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Vol. 32 No. 3

Summer 2007
On the Back:

Sailors from navigation 

department hoist the 

American fl ag aloft from the 

signal bridge aboard Nimitzclass aircraft carrier USS John

C. Stennis (CVN 74). (MCSN

Jose Lepoldo Escobosa/USN) 

On the Cover:

BM2 Charles Daggett trips 

the pelican hook, releasing 

the spanwire as BM3 Ryan 

Abbott eases it over the 

side of USS Nitze (DDG 

94) at the completion of 

refueling with British 

oiler RFA Bayleaf (A 

109). (Lt. j.g. Hunter 

Washburn/USN) 

 Surface Warfare (USPS 104-170)(ISSN 0145-1073) is published quarterly by the Department of the Navy, Director, Surface Warfare (OPNAV N861M), 2511 Jefferson Davis HWY, Suite 4300, 4th Floor, Arlington 

VA 22202. Periodicals postage paid at Arlington, VA, and at additional mailing offi ces. The Secretary of the Navy has determined this publication is necessary in the transaction of business required by law or the 

Department of the Navy. Funds for printing this publication have been approved by the Navy Publications and Printing Committee.

Postmaster: Send address changes to Surface Warfare, OPNAV N861M, 2000 Navy Pentagon, Washington, DC 20350-2000.

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Vol. 32 No. 3

Summer 2007

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Features

Succeeding with SHIPTRAIN 5

Following the fundamentals of the training strategy.

Inside DDG 1000 10

Multi-mission combatant will revolutionize surface warfare.

One Perspective 16

Interested in an IA? An insider’s account and advice.

Tip of the Spear 26

VBSS teams train to take action against adversaries around 

the globe.

Navy’s best speak out! 39

Award winners give tips on safe navigation.

Safety

Underway Replenishment 32

Alongside danger. Pay attention!

Top ten breakaway songs 37

What are the best breakaway songs? Here are some going 

away favorites!

Departments

 2 Message from Commander

 3 Director’s Letter

20 Fit for Duty

22 Book Review

42 Views from the Fleet

41 Ship Shape

44 Captain’s Trivia

 SN Alex Franco presents a USS Winston S. 

Churchill (DDG 81) Navy ball cap to a patient 

as his sister looks on at Children’s Hospital 

of Philadelphia (CHOP) as part of the Navy’s 

CAPS for Kids Program. Sailors from Churchill

visited CHOP as part of the events surrounding 

Philadelphia’s Navy Week, a weeklong series 

of events organized by the Navy Offi ce of 

Community Outreach. (MC1 Matthew Romano/

USN)

Rear Adm. Victor Guillory, USN

Deputy Director, Surface Warfare Division

Military Editor

Lt. Jennifer Rossi, USN

Managing Editor

MC1(SW/AW) Athena Blain, USN

Administration and Distribution

YN2 (SW/AW) Fredrica Johnson, USN

Editorial: 

Address editorial inquiries to:

Surface Warfare Magazine

OPNAV N86IM

2000 Navy Pentagon

Washington, DC 20350-2000

Phone: (703) 604-1911

FAX: (703) 604-1917

DSN Prefi x: 664

E-mail: surfwarmag@navy.mil

Layout and Design by: 

Allen Wayne, Ltd.

Phone: (703) 321-7414

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Web: www.allenwayne.com

Printed By:

Universal Printing Co.

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Phone: 314-771-6900

Subscriptions

Superintendent of Documents

U.S. Government Printing Offi ce

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By mail: P.O. Box 371954 

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Master stock number: 

708-050-00000-8 (SW)
The Surface Warfare 

Enterprise

Where we have been and 

where we are going

A year ago the surface force began 

a transformation. We needed to leverage technology to improve the way 

we do our basic mission – manning, 

training, equipping, and sustaining the 

force. The process we created is the 

Surface Warfare Enterprise – the SWE. 

Before taking the helm at SURFOR, 

I served as SURFLANT for three 

years. So, I have been focused on the 

“business end” of the Surface Navy 

for almost five years. The challenges 

of today’s complex security environment require an adaptive, dominant 

and lethal surface force, deployable 

world-wide and continuously ready. 

The SWE is not about doing more 

with less, but all about generating 

credible combat power at the right 

time, at the right place, and at the 

right cost. The number one priority is 

to improve the Surface Navy’s product – a warship ready for tasking. 

Changes in the way we do business will mean changes that you will 

see in the way your ship does training, changes in your individual training pipeline, and changes in the way 

maintenance is done – both routine 

and major repair work. 

We have leveraged the Navy’s 

IT infrastructure to assess data on 

the way we man, train, equip, and 

sustain the force. We can easily 

identify trends and inefficiencies 

that permit us to deliver a warship 

ready for tasking with improved 

combat effectiveness. 

The SWE has achieved a number 

of impressive results. 

• Class Squadrons (CLASSRONs) 

have been established. The CLASSRON commodores will serve as the 

link between the SWE and the fleet 

as well as doing the in-depth analysis 

of the effectiveness of our processes. 

The FFG CLASSRON has already 

conducted deep dives into repair 

costs and found savings related to 

repairing fire pump mechanical seals 

at a fraction of the cost that it takes to 

replace them. 

• SHIPMAIN has become institutionalized and transitioned into the 

oversight of the SWE Sustainment 

and Modernization Team. The Diesel 

Engine Reliability Program, capitalizing on proven MSC procedures of 

continuous assessment and condition-based maintenance, has been fully implemented on LSD 41/49 class 

ships. Already, operational availability has increased nearly 50 percent 

at reduced costs, and we are rolling 

out parts of the program to SSDGs on 

FFGs and MCMs. 

• SHIPTRAIN and school reduction initiatives have changed 

the way we approach unit level 

training. Eighty-five percent of the 

surface force has transitioned to the 

SHIPTRAIN process. The average 

ship now spends 10-11 weeks in the 

basic phase of training. I fully expect that number to go down as we 

refine our process and as crews become more accustomed to the new 

training environment. 

• On the Schools’ side of the 

training effort, we have changed the 

schools’ policy from the “80/20” requirement to a “critical and essential 

schools’ requirement.” This policy 

change directly links required schools 

to performance as captured in TFOM. 

The critical schools initiative serves 

two purposes: it focuses efforts on 

obtaining “must have” skills on 

board, and allows some flexibility 

when performance shows that complete compliance is not immediately 

necessary. We are already seeing 

some TADTAR savings as a result of 

sustained readiness while maintaining this important training process. 

These processes and initiatives 

are just a few of the results our SWE 

teams have accomplished that improve war fighting readiness across 

the fleet.

Developing a mature Enterprise 

won’t happen overnight, it will require 

years of work. The 2007 Strategic Plan 

lays out the roadmap for the next four 

years, with a steady focus on our six 

primary objectives: war fighting readiness, people, financial management, 

cost management, total ownership 

cost, and Enterprise maturity. 

In the coming months I have challenged the Surface Navy leadership 

to carry the message to the waterfront. I encourage you to ask them 

the hard questions, and to gain a 

better understanding of what the 

SWE means to you.

T.T. Etnyre

Vice Admiral, U.S. Navy

Commander, Naval Surface Forces

Message from Commander, Naval Surface Forces

2 Surface Warfare
Since before the days of sail, an 

XO should always be ready to fleet 

up. Shortly after reporting as Deputy 

Directory Surface Warfare (N86B), 

Rear Adm. Barry McCullough 

assumed duties as Director, Warfare 

Integration/Senior National 

Representative (N8F). I have stepped 

in as acting N86 Director until Rear 

Adm. McCullough’s relief reports 

aboard this fall. 

I recently served as Commander, 

Amphibious Force, U.S. 7th Fleet and 

Expeditionary Strike Group Seven, 

headquartered at Okinawa, Japan. I 

commanded USS Underwood (FFG 

36) and USS Lake Champlain (CG 57) 

and served in two previous N86 tours. 

I could not be more proud to 

take my place alongside this N86 

Team and would like to take the 

opportunity to briefly highlight 

six Surface Warfare directorate 

imperatives we are focused on: 

• Ship Modernization

Ship Modernization is vital to the 

Navy’s 313-ship plan and supports 

“sustaining combat readiness.” 

Modernization of CG 52s, DDG 51s, 

FFGs, and PCs provides necessary 

upgrades ensuring these ships 

remain combat relevant. 

• Shipbuilding

Construction of the future Fleet 

is also vital to the Navy’s 313 ship 

plan and supports “build a fleet for 

the future.” The next generation 

of surface combatants will provide 

forward presence and additional sea 

control capability, operate as joint/

combined expeditionary forces, and 

contribute to security cooperation, 

airspace dominance and protection of 

the sea base and joint forces. Littoral 

combat ship (LCS), DDG 1000, CG(X) 

and the final 12 hulls of the DDG 51 

class are core programs. We have also 

begun identifying a replacement for 

the Fleet Command and Control ship 

called JCC(X), Joint Command and 

Control ship. 

• Integrated Air and 

Missile Defense

IAMD will provide the Fleet with 

the most lethal and reliable mix of 

weapons and sensors to defeat air and 

missile threats. The different variants 

and blocks of the SM-2 missile and 

the Aegis Weapons System are core 

programs to three major areas of missile 

defense: Area Air Defense, Self Defense, 

and Theater Ballistic Missile Defense. 

Other core programs are: SM-3, SM-6, 

Advanced and In-service radars, Single 

Integrated Air Picture, Enhanced Sea 

Sparrow Missile, Rolling Air Frame 

Missile, Close-In-Weapons System, 

Shipboard Self-Defense System, Surface 

Electronic Warfare Improvement 

Program and NULKA.

• Undersea Warfare

Enhancing current systems and 

developing innovative technologies 

are vital to assure access, maintain sea 

control and defeat undersea threats 

to U.S. and coalition forces. The most 

lethal and reliable mix of weapons, 

fire control and command and control 

(C2) systems are being provided to 

the Fleet for antisubmarine and mine 

warfare. For antisubmarine warfare, 

the center-pieces of our capability 

are the SQQ-89 system, periscope 

detection radar and dual band radar, 

which will provide a fully integrated 

and automatic submarine periscope 

detection system. For mine warfare, 

the future LCS mine warfare mission 

package system will capitalize on 

emerging unmanned vehicle, sensor, 

and weapon technologies to provide 

mine hunting, mine neutralization and 

minesweeping capability to the fleet.

• Surface Warfare

We must maintain the ability to 

take the fight to the enemy, help win 

our nation’s wars and combat drug 

trafficking, piracy, and other illegal 

behavior. Our programs deliver a 

lethal and reliable mix of weapons, 

fire control and C2 systems to provide 

power projection and maritime 

dominance to joint forces, ashore and 

afloat. Core programs are Tomahawk 

Land Attack Missile, Harpoon, and 

the Shipboard Protection System.

• Open Architecture 

Open architecture (OA) is a Navywide, multifaceted business and 

technical strategy. It allows us to 

acquire and maintain interoperable 

systems that adopt and exploit opensystem design principles. It is vital 

to achieving the CNOs priorities of 

sustaining combat readiness and 

building a fleet for the future. OA 

is a key element in modernization, 

shipbuilding and combat system 

development.

Our imperatives have been 

developed to ensure that the present 

and future Fleet is aligned for success. 

Surface Warriors, the OPNAV N86 

Team welcomes your suggestions 

on how best to deliver the right 

capabilities, with affordability. 

Vic Guillory

Rear Admiral, U.S. Navy

Deputy Director, Surface Warfare

Summer 2007 3
4 Surface Warfare

“[At the onset of the war] Adm. 

Chester Nimitz received word to 

take command of the Pacific Fleet. 

Nimitz wrote back, ‘It is a great 

responsibility and I will do my 

utmost to meet it.’ [Bob,] I know 

you will do the utmost to meet it as 

well,” said Adm. Mike Mullen to 

Adm. Robert F. Willard, Commander 

Pacific Fleet, at his Change of 

Command ceremony. 

Fleet Adm. Nimitz’s grandfather 

was a former merchant mariner and he 

was very influential in his grandson’s 

life since Nimitz’s father died before 

he was born. His grandfather once 

told him “The sea, like life itself, is 

a stern taskmaster. The best way to 

get along with either is to learn all 

you can, then do your best and don’t 

worry– especially about things which 

you have no control.” 

Fleet Adm. Nimitz, when he was a 

lieutenant commander, served as USS 

Maumee’s executive officer and chief 

engineer. The USS Maumee was the 

first surface ship in the U.S. Navy 

to be powered by diesel engines. 

When ship classes were introduced 

on July 17, 1920, Maumee was 

designated AO-2. On May 28, 

1917, the U.S. Navy performed 

its first underway refueling. USS 

Maumee fueled 6 destroyers in the 

North Atlantic. Even as confident 

as some captains are operating at 

a mere 140-180 feet from another 

ship, underway replenishments still 

require proper safety precautions. 

ATG highlighted safety precautions 

that need to be adhered to during 

underway replenishments. 

Safety is important but another 

important part of an evolution is 

training. SHIPTRAIN is a fairly new 

concept and with the new Surface 

Force Training Manual (SFTM 

3502.1) version coming out in June, 

we wanted to highlight the changes 

to training, specifically in the new 

TORIS/TFOM v 3 program. The 

program is continuing to evolve 

and become more user (and training 

officer) friendly. 

In addition to SHIPTRAIN, 

we wanted to review the training 

pipeline for having a certified Visit, 

Board, Search and Seizure team 

including training in non-compliant 

boardings. The amount of boardings 

the United States and allies are 

doing daily is continuing to increase 

and the boardings are being done 

by shipboard personnel instead of 

special warfare teams. This has 

required an extensive training and 

certification process by the school 

houses and ATG. 

Finally, I would like to congratulate 

all the winners of the Junior Officer 

Award for Excellence in Shiphandling 

for 2006. I would like to thank all of 

the award winners who responded 

to the questions I sent them and urge 

everyone to check out page 39 to read 

what these junior officers said were 

the keys to their success. Thank you 

again and congratulations! 

By Lt. Jennifer Rossi, Military Editor Inside SW

 Chief of Naval Operations (CNO) Adm. Mike Mullen; Adm. Gary Roughead; Adm. Robert Willard, Commander, 

U.S. Pacific Fleet; and Adm. Timothy Keating, Commander, U.S. Pacific Command, pose for a photo on board Naval 

Station Pearl Harbor during the Commander, U.S. Pacific Fleet change of command ceremony. Willard assumed 

command of U.S. Pacific Fleet from Roughead during the ceremony. (MC1 James Foehl/USN)

 Photo of Passed Midshipman Chester W. Nimitz 

with his grandfather, Charles Henry Nimitz. The photo 

was taken in 1905 just after Nimitz graduated from 

the U.S. Naval Academy. (Photo courtesy of National 

Museum of the Pacific War; Fredericksburg, Texas. 

