM OPERATION VERIFICATION TESTING (SOVT) WAS COMPLETED ON XXNOVXXXX. RESULTS WERE PROVIDED TO SHIP’S FORCE. D. INSTALLATION ISSUES: SHIP’S INSTALLATION DRAWINGS (SID) REQUIRE REVISION. ALL LIAISON ACTION REQUESTS (LAR) SUBMITTED TO THE PLANNING YARD WERE RESOLVED. SHIP’S FORCE HAS BEEN PROVIDED COPIES OF ALL LARS. RED LINE SHIPALT DRAWINGS WERE PROVIDED TO THE SHIP AND WILL BE PROVIDED TO PLANNING YARD. E. ALTERATION COMPLETION REPORT COMPLETED AND FORWARDED XXDECXXXX. F. EQUIPMENT INSTALLED: FIRE FIGHTING PRESSURE ENHANCER. G. ILS PROVIDED: TECHNICAL MANUALS ITEM (CD), MIP# 0000/000-00 AND MRC CARDS, FIRE FIGHTING STATION LIBRARY DATA (CLASSIFIED), SSN-XXX COP, (CDMD-OA WORK FILE). THE ON BOARD REPAIR PARTS (OBRP). WILL BE PROVIDED BY NAVICP WHEN THEY ARE PRODUCED BY SHIP’S FORCE. H. TRAINING PROVIDED: MM1 JONES RECEIVED TWO HOURS OF OPERATIONAL TRAINING. I. SUMMARY: THE INSTALLATION PROGRESSED ON SCHEDULE WITH NO MAJOR DELAYS. THE SUPPORT PROVIDED BY SHIP’S FORCE WAS EXCELLENT. J. ANTICIPATED REMOVAL DATE. XXMARXXXX. 4. POC: NUWC DIV NEWPORT POC MR. JOHN SMITH (XXX)XXX-XXXX, E-MAIL SMITH (AT)NPT.NUWC.NAVY.MIL. 5. COMMANDING OFFICERS COMMENTS: NONE// BT #0098 NNNN NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAD IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40E-1 APPENDIX E APPENDIX E SAMPLE (SUBS) SHIPALT/TEMPALT REMOVAL MESSAGE RATUZYUW RHBPHVA0098 0441139-UUUU--RUCBKMC. ZNR UUUUU ZUI RUCOMCB0075 0472222 R 13XXXXZ FEB XX FM USS XXXXXX// TO COMSUBLANT NORFOLK VA// INFO CNO WASHINGTON DC// CNO WASHINGTON DC// COMLANTFLT NORFOLK VA// COMSUBGRU TWO// COMSUBRON EIGHT// NAVSUBSCOL GROTON CT// NIWC ATLANTIC CHARLESTON SC// NIWC PACIFIC SAN DIEGO CA// CBTDIRSYSACT DAM NECK VA// NAVSURFWARCEN CARDEROCKDIV BETHESDA MD// NAVSURFWARCENDIV CRANE IN// SUPSHIP GROTON CT// SUPSHIP NEWPORT NEWS VA// NAVSHIPYD NORFOLK VA// BT UNCLAS MSGID/GENADMIN/UNIT NAME/FEB// SUBJ/(SUBS) COMPLETED REMOVAL OF TEMPALT XXXXK FIRE FIGHTING STATION UPGRADE (TEMPALT)// REF/A/MSG/CSL/XXXXXXJUN05// REF/B/DOC/NAVSEA/MARXXXX// NARR/REF AIS COMSUBLANT MESSAGE AUTHORIZING REMOVAL OF TEMPALT XXXXK FIRE FIGHTING STATION UPGRADE ON USS XXXXX. REF B IS NAVSEA TECHNICAL SPECIFICATION XXXXXXXXXX SHIP ALTERATION ACCOMPLISHMENT BY INSTALL TEAMS.// POC/JOHN SMITH/INSTALLATION MGR/NUWC DIV NEWPORT/- /TEL:XXX-XXX-XXXX// RMKS/1. ACTIVITIES: THIS IS A JOINT USS XXXXX NUWC DIV NEWPORT MESSAGE. 2. BACKGROUND: TEMPALT 000K FIRE FIGHTING STATION UPGRADE WAS INSTALLED DURING PERIOD XXAUGXXXX THROUGH XXSEPXXXXX. SOVT WAS COMPLETED XXNOVXXXX AND THE FIRE FIGHTING STATION WAS ACCEPTED AS OPERATIONAL. 3. PROVIDED INFORMATION: A. REMOVAL DATE: XXJUNXXXX B. CERTIFYING STATEMENT: SHIP RESTORED TO ORIGINAL CONFIGURATION.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40E-2 APPENDIX E C. REMOVAL ISSUES: ANY OUTSTANDING ISSUE PREVENTING FULL RESTORATION. 4. POC: NUWC DIV NEWPORT POC MR. JOHN SMITH (XXX)XXX-XXXX, E-MAIL SMITH(AT)NPT.NUWC.NAVY.MIL. 5. COMMANDING OFFICERS COMMENTS: NONE// BT #0098 NNNN NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAD IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-1 VOLUME VI CHAPTER 41 MAINTENANCE AND PROJECT TEAM REFERENCES. (a) NAVSEA SL720-AA-MAN-030 - Navy Mode rnization Process Management and Operations Manual (NMP-MOM) LISTING OF APPENDICES. A Sample Supervising Authority Report of Availability Lessons Learned 41.1 PURPOSE. The purpose of this chapter is to define and establish the membership and responsibilities of the Maintenance Team and Project Team (PT) and those supplemental members of both that support the maintenance and modernization process. The Maintenance Team, PT and those that supplement under the Planning Process are integral members of a complex evolution that requires communication, coordination and collaboration in order to accomplish availability planning, execution and close out efficiently and effectively. The contents of this chapter complement Volume II, Part II, Chapter 1, Volume VI, Chapter 31, Volume VI, Chapter 33, and Volume VII, Chapter 7 of this manual. 41.2 MAINTENANCE TEAM. Each ship must have a formally structured Maintenance Team. The team is led by the Ashore Ship Maintenance Manager and consists of representatives from the ship and the supporting shore maintenance infrastructure. The responsibility of the Maintenance Team is to manage the advanced planning and planning of maintenance, the routine maintenance of the ship and modernization following the maintenance policies, directives and business rules of the Fleet Commander, Type Commander (TYCOM) and the Naval Supervisory Authority (NSA). 41.2.1 Crew Swap. When a crew swap occurs that rotates a different crew to a hull, the non- crew members of the Maintenance Team must remain with the hull and provide continuity in planning and execution. 41.2.2 Maintenance Team Members. While there are many who contribute to the planning of ship maintenance and modernization, some key personnel have a continuing involvement in and responsibility for management of the overall advanced planning and planning of the ship’s maintenance and modernization. The Maintenance Team forms the core of the PT. The Maintenance Team must be permanently assigned to the ship and must consist of the following members: a. Ashore Ship Maintenance Manager. Va lidates, screens and brokers all maintenance and modernization, including assessments, requiring off ship assistance. Ensures the Project Manager (PM) has visibility of all assigned work. For all combat systems related maintenance and modernization the Ashore Ship’s Maintenance Manager will coordinate with the Combat Systems Port Engineer. Assignments are: (1) Surface Force Port Engineer (2) Naval Air Force TYCOM Maintenance Program Manager

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-2 (3) Submarine Force Maintenance Coordinator b. Ship’s Commanding Officer. Primary repr esentative for the ship. (The Commanding Officer may delegate to a representative.) c. I-Level Ship Superintendent. Manages Regional Maintenance Center (RMC) or Fleet Maintenance Activity (FMA) Government production work for Continuous Maintenance (CM), Continuous Maintenance Availability (CMAV) and Chief of Naval Operations (CNO) availabilities. Manages I-Level production work planning, integration, execution and close out, reporting progress and status to the Project Manager and Ashore Ship’s Maintenance Manager. d. Project Manager. NSA support to the Ashore Ship’s Maintenance Manager in the advanced planning and close out phases of the maintenance availability (not applicable for Submarine Fleet Availabilities). e. Ship Material Maintenance Officer. C oordinates Maintenance Team activities with Ship’s Force personnel. Assignments are: (1) Surface Force Ship Mate rial Maintenance Officer (2) Naval Air Force Ship Maintenance Manager* (3) Submarine Force 3M Coordinator * The Reactor Maintenance Officer fills this role for Nuclear Propulsion issues. f. Contractor Program Manager (when requi red). Manages authorized contractor or company work. Assignments are: (1) Surface Force Prime Contractor Program Manager (2) Naval Air Force Prime Contract or for RMC contracted (non-Naval Shipyard (NSY)) work (3) Submarine Force Prime Contract or for RMC contracted (non-NSY) work g. Maintenance Support Team (LCS class ships only). h. Combat Systems Ashore Ship’s Maintenan ce Manager. Coordinates with the Ashore Ship’s Maintenance Manager to ensure that combat systems-related maintenance and modernization are scheduled and completed (for Surface Ships only). 41.2.3 The Principal Roles of the Maintenance Team. a. Management of Ship Maintenance. The Maintenance Team ensures the ship’s Current Ship’s Maintenance Project (CSMP) and Availability Work Package (AWP) are validated and accurately reflect the ship’s material condition and current maintenance status. The Maintenance Team ensures there is an initial cost estimate in man-days and material dollars for all work candidates, including assessments and technical assistance. The estimates must be developed by the Ashore Ship’s Maintenance Manager during initial review of the work candidates to be as accurate as possible, based on available information such as return costs from similar jobs, Ashore Ship Maintenance Manager experience, NSA and other government prepared or approved

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-3 estimates. These estimates must be updated within the CSMP, as they are refined in order to provide the Maintenance Team with adequate data to plan maintenance actions. For Aircraft Carriers, these estimates will be entered in the Proposed AWP and finalized in the Authorized AWP. The Maintenance Team coordinates inspections, certifications, assessments and assist visits in support of the class maintenance plan. Additionally, the Maintenance Team may provide on-scene assessment of equipment condition to develop valid and accurate work candidates. b. Budgeting for Ship Maintenance. The Ashore Ship’s Maintenance Manager is responsible for the ship’s Maintenance and Modernization Business Plan (MMBP). The Maintenance Team develops the budget recommendation for funding maintenance requirements for the fiscal year. The Maintenance Team assesses the ship’s anticipated material condition for budget consideration including the validated CSMP, Class Maintenance Plan, planned fleet alterations, outstanding Departures From Specification (DFS), Temporary Standing Orders and Casualty Reports. This MMBP must address the funding required for execution year maintenance. Ashore Ship’s Maintenance Manager and the Maintenance Team members will maintain their ship within the fiscal guidance defined by the approved MMBP. Chapter 33 of this volume describes the development and maintenance of the MMBP. c. Logistics and Technical Expertise. The Maintenance Team members maintain a current, valid CSMP and AWP that serve as the authoritative source for all information on maintenance requirements. All technical guidance and advice provided by the members of the Maintenance Team must be in compliance with Systems Command approved technical guidance and policy. In instances where action by a Technical Authority is needed, the Project Manager must ensure this authorization is obtained. The effective logistics support for maintenance depends on the accuracy of the ship’s configuration records. The Maintenance Team oversees prompt submission of change documentation pursuant to maintenance or modernization, validates change entries and ensures configuration records (e.g., Configuration Data Managers Database - Open Architecture) are updated. d. Availability Coordination. The Ashore Ship’s Maintenance Manager works for the TYCOM to develop, plan and coordinate scheduled availabilities, CM opportunities and emergent repairs of assigned ships within the resources provided. The Ashore Ship’s Maintenance Manager must enter CNO availabilities, assessments, associated routine tasks and authorized Fleet and Programmed Alterations into the appropriate Maintenance Automated Information System following standard availability planning milestones. The Maintenance Team serves as the point of contact for the NSA or Lead Maintenance Activity (LMA) in coordinating maintenance and planning activities. The Maintenance Team facilitates the orderly conduct of work candidate identification, validation, screening and brokering. NOTE: RESPONSIBILITIES FOR EACH MEMBER HAVE BEEN BROKEN DOWN INTO TWO CATEGORIES, ACCOUNTABLE AND RESPONSIBLE. e. Accountable: Owns the work, the person who makes the final decision on a task and has the ultimate ownership over that task. f. Responsible: A contributor, this will be the person or people assigned to do the work.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-4 41.2.4 Specific Duties of Maintenance Team Members. 41.2.4.1 Ashore Ship’s Maintenance Manager. a. For Aircraft Carriers, receives the Base line Availability Work Package (BAWP) from the Carrier Planning Activity. Builds and refines the Proposed and Authorized AWPs. b. Accountable: (1) Leads the Maintenance Team and maintains frequent contact with the Commanding Officer and conducts personal observations of shipboard conditions. Establishes and maintains an effective communications plan with the ship during deployment. More information can be located in Volume II, Part II, Chapter 1, paragraph 1.2.2 of this manual. (2) Maintains the CSMP shore file accu racy and provides recommended changes for the shipboard CSMP to the Ship Material Maintenance Officer and 3M Coordinator. (See Volume II, Part II, Chapter 1, paragraph 1.3.1 of this manual.) (3) Validates all off ship maintenance for assigned ship(s), including off-ship assessments. (See Volume II, Part II, Chapter 1, paragraphs 1.3.2, 1.3.4 and 1.3.5 of this manual.) (4) Develops initial planning estimates based on information such as return costs from similar jobs and Government prepared or approved estimates. (See Chapter 31, paragraph 31.4.2 of this volume.) (5) Screens or schedules work candidate s to the right time period and maintenance availability based on the MMBP, operational schedule, material readiness requirements and cost benefit analysis. (See Volume II, Part II, Chapter 1, paragraphs 1.4.1 and 1.4.4 of this manual.) (6) Brokering as discussed in Volume II, Part II, Chapter 1, paragraph 1.4.2 of this manual. (7) Schedules, and assists the ship ’s Commanding Officer in conducting the Planning Board for Maintenance meetings, including agenda development. (See Volume II, Part I, Chapter 4, paragraph 4.2.5 of this manual.) (8) Coordinates all off-ship mainte nance and modernization requirements. (9) Screens Automated Work Requests in support of 100%, 80% and 50% package lock, including CSMP, Class Maintenance Plan (CMP) and TYCOM routines. (10) Initiates work candidates (OPNAV 4790/2K) for “service” work. (11) Develops Business Case Analysis and generates applicable Engineering Services Request, provides advice and serves as the ship’s point of contact for access to technical expertise for all ship maintenance and modernization requirements, including the development of Ship Changes. c. Responsibilities: (1) Communicates, coordina tes and tracks ship and applicable class problems.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-5 (2) Ensures configuration change requests are promptly submitted. (3) Ensures completion work candidate s (OPNAV 4790/2K) are entered into the CSMP and the appropriate IT system. (See Chapter 2, paragraph 2.6.2 of this volume.) (4) Executes the approved MMBP to best utilize windows of opportunity. (See Volume II, Part II, Chapter 2, paragraph 2.1.2 of this manual.) (5) Makes recommendations to the ship ’s Commanding Officer and management on any deferred work items. (See Volume II, Part II, Chapter 1, paragraph 1.4.5 of this manual.) (6) Coordinates maintenance availability scheduling and execution. (See Volume II, Part II, Chapter 2, paragraph 2.6.5 of this manual.) (7) (Surface Force only) Supports the RMC in planning assigned ship maintenance and modernization availabilities. (See Volume VII, Chapter 1, paragraph 1.3.8 of this manual.) (a) Develops and schedules work p ackages. Recommends resolutions to CNO scheduling issues. (b) Recommends CM opportunities to the ship’s Commanding Officer and the NSA management. Creates CM availabilities. (c) Screens work candidates (OPNAV 4790/2K) to appropriate level of maintenance (Organizational, Intermediate, Depot (O, I, D)). Reviews assessment results for inclusion in work packages. (d) Assists Project Manager with work package analysis for Private Sector Industrial Activity (PSIA) contracts. (e) Provides availability eval uation input documentation during availabilities supporting Contractors Performance Appraisal Reporting System (CPARS). (8) Supports Fast Cruise, Dock Trials , Sea Trials, Propulsion Plant Light Off Assessment (LOA) and Production Completion Date (PCD), Combat Systems or AEGIS Light Off and TYCOM validation of PCD. (9) Attends Integrated Project Team Development (IPTD), Work Package Integration Conference (WPIC), Work Package Execution Review (WPER), Lessons Learned Conference (LLC) Life Cycle Planning, Docking, Arrival, 25%, 50% and 75% reviews, Undocking, and Departure conferences, (10) Plans, coordinates and executes mid-deployment shipcheck. (11) Supports Ship’s Force for AWP co llection and management of Objective Quality Evidence (OQE). (12) Performs AWP risk assessments and ve rifies deliverables to contractor (O, I, D work items and Alteration Installation Team (AIT) schedule requirements).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-6 (13) Assists the NSA with technical close out and availability work certification. Assists ship in achieving maintenance phase exit criteria. (14) Supports the 100% Package Lock Letter. (15) Validates growth and new work, a ssists with the Regional Calibration Center process. (16) Supports and participates in work specification review. (17) Provides incremental funds for orde ring Long Lead Time Material (LLTM) for both repair and alteration or modification work to meet required dates. (18) Submits change deferral request to appropriate platform planning activity. 41.2.4.2 Ship’s Commanding Officer. Primary representative for the ship. Works with the Ashore Ship’s Maintenance Manager on the development and prioritization of the ship’s maintenance and modernization including the MMBP. a. Accountable: (1) Reports progress weekly to the TY COM. Recommends urgent and compelling decisions to the TYCOM. (2) Works with the Ashore Ship’s Mainte nance Manager to develop the final work package submission for the ship. (3) Directs efforts to identify all shi pboard maintenance requirements and ensures accurate and timely entry into the CSMP. Reviews, plans and monitors accomplishment of organizational level work. (4) Initiates requests for technical assistance, including distance support. (5) Determines the effect of material deficiencies on mission capability and releases Casualty Reports. (6) Integrates maintenance planning in the ship’s operational schedule. (7) Ensures the ship is prepared for and ready to conduct propulsion plant PCD and LOA events (and Command, Control Communications, Computer, Combat Systems, Intelligence Light Off (C5ILO) event for Surface Ships). (8) Chairs the Planning Board for Maintenance meeting. b. Responsibilities: (1) Verifies technical assistance final reso lution satisfies ship’s maintenance issue. (2) Ensures Ship’s Force assists with the management and oversight of work execution by maintenance activities and AITs. (3) Executes shipboard DFS process. (4) Ensures ship properly supports 25%, 50% and 75% reviews; Arrival, Docking, Undocking, Fast Cruise, Dock Trials, Sea Trials, Departure, and Completion key events and conferences; IPTD, WPIC, WPER events; and CSMP, DFS, BAWP Mid-Cycle reviews.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-7 (5) Ensures Integrated Logis tics Support (ILS) is provided. (6) Assists in scheduling and execu tion of mid-deployment shipcheck. (7) Collaborates in the authoriz ation of growth or new work. (8) Supports the Integrated Test Pl an execution and work certification. (9) Assists in achieving maintenance ph ase exit criteria. Ensures proper space turnover, Ship’s Force AWP collection and management of OQE, and availability technical closeout. 41.2.4.3 I-Level Ship Superintendent. a. Accountable: (1) Manages the collection of I-Level OQE. (2) Manages RMC or FMA work planning, scheduling, integration, and work execution. Resolves conflicts with other Executing Activities. Ship checks work candidates (2K) as applicable and provides estimates on all I-Level work candidates. Recommends cancellation of invalid work candidates, if applicable. (3) Represents the RMC or FMA to Ship’s Force for RMC or FMA production maintenance work. Coordinates the performance of I-Level work including all scheduling and availability coordination, ensuring the I-Level work package is fully accepted following the milestones. b. Responsibilities: (1) Ensures completion of I-Level pr oduction work supporting LOA, propulsion plant PCD, AEGIS and Combat Systems Light Off, Docking, Undocking, Fast Cruise, Dock Trials, Sea Trials, and Availability Completion. (2) Assists ship in achieving maintena nce phase exit criteria. Ensures I-Level work is complete in support of availability certification, completion, and technical close out. (3) Attends availability production meetings; Arrival, Docking, Undocking, Departure, WPIC and WPER conferences. (4) Coordinates work planned and pe rformed by RMC production department. FMA repair division submits I-Level schedule to NSA or LMA for integration, coordination of I-Level open and inspects, coordination of oversight for I- Level work (Product Verification Inspection (PVI), Procedure Evaluation (PE), Procedure Review (PR)). (5) Provides recommendati ons regarding assignment of work candidates to RMC production department or FMA repair division based on the capabilities and capacities of the RMC or FMA. Works closely with the Ashore Ship’s Maintenance Manager on the validation and screening of all work candidates to the I-Level.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-8 (6) Ensures completed maintenance action (OPNAV 4790/2K) for completed work. 41.2.4.4 Project Manager. a. Accountable: (1) Supports the Ashore Ship’s Maintenance Manager in the performance of maintenance and modernization. (2) Accepts or rejects work candidates to scheduled availability periods and performing activities per guidance in Volume II, Part II, Chapter 1 of this manual. Integrates work candidates to form optimized work packages. (3) Establishes the availability in the appropriate maintenance execution IT system. (4) Ensures LLTM for Firm Fixed Price a nd PSIA contracts is ordered to support availabilities. (5) Conducts Work Specifications Revi ew with Ashore Ship’s Maintenance Manager. (6) Serves as the advanced planning ma nager for contracted maintenance during CNO availabilities and scheduled CMAVs conducted at contractor or Government depots. Coordinates the continuous cost estimate review process. (7) Provides timely financial accounti ng information during the execution of maintenance to customers. b. Responsibilities: (1) Supports CSMP, DFS and BAWP mid-cycle review. (2) Attends IPTD events, scoping conf erences (see Volume VII, Chapter 2, paragraph 2.12.1 of this manual), WPIC and WPER. (3) Assists in coordinati ng mid-deployment shipchecks. (4) Provides incremental funds for orderi ng LLTM for both repair and alteration or modification work to meet required dates. 41.2.4.5 Ship’s Material Maintenance Officer. (The Reactor Maintenance Officer fills this role for Nuclear Propulsion issues.) Coordinates Maintenance Team activities with Ship’s Force personnel. a. Accountable: (1) Provides the Ship’s Force work pack age to the Project Manager and executing activity. Assists in coordinating the integration of Ship’s Force work for CNO or CMAV availabilities. Provides shipboard schedule inputs (see Volume II, Part II, Chapter 1, paragraph 1.2.2 of this manual). Interfaces with the Project Manager and the executing activity to resolve maintenance issues. (2) Commanding Officer’s principal assistant for management of ship maintenance. Prepares the ship input to the Planning Board for Maintenance

