DON'T MISS: ACCELERATED LEARNING AND CPI&I
SERVICE TO THE FLEET Norfolk Naval Shipyard
We Are America's Shipyard
July 2017
FOUR SHIPYARDERS HONORED AS HARD HAT HEROES
ALSO INSIDE: EYE ON INNOVATION & SHIPYARD SPOTLIGHT
Table of Contents
IN THIS ISSUE Features: 4 FROM THE COMMANDER
Supervisory proficiency and development in America’s Shipyard
5 WELCOME ABOARD
Wainwright joins NAVFAC as new shipyard Public Works Officer
10 FULL STEAM AHEAD
Accelerated Learning leads to changes and a stronger Navy
12 EYE ON INNOVATION
RPL and additive manufacturing tool designers team up to create impeller replacement
18
14 CPI&I
NNSY ensures a vital future with new performance improvement and innovation committee
16 PARKING
Alleviating parking concerns at the Navy's oldest shipyard
18 HARD HAT HEROES
10
20
Four Shipyarders Honored as “Hard Hat Heroes” in local photographer’s exhibit
20 QUARTERS A
Historic residence of NNSY commanders fully restored following 2014 fire
22 SHIPYARD SPOTLIGHT
Making a multi-million dollar impact on asset management program
26 WATERFRONT WATCH
San Francisco team completes DMD
16
VOLUME 80 • NUMBER 3 SHIPYARD COMMANDER Capt. Scott Brown DEPUTY COMMANDER Capt. Daniel Rossler
Service to the Fleet
Editor's Pick:
NNSY comes together to honor Memorial Day
COMMAND MASTER CHIEF CMDCM (AW/SW) Michael Reese PUBLIC AFFAIRS OFFICER Terri Davis EDITOR Anna Taylor PUBLIC AFFAIRS STAFF Michael Brayshaw, Kristi Britt, April Brown, Floyd Logan, Troy Miller, Curtis Steward, Jennifer Zingalie EMAIL THE PUBLIC AFFAIRS OFFICE nfsh_nnsy_pao@navy.mil EMPLOYEE INFORMATION HOTLINE (757) 396-9551 FRAUD, WASTE & ABUSE HOTLINE (757) 396-7971 SHIPYARD RADIO ADVISORY 1630 AM SERVICE TO THE FLEET is a Department of Defense publication and is authorized for members of the DoD. Contents of Service to the Fleet are not necessarily the official views of, or endorsed by, the U.S. Government, the Department of Defense, or Norfolk Naval Shipyard. Service to the Fleet is published monthly. Submissions are due on the 10th of each month. The public affairs staff reserves the right to edit submissions for content and brevity. LIKE US ON FACEBOOK www.facebook.com/NorfolkNavalShipyard1 FOLLOW US ON TWITTER www.twitter.com/NNSYNews WATCH VIDEOS ON YOUTUBE www.youtube.com/NNSYBroadcast VISIT THE NNSY HISTORY BLOG www.nnsyhistorymatters.blogspot.com READ STTF ONLINE www.issuu.com/nnsy
STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Memorial Day is a time meant to honor the fallen service members who gave their lives for this nation. This year, Norfolk Naval Shipyard participated in two events in Hampton Roads in observance of this solemn day. The Veteran Employee Readiness Group (VET-ERG) hosted a Memorial Day Ceremony May 26 at the Bldg. 1500 flag pole. Shipyard Commander Capt. Scott Brown was the guest speaker for the event. “Memorial Day is in dedication of our fallen brothers and sisters who gave the ultimate sacrifice for our freedoms,” said Brown. “These men and women gave their lives for our nation and I am proud of everyone who was able to come out and honor them.” The event featured a battlefield cross constructed by the VET-ERG to show respect for the fallen, as well as two wreaths provided by the Federal Managers Association (FMA) and the VET-ERG. The ceremony concluded with a performance of TAPS by a member of the Army TRADOC band. Brown and members of the shipyard workforce participated in the 133rd Annual Portsmouth Memorial Day Parade. The shipyard commander was grand marshal for the festivities.
“This is one of the oldest parades in the nation that honors our fallen service members and we’re honored to be part of this momentous occasion,” said Brown. Members of the VET-ERG, the Naval Civilian Managers Association, the Disabilities Awareness Committee, the FMA, and more marched with the USS Alabama float and 50 shipyard Sailors at the head of the parade. The event was livestreamed and can be viewed on our shipyard Facebook page. JULY 2017 • SERVICE TO THE FLEET • 3
From the Commander:
Supervisory proficiency and development in America’s Shipyard
Hello America’s Shipyard! July is already here, capping off a dynamic month of June at Norfolk Naval Shipyard. As far as celebrating our 250th anniversary, in the last few weeks we photographed our “human 250” on the Bldg. 1500 lawn, we opened up the newly renovated Quarters A with a ribbon-cutting ceremony and employee walkthrough, and NAVSEA Commander VADM Moore joined us for a Big Rocks ceremony, and we celebrated America’s Shipyard during a pre-July 4th career learning cookout. The Big Rocks ceremony celebrated successes on undocking USS Albany (SSN 753), improving our planning and reducing work stoppages, and completing propulsion work and testing on USS Harry S Truman (CVN 75). I want to talk with you about leadership development in the shipyard. As I note in my command philosophy, we are all leaders, no matter what level in our organization. The CNO published the Navy’s Leadership Development Framework in January 2017 where he outlines enlisted and officer career progression, specifically, leadership development prior to and during successive job assignments and promotions. The same concepts apply to civilian career development. Our High Velocity First Level Supervisor (HV1LS) class is a start, but there is much more to do. Leadership development occurs at all levels of career progression, and includes much more than course work. While attending the most recent NAVSEA Commander’s Forum, I learned of a recent 4 • SERVICE TO THE FLEET • JULY 2017
poll of successful commercial Chief Executive Officers (CEO) that asked them to describe how they got to their leadership position: 60 percent attributed their success to experience in prior jobs; 30 percent named a valuable mentor who developed them; and 10 percent credited training and coursework. In addition to formal courses, I want us to focus on that other 90 percent. I want us to take a thorough look at how we are enabling our people to take challenging, developmental tasks and ensure they are successful in them. Seek out and assign mentors who are engaged and willing contributors to an individual’s development. Just as Core Competencies work to identify shipyard skill gaps, we need to examine our leadership gaps. Build the bench. Each of us should be enabling the development of the future leaders of our shipyard. Not just technical skills and trade proficiency. How are we leading, developing and mentoring our shipyard civilians to be leaders? On-the-job experience alone won’t fulfill the needs. As an example, becoming the Welding Shop Director isn’t just a matter of how many welding beads you laid down in your career; it’s also about being educated in and exemplifying the principles of leadership – high standards of behavior, clear expectations, proper delegation of authority, and follow up for accountability. There are encouraging signs of supervisory development on our waterfront. A few months ago during a pre-shift brief, I met a shop supervisor on the USS Albany (SSN 753) project who was very knowledgeable about her day-to-day duties but did not understand Core Competencies and how they applied to her mechanics. When I recently met with her again, she not only produced the Core Competencies trifold, but detailed how she is meeting weekly with her employees to discuss personal and organizational goals. Thanks to these discussions, her employees are now more engaged in training opportunities and becoming more proficient in their work. There are many improved work processes on our waterfront. After examining Lean concepts, the Inside Machine Shop’s (Shop 31) ball valve section team organized and standardized their work area. This action was
