a  guest  is  appreciated.  Infraction  of  regulations  may result in the withdrawal of the commanding officer’s invitation and subsequent expulsion.” Notice that this sign referred to a visitor as “a guest of the commanding officer. . .” Be careful not to use the term “open house” in any of your signs or in press releases when describing public visitation. Open house implies unlimited public access and is no longer used. TOUR ROUTE.— There are no specific guidelines or regulations regarding what you should show your visitors. Many ships will display the main deck, with a stop at the guns or missile launchers and then proceed to the bridge. Carriers normally feature a tour of the hangar bays, flight deck, forecastle and the navigational bridge.  Regardless  of  the  tour  route  agreed  upon  (and approved by the CO), be sure to keep security, safety and the crew’s privacy in mind. Warning  signs  should  be  erected  to  guard  against unauthorized entry into certain areas or spaces, and arrows should be placed on the deck or in a conspicuous location on the bulkhead directing visitors along the tour route. Additionally, static displays and other items of interest along the tour route should be accompanied by a placard or a tour guide to explain its function. TRAINING.— Once the directive is on the streets, it is time to train the tour guides. The method of training is entirely up to you, but consider using the following items l l l to give your tour guide training program a boost: A video that shows the tour route, gives public speaking techniques, tour guide do’s and don’ts, and  so  forth. A  Personnel  Qualification  Standards  (PQS) sign-off  sheet  that  must  be  completed  before becoming  a  “qualified”  tour  guide A short multiple choice exam covering the ship’s history, equipment on the tour route, emergency procedures,  what  to  do  if  a  visitor  becomes unruly, and so forth. Do not forget to develop little “perks” that can be given to top performers, such as letters of appreciation, liberty passes, and the like. Further information on conducting tours can be found in PA Regs, Chapter 4. Financial  Management Cost   consciousness   and   conservation   are   key factors   in   managing   your   public   affairs   office operational target (OPTAR) funds. A sound financial management  plan  is  necessary  to  ensure  the  achieve- ment  of  the  following  objectives: Maximum  benefit  is  derived  from  available funds. All unfunded requirements are of lesser urgency than requirements that have been funded. Funds   are   properly   time-phased   to   meet operational  schedule  requirements. Prescribed stock levels are maintained. Funds are available to meet contingency require- ments. Funds  are  programmed  for  routine  replacement of equipage and consumable items. As the manager of a shipboard public affairs office, you  will  be  most  concerned  with  consumable  items (paper, pens, pencils, video tapes, and so forth). To determine your requirements, you should develop a good financial plan that will give you several distinct advantages: l l l l A system for reviewing  all  requirements,  treating none as sacred and causing each to withstand close  scrutiny A procedure for prioritizing all requirements and for assessing the impact of decrements (funding cuts) and increments (funding increases) as the expected  funding  limit  is  approached A  formalized  approach  to  the  requirements review process, which helps ensure that truly essential  needs  are  satisfied  first A list of unfunded requirements from low priority items. An annual financial plan is developed by first taking into  consideration  the  principal  evolutions  scheduled  for that  year  (CIBs,  VIP  tours,  special  events,  etc.).  Then first quarter requirements may receive a more detailed plan. The annual plan must be somewhat rigid, yet aggressive, if it is to meet its objectives. Requirements must be continually reviewed and the plan periodically updated  to  compensate  for  unforseen  or  changing circumstances. As a minimum, the plan should receive a detailed review and update each quarter. Once the plan has been formulated, a mechanism is needed for monitoring the execution of the plan. The departmental budget system provides this mechanism. 1-47