Service to the Fleet - October 2016

DON'T MISS: EMPLOYEE RESOURCES GROUPS & INNOVATION

SERVICE TO THE FLEET Norfolk Naval Shipyard

October 2016

We Are America's Shipyard

USS HARRY S TRUMAN ARRIVES FOR PIA

the

DIVERSITY & INCLUSION issue

ALSO INSIDE: RAPID PROTOTYPE LAB & SHIPYARD SPOTLIGHT

Table of Contents

IN THIS ISSUE Features: 4 FROM THE COMMANDER

Meeting the mark in America's Shipyard

5 EDITOR'S PICK

NNSY STEM Outreach Program members volunteer at Oceana Air Show

7 SAFE HARBOR

Navy Safe Harbor Program provides refuge for federal employees struggling with addiction

10 DIVERSITY & INCLUSION

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Cover photo by Shayne Hensley, NNSY Photographer

Diversity and Inclusion at NNSY

14 EYE ON INNOVATION

The RPL creates a new chipping gun adjustable shoulder stock

16 T&I COP

3-D Implementation and Standardization Subcommittee brings innovation to NNSY

20 SHIPYARD SPOTLIGHT

Deputy Submarine Program Manager Pat Ensley gives it his all in and out of the shipyard

22 BEYOND THE GATES

Paradise found in a shipyard's shadow

24 WATERFRONT WATCH

USS Harry S Truman arrives for PIA

26 LA JOLLA SAIL

Savvy shipyarders salvage submarine sail for training

5 20

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VOLUME 79 • NUMBER 9 SHIPYARD COMMANDER Capt. Scott Brown DEPUTY COMMANDER Capt. Daniel Rossler

Service to the Fleet

NAVY EXCHANGE PORTSMOUTH WINS 2015 BINGHAM AWARD

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.

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For three consecutive years Navy Exchange (NEX) Portsmouth has claimed the title for NEX Bingham Award, the first store in their category to win three times in a row. The team stationed at Norfolk Naval Shipyard’s (NNSY) Scott Center Annex was awarded the 2015 Bingham Award in the 14 to 23 million dollar category at a ceremony held Sept. 20 at the Dry Dock Club.

“It’s been rewarding to me to see how this store has come along. I’ve seen the store evolve and the NEX Portsmouth team evolve with it,” said Robert J. Bianchi, Chief Executive Officer, Navy Exchange Service Command (NEXCOM), and presenter of the award. “This celebration is well-deserved and is the best part of my job. I know that I can do my job because we have associates like you here and around the world taking care of our Sailors and their families and making them feel part of something bigger. The Bingham Award is special and goes to the best of the best who supports our Navy families. And this team is the best of the best.

Your team understands the value and importance of our customers and that’s why they keep coming back again and again and again. Your team is vital to our enterprise, you all embody the Bingham spirit, and you give that extra mile every single day.”

An award program dedicated to recognizing excellence in customer service, operations, and management at NEX activities, the Bingham Award is named after the late Captain W.H. Bingham, SC, USNR. An honor dedicated to rewarding those who go above and beyond the call of duty and set an example for the entire NEX community, NEX Portsmouth surged ahead of their efforts in previous years with exceeding exchange operating profit 128% over plan, 35% more than last year. Total profit equaled to $251,000, the highest exchange operating profit in recent history. Total sales were the highest on record at $1.6 million, beating out their last year’s profit at $1.4 million.

“The feedback we receive from patrons of the NEX Portsmouth is that the attention the customers receive while shopping is superior, beyond reproach,” said NNSY Commander, Capt. Scott Brown Other accolades included providing more food services options to the shipyard population, including food service trucks, longer hours of operation, and more. The stores have seen timely renovations while continuing to provide a smooth business operation for the customers. Also, NEX Portsmouth won the NEXCOM Annual Military Star Card Acquisition Contest by exceeding the goal by 420%, the highest of any store across the entire enterprise.

OCTOBER 2016 • SERVICE TO THE FLEET • 3

From the Commander: CAPTAIN SCOTT BROWN

Meeting the Mark in America's Shipyard

"Whether it’s converting, refueling or repairing the ships of the U.S. Navy, let’s continue to show how we are leading the charge and meeting the mark in safety, performance and innovation."

“Meet the mark” is both the organizational theme and rallying cry for America’s Shipyard in 2017. If you’re hearing it for the first time, you likely have at least an inkling of what it means. You may think it means to be accurate.

You may think it means to be accountable.

You may think it means to be successful. In reality, it is all of those things.

At its core, meeting the mark promises that we will reach our organizational commitments as put in writing in the shipyard’s formal execution guidance for the coming year. That document was approved by NAVSEA. I point that out because not only have our promises been made, they have been acknowledged by the highest levels of NAVSEA leadership; a year from now we will have to review our accomplishments, or shortcomings, and account for them.

4 • SERVICE TO THE FLEET • OCTOBER 2016

Honoring our commitments is vital in our availability performances, but meeting the mark also applies to our safety goals, our financial metrics, and more. In the past two years as shipyard commander I’ve seen us contend with training quality, facility improvement, leadership alignment, and fostering a culture of personnel development.

As discussed in detail during my Commander’s Comments last month, I think we’ve done a good job addressing those areas which have directly enhanced our performance in America’s Shipyard. I appreciate that we’re recognizing problems earlier as an organization, and we’re quicker to get them resolved. But there are many significant steps we still need to take on this important journey together.

During my command tour, I have seen firsthand how many of our challenges in the shipyard come from the often tricky balance between our eager acceptance of new commitments and having overtaxed capacity and capabilities. A major aspect of meeting the mark this year hinges on understanding our capacity and appropriately balancing it with our commitments.

Simply put, being able to meet the mark is not possible without setting realistic goals. In July, Commander, U.S. Fleet Forces approved the extension of USS Harry S Truman’s Extended Planned Incremental Availability (EPIA) to ten months to resolve critical path and work volume constraints. Given the staggering amount of work to be performed during this availability, completing it in ten months is a more realistic and achievable goal.

We’re now better positioned to “win” this availability, as NAVSEA Commander Vice Adm. Tom Moore has challenged us to do. As outlined in his Commander’s Intent, priority number one is on-time delivery of ships and submarines. Vice Adm. Moore specifically states “our Combatant Commanders rely on us to provide the naval assets they need, when they are needed. Our ability to deliver ships out of public and private yard maintenance availabilities on time, without cutting corners

and with the requisite quality is critical to meet this demand.”

I was fortunate enough to attend USS Harry S Truman’s (CVN 75) Friends and Family Day Cruise a few weeks back; being on an operating carrier was a wonderful reminder of the importance of the work we do. Sometimes we’re more likely to take that importance for granted when the ships and submarines are pierside or sitting in dry dock.

I’d like to thank everyone who took the time to personally greet Truman ship’s force when the carrier arrived August 25. Gestures like that go a long way toward showing the project’s motto of “One Team” isn’t just a saying, it’s a daily habit.

Finally, it was great to have our latest Big Rocks ceremony and All-Hands call in Building 163 on Sept. 15. Everyone in attendance got to hear firsthand from the Commander of Naval Air Force Atlantic, Rear Admiral Bruce Lindsey, who called America’s Shipyard the ‘goto’ yard on the East Coast for aircraft carrier maintenance, with unmatched knowledge and capabilities. It was nice to celebrate our success with planning Truman’s availability and bust that rock! When we meet the mark, we should take a moment to reflect on our successes and determine how to continue building on them.

We’ve got a lot of work ahead of us during the next several months. Currently, we have as many availability types as we have ships on the waterfront. So whether it’s converting, refueling or repairing the ships of the United States Navy, let’s continue to show how America’s Shipyard is leading the charge and meeting the mark in safety, performance and innovation.

We are Norfolk Naval Shipyard.

We are America’s Shipyard.

Capt. Scott Brown Norfolk Naval Shipyard’s 107th Commander

EDITOR'S PICK:

NNSY Stem Outreach Program Members Volunteer at Oceana Air Show

In order to highlight career fields in Science, Technology, Engineering and Mathematics (STEM), Naval Air Station Oceana and Virginia Beach Public Schools (VBCPS) created an Outdoor STEM Laboratory for every 5th grade student in Virginia Beach during the Friday, Sept. 9 practice air show at NAS Oceana. The entire 5th grade class, totaling more than 6,500 students, attended the Friday air show for a full immersion in STEM displays, flying performances, ground static displays and a performance by the U.S. Navy Blue Angels flight demonstration team. Members of Norfolk Naval Shipyard's STEM Outreach Program volunteered at the event.

NNSY displayed a painting simulator, 3-D printing and exoskeleton demonstrations, and remotely operated vehicles.

The team, pictured left to right: Jamie Edwards, Kim Brashears, Valerie Simmons, Tim Edmondson, Edwin Guerra, Ross Oliveira (MARMC), Terrell Conley, Valerie Fulwood, Nick Mercer and Audra Garcia.

