Criteria The Legion of Merit is awarded to members of the Armed Forces of the United States without degree for exceptionally outstanding conduct in the performance of meritorious service to the United States. ... The Legion of Merit is awarded to members of the Armed Forces of the United States without degree for exceptionally outstanding conduct in the performance of meritorious service to the United States. The performance must merit recognition by individuals in a key position which was performed in a clearly exceptional manner. MoreHide
Comments
Distinguished service as CO, COMOPTEVFOR and USN retirement.
Criteria Individuals authorized the award of this medal must have participated in or served in support of Global War on Terrorism operations on or after September 11, 2001 and to a future date to be determined... Individuals authorized the award of this medal must have participated in or served in support of Global War on Terrorism operations on or after September 11, 2001 and to a future date to be determined. MoreHide
Description
Awarded as CO, COMOPTEVFOR, Norfolk VA
Other Memories
Sometimes opportunity does knock twice. While I thoroughly enjoyed the learning experience as a member of Task Force Warrior, I kept my eyes open on another job that was something I had been previously screened for, but didn't get because of rotational timing. But as fate would have it, the minute I learned the position was again available, I asked my boss for permission to move on. I knew it would most likely be my last tour in the Navy and I wanted the option to pick the kind of duty and location that would be the icing on the cake.
In February 2005, I received my orders to be the Commanding Officer, Staff of the Navy's sole operational test and evaluation command, Commander Operational Test and Evaluation Force, headquartered in Norfolk, Virginia. Our folks at COMOPTEVFOR (for short) provide an independent and objective evaluation of the operational effectiveness and suitability of the Navy?s newest aviation, surface, subsurface, communications, cryptologic, and space systems in support of Department of Defense and Navy acquisition and fleet introduction decisions. In the nutshell, if it's going to be the latest advancement to naval operational or war-fighting technology, it has to pass though our rigorous testing standards before it is deployed and/or more are procured.
Working with some of the finest Fleet Sailors and engineers from every part of the Navy, I was thrilled to get this opportunity. When I first reported, my duties encompassed command administration, physical and information security, career management, and collateral responsibilities as the command?s Inspector General. However, I was soon tasked to evaluate the command's overall organization and processes in order to come up with options as to how we could do business more efficiently and effectively. After that evaluation, I quickly gained a myriad of new responsibilities as the Director of Resources to include those as the Chief Information Officer (CIO), Director of Training, Logistics, Supply, Travel, and Contracting. I now had responsibility for virtually every command support function just short of the Chief Finance Officer's duties. The result: red tape was eliminated, accuracy improved, turnaround times shortened and staff satisfaction significantly increased since the transition. Fortunately, I also gained the people necessary to oversee these new functions and was able to quickly gain their trust and confidence to lead them in a more cohesive, team-oriented manner. What's more, I was entrusted to once again do I what I love doing most ?- taking care of our people!
As most would agree, the only thing constant in this world is change. And I believe a great deal of my good fortune has a lot to do with being assigned to the right place, at the right time, in the right organization. My job at COMOPTEVFOR has certainly proved that ?- ten times over.
Criteria The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a... The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a degree that would warrant the award of the Legion of Merit. MoreHide
Comments
1998 - 6th award: COS, Commander Task Force Warrior, Norfolk, VA
Other Memories
It was in the summer of 2003 while in Millington, Tennessee that I first heard that the Navy was going to stand up a task force to develop and fulfill a complex Chief of Naval Operations vision known as ?Sea Warrior.? As it was articulated then, the task force would be responsible to put some rigor and standardization in the tying together of multiple manpower, personnel, training, education and readiness systems that were in varied stages of development. The end result would be to synchronize them into one interoperable "system of systems." The concept was intriguing and the challenge was enormous. But it wasn't until I heard who was potentially going to be chosen to lead the task force that it really peaked my interest. The rumor was that my former commanding officer at Personnel Support Activity Norfolk and now a Flag Officer was about to be named as the Commander of Task Force Warrior. After making initial contact to see if there was any truth to that rumor, I learned that indeed she was going to command it, and was asked if I would be interested helping stand it up. Of course, I enthusiastically accepted -- even before I could have possibly contemplated the kind of political obstacles, funding constraints, manpower battles and logistical challenges that would confront us from the very start.
Even while we began to organize our small team of about 8 officers, 2 enlisted and one borrowed civilian employee, we were already on the road meeting the key Flag Officers and their staffs involved with their proprietary developmental systems. Our first step was to determine how much developmental funding was already involved, at what stage of development their particular system was in, and how much effort it would required to steer it towards interoperability with the other systems needed to part of the Sea Warrior initiative. From Washington, DC to Pensacola, Florida, and New Orleans, Millington, TN to Norfolk VA -- we were constantly on the go, despite the fact we hadn't even yet established a headquarters office from which to operate. Once we received approval to stand up the Task Force in Norfolk, as the Chief of Staff I flew ahead to begin the process of finding a suitable Task Force Warrior Headquarters location, and procuring the furniture, office and electronic equipment needed to accommodate our operational needs. Concurrently, I began doing battle with the manpower bureaucrats to get us the caliber of personnel we needed to perform our complex mission, tasks and functions. It took me several months of wheeling and dealing, begging and borrowing, and exhausting virtually every bit of tact and diplomacy I could muster. But, in the early part of 2004, we finally stood up our fully functional headquarters to hang our collective hat in the major fleet concentrated area of Norfolk, Virginia. And believe me, geographically it was clearly the best place to be in an otherwise politically charged environment.
I won't go into all the particulars of what those politically charged obstacles were, but suffice it to say we had our work cut out for us from the very beginning. We had no less than six superiors who all had a career-vested interest in seeing their portion of the Sea Warrior initiative would remain fully funded, and endeavored to see that each of the other systems would be resynchronized to conform to their developmental platform -- regardless the millions in costs or rework required. Stubbornness, hardheadedness and egos clearly blinded those we needed to rally as a team, find commonality and come together to see the Sea Warrior system of systems concept become successful. While much progress was made in this unprecedented project, its speed to execution was painfully slower than we would have hoped. For a little over a year in that particular assignment, I learned a great deal about my own capabilities and limitations. Things I could use to better serve the needs of the Navy regardless of where I would next be assigned.
Criteria The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a... The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a degree that would warrant the award of the Legion of Merit. MoreHide
Criteria The Navy and Marine Corps Commendation Medal may be awarded to service members who, while serving in any capacity with the Navy or Marine Corps, distinguish themselves by heroism, outstanding achievem... The Navy and Marine Corps Commendation Medal may be awarded to service members who, while serving in any capacity with the Navy or Marine Corps, distinguish themselves by heroism, outstanding achievement or meritorious service (but not of sufficient nature to warrant a higher decoration). MoreHide
Comments
2nd award received as OIC, PSD Lemoore, CA
Other Memories
The Personnel Support Activity Jacksonville (PSA) command tour is one I will always treasure. Too many great people I'd worked with, and so many fond memories upon which to reminisce. With the weather being normally great, the shopping convenient and super friends in a wonderful, fun community, the Jacksonville, Florida area is still destined to be our ultimate retirement location of choice. But as what usually happens when you're having fun, it was just too short. It seemed like we had finally gotten settled into that growing community and my two-year tour had just flown by. We were facing another reassignment -- this time heading to the mid-south region at the Navy's personnel headquarters in Millington, Tennessee commonly known as Navy Personnel Command or NPC.
It was May of 2002 that I headed up a team as the NPC Director of Field Support Division - the program manager of the Navy's Pay/Personnel Administrative Support System (PASS). Only this time instead of commanding my own PSA, I would be responsible for the overarching interpretation, promulgation and execution of operational policy to the six world-wide PSA commanding officers, as well as to the pay and personnel departments of deployable ships and squadrons. Believe me, analyzing and interpreting legislative changes to pay and personnel entitlements was a most difficult challenge in itself. And while it was relatively easy for politicians to authorize a higher reenlistment bonus, a hazardous duty pay entitlement, a new hostile fire zone bonus, or assignment incentive pay to those deserving, it was quite another story to develop the new corresponding field procedures that our thousands of pay, personnel, and transportation specialists would need to use to expeditiously affect those pay changes in the antiquated, user-unfriendly pay/personnel systems we had to work with.
What's more, we also had to disseminate procedures to the field in matters concerning benefits and eligibility programs such as the Department of Defense (DoD) ID card -- also known as the Common Access Card (CAC), and ensure appropriate benefits and entitlements were provided to the hundreds of thousands of eligible Navy family members under Defense Eligibility Enrollment Reporting System (DEERS). When you add personnel accounting reporting, passport services, and area clearance oversight -- as well as representing big Navy on dozens of working groups and at meetings involving all future pay/personnel and transportation systems under development -- you can see why this new job also required me to attain a lot of frequent flyer miles away from the headquarters.
It seems that with every great challenge I?d experienced before, came great reward. It was during the NPC tour that I would be fortunate enough to be promoted again -- this time to the rank of Captain. To try to express what a great honor it is to achieve this career milestone or what it meant to me just can't simply be written. What it signified to me though was a culmination of the kind of continuous support I'd been so fortunate to have from my family, closest friends, leaders, peers, and the Sailors with whom I?d led, laughed with or learned from. I was once again blessed by being elevated to a prestigious pedestal in my career by the many who cared for, carried, and/or lifted me up to it. Another one of those life's lessons: those you genuinely care for inevitably take care of you.
Criteria The Navy and Marine Corps Commendation Medal may be awarded to service members who, while serving in any capacity with the Navy or Marine Corps, distinguish themselves by heroism, outstanding achievem... The Navy and Marine Corps Commendation Medal may be awarded to service members who, while serving in any capacity with the Navy or Marine Corps, distinguish themselves by heroism, outstanding achievement or meritorious service (but not of sufficient nature to warrant a higher decoration). MoreHide
Comments
3rd award received at COMTHIRDFLT Pearl Harbor, HI for duty as XO, Staff Enlisted
Description Operation Southern Watch was an air-centric military operation conducted by the United States Department of Defense from Summer 1992 to Spring 2003.
United States Central Command's Joint Task Force SOperation Southern Watch was an air-centric military operation conducted by the United States Department of Defense from Summer 1992 to Spring 2003.
United States Central Command's Joint Task Force Southwest Asia (JTF-SWA) had the mission of monitoring and controlling the airspace south of the 32nd Parallel (extended to the 33rd Parallel in 1996) in southern and south-central Iraq during the period following the end of the 1991 Gulf War until the 2003 invasion of Iraq.
Operation Southern Watch began on 27 August 1992 with the stated purpose of ensuring Iraqi compliance with United Nations Security Council Resolution 688 (UNSCR 688) of 5 April 1991, which demanded that Iraq "immediately end this repression and express the hope in the same context that an open dialogue will take place to ensure that the human and political rights of all Iraqi citizens are respected." Nothing in the resolution spelled out the Iraqi no-fly zones or Operation Southern Watch.
Iraqi bombing and strafing attacks against the Shi’ite Muslims in Southern Iraq during the remainder of 1991 and during 1992 indicated Saddam Hussein chose not to comply with the resolution. Forces from Saudi Arabia, the United States, the United Kingdom, and France participated in Operation Southern Watch. The commander of JTF-SWA, an aeronautically rated United States Air Force (USAF) Major General, assisted by an aeronautically designated United States Navy (USN) Rear Admiral, reported directly to the Commander, United States Central Command (USCENTCOM).
Military engagements in Southern Watch occurred with regularity, with Coalition aircraft routinely being shot at by Iraqi air defense forces, though they were usually only reported in the Western press occasionally. An intensification was noted prior to the 2003 invasion of Iraq, though it was said at the time to just be in response to increasing activity by Iraqi air-defense forces. It is now known that this increased activity occurred during an operation known as Operation Southern Focus.... More
Other Memories
A highlight of a Navy career is assuming command. Some might argue that having command of a large ship like a nuclear aircraft carrier is more challenging and therefore more prestigious than having responsibility over a command ashore. But I would counter; it is not the size or the shape of the command at the time you assume responsibility for it -- but the way you lead and the kind of shape you leave it in when you leave that are significantly more important.
May 2000 was a significant milestone in my career. I would again relieve a superb professional and my good friend as I took over as the Commanding Officer of the Personnel Support Activity in Jacksonville, Florida. I inherited a well-organized command and some veteran leaders and managers to keep it running with extreme precision. At the top, I had a compassionate, veteran Executive Officer and a truly wonderful Command Master Chief at either side to keep either hold me up, keep me on track, or otherwise keep out of trouble? Add a cadre six experienced Department Heads and 16 extraordinary Personnel Support Detachment Officers in Charge who supported over 750 thousand Sailors, retirees and their families, and you can quickly understand how honored I was to get this leadership opportunity.
