surface warfare magazine - spring 2016

Spring 2016Issue 50Surface

Warfare

2014 Russell Egnor Navy Media Award Winner

Cover: USS Carney (DDG 64) transits the Mediterranean Sea. Photo by Mass Communication Specialist 1st Class Theron J. Godbold.

AuthorizationSurface Warfare Magazine is published

quarterly from appropriated funds by authority of the Chief of Naval Operations in accordance with NPPR P-35. The Secretary of the Navy has determined that this publication is necessary in the transaction of business required by law of the Department of the Navy. Use of funds for printing this publication has been approved by the Navy Publications and Printing Policy Committee. Reproductions are encouraged with proper citation. Controlled circulation.

Surface Warfare (USPS 104-170) (ISSN 0145-1073) is published by the Department of the Navy, Director, Surface Warfare (OPNAV N861M), 2000 Navy Pentagon, Room 5B453 Washington, D.C. 20350. Periodicals postage paid at Washington, D.C., and additional mailing offices.

CharterSurface Warfare Magazine is the

professional magazine of the surface warfare community. Its purpose is to educate its readers on surface warfare missions and programs, with a particular focus on U.S. surface ships and commands. This journal will also draw upon the Surface Force’s rich historical legacy to instill a sense of pride and professionalism among community members and to enhance reader awareness of the increasing relevance of surface warfare for our nation’s defense.

The opinions and assertions herein are the personal views of the authors and do not necessarily reflect the official views of the U.S. Government, the Department of Defense or the Department of the Navy.

Contributions and Feedback Welcome

Send articles, photographs (min. 300 dpi electronic) and feedback to:

[email protected]

Contact:Surface Warfare Magazine

Commander, Naval Surface Force,U.S. Pacific Fleet

Public Affairs Office, N01P 2841 Rendova Road

San Diego, CA 92155Phone: (619) 437-2735

Man. Train. Equip.

Surface Warfare

Magazine

Commander, Naval Surface Forces

Public Affairs Officer

Editorial Advisor

Executive Editor

Managing Editor

Layout and Design

Staff

Vice Adm. Tom Rowden

Cmdr. Tamsen Reese

Lt. Rebecca Haggard

MCCS Michael Mitchell

MC1 Trevor Welsh

MC2 Phil LadouceurMr. Nicholas Groesch

SURFACE WARFARE SPRING 2016

Contents

2 • Commander's Corner

Featured Article

4 • Driven Forward By The Past

Personnel Readiness

8 • Billet Based Distribution: What You Need to Know

9 • Surface Warfare Officer Acquisition Corps: Building the Future of Surface Warfare

12 • Retaining Our Most Talented… to Fight and Win

14 • Naval Academy's Future SWOs Choose First Ships

Combat Readiness

16 • SECDEF Visits Naval Base San Diego

17 • SM-6 Testing Displays Missile's Range, Versatility

18 • Warfare Tactics Instructors Lead Pilot Underway Exercise

21 • It Starts Here: Surface Warriors Begin in Great Lakes

24 • SNA Concludes Annual East Coast Symposium

Material Readiness

26 • Reliability Centered Maintenance: Documenting the Source of Maintenance Requirements

28 • Fleet Maintenance Effectiveness Reviews & Why You Should Care About Them

32 • COMNAVSURFLANT Prepares to Welcome USS Thomas Hudner

Heritage & Recognition

34 • Best of the Best: CNSP Announces 2015 Sea, Shore Sailors of the Year

36 • Anchorage on Broadway: A Visit To Downtown San Diego

38 • Makin Island Hosts Leaders to Sea

39 • Into the Heart of the Sea: A Master Chief Boatswain's Mate is Laid to Rest

Blogging From the Fleet

43 • One Year Aboard USS San Diego

44 • Command Changes

If it Floats, it Fights.

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WWW.PUBLIC.NAVY.MIL/SURFOR

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This statement from one of our greatest naval thinkers speaks

to the role sea power has played throughout history. From the Royal Navy after Trafalgar to the United States Navy following victory in World War II, it is hard to argue that command of the seas provides an extraordinary advantage for the nation that has the will and ability to do so.

But history also reminds us that more often than not, no one nation rules the seas exclusively and in my early years in the Navy during the Cold War, this was certainly the case. So when my peers and I reported to our first ships in the 1980s, we knew that Sea Control, the ability to control a portion of the sea to support power projection and other naval missions, was

Commander's Corner

Photo by MC2 Zachary Bell

"Whoever rules the waves, rules the world."

-Alfred Thayer Mahan


Editorial by

Commander, Naval Surface Force

Vice Adm. Tom Rowden

an essential competency in our profession.

In fact, we talked about Sea Control, we planned hard to execute it, and we drilled ceaselessly to achieve it. For any new SWO, it was a rite of passage to pass the first sea buoy, cease all emissions, and head to blue water while remaining "untargeted and unlocated." Once we got further out to sea, the tactical thinking didn't stop as we practiced surface-to-surface strikes, Silent Sam tactics, you name it. The Soviet Union, our adversary at the time, wasn't at rest either, with many of us having the encounters at sea with Soviet ships and aircraft to prove it.

But then a remarkable thing happened toward the end of my first decade of naval service - thanks in part to the role of the United States Navy, the Cold War ended, not in conflict as many imagined but in peace. As a result, for much of the last 25 years, the United States enjoyed the unfettered access to the

sea that came with being the world's single great naval power.

This advantage enabled us to operate wherever and whenever needed, but as a consequence, we largely focused on Power Projection. Indeed, our focus on Sea Control, largely a given since 1990, atrophied. As we focused on other maritime missions such executing Tomahawk strikes from the sea and defending carrier strike groups, we simply stopped thinking about Sea Control as much as we should have.

Today, the world has changed. Our Secretary of Defense and the Chief of Naval Operations have both spoken eloquently of the re-emergence of great power competition in the world and on the seas as well. Launching Tomahawk missiles and defending our valuable carrier and expeditionary strike groups remain vitally important missions, but let there be no doubt, we need to return to being a Sea Control Navy as well.

Over the last eighteen months, I've thought a lot about our return to being both a Power Projection and a Sea Power Navy. Quite simply, as the world and threats have evolved, Sea Control to support Power Projection must be taken into account. This notion also nests well under CNO Richardson's Design to Maintain Maritime Superiority, which, among other things, charges us to "enhance power at and from the sea." To do that, we must control the sea in order to project power or conduct any of the other missions we may be assigned or take on.

Sea Control - over the coming months and years you will hear, think and read more about these two words as we articulate our role in this core naval function. I'm excited we are re-opening this important chapter of our warfighting playbook and am proud that the men and women of the Surface Force will be with me on this journey! *

COMMANDER'S CORNER

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Continued on next page

There is something afoot in surface warfare. It began a couple of years ago, when Admiral Tom Copeman

started talking about offensive operations, but it appears more prominent now. It is subtle, but it is important.

It is the unmistakable air of an organization getting its act together. It is the roil and churn associated with important debates about how best to deter and fight. It is the awakening of a new generation of men and women to the time honored lessons of our history.

Bryan McGrathStory by

Managing Director , Ferry Bridge Group,

LLC, and Assistant Director of Hudson

Institute's Center for American Sea Power

FEATURED ARTICLE

Continued from

previous page

of the Royal Navy that led up to the battle. It is the cautionary tale of a "fleet that had dozed unchallenged in the long calm lee of Trafalgar." It is a recounting of how tradition and culture served to frustrate tactical innovation. It is a stark reminder of the tested truth that peacetime operations tend to nourish habits that will fail in battle. And it reinforces once again that– as Gordon puts it– every proven military incompetent has previously displayed attributes which his superiors rewarded.

Reading this work recently caused me to think—and to think hard.

Could the Battle of the Philippine Sea in 1944 have been the U.S. Navy Surface Force’s Trafalgar? Is there a Jutland on our horizon?

it. We cannot become bound up in a pursuit of perfect safety, security, and survivability. We must instead do great harm to our adversary’s sense of these attributes through our own return to the offensive. Most of all, we cannot—as Andrew Gordon so eloquently put it—ever forget two important truths.

The first is that war-fighting commanders may find themselves “bereft of communications faculties upon which they have become reliant in peacetime training.”

The second is that “properly disseminated doctrine offers both the cheapest and the most secure command and control method yet devised by man.”

Read this book, my friends. And let it propel you to continue the good work underway. *

And it is high time that this occurs, driven both by the needs of the global security environment and interestingly enough, by the 100-year anniversary this spring of the Battle of Jutland. In fact, this short piece is essentially a book review—a recommendation to everyone interested in the future of Surface Warfare to read the majestic work of history, “The Rules of the Game—Jutland and British Naval Command” by Andrew Gordon.

You see, one hundred years ago this May, the Royal Navy came close to getting its clock cleaned by the German Navy, an opponent that had studied it closely, built up its capabilities and capacities, and bided its time--for decades. One hundred years before Jutland, after Nelson’s victory at Trafalgar and the dispatch of Napoleon, such an outcome would have been

Obviously, one cannot be sure. But one hears and senses within today’s Surface Force an unmistakable message that we are not going to wait for our Jutland. The concept of Distributed Lethality—impacting as it does every single aspect of Surface Warfare—organization, training, acquisition, operations, tactics, leadership—perturbs the repose of a fleet that has perhaps, in fact, been dozing. It is an organizing principle around which the entire Joint Force might awaken—awaken to the gathering challenges of renewed great power competition, contention, and conflict. And re-awaken to the unique and irreplaceable advantages that geography and modern American Seapower confer upon this country.

There is great energy in our community these days. There is a buzz of enthusiasm, a readiness to think

Could the Battle of the Philippine Sea in 1944 have been the U.S. Navy Surface Force’s Trafalgar? Is there a Jutland on our

horizon?

unthinkable. At that time (in 1815) the Royal Navy was unmatched and unmatchable. What happened in those 100 years? How did the Royal Navy suffer such a decline? This book offers a convincing case.

