June Landmark

USS EMORY S. LAND OFFICIAL PUBLICATION || JUNE 2017 || VOLUME 8 || ISSUE 6 || TEAM TENDER

INSIDE THIS ISSUE

THE COMMANDING OFFICER || SECURITY REACTION FORCE || OUR WOMAN ON A SUB || FAREWELL LT TAKANA JEFFERSON THE RUNNING MAN PART II || CAREER, LIFE, & MARVEL V DC || SUB TENDER HISTORY WITH THE USS FULTON

L ANDM ARK magazine is an authorized publication for Sailors aboard the USS Emory S. Land (AS 39).

Contents herein are not the views of, or endorsed by, the United States government, Department of Defense, Department of the Navy, or the Commanding Officer of the USS Emory S. Land.

All news, photos, and information for publication in Landmark magazine must be submitted to the Public Affairs Officer. Magazine produced by USS Emory S. Land Media Services.

USS Emory S. Land (AS 39) is manned by an integrated crew of Sailors and civilian Mariners under the administrative control of Commander, Submarine Force, United States Pacific Fleet, Pearl Harbor, Hawaii, and operational control of Commander, Task Force 74. As a forwarddeployed naval force, USS Emory S. Land is tasked to provide expeditionary intermediate level maintenance and repairs, hotel services, and logistics support to deployed Guided Missile and Fast Attack submarines deployed in the 5th, 6th, and 7th Fleet areas of responsibility.

COMMAND TRIAD COMMANDING OFFICER Capt. Douglas Bradley EXECUTIVE OFFICER Cmdr. Robert Lopez COMMAND MASTER CHIEF CMDCM William Greene

MEDIA SERVICES DIVISION PUBLIC AFFAIRS OFFICER Lt. Bradley Newsad LEADING PETTY OFFICER MC1(SW) Timmy Wakefield

A SMILE FOR THE CAMERA Master at Arms Second Class Louis Truppi is taken down by a student of the Security Reaction Force class while Master at Arms First Class John Ham guides the student.

1 | LANDMARK | JUNE 2017

MEDIA SERVICES MC1(SW/AW) Oliver Cole MC2 Alex Miller MC3 Daniel Willoughby

ON THE COVER: Chief Masterat-Arms Paul Struss gives preliminary commands before he sprays a student with oleoresin capsicum. Story on page 17.

TABLE OF CONTENTS

SECURITY REACTION FORCE ON PAGE 17

PG 35

LEADERSHIP Pg. 03 - The Commanding Officer

Pg. 09 - The Running Man Part II Pg. 13 - Career, Life & Marvel v DC

FEATURES

Pg. 17 - Security Reaction Force Pg. 25 - EVALs & FITREPs Pg. 27 - Breaking the Norm Pg. 31 - Farewell Lt. Takana Jefferson

HISTORY

Pg. 35 - On the Shoulders of Giants

WEAPONS HANDLING AND TRAINING The newest students of the Security Reaction Force Basic Course learn the ins and outs of the M16 rifle.

They practice shooting targets at nearly 200 and 300 yards, testing their breathing and control skills.

LANDMARK | JUNE 2017 | 2

LEADERSHIP

THE COMMANDING OFFICER THE HIGHLIGHTS

3 | LANDMARK | JUNE 2017

A PORTRAIT OF A PORTRAIT Capt. Douglas A. Bradley poses next to a painting in his office of Vice Adm. Emory S. Land.

LANDMARK | JUNE 2017 | 4

LEADERSHIP

As we turn the calendar again, it really seems like May flew by!

The quick pace was partly due to our successful completion of a Continuous Maintenance Availability (CMAV) on the Topeka. We executed and delivered her on schedule, which is the first time that has happened since I’ve been here. That was definitely highlight #1.

It was an all-hands effort: Repair department as a whole provided timely, excellent support; the Radiological Controls (R-5) division played a huge role in the success of their CMAV; and Weapons department closed it out with several handling evolutions, demonstrating some first-time capabilities while executing ahead of schedule to get Topeka out on time.

That was a great way to start May. CMAVs are the bread and butter of what the Repair department does.

They are kind of like waves. One comes in and it’s the most amazing wave, and then it’s gone, and behind it is another one. Right behind Topeka’s CMAV are the Oklahoma City and Michigan CMAVs. The Topeka CMAV was particularly notable because we planned and executed multiple new or dormant capabilities.

That was highlight #2 from a mission standpoint.

The Emory S. Land (ESL) Family Readiness Group (FRG) just reached a significant milestone by holding their first election and electing new officers. The FRG was stood-up about a year ago when the ship reported to Guam as her new homeport and started receiving more Sailors and families. This was their first turnover, so 5 | LANDMARK | JUNE 2017

that was very exciting. Another important change was the selection of two new ombudsmen who selflessly volunteered to support the ship’s Sailors and their families.

Mrs. Nicole Jacobson and Mrs. Valerie Maigue have joined Mrs. Baysh Farley to bring our total ombudsman force to three.

I would like to thank Mrs. April Pacileo for her hard work and wish her farewell as she moves on to become the Joint Region Marianas ombudsman.

Another May highlight was the ship’s highly successful Physical Fitness Assessment (PFA). The assessment was well run and I was impressed with the organization demonstrated in processing the large number of Sailors. We haven’t completely closed the cycle yet, so that carries into June’s goals. I also want highlight that ESL took 2nd place in the centerpiece competition at the 2017 Guam Submarine Ball. I don’t think the judges will ever let the submarine tender win the centerpiece award, so 2nd place in my book is really 1st place!

In regards to our core mission, my top June milestone is to execute the CMAVs on schedule and get those subs out on time. Secondly, closing out a successful PFA is a big readiness milestone that supports one of the four “BEs” – being ready. I’m looking forward to the final results.