accomplished at the supervisor and mechanic level – the shop’s management enabled and empowered this team, and the results are visible and very effective. Well-being includes pride and ownership not only in our work, but also in our workspaces. I also want to give kudos to the Shop 31 pump section, which, after similar actions as the ball valve section, had zero defects on all its work supporting Truman’s availability. Now that’s engagement and a fine example of America’s Shipyard! This month we’ll be starting the shipyard-wide rollout of a new video, “Team of Winners;” a collaboration between our Diversity and Inclusion Office (Code 1103) and our Shipyard Instructional Design Center (Code 1170). We are all one Navy Team, and we will only succeed in a competitive world by building each other up. The video focuses on improved motivation and morale through respectful behavior and relationships, and is designed to spur discussion and reflection on how we hold each other accountable for courteous conduct in our workplace interactions. Having a team of winners is actually well aligned to the earlier discussion of supervisory development. Both are about building each other up and contributing to each other’s well-being, not undercutting one another personally or professionally. Our busy summer continues with three major milestones to meet this month: finishing up Truman’s Planned Incremental Availability; undocking USS Rhode Island (SSBN 740), and issuing our Resource Constrained Schedule on USS Dwight D. Eisenhower (CVN 69). We will also start Hot Operations in USS Florida (SSGN 728) down in Kings Bay. Thanks to everyone who’s actively supporting these vital efforts over the next several weeks. We are the Navy’s proud stewards in the on-time delivery of ships and submarines. We are Norfolk Naval Shipyard. We are America's Shipyard.
Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander
Welcome Aboard:
Wainwright joins NAVFAC as new shipyard Public Works Officer By Jennifer Zingalie • Public Affairs Specialist Norfolk Naval Shipyard (NNSY) recently welcomed the new Naval Facilities and Engineering Command (NAVFAC) Public Works Officer (PWO) Lt. Cmdr. Ben Wainwright, who brings 16 years of combined public works, waterfront inspection and underwater construction experience. “I am happy to be here and be a part of the team,” said Wainwright. “We work in a complex and challenging environment but I am encouraged to see a lot is already getting done and my team is hardworking.” As the PWO, Wainwright is responsible for overseeing maintenance and repair of NNSY’s utilities, facilities and the overall infrastructure as well as managing construction projects, public works plans, and provide services to visiting ships. “I understand the Fleet is vital to the mission of the Navy and getting it out on time is important,” said Wainwright. “When it comes to facilities issues, we (NAVFAC) must carefully prioritize and ensure to be good stewards of our resources and funding.” One of Wainwright's top goals during his time as PWO is to ensure better
communication with both NAVFAC employees and the commands they serve. “It’s important we are passing the right information to our people who can utilize it and perform their job more efficiently and allow us to accomplish our mission more effectively,” said Wainwright. “We also need to do a better job providing feedback to our customers and an idea of what can and can’t be accomplished in order to establish and foster stronger relationships and a clearer understanding of what is going on to help minimize frustrations.” His second goal is derived from the Seabee motto “Can Do.” “I want us to be proactive and seek out things that can be accomplished,” said Wainwright. “Knocking out 'small rocks' right away, safely and with quality, will have a greater impact overall.” In his off-time Wainwright pursues a healthy lifestyle from working out and running half-marathons to coaching his children in sports. He is also a home brewer, and although he officially works for two commanding officers, Capt. Scott Brown of NNSY and Capt. Dean VanderLey of NAVFAC—he said the real “boss” is his wife
who has graciously allowed him turn their garage into his man cave where he brews beer and hangs out with his good friends. Wainwright is also one of approximately 150 Seabee Divers and enjoys diving when he can. As a civil engineer corps officer he has served as the waterfront inspection program manager and participated in waterfront inspections around the world. “I am excited to be a part of the largest and oldest industrial naval facility,” said Wainwright. “This is where the very first civil engineer corps, who was later part of the bureau of yards and docks, was commissioned. It’s neat to be a part of the birthplace of NAVFAC, and the start of our community.”
JULY 2017 • SERVICE TO THE FLEET • 5
From the Deckplate:
250 years old and America's Shipyard is looking great this summer Happy Birthday America! Well, it's finally here - summer that is! And it is hot! Summer is the season for relaxing, having fun and spending time with your family and friends. When spending time outside, it's important to protect your skin and eyes from the sun's ultraviolet rays and remember, always stay hydrated! In 2016, Between Memorial Day and Labor Day, 11 Sailors and eight Marines lost their lives. Summer is a prime time for use of motorcycles and bikes, and eight of those fatalities were as a result of fatal motorcycle accidents. Remember to wear a helmet and follow basic biker safety instructions. Make sure to drink alcoholic beverages responsibly and never let anyone drink and drive. When preparing food on a grill, always follow the grill manufacturer's instructions and proper food safety procedures. FLTHRO is hosting a career fair for active duty, veterans and spouses July 21 from 10 a.m.-2 p.m. at the Dry Dock Club at Scott Center Annex. NNSY hiring managers will be on-site to meet attendees and discuss available jobs on the shipyard. Bring your resume and applicable veteran's documentation (DD-214, VA
letter, Statement of Service, etc.). You must have military ID to gain entrance. FLTHRO will provide information on all jobs at NNSY, including skilled trades, clerical, administrative, engineering, and radiological positions. This month's CMC Shout out goes out to the following Sailors: IC1 Dunford, LN1 Wadsworth, YN1 Deloach, MA1 Brooks, AT2 Hudson, MA2 Folsom, MA2 Futrell, MA2 Knight, MA2 Adachi, MA2 Roberson, MA2 McNeal, MA2 Thompson, MM2 Cartwright, MA2 Batchelor, MA3 Kasner, MASN Reyes, MASR Carrion-Mayhew, and MASR Cash. Your efforts during the America's Shipyard Celebration helped make the event a huge success. BRAVO ZULU ,Shipmates! As always, it is an honor to be in the Navy and a great time to be a part of America's Shipyard, especially during this 250th year! - CMC Sends!