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-9 agenda in support of the Ashore Ship’s Maintenance Manager. Works with the Maintenance and Material Management Coordinator to maintain an accurate shipboard CSMP. Approves, validates and ensures submittal of accurate work candidates (OPNAV 4790/2K). (3) Works with the Quality Assurance Of ficer and department representatives to submit and track DFSs. (4) Ensures initiation of work candidate s (OPNAV 4790/2K) to request distance support and technical assists. Works with Subject Matter Experts (SME) to coordinate tech assist visits. (5) Monitors timely submission of configuration change requests. (6) Ensures Ship’s Force verification of completed work and returns Completed Maintenance Action (OPNAV 4790/2K) to the Ashore Ship’s Maintenance Manager. (7) Ensures valid deferred work is incorporated into the CSMP. b. Responsibilities: (1) Ensures repair work candidates are submitted supporting 50%, 80% and 100% D-Level lock milestones. (2) Ensures Ship’s Force I-Level wo rk package 100% brokered and locked. (3) Ensures ship’s initial conditions are set for work to begin by outside activities and Work Authorization Forms are properly executed. Ensures systems and equipment are properly tagged out, drained and depressurized. (4) Generates any new work requests al ong with supporting urgency information. (5) Ensures Ship’s Force has planned and prepared for propulsion plant PCD, LOA, and AEGIS or combat systems PCD and light off, Fast Cruise, Dock Trials and Sea Trials mid-deployment shipchecks. (6) Attends the Docking, Arrival, 25% , 50% and /75%, Undocking and Departure conferences, WPIC, WPER, IPTD, LLC events, and CSMP, DFS and BAWP Mid-Cycle review. (7) Provides oversight and management to ensure AIT controls are in place, Regional Maintenance and Modernization Coordination Office requirements are met prior to starting work onboard ship, and assignment of SMEs to support AITs. (8) Ensures Ship’s Force work is comple te to support end of availability, space turnover, and availability work certification. (9) Supports Ship’s Force ILS and consolidates software delivery. (10) Coordinates with Ship’s Force th e execution of the Integrated Test Plan. (11) Ensures Ship’s Force, RMC, LMA, AWP collection and management of OQE.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-10 (12) Ensures AWP risk assessments are performed and deliverables to contractor verified. (13) Collaborates in the author ization of growth or new work. (14) Assists ship in achieving maintenance phase exit criteria. 41.2.4.6 Contractor Program Manager. Manages and supervises authorized contractor work (see Volume II, Part II, Chapter 1, paragraph 1.2.2 of this manual). a. Accountable: (1) Schedules and oversees contra ctor required open and inspects. (2) Provides information and advice to the Government on matters of mutual concern to include contractor cost and time estimates, future work planning, contractor capability and capacity for varied work accomplishment (i.e., port loading), production management, integration of work from multiple activities and production problems for assigned availabilities. (3) Establishes and recommends availabili ty milestones. Provides schedule for: Integrated Test Plan (ITP), Universal Process Control Procedure (UPCP), Process Control Procedures (PCP), availability planning and assessments. (4) Reviews and submits condition repo rts, initiates completion reports for authorized work completed. (5) Ensures progressing Cost and Schedule Status Reports. b. Responsibilities: (1) Recommends scheduling of work to best take advantage of port work loading conditions, provides recommendations for reduction of premiums in the accomplishment of work. (2) Ensures completion of 50%, 80% and 100% D-Level maintenance work package 2Ks are planned and estimated. Publishes work package in the appropriate IT system. Conducts work specification reviews in support of each milestone, final package submission and cost proposal. Ensures work package is Technical Analysis Reported, negotiated and definitized. (3) Attends 25%, 50% and 75% revi ews; Arrival, Docking, Undocking and Departure conferences; WPIC, WPER and LLC events. (4) Ensures completion of the ITP, propulsion plant PCD and LOA, Combat Systems\AEGIS PCD and Light Off, Fast Cruise, Dock Trials, Sea Trials, and Availability work certification. (5) Ensures consolidated software delivery and ILS support is provided. (6) Supports the PM to ensure the av ailability business and technical close requirements are met. (7) Supports the DFS process.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-11 (8) Ensures requirements are met to support the UPCP, PCP, cleanliness processes. (9) Provides contractor oversight of LM A checkpoint execution (V, G, I points) as well as PVI, PE, PR. (10) Provides personnel to coordinate wi th AIT, Fleet Maintenance Activity and Ship’s Force to update production schedule (NSI 009-060). (11) Provides Integrated Total Ship Test Plan (NSI 009-067). (12) Ensures contractor work is complete to support space turnover. (13) Supports the authorization of growth or new work. (14) Ensures habitability items are complete. (15) Provides incremental funds for orde ring LLTM for both repair and alteration or modification work to meet required dates, ensures delivery of material (LLTM and kitted materials) to executing activity. (16) Ensures work and support services are in place to support dock and undock. 41.2.4.7 Combat Systems Port Engineer (for Surface Ships Only) a. Accountable (1) TYCOM’s C5I waterfront represen tative who identifies, validates and prioritizes the C5I requirements. (2) Serve as the TYCOM’s Technical Expert for ship C5I maintenance, modernization and repair requirements. b. Responsibilities (1) Possess the technical knowledge, skills and ability to interface with Subject Matter Experts (SMEs). (2) Serve as the Maintenance Team’s C5I Subject Matter Expert (SME). (3) Attend and provide C5I ma intenance status at PB4M. (4) Validate C5I work requirements prio r to screening and brokering of Work Notifications (WNs) by Ashore Ship’s Maintenance Manager. (5) Provide input and priorities for final screening of C5I work. (6) Maintain cognizance of a ssigned ship’s C5I CASREPS. (7) Perform a C5I interface function with class Planning Yard and PEO representatives. (8) Schedule and coordinate C5I planning and ship check inspections with ship’s force personnel. (9) Coordinate C5I Tech Assists, inspec tions and grooms with customer’s support agencies (SYSCOM, NAVWAR, RMC, OEM, Contractor, etc.).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-12 (10) Review specifications to ensure a ccuracy and conformance for authorized C5I work. (11) Provide C5I input and priorities for MMBP development for assigned ship(s). (12) Validate the C5I ICMP or BAWP Program push and pull WNs. (13) Coordinate Risk versus Cost Ma nagement assessments for C5I systems. (14) Concur with proposed C5I growth and new work. (15) Get underway on assigned ship(s) for rides of opportunity including, but not limited to INSURVs, Sea Trials and mid-deployment ship checks. 41.3 PROJECT TEAM. (Augmentation to manage RMC-contracted maintenance in availabilities between A-120 and C+60). The PT must be assigned to the ship availability and must consist of those persons listed here and all members of the Maintenance Team. The Project Manager leads the PT and has the responsibility to ensure overall integration, execution and close out of a ship’s availability. The PM is responsible for quality, schedule and cost. Some PT members may be assigned responsibilities for more than one ship. 41.3.1 Project Manager. a. RMC Project Manager: (1) When a RMC is the NSA, the PM is responsible for integration, execution, and close out of the Work Package. When the NSY is the NSA, the RMC PM is responsible for planning, integrating, coordinating, and executing the PSIA contracted maintenance work items, in support of the NSY Project Manager. (2) When a RMC is the NSA and the LM A is a contractor, the RMC PM is the senior NSA representative, leads the NSA PT and has the overall responsibility to plan, integrate and execute availabilities. (3) When the NSY is the NSA and the LMA, the NSY Project Manager (Superintendent) is the senior NSA representative, leads the NSA PT and has the overall responsibility to plan, integrate and execute availabilities. In this situation, the RMC PM leads the supporting RMC Contract Management PT and is responsible for planning, integrating, coordinating, and executing the contracted maintenance work items in support of the NSY Project Manager (Superintendent), integrates into the NSA PT at the APS Level and operationally reports to the NSA Project Manager (Superintendent) during the project. b. Accountable: (1) Accepts and tracks all assigned ma intenance work items through execution. Coordinates planning, cost estimating and design specification preparation and scheduling. Coordinates and manages shipchecks per Volume II, Part II, Chapter 2, paragraph 2.6.2.3 of this manual. Reviews specifications to ensure completeness and conformance with authorized work. Ensures all specifications for work are developed using approved technical guidelines

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-13 ensuring maximum use of current NAVSEA approved Standard Items and Standard Work Item templates (Master Specification Catalogue). (2) Analyzes feedback submissions per Chapter 39, Section 39.5 of this volume. (3) Briefs Ship’s Force on the status of all work, by work item (see Volume VII, Chapter 2, paragraph 2.8.8 of this manual). (4) Acts as business agent with other activities on availabilities and contracts assigned that includes ensuring that TYCOM funds are utilized properly. Evaluates all Technical Analysis Reports (TAR) and supports the Contracting Officer in contract negotiations. Acts as assistant funds administrator (when designated in writing from the RMC Commanding Officer) for assigned availabilities and contracts. (5) (For Surface Force ships) Document s delay and disruption charges and lessons learned per Chapter 31, paragraph 31.5.3 of this volume. (6) Manages ship repair and moderniza tion work items, job orders and contracts assigned by progressing and evaluating all work to anticipate, prevent and minimize delays, resolving all problems that affect the end cost, quality, schedule and performance of assigned availability or contract. (7) Evaluates and acts on the reports received from other members of the availability management team. Prepares reports on current status of assigned project or contract. (8) Maintains liaison with customers, the ships Maintenance Team, Ship’s Force Representatives, and financial or accounting personnel. (9) (RMC PM only) Maintains liaison wi th RMC functional departments and the contractor. (10) Arranges and conducts the arrival co nference (see Volume VII, Chapter 7, paragraph 7.7.1 of this manual), weekly progress conferences, weekly commanding officer’s brief (see Volume VII, Chapter 7, paragraphs 7.7.2, 7.8.8, 7.12.1, 7.9.4 and Volume II, Part I, Chapter 3, paragraph 3.6.3.1 of this manual), Docking conference, and the Availability Completion conference. Attends weekly management meeting and on-site meetings to provide comprehensive information to all concerned and to remain current in all aspects of the project. (11) (RMC PM only) Arranges for RMC representation at all conferences pertaining to assigned availabilities and contracts. Coordinates the on-site work effort in observing the contractor’s in process production performance and operational testing events for projects assigned to the team. (12) Reviews all work accomplished by assi gned Shipbuilding Specialists to ensure compliance with regulations, directives, instructions, and policies as well as to ensure that intended work is practical and necessary. (13) (RMC PM only) Reviews contra ctors work schedules, manning curves, material ordering or receipt schedules and special tasking or equipment

