Service to the Fleet - February 2021

NORFOLK NAVAL SHIPYARD HOSTS ANNUAL MLK CELEBRATION

SERVICE TO THE FLEET Norfolk Naval Shipyard

We Are America's Shipyard

February 2021

WELCOME ABOARD! Capt. Dianna Wolfson assumed command of Norfolk Naval Shipyard Jan. 15, becoming the first female leader in its 253-year history!

NNSY EMPLOYEE SELECTED FOR NAVSEA NEXTGEN PROGRAM

Table of Contents

IN THIS ISSUE Features: 4 FROM THE COMMANDER:

18 SHIPYARD SPOTLIGHT:

5 SIGHT LINE: THE

20 DELIBERATE AND

PEOPLE AND MISSION

COMMANDER'S VIEW

6 ON THE COVER: CAPT

DIANNA WOLFSON BECOMES 110TH COMMANDER AND FIRST FEMALE LEADER OF NORFOLK NAVAL SHIPYARD

8 NORFOLK NAVAL SHIPYARD

HOSTS VIRTUAL CELEBRATION IN HONOR OF DR. MARTIN LUTHER KING, JR.

10 LEADERSHIP: NORFOLK

NAVAL SHIPYARD'S LEADERSHIP IMPROVEMENT TEAM

12 CULTURE: CULTURE CHANGE TEAM WORKS TO REVAMP FORCE MULTIPLIER TRAINING

13 PEOPLE DEVELOPMENT:

NORFOLK NAVAL SHIPYARD’S DEVELOPMENT OF THE PEOPLE: DEVELOPING CRITICAL THINKERS AND EMPOWERING CAREERS

14 MISSION: EXECUTING OUR MISSION TEAM

16 NORFOLK NAVAL

SHIPYARD VET-ERG LEADS CHARGE WITH ANNUAL TOYS FOR TOTS COLLECTION

17 NNSY COMMAND

UNIVERSITY INTRODUCES SELFPACED LEADERSHIP COURSE

2 • SERVICE TO THE FLEET • FEBRUARY 2021

JENNIFER FREEMAN

17

INTENTIONAL WITH DIVERSITY AND INCLUSION

21 NNSY EMPLOYEE SELECTED FOR THE NAVSEA NEXTGEN PROGRAM

22 NNSY EMPLOYEES CREATE

INNOVATIVE FILTRATION UNITS IN THE FIGHT AGAINST COVID-19

24 SHIPYARD FAMILY

LEGACIES: A TRIBAL CHIEF, FIREFIGHTERS AND RIGGERS

26 THE HISTORIC TRADITION OF EXCELLENCE: NNSY EXHIBIT HIGHLIGHTS THE SHIPYARD’S WORLD WAR II EFFORTS

28 NORFOLK NAVAL

SHIPYARD PREPARES TO OPEN NEW TRAINING BUILDING

30 NNSY ACCEPTING

APPLICATIONS FOR APPRENTICE PROGRAM

6 24

VOLUME 84 • NUMBER 02 SHIPYARD COMMANDER Capt. Dianna Wolfson EXECUTIVE OFFICER Capt. Todd Nichols COMMAND MASTER CHIEF CMDCM Gene Garland EXECUTIVE DIRECTOR (CODE 1100) Fred McKenna PUBLIC AFFAIRS OFFICER Terri Davis SERVICE TO THE FLEET EDITOR Kristi Britt PUBLIC AFFAIRS STAFF Hannah Bondoc, Michael Brayshaw, Allison Conti, Troy Miller, Jennie Rentas, Jason Scarborough, Curtis Steward EMAIL THE PUBLIC AFFAIRS OFFICE nfsh_nnsy_pao@navy.mil EMPLOYEE INFORMATION HOTLINE (757) 396-9551 FRAUD, WASTE & ABUSE HOTLINE (757) 396-7971

Service to the Fleet

DISCIPLINARY CORNER October 2020 Closed Disciplinary Cases: 65 Of the 65 cases: • 51 have received formal discipline • 15 have lost employment • 18 were suspended (9 indefinitely) • 12 received letters of reprimand The types of cases are: • 16 attendance cases • 13 conduct cases • 10 security cases • 18 performance cases • 8 other cases

SHIPYARD RADIO ADVISORY 1630 AM

November 2020 Closed Disciplinary Cases: 51

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 DoD, 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.

Of the 51 cases: • 40 have received discipline • 3 have lost employment • 24 were suspended (0 indefinitely) • 9 received letters of reprimand

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The types of cases are: • 8 attendance cases • 15 conduct cases • 6 security cases • 11 performance cases • 11 other cases

FOLLOW US ON INSTAGRAM @norfolknavalshipyard READ STTF ONLINE www.issuu.com/nnsy FEBRUARY 2021 • SERVICE TO THE FLEET • 3

From the Commander, Capt. Dianna Wolfson:

One Mission, One Team

Hello, America’s Shipyard! What an incredible honor and joy it is to be back with you, now as your Shipyard Commander! This is my third tour at Norfolk Naval Shipyard and while they say “third time’s the charm” the reality is all of my times at this shipyard have been awesome opportunities that have helped me learn about you, our work and the importance of what we do together as one team serving our Navy. I may be the new leader of this team, but I see myself as a player on it as well, and it’s my priority during our time together to help drive us across the goal line in chasing best ever performance.

Recognizing each of you, and celebrating all the work you do for our Navy and country, is so important to me. It’s each of you who have the ideas and innovations to keep our Navy the strongest Navy in the world.

You are the ones who drive the results delivering combat-ready warships.

Because of this, I will be prioritizing getting out to meet with you, both for talking about my priorities, but most importantly, thanking you for all you do and recognizing all your great efforts.

We already held our first recognition, for our Contracts Department (Code 400) and their teaming with work integration, our business agent and the 4 • SERVICE TO THE FLEET • FEBRUARY 2021

USS Pasadena (SSN 752) project team to quickly execute a contract cleaning sanitation tanks to support critical path work on the availability. What a great example of teamwork!

One phrase you will hear me say often because I truly believe in its importance is ONE MISSION – ONE TEAM. This comes directly from our Command Philosophy. I actually wrote the Command Philosophy when I was here as Operations Officer (Code 300). These words are even more important to me today. We have ONE MISSION. We forge every opportunity to preserve our national security and gain a competitive advantage to “be the shipyard our Navy needs” through our exceptional, safe, timely and costconscious delivery of our warships.

We are ONE TEAM! Together, as the Norfolk Naval Shipyard workforce, we are in the mission of relentlessly chasing best performance in the stewardship of our nation’s warships.

We'll have the Command Philosophy out soon. Please think of how your work group already supports the philosophy, and think about what we can do together in the coming year and throughout our time together. As One Team, it’s so important that we effectively partner and win together. We must support each other, and we must also hold each other accountable in all we do.

When we recognize ourselves as being One Team, we realize our successes and failures are shared. To ensure our strongest team, we are committed to enhancing competence and character, demonstrating humility and respect to our teammates, while ensuring an actively inclusive team.

In our work, we must exhibit integrity, discipline, responsibility,

and patience. These are words that my father taught me, so they are near and dear to me, but each of them apply to our work. We must demonstrate integrity in all facets of our work, to do the right thing and honor our commitments, demonstrating our accountability across all working groups. We must have discipline to prioritize the best for our shipyard and understand how our individual actions support our overall mission.

We must instill responsibility to build an organization of fully developed and empowered people. We must show patience to intently listen to others and seek first to truly understand before responding. Together, these efforts will help us in creating an environment where we can grow and win as One Team!

Mr. Jeremy Largey, our new Code 2300 Nuclear Engineering and Planning Manager, and I are excited about our roles in helping to develop our people, improve our environment, build our character and support our teamwork. Thank you for welcoming both of us into this shipyard family. We look forward to being your advocates, supporters, and most importantly, your biggest fans.

I’ve had many great opportunities in my naval career, but I feel the greatest opportunity of all is the one before me at this very moment. Now . . . let’s go do this! #wegotthis ONE MISSION – ONE TEAM!

Capt. Dianna Wolfson Norfolk Naval Shipyard’s 110th Commander

Sight Line: The Commander's View The work NAVSEA does for our Navy is important. And more often than not, NAVSEA is in the press every day.

You do at times need to read between the lines because we are not often mentioned by name, but we’re there just the same because we are the Force Behind the Fleet. A recent example is the decision to keep USS NIMITZ (CVN 68) on station in the Middle East due to hostile threats made by adversarial governments. NIMITZ deployed out of San Diego in June, 2020 and is still going strong. The crew is doing a phenomenal job, and we should be grateful to them and their families for their service. Leadership’s decision to extend the USS NIMITZ was due in large part because of the tremendous work Puget Sound Naval Shipyard & IMF completed during the carrier’s Dry-docking planned incremental availability; completing all planned work, and some unplanned work, four days early in May, 2019.