Michael Reese Command Master Chief
NOBODY GETS HURT TODAY! Safety starts with YOU. Be alert. Don't get hurt. YOU are NNSY's most vital asset. 6 • SERVICE TO THE FLEET • JULY 2017
HARDHART HEROES
Shipyard workers of Hampton Roads Portraits by Glen McClure Exhibition June 2 - August 6, 2017
Portsmouth Art & Cultural Center 400 High Street, Portsmouth, VA
Shipyard Insider: BUZZ & BYTES
SHOP 57 WINS 2016 SAFETY FLAG » POSITIVE YARDAGE EOT Award Congratulations to Captain Chris Via, honored with a Meritorious Service Medal for outstanding service as Public Works Officer at Norfolk Naval Shipyard from May 2014 to May 2017. Via oversaw all facilities operations, maintenance, construction and repair supporting the Navy’s largest industrial activity. During his tenure, Via led complex efforts for the replacement of a carrier maintenance pier and major electrical system upgrades to Dry Dock 8 to accommodate the new Gerald Ford-class aircraft carrier. Photo by Shayne Hensley, NNSY photographer. Congratulations Congratulations to Lt. Cmdr. Richard Lebel, honored with a Navy and Marine Corps Commendation Medal June 9. Lebel provided meritorious service while serving as contracting officer representative at NNSY from February 2016 to June 2017. Lebel coordinated contracted work on USS Harry S Truman’s 8 • SERVICE TO THE FLEET • JULY 2017
Norfolk Naval Shipyard’s (NNSY) Insulation Shop (Shop 57) has been awarded the annual safety flag for the most improved safety performance during 2016! Shipyard Commander Captain Scott Brown and safety leadership presented this award on June 13 in Bldg. 16. In the past year, Shop 57 personnel have emphasized using cut-resistant gloves and implementing cut-resistant sleeves; engaged in safety discussions during job planning phases and table top reviews; and increased employee attendance and participation during monthly safety meetings. Thanks to these efforts, the shop had less than half the injury cases and lost workdays it had in 2015. Criteria for earning the annual safety award at the shipyard includes lowering injury rates, outstanding leadership, labor/management partnerships, employee involvement, and an overall commitment in the Voluntary Protection Program (VPP) principles of providing a safe and healthful workplace. “Code 960 is dedicated to making safety the utmost and top priority, as evidenced by earning the Safety Flag for 2016,” said John Tuthill, NNSY Piping Superintendent. “We’re hoping to maintain it in the coming years thanks to the involvement and innovation of our employees.” Photos by Tony Anderson, NNSY photographer.
(CVN 75) Planned Incremental Availability, directly contributing to that project meeting several milestones and key events. He also ensured lessons learned from that availability were applied to NNSY’s upcoming Planned Incremental Availability on
USS Dwight D. Eisenhower (CVN 69). “His superlative achievements have culminated a distinguished career of 24 years of loyal and faithful service to our country,” said Shipyard Commander Capt. Scott Brown. Photo by Shayne Hensley, NNSY photographer.
Career Fair Attention veterans, current active duty and military spouses! Fleet Human Resources Office (FLTHRO) is hosting a career fair July 21 from 10 a.m. - 2 p.m. at the Dry Dock Club at Scott Center Annex. NNSY hiring managers will be on-site to meet attendees and discuss available jobs on the shipyard. Bring your resume and applicable veteran's documentation (DD-214, VA letter, Statement of Service, etc.).You must have military ID to gain entrance. FLTHRO will provide information on all jobs, including trades, administrative, engineering, and radiological.
250 celebrating
Did you get snapped
years
#SPIRITDAYS JULY 27: Wear Red, White and Blue AUGUST 25: College Pride SEPTEMBER 22: Rep your Military Branch OCTOBER 27: Pink Out Day NOVEMBER 1: NNSY Pride Day
SPECIAL EVENTS
oth? at the PAO photo bo
AUG. 20: Bring your family and join the fun for Norfolk Naval Shipyard Day at the Norfolk Tides Sunday, Aug. 20. Game time is 4:05 p.m. Gates open at 3 p.m. Tickets are $10 and can be purchased at bit.ly/2t04Wci using promo code NNSY OCT. 28: Family Day at Norfolk Naval Shipyard NOV. 1: Norfolk Naval Shipyard Anniversary Celebration
FALL IN FOR COLORS SEPT. 11: 9/11 Fall in For Colors NOV. 9: Veterans Day Fall in for Colors
See the rest on Facebook!
Accelerated Learning leads to changes and a stronger Navy By Jennifer Zingalie • Public Affairs Specialist Norfolk Naval Shipyard welcomed Dr. Steven J. Spear author of the book “The High-Velocity Edge,” June 6-8. Spear spent three days at the shipyard hosting workshops to show employees how to overcome challenges through accelerated learning and apply it directly to their work. Spear’s workshops are directly correlated to Chief of Naval Operations (CNO), Adm. John Richardson’s call for the Navy to focus on specific lines of effort to advance the service, one of which is to “Achieve High-Velocity Learning at Every Level.” While the shipyard has many departments, the workshops focused on the welding and piping department in areas such as test equipment, design, and pre-fabrication. Overcoming issues through accelerated learning may sound like a special technique, but it is not; nor is it a theory, program or tool, said Spear.