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-14 requirements. Evaluates contractors’ proposals prior to and during contract execution. Takes corrective actions to eliminate conflicts and prevent work stoppages. Identifies and initiates action to correct, prevent, and minimize delays, resolving all problems that affect quality, schedule and contractor performance. (14) Provides written reports (CPARS) to the Contracting Officer for award fee evaluations on CNO availabilities. (15) Coordinates required ac tion as a result of post overhaul or repair inspections with the NSA Technical Authority and Maintenance Team per Volume IV, Chapter 4, paragraph 4.3.2 of this manual. (16) Maintains records for the Contractin g Officer to include but not limited to the following: (a) Maintains a Significant Event Log (see Volume VII, Chapter 7, paragraphs 7.3.2 and 7.2.4 of this manual). All significant event logs from the shipbuilding specialist. (b) Maintains correspondence files containing copies of all correspondence to the contracts office both internal and external. (c) Obtains work authorizations for growth and new work. Work authorizations may be in the form of naval messages, speed letters, letters, other transmittals or documents. In the case of growth work, the authorization may be verbal, a memo at a meeting or a telephone call. Verbal authorizations should be documented with a memorandum for the record. (d) Maintains a ledger notebook or spreadsheet to assist in funds administration. For each contract modification initiated in the work package, the Project Manager must show the title of the item, cite the proper funding authorization and account and show the Government estimate. The ledger must show funds committed and obligated for each contract modification and other financial transactions and provide an indication of funds available for future use. When changes occur during the negotiation process, the funds reserved or obligated must be changed to reflect the current funding status. Periodically, at least monthly, the Project Manager must reconcile ledger accounts with the Contracting Officer and Comptrollers’ accounts to ensure that funds are not over obligated or expended. (e) Maintains material requisitions for Government Furnished Material (GFM) with prices. (f) Maintains project orders and economy act orders issued to other Government activities. (g) Maintains completion reports.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-15 (h) Maintains departure reports in cluding summary costs of individual work items. (17) (RMC PM only) Reviews contract or condition reports (see Volume VII, Chapter 7, paragraphs 7.10.2, 7.12.2 and 7.10.3 of this manual), exceptions list, and contract modifications for approval. (18) Maintains contact with the ship th rough the guarantee period (see Volume VII, Chapter 7, paragraph 7.12.4 of this manual). (19) Prepares a “Readiness to Start” re port (see Volume VII, Chapter 7, paragraph 7.6.3 of this manual). (20) Assists Contracting O fficers (see Volume VII, Chapter 2, paragraph 2.7 of this manual), participate in the contract awards phase (see Volume VII, Chapter 7, paragraphs 7.6.1, 7.6.2, and 7.6.7 and Chapter 3, paragraph 3.7.5 of this manual), manages funding for option items per Chapter 31, paragraph 31.5.3 of this volume, participates in the pre-award survey, verifies adequate funding for acceptable berthing and messing and performs contract administration. (21) (RMC PM only) Provides appropriate clearance letters to the ship for RMC and contractor personnel (see Volume VII, Chapter 7, paragraph 7.6.9 of this manual). (22) Conducts underwater hull inspecti on and drydock walkthrough (see Volume VII, Chapter 7, paragraph 7.8.9.c of this manual). (23) Provides a list of expected prorat ed items with work numbers assigned (see Volume II, Part II, Chapter 2, paragraph 2.4.6.2 of this manual). (24) (RMC PM only) Establishes a Ship Specification Package within Navy Maintenance Database (NMD) Planning for CMAVs and set up availability in NMD to receive Automated Work Requests from the appropriate IT system. (See Volume II, Part II, Chapter 2, paragraph 2.6.2.2 of this manual.) (25) (RMC PM only) Reviews and validate s Automated Work Requests received in NMD Strategic Systems Programs planning availability daily (see Volume II, Part II, Chapter 2, paragraph 2.6.2.3 of this manual). (26) Prepares and schedules the LOA or propulsion plant light off (see Volume II, Part I, Chapter 3, paragraph 3.3.4 of this manual). (27) (RMC PM only) Reports costs, sche dules and maintains the status of all CNO and CMAV work conducted at contractor and Government facilities. (28) Coordinates, schedules and administers advance planning functions. Analyzes work package to maintain available dates and minimize premiums. (29) Participates in availa bility final cost validation. (30) Participates in establishing controls to fund all repairs for an availability. (31) (RMC PM only) Analyzes work package to level load contractor.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-16 (32) Assures planning estimates are estab lished for timely receipt of funds, requests funds and distributes relevant availability information. (33) (RMC PM only) Coordinates revi ew of both Government and contractor estimates for “reasonableness and fairness”. Recommends alternate contracting vehicles if applicable. (34) (RMC PM only) Submits contract wo rk packages to appropriate procurement activity for solicitation and monitors progress of contract award. (35) (RMC PM only) Responds to contra ct bidders’ questions during Fleet Fast Pay solicitation. (36) Provides inputs for funding requireme nts and serves as the Maintenance Team funds manager for CNO availability preparation and execution. (37) Chairs advance planning mee tings, reviews and accepts or modifies recommended availability milestones. (38) Updates appropriate pr oduct and pricing databases. (39) Prepares advance planning status messages, fuel and ammunition offload, readiness to start, pre-availability agreement, monthly availability status messages and completion messages for scheduled CNO or CMAV availabilities. (40) Coordinates interface of outside activities during availability execution (i.e., Systems Commander, TYCOM, In-Service Engineering Agent, AITs and other customers). (41) Oversees contractor or NSY work during availability execution. Progresses and monitors other integrated availability work. (42) Assists with business case analysis preparation. (43) Verifies that controls are suffici ent to fund all repairs required to support operational commitments. (44) Reviews cost reports for cost performance. (45) Executes availability planning milestone s. Enforces depot availability “lock”, planning and estimating dates. (46) Prepares the business case analysis for growth and new work recommendations and recommends resolutions to the Ashore Ship’s Maintenance Manager. Reviews the authorization and funding, and submits information to the contracting officer for negotiation on growth and new work. (47) Coordinates urgent and compelling requests. (48) Chairs weekly pr oduction progress meetings and provides regular status reports to Ashore Ship’s Maintenance Manager. (49) Reviews condition reports and evalua tes submitted time and cost estimates for accomplishment or deferral in concert with the Ashore Ship’s Maintenance Manager’s concurrence.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-17 (50) Oversees an independent Government review of brokered work candidates for obligation of Government funds and execution. (51) Ensures work candidate 2K documen tation is complete and completion reports are initiated by the executing activity. (52) Verifies funds availability and maintains funds tracking reports. (53) (RMC PM only) Submits I-Level sc hedule to contractor for integration. (54) Ensures work is complete to suppor t PCD, LOA, combat systems light off, propulsion plant light off, Dock Trials, Fast Cruise, Sea Trials (contractual milestone). (55) Provides oversigh t of AIT management. (56) Attends 25%, 50%, 75% reviews; Arrival, Docking, Undocking, Departure, and Completion conferences; IPTD, LLC, WPIC and WPER events. (57) Ensures work is complete and closed out to support business close. (58) Coordinates c ondition report responses. (59) Coordinates consolidated software delivery and ILS support. (60) Ensures work is complete supporting habitability completion. (61) Provides oversight of (PVI, PE, PR ) and LMA checkpoint execution (V, G, I). (62) Ensures LMA coordinates with AIT, Fleet Maintenance Activity and Ship’s Force to update production schedule (NSI 009-060). (63) Ensures LMA provides Integrated Total Ship Test Plan (NSI 009-067). (64) Requests funds for repair and m odification work LLTM, orders LLTM Firm Fixed Price or PSIA. (65) (RMC PM only) Ensures contracted maintenance is complete supporting space turnover. (66) (RMC PM only) Performs risk a ssessments and verify deliverables to contractor (O, I, D work items and AIT schedule requirements). (67) Provides funds administration for a ll depot level funding on assigned ship(s) as designated in writing by the RMC Commanding Officer. c. Responsibilities: (1) Provides supporting information for Business Case Analysis for new work. (2) Participates in CSMP, DFS and BA WP mid-cycle reviews, coordinates mid- deployment shipchecks, and participates in scoping conference (see Volume VII, Chapter 2, paragraph 2.12.1 of this manual). (3) Reviews and provides feedback on Engineering Service Request. (4) Ensures LMA and I-Level coll ection and management of AWP OQE. (5) Provides oversight of the In tegrated Test Plan Execution.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-18 (6) (RMC PM only) Ensures contractor coordination of open and inspects with participating activities. (7) Progresses Cost and Schedule Status Reports. (8) Participates in risk le tter development and signed out. (9) Assists with the authoriz ation of growth and new work. (10) Assists ship in achieving maintenance phase exit criteria. 41.3.2 Contract Specialist. The Contract Specialist who acts as the Administering Contracting Officer (ACO) and whose duties parallel the responsibilities of the Contracting Officer. Their authority is limited as specified by the level of their Defense Acquisition Workplace Improvement Act qualifications level of authority, specific limitations of their warrant and specific assignments made by the Contracting Officer. The ACO is assisted by additional warranted, Defense Acquisition Workplace Improvement Act qualified personnel, who are assigned specific responsibilities for processing contractual issues and to assist with the management and administration of a contract. The contract specialist is a contributor and this will be the person or people assigned to do the work. The contract specialist’s responsibilities are listed in sub-paragraphs a. through d. a. Participates in negotiations. TAR, advance planning funding administration and definitization. Prepares for and participates in the award fee board and CPARS. b. Ensures financial and contractual requirements are met for availability completion and business close. c. Assists in developing pr e business clearance, progressing Cost and Schedule Status Reports and participates in the Regional Calibration Center process. d. Provides incremental funds for orderi ng LLTM for both repair and alteration or modification work to meet required dates. 41.3.3 Quality Assurance Specialist. Supports the administration of the Contract Administration Quality Assurance Program to evaluate the effectiveness of the Contractor’s Quality Management System on work being performed both shipboard and in the contractor’s or subcontractor’s plant. a. Accountable: (1) Develops a Quality Management Plan for each CNO availability following Commander, Navy Regional Maintenance Center (CNRMC) Standard Operating Procedure (appropriate local instruction for SRF-JRMC). (2) Reviews contract specification items to determine inspections or tests required, and PCPs for review (PR, PE, Program Quality Assurance). (3) Verifies all critical tests and in spections associated with Level I work, Nondestructive Testing and critical welding such as P-1 piping. (4) Reviews past contractor quality data (Quality Data Evaluation, PVI, Government and contractor generated corrective action reports) to support planned surveillance actions.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-19 (5) Reviews submitted list of sub-contractors to be utilized to support identification of Defense Contract Management Agency notification requirements. (6) Issues the Quality Assurance (QA) plan to the PT for use via the Project Manager. (7) Participates in bid specification a nd work specification review with the PT supporting quality and technical requirements following the invoked milestones. Provides feedback for incorporation into work specification requirements. (8) Attends scheduled meetings, assesses c ontractor capabilities, monitors contract performance, provides technical support to the ACO, and participates in claims avoidance. (9) Maintains a Significant Events L og. Provide a copy of the log to the contracting officer and PM at the completion of the availability. (10) Completes Past Performance Information Surveys within 14 days of completing each availability and provides written reports to Contracts Department in support of Award Fee Evaluations and CPARS. Conducts Procedure Reviews for PCPs submitted by contractors. (11) Maintains a copy of all Corrective Action Requests (CAR) generated by the Government, as well as those written by the contractor (when requested by the Government per NSI 009-04). Maintains a status of all CARs generated by the Government and updates the Project Manager. (12) Informs Project Managers of quality pr oblems that are, or have the potential to, affect their ship. (13) Accomplishes Ship’s Force QA Interface training prior to each CNO availability. (14) Assists Shipbuilding Specialist, as functional responsibilities permit, in the coverage of G-Points. (15) If, in the course of evaluating th e prime contractor, AIT non-conformities are discovered, they are to be addressed to the Project Manager. If it is determined that the non-conformity warrants the issuance of a Government CAR, and the AIT manager or On-Site Installation Coordinator does not issue the CAR to the AIT, the RMC QA department must notify NAVSEA 04Q Quality and Oversight detailing the Government sponsor information. (16) Performs 100% final preservation record review to support work certification at the end of the availability. (17) Accomplishes in-process reviews of c ontractor’s test and inspection plan to ensure compliance with NAVSEA Standard Item requirements. (18) Reviews and oversight of PCP, UPCP. b. Responsibilities:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-20 (1) Provides quality assurance, quality control support of AEGIS Light Off, combat systems light off, propulsion plant light off, production completion date, Fast Cruise, Dock Trials and Sea Trials. (2) Provides quality oversight of AIT and AIT management (3) Provides quality oversight and inpu t of business close, technical close. (4) Provides quality oversight, revi ew, and condition report submission. (5) Provides quality revi ew of services request. (6) Provides quality oversig ht of AWP, LMA, I-Level collection and management of OQE. (7) Provides quality oversight of the Integrated Test Plan Execution. (8) Provides quality oversight of LMA Checkpoint Execution (V, G, I), and (PVI, PE, PR). (9) Provides quality control overs ight of work certification. (10) Provides quality oversight of all work specifications Face-to-Face reviews. 41.3.4 NSA Logistical Representative. Responsible for supporting the configuration management of a ship and validating configuration of the ship following modernization efforts. a. Monitors the configuration management process. b. Ensures timely action on submittal of conf iguration change requests and follows up to update configuration records and associated logistics support. 41.3.5 SEA 21 Hull, Mechanical and Electrical and AEGIS Combat Systems On-Site Logistician (Surface Force Ships only). Accountable to ensure that all equipment has proper logistics support completed and available for delivery at the time of installation. a. Researches, documents and coordinates delivery of all ILS in support of combat system material readiness to the ship. b. Arranges storage and transportation of pa rts and equipment. Performs inventory audits of installation kits. Assists in the expediting of parts throughout the availability. c. Provides applicable logistics data to pr oject engineer’s end of availability report. d. Provides assessment data, near real time, into ship’s CSMP. 41.3.6 Project Support Engineer. The Project Support Engineer is a critical part of availability certification and will work closely with the Project Manager and Chief Engineer to help certify the availability. a. Accountable: Provides engineering a nd technical services during availability planning. The services include: (1) Reviews of contractor work specifica tions ensuring the requirements of tasking documents are met, naval standards are invoked, and final acceptance testing will validate work performed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-21 (2) Attends all pre-availability planni ng meetings, assuming a leading role in addressing technical issues and coordinating resolution of technical authority issues. (3) Maintains a records system of task ing documents, 2-Kilos, temporary DFS, a listing of specifications reviewed and documented comments forwarded for correction. (4) Coordinates resolution of technical issues during availability execution (i.e., DFS, Condition Reports, Liaison Action Requests). b. Provides engineering and technical se rvices in support of ongoing waterfront production work at private contractor facilities. Serves as the principal point of contact for all engineering related technical issues between the Fleet Technical Support Divisions, the PT and other outside commands. These services include: (1) Provides oversight of th e contractor’s technical performance of shipboard work for compliance to contract specifications. (2) Provides oversight of contractor’s quality assurance management program for technical documents and data. (3) Provides oversight of contracted Or iginal Equipment Manufacturer technical representatives. (4) Provides technical evaluation and recommendations for contractor change proposals, growth and new work. (5) Serves as the PT’s technical authority point of contact. Assigned to resolve all technical issues, adjudicate non-conformances, DFS, waivers and deviations and provides for technical responses to contractor condition reports. (6) Provides oversight of assigned planning yard on-site field personnel responsiveness and technical adequacy. (7) Reviews and approves or disapproves c ontractor prepared PCP used to provide contractor mechanics guidance for accomplishment of critical repair processes. (8) Initiates Liaison Action Request to document changes or questions to NAVSEA installation drawings. (9) Technical point of contact for an alyses during final acceptance testing, certifications and technical inspections. (10) Attends all production meetings to as sist and advise the PT in all matters concerning the repair and modernization of shipboard systems and equipment. (11) Provides coordination for the ship ava ilability technical closeout documents to ensure all technical related documents have been properly answered or adjudicated. c. Participates as a member of the Maintenance Control Team. 41.3.7 Integrated Test Engineer. The Integrated Test Engineer is a critical part of availability certification and will work closely with the Project Manager and Chief Engineer to help certify