The operational cycle of Navy ships, codified in the Optimized Fleet Response Plan, begins with maintenance, and for aircraft carriers and submarines, that is NAVSEA. That is you! Almost without exception, the maintenance and modernization work completed on these platforms is done at a Naval Shipyard. The warships you maintain and modernize are on THE front line in today’s era of great power competition. You are, and always have been, a resilient team.

When our warships and submarines deploy, they take that resilience with them. Often, they operate forward and must remain on station for extended periods to complete the mission to deter aggression and, if needed, defeat our enemies.

In NIMITZ’s case, she and her strike group have remained deployed for more than eight months, and thanks to you, the combat power within a

Carrier Strike Group is unlike anything our potential adversaries can muster.

That is why she remains in the Arabian Gulf to ensure our enemies do not take hostile actions against us or our allies.

While the NIMITZ Strike Group serves as a clear reminder of our Navy’s might, our submarine force provides a separate, but equally critical, mission. We call them our Silent Service because our attack submarines combine unmatched stealth, speed, firepower, and endurance for the most lethal force the world has ever seen.

Once a submarine dives, it can go in just about anywhere. This ability to rapidly and clandestinely deploy to around the globe significantly complicates our adversaries’ ability to plan and execute hostile activities.

Attack submarines and aircraft carriers are in high demand, and we simply do not have enough of either to meet our all of combatant commander’s requests. Of the 57 commissioned attack submarines, eight are currently undergoing maintenance at Naval Shipyards and we are inducting four more in February. That is one-fifth of the attack submarine force. Your ability to return these submarines and aircraft carriers to the Fleet on time is critical to our national security.

Thank you for the great work you do on behalf of our Navy and our great country.

KEEP CHARGING! V/r, VADM William Galinis Commander, Naval Sea Command

Systems

FEBRUARY 2021 • SERVICE TO THE FLEET • 5

Capt. Dianna Wolfson Becomes 110th Commander and First Female Leader of Norfolk Naval Shipyard STORY BY MICHAEL BRAYSHAW • LEAD PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER

At left, outgoing Shipyard Commander Rear Admiral Howard Markle and new Shipyard Commander Captain Dianna Wolfson participate in the Assumption of Command ceremony virtually with NAVSEA Commander Vice Admiral William Galinis; above, Markle congratulates Wolfson on her achievement.

Captain Dianna Wolfson took the helm Jan. 15 as the 110th commander of Norfolk Naval Shipyard (NNSY) and first female leader in its 253-year history.

Wolfson also holds the distinction of becoming the first female commander of any of the nation’s four public shipyards when she assumed command in June 2019 of Puget Sound Naval Shipyard and Intermediate Maintenance Facility (PSNS & IMF).

This marks her third NNSY tour, with previous assignments as Operations Officer and Project Superintendent for the USS Newport News (SSN 750) Engineered Overhaul.

Wolfson takes command of the shipyard during a period of great transition, as NNSY is upgrading its facilities as part of Naval Sea Systems Command’s Shipyard Infrastructure Optimization Program (SIOP) and continues integrating cutting-edge technologies in ship repair and modernization. In the midst of that, NNSY has worked in the past year to minimize the spread of COVID-19 amongst its nearly 11,000-member workforce while maximizing the mission of delivering assets back to the Navy.

One of Wolfson’s initial priorities will be implementing a codified NNSY Strategic Framework, focused on improving four key areas: leadership performance, organizational culture, employee development, and mission execution.

“One phrase I will use often because I truly believe in its importance is ‘One Mission, One Team,’” said Wolfson. “We have one mission—to forge every opportunity to preserve our national security and gain a competitive advantage to be the shipyard our Navy needs through our exceptional, safe, timely and costconscious delivery of our naval assets. Together, we are in the mission of relentlessly chasing best performance in the stewardship of our nation’s naval assets."

6 • SERVICE TO THE FLEET • FEBRUARY 2021

Wolfson has extensive experience not only at three of the nation’s four public shipyards, but also serving a variety of vessels.

As part of the Navy’s initial groups of female surface nuclear officers in the 1990s, Wolfson earned her surface warfare qualification while serving on USS George Washington (CVN 73) from 1998 to 2001 and later served on USS Carl Vinson (CVN 70) from 2007 to 2009. She also has a deep knowledge of submarines, including roles as assistant project superintendent, docking officer and nuclear zone manager at Portsmouth Naval Shipyard in Kittery, Maine from 2004 to 2007.

“Captain Wolfson is truly the right leader at the right time for NNSY,” said departing Shipyard Commander Rear Admiral Howard Markle. “Her deep sense of care and commitment to our Navy and the NNSY workforce will be at the forefront of meeting the shipyard’s priorities of developing our people and delivering on our mission.”

One of Wolfson’s initial aims is meeting with the shipyard’s production work groups and ensuring understanding of open lines of communication in improving the organization’s leadership performance, organizational culture, employee development, and mission execution. “I believe in the mantra that ‘if you take care of your people, they’ll take care of you,’” she said. “I think the ‘people piece’ of the business is so important because it’s the people who do the work. It’s the people who make change. It’s the people who drive results. I want our workforce to hear that directly from me, to know I value each one of you and will strive every day to make sure you feel valued.”

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8 • SERVICE TO THE FLEET • FEBRUARY 2021

Norfolk Naval Shipyard Hosts Virtual Celebration in Honor of Dr. Martin Luther King Jr. STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST I PHOTOS BY ALIM JORDAN • NNSY VIDEOGRAPHER

Every year in January, the Norfolk Naval Shipyard (NNSY) African American Employee Resource Group (AA-ERG) hosts its annual celebration in honor of Dr. Martin Luther King Jr., celebrating his life and accomplishments while also recognizing the federal holiday as a day of service and a time to remember, celebrate, and act. In the wake of the ongoing pandemic, it was clear it would be difficult to host the ceremony like years past – so the AA-ERG took charge in developing a virtual event filmed by NNSY’s Instructional Design Center (Code 1170).

“It was important for us to find a way to continue our annual celebration and to bring our workforce together in whatever way we could while remaining safe,” said AA-ERG Chair Michael Taylor. “Our team brainstormed ideas and decided to film the program in segments to be included in our first-ever virtual event.

The celebration also provides our audience with the opportunity to see this program at any time, so that they don’t miss what’s being shared. It was a big step for us and I’m happy we were able to make it happen.”

While following NNSY COVID-19 guidelines, the virtual event was filmed with participants individually, featuring Shipyard Commander Capt. Dianna Wolfson, Taylor, AA-ERG Co-Chair Ciara Mason, vocalist Michael Bauswell, and guest speaker Minister Rashad Cartwright of the Experience Life Church in Hampton and Little Piney Grove Baptist Church, the oldest African American Baptist Church in Virginia Beach. The event premiered Jan. 20 at 11 a.m. on NNSY’s social media platforms and Defense Visual Information Distribution Service (DVIDS).

“Dr. King took tremendous strides to advance civil rights, and inspired our community and country to commit to service, promote the disadvantaged and encourage unity,” said Capt.

Wolfson. “His efforts were joined by many others who fought every day to bring equality for all. His words echoed across the country, powerful statements bringing a call to action for others to do their part. With the recent civil unrest in our country, we should each remember his resounding call for equality for all and judging one by the content of their character. If anything, Dr. King’s words are more important than ever today.”

Minister Cartwright shared his thoughts on the dedication to

service, as well as Dr. King’s legacy as someone who wasn’t afraid to challenge social inequality. “Dr. King lived his life not only for the service of himself but for the service of others. Because true service is the care and consideration one has for the need of others. When we think of the word service – in many ways it is a synonym of the word discomfort. Because true service for a cause, community, or culture causes one to have discomfort,” said Minister Cartwright. “I tell you if there is one word that is manipulative in the English dictionary – it is the word comfortable. Because being too comfortable will keep you hindered. Comfortable will stop your potential for growth. Comfortable will keep people stuck in stagnation when greatness is calling their name. Dr. King knew better than anyone to make a difference, you have to get a little uncomfortable.”

He continued, “I hope that we all can strive to get a little uncomfortable, to be an agitator, to make a difference - whether it be to feed every child or ensure justice across our land until there is equality for all. Think of it like a washing machine. When you have a stain that is too great, you need some agitation to remove it. Be the agitator. Help make a difference.”

Capt. Wolfson added, “At America’s Shipyard, we work together as a team leveraging our ideas and our innovations in ship repair and modernization. We are nearly 11,000-members strong and each one of us has an important role to play in maximizing the mission. We are a melting pot of different cultures, ethnicities, genders, races, and more – all coming together to support the U.S. Navy. We are all unique individuals who are key players on the great team that make our shipyard so great. It’s up to every one of us to take care of one another at our shipyard – showing each other the utmost respect and striving each day to do the right thing.

We truly are ONE team serving ONE mission.”

You can watch the video on the NNSY Facebook page at https://www.facebook.com/NorfolkNavalShipyard1/ posts/10158160879962799, the NNSY YouTube page at https://youtu.be/g6_DWJd6I28and on DVIDS at https:// www.dvidshub.net/video/780934/norfolk-naval-shipyard-mlkcelebration-2021.