OCTOBER 2016 • SERVICE TO THE FLEET • 5

From the Deckplate: COMMAND MASTER CHIEF MICHAEL REESE

The end of summer at America's Shipyard

"We have the honor to serve in the greatest maritime fighting force the world has ever seen, but we do so with humility, continuing to build upon the framework those fighting Sailors forged before us."

Greetings America’s Shipyard! Well it’s finally here! The temperature is dropping, the sun sets earlier, and football is on! Yes it is true, fall has arrived! Although there is a shortage in daylight, there is no shortage of work to be accomplished in the yard. Keep up the great work you do each and every day as we strive to accomplish our mission.

The month of October brings with it fall festivals, pumpkin patches, candy apples and even some cool nights, but also a few opportunities of recognition.

First and foremost…ALL STOP! Happy Birthday Navy! This year, the United States Navy turns 241 years old. As we celebrate our Navy's birthday, our history and heritage forms our identity, telling us who we are and what we stand for. Our core values of honor, courage and commitment have been passed down from our founders, who charged the Navy with the solemn duty to serve as the "shield" of our republic. We have the honor to serve in the greatest maritime fighting force the world has ever seen, but we do so with humility, continuing to build upon the framework those fighting Sailors forged before us. We have championed peace and we continue to shield the republic. Here's to 241 years of proud naval heritage, and many more!

HOOYAH NAVY! October is National Disability Employment Awareness Month (NDEAM).

This is a time to recognize the significant contributions American workers with disabilities make each and every day. The theme for this year is "#InclusionWorks."

Each person brings to a job unique skills and abilities. Equity, dignity, respect, and cooperation among all individuals are essential values in the DOD work environment.

People with disabilities cross lines of age, ethnicity, sex, race, sexual orientation, and

socioeconomic status. It is a group anyone can become a member of at any time. The DOD recognizes its vital role in advancing disability awareness in the workplace and remains committed to providing every person opportunities for a meaningful career. For more facts go to: https://www.deomi.org/ SpecialObservance/index.cfm.

Last month I congratulated those NNSY Sailors pinned to Chief Petty Officer. In the column, one newly pinned Chief was not mentioned. Join me in congratulating MMNC Curtis Watson on his pinning. Navy Chief, Navy Pride!

This month’s CMC shout out goes to BM2 Douglas Biggs. As the Leading Petty Officer for Port Operations, Biggs is fully engaged in the command and community. He completely revamped the Port Ops training program, and ensured the qualification of two boat captains and five pusher boat crew members, which greatly increased Port Ops flexibility and mission readiness. Additionally, he assumed the role of departmental career counselor, executing two reenlistments, six career waypoint applications and eight career development boards. During his off time he volunteers at Real Life Church mentoring youth. BRAVO ZULU Shipmate!

Thank you to each and every one of you for the hard work you put in here at the shipyard. Stay safe out there!

As always, it is an honor to be in the Navy and a great time to be a part of America’s Shipyard!

CMC Sends!

Mike Reese Command Master Chief

AMERICA'S NAVY CELEBRATING 241 YEARS 6 • SERVICE TO THE FLEET • OCTOBER 2016

Navy Safe Harbor Program Provides Refuge for Federal Employees Struggling with Addiction

By Jennifer Zingalie • Public Affairs Specialist When a vessel needs shelter from rough waters it often docks in a harbor. The stay, however, is supposed to be temporary as ships were built to navigate and explore the seas.

When a federal employee finds they are struggling with drug addiction, the Navy offers a place of shelter through the Safe Harbor Program.

The Safe Harbor Program is derived from the 1982 Executive Order (12564) which authorized the Federal Drug-Free Workplace Program in order to eliminate the illegal use of drugs by federal employees, said Brenda Griffin, the Norfolk Naval Shipyard drug program coordinator.

“Safe Harbor allows an employee to voluntarily self-identify as a user of illegal drugs prior to being identified by any other means,” said Griffin. “This protects them from disciplinary actions that would follow in the event they were caught with drugs or came up positive on a drug test.”

The program does not give employees a free pass. It does not protect them from any actions that may be taken as a result of a loss of a security clearance, which is determined by the Department of the Navy Central Adjudication Facility. The program is also not available to those who deal drugs or participate in other drug-related misconduct.

The good news is that self-identified individuals have the opportunity to be moved into a non-sensitive position while they work to overcome their addiction. They will also avoid having an adverse personnel action in their record. Many times an employee has been able to earn their previous position back, said Griffin.

Once an employee has self-identified and been approved to participate in the Safe Harbor Program by the commanding officer, they receive a mandatory Civilian Employee Assistance Program (CEAP) referral and are required to complete a rehabilitation program. They are also required to complete follow-up drug testing for one year or as otherwise specified in a last chance agreement or settlement requirement.

“Any subsequent positive drug test or Safe Harbor request is deemed a second finding of illegal drug use and the employee will be removed from federal service,” said Griffin.

Once CEAP receives a referral, it evaluates the employee and locates a nearby counseling facility associated with the program. The evaluation is not a one-size-fits-all. It identifies individual needs to get to the root of the addiction which can determine how long an employee may need to be in the program as well as what areas they will require counseling.

“Some have even been hospitalized,” said Griffin. “It just depends on how in-depth they need to go to get the help they need.”

The program is not free but most insurance covers it, said Griffin.

CEAP will also work around an employee’s schedule as well as provide further financial assistance to those who may not be able to afford the program at all.

Griffin said there are a few additional things federal employees should be aware of about the program.

“Although all employees are subject to drug testing there are specific jobs, identified as testing designated positions (TDPs), such as a welder for example, which are subject to more frequent and random tests,” she said.

She also said federal employees should be aware of marijuana policies seen in some states across the nation. “The use of marijuana may have been approved at the state level, in some states, but it has not been on the federal level,” she said.

“Because we are federal employees we must abide by the federal law even when vacationing in any state where marijuana use is legalized.”

The final thing Griffin hopes federal employees will understand is if a supervisor or manager reports an employee who may have a drug issue that has not self-identified, that employee will no longer be eligible for Safe Harbor. When an employee is identified in this way there is a detailed process the supervisor must follow and the testing of the employee as well as the sequence of events will be different, Griffin explained.

So far this year, four of six people who were randomly selected for drug screening, tested positive for drug usage.

“If a person tests positive, immediate disciplinary action will take place,” said Griffin. “It will go in their record and more than likely they will lose their job and not be able to be employed by the federal government again.”

Griffin said information about the Safe Harbor Program is provided to all new employees during orientation and can be found in the employee handbook. Anyone wishing to find out more about the program or ask questions can find Griffin at Bldg. 163 near the waterfront.

“It is important employees are given and reminded of this information, not just to be able help themselves but if they see a coworker may be struggling, they might be able to encourage them to get help,” said Griffin.

After rough waters have passed, a ship will once again leave the harbor and set sail. Sailing across the ocean is similar to navigating life where the destination cannot be seen. Safe Harbor however, can help employees chart a course toward a brighter future.

“Sometimes all it takes is a little push in the right direction,” said Griffin. “It can change your life.”

OCTOBER 2016 • SERVICE TO THE FLEET • 7

Shipyard Insider: BUZZ & BYTES

» POSITIVE YARDAGE Code 950 Safety Flag Congratulations to Shop 67 of NNSY’s Electrical/Electronics Group (Code 950), winner of the July 2016 Safety Flag presented Sept. 12 in Building 510! Code 950 is “accelerating the change” in safety improvements thanks to a focus on Operational Risk Management in pre-shift briefings, staying aware of any job-site hazards, and use of peerto-peer safety conversations to keep each other accountable while on the job.

At the presentation, certificates of appreciation were presented to Greg Shaffer, Justin Perrine and James Stokes for their individual efforts in contributing to a safer workplace. Photo by Tony Anderson, NNSY Photographer.

9/11 Ceremony Norfolk Naval Shipyard held its annual Sept. 11 remembrance ceremony Friday, Sept. 9, in 8 • SERVICE TO THE FLEET • OCTOBER 2016

front of Bldg. 1500. This year marked the 15th anniversary of the Sept. 11 attacks. Photo

by Tony Anderson, NNSY Photographer.

CPO Pinning Congratulations to Norfolk Naval Shipyard’s new Chief Petty Officers, pinned Sept. 16 during a ceremony filled with family members and friends.

The new chiefs are MMNC Gabrielle Aragon, MMC Zachary Bristol, MMC Ackeola Brooks, LSC Kevin Henry, MMNC Aaron Patterson, MAC Caitlin Swenson, MMNC Curtis Watson and ICC David Young.

“Congratulations to each of

you,” said NNSY’s Command Master Chief Michael Reese.

“Remember those who helped you get to this significant milestone in your career; it is now your turn! Navy Chief, Navy pride, hooyah!” Photo by Cole Fraser, Code 1170 Visual Information Specialist.

federal and military employees the opportunity to make a positive life change for those in need. You may donate through MyPay, CFCSHR.org or the traditional paper pledge. When donating, remember NNSY's Federal Agency Code is 1501 and Campaign Number is 0897.

