Washington Surveyor

WASHINGTON SURVEYOR THE

March 19, 2018

By MC3 Trey Hutcheson

GW’S GOLDEN ANCHORS TAKING PRIDE IN OUR SAILORS

By MCSA Adam Ferreron

By MCSA Steven Young

CHANGING HISTORY: Lenah Higbee

By MC3 Brian Sipe

DUTY DRIVEN

OPERATIONAL STRESS CONTROL

THE TRANSPORTATION DEPARTMENT

WHAT IS IT AND HOW CAN IT HELP?

The Washington Surveyor

Commanding Officer CAPT Glenn Jamison

Executive Officer

SAILOR

of the

WEEK

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

Editor

MCSN Zack Thomas

Content MC2 Bryan Mai MC3 Kashif Basharat MC3 Devin Bowser MC3 Carter Denton MC3 Joshua DuFrane MC3 Jamin Gordon MC3 Shayla Hamilton MC3 Trey Hutcheson MC3 Brian Sipe MC3 Kristen Yarber MCSN Michael Botts MCSN Oscar Moreno MCSA Adam Ferrero MCSA Steven Young

AO3 Chelsea Jackson 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*

DEPARTMENT: S-7 WHY I JOINED THE NAVY: I joined the Navy to make my dad proud of me and to make him happy.

FAVORITE PART OF THE JOB: My favorite part of my job here at MWR is making everyone happy, supporting everybody and making sure they are having fun at the events.

On the cover: (Feb. 23, 2018) Sailors interact with each other at the command ball. (Photo by MCSA Steven Young)

PHOTO of the

WEEK

(Mar. 02, 2018) Sailors reload magazines during the USS George Washington security department’s small arms qualification training. (Photo by MCSN Julie Vujevich)

QUESTIONS of the WEEK

DC

Q:

WHAT PERSON IS IN CHARGE OF THE FIRE PARTY AT THE EMERGENCY SCENE AND DIRECTS THE EFFORTS OF THE FIRE PARTY TO COMBAT THE EMERGENCY SITUATION?

A:

3M

Q:

THE ON SCENE LEADER

WHAT SYMBOL IS USED TO INDICATE MANDATORY RELATED MAINTENANCE ASSOCIATED WITH SCHEDULED MAINTENANCE REQUIREMENT?

A:

SAFETY

POUND SIGN (#)

Q: WHO IS REQUIRED TO COMPLETE THE DRIVING FOR LIFE COURSE?

A:

ALL SERVICVE MEMBER AGE 26 AND UNDER

Making History: Lenah Higbee

A photo of “The Sacred Twenty.” Photo courtesy of Navy Medicine Archives.

H

By MCSA Steven Young

istorically, U.S. Navy vessels have been named for American presidents and politicians, states, famous battles and distinguished naval officers and enlisted men. On Nov. 13, 1944, for the first time in history, the U.S. Navy named a warship after a woman, Lenah Sutcliffe Higbee, the second superintendent of the Navy Nurse Corps (NNC), and the first woman to receive the Navy Cross.

Higbee was a pioneering nurse who joined the Navy in 1908. During the course of her 14-year naval career, Higbee recruited, trained and managed thousands of nurses. Her contributions during two of the grimmest humanitarian crises, World War I and the influenza pandemic of 1918, helped the U.S. Navy nurse corps evolve from infancy to its current prominence.

On Oct. 1, 1908, Higbee became one of the first 20 official female members of the NNC, a group that came to be known as the ‘Sacred Twenty.’ Nurse Higbee and her peers encountered institutional discrimination almost

immediately. Unlike male physicians and hospital stewards, the nurses were not granted a formal rank, and were paid considerably less.

According to Andre B. Sobocinski’s book, ‘The Sacred Twenty’: The Navy’s First Nurses, Beatrice Bowman, a fellow ‘Sacred Twenty’ nurse, was quoted as saying, “There were no quarters for us.” “We rented a house and ran our own mess. These pioneers were no more welcome to most of the personnel of the Navy than women are when invading what a man calls his domain.”

In 1911, the first NNC superintendent, Esther Voorhees Hasson, resigned from military service, and Chief Nurse Higbee was appointed as her successor. Upon becoming superintendent of the NNC, Higbee oversaw 86 nurses stationed in the United States, the Philippines, and Guam. Her first order of business was to improve working conditions for the Navy’s nurses. She campaigned to obtain proper living quarters for them and lobbied for equitable pay.

