with the MCPON 

JAG 2008 Volume 1 

Magazine of the United States Navy
INSIDE JAG MAGAZINE

10 

16

12

8

13

20 

7

14

5

Courthouse Security Updated Across the Enterprise

2008 JAG Training Symposium

Postgraduate Education

Guantanamo Bay Mobile Courthouse

Want to Improve Your Advancement Opportunities?

NJS Receives Education and Training Excellence Award

Taking Care of Individual Augmentees Like Family

Kirkuk Rule of Law

Legalman Joins MCPON Staff

21

15 

18

ABA Lamp Committee: Expanding Legal Assistance to Court Representation 

On Alert for an Invisible Client

The JAG’s Middle East Tour
JAG

Judge Advocate General

Rear Admiral Bruce MacDonald

Deputy Judge Advocate General,

Commander, Naval Legal Service Command

Rear Admiral James W. Houck

Deputy Judge Advocate General,

Reserve affairs & operations

Deputy Commander, Naval Legal service command

Rear Admiral Norton C. Joerg

Command Master Chief,

Office of The judge advocate general ,

Naval Legal Service Command

Master Chief Stephen S. Distefano

Reserve Command Master Chief, 

Office of The judge advocate general ,

Naval Legal Service Command

Master Chief Tim Ayoub

Editorial Board

CAPT David Hayes

LCDR Matthew Beran

LT Chris Ray

LT Anne Marks

LT Christopher Colby

LT Tracy Reynolds

Public Affairs Officer

Ms. Jen Zeldis

Deputy Public Affairs Officer

Ms. Natalie Morehouse

The JAG Magazine is an authorized publication for members of the Department of Defense. Comments are not 

necessarily endorsed by the U.S. Government, DOD, or U.S. Navy. This magazine is prepared by the Public Affairs staff 

of the Office of the Judge Advocate General of the United States Navy. Address changes and submissions may be sent 

by e-mail to Ms. Natalie Morehouse at natalie.morehouse@navy.mil or by mail to: Office of the Judge Advocate General 

of the Navy; 1322 Patterson Avenue, SE, Building 33, Suite 3000; Washington Navy Yard, DC 20374-5066. Telephone 

inquiries should be made to (202) 685-5394.

LN1(SW/AW) Cindy Rodriguez 

with Master Chief Petty Officer 

of the Navy Joe Campa during a 

visit to Capitol Hill. Read more 

on page 18.

REGION liasions

NAVAL JUSTICE SCHOOL 

LCDR MELISSA POWERS

NAVAL LEGAL SERVICE OFFICE CENTRAL/REGION LEGAL SERVICE OFFICE ndw

LT PAUL JENKINS

REGION LEGAL SERVICE OFFICE MIDWEST

CDR DAVID DOW

NAVAL LEGAL SERVICE OFFICE/REGION LEGAL SERVICE OFFICE EURSWA

LCDR MARC ROSEN

NAVAL LEGAL SERVICE OFFICE MID-ATLANTIC

LT COURTNEY LEWIS

NAVAL LEGAL SERVICE OFFICE SOUTHEAST

LT DEBORAH LOOMIS

NAVAL LEGAL SERVICE OFFICE northwest

LT ALAN FOWLER

NAVAL LEGAL SERVICE OFFICE southwest

LT TREVOR GRANT

REGION LEGAL SERVICE OFFICE MID-ATLANTIC

LT MIKE MARINELLO

REGION LEGAL SERVICE OFFICE SOUTHEAST

LN1 SHERRY HOFFMAN

REGION LEGAL SERVICE OFFICE NORTHWEST

LTJG DARCY UTTER

REGION LEGAL SERVICE OFFICE southwest

LT CHRISTOPHER PHAN

REGION LEGAL SERVICE OFFICE hawaii

LCDR ED KORMAN

NAVAL LEGAL SERVICE OFFICE/REGION LEGAL SERVICE OFFICE pacific yokosuka

CDR TOM DORWIN

On the Front Cover

Regular Columns

Fleet News.........................................22

JAG Corps Alumni ..........................27 

JAG Corps 2020 ...............................28

NSPS .................................................29

Book Review: 3600

 Leader ............30 

Milestones.........................................32

Photos from the Fleet.......................34
4

BRUCE MacDONALD

Rear Admiral, JAGC, U.S. Navy

NORTON C. JOERG

Rear Admiral, JAGC, U.S. Navy

The Judge Advocate General

Deputy Judge Advocate General for Reserve Affairs and Operations

The Reserve law program has never contributed more to the JAG Corps Legal Community than now. As we look back over the past year 

at Active-Reserve Integration and Alignment, it 

is useful to note how our Reserve judge advocates and Legalmen together are a formidable 

force multiplier everyday. Consider the following facts from the past 12 months: the Reserve 

Component has increased Active Duty for Special Work (ADSW) 

contributions by 60 percent in the face of an overall 50 percent cut 

in ADSW funding Navy-wide. Overall contributions by Legalmen 

are up 85 percent. This year’s Reserve Legalmen total rose to 

approximately 20 man-years, spread over virtually our entire 

Reserve LN community. Judge advocates have added another 100 

man-years through ADSW, Active Duty Training (ADT), Annual 

Training (AT), and drills. Our Reserve Component officers and 

enlisted members have added the equivalent of about 120 skilled, 

problem-solving, ready, and flexible professionals to the JAG 

Corps mix over the last 12 months. These numbers are not only 

large, but unprecedented.

This total does not take into account the Reserve Component’s 

contributions via mobilizations in support of our efforts in Iraq and 

Afghanistan. Reserve Component judge advocates and Legalmen 

have supplied about 30 percent of all Individual Augmentees (IAs) 

to those theaters as well as Guantanamo Bay and the Office of 

Military Commissions. That percentage is set to rise as the demand 

for top-tier legal talent continues to grow.

To meet this demand, our Reservists are stepping up as never 

before, with a willingness to flex their schedules and lives that is 

impressive and deeply gratifying. Still, there are strains as our 

folks struggle to balance the competing needs of civilian jobs, 

Reserve duty, and families. We have had to fill IA requirements 

with involuntary recalls on several occasions. To a person, all those 

affected have met their burdens and sacrifices with grace and commitment, indistinguishable in every respect from their active duty 

counterparts. We are truly a community of professionals, dedicated 

to service. 

Transforming Active-Reserve Integration and Alignment is all 

about ensuring that we remain tightly bound with each other. As 

we work toward JAG Corps 2020, we will pursue CNO’s goals 

to maintain “a diverse, high-performing, competency-based and 

mission-focused force” and to “instill in [it] a focus on mission and 

individual readiness that is underpinned by a warrior ethos.” It is 

clear we are well on our way.

At the recent JAG Corps Training Symposium, we reviewed our community’s past 

achievements and focused on our way ahead. 

In this spirit, our one-year-anniversary issue 

of JAG Magazine details the JAG Corps community’s major accomplishments in 2007. I 

hope that the following pages will be a source 

of pride and will inspire continued excellence. 

To everyone supporting the Navy and Marine Corps’ warfighters 

at home and abroad and transforming the way we do business, 

your expertise and dedication has made lasting results. This edition of JAG Magazine only scratches the surface of your collective 

accomplishments. 

This anniversary edition of JAG Magazine focuses on our 

people - the interesting and valuable work they are doing and how 

the JAG Corps is changing to provide more opportunities for personal and professional growth. In our cover story, LN1(SW/AW) 

Cindy Rodriguez gives an excellent account of her experiences 

as a member of MCPON’s staff. CAPT Moira Modzelewski and 

CDR Ann Minami announce changes to our post-graduate education program, and former Commanding Officer Charlotte Wise 

pays tribute to the Naval Justice School for its second Education 

and Training Excellence Award. 

This edition also continues our coverage of Individual 

Augmentees. LCDR Keeton, a JAG Corps Reservist, shares his 

Iraq experience in “Kirkuk Rule of Law.” LT Chris Julka authors 

a poignant article about the support the legal community can 

provide to our deploying service members in “On Alert for an 

Invisible Client.” LT Catheryne Pully shares details of the new 

Guantanamo Bay Mobile Courthouse designed for military commissions. “Taking Care of Individual Augmentees Like Family,” 

a compilation from the JAG Magazine’s region liaisons, provides 

insights into this important aspect of leadership. 

This past year, the JAG Magazine staff worked closely with 

community leaders and members to publish significant and timely 

information. We received overwhelmingly positive feedback and 

made significant improvements to the magazine. JAG Magazine

added regular columns, new design elements, and is now embracing broad and novel issues. I would like to thank our writers, 

Public Affairs Office, and Editorial Board for creating this outstanding publication. Also, I would be remiss if I did not thank 

you, the reader. Your input was vital to the magazine’s success in 

this inaugural year. We truly value your continued thoughts and 

suggestions. 

As I said at the JAG Corps Training Symposium, RADM Houck, 

RADM Joerg, and I are exceedingly proud of you and your many 

accomplishments. This sentiment was echoed by SECNAV, CNO, 

and the Navy General Counsel. They recognize how you have 

made lasting contributions to improving the lives of individual 

Sailors and Marines, the Global War on Terrorism, and the Navy’s 

mission. They also praised your willingness to undertake new 

initiatives to enhance the delivery of legal services and our community’s professional growth. Together, we are building a JAG 

Corps that will be strong and relevant for decades to come. To 

this end, RADM Houck, RADM Joerg and I ask for your ideas and 

assistance. At the same time, we will do everything possible to 

communicate with you as transformation continues. As you read 

the following pages, please reflect upon our collective accomplishments so that we may continue to shape the Navy JAG Corps of 

the future. 
5

By CAPT Moira Modzelewski and 

CDR Ann K. Minami

NPC, PERS-4416

PERS-4416 in Millington has been working very hard 

with JAG Corps leadership to improve the quality 

and accessibility of postgraduate education for all 

judge advocates. The JAG and Deputy JAG are committed to expanding postgraduate opportunities so all career 

judge advocates will be able to attend school and obtain an 

advanced degree. We will have to phase in this process, as 

our manning is currently stressed with GWOT deployments. 

Eventually, though, all judge advocates should be able to 

receive schooling. This article reviews the different ways a 

judge advocate can obtain a LL.M. or Masters degree, summarizes the different obligations incurred when obtaining 

these degrees, and describes the JAG Corps postgraduate 

education transformational changes afoot. 

First, what postgraduate programs does the JAG Corps 

offer? There are three programs: the civilian institutions 

LL.M. program (CIVINS), the Army JAG School’s LL.M. 

program, and the Naval War College (NWC) Master’s program.

Civilian Institutions LL.M. Program 

Officers who would like to obtain an LL.M. at a civilian 

school can request to participate in the CIVINS program. 

The CIVINS program has been governed by JAGINST 

1520.1A, but we are in the midst of significant changes to 

that instruction. Previously, judge advocates were required 

to apply to an annual selection board to attend a CIVINS 

program. Once selected, those officers were detailed to a 

particular curriculum during the slating process. However, 

starting this year, we will no longer hold a CIVINS selection 

board. Now, all judge advocates who participate in the slating process will be eligible for slating to a civilian LL.M. 

program in environmental or international law. Selection 

for those specialties will become a standard slating decision 

by the admirals, with input from the AJAGs and detailers. 

When choosing officers to pursue a trial advocacy degree, 

the admirals will draw from the pool of previously designated military justice litigation experts and specialists. The 

JAG Corps no longer sends officers to study tax law, labor 

law, or health care law.

CIVINS programs are nine months long, and students 

must apply to the law schools on their own after they learn 

Postgraduate Education

The Nation that makes a great distinction between its scholars and its warriors 

will have its thinking done by cowards and its fighting done by fools.

 - Thucydides quoting the Spartan King 

they have been slated to attend. Upon graduation, and once 

transcripts are forwarded, officers receive a subspecialty 

designation, or P-code, in their permanent military records. 

Trial advocacy graduates receive a 1202P code, international law graduates receive a 1203P code; and environmental law graduates receive a 1207P code.

Most officers want to know what schools they may attend 

if selected for CIVINS. Each curriculum has an approved 

list of schools printed in OPNAVNOTE 1520. For international law, most students attend George Washington University, Georgetown University, the University of San Diego, or 

the University of Virginia. Except for the University of San 

Diego, all have top 10 programs in international law. For 

environmental law, students typically attend George Washington University, the University of San Diego, or Lewis & 

Clark. One judge advocate has been accepted to Vermont 

Law School, and PERS-4416 is working to add this school 

to the approved list. Vermont and Lewis & Clark trade off 

as the number one environmental law program in the country

Officers frequently ask why the JAG Corps encourages 

so many students to attend George Washington University 

(GWU). The answer is two-fold: first, its programs are 

among the best available for each curriculum, and second, 

GWU provides a generous scholarship for each student. By 

sending three students to GWU, the JAG Corps saves enough 

tuition to pay for an additional officer to attend school. 

The JAG Corps encourages all postgraduate school-bound 

officers to research the different programs offered by the 

different schools. Ultimately, which school a judge advocate attends will depend on the JAG Corps’ annual tuition 

budget. The Naval Postgraduate School in Monterey, Calif., 

not the JAG Corps, controls the tuition budget. 

Quotas for CIVINS are separate from the tuition budget. 

The Deputy Chief of Naval Operations (Manpower and 

Personnel), or OPNAV N1, controls the number of CIVINS 

quotas the JAG Corps receives each year. Traditionally, the 

JAG Corps receives CIVINS quotas for 12 students each 

year. The JAG Corps gained two additional quotas for the 

upcoming academic year, so 14 officers are slated to begin 

school in August 2008. The JAG Corps competes with all 

other Navy officer communities for the limited number of 

CIVINS quotas available. 

