Voice, Jan. 29

JANUARY 29, 2014

USS CARL VINSON (CVN 70) VOL 5 ISSUE 04

CSG-1 Holds Change of Command at Sea

The Office Life: The Role of the Secretary of the Navy

Make Way For SNOOPIE

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28 Years Later: Remembering the Challenger Tragedy

Retention Excellence

WELCOME, RDML GRADY PG 2

CSG-1 Holds Change of Command at Sea

by Carrier Strike Group One Public Affairs

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ear Adm. Christopher Grady relieved Rear Adm. David Steindl as Commander, Carrier Strike Group One (CSG-1) during a change of command ceremony at sea aboard Carl Vinson, Jan. 28.

Under the guidance of RDML Steindl, who assumed command of CSG-1 Feb. 21, 2013, CSG1 ships completed four successful deployments to the 4th and 5th fleet areas of operation.

These deployments supported 4th Fleet efforts in countering organized crime syndicates, as well as 5th Fleet Ballistic Missile Defense and maritime security requirements.

Steindl also oversaw USS Carl Vinson and Carrier Air Wing 17 (CVW-17) carrier qualifications that produced more than1,612 sorties, 1,827 arrested landings, and 2,471 flight hours.

“The hard work and dedication of the men and women in Carrier Strike Group One are exceptional,” said Steindl. “The many operational successes our ships and squadrons have achieved are a reflection of the quality people we have, and I am honored to have served with them.”

Vice Adm. Kenneth Floyd, commander, U.S. 3rd Fleet, was the guest speaker and presented Steindl with the Legion of Merit for his exceptionally meritorious service from February 2013 to January 2014.

Steindl will report to Millington, Tenn. to assume command of Navy Personnel Command.

A native of Newport, R.I., Grady assumed command of CSG-1 following his last tour of duty as the Deputy Chief Of Staff for Operations, Training and Readiness on the staff of Commander, U.S. Pacific Fleet in Hawaii.

Grady served as the commanding officer of Mine Countermeasure Rotational Crew Echo aboard USS Chief (MCM 14), deployed to the Arabian Gulf in command of USS Ardent (MCM 12) and deployed to the Mediterranean in command of guided missile destroyer USS Cole (DDG 67). He also commanded Destroyer Squadron (DESRON) 22, deploying to the Arabian Gulf as sea combat commander for the Theodore Roosevelt Carrier Strike Group in support of operations Enduring Freedom and Iraqi Freedom.

CSG-1 was formally established Oct. 1, 2009 and has its headquarters on board Carl Vinson.

Rear Adm. David F. Steindl salutes Vice Adm. Kenneth Floyd after he is relieved of command in the forecastle.

Photo by MC2 (SW) George M. Bell

Commander, U.S. Third Fleet, Vice Adm. Kenneth Floyd presents Rear Adm. David F. Steindl with the Legion of Merit Medal.

Photo by MC2 (SW) George M. Bell

Commander, Carrier Strike Group One (CSG-1), Rear Adm. Christopher Grady, addresses the crew during a change of command ceremony with Rear Adm. David Steindl.

Photo by MC2 (SW/AW) John P. Wagner

Make Way For SNOOPIE

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by MC3 Curtis D. Spencer

eneral quarters, man overboard and “fire, fire, fire” are all messages understood by the crew. But Snoopie? What is that Snoopie team that’s mentioned?

From sunrise to sunset, Carl Vinson’s intelligence specialists (IS), and a select few mass communication specialists (MC), spring into action when one specific message is called over the ship’s 1MC. “This is the TAO, away the SNOOPIE Team, away.”

Relayed by the Tactical Action Officer (TAO), the announcement alerts the Ship’s Nautical or Otherwise Photographic Intelligence and Exploitation (SNOOPIE) Team that there is a vessel of interest (VOI) or an aircraft of interest (AOI) that must be surveyed.

“The SNOOPIE team is put in place to identify vessels within 12 nautical miles through photographs and video,” said Intelligence Specialist 1st Class (EXW) Daniel DeVries, Carrier Intelligence Center (CVIC) leading petty officer for Intelligence Department’s OZ Division.

In normal operations, the team consists of four Sailors – an IS team lead, who directs the team and communicates with supplementary plot (SUPPLOT), an IS recorder who logs all the occurrences during the evolution, and two MCs: one photographer and one videographer.

Under certain circumstances the SNOOPIE team may also require a runner, who can be either an IS or an MC to transport media to and from CVIC. SNOOPIE personnel coordinate with the TAO, the Flag Intelligence Watch Officer (FIWO), and the Officer of the Deck (OOD) when responding to a call.

The team leader checks in with the OOD before the team goes to work.

“Generally we are observing cargo, merchant or foreign military ships,” DeVries said. “If possible, we catalog aircraft as well. All the information collected is fed to SUPPLOT, specifically the FIWO who correlates the information with the electronic data and makes a report to the Tactical Flag Command Center.”

Carl Vinson’s radar can detect vessels and aircraft. However, there are limits to what the electronic system can detect. The SNOOPIE team bridges the intelligence gaps by giving a real view of any VOI or AOI to add to the report. The team helps Intelligence Department log important information like the condition of the vessel, the number of people on board, if anyone is on the deck, and whether they are armed, or appear to be in distress.

“Accurate intelligence provides decision superiority for our leadership and helps drive operations,” said Lt. Cmdr. Jacob Catalogna, a s s i s t a n t intelligence officer.