CFC The Combined Federal Campaign (CFC) at Norfolk Naval Shipyard (NNSY) held its annual kick-off rally Sept. 21 in Bldg. 1500. Shipyarders came together to celebrate and raise awareness for the campaign.

The rally featured special guest speakers, music, a dance team, charities and food. This year's campaign runs through Nov. 9, with a goal of $350,000.

"Together, we can meet our goal and even exceed it!" said CFC Coordinator Dorassa Fields. The CFC gives all

Congratulations Norfolk Naval Shipyard (NNSY) Commander Capt. Scott Brown visited the Naval Foundry and Propeller Center (NFPC) in Philadelphia Aug. 22 to provide the keynote address for NFPC’s apprentice graduation.

As a detachment of NNSY, the

NFPC is the Navy’s only organic source of cast components for ships. NFPC's Apprenticeship and Worker Trainee programs are a joint effort between NFPC, the Collegiate Consortium for Workforce and Economic Development, and the Delaware County Community College.

The program consists of academic instruction, trade theory instruction, and on-thejob learning. From left to right are Brown; apprentice graduates Jonathan Van Derziel, Michael Sage, Christopher Arbiz and Jason Kraft; Dean of Workforce Development and Community Education at Delaware County Community College, Karen Kozachyn; and Delaware County Community College President, Dr. Jerry Parker. Photo by Catherine Hamby, Delaware Country Community College Marketing and Public Relations Department.

through September 2016.

Messenger oversaw a skilled workforce of 1,000 reserve and 75 active duty Sailors supporting the shipyard’s production efforts during the past four years.

“Commander Messenger’s distinctive accomplishments, unrelenting perseverance, and steadfast devotion to duty reflected credit upon himself and upheld the highest traditions of the United States Naval Service,” said Brown in the citation.

» HEALTH & WELLNESS FAIR NNSY's next Health and Wellness Fair will be held Friday, Nov. 4 from 7 a.m. - 5 p.m. Booths will be set up on the second floor of Bldg. 1575.

All shipyard employees are encouraged to attend.

» MFDS COMING TO NNSY As part of the Navy's ongoing efforts to improve Information Technology (IT) efficiencies, the Department of the Navy Chief Information Officer (DONCIO) has mandated

the transition from copiers, printers, scanners and fax machines to Multi-Function Devices (MFDs).

Code 1230 will begin a phased implementation process by the end of calendar year 2016. The first part of the transition will require replacing existing copy machines with MFDs. Printing capabilities will be activated after all network and location issues are addressed. Scanning and faxing capabilities will be activated once NAVSEA 08 and NMCI develop scanning and faxing solutions for the NMCI/ NNPI network.

Shipyard employees may notice these new machines in their workspaces over the course of the next few months, but existing printers, scanners, and fax machines will not be replaced until Code 1230 has ensured each department's various needs are met. If you have questions about the transition to MFDs or need immediate assistance, please call Timm Smith at 3960973.

» SHIPYARD SHOUTOUT "On Aug. 18 at 3:05 p.m. I was leaving Gate 10 on my motorcycle. A vehicle pulled out from 7th street and hit me, knocking me off my bike before leaving the scene. A number of NNSY employees on their way home stopped to help me and call Emergency Medical Services.

I don't know who they were but I would like to say thank you to those who stopped to help me that afternoon."

- Terry Hancock • Shop 38

» VETERANS WANTED Norfolk Naval Shipyard is participating in Virginia Beach’s Veterans Day Parade Friday, Nov. 11. The parade goes along the Oceanfront to the Tidewater Veterans Memorial.

If you are a military veteran and would like to represent the shipyard alongside NNSY’s USS Alabama parade float, please call Jon Echols at 396-0525 or email to jonathan.j.echols@navy.mil.

PLAN NOW FOR SHIPYARD SHUTDOWN NNSY will curtail all but essential operations Dec. 24, 2016 - Jan. 2, 2017. Dec. 26 and Jan. 2 are official government holidays. This year, 32 hours of annual leave will be needed. Curtailing all but essential operations on the above dates will achieve maximum economy for a holiday period when significant numbers of employees are absent from work, thus reducing the normal productive effort. For additional information please contact the Public Affairs Office at 396-9550.

ON THIS DAY IN HISTORY: Congratulations Congratulations to Cmdr.

Michael Messenger, presented the Navy and Marine Corps Commendation Medal Sept.

16 for meritorious service while serving as SurgeMain Program Manager and Fleet Maintenance Shops Department Head at NNSY from September 2012

Oct. 5, 1945 • Fleet Adm. Chester W. Nimitz is given a parade in his honor through downtown Washington, D.C. at the end of World War II. Oct. 7, 2011 • Operation Enduring Freedom begins with carrier air strikes and ship and submarine Tomahawk strikes in Afghanistan.

Oct. 10, 1845 • The Naval School, now known as the Naval Academy, opens in Annapolis, Md. with 50 midshipmen and seven professors.

Oct. 11, 1968 • Apollo 7 is launched. The first U.S. three-man space mission is commanded by Navy Cmdr. Walter Schirra, Jr. Oct. 13, 2016 • The Continental Congress establishes Continental Navy, later the U.S. Navy.

Oct. 16, 1955 • President Franklin D. Roosevelt approves Secretary of Navy James V. Forrestal's order for African American women to be accepted into the Naval Reserve.

OCTOBER 2016 • SERVICE TO THE FLEET • 9

DIVERSITY AND INCLUSION FROM THE DIVERSITY DIRECTOR’S DESK Diversity and Inclusion has become a core leadership competency and a central factor in the success of business. Diversity is no longer simply “the right thing to do,” but rather a key component for a successful business today. Working effectively despite differences such as gender, culture, generation, race, ethnicity and sexual orientation not only leads to a more productive, innovative organizational culture, but also to better engagement with customers and clients. Inclusiveness and cultural flexibility can be learned and developed and can lead to unprecedented growth and improved productivity, morale, internal communication, leadership and customer satisfaction.

I believe it is important to have everyone involved in the diversity and inclusion process. If we are to create truly inclusive, culturally competent environments for people to work and live in, everybody needs to have a place at the table. I encourage Norfolk Naval Shipyard, “America’s Shipyard,” to maximize the power of diversity, develop inclusion and cultural competency, and change the way we do business. It begins first with us, and then with our families and communities and workplaces. It starts by creating places to live and work where people truly embrace their similarities and differences in a constructive way. To create an inclusive climate, we must understand inclusion is not an add-on; it’s essential for maximizing the ability of our organization to meet its mission. We are challenged to invite courageous conversations and difficult dialogues both with ourselves and with others pointing to a new direction for how we can overcome the lines and barriers that divide us.

LYDIA W. SIMMONS DIVERSITY PROGRAM DIRECTOR

DIVERSITY AND INCLUSION MAKE AMERICA'S SHIPYARD STRONGER

BY FRED SALANTRIO • CODE 1103 America’s Shipyard does indeed have a Diversity and Inclusion (D&I) Office, Code 1103, which has a staff of four people, including the D&I Director, Lydia Simmons, and the staff members; Valerie Fulwood, Fred Salanitro and Valerie Scott. The D&I Office staff have more than 100 years of combined service at NNSY, and a variety of experience that helps make the D&I Office successful.

Diversity and Inclusion are important for establishing and cultivating an equitable and supportive workplace culture here at America’s Shipyard. A diverse and inclusive culture also enhances innovation and creativity while helping to replace the status quo with continuous improvement. Diversity in the workplace is best evidenced by the presence of people from different personal backgrounds and characteristics including ethnicity, age, gender, religion, disability status, and sexual orientation.

Inclusion is recognized by behaviors or practices which accept, value and support diversity by understanding that each of us has much to learn from each other. Both are important and go hand in hand.

The following comes from our Shipyard Commander, Captain Scott Brown’s Diversity and Inclusion Vision: “E pluribus unum – Out of Many, One” - our country’s motto since 1782. Diversity breathed life into that motto, shaped our destiny, and made a significant contribution to our country’s greatness.

NNSY’s vision of diversity and inclusion is premised on respect, professionalism, leadership, awareness, education, communication, and leveraging differences to work together as a team.

We are committed to recognizing and valuing our differences and our commonalities. We place no barriers on any employee or applicant. We allow all to realize their full potential which allows the shipyard to function at optimal capacity by focusing on its talent as a total force. We build on each other’s strengths and are accountable to the highest standards.

“DIVERSITY IS BEING INVITED TO THE PARTY; INCLUSION IS BEING ASKED TO DANCE.” - VERNA MYERS, DIVERSITY ADVOCATE

All shipyard personnel value equality, trust, transparency, and empowerment.

We serve each other and our workforce.

We perform our personal and professional best each day, including a sincere understanding and appreciation of the value that is realized through diversity of thought. We know that our mission will only be achieved through the multitude of thoughts and perspectives – the skills and experiences, the hard work and persistence – that personify all of our employees.