The CIVINS program does not offer military specific 

training, and it does not offer joint education or experience, 

but it is a fantastic opportunity to return to academia in the 

Postgraduate continued page 6
Postgraduate continued bottom page 7

from the NWC, but the resident program is most similar to 

the two programs mentioned above. The program is nine 

months long and requires three core courses: Joint Military Operations, Strategy and Policy, and National Security 

Decision Making. In addition to these core courses, students must take elective courses to complete the requisite 

number of credits to graduate. A complete description of 

the core courses and a list of electives are available at www.

nwc.navy.mil.

Besides the master’s degree, students completing the 

NWC curriculum will be JPME Phase I certified. JPME 

is focused on the integrated employment of land, sea, air, 

space, and special operations forces. This certification is 

significant for officers who ultimately wish to be designated as a Joint Specialty Officer (JSO). Right now, judge 

advocates cannot receive JSO designation, but JPME certification is a huge professional achievement for any naval 

officer.

Obligations Incurred with Postgraduate Education

With any of the three degree programs described above 

come three different obligations/requirements. 

The first is the utilization tour. Once an officer earns a 

subspecialty code, he or she must serve at least one tour in 

a validated subspecialty position as soon as possible, but no 

later than the second tour following graduation. The Navy 

must utilize that officer’s new knowledge. Although an 

officer must serve at least one utilization tour, he or she will 

serve in as many subspecialty positions as the Navy may 

need. For more information, see OPNAVINST 1520.23B.

The second is the service obligation incurred for graduate education. Per NAVADMIN 193/07 (August 2007), any 

officer who obtains postgraduate education will incur a service obligation of three years. This is a change from the 

previous “three months of service obligation per month of 

school.” However, this obligated service now runs concurrently with any other service obligation; previously, it ran 

consecutively.

At the risk of causing confusion, the service obligation 

for Judge Advocate Continuation Pay (JACP) is consecutive to any other obligation. How do postgraduate education obligations affect the JACP obligation? It depends on 

which obligation an officer incurs first. If an officer incurs 

a JACP obligation first, then later incurs a school obligation, the school obligation runs concurrently with the existing JACP obligation. However, if an officer incurs the 

school obligation first, then later incurs a JACP obligation, 

the JACP obligation will run consecutively to the existing 

school obligation. 

The last requirement is the writing requirement. Per 

JAGINST 1520.1A, all students attending CIVINS, 

TJAGLCS, or NWC are required to submit an original academic writing to the Naval Justice School for possible publication in the Naval Law Review. The writing must be an 

original work that contains a legal analysis of an issue that 

affects the U.S. military. 

civilian sector. 

The Army JAG School’s LL.M. Program

For more military-specific legal training in a joint setting, the Army Judge Advocate General’s Legal Center and 

School (TJAGLCS) in Charlottesville, Va., offers a LL.M. in 

military law. This nine-month graduate program is accredited by the American Bar Association and is intended to prepare experienced military attorneys for leadership roles in 

several critical subspecialities. 

Navy judge advocates are selected to attend the Army’s 

graduate course through our yearly slating process. Beginning in August 2008, we will send five students through the 

program each year. We plan to increase our quotas by an 

additional billet every year until we reach a total of 10 billets. 

Students attending the TJAGLCS graduate course are 

required to complete 37 credits over two semesters. Twenty-five of those credits are completed through core courses 

in criminal law, administrative and civil law, international 

and operational law, contract law, fiscal law, professional 

development, and professional writing. In addition to these 

core courses, students must complete 12 elective credits. If 

a student concentrates 10 of these 12 elective credits in a 

specific discipline, the student will be awarded a specialty 

in that discipline. A specialty emphasis can be obtained in 

criminal law, administrative and civil law, international and 

operational law, or contract and fiscal law. The specialty 

emphasis will be annotated on the student’s academic transcript and diploma. Officers who specialize in criminal law 

or administrative and civil law will be awarded the 1201P 

code. Those who specialize in international and operational 

law will be awarded the 1203P code.

TJAGLCS also houses the Army’s Center for Law and 

Military Operations (CLAMO). This resource, as well as 

the joint environment, makes TJAGLCS a great option for 

graduate study. Add TJAGLCS’s location on the beautiful 

North Grounds of the University of Virginia, and what more 

does an officer need? 

 For more information about TJAGLCS, access the Army 

JAG Corps Web site, www.jagcnet.army.mil, then click on 

the TJAGLCS link.

Naval War College

For officers interested in serving with the operational 

forces and gaining an understanding of joint military operations, the curriculum at the Naval War College (NWC) in 

Newport, R.I., provides the greatest benefit. The NWC is 

an additional opportunity available to a judge advocate and 

is not in lieu of an LL.M. 

The Naval War College offers a Master of Arts degree 

in National Security and Strategic Studies. In addition to 

the degree, officers who successfully complete the program 

receive Joint Professional Military Education (JPME) Phase 

I certification and the 2000P (National Securities Studies) 

subspecialty code. 

There are several ways to obtain the master’s degree 

6

Postgraduate continued from page 5
7

Transformational Changes in Postgraduate Education

Postgraduate Education for All. As mentioned at the 

beginning of this article, our admirals’ goal is to make 

postgraduate education available for all career judge 

advocates. It is important for the JAG Corps to invest in 

the future of its officers, and these educational opportunities 

are critical to the JAG Corps’ effectiveness in tomorrow’s 

Navy. 

Increased Quotas. PERS-4416 is already hard at work 

increasing the number of quotas available for CIVINS and 

TJAGLCS. JAG Corps year groups are approximately 30 

officers strong, and we currently have 20 school quotas 

each year, so our phasing plan will take several years to 

complete.

Elimination of CIVINS selection board. As the goal is 

for all officers to eventually go to school, the JAG Corps 

has eliminated the yearly selection board for CIVINS. 

Elimination of the board will give our Corps greater 

flexibility to assign officers to school at a time that makes 

sense for that officer. Previously, officers could not even 

Postgraduate continued from page 6

Guantanamo Bay Mobile Courthouse

By LT Catheryne Pully

International Law Advisor

The Expeditionary Legal Complex’s mobile courthouse 

specifically designed for the military commissions in 

Guantanamo Bay was completed in March 2008.

Materials for the mobile courthouse began to arrive in 

August 2007 and construction began in September 2007. 

All facilities can be removed and used elsewhere when the 

commissions are completed. 

In the new courtroom, at least six detainee defendants can 

be tried concurrently, with simultaneous interpretations in up 

to six languages. There will also be Secret Compartmentalized 

Information Facilities where the prosecution, defense 

counsel, and military judges can properly handle classified 

materials. 

A federal prisoner witness cell, which complies with 

Federal Bureau of Prisons standards, is also a part of the 

complex. In addition, the facility includes detainee holding 

cells with attorney-client meeting areas. 

The Center for Legal and Court Technology at William 

and Mary Law School designed the courtroom technology 

with state-of-the-art court reporting, translation services, 

and evidence presentation. Closed-circuit television links the 

courthouse to a media observation area and to each holding 

cell. This will allow the press to view the proceedings 

while out of the courtroom. The total cost of the project was 

approximately 12 million dollars.

apply for the selection board until they were selected for 

lieutenant commander. The JAG Corps is now sending 

senior lieutenants. At the other end, we are also eliminating 

the limitations that prevented commanders from attending 

school. Officers should be able to attend school when the 

time is right. The only additional point to highlight is that 

while we may send more senior officers to school, many 

utilization tours are in lieutenant commander billets. Officers 

will still be required to perform a utilization tour regardless 

of the actual billet rank of the utilization tour. 

Expanded Areas of Study. The JAG Corps is also 

working to increase the areas of study for our students. 

Our Community of Practice leaders and detailers will work 

closely to find ways to expand our expertise in intelligence 

law, information operations law, and national security law. 

JAG Corps Professional Development

 JAG Corps 2020 envisions a highly-educated, well-trained 

community of knowledge workers who receive continuing 

education and training over the course of their careers. With 

all of the hard work described above, the JAG Corps is 

making great strides as it invests in our officers’ futures. 
JAG CO

Training Symposium focuses on 

strategy, operations, and people

The Judge Advocate General held a biennial training 

symposium for more than 350 members of the Navy legal 

community June 3-6 in Lansdowne, VA. Guest speakers 

included the Secretary of the Navy, the Chief of Naval Operations, and the Navy’s General Counsel.

RADM Bruce MacDonald kicked off the symposium with 

a discussion about the state of the JAG Corps. He discussed 

the many initiatives that the JAG Corps is currently working 

on as well as the effects on the JAG Corps of fighting two 

wars.

“The demand signal for your talents is high,” said RADM 

MacDonald. “We are being asked to provide people to the 

Office of Military Commissions as well as continue to fill our 

IA [Individual Augmentee] billets in Iraq, Afghanistan, Horn 

of Africa, and Guantanamo Bay. We are also continuing our 

efforts to transform to ensure we remain an indispensable 

part of the naval, joint, and combined force of the future.”

The Chief of Naval Operations, ADM Gary Roughead, 

began his comments by commending the community’s 

vision and execution of JAG Corps 2020. He explained that 

this type of planning is vital for the future of the Navy.

“The JAG Corps has a plan that is on track to provide the 

support we need for the new maritime strategy,” said ADM 

Roughead. 

The CNO focused on the Navy’s challenges and opportunities and praised the legal community for having an understanding of these challenges. 

“JAGs are a valuable part of the command group and 

bring a unique perspective,” said ADM Roughead. “Your 

advice and counsel is essential to maintaining the tone and 

discipline of the force.” 

When discussing the discipline of the force, ADM 

Roughead made a point to describe not only military justice, 

but operational discipline as well. He focused on sonar litigation as one of the most important legal issues facing the 

Navy’s operational force today. 

Demand Signal High:

The

8
ORPS

9

“Sonar is essential to the value that we provide the Nation. 

It is a crucial part of our ability to dominate on the water,” 

said ADM Roughead. “We are committed to understanding 

the potential effects of sonar. Thus far, we have no indication that it is affecting the abundance of marine life. And we 

remain committed to being good stewards of the environment. You have helped us achieve this discipline in environmental programs.”

The CNO ended his remarks by talking about the people 

that make up the JAG Corps. He praised the JAG Corps 

for its efforts in diversity and the missions he has asked the 

community to complete.

“The JAG Community stepped up to the plate and is helping the Army and the Marine Corps with IAs,” said ADM 

Roughead. “This is evident in Iraq, Afghanistan, the Horn 

of Africa, and Guantanamo Bay. I am proud of your efforts 

in training Afghan military leaders on the rule of law and 

your support of the counter-terrorism efforts in the Horn of 

Africa.”

“In December, I visited Guantanamo and, with the commissions now gearing up, the demand signal for your support has increased. This is a national priority and a focus. I 

am proud of your role in making this process fair, which is 

what our citizens and the world must see at the end of the 

day. My expectation is that you will do your utmost to zealously represent America’s values,” said ADM Roughead.

The Secretary of the Navy, the Honorable Donald Winter, 

also provided his perspective on the important role members 

of the JAG Corps play by ensuring military commanders 

understand all the options legally available to accomplish 

the mission.

“Whether you are negotiating bilateral or multilateral data 

sharing agreements with our allies or emerging partners; providing fiscal legal counsel to facilitate analytical tools that 

help us detect anomalies and identify patterns; or supplying 

critical real-time legal counsel to operational commanders 

and decision makers to put that maritime data and analysis 

into action on the high seas, your JAG Corps and OGC partners are ensuring maritime safety and security worldwide,” 

said Mr. Winter. “What leadership truly needs from counsel is an understanding of the range of legally supportable 

options available to accomplish the mission, and your assistance in analyzing the risk associated with those options. I 

commend the Navy JAGs who have provided us with good 

advice in how we can make positive changes when such 

cases come before us, and I believe that they have embraced 

the kind of perspective that I believe is needed.”

SECNAV concluded by adding his appreciation to all the 

men and women in the audience as well as those not able 

to attend the symposium by saying, “Thank you for your 

service, and thank you for all your hard work in support of 

our mission.”

A panel consisting of Navy General Counsel, the Honorable Frank Jimenez; RADM MacDonald; and Deputy SJA to 

the Commandant, Col Peter Collins, introduced the first joint 

Department of the Navy legal strategy “One Mission, One 

Team.” This strategy describes areas of expertise belonging 

to each of the services and OGC. The presenters discussed 

how the strategy lays the groundwork to best utilize the legal 

expertise of the communities as well as a way to ensure there 

is full legal coverage for the Department of the Navy. 

 “We described this as gaps and seams,” said Mr. Jimenez. 

“Although the three DON legal communities have different 

areas of expertise, they also have common areas of practice. 

We recognize that working together to address the gaps and 

seams is vital for providing effective and efficient legal services to the Department.”

RADM MacDonald concluded the conference by asking 

for a continued dialog about the issues affecting the JAG 

Corps and innovation for the future.

“We are building a JAG Corps that you will all be proud 

to lead in the future,” said RADM MacDonald. “Communicating is the key. We need you to give us your ideas on how 

we can do things better; how we can continue to innovate 

and improve.”

Briefs are available on the JAG Corps page on Navy 

Knowledge Online (NKO). Other topics included ActiveReserve Integration (by RADM Norton Joerg), the Future 

LN Community (by LNCM Stephen DiStefano), the Pulse 

of the JAGC (by CAPT Dawn Tompkins), and a brief on 

Selection Board Process (by CAPT Moira Modzelewski and 

CAPT Hank Molinengo).

Visit the JAG Corps 

community page on 

NKO for briefs and 

photos from the training 

symposium! 
10

On Alert

Ever since he returned from Iraq, LT David Shull 

worries that in his past practice as a legal assistance attorney, he might have let a client down. 