Our team of some 650 Sailors and civil service employees had the responsibilities to provide the pay, personnel, passenger transportation and overall administrative support throughout the entire Southeastern Region. We had Detachments supporting our Sailors and their families ranging from Camp Lejeune and Cherry Point, NC, to Beaufort and Charleston, SC. From Athens, Atlanta, and Kings Bay, GA to Meridian and Gulfport, MS. From Northern Florida in Pensacola, Panama City, Jacksonville and Mayport to southern points as Tampa Bay and even Key West. Our geographic footprint even covered our customers in Puerto Rico and Guantanamo Bay, Cuba.
To ensure we kept our primary focus on what was key and important, we created a coin or token with the command's logo on one side and the few words that would come to symbolize our mission objective: "Priority One: Taking care of our People." To earn such a coin was akin to saying that you individually demonstrated the essence of those words and accepted the distinction of being among the very finest in our command. During my two years of travels in my regional area of responsibility, I must have bestowed over 400 of those tokens of appreciation and gratitude to those who epitomized the best of the best.
Throughout that tour, morale was high, attrition was low; retention was at an all-time high, while disciplinary infractions were extremely low. Accuracy of pay/personnel transactions were high, while processing timeliness continually improved. Even after the horrific events of 9/11, our team of professionals kept their composure and focused on our mission objectives even harder. All in all, I believe our genuine care and concern for one another is the glue that kept us together and made my command tour so rewarding. I could spend hours retelling stories of the caliber of people I worked with, the wonderful friends we had, or the adventurous tales of the many travels my Command Master Chief and I made. But that will have to wait for another time or place. Suffice it to say, it just didn't get any better than that!
Criteria The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a... The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a degree that would warrant the award of the Legion of Merit. MoreHide
Criteria The National Defense Service Medal is awarded for honorable active service as a member of the Armed Forces during the Korean War, Vietnam War, the war against Iraq in the Persian Gulf, and for service... The National Defense Service Medal is awarded for honorable active service as a member of the Armed Forces during the Korean War, Vietnam War, the war against Iraq in the Persian Gulf, and for service during the current War on Terrorism. In addition, all members of the National Guard and Reserve who were part of the Selected Reserve in good standing between August 2, 1990, to November 30, 1995, are eligible for the National Defense Service Medal. In the case of Navy personnel, Midshipment attending the Naval Academy during the qualifying periods are eligible for this award, and Naval Reserve Officer Training Corps (NROTC) Midshipmen ae only eligible if they participated in a summer cruise that was in an area which qualified for a campaign medal. MoreHide
Criteria The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a... The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a degree that would warrant the award of the Legion of Merit. MoreHide
Comments
2000 - 3rd award: XO, PERSUPPACT Norfolk VA
Other Memories
Coming back to Norfolk in the spring of 1998 was a blessing in so many ways. Above all, I was blessed by being back home and reunited with my family. But I was also blessed by reporting in for my new duties at a command that was significantly attractive to me for quite some time. Personnel Support Activity (PSA), Norfolk was the largest of the seven PSAs responsible for pay, personnel and transportation customer service in the United States and abroad. The seven PSAs covered geographic areas as far north as New London, CT; as far south as Jacksonville, FL; as far west as San Diego, CA; and Great Lakes, IL. Our Sailors in activities abroad were supported by PSAs in Yokosuka, Japan and Naples, Italy. What made PSA Norfolk most special for me is because I was also relieving an old shipmate and dear friend who succeeded me in Hawaii about ten years earlier. What's more, I would be working for an extremely brilliant professional and highly respected naval officer whom I also worked with at another major command in Hawaii from years past. It was a blessing, a bonding, and a homecoming all rolled into one. Things could only get better.
As the command's Executive Officer, I would now lead about 50 mostly senior military and civilian employees, as well as 16 Officers-in-Charge of our satellite Personnel Support Detachments (PSDs) located from Washington, DC to Camp Lejeune, NC, and even two remotely operated PSDs in Roosevelt Roads, Puerto Rico and Guantanamo Bay, Cuba. During the course of this tour, those 16 PSDs would expand to another 9 PSDs located in all of the New England area and in Keflavik, Iceland. Our mission was to provide the overarching personnel support to over one million Sailors, retirees, and their family members ashore. We did everything from issuing their government identification cards, processing their travel expense claims, getting their pay right, and coordinating their travel orders; to arranging their flights and processing their paperwork for advancement, promotions, or other programs for which they were eligible. Managing such a diverse group of some 700 employees was indeed challenging. But what made matters even more difficult was having to work with automated pay and personnel systems that were anything but reliable or automated. This made the challenges and pressures significantly greater for all. It became clearly apparent that most of the staff and those working in our satellite PSDs felt very overworked, underpaid, under appreciated, and highly frustrated. And quite understandably, morale was not high. That needed to change, and change fast!
Working closely with my Commanding Officer, I thought we needed to come up with an idea to infuse some positive energy, increase morale, and grab the attention of our staff and our people, while garnering reciprocal support of those Sailors and their families we were trying to help. Surrounded by much negativity and frustration, I came up with an idea that ended up being an inexpensively simple way to turn it around. What was the idea? It was creating a button that all of us (every military and civilian employee) would wear in our offices, at our customer service counters, and even in the backrooms where much of the work was processed. That two-inch yellow button with large, bold blue letters simply said one word: "YES!" YES symbolized that taking care of our people was important to us and we would do whatever we could to say yes before resorting to an undesirable alternative. It meant that despite what we had to work with, we were all in it together and were unified in a positive way. We came to appreciate that we did make a difference! Our people and even our customers quickly became aware of the buttons and understood that they meant: YES, I'm here to help you; YES, I am part of a caring organization; or simply: YES, I can! Homemade and simple as they were, we even had some people ask us where we got them so they could use them in their commands.
Not for any self-adulation or to take any particular credit, I only mention this unique initiative because it was something that simply worked at a time and place when we needed to replace an aura of poor motivation, low self-esteem and stress with something that was more positive and inspired hope. For the next year, performance metrics showed continuous improvements -- as did morale. That aura became increasing obvious in the eyes and by the smiles on the faces of our people when we when we made periodic assist visits to their remote units. Sometimes finding positive ways to change things can come from the simplest origins.
Despite the equipment shortcomings, system glitches, and even the political pressures of the resource sponsors we reported to, we worked extremely well together as a team. And that came at a time when it was most necessary to meet our mission, tasks and functional objectives -- as well as starting and ending each day feeling worthwhile. When you get that kind of synergy; well, I know I went home each night feeling just a bit proud about what we had accomplished.
As fate would have it, my next assignment was one many can only hope for, and so few are fortunate enough to get. It was an assignment that harnessed all of my leadership skills and abilities, and allowed me to share over 30 years of Navy experience. I learned I would be assigned as the Commanding Officer of my own Personnel Support Activity. But first, after eight years in our Virginia Beach home, we needed to decide if we were going to sell or rent it, arrange our pack out, and prepare to find another house in Jacksonville, Florida -? the place we will call home for the next two years.
Criteria The Meritorious Unit Commendation may be awarded by the Secretary of the Navy to any unit of the Navy or Marine Corps that distinguishes itself under combat or noncombat conditions by either valorous ... The Meritorious Unit Commendation may be awarded by the Secretary of the Navy to any unit of the Navy or Marine Corps that distinguishes itself under combat or noncombat conditions by either valorous or meritorious achievement which renders that unit outstanding compared to other units performing similar service, but not sufficient to justify the award of the Navy Unit Commendation. MoreHide
Description
for meritorious service aboard PERSUPPACT Norfolk, VA
Criteria The Meritorious Unit Commendation may be awarded by the Secretary of the Navy to any unit of the Navy or Marine Corps that distinguishes itself under combat or noncombat conditions by either valorous ... The Meritorious Unit Commendation may be awarded by the Secretary of the Navy to any unit of the Navy or Marine Corps that distinguishes itself under combat or noncombat conditions by either valorous or meritorious achievement which renders that unit outstanding compared to other units performing similar service, but not sufficient to justify the award of the Navy Unit Commendation. MoreHide
Description
for meritorious service aboard PERSUPPACT Norfolk, VA
Criteria The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a... The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a degree that would warrant the award of the Legion of Merit. MoreHide
Comments
1998 - 2nd award: AO, USS ABRAHAM LINCOLN CVN 72
Other Memories
The day I walked the length of that pier in Bremerton, Washington to board the USS ABRAHAM LINCOLN (CVN 72) -- I have to admit, I was completely awestricken. What an enormous warship! With a length of over three football fields, a 97,000 ton displacement, and enough jobs for over 5,000 Sailors when fully embarked, it was more like a floating city with its own airport, than it was a ship. After a quick turnover of duties with the incumbent Admin Officer, I quickly set out to learn about the 65 Sailors in my Department, the officers in our wardroom, and the rest of the crew throughout the ship. Never was I more impressed with the overall caliber of shipmates as I was with those with whom I worked aboard ABRAHAM LINCOLN. What made it even more extraordinary was the several hundred female officer and enlisted Sailors who also made this ship their own. From the very start, I just knew my department head tour aboard was going to be something extra special.
It wasn't long after we left the Bremerton Navy shipyard, completed our sea trials, and changed our home port to Naval Station Everett, Washington that we were preparing for our "work ups." This is an evolution in a ship's operating cycle that involves harmonizing the hundreds of crew members in their various departments into a finely tuned, smooth running, mission-oriented "team." And as soon as the ship untied from the pier, that training and team-building began.
For background information, we had several departments with specific functions that all needed to be in synch. We had our Reactor Department with two nuclear reactors to safely provide us the needed power to energize and propel our mammoth floating city. Our Engineering Department transferred that power to our four main engines, provided us enough electricity to supply 100,000 homes, and distilled more than 400,000 gallons of fresh water from the sea each day. Our Navigation and Operations Departments planned our missions and plotted safe courses to keep us from harm?s way. Our huge Supply Department procured, stored and prepared enough food and supplies for us to operate 24-7 for 90 days at a time, while even taking care of our 5,000 pounds of laundry and dry cleaning each day. The largest department on the ship, the Air Department's responsibilities included maintaining and conducting flight operations aboard our four and half acre flight deck. Operating four huge aircraft elevators, their well-rehearsed, color coordinated and carefully choreographed teams launched up to four aircraft a minute via some seriously powerful steam catapults that could accelerate a 37-ton jet the length of a football field from zero to 180 mph in less than three seconds! And fueling and moving those planes around, often in the darkness of night were not easy to do either. When you add an onboard hospital with its fully trained staff; a Dental staff; a post office with its own zip code; our own TV and radio stations, newspaper, fire department, library; and several general stores and barbershops, and you can see why I uttered the word "awesome" so often each day.
My Admin Department was but a small part in the overall operation -- a team responsible for the educational, financial, personnel, and general administrative needs of the entire crew. We also provided the internal and external public relations; coordinated ship tours; initiated morale, welfare and recreational programs; and ensured general information security for the crew. And having personally stood many a military watch as one of the ship's command duty officers was a similarly extraordinary challenge. It gave me the opportunity to truly feel what it was like to have the responsibility for the entire ship, as well as the safety and security of approximately 750 crew members while moored pier side in various ports.
Now I'm sure you might imagine how much I thrived and enjoyed the responsibilities entrusted to me aboard ABRAHAM LINCOLN. However, in that I was geographically separated from my family, I was unable to provide them much (if any) help or support back in Virginia, when I was most needed. Events like our youngest daughter's high school graduation, her wedding, and even the birth of our first grandchild were significant things I missed due to the nature of our Navy mission and the distance from home. While the challenges aboard were very highly satisfying for me, things back home made it a highly emotional and rather frustrating for the family as a whole. But, if all things happen for a reason, then we did find some satisfaction in knowing I was again promoted, would be completing another successful albeit my last at-sea tour, and would soon heading back to Virginia in only a few more months.