Gordon’s book is really two books in one. The first is essentially a minute by minute dissection of the actual Battle of Jutland, which I must admit is sometimes difficult reading. Of far more interest to me is the other part of this book in which Gordon lays out the hundred years of organizational decline

more assertively, and a thirst to consider the profession, the art, and the purpose of Surface Warfare. However, we cannot afford to let up. We must continue to refine the arguments in support of Distributed Lethality, we must honestly assess its benefits and costs, and we must prevail over inferior arguments—however loudly made. We cannot allow the bureaucratic noise of a peacetime Navy to dissuade us from thinking deeply about what a 21st century war at sea would look like, and how we would win

This article is adapted from a

short presentation Mr. McGrath

made to this year’s Surface Navy

Association Annual Symposium in

January of 2016.


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Man. Train. Equip.

PACIFIC OCEAN (Feb. 10, 2016) Chief Hospital Corpsman Kati Ivey, from Thomaston, Georgia, gives training to the Medical Response Team aboard the guided-missile destroyer USS Stockdale (DDG 106). Providing a combat-ready force to protect collective maritime interests, Stockdale, assigned to the Stennis strike group, is operating as part of the Great Green Fleet on a regularly scheduled Western Pacific deployment. (U.S. Navy photo by Mass Communication Specialist 3rd Class David A. Cox)

PERSONNEL READINESS

Specific goals of BBD:• The alignment of every

enlisted Sailor, who is available for assignment, to a Navy position.

• A system that has the tools and accurate demand signal needed to maximize rating and Critical Navy Enlistment Classification (NEC) "Fit"

• The capability to better use available Permanent Change of Station and Temporary Duty under Instruction (TDI) funds.

• The capability to forecast future fleet vacancies which will lead to better Sailor and fleet customer service.

• The foundation for an improved assignment process.

Billet Based Distribution

The Navy released NAVADMIN 016/16 Jan. 28, announcing

the implementation of Billet Based Distribution (BBD) February 2016.

BBD will enable the Navy to more efficiently assign personnel in support of warfighting readiness and match Sailors to specific billets based on rate, rating and Navy Enlisted Classification (NEC).

The new functionality is being added into the Career Management System - Interactive Detailing (CMS-ID), but Sailors will continue to apply for jobs the same way they do now.

"Although the process behind the scenes will change, Sailors will not have to learn a new system to negotiate for Permanent Change of Station orders. To fleet Sailors, the upgrades will be transparent and seamless," said Rear Adm. Ken Whitesell, assistant commander for Career Progression, Navy Personnel Command (NPC). "Ultimately, BBD will help drive improved personnel readiness across the Fleet."

BBD will allow command

personnel managers, detailers and placement coordinators to more reliably assess a vacant position's impact on readiness.

The first BBD enlisted requisitions will be posted Feb. 5. Additionally, the February cycle of CMS-ID, which will use the new BBD capability, will be open for fleet applications Feb. 12.

To ensure they are placed in the right job, Sailors should review their records often for accuracy - especially for the NECs they hold to ensure accurate information for the detailing process.

The implementation of BBD requires all fleet users to resubmit paperwork for access. Enlisted Sailors who are negotiating for orders don't need to take any action. Leaders, personnel managers and others who require access for any other reason can send their requests now. Guidance on filling out and submitting paperwork can be found on the NPC BBD web page. *

www.public.navy.mil/bupers-npc/enlisted/billet_based/Pages/default2.aspx.

What You Need to KnowStory from

Navy Personnel Command

Public Affairs

Photo by MC1 Theron Godbold


8

Surface Warfare Officer Acquisition Corps

Building the Future of Surface Warfare

Throughout their careers, Surface Warfare Officers (SWOs) have the opportunity to make positive

impacts on the future of the Surface Navy through the leadership and mentorship they provide to the junior officers and Sailors they lead. At every level, from junior division officer, through department head tours and on into staff assignment and eventually while serving as an executive officer and commanding officer, SWOs set daily examples of technical and tactical proficiency, high standards of personal conduct and a dedication to duty and mission accomplishment that their subordinates can use as models for their own personal performance and leadership styles.

This continuing process of handing down through personal example and actions ensures officers and Sailors are well prepared for future challenges. Members of the Surface Warfare Officer Acquisition Corps (SWO AC) have an additional and unique opportunity to positively impact the design, construction, fielding and modernization of the current and future Surface force. Drawing on their recent at-sea experiences, SWO ACs lead Navy acquisition teams that ensure Surface

Capt. Bernie Gately

Story by

Naval Sea Systems Command

Warfare has the capabilities needed to fight and win against future threats.Who are SWO ACs?

SWO AC officers serve with other members of the Navy acquisition workforce in leading and effectively managing Navy acquisition programs. These programs deliver new and modernized capabilities to the Fleet. Interested SWOs who have screened for Commander command must meet education, experience, and certification requirements for SWO AC selection. and should compare their current academic record with these education requirements.

After successful Commander command screening, a SWO can request that their record be reviewed during a SWO Acquisition Corps Eligibility Panel (convened twice a year). Officers designated as “SWO AC Eligible” are assigned to tours that allow them to earn acquisition experience and complete required training courses provided by Defense Acquisition University. After meeting all requirements, (typically after 1-2 acquisition tours), the officer will apply for Acquisition Corps membership which is a prerequisite for



PERSONNEL READINESS

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developing, producing, fielding and sustaining new capabilities for the Fleet. Once the requirements for a new ship or system are set, the program team, under the leadership of the program manager, develops and leads execution of the plan (aka the Acquisition Strategy) that will produce and field the required capability. This acquisition plan must include a detailed budget and the contracting strategy to buy the capability, any new or emerging technologies needed to meet the desired performance requirements of the new system, and the schedule for development, testing, production and fielding of the new system. The program manager is vested with all the authority, accountability and responsibility to accomplish the key program objectives, i.e. field the new capability that provides the required performance, within the program’s budget and schedule. If this sounds like a challenging task, that’s because it is! Over the course of any given week in the life of any Navy acquisition program, the program manager and program office team must respond to a range of issues that can directly impact the ultimate success of the program. What do SWOs bring to Navy Acquisition/Program Management?

Working closely with both Navy Engineering Duty Officers and government civilians with technical, contracting, systems testing, financial and program management experience, SWO ACs bring their recent shipboard/at-sea experience to the program management team. This background enables them to provide a realistic view of what it will take to introduce, operate, maintain and repair new systems in the Fleet. The typical SWO has experienced both good and not so good products provided by the acquisition system while serving in operations, combat systems and engineering billets over the course of multiple sea tours. As a result, a SWO AC has an

assignment to one of approximately 700 Department of the Navy (DON) critically coded acquisition leadership billets. Where do they serve?

Officers assigned to acquisition billets focused on shipbuilding, weapon systems procurement or on the modernization of ships and systems already in the Fleet can expect to work in the Washington DC area. Those assigned to acquisition billets in program offices that develop, field and modernize the command/control/c om mu n ic a t ion s /c omp ute r s /intelligence (C4I) systems in the Fleet are primarily in the San Diego

area. This potential for geographic stability across multiple tours, while building experience and an understanding of how to manage acquisition programs, makes the SWO AC career path particularly appealing. Following acceptance into the SWO AC community, officers compete for selection to serve in Critical Acquisition Positions (CAPs), specifically as a Major Program Manager or a Warfare Center Commanding Officer both of which are equivalent to “pin-wearing” major command afloat/ashore billets.What is program management?

Program management refers to all activities associated with

Continued from previous page

Photo by MC3 David Cox



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that key members of the team often have a separate reporting chain of command that runs up to the source of their warranted authority. For example the contracting officer and business/financial manager, who each make vitally important contributions to the success of the acquisition program must also comply with the rules, regulations and laws mandated by their respective career field. As a result, a SWO AC must work to ensure the most effective collaboration and communication among all members of the program office team. This team works together to deliver the planned capabilities and systems that fill the stated requirements on time and within budget. A SWO AC selected to serve as the commander of one of the Navy Warfare Centers can expect to face similar challenges

instinctive desire to “get it right” for future Sailors, which translates into unique credibility when working with the other members of the program management team.

The experience SWO ACs gain during their Commander command tour also makes them valuable members and eventually leaders of the program office management team. Understanding how to set priorities and focus limited resources on the most pressing requirements plus how to pull together and lead a team made up of members with differing strengths and abilities, something any successful SWO in command must do on a daily basis, are also key requirements, to effectively manage an acquisition program office. One unique aspect of leading and managing the work within a program office team is

Interested officers should contact the SWO Acquisition Corps Community Manager,

Kara SartainEmail: [email protected]

Phone: 202.756.4060/202.489.4301)

while leading a workforce that provides groundbreaking technical knowledge and engineering expertise to the Fleet.

Ultimately, all SWO ACs, whether assigned to a program office or warfare center, make a direct and lasting impact that shapes the future of the Surface Navy. Leveraging their recent at-sea experience, coupled with an understanding of how to operate within the DOD/Navy acquisition system, SWO ACs play an important role. Are you interested in meeting the challenges and opportunities afforded by membership in this community? *

Photo by MC3 David Cox

PERSONNEL READINESS

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More than a year ago, surface force leadership published a collective vision for the future. In

their Proceedings article “‘Distributed Lethality,’” Vice Adm. Tom Rowden, Rear Adm. Pete Gumataotao and Rear Adm. Pete Fanta showed the surface force the way forward into a more offensive-minded, three-point stance, and outlined an operating concept and organizing principle for the future.

In the ensuing months, the Chief of Navy Personnel highlighted the necessity to retain our Navy’s top talent and the Secretary of the Navy announced a series of talent-management initiatives under “Sailor 2025,” designed to provide new tools to the retention tool kit.

The confluence of these ideas offers extraordinary opportunity for the future surface force. Our community is translating that opportunity into meaningful action-right now. Here is how we are doing it.

Capt. Brad Cooper

Story by

Surface Officer Distribution Division

(PERS-41)

A Sea ChangeIn July 2015, surface warfare leadership made a strong

commitment to embrace a new career-management model.