Original USN Photo.)
5

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1. What’s new under 

the hood: With the new, improved 

TORIS/TFOM V3 program, the waterfront has a more efficient method 

of scheduling, preparing for and 

conducting training. The new methods will provide increased training 

effectiveness, better use of manpower, 

and a more efficient use of the Navy’s 

training resources. These are our tools 

to manage the business of training 

and certifying ships. TORIS/TFOM 

has been streamlined to serve as the 

nerve center for managing shipboard 

training, maintaining proficiency and 

readiness, and for providing selected 

data to other end users. The continuous interface between the ships, ATG, 

CLASSRONs (class squadrons) and 

the Surface Warfare Enterprise (SWE) 

will result in more warships ready for 

tasking at all times and ensure that the 

surface force is ready to answer our 

nation’s call.

For many, TORIS/TFOM is a new 

piece of the puzzle. TORIS/TFOM 

is a program that takes the subjectivity out of training. The program 

provides each ship with a single standard of training and produces results 

based on what has become known 

as the “four pillars”: proficiency, 

personnel, management, and material. Each TORIS data point and each 

pillar is assigned a weighting. Note 

that proficiency is the most heavily weighted pillar, meaning that a 

premium for scheduling, conducting, 

and reporting training is built into the 

By Cmdr. Gail Conley, USN (ret.) and Mrs. Vanessa Dorsett, ATGLANT SHIPTRAIN Department

The Afloat Training Groups (ATG) Atlantic and Pacific (LANT and PAC) are spearheading several initiatives 

that are both transforming unit level training and improving the delivery of efficient and focused training support 

to afloat units. We continue to refine and improve the unit level training phase process based on Training and 

Operational Readiness Information Services (TORIS)/Training Figure of Merit (TFOM) data from each ship. 

This is great news for afloat training officers (TRAINOs) and training teams and will reduce the time to prepare 

for, execute, and update TORIS/TFOM V3 for routine training by about 20 percent. For those ships with Navy 

Information Application Product Suite (NIAPS)/Distance Support 1.2 installed, replication and reporting is literally 

an “easy button,” providing daily readiness reports with little human interaction.

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An external survey team tests for contaminants during a Chemical, Biological and Radiological (CBR) drill as 

members assigned to the amphibious-assault ship USS Boxer (LHD 4) Damage Control Training Team (DCTT) 

monitor the situation. The drill is part of Boxer’s Unit Level Training and Assessment (ULTRA), designed to test 

the ship’s various training teams’ capabilities and readiness. (MC1 Michael Miller/USN)

Summer 2007
system. The program calculates the 

scores based on the data that the ship 

enters and generates the digital TFOM 

Dashboard display. The TFOM Dashboard is a read-only view of the ship’s 

training results and is to be used by 

the ship as a guide at their planning 

board for training (PB4T). Limited 

team trainers (LTTs) and other training resources are still available from 

ATG and other units for those ships 

who require additional training. LTTs 

provide on-request training with a 

reduced number of people going to 

the ship and are designed to focus on 

the TORIS/TFOM data indicators for 

where the specifi c training or certifi cation assistance is required. 

Another tool, fully implemented in 

2006, is the Navy Continuous Training Environment (NCTE)/Fleet Synthetic Training-Unit (FST-U) process. 

FST provides exercises of various 

combinations of warfare areas and 

levels of complexity. Each exercise 

includes planning, briefi ng, execution, assessment and feedback phases 

and is keyed to Navy mission essential task list (NMETL) standards. 

Periodic NCTE/FST training, along 

with the ATG sponsored monthly 

inport training exercises (MITE), 

provides the combat systems training 

team (CSTT) another resource to 

assist in maintaining readiness.

2. Filling the tank: The ATG Enterprise Web www.atg.surfor.navy.mil

contains training guidance and support material for afl oat training teams 

and is geared to ship classes and the 

Surface Force Training Manual (SFTM, 

COMNAVSURFORINST 3502.1) certifi cation tabs. Standard scenarios and 

training support products are also 

posted here for training team use. 

With the resources provided by 

SWE and the ATGs, weekly review 

of TFOM and working the process at 

PB4T, will accelerate and maintain 

the ship’s readiness for tasking. The 

TFOM premium on profi ciency pays 

dividends in the form of reduced 

training turn-around time, reduced 

manpower costs, and more units 

ready for tasking. Training turnaround time is moving from 16 to less 

than 11 weeks, a desired outcome!

3. Mapping a training route: 

Great news for afl oat units is that 

the unit level training readiness assessments (ULTRAs) are open book 

exams! ULTRAs are short assessment 

periods in which the ship is evaluated 

by the ISIC (immediate superior in 

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Debrief Event Execute

Training Event

Add DataCard(s) to Drill 

Plan/Package

Activate TORIS

DataCard(s)

Log Onto

TORIS

Prepare for and conduct at PB4T

Verify Data in 

Fleet View

View Updated 

TFOM

Enter Results 

into TORIS

1.Analyze Ship’s TFOM; 2.Drilldown to ID TFOM 

training defi ciencies; 3.ID required recurring training 

using 90-day view; 4.Schedule

6 Surface Warfare
command) and ATG using TORIS/

TFOM datacards. ULTRA E covers 

engineering and ATFP assessments 

while the ULTRA C (Certification) 

covers the other warfare areas. Ships 

need to maintain 80 percent or better 

to complete their continuous certification requirement. Four to six months 

later, the ISIC and ATG conduct the 

ULTRA S (Sustainment) to ensure that 

the ship is accurately self-assessing 

and maintaining their training teams. 

The datacards associated with ULTRA 

events are provided to afloat units 

well before an assessment occurs. 

TORIS/TFOM V3 contains every datacard that an afloat unit will 

need to complete an ULTRA event 

and they can be activated with just 

one mouse click. The program has 

an event package option that allows the training officer to activate 

and print out the datacards for each 

training team’s use in preparing for 

ULTRA. The datacards are identical 

to those used by ATG, so there are 

no surprises and a single standard 

of performance. Coupled with the 

posted notional schedules for these 

events, each training team has all the 

required information to prepare for 

and execute ULTRA. The ULTRA 

events are the minimum, essential set 

of events to accomplish the mission.

The keys to easily obtaining and 

maintaining a certification are understanding and frequently reviewing 

the ship and fleet view dashboards. 

Understanding the information and 

data provided for your ship is a key 

component to planning and managing training resources as well as 

maintaining sustained readiness and 

continuous certification in support of 

the Fleet Response Plan (FRP).

Digital dashboards include:

(1) STOPLIGHTS and Certification Status. Ships and ISICS are 

responsible for maintaining certification information in STOPLIGHTS, 

which is accessible at https://toris.

atgpac.navy.mil/atgpac/login.asp. 

ATG works with the ships on certification status while in the unit level 

training phase (ULTP) and post final 

evaluation period (FEP). The data 

is displayed in STOPLIGHTS and is 

the responsibility of the ISIC and the 

ship. CLASSRONS will be in the loop 

on maintaining certifications

(2) Fleet Views. Fleet View provides a web based view of individual 

ship TFOM dashboards and is available at https://toris.atgpac.navy.mil/

atgpac/login.asp. This data is updated via distance support for those ships 

so configured or through manual 

data extracts. The Fleet View should 

closely reflect what is seen onboard in 

the ship’s TORIS/TFOM display.

(3) TORIS/TFOM V3. TFOM displays current proficiency information 

and enables more efficient planning/

application of training resources. 

Always update TORIS/TFOM data 

cards to ensure a current display.

(4) Navy Training Information 

Management System (NTIMS). You 

will need a SIPRNET (secret internet 

protocol router network) account to 

access NTIMS. NTIMS: Go to www.

ffc.navy.smil.mil, under the ‘directorates’ dropdown menu pick ‘N4/7’ 

then ‘NMETL,’ then select NTIMS to 

register for an account.

(5) Navy Training Management 

Planning System (NTMPS). Training officers need to obtain access to the 

NTMPS site located at http://www.

ntmps.navy.mil/. NTMPS combines 

multiple funding, facilities, personnel, 

manpower, equipment, and training 

courses information databases into a 

single, integrated database for all 

levels of training management. 

(6) Ships with TORIS-afloat installed on distance support-NIAPS, 

use the blue book found at https://

toris.atgpac.navy.mil/downloads/

NIAPS-Admin_Guide.doc. This guide 

helps set up the distance support data 

transmission path. TORIS/TFOM 

is linked into the distance support 

anchor desk and this resource can be 

used to submit a trouble call or provide feedback on TORIS, distance 

support and/or NIAPS.

Sailors aboard the amphibious assault ship USS Bonhomme Richard (LHD 6) participates in a fire drill in the 

hangar bay. (MCSN Cale Bentley/USN) 

Summer 2007 7
HX]ZYjaZ;dgHjXXZhh

Use the TFOM indicators and 

the ship’s employment schedule as 

management tools at PB4T. TORIS/

TFOM is used throughout the Fleet 

Readiness Training Program (FRTP) 

– which includes the unit level, 

integrated and sustainment phasesso the more in-tune your unit is with 

it the better. 

4. Resources and Roadside 

Assistance: There are many 

resources available. First, the ATG 

Enterprise Web (toolbox) www.atg.

surfor.navy.mil contains training 

guidance and support materials for 

afloat units and is geared to each 

ship class and the SFTM certification 

tabs. Secondly, standard scenarios 

and training support products are 

provided in the toolbox as well as an 

entire section with TORIS/TFOMrelated information. Additionally, 

the ATG-sponsored Training Officer 

Seminar provides afloat training 

officers with an introduction to the 

training processes, reporting criteria, 

a hands on TORIS/TFOM lab, and an 

opportunity to be build resourceful 

contacts within the training realm. 

Lastly, the SHIPTRAIN department 

and the CLASSRONs are on hand to 

provide the ship with any help that is 

required. A 24-hour point of contact 

can be found in the SHIPTRAIN 

Duty Officer (train.ship@navy.mil or 

757-445-2641) and CLASSRONs will 

be periodically pulsing the progress 

of the ship. As an alternative to 

email and INMARSAT (international 

maritime satellite), we have 

established a chat room site. The 

chat room has been established to 

eliminate the email lag time. To access 

the chat room, please contact the 

SHIPTRAIN department at 757-444-

9240 or email the SHIPTRAIN Duty 

Officer. In short, there are plenty of 

folks standing by to help and all the 

afloat unit needs to do is ask!

 DC3 James Quinn, a member of the damage control training team (DCTT), discusses an aspect of the scenario 

with QM2 Jason Tangalin on a weather deck of rescue and salvage ship USS Salvor (ARS 52) during a general 

quarters drill. (MC2 John Beeman/USN)

8 Surface Warfare

Ensign Michael Miller (left) stands the officer of the deck watch on the bridge of the Arleigh Burke-class

guided-missile destroyer USS Lassen (DDG 82), during an Integrated Training Team Exercise (ITTE). ITTE 

is designed to test the ability of the ship’s combat systems, damage control, and medical training teams to 

effectively train the crew to deal with wartime scenarios. (MCSN Gabriel Weber/USN)
5. The Extended Warranty:

SHIPTRAIN methodology includes 

portraying training proficiency in a 

digital dashboard, thereby facilitating 

planning to apply resources when 

and where needed with the ultimate 

goal of focused training. This 

supports the goal of conducting 

training only for mission areas that 

require remedial training with a 

long-term goal of continuous mission 

area certification. TORIS/TFOM 

also gives the commanding officer 

a tool to better monitor proficiency 

and readiness. The keys to success 

with SHIPTRAIN are a steady strain, 

accurate data recording, timely 

reporting, and command level review 

of TFOM. TORIS/TFOM’s ability to 

provide you with the true picture of 

training proficiency depends on the 

ship’s training teams:

(1) Ensuring accurate assessments 

of training events using the 

pre-built datacard templates as 

part of the drill plan;

(2) Conducting the required 

performance data collection 

using TORIS produced 

datacards; 

(3) Using and enforcing the 

standards in the SFTM; and

(4) Make timely data entries 

in TORIS!

Stoplight certification monitoring 

is another key to maintaining 

warship readiness for tasking. Ships 

are encouraged to use the “gold 

mine” of TORIS/TFOM information 

at PB4T. TFOM provides the 

“DNA” of training and proficiency 

information for your ship and, when 

used with CCRs, leads to efficient 

scheduling of training, effective 

planning for continuous readiness 

and is key enabler in each unit’s 

readiness for tasking. 

The ATGs, interfacing with the 

SWE are transforming surface 

force training. In his 2005 vision 

statement, Vice Adm. Terrance 

Etnyre said, “The role of the 

TYCOM is to man, equip (includes 

modernization as well as logistics), 

maintain, and train the force to 

conduct combat operations at 

sea. I think of this as a pyramid. 

The processes we have in place to 

man, maintain, and equip – form 

the base of the pyramid and is the 

foundation for the next level above. 

Each has a myriad of processes 

associated with it, and each is in 

a state of constant improvement. 

Above that, on its own plane, is 

training; the center of mass for 

surface warfare. it is the essential 

enabler for getting to the top. 

Operational excellence – at the 

peak of our pyramid – represents 

the standard of warfighting 

performance that is achieved 

through effective training.”

As Former Commander of ATG 

Atlantic Capt. Bill Valentine said, 

“Training is readiness!”

The training transformation 

initiatives and processes discussed 

in this article are exactly what 

the doctor ordered for improving 

the speed and effectiveness of 

training support and improving the 

certification efficiency of afloat units 

and directly support the SURFOR 

vision stated above. 

Summer 2007 9

A firefighting hose team trains with the damage control training team (DCTT) on combating a fire during 

a general quarters (GQ) drill aboard the Nimitz-class aircraft carrier USS Dwight D. Eisenhower (CVN 69). 

(MCAN Dale Miller/USN)
Zumwalt class DDG 1000 destroyers are designed to pace 

potential threats and build 

the foundation for our next 

generation of combatants. 

DDG 1000 is a multi-mission 

combatant designed to access 

the littorals and specifi cally 

provide strike capability to joint 

and coalition forces. This multi-mission capability is the lynchpin of Sea 

Power 21 concepts, Joint Forcible Entry, and Direct (or Ship) to Objective 

Maneuver. DDG 1000 destroyers will 

be the critical enabler for movement 

to the littorals and ashore, operating 

both alone and with an expeditionary 

strike group or force while projecting 

operational independence and joint 

power from the sea.

With greater range, volume, and 

accuracy, DDG 1000 is the only naval 

asset to deliver persistent all-weather, 

24/7 long range gunfi re -support to 

distributed forces ashore. The Advanced Gun System (AGS) provides 

the fi rst real naval gunfi re improvement in years, given the Long Range 

Land Attack Projectile’s (LRLAP) 

range, lethality, and accuracy. One 

DDG

1000 is 

fi repower 

equivalent of nine 

155mm

artillery tubes and two 

DDG 1000 ships bring the fi re 

power of one artillery battalion.