Criteria The Meritorious Unit Commendation may be awarded by the Secretary of the Navy to any unit of the Navy or Marine Corps that distinguishes itself under combat or noncombat conditions by either valorous ... The Meritorious Unit Commendation may be awarded by the Secretary of the Navy to any unit of the Navy or Marine Corps that distinguishes itself under combat or noncombat conditions by either valorous or meritorious achievement which renders that unit outstanding compared to other units performing similar service, but not sufficient to justify the award of the Navy Unit Commendation. MoreHide
Description
for meritorious service aboard USS ABRAHAM LINCOLN CVN 72
Criteria The Defense Meritorious Service Medal is awarded in the name of the Secretary of Defense to members of the Armed Forces who, while serving in a joint activity, distinguish themselves by noncombat outs... The Defense Meritorious Service Medal is awarded in the name of the Secretary of Defense to members of the Armed Forces who, while serving in a joint activity, distinguish themselves by noncombat outstanding achievement or meritorious service, but not of a degree to warrant award of the Defense Superior Service Medal. MoreHide
Other Memories
When you're surrounded by a group of jolly ole fellows from NATO countries like Great Britain, the Netherlands, Germany, France, Spain, Belgium, Portugal, Greece, Turkey, Canada and the like, on a daily basis it's sometimes hard to keep the focus on accomplishing your mission. On one hand, there was this group of international party lovers who treasured their two to three hour lunch experience, short work days, and extended (holiday) vacations. On the other hand, there were those of us Americans in uniform who were used to 'mission first' objectives, cramming down fast food, extended work days, and relatively taking little time off. Clearly, there had to be a happy medium. I mention this because I came to understand that management by objectives and no-nonsense leadership won't always work in every environment. As the person in charge of a myriad of varied administrative duties, it became equally important to learn how to achieve consensus and make the concessions necessary to get the job done and still maintain some level of order and discipline. Fortunately, quickly learning to work issues with a NATO mind-set made my job a lot easier.
Some of the bigger initiatives I was either asked to lead or in which I played a major role were things like establishing the NATO building smoking policy; building a non-commissioned officer's mess (or cafeteria); and acting as a referee between the various international flag officers who seemed to always want more office space, equipment, bells or whistles than the other guy. It was sometimes like being a head act in the circus -- juggling a bowling ball, a flaming machete, a turkey leg, and a time bomb at the same time. There were no limits to one?s creativity, flexibility, or threshold of pain when it came to the give and take of running the NATO Norfolk show. But don't think for an instant that I didn't enjoy every blessed minute of it!
Looking back, there wasn't a command or job in which I served that allowed us to make more friends, look forward to attending more social events, or learn more about 'life after working hours' than I did at SACLANT. Sixteen times a year we honored a NATO country's customs and traditions with day-long celebrations that included special flag raising ceremonies complete with marching bands and parades; and special menus with indigenous delicacies to delight the most discriminating taste buds. Add in those fine wines and other libations made that military assignment all the more extraordinary. It was often difficult to remember that we were having so much fun and still getting the basic job done -- on U.S. soil, no less!
Sadly, all good things must come to an end and if something seems to be too good to be true, it probably is, you know how difficult it was to see that tour end. But how it ended was even more difficult than anything we had ever experienced before.
To say it was going to be difficult to leave the family in Virginia is a huge understatement. After winterizing the pool, treating the deck, putting up the storm windows in place of the summer screens, and otherwise giving my wife a cram course on how to maintain the kinds of things that I inherently did inside and outside that house, my responsibilities would now be added to hers. Shortly thereafter, in October I would trade cars with her, and pack up the station wagon with all that I would need to move aboard the ship. I would then make my second solo drive across the continental U.S. in 20 years. It would take me four days of driving and five more to turnover with the officer I'd be relieving before the reality of the pros and cons of our decision began to set in. An awesome tour of tremendous highs and extraordinary shipmates -- but mixed with quite a few frustrating low points would soon be ahead.
Criteria The Joint Service Commendation Medal is awarded in the name of the Secretary of Defense to members of the Armed Forces who, while assigned to a joint activity, distinguish themselves by outstanding ac... The Joint Service Commendation Medal is awarded in the name of the Secretary of Defense to members of the Armed Forces who, while assigned to a joint activity, distinguish themselves by outstanding achievement or meritorious service, but not to an extent that would justify award of the Defense Meritorious Service Medal. MoreHide
Criteria The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a... The Meritorious Service Medal may be awarded to members of the Armed Forces who distinguish themselves by outstanding noncombat achievement or by meritorious service to the United States, but not of a degree that would warrant the award of the Legion of Merit. MoreHide
Comments
1992 - Flag Sec, CINCPACFLT Pearl Harbor HI
Other Memories
This time I would serve as the Assistant Flag Secretary to the Pacific Fleet Commander, a four-star Admiral. Our kids had acclimated to their respective schools, my wife had a job, I was getting involved with the neighborhood governming board, and also learned I was being promoted to Lieutenant Commander. After we discussed it as a family, we decided it would be fine to stay another tour. Hey, what's not to like?
Adjustment to the new Staff administrative job was easy. I had a great team of seasoned administrators who worked and played hard together. It was very much like having a family at work during the day and one to come home to at night. Our main responsibilities included receiving, processing, inventorying and routing the hundreds of pieces of correspondence throughout the command that came in daily. Similarly, we also had to edit, process and account for all the command's outgoing correspondence. In addition we processed hundreds of personal awards for our heroes in the Fleet, maintained a current library of regulations and directives, and protected our government's classified materials entrusted to us. The work days were routinely longer than in other places I had served, that often included half-day Saturdays in order to support our Flag Office personal staff's working hours in providing them the documents or clerical assistance necessary to accomplish the mission. It was also the first place I ever worked that exercised "ropeyarn Wednesdays" whereby the Staff was dismissed at noon in the middle of the week to play golf, relax or take care of personal errands.
I was only in the job for about ten months when our Admiral learned he was being reassigned to an even higher position and a new Admiral would take his place. Once the name of the new Admiral was announced, he began looking to select those he wanted to serve on his personal staff, like the Executive Assistant, Flag Aide, Flag Secretary, Flag Writer and Protocol Officer. Even though I was junior in grade, I was one of a short list of names nominated for the job as the Commander's Flag Secretary. After a short personal interview, I was honored to be selected for that prestigious Flag Sec position. It was a position that also came with the added responsibility of being the Commanding Officer of the Staff. Admittedly, the job was extremely stressful and as demanding as I had ever experienced. To succeed, you not only had to be highly knowledgeable and experienced in your field, but be ready to share that knowledge when, where or whatever time of day or night it was asked of you. Believe me, the mission, lives or careers (particularly mine) often depended upon being right the first time, ALL the time. There was no cherished prize for 'almost.'
Looking back, the challenge of that kind of high pressure position and working with that caliber of senior officers helped me grow and develop into a sharper administrator and stronger leader across the board. And when not running at a 100 mph, I also became acquainted with/and fond of playing my boss' two favorite sports, racquetball and golf -- both which I only regret not having taken up at a much younger (healthier) time in my life. Needless to say, both of those individual athletic venues got the competitive juices flowing to nearly a point of obsession, despite continually losing. In hind site, perhaps those hard fought losses ending up being a wise career move, too? But thank goodness I still possessed the wisdom to realize that while good, I would certainly never be great at either or I might have killed myself trying.
In 1990, fellow Arab Gulf states refused to endorse Iraqi leader Saddam Hussein's plan to cut production and raise the price of oil, leaving him frustrated and paranoid. Iraq had incurred a mountain o
In 1990, fellow Arab Gulf states refused to endorse Iraqi leader Saddam Hussein's plan to cut production and raise the price of oil, leaving him frustrated and paranoid. Iraq had incurred a mountain of debt during its war with Iran that had lasted for most of the previous decade, and the Iraqi President felt that his Arab brothers were conspiring against him by refusing to raise oil prices. Therefore, after weeks of massing troops along the Iraq-Kuwait border and accusing Kuwait of various crimes, Hussein sent seven divisions of the Iraqi Army into Kuwait in the early morning hours of 2 August 1990. The invasion force of 120,000 troops and 2,000 tanks quickly overwhelmed Iraq's neighbor to the south, allowing Hussein to declare, in less than a week, that Kuwait was his nation's nineteenth province. The United Nations responded quickly, passing a series of resolutions that condemned the invasion, called for an immediate withdrawal of Iraqi troops from Kuwait, imposed a financial and trade embargo on Iraq, and declared the annexation void.
Regarding Iraq's actions as a threat to a vital interest of the US, namely the oil production capability of the Persian Gulf region, President George Bush ordered warplanes and ground forces to Saudi Arabia after obtaining King Fahd's approval. Iraqi troops had begun to mass along the Saudi border, breaching it at some points, and indicating the possibility that Hussein's forces would continue south into Saudi Arabia's oil fields. Operation DESERT SHIELD, the US military deployment to first defend Saudi Arabia grew rapidly to become the largest American deployment since the Southeast Asia Conflict. The Gulf region was within US Central Command's (CENTCOM) area of responsibility. Eventually, 30 nations joined the military coalition arrayed against Iraq, with a further 18 countries supplying economic, humanitarian, or other type of assistance.
Carriers in the Gulf of Oman and the Red Sea responded, US Air Force interceptors deployed from bases in the United States, and airlift transports carried US Army airborne troopers to Saudi Arabia. Navy prepositioning ships rushed equipment and supplies for an entire marine brigade from Diego Garcia in the Indian Ocean to the gulf. During the next six months the United States and its allies built up a powerful force in the Arabian peninsula. The navy also began maritime intercept operations in support of a US-led blockade and United Nations sanctions against Iraq.
Coalition forces, specifically XVIII Airborne Corps and VII Corps, used deception cells to create the impression that they were going to attack near the Kuwaiti boot heel, as opposed to the "left hook" strategy actually implemented. XVIII Airborne Corps set up "Forward Operating Base Weasel" near the boot heel, consisting of a phony network of camps manned by several dozen soldiers. Using portable radio equipment, cued by computers, phony radio messages were passed between fictitious headquarters. In addition, smoke generators and loudspeakers playing tape-recorded tank and truck noises were used, as were inflatable Humvees and helicopters.
On 17 January 1991, when it became clear that Saddam would not withdraw, Desert Shield became Desert Storm.
Criteria The Joint Service Commendation Medal is awarded in the name of the Secretary of Defense to members of the Armed Forces who, while assigned to a joint activity, distinguish themselves by outstanding ac... The Joint Service Commendation Medal is awarded in the name of the Secretary of Defense to members of the Armed Forces who, while assigned to a joint activity, distinguish themselves by outstanding achievement or meritorious service, but not to an extent that would justify award of the Defense Meritorious Service Medal. MoreHide
Criteria The Joint Meritorious Unit Award is presented in the name of the Secretary of Defense to Joint Activities of the Department of Defense for meritorious achievement or service, superior to that which is... The Joint Meritorious Unit Award is presented in the name of the Secretary of Defense to Joint Activities of the Department of Defense for meritorious achievement or service, superior to that which is normally expected, under one of the following conditions: During action in combat with an armed enemy of the United States, For a declared national emergency or Under extraordinary circumstances that involve the national interest. MoreHide
Description
1990 - USCINCPAC Airborne Command Post, Hickam AFB, HI
Criteria The National Defense Service Medal is awarded for honorable active service as a member of the Armed Forces during the Korean War, Vietnam War, the war against Iraq in the Persian Gulf, and for service... The National Defense Service Medal is awarded for honorable active service as a member of the Armed Forces during the Korean War, Vietnam War, the war against Iraq in the Persian Gulf, and for service during the current War on Terrorism. In addition, all members of the National Guard and Reserve who were part of the Selected Reserve in good standing between August 2, 1990, to November 30, 1995, are eligible for the National Defense Service Medal. In the case of Navy personnel, Midshipment attending the Naval Academy during the qualifying periods are eligible for this award, and Naval Reserve Officer Training Corps (NROTC) Midshipmen ae only eligible if they participated in a summer cruise that was in an area which qualified for a campaign medal. MoreHide
Other Memories
After gradation from Chaminade University, the Navy found me another job in Hawaii in May 1988. I was assigned to U.S. Pacific Command?s Airborne Command Post (ABNCP) nicknamed, the "Blue Eagles." We worked aboard Hickam Air Force Base and flew our missions with the Air Force's 5th Airborne Command Control Squadron (5ACCS). As part of the Strategic Air Command's forces, as an airborne command post we were responsible for providing contingency airborne operations in the event of incapacitated strategic command and control facilities on the ground. In essence, we were part of an elite network of Airborne Command Posts providing a survivable platform 24/7 to execute the SAC mission if/or when called upon. While the 5ACCS mission was to host our ABNCP teams in their specially modified U.S. Air Force EC-135s, as the command's administrative and security officer, my four-person, multi-service staff's responsibilities on the ground was to ensure our highly-trained crews had the necessary tools and equipment they needed to fly their airborne missions without any interruption or inconvenience.
Working with the combined Navy, Army, Air Force and Marine team of professionals was a new and enlightening experience. We had to become well-versed in all the varied service policies and regulations to accomplish our personnel mission. Needless to say, for me the two years with the Blue Angles was a continuous learning experience -- and one that allowed me to expand my horizons beyond those only associated simply with Navy-specific operations.