We never take a break from safety. Memorial Day officially kicked off the 100 days of summer. We had our command safety stand-down in May, and the crew

LANDMARK | JUNE 2017 | 6

LEADERSHIP

I’M LOOKING FORWARD TO SEEING THE GROWTH AND CHANGE WITHIN THE TEAM TENDER FAMILY SINCE LAST YEAR’S COMMAND PICNIC. did exceptionally well over Memorial Day weekend with being safe on and off the ship. That’s a highlight for May, but also a continuing goal as we move through the summer.

Lastly, the recent advancements and frockings were a significant highlight for the ship. The frocking ceremony was a great opportunity to recognize our newly advanced Sailors’ hard work.

We have several meritorious advancements that will follow in the weeks to come.

Looking forward, we are going to end the school-year with a command picnic. I’m looking forward to seeing the growth and change within the Team Tender family since last year’s command picnic. I hope that as many families as possible are able to join us on that day. There will be a lot of activities, games, food, and an opportunity for people to come out and let us show our appreciation for their support of the ship. Thanks in advance to MWR and all the good things they do for the ship.

The beginning of June marks 75 years since the Battle of Midway, a huge turning point for the Navy and our the country during World War II. I encourage all to read story of the USS Fulton’s (AS 11) contribution to that battle in this month’s Landmark. In many ways our mission is unchanged. The tenders bring the same core capabilities to the fleet today that they did 75 years ago, albeit with modern technology and some additional capabilities. Even though there are currently only two submarine tenders, the Navy is moving forward with plans for new tenders. People recognize this asset is unique - it is the only platform that provides mobile repair and reloading capability in the fleet.

Mobility is what makes us relevant today; otherwise we are just a shore-based repair activity. Our ability to move and take our capabilities anywhere enhances our country’s warfighting ability.

We can quickly provide critical battle damage repairs, medical care, logistical support, and reload capabilities. The tender’s mission is as relevant today as it was back then. At the end of a round of boxing, when a fighter comes to sit in the corner of the ring, he gets taped up, the blood wiped off, and ready to get back in the fight. We are able to move that seat closer to the fight and no one else can do that.

With that in mind, I want everyone to start concentrating on underway readiness. We’re entering typhoon season soon and planning for deployment. I urge both Sailors and families to start preparing for that part of our mission.

I appreciate the great effort of Team Tender this past month.

Although each month presents new challenges, we continue meet those challenges and complete the mission while expanding our capabilities. I want the crew to embrace that theme - building our capability. That is my expectation. As always, I’m very proud of the crew, and I hope that we continue to follow the four tenants: be safe, be respectful, be honest, and be ready.

7 | LANDMARK | JUNE 2017

LANDMARK | JUNE 2017 | 8

LEADERSHIP

9 | LANDMARK | JUNE 2017

THE RUNNING MAN PART II Interview and photos by MC1 Oliver Cole

His favorite book is “How to Win Friends and Influence People,” by Dale Carnegie, which speaks a lot about the Land’s Executive Officer, Cmdr. Robert Lopez. Lopez is no stranger to the ship. Serving as a Leading Petty Officer, Division Officer and now the Executive Officer, he has used the teachings of Carnegie’s writing in his everyday life, promoting positivity throughout his personal and professional life. He is the Running Man.

THE EXECUTIVE OFFICER Our very own Executive Officer has been on this bridge before-- as an enlisted Sailor, a Division Officer, and now as the second in command of the greatest submarine tender in the fleet-- USS Emory S. Land.

MC1: Most of us at the command know you’re big into triathlons. How’d you get started with doing them?

XO: In 2004, during my first tour on Guam, I was with Submarine Squadron 15 and I had a buddy that was big into triathlons. I was already a runner and a cyclist, but I wasn’t much of a swimmer.

He really got me started and I’ve had the triathlon bug ever since my first few competitions. My friend is retired now, but I’d like to give a shout out to Lt. Cmdr. Jim Hicks. He really motivated me to get out there and get my “TRI” on.

MC1: I noticed that you’re challenging the entire crew to these mini triathlons. It’s even in the Plan of the Day. What’s the motivation behind your challenge?

XO: There are a couple of motivations. First, most people need a goal to get them motivated to go out and try something new. By challenging the crew, I’m hoping it’ll give someone the needed motivation to get out there and give it a shot. Second, it helps people get off of the ship. Triathlons allow you to explore Guam, have a lot of fun, meet the local community and make lasting friendships. I competed in triathlons on Guam from 2004 to 2009. When I came back to Guam, the whole triathlon community welcomed me back. It’s just been wonderful. Lastly, if an old guy like me can go out there and finish a triathlon, then young guys and gals like you have no excuse to not give it a shot. I just want to show people it’s possible. If the XO can do it, anyone can do it.

MC1: What happens if someone beats you? Is there some sort of reward or is it just bragging rights?

XO: Right now it’s just bragging rights, but if we get enough people who are interested in triathlons we can probably sweeten the pot a little bit. I’m thinking maybe some special liberty options. But first you have to come out and participate.

LANDMARK | JUNE 2017| 10

LEADERSHIP

11 | LANDMARK | JUNE 2017

MC1: The command picnic is coming up next month. With all of the activities going on during the event, what are you looking forward to and why?

XO: That’s kind of a trick question, especially if my wife reads this. June 16th is my 28th wedding anniversary. So I’m just going to enjoy the day with my wife. It’s really her day. If I get the opportunity, I will certainly go out and play some volleyball. I like beach volleyball. It’s low impact and you don’t have to be very good to have fun.

MC1: This isn’t your first tour on the Land. Tell me about your previous experiences on the ship and how has it changed now that you’re the XO. XO: This is my third tour on board “Big Land.” The first time was from 1994 to 1996.

I was the 67J LPO, sweeping periscopes for a living. During that time, I first read the book “How to Win Friends and Influence People,” by Dale Carnegie. I can tell you that applying those principals to everyday life completely changed my outlook. Had I not read that book, I wouldn’t be sitting here as the XO. I recommend that book to everyone. My second tour was as the electrical officer, followed by the R-3/R-4 division officer in Italy from 1999 to 2002. Now, coming back as the XO is pretty cool. The Emory S. Land kind of brings me back. I tell Sailors who check out that once you’ve been a member of the Land family, you’re always family. It’s truly amazing to be the XO after being a shop LPO so many years ago; from the deck-plate to the triad.

