AHMAHMAHMAHM

AHMAHMAHM

AHMAHMAHMAHM

AHMAHMAHMAHM

AHMAHMAHMAHMALL HANDS MAGAZINE

PDF OF THE NAVY

SECRETARY OF THE NAVYThe Honorable Richard V. Spencer

CHIEF OF NAVAL OPERATIONSAdm. John M. Richardson

NAVY CHIEF OF INFORMATION, ACTINGCapt. Gregory L. Hicks DEFENSE MEDIA ACTIVITY

DIVISION OFFICERLT Ricky Rodriguez

SENIOR ENLISTED ADVISOR, Gray Team-Navy MediaMCCS(SW/AW/SG) Josh Thompson

LEADING CHIEF PETTY OFFICERMCC(SW/AW) Ryan Tabios

EDITORMC3 Taylor Stinson

All Hands Number 1, 2018 is published by the Defense Media Activity, Navy Production Department, 6700 Taylor Avenue, Fort George G. Meade, Maryland 20755.

ON FRONT COVER: A photo illustration featuring Fire Controlman 1st Class Juan Morales. Morales has completed more than 300 artistic projects for various Navy command and ships since he enlisted in 2012. - (U.S. Navy photo illustration by Mass Communication 3rd Class Taylor Stinson)

ON BACK COVER: U.S. Navy Diver 2nd Class Chris Carlson, assigned to the submarine tender USS Emory S. Land (AS 39), performs underwater cutting operations using a Broco torch on a mooring system with other divers assigned to Underwater Construction Team (UCT) 2 in Apra Harbor, Guam. UCT 2 provides construction, inspection, maintenance, and repair of underwater and waterfront facilities in support of the Pacific Fleet. (U.S. Navy photo by Mass Communication Specialist 1st Class Arthurgwain L. Marquez)

1 2018

OUR MISSION IS TO EMPOWER, INSPIRE AND INFORM OUR NAVY FAMILY

Navy Updates PFA Separation PolicyFROM CHIEF OF NAVAL PERSONNEL PUBLIC AFFAIRS

The Navy announced revisions to the Physical Readiness Program separation policy Dec. 21, directing commands to discontinue processing Sailors for separation as a result of Physical Fitness Assessment (PFA) failures and providing guidance on how to handle Sailors with approved separations in NAVADMIN 304/17.The goal of the Navy’s physical readiness

program is to maintain a minimum prescribed level of fitness necessary for world-wide deployment and to maintain a Sailor’s long-term health and wellness. “My number one priority is to keep the

Fleet properly manned,” said Vice Adm. Robert Burke, Chief of Naval Personnel. “Retention of every capable Sailor is critical to the operational readiness of the Navy while ensuring every Sailor has the opportunity to safely achieve and maintain fitness and body composition standards.”Effective immediately:

For enlisted Sailors who fail one PFA, the failure will be entered into Navy Standard Integrated Personnel System (NSIPS) to inform them of the failure and enroll them in the Fitness Enhancement Program (FEP) until

passing the next official PFA. Also, Sailors cannot be frocked or advanced but may regain eligibility by meeting PFA standards with a monthly mock PFA.If an enlisted Sailor fails two or more

consecutive PFAs, they will continue service until their SEAOS. These Sailors will be ineligible for advancement, reenlistment or extension, receive an adverse report that states significant problems on evaluations and detailed as required. A Sailor can regain eligibility for advancement and reenlistment by passing an official PFA and receiving the recommendation of the Commanding Officer.Enlisted Sailors who currently have an

approved separation or Fleet reserve dates as a result of the previous PFA separation policy may have a decision to make on whether or not they want to remain on active duty. The NAVADMIN annotates direction for these Sailors to take if they desire to stay Navy.Officers who fail one PFA will not be

promoted. Commands are required to delay promotion and inform PERS-834, Officer Performance and Separations. A Letter of Notification will be issued to inform them of the PFA failure and their enrollment in FEP. Members may regain eligibility by passing the next command monthly FEP mock PFA.Officers who fail two or more consecutive

PFAs will be recommended for administrative separation processing. If the Secretary of the Navy (SECNAV) determines the officer is to be separated or retired, this action will occur at the officer’s PRD or upon SECNAV’s determination, whichever is later, regardless of PFA cycle outcomes.If an official PFA is passed prior to

SECNAV’s decision on retention or separation, administrative separation processing will cease and the member will be retained upon notification to PERS-834, Officer Performance and Separations. A special Fitness Report may be submitted to document the Officer’s satisfactory physical readiness status. Two or more consecutive PFA failures will result in an adverse report that states significant problem on their fitness report.