The DDG 1000 Dual Band Radar 

(DBR)/AGS combat system carries 

the requirement to conduct counterbattery missions. The multi-function 

radar portion of the DBR is specifi cally designed to operate in the 

high-clutter overland environment 

and to track mortars and artillery 

rounds. DDG 1000 will be able to 

generate aim points from rounds in 

fl ight, allowing DDG 1000 to provide 

99<&%%%/

LVg[^\]i^c\8VeVW^a^i^ZhCZZYZYIdYVn

10 Surface Warfare

By Cmdr. Kenny Williams, OPNAV

N863, DDG 1000 Section Head
aim points to third parties or 

to engage directly with 

155mm long-range 

land-attack projectiles. DDG 1000’s 

ability to see overland will be limited 

only by geography 

and line of 

sight.

For

area 

air

defense,

the DBR is 

able to track air 

targets with its S-Band 

Volume Search Radar (VSR) 

while still defending itself employing the X-Band Multi-Function 

Radar (MFR). The VSR provides 

long-range search and track functions 

and complements the current Aegis S-band radar, greatly enhancing 

maritime awareness. With reduced 

acoustic and magnetic signatures and 

small radar cross section, DDG 1000 

destroyers will provide persistent 

presence in the littorals, increased 

battle space, and greater time to react to any given threat, with half the 

number of missiles expended by current ships due to the reduced radar 

cross section and increased battle 

space. In many cases, a potential adversary will visually sight DDG 1000 

before their electronic sensors detect 

the ship.

LVgÃ\]i^c\

L]daZcZhh

DDG 1000 will also dominate blue water and littoral 

battle space, while either 

forward-deployed or defending the homeland. Its 

multi-mission capabilities, 

including bi-static arrays to permit 

sustained operations against the 21st

Century diesel submarine and unmanned vehicles to conduct autonomous operations above, on or below 

the oceans’ surfaces, will ensure access through persistent combat power and high operational availability. 

With eighty vertical launch cells 

loaded with standard missiles, 

Evolved Sea Sparrow Missiles, Vertical Launched Anti-submarine Rockets, and Tactical Tomahawk, DDG 

1000 will also participate in strategic 

targeting and defense of the sea 

base. In coastal waters, DDG 1000 

frees critical, early campaign logistics to move critical supplies into 

theater. It will assist in establishing 

air superiority and allow close-airsupport and ground artillery later in 

the campaign. Assuredly for joint 

forces ashore, DDG 1000 will be 

available for call-for-fire throughout 

the campaign.

Inherently designed open architecture and FORCEnet capabilities 

will make DDG 1000 flexible enough 

to interface with any network that 

is part of a globally-netted force 

designed to enhance maritime 

Summer 2007 11
awareness with persistence and an 

overwhelming power to help seize 

the initiative and swiftly defeat an 

adversary. Our global environment 

mandates that any future expeditionary missions must consider the 

need for a sea base from which to 

stage Joint Forcible Entry Operations 

(JFEO), Theater Security Cooperation (TSC), and humanitarian 

assistance activities.

Naval Special Operations Forces 

(SOF) will continue to play a huge 

role in today’s long war and later 

potential confl icts. DDG 1000 will 

provide the combatant commander 

more capability and fl exibility, because he can insert and extract naval 

SOF, provide them full support and 

defend itself in coastal and highlycluttered environments. No other 

surface platform has this capacity. 

DDG 1000 comes equipped with an 

enclosed, stern launch boat bay. It is 

specifi cally designed to handle the 

larger 11-meter rigged hull infl atable 

boats (RHIBS) and 40-foot SOF boats 

employed today. Additionally, it is 

equipped with stowage for rubber 

raiding craft. The stern area is also 

equipped with SOF small-arms lockers and gear stowage, planning spaces and a specialty berthing for a platoon. With an oversized fl ight deck 

that can handle Vertical Take-Off and 

Landing Unmanned Aerial Vehicles 

(VTUAV) and almost every helicopter in the inventory. DDG 1000 is an 

ideal platform for insertion, support, 

and extraction in the littorals.

DDG 1000 destroyers will provide 

a search and rescue capability from 

embarked unmanned aerial vehicles 

or attached helicopters and RHIBs 

able to transport personnel. The 

An artist depiction of the after view of DDG 1000. (Photo courtesy of DDG 1000.com-Northrop Grumman Ship Systems)

12 Surface Warfare
fl ight deck could also be a landing 

and launch platform for multiple 

helicopter and MV-22 operations 

and there are approximately 50 spare 

racks for additional medical, support, 

or other personnel.

;jcYVbZciVa

8]Vc\Zh

The ongoing research and development (R&D) investment in the 

DDG 1000 class will fi eld technology 

that can keep pace with the threat, 

while remaining fl exible and responsive to future gaps. Some DDG 1000

R&D examples that will change how 

we operate ships are the Peripheral 

Vertical Launch System (PVLS) cells, 

Open Architecture Total Ship Computing Environment (TSCE), Optimal Manning, Dual Band Radar, the 

Advanced Gun System, Autonomic 

Fire Suppression System, and the 

Integrated Propulsion System – our 

path to newer high-energy radar and 

weapons that will counter threats 

through this century. These technologies have been proven through engineering development models and are 

now transitioning to production. 

For warfi ghting tactics, techniques, 

and procedures, the changes are 

manifested in reduced signatures, 

which will irrevocably change the 

way ships do emissions control. It 

will now be possible to radiate all 

of your emitters and remain hidden 

to fi re control radars. The archer 

(air, surface or subsurface) can be 

engaged early because he must come 

closer to detect and classify the ship 

as a target. 

The DDG 1000 destroyers represent a signifi cant step forward in the 

ability of naval forces to conduct joint 

fi re support and maritime dominance 

operations in the 21st Century. An 

on-board precision weapons suite 

consisting of extended range guns 

and long-range missiles will result in 

unmatched target area coverage and 

lethality against an extensive target 

set. Increased situational awareness, 

from the latest on- and off-board sensors will enhance DDG 1000’s selfdefense capabilities and enable joint 

fi re support operations. Maintaining 

a real-time common operating picture will allow DDG 1000 to employ 

threat avoidance vice “seek out and 

engage” tactics when mission tasking dictates. When challenged, DDG 

1000 will effi ciently detect, target and 

engage threats across the full spectrum of warfare at and from the sea. 

 An artist depiction of the bow and advanced gun system (AGS) of DDG 1000. (Photo courtesy of 

DDG 1000.com-Northrop Grumman Ship Systems)

Summer 2007 13
The U.S. Navy’s 

integrated power 

system, (IPS) 

prototype plant 

for the Zumwaltclass DDG 1000 

destroyer at the 

Ships Systems 

Engineering

Station,

Philadelphia,

Pa. is validating 

revolutionary 

surface combatant 

power systems.

The new 

destroyer will be 

an all-electric ship, 

with two large gas 

turbine generators 

and two smaller 

ones, all providing 

power that can 

be used for 

propulsion, 

weapons or ship 

services. The 

electric drive and 

power distribution 

system makes all 

power available to 

all systems.

By comparison, 

the current Arleigh

Burke-class

guided-missile

destroyer (DDG 

51) uses four 

gas turbines for 

propulsion (two 

per shaft) and 

three smaller 

ship-service gas 

turbine generators 

for the combat 

systems and hotel 

services. About 

90 percent of the 

total installed 

power is used 

for propulsion 

and cannot 

be transferred for other mission 

requirements, such as radar 

or weapons.

The DDG 1000 Engineering 

Development Model (EDM) at the 

Land-Based Test Site (LBTS) in 

Philadelphia is currently confi gured 

with one main turbine generator set 

(MTGS) powered by a Rolls Royce 

MT30 as well as a smaller Rolls Royce 

4500. The ship will have two MT30s 

and two 4500s.

The testing will validate the 

torque, speed and power output, as 

well as the specifi c fuel consumption.

The Navy has already tested the 

18-megawatt advanced induction 

motor (AIM), which will be the 

By Edward Lundquist, N86 Public Affairs Land-based test site assures power at sea

Engineers install the permanent magnet motor for testing at the Land-based Test Site in Philadelphia. 

(Edward Lundquist/USN)

14 Surface Warfare
baseline for DDG 1000, produced by 

ConverTeam. This is essentially the 

same motor being installed on the 

Royal Navy’s new Type 45 destroyer. 

“We did lots of studies of different 

combinations of gas turbines,” says 

Mike Collins, program manager 

for Integrated Power Systems with 

Program Executive Offi ce – Ships 

(PEO Ships). “We didn’t want to 

develop any new gas turbines that 

weren’t qualifi ed and in service or 

being brought into service.”

The combat value of an electric 

ship goes well beyond effi ciencies 

and signature reduction. Once 

on station, a warship cruises at a 

reduced power. When not needed, 

one or more engines can be taken 

offl ine to save fuel. At lower speeds, 

DDG 1000 has a surplus of power 

that can be made available as 

needed. The Navy wants to harness 

this power availability for new 

weapons including directed energy 

weapons or rail guns that may 

eventually fi nd their way aboard 

DDG 1000 or similar combatants. 

The power previously trapped in the 

propulsion train can now be directed 

to enhance combat capability and 

mission fl exibility. 

At full power, DDG 1000 will 

achieve speeds in excess of 30 knots. If 

one of the main turbines is damaged, 

it can be isolated and the ship will 

still achieve 27 knots. Normal stationkeeping can be accommodated with 

the two small turbines. 

The MT30 is the same Rolls Royce 

“Trent” engine that powers the 

Boeing 777 airliner, says Stauffer. 

The marinized MT 30 version has 

80 percent commonality with the Trent 

800, but is shock-mounted and has 

different blade coatings for operation 

in a salt-water environment.

The DDG 1000 integrated power 

system can provide either AC 

(alternating current) or DC (direct 

current) power that can be adapted 

for propulsion, hotel services and 

combat systems. This provides a 

more effi cient and fl exible electrical 

propulsion and distribution system 

throughout the ship.

The IPS features integrated 

fi ght through power (IFTP), a 

fully automated DC zonal electric 

distribution system (DC ZEDS) 

that provides fl exible, reliable, high 

quality power to all shipboard loads.

The emphasis today is to develop 

smaller, lighter and more effi cient 

engines, generators and motors. IPS 

offers fl exibility ship design.

“With an all-electric integrated 

power system, you could 

theoretically put the engines in 

the bow or in the stern, or even 

place smaller engines up in the 

superstructure,” says Mike Worley, 

Vice President of naval Marine 

Programs for Rolls-Royce North 

America. “Distributed power is 

desirable for a warship because of 

survivability. If one of the engines 

gets knocked out in one part of the 

ship, you can isolate that part of the 

distribution system and still make 

and distribute power throughout the 

rest of the system.”

The IPS system is fully automated, 

says Stauffer. “There’s not a lot of 

operator intrusion. Our testing here 

will validate that the DDG 1000 IPS 

will automatically take appropriate 

corrective action if there is a 

malfunction or casualty without an 

operator telling it what to do.”

 The permanent magnet motor features greater power density. (Edward Lundquist/USN)

Summer 2007 15
I recently returned from an Individual Augmentation (IA) in 

Iraq as part of Joint Crew Composite Squadron ONE (JCCS1) and spent the majority of my time in Mosul, Iraq with 

three Army Brigade Combat Teams (172nd SBCT, 3-2 SBCT 

and 4-1 BCT) as the Brigade Electronic Warfare Offi cer 

(EWO). Since returning, I have received numerous requests 

from shipmates to provide insights on my deployment 

preparation (paperwork and personal gear), Army training, 

life in-country and redeployment (Army term for 

completing deployment and returning home). The tour 

was one of the most rewarding of my naval career 

and it was immediately evident to me that there 

is a very real need for “Navy” skill sets to 

augment Army warfi ghting capabilities. 

Deployment Preparation

As soon as possible, talk with the person 

you are relieving about all the facets of 

being in that job and living that life! 

Every job is unique to the area you will be 

stationed and they will provide you with 

the insights to succeed in your new job.

Before you invest in the best equipment 

By Brian Mutty, OPNAV N863

Lt. Cmdr. Brian Mutty at Dohuk Dam during a routine 

convoy. (Photos courtesy of Lt. Cmdr. Brian Mutty)

16 Surface Warfare
Soldier of Fortune has to offer, your 

in-country contacts can tell you what 

items will be issued to you or can 

be found in the Army/Air Force 

Exchange System (AAFES) once in 

country. Table One provides a list of 

useful items to pull together when 

preparing for your IA and is by 

no means a complete list. I highly 

recommend you review current IA 

requirements at Navy Knowledge 

Online (NKO) and Expeditionary 

Combat Readiness Center (ECRC) 

websites. Complete as much of your 

medical (especially shots), dental and 

administrative requirements prior to 

departing your command, however 

all of these areas will be verifi ed 

during your processing at Naval 

Mobilization Processing Station 

(NMPS) in Norfolk or San Diego. 

On the home front, be very 

careful how you react to the news 

of your deployment around your 

family and children. Try to remain 

upbeat and remind them of the 

importance of the mission. One of 

my sons was very stressed over the 

deployment because he sensed my 

initial trepidation.

Army Training

Upon the completion of NMPS 

you will start your Army training at 

Fort Jackson, S.C. and receive your 

fi rst taste of Army accommodations 

(open bay barracks). The training 

teaches basic skills such as fi rst 

aid, land navigation and convoy 

operations, as well as fi ring and 

qualifying with the M-16 rifl e, M-9 

pistol and crew-served weapons. 

Upon the completion of training in 

Fort Jackson, most personnel will 

receive follow-on training to support 

their specifi c units (Electronic 

Warfare, Civil Affairs, etc...). After 

specialized training is complete, you 

will fl y to Kuwait for more convoy 

operations and live fi re training. The 

training in Kuwait was great and 

I highly recommend volunteering 

as a High Mobility Multipurpose 

Wheeled Vehicle (HMMWV) driver 

for the convoy training. However, 

going without a shower for three 

days and sleeping on the ground 

was not as much fun. Don’t worry 

too much, at the end of the training, 

there’s a hot shower, fast food and 

coffee shops at the Life Support 

Activity in Kuwait.

In Country

Having spent sometime playing 

soldier, I will minimize my 

complaining about shipboard life in 

the future. Living accommodations 

range from tents to homes and vary 

from location to location. While in 

the training pipeline (approximately 

45 days), I lived in a tent and upon 

arriving at Mosul, I became the 

proud owner of a CONEX Housing 

Lt. Cmdr. Brian Mutty driving a high mobility multipurpose wheeled vehicle (HMMWV) during the convoy 

course training in Kuwait. (Photos courtesy of Lt. Cmdr. Brian Mutty)

 Lt. Cmdr. Mutty and classmates at Fort Jackson, S.C. 

training on an M-249 Squad Automatic Weapon (SAW). 