Perhaps this client never existed, but LT Shull has no 

of way of knowing. The mere possibility is so important, LT Shull believes, that military lawyers should be 

on the lookout for some of the invisible signs of Post 

Traumatic Stress Disorder (PTSD) or Traumatic Brain 

Injury (TBI).

Iraq and other fronts in the Global War on Terrorism 

(GWOT) are giving rise to a new challenge for legal 

assistance providers: the potential needs of service members wounded in combat. Just as combat wounds may lie 

beneath the surface, the unique needs of combat veterans 

may not be readily apparent.

“There is a range of traumatic stress responses that 

can occur in returning service members,” said Dr. Maria 

Mouratidis, the head of the National Naval Medical Center’s Traumatic Brain Injury and Psychological Health 

Directorate. “Family members and caregivers are very 

important in helping to determine if a service member 

is having problems that require clinical attention. Their 

observations of the person as well as their historical 

information about the person’s behavior and functioning 

are very important.”

The U.S. military is looking for ways to address this 

issue at the institutional level. Military legal practitioners may be able to assist through heightened awareness 

of wounds that may be largely hidden. 

Naval Legal Service Office Southwest (NLSO SW), 

which provides legal assistance to patients at the Naval 

Medical Center in San Diego, identified wounded service 

members as high-priority prospective clients last summer. 

“The effort was proactive rather than reactive, designed 

to reach out to such service members, just in case their 

needs were not being met,” said LCDR Jennifer Eichenmuller, NLSO SW’s Legal Assistance Department Head. 

The effort consists of increasing publicity with fliers 

and e-mails and dispatching an attorney to the hospital in 

search of such clients. LTJG Ritesh Srivastava said that 

in the several months he has been involved, he has seen 

three clients under this effort. They seemed to be in no 

way specially disadvantaged, at least in terms of meeting 

their legal needs.

However, the apparent ordinariness of wounded service members may be misleading. At least LT Shull 

thinks so. He remembers a Navy hospital corpsman who 

came to his office for legal assistance last spring. The 

young enlisted man wanted to know about benefits he 

could receive if he separated. 

His unit was set to deploy to Iraq. The corpsman had 

been there once before. For him, once had been enough. 

Such a sentiment is not unusual, but something about the 

corpsman’s manner struck LT Shull as odd. He fidgeted 

a lot and looked distracted.

LT Shull decided to do some investigating. He 

learned of allegations that the corpsman missed work. 

The corpsman’s command warned him that persistence in 

such behavior would lead to discipline at captain’s mast 

or processing for separation. LT Shull learned that the 

alleged infractions started after the corpsman returned 

from Iraq. More than legal assistance, it seemed the client 

might need advice related to disciplinary proceedings. 

LT Shull suspected PTSD. He knew from general 

reading that PTSD may affect military personnel who 

serve in Iraq. Research has shown that about one-third 

of the 103,788 combat veterans of Iraq and Afghanistan 

seen at Veterans Affairs facilities between Sept. 30, 

2001 and Sept. 30, 2005 were diagnosed with a mental 

illness or a psycho-social disorder. More than half were 

suffering from more than one disorder. The most common 

combination was PTSD and depression.

Another possibility for many service members is TBI. 

Such an injury can lead to a wide range of physical or 

mental disabilities, some obvious, some that may not be 

readily apparent. Operation Iraqi Freedom may have 

occasioned more instances of TBI than any previous 

military engagement for two reasons: the employment 

of Improvised Explosive Devices (IEDs) as the enemy’s 

By LT Chris Julka

Legal Assistance (Code 16)

for an Invisible Client
(1) Significant change in behavior or personality should trigger an evaluation by a 

mental health professional and the service member’s primary care manager.

(2) Significant administrative actions such as administrative separation, especially 

for problems such as treatment failure, should trigger an evaluation by a mental 

health professional and the service member’s primary care manager.

(3) Any service member who has been exposed to (near or around) a blast explosion 

(IED, mortar, grenade, etc.) should be referred for an audiology exam and a 

Traumatic Brain Injury (TBI) evaluation. 

(4) Service members who have both brain injuries and psychological injuries may 

have symptoms that look different than if they had either type of injury alone. 

(5) Re-evaluation of the service member’s mental health is often necessary because 

some symptoms of traumatic stress may not appear for months after they were 

exposed to the traumatic situation. 

(6) Any service member who is considered to be malingering should be referred for 

a neuropsychological and mental health evaluation.

The Doctor’s Recommendation

weapon of choice and the unprecedented quality of medical 

care for victims of explosions who in the past would have 

died. 

“It is common for patients with TBI not to be aware of 

their deficits, whereas a family member may be noticing their 

problems in thinking and functioning,” said Dr. Mouratidis.

With the consent of his client, LT Shull raised the 

possibility of PTSD with the corpsman’s command, which 

worked with him to schedule a medical examination and 

suspended the possibility of disciplinary action. 

Something as subtle as a psychological malady may 

be difficult to diagnose properly, even for the experts. 

Sometimes clients lie. On the other hand, sufferers from 

psychological disorders such as PTSD are often reluctant to 

reveal or even acknowledge the condition. A stigma could 

attach, and such a diagnosis could lead to separation on a 

medical basis.

“If anyone notices a somatic or mental health concern for 

a service member, it is recommended that an appointment 

be made with his or her primary care manager for an 

initial evaluation,” said Dr. Mouratidis. “The primary 

care manager can make referrals to various subspecialties 

such as audiology, neurology, and so on. If it is clearly a 

mental health issue such as traumatic stress or depression, 

it is recommended that a direct referral be made to a mental 

health provider in addition to the service member’s primary 

care provider.”

Lack of medical expertise does not relieve the military 

attorney of the duty, LT Shull believes, to consider the 

possibility of PTSD and, if appropriate and if the client 

consents, refer the issue to “the right people” to make 

additional pertinent determinations.

From Dr. Maria Mouratidis, National Naval Medical Center’s 

Traumatic Brain Injury and Psychological Health Directorate

11
12

Every Sailor should have a mentor 

and should look for opportunities to mentor others. A mentor 

can answer questions you may have on 

advancement opportunities, and provide 

guidance in reaching your personal and 

professional goals. When selecting a 

mentor, look for someone who has diverse 

experiences. 

According to the Center for Personal 

Development, some questions you should 

ask your chain of command or mentor 

include: 

- What can I do to gain more authority 

and responsibility in my current position 

to make me more competitive for the next 

higher pay grade? 

- I passed but didn’t advance the last 

advancement exam; what changes can I 

make to improve my chances next time? 

- In order to make me more competitive 

for advancement and to round out my 

rating expertise, what should my next 

assignment or duty station be?

If you are waiting to make first class 

before you start preparing for chief, you 

have waited too long. If chief (or a commission) is your goal, you should start 

preparing at the E-4 level by focusing 

on your performance evaluation. Performance evaluations serve three functions: 

documenting performance, providing 

feedback, and serving as a basis for decisions by selection boards. Evaluation 

breakouts are the single, most important 

element in promotion decisions. 

Your best influence over this process is 

quality input or “brag sheet”. Poor evaluation inputs are the inevitable result of 

last minute efforts to recollect the year’s 

contributions. The first rule of good input 

is that it starts the day after the last reporting period ends. Make it a working document that evolves 

and grows from 

month-to-month. 

Take five minutes at 

the end of the month 

to write down the 

month’s accomplishments before heading 

for the parking lot. 

Consider using the 

NAVFIT software 

itself; the limited 

comment space in 

block 41 will provide 

the discipline to avoid writing too much. 

If you run out of room, discard the least 

important bullet. That way, your input gets 

better over time. When writing your brag 

sheet, write for the ranking board. Document actions that demonstrate why you 

should be selected for promotion or serve 

in a billet of greater authority and responsibility. A good question to ask when 

writing a brag sheet bullet is “so what?” 

Is there a meaningful answer to that question? If not, leave it out. Comments that 

help a ranking or selection board make 

promotion decisions are those that show 

demonstrated leadership and measurable 

results with a definite benefit, especially 

contributions to one’s supported command. Always put significant accomplishments on your brag sheet. “Fluff” never 

promotes, nor do PRT results.

While you should provide quality 

input to your evaluation, you should not 

be writing your own evaluation. By your 

signature, however, you are responsible 

for its content. When reviewing your 

evaluation, ensure you read the entire 

document and not just the performance 

marks and promotion recommendation. The write-up is just as important. 

The write-up should support both the 

grades and recommendation. The entire 

document will be reviewed by selection 

boards. The best way to avoid bad evaluBy LNCM (SW) Donna Sayers

Center for Service Support 

Want to Improve Your 

Advancement Opportunities?

ations is to deliver performance and to 

provide good, substantiated inputs in a 

timely fashion. Remember, your evaluation will influence your career long after 

your reporting senior has retired. Make 

sure it is the very best possible.

There is no need to reinvent the wheel. 

The Advancement and Professional 

Development page in the Navy Knowledge Online (NKO) Legalman Community provides direct links to tools and 

resources for writing better evaluations 

and Fitness Reports. Gone are the days 

when taking the separate Basic Military Requirements (BMR) exam was a 

prerequisite to taking the Navy-Wide 

Advancement Examination. Basic military requirements are now included in the 

exam itself. Advancement profile reports 

show that many of our LNs would have 

exceeded the final multiple for advancement but for the military knowledge 

section of the exam. Study material specifically relating to military requirements 

is also available on the Advancement and 

Professional Development page under the 

NKO Legalman Community. Additionally, the Navy’s Center for Service Support home page provides a sample BMR 

exam question in the same format as the 

technical knowledge question on the 

Legalman home page.

Tools are available on the Advance-
13

ment and Professional Development page 

under the NKO Legalman Community 

to help you prepare for the board. There 

you can access selection board criteria 

from previous selection boards, information on the board process, lessons learned 

from prior selection boards, information 

on communicating with the board, and 

the order form for obtaining your Enlisted 

Service Record on CD-ROM. Order your 

CD-ROM after the exam; do not wait for 

exam results to see if you are board eligible. This will give you sufficient time to 

correct discrepancies before the selection 

board actually meets. If you have discrepancies, correct them. Opening your NKO 

profile will provide a link to instructions 

for data corrections. These instructions 

include information regarding award, 

warfare, and education discrepancies, as 

well as addresses and points of contact 

to forward your documentation for inclusion in your official service record. To 

access these instructions from any page 

on NKO, click on the “Manage Profile” 

link. When your profile opens, click on 

the “Data Problems? Please follow this 

guidance” link. 

After each selection board, whether 

you were not selected or not eligible for 

advancement, review the selection criteria for that year. This will help you to 

write your brag sheet for the next evaluation cycle. Get your SMART transcript 

and Electronic Training Jacket (ETJ) for 

forwarding to the board. Additionally, if 

you have earned a degree, forward a copy 

of the degree to the board. Often only the 

courses you have completed are listed and 

not the actual degree. Before sending a 

package to the board, have it reviewed by 

a master chief who has sat on a board. 

The Legalman Community has always 

enjoyed a higher rate of advancement 

opportunities than the Navy average. In 

the past few years these opportunities have 

increased, and the Legalman advancement rate has never been better. Senior 

leadership has worked hard to make professional development tools and opportunities available to you. It is now up to 

you to take advantage of these valuable 

resources. Visit the Advancement and 

Professional Development page under the 

NKO Legalman Community today!

NJS Receives Education and 

Training Excellence Award

Winners of the Navy Education and Training Excellence 

Award were announced via message on Jan. 31. Naval Justice School (NJS) was selected as one of seven activities 

providing education and training to receive the 2007 Award. Recipients of the award receive a plaque and burgee (maritime flag). 

It is a satisfying feeling to earn official recognition that NJS is in 

the top tier of the Navy’s training and education commands. This is a 

team award; it represents the hard work and initiatives displayed daily 

by every staff member at our three training sites in Newport, Norfolk, 

and San Diego. 

The entire command’s vision of academic, command, and personal 

excellence is a key reason NJS received this award a second time. We 

strive to inspire every member of the command to deliver quality education and training. Another key to success was our significant progress on JAG Corps 2020’s professional development transformation 

initiatives. NJS launched the first session of the revised Legalman 

Accession Course, in which new Legalman graduates earn 10 college credits towards a paralegal degree. NJS also formed the Distance Learning Working Group to direct transformational educational 

opportunities. 

Some of the other areas where NJS excelled in 2007 include: realigning primary courses to meet fleet training requirements, coordinating 

with NJS’s sister legal schools to promote more effective legal training and education for the entire military legal community, publishing 

the first edition of a joint legal publication, developing legal modules for enlisted Navy Professional Military Education and revising 

the process for strategic oversight and management of the JAG Corps 

training plan through creation of the NJS Board of Advisors.

This award is another testament that the JAG Corps is sending the 

right people to NJS, supported by an outstanding group of civilian 

personnel. 

By CAPT Charlotte Wise, Former

Commanding Officer, Naval Justice School
ABA Lamp Committee: Expanding Legal 

Assistance to Court Representation full bar dues. Florida requires JAGs to attend a Florida Barsponsored “Practicing with Professionalism” course not offered 

year-round. California limits ELAP to Servicemembers’ Civil 

Relief Act cases in which a judge appoints a military attorney. 

In short, most jurisdictions fail to provide the kind of access 

granted in Washington State, the state whose rule served as the 

template for the ABA’s Model ELAP Rule.