2

- All commands will discontinue processing members for separation as a result of PFA failures.- Separation orders resulting from PFA failures prior to Soft End of Active Obligated Service (SEAOS) with approved dates after March 31, 2018 are cancelled.- Officers with approved separation orders for PFA failure with a directed separation date prior to March 1, 2018 can request their separation orders be cancelled in order to remain in the Navy by contacting PERS-833, Post Selection Board Matters subject to Secretary of Navy (SECNAV).- MILPERSMAN 1910-170, Separation by Reason of PFA Failure, is cancelled.

AHM

AHMAHM

AHM

AHMNavy announced Dec. 20 the enrollment process for eligible Sailors

who choose to opt into the Blended Retirement System (BRS) during the enrollment period of Jan. 1 to Dec. 31, 2018 in NAVADMIN 302/17.When the BRS enrollment period begins, opt-in eligible Sailors

who want to enroll into BRS can do so via the “myPay” website. Those eligible to opt-in that do not choose to enroll in the BRS will remain in the current “High-3” retirement system. However, if a Sailor elects to enroll in the BRS, that election is irrevocable. Sailors are eligible to opt-in to BRS if they are an Active Component

member and will have fewer than 12 years of service as of Dec. 31, or are a Reserve Component member, to include Full Time Support personnel, and will have fewer than 4,320 points as of Dec. 31.Eligible Sailors must be in a paid status in order to enroll in BRS

during the enrollment period. If eligible Sailors are not in a paid status during the election window, they will be given an opportunity to enroll during their first period of service in a paid status. According to the NAVADMIN, hardship extensions to the

enrollment window will be considered on a case by case basis for opt-in eligible Sailors who are unable to enroll in BRS during the 2018 enrollment period. The election to enroll in the BRS can only occur through

the Defense Finance and Accounting service (DFAS) my Pay website at https://mypay.dfas.mil/.As part of the process to enroll in the BRS, eligible Sailors will be

required to affirm in the myPay website that they have completed the mandatory BRS Opt-in Training and acknowledge that they understand the decision to enroll in the BRS cannot be reversed. Commands are required to document that all of their Sailors

have completed the required BRS Opt-in Training through Fleet Management and Planning System (FLTMPS). The training is available on Navy eLearning at https://www.nel.navy.mil and Joint Knowledge Online at https://jkodirect.jten.mil , http://jko.jten.mil/

courses/brs/OPT-IN /launch.html (no common access card (CAC) required) or face-to-face using the Department of Defense syllabus.If Sailors take the training through the non-CAC option, they

must print and turn in the BRS Opt-in Training certificate to their command’s training department to ensure it is recorded in FLTMPS. Mandatory training provides Sailors with information that

compares the benefits of the current retirement system and BRS and must be completed by all opt-in eligible Sailors by Dec. 31. Opt-in eligible Sailors with a current email address in Navy

Standard Integrated Personnel System (NSIPS) will be receiving another notification of opt-in eligibility via email. Sailors should check that their Date of Initial Entry to Military

Service (DIEMS) information is accurate on their LES and in their NSIPS Electronic Service Record (ESR). Additionally, Active Component Sailors should ensure their Pay Entry Base Date (PEBD), the date they entered a paid status in a uniformed service, is correct. Reserve Component Sailors should ensure their retirement point total is accurately recorded in their service record. Along with ensuring all Sailors have received the mandatory

training, Navy is also asking commands to notify their opt-in eligible Sailors of their eligibly to opt-in to BRS and that opt-in window opens Jan.1, 2018. Command administration department can contact their personal support division for a list of all opt-in eligible Sailors within their command.