(Photos courtesy of Lt. Cmdr. Brian Mutty)

Summer 2007 17
Unit (CHU). The CHU was eight by 

eight by 20 ft. with two racks and 

wall lockers. Most personnel live two 

to a CHU. I was able to acquire a 

satellite dish, television, microwave 

and refrigerator to provide some 

creature comforts. I fi lled the walls 

with family pictures and Navy 

paraphernalia. The soldiers “loved” 

the “Beat Army” paraphernalia! 

My wife (Kim) and sons (Zachary, 

Nathan and Colton) sent me a Navy 

fl ag that I displayed proudly in 

my offi ce. The bantering started 

immediately afterwards between 

Army, Air Force and Navy. 

Working Conditions 

Working hours vary, but for me, 

were normally 8 a.m. to 9 p.m., sevendays-a-week. I initially shared an 

offi ce with 20 soldiers, but eventually 

moved into a small two-person offi ce. 

(I think the Army wanted to contain 

the Navy paraphernalia into one small 

area.) The offi ce space was in an old 

elementary school complex which had 

plywood walls to separate personnel. 

I conducted most of my daily work 

on the Forward Operating Base (FOB), 

but a couple of times a month I would 

travel “outside the wire”. While 

on the FOB, I would normally wear 

my uniform and 9mm. When I had 

to travel, it would be in full “battle 

rattle” which is Army for vest, helmet, 

long gun, gloves, etc. The mode of 

travel would vary from HMMWVs to 

H-60 Blackhawk helicopters.

Off Duty

The MWR facilities cater to a 

variety interests. To maintain voice 

communications with home, reduced 

rate phone cards are available from 

MWR and Voice-Over-InternetProtocol (VOIP) phones can be 

purchased at the Space and Naval 

Warfare (SPAWAR) Europe website. 

Postal mail delivery averaged one to 

two weeks for letters and packages. 

Each of the primary FOBs has a 

dining facility (DFAC) and many 

have fast food restaurants. The chow 

hall food was very good; and if you 

18 Surface Warfare

Members of JCCS-1. From left to right (standing): IT1 Adam Shearin, Lt. Cmdr. Brian Mutty, CTCS(SW) 

Keith Upchurch, CTR1(SW) Aaron Grant and CTT1(SW) Edward Cooper. Kneeling, from left to right: 

AW1(AW/NAC) James Brown, AWC(AW/NAC) Robert Walker (Photos courtesy of Lt. Cmdr. Brian Mutty)
missed a meal, you could always 

head over to AAFES, which was wellstocked, with the newest movies to a 

wide variety of sporting equipment. 

Many of my Sailors utilized 

the time to complete college 

courses, Joint Professional Military 

Education (Phase I) and professional 

requirements. I worked out six-daysa-week, lifting weights and cardio 

on opposite days. I can now say that 

I have played ping-pong and Bocce 

with a 9mm strapped to my side. 

Positive Change

My primary job focus was to fi eld 

and maintain the counter-improvised 

explosive device (C-IED) equipment 

used by the Sailors, soldiers and 

airmen within the Brigade and 

train them how to use it. I spent 

the majority of my tour in the Iraqi 

Province of Ninewah (the cities of 

Mosul and Tal Afar). In order to get the 

“lay of the land”, I would “ride along” 

with route clearance teams. I was awed 

by the work that the EOD teams did 

to clear IEDs that were found. I gained 

a tremendous amount of respect for 

them and the job that they do. 

The insight I gained allowed me to 

relate with the soldiers (by no means 

did I travel outside the wire with the 

same frequency as the soldiers). One 

of the most rewarding moments was 

the fi rst training I provided to one 

of the Civil Affairs Battalions. Due 

to all of the questions/concerns, my 

one-hour lecture turned into three 

hours. It was, at once, humbling and 

rewarding to discover that we were 

saving lives. Maj. Joe Clark (Provost 

Marshall, 3-2 SBCT) personally sought 

me out to thank me. The equipment 

and training saved his life. 

It was also rewarding to see the 

city of Mosul change throughout 

my year in-country. The progress is 

evident from cleaner streets to new 

construction. Maybe the progress is 

not as swift as we would like; but it is 

progress nevertheless. 

Return home

As rewarding as the job was, some 

of the most beautiful words that I’ve 

ever heard were, “Sir, your relief is on 

the phone.” That phone conversation 

started the transition process back 

home. However, don’t wait for that call 

to begin the process of leaving. Verify 

all of your administrative paperwork is 

in order for processing out of country. 

Ensure you coordinate your concurrent 

FITREP, Page 13 entries and awards 

prior to departing country. Determine 

early on who will sign each of the 

documents and ensure you maintain 

originals for your parent command. 

Once your relief arrives, you 

will head to Kuwait for outprocessing in the Warrior Transition 

Program (WTP). The program 

is an outstanding initiative that 

affords Sailors the ability to turn 

their gear in prior to returning to 

the United States. While in the 

course, you will turn in weapons, 

gear and complete various briefi ngs 

including, stress reduction, suicide 

prevention, domestic violence 

prevention, dealing with depression 

and strategies for the reunion with 

the family. All fl ight arrangements 

to your parent command will be 

fi nalized prior to departing Kuwait.

And yes, I took the family to 

Disney World. We had a tremendous 

time.

Recommended Websites:

NMPS Norfolk: http://www.cnrma.navy.mil/cnrma05/NMPS%20Norfolk.htm

Navy Knowledge Online: https://www.nko.navy.mil/

ECRC: http://www.ecrc.navy.mil/

FT Jackson: http://www.jackson.army.mil/

SPAWAR Europe: http://oif.spawareurope.net/

Military One Source: www.militaryonesource.com

Fleet and Family Service Center: www.nffsp.org

BUPERS on Line: https://www.bol.navy.mil

My Pay: https://mypay.dfas.mil/

Tricare Medical: www.tricare.mil/

American Red Cross: http://www.redcross.org/services/afes/0,1082,0_321_,00.html

USO: www.uso.org

Veteran’s Administration: www.va.gov

 Lt. Cmdr. Brian Mutty with his sons Zachary, Nathan and Colton at Dulles International Airport before 

returning to Iraq after R&R leave. (Photos courtesy of 

Lt. Cmdr. Brian Mutty)

Summer 2007 19
20 Surface Warfare

The National Cholesterol Education program recommends that everyone over the age of 20 be tested 

for cholesterol at least once every 

five years.

In reading our cholesterol numbers, it is important to know our 

blood lipid parameters.

Fats, or lipids, can be divided into 

three general categories: Triglycerides, Phospholipids and Sterols.

• Triglycerides - (fats and oils) 

This is the main form of fat in the 

diet. Triglycerides provide us with 

energy, insulates, cushions and protects internal organs and helps our 

bodies use carbohydrates and proteins more efficiently. Triglycerides 

can be further divided into the 

following categories:

a) Saturated fats – Usually solid 

at room temperature, saturated fats 

contain the maximum number of hydrogen atoms (saturated with hydrogen). Saturated fats are considered 

the most detrimental to health.

b) Monounsaturated fats – Liquid 

at room temperature, monounsaturated fats include olive and canola oils. 

This type of fat tends to lower “bad” 

LDL cholesterol while leaving the 

“good” HDL cholesterol unchanged.

c) Polyunsaturated fats - Liquid at 

room temperature, polyunsaturated 

fats include corn oil, safflower oil and 

sunflower oil. This type of fat tends 

to lower both “bad” LDL and “good” 

HDL cholesterol.

d) Hydrogenated fats - This fat results from a process where hydrogen 

atoms are added back to polyunsaturated or monounsaturated fats to 

protect against rancidity . This procedure effectively causes hydrogenated 

fats to become saturated fats. Thus, 

if a food lists partially hydrogenated 

oils among its first three ingredients, 

it usually contains a lot of trans-fatty 

acids and saturated fats.

e) Trans-fatty acids - In nature, 

most unsaturated fats are cis-fatty 

acids. During hydrogenation, the molecular structure changes from cis- to 

trans-fatty acids. Trans-fatty acids 

increase “bad” LDL cholesterol and 

lower “good” HDL cholesterol, which 

may increase heart disease risk.

f) Essential fatty acids - Essential 

fatty acids must be supplied by the 

diet. The body uses essential fatty 

acids to maintain the structural parts 

of cell membranes. They are also 

used as a component in the production of hormone-like substances 

(eicosanoids) that help regulate blood 

pressure, clot formation, and maintain the immune response.

– Linoleic Acid - The Omega-6 family. Common sources for these 

essential fatty acids are vegetable 

oils and meats. Most individuals 

can ensure an adequate intake of 

Omega-6 fatty acids by including 

grains, seeds, leafy vegetables, 

and small amounts of vegetable 

oils and meats in the diet.

– Linolenic Acid - The Omega-3 

family. Linolenic acid is a major 

component of the communicating membranes of the brain, and 

is active in the eye’s retina. It is 

essential for growth and develBy Pat Ovist, RN, Portage Health

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7PNQEMVJGO[UVGT[VQNQYGT[QWTNGXGNU

A HM prepares serum cups for a lipids panel that is designed to test cholesterol levels in a patient’s blood 

aboard USS Nimitz (CVN 68). (USN)

Fit For Duty

 Pat Ovist is a registered nurse and health educator 

at Portage Health. In addition to educating the 

community on heart health, she also coordinates CPR 

certification classes for the community.
Summer 2007

opment. Fish, in particular, is 

abundant in both Omega-3 and 

Omega-6 fatty acids.

• Phospholipids – (eg. lecithin) 

Phospholipids help transport fat-soluble vitamins, hormones and other 

substances through cell membranes. 

Because they can dissolve in both water and fat, they act as an emulsifier, 

helping to keep fats suspended in 

body fluids and blood. The liver can 

produce all the body’s phospholipids 

from scratch, therefore it is not an 

essential nutrient.

• Sterols – Sterols include cholesterol, vitamin D and sex hormones. The 

are a component of bile, sex hormones 

(testosterone), adrenal hormones (cortisol) and are a structural component 

of cell membranes. 9/10 of the body’s 

cholesterol is stored in cells.

• Cholesterol - The liver manufacturers about 800-1500 mg. of cholesterol per day, which contributes 

much more to total body cholesterol 

than does diet. The liver can also 

make cholesterol from carbohydrates, 

proteins or fat. Only animal foods 

contain cholesterol. Excess cholesterol harms the body when it forms 

deposits on artery walls, leading to 

atherosclerosis and heart disease. 

Cholesterol can be further divided 

into HDLs and LDLs:

• Low-Density Lipoproteins (LDL) 

- Considered “bad” cholesterol. It is 

produced in the liver and circulates 

through the body, transporting fat 

to the muscles, heart, fat stores and 

other tissues.

• High-Density Lipoproteins 

(HDL) - Considered “good” cholesterol. It is produced by the liver to 

carry cholesterol and phospholipids 

from the cells back to the liver for 

recycling and/or excretion. HDLs 

represent cholesterol removal from 

arteries and blood to the liver for 

breakdown and disposal; it is considered “good” cholesterol. Therefore, 

high levels of HDL cholesterol is 

considered a negative risk factor for 

heart disease.

How you can improve your 

cholesterol levels:

• Reduce or maintain a 

desirable weight

• Exercise. Aerobic exercise four 

days per week for 30 minutes 

or more can increase the level 

of (“good”) HDL cholesterol in 

your body

• Choose monounsaturated or 

polyunsaturated fats in small 

amounts in place of saturated fats

• Avoid saturated fats.

• Eat fish once or twice per week

• Avoid hydrogenated or transfatty acids

• Reduce consumption of highcholesterol foods

• Consume more soluble fiber (see 

our Amazing Grains article)

• Graze. Eating five or more meals 

per day keeps insulin concentrations low and slows down the 

liver’s synthesis of cholesterol.

For more information, please consult your physician. 

Become

heart-smart:

Medical educates Sailors on 

cholesterol.

By MC1(SW/AW) Athena Blain, 

Managing Editor

Cholesterol has become a buzz 

word in recent years, and the 

Navy has taken notice. No matter how fit a Sailor thinks he is, it 

may not be enough. By learning 

to keep your cholesterol levels 

down, you can decrease risks for 

heart disease or stroke. Naval 

medical clinics have heart-smart 

programs intended to teach 

Sailors the dangers of high cholesterol levels and therapeutic 

lifestyle changes to help lower 

your levels.

“Today’s goal is to empower 

Sailors to incorporate hearthealthy behavior into your daily 

life and to participate as an active 

partner in your health plan,” said 

Marie Malpaya, Health Promotions registered nurse at Naval Station Everett.

Sailors in the heart-smart classes 

use their own laboratory work to 

take the Framingham Risk Assessment, which determines their personal risk of heart disease. Then, 

health promotion personnel will 

instruct them on how to lower their 

risks through diet and exercise.

“The heart-smart program is a 

new way of living, not just a quick 

fix,” said Malpaya. “The biggest 

step is getting started!”

For more information about 

ways to lower your cholesterol, 

contact your local healthcare provider or medical facility. Don’t 

wait for a heart attack to change 

your life. 

Sailors assigned to the pre-commissioning unit 

(PCU) aboard the nuclear-powered aircraft carrier 

George H. W. Bush (CVN-77) come together 

for physical training exercises. Between July and 

November of last year, the crew has had a combined 

weight loss of 728 pounds with a physical readiness test (PRT) failure rate of less than two percent. 

(MCSA Joshua Adam Nuzzo/USN) 

Fit For Duty

21
I have served under commanding 

offi cers and admirals that just happened to be black. I didn’t regard 

them as special or different because 

they were black, and I don’t think 

they regarded me differently because 

I wasn’t. But not long ago, it was a 

very different Navy. The only way 

for an African-American to serve in 

the years leading up to World War II 

was as a mess attendant.

Three books from the Naval Institute Press remind us of a past when 

the Navy was not an equal opportunity employer and senior leadership 

did not issue statements affi rming 

their commitment to diversity. These 

authors bring to light the period of 

time when African-Americans were 

not allowed to serve in all of the 

Navy’s ratings, when it was a novelty 

to commission the fi rst black offi cers, 

and an experiment to send a ship to 

sea with an all-black crew. Richard 

E. Miller’s book, The Messman Chronicles: African Americans in the U.S. 

Navy 1932-1943, tells stories of our 

shipmates who served during that 

time and under those restrictions, but 

they are our shipmates just the same. 

Mary Pat Kelly has written Proudly 

We Served: The Men of the USS Mason,

about a destroyer escort that was 

manned almost entirely with AfricanAmerican Sailors. Paul Stillwell edited The Golden Thirteen: Recollections 

of the First Black Naval Offi cers.

What we learn from these books is 

a past we cannot all be proud of, but 

we can learn lessons that we can employ today, as well as get inspiration 

from men who wanted to serve their 

country and their Navy. Their stories 

empower African-American Naval 

men and women today, and inspire 

all of us.

During the War of 1812, up to ten 

percent of the Navy’s Sailors were 

black. In the Civil War, as many as 

a quarter of the enlisted force was 

black. But by 1932, there was less 

than one percent.