Despite the impediments, some NLSOs have nevertheless 

demonstrated that ELAP plays an important role in Legal 

Assistance practice. For example, in January 2007, NLSO MidAtlantic won $75,000 in compensatory and punitive damages 

for an E-4 who had been cheated by a used car dealer. At the 

controversy’s inception, the client did not have the resources to 

pursue his claim, nor did the $9,700 at issue at the time attract 

the services of civilian attorneys. 

NLSO Southeast has also achieved outstanding results 

through ELAP. Among other examples, NLSO Southeast used 

Florida’s ELAP provisions to assist two families with probate 

matters following a tragic helicopter crash as well as a third 

family after the death of a Marine in Iraq.

Even when JAGs do not appear in court, their ability to do 

so provides a strong incentive to adverse parties to settle. For 

example, NLSO North Central took up the cause of a Sailor 

who bought a new car that turned out to be a “lemon.” Despite 

winning in arbitration, he found he had been assessed fees in 

contravention of Illinois law. The case settled when NLSO 

attorneys made it known they would take the issue to court.

While these cases prove the merits of ELAP, the Legal 

Assistance program cannot realize its full potential until state 

bars remove the barriers that inhibit JAGs from practicing in 

state courts. As the author of Washington State Court Special 

Admissions Rule 8(g), the template for the ABA Model ELAP 

Rule, RADM Bruce MacDonald is uniquely qualified to 

appreciate the Model Rule’s importance. In the months ahead, 

the JAG and OJAG’s Legal Assistance Division (Code 16) 

will work to renew interest in the Model ELAP Rule among 

the services and to reinvigorate the ABA’s efforts with the state 

bars.

Clearly, an aggressive ELAP program is beneficial to Sailor 

Legal Readiness. ELAP provides in-court representation to 

those who could not otherwise find an attorney willing to take 

their case. It provides eligible clients with expertise in militaryrelated matters that might be difficult, or even impossible, to 

find in the local civilian attorney community. Finally, it allows 

JAGs to attack decisions and practices negatively affecting the 

military community as a whole, one case at a time. Code 16 

encourages Legal Assistance providers to look for and report 

opportunities to ameliorate state bar admission rules, to take on 

promising ELAP cases, and to share your success stories with 

one another and OJAG.

By CDR Steven Haycock

Legal Assistance (Code 16)

Legal Assistance practice has traditionally been limited 

by the inability of military attorneys to appear in court. 

JAGs could advise clients, write letters on their behalf, 

and even discuss controversies with the opposing party or his 

or her counsel. However, such efforts were often ineffective 

because the opposition understood that military lawyers, 

generally unlicensed to practice law in the jurisdiction in which 

they are stationed, could not take cases to court.

To increase the effectiveness of their Expanded Legal 

Assistance Programs (ELAP), the services joined together to 

eliminate barriers that kept judge advocates out of state courts 

in jurisdictions where they were not licensed to practice. The 

services approached the American Bar Association’s Legal 

Assistance for Military Personnel (ABA LAMP) Committee, 

an organization composed of representatives from each of 

the services and several civilian attorneys with an interest in 

serving the military. The ABA LAMP Committee agreed to 

draft a Model ELAP rule and to encourage states to incorporate 

it into bar admission rules.

The result of the LAMP Committee’s efforts was the ABA 

Model Expanded Legal Assistance Program Rule for Military 

Personnel. This rule is almost identical to Washington State 

Court Special Admissions Rule 8(g), which resulted from NLSO 

Northwest’s efforts in the mid-1990s to sharpen the teeth of its 

Legal Assistance program. Both rules permit a JAG to “appear 

as a lawyer and practice law before the courts of this state in 

any [civil] matter, litigation, or administrative proceeding” to 

represent military personnel in enlisted grades E-1 through E-4 

and their dependents. Both require only that the JAG file an 

application with the state, present proof of membership in a bar 

of any state, territory, or the District of Columbia, and complete 

at least 15 credit hours of approved continuing legal education 

in the state where the appearance is sought. The Model ELAP 

Rule was established in 2003, and reaffirmed in 2004 by the 

ABA’s Working Group on Protecting the Rights of Service 

Members.

Promulgation of the Model ELAP Rule might have opened the 

doors of state courts to military lawyers throughout the country. 

Unfortunately, states such as Texas and North Carolina do not 

permit ELAP. Other states allow ELAP but have not adopted 

the Model ELAP Rule, resulting in unnecessary impediments 

for military attorneys. For example, while Virginia permits 

JAGs to represent eligible clients in state courts, the $250 

application fee it requires from attorneys creates a disincentive. 

Hawaii goes farther still, requiring the JAG applicant to pay 

14
15

Courthouse Security 

Across the Enterprise

By LT Chris Colby

Management and Plans (Code 63)

The year 2007 saw several exciting advances in 

courthouse security, as Naval Legal Service 

Command (NLSC) received a special allocation 

of $2.2M in FY-09 funds for security improvements. 

Data from security assessments conducted by each 

Region Legal Service Office (RLSO) in November 2007 

are being used to prioritize, plan, and program security 

projects for FY-09. Additionally, CNLSCINST 5530.2A 

was signed, creating a program of “no notice” security 

drills conducted at random intervals by OJAG and graded 

as Pass/Fail. The instruction also requires all quarterly 

security drill after-action reports to be submitted to Mr. 

Joe Scranton, the JAG IG, in addition to Code 63.

LCDR Ryan Davis, CEC, the OJAG Facilities 

Engineer, offered some recommendations to ensure 

RLSO commanding officers get maximum “bang for 

their buck”. First, he recommends RLSO commanding 

officers target the high impact/low cost items in the 

NLSC instruction via Code 64 to maximize their security 

posture as quickly as possible. Coupled with this is the 

need for commanding officers to actively conduct security 

assessments. LCDR Davis noted that accurate data is key 

to allocating funds appropriately. Third, every RLSO 

should develop relationships with their regional and 

base Public Works Department (PWD); to create the best 

long-term climate of cooperation, these relationships 

must continue beyond PCS rotations. Lastly, the RLSO 

commanding officer must recognize that more substantial 

projects may require extensive construction designs first, 

which could be a multi-year effort. 

Recent experiences have shown that non-JAG personnel 

do not understand the difference between the need for 

courtroom security versus courthouse security. The 

instruction notes that “courthouse” is defined to include 

not only the combined internal space such as the bench, 

well, and gallery, but also external areas that support 

military justice proceedings, such as parking lots and head 

facilities. When coordinating security improvements with 

NAVFAC and SPAWAR representatives, it is important 

to emphasize this distinction because the security 

of a courtroom requires consideration of the greater 

courthouse facility’s security posture. 

Starting in FY-09, Navy will provide a special 

allocation of funds for security improvements in an effort 

to update existing security measures within courtroom 

spaces, correct deficiencies in facilities that endanger 

privacy and confidentiality between lawyer and client, 

or correct deficiencies that compromise privacy within 

the deliberation room and within judges’ chambers. They 

will also correct deficiencies in traffic flow and visitor 

access to court spaces, and bring JAG courtrooms up to 

industry and DoD standards.

Incorporating security into a new courthouse 

construction or renovation project is generally easier 

(and, ultimately, less costly) than making piecemeal 

improvements to an existing facility, according to LCDR 

Davis. The Navy’s publication used to prepare Basic 

Facility Requirements Lists (BFRs), the UFC 2-000-

05N, provides facility planning criteria for computing 

quantitative facility requirements for Navy and Marine 

Corps Installations. Commonly known as the P-80, this 

publication evaluates existing assets and plans against 

deficiencies for both proposed and existing facilities. Its 

appendix includes a section dedicated to legal facilities 

(61 040). NAVFAC’s recent decision to reference 

CNLSCINST 5530.2A in the P-80 can be used by RLSO 

facility officers to get security features included when 

NAVFAC constructs or renovates their courthouses. 

LCDR Davis cautions that RLSOs should never assume, 

however, that NAVFAC personnel are familiar with this 

requirement. If NAVFAC is working on your courthouse, 

or if you have significant security issues with your 

courthouse, LCDR Davis advises providing a copy of 

CNLSCINST 5530.2A to NAVFAC and your architect/

engineer at the earliest possible stages of construction or 

renovation planning. Design and construction changes that 

would otherwise be relatively inexpensive if identified 

early tend to increase substantially in costliness as the 

project proceeds toward completion. 

LCDR Davis notes that some requirements will be 

more expensive than others. For example, adding heads 

dedicated to judge and jury to a building without plumbing 

in those locations could be extremely expensive, because 

of the existing concrete slab. In fact, it may become much 

more expensive than building a head for a new building.

This work is very important to building the JAG Corps 

of the future and keeping the focus of the vital issue of 

courthouse security. 

Updated
The concept of Rule of Law (ROL) is broad and 

can encompass many facets of the Iraqi legal 

system, from training police to distributing laptops 

containing the Iraqi Penal Code to judges to attempting 

to establish the institution of law firms. The ROL Team 

of the Kirkuk Provincial Reconstruction Team (PRT) 

embraces the notion that security is the most important 

and necessary element of ROL. The establishment of a 

prosperous law firm, for example, is worthless if, like any 

other successful business, it is merely extorted for money 

by criminals and insurgents. Those who fail to pay may 

lose their storefront or more to a massive, vehicle-borne 

improvised explosive device (VBIED). 

The PRT is a joint Department of Defense/Department 

of State concept, tasked with enhancing the capacity of 

several important sectors of the Iraqi government and 

private sector. As such, the PRT is a diverse mixture of both 

civilian and military components. In addition to me, the 

ROL Team is comprised of two Army non-commissioned 

officers, MSG Kelvin Najab and SSG Brandon Hamous, 

and one Assistant United States Attorney from San 

Francisco, Mr. Marlon Cobar. We also have a dedicated, 

local national interpreter, Ziyad, who can speak and write 

in English, Arabic, and Kurdish. Understanding more 

than one language is indispensable in Kirkuk Province, 

where the population is an ethnically diverse 40 percent 

Kurdish, 40 percent Arab, and 20 percent Turkomen.

Since the liberation of Iraq in 2003, the deteriorating 

security situation has been such that terrorist and insurgent 

cases cannot be safely tried in the vulnerable provincial 

courthouses. Most provincial courthouses throughout 

Iraq are routinely transacting mundane civil matters such 

as divorce, real property transactions, and notarizations, 

as well as minor and petty criminal matters. Terrorist 

and insurgent cases and serious felony-type offenses, 

however, have been tried at the Central Criminal Court of 

Iraq (CCCI). The CCCI is located on a secure compound 

adjacent to the “Green Zone” in Baghdad. In fact, most of 

the CCCI’s judges also reside in a heavily secured housing 

complex inside of the Green Zone.

Provincial Iraqi Police (IP) authorities were responsible 

for the transport of pre-trial detainees from their respective 

provinces to Baghdad. For Kirkuk Province, this was often 

an arduous, costly, and dangerous undertaking. Because 

the province lacked the manpower and resources to 

assemble a vehicle convoy large enough to deter potential 

assailants, the only viable alternative was stealth. This 

entailed renting an unmarked civilian vehicle for the four 

to five hour drive. The other vehicles available were 

marked IP vehicles, which made them obvious targets 

for insurgents. Two plain clothes policemen would escort 

the prisoner, praying that their vehicle was not stopped 

by an illegal checkpoint along the way, or that corrupt IP 

elements had not alerted the detainee’s associates that the 

vehicle was en route. Often, for a variety of reasons, from 

the bribing of corrupt escorts to outright escape, detainees 

did not make it to the CCCI for their ultimate trial. If and 

when the accused was ultimately delivered to the CCCI, 

almost no update or information on the status of that 

criminal’s case was relayed back to the province.

To resolve these problems, the Iraqi Higher Judicial 

Council established the Kirkuk Military Criminal Court 

(MCC) by written order in October 2007. This mere 

sweep of the pen, however, did not approximate the many 

weeks and countless hours of preparation, negotiation, 

and management that preceded the MCC’s opening. 

While physical security was the paramount consideration 

when selecting the court’s location, we knew that putting 

it on a Coalition forward operating base (FOB) was not 

an option if we wanted it to retain its rightful identity 

as a legitimate Iraqi court. The existing Kirkuk Central 

Courthouse, a structure that had suffered two devastating 

VBIED attacks within the previous year, was also not 

a viable option. After reviewing a number of potential 

Iraqi-controlled facilities (including the former summer 

villa of Ali Hassan al-Majid al-Tikriti, the infamous 

“Chemical Ali,”), we ultimately selected the Iraqi Army 

base called “K1,” home to the 2/4 IA Brigade and located 

approximately 10 kilometers outside the city of Kirkuk.

K1 is the most securely guarded facility in the Province 

By LCDR Timothy Keeton 

Kirkuk Provincial Reconstruction Civil Affairs

Kirkuk Rule of Law

16
of Kirkuk, second only to the Coalition 

FOB. We selected an existing, single-story, 

open bay barracks building to renovate into 

a courtroom. Additionally, an adjacent 

office building had to be furnished with 

beds and furniture to be converted into 

living spaces for judges who would travel 

from the CCCI. This is when lawyers 

unfamiliar with building and engineering 

matters must become instant construction 

project managers. Construction 

standards in Iraq generally differ from 

what we are familiar with in the Western, 

industrialized world. We would often 

only half joke that the notion of “good 

enough” was a common construction 

standard. 

At least two to three times a week, 

the ROL Team would go to K1 to 

monitor progress and to keep the Iraqi contractor and 

his workers vigilant. This process involved the members 

of the ROL team first donning their heavy protective gear 

and loading their individual weapons. With me as the truck 

commander (TC) having overall command of the vehicle 

and running the communications gear, MSG Najab at the 

wheel as driver, SSG Hamous on the M240B machine 

gun, and Mr. Cobar and Ziyad in the rear as passengers, 

our armored M1114 vehicle would proceed outside the 

FOB gate after first test firing the M240B. The route from 

the FOB to K1 is a dangerous one where enemy attack 

is frequent and where both Coalition and Iraqi personnel 

have lost lives. The 125 degree heat of an Iraqi August 

only compounded the physical discomfort.