3

new retirement system enrollment period and process announcedFROM CHIEF OF NAVAL PERSONNEL

DoD BRS Website:http://militarypay.defense.gov/BlendedRetirement

Military One Source Website: http://www.militaryonesouce.mil

BRS RESOURCES

STEP 1 STEP 2 STEP 3 STEP 4 STEP 5Determine your

eligibilityTake the mandatory BRS Opt-in Course

Educate yourself on the BRS and use the BRS Calculator to analyze

your estimated benefits

Schedule an appoinment to consult

your installation personal financial

manager/ counselor

Make your decision between Jan. 1, 2018

and Dec. 31, 2018

4

NAVY FAMILY FRAMEWORK RELEASED

Our Navy is charged with maintaining maritime superiority. We execute this charge with our Navy team – our Sailors, civilians, and Navy families. Navy families are an integral part of our Navy team and a vital contributor to mission success. This Navy Family Framework describes the role that Navy families play in mission success, the responsibilities that the Navy has for our families, and outlines some organizational goals to enhance the mutual support between the Navy and our families.A Design for Maintaining Maritime Superiority lays out the

strategic environment in which the Navy operates, and describes four Core Attributes and four Lines of Effort (LOEs) through which the Navy will address that environment. This Navy Family Framework supports the Gold LOE – Strengthen our Navy Team – and states, “We are one Navy Team – comprised of a diverse mix of active duty and reserve Sailors, Navy civilians, and our families – with a history of service, sacrifice and success.”We must commit to eliminating any forces that work against

our families, and enhance those forces that contribute to stronger families and greater family readiness across the Navy. To this end, the goals of this framework are:

GOAL 1: Improve Navy Family Support Programs

We must ensure our family support programs are effective in meeting family readiness challenges.•Programs will address Navy-wide family readiness

challenges while incorporating the uniqueness of our U.S. and overseas communities.•Navy families will help identify opportunities to improve

program effectiveness and evaluate progress.•To ensure our programs remain relevant, we must establish a

process to encourage feedback from all involved, and respond to make changes when it makes sense.

GOAL 2: Better Connect and Inform our Navy Families

We are a global Navy, and our families serve with us around the world.•Our families must be able to access the information they

need where they are and reach out to get help when necessary.

•Information should be timely, relevant and legitimate – the “real scoop” flowing through two-way lines of communication.•The system for communicating with families should

ultimately be a comprehensive, simple-to-use tool designed for easy access and tailored delivery, with metrics for measuring success.

GOAL 3: Improve Navy Spouse Training and Expand our Education Network

Our Navy spouses benefit when they have the tools available to meet family readiness challenges.•Through available self-directed learning, educational

mentorship, and Navy community volunteer opportunities, spouses have the option to become even more active leaders in the Navy team.•The Spouse Leadership Education Continuum is being

developed by a designated team of Navy spouses partnering with Commander, Navy Installations Command and all others with a role in family support to identify spouses’ education, resources, and mentoring options. As a team, we will refine the continuum, identify best practices and innovation, and expand our training network within and outside of the Navy.

GOAL 4: Increase Meaningful Command Leader Engagement with Navy Spouses and Families

We need leaders committed to inspiring our Navy team and to building tough and informed Navy families who support their Sailors and engage with their Navy community.•Command leaders will identify readiness challenges and

have a program to address them.

U.S. Navy photo by MC2 Sierra D. Langdon

CNO MESSAGE TO THE FLEET

•All command leaders must foster an environment of inclusion to create a culture where Sailors and families can thrive.•Commanders should expand ways to assure all members

of the team of our commitment to their safety, security and development.

Sailors and civilians are stronger when Navy families’ actions support Navy values, exhibit our core attributes of integrity, accountability, initiative, and toughness and show a deep commitment to supporting each other and the Navy team.•Navy core values and attributes should permeate our

community and help shape our culture.•The family’s role on our team is well defined and understood

by all members of the team. Families feel the rewards of serving alongside their Sailors and Navy civilians.•Navy spouses share a deep call to service and become leaders

as they gain experience alongside their Sailor. Like our Sailors and civilians, spouses should have opportunities for personal and professional growth; to develop as a leader.