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-22 the availability. a. Approves and provides oversight of the c ontractor’s development and management of the ITP. Ensures the ITP is functionally linked to the Integrated Production Schedule. Ensures the ITP is responsive to changes in production schedule such that when production items completion dates change, their associated test dates change as well. Ensures the ITP includes all testing for all maintenance activities. b. Reviews work specification to ensure appropr iate work to test relationships have been developed. c. Reviews AWP to identify testing key ev ents and milestones that may be required in addition to production key events and milestones (i.e., Aviation Certification and Combat Systems Command, Control, Communications and Computer Readiness Assessment). d. Coordinates with Project Manager to en sure the ITP accurately reflects the AWP and the integrated production schedule. e. Coordinates with the Program Executiv e Office, CSPE and Test Coordinator (if assigned) to provide information and status as required. f. Acts as the Governments primary point of contact to collect scheduling and testing information from all non-LMA maintenance activities including AITs, Fleet Maintenance Activity, In Service Engineering Agent (ISEA) and NSY. Provides this information as Government Furnished Information to LMA for inclusion into the Integrated Schedule and ITP. g. Acts as Government point of contact to coordinate Ship’s Force testing schedule and major training evolution schedule information. Provides this information as Government Furnished Information to LMA for inclusion into the Integrated Schedule and ITP. h. Evaluates Test Sequence Networks provi ded by each maintenance activity prior to submitting to the LMA. Evaluates Integrated Test Sequence Networks provided by LMA. i. Ensures the Integrated Testing Schedule is updated at least weekly or as milestones and growth work changes dictate. j. Receives OQE for completed test proce dures from all maintenance activities and evaluates results for completeness and accuracy. Ensures non-conformances are documented and action is taken to resolve or technically adjudicate. k. Serves as Government representative on Total Ship Testing Task Group as outlined in NAVSEA Standard Item 009-67. l. Provides a final report at the completion of the availability showing completion of all testing, or tests that remain unexecuted with exception reasons and plan for completion. m. Ensures the availability of special instrumentation, recording devices, support services, test ranges and data collection requirements to support Sea Trials events.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-23 Approves the LMA input to the Sea Trials agenda for submission to Ship’s Force, ensuring all test procedures with underway requirements are properly scheduled. n. Participates as a member of the Maintenance Control Team. 41.3.8 Assessment Director. Leader of assessment execution. Provides management of military personnel, Government engineers and technicians, contractors, data entry personnel and logisticians in support of assessment program visits and events. Plans, schedules, organizes, directs and manages the execution of Total Ships Readiness Assessment visits and CMP assessment events. a. Accountable: (1) Attends the AWP turnover with SU RFMEPP and TYCOM managers to ensure visibility, resource allocation and scheduling of all CMP assessment tasks. (2) Augments and assists the PT in CMP assessment accomplishment. (3) Updates the PT on progress in meet ing established milestones and deadlines for completion of assignments, projects and tasks, and ensures all team members are aware of and participate in planning for achievement of team goals and objectives. (4) Manages dedicated Visit Support Team performing logistics validation, data entry and data collection support functions. (5) Utilizes data provided by the Fleet Te chnical Assist (typically RMC Code 200) personnel to assist the Maintenance Team in documenting, completing and closing CMP assessment requirements. (6) Assists Ship in achieving Maintena nce Phase Exit Criteria through execution of Assessments. b. Responsibilities: Participates in CS MP, DFS and BAWP mid-cycle review and life cycle planning conference. Provides open and inspect oversight for screening potential repair. 41.3.9 Technical Matter Expert. The Technical Matter Expert is the Maintenance Control Team leader and acts as the principle assistant to the NSA for non-nuclear propulsion plant work. Accountable as owner of the work and the person who makes the final decision on a task and has the ultimate ownership over that task. a. Provides technical guidance in the execution of Controlled Work Packages. b. Reviews any revisions for technica l adequacy. Verifies and provides recommendations in support of administrative changes. Represents the Government during selective checkpoints, to include testing, and acts as the RMC Chief Engineer’s representative. c. Participates as a member of the Maintenance Control Team. 41.3.10 Shipbuilding Specialist. Shipbuilding Specialists are individuals that possess a primary trade background but effectively perform across trade lines in two or more trade skill disciplines. Team assignments are made to balance trade expertise appropriately with the type of work in the project. A wide variety of comprehensive duties and responsibilities are assigned to these

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-24 individuals who are expected to act as decision makers with comprehensive knowledge of each work item assigned. Typical assignments include the following duties and responsibilities (as with Project Managers, this may vary depending on the supporting organization): a. Accountable: (1) Provides current information relating to assigned work items to the Project Manager (see Volume VII, Chapter 7, paragraph 7.3.4a. of this manual). (2) Attends meetings, resolves producti on problems, develops scope of work requirements, assists in the development of Government TARs and negotiation positions, assesses contractor capabilities, work progress and performance, provides technical support to the ACO, and participates in claims avoidance and provides other technical support as required (see Volume VII, Chapter 7, paragraph 7.3.4b. of this manual). (3) Interfaces with members of the Sh ip’s Force to provide current project information, notifies responsible personnel of scheduled evolutions and solicits required or desirable Ship’s Force (see Volume VII, Chapter 7, paragraph 7.3.4c. of this manual). (4) Receives and investigates contractor reports, assists with the development of the Government’s technical response, requests engineering support, prepares necessary contract modifications, develops the Government cost estimates, estimates the delay and disruption that may occur because of a contract modification, assists with negotiation preparation relative to TARs and contract modifications (as authorized by the ACO), provides the ACO support in negotiations and maintains records of actions taken (see Volume VII, Chapter 7, paragraph 7.3.4d. of this manual). (5) Performs and witnesses Government “G ” notification points, identified in the work specifications, when the contractor calls them out. Accomplishes random PVIs utilizing checklists or an attribute system to determine contractor compliance with the quality and technical requirements of the work specifications or contract. Writes a Corrective Action Request when nonconformities are detected per Chapter 11 of this volume (see Volume VII, Chapter 7, paragraph 7.3.4e. of this manual). (6) Determines the physical progress, as a percentage of work completed, of each work item and each contract modification assigned. Updates this information weekly in a comprehensive progress report that is used in calculating the contractor’s entitlement to progress payments as well as in evaluating the contractor’s schedule performance (see Volume VII, Chapter 7, paragraph 7.3.4g. of this manual). (7) Monitors the GFM and Contractor Fu rnished Material report to anticipate actions that may be necessary to preclude schedule impact by unsatisfactory material delivery dates. Initiates material orders to replace unsatisfactory GFM or to provide items with unique Government control and confirms the necessity for the contractor to make cash purchases from the Naval Supply system when

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-25 it is in the best interest of the Government (see Volume VII, Chapter 7, paragraph 7.3.4h. of this manual). (8) Monitors the contract guarantee peri od to help determine whether failure of equipment or systems covered by the guarantee clause is the responsibility of the Government or the contractor, ensures that the work determined by the ACO to be the responsibility of the contractor, whether it is covered by guarantee or was an exception to the completion of the contract, is repaired following the specification requirements and provides cost estimates for incomplete work so that the ACO can ensure that appropriate contract funds are retained in the event that the work must be deleted from the contract requirements or be procured from another contractor (see Volume VII, Chapter 7, paragraph 7.3.4i. of this manual). (9) Provides positive and negative lessons learned along with feedback related to deficient or inefficient work specifications or work authorizations to the appropriate planning group for use in improving future procurements (see Volume VII, Chapter 7, paragraph 7.3.4.j. of this manual). Include a brief summary to document the reasons growth or new work was required. (10) Conducts oversight coordination and inspection of work-related environmental issues associated with Ship’s Force and contractor’s operations. This effort includes but is not limited to Hazardous Material and Hazardous Waste handling, removal, storage, transportation and disposal (see Volume VII, Chapter 7, paragraph 7.3.4.k. of this manual). (11) Provides input to the Project Mana ger to support Award Fee Evaluations and CPARS (see Volume VII, Chapter 7, paragraph 7.3.4.n. of this manual). (12) Maintains the following records: (see Volume VII, Chapter 7, paragraph 7.3.4.o. of this manual) (a) Significant Events Log. (b) Work item specifications, refere nces and estimates for the work package, updated to reflect all modifications. (c) Contractor condition reports including Government replies. (d) New work identified and not authorized. (e) GFM delivery status. (f) Records relating to the contra ctor’s capabilities and capacity. (g) Contractor performance evaluations. (h) Supports LMA collection and management of AWP OQE. (13) In the course of evaluating the prime contractor, report any AIT non- conformities to the Project Manager. b. Responsibilities:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-26 (1) Provides quality oversight to s upport propulsion plant, AEGIS and combat systems light off. (2) Provides quality oversight of availability completion. (3) Provides support of Business Case Analysis for new work. (4) Reviews condition report submissions and responses. (5) Coordinates consolid ated software delivery. (6) Provides quality oversight supporting Fast Cruise, Dock Trials, Sea Trials Docking and Undocking. (7) Reviews Engineering Services Request. (8) Provides quality oversight of Integrated Test Plan execution. (9) Participates in quality checkpoints supporting oversight of contracted work, PVI, PE and PR. (10) Provides quality overs ight of open and inspects. (11) Provides quality overs ight of the Regional Calibration Center process. (12) Participates in work certification. (13) Conducts work specification review. (14) Capture initial lessons learned by documenting within Work Specification paragraph 4 (Notes) a brief summary concerning why a growth (positive or negative) change was required. 41.3.11 AIT On-Site Installation Coordinator. The AIT On-Site Installation Coordinator is the Government or military employee designated by, and acting with, the authority of the AIT Manager on-site. a. Provides the ship with: (see Chap ter 3, paragraph 3.3.2 of this volume) (1) All ILS equipment (including on-board spares) and documentation. (2) Ship’s Selected Records documentation. (3) A complete set of installation drawings redlined to indicate all variances. (4) Hard copy Coordinated Shi pboard Allowance List pages. (5) A copy of the completion message. b. Performs additional duties as required by Appendix H of reference (a). 41.3.12 AIT Manager. The AIT Manager is the Government activity, ISEA, military person or Government civilian tasked and funded by the AIT Sponsor to initiate, fund, plan, coordinate, schedule, manage and oversee the successful accomplishment of the alteration or ship change. a. Coordinates with the NSA to ensure satisfactory completion of alterations. (See Volume II, Part I, Chapter 2, paragraph 2.1.1 of this manual.) b. Identifies support, schedule, and imp act requirements according to required milestones. (See Volume II, Part II, Chapter 2, Appendix D of this manual.)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-27 c. Tasks and funds SID Development according to milestones. (See Volume II, Part II, Chapter 2, Appendix D of this manual.) d. Develops and submits the Memorandum of Agreement. (See Volume II, Part II, Chapter 2, Appendix D of this manual.) e. Performs additional duties as required by Appendix H of reference (a). 41.3.13 Combat Systems Project Engineer (Surface Force Ships only). These specialists monitor the contractor’s performance of work and testing in the combat systems work package. The CSPE provides expert advice in the anticipation, identification and resolution of problems that may occur during the maintenance, repair and alteration installation phases, as well as during the grooming and complex systems level testing phases. The CSPE takes a more active role by accomplishing duties similar to those of production controllers, ship surveyors and shipbuilding specialists in addition to those of electronics engineers or technicians for Combat Systems work items during an availability or project. a. Provides current information relating to a ssigned work items to the Project Manager. This may also include reports to the ship’s assigned Port Engineer for Combat Systems (see Volume VII, Chapter 7, paragraph 7.5.4a. of this manual). b. Attends meetings to resolve producti on problems, develops scope of work requirements, assists in the development of TARs to support the Government negotiation positions, assesses contractor capabilities, work progress and performance, provides technical support to the ACO, participates in claims avoidance and provides other technical support as required. c. Interfaces with members of the Ship’s Force to provide current project information, notifies cognizant personnel of scheduled evolutions, solicits required or desirable Ship’s Force participation and provides technical advice. d. Receives and investigates contractor repor ts, writes and receives answers to Liaison Action Requests, provides interim answers to Test Problem Reports, assists in developing the Government’s technical response to contractor requests, assists the TAR writer by providing engineering support and in developing the Government cost estimates, assists in preparing necessary contract modifications, estimates the delay and disruption that may occur because of a contract modification, and provides the ACO support in negotiations and maintains records of actions taken. e. Observes “G” POINTS for electronic sy stems and equipment identified in the work specifications when they are presented by the contractor, witnesses required equipment or system tests and accomplishes random in-process inspections (PVIs) at the work sites to determine contractor compliance with the requirements of the specification. Documents the contractor’s failure to satisfy contractual responsibilities. f. Determines the physical progress, as a percentage of work completed, of each work item and each contract modification assigned. Updates this information weekly in a comprehensive progress report that is used in calculating the contractor’s entitlement to progress payments as well as in evaluating the contractor’s schedule performance.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-28 g. Monitors the GFM and Contractor Furnished Material report to anticipate actions that may be necessary to preclude schedule impact by unsatisfactory material delivery dates. Assist the Fleet and Industrial Supply Center or RMC Material Department in visually identifying and verifying receipt of GFM. Initiates material orders to replace unsatisfactory GFM or to provide items with unique Government control and authorizes the contractor to make cash purchases from the Naval Supply system when it is in the best interest of the Government. h. Monitors the contract guarantee period to help determine whether failure of equipment or systems covered by the guarantee clause is the responsibility of the Government or the contractor. Ensures that the work determined by the ACO to be the responsibility of the contractor, whether it is covered by guarantee or was an exception to the completion of the contract, is repaired following the specification requirements. Provides cost estimates for incomplete work so that the ACO can ensure that appropriate contract funds are retained in the event that the work must be deleted from the contract requirements or be re-procured. i. Provides lessons learned and feedback related to deficient or inefficient work specifications or work authorizations to the appropriate planning group for use in improving future procurements. j. Maintains a Significant Events Log. k. Coordinates the efforts of the Master Ship Repair Agreement, Agreement for Boat Repair and each combat systems related AIT. l. Participates in the Lessons Learned Conference as appropriate. m. Provides written reports to suppor t Award Fee Evaluations and CPARS. n. Manages Combat System alteration packag e and AIT work and facilitates integration with the NSA. o. Submits work candidates (2K-MAF) for indus trial assistance required for AIT efforts. p. Submits work candidates (2K-MAF) for Attack Weapons Systems Element Assessment CMP task accomplishment and uncovered deficiencies. q. Ensures that lessons learned identified dur ing availability LLCs are applied across the ship class. r. Provides Combat System and Command, Control, Communications, Computers and Intelligence (C4I) test requirements and schedules. s. Coordinates C4I schedules and inst allations, and manages the AIT execution activities. t. Provides Combat Systems and C4I reach back to Participating Acquisition Resource Managers and ISEAs. 41.3.14 SEA 21 Hull Manager (Surface Force Ships only). Primary SEA-21 waterfront Surface Combatant Modernization and Integration Representative for execution, engineering, logistic and programmatic support. Primary interface between PT and program office funded activities for all program alterations.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-29 a. Accountable: (1) Coordinates with ISEA and Partic ipating Acquisition Resource Manager to identify, document and resolve issues of possible concern to the program office as they relate to Navy Modernization Process alteration development or installation. (2) Delivers material (LLTM and Kitted Materials) to Executing Activity. b. Responsibilities: (1) Participates in CSMP, D FS and BAWP mid-cycle review. (2) Ensures work supports availability completion. (3) Ensures consolidated software delivery and ILS support. (4) Attends IPTD, Docking, Arrival, Undocking, Departure and 25%, 50% and 75% review events or conferences. (5) Participates in work certification. (6) Participates in work specification review. (7) Performs risk assessments and verifies deliverables to contractor (O, I, D work items and AIT Schedule Requirements). 41.3.15 SURFMEPP Waterfront Engineer (Surface Force Ships only) a. Accountable (1) Integral member of the Project Teams, assists in the CNO availability Planning, Execution and Closeout Phases. (2) Located at the waterfront to ensure the accomplishment of mandatory technical requirements. b. Responsibilities (1) Communicates the technical requirement s identified in the Class Maintenance Plan (CMP). (2) Project Team’s advocate for reso lution of CMP issues or concerns. (3) Maintain relationships and communi cations with the RMC, TYCOM, Fleet and numbered Fleet Commander’s staff. 41.3.16 Government Availability Planning Manager (GAPM). (Surface Force Ships only) a. Accountable: (1) Coordinates with PM, Planning Floor, Contracts, Engineering, and Quality Assurance Departments to oversee, monitor and develop executable depot level Work Packages. (2) Monitors performance of the Planning Floor. b. Responsibilities:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-30 (1) Provides coordination and oversight of planning, estimating, and work specification development. (2) Ensures depot level Work Package development adheres to current business rules; maintenance, modernization and contracting strategies; incorporates lessons learned; and meets planning milestones to support on-time contract solicitation. (3) Monitors and coordinates advance planning of maintenance and modernization activities to ensure availability planning milestones are met. (4) Reviews authorized Work Notifications and advises the Maintenance Team of deficiencies. (5) Coordinates the development of grouping strategy for authorized work. (6) Coordinates ship checks per Volume II, Part I, Chapter 2 of this manual. (7) Reviews Work Specifications to ensure completeness and conformance with authorized work. (8) Reviews Work Specifications and depot level Work Package development processes to ensure compliance with regulations, directives, instructions, and policies. (9) Ensures Work Specifications are developed using NAVSEA Standard Items and Master Specification Catalog templates per Volume II, Part II, Chapter 2 of this manual. (10) Continuous liaison with customers, Project Team, and Ship's Force Representatives. (11) Coordinates with PM to submit depot level Work Packages to the procurement activity for solicitation. (12) Monitors and supports contract award. (13) Participates in advance planning meetings to include but not limited to: C+21, Life Cycle Planning Conference, mid-cycle reviews, IPTD events and scoping conferences. (14) Reviews and provides recommendations concerning availability planning milestones. (15) Monitors availability planning milestones and verifies documentation within NMD. (16) Monitors, assigns and reviews adjudication of Planning Contractor Furnished Report (CFR). (17) Monitors technical adjudication and incorporation of Engineering Service Requests. (18) Monitors the identification and ordering of GFM (LLTM, Push, Kitted) for maintenance and modernization.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-31 (19) Assists in availability risk assessment. (20) Assists with the planning of new work. (21) Incorporates Lessons Learned with feedback to the Planning Floors and Maintenance Teams related to depot level Work Specifications and planning processes. (22) Assists Contracting O fficer’s Representative by serving as a Technical Point of Contact (TPOC). 41.4 PLANNING PROCESS SUPPORT (Augmentation outside of maintenance availabilities). Supplements both the Maintenance and PTs in the planning and execution of engineered maintenance (CMP, Planned Maintenance System), modernization (Letter of Authorization) and corrective maintenance (CSMP) from advanced planning through close out. Consists of the following members and others as needed: a. TYCOM representatives. b. Program Executive Officer representatives. c. CNRMC representatives. d. Systems Command representatives. e. SUPSHIP representatives. f. Planning Yard representatives. g. Carrier Planning Ac tivity representatives. h. Submarine Maintenance Engineering, Pl anning and Procurement representatives (SUBMEPP). i. SURFMEPP representatives. j. RMC Technical and Logistical SMEs. k. RMC Class Team Leaders. 41.5 PLANNING BOARD FOR MAINTENANCE. A regularly scheduled meeting between the ship’s Maintenance Team members and stakeholders (e.g., TYCOM, Immediate Superior In Command, planning activity, Ship’s Program Manager, etc.) to discuss ship-wide maintenance issues. This forum provides a routine and regularly scheduled management review of current planned off-ship and organizational maintenance, CSMP and AWP quality and accuracy, future maintenance and modernization planning, work prioritization, work integration and fiscal concerns. The objective is to ensure clarity of intent for both the ship’s efforts and the shore infrastructure with respect to total ship maintenance, operational schedules and other concerns affecting ship material readiness. While the frequency of Planning Board for Maintenance meetings may vary due to a ship’s schedule, a minimum of one meeting per quarter is expected. The Planning Board for Maintenance is the forum for discussing all maintenance issues, including metrics that are currently used to measure the maintenance effectiveness of the ship and the performance of the ship’s assigned Maintenance Team. Each maintenance team will incorporate the following business rules.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-32 a. Ashore Ship’s Maintenance Manager will be responsible for all Planning Board for Maintenance decisions. b. The frequency of the Planning Board for Maintenance meetings may vary due to a ship’s schedule; a minimum of one meeting per quarter is expected. c. The meeting will be chaired by the Commanding Officer. d. The core Maintenance Team must particip ate in the Planning Board for Maintenance. Other attendees may participate as required. e. The Ashore Ship Maintenance Manager will prepare the agenda and provide it to the Commanding Officer and core team members 48 hours in advance. f. The agenda provides a list of topic areas to be reviewed during the Planning Board for Maintenance. It does not require an exhaustive examination of each topic during the meeting. Rather the meeting can be used to report the results of detailed reviews, updates, problem investigations and analyses conducted by assigned teams outside of the Planning Board for Maintenance meeting. 41.6 WORKFORCE DEVELOPMENT PROGRAM (RMC ONLY). a. The Work Force Development (WFD) Program is designed as a vehicle for professionalizing the Surface Force Ship workforce. That objective is accomplished through a formal training and certification process that is robust, standardized and repeatable at each RMC. The intent is to support the professional growth of RMC maintenance community personnel and promote career progression opportunities that enhance the long-term prospects for individual work force members, while maximizing overall effectiveness of the maintenance community as a whole. The net result of the WFD Program is a capability that maintenance and modernization work performed at one RMC is both repeatable and standardized with identical maintenance and modernization work performed at any other RMC. b. CNRMC serves as the WFD Program sponsor. CNRMC also serves as the Curriculum Control Authority for all WFD training courses and curricula. Each WFD course is delivered via a training team and WFD training covers the vital skills necessary to execute quality Surface Force Ship maintenance and modernization work. c. The WFD Program is a requirement for th e Surface Force ship contracted maintenance management workforce (except at SRF-JRMC). d. All WFD Program courses include co mprehensive classroom training, position- specific case studies and practical exercises, and a detailed Job Qualification Requirement (JQR). While JQRs for a given position may be accomplished outside of the associated formal WFD course (i.e., either before or after completing the course), final certification of each course graduate is not granted by CNRMC until each JQR task is completed. 41.7 INTEGRATED PROJECT TEAM DEVELOPMENT (Surface Force Ships only). 41.7.1 Project Team. IPTD provides Project Teams (PT) with a foundation for the successful execution of a CNO Availability. IPTD events improve the functional performance of the Availability PT by ensuring roles and responsibilities of each PT member are known and