FEBRUARY 2021 • SERVICE TO THE FLEET • 9

LEADERSHIP

Norfolk Naval Shipyard's Leadership Improvement Team STORY BY JASON SCARBOROUGH • PUBLIC AFFAIRS SPECIALIST GRAPHIC BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST

As part of Norfolk Naval Shipyard's (NNSY) efforts to improve performance, teams have been established for four pillars to address key areas of shipyard (SY) improvement. One of the four pillars is Leadership Improvement.

Leaders at NNSY must carry the responsibility to uphold the highest standards while efficiently and safely accomplishing the mission of delivering ships back to the Fleet. Their ability to effectively lead teams is essential to fulfilling responsibilities to the workforce, customers, community and environment. In many cases, it is clear that leadership performance makes the difference between mediocrity and excellence.

In an ongoing effort to achieve excellence, NNSY has developed a Leadership Improvement Team (LIT) that includes members from the Occupational Safety, Health, and Environmental Office (Code 106), Operations Department (Code 300), Production Resources Department (Code 900), Nuclear Engineering and Planning Department (Code 2300), Public Affairs Office (Code 1160) and Command University (Code 900CU). The members represent a crosssection of the shipyard, with strong production representation to ensure the production employees are a central consideration.

The team’s goal is to identify good leadership attributes for NNSY. These leadership attributes will provide general guidelines and expectations for the entire NNSY workforce.

The team is currently focused on five effective leadership attributes: • Leaders establish a vision of mission execution that prioritizes our people.

The safety, well-being and proper training and development of our people is paramount to driving mission execution.

• Leaders engage and develop the workforce.

• Leaders create an environment of teamwork, empowerment, trust and cooperation.

• Leaders drive for sustainable results.

• Leaders help create a culture of effective leadership (the way we execute our mission, interact with one another, make decisions and inspire others).

These attributes will allow current leaders to self-reflect on their behaviors and look for opportunities to improve and provide peer accountability within their circles of influence. They will also improve the current leadership training curriculum, so NNSY can develop its workforce and teach proper behaviors. LIT member and Nuclear Engineer Brian Rogerson said, “The team is using the leadership attributes to inform future actions. Because of the behavioral nature of the leadership team’s work, it requires an iterative process rather than a start-to-finish plan before the impact of initial actions are known.”

The LIT members actively participate in discussions and provide their own unique insights based on personal shipyard experiences as part of their shared commitment to to improving NNSY. The leadership team has the full support and sponsorship of NNSY’s senior leaders while developing these attributes.

The LIT lead, Toney Pierce, Production Resource Manager (Code 900R) stated, “As leaders, what we have accepted over the years has shaped the culture of NNSY. If we are seeking real change then there has to be personal accountability as well as organizational accountability to our C.O.R.E. values in actions and not words.”

The leadership team’s goal for the workforce is for employees to be able to utilize the attributes and to evaluate their own performance and their team’s effectiveness in order to identify and close gaps between the current and desired states. Development and understanding of these leadership attributes is the first step in leadership improvement.

LEADERSHIP AT

AMERICA'S SHIPYARD

Culture Change Team Works to Revamp Force Multiplier Training

CULTURE

STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST As part of Norfolk Naval Shipyard's (NNSY) efforts to improve performance, teams have been established for four pillars to address key areas of shipyard (SY) improvement. One of the four pillars is Culture.

In 2019, Norfolk Naval Shipyard (NNSY) introduced Force Multiplier Training, a course that emphasized the importance of America’s Shipyard and the people who work here.

Employees were encouraged to attend to learn the role they play in national security and what they can do to help influence positive change.

Force Multiplier Training has seen a few changes over the last two years, including adjusting its structure during the COVID-19 pandemic, but the Culture Change Team (CCT) is looking towards 2021 with a revitalization of the program.

“We’ve seen a few iterations of Force Multiplier Training – from the initial launch conducted by Naval Sea Systems Command (NAVSEA), our four-hour course pre-COVID, our adjusted course during the COVID pandemic, and the Engineering and Planning Department’s (Code 200) version entitled ‘Why We Do What We Do,’” said CCT Lead Antonne Smalls. “Each version had an important task – to inspire our people and to provide them the title of ‘Force Multipliers’ – emissaries for positivity and growth at America’s Shipyard. However, as the pandemic continued in 2020, we were finding that our people were not stepping out of the training with a clear understanding on what a Force Multiplier was. So we decided to take a step back and reach out to our workforce to get their thoughts on the training as a whole and what we could do to improve it.”

The CCT launched a survey in Nov. 2020 to the workforce to ask what employees took away from the training and how they thought it could be improved. Some key takeaways from the workforce were that though the training had some great information, it needed more focus and more interaction with the participants, really driving home that they are Force Multipliers and what is expected of them once they leave the room and return to the jobsite.

“We are trying to reach a large group of people to motivate and encourage them to hold each other and themselves accountable to

accomplishing the mission. We don’t really let the participants know why their jobs are important to the shipyards mission.” said CCT Member Jacquelyn Singletary who took a leading position in revitalizing the program. “I’ve heard on numerous occasions, that this is just ‘a flavor of the month.’ The only way we show that this is here to stay is if we have multiple touches. Once someone attends the first session, what are we doing to ensure that there is some follow through with the discussion or that the message becomes something that is used and seen as useful every day? A series of discussions would allow us to have a multi-point touch as well as continue to build on previous discussions. ” The new series – entitled the Empowerment series – will hold the same goal in mind for encouraging the NNSY workforce on inspiring positive change while also breaking discussions down into individual topics, beginning with ‘The Team.’ “’The Team’ will be a discussion designed to encourage and motivate our people, ensuring they hold themselves and others accountable when servicing the Fleet,” said Singletary. “We at NNSY uphold a mission to repair and modernize the fleet. Without teamwork, we cannot execute the mission for the Navy. We all matter and play an important part in achieving operational excellence. We are seen as a team. Right now we are pretty dysfunctional. It’s time to focus on ways to make the team better so that we can achieve excellence. It’s time that we really ensure that we, as a team, understand what C.O.R.E. really means. We need to be intentional.”

The new series is planned to launch in early 2021 and all shipyarders will be welcome to attend, even those who have previously taken Force Multiplier Training. Once the first session is live for approximately six months, the CCT will announce the second session for those interested. For more information or to learn how you can join the CCT efforts, email NNSY_ CultureChangeTeam@navy.mil.

STORY BY HANNAH BONDOC • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER As part of Norfolk Naval Shipyard's (NNSY) efforts to improve performance, teams have been established for four pillars to address key areas of shipyard (SY) improvement. One of the four pillars is Development of people.

A successfully maintained team is not reliant on the strength of one, but multiple equally capable individuals. In an effort to achieve this ideal, Norfolk Naval Shipyard (NNSY) has organized a Development of People (DoP) team.

The DoP Pillar Team is one among four groups representing the four organization pillars of NNSY the other three being Leadership, Culture, and Mission.

Together with these other groups, the DoP team plans to align the vision of NNSY and develop employees on all levels to be critical, independent and innovative thinkers developing active listening skills and innovative methods of problem solving. Their effort is made up of three components: • Producing highly-trained and competent personnel by balancing employee development and mission requirements • Cultivating employees with a mindset that empowers them to make independent informed decisions leading to preventing and/or solving problems at the lowest level.

• Ensuring that all NNSY organizations work together to identify trends through collaborative causal analysis to focus improvement efforts As DoP’s Critical Thinking and Assessments Lead Jim Duke explained, “We have an opportunity to develop our employees, at all levels, to be critical thinkers who leverage all the experience and ideas of the workforce, thus enabling NNSY to meet the mission.”

The group’s charter includes that the DoP Pillar Team seeks to “increase understanding and trust in the benefits of equally developing NNSY’s people.” Members want to do this by evaluating the effectiveness of current efforts in career and transitional development for gaps in competencies, career development, succession planning, and associated sustainment. From there, they hope to enhance training by keeping shipyard classes engaging and current, and to not be afraid to stray from the typical corporate models. “Be bold, be proactive not reactive and update materials and resources regularly; let employees make suggestions

and lead initiatives instead of always handing things down from the top,” DoP’s Marketing Lead Zuleika “May” Aldegon said.

Led by Duke, Aldegon and DoP’s “Developing the Whole Person” Lead Matt DeLong, the team consists of a wide variety of representatives from across the shipyard, including Radiological Controls (Code 105), Quality Assurance (Code 130), Operations (Code 300), Lifting and Handling (Code 700), Production Resources (Code 900), Nuclear Engineering and Planning (Code 2300), and Public Affairs (Code 1160).

The team believes its strength lies in the diversity of thought. “Diversity in group members is paramount to really understanding the needs and desires of all of our shipyard employees concerning their continued development,” DeLong said. “Without diversity in our working groups, our efforts and proposed future state for developing NNSY’s personnel may not impact the widest possible audience, which we believe is every NNSY team member.”