According to ‘In and Out of Harm’s Way: A History of the Navy Nurse Corps,’ by Dorris Sterner, nurses were receiving just 40 cents for daily subsistence and lodging, whereas men received 75 cents. This financial hardship forced many nurses to seek employment elsewhere.

Although the U.S. remained neutral at the start of World War I, Higbee was cognizant of the need to be prepared.

According to ‘The First Ladies in the Navy: A History of the Navy Nurse Corps, 1908–1939,’ by Dermott Vincent Hickey, Higbee stated: “For two years prior to our actual entering into this conflict, warnings had been sounded, and such tentative preparations as were possible had been made by those who were wise to the significance of war signs.”

Between April 1917 and November 1918, Higbee oversaw the expansion of the NNC from 160 to 1,386 nurses.

When the United States finally declared war on Germany in 1917, 8,000 Red Cross nurses were already trained, immunized and ready for

mobilization. Alongside doctors and medics, Higbee’s nurses treated war injuries that were deeper and more extensive than anything they had previously encountered.

These injuries included wounds from shrapnel, high velocity projectiles and disease, along with the lingering results of mustard, phosgene and chlorine gases.

In the book ‘Military Nurses in World War I,’ a piece from Women in Military Service for America Memorial Foundation, History and Collections, Higbee said, “No words of mine can adequately describe the valiant way the nurses met such austere and dangerous conditions.”

At the conclusion of the war, one newspaper declared ‘The most needed woman is the war nurse. She is a soldier fighting pain, disease and death with weapons of science and skill.’

The war was over, but Higbee and the NNC would still face tremendous challenges.

The influenza pandemic of 1918 ultimately killed at least 50 million people. Higbee and her nurses transitioned from treating the chaos of industrial warfare, to battling a global health disaster. According to Carol R. Byerly’s ‘The U.S. Military and the Influenza Pandemic of 1918–1919,’ the Navy alone recorded 5,027 deaths and more than 106,000 hospital admissions for influenza and pneumonia out of 600,000 men.

On Nov. 11, 1920, Superintendent Higbee received the Navy Cross for ‘distinguished service in the line of her profession and unusual and conspicuous devotion to duty as superintendent of the Navy Nurse Corps.’ She was the first woman to receive the honor.

At her own request, Higbee was honorably discharged

A photo of Lenah Higbee. Photo courtesy of History.Navy.mil.

from the Navy on Nov. 30, 1922.

The USS Higbee (DD 806) was commissioned Jan. 27, 1945. The destroyer mirrored her namesake’s resilient and unwavering nature, earning eight bronze battle stars in World War II, Korea and Vietnam before being decommissioned in 1979. In 2016, Secretary of the Navy (SECNAV) Ray Mabus announced the planned commissioning of another USS Higbee (DDG-123) in 2024.

Although their contributions to the Navy cannot be measured in ships sunk or enemies engaged Higbee and her nurses were as essential to victory in war as any military component.

A photo of USS Higbee (DD 806). Photo courtesy of USS Higbee Info Website.

Operational Stress Control Program: What is it and how does it help?

By MC3 Brian Sipe

S

tress is an emotional state that many people encounter at some point in life.

Whether stress is caused by family or friends, work or other outside factors, it is a part of life that must be managed.

The Navy provides various programs for Sailors and their families to utilize in order to deal with their stress. One of those programs is the Navy Operational Stress Control (OSC) Program.

Wednesday, March 28, OPNAV N171 21st Century Sailor Office is hosting an OSC Navigating Stress for Families session. The session will be for Sailors aboard the Nimitz-class aircraft carrier USS George Washington (CVN 73) Sailors and their family members.

“The goal of the Navy OSC program is to prevent stress injuries by building a tough Navy community,” said Daryl Charles, a program analyst for Operational Stress Control at the Navy Suicide Prevention Branch, OPNAV N171.

“This idea is consistent with the chief of naval operations (CNO) four core attributes.”

While being in the military can be inherently stressful for both service members and their families, it is important to hone in on the main stressor, so that it can be properly addressed.

“It’s good to know the signs of

stress,” said Beth Williams, the deployed resiliency counselor aboard George Washington. “Quite often I get Sailors coming in asking for help in dealing with stress.

Knowing the signs of stress, and knowing when to get help for it are valuable tools in life, which the program provides.”

During an OSC session, group discussions and practical applications will help Sailors and their families learn how to cope with stress.

“Some things Sailors and their families should take away after attending OSC include knowing how to identify problems early, identify best practices for building resilience and stress mitigation, and an overall sense of strength within the family,” said Charles.