These books are important to us 

today because they tell us about 

what we were in the not so distant 

past. Segregation seems like something that happened to people in 

faraway place in a distant past, but 

it happened to people in our Navy, 

too, and we need to comprehend it. 

Doing so makes us appreciate the diversity that makes our Navy a better 

fi ghting service today.

In the early 1900s, the sea services 

commenced a policy of institutional 

racism, where those of African and 

Book Review

An Equal Opportunity to Serve

22 Surface Warfare

By Edward Lundquist, N86 Public Affairs
Asian descent could only serve within the messman “branches” of the 

Navy and the Coast Guard. 

The value of a corps of enlisted 

“servants” who were dedicated to 

relieving the brass of their everyday 

domestic tasks was generally taken 

for granted until the Zumwalt era, 

says Richard Miller, a retired chief 

hospital corpsman and author of The

Messman Chronicles: African-Americans in the U.S. Navy 1932-1943.

Black volunteers for naval service in 

the pre-WWII/Depression era mostly 

felt that their options for a steady job 

were as limited in the civilian sector 

as much as in the Navy. “Still, many 

enlisted expecting that they might 

eventually advance into the more 

desirable ratings and felt duped by 

their recruiters when it became apparent their role in naval life would 

be forever limited to waiting upon 

their officers,” Miller says. “Black 

recruits of the supposedly integrated 

post-WWII/Korean War period still 

often found themselves ‘railroaded’ 

into the steward ratings (assignments 

that were still unthinkable for white 

recruits) and left the Navy embittered. In 1953, a new generation of 

‘stewardsman’ were recruited from 

the Philippines. As foreigners, they 

seemed to be more accepting of their 

limited opportunities.” 

The Messman Chronicles is a collection of first-person accounts of men 

who enlisted to serve, and did so 

as messmen not because they were 

not qualified for anything better, but 

because Navy policy wouldn’t allow 

it. Some may think that black Sailors had it good serving the officers 

in the wardroom. In fact, the officers resented paying extra to allow 

the stewards to eat in their mess. 

Some officers made their mess attendants come home with them on 

their off-duty time to do chores. A 

messman who was a gifted athlete 

might be able to play on the ship’s 

team, but if his black shipmates 

came to watch him they would have 

to sit in segregated seating. 

By 1942, the newly established Construction battalions, the “SeaBees,” began accepting blacks as laborers.

Black Sailors who attended boot 

camp at the segregated Camp Robert 

Smalls at Great Lakes might have 

been surprised to be selected for 

training in ratings other than food 

service, and even more surprised to 

find they would actually be going 

to sea on a combatant, a destroyer 

escort picked to have an all-black 

crew. The officers, all white, had 

already been ordered to the precommissioning unit. When informed that 

their crew would be black, they were 

given the option of requesting orders 

to another ship. Every officer opted 

to stay with USS Mason (DE 529).

The so-called Golden Thirteen did 

not aspire to be officers. In January 

of 1944, with the war in full swing, 

16 Sailors were hand-picked for the 

training from the Sailors at Camp 

Book Review

 Signal lamp instruction for signalmen, during training for USS Mason’s (DE 529) crew at Norfolk Naval 

Training Station. From left to right: instructor SM1 Ernest V. Alderman, SM2 Lorenzo A. Dufu, SM2 Julius 

Holmes, and SM1 William M. Jones. (Photo courtesy of Naval Historical Center)

Summer 2007 23

 Quartermasters receive compass instruction, during training for USS Mason’s (DE 529) crew at the Norfolk 

Naval Training Station, Va., Jan. 3, 1944. Instructor is QMC L.J. Russell, USNR (left). Trainees are: (left to 

right) QM2 Charles W. Divers, QM2 Royal H. Gooden, QM2 Calvin Bell, QM3c Lewis L. Blanton. (Photo courtesy 

of Naval Historical Center)
Book Review

Robert Smalls. Once in the training, they did not feel like they were 

competing with one another. “We 

wanted everybody to succeed,” said 

Graham Martin. “We weren’t trying 

to beat the pinnacle ourselves and 

everybody else under us. We were 

trying to go up together.”

Segregation wasn’t confined to 

the Navy. Buses, restaurants, movie 

theaters and schools were segregated. 

Blacks who wanted to go to college 

usually had to go to a black college. 

But during World War II, the President’s wife, Eleanor Roosevelt, saw 

this as an injustice and pushed for fair 

opportunities for blacks. The Navy 

needed able-bodied men. The Mason

may have been an experiment, but it 

proved that black Sailors could fight.

The Golden Thirteen demonstrated 

that when given the opportunity they 

could excel in meeting Navy standards, 

says Paul Stillwell. “Unfortunately, 

their opportunities were limited.”

Although 16 candidates started 

the training course, and all of them 

passed and performed well, only 13 

of them became officers. Stillwell 

speculates that the Navy had expected a 25 percent attrition rate and 

was not willing to adjust when all 

were successful in the course. “They 

did not have equal opportunity once 

commissioned and were generally 

not able to use the training as seagoing line officers that they had received. The Navy had commissioned 

the men for political reasons but did 

not utilize their talents effectively. 

Only one of them, Ensign James Hair, 

served in a combatant-type ship during the war, USS Mason, and she was 

not in a combat theater during his 

time on board. They still served in 

essentially segregated duty assignments and received little incentive to 

remain in the Navy once World War 

II was over. Only one of the 13, Ensign Dennis Nelson, made a career of 

the Navy. Unfortunately, the world 

at large had little awareness of the 

achievements of these individuals as 

naval officers. “Life magazine ran a 

photo of them when they were commissioned, but most of the publicity 

appeared in the black press.”

Were they extraordinary men, or 

ordinary men who proved that each 

man should have an opportunity to 

serve his country to the best of his 

own ability?

“They were extraordinary in that 

they got an opportunity that very few 

of their contemporaries did during 

World War II. Only about 60 black 

officers were commissioned during 

the war; a number of those went into 

the various staff corps,” says Stillwell. “Nearly all of the Golden 13 

had some college experience, several 

had bachelor’s degrees, and a few 

had postgraduate degrees. Most 

were recommended for the training 

program on the basis of demonstrated leadership ability as enlisted 

men. They did prove that they could 

serve well if given the opportunity, 

but none of them claimed that only 

the men in that group could have 

achieved what they did. Justice Syl 

White made a point in my interview 

with him to say that the Navy could 

have dipped into the pool of some 

100,000 sailors who were on active 

duty at the time and picked many 

others who would have done as well. 

By the time they were commissioned, 

the ratio was about one officer for 

10,000 black enlisted men. The comparable ratio for white officers was 

far, far below that number.”

Stillwell says the barriers that kept 

blacks from serving and succeeding 

in the past have fallen, though luck 

and circumstance still play a part in 

who gets promoted. “African Americans are still underrepresented in the 

Navy’s officer ranks, in part because 

the outside world offers many other 

opportunities for talented individuals.

Miller says it is regrettable that the 

Thirteen were not allowed to demonstrate their seamanship and leadership skills aboard the Mason or in 

combat elsewhere before the end of 

 Gunner’s mates assemble and study a 20mm machine gun during training for the crew at Norfolk Naval 

Training Station. This was the type of gun they manned aboard USS Mason (DE 529). From left to right: GM3 

Albert A. Davis, GM2 Frank Wood, GM2 Warren Vincent with instructor GMC Rex Ashley. (Photo courtesy of Naval 

Historical Center)

24 Surface Warfare
Book Review

WWII. “It is clear enough, however, 

that the segregationist Navy never 

really wanted them to have that 

opportunity. They kept the faith and 

conscientiously paved the way for 

the many successful black naval officers who followed.

Cmdr. John Fuller, commanding 

officer of USS Mason (DDG 87), said 

these pioneers re-affirmed what the 

U.S. military found with every other 

“experiment” from the civil war, to 

fully integrated ships in “Mr. Lincolns 

Navy,” to the Buffalo Soldiers, to the 

Massachusetts 54th Infantry. “Given 

the opportunity and the training, African-Americans are dedicated U.S. 

servicemen who will uphold the highest traditions of what we expect from 

our Armed Forces,” Fuller says. “But 

the lesson had to be re-affirmed, and 

the political environment had to be one 

that had a demand that could not be 

filled with out innovation. Had the DE 

529 been a failure, there would have 

been a huge public display of why this 

was a bad idea and why status quo 

was the best option. Since the men 

of the Mason proved they could do 

everything, there was not much good 

press - the system resisted change.”

Fuller says the men proved to 

themselves that society was wrong 

to believe that they did not have the 

capability to uphold the fighting and 

operational traditions inherent in the 

U.S. Navy. “They proved that they 

could achieve excellence - given a 

reasonable opportunity.”

The USS Mason “experiment” 

filled all the loopholes. “It seems 

counter intuitive, but the total segregation gave the crew a chance to 

prove what any good crew can prove 

- by working together they had the 

ability to overcome any individual 

weaknesses,” Fuller says. “Had it 

been only one division, or one watch 

section, given the social inclinations, 

that isolated group would most likely 

ended up being the scapegoat for 

any failure or shortcoming. History 

reveals that it took a long time to recognize what they did, but that speaks 

volumes about those who opposed 

change, because they knew DE-529 

was a very capable ship.”

DE 529 crewmember Lorenzo 

Dafau came to visit the modern 

USS Mason during Fleet Week 2006. 

Cmdr. Fuller says “He’s a great man, 

and very proud of the legacy he 

helped build for Mason. I am aware 

of what they endured, and I know I 

was blessed not to have experienced 

the crushing weight of injustice. I 

can’t begin to fathom the frustrations 

associated with not being given an 

opportunity. I’m the benefactor of 

their hard work. I never had to read 

the preamble to the U.S. Constitution 

and feel that some how I was left out, 

or that the statement all men are created equal did not apply to me.”

Fuller says he is aware of the irony 

of being the first black CO of a ship 

named for an all black crew. “My situation is only a good story if I don’t 

focus on the story. I’ve been blessed 

with a great crew and relatively new 

ship, and I’ve had the opportunity to 

command on deployment.”

Fuller believes the Navy is doing a 

good job and that the diversity campaign is very positive. “No organization is perfect,” he says. “Our country has always derived great strength 

from its diversity.”

The Navy is an opportunity that 

is disguised as hard work, Fuller 

says. It offers the possibilities for 

a very honorable career - but it’s 

not for everyone. “If you make a 

good effort and decide to leave the 

Navy after a successful enlistment 

or service commitment, the skills, 

leadership, and ability to work in a 

team, will continue in your life after 

Navy,” he says. “It’s a good place to 

be, and it’s a good place to be from.” 

 Lorenzo Dufau, part of the crew of the first USS Mason (DE 529), talks to Sailors aboard the current USS 

Mason (DDG 87) in New York City during Fleet Week New York 2006. Mr. Dufau was a member of the USS 

Mason during World War II, which was the first naval ship predominantly manned by black crew members. The 

crew of the current USS Mason (DDG 87) honored Mr. Dufau on the ship while she participated in Fleet Week 

New York. (USN)

Summer 2007 25
How many times have you heard 

the phrase, “Tip of the Spear,” or 

“CNO Priority?” Well, if you have 

been participating in visit, board, 

search, and seizure (VBSS) operations 

or maritime interdiction operations 

(MIO) then you have heard those 

terms a lot. It is no secret that one 

weapon in the Navy’s global war on 

terrorism (GWOT) is the shipboard 

VBSS teams. What is VBSS you ask?

Let me explain.

MIO is a military mission that 

can be used across the spectrum of 

military operations from peacetime 

to international armed confl ict. VBSS 

is a procedure by which U.S. forces 

conduct MIO in order to determine 

the true character of vessels, cargo, 

and passengers. U.S. Navy and U.S. 

Coast Guard surface combatants 

are conducting boarding operations 

spanning the entire globe. These 

operations are being conducted in 

order to put a stop to drug/weapon 

smuggling, piracy, and above all 

else...terrorism.

Actions taken during MIO may 

include some or all of the following: 

sending armed boarding parties 

to visit merchant ships bound to, 

through, or out of a defi ned area; 

examining each ship’s papers and 

cargo; searching for evidence of 

contraband; diverting vessels failing 

to comply with the guidelines set 

forth by the MIO commander; or 

seizing suspect vessels and their 

cargo that refuse to divert. 

Prior to 2003, the Navy’s main 

focus for MIO was enforcing the oil 

embargo and the United Nations’ 

sanctions against Iraq. Since that 

time, the Navy has expanded the 

mission to support the global war on 

terrorism. Searching suspect vessels 

for weapons or personnel that are 

not on the manifest, and denying 

our enemies the use of the high seas 

is our main priority in expanded 

maritime interception operations. 

Gone are the days where a ship 

was not allowed to board a suspect 

vessel which did not comply. Now 

boarding teams receive advanced 

training which gives the Fleet the 

capability to conduct non-compliant 

boardings (NCB), which were 

previously conducted by special 

8KUKV$QCTF5GC

 USS The Sullivans (DDG 68) VBSS team members exit the hatch leading to the ship’s forecastle while GMSN 

Kenneth Verrette, acting as one of the opposing forces, hides against the bulkhead. (MC1 Brian Goyak/USN)

 Sailors begin to climb a ladder to board a simulated vessel during a non-compliant VBSS (NCB VBSS) training 

course held at Naval Support Activity (NSA) Norfolk, Northwest Annex. (MCSN John Hamilton/USN)

26 Surface Warfare
operations forces. Along with 

advanced training, each boarding 

team member is now outfi tted 

with state-of-the-art equipment to 

deal with current threats. Team 

members are now outfi tted with a 

rifl e to provide better security. In 

addition to added security, each team 

includes a mechanical breacher. The 

main responsibility of the breacher 

is facilitating forced entry for the 

boarding team. 

“VBSS sounds interesting.

How can I join?”

I am glad you asked. In order to 

become a member of a boarding team 

each individual must meet several 

requirements. The journey begins at 

the command level. Each prospective 

team member must qualify as a 

second class swimmer and score 

at least a “good high” on their 

most recent PFA (physical fi tness 

assessment), with no score lower 

than “good medium.” After these 

two requirements are met, schooling 

can begin.

The fi rst school that you will 

attend is the Security Reaction 

Force – Basic (CIN:A-830-0396). 

This school is three weeks long and 

is taught in all Fleet-concentration 

areas and aboard most surface ships. 

In this course, you will learn the 

fundamentals of weapons handling, 

marksmanship, non-lethal weapons, 

mechanical advantage control 

holds, and tactical team movement 

familiarization. In addition to these 

skill sets, you will learn the basics of 

shipboard watch-standing. 

After graduation from the basic 

course, you will move on to Security 

Reaction Force – Advanced (CIN: A830-0018).

This course lasts two weeks 

and is designed to teach advanced 

tactical team movements, defensive 

tactics, and tactical communications. 