Criteria The Joint Meritorious Unit Award is presented in the name of the Secretary of Defense to Joint Activities of the Department of Defense for meritorious achievement or service, superior to that which is... The Joint Meritorious Unit Award is presented in the name of the Secretary of Defense to Joint Activities of the Department of Defense for meritorious achievement or service, superior to that which is normally expected, under one of the following conditions: During action in combat with an armed enemy of the United States, For a declared national emergency or Under extraordinary circumstances that involve the national interest. MoreHide
Description
1988 - USCINCPAC Airborne Command Post, Hickam AFB, HI
Other Memories
A-l-o-h-a! It was the early summer of 1984 when we arrived in Honolulu and drove up to our new home in Mililani, Hawaii. Finding our home a month earlier was a story in itself. That can only be described as a whirlwind of a 96-hour excursion made possible by military flights from Travis Air Force Base near San Francisco to Hickam Air Force Base in Honolulu. Despite looking at homes from one end of the island to the other, we were fortunate to find just the right house in just the right location, signing the papers only hours before we boarded our early morning flight back to California. Sometimes things just work out like that...
My new job at Commander THIRD Fleet was on an island within the island of Oahu called Ford Island. Used primarily as a small plane landing field and docking facility for our battleships during World War II, its primary use in 1984 was to host the THIRD Fleet headquarters, an oceanographic analysis center, and an Army transport facility. Whenever you see the Arizona Memorial or the battleship MISSOURI nowadays, you're seeing those Ford Island moorings. There were only two ways to get to Ford Island from the main island; by car/passenger ferry or water taxi. Just like changes in the wind or weather, the dependability of that transportation was not assured -- especially so for the 50 or so military families who resided in the few government housing units on the island.
I was assigned as the Staff Executive Officer and Personnel Officer. While my traditional administrative and managerial experience were particularly useful, I learned I was also the Fleet boathouse officer making me responsible for the Admiral's barge, the Chief of Staff's gig, and the associated maintenance and upkeep of those "water limos." As meetings and appointments were invariably off island, becoming intimately familiar with the mechanical, electrical and basic propulsion systems of those boats became a matter of career longevity. If anything didn't work properly, we had hours, not days before corrective actions had to be completed. Thank goodness I had some dedicated and experienced Sailors running the boathouse operations.
When not in goggles and overalls, the first two years on Ford Island were primo. In addition to overseeing the personnel actions for our staff, the superb Flag Mess, the building maintenance crew, and a few other 'cats and dogs' functions, I soon became the administrative, security, and awards officer upon the retirement of the incumbent Administrative officer. Even the most ambidextrous jugglers couldn't have had as many balls in the air as I did, without having plenty of experience. To this end, I was blessed with the kind of dedicated and experienced administrative, personnel and culinary specialists that kept me out of trouble and maximized mission accomplishment. It was my good fortune to lead a team of about 30 hard chargers who mastered the art of appeasing a staff of nearly 150 senior officers with multiple priorities -- and professionally getting the job done. Life was great!
But as the Navy priorities changed, so did the primary mission of our training and maritime exercise planning staff. We soon became much more operationally oriented and consequently, it became my primary duty to begin transitioning our shore-centric staff to an afloat mission aboard the Flagship USS CORONADO (AGF 11). Having flown to the East Coast to examine the few Staff spaces we would be assigned on CORONADO, it became quickly apparent that only a limited number of our Staff could physically fit/operate aboard. This required a detailed exam of the composition of our staff to determine who would embark and who would not. For those civilians and few Sailors who would not be coming aboard, it also meant I needed to find them jobs commensurate with their career needs and desires, and job availability ashore. Splitting up and leaving those who had helped me accomplish so much and asked for so little would be one of the most difficult things I'd ever have to do. While I wouldn't miss the daily ferry rides or small boat trips back and forth each day, I surely missed working and sharing my days with all of them. A finer bunch of all-stars, there were not...
The truth be known, the moment the ship leaves the pier and those three words are announced, a Sailor knows it's the beginning of another unique and very special time in one's life at sea. It is not a way of life everyone desires or can endure physically, mentally, or professionally. But for those who come to love the smell of the salty sea, the deep blue ocean water, and the nights of a million stars -- it is a life of adventure, purpose, and fulfillment.
Life aboard USS CORONADO (AGF 11) was every bit of an adventure from the day we embarked. As the Commander THIRD Fleet Administrative Officer, the first order of business was to establish the staff's general administrative processes and procedures with a team Sailors who hadn't worked together before, and some were experiencing life at sea for the first time in their careers. Admittedly, babysitting wasn't one of my strong suits. This wasn't duty ashore. We had equipment that needed to be installed and secured; some needing welding to the deck while other machines strapped down to prevent damage from the ship's motion at sea. In addition, supplies needed to be on loaded and properly stowed for sea, but only enough to fit in the limited amount of storage space we were allotted.
Having been the Admin Officer on the USS MOUNT WHITNEY (LCC 20), I experienced what it was like to be part of the ship's company whose job always seemed to be accommodating the many trivial demands of the Staffs we embarked. The Staff seniors in particular always acted like a bunch of prima donnas and were often disruptive to the crew. So now being on the other side, I made it my business to run interference between my Staff and the ship's crew by establishing a close relationship with the ship?s chief engineer, executive officer, and commanding officer. Instead of six senior department heads and the Admiral's office staff making individual demands on the crew, I became the single point man to track all the actions to be completed. This undoubtedly helped to facilitate a harmonious interaction between the staff and crew the entire time we were embarked.
With only a year aboard the ship, it was also the completion of my 36-month tour of duty and meant it would soon be time to transfer again. But a few months before I'd transfer, I learned about an education program whereby a limited number of applicants who were within 18 months of completing a college degree could attend college full time. As I had taken several night courses at Chaminade University of Honolulu and had already received several college credits for in service schools, courses, tests and my Navy experience, I applied for the program in 1987. Much to my pleasant surprise, I was selected into this college degree completion program and was permitted to complete my bachelor's degree in Business Administration at Chaminade. With the exception a few musters and periodic physical tests, my primary duty assignment was to be a college student in Hawaii. I paid for my books and used my G.I. Bill to pay the college tuition. After only 16 months of accelerated night classes, I got to walk the aisle in May 1988. What a great deal!
Criteria The U.S. Navy has issued two marksmanship ribbons: the Navy Pistol Marksmanship Ribbon and Navy Rifle Marksmanship Ribbon, since 1920. The pistol ribbon is currently awarded for qualification on the B... The U.S. Navy has issued two marksmanship ribbons: the Navy Pistol Marksmanship Ribbon and Navy Rifle Marksmanship Ribbon, since 1920. The pistol ribbon is currently awarded for qualification on the Beretta 9mm pistol, while the rifle ribbon is currently awarded for qualification on the M14 and M16 assault rifle variants. The Navy issues the marksmanship ribbon in three levels, that of Marksman, Sharpshooter, and Expert. The basic ribbon is awarded for the Marksman level while the specific Marksmanship Device is awarded for qualification as a Sharpshooter or Expert. Those receiving an Expert qualification receive the Marksmanship Medal, in addition to the Marksmanship Ribbon. MoreHide
Other Memories
After my wife and I digested the short-fused notice that we were going to be transferring to the Naval Air Station (NAS) in Lemoore, California, we knew we had to quickly sell our very first house and our two cars in Virginia Beach before flying West. Fortunately, our same realtor took care of the house and our selling of the two cars seemed to work out rather easily too. After spending a few days with my in-laws in southern New Jersey, the five of us flew out of Philadelphia airport and arrived in the mid-afternoon 104-degree heat of Lemoore. As soon as we debarked the plane, I was unanimously informed that "we're hot, we're tired and we're hungry." Understandably, after a long trip like that with my wife and our three kids all under 8 years old, my immediate thoughts of self-preservation required that I quickly find us some food and a place to rest with plenty of air conditioning. Thankfully, my sponsor took care of our temporary accommodations so I was permitted to live another day...
Lemoore, California is a rather peculiar place in the heart of the very fertile San Joaquin Valley. However, located approximately four hours south of San Francisco, four hours north of Los Angeles and two hours east of the California coastline, it was not exactly the "California" we imagined. After a short stay at the Navy Lodge and our unsuccessful attempts to find a house in the city of Lemoore, we accepted assignment to an on-base, 3-bedroom government unit for the duration of our two-year tour. It was the first time (and only time) we ever had to endure such sweltering temperatures through a contraption called a "swamp cooler." To say the least, while 100 of these things may have successfully cooled a small swamp, ours only did a marginal job of keeping the family comfortable -- especially during the hot afternoons and into the nights.
Overall, the Lemoore geographic area was quite desolate back then. It was even more so than it was during our tour in Brunswick, Maine. The base itself was about 8 miles from the one stop-light, one restaurant town of Lemoore and 30+ miles of farms and cattle ranches from Visalia -- the nearest city with a choice of restaurants and shopping venues. Notwithstanding, the NAS Lemoore base activities and recreational facilities made the tour quite endearing. In addition to the command-related, competitive intramural sporting events like bowling, volleyball, basketball, and softball, there were plenty of family recreational activities available like gymnastics, soccer, basketball and little league baseball for the kids to enjoy. And as the sun caressed, enriched soil in the valley was perfect for growing all kinds of fruits and vegetables, we were never without something fresh to eat, can or exchange with neighbors or office workers.
As the Officer in Charge of my own Personnel Support Detachment of some 40 Sailors and civilian employees, it was my first opportunity to individually lead a group of human resource and pay specialists in providing quality customer service for the base, the air wing, the fighter squadron Sailors and the thousands of family members and retirees in the area. As new Navy Lieutenant, locally I took most of my direction and guidance from the NAS commanding officer and the Air Wing?s Admiral, while directly reporting to my Personnel Support Activity Commanding Officer in San Francisco. This relationship gave me a unique opportunity to learn what it was like to accommodate the wishes of three bosses simultaneously while remaining sensitive to the needs and desires of my workers.
After the first four months onboard, one of the significant changes I found it necessary to make was to establish customer service hours. I needed to ensure my folks were alert and receptive in responding to all forms of pay, personnel, and transportation requirements when our doors were open. But at 3:00 p.m. daily, I also needed those doors closed to allow them some uninterrupted time to process the volumes of pay, personnel and travel actions they absorbed during the customer service open hours. To make such a significant change would require that I successfully brief and gain the confidence of the commanders of all of my major customers and my boss in San Francisco. I did so by explaining the necessity of accurately processing these pay/personnel/travel actions and assuring them we would continue to respond to emergent requests and out-of-town customers who came to us for service. The customer service hours arrangement worked out splendidly and our Detachment quickly became the model of excellence in the PSA San Francisco 12-detachment network.
In fact, we all worked so well together in Lemoore that I even contemplated the notion of asking for a one-year tour extension there. But after talking to my transfer assignment officer (detailer), I learned that was not going to happen because another Lieutenant was already slated to come in as my relief in early summer of 1984. Oh well, that's the way it goes. Being almost 3,000 miles from our families and friends on the east coast, perhaps we would be able to return someplace closer to them in our next assignment? But as fate would have it, we would next transfer to Pearl Harbor, Hawaii -- an additional 3,000 miles away from the "right coast." Go figure? But more about our tours in "paradise" next time.
Criteria The Sea Service Deployment Ribbon is awarded to members of the Navy and Marine Corps assigned to U.S. homeported (including Hawaii and Alaska) ships, deploying units, or Fleet Marine Force commands, f... The Sea Service Deployment Ribbon is awarded to members of the Navy and Marine Corps assigned to U.S. homeported (including Hawaii and Alaska) ships, deploying units, or Fleet Marine Force commands, for 12 months accumulated sea duty, or for duty with the Fleet Marine Force that includes at least one deployment of 90 consecutive days. MoreHide
Description
Awarded aboard USS MOUNT WHITNEY LCC 20
Other Memories
Welcome aboard the USS MOUNT WHITNEY (LCC 20), "Home of the Stars!" From the day I reported aboard USS MOUNT WHITNEY I quickly learned that regardless of training, experience, or tenure being a new guy on board meant there would need to be some "adjustments" made. But as a relatively seasoned enlisted man (and a former Chief Petty Officer), one would think that kind of portfolio would be a plus towards being readily accepted as an equal among the ship's department heads. Well suffice it to say, that's not quite the way it started out. As an Ensign in the pay-grade 0-1, some of my contemporaries chose to look at me as a junior officer who was starting at the bottom of the food chain. Perhaps they thought I was still wet behind the ears, so to speak? Clearly that perception would require some attitude adjustment. So I made it my duty to take on the personal responsibility of assisting them to adjust. Come to think of it, maybe that?s how I got my nickname as "the bull" early on as an officer?