In order to reach the desired goals OSC uses the 5 Core Leader Functions along with other tools.

The functions used form a continuous cycle to strengthen, mitigate, identify, treat and reintegrate stressors. Even though they are a continuous cycle, they do not need to be performed in that order each time, and can be swapped around as necessary.

Another tool OSC uses is the stress continuum model.

The stress continuum model is broken down into four color-coded sections. Green represents ready,

yellow, reacting, orange represents injured and red represents ill.

According to public.navy.mil, if a person is ready, they are considered to be prepared for deployment and functioning adequately both socially and emotionally. If a Sailor is reacting, they may be in distress, and experiencing physical or behavioral changes. When a Sailor is injured, this stress type may leave lasting memories and they may experience more severe distress. Lastly, if a Sailor is ill, they are likely to have stress injuries that won’t heal without help. Their symptoms may get better initially, but then worsen.

It is important to the Navy to not only have tough Sailors in times of stress, but also have the Sailors’ families be tough during stressful times.

To help ensure adequate resources and support are provided to Navy personnel, Navy OSC for Leaders Course (NAVOSC-LEAD) and Deckplate Leader (DPL-OSC) are required for all officers, chief petty officers and petty officers at commands that are within nine months of deployment, according to OPNAVINST 6520.1A. For more information regarding OSC and stress management methods visit www.med.navy.mil/ sites/nmcphc/Documents/LGuide/ op_stress.aspx#five_core.

Operational Stress Control PRESENTED BY OPNAV N171 21ST CENTURY SAILOR OFFICE

USS GEORGE WASHINGTON (CVN-73) SESSION FOR SPOUSES and Family Members

Operational Stress Control (OSC) Navigating Stress for Families Wednesday, 28 March 2018 1800-1930 Peninsula Fleet and Family Support Centers 2600 Washington Avenue Suite 201 Newport News, Virginia 23607 Call (757) 688-6289 (or stop by) to register (Highly interactive with group discussion and practical application of concepts using realistic scenarios)

-

The goals of the training are:

Help strengthen yourself, your Sailor, and your family Identify problems early Identify best practices for building resilience and for stress mitigation Further develop skills and strategies that help navigate stress and build resilience Identify resources available to help with stress issues

DEPARTMENT in the

SPOTLIGHT

(Feb. 23, 2018) Sailors and guests dance at the George Washington command ball (Photo by MCSA Steven Young)

MWR/S-7

By MCSN Michael Botts

B

eing in the shipyard during refueling complex overhaul (RCOH) can be a trying time for Sailors aboard the ship during the process. Whether it’s because of the long walk to work in the frigid winter weather, or the stifling summer heat, or maybe it’s because a lot of Sailors are not doing what they usually did aboard the ship when the ship was operational.

Whatever the case may be, it isn’t uncommon for Sailors to get the work blues during a yard period.

To help Sailors get through the rough patches that come with shipyard life, the Nimitzclass aircraft carrier USS George

Washington (CVN 73) Morale, Welfare and Recreation (MWR) division of supply, also known as S-7, provides all Sailors at the command with various discounted or free events to attend throughout the year.

“Typically, on a day to day basis, we here at MWR will conduct ticket sales for low cost, safe events for Sailors and their families, as well as fundraise for special events,” said Lt. j. g. Whitney D. Morey, the divisional officer of MWR aboard George Washington.

Every year our command hosts the Command Birthday Ball. This event is put together by MWR with the

help of other mess’s aboard the ship.

“The main goal of the Command Birthday Ball is to host an event that is open to the entire crew, as well as their families, so they can enjoy time away from the ship,” said Morey. “After all the hard work the crew did last year during the transition into RCOH, the supply department really wanted to pull together, and put out an event that would give the whole command a chance to interact with each other, help build comradery and give Sailors a chance to get to know other Sailors outside of their normal work environment.”

Hosting an event that every Sailor

(Feb. 23, 2018) Sailors and guests participate in casino games at the George Washington command ball. (Photo by MCSA Steven Young)

aboard the ship can attend requires an immense amount of planning, and required MWR to start planning many, many months in advance.

“The ball took place in February but, we’ve been planning for the ball since last August,” said Morey.

We had to plan the décor, the take home gifts, the venue, the caterers, the DJ’s (disk jockey) and the hotel rooms for after the party.

So, planning for an event like this usually takes place about seven to eight months in advance.”