“We are talking about a set of behaviors--and the assumptions that underline them,” he said. An organization must create a culture where it sees, raises and solves problems in real-time, every day. It does this by listening to all employees, removing barriers, tapping into their expertise, opinions and experience. It is no different than the American core value; “all are created equal,” said Spear. In a recent testimony to the United States Committee on Armed Services, Richardson said for the first time in 25 years, there is competition for control of the seas. “From the sea floor to space, from deep water to the shoreline, and in the information domain, things are accelerating. The global information system has become pervasive and has changed the way we all do business, including at sea,” he said. Technology is being introduced at an unprecedented rate,
and is being adopted by society just as fast. And finally, a new set of competitors are moving quickly to use these forces to their advantage, and for the first time in 25 years, the U.S. is facing a return to great power competition,” said Richardson. The enemy only has to be successful one time, somewhere and they win. The military has to be right everywhere all the time. That level of agility requires the speed of understanding situations quickly. From the employees’ perspective, it’s simply asking the question, “is there a better, more efficient way of doing this?” explained Spear. Catastrophic issues are typically a result of the little things that have added up over time, those things that directly affect the people doing the work and are often a cause for aggravation, “typically these issues are so low level they don’t get much attention,” said Spear. To avoid this, organizations must nurture a culture of “committed time.” This means all employees aggressively seek out problems and take the time to do something restorative to the situation–whether small or temporary, to reduce the burden, said Spear. But he also warns against only using think tanks, committees, special departments or limiting it to leadership. “If you have 15 people who work six hours a day for three days to solve problems--you have 270 hours of committed time,” said Spear. “But if you have 10,000 people who work 15 minutes a day at problem solving, now you have 2,500 hours of committed time.” From a leadership perspective, granting authority and autonomy where the information is frees up time. Historically, organizations like NNSY follow a traditional, directional leadership model. However, this can often generate barriers to organizational learning, said Spear. “Traditionally, in industrial organizations, it’s broadly understood there are those who do the thinking and planning and those who perform the execution,” said Spear. Rather he said, an organization must turn that thinking around and consider all employees as knowledge seekers. If an organization has issues, barriers or risks it is simply because the situation is not
PHOTOS BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
understood well enough, said Spears. Those dealing with the issue, barrier or risk must speak out while those with the authority to make the necessary changes must be sure to hear the employee out and immediately facilitate the necessary changes. Removing issues, barriers and risks often results in innovations, new processes, clearer paperwork, and a reduction in wasted time, according to Spears. One such example was a systems panel, identified during the NNSY Piping workshop which had more than 300 joints, said John Tuthill, NNSY Piping Group Superintendent. “Our job in prefab is to verify that systems don’t leak; we watched a mechanic tighten and retighten joints for up to two hours,” said Tuthill. The department also used up a lot of liquid leak detector. When the system was complete it received verification stickers then placed on a truck, where it was bounced around and given back to the customer. “By simply welding most of the joints the system ended up with only four in points which eliminated unnecessary time and resources and provided a better end product to the customer,” said Tuthill. In order to learn quickly the CNO encourages every member of the Navy to be more aggressive in seeing things that aren’t working and fixing them immediately, said Spear. The norm he said, should be to fix problems, not learn to deal with them. “Rather than having an attitude of ‘I will just work with it’ or ‘I will cope with or absorb it’—recognize if it’s not working then it represents a vulnerability--that if addressed can be turned into a source of strength,” said Spear. JULY 2017 • SERVICE TO THE FLEET • 11
PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER
EYE ON INNOVATION: RPL AND ADDITIVE MANUFACTURING TOOL DESIGNERS TEAM UP TO CREATE IMPELLER REPLACEMENT STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST Editor’s Note: At Norfolk Naval Shipyard (NNSY), innovation and teamwork are key characteristics of the Rapid Prototype Lab (RPL). The RPL opens its doors to anyone who has an idea to make a process more efficient and is willing to aid anyone who seeks assistance. However, sometimes someone comes to the team seeking something they do not have the tools to provide. Rather than turn away these creative thinkers, the RPL reaches out to other shops within the shipyard to collaborate and get the job done. Toolmaker Work Leader Kenny Brink from Code 930 (Mechanical Branch) Shop 31 (Toolmakers) noticed one day that the horizontal band saw seemed to have a broken coolant pump. The coolant is needed to ensure the band of the saw doesn’t wear under the pressure of the job. He inspected the coolant
12 • SERVICE TO THE FLEET • JULY 2017
pump and found plastic chips had gotten into the impeller section of the pump, damaging it so coolant would not cycle through the tubing. Brink quickly contacted Maintenance Machinist Kenny Waters to discuss repair options. In order to replace the impeller from the manufacturer, the shipyard would need to order a new coolant pump assembly. With a seven-to-ten day period for delivery and two hours required for repair, the cost for the project was nearing $500 for a single impeller replacement. “After going over the repair cost, I decided to go to the RPL to see if we could develop a 3-D printed replacement impeller to be used on the machine,” said Brink. However, the RPL’s MakerBot 3-D printer was not available to be used. “We had our 3-D printer on loan and were unable to fulfill the request on our own,” said John Tate,
a toolmaker in the RPL. “We were able to refer Brink to our colleague Tim Edmondson, a tool designer in additive manufacturing.” Edmondson jumped at the opportunity to assist and was able to complete an AutoCAD drawing and the print job in two hours. The impeller print was made from a durable plastic material and was installed in minutes. “We were able to get the job done and have the saw working again in about two hours,” said Edmondson. “With material costs, labor, and repair, the total cost for the project was $74.50. That’s significant when it comes to cost savings. And that’s our goal with additive manufacturing.” “If we purchased the coolant pump assembly, we would have been down for more than a week waiting on the part. But with this new printed impeller, we were up and running within the day and it’s been running great since installation. There weren’t any significant work stoppages and the cost savings was amazing,” said Brink. “It’s amazing to have these capabilities in the shipyard where we can draw up parts and print them with durable material. With teams like the RPL and the additive manufacturing tool designers, there’s no limit to what we can do when it comes to cost savings.” If you have an idea that might improve your job, contact the RPL at 3964950/4956/4758 or 450-1863.
http://bit.ly/2t04Wci Enter Promo Code: NNSY
JULY 2017 • SERVICE TO THE FLEET • 13
PHOTO BY LUKE BEASLEY • NNSY PHOTOGRAPHER
The Rapid Protoype Lab and Innovation Community of Practice have worked to bring new technology and performance improvement initiatives to the shipyard. Some of those accomplishments, like the pipe bending and gasket cutting machines, are pictured at left.
