Washington Surveyor

WASHINGTON SURVEYOR THE

Mar. 2, 2018

By MCSA Steven Young

24K GOLD GW COMMAND PARTY

By MCSA Adam Ferrero

FIELD DAY CLEANING UP SHOP

By MCSN Julie Vujevich

GRACE HOPPER NEVERTHELESS SHE PERSISTED

By MCSN Zachery Thomas

IN THE SPOTLIGHT SUPPLY/S-3

The Washington Surveyor

SAILOR

of the

Commanding Officer

WEEK

CAPT Glenn Jamison

Executive Officer CAPT Colin Day

Command Master Chief CMDCM Maurice Coffey

Public Affairs Officer LCDR Gregory L. Flores

Deputy Public Affairs Officer LT Andrew Bertucci

Departmental LCPO MCCS Reginald Buggs

Divisional LCPO MCC Mary Popejoy

Editors MC3 Devin Bowser MC3 Jamin Gordon

Content MC2 Alora Blosch MC2 Bryan Mai MC3 Kashif Basharat MC3 Joshua DuFrane MC3 Shayla Hamilton MC3 Trey Hutcheson MC3 Brian Sipe MC3 Kristen Yarber MCSN Michael Botts MCSN Oscar Moreno MCSN Julie Vujevich MCSA Adam Ferrero MCSA Steven Young

The Washington Surveyor is an authorized publication for Sailors serving aboard USS George Washington (CVN 73).

Contents herein are not the visions of, or endorsed by the U.S. government, the Department of Defense, the Department of the Navy or the Commanding Officer of USS George Washington. All news releases, photos or information for publication in The Washington Surveyor must be submitted to the Public Affairs Officer (7726).

*For comments and concerns regarding The Washington Surveyor, email the editor at jamin.gordon@cvnit.navy.mil*

SHSN MaLeah Sackett DEPARTMENT: Supply HOMETOWN: San Diego REASON SHE JOINED THE NAVY: “I joined the Navy to travel the world, get away from home and to go to college.”

On the cover: (Feb. 27, 2018) AN John Sadiarin sweeps the deck of one of the ship’s passageways during cleaning stations. (Photo by MCSA Adam Ferrero)

PHOTO of the

WEEK

(Feb. 23, 2018) Capt. Glenn Jamison (right), SHSN Argentina Gibson (center) and SH2 Jeffery Rollerson (left) cut the cake at the George Washington command ball. (Photo by MCSA Steven Young)

QUESTIONS of the WEEK

DC 3M

Q:

What does NFTI stand for?

Q:

A:

NAVY FIREFIGHTING THERMAL IMAGER

What is an AER and which weeks of the 13 weeks cycle is it conducted?

SAFETY

A:

ADMINISTRATION EFFECTIVENESS REVIEW, 1ST AND 13TH WEEK

Q: Who is responsible for reporting any observed safety hazards or unsafe practices ?

A:

ALL HANDS

DEPARTMENT in the

SPOTLIGHT

(Feb. 28, 2018) Sailors in S-3 pose for a group photo. (U.S. Navy photo by MCSN Michael Botts)

SUPPLY/S-3

By MCSN Zachery Thomas

T

he ship’s sales and service division (S-3), aboard the Nimitz-class aircraft carrier USS George Washington (CVN 73) meets the needs of the crew by providing two ship’s stores, a coffee shop, vending machines, a barber shop and laundry services.

Unlike many other departments during refueling complex overhaul (RCOH), the S-3 division’s schedule hasn’t changed very much from when the ship was out to sea.

“Our job doesn’t differ at all from what we used to do,” said Senior Chief Ship’s Serviceman Lorenzo Lesane.

“That’s the one thing about S-3, as a whole, our job doesn’t change from

when we’re out at sea, or when we are in port.”

S-3 operates several facilities and services to improve the work environment for the people aboard.

“We try to look at the crew’s needs, and we try to order everything that they need,” said Ship’s Serviceman 2nd Class Shanese Lawes. “It is very difficult getting stores here to the ship in Newport News, so that is a major challenge in itself. We try to go above and beyond to make sure the crew has everything they need. When we first came aboard the ship, we were only operating about three vending machines, but now we are operating 12.”