MC1: If you could have one superpower, what would it be and why?

XO: Just one super power… there are so many. I wish I had the power to allow people see the good in life. Too many people focus on the negative; whether it’s in relationships, work, or duty stations. But if you just switch it up to focus on the good, life is so much better. Home life becomes fantastic. You’re happy to come to work. It doesn’t matter where you’re stationed-- you’re having a great tour in all accounts. So if I had only one power, it would be to open peoples’ eyes so they could enjoy life to the fullest and show them the good in life.

MC1: CMC thinks Batman can’t beat Superman. Do you agree with him or not and why?

XO: There aren’t many times I disagree with the CMC. I mean, come on, he’s the CMC. But I do have to say that no one person or superhero is invincible. So absolutely, Batman could beat Superman. He just needs a little strategically placed kryptonite. Sometimes knowing your opponent’s weakness is the key to victory. So, I’m sorry CMC, but Batman can win!

MC1: Is there anything else you’d like to add?

XO: Sure. Here’s one more plug for the triathlons. June 4th and June 25th. I hope to see folks out there.

THE EXECUTIVE OFFICER

BY CHALLENGING THE CREW, I’M HOPING IT’LL GIVE SOMEONE THE NEEDED MOTIVATION TO GET OUT THERE AND GIVE IT A SHOT.

XO sits atop his bridge chair, to the left of the commanding officer.

The symbolism: the left hand must know what the right is doing to create a cohesive team.

LANDMARK | JUNE 2017| 12

LEADERSHIP

CAREER, LIFE, & MARVEL v DC Interview and photos by MC1 Timmy Wakefield

Emory S. Land’s Command Master Chief (CMC) William Greene, a native of Jasper, Texas, has been in the Navy for 20 years thus far.

In that short amount of time, he climbed to the rank of master chief petty officer, which is no small feat. You’ll often see him striking up a conversation with Sailors, that often ends up with him asking, “Is there anything I can do for YOU.” His core characteristic is that of any good CMC -- empathy.

MC1: What was your motivation for becoming a Sailor in the world’s finest Navy?

CMC: At 19, I joined the Navy because I ran out of money for college. I was following my high school girlfriend around, a move that did not turn out well. But hey, you live and learn. I racked up nearly $15,000 of debt after one year of college and needed a new plan because I was out of money. I rode my bicycle to the nearest recruiter with the intention of joining the U.S. Coast Guard in order to attend their academy and become a helicopter pilot. Maybe I wasn’t good enough at the time because I didn’t get picked up. The Navy took me and two weeks later I began this wonderful, challenging journey.

MC1: Did you pick your rate or take a gamble and let the Navy choose for you?

CMC: Initially, all I wanted to do was fly so I chose my rate as an Aviation Warfare Systems Operator. Later on down the road, I cross rated to Sonar Technician, Submarine (STS). My senior chief at the time presented me with an opportunity in a new rate -- Fire Control Technician (FT). I thought 13 | LANDMARK | JUNE 2017

that would way cooler than being a STS, so I ultimately became an FT and got to work with some pretty cool weapons systems.

MC1: Did you ever see yourself becoming a command master chief or did you have a different vision of your career progression?

CMC: As a brand-new Sailor in the Navy, I never imagined that I would become a command master chief. That was not the original goal or plan. It became more real when I became a senior chief and my CMC at the time began pushing me to obtain the needed qualifications to advance in my career. That helped groom me for master chief selection. That said, I still didn’t know I would reach this honorable position.

I think you should adjust your goals to fit your life with each new paygrade.

MC1: Tell us what being a command master chief means to you.

CMC: This is one of most the honorable titles you can have in an enlisted Navy career. I have the honor to work with the top two officers on the ship, Commanding Officer Capt. Douglas Bradley and Executive Officer Cmdr. Robert Lopez. I have the opportunity to improve the command by molding the enlisted Sailors and addressing their wants and needs. Being a CMC also means giving up what I’ve been doing for 15 years – working on some high tech weapons systems. However, giving up my job also means I can focus on giving back to my Sailors. I went from leading a division of 40 to an entire ship that ranges from 800 to 1000 Sailors.

I THINK YOU SHOULD ADJUST YOUR GOALS TO FIT YOUR LIFE WITH EACH NEW PAYGRADE.

HARD AT WORK IN THE OFFICE CMC takes an active stance when it comes to the enlisted Sailors quality of life, job performance, mentorship and overall Sailorization regardless of rate or rank.

LANDMARK | JUNE 2017| 14

LEADERSHIP

FAREWELL TO A SAILOR

I’VE NEVER BEEN A COMIC BOOK GUY, BUT I’D HAVE TO SAY MARVEL BECAUSE BATMAN BEATING SUPERMAN - I MEAN, COME ON. THERE’S NO WAY BATMAN CAN BEAT SUPERMAN WITH ALL OF HIS GADGETS. MC1: Who was your biggest military influence or mentor?

CMC: FTCM Robert Kumnick, USN (ret.). He was my very first senior chief. He guided me in my career, always pointing me in directions that would take me to the next level. He always knew how and what to say to really motivate me in my career.

MC1: What was the most difficult situation you’ve overcome in your career?

CMC: Losing Sailors has been the most difficult thing I’ve ever experienced on an emotional and professional level. I’ve lost a Sailor from suicide—something I never would’ve imagined.

You see these people every day and when it happens under your watch you start to question what you could’ve done differently to prevent it happening. During the safety stand-down, I mentioned a Sailor that died last year during an off-duty recreational activity because I want to stress the importance of creating a work environment that’s safe but also the importance of off-duty safety.

Losing a Sailor definitely is the most difficult situation I’ve ever had to overcome because all Sailors are a part of you—a part of our family.”