The Kirkuk MCC began hearing cases the first week of 

October 2007. Over a ten day period, the three judge panel 

heard cases from a total of 36 defendants. Twenty-five of 

these defendants were found guilty of their crimes, while 

eleven were acquitted. Those convicted were swiftly 

separated from the pre-trial population and transported to 

prison to serve their sentences or await execution. Those 

acquitted were promptly released. While the approximately 

73 percent conviction rating would sound dismal by the 

standards of any decent state-side prosecutor’s office, 

we were actually quite pleased. The numerical results 

indicated a fair court that would convict when the evidence 

so warranted but would acquit when it did not. Due to 

backlogs at the CCCI and the aforementioned logistical 

problems, some of the defendants had been awaiting trial 

for almost three years. Therefore, in ten days time, the 

Kirkuk MCC eliminated a nearly three-year backlog of 

insurgent and terrorist cases.

After the closing of the first panel of the Kirkuk MCC, 

the criminal justice leadership of Kirkuk held a press 

conference at the MCC to publicize the court’s successes. 

Representatives from the IP, the Iraqi Army, and the 

judiciary were present. Local media broadcast that, for 

the first time since the liberation of Iraq, everyone who 

had committed a crime against the people of Kirkuk was 

facing justice in Kirkuk. Within two days of the press 

conference, an attempt was made on the life of the Chief of 

the Kirkuk Court of Appeals. The insurgent group Ansar 

Al-Sunna claimed responsibility for this attack, in which 

a member of the judge’s personal security detachment 

died. Perhaps as a testament to the efficacy of the court, 

the group specifically cited the judge’s complicity in the 

MCC as the reason for the attack.

The advancement of the ROL in Kirkuk Province by 

the Kirkuk MCC can be measured in a variety of ways. 

First, there is the empirical data of case processing and 

the elimination of years of back caseloads. Second, is 

the ample anecdotal evidence from private citizens, 

government officials, and the media over the rise in public 

confidence in the Kirkuk security situation, bolstered 

by the transparent process of adjudicating the cases of 

terrorists and insurgents. Third, is the unprecedented 

cooperation among the various branches of the criminal 

justice system (IP, Iraqi Army, judiciary, corrections, and 

the defense bar) required to resume adjudicating cases of 

this magnitude. 

The second panel of the Kirkuk MCC convened in 

January 2008.

Top left: Reserve Rule of Law team members LCDR Timothy Keeton, 

SSG Brandon Hamous, USA, court guard, and Assistant United States 

Attorney Marlon Cobar with MCC court.

Top right: LCDR Timothy F. Keeton and Assistant United States Attorney 

Marlon Cobar with court guard.

17
Master Chief Petty Officer 

of the Navy (SW/FMF) 

(MCPON) Joe Campa, 

Jr. recently selected LN1(SW/AW) 

Cindy Rodriguez to join his staff for 

a four year tour. 

Much of LN1 Rodriguez’s role is 

the establishment and constant maintenance of strong congressional relationships. Her duties include research 

and briefings for the MCPON on new 

legislation that will affect the Sailors 

and their families, current events, 

attrition status, child care, housing, 

health care, reserve force, and issues 

involving the Global War on Terrorism.

“When I was told I would be the 

By Natalie Morehouse

Public Affairs Office

Legalman Joins MCPON Staff

Legalman for MCPON staff, I felt 

ready for the challenge as an independent duty Legalman. However, 

it’s not just the typical legal issues 

that I deal with, it includes a little bit 

of everything,” said LN1 Rodriguez. 

During the month of January, 95 

percent of her work was focused on 

preparing MCPON to testify before 

the House Appropriations Subcommittee on Military Construction and 

Veteran Affairs. 

“When I became part of MCPON’s 

staff, my first task was preparing for 

the congressional hearing on military construction. I must admit, I 

felt a little lost because I did not have 

any type of legislative background. 

But the staff here, JAG Corps, and 

Legalman Community supported 

me every step of the way, and we 

accomplished the mission,” said LN1 

Rodriguez. “There have been long 

working days and a weekend here 

and there, but every minute has been 

worth it.”

Her daily tasks vary. At any given 

time she could be scheduling the 

MCPON’s appointments to visit the 

Hill, keeping up with current events 

and politics, or handling a matter 

with a Sailor’s family member. LN1 

Rodriguez has also accompanied 

MCPON to office calls with Representatives Kennedy, Crenshaw, 

Carter, Young, Farr, and Edwards. 

“Everyday is a learning experience, 

and I am enjoying it very much,” said 

LN1 Rodriguez. 

“We are truly fortunate to have 

such great Sailors in our community, 

and MCPON certainly picked a great 

Legalman who is dedicated to her 

work and her service,” said LNCM 

18
Left: Sgt. Major of the Marine Corps Carlton Kent, left, and Master Chief 

Petty Officer of the Navy (SW/FMF) Joe R. Campa Jr.

Right: LN1(SW/AW) Cindy Rodriguez observing Sgt. Major of the Army 

Kenneth Preston, Sgt. Major of the Marine Corps Carlton Kent, Master 

Chief Petty Officer of the Navy Joe R. Campa Jr. and Chief Master Sgt. 

of the Air Force Rodney McKinley answer questions before the House 

Appropriations Subcommittee on Military Construction.

Below: LN1 Cindy Rodriguez right and Master Chief Petty Officer of the 

Navy left with congressional staff member after his testimony before the 

House Appropriations Subcommittee on Military Construction.

19

(SW/AW) Stephen DiStefano, senior enlisted advisor to the JAG.

LN1 Rodriguez was born in Mountain View, 

California, but raised in Michoacán, Mexico. LN1 

Rodriguez began her Navy career as an Operations 

Specialist. In December 2002, she converted to the 

Legalman rating. She has recently reported from a 

tour with Commander Naval Air Forces, San Diego, 

and an IA in Iraq.

Now that the House Appropriations Subcommittee 

on Military Construction Congressional testimony is 

over, her primary focus has shifted to ethical issues, 

legal, and other administrative matters. In her short 

time with MCPON, LN1 Rodriguez believes she has 

already learned so much just by listening to MCPON 

speak with various Congressmen. 

“If there is one thing I am sure about, it is that I 

am in a great place for growth in leadership,” said 

LN1 Rodriguez. 
J

AG Corps family members are vital to the success of 

our legal community. They sustain our morale. With 

an increased emphasis on Individual Augmentees (IAs) 

deployments, every JAG Corps command is ensuring they are 

taking care of those left behind. Below is a compilation of some 

creative ways to support the JAG Corps family.

To support the children of deploying Legalmen and officers, Region Legal Service Office (RLSO) Hawaii instituted 

the “Flat Daddy/Mommy” program with resounding success. 

Thought to be first created by families of National Guard units 

deploying in support of Operation Iraqi Freedom, “Flat Soldiers” can be close to life-size waist-up mounted photographs 

of the deployed family member. The photos are given to young 

family members in order to keep the service member in the 

child’s mind even while the service member is on the other side 

of the world. 

LN1(AW) Misty Galentine thought the program was worthwhile during her recent deployment in support of Task Force 

134. “The RLSO gave my daughter a ‘Flat Mommy’ picture 

and, believe it or not, she kept that crazy thing with her the 

whole time, at school, at her bedside, in the bathroom, everywhere! She really loved it a lot and when I returned home, that 

Flat Mommy looked like it needed some Botox or something! It 

was worn slap out.” 

LT Jason Levy’s two children received a “Flat Daddy” while 

he was an Individual Augmentee (IA) in Iraq. His young son 

Isaiah bonded with his father’s image and often took him to preschool. “Flat Jason” even joined the family on a trip to the snow 

in Lake Tahoe. 

From care packages to parties, Naval Legal Service Office 

North Central (NLSO NC) supports IAs and their families. LT 

Emily Dewey, currently serving in Iraq with the Law and Order 

Task Force, enjoys receiving gifts that range from wet wipes 

to marshmallow Easter candy. In a recent e-mail, she thanked 

NLSO NC for her gift and wrote that “these gestures do a lot 

to brighten up our days.” LT Jerod Markley deployed with II 

Marine Expeditionary Force in Iraq. While serving, he received 

care packages with gifts for him and for Iraqi children living in 

orphanages. LT Markley hand delivered these toys and reported 

that “the children’s eyes lit up.”

It’s not just the larger commands that have a support system in 

place for their deployed shipmate and his or her family. Be it the 

Compiled from region submissions 

By Natalie Morehouse 

Public Affairs Office

detachment in San Diego or Norfolk, or the parent command in 

Newport, Naval Justice School (NJS) routinely has command 

members deployed on IA assignments. From the single officer 

with no dependents to the officer with four small children, NJS 

caters its support to the IA’s specific needs. Each department, 

detachment, or branch office keeps in regular contact with the 

IA member and dependents, including personal visits with the 

family and periodic care packages. 

RLSO Northwest works hard to keep in touch with all IA 

families. IA family members are invited to all command parties and events. Additionally, RLSO Northwest helps IA families coordinate homecoming parties for their service member 

and continues to find ways to ensure IA families feel included 

and are up to date about the command and their deployed service member. 

The term “shipmate” goes beyond the workplace to include 

family members at RLSO Midwest. For those team members 

who deploy as IAs, they can rest assured that RLSO Midwest 

does look after its shipmates. So far, that has included regular 

telephone calls from the chain of command, pumpkin carving 

and pizza parties, movie nights, and even babysitting. The commanding officer personally ensures that her “kids’” families are 

aware that we are here for them, no matter what the need. Of 

course, support to a family would be incomplete without the regular support of the deployed shipmate as well. This support can 

be a bit more challenging, but RLSO Midwest has managed to 

care for its shipmates through e-mail exchanges, telephone calls, 

care packages, and, best of all, meeting them at the airport when 

they return safely to the area.

RLSO Japan engages in a proactive approach that starts with 

the pre-deployed member. The command ombudsman contacts 

the spouse before deployment and offers assistance and her POC 

should any issues arise. Deployed members’ names are added 

to the header of the command plan of the week (POW), right 

below the names of the commanding officer, executive officer 

and senior enlisted advisor. Copies of the POW are transmitted 

to the IA and his or her family via e-mail to help them connect 

with command life. 

IA spouses are invited to all command events, and the commanding officer hosts occasional lunches for IA spouses attended 

by the executive officer, senior enlisted advisor and the ombudsman. These informal luncheons are designed to reinforce the 

command’s commitment to the family and ensure that their 

needs are being met. The command assists with welcome home 

dinners, family moves, and babysitting. Finally, the command 

arranges the attendance of the service member and family at a 

two-day post-deployment symposium. 

Taking Care of Individual 

Augmentees Like Family

IA Families continued page 31

20
21

RADM Bruce MacDonald visited the Central 

Command area of responsibility, making stops 

in Bahrain, Afghanistan, and Iraq Jan 19-30. 

The visit, his second since becoming the 

Judge Advocate General, was to see firsthand 

how his judge advocates and Legalmen are 

supporting the legal missions.

“I could really see the progress being made,” 

said RADM MacDonald. “The contribution to 

the Rule of Law by our Legal Community has 

never been greater, and I could not be more proud.”

The JAG’s Middle East Tour

Top: JTF-134 in Baghdad, Iraq.

Middle left: RADM MacDonald with BGEN 

Shir Muhammad Zazai, the Judge Advocate 

General of the Afghan National Army.

Middle right: JTF-134 Baghdad, Iraq.

Bottom: RADM MacDonald with Combined 

Security Transition Command - Afghanistan.
22 Fleet News

22

The International Academy 

of the Visual Arts (IAVA) 

recently selected the Navy JAG 

Corps’ Awareness Video as a 

winner of a 2008 Communicator Award of Distinction (Silver 

Award). 

The Communicator Awards 

honor creative excellence for communications professionals. This 

year’s competition received more 

than 9,000 entries from across 

the United States and around the 

world, making it one of the largJAG Video Wins Communicator Award

est and most competitive awards 

programs of its kind in the world.

“This video illustrates the quality of 

our new accessions,” said RADM 

Bruce MacDonald, the Judge Advocate General of the Navy. “Our 

officers are an integral part of the 

mission of America’s armed forces, 

and this video is one tool to ensure 

we continue to recruit a high quality, diverse group of legal professionals.” 

The Awareness Video is the centerpiece for the new JAG Corps 

recruiting website found at www.

jag.navy.mil/careers. The Navy 

JAG Corps recently updated this 

site to inform potential candidates 

about the JAG Corps and to explain 

the application process. 

“The incredible quality and diversity of this year’s entries was an 

inspiration to the academy and all of 

our judges,” said Director of IAVA 

Linda Day. “The work reflected the 

rapidly changing media landscape 

as the growing amounts of interactive work submitted pushed the 

limits of the medium, and the quality of the traditional work submitted 

was again remarkable.” 

For more information on the 

Navy JAG Corps, visit www.jag.

navy.mil.

By Ms. Jen Zeldis

Public Affairs Office
23 Fleet News

On Dec. 8, 1967, Congress established the Judge Advocate General’s Corps within the Department of the 

Navy. The legislation was signed 

into law by President Lyndon B. 

Johnson and ensured the status of 

Navy lawyers’ as members of a 

distinct professional group within 

the Navy. 

As part of tradition, the youngest and oldest members of the 

JAG Corps, LT Jentso Hwang and 

CAPT Randy Russell, cut the traditional birthday cake this year.