While S-3’s job keeps the same basic

concepts during RCOH, there are still a few changes in their clientele.

“The biggest difference now from what we used to do, is that we are not only serving the Sailors aboard the ship, but we are also serving the contractors,” said Ship’s Serviceman 2nd Class Richel Unadia. “Even though we have less Sailors in our departments, we have more outlets than we used to have.

We have the jet shop, FAF (floating accommodation facility) shop and the George’s Java.”

No matter who S-3 provides service for, or the amount of work they have to put in, these Sailors always put their best foot forward..

“The workload has come down a little

(Feb. 27, 2018) – SHSN Trinity Sells poses for a photograph in the ship’s store. (Photo by MC3 Joshua DuFrane)

bit because there are a lot fewer people aboard the ship right now, compared to how many shipmates we have while out at sea, or just in port, but we still give 100 percent of our efforts towards the crew,” said Lesane.

In giving top notch service, S-3 continuously reaches their goal of boosting the crew’s morale during RCOH. “All around I feel we are a morale

booster for the crew, and a higher percentage of the profits we make go to MWR, which leads to discounted or free events hosted by the ship,” said Lesane.

Sailors can utilize many of S-3’s services with their Navy cash card. So, the next time a person stands duty and needs a quick snack, or if a Sailor needs a haircut, be sure to see what S-3 has to offer.

“That’s the one thing about S-3, as a whole, our job doesn’t change from when we’re out at sea, or when we are in port.”

-SHCS Lorenzo Lesane

(Feb. 27, 2018) – SHSN MaLeah Sackett (left) and SHSN Richard Garcia (far right) inventory and transport boxes from the pier to the Floating Accommodation Facility. (Photo by MC3 Joshua DuFrane)

(Feb. 27, 2018) CSSN Elizabeth Dunn, left, and CSSN Andrew Gutowski sweep the deck of one of the ship’s passageways during cleaning stations.

(Photo by MCSA Adam Ferrero)

FIELDDAY: CLEANING UP SHOP

By MCSA Adam Ferrero

F

rom the time a recruit ships off to boot camp, carrying on well into their career in the fleet, Sailors are given opportunities to master a great number of skills. In addition to the vital skills learned, there is one other essential concept heavily enforced and that is cleanliness. It is often said that cleanliness is next to readiness. No matter if a Sailor is underway on a cruiser, stationed on some far shore overseas or assigned to a dry-docked aircraft carrier here in the U.S., a regular cleaning schedule is something all can expect from their command.

Sailors aboard the Nimitz-class aircraft carrier USS George Washington (CVN 73), are all too familiar with

the standard cleaning stations held each afternoon. However, with the ship currently undergoing refueling complex overhaul (RCOH) in Newport News Shipyard, the command decided to take cleaning stations a step further.

February marked a return to one of the Navy’s more rigorous cleaning exercises, a two-hour ship-wide field day. Every Thursday afternoon and Friday morning, Sailors from all departments break out the brooms, mops, cloths and brushes on the ship and floating accommodation facility (FAF), and they set about deep-cleaning their assigned spaces as thoroughly as possible.

For Lt. David Setyon, George Wash-

ington’s deputy FAF mayor, a return to field days is a much-needed step forward.

“The cleanliness on the ship and FAF had seen something of a downturn as we focused on production, and the 45 minutes of daily cleaning stations were not sufficient to accomplish the deep clean needed after intense industrial evolutions such as sandblasting,” said Setyon. “Departments that own the largest number of spaces on the ship struggled to keep up with cleanup after contractor work had been done.”

Airman John Sadiarin, a Sailor assigned to the air department aboard George Washington, said that field days have been helpful in getting le-

gitimate cleaning done, rather than just pushing dust around.

“With 45 minutes of cleaning during cleaning stations, you have time to pick up some of the dust and sweep the floors, but things wind up getting overlooked,” said Sadiarin. “If you have old, caked-on dust somewhere, it takes more than a few seconds with a broom to take care of it. You need to really get in there with a cloth and cleaning solution.”

Given the nature of RCOH, there are certain unique challenges present in maintaining ship-wide cleanliness.