MC1: DC or Marvel? Why? CMC: I’ve never been a comic book guy, but I’d have to say Marvel because Batman beating Superman—I mean, come on. There’s no way Batman can beat Superman with all of his gadgets. Batman has no superpowers, while Superman is nearly invincible.

MC1: But Batman has a higher intelligence and has detective skills. He always has a plan before he takes on an opponent.

CMC: Maybe so, but he has no powers—only money and gadgets.

MC1: Fair enough. Who’s your real-life hero?

CMC: My dad for sure. He passed away 14 years ago but he resonates in my life and my decisions. He was a Corpsman in the Coast Guard. For many military children, the military parent sort of prepares you for military life. My dad was definitely influential on my decision to join the Navy. As I mentioned before, I tried to join the Coast Guard, but life took me elsewhere and I couldn’t be happier with my decision.

15 | LANDMARK | JUNE 2017

Greene bids Personnel Specialist 2nd Class Jordan Jones a ‘farewell’ after a discussion about Jones’ next duty station.

LANDMARK | JUNE 2017| 16

FEATURES

SECURITY REACTION FORCE

Story and photos by MC1 Timmy Wakefield

They say all good things come in threes and the Security Reaction Force – Basic (SRF-B) course is one of them. I had the opportunity to not only be a part of the course, but I was also able to document the three main instructors over three weeks of intense sweat and pain. The Team Tender concept truly comes to light as the three Sailors teaching the class are from the USS Emory S. Land (AS 39) and the USS Frank Cable (AS 40) acting as one cohesive unit to bond the concept.

17 | LANDMARK | JUNE 2017

MECHANICAL HOLD TAKEDOWN Master-at-Arms 1st Class John Ham assist students in properly executing a mechanical hold takedown, demonstrating positive control over an unruly suspect.

LANDMARK | JUNE 2017| 18

FEATURES

WEAPONS TRAINING AND HANDLING Gunner’s Mate Seaman Taylor Burks learns the basics of firing the rifle at targets 200 yards away.

DEADLY FORCE REMEMBER THIS

Deadly force is a force a person uses, that knows or should know, would create a substantial risk of causing death or bodily harm.

Deadly force is only justified under conditions of extreme necessity or when all lesser means have failed or cannot be reasonably employed.

Justification of Deadly Force 1. Inherent right to self-defense.

2. Defense of others.

3. Assets vital to national security.

4. Inherently dangerous property.

5. Serious offenses against persons.

6. Arrest or apprehension.

7. Escape.

19 | LANDMARK | JUNE 2017

They say all good things come in threes and the Security Reaction Force – Basic (SRF-B) course is one of them. I had the opportunity to not only be a part of the course, but I was also able to document the three main instructors over three weeks of intense sweat and pain. The Team Tender concept truly comes to light as the three Sailors teaching the class are from the USS Emory S. Land (AS 39) and the USS Frank Cable (AS 40) acting as one cohesive unit to bond the concept.

ESL Sailors, Master-at-Arms 1st Class John Ham and Master-at-Arms 2nd Class Louis Truppi, along with Frank Cable Sailor, Chief Master-at-arms Paul Struss form the main triad of instructors teaching SRF students the ways of proper watch standing, weapons handling and training, close-quarters combat and a plethora of other skills to which I’ll delve into later on in the story.

Ham is no stranger to danger, which makes him more than qualified to teach the course, especially with his career history and tour in Afghanistan. In Afghanistan, he planned convoy routes for infantry units, worked with explosive ordinance disposal units, provided training on improvised explosive devices, and served as a small arms instructor.

As the anti-terrorism training supervisor, Ham has become well-known amongst the crew as he trains nearly every sailor stationed aboard the Big Land, including those temporarily assigned to ESL from the Frank Cable.

The course wasn’t available for nearly a year because of deployment and a few gapped billets.

“This command was gapped [billeted] when I arrived so there was no instructor on board for a few months,” said

Ham. “Also, we were permanently deployed making it difficult and often impossible to teach the course. Once we became homeported in Guam, I was afforded the opportunity to teach the course. It became my professional and personal mission to get our Sailors up to speed.”

Ham reflects on Big Land’s security and why it is an absolute necessity to maintain this course, and even establish further training.

“We arm Sailors every day and expect them to protect us,” said Ham. “We conduct SRF-B training so that if an incident does actually occur, we can make good decisions and resolve some dangerous situations without loss of life or serious injury to

friendly forces. As soon as I received the go ahead to teach this course, I made it my mission to properly arm every Sailor standing an armed watch, including those serving as reaction force members, with the necessary knowledge and physical skills to keep themselves and their Shipmates safe.

I am determined to reach this goal before taking any leave.

SRF-A, a follow-on course, provides advanced techniques and qualifies Sailors as team leaders in the event of a security alert.

At the moment, Big Land is not required to have this course.

“I’d like to follow in the footsteps of the Frank Cable and find a way for the instructors to visit us so we can qualify people on an a n n u a l basis,” said Ham. SRF-A is an Advanced Ta c t i c a l T e a m

I WAS AFFORDED THE OPPORTUNITY TO TEACH THIS COURSE. IT BECAME MY PROFESSIONAL AND PERSONAL MISSION TO GET OUR SAILORS UP TO SPEED.

Movements class and expands upon the skill set necessary to safely resolve any scenario dealing with an active threat on the Ship or Pier.”

The basic course is three weeks; week 1 – self-defense and suspect control, week 2 – weapons familiarization, and week 3 – reaction force team member.

The first week focuses on self-defense and suspect control techniques and procedures.

Students are taught how to perform the most basic functions and duties of a sentry, including apprehension and control techniques (called Mechanical Control Holds (MACH)), weapons retention, security mindset, watch standing basics, legal terms and definitions, justifications for use of force and deadly force, and the use of non-lethal weapons. At the end of the week, students are graded on their ability to perform MACH, non-lethal weapons techniques, strikes, and blocks while contaminated with oleoresin capsicum (OC) to ensure the student will be capable of operating in the field.