Happy 40th birthday JAG Corps! 

Female service members from 

Combined Joint Task Force-Horn 

of Africa (JTF-HOA) donated more 

than 50 book bags containing school 

supplies, flip flops, shampoo, soap, 

and treats to girls at Center Aicha 

Bogoreh in Djibouti on Jan. 27.

Volunteers from the English as 

a Second Language Team received 

the donations from service members, 

family, friends, and organizations 

including three chapters from the 

Federally Employed Women Organization, the Department of Leadership, Ethics and Law, U.S. Naval 

Academy and Naval Legal Service 

Office Southeast.

“The girls are eager to learn, but 

lack resources for language acquisition as we know it in the United 

States,” said 1LT Jody Glover, USA, 

CJTF-HOA Cryptologic Services 

Group officer in charge and Signals 

Intelligence liaison officer. “The 

writing supplies will enable them to 

practice dictation and repetition. The 

notebooks ensure continuity in their 

studies, so they can review their work 

over time. The fun treats, like markers, 

crayons and candy, surely make learning fun.”

The volunteers visit the orphanage 

twice a week to teach the girls, between 

7 and 13 years old, English.

“We leave for the school in the 

evening after a full work day, and the 

volunteers are usually tired, but we 

are always so happy we went at the 

end because the girls make it so worth 

while,” said DCC Danielle Saunders, 

Camp Lemonier Operations Emergency Management Officer.

By the time the team arrives at the 

orphanage, the girls are gathering outside the school house, and the volunteers can see their faces light up.

“The best thing about volunteering 

is our students are genuinely interested 

in learning English, and they are gifted 

with the talent to learn new languages 

easily, said LT Hollis Simodynes, the 

By SSgt Jennifer Redente 

CJTF-HOA 

Volunteers donate book bags, supplies to orphans 

Camp Lemonier Staff Judge Advocate. They were a bit shy at first, but 

they quickly became very friendly 

and spirited. In one of my classes, 

we discussed what the girls want to 

be when they grow up, and many 

of them said they wanted to be doctors.”

The enjoyment is a unanimous 

feeling felt by all the volunteers 

from Camp Lemonier supporting 

the CJTF-HOA mission to prevent 

conflict, promote regional stability, 

protect coalition interests in order to 

prevail against extremism.

“I really enjoy working with the 

girls,” said LNCS Alicia Barnes, the 

Camp SJA staff legalman. “Although 

they are less fortunate than some, their 

love for each other and their willingness to learn is overwhelming. They 

have taught me many things about 

themselves and their culture, which 

has enabled me to better understand 

them. I have grown close to all of 

them, and I will miss them when I 

leave.” 

23

RADM Norton Joerg, LT Jentso Hwang, CAPT Randy Russell, RADM 

Bruce MacDonald, and CAPT Hank Molinengo pose as they cut the 

cake.

President Lyndon B. 

Johnson signs legislation 

creating the JAG Corps.
analyze its affect on the legal demands 

of military personnel, and provide 

input to the legislative process. Finally, 

both entities offer Continuing Legal 

Education (CLE) for military and 

civilian lawyers who represent military 

personnel. On Nov. 14 and 15, the 

ABA LAMP Committee and WSBA 

LAMP Section held a joint CLE. 

Civilian experts gave presentations 

on Landlord-Tenant Law, Family 

Law, Consumer Protection, Property, 

Predatory Lending, Washington court 

procedures and other legal assistance 

topics. 

RADM MacDonald was one of 

the many distinguished speakers in 

attendance at the joint CLE. Other 

notable speakers included RDML 

William Baumgartner, JAG and 

Chief Counsel, U.S. Coast Guard, 

William Neukom, President, American 

Bar Association, James McDevitt, 

U.S. Attorney, Eastern District of 

Washington, Mary Fairhurst, Supreme 

Court Justice, State of Washington, 

Donald Guter, RADM, (Ret.), former 

Judge Advocate General, and Earl 

Anderson, Gen, USMC (Ret.), Chair, 

ABA Standing Committee on LAMP. 

RDML Baumgartner, the opening 

speaker for the joint CLE, discussed 

the duties and responsibilities of JAG 

Officers in the U.S. Coast Guard. 

During Justice Fairhurst’s presentation 

on Washington ethical rules, she 

praised each armed service’s JAG 

Corps community for their pro bono 

work through their legal assistance 

commitments. During a lunchtime 

presentation, Mr. McDevitt discussed 

the United States Attorney’s Office 

role in Iraq and Afghanistan. He also 

discussed their efforts in representing 

service members in SCRA and 

USERRA claims. On the second day 

of the conference, RADM MacDonald 

talked about the history of legal 

assistance in the Northwest, joint 

service integration for legal assistance 

initiatives, the advent of the Wounded 

Warrior Program, and the value of the 

joint CLE training. Finally, on the last 

day of the conference, Mr. Neukom 

presented his presidential initiative, 

the World Justice Project (WJP). Mr. 

Neukom explained that the WJP is a 

multi-disciplinary and multi-national 

effort to promote human well-being 

through the advancement of the rule 

of law. Mr. Neukom reported that 

the military was the best attended 

and best represented discipline, and 

best understood the importance and 

value of “developing communities 

of opportunity and equality.” 

Included in Mr. Neukom’s WJP is 

the concept of access to justice. He 

commended the military for the 

access to legal assistance provided 

to servicemembers, many of whom 

otherwise would not receive it.

RADM Bruce MacDonald and RADM (Ret.) Donald Guter with the members of the RLSO and NLSO NW who attended a meeting of the Washington 

State Bar Association Legal Assistance for Military Personnel Section and the American Bar Association’s Standing Committee on Legal Assistance 

for Military Personnel.

Fleet News

By LT Chad Temple

NLSO NW

JAG Visits NLSO NW for ABA/WSBA

24

I

n conjunction with an invitation 

to speak at the Washington State 

Bar Association (WSBA) Legal 

Assistance for Military Personnel 

Section (LAMP) and the American 

Bar Association’s Standing 

Committee on LAMP, RADM Bruce 

MacDonald recently visited Naval 

Legal Service Office Northwest. 

RADM MacDonald’s visit was 

something of a homecoming, as he 

returned to the command where he 

previously served as both executive 

officer and commanding officer. 

During his visit, RADM MacDonald 

toured the updated NLSO NW 

Bremerton and met with Legalmen, 

junior officers, and civilians to discuss 

the future of the JAG Corps and issues 

facing it such as paralegal education, 

Individual Augmentation, and the 

Military Justice Career Track. 

RADM MacDonald also traveled 

to United States Coast Guard 

Integrated Support Command, Seattle, 

Washington, for a presentation at the 

LAMP training. 

The ABA’s Standing Committee 

on LAMP and the WSBA’s LAMP 

Section provide resources to support 

the legal needs of service members. 

Both groups also review pending 

federal and Washington legislation, 
By LN1 Tamara Brewer

RLSO Midwest

Although workload is sometimes in the eye of the beholder, Region 

Legal Service Office (RLSO) Midwest’s Recruit Training Command 

(RTC) Legal Department proved to be 

one of the busiest legal offices in the 

Navy in 2007.

The mission of RTC Great Lakes is 

of course, to train recruits and to get 

them out to the fleet. The RTC legal 

mission is to ensure that qualified Sailors are quickly sent to the fleet, while 

those not qualified are efficiently, 

and fairly, separated from the Navy. 

Towards that end, we assist RTC with 

more than 800 nonjudicial punishment cases annually, and we process 

more than 3,500 recruits a year for 

administrative separation for physical, 

psychological, and behavioral reasons. 

Last year, we responded to 469 Congressional inquiries and 884 parental inquiries. We also provide all the 

ethics and command services advice 

required by a nationally-visible client 

command of over 1,000 staff personnel with responsibility for the welfare 

of up to 10,000 recruits at any given 

time. Our work directly impacts the 

ability of RTC to train new Sailors.

At RTC, recruits complete eightgrueling weeks of boot camp. They 

are usually 18-year-olds who may 

never have lived away from their homes 

and families. Recruits come from 

across the country and, in some cases, 

the world. Every year, approximately 

42,000 recruits enter basic training with 

the hope of proudly marching at graduation and becoming Sailors. 

The RTC legal team is composed of 

two officers, one Legalman chief petty 

officer, four Legalmen first class, four 

Legalmen second class, hardworking 

first class and third class petty officers 

on loan from local commands, one civil 

service employee, one civilian contractor, and four graduated Sailors who act 

as legal clerks. In addition to providing legal support to RTC, our personnel 

are supporting the Global War on Terrorism through Individual Augmentation deployments. Personnel from 

our office have served in Cuba, Iraq, 

and Afghanistan. Three are currently 

deployed, and we depend on essential 

Reserve support to carry the heavy 

workloads they leave behind. 

Although we work hard, the atmosphere at RTC Legal is pretty lively, 

between the constant stream of 

recruits who need our help and our 

own unit camaraderie regularly built 

through birthday celebrations, pizza 

parties, and good-natured joking 

among colleagues. We are proud of 

the work we do to support the mission 

of training new Sailors, to represent 

the larger Navy legal community, and 

to be what we like to think of as the 

busiest legal office in the Navy. 

Region Legal Service Office Midwest’s Recruit Training Command Legal Department.

RLSO Midwest’s Recruit Training Command 

Legal Department: “Busy and Proud Of It”

25 Fleet News

ABA Offers Free Membership to JAGs

By LT Chris Ray 

Administrative Law (Code 13)

Please note that this article and the appearance of hyperlinks do not constitute endorsement by the Department of Defense and/or the Department of the Navy of the message, the 

Web site, or the information, products, or services contained therein. The Department of Defense and/or the Department of the Navy do not exercise any editorial control over the 

information you may find.

The American Bar Association (ABA) now offers free membership to members of the JAG Corps 

who are in their first five years of practice. The ABA 

is the largest, legal professional association in the 

world. Membership benefits include inexpensive 

and convenient CLE, publications for use in professional development, and opportunities to participate 

in specialty sections (e.g., military lawyers).

Personnel interested in joining free of charge may 

contact the ABA Service Center at 1-800-285-2221 or 

on-line at www.abanet.org/join/jag.

In addition to this offer, the ABA will waive the 

membership dues for personnel serving in a combat 

zone. Membership dues will be re-activated upon 

return from the combat zone. Personnel interested in 

taking advantage of this opportunity may contact the 

ABA Service Center at 1-800-285-2221 or at service@

abanet.org. 
The JAG Corps celebrated the Legalman birthday, 

commemorating 36 years of service by Legalman 

worldwide. LNCM Tyrone Burnett and LN1 Cindy 

Rodriguez cut the Legalman cake. The Secretary of 

the Navy approved the establishment of the Legalman 

rating on Jan. 4, 1972. 

“As we celebrate our rating’s 36th birthday, 

we can look back and be extremely proud of the 

accomplishments of Legalmen throughout the previous 

35 years and look forward with great anticipation on 

a bright future in our Navy,” said LNCM Stephen 

Distefano, senior enlisted advisor to the JAG. 

Happy 36th Birthday Legalmen

RADM Norton Joerg, RADM Bruce MacDonald and RADM James 

Houck with Navy District Washington Legalmen community.

26

Fleet News

Commanders Training Symposium

By LT Chris Colby

Management and Plans (Code 63) 

26

Commanding officers and their senior enlisted leaders 

converged on Washington, D.C., in late January to 

attend the annual Commander’s Training Symposium 

hosted by Commander, Naval Legal Service Command 

RADM James Houck. The training symposium, held at the 

Admiral Gooding Center next door to the OJAG spaces 

aboard the Washington Navy Yard, provided a week-long 

opportunity for commanding officers and senior enlisted 

advisors to discuss, debate, and collaborate on the unique 

challenges facing the senior leadership. A highlight of the 

training symposium was an informative brief by MCPON 

Joe Campa on enlisted recruiting, retention, and education. 

Given the symposium’s theme of ethical decision-making, 

all participants also had the opportunity to hear from three 

distinguished academic speakers in the field of military 

ethics with the expectation that the commanding officers 

would then pass along the training to their commands. 

Case Management Tracking Information System 

(CMTIS) was another topic of lengthy discussion. 

Commanding officers learned exactly how their data is used 

at a headquarters level in monitoring Moreno violations, 

attorney workload, and case processing. In the most popular 

segment of the training symposium, Dr. Dan Cable of UNCChapel Hill introduced some of his research, which has 

helped the JAG Corps refine the “special sauce” it provides 

to its primary client, the fleet. They heard the latest and 

greatest innovations from around the JAG Corps, including 

NLSO Pacific’s Self-Service Tax Centers, Lean Six Sigma 

initiatives at NAMARA and elsewhere, as well as the Trial 

Defense Command pilot projects. Finally, the commanding 

officers and the Senior Detailer had an opportunity to 

say goodbye to an old friend, and AJAG, CAPT Hank 

Molinengo, who will be retiring this November.
Spotlight On

RADM (Ret.) John Hutson was the 

JAG of the Navy from 1997 to 

2000 and is currently the President and 

Dean of the Franklin Pierce Law Center 

in Concord, N.H. He served in the JAG 

Corps from 1972-2000.

A native of Muskegon, Michigan, he 

attended Michigan State University for 

his undergraduate degree, followed by 

his law degree. He was commissioned 

in the Navy soon after, with assignments 

in Texas, California and Maine, teaching 

stints at the Naval Justice School (NJS), Newport, RI, and 

three tours in the Office of Legislative Affairs, Washington DC. In 1994 he became Commanding Officer, Naval 

Legal Service Office for Europe and Southwest Asia and 

a year later became Commanding Officer of NJS. He 

assumed duties as the Judge Advocate General of the 

Navy on May 23, 1997.