The truth be known, it really didn't take long for bonds of both personal and professional friendship to be established. In charge of about 30 Sailors of various experience levels and diverse duties including those in the ship's personnel office, admin office, legal office, post office, master at arms (ship's police force) and even the Chaplain's office, I quickly learned my new duties as the ship's Administrative Officer. The fact that there were so many diverse functions I had to oversee in my job was rather overwhelming at first. But it was just the kind of exposure I needed to quickly learn that while it is wise to know a little bit about everything, it's even wiser to know how to delegate authority to the appropriate level while quickly engaging some sound follow-up techniques.
One of the most demanding challenges (and something I later learned to appreciate) was working directly for the ship's executive officer (XO). He was a no-nonsense, "A" type leader who demanded and received perfection despite the many obstacles he faced daily. The challenge of making sure everything was shipshape and ready before he even had a chance to ask was an accomplishment I thoroughly enjoyed -- even though I did not achieve as often as I wanted. He was another superb mentor who shared a great deal of his sage experience and knowledge with me. The kind of knowledge and experience I would absorb from him and my Commanding Officer to use later in several my future career assignments.
In addition to the normal operational missions, we also had the pleasure of supporting three Flag level staffs embarked on our command and control ship. We had two U.S. Marine contingencies: Amphibious Group TWO and the Fourth Marine Amphibious Brigade; and the Commander of the U.S. SECOND Fleet embarked regularly. Because we constantly had all these Generals and Admirals running around, our ship was nicknamed the "Home of the stars." In addition to having to provide for their care and feeding, as you might expect we also had to keep the ship in top notch material condition and pristine in appearance for the many dignitaries we hosted as part of our public relations mission. Over the months, we had several port visits in the Northern Atlantic. Places like Wilhelmshaven, Germany; Halifax, Nova Scotia; Portsmouth, England; Rotterdam, The Netherlands and Lisbon, Portugal were all wonderful. At one point, we even navigated so far north that we entered the sacred realm of the Arctic Circle which allowed me to become a bona fide "blue nose," in addition to earning my "Shellback" rights of passage when we crossed the equator a few years earlier. And when we were conducting operations off the U.S. East Coast and in the Caribbean, we made some equally nice port visits to places like San Juan, Puerto Rico; Jamaica; New Orleans, LA; Fort Lauderdale, FL; and Newport, RI. But let me point out that had I been in charge of the ship's port visit scheduling, I would have most assuredly had us visit Newport, Rhode Island in July or August instead of experiencing the bone-freezing cold of a wintry January Nor'easter.
And while not part of any job description or prior knowledge, another highlight of the tour aboard my first ship as an officer was being assigned to an officer 'stateroom,' vice a 'berthing compartment.' Having my own twin-sized bed, a sink and other conveniences, vice a stacked 'rack,' and a small tin locker made being underway a much nicer experience to say the least.
Looking back on it, the MOUNT WHITNEY tour was a great opportunity to learn, to grow, and to expand my horizons. And speaking of learning and growing, with the help of our dear friends in Norfolk, we leaped on the opportunity to buy our first home in Virginia Beach. Together with our three kids, that was another great experience for all of us back then. The stability of knowing we would be stationed in one place for three years was a major factor in determining whether to buy or rent. But as fate would have it, (and the needs of the Navy) that super sea tour was shortened to only 24 months before I knew it. Now as a junior grade Lieutenant, I was offered another new job: Officer in Charge of a Personnel Support Detachment in Lemoore, CA. It was the kind of leadership and customer service job I had wanted since our first PASS office was stood up in Brunswick, ME. For reasons unknown at the time, in 1982 Lemoore apparently was an geographic area where it was somewhat difficult to get Sailors to accept orders to. We kind of shrugged and thought, I guess we'll cross that bridge when we come to it -- heck, we're going to California!
Criteria The Navy and Marine Corps Achievement Medal may be awarded to members of the Armed Forces in the grades of lieutenant commander (or major) and below. It is awarded for meritorious service or achieveme... The Navy and Marine Corps Achievement Medal may be awarded to members of the Armed Forces in the grades of lieutenant commander (or major) and below. It is awarded for meritorious service or achievement in either combat or noncombat based on sustained performance or specific achievement of a superlative nature but which does not warrant a Navy Commendation Medal or higher. It may not be awarded for service involving participation in aerial flight after January 1, 1969. MoreHide
Comments
Awarded for special achievement aboard USS MOUNT WHITNEY LCC 20
Criteria The Navy and Marine Corps Commendation Medal may be awarded to service members who, while serving in any capacity with the Navy or Marine Corps, distinguish themselves by heroism, outstanding achievem... The Navy and Marine Corps Commendation Medal may be awarded to service members who, while serving in any capacity with the Navy or Marine Corps, distinguish themselves by heroism, outstanding achievement or meritorious service (but not of sufficient nature to warrant a higher decoration). MoreHide
Criteria The Navy Good Conduct Medal (NGCM) is a decoration presented by the United States Navy to recognize members who have completed three years of honorable service. Medals awarded before January 1, 1996 r... The Navy Good Conduct Medal (NGCM) is a decoration presented by the United States Navy to recognize members who have completed three years of honorable service. Medals awarded before January 1, 1996 required four years of service. MoreHide
Best Friends
LN1 Jim and Ann Marie Alexander; DKCM Earl and Susan Eustice
Best Moment
Birth of third child. Stood up PSD Brunswick. Commissioned as an Ensign, Limited Duty Officer.
Other Memories
Let me tell you a little bit about that during the two years we spent aboard Naval Air Station (NAS), Brunswick, Maine...
I had left Charleston in the spring of 1978 to check in to NAS Brunswick and get us on the government housing list. About a month after I got there, I went back for my wife and kids so we could set up home in a little, isolated house in S. Harpswell. At the very tip of our Harpswell Road peninsula, we were as secluded as we had ever been before. The quaint New England town of Brunswick, Maine was small to start with. There were no major chain stores or malls to speak of. We did most of our shopping at the base commissary or the little Mom and Pop Trading Post store about five miles from the house. When we first got there, the weather was rather mild and the beauty of the Maine country-side was simply breathtaking. Yes, we were in God's country. But summer didn't last very long and we soon learned why it was important to have a snow removal contract to do our driveway to the main road. Holy moley did it snow! Inches turned into feet in hours. Having learned how to shop and split that cord of wood earlier in the year made our wood-burning fireplace something a lot more than aesthetically pleasing to look at.
The people in Maine are quite a unique story in themselves. First of all, if your born and raised in Maine, you're a Mainer or a local. If not, you're pretty much a tourist. For us 'tourists,' there were two basic forms of extra-curricular activities -- fishing or hunting. Now I'm not a hunter, but I sure did like the fact that our secluded government home was atop the hill of the old fuel farm (which tanks held the various types of fuels particularly for the P-3 patrol aircraft and fast frigate ships that were produced by the Bath Iron Works). Guarded by a 24/7 gate watchman, about a half-mile down the hill from our house was a very long fuel pier that I could use anytime I wanted to catch whatever school of fish that were running. And boy oh boy, there were always fish running along the Atlantic coastline -- even that far north! Many an evening or a Saturday I would spend on that pier.
When I wasn't having fun on the pier, I worked as the Leading Chief Petty Officer of the NAS personnel office. I had a crew of about nine personnel and administrative specialists working with me. We worked closely with the disbursing office team across the street to ensure our NAS, Air Wing and VP Squadron Sailors were getting accurate and timely resource support service. One of my close friends and mentors was an old Master Chief Disbursing Clerk who seemed to know everybody and everybody knew him. Our close friendship helped homogenize our personnel and disbursing office staffs to work very well together. This was important when we later consolidated our two offices to become one of the first Personnel Support Detachments in the Navy in 1978. The transition from two offices to a one-stop shop concept of customer service, coupled with the NAS Brunswick leadership being equally supportive and cooperative made it one heck of a great place to work. During that time in Maine we made some life-long friends, shared some great adventures, and found the cold and snow to be tolerable, so long as we were prepared. We had our third child, Becky in Brunswick, making it all the more special to us too. We would have had a four-year tour of duty there had another special event in my career not have happened. It was in the winter of 1979 that I submitted my third application for a direct commission as a Naval officer. I guess the third time's a charm? Shortly afterwards, I learned I was selected for a commission as a Navy Ensign. That in turn would mean we would again have to transfer.
I was filled with mixed emotions. I was not only going to leave some great friends in a place that we found so rewarding, but I would also be transitioning from the enlisted to officer roles with little more than a ceremonial change of a uniform. For almost 12 years I had been groomed from learning how to take orders, to leading and giving orders while taking care of my people. How would this military knowledge and experience transfer into the commissioned ranks? How would my fellow officers in the wardroom accept me? Would I fit in? I would soon find out as I had my orders to depart Brunswick in April 1980 to be the Administrative Officer aboard the command, control and communications ship, the USS MOUNT WHITNEY (LCC-20) homeported in Norfolk, Virginia. Ahh Norfolk. At least we will have some dear friends there to help us adjust to our new environment -- our new life.
Other Memories
Having transferred everyone else off the badly damaged USS BORDELON (DD 881) in Charleston, SC, as the last Sailor off the ship at 2400, as I walked down the brow, the ship was officially decommissioned in the fall of 1977. With my service record and transfer orders in hand, I simply walked down the pier and reported aboard the USS SIMON LAKE (AS 33) to complete my sea tour. As a submarine repair ship, we employed some of the most innovative and talented group of experts in machinery repair, molders, pattern makers, precision instrument repairmen, and some of the most brilliant tradesmen I've ever worked with. There wasn't anything we couldn't fix, rebuild, or redesign to meet our mission.
This tour was particularly interesting in that we would deploy to places like La Madelena, Italy where we'd position our floating repair ship right where our forward deployed crews needed us. Speaking of La Madelena, let me tell you a little bit about that isolated Naval Base back in the late seventies. It's basically a rock that can only be reached from an island by ferry every half hour. That island in turn could only be reached from Sardinia every hour or so, and Sardinia is a 7-hour ferry ride from the Italian mainland (that is not to mention that you have to cross Sardinia by bus to transfer between ferries. If you have enough energy left after a 24-hour duty day, perhaps you would venture to see the amazing sights in La Madelena -- like the local cappuccino bar or liquor store?
But the tour on the SIMON LAKE was really unique for two significant reasons: it was there I was selected for Chief Petty Officer (CPO) in 1977 and it was also where I submitted my first application for selection consideration for a direct commission as a Naval Officer. With only a tad over 9 years in the Navy, being advanced to Chief was a major milestone in my career. The initiation to the elite CPO cadre was even more memorable than the crossing the equator "Shellback" initiation process I had experienced a few years earlier. While both initiations were distinctly different, making Chief gave the words acceptance, brotherhood, and belonging all new meaning. By accepting that advancement, I accepted greater responsibilities and challenges than I had ever had before. It was a great time with a great crew and with some great "goat locker" mentors.
Alas, that sea tour was all too short as I already had received orders back to shore duty in 1978. Pack the bags and load up the car, our next tour would be in Brunswick, Maine. From the heat and ultra humid climate in Charleston, SC to the cold and snowy weather of Naval Air Station in Brunswick, Maine ?- it was a real test of one's ability to adapt to say the least.
Criteria The Navy Good Conduct Medal (NGCM) is a decoration presented by the United States Navy to recognize members who have completed three years of honorable service. Medals awarded before January 1, 1996 r... The Navy Good Conduct Medal (NGCM) is a decoration presented by the United States Navy to recognize members who have completed three years of honorable service. Medals awarded before January 1, 1996 required four years of service. MoreHide
Other Memories
Reporting aboard a rust-running old Navy warship, even in a leadership role as a division leading petty officer had its challenges. You're inherently looked upon to ensure quality of life and morale in the workplace is of the highest standard, while responding to the needs of the 200+ man crew and their families. Notwithstanding all the extra painting and preservation it requires to keep a 40 year old Navy destroyer battle-ready, there always seem to be a lot of things that breakdown or fail at the most inopportune times. When things like the ship's air conditioning system or fresh water producing evaporators go down on a hot 'tin can,' you can bet your bottom dollar that levels of performance and motivation dive proportionately to speed of heat elevation. I won't even get in such things as 'water hours,' or 'Navy showers,' or what a week's worth of soiled work clothes hanging from dozens of laundry bags in a berthing compartment inhabited by 30 men can smell like ... but suffice it to say -- springtime fresh it wasn't.