There is no issue with quantity. Surface warfare junior officer ranks are healthy. But are we doing everything possible to retain our most talented officers? We’ve done well in the past, but can we do better? Option-Based, Agile, Flexible Careers

We are thinking differently and more creatively about our people and how to retain our top talent. Last summer, surface warfare leadership approved a new career structure. Called the “Surface Warfare Officer (SWO) Career Chart,” the structure moves away from a one-size-fits-all approach and toward an option-based strategy. This new approach affords junior officers the opportunity to chart their own course and determine


12

how to best sequence sea and shore duty in a way that meets both their needs and those of their families. New Tools for Talent Retention

“Sailor 2025” initiatives provide our community with new, powerful tools to enhance and incentivize retention in a competitive market, helping us to retain top talent. These new programs:

Develop warriors with advanced graduate education. Through the new Fleet Scholar Education Program, talented junior officers will attend fully funded graduate education at America’s most prestigious civilian institutions.

Broaden opportunity through exposure to America’s top companies. The new SECNAV Tours with Industry Program provides officers with a chance to spend a year in America’s private sector.

Expand opportunities for career intermission. Officers of all backgrounds may apply for career intermission and leave the Navy for a period of up to three years at multiple junctures in the career chart, then return and favorably compete for command and other key milestones.

Reinforce our commitment to dual-military couples. Along the same “family-oriented” line, we are reinforcing and expanding our commitment to military spouse co-location as the standard, rather than the exception.Investing in Warfighting Expertise

We are investing in junior officers and developing warfighting expertise like never before. Over the past two years, more than 150 SWOs have completed the current Antisubmarine (ASW) and the Integrated Air/Missile Defense (IAMD) Warfare Tactics Instructor (WTI) course. These officers now serve the fleet, where their expertise is increasing the tactical proficiency and warfighting effectiveness of our surface ships and staffs. Recruiting the Next Generation

In frank terms, we have not historically “recruited SWOs.” But in a war for talent, we must pursue every avenue to maintain a competitive edge, so we are changing the recruiting paradigm for our community. We have to “go active,” identify, reach out, and recruit talent into surface warfare through every accession source.‘Extraordinary Men and Women’

We have amazing junior officers in our ranks. As a group, they are creative. They lead well. They have vision. They are energized and oriented toward a lifetime of service. The key to maintaining our dominance into the future is retaining these young officers-and hundreds like them-for the longer term.

The rationale for pursuing such an approach is compelling. Our operating environment is growing increasingly complex; the at-sea fight of tomorrow will be challenging and violent. In order to fight and win against a future adversary at sea, we will need the top young talent in America leading that fight as the department heads, commanding officers, and warfare commanders of tomorrow’s fleet. *Photo by MC1 Theron Godbold

PERSONNEL READINESS

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Two hundred and forty-nine U.S. Naval Academy midshipmen selected the ships that they will serve

on after graduation and commissioning during Ship Selection Night Jan. 28 in Mahan Hall.

Ship Selection is the culmination of the service assignment process for Naval Academy midshipmen assigned to serve as surface warfare officers (SWO).

Upon reporting to their first ship after graduation May 27, they will be in charge of any number of shipboard operations while at sea.

During the ceremony, all of the available ships are listed on magnetic strips and displayed on stage. Each midshipman has their moment of glory as they walk across the stage and choose their ship on stage in front of cheering classmates.

"It was an honor and a really humbling experience, especially because I would never have made it through the academy without all my classmates who are also in that room," said Midshipman 1st Class Richard Kuzma, who chose USS Zumwalt (DDG 1000) out of San Diego. "To share this moment with them and see how elated all of them are - it's a really special time.

Commander, Naval Surface Forces Vice Adm. Thomas S. Rowden (USNA '82) welcomed the future SWOs to the community in his opening remarks.

"It is my distinct honor to welcome you to the surface

Naval Academy's Future SWOs Choose First Shipswarfare wardroom," he said. "Think of where you were seven months ago, but more importantly, think of where you'll be seven months from now. Many of you will be standing in front of your division, and they will be looking to you for guidance and leadership."

Senior leaders from around the fleet also attend the ceremony, joining ship commanding officers, executive officers and junior officers in welcoming the Navy's future ensigns into the surface warfare community.

"I'm excited for the difference you're going to make in our Navy, the difference you're going to make on your ship, the difference you're going to make throughout your entire careers," said Rowden. "There's a great big world out there, and the surface Navy sails in every single inch of it. You're going to be the face of the Navy, and you're going to take us to where it is we need to be."

Midshipman 1st Class Samantha Robbins, who chose LCS Crew 109 out of Mayport, Florida, is already looking ahead to graduation and getting out to the fleet.

"I'm more excited than I thought I could be," said Robbins. "I'm going to be on my ship, doing my job, and nothing makes me more excited than doing that."

Midshipmen choose their ships according to order of merit, which takes into account their academic performance, physical fitness and professionalism throughout their four years at the Naval Academy. *

Story fromU.S. Naval Academy

Public Affairs

Photo by Gin Kai


14

Man. Train. Equip.

Naval Academy's Future SWOs Choose First Ships

ROTA, Spain (Jan. 17, 2016) Sailors aboard USS Ross (DDG 71) conduct sea and anchor detail before pulling into Rota, Spain Jan. 17, 2016. Ross, an Arleigh Burke-class guided-missile destroyer, forward deployed to Rota, Spain, is conducting a routine patrol in the U.S. 6th Fleet area of operations in support of U.S. national security interests in Europe. (U.S. Navy photo by Mass Communication Specialist 2nd Class Justin Stumberg)

COMBAT READINESS

SECDEF Visits Naval Base San Diego

Secretary of Defense Ash Carter spoke to Sailors about the impact

of the proposed fiscal year 2017 defense budget, during a visit to Naval Base San Diego Feb. 3.

After touring Arleigh Burke-class guided-missile destroyer USS Spruance (DDG 111) and guided-missile cruiser USS Princeton (CG 59), and meeting with Navy senior leadership, Carter addressed a crowd of more than 150 Sailors and local and national media about how the Department of Defense is investing in long-term naval power.

Excerpts from Secretary Carter's Remarks

I'm sure you've heard this phrase -- of "distributed lethality." Lethality is the key word here……The phrase I like from your chief of naval operations, is always to make sure— to ensure that if it floats, it fights. And of course, it's critical that all of these ships have to be as lethal as possible, have the best possible weapons.

FromOffice of the Assistant

Secretary of Defense for Public Affairs

Photo by MC1 Tim Godbee

16

…Some of the new investments we're making as we build the overall number of ships in the Navy; 308 from about 280 today, so increasing the ship number. But the important thing I want to emphasize today is the capabilities and lethality of those ships.Let me say something about our investments in munitions. Yesterday I was talking about Tomahawks, I was talking about long-range anti-ship missile. I want to talk to you today about the SM-6, with which we are going to create a brand-new capability.We're modifying the SM-6, so that in addition to missile defense, it can also target enemy ships at sea at very long ranges. This is a new anti-ship mode. It makes the SM-6 basically a two-fer. Can shoot down airborne threats. And now you can attack and destroy a ship at long range with the very same missile. By taking the defensive speed and maneuverability that's already in our Aegis destroyers' vertical launch cells, and leveraging them for offensive surface warfare

lethality, that makes it a potent new capability for you, surface warfare professionals. It's also a good deal for the taxpayer, because they're getting two capabilities in one missile. We know this works. We actually tested it secretly last month, and it worked. And so we have invested in our budget that we'll be submitting— the president will be submitting to the Congress— in a couple weeks. We put it in our budget. That budget maximizes the production of the SM-6…So with this budget, just in sum, our fleet will be larger, it will be much more effective, potent and lethal than it is today, because it'll be equipped with the weapons and the advanced capabilities that it will need to deter any aggressor, and to make any aggressor, who isn't deterred, very much regret their decision to take us on. That's your job for the future. That's the job of the Navy in the future. We need to invest in that. And you, right here, right now, are at the cutting edge of those investments. *


Photo by Missile Defense Agency

The Navy successfully executed four flight tests of the surface-

to-air Standard Missile-6 Block I (SM-6 Blk I) off the Hawaiian coast between Jan. 11 and 22.

These tests, designated Alpha,

SM-6 Testing Displays Missile's Range, Versatility

Bravo, Delta, and Golf, are part of the SM-6 Blk I Follow-on Operational Test and Evaluation (FOT&E) events planned to assess missile performance.

"These flight tests, once again, demonstrate the versatility and capability that the SM-6 provides for our Navy's fleet defense," said Capt. Michael Ladner, Program Executive Office for Integrated Warfare Systems (PEO IWS) major program manager for Surface Ship Weapons. "I'm extremely proud of our Standard Missile team for their hard work and efforts in achieving four more successful SM-6 missions. These tests mark the longest downrange and cross-range engagements of the SM-6 to date."

The SM-6 provides an over-the-horizon engagement capability when launched from an Aegis warship and uses the latest in hardware and software missile technology to provide needed capabilities against evolving air threats.

Flight test Alpha was the longest downrange, and flight test Bravo was the longest cross-range intercepts with an SM-6 to date. Along with flight tests Alpha and Bravo, flight test Delta successfully intercepted two targets with simultaneous engagements, and flight test Golf successfully intercepted a target with electronic counter-measures.

"I consider these tests a major milestone and a confirmation of how far the team has come since this program first started," said Kirk Johnson, PEO IWS Surface Ship Missiles principal assistant program manager. "These program accomplishments are a testament to many years of hard work and dedication of the entire Standard Missile team."

The SM-6 is the sixth fielded variant of the Standard Missile family. The SM-6 program has completed development and achieved Initial Operational Capability in November 2013. It is currently in the FOT&E phase, with a projected Full Operational Capability declaration date during the first quarter of fiscal year 2018.

PEO IWS is an affiliated Program Executive Office of the Naval Sea Systems Command. IWS is responsible for spearheading surface ship and submarine combat technologies and systems, and for implementing Navy enterprise solutions across ship platforms. *

Story fromProgram Executive

Office for Integrated Warfare Systems

Public Affairs

COMBAT READINESS

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We crawl. We walk. We run. And we’ve all learned the hard way, that if we run too early

in the process, we often find ourselves splayed out on the ground venting our frustration to the world at large. Of course, other than the occasional skinned knee, we don’t usually pay too high a price for our impatience to maneuver around the playground. Not so in training to maneuver around the open oceans conducting naval warfare operations, where the “walk” phase may get left behind due to operational schedules.