Norfolk Naval Shipyard ensures a vital future with new performance improvement and innovation committee By Michael Brayshaw, NNSY Lead Public Affairs Specialist
PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
PHOTO BY LUKE BEASLEY • NNSY PHOTOGRAPHER
An organization doesn’t get to its 250th anniversary without successfully reinventing itself along with the times. From the age of sail to the era of nuclear power, Norfolk Naval Shipyard (NNSY) has adapted to technological change and effectively integrated improved methods of conducting ship repair and modernization. Now paving the road to a vital future at the shipyard is the Continuous Performance Improvement and Innovation Executive Steering Committee (CPI&I ESC), founded earlier this year. This committee is comprised of subject matter experts throughout the shipyard who are collectively on the cusp of implementing the next generation of improved tools, work processes and knowledge sharing. If the shipyard previously had pockets of innovation and performance enhancement—the Rapid Prototype Lab (RPL), or Code 100 Performance Improvement (PI), as examples—the committee now aims to be an umbrella for all these labs and divisions, working to maximize awareness and effectiveness while minimizing redundant efforts and wasted time. “We’re trying to tap into the power of the workforce,” said NNSY Process Improvement Program Manager Rob Bogle. “We’re trying to get that energy of 12,000 people and find the gamae changing ideas that are out there and make us more efficient—whether it’s a little bit at a time, or a lot.” “We’re really trying to stir up the creative energy and make sure they have one place to go and all the tool sets are at their disposal when they go to that one place,” added Dan Adams, NNSY Technology and Innovation Community of Practice and Laboratory Lead. “Now we’ll all go to row in the same direction instead of stepping on each other. That’s really what this is all about.” One example of smartly combining resources is the plan for the RPL to physically relocate alongside NNSY’s Technology and Innovation Laboratory, which has an impressive array of additive manufacturing (3D printing), metrology (the scientific study of measurement) and laser ablation (the process of removing unwanted material from a surface). “The Rapid Prototype Lab is merging underneath the innovation lab because it’s a natural fit,” said Bogle. “Some different ideas, they might need a prototype or they might need robotics or they might need metrology. Some may even need a combination of those. The lab takes the day-to-day innovators, who may not know all the pieces and parts, to go and do something by pairing them up with the right people to turn a good idea into a great one.”
PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Former RPL member Dan Gauthier demonstrates the Equipois ZeroG arm. “We do have a lot of great things happening in the shipyard already, but there’s no central repository of all those things coming in, so there’s the possibility of duplicating some efforts,” said Myron Wynn, 100PI Industrial Engineer and Master Black Belt supporting waterfront operations, production and shipyard Community of Practices. “I’m hoping what this committee becomes is that central repository that keeps the arms around facilities, innovation, all the things that tie in together . . . to help us make better educated decisions about all the things we want to go invest in.” On June 29, NNSY was designated as a federal laboratory, which facilitates the partnering and sharing of innovative products and processes with both private companies and educational institutes. As an example, due to being a federal laboratory, Portsmouth Naval Shipyard is identifying ways to effectively partner with its northeastern counterpart Electric Boat. “As a corporation, all four shipyards are figuring out how the laboratory status is going to best help us, as far as naval ship maintenance is concerned,” said Jamaal Hill, a Business Office Analyst who is leading the effort. “When you hear about NASA making a micro fuel injector for a rocket that has medical applications for heart procedures, when you create something like that in the government that somebody in private industry would be interested in, the federal laboratory status is a way to partner with
them. It makes it a little easier to share resources and tools, and facilitates some of the things we’re trying to do in the performance improvement and innovation arena.” Between an improved mechanism for employee innovations, the drive for upgraded technology, and the benefits of being a federal laboratory, NNSY is meeting the Chief of Naval Operations’ challenge to incorporate new technologies and operational concepts. “The point of the whole effort is to figure out strategically where to apply our resources, how many as far as people go, and also the shipyard has committed to devoting quite a bit of money [possibly upwards of $2 million annually] to the innovation effort, to making sure it gets manufactured and implemented in the workforce,” said Dave Wall, Code 100PI Branch Head. Looking to the future of the shipyard, there’s a palpable excitement among the innovative committee members of how all these combined forces can benefit NNSY in conducting ship repair and modernization. “A lot of it is buying that cool new shiny toy as a capital investment, because once we get that new shiny toy here, the possibilities are endless,” said Adams. “The creativity of the workforce, once you put that in their hands, they’re going to find uses for it that we haven’t even thought of it yet. This technology is amazing!” JULY 2017 • SERVICE TO THE FLEET • 15
LOT 20 AKA "I" LOT "I" Lot is one of the most popular general parking lots at the shipyard because it is centrally located. It is also one of the first parking lots to fill up each morning.
Lot 1 at the north end of the shipyard behind Bldg. 51 is rarely used. 16 • SERVICE TO THE FLEET • JULY 2017
Alleviating parking concerns at the Navy's oldest shipyard By Anna Taylor • Public Affairs Specialist When an installation actually pre-dates the country that owns it, there are bound to be some unique challenges and growing pains during the course of its history. Norfolk Naval Shipyard (NNSY), which celebrates its 250th anniversary this November, certainly falls into that category. One of the most common problems associated with a busy industrial area, especially one located in a bustling city like Portsmouth, is space. The shipyard is surrounded by neighborhoods and businesses, so finding enough land to accommodate more than 12,000 employees and all their personally owned vehicles is a serious job. According to a parking study conducted by a contractor in coordination with Naval Facilities Engineering Command (NAVFAC) Public Works Department (PWD) last year, there are approximately 14,636 parking spots at NNSY, including spots that are technically located outside the shipyard’s main fence,
like the spaces along Portsmouth Blvd. between Gates 10 and 14A, or at Southgate. In theory, this is more than enough to accommodate the 12,000 civilian employees and Sailors who work at NNSY every day. But that figure does not include personnel assigned to tenant commands, contractors who work at the shipyard, or the Sailors stationed on the four submarines and one aircraft carrier currently undergoing maintenance on the waterfront. According to George Fitzgerald, the former Business and Strategic Planning Office manager, the number of employees working at the shipyard on any given day is actually closer to 20,000. But the parking study found only 71 percent of the shipyard's parking spaces are occupied on an average morning, and parking lots that aren’t centrally located, like Lot #1 on the north end, are seriously underutilized. When you take into account the number of spaces unavailable due to equipment and
material laydown and dispoal, the building of new structures and other facility upgrades, along with the spaces that will be absorbed as Anti-Terrorism Force Protection setbacks are applied and enforced, the shipyard stands to lose another 3,300 or more spaces in the next couple of years. A parking garage has been proposed more than once, but the question of funding continues to be a barrier. If the money were ever approved, the construction would take years, and hundreds of spaces would be forfeited in the meantime. Statistics like this are enough to make anyone feel discouraged by their parking prospects, but the Base Support Office (Code 800) is working hard to alleviate the problem, reduce traffic congestion, and expand transportation alternatives. One of the most popular ways to avoid the morning parking struggle is to ride share. The Navy has implemented the Transportation Incentive Program (TIP) for its employees to help reduce their daily contribution to traffic congestion and air pollution, as well as expand their commuting choices.