“There’s a never-ending battle to police our civilian counterparts to ensure that, following the completion of a shift of work in a space, building materials, debris, and trash bags are sufficiently cleaned up,” said Setyon.

Setyon said that George Washington

Sailors, however, can’t simply point the finger at contractors, as they still need to take responsibility for the state of their own spaces.

“We also need to combat the mentality that space condition doesn’t matter just because spaces are being overhauled, and the ship isn’t getting underway for years,” said Setyon. “It is still our ship. We take pride in it, and we need to be sure that we turn over a newly outfitted CVN-73 that is in the best condition possible. One of the first steps is cleanliness.”

Sadiarin said that he thinks general cleanliness and pride in the ship are definitely linked.

“This is our workplace, and how it looks reflects on us,” said Sadiarin. “If our spaces look clean and professional, then we look clean and professional. It’s definitely a matter of pride.”

As the number of cleaning hours during the week increase, Sailor mentality is very important.

“Cleaning may not seem connected to warfighting, but I would encourage Sailors to think about what GW will do for our nation in the future, and the part we play in keeping the ship in the best possible condition we can, even in the hectic industrial RCOH environment,” said Setyon. “When we see what missions GW accomplishes years down the road, we can feel pride for the roles we played in enabling her success as the nation’s most formidable warfighting machine.”

For some Sailors, so much cleaning might seem tedious and mondane, however, a clean ship is a reflection of personal professionalism, and it’s something worth doing well and with pride.

(Feb. 27, 2018) LS2 Kimbridge Wilison, left, and LSSN Hailey Tison carry out cleaning tasks on the Floating Accomodation Facility (FAF) during cleaning stations. (Photo by MCSA Adam Ferrero)

GRACE HOPPER

I

n the field of technology, few women get the recognition that Rear Adm. Dr. Grace Murray Hopper, a pioneering American computer scientist, received for her role in the United States Navy, and as the “mother of computing.”

After her admittance to Vassar College at age 17, she graduated Phi

By MCSN Julie Vujevich Beta Kappa 1928 with a bachelor’s degree in mathematics and physics, earned her master’s degree at Yale University in 1930 and earned a Ph.D. in mathematics from Yale in 1934, according to www.cs.yale.edu.

While women were allowed to serve in the Navy since the 1800s, they were limited to nursing, and

with the turn of the century, some clerical and administrative duties. In 1942, after WWII had been going on for a few year, the Navy put together an all-female division called Women Accepted for Voluntary Emergency Service (WAVES), giving women the opportunity to do more for their county during a time of great need.

Hopper began teaching mathematics at Vassar in 1931, and was promoted to associate professor in 1941, according to www.navy.mil. In 1943, after she obtained a leave of absence from Vassar, she enlisted in the United States Naval Reserve as a part of WAVES. She later graduated first in her class and was assigned the rank of lieutenant junior grade.

Hopper was assigned to the Bureau of Ordinance Computation Project at Harvard University, becoming the third programmer of the world’s first largescale computer called the Mark I, an electro-mechanical computer weighing over 10,000 pounds.

After the war, her request for transfer to active duty was denied due to her age. She was 38. She continued to serve in the Navy Reserve until 1949, turning down a full professorship at Vassar in favor of working as a research fellow under a Navy contract at Harvard.

In the 1940s, Hopper and her team of associates were having a hard time figuring out what was causing a glitch in the Mark II computer they were working with, according to www. cs.yale.edu. Finally, they discovered the source of the issue: a live moth was stuck in one of the electrical switches controlling a circuit. Hopper was known to tell the story of how the team “debugged” the early computer by removing the moth, thus making the term popular in computer science.

In 1949, Hopper became an employee of Eckert-Mauchly Computer Corporation as a senior mathmetician. She joined the team developing the Universal Automatic Computer (UNIVAC) I computer and began doing pioneer work in compiling mathematic code into a language. When she recommended the development of a new programming language that would use entirely English words, Hopper was told that

she couldn’t do this because computers didn’t understand English. It was in this position at the company that Hopper created what is called the “A compiler” in 1952.

In computer programming, a compiler is a program that transforms source code written from one computer programming language into another, usually less complex, language.

While compilers are indespensible to programmers today, they were revolutionary at a time when computers were mainly used for computations.