To put the “walk” back in the “crawl-walk-run” approach, the Naval Surface and Mine Warfighting Development Center (SMWDC) is training a cadre of junior surface warfare officers (SWOs) as Warfare Tactics Instructors (WTIs), to bring Surface Warfare Advanced Tactical Training (SWATT) to the fleet. Before the closeout of 2015, SMWDC WTIs joined Destroyer Squadron (DESRON) 26 during its Group Sail, Nov. 11 to 22, in Atlantic Ocean training areas,

to conduct key multi-ship/multi-platform training prior to the DESRON’s participation in COMPTUEX (Composite Unit Training Exercise).

“Naval warfare in the 21st century is more complex than ever,” said Capt. Darren McPherson, SMWDC training and readiness officer. “The capabilities of maritime systems require a renewed focus of training effort that can counter high-end sophisticated threats. SWATT is the ‘walk’ phase, where Basic Phase training is the ‘crawl,’ and COMPTUEX is the ‘run’. SWATT institutionalizes the ‘walk’ that would otherwise not be conducted in the Navy’s Optimized Fleet Response Plan.”

The DESRON 26 Group Sail training was the second trial SWATT exercise, yet the first one where each event was led by a WTI. As SMWDC is still growing its personnel and expertise, the SWATT also engaged the assistance of subject matter experts from various waterfront commands, including Afloat Training Group, Center for Surface Combat Systems, Fleet Electronic Warfare Center, Navy Information Operations Command and the Undersea Warfighting Development Center.

“The most inspiring thing from our second SWATT

Story fromSMWDC

Public Affairs

Warfare Tactics Instructors Lead Pilot Underway Exercise

Photo by MC2 Edward Guttierrez III


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was the performance of our junior officer WTIs,” said McPherson. “Our WTIs proved they can deliver quality training to Surface Forces – specifically during the FAC/FIAC [fast attack craft/fast attack inbound craft] and SAG [surface action group] v. SAG events. Their efforts will be critical to future SWATTs and to increasing the warfighting proficiency of our Surface Forces.”

Embarked on ships across the DESRON, the WTIs provided anti-submarine/surface warfare (ASW/SUW) expertise to a variety of exercise events -- all with a goal of providing high-velocity learning


Photo by MC2 Edward Guttierrez III

Photo by MC2 Bryan Jackson

COMBAT READINESS

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through coaching and mentoring watch standers, rather than directing and examining; a new approach that was welcomed, and proved to be an opportunity for tactical growth.

“Arriving with the goal of training instead of grading or certifying, made the watch standers more comfortable asking us questions,” said Lt. Damon Goodrich-Houska, (ASW/SUW) WTI, embarked on USS San Jacinto (CG 56). “SWOs were motivated and excited to get into higher-level tactical discussions, and exercise some of the skills they only get to talk about on paper. As for me, I worked to be less-directive – primarily asking pointed questions in order to facilitate an implementation of doctrine and tactical thinking during all stages.”

Similarly, Lt. Ben Graybosch, (ASW/SUW) WTI said he took a very capable watch team onboard USS Mason (DDG 87) and helped them process the initial overload of information and unfamiliarity as they progressed from single-ship basic training, to a multi-ship/multi-platform scenario. He even showed them a few tricks he learned in his extensive WTI training.

“I helped them over their initial hurdles so they could start thinking tactically; from there I was able to help them fine tune their watch. It was great to see Sailors of all ranks have a stake and want to win, and it was awesome to be part of the fight,” said Graybosch. “After I got an idea of their level of training, I gradually folded into an advisor role -- staying out of the way, yet functioning like I was on watch with them.”

While the WTIs made a positive impact on the cruisers and destroyers, Capt. Brian Shipman noted the WTIs also made a measurable difference in a more subtle, but just as important area: the PBED process. “Instilling the plan-brief-execute-debrief process into warfighting enables tacticians to truly learn lessons, and not just observe them, but also apply that knowledge to the next tactical scenario,” said Shipman, director of SMWDC San Diego’s detachment, who was also on Mason during SWATT.

“When we arrived onboard USS Nitze (DDG 94), we provided the watch standers with a complete, partially complete, and a blank brief requirement,” explained Lt. Aaron Jochimsen, (ASW/SUW) WTI as to how he taught the PBED process. “Nitze was delivering a quality brief that captured all the requirements of the PBED process by the third day. The wardroom feedback was that they liked that, in a short amount of time, a watch team could learn to ask the right questions, and self-assess an exercise.”

The impactful value of embarking SMWDC WTIs is becoming known even in such a short time of existence.

“Our WTI patch is being recognized as a valuable resource to the waterfront," said Lt. Christine Deuro, integrated air and missile defense (IAMD) WTI for Center for Surface Combat Systems.

“There is a reputation in the fleet that SMWDC is helping ships become more proficient warfighters; the crew of USS Stout (DDG 55) was very excited and appreciative of that,” said Lt. Todd Weeks, (ASW/SUW) WTI.

The Stout commanding officer was equally effusive in the benefits of embarking WTIs.

“Having a WTI onboard while executing a scenario helps the team look at the battle problem from multiple angles, and then choose the course of action that will have the most impact,” said Cmdr. Adam Cheatham. “I believe exposing my team early to those tactics provided by the WTIs, prior to COMPTUEX, was comparable to receiving a pre-test before the final exam.”

With the pre-test complete, the ships of DESRON 26 successfully bridged the gap between the basic underway phase and the advanced phase of naval warfare training.

“The addition of the SWATT program enhanced our tactical readiness tremendously,” said Cmdr. Paul J. Kaylor, Nitze commanding officer. “As a ship that just completed the Basic Phase of the Optimized Fleet Response Plan, we were certified to ‘crawl and walk,’ SWATT helped us to start running.” *

SMWDC headquarters was established June 2015 at Naval Base San Diego with detachments in Dahlgren and Little Creek, Virginia, along with two detachments in San Diego. Led by Rear Adm. Jim Kilby, SMWDC is responsible for increasing the tactical proficiency of surface warfare communities through the creation of WTIs, warfare doctrine, and underway assessment exercises. For more information visit: www.public.navy.mil/surfor/nsmwdc

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Did You Know?


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Surface Warriors Begin in Great Lakes

It Starts Here More than 7,500 Sailors pass through the doors of Surface Warfare Officers School Command Unit

(SWOSU) Great Lakes each year for training in one of more than 30 courses of instruction.

The SWOSU mission is to provide a continuum of professional education and training in support of the surface Navy's requirements that prepare enlisted Sailors to serve at sea.

“Our primary job is to take accession level Sailors and provide them their initial skill training,” said Lt. Cmdr. Preston Marshall, executive officer, SWOSU. “The other half of our mission is our 27 journeyman-level ‘C’ schools where we take fleet returnees, bring them back and give them advanced technical training.”

Zach Mott

Story and Photos by

Training Support Center Great Lakes Public Affairs Office


COMBAT READINESS

will have an opportunity to return and complete their training in Great Lakes.

At each phase of instruction, Sailors are drilled and tested on procedural compliance and the important role that following proper engineering principles has in overall crew safety. Saving Time, Money

Instruction at SWOSU blends instructor-led training, hands-on application and electronic classroom (ECR) methods. This blended approach allows SWOSU instructors to use the training time most efficiently.

“What we’ve found by using this blended learning is, one, we’re saving time,” said Jeff Childress, a retired senior chief and SWOSU deputy director. “Two, we’re increasing knowledge and comprehension. and three, we’re getting the return on the investment because when Sailors get to the fleet they’re capable of actually fulfilling the job.”

The blended training for SWOSU courses is divided into roughly 20 percent traditional instructor-led, 50 percent hands-on laboratories and 30 percent in the ECR.

Once Sailors graduate BECC, they progress to one of eight engineering ‘A’ schools that encompass all surface engineering rates. The surface engineering rates are: Damage Controlman (DC), Engineman (EN), Electrician’s Mate (EM), Gas Turbine Systems Technician-Electrical (GSE), Gas Turbine Systems Technician-Mechanical (GSM), Hull Technician (HT), Machinist’s Mate (MM) and Machinery Repairman (MR).

In addition to engineering rates, SWOSU took ownership of Quartermaster ‘A’ School in October of 2014.

‘A’ schools range in duration from five to 31 days of instruction and allow Sailors more hands-on time with the equipment they will be working with on their first ship.

Apprentice-level damage controlmen receive more training in the 19-day DC ‘A’ School than they did 15 years ago in the original 54-day ‘A’ School. That’s the power of SWOSU’s cutting edge training technology and blended training solution.

“We’re taking a hard look at our ‘A’ schools and seeing what we can do to better align ourselves with future curriculum changes and technology.” Childress said. “Our courses of instruction are short, hard-hitting, and focused not just on gaining knowledge but in attaining skills.”

The training is as in-depth as time allows and serves

Sailors who enter SWOSU are taught in one of nine rate-earning programs or apprenticeship-level training at ‘A’ Schools, or advanced training at ‘C’ schools, respectively. The bulk of the Sailors who attend SWOSU are recent boot camp graduates. Those Sailors are immediately enrolled in the 30-day Basic Engineering Common Core (BECC) course where the fundamentals of engineering principles and theory are taught.

“We’re providing them just enough training up front so they have a clear understanding of safety, procedural compliance and the basics of their particular rate,” said Cmdr. Dave Dwyer, commanding officer of SWOSU. “When they go out to the fleet they can work toward (on-the-job training) and watchstander qualifications, and start to hone their skills to the journeyman-level.”

A small percentage of recent boot camp graduates are enrolled in the 19-day Engineering Professional Apprenticeship Career Track (E-PACT) course. Those who complete E-PACT are sent to the fleet as undesignated firemen. Once they select a rate, they

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as an introduction to Navy surface engineering and navigation concepts. This methodology means that initial training at SWOSU focuses more on foundational principles and theories.

There is not enough time to train every Sailor on every individual piece of shipboard equipment but Sailors are trained to standards and fully prepared for their duties once they arrive to their first ship.

quality assurance craftsman, sounding and security watch and maintenance and material management, with an annotated page 13 in their Electronic Service Record detailing each PQS line item. This allows Sailors to leave SWOSU with a leg up on the training they will need to complete once they are on board their ship.