You may or may not know that a Vision Statement describes a future state; in this case, a future state for America’s Shipyard. This future state is what the shipyard’s Diversity and Inclusion office is working on and toward every day. We work on annual assessments of America’s Shipyard Equal Employment Opportunity (EEO) program utilizing an Office of Personnel Management (OPM) document that creates a scorecard of the shipyard and also alerts us to barriers that keep us from having a quality EEO program. We also use the Federal Equal Employment Recruitment Program (FEORP). This report is also one that goes back to OPM and is prepared in compliance with the law and contains information on the representation of minorities within the Federal Government and best practices of Federal agencies. OPM is committed to, and is taking aggressive action to ensure, diversity in the Federal Government.

The D&I Office also works closely with Fleet Forces Human Resources Office (FLTHRO) EEO Division in areas of Disability Recruitment, Hiring and Reasonable Accommodations for those with disabilities to be able to work here in the shipyard, including Wounded Warriors and other veterans who may be disabled.

Speaking of Veterans, did you know America’s Shipyard has a Veteran’s Employee Resource Group (ERG)? If you didn’t, please look at the few other articles in this month’s Service to the Fleet on the Veteran’s ERG and the other ERGs that are in operation at America’s Shipyard,

including the Women’s ERG (the Federal Women’s Program or FWP) and the Disability ERG (NNSY Disability Program).

The D&I Office has an ERG Revitalization Program in the works, which is meant to help strengthen the existing ERGs and also to establish new ERGs for AfricanAmericans and Hispanics.

For a small office, the D&I Staff get a lot done; in addition to all that has been shared to this point, the annual Defense Equal Opportunity Climate Survey (DEOCS), the Executive Development Program (EDP), and the Outreach Program are all a part of the D&I Office as well.

The DEOCS is the annual survey that all shipyard employees are encouraged to participate in to give Capt. Brown and shipyard leadership a point in time look at the shipyard’s organizational effectiveness, EEO status, and status of Sexual Assault Prevention Response (SAPR), and engagement of the workforce (by the way, the DEOCS will be out in January-February of 2017).

The Executive Development Program (EDP) which began taking applications for the 2017 program year last month, selects four outstanding individuals to spend more than six months of intensive leadership development, which is gleaned from senior mentors, shadowing and interviewing senior leaders, and taking part in senior level meetings here at NNSY and at the other three naval shipyards, NAVSEA Headquarters, and NNSY detachments: the Naval Foundry and Propeller Center in Philadelphia and NRMD Kings Bay, GA. The outreach program works with the local school divisions by having tutors and mentors from the shipyard work with elementary, middle, and high school students on Standards of Learning (SOL) improvement; encouraging study in Science, Technology, Engineering and Math (STEM) coursework; and assisting students in extra-curricular (both after school and summer camps) robotics programs that bring the STEM courses to life. This program not only helps the students succeed, but also helps plant a seed for those who participate that America’s Shipyard is a great place to work!

UPCOMING EVENTS •

VET-ERG: Nov. 9: Veterans Day Ceremony and Fall-In for Colors, 8 a.m. at Bldg. 1500 Flagpole • Nov. 9: Kick-off for the Toys-For-Tots Collection, Bldg.

1500 lobby following the Veterans Day Ceremony •

•

FWP: Oct. 26: Pink-Out Day, 11:20 a.m. in the Command Briefing Room, Bldg. 1500 DAC: Oct. 28: The 2nd Annual NNSY Disabilities Awareness Training, 8 a.m. - 12 p.m. in the Code 100PI training room, Bldg. M-32.

THE VETERAN EMPLOYEE READINESS GROUP (VET-ERG) The VET-ERG is dedicated to honoring the men and women who served the nation’s Armed Forces. The VET-ERG is comprised of veterans and advocates connecting with and supporting those in the military within the shipyard and community. These men and women work together to share their passion for the military as well as aid those in need from any of the five branches of service supporting the shipyard mission.

The VET-ERG hosts various activities and programs during the year, such as rallies around the flagpole for morning Colors for significant holidays, partnering with the United States Marine Corps for the Toys-For-Tots, participation in Memorial and Veterans Day Parades, and a DVD and flag collection that has seen deliveries to places like the Portsmouth Fisher House, the Warrior Transition Unit at the Portsmouth Naval Hospital, and the Sturtevant Funeral Home.

Membership is open to all shipyard employees who wish to participate. The VET-ERG meets the second Thursday of each month from 8-9 a.m. For more information about the VETERG, contact Rick Nelson at richard.m.nelson1@navy.mil.

THE DISABILITY AWARENESS COMMITTEE (DAC) The goal of the DAC is to provide professional and social networking for all NNSY employees who deal with any sort of disability. In addition, they aim to enhance a culture of inclusion for the disability community by leveraging each employee’s unique abilities. Together, NNSY and the DAC raise awareness for individuals with disabilities and strive to remove barriers and encourage a workplace built on dignity, trust, and respect.

The motto for the DAC is “Focus on the ability, not the disability.” The team works hard to create a workplace environment where NNSY employees with disabilities are valued and respected. Those with disabilities want to be known for what they can do, not what their disabilities prevent them from doing.

Membership is open to all shipyard employees who wish to participate. The DAC meets the second Tuesday of each month from 2 to 3 p.m. For more information, contact Valerie Scott at valerie.d.scott@navy.mil

THE FEDERAL WOMEN’S PROGRAM (FWP) The FWP is dedicated to addressing the employment needs and barriers faced by women who work at NNSY. The team strives for excellence in developing women, both civilian and military, throughout the shipyard, and providing them a like-minded community where they can express ideas for how to aid women and break down the boundaries women might experience in the workplace.

The FWP hosts monthly meetings and is heavily involved with community outreach events, such as working with the Salvation Army for the Angel Tree services during the holiday season, annually collecting school supplies for local schools within Portsmouth and Chesapeake, and sponsoring all shipyard breast cancer survivors during Breast Cancer Awareness Month in October.

Membership is open to all shipyard employees who wish to participate. The FWP meets the second Thursday of each month from 3-4 p.m. During Summer Hours, the meetings begin at 2 p.m. For more information, contact Yolanda Aziz at yolanda. aziz@navy.mil.

NATIONAL DISABILITY EMPLOYMENT AWARENESS MONTH SPOTLIGHT:

Luther “Sam” Simmons

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER

October is National Disability Employment Awareness Month (NDEAM). Intended to raise awareness about disability employment issues and celebrate the many and varied contributions of America’s workers with disabilities, the Disability Awareness Committee (DAC) wants to raise awareness with spotlights of some of Norfolk Naval Shipyard’s (NNSY) finest workers functioning with disabilities. For more information on the DAC, visit https://webcentral.nnsy.navy. mil/departments/C1100/Diversity/ WebPages/Disability.aspx.

To Luther “Sam” Simmons, Assistant Project Superintendent for the Carrier Program Office, his disability is not something that defines him. “I may be a little slower than I used to be but I’m facing each day with a positive attitude and taking challenges head on,” he said.

Simmons has been working at Norfolk Naval Shipyard (NNSY) since 2002 and his can-do attitude is popular on the waterfront for inspiring his fellow employees.

His nickname was “Hotfoot” because of his quick steps and his vibrato in getting the work done. Nothing seemed to get in his way; however, in Oct. 2015, Simmons collapsed due to an ascending aortic dissection and a clogged carotid artery, which stopped blood flow to his brain. He was rushed to the hospital and they began a CT scan to find the problem. Little did they know, they would find much more than that.

“Along with the dissection, the doctors found a brain tumor that none of us had any idea was there,” said Simmons. “A plan was made and on Oct.11, 2015 I had emergency open heart surgery to repair the dissection. That was the start of three major surgeries within two months.”

Simmons noted his support system, which included Riverside Hospital staff, his family, friends, and coworkers kept him positive through his entire ordeal. “My wife was my medical advocate and took off work to make sure I was taken care of. She was by my side through thick and thin. Our family took turns making sure I was always being cared for,” said Simmons. “My coworkers would visit me and help me through my recovery and I just thought to myself,

‘Wow, these people think so highly of me that they would take the time out of their lives to come help me.

I’m so lucky and humbled.’”

Simmons started rehabilitation and chemotherapy in January and

by April he was back at NNSY. “I came back as the APS for the Carrier Program Office so I could do the job without being out on the project,” he said. “Coming back to work, I knew I would be a little slow with my recovery but the shipyard has been accommodating every step of the way. I was able to get approved to drive my vehicle into the Controlled Industrial Area (CIA) and park next to my building and I was able to take time off the project to slowly work my way back into the flow. I’m forever thankful to this place and to those who I work with.”

His positive attitude holds strong and Simmons has been an inspiration to others. He has been invited to his rehabilitation center to speak to others going through hardships about how it’s important to not give up on themselves.

“I’ve always been a very motivated person. Who wants to feel sad?

I sure don’t,” Simmons said. “I’ve had moments over the past year where I’ve struggled; however, I’ve always come back around thanks to those who support me. I’m very thankful just to be here and to be able to work hard every day. If we don’t strive to get better, we’re only forcing ourselves to get worse.”