Many people didn’t believe Hopper had a running compiler and nobody would touch it. She was told computers could only do arithmetic.

According to www.cs.yale.edu Hopper believed that her compiler translated mathematical notation into machine code. It’s much easier for people to write an English statement than it is to use symbols. Hopper decided data processors ought to be able to write their programs in English, and the computers would translate them into machine code. That was the beginning of common businessoriented language ( COBOL ), a computer language for data processors.

Two years later, after her work there became recognized, Hopper became the company’s first director of automatic programming.

In late 1959, Hopper began serving as the technical consultant to the Conference/Committee on Data Systems Languages (CODASYL) that defined a new compiled computer language known as COBOL. Hopper continued to work on COBOL as the director of the Navy Programming Languages Group, and was promoted to captain in 1973. She spent most of the 1970s working to design and implement technology standards for the Navy. The tests and standards she developed were later adopted by the National Bureau of

Standards (today called the National Institute of Standards and Technology), and helped shape the future of computer programming.

According to www.navy.mil, Hopper tried to retire twice in 1966 and 1971, but both times was recalled to active duty indefinitely. She was promoted to commodore (now renamed to rear admiral lower half) in 1983, and finally retired for the last time in 1986, at the age of 80.

At the time, she was the oldest active-duty commissioned officer in the Navy. At her retirement, she was awarded the Defense Distinguished Service Medal, the highest non-combat award possible by the Department of Defense. She then worked as a consultant to Digital Equipment Corporation until her death in 1992.

In the course of her lifetime, Hopper was awarded 40 honorary degrees from universities around the world along with numerous awards and honors.

The U.S. Navy Arleigh Burke-class guided-missile destroyer USS Hopper (DDG-70), the Cray XE6 “Hopper” supercomputer at the National Energy Resarch Scientific Computing Center and a college at Yale University were all named after her.

Nicknamed “Amazing Grace,” she serves as a role model, and inspiration to women. Without her work and the influence of her ideas on the development of computer programming, the field of computer science might look very different today.

The United States Congress designated March as National Women’s History Month in 1987, creating an opportunity in schools, workplaces and communities to recognize and celebrate the achievements of American women.

The theme for 2018 is “Nevertheless She Persisted: Honoring women who fight all forms of discrimination against women.”

(Feb. 27, 2018) Sailors from S-1 pose for a photo. (Photo by MCSA Steven Young)

$-1

GW’S STOCK CONTROL DIVISION

W

hile the Nimitz-class aircraft carrier USS George Washington (CVN 73) is undergoing it’s refueling complex overhaul (RCOH), material readiness has become one of the foremost priorities. A bulk of the parts and materials required for a successful RCOH along with miscellaneous items needed to accomplish day-to-day tasks are provided by George Washington’s supply department.

The supply department is comprised of 13 divisions, each specializing in a specific aspect of providing the ship with materials essential to the completion of various jobs. As its name implies, the stock control, or S-1, division is responsible for providing items requested by all departments aboard George Washington.

“The supply department is divided into logistics divisions and service divisions,” said Logistics Specialist 2nd

By MCSA Steven Young

Class Xiaohong Cao, the S-1 financial leading petty officer. “S-1 falls into the logistics side. We must manage how much money is being spent every quarter. We are allotted a certain amount of money through TYCOM (Type Commander) to spend on supplies for the ship, and at the end of the fiscal year we must match 99.9 percent of that spending. We have to get lists from each division to see what type of equipment or items they need to order, and we have to appraise that in R-SUPPLY (Relational Supply) which is our main system.”

Sailors from S-1 coordinate with repair parts petty officers (RPPO) from different departments to provide training, and deliver parts and materials requested by that division.

“When a departmental RPPO comes to us we give them training on how to order materials in R-SUPPLY, so when they need those materials they can or-

der them,” said Cao. “After whatever they need has been ordered, we will first check to see if it is in stock. If it is, we will approve it and S-8 (shipping and receiving) will pull that material and give it to the customer along with a 1348, which is a confirmation receipt.”

In addition to services provided to the various departments of the ship, S-1 also provides materials to the other divisions of supply department.