This course culminates in Force-onforce training, using simunitionmarking cartridges to practice all 

techniques learned.

With three six-man teams 

comprising the VBSS team, the 

boarding offi cers (for each teamthree total) must attend a three-day 

VBSS Boarding Offi cer (VBSS BO) 

course (CIN: A-2E-0085). This course 

TEJCPF5GK\WTG

by BM1(SW) Jay E Collette, Afl oat Training Group Norfolk, N8

 Dock landing ship USS Harpers Ferry (LSD 49) Sailors hold their weapons at the ready during a non-compliant VBSS training exercise. (MC3 Mark Alvarez/USN)

 Gunner’s Mate 2nd Class Daniel Fisher covers the back portion of the ship as the rest of his team ascends a 

ladder during a VBSS drill aboard the Ticonderoga-class guided missile cruiser USS Antietam (CG 54). (MC3 Ron 

Reeves/USN)

Summer 2007 27
instructs the boarding offi cers in 

shipboard BT procedures to conduct 

VBSS in support of MIO.

Each six-man team also has a 

mechanical breacher. The breacher 

is usually each team’s engineer. 

These three members of the team 

all attend the Mechanical Breacher 

course (CIN:A-830-0022) which is 

one week long. Here, breachers learn 

how to facilitate forced entry for the 

boarding team. 

The last course of instruction you 

will have to attend is the three week 

Non-Compliant Boarding, Visit, 

Board, Search, and Seizure (NCB 

VBSS) school (CIN: A-830-0395).

Like all previous courses this is 

offered in all Fleet-concentration 

areas. One of the main focuses of the 

training is teaching Sailors how to 

safely board and search cargo vessels 

with proper climbing and rappelling 

methods. The new course also 

incorporates a wide range of special 

operations maneuvering collected 

from all branches of the service. 

Sailors learn the advanced long guncontrol and small arms-handling. 

Training also includes day and night 

defensive tactics, mission planning, 

shipboard team close quarters 

combat (CQC), and insertion and 

extraction techniques.

During the last week of training, 

Sailors board a three-story training 

vessel, known as the “Ship in a 

Box.” Inside the square building is 

a Hollywood-style set of a foreign 

merchant vessel with the sights, 

sounds and even smells of a real 

vessel. Instructors can include 

pop-up targets as well as program 

a number of added problems and 

distractions during training to 

add realism. In a fi nal segment of 

training, Sailors actually board a 

vessel both at night and during the 

day to hone their skills. 

The program is mentally and 

physically demanding and is not for 

 3 six man teams to make up one element of 18 personnel. 

 The six man team consists of:

1. BO/ Boarding Offi cer carries 9MM and MK 18.

2. Eng/ engineer carries 9MM and MK 18.

3. Breacher/ carries breaching equipment and M500 Shot gun.

4. BTM/ Boarding Team Member carries 9MM and MK 18.

5. BTM/ 9MM and MK18

6. BTM/ 9MM and MK18

 ET2 Robert Ford conducts a vessel search during a VBSS drill aboard the Ticonderoga-class cruiser USS 

Antietam (CG 54). (MC3 Ron Reeves/USN)

28 Surface Warfare
everyone. Physical preparation is 

necessary, and commands are urged 

to take under consideration the 

importance of physical fi tness and 

discipline when choosing Sailors to 

attend the training.

If this sounds like something for 

you, then all you have to do is sign 

up. Almost every class of ship in 

the surface force has a VBSS team 

manned by highly-motivated Sailors 

who are dedicated to making a 

difference. Again, MIO/VBSS is one 

weapon in the Navy’s global war on 

terrorism, so talk to your chain of 

command and see how you can 

get involved.

For more information about 

VBSS/MIO operations or on how you 

can become a part of a team, contact 

your local Afl oat Training Group. 

They will have all the information 

about the training pipeline and how 

to best prepare both mentally and 

physically for the schools. 

5VGRD[

UVGR8$55

2TQEGFWTGU

By TM1(SW) Thomas Frey, USS Nitze

Assistant Boarding Offi cer and VBSS 

Lt. j.g. Hunter Washburn, USS Nitze

(DDG 94) Navigator 

The radar picks up a contact 10 

nautical miles (nm) out and the 

lookouts confirm that it is a dhow. 

The conning officer orders up 25 

knots. As the ship approaches, 

Snoopy Team is called away and 

SCAT (Small Craft Action Team) 

musters in the helicopter (helo) 

hangar before manning their gun 

mounts. At three nautical miles, 

the junior officer of the deck 

(JOOD) begins to query the vessel. 

The embarked linguist takes 

over to ease communication. The 

conning officer slows as he makes 

his approach...

“Now set Condition II MIO 

(maritime interdiction operations)” 

sounds throughout the ship. Team 

members, dressed in their battle dress 

uniform (BDU), report to the hangar, 

grab their gear and dress out, while 

the bridge team is busy stationing the 

ship for a possible boarding.

The ship will take station 300-500 

yards off the starboard quarter of 

the suspected vessel. This serves 

two purposes; fi rst, it allows the ship 

to act as a shield as the rigid hull 

infl atable boat (RHIB) is launched 

and second, it brings the crew-served 

weapons to bear. On the bridge, the 

boarding offi cer (BO) comes up for 

a fi nal brief from the commanding 

offi cer (CO) and the ship’s liaison 

offi cer (LNO.) Communications 

between the BO and LNO are logged 

on a secure internet protocol router 

 Gunner’s Mate Jonathan Bashlor uses his 9mm side arm to clear the deck of the Military Sealift Command 

underway replenishment ship USNS John Ericsson (TAO 194) as a part of USS Hopper (DDG 70) VBSS 

team during a noncompliant boarding exercise. (MC2 John Beeman/USN)

 While in port, the guided missile frigate USS Ford (FFG 54) VBSS team practices scenario drills. During the 

training, team members manned a rigid hull infl atable boat and were lowered to the water. Once in the water 

the team did a short mock patrol of the area before boarding the Ford. (MC2 Douglas Morrison/USN)

Summer 2007 29
30 Surface Warfare

network (SIPRnet) computer on the 

bridge by a chat operator.

Once the BO gives a green light 

to the team, the RHIB is launched.. 

Once the team is loaded onboard, 

the RHIB cuts across the stern of 

the ship and approaches the suspect 

vessel. After checking both sides for 

obvious signs that the vessel in not 

seaworthy the RHIB takes station 

alongside. If the vessel does not 

have a ladder to use, the team will 

rig the hook and pole. The hook and 

pole is a large heavy duty plastic 

hook that is attached at the end of a 

telescoping pole. Also attached to 

the hook is a caving ladder. A team 

member fi rmly attaches the hook to 

the vessel and disconnects the pole. 

Then, while the bottom of the ladder 

is held steady he clambers up and 

over the gunwale.

The fi rst team member onboard 

the vessel clears the general area 

and the second man makes sure 

the hook is securely fastened. The 

ship has already directed the crew 

to the foc’sle with the exception of 

a helmsman on the bridge and an 

engineer down in the engine room. 

Quickly the rest of the team boards 

and sets up a perimeter.

Once the RHIB casts off and 

takes station off the vessel’s port 

quarter the team breaks into smaller 

groups to better sweep the ship. 

The BO, with two team members, 

immediately heads to the bridge with 

the translator, where they begin to 

question the ship’s master. All the 

information they glean from their 

conversation is sent back to the LNO 

via encrypted radios. Two team 

members simultaneously head to 

the marshalling point (usually the 

foc’sle) and muster the rest of the 

crew. Two more team members have 

already made their way down to the 

engine room and accounted for the 

engineers in the space. They also 

conduct a seaworthiness inspection 

to ensure that the vessel will not 

founder with the team onboard. 

The fi nal two man team clears any 

other spaces on the ship not already 

covered and the cargo holds.

Three fundamentals that are 

instilled in the team during training 

and utilized during their security 

sweeps are speed, surprise, and 

violence of action. As a team enters 

a space, they do so as rapidly as 

possible and maintain contact with 

the other members. The team splits 

and goes to opposite corners of the 

bulkhead they entered through. 

Initially, they check the corners for 

security violations and then they 

move to the center of the space.

Doing this ensures that the team is 

quickly able to assess the security 

issues of the space as well as check 

for hidden personnel.

 Sailors stationed aboard guided missile destroyer USS Ramage (DDG 61) board a regional fi shing dhow 

while conducting VBSS operations in the Persian Gulf. (MCC Daniel Sanford/USN)

 While in port, the guided missile frigate USS Ford (FFG 54) VBSS team practices scenario drills. Team members were instructed to capture Sailors acting as non-compliant enemies. (MC2 Douglas Morrison/USN) 
Summer 2007 31

If the team were to encounter 

personnel during their security 

sweep, they will immediately assess 

the level of force they need to use to 

maintain control of the situation. If, 

after using the deadly force triangle 

(opportunity, intent, and capability), 

they deem that the individual is 

not a threat they use the principles 

ask, tell, make (ATM) to get the 

individual to comply with the 

team’s orders. The steps for ATM 

are fi rst ask the individual to do 

something, if they do not heed, you 

tell them what to do, and if that fails, 

you make compliance by whatever 

means necessary.

Once the vessel has been swept 

and secured, which can be done 

within 15-20 minutes on small 

vessels, the more arduous duty of 

going through the cargo begins. Half 

the team searches the cargo holds 

while the other half begins taking 

names and photographs of the crew 

members. This painstaking process 

of searching the cargo holds and 

gathering data on the crew takes the 

most amount of time.

Back on the ship, the LNO is in 

constant communication with the 

BO. The chat operator, monitoring 

information fl ow, sends thes inputs 

off the ship. Any questions that 

come back are directly sent to the BO, 

who inquires about the information 

desired and relays back any new 

fi ndings. The conning offi cer 

maintains station off the starboard 

quarter. Often, on larger merchants 

this is easier as they can hold their 

course much better than a dhow. The 

force protection action offi cer (FPAO) 

stationed on the bridge, keeps the 

gun crews informed of the situation 

and alert to any suspicious activity.

Once all the data has been collected 

and the vessel has been cleared, the 

boarding team heads back to the rally 

point. The RHIB comes alongside 

and receives the team members as 

they disembark. Once back onboard, 

the BO debriefs the CO on what was 

found and upon further questioning 

the vessel is cleared.

Once the vessel is well on their 

way, both SCAT and COND II MIO 

are secured. The team cleans and 

stows their gear in preparation for 

another boarding at a moment’s 

notice.

 ET2 William Muckenfuss, assigned to guided missile destroyer USS Preble (DDG 88) pats down a Pakistan 

Navy Ship (PNS) Shahjahan (DD 186) crew member as part of a VBSS training evolution during exercise 

Arabian Gauntlet 2007. Arabian Gauntlet is the world’s largest mine countermeasure exercise bringing together 

the efforts of 14 countries and 16 ships. (MC2 Marcos Hernandez/USN)

 EN2 Kory Houser, assigned to guided-missile destroyer USS Preble (DDG 88), boards Pakistan Navy Ship 

(PNS) Shahjahan (DDG 186) as part of a VBSS training evolution during exercise Arabian Gauntlet 2007. (MC2

Marcos Hernandez/USN
I have frequently heard Sailors 

bitterly complain about the volume 

and extent of rules and regulations 

governing pretty much everything 

we do. “Man, I can’t even walk 

down the passageway without 

a qualifi cation!” 

While that may be an exaggeration, it may often seem that we become mired in a regulatory bog of 

our own creation. 

 Have you really given the matter 

much serious thought? Why would 

someone take the time to write all 

those rules down? 

There’s one very good reason: 

SAFETY! I challenge anyone to fi nd 

a valid argument against protecting 

our sailors and ourselves. 

Why is our OPNAVINST 5100 series so large? There’s an old saying 

that states, “If there’s a name for it, 

then someone’s already done it!” 

Let’s take a look at just one frequently executed evolution by ships at sea: 

underway replenishment (UNREP). 

UNREP is the broad and general 

term used to describe the transfer 

of fuel, cargo, munitions, and/or 

personnel from one ship to another 

while at sea. Replenishment-at-sea 

(RAS) is either connected (CONREP) 

or vertical (VERTREP). 

The focus of this article will be on 

CONREP, the safety requirements 

and best practices employed to ensure a safe evolution. 

Our Navy has been conducting 

replenishment at sea operations for 

almost one hundred years. Since the 

fi rst UNREP detail was stationed, 

many methods have been used and 

tested. We have no way of knowing how many Sailors have lost their 

lives or been injured over the years. 

We do know that myriad technological advances have improved the way 

we transfer goods and communicate 

during the evolution. At least two 

simple facts still remain:

SAFETY

0 20 40 60 80 100 120 140

0 20 40 60 80 100 120 140

32 Surface Warfare

By BMC(SW/AW) Martha Monahan, Afl oat Training Group Norfolk, N80

 The Military Sealift Command (MSC) fast combat support ship USNS Arctic (T-AOE 8) conducts an underway replenishment with the Nimitz-class aircraft carrier USS 

Dwight D. Eisenhower (CVN 69). (MC2 Miguel Angel Contreras/USN)

Tending to risk 

management

Alongside Safety:
SAFETY

160 180 200 220 240 260 280 300

160 180 200 220 240 260 280 300

Summer 2007 33

1 – UNREP is an inherently 

hazardous operation. 

2 – UNREP does not have to be an 

unsafe evolution.

At fi rst glance one might think 

these two statements are mutually 

exclusive. Not so. Proper planning, 

preparation, training and readiness 

are pivotal. In short: use operational 

risk management (ORM). When the 

controlling factors so often seen in 

safety briefs are actually used, for the 

entire evolution, without exception, 

we are making a hazardous operation 

as safe as possible. Sounds obvious, 

even simplistic, right? Think about it. 

Honestly.

When was the last time you attended an UNREP Brief? Can you 

list two or more risk factors covered 

during the ORM portion? 

Commodity

Transferred

E

E

7

Missles

Ammunition

Fuel Oil

Diesel Oil

F76

F44

Lube Oil

Feed Water

Potable Water

Stores

Personnel and/or

Light Freight

Fuel Oil and F44

F76 and F44

Bridge-to-Bridge

Phone/Distance Line

Day Night

Hopefully the UNREP 

brief covered things like 

collision, fuel spill, man 

overboard, breakdown 

in bridge resource management (BRM), and 

personnel injury to name 

a few. Let’s concentrate 

on the man overboard 

and personnel injury risks 

associated with UNREP. 

The controlling mitigating 

factors as they are sometimes referred to are nearly identical. The common 

controlling factors are:

Safety brief held

on station. 

 Proper personal protective equipment 

(PPE) worn by all 

hands involved.

 BMSN Nathan Mills signals to Military Sealift Command (MSC) fast combat support ship USNS 

Rainer (T-AOE 7) during an underway replenishment (UNREP) aboard nuclear-powered aircraft 

carrier USS Nimitz (CVN 68). (MCSN Eduardo Zaragoza/USN) 
0 20 40 60 80 100 120 140

0 20 40 60 80 100 120 140

SAFETY

Safety observers on station. 