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-33 understood, enhancing communication skills, team building (promoting relationships) between involved organizations, and developing executable project plans. IPTD is a forum for building relationships among the Surface Team One community. Each event builds a positive team dynamic by creating an environment for approaching and resolving challenges as a team and ultimately improving the availability execution process. Additionally, the events provide a venue for identifying and mitigating availability risks, as well as establishing and tracking progress to availability execution planning milestones. a. The IPTD curriculum focuses on development and integration of the PT; development of availability expectations and success criteria; advance planning; development, reviewing, refining, validating and communicating key strategies; aligning all members of the integrated PT; process improvement; availability execution processes; and knowledge sharing. IPTD events develop Availability expectations, success criteria, build and validate strategies, and align members of the integrated PT. Events raise awareness of the Maintenance and Modernization End-to-End policies and processes. b. Each IPTD event is tailored to meet the sp ecific needs of the PT and is instrumental in transitioning the independent focus of the maintenance team into the integrated focus of the PT. IPTD personnel facilitate discussions on milestones to increase the probability of successful availabilities while clearly identifying those persons/entities responsible for deliverables throughout each phase of the availability. 41.7.2 Program Events. The IPTD program is notionally conducted in six events prior to the availability start date and one post-availability. FDNF ships will utilize a modified schedule based on their unique milestones. IPTD events are: a. Initial Event. Transiti on ownership and responsibility for the final development of the AWP from the Advanced Planning Phase (SEA 21 - Surface Maintenance Engineering Planning Program (SURFMEPP) responsibility), to the Planning Phase (CNRMC - NSA or RMC responsibility). Review planning milestones and draft execution key events and milestones. Review, update and identify risks. b. Pre-Lock Event. Focus on finalizing work package development prior to 100% D- Level lock. Review modernization plan, TYCOM work package, and planning status. Develop draft Planning Event Readiness List. Review, update, and identify risks. c. WPIC Event. The primary purpose of th is event is to conduct the WPIC. Review approved modernization plan, TYCOM work package, and planning status. Review, update and finalize Planning Event Readiness List. Review, update, and identify risks. d. Supplemental Event. At the discretion of the RMC project manager, supplemental event(s) can be scheduled as the need arises. e. Post Award Event. This event integrat es the LMA. Review critical path work, controlling work, tank sequencing or stability, 20% open and inspect plan, and execution risks. Identify, discuss, and document lessons learned and best practices. Develop plan for conducting RTS/WPER event and follow-on Schedule Model Review.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41-34 f. RTS/WPER Event. The primary purpose of this event is to conduct the WPER. Review LMA integrated production schedule, modernization, I-Level work, and Ships force work list. Discuss first 100-hour plan and execution risks. g. Completion Event. The primary purpose of this event is to conduct a detailed review to include the LMA of the work package executed during the CNO Availability, and identify Lessons Learned that can be utilized for revising work items and class standard work templates for future maintenance availabilities. A Lessons Learned message from the ship must be sent within 30 days after the Completion Event. A sample message is provided in Appendix A of this chapter. Additionally, this event will serve as the transition (CNRMC - NSA or RMC) back to Advanced Planning (SEA 21 - SURFMEPP) to commence the next cycle in the Fleet Response Plan.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41A-1 APPENDIX A APPENDIX A SAMPLE SUPERVISING AUTHORITY REPORT OF A V AILABILITY LESSONS LEARNED

ZNR UUUUU P XXXXXXZ MMM YY FM USS SHIP TO APPLICABLE TYCOM INFO COMUSFLTFORCOM NORFOLK VA COMNAVSEASYSCOM WASHINGTON DC ISIC APPLICABLE RMC ALL OTHER APPLICABLE ADDRESSEES BT UNCLAS MSGID/GENADMIN/USS SHIP/-/MMM// SUBJ/FY XX AVAILABILITY TYPE LESSONS LEARNED// REF/A/MSGID: INST/COMUSFLTFORCOM 4790.3/-/YMD: YYYYMMDD// POC/USS SHIP/POC NAME/RANK/TITLE/POC EMAIL// RMKS/1. THE FOLLOWING IS A COLLECTION OF LESSONS LEARNED AND BEST PRACTICES DURING USS (Name of ship)’S CNO AVAILABILITY CONDUCTED AT (Name of Lead Maintenance Activity) IN (Location) from (Dates). 2. PLANNING LESSONS LEARNED A. LESSON LEARNED: (Provide general description of the lesson learned) A.1. OBSERVATION: (Provide description of the principal causal factors) A.2. DISCUSSION: (Provide description of the impact, and any short term corrective actions taken by the ship to mitigate the impact) A.3. RECOMMENDATION: (Provide description of the recommended long term corrective actions) 3. EXECUTION LESSONS LEARNED A. LESSON LEARNED: (Provide general description of the lesson learned) A.1. OBSERVATION: (Provide description of the principal causal factors) A.2. DISCUSSION: (Provide description of the impact, and any short term corrective actions taken by the ship to mitigate the impact) A.3. RECOMMENDATION: (Provide description of the recommended long term corrective actions) 4. AVAILABILTY CLOSEOUT LESSONS LEARNED A. LESSON LEARNED: (Provide general description of the lesson learned) A.1. OBSERVATION: (Provide description of the principal causal factors) A.2. DISCUSSION: (Provide description of the impact, and any short term corrective actions taken by the ship to mitigate the impact) A.3. RECOMMENDATION: (Provide description of the recommended long term corrective actions) 5. COMMANDING OFFICER’S COMMENTS: (Provide closing comments).// BT

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41A-2 APPENDIX A

Note: The following are areas/topics to consider when addressing lessons learned: GENERAL TOPICS: 1. WAFS AND TAGOUTS, REPAIR ACTIVITY SIGNATURES 2. GFM ISSUES 3. CONTRACTUAL LEVERS 4. QUALITY OF WORK 5. INTEGRATED PROJECT SCHEDULE 6. DAILY/WEEKLY PRODUCTION SCHEDULES AND PRIORIZATION OF WORK WITHIN THE PROJECT 7. SCHEDULE DELAYS 8. RCC CYCLE TIMES 9. PRIORITY OF WORK ACROSS LOCATION PORT 10. SCAFFOLDING 11. MAST PRESERVATION 12. FIRE PREVENTION AND RESPONSE 13. MAINTENANCE REDLINE MANAGEMENT AND MITIGATION 14. IP SERVICES AND WEB-BASED APPLICATIONS 15. MOORING 16. CRANES AND BARGES 17. CALIBRATION LAB 18. I-LEVEL JOB COORDINATION AND COMPLETION 19. RCC PROCESS

ENGINEERING: 1. MAIN ENGINE ROOMS 2. SEA VALVES 3. BIRMIS 4. GAS TURBINES AND DIESEL ENGINES/GENERATORS 5. INTAKE/UPTAKE 6. TANK CLOSE OUTS

AVIATION: 1. NON-SKID TENT 2. NON-SKID SUB-CONTRACTOR 3. JP-5

SUPPLY 1. HAZMAT 2. REEFER TRUCKS 3. MESSING / BARGE MESSING 4. HABITABILITY 5. BERTHING SUPPLIES

MEDICAL/DENTAL (if applicable)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-41A-3 APPENDIX A AIMD (if applicable)

SECURITY 1. PARKING PASSES 2. AT DRILLS 3. AT POSTURE 4. PORTABLE SECURITY BARRIER OPENINGS 5. ACCESS CONTROL LIST MANAGEMENT

WEAPONS 1. MAGAZINES 2. ORDINANCE HANDLING EQUIPMENT

3M 1. IEM AND RESTORATION

SAFETY 1. DAILY SAFETY WALKS AND DISCREPANCY TRACKER

TIGER TEAMS 1. BROKERED JOBS 2. OVERALL LEAD 3. MATERIALS AND TOOLS 4. DECKING MATERIALS 5. SPACE PREPPING BT

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-1 VOLUME VI CHAPTER 42 MATERIAL READINESS ASSESSMENT REFERENCES. (a) NAVSEA S9081-AB-GIB-010 - Reliab ility Centered Maintenance Handbook (b) CSL/CSPINST 9010.5 - Total Ship Readiness Assessment (TSRA) (c) CNRMCINST 4790.2 - Submarine Regiona l Maintenance Center (RMC) Fleet Technical Support (FTS) Roles and Responsibilities (d) OPNAVINST 4700.7 - Maintenance Policy for U.S. Naval Ships (e) COMNAVSURFPACINST 4700.1A/COMNAVSURFLANTINST 4700.1/CNRMCINST 4700.7 - Total Ship Readiness Assessment (TSRA) LISTING OF APPENDICES. A Assessment Process B Prerequisites and Test Re quirements Message (Example) C Readiness to Commence Message (Example) D Completion Quicklook Message (Example) E Job Originator Identification Table 42.1 PURPOSE. To maintain units in a material condition that supports the required degree of operational readiness and the ability to accomplish assigned missions using a process designed to assess the right things at the right time with the right people using the right standards at the right cost. This process applies to all activities (e.g., Type Commanders (TYCOM), Regional Maintenance Centers (RMC), shipyards, System Commands, etc.) executing periodic material assessments (scheduled event) and focused system assessments (not a scheduled event) of key systems, equipment and programs that follow an established framework and methodology. When evaluating material condition, either partially or in its entirety, the material assessment Common Assessment Procedures or approved technical documentation, must be used and the results properly documented per this chapter via Automated Work Notifications (2-Kilo) to include material assessment tasks, (e.g., Condition-Directed Maintenance Tasks from the Class Maintenance Plan) and any discrepancies. The desired outcome of the assessment process is identification and documentation of required work to maintain adequate material condition. Appendix A provides an outline of the Assessment Process. In addition, this process applies and must be followed for the material evaluation piece of inspections, certifications, and visits (e.g., Board of Inspection and Survey (INSURV), Afloat Training Group, Safety Center, etc.) as defined here: a. Assessment: A material assessment is part of the ship’s Reliability Centered Maintenance (RCM) plan conducted by Unit personnel or by an external agent (e.g., Command, Control, Communications, Computers and Combat Systems Readiness Assessment (C5RA) and Total Ship Readiness Assessment (TSRA)). Depending on the context, material assessments may be individual “tasks” or “events” that group together numerous individual material assessment tasks for accomplishment during a