As the old saying goes, a chain is only as strong as its weakest link. In supporting NNSY’s mission to return ships and submarines back to the Fleet on time, all employees must be developed appropriately in their professional capacity so that not only can they do their own job to the best of their ability, but they can support each other fully too. If this is done well, trust and unity can follow. “When we begin to trust the people on the ground doing the work, we empower them to make decisions and try new innovative ways of doing things based on their observations and suggestions,” Aldegon said. “We must encourage collaboration over competition.” By developing employees who have strong critical thinking and problem-solving skills and taking care of gaps in development, NNSY will have a sustainable workforce that is able to look at problems differently and come up with efficient solutions.

PEOPLE DEVELOPMENT

Norfolk Naval Shipyard’s Development of the People: Developing Critical Thinkers and Empowering Careers

Executing Our Mission Team STORY BY JED SWEIGART • EXECUTING OUR MISSION PILLAR LEAD

MISSION

As part of Norfolk Naval Shipyard’s (NNSY) efforts to improve performance, teams have been established for four pillars to address key areas for shipyard (SY) improvement. One of the four pillars is Executing Our Mission (EOM). The EOM team is focused on tactical efforts to improve the shipyard’s mission of delivering ships on time.

Taking a tactical approach to improvement allows for the other three pillars-Leadership Improvement Team, Development of People Team, and the Culture Change Team-to develop the soft skills required to support a holistic and positive change to NNSY. A diverse EOM core team, consisting of individuals from various shipyard backgrounds (i.e. production, nuclear, non-nuclear, engineering, and past auditing experience) was created, along with additional key team members with targeted backgrounds for a specific initiative.

The EOM team has reviewed current shipyard initiatives for possible re-investment opportunities and additionally into the creation of new, impactful initiatives aimed at improving the NNSY’s mission.

The top three initiatives the EOM team is pursuing are: 1. Three work shift coverage to increase throughput and earned value 2. Prioritization and alignment of NNSY high-level initiatives to the shipyard’s strategic framework 3. Review of the work crew concept for possible re-implementation The EOM team meets on a regular cadence, and is working closely with the other three pillars to ensure alignment, cohesion and to minimize any overlap. More information will be provided in the future as the team continues to work these important initiatives.

Safety Award Winner

Congratulations to NNSY’s Shop 89 of the Temporary Services Group (Code 990), awarded the October 2020 Safety Flag Dec. 15! The shop had no lost workday cases and one injury for the month. Shop 89 emphasizes a shared ownership in maintaining safety among all its personnel, which has led to a steady decrease of both injuries and near mishaps. During the recognition, individual certificates of appreciation were presented to Aaron Costa, Megan Asbell and Nashawn Holliman for their efforts in ensuring a safer workplace. (Photos by Danny De Angelis, NNSY Photographer)

Are You Taking A Minute for VPP? It might be February already, but it’s not too late to make resolutions for 2021! This year, commit to taking a minute for the Voluntary Protection Program (VPP).

VPP is a shared commitment between Norfolk Naval Shipyard (NNSY) management, labor, and the Occupational Safety and Health Administration (OSHA) to foster an employee-driven culture of workplace safety. VPP recognizes workplaces that manage safety programs effectively and maintain injury rates lower than the industrial average. These sites are referred to as VPP Star Sites. In 2018 NNSY voluntarily removed itself from the VPP program due to improvements being needed in risk communication of occupational health issues to employees and timely injury reporting to OSHA. Significant improvements have been made since that time, and NNSY is currently in the process of recertifying as a VPP Star Site in 2021. As we “reach for the star” this year, you can help by becoming directly involved in ensuring a safer shipyard for yourself and your shipyard teammates.

Why reach for the Star?

• Everyone has a chance to be directly involved • Worker-driven initiatives mean worker-centric changes • Better training for safer production • Workers direct the changing culture • More support in hazard reporting • Potential awards and incentives for participation • Create a safer workplace without fear of reprisal • Employee-driven with leadership and union backing For more information on how you can be involved with VPP, contact your safety representative or NNSY’s VPP Program Managers Doug Vick at 4039127 or Brian Olson at 818-0710.

Additional points of contact include VPP Executive Steering Committee members Don Harrington at 377-4862; Doug Poynter at 719-1107; Antonio Lamb at 636-2576; or Jeff Medrano at 6364847.

FEBRUARY 2021 • SERVICE TO THE FLEET • 15

Norfolk Naval Shipyard VET-ERG Leads Charge with Annual Toys for Tots Collection STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTOS BY TONY ANDERSON • NNSY PHOTOGRAPHER To help bring holiday cheer to those less fortunate, the Norfolk Naval Shipyard (NNSY) Veteran Employee Readiness Group (VETERG) led the charge with their annual Toys for Tots collection to gather toys to be given to children within the community. Even in the face of the ongoing pandemic, the team persevered and with the help of generous NNSY employees collected 704 toys.

“Each year we take time to give back to our community, while trying to improve upon our efforts from the year before. This has been an annual tradition for the VET-ERG for over 10 years now,” said VET-ERG President Nicholas Boyle. “During these troubling times, it’s even more important to remember that there are some who are less fortunate than others, and every little bit helps.”

The Marine Toys for Tots Foundation was first established in 1947 to help support children in need during the holiday season.

Since its founding, more and more organizations have joined the effort to do their part. Presently, the program distributes an average of 18 million toys to seven million children annually. This has been an annual tradition for the NNSY VET-ERG, the team always excited to help the community in any way they can.

“It’s incredible to see the turnout this year, even in the face of COVID – to get this amount says a lot about the shipyard being willing to give back to our community – I couldn’t be prouder of our workforce,” said VET-ERG Member Colten Brinkman who led the program for NNSY this year.

Another group that embraced the giving spirit for this year’s collection was the NNSY Chapter of the National Association of Superintendents (NAS), donating $5,000 to purchase gifts.

“It was an amazing opportunity to be able to give something back to those in need,” said NAS President William Stubbs. “The NAS normally enjoys their annual Christmas party and with COVID restrictions in place it was not a wise decision to hold it this year.

Being able to put a smile on the faces of potentially hundreds of children is what the NAS’s outreach to the community is all about.

We have a tendency to think of all the luxuries, like Christmas

parties, that COVID has taken away but when you look at how that inconvenience can be used as a greater opportunity to bless those that really need it most, it really puts things into perspective. My hope is that maybe one of the children who received a gift from this donation will be a future leader at NNSY. Small sparks of good will set large fires of culture change.”

“On behalf of all of us in the VET-ERG, I wish to express our thanks and gratitude to National Superintendents Association for this amazing donation to the Toys for Tots campaign,” said Boyle.

The NNSY VET-ERG celebrated the end of this year’s campaign Dec. 9, turning over the collected gifts to the Marines.

“This is amazing and I thank the efforts of the VET-ERG and the NAS for taking charge and making this happen,” said Deputy Shipyard Commander Capt. Todd Nichols. “This is a wonderful achievement and I’m sure it will bring a smile to many within our community.”

Command Master Chief Gene Garland added, “In today’s environment with COVID-19 and a lot of families in need, this is a great way to make someone’s Christmas brighter. A child will get up on Christmas morning and will see toys from a place of giving.

We’re making a difference in our community and I thank everyone who helped to contribute to this huge donation!”

VET-ERG Founding Member and retired NNSY employee Rick Nelson attended this year’s closeout to help sort out donations and he noted what an achievement this was for NNSY. “Realizing there are kids who are getting presents for Christmas that may not have gotten something otherwise – it’s remarkable what the shipyard has done. The commitment of the VET-ERG is always commendable and they continue to step up to the plate to help our fellow shipyarders and our community. I’m proud of the legacy we’ve built and how they continued to grow.”

To learn more about the Toys for Tots program, visit https:// www.toysfortots.org/. To learn more about the NNSY VET-ERG, email Nicholas Boyle at Nicholas.boyle@navy.mil.

Norfolk Naval Shipyard’s Emerging Leaders Program Manager Dave Randall awards Emergency Management Specialist (Code 1130) Alyx Riebeling with a certificate upon completing the Leadership Development for Emerging Leaders computer-based training program.

NNSY Command University Introduces Self-Paced Leadership Course STORY BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST I PHOTO BY SHELBY WEST • NNSY PHOTOGRAPHER A new year brings resolutions and for many that may be to develop their leadership skills. Norfolk Naval Shipyard’s (NNSY) Command University (CU) has created a program that allows shipyard employees to achieve this goal at their own pace from the comfort of their desk. Entitled Leadership Skills for Emerging Leaders, the class is a 14-hour, self-paced, on-demand, computerbased training available on LinkedIn Learning. Though the course was designed primarily for employees in non-supervisory or work leader positions, Emerging Leaders Program Manager Dave Randall says the class is a good refresher for all employees at any level of leadership.