“The difference between the other supply divisions and S-1 is that we pretty much supply them with what they need,” said Logistics Specialist 2nd Class Yameliz Rodriguez, the stock control customer service leading petty officer. “If they ever need any maintenance done, or they need certain parts or any supplies we’ll deal with the financial aspect of it and supply them with whatever they need.”

While a majority of the ship’s force

(Feb. 28, 2018) LS2 Yameliz Rodriguez retrieves materials from a supply container. (Photo by MCSN Steven Young)

has experienced a major change in their routine during RCOH, S-1 is one of the few divisions that has not seen drastic contrast in their duties.

“For me not much has changed since coming into the shipyard,” said Rodriguez. “If you think about it, the ship is always going to need stock. It’s always going to need supplies. We don’t order as much as we used to, but reactor is always going to need a part; people are still going to need copy paper and office supplies, so we still play a major role, especially with all the parts and everything that’s being replaced in RCOH.” S-1 uses multiple processes to obtain materials. The nature of the item determines which method is used.

“Consumable products are ob-

tained through SUPSHIP (Supervisor of Shipbuilding), and repair parts are obtained through JML (Job Material Listing), and they’re both in separate warehouses,” said Rodriguez. “Maintenance related items that are needed as part of RCOH are acquired from the GE (General Electric) warehouse through JML. We’re like a liaison between the warehouses and the departments who need materials. On the ship, we’re the ones who have contact with every work center and every RPPO.” Supplying the ship’s multiple divisions ensures the ship and her crew can maintain mission and operational readiness throughout the year. Whether behind a register, a desk, or with arms full of supplies from a freshly unloaded truck, personnel in S-1 keeps daily functions possible.

(Feb. 28, 2018) LS2 Xiaohong Cao (left) and LS2 Yameliz Rodriguez work in their workspace. (Photo by MCSN Steven Young)

24 KGOLD GW COMMAND PARTY

By MCSA Steven Young

S

ailors from the Nimitz-class aircraft carrier USS George Washington (CVN 73) celebrated George Washington’s birthday at the annual George Washington command birthday ball at the Norfolk Waterside Marriott. Over 800 George Washington Sailors, along with their friends and families, convened to eat, dance and interact with their shipmates in a different light than their general working atmosphere.

The annual event is coordinated around the ship’s namesake, George Washington’s birthday which is Feb. 22, and was spearheaded by the Morale, Welfare and Recreation (MWR) team with help from several represen-

tatives from various departments.

“I was overall in charge of coordinating the party, but I had a team that handled different aspects of it,” said Chief Boatswain’s Mate David L. Brown, the recreational service officer of MWR. “I think it turned out magnificent. 835 of our Sailors attended.

There was a lot of dancing between two floors with DJs on each floor.

We had a full casino with 18 tables for poker, blackjack and craps. There were two picture booths with professional photographers all free of charge for the crew, live statues, carrier ice sculptures, CO (commanding officer) and XO (executive officer) aircraft ice sculptures, and a ship’s seal ice sculp-

ture.”

In addition to these amenities Sailors were able to participate in a best dressed contest, a dance contest, and raffle giveaways with prizes that included game consoles, a 65-inch television and a $2,000 vacation.

Extramural events such as the command birthday ball give Sailors an opportunity to connect with the individuals that they work with every day in a more relaxed setting. This can improve sociability among Sailors, which in turn creates a close-knit crew.

“I think that events like this help build comradery and bring the crew closer together,” said Brown. “That’s

(Feb. 23, 2018) Sailors and guests dance. (Photo by MCSA Steven Young)

(Feb. 23, 2018) Sailors and guests dance. (Photo by MCSA Steven Young)

(Feb. 23, 2018) Sailors and guests interact with each other. (Photo by MCSA Steven Young)

(Feb. 23, 2018) Capt. Glenn Jamison addresses Sailors at the George Washington command ball. (Photo by MCSA Steven Young)

why we do these types of things. It gives everyone a chance to let their hair down and see a different side of their shipmates. They get to interact with us [khakis] in a different sense; not as a boss or a superior, but it shows our Sailors that we’re human too, and we like to have a good time.”

For the Sailors who attended, the opportunity to enjoy a night out with their shipmates was a welcomed occurrence.