THREE SIDES

DEADLY FORCE TRIANGLE

OPPORTUNITY CAPABILITY INTENT LANDMARK | JUNE 2017| 20

FEATURES

SENSORY OVERLOAD: CONDITION BLACK OC spray is never fun but it serves as a useful tool in simulating sensory overload during stressful situations. Turn the pain off and listen.

Chief Struss will be there telling you what to do.

21 | LANDMARK | JUNE 2017

The second week is all about weapons familiarization. Students learn to use all small arms during general watch standing. This includes nomenclature, field stripping and reassembly, and qualifying on all weapons at a live range.

The third and final week focuses on the duties and responsibilities of reaction force team members. This includes learning the terms and definitions associated with close-quarters combat and learning how to operate as a small tactical unit in clearing spaces and piers effectively and efficiently (the Navy’s entry level course into S.W.A.T tactics). This involves an entire week of practice in a building called the “Killhouse.”

Students respond to various types of simulated events, including active shooters and unresponsive sentries at the pier entry control point. In making their decisions, teams must utilize the tactics and tools they learned during the course to ensure minimal risk of injury and loss of life in resolving situations with the minimal force necessary.

Each student is given a final practical exam where they must maneuver through a series of simulated incidents by utilizing proper tactical

team movements and employing the proper level of force to resolve the different situations. Students must also preserve life and prevent injury to themselves and others.

Chief Struss doesn’t just think SRF-B as a security course. He calls this a “life” course because it teaches Sailors about the importance of having a winning mentality. While he may shout during the course, he often reiterates the importance of this mentality.

“Teaching Sailors this winning mentality can be useful in all aspects of their lives whether they’re taking the advancement exam, dealing with situations at home, or even personal endeavors to help them when life isn’t being as fair as they’d like,” said Struss.

In just three weeks, you’ll learn techniques and skills that will prepare you to take control of a tense situation with a clear conscious. As Struss said, it truly is a life course. If life throws OC in your face, don’t let it take you down, (and certainly don’t rub it... at all) just pick yourself up and fight through it.

QUIT “STRUSSING” OUT Chief Struss sprays a student of the SRF-B course. On the “OC Spray Day” students are expected to employ all they’ve learned while their senses have been overloaded.

LANDMARK | JUNE 2017| 22

FEATURES

BATON STRIKES & BLOCKS

TAKING DOWN THE RED MAN

23 | LANDMARK | JUNE 2017

LANDMARK | JUNE 2017| 24

FEATURES

EVALS & FITREPS CHANGE ON THE HORIZON Story by Jessica Bidwell, Stars & Stripes

25 | LANDMARK | JUNE 2017

final evaluation for that year, Churan said.

“It will help us get away from the habit of only focusing on the evaluations once a year and avoid lumping them all together,” he said.

Some sailors took to social media to voice their opinions about the changes.

“It does not matter what physical changes you make to the performance and evaluation system. The biased element will always be there,” an online commenter said.

Another claimed to have been a victim of bias during a past rating: “I had a transfer early promote evaluation when I got to my current command, and they gave me promotable [a lower ranking] because I’d only been there for three months although I have already done and shown multiple results from my workloads and other collaterals,” the person wrote.

Navy officials are kicking off one of the most radical overhauls of performance evaluations and fitness reports in service history and are planning to field the new approach within a year. The aim is to eliminate the unwritten rules that reward seniority over merit. And the new system will use new information technology to track far more granular details on sailor performance and professional development, data that will help inform the Navy’s future decisions.

The Navy is changing the way it evaluates sailors’ job performances.

The changes -- designed to reward talent, remove rank-based bias and give sailors regular, balanced feedback -- will be phased in this year and next, a recent Navy statement said.

“Sailors deserve a modern evaluation system and we are working to develop it as quickly as possible,” Rear Adm. Rich Brown, who leads the Navy Personnel Command, said in the statement.

Sailors will be assessed a year after they arrive at their duty station and will receive year-round counseling. A five-point rating scale will be replaced with a nine-point scale, and sailors will be rated on factors related to their jobs, the Navy Times reported.

The changes, resulting from officer and enlisted feedback, will update an evaluation system developed in 1996, officials said.

Master-at-Arms Chief Petty Officer Joseph Churan said he was excited about the changes.

“The current evaluations are outdated and don’t paint a good picture of who the sailors are,” he said.

Churan said the new system is a step in the right direction.

“It will help to separate those who just come to work and do their job, those who try a little harder and those who excel,” he said.

Leaders will have to focus on sailors all year to make sure they don’t miss an opportunity to counsel them and provide them with a

SAILORS DESERVE A MODERN EVALUATION SYSTEM AND WE ARE WORKING TO DEVELOP IT AS QUICKLY AS POSSIBLE.

LANDMARK | JUNE 2017| 26

FEATURES

BREAKING THE NORM Story and photos by MC2 Richard Miller

SELECTED FOR AN OPPORTUNITY Ens. Brittany Saulsberry, disbursing officer aboard submarine tender USS Emory S. Land (AS 39), opens the front panel of one of the ship’s Navy Cash ATMs. Saulsberry was recently selected to serve as a supply officer aboard submarines as part of the Women in Submarine Service program.

27 | LANDMARK | JUNE 2017

LANDMARK | JUNE 2017| 28

FEATURES

Women have served in the armed services since World War I. While women initially had major limitations on what kind of jobs they could perform, their roles expanded significantly over the course of the ensuing century. The first women to serve on surface combatant ships came on board in 1994. Despite increased gender integration, female officers did not serve on submarines until 2011, with enlisted women following suit five years later.

Female officers are assigned to submarines in the same roles as male officers - either as nuclear-qualified or supply officers. Nuclear-qualified officers must complete the nuclear-submarine training pipeline, which consists of nuclear power school and “hands-on” prototype training.