RADM Hutson remembers all his assignments fondly. 

“Being the only legal officer at a Naval Air Station as a 

lieutenant was just as rewarding in many respects as being 

the JAG, and certainly more fun. The best ones are always 

the last one and the next one,” said RADM Hutson.

Looking back over his career, he offers this advice. 

“Enjoy the moment and appreciate the important mission you are performing. It’s not just a job, and it’s not 

just an adventure. It’s a way of life. Finally, it’s not just 

words when retired people say they miss the people. It’s 

the truth.”

RADM Don Guter RADM John Hutson

At the time RADM (Ret.) Don 

Guter decided to attend law 

school, he was already serving on 

active duty as a Surface Warfare 

Officer in the U.S. Navy. During 

three different tours, he was assigned 

the collateral duty of command legal 

officer. In that capacity, he had several interactions with JAG Corps 

officers. He decided the law was of 

particular interest to him and that he 

could best serve the Navy by attending law school.

RADM Guter attended the University of Colorado on a 

Navy ROTC scholarship. He served more than four years 

on active duty before attending Duquesne University School 

of Law in Pittsburgh, PA. He returned to active duty in 1977 

after passing the bar exam and served until his retirement 

in 2002 as the 37th JAG of the Navy. He then served for 

three years as the CEO of Vinson Hall Corporation/Executive 

Director of the Navy Marine Coast Guard Residence Foundation in McLean, VA. In August 2005, he returned to his 

alma mater, Duquesne University School of Law, to assume 

the position of Dean. 

RADM Guter regularly offers individualized advice to his 

Duquesne law students. “First, I tell them everything I think 

they should consider before making the decision to join the 

Navy JAG Corps. Only after fully exploring these topics and 

others as they arise do we discuss whether or not they should 

pursue a commission.”

Naval Justice School Foundation

The Naval Justice School Foundation (NJSF) was created 10 years ago by Navy JAGs who saw a need for additional educational support for the Naval Justice School (NJS). 

The NJSF is a non-profit organization with approximately 

50 active members, comprised mostly of retired Navy judge 

advocates. NJSF is an Alumni Association that is dedicated 

solely to giving back to the academic institution that took 

them from law school graduates to military attorneys. 

This article is not an endorsement of the Naval Justice School Foundation by the U.S. Government, U.S. Navy, or Office of the Judge Advocate General. 

Find out what they are doing now! Alumni of the JAG Corps describe 

their current positions and what they did in the JAG Corps.

RDML (Ret.) Dennis McCoy is the current president 

of NJSF. He sees the mission of the NJSF as a entity 

that provides financial support from alumni, friends, 

and others for the sole benefit of NJS. The NJSF currently sponsors an annual prize, awarded to the top NJS 

scholar. 

Look for more articles in the next magazine on the 

works of the NJSF.

27JAG Corps Alumni
Special Assistant for Transformation (SAT) Staff

LT Anne Marks

(202) 685-5462 

anne.marks@navy.mil

CDR Michael Jaeger

(202) 685-7255 

michael.jeager@navy.mil

CAPT Dawn Tompkins

(202) 685-7701

dawn.tompkins@navy.mil

JAG Corps 2020

28

All JAG Corps 2020 initiatives share the same goals: improve the quality, timeliness, and/or efficiency 

of the JAG Corps’ practice of law. The demand for our 

services continues to grow, but it is unclear whether 

our numbers will grow. Our constant challenge is to 

provide more services with the same, or fewer, people 

and resources. Delivering less to our clients is not an 

option. Members of the JAG Corps Legal Community 

already work long, hard hours. The question is how can 

we work smarter?

In the JAG Corps, working smarter begins with 

examining our processes and practices. We must make 

better use of the talent in our midst, the resources at our 

disposal, and the time in each day. Many within our 

Community are patiently testing initiatives for improved 

efficiency and timeliness. Some commands have 

developed their own initiatives through Lean Six Sigma 

projects. 

Each initiative begins with a hypothesis that a specific 

action or change will save time, resources, or both. By 

removing unnecessary steps in a process, eliminating 

duplication of effort, or automating a task, an office 

may be able to reduce the time needed to finish a typical 

case. Improved collaboration among personnel may 

improve efficiency. For example, paralegals within our 

community already help maximize our legal assistance 

practice. As our Legalmen pursue paralegal studies 

degrees, they will assume more responsibility on all types 

of cases. Attorneys should then have more time to advise 

the growing number of clients and focus on emerging 

legal requirements. Many of these hypotheses strike us 

as common sense, but all hypotheses must be tested.

Testing timeliness and efficiency initiatives requires 

counting minutes, days, and ultimately dollars applied to 

a case. You might ask “why” – well if you consider it, 

the JAGC provides a valuable legal service. We do not 

have a large supply chain or overhead cost. So the cost 

for our legal service is the time we spend on a case, and 

the cost of the time a JAG spends on a case is different 

than the cost of the time a Legalman spends on the 

case. If we reduce the amount of time or change the 

manpower spent working on a case then we reduce the 

cost. If an initiative shaves time off a process without 

compromising quality, the initiative is a success. In 

Counting Everyone’s Time ... 

Because Everyone’s Time Counts

the JAG Corps Legal Community time equals money. Our 

personnel’s time is our greatest expense. Our quest for better 

timeliness and efficiency explains the need for measuring 

everyone’s minutes and hours. While this may sound like 

billable hours, the purpose is entirely different. Unlike the 

law firm that encourages more hours from its associates, the 

JAG Corps looks for the smarter way to produce the service 

but still exceed the client’s expectations. 

 To measure overall timeliness and efficiency accurately, 

we must shift our perspective from counting the number of 

isolated services to associating our time with a case. Cases are 

our products, whether they are courts-martial, will packages, 

NJPs, claims, JAGMAN investigations, or administrative 

separations. Case Management Tracking Information System 

(CMTIS) 2.0 will be a smarter measurement tool, capturing 

time per case instead of time per service. A new case will 

trigger a new CMTIS case file. As a case moves through an 

office, everyone who touches the case will record his or her 

time in that CMTIS case file. When the last person completes 

the case, he or she will close the CMTIS file. CMTIS will 

then report the number of days needed to complete that case 

along with the time each person in the office spent on that 

case. 

As commands, offices, and individuals experiment with 

new business practices, CMTIS 2.0 data will help objectively 

measure the results of that experimentation. Raw numbers 

will tell us if we can complete a case in fewer days or if that 

case now takes fewer hours of an individual’s time. If a new 

process results in a greater error rate and requires more time 

for review and rework, total time on the case should reveal 

the unintended inefficiency. Admittedly, CMTIS data will 

not reveal all collateral effects on the quality of our practice. 

It cannot perfectly account for the unique challenges in 

a particular office or capture all the complexities of an 

individual case. 

Improvements in timeliness and efficiency must never 

come at the expense of the quality of our practice. The JAG 

Corps will always have to balance timeliness and efficiency 

data from CMTIS against more subjective measurements 

of quality. CMTIS will never capture the full value of our 

practice. How can we capture that subjective value to our 

clients? We will explore that in a future issue of JAGMAG, but 

please feel free to contact any members of the Transformation 

Team with your questions and suggestions.
29 National Security Personnel System

NSPS: NLSC Offices Learn 

from OJAG Experiences

By Amy Stevens

Fiscal and Resource Management (Code 64)

The inaugural year of the National Security Personnel 

System (NSPS) within the Office of the Judge Advocate 

General (OJAG) has concluded, and employees began to 

receive payouts in January 2008. The conversion of Naval 

Legal Service Command (NLSC) to NSPS last October 

expanded the breadth of pay-for-performance employment 

across the JAG/NLSC community. To ensure success and 

to meet the interest of NLSC personnel, RADM Bruce 

MacDonald and RADM James Houck directed the best 

business practices and lessons learned from the OJAG NSPS 

transition be shared with NLSC personnel face-to-face. As a 

result, Code 64 (Fiscal and Human Resource Management) 

representatives traveled to Pearl Harbor, Newport, Groton, 

Washington, D.C., Great Lakes, Bremerton, Jacksonville, 

Norfolk, Naples, Millington, Pensacola, and Corpus Christi 

over the past five months to meet NLSC personnel and to 

share the lessons learned from OJAG’s first year of NSPS. 

The agenda for these training sessions remained the same 

throughout the five months. The first day began with a large 

group session focused on providing the information employees and supervisors need to understand NSPS, in part by 

dispelling the myths that have surrounded NSPS (e.g., previous delays, finances, and accountability). In addition, OJAG 

provided a basic overview of the new recruitment/staffing 

practices, NSPS architecture, and rating methodology. Based 

upon OJAG’s experiences, an in-depth understanding of the 

rating methodology (e.g., performance indicators and contributing factors) is key to successful pay pool deliberations, 

a lesson that OJAG emphasized throughout the training. The 

first day concluded with separate group sessions for employees and supervisors to address issues essential to their respective groups. These sessions also were beneficial as a forum 

for open dialogue for candid discussion among peers.

During the second day, all training participants received 

the opportunity to role play the pay pool panel in a practical 

exercise that had members rating “sample employee” 

assessments. These sample employees were created using 

exaggerations of best and worst practices found in the 

For more information or to ask a question about NSPS, 

contact Amy Stevens at 202-685-5286 or at amy.stevens@navy.mil

29

OJAG mock pay pool. After each participant studied, 

questioned, and assessed a mock employee prior to 

the panel meeting, that participant presented his or her 

employee for rating consideration to the full panel. The 

panel members then consulted the NSPS performance 

indicators and contributing factor benchmarks to guide 

them in rating the job objectives, as is the practice in the 

real NSPS pay pools. In this exercise, the participants 

discussed what stood out as well-written or poorlywritten job objectives, self-assessments, and supervisory 

assessments. By acting in the role of a pay pool panel 

member, participants identified the questions that the 

panel needed to answer in deliberations, which will prove 

useful when participants write their own assessments. 

In concluding this training, supervisors, their 

respective employees, and Code 64 representatives sat 

in groups to discuss individual job objectives for the 

employees. Having just experienced the role as pay 

pool panel members, supervisors and employees had a 

better understanding of the necessity of job objectives in 

conveying the employee’s responsibilities and as a means 

for accountability. Supervisors and employees left these 

meetings with a firm grasp of what specific job objectives 

would apply to their unique roles. As in OJAG, however, 

NLSC may further refine job objectives the longer 

NLSC’s experience with NSPS grows. This refinement, 

or in some cases, redirection, of job objectives is one of 

the elements of flexibility NSPS touts to drive employee 

performance to meet the organization’s needs.

The NSPS training efforts across NLSC were well 

received on the whole. In addition to sharing lessons 

learned, NLSC personnel heard first-hand from OJAG 

employees who had wrestled with the same questions 

and concerns regarding NSPS more than a year ago. 

Feedback was overwhelmingly positive; many comments 

spoke to an increase of NSPS knowledge and a decrease 

in skepticism from personnel. NLSC will take the next 

step in NSPS transition this spring as they conduct Mock 

Sub Pay Pools and a Mock Pay Pool. With the knowledge 

shared from OJAG’s first NSPS year, NLSC can look 

forward to a smoother transition to this new performance 

management system. 
“leading across,” and “leading 

down,” hence the title “The 360° 

Leader.” 

Leading up generally refers 

to managing yourself and your 

interactions with higher authority. It starts 

with the premise you must lead yourself well first. By 

that Maxwell means being in control, i.e., managing your 

emotions, your time, your priorities, and perhaps most 

important, your thoughts and words. He discusses his ideas 

about lightening your superior’s load, becoming a go-to 

player, and “being better tomorrow than you are today.” 

He explains his view of the role of manager versus leader. 

He sees managers as those who work with processes, 

while leaders work with people. Both are necessary to the 

organization, but each has a different function. Maxwell 

actually uses a Navy ship as an analogy, stating there must 

be schedules developed, inventories taken, and procedures 

created to arm, fuel, supply, and navigate the ship. Leaders 

then lead the people who manage. His bottom line: all 

good leaders are good managers, but not all good managers 

are good leaders.

Leading across refers to understanding, practicing, and 

completing the “leadership loop.” The leadership loop 

begins with taking an interest in people and follows through 

the various stages that culminate in success from a mission 

and a personnel perspective. Maxwell communicates this 

process through concepts such as putting fellow leaders 

ahead of competing with them, avoiding office politics, 

and not pretending you are perfect. I actually found this 

chapter to be the most applicable to the JAG Corps. Since 

we are largely a band of professionals where the lion’s 

share of the work is arguably accomplished at the O-3 and 

O-4 levels, often in commands where officers are ranked 

against one another, and cooperation could take a back seat 

to competition. 

Finally, leading down is the author’s phrase for describing 

the importance of establishing relationships with people in 

your organization, getting to know them, and seeing them 

for the valuable commodities they are. The sub-title to this 

chapter is “Follow me; I’ll add value to you.” This chapter 

is an extension of the concept of “leadership by walking 

around.” Emphasis is placed on connecting with people, 

getting to know them, learning their dreams and aspirations, 

helping them know themselves, and positioning them in a 

way that develops them and also plays to their strengths. 

This chapter helps to explain the importance of having the 

right people, at the right place, at the right time. 

The author closes with a special section where he observes 

The 360o Leader

By John C. Maxwell

Book review provided by CDR T. L. Dorwin

30Book Review

New York Times best-selling author John C. Maxwell has written approximately 40 leadership and 

management related books over the years, with “The 

360° Leader” being his latest project. Although it 

comes in at a respectable 308 pages, I found the book 

to be a fairly quick read. 