The training program was developed out of necessity. Due to COVID-19 restrictions, the popular Foundations of Leadership two-day in-person training for non-supervisory leaders was suspended. Some organizations mandate the training for their job qualifications. When the class was suspended, there were more than 500 employees on a wait list. In an effort to meet this demand and to keep NNSY employees safe, Command University created Emerging Leaders. The course launched August 2020 and, following successful completion of the pilot, was opened to all shipyard employees in October.

The course is based on the Naval Sea Systems Command (NAVSEA) Civilian Leadership Development Program (CLDP), which identified 37 competencies that leaders at different levels should have some level of knowledge, skills, and abilities. The CLDP is broken down into five categories: leading self, leading teams and projects, leading people, leading organizations and programs, and leading the institution. The first 13 competences fall under the category “leading self.” According to Randall, “any leader needs to be familiar with these foundational competencies.”

Any NNSY employee can participate in the course. The only prerequisites are having a valid @navy.mil account and the support of an employee’s immediate supervisor. Employees without regular computer access can use the Command University classroom in Bldg. 1575 when in-person classes are not in session to complete the training.

When an employee contacts Command University, he or she will receive a student guide (either electronic or hard copy) and will be enrolled in LinkedIn Learning. The participant will then follow along on LinkedIn Learning and fill out the questions in the student guide. Since the course is self-paced, students can work at their own speed to complete the course within a maximum of 14 weeks.

Command University staff recommends that students take their time, perhaps an hour a week, to learn the material and practice before moving on.

Upon completing the course, students will receive credit in ATMS and a course completion certificate. Employees who are members of organizations that require Foundations of Leadership can use this training as a part of their qualification process.

To learn more about the program, employees can contact Dave Randall. His contact information and more details on the class are available on Command University’s SharePoint page on WebCentral. Supervisors can also recommend a student take this course as a part of their personal development.

“This course is a great start for any NNSY employee to begin their journey in leadership,” said Randall. “Any individual who guides or influences others is a leader. You can find these influencers, guiders, coaches, and mentors in every shop or office – on the waterfront, at home, or in the community. Leadership is a journey, not a destination.”

FEBRUARY 2021 • SERVICE TO THE FLEET • 17

8 THINGS YOU DIDN'T KNOW ABOUT Jennifer Freeman 1. Her favorite colors are red and yellow.

Norfolk Naval Shipyard’s (NNSY) Lifting and Handling’s Special Projects Division Head (Code 701S) Jennifer Freeman leads a discussion group. She is also Code 700’s Management Analyst Performance (MAP) Team sponsor and her code’s representative on the NNSY’s Innovations Policy Working Group (IPWG) and the Performance Consultant Group (PCG).

2. She loves all music and does not have a specific preference.

3. She is a pescatarian and loves fried shrimp and crab cakes.

4. She went to I.C. Norcom High School in Portsmouth.

5. She is married with three kids.

Left to right: Code 700 members Christopher Curtis, Jennifer Freeman, Marcel Lane, Tia Hudgins Reid, Christopher Leonard, Devonte Evans, Eli Ward III. Together they acquired Norfolk Naval Shipyard’s acquirement of its first laser ablation machine in 2018.

6. Her favorite past times outside of work are spending time with family, reading, and cooking.

7. The two television series she is currently obsessed with are Power Book II and Ozark.

Norfolk Naval Shipyard’s (NNSY) Lifting and Handling’s Special Projects Division Head (Code 701S) Jennifer Freeman with her husband and daughters.

8. When COVID-19 is over she wants to travel. "I want to go back to taking REAL trips and vacations; I also want to go back to attending NBA games."

SHIPYARD SPOTLIGHT: JENNIFER FREEMAN STORY BY HANNAH BONDOC • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER While some historical strides are made with fanfare, her to identify program weaknesses and improvement others are made quietly with just as much impact. As the opportunities. “To me, the greatest value in my job is first Black female to serve in a GS-13 senior leadership that it gives me the opportunity to help and positively position in Code 700, Norfolk Naval Shipyard’s (NNSY) impact a larger group of people and the overall Lifting and Handling’s Special Projects Division Head mission,” she said.

(Code 701S) Jennifer Freeman is familiar with making Like many other leaders, Freeman said she would such steps. She possesses multiple degrees, has a not have succeeded this far without a support system passion for helping people, and prides herself on being behind her. “Many individuals have not only helped a hardworking mom and wife. me develop in each position I have held, but also Among her many responsibilities, she is Code never defined my abilities by the time in my position 700’s Management Analyst Performance (MAP) Team or the years of shipyard experience I had,” Freeman sponsor, and her code’s representative on the NNSY’s said. “They never allowed gender or race to dictate Innovations Policy Working Group (IPWG) and the my individual value, and always allowed my abilities Performance Consultant Group (PCG). Moreover, she and strengths to speak for themselves. They saw the provides support and advises other shipyard groups and potential of what I could do and helped me grow to initiatives. reach it.”

Born minutes away from NNSY at Portsmouth One pivotal member of Freeman’s support system General Hospital, Freeman grew up in the neighborhood was former NNSY Executive Director Barbara “Lisa” of Cavalier Manor. After graduating from I.C. Norcom Downey whom she met while representing Code 700 on High School in 1999, she attended Tidewater Tech where the shipyard’s Learning Organization Steering Group she graduated in 2003 with her associate’s degree in (LOSG). The division head added that Downey was paralegal law, while working full-time as a single mom one of the few Black women in leadership at the time of two. Upon graduating, she started a career in real when she met her as a third year apprentice. “I was in estate; unfortunately, the market collapsed and she was absolute awe to see someone who looked like me in her laid-off while pregnant with her third daughter. “The position,” she said. “It gave me a different outlook on demand of the work took me away from home a lot. At what I could achieve at NNSY and truly inspired me.” that point, I decided it was a good time for a career While reflecting on the importance of Black History change,” she said.

Month and its impact on NNSY, Freeman said, “The The future division head knew a few people who history of Black Americans in the shipyard goes back to had worked at NNSY, including her grandfather, and those who were initially employed at the then ‘Gosport had heard good things about the shipyard. Although Shipyard’ to build Dry Dock 1; from there we strived to she had no prior experience, she applied for the NNSY learn beyond our initial roles. This allowed us to maintain Apprenticeship Program, and was hired as a Rigger our presence and continue to evolve and branch out into Apprentice (Code 740) in Aug. 2008. “In my initial other areas and positions. This is a standard that should interview, I stated that I was looking into three other be held close by all. It is as tied to the NNSY’s C.O.R.E. shops outside of rigging; hence, I was not completely values and its mission as much as the workforce’s efforts sure what I was getting myself into when I was selected to progress the shipyard itself.” as an Rigger Apprentice in the Lifting and Handling From her first supervisor who saw her skills and Department,” Freeman recounted, “but I was excited abilities before her gender, to Downey who saw the to take on the challenge and do something different.” opportunity to develop people like her, Freeman is She worked her way up to become the Special proof that the shipyard is working to ensure an actively Projects Division Head in 2020. Her journey enabled inclusive team.

FEBRUARY 2021 • SERVICE TO THE FLEET • 19

Deliberate and Intentional with Diversity and Inclusion Deliberate and Intentional with Diversity and Inclusion is a monthly series written by Diversity and Inclusion (D&I) Director Tarane Parker to share insight on Norfolk Naval Shipyard (NNSY), its employees, and their journey towards being a more inclusive workplace. For more information, email Parker at tarane.parker@navy.mil.

2020 was a year to remember. Sarcastically speaking, it was nothing short of amazing. Getting through 2020 was not a linear emotional experience. It was filled with hills and valleys that impeded progress at times and presented challenges that would have had Einstein himself scratching his head. A pandemic created chaos globally, and unfortunately, many have succumbed to COVID-19, which has taught many that our time here on earth is not continuous. We do not get any mulligans or cannot hit the reset button.

The bright side of things is that 2021 is here, and we, as a people, have an opportunity to flourish and continue to strive for greatness. There is an opportunity for Norfolk Naval Shipyard to become a more inclusive environment for all to feel valued, respected, and afforded equal opportunity across the board.

Many people have asked the question of what does inclusion look like. My eighty-six-year-old grandmother, the granddaughter of a former slave, grew up when women did not have many rights.

Work was scarce, and they did not even have the right to vote.

They stayed home tending to the children while their husbands went to work. Like many women in her generation, my grandmother was strong, resilient, and experienced more suffering than any generation in this day and age. In 1920, the 19th Amendment guaranteed women the right to vote. It stated the right to vote "shall not be denied or abridged by the United States or by any State on account of sex." However, many state laws kept women of color from having the right to vote. It took forty-five years to implement the Voting Rights Act of 1965 which gave Black women to have the right to vote. If it were not for such an inclusive act, my grandmother would never have had a vote counted. Her

being included and having a voice has given her and many others the opportunity to see the first Black President, Barack Obama, elected. Her right to vote has also allowed her to witness the first elected Black woman, Kamala Harris, become Vice President; even better, it was a woman in general.