Childress says that a chief petty officer that is getting a Sailor from SWOSU can expect them to know their

“They get an opportunity to make their mistakes in a virtual world rather than making their mistakes on the actual

equipment.”

“What we’ve found is that retention is better because we are not devoting excess time giving Sailors information that they’re not going to use on their first tour,” Childress said. “We’ve decreased the amount of time they’re here in order to get them to fleet so they’re ready to go to work.”

Once a Sailor finishes ‘A’ school, he or she is the equivalent of an apprentice in a skilled trade profession.

“After completing our course,

rate-specific skills when they reach a ship.

“I’ll give you a page 13 that shows you everything they did here,” he said.Integrating Technology

SWOSU is also increasing the training value of its ‘C’ schools by integrating more technology into the curriculum.

For example, by incorporating advanced interactive 3D technology, Sailors attending EN and GSM ‘C’ Schools in Great Lakes are able to

our Sailors represent the most basic definition of an apprentice. They possess the initial skills that will allow them to continue their training continuum on their first assignment and throughout their career,” Marshall said.

Sailors who complete their rate training at SWOSU can have up to 40 percent of their personnel qualification standards (PQS) complete in basic damage control,

conduct complex maintenance actions including how to disassemble major engine components in half the time of students using traditional instructional methods. They are also able to easily repeat that process in a virtual environment in order to fully understand the machines they are tasked with maintaining. Sailors using new software for these courses can even manipulate the most


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The Surface Navy Association (SNA) wrapped up three days of information sharing and networking

at the 28th Annual National Symposium in Crystal City, Jan. 14.

The symposium provided an opportunity for discussions on a broad range of professional and career issues for the surface community.

Vice Chief of Naval Operations (VCNO) Adm. Michelle Howard touched on distributed lethality and how the Navy has improved over time, particularly through surface warfare.

"When you think about the dimensionality of distributed lethality, that's how we win the fight," said Howard. "It's not about amassing the platforms, it's about massing the fires. It's not that every ship is the shooter, but every platform and every domain has the ability to have offensive capability."

Howard added that one way for distributed lethality to succeed involves the synchronization of four domains: sea, air, sub-surface and the latest one: cyber.

Secretary of the Navy Ray Mabus paid a visit to the symposium and expressed his appreciation for our Navy.

"We have the greatest Navy and Marine Corps in the

world," said Mabus. "Together we will ensure that our Navy remains, for the next 240 years as it has for the past 240 years, a preemptive force in the world for peace security and stability. Semper Fortis."

Another event was the international navies luncheon where members of our Navy and foreign navies to include Brazil, Chile, Canada and Saudi Arabia exchanged ideas.

"It was great to meet with the foreign navies and see different perspectives and how we all function," said Lt. Cmdr. Collin Fox, program manager for the foreign liaison officers, Fleet Forces Command.

The symposium also featured government-contracted defense companies, suppliers and commands exhibiting the latest in surface warfare technology and the way ahead for future research and development. This year's theme was, "The Surface Warfare Strategy: A View Beyond the Horizon."

The SNA was incorporated in 1985 to promote greater coordination and communication among those in the military, business and academic communities who share a common interest in Naval Surface Warfare and to support the activities of Surface Naval Forces. *

SNA Concludes Annual East Coast Symposium

MC2 Veronica Mammina

Story by

Defense Media Activity

minuscule pieces of the 3D simulated engine in a way that would take hours and risk breaking a real engine.

“We’re infusing the delivery (of curriculum) with virtual trainers and part task trainers and the ability to do ‘reps and sets’ in a virtual environment before we put them in front of the real equipment,” Childress said. “They get an opportunity to make their mistakes in a virtual world rather than making their mistakes on the actual equipment.”

The extra time spent working on virtual engines is paying dividends when it is time for the Sailors to put their hands on the real equipment.

“Two decades ago, engineering training in Great Lakes was delivered using a wide variety of operational engineering systems – ‘hot plants’ that provided very realistic training. But the use of hot plants became enormously expensive, and despite the realism of the ‘live’ training, there were certain procedures you could not practice on operational equipment because of safety and the potential of damaging the equipment,” Dwyer said. “Additionally, such live training wasn’t scalable. You could only train one student on one watch station with one instructor at a time. The use of high fidelity simulation in engineering training has allowed my team to train dozens of students in a highly realistic, but safe, environment simultaneously.”

According to Marshall, the technology is making training more effective.

“We’re adding a level of efficiency and a level of understanding of the components,” Marshall said. “The blending of that new virtual technology while

maintaining the traditional hands on training with static engines and auxiliary equipment makes the whole course more effective. That’s the kind of model that we’re looking to use in our ‘C’ schools.”

Journeyman-level instruction at the ‘C’ school allows Sailors in EN, EM, GSE, GSM, MM and HT rates to return to SWOSU Great Lakes and attend one of the 27 advanced courses.

SWOSU continues to update its curriculum and improve the technology used to deliver that training as the Navy sails toward a continuum of training that will ensure the vision of providing ready, relevant training at the right time throughout the career of a Sailor is being met.

“The whole plan within the SWOS domain is to have sustainable, up to date and continuous training for all of our rates,” Dwyer said. “As an E-1 comes in the Navy, the expectation is that he or she will have training all the way up to master chief, with the training being delivered at the right time of the Sailors career. Thanks to the hard work of a multitude of dedicated Navy instructors, civilians and innovative training programs carried out at Great Lakes and the supporting cast of leaders within the SWOS domain, we are achieving that vision.” *


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Man. Train. Equip.YOKOSUKA, Japan (Dec. 23, 2015) Seaman Nate Smith, attached to the U.S. 7th Fleet flagship USS Blue Ridge (LCC 19), touches up paint on the anchor chain on a floating barge. Blue Ridge is currently moored at Commander, Fleet Activities Yokosuka undergoing a selected restricted availability maintenance period, which will allow the ship to undertake future patrols, ensuring the safety and security of Pacific sea lanes. (U.S. Navy photo by Mass Communication Specialist 3rd Class Liz Dunagan)

MATERIAL READINESS

Why do we do maintenance? To keep our Work Center Supervisor and Division Chief

happy? So we can make liberty call and go home? Good answers but not quite what we’re looking for. Simply put, maintenance is done to ensure equipment performs when it is needed.

So we know why it is done, but how should we be doing it? The equipment life-cycle can be met or extended by using corrective maintenance or preventive maintenance. Corrective maintenance is just like it sounds. If a system breaks, it gets fixed. Preventive maintenance is all about keeping equipment from breaking down or at least holding off a failure as long as possible. On the surface it would seem like Preventive is always the way to go. Not so fast! As we’ll see, some things are best when left to run to failure. So, what kind of maintenance should we do, and how often should we do it?

“The Navy’s approach is to perform maintenance only when there is evidence of actual or predictable equipment failure, while ensuring operational readiness, safety, and equipment reliability,” says Capt. Jerry Prendergast, the Naval Sea Systems Command (NAVSEA) assistant deputy commander for maintenance, modernization, environment, and safety.

“This strategy, known as Condition Based Maintenance, has proven to be cost effective, and has been used successfully for decades, not only in the Navy, but in commercial industry as well,” he said.

To determine the most effective maintenance approach, Preventive or Corrective, for a given equipment item, there are rules that need to be followed.

Reliability Centered Maintenance: Documenting the Source of Maintenance Requirements

Photo by MC3 Liz Dunagan


Reliability Centered Maintenance (RCM) is the strategy that provides these rules and guidelines. RCM analysis tells us what maintenance should be performed and when, based on a number of factors including Sailor operational experience, operational data, equipment performance, and engineering expertise. Following the 12 phase process contained in MIL STD 3034A, RCM ensures we do preventive maintenance to properly manage safety, environmental and regulatory risks. When such risk factors don’t exist, RCM makes sure that doing preventive maintenance is cost effective by evaluating the benefits of preventing failure versus the cost and mission impacts if failure were allowed to happen.

The purely corrective maintenance strategy, also known as fix-when-fail, is appropriate for many systems and equipment. For a handful of critical systems, it is imperative to prevent failures; but for most equipment, a balance between preventive and corrective maintenance procedures is optimum.

maintenance that crept into the maintenance plan without the prerequisite RCM analysis. If, as a work center supervisor, you feel preventive maintenance is performed too often, not often enough, or is missing the point, you will be able to see its history and make recommendations based on your operating experience.

By knowing underlying RCM information for maintenance requirements, Sailors, system engineers, and program offices can focus maintenance improvement efforts where they are most needed. This will allow us to achieve the CNO’s goal of most effectively performing maintenance based upon objective evidence of need. *

As the figure shows, doing too much preventive maintenance can be as bad as not doing enough. It is necessary to find the most effective balance and RCM helps in this process.

Naval Sea Systems Command trains and certifies everyone involved with developing maintenance to ensure all abide by the Chief of Naval Operations (CNO) instruction 4700.7L. Those who review and improve existing maintenance strategies use the “Backfit RCM” methodology and receive 12 hours of training every three years. The Backfit approach is appropriate when we have operational data and experience, allowing us to incrementally improve maintenance. Those who develop maintenance from scratch using the “Classic RCM” methodology receive one week of intense training. The classic approach is used for new systems or

To learn more about the Future of PMS initiative, please visithttps://www.milsuite.mil/book/groups/reinvigorating-shipboard-pms

[email protected] email

systems used in new environments where there is no operational experience. Additionally, it is used when equipment reliability is not satisfactory.

When new ships, systems, or components are delivered, the program office ensures an RCM-developed maintenance plan is included. Subsequent Classic and Backfit reviews happen when needed based on operating experience, failure data, cost issues, Type Commander interest, and time since the last RCM review. Continuous improvement of our maintenance strategy is key to the CNO’s policy.

Because the Navy has been inconsistent in the way it collects and stores RCM information, we don’t always know the “pedigree” of some existing

preventive maintenance (O-, I-, and D-level). This will change with the Future of PMS (FoPMS). FoPMS is a project whose goal is to modernize the Navy’s Planned Maintenance System. For every maintenance requirement, FoPMS will make it clear to everyone with PMS access that they know its RCM pedigree, the failure mode the maintenance is designed to prevent, and when it was last reviewed. Requirements without a pedigree will be prioritized for RCM validation to eliminate

Marc BorkowskiStory by

Naval Sea Systems Command

Photo by MC3 Kaleb Staples

MATERIAL READINESS

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I Want MER!