The book’s premise is that you can be a leader from 

anywhere in an organization, whether you find yourself at the top, bottom, or middle of the organization. 

While some discussion is given to those at the bottom 

and top, the book is heavily slanted to middle managers. Maxwell believes 99% of leadership in any organization occurs at the middle management level. He 

posits that increasing your influence in an organization 

is the key to leadership, and he offers numerous suggestions and examples of how you might increase your 

influence. 

Maxwell raises various myths and challenges in the 

book’s first two chapters. These chapters seek to set 

the stage for the rest of the book by prompting middle 

management leaders to think critically about their own 

acts and behaviors within the organization. If you buy 

the book, you receive a password to take an online 

self-assessment. CAPT Stuart Belt and other leaders 

in my command took advantage of the online self-assessment and reported it to be worthwhile. 

Many of the myths and challenges raised may be 

familiar, but the book provides a good review and 

slightly different way of looking at them. Just about 

anyone who has been in a leadership position will see 

things they did, or failed to do, as leaders reflected in 

these chapters. The task is to identify weaknesses or 

areas with room for improvement. 

Maxwell uses the myth analogy to point out selflimiting thinking that he believes many middle managers employ, consciously or unconsciously, and how 

that can have a negative effect on their ability to influence others and can limit their ability to be good leaders. Two myths are “I can’t lead if I am not at the top,” 

and “when I get to the top I will no longer be limited.” 

With regard to the challenges, Maxwell simply points 

out the difficulties inherent in being a middle manager such as “following an ineffective leader,” “championing the vision” when you did not create it, and 

managing what he terms the “Ego” challenge inherent 

from being in the middle and not in the limelight. 

The subsequent chapters of the book address the 

myths and challenges raised by the first two chapters. 

The author exhorts leaders to practice “leading up,” 
31

that, “more than twothirds of the people 

who leave their 

jobs do so because 

of an ineffective or 

incompetent leader. 

People don’t leave their 

company – they leave 

their leader.” The author 

emphasizes placing a high value on people, leadership, 

and the importance of devoting significant resources to 

developing both, while fostering an environment where 

people feel safe to take risks and share ideas. He exhorts 

leaders to “unleash their leaders.” By allowing others to 

lead, one can go from being the only leader to being one of 

many leaders. 

Overall, I thought it was a good book offering some 

interesting insights, even though most of the ideas expressed 

in the book will be familiar to any student of management. 

I found many of the principles expressed in the book to 

be variants of empowerment and other managerial theories 

popular in the late 1980’s and early 90’s. I found myself 

pondering Maxwell’s definition of manager versus leader, 

and I wondered if we did not place too much value on what 

we perceive to be leadership at the expense of good oldfashioned managerial skill. It seems that having vision is 

of little use if one does not have the managerial skill to 

create the structure that supports it. Stated another way, 

I wonder if we sometimes give people we perceive as 

leaders a pass on managerial skill, because managerial skill 

is deemed more pedantic and less important. If so, perhaps 

we do so at our peril. 

In any event, I found I did not agree with every idea 

expressed in the book, and I doubt you will either. For 

instance, in the opening pages of “Leading down,” the 

author makes the assumption that “the leader at the top 

often has boundless energy and is very quick mentally. 

Conversely, when you move down (the chain), people move 

slower.” He does say that is not true across the board, just 

generally. I am not sure I buy into that mindset. It seemed 

like pandering to those he believes are reading his book. It 

also seemed to be a bit paternalistic and inconsistent with 

his idea of seeing everybody as a “10” later in the same 

chapter. I agreed that “one should be prepared every time 

you take your leader’s time,” but he encourages the middle 

manager to prepare 10 minutes for every minute of meeting 

time. That seems excessive, and I have no idea how one 

would enter that into CMTIS. Still, there were good ideas 

in even this sub-chapter, so I do not mean to throw the baby 

out with the bathwater. 

In conclusion, I found this book to be a worthwhile read. 

The uninitiated will find a nicely packaged set of theories, 

simply expressed, that they can use immediately to become 

better leaders and managers. I give it a 7.5 on a scale of 10. 

Read any good 

books lately?

Tell us about it!

Submit a book review to

natalie.morehouse@

navy.mil.

RLSO Naval District Washington works diligently to ensure that IA and their families are fully supported. Family member contact and assistance plans 

are developed with the active duty members and their 

families prior to deployment. In several instances, the 

member’s family relocates during the deployment. The 

command identifies local support available for those 

family members. In one instance, a mentor whose 

spouse had deployed multiple times as an IA was identified and has provided invaluable support to the IA’s 

spouse. The command maintains regular contact via 

e-mail and telephone with IAs and their families. 

RLSO Europe and Southwest Asia (EURSWA) 

gives the needs of IA families the highest priority. In 

light of the overseas locations, many IA families choose 

to take long vacations or even relocate during the IA. 

RLSO EURSWA coordinates those travel plans, including use of military aircraft whenever space is available. Children of IAs stay connected through military 

athletic events such as little league and flag football. 

These events create another forum for contact with the 

IA family. For example, the European-wide swim program with teams in Sigonella, Rota, and Naples results 

in increased family interaction. CDR Tony Mazzeo just 

returned from a swim meet in Spain where he had the 

opportunity to visit with the family of LCDR Jason 

Baltimore (currently in Iraq). 

At NLSO Northwest, the junior officers play a 

large role in supporting the spouses and families of 

the IAs. For example, when a spouse, eight-and-half 

months pregnant, needed assistance moving across 

the Puget Sound, the junior officers worked together 

to move the spouse and the couple’s household goods 

to their new home. In addition, spouses of IAs participate in command training and social events such as 

the popular Friday morning ultimate frisbee match and 

NLSO Northwest spouses’ book club. While NLSO 

Northwest personnel are serving overseas, the entire 

command is committed to making the IA and the families feel appreciated and supported until the family is 

reunited.

Keeping in touch with fellow shipmates and their 

families during the deployment is very important to 

NLSO Mid-Atlantic. A quick call or e-mail to our 

colleagues, letting them know the command is thinking 

about them, is a priority and doesn’t need to be tasked. 

Members of the command reach out to the IAs families, regularly inviting them to both formal and informal gatherings of the command. 

We are sure there many ways the JAG Corps is supporting its families and every single way is important!

IA Families continued from page 21
32

LT Brad Parker, NLSO Central, 

served as a legal advisor for the Afghan 

National Police. His efforts were singled out for praise by the U.S. Ambassador’s political / military advisor. LT 

Parker received the Defense Meritorious Service Medal from Brigadier General Twomey, U.S. Army, the Deputy 

Commanding General of Combined 

Security Transition Command Afghanistan.

The Chairman of the Joint Chiefs of 

Staff has awarded the Joint Meritorious Unit Award for exceptionally meritorious achievement to Headquarters, Task Force 134, Baghdad, Iraq, 

during the period Dec. 16, 2005 to Dec. 

31, 2006. Headquarters, Task Force 134, 

was the theater proponent for detention 

operations and the command and control element for an assemblage of 6,000 

Solders, Sailors, Airmen, Marines, and 

Coalition forces who contributed to the 

mission of achieving peace and stability in Iraq. 

NLSO Mid-Atlantic’s Mr. Dwain Alexander has been awarded the Consumer 

Advocate of the Year by the National Association of Consumer Advocates, an association of mostly civilian consumer law attorneys. Alexander was presented the award 

at the group’s annual training conference in 

Washington, DC.

The National Association of Consumer 

Advocates is a nationwide organization of 

attorneys who represent thousands of consumers. 

CDR Elisabeth Jones at her promotion ceremony. CAPT Wise administered the oath and was also the accession detailer when CDR Jones applied 

for the JAG Corps. 

Ms. Ann-Marie Silvia retired 

after 42 years of government service. Ms. Silvia served as the 

Commanding Officer’s Secretary 

at Naval Justice School for almost 

19 years from 1989 to 2008. All 

the staff and students whom she 

touched as part of our Navy JAG 

Corps community are grateful for 

her dedicated and cheerful service.

LCDR Greg Bart received a Certificate of Merit by The American Society 

of International Law’s Lieber Society on 

the Law of Armed Conflict. He received 

the award for his paper “The Ambiguous 

Protection of Schools under the Law of 

War.” 

Milestones

Assistant Secretary of the Navy Installations and Environment B.J. Penn presented a coin in Diego Garcia, Indian 

Ocean to LN1 Taleska Green to recognize her sacrifice to the Navy and her 

country. 

Having served over 39 years, Ms. 

Doris Lama retired from Federal 

service in May 2008. She retires 

as the Navy’s Privacy Act/FOIA 

Officer, and has served the Navy 

in the Privacy Act/FOIA Office for 

more than 26 years. 

CDR Rebecca Conrad, Community 

Manager, was awarded a MSM for her 

RLSO Hawaii tour. The award was presented to her by CAPT Tim Howington, 

BUPERS-3, Head Community Manager.

LCDR Michael Adams was 

awarded the MG William Garrison 

Award February 2008 for excellence in legal support to special 

operations forces. Winners of this 

award are given a sculpted eagle 

on a walnut pedestal bearing a 

quote from MG Garrison. 

32
3333

LNCM Tyrone Burnett was honored for outstanding meritorious 

achievement while serving as Senior 

Enlisted Advisor, Naval Legal Service 

Office Pacific (NLSO PAC) Yokosuka, 

Japan, from July 2005 to August 2007. 

RADM MacDonald presented CDR 

Andy Levitz his Bronze Star for his 

service in Iraq and Afghanistan. The 

award was presented in the Pentagon 

Feb. 20, 2008. 

LCDR Frank Hutchison presented

LN2 Jason Weaver the Joint Service 

Commendation Medal for his service 

in Camp Bucca, Iraq.

COL Martin, USA, presented LT 

Dave Melson with the Iraq Campaign 

Medal for his service in Multi National 

Force - Iraq. 

Milestones

Congratulations to Ms. Heidi Beasley on her selection as the Judge 

Advocate General’s 2007 Senior Civilian of the Year and Mrs. Viola 

Witherspoon on her selection 

as the Judge Advocate General’s 

2007 Junior Civilian of the Year. 

Ms. Heidi Beasley is assigned 

to the OJAG National Security 

Litigation and Intelligence Law 

Division at the Washington Navy 

Yard. Ms. Beasley demonstrated 

significant leadership skills 

through her initiative to mentor 

field Security Managers, which 

had a significant impact throughout NLSC. 

Ms. Viola Witherspoon is 

assigned to NLSO PAC and was 

recognized for her skill, initiative, attitude, and provision of the 

best possible customer service. 

33

The 2007 Outstanding Legalman of the Year was presented to LN1(SW/AW) 

Tanica Bagmon, USS KITTY HAWK (CV 63) and the Naval Legal Service 

Command Sailor of the Year award was presented to LN1(SW/AW) Paul 

McCarthy, Region Legal Service Office Japan.

Special congratulations to the following personnel on their selection as finalists: 

LN1(SW) Tracey Mitchell, Commander, 

Naval Air Forces, U.S. Pacific Fleet, 

LN1(SW/AW) Amy Rodriguez, Training Support Center, San Diego, Calif; 

LN1(SW) Michelle Stallings, RLSO 

MID-ATLANTIC, LN1 Vernice Williams, 

NLSO PACIFIC.

CDR Greg Cervi retired after 21 

years of honorable and dedicated service. CDR Cervi’s inspirational leadership, profound insight and subject 

matter expertise resulted in unparalleled success for the Navy’s premier 

maritime practice. By his dynamic 

leadership, keen judgment, and loyal 

devotion to duty, CDR Cervi reflected 

great credit upon himself and the 

Navy. CDR Cervi is pictured with his 

family.
LCDR Eric Mcdonald’s homecoming celebration at his daughter’s 

school, Grace Christian Brethren School in Maryland.

LN2 Kerry Thomas. LN2 Rasha Stewart-Potter, and LN1 Alicia Romero at 

Camp Bucca, Iraq.

LCDR Zoe Kugeares and LN1 George Anderson take a break to 

pose for the camera in Afghanistan. 

34

On March 14, NJS hosted a command brief and tour for a Canadian delegation from the 

Canadian Forces Military Law Centre (CFMLC). Pictured are LCDR Tracy Clark, Maj Cory 

Moore (CFMLC); CDR Denise Stich; LCol Martin Kenny (CFMLC); Dr. David Emelifeonwu 

(CFMLC); LCdr Mary Gardam (CFMLC); LCDR Justin Clancy and LT Derek Mills. 
CAPT Dave Weaver and LT James Kirby on the bridge of USS 

DWIGHT D. EISENHOWER (CVN 69) during a pre-deployment 

legal assistance and will drafting visit.

 Senator and Air Force Colonel Lindsey Graham at Camp Victory Baghdad in February 

2008. Capt. Kathryn Miller (USAF), LT Matt Hamel, Senator Graham, LT Mike Hussey, 

LT Mike Bloomrose, LCDR Steven Brady, LCDR Chris Tucker.

CAPT Charlotte Wise presented with gift from LNCM David Leafer 

and LNCM Christopher Browning at her retirement ceremony in 

April. 

 ENS Michael Ammendola, LNC Michael Stephens, 

CDR Scott Thompson, and Adam Siegfried at the 

Pensacola Marathon Feb. 17, 2008. 

LN1 Carole McCoy, attached to RLSO EURSWA Det Rota and 

currently serving in Iraq as a TF-134 IA, with Secretary of State 

Condoleeza Rice. 

35
Office of the Judge Advocate General

Public Affairs Office

1322 Patterson Ave., SE, Suite 3000

Washington Navy Yard, DC 20374-5066

LN1 Brenda Donohoe in a M1A1 tank while 

serving with the Marine Corps in Iraq.