So, what does inclusion look like? Inclusion is a plethora of simple things in a complex world that, if appropriately utilized, can create an environment that allows for organizational cohesion and harmony. Inclusion is inviting and valuing the ideas of others.

Inclusion is accepting the differences that exist within a diverse group of people. Inclusion is having an open mind and heart, and allowing people that think differently into one’s circle. Inclusion understands that when people feel included, they feel a sense of belonging. With that, employees feel a sense of community that produces meaningful outcomes and build collaborative, creative, interactive, and empowered teams. Employees who feel included are more likely to be actively engaged within the organization.

In closing, keep in mind that like 2020, 2021 will present its challenges. However, creating an inclusive environment will aid NNSY in pushing through those challenges. The challenge to the command is that we are deliberate and intentional with inclusion and find ways to involve everyone to continue to evolve. Remember, diversity gets people to the table; inclusion keeps them there. One Mission - One Team!

NNSY EMPLOYEE SELECTED FOR THE NAVSEA NEXTGEN PROGRAM STORY BY KRISTI BRITT • PUBLIC AFFAIRS SPECIALIST PHOTO BY TONY ANDERSON • NNSY PHOTOGRAPHER

When Emergency Management Specialist Alyx Riebeling was a gymnast growing up, she would hear her coach repeat the same words, 'Can’t better not be a word your brain or body understands.' Riebeling said, “This phrase holds true to me today. As Henry Ford once said, ‘Whether you think you can or you can’t, you’re right,’ so you must never let yourself think that you can’t do something. Don’t ever hold yourself back. Dream big and make it happen!”

And dream big Riebeling has – her mentality and drive for success have spurred her into taking on roles in safety and security since 2013. She has certifications as a firefighter, fire instructor, fire inspector, and police officer – roles that eventually led her to join Norfolk Naval Shipyard (NNSY) in 2016. Currently, she is the Subject Matter Expert (SME) for On-Scene response, specifically Shipboard Fire and Flooding, and the Lead Drill Controller/Coordinator for Major Fire Drills; the Executive Support Department’s (Code 1100) DEOCS Team Lead, responsible for compiling survey results and conducting focus groups to get feedback on ways to improve the climate of the code; and part of the COVID War Room/COVID Management Team (CMT) where she assists the shipyard in its ongoing efforts to ensure the safety of the workforce during the global pandemic. Never one to shy away from a challenge, Riebeling saw her next opportunity in the form of a notice released by NNSY's Public Affairs Office.

"The Naval Sea Systems Command (NAVSEA) Next Generation of Leadership (NEXTGEN) Program is a yearlong program and the first of three tiers of the leadership development program offered by NAVSEA,” said Riebeling.

This program was initiated as part of NAVSEA’s campaign plan to Expand the Advantage through increased professional developmental and leadership training initiatives. NAVSEA

selects about 50 participants from a sea of applicants from across the enterprise. Once accepted into the program, members of the cadre learn about leadership through several different initiatives for the next year. “As soon as I saw the opportunity, I knew I had to take it. I applied and was excited to learn that I had been accepted!”

The program lasts one year and provides participants with the opportunity to enhance their leadership skills through readings, exercises, mentoring, and shadowing leaders at their activity. In addition, they also get to participate in activities that spur innovation throughout the NAVSEA enterprise.

“While I am disappointed that we are not able to go to D.C. for the typical weeklong orientation, I am very excited to dive into the portions of the program we are able to do while following COVID regulations,” said Riebeling. During her time in the program, Riebeling will be able to meet with the incoming SES as well as the CO of NNSY and hear about their experiences, shadow her department head and other senior leaders, and gain a better understanding of how the shipyard departments work together to keep NNSY moving forward. In addition, she’ll also be working with her fellow NEXTGEN Program participants in group projects, readings, mentoring sessions, and more.

“I am excited about the NEXTGEN Program because of the opportunity to shadow and learn from established leaders within the organization. I also hope to establish myself as a leader within the workforce and use the tools and skills I learn in this program to develop an impactful legacy in all that I do,” said Riebeling. “This portion of the program will provide a unique insight into the attitude and commitment that define successful leaders. This exceptional experience will also provide perspective and understanding on how to lead effective meetings and provide impactful presentations. I imagine this could have an incredible impact on my journey to hopefully becoming a future manager and successful leader in the NAVSEA enterprise.”

She continued, “I am also eager for the mentoring component, to learn to identify and work through weakness and improve

upon personal strengths. I hope to absorb strategies to improve effectiveness in communications, problem solving, and decision-making. I look forward to being able to bring these experiences back to the team, spreading a passion for what I learned and utilizing this experience to influence teams to get results that support the mission.”

As Riebeling steps into the program ready to learn, she hopes to inspire others to take the next step in their careers and follow their dreams. “This is an incredible opportunity for shipyard personnel looking to make the next big move in their career,” she said. “I would definitely recommend starting the application process early. It is essential that you put your best foot forward so it is crucial that you have your application reviewed by a member of management or a leader in your department. Sometimes it is helpful to have someone who has already gotten to your next career milestone look at your resume to help you highlight areas where you are already showing leadership potential and also point out areas you could work on. I know it can be difficult to talk about yourself, but take this opportunity to be your own best advocate and showcase your biggest successes.”

Riebeling also wants to encourage others to look for whatever opportunities they can to succeed. “Life is far too short to wait for opportunity and success to find you.”

FEBRUARY 2021 • SERVICE TO THE FLEET • 21

NNSY Employees Create Innovative Filtration Units in the Fight Against COVID-19 STORY BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST PHOTOS BY DANNY DEANGELIS AND SHELBY WEST • NNSY PHOTOGRAPHERS When faced with the challenge of the COVID-19 pandemic, members of the Norfolk Naval Shipyard (NNSY) workforce have stepped up, displaying both ingenuity and resilience. The newest innovation created by an NNSY employee is a filtration unit that helps to purify the air.

NNSY Advanced Industrial Management (Code 300) Program Manager Bill Young conceptualized the machines in September 2020. Young noticed a troubling and significant spike in the national death rate for those who contracted the virus. This prompted him to develop a device that would filter the air and act as a second line of defense after physical distancing and wearing a mask. His colleague, Health Physicist (Code 105) Jeremy Gerdes, designed a unit that could be used in smaller spaces like a vehicle, desk, or office. Naval Sea Systems Command (NAVSEA) Shipbuilding Support Office (Code 284) Branch Head Scott Sikora then developed an ultra low-cost unit for the home.

Young and the COVID Management Team (CMT) met with NNSY’s Sheetmetal Shop (Shop 17) to nail out a design. Together, the CMT and Shop 17 took Young’s concept to prototype in three business days. Shop 17 took Young’s general design principles and functions and turned them into a physical product. “We were able to discuss the entire project throughout a two-hour meeting and by the next morning, Shop 17’s layout team had built the initial drawings. Over the next two days the aluminum frame was cut, folded, and assembled so that we had a functional prototype three days after seeing the spike in the death rate,” said Young.

Despite a quick transition from concept to prototype, the project faced multiple hurdles in its development – the largest being the procurement of materials. After the CMT and Shop 17 produced the first 80 units, they waited for three weeks to get replacement metal necessary for the device’s frame. Another setback occurred when new fans, which are at the center of each device, arrived and were significantly smaller than the fan used on the prototype. To overcome these obstacles, Shop 17’s Layout Supervisor Stan Bailey redesigned the filtration units four times and has just completed the most recent redesign.

Young said the biggest challenge was answering the pivotal question: will these machines help stop the spread of COVID-19?

To ensure the answer was “yes” and that these filters did reduce the spread of COVID-19, a number of extensive tests were conducted.

“We decided to use a smoke machine to generate smoke in an office to act as a coronavirus proxy and then run the filtration unit to see how long it would take to clean the space,” said Gerdes.

The tests were a shared effort between NNSY’s Fire Department, Safety, Health and Environmental Department (Code 106), and the CMT. A test unit was placed in a vacant office trailer and a smoke machine, typically used by NNSY’s Fire Department for training, filled the space with smoke as a proxy for COVID-19 air particles. By measuring the space’s dimensions and the airflow rate of both the installed ventilation and the unit itself, the team could calculate how long the device would take to clean the air inside the trailer. The team ran a series of 11 tests – running fans at various speeds and using different filters to see what worked best.

The tests proved the device to be successful in purifying the air.

22 • SERVICE TO THE FLEET • FEBRUARY 2021

Each filtration unit blows air straight up and distributes it along the ceiling. The return path causes the unfiltered air to move along the floor where it is less of a risk.

“COVID spreads primarily through the air. When we breathe, speak, cough, or sneeze, we put out microscopic particles that can be inhaled by others. These invisible particles can stay in the air for hours, so people in a space can get COVID even after the person with COVID has left the room. Many areas have some form of air filter, but most of the time, those filters aren't able to remove the smallest particles, so the risk of transmission is still there. By using what is called MERV 13 filters, we can reduce the virus in the air to nearly nothing quite quickly,” said Young.