Fleet Maintenance Effectiveness Reviews & Why You Should Care About Them

It’s easy to get caught up in the day-to-day grind that comes

with hard work and forget that, while solving problems, you’re building something to be proud of and shaping the future. In many ways, that’s the basis behind FLEETMERs.

Also known as Fleet MER (Maintenance Effectiveness Review), this is an event that looks at Navy maintenance requirements and work procedures in an effort to validate their effectiveness and

improve them if necessary. It’s all about making sure that maintenance is being done in the best way possible now and for future generations. In some cases, the FLEETMER can even show that maintenance isn’t necessary at all.

FLEETMERs bring together systems experts from across the Navy to review and improve the preventive and corrective maintenance performed by our expert Sailors, regional maintenance centers, and the nation’s public and

private shipyards. The fundamental objective of the FLEETMER process is to provide our Fleet with the best maintenance plan possible and to get our national assets to the end of their useful service life. In this feature, we’ll look at how systems are selected for review, who participates in FLEETMERs, the Backfit Reliability Centered Maintenance (RCM) methodology, and how you can get involved.Not Just for Norfolk and San Diego anymore!

William KellyStory by

NAVSEA 3M/PMS Program Manager


28

What is fleetmers?Week Long Events:• “Backfit” RCM training for certification 1½ days• RCM analysis of 4-6 ship systems that exhibit high maintenance burdens (3½ days)

In the past, FLEETMERs took place in Norfolk, Virginia and San Diego, California on a quarterly basis. More locations were added in fiscal year (FY) 2015 with one every two months, through FY 2017. In addition to Norfolk and San Diego, FLEETMERs will be held in Mayport, Fla., and Pearl Harbor, Hawaii.The Selection Process...

...is an annual the maintenance planning–engineering analysis (MP-EA) process, a disciplined, data-driven approach validated by Fleet maintainers, identifies systems that are worthwhile candidates for RCM analysis. Not only does this analysis deliver systems for review but is likely to result in improvements to safety, regulatory compliance, mission effectiveness, or lower total life-cycle maintenance costs. Who Should Participate in a FLEETMER?

FLEETMER events are most successful when each of three legs of expertise supports the event. The first leg features the Sailors and subject matter experts (SMEs) who are most familiar with the day-to-day system, equipment and component operation, maintenance and repair issues. In addition to Type Commanders (TYCOMSs), Activities/organizations that may provide SMEs include

regional maintenance centers (RMCs), performance monitoring teams (PMTs), Board of Survey Inspections (INSURV), and original equipment manufacturers (OEMs).

The next leg is represented by Navy technical warrant holders (TWH) and in-service engineering agents (ISEAs). These activities are ultimately responsible for the safe design and maintenance for their assigned system across the Fleet. The ISEA is responsible for reviewing change recommendations identified by the Sailors and SMEs. They are the signature authority to approve maintenance plan changes.

The last leg of a successful FLEETMER event is the work that NAVSEA04RM and naval sea logistics center (NSLC) provide in failure data analysis, package preparation, event logistics, facilitation, and post-event implementation. NAVSEA04RM facilitators provide review materials and failure information, reinforce the Backfit RCM process and prepare the smooth change package for NSLC implementation.

The FLEETMER process applies NAVSEA’s Backfit RCM methodology. This is basically a roadmap for analyzing procedures. Planned maintenance procedures are in place to prevent equipment failure. Backfit RCM determines

FLEETMER Working Group



MATERIAL READINESS

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if the tasks at hand actually restore and maintain equipment reliability by asking three questions. Firstly, does failure even occur? If it is determined that it will fail without maintenance, the next question to ask is, do the tasks performed actually restore or maintain original reliability? Finally, is the maintenance worth doing?

In some cases it may be more cost-effective to run to failure and replace than to maintain. This last question considers safety and environmental

consequences as well as operational performance and other failures. Once the requirement is validated by the rules of Backfit RCM, the maintenance procedure is assessed and corrected or updated.

Changes to maintenance requirement cards (MRCs) as a result of FLEETMERs are documented by technical feedback reports (TFBRs), while changes to intermediate- and depot-level tasks are tracked to completion by the appropriate maintenance support

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activity in coordination with the TWH/ISEA.

The implementation of recommended changes is reviewed every six months during the first two years following a FLEETMER, and a final status report of all implemented with estimated changes impacts is produced at five years.

The FLEETMER process can be found in Section II, Chapter 5 of the Ships' Maintenance and Material

Photo by MC2 Antonio Turretto Ramos



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“The RCM Back-fit process has proven effective at improving safety, regulatory compliance, and restoring system function to maintain the highest levels of mission capabilities, while reducing the total combined cost of preventive and corrective

maintenance.”-Gregg Baumeier, Chairman,

Common Maintenance Planning Working Group

(CMPWG), SEA 04RM21

Management (3-M) Manual (NAVSEA Instruction 4790.8C).How You Can Get Involved

FLEETMER events are only as successful as the number and expertise of system knowledgeable participants. We are especially looking for “deckplate” Sailor participation from maintainers who are currently using the system under review. Deckplate maintainers are usually 1st and 2nd Class Petty Officers.

If you are a Sailor that wants to make an immediate impact on MRCs for your system, let your supervisor know that you would like to attend. Likewise, if you are a supervisor or manager, Sailor involvement can only happen when commands support their participation. Help the Navy improve maintenance by putting the right people in the right place at the right time.

FLEETMERs are announced by Naval message 45 to 60 days prior to the event. Navy 3-M Coordinators receive an email reminder from NSLC as well. *

FLEETMER 89Location: San Diego, CADates: 21–25 March 2016Systems Selected for Review:• Aviation Fuels (MIP Group 5420)• Feed and Condensate System (MIP Group 2550)• Fresh Water Fire Extinguishing Systems (MIP

Group 5550) • Power Distribution Systems (MIP Group 3241)• RADAR Absorbing Material (MIP Group 4071)• Torpedo Handling System (MIP Group 7500) --------FLEETMER 90Location: Mayport, FLDates: 16–20 May 2016----------FLEETMER 91Location: Norfolk, VADates: 20–24 June 2016

Upcoming Reviews

If you are interested in participating in a FLEETMER, let your 3-M Coordinator know. 3-M Coordinators should email the following information to Gregg Baumeier at [email protected]:

First Name:Command:Email:MER Role:

Last Name:Rank: Phone: System Expertise:RCM Level I Status: Currently Certified, or Not Certified

Sailors in Norfolk can actually provide input to FLEETMERs not held in the area. Again, 3-M coordinators need to contact Gregg Baumeier, CMPWG Chairman at (757) 547-2828 x331 or via the email previously provided. Mr. Baumeier can coordinate a time and place to take your inputs prior to the FLEETMER. You will be included in the feedback process as well as the implementation e-mails that are sent out every six months. Maintenance matters and your input is vital.

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COMNAVSURFLANT Prepares to Welcome USS Thomas Hudner

The keel of the Arleigh Burke-class USS Thomas Hudner (DDG 116) was laid, Nov. 16, in Bath, Maine, signifying the beginning of the destroyer's construction.

Expected to be commissioned in Boston in fall 2018, the ship is named for retired Navy Capt. Thomas J. Hudner, Jr., a naval aviator who received the Medal of Honor for displaying uncommon valor during the Korean War Battle of Chosin Reservoir. Hudner was honored for actions taken after his wingman, Ens. Jesse L. Brown, the first African American naval aviator to fly in combat, was shot down. Under extremely adverse conditions, Hudner purposefully crashed his own aircraft in an attempt to save Brown. Then he and a rescue pilot unsuccessfully attempted to free Brown from the wreckage.

"I couldn't bear the thought that he was down there and there was no way to get him out," said Hudner, a native of Fall River, Mass. He added that he couldn't get over having the ship named after him, but that it provided him "a great sense of responsibility and recognition.

His story was chronicled in the recently-released "Devotion: An Epic Story of Heroism, Friendship, and Sacrifice."

Hudner will be the 66th Arleigh Burke-class destroyer to join the Navy, with Cmdr. Nathan Scherry as its first commanding officer.

"I am extremely humbled and grateful for the opportunity to command a new construction ship, and I'm especially proud of being selected to take command of a ship named after one of our nation's heroes" said Scherry. "As

the ship's first commanding officer, my primary responsibility will be to build the crew and get everybody ready for operational tasking."

Scherry said Hudner will be one of the nation's most technologically advanced and capable warships. It will be the first of the "technology insertion" destroyers, which means it will gain elements of a next generation of Arleigh Burke-class destroyers known as Flight III. The improvements will include better on board power-generation systems, increased automation, and next generation weapons, sensors and electronics.

"With the improvements and a well-trained, seasoned crew, Hudner will be able to carry out our nation's tasking with unsurpassed honor, courage and commitment," said Scherry. *

MC2 Jamie CosbyStory by

Surface Force Atlantic Public Affairs

Power Surge: ONR, Energy Efficiency in the Spotlight

David SmalleyStory by

Office of Naval Research

A scientist sponsored by the Office of Naval Research (ONR) has been named to the National Academy

of Inventors for work in energy efficiency using gallium nitride (GaN), with resulting improvements in everything from warfighter communications to hybrid cars, officials announced Feb. 11.

Umesh Mishra, at the University of California-Santa Barbara, is a pioneer in research to reduce the amount of energy lost as electrical currents pass through commonly used but inefficient voltage adaptors, where much of the current dissipates as heat. His innovative use of GaN, a semiconductor compound, in materials and electric devices has already made dramatic impacts for Sailors and Marines.

"The world has to waste less energy while it powers its needs for the next century," he said. "This includes communications, the Internet and transportation, to name a few. "To provide our nation's defenders with an unfair advantage we need to provide them with the very best performance systems for communications, computation and detection, while being compact and lightweight. GaN provides this at a reasonable cost."

ONR has supported Mishra's research for two decades, and his accomplishments in advancing energy efficiency have become significant for the warfighter and the nation, experts said.

Paul Maki, ONR program officer for electronic devices,

noted Mishra's GaN research has already improved air and missile defense radar, broadband electronic warfare platforms and other GaN-based devices relying on radio-frequency technology.