I scarcely had time to find and move my wife and our one-year old daughter into a little Charleston condo before it was time to pack up my seabag and deploy to the Mediterranean. Pay was very low and to help us manage our pay day to pay day living expenses, we signed up for assignment to government housing if/when it became available. Little did we know at the time, that government housing opportunity would come sooner than later as Jean not only delivered our son, but also had our entire household packed and delivered to our new address while I was out to sea! It kind of gives the term 'planned parenthood' an all new meaning, don't you think?
I learned about the birth of our son via a Navy telegram I received while enroute a port visit to Marseilles, France. Oui, it's a boy! Even though I needed little else to lift my spirits that day, I certainly don't remember buying my own drinks that first night in port. It was a little over three months later that our ship returned from our mission to Charleston and I finally got to hold my son for the first time. Ah yes, homecoming. While I'm thinking about it, please let me share an old Sailor's observation with you. Having experienced many a homecoming in my career, a ship homecoming is a lot like Thanksgiving (without the turkey). It presents an opportunity to humbly count your blessings, hug your loved ones, and most of all to give thanks for all the wonderful and important things in life we somehow manage to overlook.
It was during my tour aboard USS BORDELON two life-changing events occurred that involved loss of lives, critical injuries, major structural damages and highlights what I consider the kind of significant teamwork and confidence in each other that prevented even greater losses.
It was during a cold and wet weekend in November 1975 that we all witnessed a horrific collision at sea when one of our sister ships, the USS BELKNAP accidentally turned into and collided with the USS JOHN F. KENNEDY about 60 miles off the coast of Sicily. The fires, explosions and intense heat emitting from the severely disabled ship made our night-long rescue and assistance seem futile at times. But we hung together to save the ship and her crew, and helped evacuate the severely injured to the emergency medical teams aboard the aircraft carrier. It was a horrific night that tested our training, stamina, and teamwork to the max. Afterwards, our mission was diverted as we towed the BELKNAP's burnt hull into Augusta Bay, Crete for damage assessment and emergent repairs. To this day, I'll bet none of us aboard have forgotten that experience.
And if it is said that history repeats itself, the truth be known that a year later in 1977, our ship also experienced a significant collision with the JOHN F. KENNEDY while deployed in the icy waters of the North Atlantic during a nighttime underway replenishment evolution. It was another incredible test of our wills, our dependence on each other and how our team training saved the ship and ourselves. While sustaining a dozen significant injuries at least we suffered no fatalities in this incident. But due to the age and extensive damage to the super structure of our ship, it was inevitably declared unserviceable and ultimately decommissioned.
Looking back, to better highlight some of the accounts and events that took place during that gut-checking Mediterranean deployment, perhaps this poem I wrote can better summarize? From our 1976 BORDELON 'Cruise Book,' I called it, "Together We Steamed..."
It was late in October we left for sea. Not without several tries believe you me! But together we made it, together we steamed, All together we saw what none could have dreamed.
Who can forget that late November night When we stared in the dark and saw intense light? The BELKNAP was in flames, My God could this be? Would they all perish or be lost to the sea?
Hell no, was our answer, not with us here As we raced to her rescue, our heats pounding with fear. We all fought together to extinguish the fire When it was finally over, boy were we tired.
When we saw what was left as we took her in tow A tragedy so unbelievable, yet fatalities were low. Together we saw it, together we steamed Together we avoided an even more horrible dream.
On we continued, our mission not all that clear Yet we trained and we steamed right into a new year. It was in Palermo we unwound and enjoyed the rest. Then on to Marseilles and Messina right after that test.
When we pulled out of Greece, independent ops at that time, Then back into Naples with Zulu Five Oscars to keep us in line. And then onto Barcelona a place of sheer fun So much in fact, we request a re-run.
Remember Toulon, we worked hard and steady To be sure our old ship was materially ready. Yes she looked good all freshly painted out And who could forget those nights we parties about?
But even better to come was Valencia, Spain. Had a restaurant and bar pier side, even great if it rained! And on to Malaga the women looked so good They even spoke English -- so nice to be understood.
And now we head back -- too good to be true. Yet who could not envy those who flew? With personnel inspections, training drills and such Our shipmates on leave sure aren't missing this much.
But now that it's over and we're back home at last We are reunited with loved ones and look back on our past... For it was together we made it, together we steamed, Together we lived what others could not dream.
Best Moment
Got married. Had first child, daughter. Made PO2 and PO1.
Other Memories
Ask anyone who is considered a success in their particular vocation what they consider most important to their good fortune and you'll most likely hear that one or more significant people in their lives were (and maybe still are) undeniably behind them. Mentors, coaches, spouses, parents, clergymen, and even ex-bosses or co-workers are often singled out as critical elements in molding the ordinary into the extraordinary. While one might argue there are some who are natural born leaders, I contend that successful leaders are a composite of the great coaching and mentoring of those considered the best. The greatest leaders adopt the best from the best, and learn what not to be from the worst. They stir that all together with upbringing, values and beliefs and become leaders with a foundation of success who breed success. Well, that's my belief and I'm sticking to it...
It was early in 1972 that I met my first, life-long mentor -- a seasoned Senior Chief Petty Officer who had just reported to our squadron from a tour of recruiting duty in/or around Chicago, Illinois area. Until that time, I was still the cocky, independent Sailor who most often played to his own drummer, ran on automatic, and "needed little or no supervision to accomplish his duties." At least, that's what it said in my annual performance evaluation. I believe it was the trust and respect of my immediate supervisors who gave me the authority to meet my responsibilities that reinforced my confidence and independence to a point where pay grades became blurred and one's inflated ego may have inadvertently given them a feeling of self-importance and bullet-proof invincibility.
However, one can only be so bullet-proof as I quickly learned when I returned from a leave period to find out I was literally 'fired' from my supervisory position as the Educational Services supervisor because I had failed to execute, or ensure the execution of some rather important administrative details. While these details were not life-threatening or necessarily mission impacting, they included failing to expeditiously mail out some important advancement examination results to Sailors who had been transferred to other commands after their exam date. At the time I thought, I'll get to those admin trivialities when I return from my well-deserved leave period. But to my Senior Chief, those trivialities and the lack of urgency may have created unnecessary anxiety for those Sailors, or otherwise adversely affected their timely promotions -- all because their paperwork was in my "to do" box. This is where I learned another one of life's important lessons: Doing what's right isn't always as important as doing the right thing -- a customer service and leadership lesson I carry with me even today.
So those blurred lines were quickly cleared up for me by the new Senior Chief who made the decision to replace me in that leadership position. I was now assigned rather mundane, non-supervisory duties under his close supervision. It was a generous portion of humble pie that I knew had to eat.
It was also a tipping point in my career and my life in the Navy. Before this, I was a Sailor of the Month and a 4.0 Sailor in this place, I mussed to myself. All right, I'll take the hit for the supervisory mistake which cost me my position. I mean, it wasn't like I was disciplined and I didn't lose any pay or liberty, right? So why let myself get discouraged? Heck, I'll show them -- I'll show all of them, I convinced myself. How? Well, I'd start by proving myself to the very person who fired me. I would work even harder, longer, and better than I had done before to revalidate my worth to him, my organization and the Navy. I knew no tough talking, huffing or puffing would fix this. I would show them by actions.
But the truth be known at that time, little did I realize how much I would come to love that man and all that he stood for. His was his actions that would the best that could have happened to me. But, no matter how much I would show him, there were so many more things he would show me -- the right way of doing things, for the right reasons, and how important it was to put the needs of others first. I would learn that I could not out work or out smart this man, this mentor, this magnificent example of what any young kid from "the city" would want to emulate. There will still be others who would change the course of my life. That's for sure. But in terms of work ethic, tact, diplomacy, and basic leadership by example, none would affect me more positively. Again, what do any of us really know about what lies ahead?
Description This Campaign period was from 30 March 1972 to 28 January 1973. By 1973, both the logistic establishment and the combat arm of the Vietnamese Navy possessed the material resources to carry on the fighThis Campaign period was from 30 March 1972 to 28 January 1973. By 1973, both the logistic establishment and the combat arm of the Vietnamese Navy possessed the material resources to carry on the fight alone. The 42,000-man naval service marshalled a force of 1,500 ships and craft for warfare on the rivers and canals, in coastal waters, and far out to sea. The supply, training, and repair facilities were structured to man and support the operational navy for a long-term struggle.
Despite these advantages, the Vietnamese Navy still was burdened with the old problems of poor leadership, low morale, and lack of dedication on the part of many personnel. The departing Americans in the Naval Advisory Group concluded that the relatively young, recently expanded, and still developing Vietnamese Navy had the potential to add great strength to the defense of South Vietnam, but only if given the time to mature.
The nature of the campaign changed in May when President Nixon ordered the virtual isolation of North Vietnam from external Communist support. Aside from the obvious military rationale, the President sought by this action to end North Vietnamese intransigence at the stalled Paris negotiations. For the first time in the long Southeast Asian conflict, all of the Navy's conventional resources were brought to bear on the enemy. On 9 May, in Operation Pocket Money, Coral Sea's A-6 Intruders and A-7 Corsairs dropped magnetic-acoustic sea mines in the river approaches to Haiphong, North Vietnam's chief port. Shortly thereafter, the other major ports were mined as well. Over 85 percent of the country's military imports passed through these ports. Washington gave foreign ships three days to depart the country, after which the mines armed themselves. Despite this advance notice, 32 foreign, mostly Communist ships elected to remain trapped in North Vietnamese waters.
The fleet's surface combatants also helped deny the enemy unhindered use of the inland coastal areas. On 10 May the 8-inch guns of heavy cruiser Newport News bombarded targets near Hanoi from a position off Do Son while guided missile cruisers Oklahoma City and Providence and three destroyers suppressed the enemy's counterbattery fire from the peninsula. Normally three or four U.S. ships made up the surface action group that cruised along the coast ready to provide air-spotted or direct fire. From April through September, the cruiser destroyer group fired over 111,000 rounds at the enemy, destroying or damaging thousands of bunkers and buildings; knocking out tanks, trucks, and artillery sites; killing 2,000 troops; and sinking almost 200 coastal logistic craft and 4 motor torpedo boats. In August, Newport News, destroyer Rowan (DD 782), and naval air units sank two of the PT boats that attacked the American ships off Haiphong.
The North Vietnamese fought back hard. Earlier in the year Higbee (DD 806) became the first U.S. naval vessel attacked by enemy MiGs, one of which dropped a bomb on the destroyer's stern, wounding four sailors. In addition, while Communist coastal batteries hit 16 ships offshore in 1972, no ship was sunk then or at any time in the Southeast Asian conflict. In July, Warrington (DD 843) struck what was determined to be a wayward U.S. mine that caused extensive damage to the ship. Naval leaders later decided to scrap the already obsolete destroyer rather than spend money on her repair. These few human and material casualties suffered by the Seventh Fleet contrasted with the great punishment absorbed by the North Vietnamese.
From May through December 1972, no large merchant vessels entered or left North Vietnamese harbors. An attempt by the Communist to lighter cargo to shore from ships in international waters was foiled when fleet ships and aircraft, including Marine helicopter gunships, intercepted and destroyed the shuttling craft. The deployed American fleet even curtailed the enemy's intracoastal movement.
Complementing this effort at sea was the massive aerial offensive by the U.S. Navy and U.S. Air Force named Linebacker. In contrast to the earlier Rolling Thunder campaign, in Linebacker Washington gave operational commanders authority to choose when, how, and in what order to strike and restrike targets. Commanders could adjust to changing weather and the enemy's defenses and concentrate their aerial firepower to best effect. As a result, American air squadrons interdicted the road and rail lines from China and devastated North Vietnamese warmaking resources, including munition stockpiles, fuel storage facilities, power plants, rail yards, and bridges.
Using Boeing B-52 bombers and new, more accurate ordnance, such as laser guided bombs and advanced Walleye bombs, the Air Force and the Navy hit targets with great precision and destructiveness. For instance, the U.S. air forces destroyed the Thanh Hoa and Paul Doumer bridges, long impervious to American bombing, and the Hanoi power plant deep in the heart of the populated capital city. They also knocked out targets as close as 10 miles to the center of Hanoi and 5 miles from Haiphong harbor. Between 9 May and the end of September, the Navy flew an average of 4,000 day-and-night attack sorties each month, reaching a peak of 4,746 in August. This represented over 60 percent of the American combat support sorties during the same five-month period.