The Department of Defense will pay employees a monthly stipend if they use public transportation to and from work, or if they participate in a van pool. Code 800 is also working with local officials and considering the practicality of establishing a Hampton Roads Transit (HRT) route to and from the shipyard, so employees can park in Chesapeake, Norfolk, or Suffolk city lots and ride the public bus to work. While not immediately related to parking, NNSY offers a shuttle service to take employees from building to building. The buses run between 21 stops in approximately 15- to 20-minute intervals from 5 a.m. – 5 p.m. Monday through Friday. The shuttle eliminates long walks in heat or inclement weather and ensures employees can transit across the yard quicker and easier. According to Base Support Manager Jim Tishko, parking is a topic he deals with on a daily basis. “There are a lot of pieces to this pie,” he said. “We’re trying to do our best, but people will park where it’s convenient. But you might not have a space right in front of your
building, and that has to be okay.” In that vein, Code 800 has been granted approval to realign a fence bordering Lot #1, making it easier for employees to access the installation. This change will provide access from Lot #1 to Trophy Park and other buildings at the north end of the shipyard without making employees walk around Bldg. 51. It’s always a good idea to be familiar with all the options. Examine the shipyard’s gate schedule and parking map, and know the alternatives for days when parking is particularly difficult. Employees should resist the urge to park illegally on the grass or in unauthorized spaces because they may be ticketed or towed. The process of finding a permanent solution is ongoing, and Code 800 has established a dedicated parking feedback email to address employee concerns. Employees can send questions and suggestions to james.tishko@navy.mil. For more information on TIP, contact Regina Hall at 967-4269. Public Affairs Specialists Troy Miller and Jennifer Zingalie contributed to this report. JULY 2017 • SERVICE TO THE FLEET • 17
PHOTO BY KRISTI BRITT
FOUR SHIPYARDERS HONORED AS “HARD HAT HEROES” IN LOCAL PHOTOGRAPHER’S EXHIBIT By Kristi Britt Public Affairs Specialist
18 • SERVICE TO THE FLEET • JULY 2017
It all started three years ago in Norfolk. Photographer Glen McClure setting out on his latest project to capture photographs of hardworking individuals. A broad topic, McClure was unsure of what his focus should be until he was taking a trip down the interstate when he glanced over towards the shipyards along the way. “Our community is a huge shipyard industry so I knew that I had found my subjects,” said McClure. “These men and women work day-to-day building and maintaining our ships. I wanted to be able to capture them and show the world just what goes on in their jobs.” From there, it took a year to gain permission to photograph employees at the first shipyard. This began McClure’s threeyear journey across 10 shipyards, featuring nearly 9,000 images. McClure visited Norfolk Naval Shipyard May 20, 2016, taking photographs of various workers throughout the day. Code 106 Safety and Health Specialist Stephanie Twine, Shop 72 Rigger Apprentice Kristin Fly, Shop 64 Woodcrafter Kelby Lilly, Shop 64 Woodcrafter Daniel Bundy were among those chosen to showcase their jobs, providing insight to their day-to-day work. “It was a fun experience and it was truly an honor to be chosen,” said Twine. “We do a lot of great work in support of our men
and women in uniform. We are the force behind the fleet and these photographs really encompass that passion we have for what we do.” The photos of Twine, Fly, Lilly, and Bundy are currently being featured at the Portsmouth Art and Cultural Center as part of “Hard Hat Heroes: A Photographic Portrait Exhibit by Glen McClure.” An opening reception was held June 2. Lilly and his wife Allison were among the many in attendance. “I’m absolutely floored to see Kelby being featured in the exhibit,” said Allison as she studied the large photographic print of her husband standing next to the saw mill he runs each day. “Kelby takes so much pride in the work he does and to see something captured in print that shows that pride is really special. I’m so proud of him and I know he’s proud as well.” Lilly added, “A lot of people don’t know what we do beyond the gates and how much work goes into maintaining the fleet. So to have this exhibit here where we can bring our families and friends and show them the daily grind in action is really something special. I’m floored that hundreds of thousands of people will be able to see that hard work we do and be able to learn more about our trades. And to represent Norfolk Naval Shipyard as one of the four featured here is an honor all in itself. I’m so thankful for this opportunity.”
“I wanted to capture every detail of these shipyard workers and be able to showcase their hard work in these photographs,” said McClure. “A lot of times the families and friends don’t get to see the day-to-day job, only the before and after. I’m excited to share how proud these men and women are of their trades and I’m also really excited to see so many of them bring their families here and say that’s me at work. That’s what I do every day.” McClure’s exhibit will be featured at the Portsmouth Art and Cultural Center until August 6.