In addition to the Sailors assigned to S-7, every division on the ship has an MWR representative. These representatives are the voice of their respective divisions, and with their help, MWR was able to host an amazing event.

“The Sailors on our MWR committee represent all 53 divisions aboard the ship,” said Morey. “For the ball, all of those personnel came together and did a lot of do-it-yourself projects. They stuffed the take-home bags for each and every Sailor that attended, as well as contributed to the making of the programs for the ball.”

Although MWR tries to host and sponsor many events throughout the year, being in the shipyard,

opposed to being underway or on deployment, has made it challenging to get the same amount of Sailors attending events.

“Out to sea we are more inclined to do more activities,” said Chief Boatswain’s Mate David Brown, the leading chief petty officer of MWR. “Since no one can go anywhere, our participation is much higher, and I believe the events we put on while we are at sea are extremely important for the overall morale of the ship.”

The next big event that MWR

is hosting is the ‘GW’s Day at the Tides.’ It will take place on Wednesday, April 25th, at 1205, at the Norfolk Tides Stadium, located at 150 Park Avenue, Norfolk, Virginia. Tickets will be on sale for only eight dollars from March 14 through April 15. Personnel interested in buying tickets for the next MWR event, head over to the floating accommodation facility (FAF), and locate the MWR Sailors sitting at the white table, on the second deck, who would be more than happy to sell you your tickets.

(Feb. 23, 2018) An ice sculpture of the USS George Washington (CVN 73) seal sits on display at the George Washington command ball. (Photo by MCSA Steven Young)

GW’s Golden Anchors

C

ommands can receive an assortment of awards from excellence in warfare, engineering, command and control, health and wellness, logistics, safety and career management.

These awards help show how a certain command can stand out to other commands in the fleet. One of these awards is the Retention Excellence Award, also known as the Golden Anchor award. The Navy Installations Command announced that the Nimitz-Class aircraft carrier USS George Washington (CVN 73) received the Golden Anchor award in 2017.

The Retention Excellence Award is awarded annually to commands with a minimum of 90 points on the annual command information program review, meet or exceed aggregate reenlistment and attrition benchmarks, no “Failed To Submit” incidences in the career waypoints system for assigned unit identification code system for the current year, a minimum of 85 percent of Veteran’s Opportunity to Work Act of 2011 (VOW) compliance documented in Defense Manpower Data Center system, and a minimum of 95 percent completion on all career development boards [CDB], with 100 percent completion rate on reporting and pact CDBs. Once the award is received, the ship is authorized to paint their anchors gold as a symbol of earning the award for sustaining superior levels of retention.

“George Washington anchors have

By MC3 Trey Hutcheson

“It shows that the command takes pride in its prize assets: the Sailor.”

-NC1 Boudreaux been painted gold since 2015,” said Navy Counselor 1st Class William Boudreaux, a George Washington Career Counselor. “It shows that the command takes pride in its prize asset: the Sailors.”

Many Sailors know that their ship has golden anchors, but most do not know the reason why.

“I noticed that our ship had golden anchors and others didn’t, but I didn’t know why until recently,” said Information Systems Technician 2nd Class Alec Davis, from the Intel department. “We have as many people in a department as some ships have all together, so it must be a lot of work for the Navy Counselors.”

Navy Counselors (NCs) play a pivotal role in the command’s eligibility for the Retention Excellence Award.

“As a career counselor, to see the anchors painted gold gives me a sense of accomplishment and pride,”

said Boudreaux. “As long as career counselors talk to Sailors about their career before making a decision it will help Sailors in setting attainable goals which will result in sound career choices.”

Along with the ship’s NCs, other George Washington Sailors expressed how proud they were with the ship’s accomplishment.

“When I would walk on the pier and look up and see George Washington’s golden anchors I would feel honored that I am serving on a ship that has earned this accomplishment,” said Davis.

Even though George Washington’s anchors are no longer on the ship, because George Washington is undergoing refueling complex overhaul (RCOH) at Newport News Shipyard, Sailors still have pride for the golden anchors they have earned.

Navy Counselors maintain the same goals as last year, and will be striving to win the 2018 Retention Excellence Award to keep those golden anchors.

(Oct. 30, 2017) The USS George Washington’s anchor is removed during a refueling and complex overhaul. (Photo by MC2 Anna Van Nuys)

(March 14, 2018) Transportation vans sit parked outside the turnstiles of the Newport News Shipyard. (Photo by MCSA Adam Ferrero)

DutyDriven:

By MCSA Adam Ferrero

The Transportation Department

T

he Nimitz-class aircraft carrier USS George Washington (CVN 73) transportation team has been hard at work for a little over a year. Although the ship only arrived to Newport News Shipyard August 2017, transportation played a vital role while George Washington was still homeported in Norfolk.