Supply officers must complete the Basic Qualification Course at Navy Supply Corps School. Both sets of officers culminate their training with the Submarine Officer Basic Course. Around 50 female officers currently serve on submarines. One of the USS Emory S. Land’s (AS 39) Sailors is about to join the fold in making sub history on behalf of women.

Ens. Brittany Saulsberry, the disbursing officer aboard the Land has been selected for the Women in Submarine Service program.

“I am excited about my selection for the program,” said Ens. Brittany Saulsberry, disbursing officer aboard Emory S. Land.

“My responsibilities as a submarine supply officer will be similar to my current duties on board the Land, except I will be the one and only supply officer on board. I will have sole responsibility for all supply and logistic matters. It will be a challenge, but that’s what I’m looking for. I’ve based my entire career around finding new and greater challenges.”

Female officers have had have had the privilege of serving on board Ohio-class submarines since 2011. The submarine force is now offering the same opportunity to female enlisted sailors. The submarine force is now offering these same opportunities to enlisted females. On January 21, 2015 the submarine force began accepting applications for the Enlisted Women in Submarines (EWIS) Initiative and on August 2, 2016 the first enlisted female Sailor earned her submarine “dolphins.” Saulsberry believes women serving on submarines showcases the Navy’s shifting cultural norms and focus on 29 | LANDMARK | JUNE 2017

maximizing gender integration.

“As time passes, more and more people are open to women serving in all the same positions as men,” said Saulsberry. “With gender comes stigmas and stereotypes, but those are being eradicated as humanity progresses. The military is benefiting from breaking these social norms because women like myself say, “I can do this” and the Navy has afforded us the opportunity. Jobs aren’t limited solely on gender anymore.”

When women first started serving on Navy ships, many men weren’t used to serving alongside women. Over time, this mentality shifted as integrated crews became the norm. Saulsberry sees the same progress happening in the submarine community.

“Women have now been serving on submarines for more than six years,” said Saulsberry. “Some people still have the mentality that we are outsiders, but that is quickly fading.”

Saulsberry, who enlisted in the Navy 11 years ago, is no stranger to volunteering for positions relatively new to women in the Navy. While there is still progress to be made, Saulsberry believes women’s opportunities in the military are the best they have ever been.

“The mentality has always been changing, but it takes time,” said Saulsberry.

“As a corpsman, women couldn’t be field medics,. but with persistence, I was one of the few women who became a field medic.

Since I’ve joined, I’ve seen a lot more women become pilots, more

women eager to go out to sea and more women volunteering for boots-on-ground roles. Doors have opened and many more will open. I remember when I saw the USS Michigan (SSGN 727) come alongside the Land, I was excited because it is one of the first subs to have women and officer ranks.

When I saw woman after woman come topside, it gave me a chill. It was truly inspiring to see.”

Saulsberry looks forward to her time in the submarine force as an opportunity for personal challenge and growth.

“I want to challenge myself and prove that I can do it; for me, no one else” said Saulsberry. “I’m looking forward to it as a new experience and learning opportunity. If I don’t push myself and put myself out there, then I’m not learning. The only real failure is not trying - this is something I live by day in and day out.”

The United States military has been shaped by those willing to step out of their comfort zone and do what hasn’t been done before. Whether becoming a field medic or one of the Navy’s few female officers on submarines, or even just challenging herself in her own personal development, Ens. Brittany Saulsberry isn’t afraid to take the next step.

In 2015, the Navy announced the selections of the first enlisted female submariners. These selections marked a key milestone in the continued integration of women into the submarine force and the Navy is pleased to announce the beginning of the third round of selections of female Sailors for conversion to Submarine Force ratings.

The Submarine Force is seeking high caliber female applicants from all ratings. Sailors from all communities are eligible to apply for submarine service as part of this initiative.

WITH GENDER COMES STIGMAS AND STEREOTYPES, BUT THOSE ARE BEING ERADICATED AS HUMANITY PROGRESSES.

LANDMARK | JUNE 2017| 30

FEATURES

A HEART OF GOLD Jefferson’s goal while serving aboard the Land has been to be a positive role model and mentor to all Sailors-junior, senior, and officer alike.

31 | LANDMARK | JUNE 2017

FAREWELL

LT. TAKANA JEFFERSON Interview and photos by MC1 Timmy Wakefield

The struggle is real, but Lt. Takana Jefferson, the Land’s chaplain and community outreach coordinator, has helped the command and countless Sailors overcome their struggles during her 14 months on board. Helping people is in her D.N.A. and you tell by her authentic smile and the general concern she shares for all Sailors. Fair winds and following sea, Lt. Jefferson.

LANDMARK | JUNE 2017| 32

FEATURES

I WOULD LIKE TO THINK I GAVE IT MY BEST SHOT. LORD KNOWS I AM NOT PERFECT, BUT I TRIED MY BEST TO SHOW YOUNG SAILORS THAT THEY CAN ACHIEVE ANY GOAL THEY DESIRE IN LIFE. MC1: So, you’re leaving the ESL. How does this make you feel and why?

CHAPS: Bittersweet because I love my command.

I love the Sailors and Military Sealift Command (MSC) civilians with whom I serve. This by far has been one of the best commands I have served. I am going to miss everyone immensely but I am excited to go home and see my family.

MC1: Tell us what’s next for you on your journey.

CHAPS: I will serve as the Chaplain for Combat Logistics Battalion (CLB) 26 2nd Marine Logistics Group (MLG) at Camp Lejeune, North Carolina for two and half years. I am also going to spend time with my children, husband and family in general. I really, really miss them.

MC1: What are you going to miss the most about being a part of Team Tender?

CHAPS: All of the community service-related projects that we do. I think we do an excellent job of connecting with the community. I think we’re leaving a very positive footprint on Guam. We have organized and participated in more community-related and volunteer events than any other command. In addition, we often support other commands with their outreach efforts.

MC1: If you could go back in time and do something over again while aboard the ESL, what would it be and why?