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-2 period of time in the ship’s operational schedule. Discrepancy documentation will be per this chapter. b. Certification: A certification is regulato ry and is required at some periodicity to authorize operation of equipment or systems (e.g., Flight Deck Certification, Aircraft Launch and Recovery, Magazine Certification). Often, continued certification requires that some material assessments be accomplished or have been accomplished prior to certification. Results of a certification and their distribution will be following the associated certification’s instruction. c. Inspection: An inspection is an eval uation conducted by an internal or external activity with regards to the performance of equipment, systems, programs or functions to a recognized standard (e.g., Diesel, Boiler, INSURV, 3-M). Depending on the evaluation plan, this may involve judging the material condition of equipment or systems. Results of an inspection and their distribution will be following the associated inspection’s instruction. Generally, results of the inspection will be provided to the unit’s superior or higher authority. d. Visit: A visit is the response to a re quest to provide technical assistance (e.g., NAVSAFECEN Visit). The technical assistance visit may or may not involve performing a material assessment. Required reports and their distribution from visits will be following the technical representative’s organization’s standard operating procedures. e. Reliability Centered Maintenance: A methodology to develop or revise a maintenance approach with the objective of maintaining the inherent reliability of the system or equipment, recognizing that changes in inherent reliability may be achieved only through design changes. f. Common Assessment Procedures: Comm on assessment procedures are assessments that, to the maximum extent possible, are common across platforms and serve all users for assessments, inspections and certifications. Common assessment procedures are RCM applicable and effective maintenance procedures that can be properly and consistently executed. They deliver accurate assessment and measurement of, determine and document discrepancies to, and specify repairs required to restore satisfactory material condition. Common assessment procedures satisfy the needs of work definition, inspections and certifications in a common document used both across ship classes and by all activities. The two types of commonality invoked are common across functional use and common across platforms with similar systems and equipment. 42.2 APPLICABILITY. This policy applies to all material condition assessments conducted on surface force ships, submarines, aircraft carriers, service craft and afloat or ashore activities under the cognizance of United States Fleet Forces Command and Commander, Pacific Fleet (e.g., Pre-Availability Testing, Point of Entry Testing, Common Assessment Procedures, TSRA, C5RA, Boiler Inspection, Diesel Inspection, etc.). This policy does not apply to the following special categories: a. Reactor and Primary support syst ems under Naval Sea Systems Command 08 cognizance.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-3 b. Fleet Ballistic Missile systems under th e cognizance of Director, Strategic Systems Program. c. Naval aircraft and avionics equipment. d. Post repair testing (e.g., hydrostatic test, Non-Destructive Testing, etc.). e. Operational examinations (e.g., Tacti cal Readiness Examination, Pre-Overseas Movement certification, etc.). 42.3 OBJECTIVES. The principal objectives are: a. Identify and document system or equipment deficiencies. b. Improve unit’s material readiness at the equipment or systems level. c. Identify and define work for upcoming maintenance availabilities. d. Standardize how the fleet c onducts material assessments. (1) Certifications, inspections and visits tasks must use common assessment procedure standards and criteria in judging material condition. (2) Assessments use standardized detailed procedures to determine material condition. e. Identify material assessment training de ficiencies and document any deficiencies using a Work Notification (2-Kilo). Conduct over-the-shoulder training for unit personnel. f. Identify deficiencies with the Cl ass Maintenance Plan (CMP) and document deficiencies using a Work Notification (2-Kilo). g. Identify deficiencies with configurati on or configuration data using Maintenance Figure Of Merit (MFOM) or Mission Readiness Assessment System. 42.4 PRINCIPLES. The critical success factors for a single integrated, effective material assessment process are: a. Assessment procedures produced using a common assessment procedure development process based on RCM principles as discussed in reference (a). b. Assessment procedures standardized to th e maximum extent possible and identified in the CMP. c. A standardized assessment tool set used to plan, execute and report assessments. d. Assessment results recorded in a common shared data warehouse. e. Accomplished using a comm on material assessment process, as defined in paragraph 42.5.2 of this chapter. f. Assessment process has an effective me thod of feedback for periodic reviews and analysis for improvements. 42.5 MATERIAL ASSESSMENT PROCESS. 42.5.1 Discussion. The primary focus of the material assessment process is to coordinate and integrate the various Navy material assessment processes into a single, integrated, effective process designed to evaluate, measure and report individual unit’s material condition. This

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-4 information will be used to improve fleet readiness, ship design, maintenance and modernization identification, as well as the self-assessment capabilities of fleet units. Activities performing assessments are encouraged to communicate with each other to avoid duplicate work. Additionally, the assessment process will provide data to help determine a unit’s ability to reach its expected hull life, measure the effectiveness of the CMP and identify potential crew training deficiencies. (Submarines only) References (b) and (c) are applicable to all performing submarine material and maintainability readiness assessments. 42.5.2 Material Assessments. Units will undergo assessments per the CMP and as scheduled by the TYCOM. Systems and equipment are selected for assessment based upon: a. The CMPs. b. Ship Class trends. c. Unit requests. d. Review of the Current Ship's Maintenance Project (CSMP). e. Maintenance Team inputs. f. Integrated Condition Assessment Systems (ICAS) g. Integrated Performance Assessment Reports h. Corrosion Control Information Management Systems i. Master Assessment Index 42.5.2.1 Submarine TSRA Material Assessments. Reference (b) is applicable to TYCOM managed activities with responsibility to perform submarine material and maintainability readiness assessments. Reference (c) is applicable to Commander, Navy RMC managed activities with responsibility to perform submarine material and maintainability readiness assessments. 42.5.2.2 Surface Force TSRA Material Assessments. TSRA visits are nominally two weeks in duration. However, at the discretion of the TYCOM, TSRA events may be scheduled for more or less than two weeks in order to avoid conflicting with operational schedules. When the TSRA event is scheduled for less than two weeks, the focus of the TSRA will be identification and documentation of systems deficiencies. 42.5.3 Assessment Authorizing. The Platform Program Manager develops the CMP requirements as outlined in reference (d), and provides the requirements to the Platform TYCOM, who develop the assessment work packages and initiate assessments via “go assess work notifications” (GA2-K). Many factors determine what items will be selected for assessment, including the level of risk, funding constraints, ship’s availability and ongoing maintenance and modernization. RMCs are tasked by Commander, Naval Sea Systems Command to support surface ships under the cognizance of Commander, Naval Surface Force Atlantic and Commander, Naval Surface Force Pacific to plan and execute TSRAs. a. The CMP contains two types of assessm ent notifications that may influence the agenda: (1) Scheduled assessments.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-5 (2) Unscheduled “As needed” or “pulled assessments” (“Go Assess” maintenance notification). The Go Assess maintenance notification (GA2-K) identifies the equipment and the associated assessment procedure which must be used. b. Individual material assessments (not more than five assessment procedures) may be scheduled outside of a scheduled assessment event or availability if they can be planned and coordinated on a not to interfere basis with the unit’s combined schedule (operational and maintenance). A larger number of assessments or assessment events require additional planning, integrated scheduling and project management (e.g., C5RA, TSRA, Carrier Material Assessment Team, etc.). In this case, a maintenance availability should be used or added to the ship’s schedule. These assessment notifications are screened and brokered to the appropriate executing activity. c. All material assessments are scheduled per the CMP and should not be repeated or duplicated by multiple activities. Assessment results must be shared and used by multiple activities. d. Surface Force TSRAs will include compre hensive assessments of ship’s Hull, Mechanical and Electrical, combat systems, Command, Control, Communications, Computers and Intelligence systems, support equipment and logistics condition per reference (e). TSRAs are tailored material assessment packages scheduled to occur at specific times during a ship’s schedule to improve maintenance availability planning, CSMP management, equipment repair, Ship’s Force technician proficiency and operational availability. The Master Assessment Index process is used by Surface TYCOM as a risk prioritization model to assist in the development of the TSRA agenda. 42.5.4 Assessment Planning. For scheduled material assessments or events, the Executing Activity identifies a Team Leader and develops the execution plan. The plan contains all of the necessary information required to complete the assigned tasks and should be integrated with the unit’s schedule. Conduct assessments using the applicable pieces of the standard assessment tool set. To facilitate planning and scheduling and avoid redundancy, assessments may be consolidated into a material inspection. Deficiencies identified during other major ship inspections and assessments such as C5RAs must be incorporated into the final INSURV inspection report if the assessment was conducted within 60 days of the scheduled material inspection or as negotiated between INSURV and the TYCOM. Although deficiencies generated during the assessment will become part of the final INSURV report, these deficiencies will be annotated as “corrected”, where applicable. The TYCOM will document this linked event by message request to INSURV, cognizant RMCs and the affected unit nominally four months prior to the scheduled material inspection. INSURV will evaluate the request and determine the scope and applicability of the linkage. 42.5.5 Assessment Execution. a. Work with the unit’s personnel to assess, analyze and document the material condition following standard procedures. Maintain good communications with all levels of unit personnel. Train unit personnel in assessment procedures and techniques. b. The assessment includes validation of e quipment configuration, evaluation of the maintenance periodicity and effectiveness, evaluation of the assessment periodicity.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-6 c. Documentation of assessment results by the equipment Subject Matter Expert (SME) will include all required data. A maintenance ready work notification (2-Kilo) that is sufficiently defined, contains correct and complete information, provides an accurate diagnosis, and provides an applicable, effective and feasible recommended resolution. A properly validated maintenance ready work notification (2-Kilo) should allow the planning and executing activities the ability to understand the requirement and not to expend additional manpower or time obtaining needed information for any deferred maintenance, and completion of the assessment maintenance notification. All Unclassified Non-Nuclear Naval Propulsion Information or Naval Nuclear Propulsion Information assessment results and data will be handled following current regulations and standing guidance from NAVSEA 08. d. During Surface Force TYCOM TSRA asse ssments, repairs will be accomplished based on priority, availability of parts, Ship’s Force support, SME availability or time remaining in the TSRA. e. Conduct assessments using the Automated Work Notification software contained in Afloat Toolbox for Maintenance. This software is located in the MFOM Suite. All collected data is stored in the MFOM data warehouse. f. Certifications, inspections and visits must document material deficiencies on an Automated Work Notification (2-Kilo) that at a minimum identifies the configuration item and adequately describes the symptoms or conditions that are below standards. For example, the 2-Kilo may identify that a specific component does not function properly and requests assistance to troubleshoot or diagnose system discrepancy. If the deficiency is clearly understood, the assessor is required to record what they know or understand the deficiency to be. 42.5.6 Assessment Reporting. a. The Executing Activity conducting the asse ssment should analyze assessment results and notify the Commanding Officer or his designated representative of any findings that could result in a Casualty Report, underway limiting or Repair Before Operate condition. The System Command (NAVSEA 05, NAVWAR 05 or NAVAIR) must identify material improvement recommendations for new construction, future alterations or further analysis by the technical community. b. For Surface Force Ships, RMC must se nd a Prerequisite and Test Requirements message per reference (e) at least five weeks prior to the start of the event. c. For Surface Force Ships, the ship must send a Readiness to Commence message per reference (e) no later than five days prior to the scheduled event. d. Report assessment results using the standard assessment tool set: (1) To include whether an assigned asse ssment procedure was completed, partially completed or not accomplished. (2) To produce a maintenance ready work notifications (2-Kilo) for each discrepancy identified during the assessment. Determine with unit personnel their repair capability or capacity when recommending level of effort, (i.e., Organizational, Intermediate or Depot repair).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-7 e. To identify Integrated Logistic Support deficiencies and pass to TYCOM or Global Navy Distant Support to research and resolve, reporting any configuration discrepancies. f. To provide any procedure discrepanc ies, validation and periodicity feedback. g. To document man-hours and costs. h. For Surface Force Ships, RMC must send a TSRA Completion message per reference (e) no later than five business days after TSRA completion. 42.5.7 Standard Assessment Tool Kit. The standard assessment tool kit consists of: a. The catalog of approved assessments outlined in the ship’s CMP. The procedure should be written in a format appropriate to the activity and experience of the personnel assessing (i.e., Maintenance Requirement Card for Unit personnel, Task Group Instruction for Naval shipyards, standard item for private shipyards, etc.). b. If an equipment or system assessment does not exist, one must be developed following the assessment technical guide and identified in the CMP. c. All assessments must be planned, ex ecuted and reported using the Fleet approved assessment computer application(s) and the results recorded in the Fleet designated data warehouse. 42.5.8 Assessment Personnel. a. When assessments are conducted by the uni t’s personnel, they should be from a rating associated with the equipment being assessed (operationally knowledgeable) and should be experienced in conducting assessments. b. Outside activity personnel should be t echnically knowledgeable in the area they will be assessing and considered SMEs. Additionally, they should be trained on the assessment process, how to document the material condition of the equipment or system and basic RCM principles as discussed in reference (a). 42.6 RESPONSIBILITIES. 42.6.1 Fleet Commander. Fleet Commander must: a. Maintain a common material assessme nt process and policy. Conduct periodic reviews of processes and procedures as recommended by TYCOMs and technical warrant holders. b. Be the Fleet’s advocate and single point of c ontact for all material assessment issues to include: (1) Policy. (2) Training, assessment criteria. (3) Procedures. c. Provide and support a standard material assessment tool set.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-8 d. Review the personnel and monetary resour ces required for the operation, improvement and support of the material assessment process and provide for these requirements in the budget effort. e. Establish minimum standards of continuous program improvements for the TYCOMs. 42.6.2 Type Commander. TYCOMs or Immediate Superior In Command must: a. Schedule and authorize material assessments. b. Define the scope of material assessment. c. Provide funding for execution and s upport when not part of the mission funded executing activities Capabilities Plan. d. Conduct periodic reviews of the material assessment process. e. Establish standards of effectiveness to ensure continuous program improvement. f. Evaluate units ability to self-assess and report training deficiencies to the appropriate activity. 42.6.3 Material Assessment Executing Activity. The Material Assessment Executing Activity must: a. For RMC managed assessments, the RMC will send a Prerequisites and Test Requirements Message as directed by the TYCOM. Appendix B provides a sample message template. When requesting SMEs from another RMC for Assessment Events (TSRA, C5RA), the requesting RMC will fund travel and per diem expenses for government and military SMEs. For Surface Force Ships, use reference (e) sample message template and supplemental guidance for all TSRA events. b. Conduct unit pre-visit brief in order to affect maximum support for the visit. c. Assist the Assessment Team w ith access to the base and unit. d. Review documented system deficiencies. Determine system material condition using established test procedures and unit’s input. Unit personnel must be included in this process as a training effort. e. Task the Team Leader to provide da ily progress reviews to unit assessment event coordinator. f. Determine, in concert with Unit personnel, the correct maintenance level (Operational, Intermediate, Depot) to correct deficiencies. g. Document man-hours expended and assessment results using the standard assessment tool set and record the results of the “Go Assess” maintenance notification (GA2-K). h. Document assessment deficiencies via ma intenance notification. Document follow-on repair or technical assist 2-Kilos by always starting the Block 35 narrative with the words “Per Job Control Number (JCN)”, where ‘(JCN)’ is the Assessment JCN that generated the repair or technical assist 2-Kilo followed by the characters “XX” (e.g., “Per YYYYYEM01ZA56XX”, where “YYYYY” is the ship’s Unit Identification Code and “XX” signifies a break between the JCN and the beginning of the 2-Kilo’s

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-9 text description). This methodology allows maintenance personnel to connect each follow-on repair or technical assist 2-Kilo to its initiating assessment. i. Establish configuration ba seline (sight validation) of selected systems to upgrade logistics support documentation. Initiate configuration changes for direct input into the ship's maintenance management system. j. Assist unit personnel in repair and gr oom, as required, and as dictated by time or resource constraints and operational necessity. k. Assist unit personnel in identifying mate rial requirements to effect repairs. l. Provide an out brief to the unit’s Commanding Officer (or his representative), describing significant findings. Additionally, ensure all maintenance work notifications are loaded into the unit’s CSMP and shore files complete and intact. m. For Surface Force Ships, RMC must se nd a TSRA Completion message per reference (e) no later than five business days after TSRA completion. n. Support assessments as requested by the TYCOM. o. Initiate change recommendations for program improvement. p. Ensure all assigned personnel are ex perienced, knowledgeable and qualified as required. 42.6.4 Commanding Officer. Commanding Officers, as directed by the TYCOM, for scheduled assessments should: a. Prepare for assessments events following this instruction. b. Designate a senior management repr esentative as the unit’s assessment event coordinator. c. Send, as directed by the TYCOM, a R eadiness to Commence assessment message no later than five working days prior to the scheduled start of the assessment event. Appendix C provides a sample message template. Reference (e) provides a sample message template for all TSRA events. Include contact information for the ship’s coordinator and key unit personnel. d. Provide support for assessment team (e .g., ICAS data, access to specific spaces, electrical power and cooling water requirements, man aloft equipment tag-out and Radio Frequency radiation requirements, a secure space, Shipboard Nontactical Automated Data Processing Program or Legacy Organizational Maintenance Management System – Next Generation reports.) e. Prepare systems or equipment, tag outs, Work Authorization Form, request support services and generate Quality Assurance packages as required. f. Ensure there are no confli cting evolutions, training, drills, field days, major system overhauls or other events that would detract from the timely and efficient completion of the assessment event that have been planned or scheduled. g. Reschedule the preventive maintenance re quirements that will be accomplished during the assessment event to eliminate redundant accomplishment if the assessment is