JULY 2017 • SERVICE TO THE FLEET • 19
PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER
Top: A side view of Quarters A's historic porches Bottom: Quarters A seen from Lincoln St. in 1928
PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
Capt. and Mrs. Brown cutting the Quarters A ribbon
“May Quarters A continue as long as the shipyard:” Historic residence of NNSY commanders fully restored following 2014 fire By Michael Brayshaw • Lead Public Affairs Specialist During its first 176 years, one of the most historic and revered residences of the United States Navy hosted U.S. Presidents, governors, royalty, ambassadors, celebrities, and had been home to dozens of Norfolk Naval Shipyard (NNSY) commanders. But in the early morning hours of August 12, 2014, as flames engulfed the second story of Quarters A during a three-hour blaze, it initially appeared the home may had hosted its last dignitary and been home to its final commander. But just as the shipyard itself was burned multiple times in its 250-year history, only to rebuild and become stronger than ever, so too has Quarters A undergone a major restoration, with a ribboncutting held June 15, 2017. While the fire consumed much of the top portion of the house, the water required to put it out damaged much of the rest of the residence. “So much water was poured into it that house that basically it had to be taken down to the studs,” said Naval Facilities Mid-Atlantic Project Manager Doug Lyons. “All the drywall, all the floors, all the electrical 20 • SERVICE TO THE FLEET • JULY 2017
had to be replaced. All new HVAC, kitchen and bathrooms.” With the charred husk of the house “opened to the sky,” as Lyons described it, emergency roof repairs were quickly performed. Quarters A is now owned by Lincoln Military Housing, so coordination was required between Lincoln, the Navy and the State Historic Preservation Office (SHPO) on planning the rest of the restoration efforts. “Lincoln did a tremendous amount of coordination with the insurance company,” said Lyons. “It needed to be restored the way it was for SHPO. SHPO agreed to a few [modifications] to make it more livable but it all had to be coordinated.” Major reconstruction began in early 2016, with Lyons performing a final walkthrough in April. “It looks beautiful!” Lyons said. “They did an awesome job. The Lincoln development construction people are excellent.” Following the 2014 fire, local media outlets erroneously reported that Quarters A had previously burned at the onset of the Civil War. While the shipyard was all but thoroughly torched in April 1862 by
PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
the evacuating Confederacy, Quarters A was oddly spared, either because it lacked military value or simply “out of respect,” according to shipyard historian Marcus Robbins. Completed in 1838 and on the National Register of Historic Places, Quarters A is rife with striking architectural qualities such as its marble mantels, exterior curving staircases with iron railings, and large arches separating its reception rooms. The house boasts many features adopted from the 1830 book The Practical House Carpenter, which advocated Greek architecture in the United States during the period. Additions to the home, including two wings and several porches, were made in 1890 and 1910. Among the thousands of visitors to Quarters A have been shipyarders and their families during Family Days and other events, as well as the citizenry on Virginia Garden Tours and Portsmouth Historic Homes Tours. Following the June 15 ribbon-cutting, Shipyard Commander Captain Scott Brown and his wife Missy opened their home for hundreds of shipyard employees to tour. Captain Brown greeted visitors at the entrance, even speaking with a first responder to the house fire, while Missy met visitors throughout the house, even meeting a son of a former shipyard commander who had lived in Quarters A in the mid-1970s. Captain Brown sees the restoration of his home in a broader context, drawing parallels to the renovation of the shipyard in its work, training and safety improvements since 2014. “Almost three years ago, a fire destroyed this house, three days before my family and I were slated to move in,” he said. “Since then, we have been working diligently to restore it and modernize it to its deserved greatness. History abounds. The reopening of this house represents the return of NNSY's status as a leader in the community and the leader in world class warship repair for our Navy and country.”
Above: Quarters A after complete restoration. Below: Quarters A the morning of the fire in August, 2014.
PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER
There’s A Log and History of Quarters A, a book started in 1963 capturing thoughts and memories from shipyard commanders and their esteemed visitors. Fittingly enough, it was another Shipyard Commander Brown-- Rear Admiral James Brown--who wrote in the A Log and History of Quarters A: “May Quarters A continue as long as the shipyard and remain the symbol of gracious living befitting the responsibilities of the shipyard commander, as well as an historical shrine.” As both a symbol of gracious living and a historical shrine, the legacy of Quarters A will continue long after the dark morning hours of August 12, 2014. Former Public Affairs Officer Joe Law contributed to this report. JULY 2017 • SERVICE TO THE FLEET • 21
HIPYARD SPOTLIGH
By Anna Taylor • Public Affairs Specialist Photos by Luke Beasley • NNSY Photographer
Beth Owens
If the idea of managing millions of dollars of government assets sounds daunting, you probably wouldn’t want to be Norfolk Naval Shipyard’s accountable property officer. For Beth Owens, however, it’s a welcome challenge. Owens is responsible for tracking and inventorying all of the shipyard’s equipment worth more than $5,000. That includes upwards of 5,000 assets, 569 of which are worth $100,000 or more. The program has been around for two decades, but Owens' dedication and experience have helped breathe life back into it. “I’m cleaning up about 18 years of property management, making sure the paperwork is correct and the data is right,” she said. “Day-to-day, I solve a lot of problems. I have to make sure we are aligned for audit requirements so NNSY and the shipyard commander can get a good audit review.” Assets within the program’s scope include all non-consumable equipment at the shipyard, from waterfront machinery like a lathe or a crane, to large TV monitors in a conference room. “You need to know what you own,” said Owens. “We answer to high echelon commands, and to the public, and we have to safeguard the equipment we’ve been given money to buy.” After equipment has reached the end of its useful life, the shipyard usually needs to upgrade or replace it. “You have to prove you need more money to buy newer equipment,” explained Owens. “Everything has to be evaluated correctly – what is the true value, how old is it, is it outdated? We have to keep track of improvements, so if we can show we’ve put $5 million into something we’ve had for 50 years, it’s easier to get new funds.” Owens has been at the shipyard for less than two years, but she’s been in the business of asset management for 17 years, and she’s been a government employee for 30. “When I got out of college, I was looking for work, and decided to apply for a federal position,” said Owens. “Jobs were scarce, and being handicapped it can be hard to get hired.” She began work at Brunswick Naval Air Station, but that base closed in 2006 after Base Realignment and Closure (BRAC) in 2006. She worked for Commander Navy
MAKING A MULTI-MILLION DOLLAR IMPACT ON SHIPYARD’S ASSET MANAGEMENT PROGRAM
Installations Command (CNIC) MidAtlantic, the Naval Education and Training Command Headquarters, and Naval Supply Headquarters before finally landing at NNSY. Owens is working to revamp the Property Management Program at the shipyard. “It’s so important in the long run,” said Owens. “We want to buy equipment so we can get a ship out faster or make the mechanic’s job easier, but we have to know what we already own, and how to get it updated or replaced. So if those records aren’t good, we really can’t make a strong argument.” Owens says she has a great team supporting her, and without them, the program could not be executed. “They do a lot of work and spend a lot of hours doing what I ask, learning new things, and really doing what it takes to make changes,” she said. “Without them, it wouldn’t be possible.” For now, Owens is still working to learn the shipyard’s unique processes, but she says the support from colleagues and department leadership has been immensely helpful. “I really like managing the program,” she said. “I think the best thing about being here at the yard is that everyone has gotten on board and seen the value of the program, and they’ve trusted me to do what I need to do in order to have clean records and be auditable. It’s gratifying.”
9 THINGS YOU DIDN'T KNOW ABOUT
Beth
1. Favorite Color: Yellow 2. Astrological Sign: Aquarius 3. I have a 15-year-old Shih Tzu named Princess. 4. Favorite Movie: Dirty Dancing 5. My celebrity crush is John Legend. 6. I love being outdoors, my favorite smell is the woods. 7. My desk is a little bit clean and a little bit cluttered. 8. I love lobster rolls. 9. I could never give up my kids!