CHAPS: As hard as it has been, I think starting the Gospel Service. I would do it again because it’s had such a positive impact on the Sailors, Marines, Seabees, Airmen and their families. It’s allowed the Emory S. Land’s influence to reach beyond the ship and extend throughout Guam and all of the military branches. We have a lot of extremely talented Sailors who attend the service. They teach children’s church, lead praise and worship, and play instruments. Some even lead bible studies and women’s fellowship studies. To see the spiritual side of ministry come to life through my Sailors is more rewarding than anything else.

33 | LANDMARK | JUNE 2017

MC1: What was your major goal while being here and what did you do to accomplish that goal?

CHAPS: To serve my Sailors, support my command, and be an example of positive leadership. I believe I accomplished these goals by being present, listening, not judging and truly being a confidant to those who needed it the most. I’m not sure that I was always the best role model. I would like to think I gave it my best shot. Lord knows am not perfect, but I tried my best to show young Sailors that the can achieve any goal they desire in life.

Whether that’s in their personal or professional life.

MC1: What’s one of the best memories you have while aboard ESL? CHAPS: I have so many. It is hard to narrow it down to one. I guess I would say the Asan 4th Annual Gagu Tree “A Child’s Christmas Dream” Project. We all came together as one ship and bought Christmas gifts for the underprivileged children of Asan. It was the very first year that each of the children received everything on their wish list. We personally handed out the gifts to the children. It was awesome.

MC1: Do you have final puns or quips before you

go?

CHAPS: “The struggle is REAL!”

MC1: Do you have anything else you’d like to add?

CHAPS: I would like to thank the entire crew, including Frank Cable Sailors, MSC staff, and of course, ESL Sailors for allowing me to serve them. Any success gained on this tour was because of crew. We are truly the epitome of one team, one fight. I hope to see each and every one of you again in the fleet.

A RANDOM HUG AND GOODBYE Jefferson gives a hug and goodbye to Gunner’s Mate Seaman Taylor Burks as he passes by on the weatherdeck.

LANDMARK | JUNE 2017| 34

HISTORY

ON THE SHOULDERS OF GIANTS Research conducted by MC3 Daniel Willoughby

35 | LANDMARK | JUNE 2017

setback for the Japanese, who would soon initiate an attack on Midway a month later.

Two small islands in the middle of the ocean would be the setting for the most important naval battle of World War II. Japan outnumbered and outgunned the U.S., but Navy intelligence knew about the planned invasion for months. Two U.S. task forces under command of Admiral Frank Jack Fletcher rendezvoused at a point more than 300 miles northwest of Midway, awaiting the Japanese on June 2nd.

For a couple of days, U.S. scout planes searched for the invasion force, and once it was spotted, bombers and escorts from Midway and the U.S. task forces were sent to attack.

On June 4th, Japan launched more than 100 Japanese fighters, dive bombers, and heavy bombers.

The U.S launched planes in response, but mainly attacked Japanese bombers because the Japanese “Zero” fighter planes were too maneuverable. After this first wave, multiple vital spots on the island were hit with bombs and strafing fighter planes. The U.S. lost 14 pilots and 20 men on the ground.

In response, USS Hornet, USS Yorktown, and USS Enterprise launched aircraft for torpedo and bombing strikes on the Japanese carriers 200 miles away.

As the U.S. planes were making their way to the carriers, the Japanese received word of the U.S. carriers and decided to shift their focus from the attack on Midway to an attack on the U.S. carriers.

The problem was that the Japanese bombers and fighters needed to be refueled and rearmed. The bombers needed to be refitted with torpedoes instead of bombs. As a result, few Japanese bombers were prepared to attack the carriers.

The refueling and refitting would take over two hours.

As the Japanese were in the process of refitting their planes, multiple U.S. SBD “Dauntless” dive bombers came in range. The Japanese carrier Kaga was hit on the flight deck as planes were preparing for takeoff. Kaga was soon abandoned. The Japanese carrier Akagi was also hit as bombs and torpedoes were prepared for refitting on the flight deck.

The Japanese carrier Soryu was also hit by dive bombers, and was later sunk.

Submarine tenders do exactly what their name suggests; they tend to submarines and surface ships. Tenders have served in the U.S. Navy for more than 100 years, operating as support ships to provide repairs, ammunition transfers, housing, logistical support, and more to other vessels. Tenders rarely get involved in combat situations, usually arriving after battles. Occasionally, tenders get the call to venture into harm’s way, sometimes during the most vital moments of a battle.

USS FULTON TO THE RESCUE The USS Fulton answered the call of duty no matter the mission. In addition to search and rescue operations for numerous ships in peril during the Battle of Midway, Fulton also recovered items from sunken ships.

Midway was a turning point in the Pacific War. Before the Battle of Coral Sea on May 7-8, 1942, the Imperial Navy of Japan had swept aside all of its enemies in the Pacific and Indian Oceans.

The Japanese navy lost four aircraft carriers and the momentum in the Pacific during the Battle of Midway, the turning point of WWII.

USS Fulton (AS 11) departed San Diego on December 1st, 1941, heading towards the Panama Canal for a shakedown cruise in preparation for a scheduled deployment. Six days into the cruise, Fulton received word of the attack on Pearl Harbor and went into general quarters, posting additional lookouts. The war had begun; tasks changed, shipmates grew closer, and the life of Fulton Sailor Master Chief Petty Officer Charles J. Meyer changed forever.

“The servicemen of those days, whether old hands or new recruits, had only one thing in mind: to avenge the loss of ships and shipmates lost during the Japanese sneak attack on Pearl Harbor,” said Meyer. “Many men spent two or three years overseas during the war. I personally spent 44 months in the Pacific warzones. I had just turned 17 the day they signed me into the Navy. All of us were dedicated to do whatever our country asked of us regardless of the consequences. It was a different time and attitude.

They were united behind and for the troops.”