 All of these controlling factors can 

be traced back to a requirement in 

one or more familiar publications.

A safety brief is to be held on station. This requirement can be found 

in OPNAVINST 5100.19 (series), 

Chapter Three. 

A complete brief at each station, 

PRIOR to going alongside, with the 

undivided attention of all hands assigned. Included in the brief should 

be: linehandling, hand-over-hand; 

removal of all rings, watches, key 

chains and other articles that may get 

caught in the lines; emergency breakaway procedures; communications 

Signal

Control Ship

At the dip: Am steady on 

course and speed and am 

preparing to receive you 

on side indicated.

Close up: Am ready for 

your approach.

Hauled down: When 

messenger is in hand.

Meaning

Approach Ship

At the dip: Am steady to 

come alongside.

Close up: Am 

commencing approach.

Hauled down: When 

messenger is in hand.

Romeo

Displayed

on fore 

yardarm on 

side rigged

Romeo

Displayed

on fore 

yardarm on 

side rigged

Prep

Displayed

at the 

cutboard

yardarm

Receiving Ship

At the dip: Expect to 

disengage in 15 minutes.

Close up: Replenishing 

completed; am 

disengaging at fi nal station.

Hauled down: All 

lines clear.

Both Ships

Where best seen: Fuel 

or explosives are being 

transferred.

Delivery Ship

At the dip: Have 

temporarily stopped 

supplying.

Close up: Fuel or 

explosives are being 

transferred.

Hauled down: Delivery 

is completed.

Delivery Ship

At the dip: Have 

temporarily stopped 

receiving.

Close up: Fuel or 

explosives are being 

transferred.

Hauled down: Delivery 

is completed.

Bravo

Signal Meaning to be used; and ensuring everyone 

understands what was briefed. 

Personnel dressed out in proper 

PPE. Naval Ships Technical Manual 

(NSTM) Chapter 077 lists what PPE 

is to be worn for most evolutions and 

is an invaluable safety resource. The 

OPNAVINST 5100.19(series) Chapter 

Three and the Naval Warfare Publication (NWP) 4-01.4 Chapter Two, list 

the required PPE for all hands involved in UNREP. Life vests, hard hats 

with chinstraps and steel toed boots 

are mandatory for all hands on every 

station to be worn while fuel is being 

transferred. Goggles are required for 

personnel on fueling stations while 

taking on fuel. These requirements 

are not negotiable. An inspection by 

a senior person is defi nitely in order. 

Buddy checks are a good idea too.

Safety observers on station. That 

means just what it says and is required by the OPNAVINST 5100.19 

(series) and the NWP 4-01.4. The safety observers’ only function is to watch 

for hazardous conditions. An UNREP 

detail can last for hours. If you are the 

safety observer on that station, you 

must redouble your efforts to stay focused and keep your crew focused as 

well. Distraction can lead to disaster. 

The Naval Warfare Publication 

(NWP) 4-01.4 (Appendix D) has 

checklists for deck, engineering and 

supply departments, night replenishment, each UNREP station and the 

bridge. The NWP advises that the 

published checklists are a guide and 

each ship should have their own, 

tailored to her unique requirements. 

The use of a checklist could be a useful controlling factor in ORM.

34 Surface Warfare
160 180 200 220 240 260 280 300

160 180 200 220 240 260 280 300

SAFETY

There is not much “wiggle room” 

when it comes to the safety of our 

Sailors (nor should there be). If, by 

chance, you come across an 

ambiguous or unclear safety instruction, guideline, note or message, you 

have some choices. You can:

A) Ignore it.

B) Investigate and correct it 

(yes, this will take some time).

C) Decide to adhere to the 

minimum requirement.

D) Err on the side of caution.

The choice is ultimately yours but 

is there really an option?

On a recent underway period, I 

heard a department head say to his 

training team, 

 “If we are trying to lawyer our 

way around safety issues, we are already wrong.” AMEN.

 A Sailor assigned to deck department aboard USS Ronald Reagan (CVN 76) ensures the proper tracking of 

rope being retracted back into Underway Replenishment (UNREP) Station Fifteen following a fueling at sea (FAS) 

evolution between guided missile cruiser USS Lake Champlain (CG 57) and Reagan. The ability of aircraft 

carriers to fuel members of their strike group allows for longer sustainment periods and increased war-fi ghting 

ability. (MC2 Aaron Burden/USN)

 The rig captain for an underway replenishment station aboard USS Abraham Lincoln (CVN 72), orders the 

winch to gear down as a fuel probe from the Military Sealift Command (MSC) fast combat support ship USNS 

Rainer (T-AOE 7) approaches for refueling. (USN)

Summer 2007 35
SAFETY

By Lt. Jennifer Rossi, Military Editor

As a bridge watchstander, you 

must have a solid understanding 

of the radian rule. The stadimeter 

operator should understand why 

knowing the distance is important 

as the ship is coming alongside. The 

conning officer needs to know how to 

use the ship’s pelorus to get the offset 

angle. Finally, the laser rangefinder 

operator must have a clear understanding of why knowing their distance while alongside is important.

The radian rule is:

D = S

60 A

D = Distance (in yards) between 

approach ship and control ship

S = lateral separation (in yards) between approach ship and control ship

A = offset angle (in degrees)

So, in order to keep track of your 

lateral separation during the approach just multiply your offset 

angle by the distance between your 

ship and the control ship then divide by 60. This gives you your 

lateral separation. 

S = (D x A)

 60

This equation can be manipulated 

in any way, depending on what you 

know or what you want a certain 

variable to be. Say you know you 

want the lateral separation to be 

150 ft (50 yd), you can multiply this 

separation (S) times 60 divided by the 

distance (D). This will give you the 

angle you should open or close to in 

order to be at the correct lateral separation when you eventually come 

alongside.

A = (S X 60)

 D

 With USS Lake Champlain (CG 57) alongside, members assigned to deck department aboard USS Ronald

Reagan (CVN 76) prepare to pay out the massive single-probe Standard Tension Replenishment Alongside 

Method (STREAM) fueling rig used during the fueling-at-sea (FAS) evolution between the two ships. The ability of 

aircraft carriers to fuel members of their strike group allows for longer sustainment periods and increased warfighting capability. (MC2 Aaron Burden/USN)

 Deck department Sailors manning the phone and distance line bundle up against the cold and snow on the 

flight deck of Nimitz-class aircraft carrier USS Harry S. Truman (CVN 75) during an ammunition onload with 

the Military Sealift Command (MSC) dry cargo/ammunition ship USNS Lewis and Clark (T-AKE 1). 

(MC2 Arturo Chavez/USN) 

36 Surface Warfare

UNREP Review
SAFETY

Lateral separation distance is 

important while alongside. The conning officer is working hard to adjust 

course and speed to find a combination where little change is needed. 

When giving course adjustments 

while alongside, using a half degree 

is often helpful. When giving this 

order, you say “Steer course 1-8-0 

decimal 5.” When giving engine 

changes, you are already steady on 

a particular bell so you just need to 

indicate a slight change in the order. 

You will order, “indicate 8-5 rpms.” 

Keep in mind when you increase 

speed, you separation is going to 

increase and decreasing speed will 

decrease your separation. When 

you order a course toward the other 

ship, you will decrease distance and 

vice versa. 

Distances between ships are 

marked on the phone and distance 

line every 20 feet by a flag. The 

flags are colored in a repeating color pattern: Green-Red-Yellow-BlueWhite-Green. Though there are 

many different phrases to remember this, the PG one is: Go Read 

Your Book With Glasses. 

At night, the flags are marked by 

red and blue chemical lights. Blue 

chemical lights mark the 60, 100, 140 

and 180 flags. There is a light on each 

side of the flag. All other distances 

are marked by a single red chem. 

light on the approach ship side of 

the flag.

For example, the ship is at 160 

feet which means that it is a blue flag 

with the number 160 on it. At night 

you would see one red chem. light. 

If the ship moves out to 180 feet, you 

would see a white flag with 180 on it 

or at night, two blue chemical lights, 

one on each side of the flag.

Surface Warfare Magazine’s 

Top 10 Breakaway Songs

10. “Crazy Train” by Ozzy Osbourne

9. “Taking Care of Business” by Bachman-Turner Overdrive

8. “Flirting with Disaster” by Molly Hatchet

7. “Born to be Wild” by Steppenwolf

6. “Won’t Back Down” by Tom Petty

5. “I Get Around” by The Beach Boys

4. “Low Rider” by War

3. “Come Out and Play” by Offspring

2. “La Grange” by ZZ Top

1. “Fuel” by Metallica

Summer 2007 37

 (USN)

 Deck department Sailors prepare to man the phone and distance line on the flight deck of Nimitz-class aircraft carrier USS Harry S. Truman (CVN 75) shortly before 

ammunition onload with Military Sealift Command (MSC) dry cargo/ammunition ship USNS Lewis and Clark (T-AKE 1). (MC3 Mari Matsumoto/USN)
38 Surface Warfare

Vice Adm. Terrance Etnyre, 

Commander, Naval Surface Forces 

(CNSF) announced the winners of 

the 2006 Junior Officer Award for 

Excellence in Shiphandling on March 

1, 2007.

The annual competition consists 

of executing different ship-handling 

techniques depending on the type of 

ship. Each commanding officer must 

choose one junior officer to compete. 

The competitors go up against other 

junior officers in their strike group. 

Following are this year’s winners:

Forward Deployed Naval Forces 

(FDNF), Japan

 Lt. j.g. Katherine B. Sholvin, 

USS Shiloh (CG 67)

Ensign Charles S. Barrs, 

USS John S. McCain (DDG 56)

Lt. j.g. Brighid A. Clark, 

USS Essex (LHD 2)

Lt. j.g. Brian Wolf, 

USS Guardian (MCM 5)

Hawaii

Lt. j.g. Ryan J. Pierce, 

USS Paul Hamilton (DDG 60)

Ensign Jeremiah L. Slack, 

USS Port Royal (CG 73)

Everett, Wash.

Lt. j.g. Aaron Arky, 

USS Ford (FFG 54) 

San Diego

Lt. j.g. James C. Hagerty, 

USS Chancellorsville (CG 62)

Lt. j.g. Jeffery T. Griffin, 

USS Mobile Bay (CG 53)

Ensign Clinton Burr, 

USS Curts (FFG 38)

Lt. Gregory R. Moiles, 

USS Thach (FFG 43)

Lt. Richard Ferrari, 

USS Preble (DDG 88)

Lt. j.g. John R. Guernsey, 

USS Pinckney (DDG 91)

Ensign Jefferey L. Applebaugh, 

USS Bunker Hill (CG 52)

Lt. j.g. John C. Ivey, 

USS Cleveland (LPD 7)

Lt. j.g. Michael F. Moore, 

USS Ogden (LPD 5)

Lt. j.g. Dustin Dickamore, 

USS Boxer (LHD 4)

Lt. j.g. David B. Shaulis, 

USS Bonhomme Richard (LHD 6)

Mayport, Fla.

Lt. j.g. Shane Dennis, 

USS Gettysburg (CG 64)

Ensign Sean Van Osdel, 

USS Klakring (FFG 42)

Lt. j.g. John Hill, 

USS Doyle (FFG 39)

Ensign Sean Doherty, 

USS The Sullivans (DDG 68)

Norfolk

Lt. j.g. Robert Pinckney, 

USS Vella Gulf (CG 72)

Ensign Brian Yarbrough, 

USS Monterey (CG 61)

Ensign Sam Train, 

USS Cape St George (CG 71)

Ensign Robert McFall, 

USS Winston Churchill (DDG 81)

Lt. j.g. Mike Cornwell, 

USS Hawes (FFG 53)

Lt. j.g. Samuel Higginbotham, 

USS Mahan (DDG 72)

Ensign Corey Voss, 

USS Elrod (FFG 55)

Ensign Willis Long, 

USS Oak Hill (LSD 51)

Ensign Kevin Manuel, 

USS Ponce (LPD 15)

Lt. j.g. Jeremy Weathers, 

USS Kearsarge (LHD 3)

Ensign Drew Humenick,

USS Bainbridge (DDG 96)

Lt. j.g. Joel Knippel,

PC Crew Delta

Lt. Shawn Kocis,

PC Crew Kilo

Lt. Cullen Greenfield,

PC Crew Charlie

Ingleside, Texas

Ensign Sean Davis, 

MHC Crew Loyalty II

Lt. j.g. Gerald Sharp, 

MCM Crew Fearless

“Shiphandling proficiency is an 

essential skill in surface warfare 

officers and your success in this 

competition has distinguished you 

as among the best in the Navy,” 

stated Vice Adm. Terrance Etnyre, 

Commander, Naval Surface Forces.

SURFOR Names Winners of 2006 

Junior Officer Award for 

Excellence in ShipHandling 
Summer 2007 39

)MRHCDSGD0RXBGD

NE3JHKKDC3GHOG@MCKDQR

I had an opportunity to ask the 

2006 Junior Officer Award for Excellence in Shiphandling winners on 

their opinions, thoughts and expectations while handing a ship. I was not 

let down by the answers that I got 

from each of them. My questions 

and a few of their answers are below. 

Thanks again to all the award winners for submitting!

What is the best advice you were ever 

given in regards to shiphandling? 

Lt. Greg Moiles, USS Thach (FFG 

43): “Good is slow. We have a tendency to want things to happen quickly, 

get lines across and go home, but the 

slower things are happening the quicker you can make critical decisions.”

Lt. j.g. Dustin Dickamore, USS 

Boxer (LHD 4): “Make a decision and 

don’t doubt yourself. There are multiple ways to drive a ship from point 

A to point B or to maneuver the ship 

to accomplish the assigned mission, 

but it is best to make a decision first 

with the information you have and 

modify the plan afterwards.”

What advice would you give those 

you are training now? 

Lt. j.g. Ryan Pierce, USS Paul Hamilton (DDG 60): “Use all of your resources. Use the wind, use your rudder and most of all use your engines.”

Lt. j.g. Robert Pinckney, USS Vella 

Gulf (CG 72): “A great way to start 

feeling confident and comfortable is to 

develop a cycle. Develop a mental list 

of things to cyclically review as you 

complete an evolution (ie: wind, current, course, speed, position, etc.)...”

If you could drive the ship in any 

scenario, what scenario would you 

choose and why?

Ensign Robert McFall, USS Winston S. Churchill (DDG 81): “Pier 

landing with one tug. This is the 

most complicated scenario that 

SWO’s do. There are many different factors to think about and many 

small adjustments that have to be 

made to pull a 9,000 long ton warship 

up beside a pier without scraping 

any paint.”

In ideal conditions, how would 

you make your approach on the 

UNREP ship, assuming you are in 

waiting station?