Sailors living in various locations throughout Hampton Roads, such as Huntington Hall and Navy Gateway Inns, rely on the transportation department to get back and forth to work. Base out of the General Electric

Warehouse in Suffolk, transportation has a number of responsibilities crucial to George Washington’s day-to-day operations.

“We transport ship’s workforce personnel to and from the barracks, to the ship,” said Aviation Ordnanceman 1st Class Kevin Kelly, the leading petty officer of the George Washington transportation department. “We also schedule the reservations of vehicles for departmental supply movements, and coordinate transportation efforts for special events. We have vans moving 24/7 throughout the day to

provide support at all times.”

Transportation is primarily composed of Sailors from various departments who are temporarily assigned to transportation. However, not just anyone is considered for the position.

“To qualify as a driver we look for personnel with over two years of driving experience,” said Kelly. “They also need a clean driving and military record, and to have their primary warfare qualification.”

Logistics Specialist 3rd Class Trevon Rawls, a Sailor assigned to transportation, has been with

(March 14, 2018) MMSN Rebecca Vinson climbs into a transportation van

. (March 14, 2018) MM3 Daniel Khamphoumy climbs into a transportation

outside Huntington Hall. (Photo by MCSA Adam Ferrero)

van outside Huntington Hall. (Photo by MCSA Adam Ferrero)

transportation for one year and three months.

“My favorite part is how peaceful it is,” said Rawls. “I drive around listening to music. I play my R&B music every morning, and people hop in and sing along, or talk about it.

Hopefully that helps start their day off nice. I like talking to people, picking their brains and whatnot. A lot of times they ask me questions about how I like driving, how’s duty, that kind of thing.”

Rawls works the morning shift, one of three shifts that make up the 24 hours of constant operation maintained by transportation.

“When the drivers muster in the morning they are assigned a van or bus, and are controlled by a dispatcher that will inform them of the routes that they will be making,” said Kelly. “This process continues throughout the entire day. If there is a special event such as the rating exam, or a safety stand down, we will add those to our routes for the duration of the event. Besides that, we follow the same standards as other departments and conduct training and inspections as required.”

Transportation, like other departments, also experiences it’s fair share of day-to-day challenges.

“One challenge we have encountered

has been the procurement of vehicles,” said Kelly. “GSA (General Services Administration) supplies vehicles for every command in the Hampton Roads area, and a limited number are available. Additionally, the busses require more maintenance than the smaller vehicles, so when a vehicle needs service, depending on the repair, it can take longer than desired to get the vehicle back from service.”

“Sailors will call up dispatch saying we aren’t there to get them,” said Rawls. “We only have a certain amount of vans in rotation, and some days we have more than others.”

Despite occasional miscommunications between the transportation department and the Sailors of George Washington, transportation continues to contribute to the overall efficiency of the ship by ensuring everyone gets where they need to go.

“We transport hundreds of Sailors a day,” said Rawls. “I think it’s important getting Sailors to and from the ship safely, and making sure they have peace of mind and are comfortable with the drivers. We’re here for you. It would be pretty hectic not having transportation around.

Finding parking is hard sometimes, and for people that don’t have cars,

(March 14, 2018) LS3 Trevon Rawls stands in front of his assigned transportation van outside Huntington Hall. (Photo by MCSA Adam Ferrero)

and have to get to the ship, especially the ones in Portsmouth, I think it’s important that we’re here to go pick them up.”

Kelly said that it’s important to remember that the department’s shift turnover is from 11:30 a.m. to 12:15 p.m., and during that time transportation services are limited.

For some, it may be easy not to think about how much goes into keeping a shuttle service running because, for them, it’s simply a trip from point A to point B. However, the transportation department is always there, behind the scenes and behind the wheel, doing their best to keep working life for Sailors in Hampton Roads running smoothly.

(March 14, 2018) CS3 Class Brandon Jones drives Sailors to the Newport News Shipyard turnstiles. (Photo by MCSA Adam Ferrero)

NAVY NEWS BRISBANE, Australia (NNS) -- Vice Adm. Phil Sawyer, commander, U.S. 7th Fleet, kicked off a series of celebrations to commemorate the 75th anniversary of the creation of 7th Fleet with a ceremonial speech at MacArthur Chambers in Brisbane, Australia.