"Gallium nitride is being deployed in the Navy right now," Maki said. "GaN precision electronics more accurately control switching waveforms and the end result is greater efficiencies."

The Navy and Marine Corps are particularly interested in improved energy efficiency as new and powerful weapon systems like lasers and electronic railguns advance, both of which demand significant shipboard power capabilities for firing and cooling.

In addition, Maki noted, longer battery life - another benefit of new uses for GaN - will be critical for unmanned vehicles and fuel-cell vehicles.

"It's these improvements in energy efficiencies that have gotten him this well-deserved recognition," he said of Mishra. "He has been very supportive of naval science and technology."

Maki said Mishra has led a series of successful multidisciplinary university research initiatives funded by ONR. As Mishra's research advanced, the frequency performance required for naval platforms improved by a factor of 20, and the power output/power density improved by five times.


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PEARL HARBOR, Hawaii (Dec. 6, 2015) U.S. Marines and Sailors man the rails as the USS Anchorage (LPD 23) pulls into port in Hawaii. Hawaii is the 15th Marine Expeditionary Unit’s last port call before heading home after their WESTPAC 15 deployment. (U.S. Marine Corps photo by Sgt. Jamean Berry)

Heritage.

HERITAGE & RECOGNITION

Each year, Sailors from commands throughout Naval Surface Force, U.S. Pacific Fleet (SURFPAC)

compete for the titles of SURFPAC Sea and Shore Sailors of the Year (SOY).

This year's winners were announced during a banquet at the Admiral Kidd Catering and Conference Center in San Diego, Feb. 12.

The annual competition began with SOYs from 117 commands within SURFPAC but only eight were selected as finalists to participate in SOY week and ultimately be crowned SURFPAC SOY. Hospital Corpsman 1st Class Corey Smith, assigned to USS Essex (LHD 2), was named the Sea SOY, and Yeoman 1st Class John Singleton Jr., assigned to Afloat Training Group Middle Pacific, was named Shore SOY.

Spouses, leaders from the candidates' commands, distinguished military guests and community supporters attended the event, sponsored by the Surface Navy Association, with the single purpose of honoring the hard work and dedication of the Senior Sailors of the Year for SURFPAC sea and shore commands, and to name the ultimate winners.

CNSP Announces 2015 Sea, Shore Sailors of the Year

Best of the Best

MC1 Trevor Welsh

Story by

Naval Surface Force Public Affairs

and a series of community outreach activities, which included meeting with Pearl Harbor survivors, a visit to USS Midway Museum and the San Diego Zoo. They also had the opportunity to attended professional development sessions at SURFPAC headquarters.

"Sailor of the Year week is important because it allows us to recognize our best and brightest first class petty officers from every command within Naval Surface Forces Pacific Fleet, and this week has been amazing," said COMNAVSURFPAC Force Master Chief Jason Wallis. "It seems every year the candidates become smarter, more professional and more well-rounded first class petty officers, all of which are ready to make the next step to become chief petty officer."

Smith and Singleton will now go to Hawaii to compete against Pacific Fleet nominees vying for the Commander, U.S. Pacific Fleet (COMPACFLT) Shore and Sea SOY titles. The sea and shore-based commands of COMPACFLT represent more than 200,000 Sailors. The top COMPACFLT Sea Sailor will be eligible for meritorious promotion to chief petty officer and the Shore SOY will move on to competition in Washington, D.C., for possible designation as the 2015 Chief of Naval Operations Shore SOY. *

Throughout the week, the eight finalists took part in interviews by chief petty officers, command events

MC2 Phil Ladouceur

Photos by


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Born in 1979 in Jackson, Mississippi, Smith enlisted in the Navy in May 2006 and reported in February 2008 to his first duty station was at Naval Hospital Pensacola, Florida. His sea tours include an individual augment assignment to Joint Task Force Guantanamo Bay, Cuba, and Essex where his is currently serving as Medical Department's leading petty officer.

"To be selected here tonight, it just makes me want to thank everyone who invested in me on the way," said Smith. "Their constant guidance and mentorship helped me be successful. I owe it all to them and to my crew that I work with. I wish they could be here with me to see this."

Born in 1976 in Pass Christian, Mississippi, Singleton enlisted in the Navy in January 2003 and reported to his first command, Strike Fighter Squadron (VFA) 122 at Naval Air Station Lemoore, California, in May 2003. His shore tours include, Commander, Pacific Fleet in Pearl Harbor, and Afloat Training Group Middle Pacific where he is currently assigned as the command career counselor.

"This whole week was amazing," said Singleton. "It isn't something I ever thought would happen to me. I was just being a hard worker to provide for my family. Everyone who's been in my life: chiefs, shipmates, my command; I accept this on behalf of all of them, because they got me where I am right now."


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San Antonio-class amphibious transport dock ship USS

Anchorage (LPD 23) pulled out of Broadway Pier in downtown San Diego, Feb. 19, after hosting over 2,400 locals and foreign nationals for tours of the ship.

"We were honored to host 2,400 civilians on our ship this week," said Capt. J.J. Cummings, commanding officer of Anchorage. "The Broadway Pier event was a fantastic opportunity for the general public to get an inside look at a brand new warship and, more importantly, meet some of the finest young men and women our nation has to offer; our Sailors and Marines."

Tug boats moved Anchorage from its location on Naval Base San Diego to Broadway Pier, Feb. 17, sharing the downtown spotlight

A Visit To Downtown San Diegowith decommissioned aircraft carrier museum ship USS Midway (CV 41).

After manning the rails and mooring, Anchorage opened up to the public on Feb. 17 and 18, showcasing how an amphibious transport dock ship looks and operates.

"You will always meet interesting people when you open up a warship to the public," said Lt. j.g. Zachary Dryden, Anchorage's community outreach coordinator for the visit. "Some will be veterans who love to tell you how it was when they were in, or civilian military buffs who sometimes ask off-the-wall questions. But those are usually the best people because you can tell they are genuinely interested in the ship

and the jobs that the Sailors are doing on board."

Sailors and Marines assigned to Anchorage served as tour guides, showing the tour groups everything from the well deck to the bridge.

"I had a lot of fun telling people about the MC2 Matthew

Dickinson

Story and Photos by

USS Anchorage Public Affairs

BROADWAYAnchorageon


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ship," said Personnel Specialist 3rd Class Ryan Bannon. "Everybody was so courteous and thankful for what we do out here, and I met a lot of great people. I'm glad we had a great turnout of people that wanted to visit Anchorage and I know the Sailors genuinely enjoyed showing off where they work and lived for the past deployment."

Anchorage, homeported in San Diego, is the 7th ship in its class and was commissioned in her namesake city May 4, 2013. Anchorage is part of the Essex Amphibious Ready Group, and is in port in San Diego awaiting a continuous maintenance availability (CMAV) to receive upgrades and repairs. *

I love tours because it gives us the chance to show the American taxpayer what goes on inside a ship and lets us show off mighty Anchorage.

We say we're there to show off our ship, but really we're here to show off our people, because our Sailors are our true strength. The tour gave the public the chance to meet our Sailors. They are young men and women, American citizens, from all over the country, even all over the world!

The public can meet them, speak with them, see how articulate they are, and how excited they are to be Sailors.

Commanding officers should be excited for the opportunity to give tours like this. It's a great opportunity to open the hatches and doors and show off how well you maintain your ship, how clean you keep it, and how well trained your Sailors are.

Ships that are conducting maintenance or in the shipyard can focus on their mission, and we can take our fine warship and park it on Broadway pier here, right next to the public.

I'm glad I was offered this opportunity, I'm glad Anchorage took it, because I'm proud of our people, what they represent, and how excited they are to be Sailors in the Navy. It was a privilege to bring our fine warship to the public.

- Capt. Cummings, CO of USS Anchorage

and the jobs that the Sailors are doing on board."

Sailors and Marines assigned to Anchorage served as tour guides, showing the tour groups everything from the well deck to the bridge.

"I had a lot of fun telling people about the


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California business, education and community leaders visited

USS Makin Island (LHD 8) as part of the "Leaders to Sea" program, Feb. 10.

The group arrived by helicopter while the ship was operating off the coast of Southern California.

This is the program's first visit since its recent program overhaul. The last event was in 2012.

"Vice Adm. Thomas Rowden, commander, Naval Surface Forces/Naval Surface Force, U.S. Pacific Fleet, saw the value in breathing life back into the program," said Mike Raney from the Public Affairs Office at Commander, Naval Surface Forces, U.S. Pacific Fleet. "While he is proud of the surface force and all his team accomplishes every day, he realized after encounters with civilian executives that many did not understand what their Navy does. Leaders to Sea is an excellent opportunity to showcase the capabilities of our Navy and the quality of our Sailors and Marines."

The Leaders to Sea program is designed to provide influential community leaders, educators, and business executives an opportunity to observe daily operations of U.S. Navy ships at sea. The program

encourages participants to share their experiences with family, peers, co-workers, employees and other individuals in their respective influence areas.

Raney said, "Visitors gain a lot more context by seeing our Sailors in action, rather than trying to explain daily operations to somebody with little to no Navy exposure."

Capt. Mark Melson, executive officer of Makin Island, and Command Master Chief Larry A. Lynch, welcomed the group when they landed on the flight deck. Capt. Jon Rodgers, the commanding officer, provided a bridge view of the ship's capabilities while conducting simultaneous well deck and flight deck operations.

The group's time aboard included a tour of Makin Island's medical facility and gym, observing flight operations, meeting the bridge team, and taking part in a luncheon with Makin Island Sailors on the mess decks.

"The first thing I noticed when we came on board was how clean the ship was," said Al Love, director of College, Career and Technical Education for San Diego Unified School District. "I didn't expect

Makin Island Hosts Leaders to Sea

that at first and it shows the pride the crew has for the ship."

"Walking through the ship, I was inspired by the dedication, focus, and pride that the Sailors had in their work. As someone in education, it was really great to see and talk to so many young people with such respect, direction, and focus because of their experience in the military," he said.

Other participants in the Leaders to Sea program expressed their appreciation of Sailors and what they do.