Simmons, though having been through struggles over the past year, has continued to work hard and excel where he can. He has learned new skills and has continued to motivate those within the shipyard with his can-do attitude. And he’s confident that others can do the same. “If you’re an employee who’s disabled, don’t be afraid to speak up if you need something. Groups like the DAC are here to help you with whatever you need to succeed,” said Simmons. “I want others to know that even though they’ve gone through ordeals in life, it’s not the end of the road for them. Don’t let these roadblocks stop you in your path. I may not cover the ground like I used to but I’m pushing forward where I can and I’m working hard to improve myself in my situation. Everyone has the ability to go far in life, you’ve just got to take the first step.”

Accelerate the Change: IMPROVEMENT THROUGH EMPOWERMENT

EYE ON INNOVATION: CREATING A NEW CHIPPING GUN ADJUSTABLE SHOULDER STOCK

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TROY MILLER • VISUAL INFORMATION 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. However, sometimes someone comes to the team seeking something the RPL does not have the tools to provide. Rather than turn away these creative thinkers, the RPL reaches 14 • SERVICE TO THE FLEET • OCTOBER 2016

out to other shops within the shipyard to collaborate and get the job done.

A team of Norfolk Naval Shipyard (NNSY) woodcrafters saw an opportunity to improve their chipping gun. In May 2015, they reached out to the Rapid Prototype Lab (RPL), which led to a successful prototype that has been used on the USS La Jolla (SSN 701) and the USS Albany (SSN 753) Projects.

A chipping gun is a tool used by mechanics to remove tile and glue residue from ships. “With the old chipping guns, we would have to bear down on the device to make sure we could get the work done,” said Woodcrafter Mathew MacCord. “The device would create a lot of shaking and heat up in our hands. And sometimes we’d have to push from our shoulders or our chests just to guarantee the right amount of pressure

was used to chip at the tile. It was difficult work and it opened up more chances to get hurt on the job.”

Woodcrafter Supervisor Colt Eason, MacCord, and Alim Jordan were part of the small team dedicated to address the problem. “I was a mechanic at one time and I know from experience how difficult this job could be with the tools we had,” said Eason. “Together we came up with a few ideas and reached out to the RPL. We developed our first prototype, tested it on the job, made notes of what worked and what needed to be improved, and we continued to better the product into what we’re using today.”

The prototype, called the Chipping Gun Adjustable Shoulder Stock, is a pneumatic chisel extender made from PVC pipe and nylatron. It provides more adjustability for the mechanics using the device and gives the mechanic better sight of what they are working on without being directly on top of the chipping tile. In addition, it helps prevent heat from building up and injuring the mechanic using the device.

MacCord, who’s used it on the La Jolla project, is a strong advocate for the prototype. “I’m in love with this. The RPL has been so amazing working with us and making something that makes our job a lot easier,” he said. “The prototype changes the game for those of us chipping on the boat. We’re able to put our whole upper body into the device and it helps us work longer without risk of injury.”

Timothy Martin, a Woodcrafter apprentice who used the device on the Albany project, added, “there’s always a better way to do something and a safer way to do something. It just comes down to knowing the problem and coming up with ideas for a solution. This prototype is proof that something innovative can be done.”

Kenneth Kinstler, a sheet metal mechanic in the RPL, has a lot of pride in this job and working with the team. “This was one of my first jobs with the RPL and we were able to find some material around the shipyard to use for the device,” he explained. “I worked with RPL Apprentice at the time, Justin Mick, to create the first prototype and just seeing the excitement from these guys and how involved they were to get the best product possible was fulfilling to me. From the initial tests, we were able to bring my coworker, John Tate, into the mix and it was a huge team effort all around.

It was worth it to see the smiles of these woodcrafters.”

Jordan, a woodcrafter who was on the team presenting the idea, has since joined the RPL and has helped others make their ideas a reality with his coworkers Tate and Kinstler. “We always come together and brainstorm to do what the mechanics are asking us in creating the prototypes and new tools,” said Jordan.

“My experiences have been working with two great guys who come together with great ideas and making things happen. I’m happy to be able to work with them and do our part to make our shipyard a better place to work.”

With the success of the prototype and the team finding new ways to improve their designs to best fit what needs to be done, Eason and his team are looking forward to bringing new ideas to the RPL. “I like that we were able to take an idea to the RPL, put it in practice, and we’ve started to create something we can use in the future,” said Eason. “I think more people at the shipyard should take advantage of the RPL and I think our story can show more supervisors to take the opinions of their workers to heart. The mechanics are the ones on the deckplates so when they have ideas of how to make the jobs easier, I’m all for it. And with the RPL here, we can make those ideas a reality.”

“They’ve helped us so much and continue to help us even now,” said MacCord. “I’m grateful for everything they’ve done for us and can’t wait to see what we can come up with next.”

Do you have an idea you’d like to see come to life? Visit the Rapid Prototype Lab in Bldg. 171. The team is there to assist the shipyard workforce in their needs for improvement and innovation.

OCTOBER 2016 • SERVICE TO THE FLEET • 15

3-D Implementation and Standardization Subcommittee Brings Innovation to NNSY Through Modeling

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST

In an effort to standardize 3-D modeling, a new team representing various codes across Norfolk Naval Shipyard has been established.

As part of that initiative, a team representing codes across the shipyard has come together to implement a strategy that will ensure standard Model Based Engineering (MBE) practices across all applicable NNSY departments.

The 3-D Implementation and Standardization Subcommittee, led by Code 274 Surface Ship C5I Shipboard Integration Branch Head Steve Minnis, has been together since the formation of the NNSY Technology and Innovation Community of Practice (T&I COP). However, the goal of implementing an MBE environment utilizing Autodesk software to tie the engineering design effort directly to the resulting technical work documents and drawings through 3-D modeling has been a goal of Minnis and his counterpart for Carriers, Code 273 David Bowles, for years.

“Our current methods and capabilities require large teams to manually ship check to collect the necessary data that is then used to develop 2-D drawings,” said Minnis. “In the process, all engineering disciplines participating in the ship check 16 • SERVICE TO THE FLEET • OCTOBER 2016

work together to identify a proposed configuration and potential interferences in an effort to provide an installation design that avoids these interferences to the fullest extent possible.

History has shown it doesn’t always work that well with a 2-D methodology.”

Once the NNSY MBE environment is fully implemented, the new methodology will provide a virtual environment that allows for cross-discipline collaboration in 3-D space, thereby avoiding interferences during the design effort rather than fixing interference problems in the middle of execution.

Development of the Autodesk Vault, which is the data management piece of the MBE system, and Autodesk Inventor, which is the parametric 3-D modeling software component, along with the laser scanning capability being provided through the efforts of the 3-D Metrology Subcommittee, will allow NNSY to realize considerable process improvements and efficiencies that will yield a sizeable return on investment in the long run along with first time quality improvement.

“Autodesk Inventor, laser scanners, along with software that converts point cloud data into usable solid models will greatly streamline the creation of 3-D space arrangements,” said Minnis. “Once these models are created, they can be used as ‘living’ documents that can be used over and over. Through collaboration within Vault, the entire shipyard will be able to work simultaneously with the models in real-time. In addition

to Autodesk Vault and Inventor, several simulation and analysis software tools will complete the MBE environment providing for an end-to-end process that enables engineers to design a foundation, as an example, and seamlessly validate the design with these tools.”

MBE will bring improvements in man-hours and material saved across the board at NNSY. “Code 700 plans to use the software to develop virtual mockups of rigging paths to rehearse a rigging evolution in a virtual environment to avoid any problems before they hit the deck plates,” said Bowles. “Code 2300 intends to utilize the technology to bring 3-D visualization to technical working documents they create. These models and documents can reduce piece/part & product fabrication times, and worker exposure to areas where we want to limit such things.

There are so many uses for this type of technology, we just have to identify the need and put it to the test.”

Stepping forward into the future, Minnis noted he hopes to see 3-D modeling become a staple at NNSY. “Private industry jargon is model-based engineering. Once the software is installed, configured, and made available to all NNSY departments lobbying for MBE capability, and we are doing our day to day business in this environment, we will be recognized as a ModelBased Enterprise,” he said. “It defines an organization that has adopted this technology along with its associated methodology to the fullest extent possible by using 3-D model based engineering to do our engineering design work.”

READ MORE ABOUT INNOVATION AT NNSY IN SERVICE TO THE FLEET SEPTEMBER 2016: “Bringing innovation to the shipyard through virtual, augmented and mixed reality” AUGUST 2016: “Laser Light: The next generation of coating removal for Navy applications” JULY 2016: “T&I COP inspiring local students to pursue STEM careers” JUNE 2016: “Subcommittee excels in 3-D printing” MAY 2016: “Test Tracking: The Radio Frequency Identification Subcommittee sets pilot program in motion” APRIL 2016: “3-D Metrology Subcommittee paving the way to new tech at NNSY” MARCH 2016: “NNSY Robotics Subcommittee making strides with innovative technology” MAY 2016: “Test Tracking: The Radio Frequency Identification Subcommittee sets pilot program in motion”

NNSY IMPLEMENTS NEW TICKET SYSTEM FOR BOTH CONTRACTED AND IN-HOUSE FACILITY REPAIRS

BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTO BY MIKE HAWKINS • PWD PORTSMOUTH In an attempt to make the Service Ticket Process more efficient and effective, Naval Facilities Engineering Command, Mid-Atlantic (NAVFAC MIDLANT) implemented a new system with improvements this year for both contracted and in-house facility repairs.