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42-10 scheduled to occur so that no greater than one-half (1/2) of the scheduled periodicity is exceeded. h. Host assessment event briefings. i. Ensure the 3-M Coordinator, Functiona l Area Supervisors and the Supply Officer (or representative) are available as needed during the Assessment. j. Ensure divisional personnel are assigned to work closely with the Assessment Team SMEs during testing and repair to maximize On the Job Training and awareness of identified equipment problems. k. Remove key maintenance personnel from the watch bill during normal working hours in order to improve efficiency of the assessment event. l. Correct material discrepancies as time permits. m. Send, as directed by the TYCOM, a Quicklook completion message within five working days following the completion of the assessment event. Appendix D provides a sample message template. Additionally, include in the Quicklook report feedback and recommendations to the TYCOM to support continuous improvement of the assessment event process. NOTE: INDIVIDUAL MAINTENANCE ASSE SSMENTS (NOT MORE THAN FIVE ASSESSMENT PROCEDURES) MAY BE SCHEDULED OUTSIDE OF A SCHEDULED ASSESSMENT EVENT OR AVAILABILITY. HOWEVER, THEY STILL NEED TO BE COORDINATED WITH THE SHIP’S SCHEDULE AND SHOULD NOT INTERFERE WITH OPERATIONAL REQUIREMENTS.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42A-1 APPENDIX A APPENDIX A ASSESSMENT PROCESS 1. Assessment Background, Scope, and Or ganizational Responsibilities. a. The Fleet Material Assessment Process provides comprehensive testing of equipment or system(s) to determine their current state of material readiness. The resultant data assists maintenance efforts to attain a high state of overall material readiness. b. This document provides supplemental info rmation to assist in the execution of a material condition assessment. This material assessment process does supersede or supplant other instructions or notices covering material assessment. c. An SME may elect to conduct a material assessment procedure for the purposes of troubleshooting equipment or system(s) as part of a Fleet Technical Assistance. d. Job Sequence Numbers will be assigned per Appendix E. e. Only material assessment procedures curre ntly identified in the CMP must be used. If a material assessment is not in the CMP, the executing activity must process a Departure From Specification through the appropriate TYCOM and technical authority before it can be scheduled and performed. f. A material assessment is part of the ship’s RCM plan conducted by Unit personnel or by an external agent (e.g., C5RA or TSRA). Depending on the context, material assessments may be individual “tasks” or “events” that group together numerous individual material assessment tasks for accomplishment during a period of time in the ship’s operational schedule. 2. Individual Material Assessment. a. Scheduling and Preparing for an Individual Material Assessment. (1) The term “Unit” applies to Ship’s Force and shore personnel being assessed. (2) Due to the simple nature of this t ype of assessment, requests will normally be accomplished through a Go Assess Maintenance Notification (GA2-K). The assessment may be requested by a unit’s TYCOM, unit’s Immediate Superior in Command (ISIC), Maintenance Team or by the unit itself. (3) Once the assessment is scheduled, the SME assigned should ensure there will be proper support for performing the material assessment (e.g., tag-out, equipment operation, initial system conditions, material history, properly calibrated test equipment). (4) If an assessment was scheduled mo re than two weeks in advance, the SME should make a courtesy phone call or send an e-mail message as appropriate to ensure schedule changes have not occurred. b. Conducting the Individual Material Assessment. (1) Each Individual Material Assessment will have an in brief with the Commanding Officer or his designee. The in brief will include an agenda of the assessment, what procedures will be used to assess the equipment or

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42A-2 APPENDIX A system(s) and unit specific safety policies. Daily briefs will occur, as appropriate. (2) Upon the completion of the in brief, the SME(s) will team with the unit’s point of contact to begin the assessment. Benefits of this teaming arrangement include training of personnel and meeting all safety requirements. Training is part of the material assessment and unit personnel should be present during the assessment. (3) In the event the assessment discloses significant equipment or system failure(s) that prevents completion of the assessment, the SME must notify the Commanding Officer or his designee and coordinate repairs if appropriate. c. Completing the Individual Material Assessment. (1) All material discrepancies will be documented on a maintenance notification (2-Kilo) and uploaded to the CSMP. The goal is to provide an uploadable file (bulkload) of all final discrepancies upon completion of the assessment but no later than five working days. (2) The SME must provide the Commanding Officer or his designee with an out brief. If requested by the unit, a formal final report of the assessment will be provided no more than 30 days after the conclusion of the individual assessment. 3. Assessment Availabilities. a. Five or more concurrently schedu led assessments require additional planning, integrated scheduling and project management. b. Preparing the assessment. (1) The size and complexity of an assessme nt availability generally requires that it be scheduled as part of a maintenance availability or an individual event. All material discrepancies will be documented on a maintenance notification (2- Kilo) and uploaded to the CSMP. The goal is to provide an uploadable file (bulkload) of all final discrepancies upon completion of the assessment but no later than five working days. (2) The unit should prepare and releas e the Readiness to Commence message no later than five working days prior to commencement of the assessment, if required by the TYCOM. Appendix C provides a sample format. (3) The person designated to manage the Assessment Availability is referred to as the Team Leader or Assessment Director and his duties are: (a) Prepare and release the Prerequi sites and Test Requirements message four weeks prior to the start of the assessment. Appendix B provides a sample format. (b) Arrange for adequate workspace and computer or network support. (c) Ensure all members of the team are on the unit’s access list.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42A-3 APPENDIX A (d) Work with the unit’s maintenance team to ensure that the maximum benefit may be realized for the scheduled material assessments. (4) Extend an invitation to the material assessment out brief to the appropriate TYCOM or ISIC and maintenance team. c. Conducting the Assessment. (1) The Team Leader or Assessment Director will: (a) Perform the task listed in pa ragraph 2.a.(2) of this appendix. (b) Conduct an in brief to ensure all assessment team members and unit personnel are given the latest guidance for the event. (c) Verify the Standard Assessment tool kit is operational, that the proper configuration data is loaded and that the unit has provided the necessary computer network access (i.e., logins, passwords, accounts, etc.). (d) Distribute appropriate tec hnical documentation to conduct the assessment. (e) Liaison daily or as required with the assessment team members to check on progress with their portion of the assessment. (f) Conduct a daily brief of progress and report significant problem status with the Commanding Officer or designated staff. d. Completing the Assessment. (1) The Team Leader or Assessment Director will: (a) Specify the time for final submission of assessment results. (b) Provide major findings that pose a threat to personnel safety or equipment (e.g., inoperative alarms or safety devices; readings exceeding the limits of the assessment that are deemed unsafe or excessive fuel or oil leaks). (c) Provide minor findings which are defined as any finding not considered to be a major finding and poses no threat to personnel. (d) Findings for material history which do not impact on equipment system operation. (e) Any repairs performed. (f) Any over-the-shoulder traini ng in support of conducting the assessment. (2) The out brief will include: (a) Report major discrepancies. (b) Report the system(s) or equipment for which testing was not attempted, testing not completed and configuration changes were needed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42A-4 APPENDIX A (c) Results of logistics discrepancies. (d) Discrepancies assigned for follow-on technical assistance. (3) Provide the ship with the draft Quicklook message within five working days of the completion of the assessment. A Quicklook message sample outline is provided as Appendix C. (4) All material discrepancies will be documented on a maintenance notification (2-Kilo) and uploaded to the CSMP. The goal is to provide an uploadable file (bulkload) of all final discrepancies upon completion of the assessment but no later than five working days. (5) The Team Leader must provide the Commanding Officer or his designee with an out brief. If requested by the unit, a formal final report of the assessment will be provided no more than 30 days after the conclusion of the individual assessment. (6) When requested, provide special repo rt(s) or brief(s) to the TYCOM, ISIC, maintenance team or designated representative(s) to facilitate repair of specific deficiencies.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42B-1 APPENDIX B APPENDIX B PREREQUISITES AND TEST REQUIREMENTS MESSAGE (EXAMPLE) FM (RMC) TO USS (SHIP/SUB/CARRIER) (ISIC) (ADDITIONAL ADDRESSEES AS APPROPRIATE) INFO (APPROPRIATE TO SHIP/SUB/CARRIER) (ADDITIONAL ADDRESSEES AS APPROPRIATE) (TYCOMS ADDRESSEES AS APPROPRIATE) BT MSGID/GENADMIN/(RMC)// SUBJ/ASSESSMENT TASKING FOR USS (SHIP/SUB/CARRIER)// REF/A/RMG/(ASSESSMENT)/(REFERENCE)// REF/B/DOC/ASSESSMENT GUIDEBOOK/(DATE)// REF/C/DOC/(TEST PLAN PROVIDER IF APPLICABLE)/(DATE)// REF/D/CON/(SCHEDULING AUTHORITY)/(DATE)// NARR/REF A IS (ASSESSMENT REFERENCE). REF B IS ASSESSMENT GUIDEBOOK. REF C IS SHIP'S TEST PACKAGE, IF APPLICABLE, FOR USS (SHIP/SUB/CARRIER). REF D IS (SCHEDULING AUTHORITY).// POC/(LIST INFO AS APPROPRIATE)// RMKS/1. IAW REFS A THRU D, ASSESSMENT WILL BE CONDUCTED ONBOARD USS (SHIP/SUB/CARRIER) STARTDATE-ENDDATE YYYY. 2. ASSESSMENT WILL PROVIDE THE FOLLOWING: A. READINESS ASSESSMENT OF SYSTEMS MATERIAL CONDITION. B. OVER-THE-SHOULDER MAINTENANCE TRAINING FOR SHIPBOARD PERSONNEL AS THEY PERFORM REQUIRED MAINTENANCE/CORRECTIVE ACTION. C. ENTRY OF MAINTENANCE READY 2- KILOS INTO THE CSMP AND A CSMP VALIDATION FOR SYSTEMS ASSESSED. D. (IF APPLICABLE) ASSESSMENT OF SHIP'S ELECTROMAGNETIC COMPATIBILITY POSTURE. E. (IF APPLICABLE) CONFIGURATION REVIEW OF COSAL/SNAP DATABASE AND INVENTORY OF TECHNICAL MANUALS FOR SYSTEMS/EQUIPMENT (ELECTRONICS ORDNANCE) BEING ASSESSED. F. (IF APPLICABLE) A SMALL ARMS READINESS REVIEW (SARR) IS OPTIONAL AND WILL BE CONDUCTED ONLY IF REQUESTED BY THE SHIP. THE SARR WILL HELP SHIP'S FORCE TO IDENTIFY POTENTIAL PROBLEM AREAS AND ENSURE QUALITY SMALL ARMS ARE ONBOARD FOR DEPLOYMENT. 3. BRIEFS AND CLEARANCE DATA: A. PRE-BRIEF WILL BE CONDUCTED TO DISCUSS GUIDELINES, ESTABLISH REQUIRED SUPPORT, DISCUSS ANY TEST PLAN ISSUES AND REVIEW POSSIBLE CONFLICTING EVOLUTIONS. RECOMMEND ATTENDANCE BY CO, XO, DEPT HEADS, PRINCIPAL ASSISTANTS AND 3-M COORDINATOR. B. RECOMMEND KICK-OFF BRIEF BE HELD ON THE FIRST MORNING OF THE EVENT.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42B-2 APPENDIX B C. ASSESSMENT DIRECTOR WILL PROVI DE DAILY PROGRESS UPDATES TO CO OR DESIGNATED REP. D. AN OUTBRIEF WILL BE CONDUCTED AT THE CONCLUSION OF THE EVENT. E. CLEARANCE DATA WILL BE PROVIDED BY SEPCOR. 4. USS (SHIP/SUB/CARRIER): A. (IF APPLICABLE) RMC LOG REP WILL CONTACT SHIP FOR LOG DATA REQUIREMENTS PRIOR TO START OF ASSESSMENT. B. TRAINING IN MAINTENANCE PROC EDURES AND PRACTICAL APPLICATION OF ONBOARD TEST EQUIPMENT AND TOOLS FOR INSTALLED SYSTEMS IS CONDUCTED. (IF APPROPRIATE) FOR MAXIMUM BENEFIT, REQ ALL TECHS, SUPPLY SUPPORT PERSONNEL AND 3-M COORDINATOR BE AVAILABLE FOR DURATION OF EVENT. C. (IF APPLICABLE) TO FACILITA TE CRYPTO VOICE/DATA CKT TESTING, REQ LOAD ALL APPLICABLE CRYPTO PRIOR TO EVENT START. D. (IF APPLICABLE) DUE TO LARGE NUMBER OF PERSONNEL BOARDING EACH DAY, REQ PROCESS BE ESTABLISHED TO EXPEDITE BOARDING ACCESS. E. THIS ASSESSMENT IS NOT AN INSPECTION AND NO PRE-EVENT TESTING IS REQUIRED. CONTINUE NORMAL PMS SCHEDULE. F. IAW REF B, REQ TRANSMIT “READINESS TO COMMENCE” MESSAGE NLT ONE WEEK PRIOR TO START OF THE EVENT. G. (IF APPLICABLE) RMC 2-M FLEET CO ORDINATOR WILL REVIEW SHIP'S 2-M PROGRAM. REQ SHIP'S 2-M COORDINATOR PROVIDE MODULE TEST AND REPAIR TRACKING SYSTEM (MTRTS) DATA FOR THE LAST TWO QTRS. H. REQ ADVISE EARLIEST OF ANY SCHEDULE EVOLUTIONS WHICH COULD IMPACT THE CONDUCT OF THIS EVENT. 5. (ISIC): REQ ADVISE ALCON NAME AND TELEPHONE NUMBER OF STAFF MEMBER DESIGNATED AS ISIC REP. 6. REQ ALL SUPPORT ACTIVITIES ADVISE ALCON NAME/CLNC LEVEL OF REP(S) PROVIDING SUPPORT. (LIST AS APPLICABLE TO THE ASSESSMENT) 7. REQ ALL TEAM MEMBERS REPORT ONBOARD NLT (TIME), DD MMM YY TO MEET WITH THE ASSESSMENT DIRECTOR (AND AS APPROPRIATE) TO OBTAIN TEST PLANS AND CONTROL SHEETS. 8. FOR FURTHER INFO CONTACT (LIST POC E-MAIL ADDRESS). (RMC) STANDS READY TO SUPPORT ALL FLEET UNITS 24/7 THROUGH THE COMMAND DUTY OFFICER: COMM (###) ###-####, DSN ###-####, UNCLASSIFIED E-MAIL (INSERT ADDRESS), CLASSIFIED E-MAIL (INSERT ADDRESS), AND BATTLE-CHAT SERVER (INSERT ADDRESS).// BT NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAIN LANGUAGE ADDRESS DIRECTORY (PLAD) IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42C-1 APPENDIX C APPENDIX C READINESS TO COMMENCE MESSAGE (EXAMPLE) FM USS (XXX) TO (ISIC) INFO (AS APPROPRIATE TO ACTIVITY) BT UNCLAS MSGID/GENADMIN/USS XXX/-/OCT// SUBJ/READINESS TO COMMENCE (ASSESSMENT)// REF/A/DOC/TYCOM/YMD:2003XXXX// AMPN/XXX INSTRUCTION 9093.1J PROVIDED INSTRUCTIONS TO CONDUCT XXX// POC/XXX/LCDR/CMD/LOC:NORFOLK VA/TEL:XXX-XXX-XXXX// RMKS/FOLLOWING IS SUBMITTED IAW REF A: 1. XXX ASSESSMENT SCHEDULED FOR: XXOCTOBERXX THRU XXOCTOBERXX. 2. ASSESSMENT TEST PLAN NEGOTIATED DURING PRE-BRIEF ON XXOCTXX. COMMAND PREPARED TO SUPPORT ASSESSMENT EXCEPT FOR THE FOLLOWING CONFLICTING EVOLUTIONS: XXX INSPECTION XX-XX OCT XX FORCE PROTECTION/DIET DRILLS WITH DUTY SECTIONS-DAILY ALL HANDS TRAINING CONDUCTED WEEKLY. 3. TEST EQUIPMENT: FOLLOWING TEST EQUIPMENT AT CAL OR REPAIR FACILITY. TEST EQUIPMENT SCHEDULED TO BE TURNED IN TO RMC PRODUCTION DEPT FOR CAL DURING WEEK OF XXOCTXX. EDD BASED ON SHOP LOADING: (LIST ALL APPLICABLE EQUIPMENT) 4. PERSONNEL SHORTAGES/CRITICAL NEC RATE NEC NMP ONBRD REMARKS (LIST APPLICABLE BILLETS) 5. THE FOLLOWING SYSTEMS HAVE HAD MAJOR AITS/UPGRADES WITHIN LAST 90 DAYS: SYSTEM TYPE OF WORK DATE COMPLETED (LIST ALL APPLICABLE EQUIPMENT) 6. THE STATUS OF THE FOLLOWING: A. CURRENT ASI TAPES LOADED-823. B. CURRENT CRYPTO LOADED DAILY AT 0001Z. C. CURRENT SOFTWARE TAPES A VAILABLE IN ADP AND CS OFFICE. D. MESSAGES TO SUPPORT RADAR RADIATION, SONAR AND COMMS TRANSMISSIONS ARE IN PROGRESS. WILL COORDINATE WITH ASSESSMENT TEAM TO DETERMINE ACTUAL RADIATION REQUIREMENTS. E. KEYS FOR ORDNANCE ARE AVAILABLE. F. TEST EQUIPMENT (253) AND GA UGES (112) ARE IN CALIBRATION; WEIGHT TESTS AND CERTIFICATIONS ARE UP TO DATE FOR ORDINANCE HANDLING EQUIPMENT, STAR GAUGES, ETC. G. ULM-4 COMPLETED ON 10SEP07. H. TACAN HAS BEEN FAA CERTIFIED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42C-2 APPENDIX C I. OCSOT COMPLETED ON 30SEP07. 7. LIST OF WORK CENTER 1ST/2ND POCS FOR SYSTEMS WILL BE PROVIDED AT 0900 IN-BRIEF ON 22OCT07 ON BOARD IWO JIMA. 8. UNCLAS NETWORK ACCESS AND OUTSIDE PHONE LINE WILL BE PROVIDED IN CSMC. 9. ALL PRE-ASSESSMENT PMS CHECKS HAVE BEEN COMPLETED. 10. USS XXX IS READY TO COMMENCE ASSESSMENT ON XXOCTOBERXX.// BT NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAD IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42D-1 APPENDIX D APPENDIX D COMPLETION QUICKLOOK MESSAGE (EXAMPLE) FM (ASSESSMENT ACTIVITY OR USS) TO (ISIC) INFO (AS APPROPRIATE TO THE ACTIVITY) BT MSGID/GENADMIN/ASSESSMENT ACTIVITY OR USS/-/MAR// SUBJ/QUICKLOOK REPORT FOR USS XXX MATERIAL INSPECTION (MI)// REF/A/MSG/ASSESSMENT ACTIVITY/161402ZXXX04// AMPN/REF A DOCUMENTS// RMKS/1. AN ASSESSMENT WAS CONDUCTED ON USS XXX AT NAS NORTH ISLAND, CA DURING THE PERIOD XX-XX MAR 200X. CERTAIN DEFICIENCIES EXIST WHICH DEAL WITH THE XXX DEPARTMENT. THESE DEFICIENCIES ARE NOTED IN REF A. 2. SENIOR MEMBER COMMENTS: A. THE SHIP WAS CLEAN AND WE LL PREPARED FOR THE INSPECTION. B. THE SHIP REPORTED A HISTOR Y OF XXX(SYSTEM AND DISCREPANCY). C. THE RELIABILITY OF THE XXX SYST EM IS SUSPECT. DURING THE COURSE OF THE INSPECTION, XXX WERE INOP DUE TO A NUMBER OF MATERIAL DEFICIENCIES AND XXX WERE INOP DURING THE DTE. THE SHIP HAS A MATERIAL HISTORY FILE THAT INDICATES A RECORD OF POOR RELIABILITY WITH XX CASUALTIES, INCLUDING XX CASREPS, DOCUMENTED OVER A PERIOD OF XXX DAYS. MANY OF THE CASREPS ARE RELATED TO PARTS NOT IN STOCK OR NOT CARRIED. D. THE CONDITION OF THE DISTRIBU TED ELECTRICAL SYSTEM OUTSIDE OF THE XXX SPACES IS OF CONCERN. NUMEROUS UNLABELED/MISLABELED CIRCUITS, OVERSIZED/UNDERSIZED PROTECTIVE DEVICES, AND OTHER SAFETY DEFICIENCIES WERE NOTED. E. TOPSIDE CORROSION, ESPECIA LLY ALONG THE CATWALKS AND UNDER SPONSONS, WAS NOTED. THE SERIOUSLY DETERIORATED MAIN SPACE INTAKE PLENUMS SHOULD BE ADDRESSED IMMEDIATELY. F. THE SHIP HAS NEVER HAD A COMPLETE OIL POLLUTION ABATEMENT SYSTEM (SPECIFICALLY AN OILY WATER SEPARATOR AND OIL CONTENT MONITOR) INSTALLED AND CONSEQUENTLY CANNOT COMPLY WITH EXISTING ENVIRONMENTAL PROTECTION LAWS. THE SHIP HAS ROUTINELY USED SPACE EDUCTORS TO REMOVE BILGE WATER WHILE AT SEA. G. MINIMUM ACCEPTABLE EQUIPM ENT FOR UNDERWAY OPERATIONS WAS ACHIEVED AT 1100 ON DAY TWO OF INSPECTION. H. THE SHIP’S SELF-ASSESSMEN T CAPABILITY WAS EVALUATED AS SATISFACTORY. I. THE SHIP’S ABILITY TO RESO LVE SIGNIFICANT MATERIAL ISSUES DURING THE INSPECTION WAS EVALUATED AS SATISFACTORY. 3. THE FOLLOWING CASREPS WERE ACTIVE PRIOR TO THE MI: NUMBER NOMENCLATURE CATEGORY 04XXX XXXX 2