“All-in-all I had a really great time,” said Airman Jessica Addison, a Sailor whom attended the event. “I occasionally hang out with a few people from the ship outside of work, but it was really cool to see everyone all

“That’s why we do these types of things. It gives everyone a chance to let their hair down and see a different side of their shipmates.”

- BMC David Brown

dressed up, dancing and having a good time. This is the first event like this that I’ve been to since I’ve been on the ship, and it was amazing. I’m definitely all for going again next year.”

Even with overall success of the command ball, the MWR coordinators already have their sights on next year’s event, and ways to build on the success of this year’s party.

“I think we hit every wicket this year, but there’s always room for improvement,” said Brown. “We’ll go back and evaluate everything from this year’s ball and see what changes we can make to make it even better next year.”

NAVY NEWS MILLINGTON, Tenn. (NNS) -- In support of Sailor 2025’s goal to retain and reward the Navy’s best and brightest, the Navy announced Feb. 27 the Targeted Reentry Program (TRP) and associated program guidelines to expedite reentry into the Navy in NAVADMIN 047/18.

The TRP is designed to benefit both the Sailor and the Navy by allowing a return to service for those who are well trained leaders with valuable and needed skills and will be offered to selected Sailors prior to their departure from the Navy.

The TRP empowers Commanding Officer’s (COs) to identify Active Component and Full Time Support officer and enlisted personnel who have elected to leave active duty (AD) service and do not desire to affiliate with the Ready Reserve and recommend them to be awarded a “Golden Ticket” or “Silver Ticket,” giving them the option for expedited reentry to AD if they decide to return to the Navy.

“Talent is tough to draw in and even tougher to keep,” said Vice Adm. Robert Burke, Chief of Naval Personnel.

“Just like corporate businesses are adapting, the Navy must adapt to modern personnel policies as well. These changes are designed to maximize opportunities for command triads to advance their best Sailors while managing community and individual rates’ health.”

O-3 and O-4 officers and E-4 to E-6 enlisted, who have completed their

Navy Announces Targeted Reentry Program From Navy Personnel Command Public Affairs

Minimum Service Requirement (MSR), but not yet reached 14 years of active service are eligible for consideration for TRP. Also, an officer’s or enlisted’ s community qualifications must be obtained, superior performance annotated in Fitness Reports or Evaluations, and have passed their most recent Physical Fitness Assessment (PFA). Officers who have failed to select for promotion are not eligible. Perspective participants must meet character standards, i.e. no record of civil arrest/NJP, court-martials, failed drug screenings, etc.

The Golden Ticket recipients are guaranteed a quota and an expedited return to AD within one year of release as long as they remain fully qualified.

Silver Ticket recipients are afforded an expedited return to AD within two years of release, subject to the needs of the Navy and that they remain fully qualified. Golden Tickets, if not used within one year, will convert to Silver Tickets for an additional year. Silver Tickets not used within two years of release from AD expire.

Sailors who accept a Golden or Silver

Ticket prior to release from active duty will go into a minimum reserve status, known as Standby Reserve- Inactive (USNR-S2) status. In this reserve status, Sailors will have no participation requirement and will not be eligible for promotion or advancement or be eligible for health care, retirement points, Servicemembers Group Life Insurance and other benefits. The Date of Rank of officers and Time in Rate of enlisted TRP participants will be adjusted upon returning to AD. Sailors who return to active duty using TRP will maintain the last rating and paygrade held at the time of separation.

BUPERS-3 is the approving authority for all TRP ticket request and will make determinations based on overall performance, community health, and needs of the Navy. Once approved for a Golden or Silver Ticket, officer and enlisted personnel will have the option to accept or reject participation in the TRP prior to their release from AD. Sailor 2025 is comprised of nearly 45 initiatives to improve and modernize personnel management and training systems to more effectively recruit, develop, manage, reward, and retain the force of tomorrow. It is focused on empowering Sailors, updating policies, procedures, and operating systems, and providing the right training at the right time in the right way to ensure Sailors are ready for the Fleet. Sailor 2025 is organized into three main lines of effort, specifically Personnel System Modernization, Ready Relevant Learning and Career Readiness.

CVN

HEALTH/WELLNESS