For years, the service ticket process for in-house shop work followed a two-ticket system where trouble calls would be designated as either “emergency” or “service.” Emergencies were defined as services requiring work for life-or-property threatening instances, while service call efforts were defined as instances where the work was not life threatening.

Customers would fax their requests to the NAVFAC Requirements Branch before being sent to the trouble desk for approval. From there, the trouble desk would send the approved request to the mechanic to schedule the job for completion.

It was a long process that often placed more than 800 tickets at a time in the system backlog for mechanics to tackle. The process also made it hard to correct tickets meant to be emergency or service, and it was clear a change was needed to streamline the process.

“We worked with NAVFAC MIDLANT and our Contract Manager and created a new process where the customer could directly communicate with the trouble desk electronically under a three-ticket system: emergencies, urgent, and routine,” said Bud Ballard, the Public Works Department (PWD) Requirements Branch Head. “From there, the trouble desk inserts the tickets into a queue where the facilities management specialist (FMS) reviews it and makes any changes necessary to guarantee it’s going to the right people at the right time. From there, the tickets are placed in a pending approval status where the time stops on the ticket. The shop supervisors for the mechanics can then go in and pull the pending tickets to assign them to the mechanic needed for the job. This has been a major improvement to our process and getting the tickets handled in a timely manner.”

Deputy Public Works Officer Keith Sellers added, “This new process has helped us improve our metrics as a whole, and fulfill the timeline requirements for the tickets. For emergency tickets, which pose an imminent threat to life, limb, or property, a mechanic should be able to respond within an hour of the ticket being approved and have the ticket closed out within 24 hours. For urgent tickets which are not as

threatening but prolonged neglect will lead to an emergency, a mechanic should respond within 24 hours and have it closed out within five days.

For routine tickets which are not threatening, the mechanic could take up to 30 days after approval to have the item closed out depending on workload and what needs to be done.”

“The metrics also include a cost factor that has to be monitored due to budgetary constraints,” said Sellers. “Emergency tickets base rate is $150 an hour for the mechanics, urgent is $125, and routine is $100. Our customers need to understand when putting in tickets they will likely be asked questions to guarantee their tickets fit the definition of what they are qualifying their service as.”

The new process also brings more partnership between the customers and those working the tickets. The customers get direct communication and are able to use the GRX system to see when the service is assigned to the mechanic.

The new process was brought online in late March and Sellers notes it has helped tremendously not only with the customers but with the mechanics getting the work done as well. “The new process makes sure we’re not putting so much work on the shoulders of these mechanics at one time. We are able to properly manage the amount of jobs given to the mechanics and now these mechanics have queues of up to 10 tickets at a time depending on mechanic and trade,” said Sellers. “Better management means they can also tend to the preventative maintenance (PMs) without being swamped with other tickets. Through our tracking, we noted that in the old system PMs were running about 17 percent done on time. With the new system, the PMs completion on-time now runs at 87 percent and climbing. That’s huge!”

Another improvement that has been implemented is that contractors now receive an immediate email for emergency customer work. The Facilities Service Contract Manager JoAnn Price notes, “The new system has gotten rid of the middle man in the contracting world.

As soon as the customer calls in an emergency, the information is assigned and goes straight out to the contractor to get the service handled in a timely manner.” This is a large improvement from the old system where NAVFAC would pull tickets on an hourly schedule and fax tickets to the contractor, delaying getting the work directly to the contractor. The shipyard differs from the other bases in the region because 45 to 50 percent of the service ticket workload is done by contract.

The service ticket system has seen major improvements with these changes and there will continue to be a constant effort of improvement in the coming years. “We’ve done a good job in briefing and training our building monitors who are the customers we work with directly to get these services taken care of,” said Sellers. “We’re working together to guarantee we find the best process to be the most efficient shipyard we can be. It’s a team effort to get the job done.”

VISIT WEBCENTRAL.NNSY.NAVY.MIL/DEPARTMENTS/C900/ C980/BUILDINGMONITORS/DEFAULT.ASPX FOR MORE INFO. OCTOBER 2016 • SERVICE TO THE FLEET • 17

The NNSY Legal Office serves as the advisor for ethical matters within the shipyard and can be contacted at 396-8625 if needed for clarification or advice concerning ethical issues. Reports to the hotline can be made by email to nnsy_ig_hotline@navy.mil, by calling 396-7971 or by visiting the Command Evaluation and Review office (Code 100CE) in Bldg. 706.

Public Service is a Public Trust

By Jay Jones • Director, Command Evaluation and Review Office As federal government employees of Norfolk Naval Shipyard (NNSY), we are all held to the standards outlined in Title 5 of the Code of Federal Regulations that define the basic obligations of public service. All employees are briefed on the expected ethical conduct required when they enter government employment.

However, periodic reminders are beneficial, as the temptation to stray from the ethical standards presents itself in many ways in our day-to-day activities.

The Code of Federal Regulations provides 14 general principles of ethical conduct that apply to all government employees and set expectations for behavior.

Below are a few of the principles that are important or are frequently violated and reported to the NNSY Fraud, Waste and Abuse Hotline. The remainder of the principles not discussed can be found at: https://www.justice.gov/ncfs/file/761076/ download.

PRINCIPLE #1 – Public service is a public trust. As employees of the government, we have a responsibility to adhere to the principles of ethical conduct and to shipyard regulations so taxpaying citizens can have confidence in the integrity of NNSY. PRINCIPLE #5 – Employees shall put forth an honest effort in the performance of their duties. This principle is often reported to the Fraud, Waste and Abuse Hotline in the form of time and attendance violations

where employees are paid even though they choose to depart the shipyard prior to the end of their shift or exceed the allowed time for lunch breaks. Other ways employees violate this principle include cheating on exams, spending time on the computer for non-government business, and performing assignments in an untimely manner.

PRINCIPLE #9 - Employees shall protect and conserve federal property and shall not use it for other than authorized activities. Employees violate this principle when they use the government property for unauthorized purposes. The most common examples of such misuse at the shipyard are misuse of government computers, vehicles or cell phones.

PRINCIPLE #11 - Employees shall disclose waste, fraud, abuse, and corruption to appropriate authorities. At NNSY, the appropriate authority to make such a report is the management chain of command or the Fraud, Waste and Abuse Hotline.

The preferred method of reporting is the management chain of command so they can be afforded the opportunity to correct the problems. However, an employee can always make a report directly to the hotline independent of reporting the issue to the chain of command.

PRINCIPLE #14 - Employees shall endeavor to avoid any actions creating the appearance that they are violating the law or the ethical standards set forth in this part.

Whether particular circumstances create an

appearance that the law or these standards have been violated shall be determined from the perspective of a reasonable person with knowledge of the relevant facts. As government employees we have to consider how our actions would be judged by taxpayers and we should always be sensitive to the potential appearance that we are violating the law or other ethical standards.

Hopefully, this information has served as a reminder of your responsibility as a government employee. Code 100CE has conducted many hotline case investigations in the past year. In addition to examples provided above, other common items reported to the hotline are violations such as false claims, workplace harassment and mismanagement. In cases where the evidence substantiates that the employees have violated one of these principles, a shipyard instruction or other law/regulation, management will take disciplinary action as appropriate.

So the question is: how will you respond when the temptation is there to file a false claim, leave the shipyard early, or visit some inappropriate sites on your computer? Is losing your job worth the risk?

Can you afford a suspension without pay? I hope that the information provided in this article will make you think twice and ask yourself if your actions will or could have the appearance that they will violate the public trust that taxpayers expect from us as government employees.

The Greatest Award is Caring

BY JENNIFER ZINGALIE • PUBLIC AFFAIRS SPECIALIST PHOTO BY SHAYNE HENSLEY • NNSY PHOTOGRAPHER In 1991 Janice Bullock found her way to Norfolk Naval Shipyard through a student aid program where she worked while going to school. During those days she was unsure if she would stay, 25 years later Bullock said she has established her career at the shipyard.

Currently she works in the awards office where she is the primary person responsible for processing monetary awards, time-off and quality step increase awards for all NNSY employees.

“One of the things I love about my job is to see people get rewarded for their hard work and good behavior,” said Bullock.

Bullock said she is aware that the mission of the shipyard is to repair ships and get them out on time so they, in turn, can support their mission of

defending democracy around the globe.

But she said although she does not turn wrenches on the waterfront, she believes her work is equally as important because it encourages employees to do their job well.

According to peers, Bullock is soft spoken and humorous but her most notable characteristic is her kindness, said supervisor Dorassa Fields.