“7th Fleet Sailors have flown, sailed, operated and lived in the Indo-Pacific for 75 years,” said Sawyer. “While conflict is not inevitable, security doesn’t happen by itself either, and that’s why we’ll continue to prepare for any situation that requires our forces.”

U.S. 7th Fleet was formed March 15, 1943, in Brisbane, Australia, during World War II under the command of Adm. Arthur S. “Chips” Carpender. As command historian, Chief Cryptologic Technician (Technical) Kevin Murphy explained, it was 7th Fleet’s second commander, Vice Adm. Thomas Kinkaid, who fostered the climate of joint service cooperation and improved relationships with partners and allies that made 7th Fleet successful.

“Carpender and [Gen. Douglas] MacArthur were on completely divergent courses,” Murphy said. “Kinkaid helped smooth relations between the Army and Navy in the Pacific, directly impacting the success of operations in New Guinea and the Philippines.

Lt. Cmdr. Jerry Tzeng, the U.S. 7th Fleet South Asia desk officer, said those lessons are still being honed today. “We still do more than 110 exercises and drills with other services and countries so that we can operate together seamlessly and have those kinds of successes during regional crises,” said Tzeng. “Last year alone, we saw great success in bilateral

U.S. 7th Fleet Commemorates 75 Years in Indo-Pacific

By Commander, U.S. 7th Fleet Public Affairs

(Feb. 16, 2018) The amphibious assault ship USS Bonhomme Richard (LHD 6) operates in the Gulf of Thailand to support Exercise Cobra Gold 2018. Bonhomme Richard is participating in CG18 alongside Royal Thai Navy ships and personnel, conducting a range of amphibious operations that will enhance tactical expertise of participants and flex combined capabilities to respond to contingencies. Cobra Gold is an annual exercise conducted in the Kingdom of Thailand held this year from Feb. 13-23 with seven full participating nations. (U.S. Navy photo by Mass Communication Specialist Seaman Gavin Shields/Released)

and trilateral cooperation across all task forces, including ANNUALEX, Cobra Gold, Key Resolve, Malabar and Talisman Saber.”

In Yokosuka, Japan, the 7th Fleet staff celebrated their own contributions to 7th Fleet history with an outdoor potluck.

“You make a difference every day,” said Deputy Commander, U.S. 7th Fleet Joey Dodgen. “We are the most prepared, highly trained and the most capable force in the Indo Pacific. Our carriers, amphibious assault ships, aircraft and most importantly, our people, are ready today to face regional challenges and lead our Navy’s forces in this theater, just as the officers and Sailors of 7th Fleet have done for 75 years. So thank you for all that you do.”

Cryptologic Technician (Technical) 1st Class Petty Officer Kevin C. Tipton Jr., the U.S. 7th Fleet Sailor of the Year, said he was honored to be part of the history

and crew of 7th Fleet, and pointed to his accomplishments as proof of the fleet’s professional and career opportunities.

“Being forward-deployed to 7th Fleet has been an amazing experience, both in terms of quality of life, diversity of port calls for me and cultural education for me and my family,” said Tipton. “I’ve been to 10 countries in the last two years. I would recommend a 7th Fleet billet to any Sailor, and can’t wait to take the lessons I’ve learned here to my next duty station.”

The continued presence of U.S. military over the decades has been and will continue to be a strong strategic partnership that can contribute to peace, stability and security beyond the Asia-Pacific region.

Other 75th anniversary celebrations included a wreath laying at the Submariner’s Heritage Trail in Brisbane, Australia and a month-long social media campaign.

CVN

HEALTH/WELLNESS

PHYSICAL

ACTIVITY

BU I L DS A

HEALTHY AND STRONG AMERICA

12

THE PROBLEM

About 1 in 2 adults live with a chronic disease.

IN

1/2

About half of this group have two or more.

Only half of adults get the physical activity they need to help reduce and prevent chronic diseases.

NOT GETTING ENOUGH PHYSICAL ACTIVITY COSTS MONEY

117

$

Think about how much an active nation could save us over the next decade.

BILLION

$117 billion in annual health care costs are associated with inadequate physical activity.

10

YE AR S

5

1

YE ARS

YEAR

IMPACT ON MILITARY READINESS

Long-term military readiness is at risk unless a large-scale change in physical activity and nutrition takes place in America.

NEARLY

1 4 IN

YOUNG ADULTS

are too heavy to serve in our military.

Mission: Readiness Military Leaders for Kids