The North Vietnamese attempted to counter the American onslaught. Employing thousands of antiaircraft weapons and firing almost 2,000 surface-to-air missiles in this period, the enemy shot down 28 American aircraft. In one day alone, the Communist air force challenged U.S. aerial supremacy by sending up 41 interceptor aircraft. On that day, 10 May, Navy pilot Lieutenant Randy Cunningham and his radar intercept officer Lieutenant (jg) William Driscoll became the war's only Navy "aces," adding three kills to the two already credited to them. American air units destroyed a total of 11 North Vietnamese aircraft that day, but lost 6 of their own. The Navy's ratio of kills to losses had improved by the end of air operations on 15 January 1973, when the total stood at 25 MiGs destroyed in air-to-air combat for the loss of 5 naval aircraft. During the Linebacker campaigns, the fleet's SAR units rescued 30 naval air crewmen downed for various reasons in the North Vietnamese theater of operations.
By the end of September 1972, the North Vietnamese diplomats in Paris were much more amenable to serious negotiation than they were at the end of March. Allied air, naval, and ground forces had repulsed the Communist offensive in South Vietnam and in I Corps even regained much lost ground. After drastically reducing the enemy's reinforcements and munitions infiltrated into the South, the U.S. air and naval campaign in the North gradually destroyed Hanoi's ability to prosecute the war.
Believing that a negotiated settlement of the Southeast Asian conflict was within reach in Paris, on 11 October the Nixon administration ordered U.S. Pacific forces to cease bombing in the vicinity of Hanoi. Then on the twenty-third, Washington restricted allied strikes to targets below the 20th parallel. Nevertheless, negotiations with the North Vietnamese again bogged down in Paris while the enemy strengthened the air defenses of the capital and Haiphong and restored the rail lines to China. The Communist once more stockpiled war reserves.
In response to these developments, President Nixon ordered a massive air assault by Air Force B-52 bombers, tactical aircraft, and the Navy's carrier attack units against military targets deep within Hanoi and Haiphong. On 18 December the joint attack, designated Linebacker II, fell on the enemy capital. That night and on succeeding nights of the operation, wave after wave of B-52 bombers and supporting aircraft struck Hanoi, hitting command and communication facilities, power plants, rail yards, bridges, storage buildings, open stockpiles, truck parks, and ship repair complexes. Because of the precision of the air crews and their weapons, there was minimal damage to nonmilitary property. The North Vietnamese met the Linebacker II attack with 1,250 surface-to-air missiles, which brought down 15 of the big American bombers and 3 supporting aircraft; antiaircraft defenses and MiG interceptors destroyed another 4 carrier planes.
The loss of six B-52s on 20 December alone, however, called for a change in tactics and more reliance on technologically superior equipment. Thereafter, the American air forces employed the most advanced precision-guided weapons and electronic countermeasure, target finding, and other equipment. They also concentrated on the destruction of the enemy's missile defense network, including command and control facilities, missile assembly and transportation points, and the missile batteries themselves. To spread thin Communist defenses, the American command broadened the operational arena to include not only Hanoi, but Haiphong, Thai Nguyen, Long Dun Kep, and Lang Dang. This redirection of effort succeeded. By 29 December, the last day of Linebacker II, U.S. forces had neutralized the enemy's surface-to-air missile system while reducing friendly losses to a minimum. Not surprisingly, at year's end the North Vietnamese resumed serious discussions in Paris. On 15 January 1973, both sides ceased combat operations in the North.
Withdrawal from the War
On 27 January 1973, U.S., South Vietnamese, North Vietnamese, and Viet Cong representatives finally signed the long-sought cease- fire agreement at Paris. Under its provisions, the Communist agreed to release all American prisoners of war within a space of two months in exchange for U.S. military withdrawal from South Vietnam and the U.S. Navy's clearance of mines from North Vietnamese waters.
During February and March, U.S. aircraft touched down at Gia Lam Airfield in Hanoi to repatriate 138 naval aviators, some of whom had been prisoners in North Vietnam since 1964. The men were flown to reception centers in the Pacific and the United States, where they received a joyous welcome from families and friends. The repatriation program, appropriately named Operation Homecoming, ensured that the men received extensive medical, psychological, and emotional support for the transition from captivity to freedom. Another five men captured in the war were released earlier by the North Vietnamese while two escaped. Thirty-six naval aviators died while in the hands of the Communist, whose treatment of American prisoners was always harsh and often bestial. The Navy listed over 600 naval flight crew personnel missing and presumed dead at the end of the conflict.
In these same two months, the Navy closed down all remaining base facilities, offices, and commands in South Vietnam. Advisors, the first naval personnel to deploy to Vietnam in 1950, were also the last to leave. The men gathered in Saigon for flights home. On 11 February, the Coast Guard disestablished the office of the Senior Coast Guard Officer, Vietnam, and airlifted out all of its personnel. Soon afterward, the fleet air reconnaissance and communications detachments at Danang relocated to Cubi Point in the Philippines. Finally, on 29 March 1973, the Naval Advisory Group and Naval Forces, Vietnam, were formally disestablished. Thereafter, only 9 Navy and Marine Corps officers assigned to the U.S. Embassy's Defense Attache Office and 156 Marine embassy guards remained in South Vietnam.
The last provision of the cease-fire agreement that directly related to the Navy entailed removal of the U.S. sea mines laid along the North Vietnamese coast and the Mark 36 Destructors dropped into inland waterways. On 28 January, following months of extensive preparation and training, the Seventh Fleet's Mine Countermeasures Force (Task Force 78), led by Rear Admiral Brian McCauley, sailed from Subic Bay and shaped course for a staging area off Haiphong. On 6 February, one day after Commander Task Force 78 met in the city to coordinate actions with his North Vietnamese opposite, Colonel Hoang Huu Thai, Operation End Sweep got underway. Ocean minesweepers Engage (MSO 433), Force (MSO) 445), Fortify (MSO 446), and Impervious (MSO 449) swept areas off the coast near Haiphong while being escorted by guided missile frigate Worden (DLG 18) and destroyer Epperson (DD 719). By the end of the month, amphibious ships New Orleans (LPH 11), Dubuque (LPD 8), Ogdon (LPD 5), Cleveland (LPD 7), and Inchon (LPH 12) had joined the force off North Vietnam. These ships carried 31 CH-53 Sea Stallion helicopters from the Navy's Helicopter Mine Countermeasures Squadron 12 and from Marine helicopter squadrons HMM-165 and HMH-463. These aircraft towed minesweeping sleds and other devices to carry out aerial mine countermeasures along the inland waterways and the shallow port areas. A total of 10 ocean minesweepers, 9 amphibious ships, 6 fleet tugs, 3 salvage ships, and 19 destroyer types served with Task Force 78 during the six months of Operation End Sweep.
The Americans began airborne minesweeping in the primary shipping channel to Haiphong on 27 February and in the ports of Hon Gai and Cam Pha on 17 March. During the early part of April, MSS 2, an old, decommissioned LST, filled with foam and other buffers and crewed by a few daring volunteers, made eight check runs up the Haiphong channel to ensure that no mines threatened the vital waterway. Meanwhile, U.S. naval instructors trained 50 North Vietnamese personnel to conduct minesweeping operations on rivers and inland waterways. Further, U.S. C-130 transport aircraft flew into Cat Bi Airfield to transfer minesweeping gear to the North Vietnamese. Airborne and ocean sweeping operations continued in the Haiphong and northern areas until 17 April, when U.S. leaders temporarily withdrew the task force to persuade the North Vietnamese to adhere to the terms of the Paris agreement. Convinced that Hanoi had received the intended message, on 18 June Washington restarted Operation End Sweep. The task force returned to the anchorage off Haiphong. In little more than a week, Admiral McCauley declared the water approaches to Haiphong and the harbors of Hon Gai and Cam Pha free of danger from mines. Afterward, the American flotilla worked the coastal areas off Vinh in southern North Vietnam. Finally, on 18 July 1973, with Operation End Sweep completed, the Seventh Fleet departed North Vietnamese territorial waters. Thus ended the U.S. Navy's long, arduous, and costly deployment off the Communist mainland.... More
Criteria The Navy Good Conduct Medal (NGCM) is a decoration presented by the United States Navy to recognize members who have completed three years of honorable service. Medals awarded before January 1, 1996 r... The Navy Good Conduct Medal (NGCM) is a decoration presented by the United States Navy to recognize members who have completed three years of honorable service. Medals awarded before January 1, 1996 required four years of service. MoreHide
Other Memories
I guess the rule of thumb applied was if you have to choose between trading a rookie or a known entity; trade the rookie. That's about what happened in January 1970 when emergent transfer orders came in directing one of our office front-runners to report to a guided missile naval destroyer -- a warship imminently deploying to the Far East, the Western Pacific, or in other words to support our maritime war effort in the Gulf of Tonkin, Vietnam). After what must have been a short deliberation (in which I played no part) I was told I was going to be substituted for the Sailor who was originally issued the orders. "Pack your seabag son and report aboard the USS JOHN PAUL JONES (DDG 32) not later than midnight tomorrow." Wait a minute, I thought. You mean I don't get a chance to pass GO, I don't collect $200? The news was like being stopped by a highway patrolman for speeding and instead of dozens of things you'd like to say after being issued the ticket, the only words that come out of your mouth are "thank you." So I packed up, shipped out, and checked in to my new warship just down the pier in Long Beach, California.
I quickly learned that when you report into a new command, regardless of the credibility and respect one normally receives from tenure in the real world, in the Navy you basically start at the bottom again. That is except for the bunk in which you are assigned to sleep. That is ALWAYS the top one -- the top rack -- the one that's the hardest to get into at taps and the one that makes you the last one to get out of, at reveille (no matter how full your bladder) in the morning.
In general, the personnel work was basically the same aboard this ship, except I was taught many more facets of my rating, skill sets). In less that a month aboard we deployed to the Western Pacific (WESTPAC) under the operational control of the Commander 7th Fleet. Our ship's mission was twofold. First and most often, we were assigned to maneuver about a thousand yards astern of our mighty aircraft carriers -- powerful warships like the mighty USS CONSTELLATION, RANGER, ORISKANY and ENTERPRISE. As our smaller ship was more maneuverable, we were in position to readily rescue pilots or Sailors that may have been suddenly blown overboard by jet exhaust. This mission was better known as 'plane guarding.' And while this assignment was pretty routine during the day, it was particularly scary at night when both constant visual and radar assisted navigation were a must.
After weeks at sea at a time, we intermittently visited several ports of call in the Far East to take on fresh food and supplies, make minor repairs, and of course take a little time for crew rest and relaxation (R&R). Ports in places like the Hawaii, the Philippines, Japan, Taiwan, Hong Kong, Australia, and New Zealand were some of the REAL EYE OPENERS I'll never forget.
Yes, see the world, I did! Crossing the Equator for the first time and the traditional "Shellback" initiation that accompanied it was an interesting event, in itself. While I would love to expound upon the many adventures and discoveries I would experience in each one of these exotic ports, regrettably it would take too long to do so here, and would most certainly not be suitable for all audiences :-) Suffice it to say ...er, the food and libations were quite exceptional!
When we weren't plane guarding, maintaining ship upkeep, or enjoying some much needed R&R in some fantastic places, our second significant mission responsibility was to provide Navy Gun Fire Support (NGFS) along the Vietnam coastline. This assignment required us to maneuver ourselves in enemy waters in order to fire our gun batteries precisely into targeted enemy positions in support our U.S. Marines on the ground. This we did with great accuracy and much enthusiasm.
But as fate would have it, on our third or fourth day of NGFS on the gunline, continuously lobbing shells to enemy positions when and where directed; the ship shuddered, lost power, and came to an abrupt STOP! There we were, dead in the water (DIW) less than a half mile off the Vietnam coastline -- so close you could see the enemy's faces through a pair of binoculars. The situation? Our propeller had been entangled by large Vietnamese fishing nets. Unable to move, we had little time to waste as sitting ducks. A few Sailors with scuba diving skills quickly volunteered to go over the side to remove the nets from our propeller and shaft. After what seemed like an eternity, within a few hours we were cleared of the nets, power was restored and back on our NGFS mission. Believe me, that firing line experience was about as close to harm's way as any of us cared to be at the time.
After two ships and overseas deployments, I already had nearly three years in the Navy and a promotion to petty officer third class. It was about time for me to get my new official transfer orders to duty ashore in an aviation squadron in Virginia Beach, Virginia. Like every command that would follow, I left JOHN PAUL JONES with some fond memories and exciting adventures that still last to this day. And I also left behind some unforgettable shipmates. But what I didn't know was that in addition to all those memories, I would also take aboard a significant asset that would inevitably serve the Navy and me far into any future I would have thought possible. That asset was -- experience.