Fulton was assigned to various missions including building sea plane bases, supporting and refitting submarines, unloading ammunition from sunken ships, and relieving naval base workers in repair shops on nights and weekends. They were stationed in Pearl Harbor until June 1942.

Since the outbreak of war in the Pacific, the Japanese had achieved victory in Guam, Wake Island, the Philippines, Thailand, Hong Kong, Burma, and several other territories. The Empire of Japan was planning an attack on Midway so they could use it as a base to conduct further invasions and to trap and annihilate the U.S. Pacific Fleet.

Japan had not been defeated until the Battle of the Coral Sea in early May 1942. This was only a minor

LANDMARK | JUNE 2017| 36

HISTORY

USS EMORY S. LAND TENDING SUBS The Land and sister ship, USS Frank Cable (AS 40), provide maintenance, hotel services, and logistical support to submarines and surface ships in the U.S. 5th and 7th Fleet areas of operation.

USS FULTON: MISSION CRITICAL The crew of the Fulton, not expecting to be so close to the war, found themselves in the middle of the turning point of the Pacific war.

Despite being in an unfamiliar environment, the role of the Fulton crew did not change.

They supported and tended to the battlehardened fleet.

37 | LANDMARK | JUNE 2017

As planes from the Yorktown returned from their mission, they were waved away from landing because the Yorktown was under attack from Japanese planes. Anti-aircraft guns had taken out a number of Japanese planes, but some bombs had struck the deck and created a hole. Other bombs hit Yorktown and caused the carrier to lose speed and sit at a standstill. As damage control crews were fighting fires, engine room crews worked through smoke and fumes to get the engine at operating power. Yorktown was again hit by dive bombers and torpedoes hours later. With damages mounting and the ship tilting to 26 degrees, the order to abandon ship was called. Multiple destroyers and cruisers assisted the evacuation of Sailors.

In the meantime, U.S. planes attacked the final Japanese carrier, Hiryu. Fires quickly spread throughout the carrier as it headed away from the battle at full speed. It was later evacuated and scuttled in the early hours of June 5th.

USS Fulton, still in Hawaii, received instructions from Commander, Submarine Pacific Fleet to steam towards Midway. Their mission was to assist in the transfer of personnel from Yorktown and pick up any other surviving servicemen.

As the Yorktown was being towed and escorted by destroyers and cruisers, the Japanese submarine I-168 entered the area undetected and fired four torpedoes. The first torpedo hit the destroyer Hammann and sunk it within minutes. Two more torpedoes hit the Yorktown, creating a hole in the hull. The Fulton had just rendezvoused with the task force and was receiving wounded Sailors from the cruiser, Portland. The order to break lines was given. Sailors used axes to cut the lines attaching Fulton and Portland, and the ships began evasive maneuvers.

Over 60 depth charges were dropped around the Japanese submarine; two hit their target, causing flooding and loss of power.

Damaged batteries and salt water created chlorine gas, eventually forcing the submarine to surface. When they did, there were no U.S. vessels to be found.

Fulton, Yorktown and the other ships headed to Hawaii, away from danger. Eventually, Yorktown and her crew decided to give up keeping the carrier afloat.

“Incredibly, the Yorktown remained afloat throughout the night,” said Meyer. “Not until nearly dawn did her crew and escort really give up. When the destroyer squadron commander saw the great carrier was doomed, he arranged his destroyers around her for a final ceremony. It was particularly heartbreaking to see this ship in her death

throes, for having made it through so much, it seemed the grand old girl deserved to live. In the full glow of a splendid dawn, all of the attending destroyers moved in position to see Yorktown go down. It was a sobering and sickening sight to see such a great ship go to her death. All of the destroyers were at half-mast, the crews, their heads uncovered, stood at attention while Yorktown went under. The old flattop, nicknamed by her crew ‘Waltzing Matilda,’ would waltz no more. She sank in the Pacific Ocean waters 2,000 fathoms deep.”

Fulton received 101 officers and 1790 enlisted from Yorktown.

Fulton Sailors began treating and comforting the Sailors.

“Since receiving the first survivors aboard Fulton, every crewmember made sure the survivors were well cared for,” said Meyer. “Many of them were given blankets, clothing and shoes from our personal lockers. They were treated to hot showers with toiletries supplied by Fulton crewmembers. Everything was donated, and no one was concerned about getting the items back. Our main thoughts were the comfort of these gallant men. For the wounded and sick survivors, the doctors worked around-the-clock operating on some and treating all of them with the best possible medical service. The survivors were offered bunks, as many of them could not sleep, being emotionally drained over the loss of their ship.

They gathered in groups and spoke of lost shipmates, wishing to get another ship so they could pay the Japanese back. The exhausted survivors showed no fear and little shock. Revenge was on their minds as they huddled in the various shops and mess halls consuming coffee as fast as it could be made. Fulton Sailors listened diligently to the survivors tell where they were and what they did as the bombs hit their ship. There were heroic actions, but no heroes. Each man did his duty.”

The Fulton steamed on to Pearl Harbor, with the turning point of the Pacific war over.

In total, the U.S. lost 307 servicemen, 147 aircraft, the destroyer Hammann, and Yorktown. Japan lost 2,500 servicemen, 332 aircraft, 4 destroyers, 1 cruiser, and 4 carriers.

The Battle of Midway prevented Japan from further eastern expansion. It also significantly reduced further threat to Hawaii and placed the Japanese on the defensive for the remainder of the war.

The crew of the Fulton, not expecting to be so close to the war, found themselves in the middle of the turning point of the Pacific war.

Despite being in an unfamiliar environment, the role of the Fulton crew did not change. They supported and tended to the battle-hardened fleet.

IN TOTAL THE U.S. LOST 307 SERVICEMEN, 147 AIRCRAFT, THE DESTROYER HAMMANN, AND YORKTOWN. JAPAN LOST 2,500 SERVICEMEN, 332 AIRCRAFT, 4 DESTROYERS, 1 CRUISER, AND 4 CARRIERS.

LANDMARK | JUNE 2017| 38