5

Version 1.0 of the framework provides general guidance and intent, while providing local commanders the flexibility to determine their own strategies.Commander, Navy Installations Command will

serve as the central advocate for Navy families and will provide an annual assessment of CNIC programs that support the overall health of Navy families, trends on common challenges, an avenue to collect and share best practices, and the means for Navy families to provide input on Navy-wide initiatives.Navy unit commanders and leaders will be

accountable for execution of their individual plans to implement this family framework. Commands must include Navy families in setting the local goals and objectives as well as evaluating the progress.Strong and supported Navy families will

embrace their role on the Navy team and are ready to prevail in all future challenges. This Framework clarifies the contributions that our Navy families bring towards meeting the desired end state envisioned within the Design: A Naval Force that produces leaders and teams who learn and adapt to achieve maximum possible performance, and who achieve and maintain high standards to be ready for decisive operations and combat.The Navy is committed to maintaining maritime

superiority. In order for our Navy to reach its full potential, leaders must lead the entire Navy team under the command. Through this framework, the strength of our one Navy team will grow by investing in our families, to enable them to better support our Navy and its mission. It is my honor to be a part of this effort focused on Navy families and their importance to our Navy team. I am privileged to be leading our team.

U.S. Navy photo by MC3 Abby Rader U.S. Navy photo by MC2 Amanda A. Hayes

U.S. Navy photo by MC2 Kenneth Abbate

GOAL 5: Reinforce Navy Families’ Connection to the Navy and to the Navy Core Values of Honor, Courage, and Commitment

A R M O R U P[SURFACE WARFARE OFFICER SCHOOL]

By: MC2 Ignacio Perez

U.S. Navy photos by MC2 Ignacio Perez

6

A roaring wall of flames rolls over Sailors’ heads as the hose team -- made up of Sailors just checked into their first ship -- inches its way through a smoke-filled room.When the team reaches the glowing ball of fire, the team leader

yells out, telling the nozzle man to engage the class alpha fire (this type of fire consists of burning wood, trash - anything that leaves an ash). Steam starts to billow over the Sailors as the flames begin to diminish. Once the fire is out the team leader calls out to his team; “class alpha fire out set re-flash watch.” Ordering a Sailor to remain near the extinguished fire with a charged hose, ensuring that no new fire breaks out.Fortunately, this scenario isn’t real. It’s one of many courses

sailors undergo at a Surface Warfare Officer’s School (SWOS). In fact, from the time a Sailor first sets foot aboard a ship to when a commanding officer prepares for his or her first command, all Sailors will have attended a SWOS course, continuing their advancement in the knowledge naval surface warfare.Established in 1961, SWOS sets a standard for Sailors across the

globe, and is responsible for teaching every Sailor aboard a naval vessel. Today, SWOS offers different types of training facilities wherever they are needed around the world, from navigation refresher courses in Yokosuka, Japan, to basic damage control trainer classes in Rota, Spain.“While we do concentrate on having officer training here in

Newport, Rhode Island, and enlisted engineering and navigation schools in Great Lakes, [Illinois], all the other additional areas of training are farmed out to fleet concentration areas because that’s where the fleet is,” said Capt. Scott Robertson, SWOS commanding officer. “We want to make it easier for Sailors to get at SWOS and to be able to provide feedback. We very much view a critical function of SWOS as being in touch with what’s going on in the fleet, and we can’t do that if we are not where the fleet is.”By gathering the information Sailors need to know, SWOS

has been able to set a baseline that incorporates training from E1 all the way to O6.“It’s extremely beneficial … because it gives you a standard. It

gives you baseline, so no matter when you come back to SWOS, you know what to expect,” said Lt. Ryan Murtha, a littoral combat ship instructor at SWOS in Newport. “Because when you go out to the fleet onto a ship, you may have Sailor X from a different command that does it completely differently from Sailor Y that got a different background. So by having SWOS lay that baseline, it allows the fleet to be better prepared and allows it to sync up a lot easier.”During SWOS courses, Sailors gain confidence by repeating

various simulators and trainers in safe and controlled settings, avoiding damage to equipment and personnel. By allowing Sailors to recreate environments in the simulator, trainers said, they will be better prepared.“When I was a student here … we were in a simulation

environment where we were in low visibility conditions, expected to go high speeds. One year later, deployed on USS Fort Worth (LSC 3), we were in a very similar situation,” said Lt. James Arterberry, a littoral combat ship instructor. “We were going thirty knots in the Sulu Sea off the coast of the Philippines with low visibilities, and I had that confidence as a watch stander to know how to drive the ship safely because I had seen it before in the simulator.” The need for these simulators and trainers was proved necessary,