Richard Azarloza, managing director at Covington Capital Management, from Porter Ranch, California, said, "It's amazing to see the joy and proficiency these service members have in doing their jobs. I'm thankful to have had this experience and have tremendous gratitude to all of the service members for being here."

During lunch on the mess decks, the Leaders at Sea participants shared a meal and some conversation with Makin Island Sailors.

"They were really excited to be here and were incredibly interested in what we do on Makin Island," said Personnel Specialist Seaman Lexus Coleman, from Chicago. "It was a privilege for me to be able to talk to them about my ship and my shipmates and all the work we do when we're out at sea."

Coleman was also appreciative of what the participants had to say about their experience in the military.

"For me, it was great to hear them tell me that my experience in the military, the work ethic and skills I've learned, are setting me up for success for the rest of my life," said Coleman. "It was cool to hear that from civilians that have reached such high levels in their fields."

Makin Island is currently operating off the coast of Southern California in the basic phase of the ships training cycle in preparation for a regularly scheduled deployment later in the year. *

MC2 Robin PeakStory by

USS Makin Island Public Affairs

Photo by MC1 Corwin Colbert


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All hands bury the dead," commanded the officer of the

deck. The ocean swells cradled the ship

and the white tops broke under a clear sky, Jan. 24, as the casket of Master Chief Kyle G. Sutton laid peacefully in the well deck of USS Makin Island (LHD 8). Sailors gathered in ranks in honor of the master chief who only six months ago was out on the deckplates leading them on the naval warship.

Makin Island was Sutton's final duty station as a United States Navy Sailor, and it would be the vessel that carried him to his final resting place in the Pacific Ocean.

"Makin Island, attention!" commanded Executive Officer Capt. Mark Melson.

Sailors and Marines all came to attention as Commanding Officer Capt. Jon P. Rodgers gave his remarks.

MC2 Robin PeakStory by

USS Makin Island Public Affairs


A Master Chief Boatswain's Mate is Laid to Rest

"

Photo by MC2 Robin Peak


39

paused as he looked at the ranks of Sailors and Marines. "There are only words of praise for a shipmate that we will dearly miss - eternal praise and thanks that our paths have crossed with such a man, such a Sailor who made us all better."

The commanding officer again paused, looking down for a moment, and when his eyes came to face his crew again he said, "He trained a generation of boatswain's mates, a wardroom and a captain."

"Chaplain," said Rodgers, "carry out the honor."

Lt. Cmdr. Aaron C. Carlton, command chaplain, gave the benediction and concluded with a prayer and the committal.

"Unto Almighty God we commend the soul of Master Chief

Petty Officer Kyle Glen Sutton and we commit his body to the deep. In the sure and certain hope of the resurrection unto eternal life, through our lord Jesus Christ, Amen."

Marines from the 11th Marine Expeditionary Unit comprised the rifle detail for the ceremony. They marched in perfect sync to their places in the well deck.

"Fire three volleys!" commanded the ceremonial master-at-arms. "Ready. Aim. Fire!"

The shots echoed through the ship and over the vast blue ocean as a silent crew saluted.

Pallbearers from the Makin Island Chiefs Mess came to their positions around the casket. They grasped the handles and walked their fellow

"Shipmates," began the captain, "it's a very fitting morning." The sound of the ocean roared outside of the well deck and the ship steadily swayed from its swells.

"I had hoped for a very calm-watered ceremony, but that would not be Kyle," said Rodgers. "He wanted to go with a splash. Well, he's going to get that wish because we're in eight to ten foot seas and we're heading west."

As the captain continued to speak about Sutton, Sailors stood stoically, facing the sea. Though their expressions remained the same with constant vigil in the early morning hour, tears began to stream down many of their faces.

"This morning there are no words for comfort," said. Rodgers. He

Continued from

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shipmate through the well deck, where he once lead and trained his Sailors during what would be his last deployment.

They placed him at the waters edge and then returned back to the front of the well deck ramp. The Sailors and Marines watched as the sea splashed and the ocean mist surrounded the boatswain's mate during his last moments aboard.

Taps played throughout the ship as the crew rendered their final salutes and watched as the stern gate lowered the Sailor down.

Boatswain's Mate Master Chief Kyle G. Sutton, for the last time, returned to the sea.

Photo by MC1 Larry Carlson

Photo by MC1 Larry Carlson

Photo by MC2 Robin Peak


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Photo by David P. Coleman

A contingent of USS Mason (DDG 87) Sailors attended a funeral Jan. 9 in New York City to honor the last surviving crew member of USS Mason (DE 529).

Lorenzo Dufau, 94, passed away there Dec. 19. He was highlighted in the 2004 documentary film "Proud", the story of the all-African American crew of USS Mason (DE 529).

In the same spirit the crew achieved recognition, Dufau spent a lifetime working to end discrimination. He appeared several times aboard U.S. naval bases and ships to speak on the subject. Most recently, he spoke in 2012 aboard Mason in Norfolk as part of their Black History Month celebration.

"Words cannot really express my deepest feelings because I become emotional when I realize the role that I was picked to play in developing America," he said, while answering questions from

Mason Sailors Bid Farewell to Shipmateall the attention. They were pretty flyboys. But did they own and operate a Navy destroyer? I think not!'" Shasky said. "Speaking with his family and friends, it was quite evident that he was proud of his and his shipmates' service. The Navy is a better place because of him, his shipmates and DE-529."

Lt. Cmdr. John Lloyd Jr. led the DDG 87 delegation and spoke to the family, bringing greetings and condolences from Cmdr. Christopher Gilbertson, Mason's commanding officer, and from its crew. Lloyd punctuated his comments by stating, "I am heart-broken that I did not have the pleasure and honor of meeting such a humble man who was obviously loved by so many."

Dufau is survived by his daughter-in-law and numerous grandchildren, great grandchildren and great-great grandchildren. *

the Mason crew in 2012. "This is America, a combination of all people, one nation under God."

In recognition of his lifetime of service, members of the current Mason attended and spoke during Dufau's funeral.

"Mr. Dufau continued to be an advocate for the Navy and the work that he and his shipmates did aboard USS Mason (DE-529) was nothing short of spectacular," said Mason Command Master Chief Ronald Shasky. "He felt it was important for the story of his ship and shipmates to be heard, a story of an all-African American crew taking a naval vessel into battle, serving with honor and distinction, all during a period where racial segregation was rampant in our community. He and his shipmates were trailblazers in the history of African Americans in service to their country.

"He was quoted as once saying, 'Sure the Tuskegee Airman get

Story fromUSS Mason

Public Affairs


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Like many people, I tend to reflect on my life at the end of the year. This time around I focused almost

solely on my time aboard my new ship.In August 2014 I received orders to amphibious

transport dock ship USS San Diego (LPD 22) to fill an independent duty billet.

I’d be the only photojournalist and public affairs specialist aboard the ship, and while this wasn’t necessarily new to me – I had done it temporarily in 2011 aboard USS Comstock (LSD 45) and at the Submarine Learning Center Detachment for the last two years – that didn’t mean I wasn’t nervous.

Finally, on Jan. 6, 2015 after three days of travelling, a group of my new shipmates and I touched down on the flight deck of San Diego in a pair of MV-22 Ospreys.

The next day I started learning my way around the ship, meeting the people in my division and my department, and getting settled into my new desk aboard my new ship. Within weeks I was comfortably doing my job, regularly taking pictures and writing articles.

I found the crew exemplified a “team first” attitude and quickly accepted me as well as the other Sailors I’d arrived with. Before long our hard work was being noticed, appreciated, and recognized.

On Feb. 25, 2015 we returned from the ship’s maiden

One Year Aboard USS San Diegodeployment to our homeport of San Diego, but the work wasn’t finished yet. We had to complete an ammunition offload at Naval Weapons Station Seal Beach in April and later transit to BAE Systems’ San Diego Shipyard for an extended maintenance period in May. Both required long days and a continued “team first” attitude.

Before we left for Seal Beach, the ship was recognized with its second consecutive Battle Effectiveness (Battle “E”) Award for work done in 2014. San Diego and her crew would continue to be recognized and rewarded for their hard work throughout 2015. During the shipyard maintenance period I took pictures of multiple award ceremonies recognizing individuals for their accomplishments and perseverance, as well as promotion and advancement ceremonies.

As my first year aboard this ship comes to a close, I can truly say that I’m happy I took these orders. While no job is perfect, I’ve been impressed with this crew almost everyday I’ve been on board. I’ve seen shipmates take care of each other, sacrifice for each other, and lend each other a hand on a regular basis. I would be lying if I said everyday on San Diego has been an adventure or a good day. It hasn’t. But I’ve had a lot more good days than bad days. I’m proud to be part of team San Diego. *

MC1 Joseph Buliavac

Story and Photo by

USS San Diego Public Affairs

Photo Courtesy of MC1 Joseph Buliavac

BLOGGING FROM THE FLEET

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Command Changes

Capt. Anthony L. Simmons, March 2016

Cmdr. Justin L. Harts, November 2015

Capt. Randall W. Peck, February 2016 Cmdr. Roderick D. Magee, March 2016

Capt. Dennis Velez, February 2016 Cmdr. Timothy Long, December 2015

Capt. Tom Williams, January 2016

Destroyer Squadron 2

USS Benfold (DDG 65)

USS Mesa Verde (LPD 19) USS James E. Williams (DDG 95)

USS San Jacinto (CG 56) USS Kidd (DDG 100)

Destroyer Squadron 23

Cmdr. Gilbert Ayan, November 2015

Cmdr. Steven Liberty, March 2016

Cmdr. Meger Chappell, March 2016v

Cmdr. Andria L. Slough, January 2016

USS Milius (DDG 69)

USS Ramage (DDG 61)

USS Roosevelt (DDG 80)

USS Porter (DDG 78)

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Cmdr. Don McNeil, February 2016Mine Countermeasures Division 31


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Cmdr. Donald V. Rauch, December 2015 Littoral Combat Ship Crew 201

Lt. Cmdr. Scott A. Jones, February 2016

Lt. Cmdr. Lawrence Heyworth IV, December 2015

USS Pioneer (MCM 9)

USS Sentry (MCM 3)

Cmdr. Douglas Meagher, January 2016 Littoral Combat Ship Crew 203

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surface warfare magazine - spring 2016

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