Criteria The Vietnam Service Medal was awarded to members of the Armed Forces of the United States who served at any time between July 4, 1965, and March 28, 1973, in Vietnam or its contiguous waters or airspa... The Vietnam Service Medal was awarded to members of the Armed Forces of the United States who served at any time between July 4, 1965, and March 28, 1973, in Vietnam or its contiguous waters or airspace; or, for any period of service during the same time period in Thailand, Laos, or Cambodia or the air spaces thereover and in direct support of operations in Vietnam. MoreHide
Description
Awarded aboard USS JOHN PAUL JONES DDG 32
Criteria The Vietnam Service Medal was awarded to members of the Armed Forces of the United States who served at any time between July 4, 1965, and March 28, 1973, in Vietnam or its contiguous waters or airspa... The Vietnam Service Medal was awarded to members of the Armed Forces of the United States who served at any time between July 4, 1965, and March 28, 1973, in Vietnam or its contiguous waters or airspace; or, for any period of service during the same time period in Thailand, Laos, or Cambodia or the air spaces thereover and in direct support of operations in Vietnam. MoreHide
Criteria The Vietnam Service Medal was awarded to members of the Armed Forces of the United States who served at any time between July 4, 1965, and March 28, 1973, in Vietnam or its contiguous waters or airspa... The Vietnam Service Medal was awarded to members of the Armed Forces of the United States who served at any time between July 4, 1965, and March 28, 1973, in Vietnam or its contiguous waters or airspace; or, for any period of service during the same time period in Thailand, Laos, or Cambodia or the air spaces thereover and in direct support of operations in Vietnam. MoreHide
Criteria This medal is awarded to members of the Armed Forces of the United States who: 1. Served for 6 months in South Vietnam during the period 1 Mar 61 and 28 Mar 73; or 2. Served outside the geographical l... This medal is awarded to members of the Armed Forces of the United States who: 1. Served for 6 months in South Vietnam during the period 1 Mar 61 and 28 Mar 73; or 2. Served outside the geographical limits of South Vietnam and contributed direct combat support to the RVN Armed Forces for an aggregate of six months. Only members of the Armed Forces of the United States who meet the criteria established for the AFEM (Vietnam) or Vietnam Service Medal during the period of service required are considered to have contributed direct combat support to the RVN Armed Forces; or 3. Did not complete the length of service required in item (1) or (2) above, but who, during wartime, were: a. Wounded by the enemy (in a military action); b. Captured by the enemy during action or in the line of duty, but later rescued or released; or c. Killed in action or in the line of duty; or 4. Were assigned in Vietnam on 28 Jan 73, and who served a minimum of 60 calendar days in Vietnam during the period 29 Jan 73 to 28 Mar 73. MoreHide
Description
Awarded aboard USS JOHN PAUL JONES DDG 32
Other Memories
After an all too quick period of leave back home in New Jersey after Navy boot camp, I was flying off to Long Beach, California to report aboard my first ship, the USS ISLE ROYALE (AD 29). But after all the successes we achieved at recruit training, my first impression aboard ship was considerably less than I had expected. Like most "newbees" I was immediately placed in one of two deck divisions where my assigned duties were to swab fresh water over perpetually salt-stained decks; polish anything and everything brass or chrome; and grind, sand, preserve and paint everything one shade of gray or another. This would be my job from 4:30 AM to 5:30 PM, everyday for at least the next six months. Well, so said my leading seaman, my leading petty officer and the surly Chief Boatswain. "It's the way things are, and always have been," they said. But of course they must have made some mistake, I thought. I was to be a sonar technician as promised by my recruiter. I would be surely be going to one of the Navy's electronics service schools in San Diego and then to a division where I would use this training. Ahhh, not so fast my personnel specialists told me. There was nothing indicated in my service record guaranteeing me a technical service school or anything else but four years of active duty wherever the Navy needed me. So, I quickly learned lesson number one: always read before you sign anything -- especially your enlistment contract! The truth be known, not being allowed to attend a Navy school or work in the area I thought I was going to be assigned didn't turn out to be so bad. Like so many future twists of fate and rare opportunities I would get, the six-month stint with the Boatswain's Mates in the Second Division was a good learning experience. We left California in January 1969 and headed to Pearl Harbor, Hawaii to perform our primary function of repairing damaged or maintenance requiring warships. The eight-day underway period was in itself, quite an adventure. Over the many four-hour watch periods, I quickly learned to ake the helm (drive) the ship, adjust speeds, look out for navigational hazards, as well as participated in many man-overboard, abandon ship, and other damage control drills. While I didn't know it then, learning some good old marlinspike seamanship, proper rigging, watchstanding and preservation techniques are things that engrain just the right amount of salt into the blood of a new Sailor; and serve as a deckplate from which to begin one's seafaring career. It wasn't a full six months of chipping paint before I began searching for a job or skills that I would be best suite for. Our ship's personnel office was looking for help and offered me an opportunity to "strike" for (pursue) the Personnelman rating. At first I was assigned duties in the educational services facet of the rating. I was handed an advancement manual and told to read it -- it would be my bible. I was to be ready to carefully transfer data from service records to examination worksheets in a week. The accuracy of my work would ensure fully eligible Sailors could compete for advancement. After that navy-wide examination cycle was complete, I was told I did rather good for someone without any prior training or experience. Gee, maybe I have found my niche in Navy? I was working in an office, given important responsibilities, helping people -- what's not to like, I thought. Lesson number two: Good things come to those who seek them. What's more, I even got to experience a taste of Hollywood, performing as an 'extra' in the 20th Century Fox war film, "Tora! Tora! Tora!" while in Hawaii. While this experience was a story in itself, I thought: all this and they pay me to? Wow, it just doesn't get any better! Or does it? While I certainly enjoyed the office work, the trust and responsibilities, I felt I needed more. There seemed to be something missing. Granted, at 19 years of age the increased amount of time off to cruise the eye popping, bikini enhanced beaches of Waikiki did much to counterbalance my thoughts of something greener on the other side of the island. Heck, I wanted to see the world -- like the Navy poster said! I was sure there were greater challenges and more exciting duties than repairing warships. It was just before Christmas 1969 that we returned to our homeport of Long Beach. After a short shore leave back home to New Jersey, I returned to the ship in time to learn lesson number three: Be careful what you ask for -- you just may get it. Although only in the Navy eighteen months, greater challenges and excitement were just ahead. See the world I would...
Immediately after graduating from high school, I enlisted in the Navy at MEPS in Newark, NJ. After swearing in, I was off to Great Lakes, Illinois for recruit training -- better known as boot camp. It was a continuous lesson in disciplines -- self discipline as well as team discipline. From the time I got off the bus and began "in processing," everything I thought I knew only served to get in the way of the new things I needed to learn how to do the NAVY WAY. And learn them you would, or else. Once you were issued your military gear and immediately mailed home your personal belongings, you were told what to do and when to do it. Life as you knew it was over. From the time you were awakened (reville) to the time you were ordered to put the lights out (taps), you were provided the basic and ONLY expectable way to conduct yourself. There was no individualism or variants of the RIGHT way to do things. Your hair cuts took less than one minute. (So much for the crew cut I got a few days before I enlisted.) Food served was eaten -- be it good, bad or ugly. You got your physical/dental exam, and all your immunizations at once. You learned how to march; how to wash; how to improvise; how to clean places you never even touched before with little more than a toothbrush -- YOUR toothbrush. You learned how to hand-wash, dry, fold and properly stow your government issued clothing to inspection standards. You were issued a training rifle (a piece) and taught how to hold, handle and drill with it. If you failed to take proper care of your piece, you'd end up sleeping with it. Well, that is after you were given some special after-hour extra military instruction, affectionately called "happy hour." Believe me; you did NOT want to earn enough demerits to learn how to drill with the Marines at happy hour.
You were trained to fight -- fighting incredible fires, gas or chemical -- even survive nuclear attacks. You learned how to accurately fire hand weapons and everything else to control damage to your ship and save your shipmates' and your own life. If you joined overweight, you left at least 10-15 pounds lighter and fitter. If you came in thin and lame, you left 10-15 pounds fitter -- not fatter. You learned to honor, trust and blindly obey those placed in charge of training/leading you. When told to jump, the only question you dared ask was, "how high?" Above all, you learned that you as one individual were only as strong as the combined strength of everyone in your unit. There was no room for a shipmate to fall behind. If he did, you were all left behind. To win meant everyone winning. And it was your job to help those who could not help themselves. Needless to say, I enjoyed the overall boot camp experience -- especially those early "life lessons" I was taught. They would come in handy as I matured in the Navy. But there were some who did not make the adjustments. Those who could not check their egos, suppress their inner child, grow up, or adjust to the exacting regimen were either pushed back weeks in training or discharged.
I'll have to admit, from my rather wild past and impetuous demeanor, I had a few personal adjustments of my own to make in order to fit in. Had I tried to dig in and be that street kid who had enlisted a few weeks earlier, I would have not passed muster -- would not have graduated with my company. The vast majority of us learned the team concept quickly and we gelled despite our varied backgrounds, upbringing, and beliefs. In fact we all did so well, our Company #578 was awarded the honor of graduating as the "color company" -- the best unit in every area of training, sportsmanship and discipline. Although it was certainly no 'piece of cake,' in the end we all acted, looked, and thought as one.
After all we went through together, it seemed a shame we had orders to different ships, stations and squadrons. However, closely bonding with shipmates and eventually leaving them as lifelong friends was something I'd learn would be repeated over and over again in a military career. Although apart in distance and time; there are many who will never be lost from my heart and mind.
So, after a little Rest and Relaxation (R&R) leave at home, I was off to my first ship, the USS ISLE ROYALE (AD 29), docked (homeported) in Long Beach, California. At this point I was quite anxious to see how my initial positive training experience would compare to my first official assignment aboard a ship. I would soon be 'haze gray and underway.'
Criteria The National Defense Service Medal is awarded for honorable active service as a member of the Armed Forces during the Korean War, Vietnam War, the war against Iraq in the Persian Gulf, and for service... The National Defense Service Medal is awarded for honorable active service as a member of the Armed Forces during the Korean War, Vietnam War, the war against Iraq in the Persian Gulf, and for service during the current War on Terrorism. In addition, all members of the National Guard and Reserve who were part of the Selected Reserve in good standing between August 2, 1990, to November 30, 1995, are eligible for the National Defense Service Medal. In the case of Navy personnel, Midshipment attending the Naval Academy during the qualifying periods are eligible for this award, and Naval Reserve Officer Training Corps (NROTC) Midshipmen ae only eligible if they participated in a summer cruise that was in an area which qualified for a campaign medal. MoreHide
Sometimes opportunity does knock twice. While I thoroughly enjoyed the learning experience as a member of Task Force Warrior, I kept my eyes open on another job that was something I had been previously screened for, but didn't get because of rotational timing. But as fate would have it, the minute I learned the position was again available, I asked my boss for permission to move on. I knew it would most likely be my last tour in the Navy and I wanted the option to pick the kind of duty and location that would be the icing on the cake.
In February 2005, I received my orders to be the Commanding Officer, Staff of the Navy's sole operational test and evaluation command, Commander Operational Test and Evaluation Force, headquartered in Norfolk, Virginia. Our folks at COMOPTEVFOR (for short) provide an independent and objective evaluation of the operational effectiveness and suitability of the Navy?s newest aviation, surface, subsurface, communications, cryptologic, and space systems in support of Department of Defense and Navy acquisition and fleet introduction decisions. In the nutshell, if it's going to be the latest advancement to naval operational or war-fighting technology, it has to pass though our rigorous testing standards before it is deployed and/or more are procured.
Working with some of the finest Fleet Sailors and engineers from every part of the Navy, I was thrilled to get this opportunity. When I first reported, my duties encompassed command administration, physical and information security, career management, and collateral responsibilities as the command?s Inspector General. However, I was soon tasked to evaluate the command's overall organization and processes in order to come up with options as to how we could do business more efficiently and effectively. After that evaluation, I quickly gained a myriad of new responsibilities as the Director of Resources to include those as the Chief Information Officer (CIO), Director of Training, Logistics, Supply, Travel, and Contracting. I now had responsibility for virtually every command support function just short of the Chief Finance Officer's duties. The result: red tape was eliminated, accuracy improved, turnaround times shortened and staff satisfaction significantly increased since the transition. Fortunately, I also gained the people necessary to oversee these new functions and was able to quickly gain their trust and confidence to lead them in a more cohesive, team-oriented manner. What's more, I was entrusted to once again do I what I love doing most ?- taking care of our people!
As most would agree, the only thing constant in this world is change. And I believe a great deal of my good fortune has a lot to do with being assigned to the right place, at the right time, in the right organization. My job at COMOPTEVFOR has certainly proved that ?- ten times over.