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42D-2 APPENDIX D 04XXX XXXX 2 04XXX XXXX 2 4. DEMONSTRATION RESULTS: SAT (0.80 - 1.00)/DEGRADED (0.60 - 0.79)/UNSAT (0.00 - 0.59): - THE SELF-DEFENSE DTE WAS UNSAT (SCORE: 0.58) BECAUSE OF REDUCED DETECTION RANGES ON THE XXX SYSTEM, 3 OF 6 XXX WERE INOP OR DEGRADED, AND XXX FAILED TO CYCLE ROUNDS. - THE XXX DEMONSTRATION WAS SAT (SCORE: 0.80). - THE FULL POWER DEMONSTRATION WAS SAT (SCORE: 0.91). SEE REF A. - THE QUICK REVERSAL AHEAD WAS SAT (SCORE: 0.98). - THE QUICK REVERSAL ASTERN WAS UNSAT (SCORE: 0.50). SEE REF A. - THE STEERING DEMONSTRATION WAS DEGRADED (SCORE: 0.63) BECAUSE THE RUDDER SWING RATES WERE OUT-OF-SPEC SLOW AND IMBALANCED. - THE ANCHOR DROP DEMONSTRATION WAS SAT (SCORE: 0.89). 5. SIGNIFICANT MATERIAL DEFICIENCIES AND EQUIPMENT OPERATIONAL CAPABILITY (EOC) INCLUDE: A. PROPULSION: 0.88. REF A DOCUME NTS DEFICIENCIES AND OBSERVATIONS NOTED IN THE XXX DEPARTMENT. B. AUXILIARIES: 0.74. - THE XXX WAS EXCESSIVELY WORN. - 5 OF 8 XXX INDICATORS WERE INOP (CORRECTED). - 10 OF 10 XXX HAD INOP OR OUT-OF-SPEC SAFETY SWITCHES (5 CORRECTED). - 5 OF 5 XXX WERE INOP (3 CORRECTED). - 17 OF 23 XXX HAD SIGNIFICANT DEFICIENCIES OR WERE INOP (13 CORRECTED). - THE ACCOM LADDER UPPER PLATFORM WAS MISSING A THIRD LIFELINE. C. COMBAT SYSTEMS: 0.83. - 5 OF 6 XXX WERE INOP (2 CORRECTED). - 2 OF 10 XXX WERE UNSAFE TO OPERATE (CORRECTED). - 8 OF 10 XXX WERE UNSAFE TO OPERATE (CORRECTED). - 25 OF 25 XXXX DID NOT HAVE REQUIRED FLOATATION AND HOLSTER SAFETY MODIFICATIONS INSTALLED. - THE XXX WARNING BELL WAS INOP (CORRECTED). - THE XXX WAS INOP (CORRECTED). - THE CONDITION OF ELECTRONIC MATTING IN MANY XXX SPACES WAS NOT INSTALLED IAW NSTM CH 634 AND COVERED SIGNIFICANTLY CORRODED DECKS. - THERE WERE SEVERAL SIGNIFICANT TOPSIDE AND MAST INSPECTION DISCREPANCIES INCLUDING VARIOUS CORRODED FERROUS FASTENERS AND ASSOCIATED HARDWARE, MISSING OR IMPROPERLY INSTALLED CLIMBER SAFETY RAIL PINS, AND MISSING ANTENNA SAFETY CUTOUT SWITCH RF HAZARD LABELS. - THE CLIMBER SAFETY RAILS LOCATED ON THE XXX, NAVIGATION POLE, AND FANTAIL WERE NOT INSTALLED IAW THE NAVSEA STANDARD DRAWING. - THE XXX WATER CIRCULATING PUMP WAS INOP (CORRECTED). D. QUALITY OF SHIPBOARD LIFE: 0.83. - THE FLAG PANTRY GARBAGE DISPOSAL HAD EXPOSED ELECTRICAL WIRES IN THE CABINET BENEATH THE SINK (CORRECTED).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42D-3 APPENDIX D PAGE 08 RUCOMFB8675 UNCLAS. - THERE WERE NO DEEP FAT FRYER EMERGENCY DISCONNECT SWITCHES INSTALLED IN 5 OF 7 GALLEYS/PANTRIES. - 17 OF 44 NEWLY INSTALLED GAYLORD HOOD FAIL-SAFE SWITCHES WERE INOP (CORRECTED). E. NAVOSH: 0.84. - 38 OF 41 XXX SAFETY NETS HAD DISCREPANCIES. - IMMUNIZATION SUPPLIES WERE NOT STORED IN A BIOLOGICAL REFRIGERATOR THAT HAD HIGH/LOW TEMPERATURE AND LOSS OF POWER ALARMS INSTALLED (CORRECTED). - 1 OF 5 BIOLOGICAL REFRIGERATORS WAS INOP. - THE XXX CALL BUTTON SYSTEM AND XXX HEADS WAS INOP. - 1 OF 3 MEDICAL/DENTAL STERILIZERS WAS INOP (CORRECTED). 6. VADM XXX, (CMD), RADM XXX, (CMD), AND RADM XXX, (CMD), WERE PRESENT FOR THE INSPECTION. CAPT XXX WAS THE SENIOR INSPECTOR. 7. PRESIDENT, BOARD OF INSPECTION AND SURVEY, CONCURS WITH THE FINDINGS.// BT NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAD IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-42E-1 APPENDIX E APPENDIX E JOB ORIGINATOR IDENTIFICATION TABLE Code Short Description A HM&E RA (SUB/AIR) B C5RA (AIR) - Local TYCOM C C5RA (National) D C5RA (AIR) - Local TYCOM G RMC Inputs (AIR) - Local TYCOM H RMC Inputs (AIR) - Local TYCOM J ICAS (National) K C5RA (SURF) - Local TYCOM P PMT OSAR (SUB) - Local TYCOM Q Created by RMAIS (National) R INSURV (National) S Sail Deficiencies (SUB) - Local TYCOM W Class Maintenance Plans (AIR, SUB, SURFACE) X Class Maintenance Plans (AIR, SUB) Y MST (SURF) Class Maintenan ce Plans (AIR) - Local TYCOM Z MST (SURF), CMP (National) - Z-alpha (National), Z-numeric (MST) References to “National” values indicate that, per SHIPMAIN direction, an Information Technology product has been identified as the only authorized tool that will create 4790-2-Kilos containing the respective Job Originator code.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-43-1 VOLUME VI CHAPTER 43 GUIDANCE FOR ENHANCED MODERNIZATION AND ALTERATION INSTALLATION TEAM INTEGRATION DURING AVAILABILITIES REFERENCES. (a) NAVSEA SL720-AA-MAN-030 - Navy Mode rnization Process Management and Operations Manual 43.1 CONCEPT. a. Scope. This policy applies to all mo dernization work (Ship’s Force, shipyard, Intermediate Maintenance Activity and Alteration Installation Team) conducted during all types of Availabilities (Chief of Naval Operations, Continuous Maintenance Availability, Fleet Maintenance Availability, etc.) on all platforms. This chapter compliments the support policy of the Fleet Modernization Program as described in Chapter 3 and Chapter 36 of this volume. b. Overview. Ship availab ility duration must be limited to only that required to accomplish planned repairs and alterations. Unnecessary time in depot maintenance periods reduces the time when ships are operationally available to support the Fleet Response Plan. Accordingly, scheduling of production and test activity for all work must be optimized to keep availability schedule duration to a minimum. The key to duration optimization is rigorous, inclusive and detailed integrated planning, which encompasses all anticipated work into a balanced schedule. Once an integrated and executable schedule is established and agreed to by all participating activities, the Naval Supervisory Authority (NSA) must be responsible and have the authority to manage the execution of the modernization through its completion. c. This chapter provides planning and ex ecution requirements for all modernization activities participating in an availability. Disconnected or diffused planning and execution creates local delays and disruption to the overall availability effort, creates additional coordination challenges for NSAs and Ship’s Force, and results in excessive availability durations and higher secondary costs. d. Essential to establishing an integrated a nd executable schedule is a stable and properly funded repair and modernization work package. Type Commanders and Program Managers must structure, plan and program repairs and installations with an understanding that they will be executed not in isolation, but as part of a larger, integrated effort with competing constraints and requirements. Accordingly, repair candidates and alterations not authorized at the Work Package Integration Conference (WPIC) will not be included in the integrated schedule, and will only be authorized after the WPIC when the NSA has advised the customer of the cost and schedule impact associated with a proposed late work addition. NOTE: FOR SURFACE FORCE SHIPS SUSTAINMENT, TYPE 1 AND 2 ALTERATIONS (TERMED “INTERNAL EQUIPMENT ALTERATIONS”)

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-43-2 MAY BE INCORPORATED INTO THE PACKAGE UP TO THE 100 PERCENT LOCK. 43.2 AVAILABILITY PLANNING BUSINESS RULES. a. The NSA or Lead Maintenance Activity (LMA) has overall responsibility for the availability and possesses the authority to organize, structure and coordinate availability execution matters. All other participants must support the NSA or LMA in this regard. Accordingly, it is paramount that the NSA or LMA balance the needs of all participants and customers in the availability. b. All participating activities must provide a ll availability requirements (specifications, Automated Work Requests, major Planned Maintenance System and Ship’s Force projects, approved installation drawings, schedule needs, system and compartment release dates, industrial support requirements, etc.) to the NSA or LMA as specified by other applicable milestones in this manual. Technical Points of Contact (TPOC) for each repair or installation activity must also be provided to the NSA or LMA to assist with integrated planning questions. These TPOCs must also be present during the execution of the availability and have authority to represent their organization’s interest in matters relating to their repair or installation. For Aegis ships, all Combat System upgrade packages must be assembled, scheduled and integrated by the Aegis Combat System Project Engineer and submitted to the NSA or LMA as a package via the SEA21 Hull Manager. (1) Alteration Installation Teams must provide requirements per reference (a). (2) The LMA must develop an inclusive, detailed, integrated and resource-loaded schedule of all participating activities. All participants must meet and review the proposed plan and make necessary adjustments to render a balanced and optimized integrated schedule. This formal schedule review must occur after the WPIC, but no later than the Work Package Execution Review. The NSA or LMA must serve as the final arbiter of conflicts. By the Work Package Execution Review, all integrated schedule conflicts must be resolved by the NSA or LMA. (3) The LMA must be specifically task ed to accomplish integrated availability planning and execution. For Regional Maintenance Centers, the following related set of specifications achieving end-to-end integration must be invoked in the availability Contract Line Item Number at a lead-time commensurate with the complexity of the work package: (a) “Availability Program Manage ment Alteration Installation Team Integration” Standard Work Template 897-04 (Appendix ___). (b) Combat Systems Light-off or AEGIS Light-off Compartment Release Schedule, SWT 813-01 (Appendix ___), as applicable. (c) Propulsion Plant Light-off Assessmen t Standard Item(s), as applicable. (d) Aegis Light-off NAV SEA Standard Item(s), as applicable.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-43-3 NOTE: TASKING MUST ENSURE THE NSA OR LMA CAN PROVIDE INITIAL “SCHEDULE CONFLICT AWARENESS” AT THE WPIC. c. Costs for this integration effort must be prorated amongst the participating customers using existing, standardized proration conventions. 43.3 AVAILABILITY EXECUTION BUSINESS RULES. a. During availability execution, the LMA mu st manage and coordinate the project and recommend resolutions to conflicting issues. The NSA will exercise final arbiter for conflict resolution. b. The LMA must host weekly production pr ogress and work review meetings. All activity participants must ensure their TPOC is present to assist in coordination and conflict resolution. c. LMAs also conduct daily production coor dination meetings. It is recommended that all activity participants and TPOCs attend these on an as-needed basis to assist (in real-time) with coordination and conflict resolution. d. In all availability meetings, commu nications and forums, a forward-looking, anticipatory focus should be applied by all parties to intercept potential problems and resolve them as soon as possible and with least cost and schedule impact.