“I like to encourage people,” said Bullock. “If I don’t know someone I at least try to offer them a smile. Maybe someone’s day is not going well. I feel even just a ‘good morning’ can brighten up their day. I try to be a small ray of sunshine to people.”

Bullock is recognizes the importance of encouragement.

“When I was diagnosed with health issues, a few years back, that put me on a walker, I was not sure whether I would be able to continue working,” she said.

“But I had a supervisor who constantly encouraged me along with my doctor so I told myself I need to get back to work and that is what I did.”

Bullock said what encourages her to get to work every day is knowing even in a small way, she is able to touch employees across the shipyard.

But she believes the greatest reward isn’t what you get but what you give.

“If someone were to ask me how they could earn an award I would tell them, 'do your job with a smile,'” she said.

"If someone were to ask me how they could earn an award, I would tell them, 'do your job with a smile.'"

OCTOBER 2016 • SERVICE TO THE FLEET • 19

SHIPYARD SPOTLIGHT:

Deputy Submarine Program Manager Pat Ensley gives it his all in and out of the shipyard

BY MIKE BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST PHOTOS PROVIDED BY PAT ENSLEY Many shipyarders might spend August vacations stateside relaxing on the beach or enjoying an amusement park. Most do not go build a home in Nicaragua, bathe in the ocean, subsist on beans and rice and bunk in a room fending off tarantulas and scorpions.

But that’s exactly how Norfolk Naval Shipyard (NNSY) Deputy Submarine Program Manager Pat Ensley recently spent several days.

Ensley, his daughter and several friends expanded the residence for a deprived family of five living in Popoyo, a coastal region in southwestern Nicaragua. “The husband and wife live on a mattress on sticks, three feet off the ground. The kids sleep on a blanket on top of a board,” Ensley said. His trip was coordinated through a nonprofit organization which assists Nicaraguans in need. The environment there is so rural there is no running water or electricity; the houses have carpets of dirt. The organization furnishes the building materials which it can purchase through annual fundraising.

Ensley’s “vacation” required waking up at 5 a.m. and working several hours into the late afternoon on projects like breaking through hard dirt, mixing concrete, laying brick and pulling up a tree truck by hand. “All day working on the site, you then jump in your bathing suit and go to the beach, and that’s like your shower,” he said.

20 • SERVICE TO THE FLEET • OCTOBER 2016

Ensley’s group also provided sporting equipment and school supplies to Popoyo’s children. He said the close bonds between the local residents and their love of outdoors was particularly striking in an age that’s increasingly digitized and disconnected from nature.

“When you’re playing baseball with the kids in Nicaragua, there are pigs running across the field; when you’re in church on Sunday, there are chickens walking around,” he pointed out. He added rush hour traffic there consists of oxen carts waiting on livestock crossing the roads and dogs running wild.

“I went down with one attitude and came back with a totally different attitude,” Ensley said. “I was greeted by strong handshakes when I arrived and was surprised by strong hugs when I left. I travelled with the expectation of devoting my time to them, to help them and yet they gave back more to me in a way I will never comprehend.

They lead very simple lives, difficult lives, as poor as they can be, but just as happy as anyone that I ever met. I was humbled given the opportunity to serve.” He hopes to still give more. With Ensley’s engineering background, he plans to explore well drilling capabilities there and eventually raise money to purchase a generator.

The experience provided a lifelong memory for both Ensley and his daughter, a high school sophomore who previously enjoyed more luxurious vacations like in Hawaii and the Caribbean. “I wanted to make sure that she realizes that there’s another side of reality where the rest of the world needs our help,” Ensley said. Putting her high school Spanish skills to good use, she was able to speak to Popoyo’s children in their native tongue and strike up instantaneous friendships.

If you’re still wondering why a guy would volunteer his time to do something like this, then you don’t know Pat Ensley. A veteran of NNSY since 1989, the man thrives on challenges. He built his own house, bulkhead and pool at Sandbridge Beach. Currently an instrument rated pilot, after he retires from NNSY, Ensley plans to build a high performance airplane in his garage. He models his guitar playing on Mark Knopfler, the former Dire Straits frontman who’s considered one of the great guitarists of all time.

Ensley began his shipyard career in the Nuclear Engineering and Planning Department, before transitioning to Project Engineering and Planning Manager on carrier projects for the better part of a decade. After then going to Code 300 Operations, he became involved in submarine projects beginning with his stint as Deputy Project Superintendent on USS

Below left: Ensley mixes concrete during his "vacation" to Nicaragua.

Below right: Ensley's daughter quickly bonded with Popoyo's children, using her Spanish speaking skills to strike up instant friendships.

10 THINGS YOU Montpelier, which finished eight days early in 2010.

If there’s a common theme in the projects Ensley has overseen in the last several years—USS Montpelier (SSN 765), USS Newport News (SSN 750), and USS Helena (SSN 725)—it’s that they finish early and within budget. His ability to get work done effectively pivots on “how we communicate and how we work with one another,” he said. That sounds simple in theory but proves tricky to manage while overseeing complex ship availabilities when every working hour counts. So Ensley forges strong relationships off the clock and outside the gates, be it celebration cookouts with project teams and Ship’s Force at Scott Center Annex, or even playing soccer as he did with the Newport News team.

As Deputy Submarine Program Manager, Ensley now works long-term items for the shipyard’s submarine program, such as the transition to having a dedicated “sub hub” on the north end of the waterfront, and ensuring adherence to the Ship Safety, Flooding and Fire Drills. While he jokes about being one of the “old guys” on the waterfront now, he has no doubt about his role in wanting to ensure a strong future for NNSY. “At some point, you’ve got to say, this shipyard is your home,” he said. “People might say, ‘I work at the shipyard.’ But you’ve got to commit to something. You’ve got to say either ‘I’m invested’ or ‘I’m not invested.’”

USS La Jolla Deputy Project Superintendent Garry Banks, who worked with Ensley as Assistant Project Superintendent on the Newport News, said, “He’s one of the guys who would do whatever it takes to make sure you’re supported. He won’t stop until he gets the right answer for you.” Banks recounted the time when the project team was rallying together to prepare for undocking. “It didn’t matter that he was the deputy, he went down there with the mechanics to clean up the dry dock. He leads by example.”

Ensley said his favorite phrase to build others up is a simple “good on ya!” when one of his project team members does something safely and with first-time quality. At the end of each day, Ensley likes motivating others, making personal connections, and achieving success with those around him...whether he’s at the shipyard or in a remote region of Nicaragua.

Good on him.

PAT ENSLEY 1. I had a wells and sprinkler company when I started at the shipyard.

2. Soccer is my favorite sport to play.

3. I’ve played guitar for 32 years.

4. The Samples and Stick Figure are two of my favorite bands.

5. Several years ago I bought a condemned house in Cradock, restored and sold it.

6. I love spearfishing.

7. My brother would play me in The Pat Ensley Story because he can mimic me so well.

8. I am an avid boater and certified rescue diver.

9. Rush was my first concert.

10. On my 40th birthday, my wife gave me a choice between a car and a guitar. I chose the guitar.

Above: Deputy Submarine Program Manager Ensley stands in front of USS Helena (SSN 725) OCTOBER 2016 • SERVICE TO THE FLEET • 21

Beyond the Gates: OUT AND ABOUT IN HAMPTON ROADS

out & about BEYOND THE GATES PARADISE FOUND IN A SHIPYARD'S SHADOW Story and Photos By Anna Taylor • Public Affairs Specialist It is difficult to define the word “paradise” because it means something unique to everyone. To me, paradise is an isolated cabin in the Colorado wilderness. To you, it might be a white sandy beach beside turquoise waters in the Caribbean.

But paradise also can be found at a wooded site on Victory Blvd. between Norfolk Naval Shipyard (NNSY) and St. Juliens Creek Annex, where 40 acres of restored forest and once-spoiled wetlands form Paradise Creek Nature Park, a lush sanctuary on the edge of Portsmouth’s urban sprawl.

I drive past the park every day during my commute to work but never quite realized exactly what was hiding across the street from the historic Cradock neighborhood. Dense vegetation obscures the entrance; and when

I visited one Sunday morning in August, I nearly missed the turn.

I parked my car in the gravel parking lot and the first thing I noticed was a statue of two steel workers made using metal from ships disassembled at a nearby scrap yard.

The sculpture represents the delicate balance between industry and nature on the Elizabeth River, a theme that resonates throughout the park.

After a quick glance at the map, I decided to begin my adventure at the main entrance.

There are two miles of well-marked gravel paths, all of which are named after various flora and fauna. You can walk or bike your way through the park, and dogs are welcome as long as they are leashed.

I kept my eyes peeled for wildlife and

You can find a map and more information about Paradise Creek Nature Park at www.ParadiseCreekPark.org.

followed Otter Trail beneath overcast skies around the park’s perimeter past the handicapaccessible kayak launch and Wetland Learning Lab, two of the many features designed to encourage community recreation and education.

The Elizabeth River Project (ERP) has been working since 2001 to restore Paradise Creek, a small tributary on the southern branch of the Elizabeth River. The river has served as one of the greatest industrial harbors for four centuries, and hastened by human development, became one of the most polluted.