JULY 2017 • SERVICE TO THE FLEET • 23
out & about BEYOND THE GATES: Visiting Red Wing Park
Story and photos by April Brown • Public Affairs Specialist
Red Wing Park in Virginia Beach recently received some upgrades, and visitors and locals are taking notice. Some of the improvements to the 97acre park have been to the facilities, the dog park and play area, sports courts and fields, playgrounds, dedications from people and countries displayed on various signs and benches across the park, and gardens, just to name a few. Red Wing Park has belonged to the city since 1966. It is minutes from Virginia Beach’s oceanfront, and sits between Oceana Boulevard and Dam Neck Road. It offers beautiful trees, plants and flowers, covered picnic shelters with grills, horseshoe pits, playground areas, tennis, basketball, and volleyball courts, a Japanese Garden, the peace monument, a dog park, vending machines, restrooms, and multiple nature trails. Whether you are planning on running or walking on the trails, it is a good idea to wear comfortable shoes with traction due to sporadic tree roots embedded in the paths. During your journey, take a moment to stop and learn about the plants, trees, the background of the dedications which are displayed near trees and plants, on the benches, and at the bottom of architecture and monuments. A popular element of the park is The Peace Monument. It stands nine-feet-tall, is placed just outside the Japanese Garden, and represents the spiritual serenity of nature, harmony, prosperity, and eternal prayer for world peace. It also symbolizes the relationship between Miyazaki City, Japan, and the City of Virginia Beach that began in 1992. The beauty and popularity of the Japanese Garden has helped put Red Wing Park on the map. It continues to draw visitors
with its serene environment as it is a great place to meditate, sit, relax, and take in the cultural atmosphere. Due to the captivating images of the park’s Japanese Garden, annual Cherry Blossom festivals, and overall natural environment, it continues to grow as a favorite spot for family outings, graduation, and engagement photos, and weddings. Other events that help boost the park’s popularity and draw in thousands of visitors is the Fil-Am Friendship Day Festival, K-9 Karnival, Picnic in the Park, Native American Pow-Wow, and Relay for Life. If your visit to Red Wing Park doesn’t include a festival or event, and you are just
looking to enjoy some downtime or hit the trails, it is very likely that you will be approached, watched, or even followed by wildlife if they sense you have food and might be willing to share. As cute as they may be, for safety reasons and rules of the park, you are better off keeping your snacks to yourself and capturing their charm with your camera. When planning your visit to Red Wing Park, don’t forget the bug spray, money for vending machines or event food trucks, drinks and snacks, a camera, and necessities for your dog. Your canine companion is welcome to visit and enjoy the park with you. They must be on a leash at all times except when they are in the pre-paid dog park. JULY 2017 • SERVICE TO THE FLEET • 25
Waterfront Watch: ALL HANDS ON DECK
San Francisco team completes DMD By Anna Taylor • Public Affairs Specialist USS San Francisco (SSN 711) project team completed a Dual Media Discharge (DMD) at Norfolk Naval Shipyard earlier this year. San Francisco arrived at NNSY Jan. 25 for its conversion from an operational fast-attack submarine into a Moored Training Ship (MTS). San Francisco is the second of two next-generation MTSes to be used for training nuclear officers and Sailors at Nuclear Power Training Unit (NPTU) Charleston, South Carolina. NNSY has been converting the first, USS La Jolla (SSN 701), since Feb. 2015. A DMD is time-consuming, special-emphasis maintenance on the propulsion plant that is vital to the submarine’s readiness. The work, which began in February and was completed in April, is one of the larger responsibilities performed by the Operations Department (Code 300). This was the first time a submarine DMD has been performed pierside, proving the concept and eliminating the need for future Moored Training Ships to be relocated to NNSY for drydocking. This minimizes the cost and impact of maintenance on training at NPTU Charleston. The DMD team was comprised of workers from the Electronics Group (Code 950), the Mechanical Group (Code 930), the Structural Group (Code 920), the Pipe Group (Code 960), the Temporary Services Group (Code 970), along with the Nuclear Inspection Division (Code 139), and the Nuclear Engineering and Planning Department (Code 2300). Naval Nuclear Propulsion Program Director Adm. Frank Caldwell passed on a BRAVO ZULU message to Shipyard Commander Capt. Scott Brown for the DMD team. 26 • SERVICE TO THE FLEET • JULY 2017
Above: The San Francisco DMD team celebrate completion of the evolution. Below: San Francisco arrives at NNSY for conversion.
“Your project team’s commitment to excellence ensured that DMD training, preparation and execution completed on schedule without error,” he said. “I greatly appreciate the long hours and incredibly hard work that you team put in to perform this first-of-akind work. Their dedication to the Navy and Nation has significantly advanced our ability to provide highly-trained nuclear operators to the Fleet.” Stephen Putnam and Robin Poindexter contributed to this report.
Veteran Employee Readiness Group Gives Back to the Community By Kristi Britt • Public Affairs Specialist
The Veteran Employee Readiness Group (VET-ERG) presented Hannah Hendricks of the United Service Organizations (USO) with 258 DVDs for various centers throughout Hampton Roads. Jon Echols, a founding member of the VET-ERG, was teaching a Learning Organization class when one of his students, Code 262 Megan Hanni, shared interest in joining the group. “I shared with her the work we’ve been doing with collecting DVDs and worn American flags for the community and she jumped at the chance to help,” said Echols. “I used to volunteer for the USO so I thought it was the perfect opportunity to make that connection and help those in need,” said Hanni. She contacted the USO and Hendricks was able to accept the donation at the shipyard May 26 following the VET-ERG’s Memorial Day Ceremony. “We appreciate Norfolk Naval Shipyard having us and sharing these DVDs with our group,” said Hendricks. “We have 11 centers all throughout the Hampton Roads area, including the first
Coast Guard USO branch in Yorktown.” The DVDs will also be used at local airports so service members can watch movies while waiting for their flight. They are also able to check out the DVDs and return them at their destination’s USO. “It’s amazing to see these DVDs that were donated by so many will be supporting veterans and service members around the world,” said Rick Nelson, a founding member of the VET-ERG. Hendricks added, “This donation will go a long way and we are very thankful for the generosity of the VET-ERG.” For more than two years, the VETERG has participated in a program called DVDs for Vets, collecting the DVDs which are then given to various organizations throughout the community. With more than 1,000 collected at NNSY, the VET-ERG has been able to provide donations to Camp Lejeune Fisher House, Wounded Warrior Battalion-East (Lejeune), Portsmouth Naval Hospital Fisher House, Portsmouth Naval Hospital Wounded Warrior Regiment, and the Richmond Va. VA/Poly Trauma Center Fisher House. JULY 2017 • SERVICE TO THE FLEET • 27
#SPIRITDAY June 23 was Rainbow Day! Thank you to everyone who participated.