Like any filtering device, the filters need to be replaced periodically. According to Young, most devices have a Differential Pressure (DP) indicator on them that indicate when the filter needs to be replaced. “By design, filter change out should be quite infrequent unless the unit is being used in an environment that is producing a significant amount of airborne particulate,” said Young.

He recommended switching the filter every 6-12 months for general office space and monthly or quarterly for dirtier spaces.

The commitment and collaboration of numerous NNSY departments on this project showed the importance of prioritizing the safety and health of shipyard employees. Looking beyond the COVID-19 virus, these filtration units will aide employees with allergies by continuing to filter the air and remove allergens or other irritants. “At some point, COVID will be a memory, but we will still have allergies and pollutants in the air. These units will help many people by keeping our air clean,” said Young.

The most recent design of the filtration units is currently being finalized and the team is planning on bulk producing 500 units for distribution across the shipyard. Projects and managers can request units for their cognizant areas and offices by sending an email to the CMT at NNSY_CMT@navy.mil. The units are being distributed by members of the CMT’s disinfecting team and are being placed in common areas such as conference rooms. Filter replacements can also be requested through the CMT. These units will not solely be distributed at NNSY; they are also being prepared for other shipyards and naval facilities. Puget Sound Naval Shipyard and Intermediate Maintenance Facility recently began manufacturing them for Naval Base San Diego.

The project was a team effort championed by CMT Lead Dean Berrett and Deputy Ralph Gagnon. Shop 17 mechanics were crucial in the design, prototyping and fabrication of the units. Senior leaders ensured funding was available and provided guidance through a variety of complications. So many NNSY employees were involved in the testing and redesign process which allowed the project to be successful despite any obstacles it faced. When reflecting on the project, Young said it was not a “one person effort” but that the project’s success was on account of teamwork and the ability to put others first.“ Although we faced many setbacks, we can produce great results when we think first about others’ needs. That was the key to this project,” said Young.

Special filtration units, designed by Advanced Industrial Management (Code 300) Program Manager Bill Young, help minimize the spread of COVID-19 by purifying the air with filtering it and blowing it straight up. Many were involved in the design, prototyping and fabrication of the filtration units helping to prevent spread of COVID-19 and protect the safety and health of employees , including Champions - Dean Barrett and Ralph Gagnon; Executive Support - RDML Markle, CAPT Rossler, Fred McKenna; Funding, Procurement, Testing and Support Jeremy Gerdes, Scott Sikora, Christopher Poloisky, James Berlin, Cindy Edwards, Brian Bennett, Jason Fudala; and Design and Fabrication - Stan Bailey, Matt Magruder, William D. Russell, James R. Ward, Kim A. McIntosh, Patrick Dougherty, Charles B. Dominici, Isaac A. Fortt, Glennda Miller, Wesley Wassman, Dennis Darden, Douglas Hamilton, Daniel Shirley, Sheila Lawrence.

SHIPYARD SHIPYARD FAMILY LEGACY: A TRIBAL CHIEF, FIREFIGHTERS AND RIGGERS

STORY BY HANNAH BONDOC • PUBLIC AFFAIRS SPECIALIST PHOTOS BY SHELBY WEST • NNSY PHOTOGRAPHER Older than the United States itself, Norfolk Naval Shipyard (NNSY) has employed multiple families for generations, each leaving their own legacy at the shipyard. One of these family legacies is still being carried on by Nuclear Quality Division’s (Code 2350) Nuclear Quality Support Specialist Catherine Hobbs; her brother, Rigging and Equipment Operation’s (Code 740) Apprentice Noah Coburn; and her cousin, Code 740’s Refueling Continuous Training and Development (CTD) instructor Charles Campbell.

The family’s history at NNSY goes back to the early 20th century. From 1929 to 1959, their great-grandfather Merritt Albert Bass also worked in the Rigging Group (Code 740). His cousin, Chief Earl Lawrence “Running Deer” Bass of the Nansemond Tribe also worked at NNSY as a machinist at the same time. As Hobbs said, “I consider both Chief Bass and Merritt Bass to be the beginning of our family’s legacy at the shipyard.”

Hobbs’ and Coburn’s father, Richard 24 • SERVICE TO THE FLEET • FEBRUARY 2021

Coburn, also had a career at NNSY. “My father graduated from the apprenticeship program in 1987, the same year I was born,” Hobbs explained. “He initially worked in Temporary Services (Code 990, Shop 99) as an Air Conditioning Equipment Mechanic, and retired as an administrator for Automated Training Management (ATM) and Electronic Supplemental Training Information Resources (ESTIR).”

Now retired, the senior Coburn remembers his time at the shipyard fondly.

“From having a family, to purchasing a home, I realized early that it was a job I could have as a career and I have been tremendously blessed because of it,” he said.

Hobbs followed in her family’s footsteps and started her career at the shipyard following high school. “I didn’t know what I wanted to do, so my father recommended that I apply to the apprenticeship program,” she explained. “I remembered how closely he worked with his coworkers in the past and I recognized how the shipyard had

provided sufficient income to support our families.” With this in mind, she chose to apply. Today, she is a part of NNSY’s new People Development team in addition to her official position.

Regarding his own experience, the younger Coburn added, “Even though we only knew small things about the ins and outs of the shipyard, my family’s legacy definitely influenced me in wanting to work at NNSY. I wanted to be a part of the legacy.”

The family takes pride in the legacy that they are continuing. “At NNSY I have found a second family. I have learned and grown here as a worker, and now as an instructor,” Campbell said. “I am very proud of the generations past and future that I share this legacy with.”

It is not the shipyard itself that fixes and returns ships back to the Fleet, but its people. It is for this reason that NNSY strives to more than just a place that helps people foster a family; it strives to be a home itself.

FROM TOP TO BOTTOM: Former employee Richard Coburn being given a certificate to commemorate his 30 years of government service; photo of Earl and Lucille Bass; Nansemond Tribal Chief Earl Bass was featured in a segment in the Virginian-Pilot called The Clipper, in which the writer talks about Bass’s hunting skills and the 30 years he spent as a machinist at Norfolk Naval Shipyard (NNSY). He was also featured in traditional Nansemond tribal attire in his church’s directory.

The Historic Tradition of Excellence: NNSY Exhibit Highlights the Shipyard’s World War II Efforts STORY BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST PHOTOS BY GREG BOYD • NNSY VISUAL INFORMATION SPECIALIST Norfolk Naval Shipyard (NNSY) has an extensive history of serving the U.S. Naval Fleet and aiding in the effort to defend and protect the United States of America. One shining period in this long history is the effort put forth by the men and women of NNSY, then known as Norfolk Navy Yard during World War II. A new exhibit recently opened in NNSY’s Heritage Room, located on the first floor of Bldg. 1500 adjacent to the Command Briefing Room, salutes this effort and pays honor to the memory of the World War II years (1939 – 1945).

The exhibit tells the story of how Norfolk Navy Yard directly contributed to the U.S. Navy’s effort to secure victory in both Europe and Japan by showcasing a collection of artifacts from the period, graphics reproduced from NNSY’s rare photography collection, and local newspaper banners. “During the six years of the war, 6,850 ships underwent repair, overhaul, alteration, modification, or conversion at Norfolk,” said NNSY Historian Marcus Robbins. “Of this number, 2,238 were placed in dry dock and this yard supported the repair of six major British warships.”

Along with many artifacts owned by NNSY, the exhibit includes items on loan from other sources including a bound copy of the “New Construction” scrapbook that details the six years of shipbuilding efforts (loaned to NNSY by Portsmouth Museums’ Curator of History Diane Cripps). Other highlights of the exhibit include a complete Crackerjack uniform from a crew member of the USS Herndon (DD638), a vessel that participated in the invasion of Normandy that was built at Norfolk Navy Yard (loaned by private citizen Margaret Jamborsky), and actual sand from Utah Beach given to NNSY from the Herndon High School Marching Band, who performed on the beach for the 75th Observance of D-Day in 2019.

The World War II era marked a time of growth for the shipyard, both for its infrastructure and its personnel. During the war, Piers 5 and 6, Dry Dock 8, and the Hammerhead Crane were all constructed. The Building Ways structure was expanded to allow the shipyard to build capital ships, such as battleships and aircraft

carriers. Many of the production shops that still exist today were created or expanded to support the increase demand. The shipyard invited women to the civilian workforce for the first time since World War I with the first waves coming onboard March 29, 1942.

Over 3,500 women worked in a variety of roles during the war.

At its peak, the shipyard employed 42,893 civilians all of whom contributed to the war effort.

Robbins was inspired to create the exhibit to celebrate the 75th anniversary of the end of World War II. “The 75th anniversary of the end of World War II happens only once, so I thought this would be the perfect time to acknowledge the efforts this naval installation played upon the world stage,” he said.

Putting the exhibit together was a team effort. Robbins worked closely with Quality Assurance’s (Code 130) Victoria Pendleton to bring his vision to life. “I hope that NNSY employees can take the time to see the exhibit because these are rarely seen images of people who have worked in the same places we work today.