instructors said, when USS Mason (DDG-87), was attacked by

cruise missiles in the Red Sea. Sailors defended themselves and their ship, relying in part on knowledge and experience gained in SWOS courses. That ability to keep a ship operational and tactically lethal is crucial, commanders explained.“The days of us not really have any near pier out there are

behind us,” said Capt. Robertson. “So it’s absolutely critical that we have credibility behind our deterrence, and to have deterrence truly be effective, we need to make sure we are putting ships to sea that have well-trained crews on them that will go out and be able to perform whatever mission is called upon them. Whether it’s sea control or presence, they have to be ready. And Surface Warfare Officers School plays an absolutely critical role in that mission, so that’s why I tell my students and my staff, ‘Armor up: We got to be ready’.”

7

t h ej o l lya rt i s tBy: MC2 Jacob Milham

Walking through the passageways aboard the Arleigh Burke-class guided-missile destroyer USS Kidd (DDG 100), there are very few variations to the color scheme. The walls, known as bulkheads, are covered with layers of off-white or gray paint, typical of any Navy vessel. Yet there are some exceptions. Scattered throughout the ship are colorful paintings on doors

and hatches depicting a myriad of scenes including a skull with a crossed sledgehammer and axe, and a master-at-arms insignia with weathered depth and detail. Far from a printed picture slapped on a door, these are real works of art and they’re all thanks to the

work of Fire Controlman 1st Class Juan Morales.Morales, from Orange County, California, said he has a storied

history in regard to his skills. Artistic talent runs in his family. He and his younger siblings began sketching and drawing from a young age.“Each [sibling] has their own level of drawing and their own

style, but they are all good,” said Morales. “The skill probably came from my mom’s side and it was passed down to us.”Morales developed his own style and skill before joining the

Navy, yet he said the majority of his artwork is on display for

10

U.S. Navy photos by MC2 Jacob Milham

the whole Navy to see.“Before I joined the Navy, I would draw for people but I

never did any major projects,” Morales said. “It wasn’t until I got to boot camp that I did big projects. I painted offices and ladderwells for the RDCs (recruit division commanders) and some work during my “A” school as well. I see people come back from the school house with photos and I know that I painted where they stood.”Before reporting to Kidd, Morales was stationed at both

Naval Station Great Lakes and the Dam Neck Annex in Virginia Beach, Virginia. He has completed more than 300 artistic projects for various Navy commands and ships since he enlisted, March 14, 2012.Morales’ current projects range from departmental door paintings

to personal drawings and tattoo designs for crew members. “I find myself constantly wanting to draw,” he said. “I have

drawings all over my notebooks and binders. Drawing is a huge stress release and helps me focus more in the long run. Any chance I get, I draw.”His most iconic drawing on Kidd is the Jolly Roger on the rear of

the 5-inch gun on the ship’s forecastle. The piece took more than eight hours to complete and Morales used a liberty day during a port visit to ensure it was finished.“People came back to the ship and told me that I lost out on all

that liberty and I didn’t even realize it,” said Morales.Morales’ work extends beyond the bulkheads of ships. He has

volunteered to paint elementary schools, both in the San Diego and Everett, Washington, areas. “It was nice to go and complete the projects at schools

because my children were attending the schools as well,” said Morales. “The kids took a genuine interest in the work and helped out as well.”Back home, Morales continued his volunteer work by teaching

art classes at schools. Morales taught basic artistic principles to students and incorporated different cultures’ artistic styles.“Based on a nationality, I would tailor the art that was taught,”

said Morales. “For example, we would teach abstract art with an Asian twist. That was the end project, but I would teach how to texture and how to blend colors.”Morales taught the classes for nearly two years, totaling more

than 600 hours helping students develop their own artistic abilities.With no formal art training, Morales said he feels his artistic

works are more spontaneous than planned.“I don’t consider myself an artist,” said Morales. “I simply enjoy

replicating what I see or what I want to see. It’s a challenge for me and I figure out what I’m doing as I go.”With or without formal training, Morales said he wants to

continue to grow his artistic skills including exploring the digital realm. But for now, he’s happy to create works of art that bring a smile or a proud head nod to the Sailors assigned to the various divisions aboard Kidd. A splash of color and a source of pride on a U.S. Navy ship at sea.

11