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