It would be fantastic if employees could connect with those of the past and feel they are part of the larger story that is the continuing history for the yard,” said Pendleton.

Robbins echoed Pendelton’s thoughts on the exhibits and hopes that NNSY employees take time to visit. “I hope that current NNSY employees are able to leave the exhibit with a much deeper appreciation of how the men and women of Norfolk Navy Yard helped win World War II from the shores of the Elizabeth River,” he said. “Our NNSY employee’s parents and grandparents were a part of this industrial giant that helped the U.S. Navy achieve victory and secure world peace.”

Robbins' enthusiasm for the shipyard’s past shines through in this exhibit. He hopes it encourages current shipyard employees to realize their place in history. “Our prior historic achievements should be a source of pride for all our present-day employees. I often say, ‘history is not static’ – we all have the opportunity to make our own history every day at NNSY.”

FEBRUARY 2021 • SERVICE TO THE FLEET • 27

Norfolk Naval Shipyard Prepares to Open New Training Building Later This Year STORY BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST PHOTOS BY DANNY DEANGELIS • NNSY PHOTOGRAPHER

At 253 years old, Norfolk Naval Shipyard (NNSY) is older than the nation it works to protect and is home to many historic buildings that continue to operate as functional workspaces today. But as a modern shipyard, NNSY continues to construct new buildings necessary to provide the best service to the Fleet. The newest project at the shipyard is a state-of-the-art training facility.

The new building, projected to open this September, will be primarily utilized by the Production Training Division (Code 900T) with NNSY’s Radiological Controls Department (Code 105), Quality Assurance Department (Code 130), Lifting and Handling Department (Code 700), Welding Shop (Code 926), Electrical Shop (Code 950), and Business and Strategic Planning Office (Code 1200) also occupying the facility. Continuous Training and Development (CTD) will remain in the shops and not occupy the new facility. “Most other codes within the yard will be trained to some degree by these codes in this building,” said Facilities Support Branch (Code 985) Project Manager Bill Dezern.

According to Code 900T Superintendent Myron Evans, “The project is an investment in the long-term sustainability of workforce development at NNSY. It will have the capacity to hold classroom and mock-up trainings as well as host office space for the various shipyard training organizations under one roof.”

Classroom space in the new training building will be 28 • SERVICE TO THE FLEET • FEBRUARY 2021

shared amongst the codes who occupy the facility and instructors will be able to make reservations for the space needed. Each classroom will be wired for computers at each seat. Dezern said it will give the shipyard the ability to meet the changing needs of training in the future. There will be no open use computers available in the building.

In addition to classroom space, there will be space for submarine and carrier mock-ups as well as specific mockups for non-nuclear, apprentice, nuclear, and radiological training. Code 926 will have a dedicated space for welding booths and Code 700 will have crane availability in the high bay area of the facility.

One frequently asked question about the new facility is where employees who work in it can park. Evans said there will not be special parking for the facility; however, building occupants and visitors can park in the “S” lots.

The first and second floor will be accessible to the shipyard workforce, just as the Code 900T training trailers currently are. The third and fourth floors of the building will be limited to training personnel only.

This multi-story, multifaceted facility marks NNSY’s biggest step yet in the realization of Naval Sea Systems Command’s (NAVSEA) Shipyard Infrastructure Optimization Plan (SIOP) and marks a new chapter in the long story of excellence at America’s Shipyard!

NNSY Accepting Applications for its Apprentice Program STORY BY ALLISON CONTI • PUBLIC AFFAIRS SPECIALIST I PHOTO BY SHELBY WEST • NNSY PHOTOGRAPHER Norfolk Naval Shipyard (NNSY) is accepting applications for its Apprentice Program from Feb. 1 – Mar. 1. The program seeks to recruit enthusiastic individuals looking to start a rewarding career with the Federal Government.

The four-year program offers selected candidates a chance to earn a competitive salary while they learn a trade, gaining their Technician Career Studies Certificate from Tidewater Community College (TCC) at the same time.

Graduates also have the option to advance their education upon completion of the program by pursuing an Associate of Applied Science Maritime Technologies: Trades Technician Degree. Apprentices have the option to choose from 24 different trades and become experts on their selected trade by taking TCC’s academic courses, NNSY’s trade theory training, and receiving on-the-job experience. NNSY’s Apprentice Director Colby Tynes said, “The apprenticeship is a great way to not just have a job, but to build a career in a trade that allows you to support your country.”

To apply for the program, interested individuals need to complete an admission application for TCC, either online or at the college; take the Virginia Placement Test (VPT); and set up an account and complete an application on www.indeed. com. The job announcement for the 2022 apprenticeship program will be posted on Indeed beginning Feb. 1. All components of the application must be received by Mar. 1 to be considered for the program.

After the application deadline passes, eligible candidates will be notified via email to schedule an interview.

Candidates are encouraged to monitor their email inboxes carefully, along with spam and junk folders. The interviews are expected to be held in the summer and fall of 2021.

After the interviews are completed, selections will be made.

Those selected will be notified via email. Any individual accepting a job with NNSY will be required to pass a preemployment physical and security review.

When asked what makes a great apprentice, Tynes said, “someone with a good attitude, a willingness to learn, and who is a team player.”

Along with having their tuition and books paid for, apprentices receive a generous benefit package that includes 13 days of paid annual leave per year (increases to 20 days after 3 years), 13 days of paid sick leave per year, a retirement plan, and health, dental, vision, and life insurance for employees and their family members.

NNSY’s Apprentice Program Class of 2020 valedictorian, Evan Webb, a Shop 57 Insulator, said the benefits of the apprenticeship program expanded past employment benefits for him. “My experience in the apprenticeship has allowed me to grow as a person at work and at home. It helped me be disciplined in my every day job as well as motivating me to look toward the next goal and make it happen.”

For more information on NNSY’s Apprenticeship Program, visit www.navsea.navy.mil/Home/Shipyards/Norfolk/ Careers/Apprentice-Program/.

AVAILABLE TRADES • • • • • • • • • • •

Sheet Metal Mechanic Welder Inside Machinist Marine Machinery Mechanic Boilermaker Marine Electrician Electronics Mechanic Marine Pipefitter Flange Turner Boat Builder Air Conditioning and Refrigeration Mechanic

• • • • • • • • • •

Insulator Woodcrafter Painter Fabric Worker Rigger Temporary Service (Dockside) Electrician High Voltage Electrician Industrial Equipment Mechanic Heavy Mobile Equipment (Crane) Mechanic Metals Inspector Shipwright FEBRUARY 2021 • SERVICE TO THE FLEET • 31

C-FRAM FRAUD SCHEME AWARENESS FEBRUARY EDITION: BRIBERY AND KICKBACKS Acceptance of Something of Value in Exchange for Preferential Treatment

GOVERNMENT EXAMPLE

DON EXAMPLE

In Nov. 2020, Eric Schneider, former Vice President and Chief Operating Officer of Communications Resource, Inc. (CRI), pled guilty to one count of conspiracy to violate the Procurement Integrity Act and one count of obstruction of justice. Schneider admitted to giving gifts to multiple officials at the Department of Agriculture (USDA) to influence contract awards worth over $19.2 million to CRI and another company he controlled. He admitted to giving USDA officials Corvette wheels, concert tickets, PGA tour tickets, meals, alcohol, strip clubs, parking, concierge medical services, prescription drugs, and other cash tips. Schneider also drafted or instructed employees to draft procurement documents in such a way as to favor contract award to CRI. Schneider then provided the documents to a USDA official who used the documents as if prepared by the USDA. Schneider also directed two CRI employees to destroy documents responsive to a federal grand jury subpoena.

The Fat Leonard fraud continues...Brooks Alonzo Parks, a naval logistics officer serving in the western Pacific, was often quite specific about what he thought he deserved in exchange for the insider information he was leaking to military contractor Leonard Francis. As a logistics lead petty officer in the 7th Fleet, Parks was in a prime position to offer Francis intelligence on ship itineraries, competitors and pricing. Much of the quid pro quo is documented in emails between Parks and Glenn Defense Marine Asia (GDMA).

One time, it was a case of Hennessy Pure White cognac.

Another, it was a $4,000-a-night room at the Ritz-Carlton in Singapore. "It feels good living like a KING on an E-6's salary!!!" Parks wrote in one email to GDMA. In Nov. 2020, Parks was sentenced to 27 months in prison plus $24,000 in restitution.

INDICATORS (RED FLAGS) Overly friendly interaction between government; payment of unjustified high prices, purchase of unnecessary or inappropriate goods/services, or continued acceptance of late delivery, highpriced, low-quality work.

LEARN MORE TODAY Check out the C-FRAM site on WebCentral under C100CE for more information.

Need to report fraud? Contact the NNSY Hotline today at 757396-7971 or NNSY_IG_HOTLINE@navy.mil.

32 • SERVICE TO THE FLEET • FEBRUARY 2021