While there is no escaping the area’s commercial roots, and even though neighboring boat repair shops, energy plants, and heavy machinery are visible from virtually

every angle, the park is a gleaming example of just how resilient the environment can be.

During spring, summer and fall, the park offers self-guided wildflower walks, and the wetlands provide ample opportunity for songbird and waterfowl sightings. Acres of invasive species were cut down, and there are now more than 10,000 native trees, shrubs and flowers throughout the revitalized forest.

The ERP also facilitates park programs like clear-bottom kayak tours, ranger walks, and a Great Migration Bird Walk.

The network of marshy waterways, which used to be covered with mud dredged from the river, is now a wildlife refuge offering a picturesque backdrop for educational programs and public leisure.

If you’d like to explore from the water but don’t own your own kayak, NNSY’s Morale, Welfare, and Recreation (MWR) at Scott Center Annex offers equipment rentals for both military and civilian employees.

Much of the north shore of Paradise Creek served as a Norfolk Naval Shipyard

landfill from World War II until 1983. The shipyard, working in collaboration with the Environmental Protection Agency and the Virginia Department of Environmental Quality, celebrated the Navy's completion of restoration activities Aug. 23, culminating 36 years of investigation and remediation.

Otter Trail ended at the park’s Wetland Footbridge, where I enjoyed a scenic view of Paradise Creek with Norfolk Naval Shipyard and the South Norfolk Jordan Bridge on the horizon. I continued on Fox Trail, which loops around the north end of the park. Connector trails provide easy access to bench-lined Wildflower, Songbird, Blue Heron, and Osprey Trails, which zig and zag through swaying trees, tangled vines, and thick undergrowth, making it easy to forget our bustling shipyard is just across the river.

My morning at the park was peaceful and offered a reprieve, however brief, from the asphalt suburbs that cover most of Hampton Roads. So whether you are seeking a lunchtime respite or an educational weekend activity for the family, I encourage you to check out Paradise Creek Nature Park.

OCTOBER 2016 • SERVICE TO THE FLEET • 23

Waterfront Watch: ALL HANDS ON DECK

TRUMAN ARRIVES

24 • SERVICE TO THE FLEET • OCTOBER 2016

FOR PIA

BY ANNA TAYLOR • PUBLIC AFFAIRS SPECIALIST USS Harry S. Truman (CVN 75) arrived at Norfolk Naval Shipyard (NNSY) Aug. 25 for its 10-month Planned Incremental Availability.

Critical work during the availability, which will officially begin Sept. 27, includes an upgrade to the Consolidated Afloat Networks and Enterprise Services (CANES), the Navy's next generation tactical afloat network, which enhances operational effectiveness and provides better quality of life for deployed Sailors.

“It’s a very complex availability with a heavy contracting package and a lot of moving parts,” said Truman Project Superintendent Mike Jennings. “It’s the biggest integration, as far as logistics go, ever encountered on an aircraft carrier project.”

Because Truman’s last availability at NNSY was condensed, the project team will be dealing with emergent issues that were not addressed last time the ship was at NNSY, including a significant amount of pump work.

“What we didn’t do last time, we’re doing this time,” said Deputy Project Superintendent Bobby Leigh. “Last time Truman was here, we adjusted the work to make it fit the timeframe. So now there’s a lot of significant maintenance that was deferred to this availability to go do. It’s a heavy load.”

Truman’s PIA will total roughly 499,773 mandays, 56 percent of which will be completed by contractors.

“This project is unique because of the amount of contractors we have on board,” said Jennings. “We’re partnering with Huntington Ingalls Industries in a way we’ve never done before, and we are extra motivated to deliver this carrier on time.”

Jennings said the ship’s crew is very experienced, and most of the 2015 Truman team is also returning to the project.

According to Leigh, many of the Sailors aboard Truman during its last availability are returning, so the project’s team mentality is still in place.

“If you have friction with the ship it’s like mixing oil and water,” he explained. “We’ve got to be on the same page and it starts with maintaining those relationships and building their trust.”

The project’s motto is “One Team,” and Jennings said there has been much discussion about how to mitigate differences to ensure an on-time departure.

“We will leave on time. It’s back to the basics. We are going to hold ourselves and each other accountable as a team. We’re one team working to get the ship out of here.”

Photo by Shayne Hensley • NNSY Photographer

OCTOBER 2016 • SERVICE TO THE FLEET • 25

SAVVY SHIPYARDERS SALVAGE SUBMARINE SAIL FOR TRAINING

By Mike Brayshaw • Lead Public Affairs Specialist Photo By Shayne Hensley • NNSY Photographer One project’s scrap just might prove to be an entire corporation’s treasure.

The USS La Jolla (SSN 701), currently in the three-year process of being converted from an operational fast-attack submarine into a Moored Training Ship (MTS) at Norfolk Naval Shipyard (NNSY), had its sail removed Sept. 12. While the complete conversion will dispose of a substantial portion of La Jolla, shipyarders are proving savvy in salvaging the boat’s components and finding ways to utilize these unique pieces in training. The sail, at 17 feet tall, seven feet wide, and 25 feet long, promises to be the biggest training piece of all.

John Frisch, Training Engineer for NNSY’s Engineering and Planning Department, began the efforts to retain the sail four years 26 • SERVICE TO THE FLEET • OCTOBER 2016

ago. With sail work being among the greatest challenges in overhauling fast-attack nuclear submarines, having an actual one for shipyarders to train on was a priority. Attaining one from Puget Sound Naval Shipyard and Intermediate Maintenance Facility Inactivation, Reactor Compartment Disposal, Recycling (IRR), would have been too costly.

So Frisch seized the opportunity to get the La Jolla sail while the project was still in the planning phase. “We kept pursuing it, and finally got it,” said Frisch. “There were many meetings, discussions, and much problem-solving along the way. Working together as a team allowed us to achieve what at times seemed impossible. I’m excited because it was a large project, it’s good for training, and it had never been done before.”

The sail mock-up will be comprised of three parts: the sail and two sections of the pressure hull. Once complete, NNSY will have the NAVSEA corporation’s sole Sail Learning Center.

Earlier this year, Frisch also salvaged several valves off the boat and partnered with the shipyard’s Rapid Prototype Lab to cut them open to be used in training. NNSY is also repurposing the forward and aft escape trunks, as well as a large section of the sonar sphere. “We can get existing equipment, save the taxpayers money, and it makes the [La Jolla] project look good too,” he said.

Be it training on periscopes, upper and lower hatches, ventilation and exhaust valves, electrical hull penetrations, hull cuts, piping, staging, painting, and more, the sail’s benefits are wide-ranging. NNSY’s Sheetmetal, Outside Machine, Electrical, Pipefitter, Painting/Blasting, Lifting and Handling and Temporary Services shops

all stand to benefit in expanding the skills and abilities of their employees. “A lot of shops, and a lot of shipyards can benefit,” Frisch said. That’s because NNSY stands to eventually have the NAVSEA corporation’s sole Sail Learning Center.

The center will give shipyard personnel a broader understanding on both the essentials and intangibles when it comes to performing work on sails and their components. “It will teach the things that you don’t see in the manuals, and pass down the tribal knowledge,” said Stephen Smith, NNSY Sail Learning Center Manager.

While there are still many steps to take to have a fully functional learning center— procuring air compressors and generators, as well as stage building—there is now a 76,000-lb. centerpiece to build around. The sail mock-up will actually be comprised of three parts: the sail and two sections of the pressure hull. With all three sections reassembled, it will be 29 feet tall, 31 feet wide, and 39 feet long.

“No other shipyard has a facility like that, so we want to bring in [personnel from] other shipyards, even private ones,” said Smith.

“Rig out, adjusting bearings, any number of things can be trained.”

For now, the sail is going to NNSY’s Southgate Annex, with the Painting/Blasting Shop employees first to get training while blasting and repainting the hull. “We want to preserve the sail, which is a win, but they’re going to also train on it while it’s still out at Southgate,” said Smith.

As outlined in A Design for Maintaining Maritime Superiority, The Chief of Naval Operations, Admiral John Richardson, has challenged the Navy to achieve high velocity learning at every level. “Apply the best concepts, techniques and technologies to accelerate learning as individuals, teams and organizations,” he said. “Start by seeing what you can accomplish without additional resources.”

That challenge, coupled with Shipyard Commander Captain Scott Brown’s emphasis on improving NNSY’s capabilities, makes the success of salvaging the sail and dedicating the learning center that much more important.

As NNSY’s Mechanical Group Non-Nuclear Continuing Training and Development Leader Steven Clouse pointed out, “The sail will give the entire production team the ability to train together cross-functionally to iron out issues that arise during the successful execution of work on the projects. We will also be able to test and prove out new techniques and technology on these components in real live conditions without affecting the project schedule. The end goal is to train as a team all parts working together to achieve the same goal, returning the ship in excellent working condition within budget and on time, to the men and women that protect our country.”

OCTOBER 2016 • SERVICE TO THE FLEET • 27