Ensign Drew Humenick, USS 

Bainbridge (DDG 96): “Match speeds 

prior to making your approach so 

your alongside RPMs are not a mystery. Use the radian rule religiously. 

Upon making the approach, I will 

speed up to 20 knots, then cut speed 

to R-speed when MT 51 clears the 

oiler’s stern. Pick two points on the 

oiler to line up on and use those as a 

guide to control your speed. A laserrange finder is very useful until the 

P&D line is set up.”

When mooring to a pier, how do you 

use your rudder and engines to maneuver in ideal conditions? 

Lt. j.g. John Ivey, USS Cleveland

(LPD 7): “In ideal conditions a successful ship driver will approach 

the pier at less than half a knot of 

speed in any direction. Wash over 

the rudder is a shipdriver’s biggest 

ally when doing pier work. If tugs 

are available, a 1/3 twist toward the 

pier, accompanied by a compensating 

intermittent push by the aft tug will 

move the ship laterally to the pier. If 

tugs are not available, then shifting 

the rudder to the opposite direction of the pier and maintaining the 

engines configured to twist toward 

the pier will allow the ship to move 

laterally toward the pier. Pumping 

the rudder by increasing the ahead 

engine for a few seconds will place 

more wash over the rudder and secure the stern is not lifting too far in 

relation to the bow. The key is for the 

ship to approach the pier as parallel 

and slow as possible.” 

)MRHCDSGD0RXBGD

NE3JHKKDC3GHOG@MCKDQR

Q&A with the 2006 Junior Officer Award for Excellence in Shiphandling Winners

By Lt. Jennifer Rossi, Military Editor

 USS Curtis Wilbur (DDG 54) prepares to tow 

USS Stethem (DDG 63) during TOWEX, an exercise 

that allows a ship to use a rare complex procedure for 

towing ships that are in need of assistance. (Ensign 

Danny Ewing, Jr./USN)
40 Surface Warfare

When getting underway from a pier, 

what are the steps you take 

and why? 

Ensign Jeffrey Applebaugh, USS 

Bunker Hill (CG 52): “My first command would be a full rudder towards 

the pier then a back 1/3 on the inboard 

engine and an ahead 1/3 on the outboard engine to kick the stern off the 

pier. The forward tug can control the 

bow to pull it off the pier and avoid 

hitting the pier with the sonar dome. 

Once the stern is off the pier and the 

bow is about 30-45 degrees off the pier 

heading, I would put the rudder amidships and back out on one engine.”

What kind of shiphandling training 

prepared you to become one of the 

Junior Shiphandlers of the year? 

Lt. j.g. Clinton Burr, USS Curts

(FFG 38): “The two biggest factors 

were the COVE trainer as SWOS and 

my commanding officer. The COVE 

trainer was a great tool because it allows you to make mistakes without 

any repercussions or embarrassment. 

I learned how to maneuver in less 

than ideal environments and fine 

tune the shills I had already learned 

onboard. A close second is the confidence and trust in my shiphandling 

abilities from my commanding officer. 

To be able to perform evolutions without any comments or criticism from 

your CO is paramount in learning to 

become a better shiphandler. The CO 

would let me perform and would critique me at the end. This gave me the 

freedom to adjust and drive the ship 

better than if I was just repeating what 

my CO said at the helm.”

What do you think of the simulators 

like the ones offered up at SWOS or 

at MSI? 

Lt. Greg Moiles, USS Thach (FFG 

43): “The simulators for FFGs are spot 

on with how we actually handle. I 

wish we could get more time in them 

just to increase our awareness of the 

ship’s capabilities and limitations.”

Ensign Robert McFall, USS Winston S. Churchill (DDG 60): “The 

simulators at both SWOS and MSI 

are an excellent tool that can help 

shiphandlers work in a low stress 

environment. We get the opportunity 

to try things without having someone 

senior standing over our shoulder 

telling us to do something else. You 

can crash a ship in the simulator and 

brush it off saying, ‘well that didn’t 

work, let’s try something else’.”

Who taught you to drive the shipfellow Junior Officer who was your 

mentor, the CO, or someone else? 

Lt. j.g. Willis Long, USS Oak Hill

(LSD 52): “My first commanding officer was really the first person that 

allowed me to drive the ship. He is 

a great ship driver, so he was more 

comfortable with what the ship was 

capable of. Therefore, he allowed us 

to drive the ship more by ourselves. 

...he was always there to help in case 

I got myself in trouble.” 

What has been the most 

challenging evolution you have 

done as a shiphandler? 

Lt. j.g. James Hagerty, USS Chancellorsville (CG 62): “Mediterranean 

Moor in Vladivostok, Russia- without 

a doubt. The combination of an unfamiliar evolution, an unfamiliar port, 

high winds and a language barrier 

with the pilot made for an interesting 

and memorable morning.” 

Lt. j.g. Robert Pinckney, USS Vella 

Gulf (CG 72): “The most challenging evolution was a TOWEX. It is an 

exercise we rarely do. The angles and 

ranges at which we took in order to 

successfully begin to tow the vessel 

participating with us were disconcerting. It was inherently dangerous and 

not many participants had much experience. Communication and attention 

to detail was the key to our success.”

What is the key to good 

shiphandling?

Lt. j.g. Dave Shaulis, USS Bonhomme Richard (LHD 6): “Patience, 

forehandedness and technical skill.”

Lt. j.g. Aaron Arky, USS Ford (FFG

54): “...Knowing how to drive is only 

half of it. Knowing where you are 

going to drive is the other half.”

How do you think effective bridge 

management is achieved? 

Lt. j.g. Ryan Pierce, USS Paul

Hamilton (DDG 60): “Command 

presence. Know your bridge better than anyone on watch. Teach 

your watch team everything you 

know. Keep them engaged in the big 

picture, from the helmsman to the 

JOOD. Keep it quiet and establish 

ground rules and job assignments to 

ensure there is no confusion during 

any unforeseen high stressful maneuvering situations.”

Ensign Cory Voss, USS Elrod (FFG 

55): “Calm leadership can only be 

achieved through confidence; confidence can only be achieved with 

masterful competence; masterful 

competence can only be achieved 

through rigorous training...so, I guess 

the answer is rigorous training.” 

 While performing his duties as conning officer, 

Ensign Christopher Caraway tracks radar contacts 

on the AN/SPA-25G on the bridge of guided-missile 

destroyer USS Stethem (DDG 63). (Ensign Danny 

Ewing Jr./USN) 
SAFETY

Summer 2007 41

Are you an expert at identifying surface combatants from foreign navies? 

Can you tell whether a ship on the horizon is an ally or an enemy? It’s time 

to test your ship identification skills. How about all of you manning the “big 

eyes,” take a look at the ship pictured below and let us know what type of 

vessel it is, its name and what nation operates it.

Send your entry to surfwarmag@navy.mil with Ship Shape in the 

subject line. Be sure to include your rate, name, ship or unit of assignment 

and current mailing address. The first individual to provide the correct 

information will receive recognition in the next issue of Surface Warfare.

Congratulations to CTT2 Scott Fulton and OS2 Jason Addison of USS 

Stout’s (DDG 55) Snoopy Team. They collaborated and were the first to 

correctly identify last issue’s ship as the Royal Netherlands Navy Ship 

HNLMS Tromp (F803).

 This ship has escorted 

expeditionary strike 

groups through the Strait 

of Gibraltar, the gateway 

of the Mediterranean Sea. 

This naval ship belongs 

to a country who borders 

the Strait.

 Royal Netherlands Navy Ship HNLMS 

Tromp (F803).
42 Surface Warfare

 Sailors assigned to Assault Craft Unit (ACU) 

5 assist Los Angeles County Fire Department in 

unloading their firefighting equipment from a 

Landing Craft Air Cushion (LCAC) on Catalina Island. 

The massive wildfires on Catalina Island has so 

far ravaged more than 4,000 acres and is one of 

the largest fires in the area in years. (MC3 Daniel 

Barker/USN)

 DCFN Jeret Parker and Scott Hand 

of USS Bataan (LHD 5) repair division 

conduct preventative maintenance on 

the multipurpose amphibious assault 

ship’s firemain by flushing the system to 

clear it of debris and foreign objects. The 

firemain flush ensures the maximum 

readiness condition of the ship’s primary 

damage control water supply. (MC2

Tommy Lamkin Jr./USN) 
Summer 2007 43

 Two Sailors hone their soccer skills 

on the flight deck aboard the Arleigh

Burke-class destroyer USS O’Kane (DDG 

77) during their off-time. (MC2 Joseph 

Vincent/USN)

 SH2 Jason Valero looks out at an Argentine tug assisting USS 

Pearl Harbor (LSD 52) as it moors in Puerto Belgrano Harbor at 

the conclusion of UNITAS 48-07. Navies from Argentina, Brazil, Chile, 

Spain and the United States are participating in UNITAS Atlantic 48-

2007 off the coast of Argentina. (MCSN Damien Horvath/USN) 
CONGRATULATIONS to this issue’s Salty Dog, 

BM1(SW) Roland Tijerina, at PCU Liberty (LCS 

4) in San Diego. Tijerina was the first person to 

correctly identify all five answers on anchoring. 

Here are the answers:

1. In a dense fog you hear the rapid ringing of a bell 

for 5 seconds followed by the rapid ringing of the 

gong for 5 seconds. This signifies a vessel at anchor 

of more than 100 meters in length. The ship may also 

sound one short, one prolonged, one short to warn other 

vessels of her position and the possibility of collision.

2. At night you see a vessel with an all-round white light. The 

light comes from a vessel that is less than 50 meters long and is 

at anchor.

3. A ship flies the Uniform flag when they are going to anchorage.

4. A ship flies a black ball as the day shape when at anchor.

5. There are three different types of stockless anchors that the Navy uses: Commercial, 

Standard Navy, and Mark 2.

This issue’s challenges are presented below.

The first person to correctly answer all five questions will receive recognition in the next issue. Good luck!

1. Lifelines should not be lowered unless absolutely necessary. If lowered, temporary lifelines must 

be rigged. Temporary lifelines should be a minimum of how many inches in circumference?

2. Where should line handlers be located during an underway replenishment?

3. What should personnel at a transfer station wear during a night replenishment?

4. You should keep at least a distance of how many feet from any block or cleat through 

which lines pass?

5. When passing lines, what is used for initial line transfer? What is used as a back up?

Send your replies to surfwarmag@navy.mil with 

“CAPTAIN’S TRIVIA” in the subject line.

44 Surface Warfare
Changes of Command

USS Anzio/July

Capt. Scott Robinson relieved

Capt. William Bingham

***USS Arleigh Burke/May

Cmdr. Daniel Voth relieved

Cmdr. Ester Mclure

USS Bunker Hill/August

Capt. Patrick Piercey relieved

Capt. Charles Gaouette

USS Cleveland/July

Capt. William Hart relieved

Capt. Francis McCulloch

** USS Decatur/September

Cmdr. Brian Shipman relieved

Cmdr. John Steinberger

USS Donald Cook/July

Cmdr. William Parker relieved

Cmdr. John Esposito

USS Elrod/August

Cmdr. Todd Beltz relieved

Cmdr. Teresa Sanford

USS Gunston Hall/July

Cmdr. Wayne Brown relieved

Cmdr. Thomas Brasek

USS James E. Williams/July

Cmdr. Timothy Trampenau relieved

Cmdr. Ian Hall

USS John Paul Jones/July

Cmdr. Christopher Barnes relieved

Cmdr. James Housinger

USS Juneau/August

Capt. Kent Whalen relieved

Capt. John Alexander

USS Klakring/September

Cmdr. Ian Pollitt relieved

Cmdr. Randall Lovell

USS Mason/August

Cmdr. Robert Clark relieved

Cmdr. John Fuller

USS McClusky/August

Cmdr. Daniel Bryan relieved

Cmdr. Johnny Schultz

USS Mitscher/August

Cmdr. Daniel Uhls relieved

Cmdr. William McKinley

USS Mobile Bay/August

Capt. Hugh Wetherald relieved

Capt. Thomas Carney

USS Nassau/August

Cmdr. James Boorujy relieved

Capt. John Roberti

USS Oak Hill/September

Cmdr. Heidi Agle relieved 

Cmdr. Ray Stapf

USS Rushmore/August

Cmdr. Calvin Slocumb relieved

Cmdr. Cathal O’Connor

USS San Antonio/July

Cmdr. Kurt Kasner relieved

Cmdr. Bradley Lee

USS Shreveport/September

There is not a relief....scheduled to 

decom Sep 07 relieved

Capt. Paul Monger

USS Whidbey Island/August

Cmdr. Michael Junge relieved

Cmdr. Erik Ross

** Correction from Spring 2007 Issue. 

USS Decatur’s change of command 

occurred in September vice May.

*** Correction. USS Arleigh Burke’s 

change of command was not included in 

the Spring 2007 issue.

PC Crew Alpha Lt. Scott Larson

PC Crew Bravo Lt. William Ehret

PC Crew Charlie Lt. David Scarlett

PC Crew Delta Lt. James Quaresimo

PC Crew Echo Lt. Shelby Baecker

PC Crew Foxtrot Lt. Patrick Keller

PC Crew Golf Lt. Christopher Brown

PC Crew Hotel Lt. Jeffrey Sturm

PC Crew India Lt. Cmdr. Theodore Nunamaker

PC Crew Juliet Lt. Nakia Cooper

PC Crew Kilo Lt. Joel Lang

PC Crew Lima Lt. Milciades Then

PC Crew Mike Lt. Micheal Wagner

* MHC Crew Detector Lt. Cmdr. Shanti Sethi

* MHC Crew Endurance Lt. Cmdr. Andrew Carlson

* MHC Crew Excel Lt. Cmdr. Antonio Hull

* MHC Crew Gallant Lt. Cmdr. Rome Ruiz

MCM Crew Bulwark Lt. Cmdr. John Reilley

MCM Crew Conflict Lt. Cmdr. Angel Cruz

MCM Crew Constant Lt. Cmdr. Quinn Skinner

MCM Crew Dominant Lt. Cmdr. Bertram Hodge

MCM Crew Exultant Lt. Cmdr Scott Curtis

MCM Crew Fearless Lt. Cmdr. James Storm

MCM Crew Impervious Lt. Cmdr. James Lowell

MCM Crew Implicit Lt. Cmdr. Michael Morera

MCM Crew Leader Lt. Cmdr. Vince Baker

MCM Crew Persistent Lt. Cmdr. Lloyd Reinhold

MCM Crew Reaper Lt. Cmdr. Adam Aycock

MCM Crew Swerve Lt. Cmdr. Benjamin Nicholson

USS Guardian (MCM 5) Lt. Cmdr. Steven DeMoss

USS Patriot (MCM 7) Lt. Cmdr. Thomas Schultz

* MHC Crews Detector, Endurance, Excel and Gallant will 

decommission in March 2008.

List of all O-3/O-4 Commands
4 Surface Warfare

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