“The S N O O P I E team provides information on the nature of these vessels and their capabilities, and helps us identify whether a ship is friend or foe. They take note of the super

structure, cranes, the mast, funnels and look for any identifying marks like the paint job and hull number. They also document the direction the vessel is headed and its relative distance from Carl Vinson.”

The entire event is time sensitive.

Once called away, the SNOOPIE team has five minutes to get to Vulture’s Row. The information from the event needs to be delivered to the Fleet Commander of the area of responsibility and the Office of Naval Intelligence within an hour.

“These ships may potentially pull into American ports,” DeVries added. “It is a paramount concern for the Navy to gather as much information as possible about them to ensure not only our safety, but homeland port safety as well.”

In addition to being proficient with their craft to ensure the security of American interests, the members of the team must be able to cohesively work together during the evolution.

“ISs and MCs participate in drills in order to prepare for actual VOI’s and AOI’s,” said DeVries. “We have meetings to plan out the procedures during an actual SNOOPIE event, and we stage training so that we are prepared.

Doing this gets members of the team familiar with the evolution and helps to address any potential hazards they may encounter.”

Although specific personnel comprise the SNOOPIE team, all hands can give aid. Sailors should stand aside and allow the team to pass them in the passageways when the SNOOPIE team is in motion.

“They help protect the ship and give us a second source of intelligence,” Catalogna said of the team. “The SNOOPIE team is official business and they have a timesensitive job to do. They are one of the most overt signs of the kind of work intelligence specialists do.”

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28 Years Later: Remembering the Challenger Tragedy

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by MCSN Matthew A. Carlyle

t is incredible how much joy and devastation can occur in 73 seconds.

That was all the time it took between the launch and disintegration of National Aeronautics and Space Administration (NASA) space shuttle Challenger on the morning of Jan. 28, 1986, at John F. Kennedy Space Center (KSC) in Cape Canaveral, Fla. Within 73 seconds, the lives of families and friends of the seven astronauts killed were changed, and it left the nation, watching the wreckage on national television, in shock.

The incident altered the course of America’s space program forever.

“Now is the time...for this nation to take a clearly leading role in space achievement, which in many ways may hold the key to our future on Earth,” said President John F. Kennedy of the importance of the space program in a message to Congress, May 25, 1961.

Funding was approved for the space shuttle program in 1969 by President Richard Nixon. The program officially began in 1972. Unlike Apollo rockets which took mankind to the moon and back, space shuttle missions would stay closer to home.

The space shuttle was the first to be

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designed as a reusable spacecraft. Their objectives included conducting science experiments in orbit, constructing and servicing the International Space Station (ISS), and launching satellites, probes and the Hubble Space Telescope (HST).

The first space shuttle in service – Columbia – took its maiden voyage in 1981.

Challenger was the second space shuttle in NASA’s fleet and embarked on its maiden voyage April 4, 1983. Prior to the accident, Challenger was responsible for several milestones in space exploration.

Challenger launched the first American woman in space – Sally Ride, the first African-American in space – Guion Bluford, and the first Canadian in space – Marc Garneau. It was also the first shuttle to launch and land at night.

Preparations for Challenger’s 10th mission brought more media attention than was the norm for space shuttle launches due to Christa McAuliffe, the first member of the Teacher in Space project.

McAuliffe was a high school social studies teacher chosen

by NASA out of 11,000 applicants interested in the program.

In addition to her duties as payload specialist, she planned to teach two 15-minute lessons while in orbit.

The other astronauts aboard included mission commander Air Force Lt. Col. Dick Scobee, shuttle pilot Navy Capt.

Michael J. Smith, payload specialist Greg Jarvis and mission specialists Ronald McNair, Judith Resnik and Air Force Lt. Col. Ellison Onizuka.

The morning of Jan. 28, 1986, was a cold one for southern Florida. In the first hours of the day, the temperature plummeted to 18 degrees Fahrenheit and stayed below freezing around 29 degrees during launch time.

Low temperatures, and ice on the launch pad, prompted concern from several engineers. However, NASA managers decided to go ahead with the launch as planned since the temperature was near the minimum of 31 degrees permitted for launch.

Challenger began its ascent at 11:38:00 a.m. Eastern Standard Time (EST) and began disintegrating 48,000 ft. over the Atlantic Ocean at 11:39:13 a.m.

President Ronald Reagan, scheduled to address the nation with his State of the Union address that evening, instead spoke to the nation in regards to the tragedy and rescheduled the address for the following week.

“We will never forget them, nor the last time we saw them this morning, as they prepared for their journey and waved goodbye and slipped the surly bonds of Earth to touch the

face of God,” said Reagan of the astronauts.

A memorial service was held Jan. 31 at Lyndon B. Johnson Space Center (JSC) in Houston. The president and first lady attended as well as more than 10,000 others; it was also broadcast worldwide.

Shortly after the tragedy, the Presidential Commission on the Space Shuttle Challenger Accident, commonly known as the Rogers Commission and consisting of several scientists and astronauts, began investigating the cause of the accident.

Their report, submitted to Reagan on June 9, 1986, concluded that an O-ring on the shuttle’s right solid rocket booster (SRB) failed to properly seal components inside the SRB as a result of the cold temperatures.

The compromised integrity of the seal allowed pressurized hot gas to escape the SRB during ignition, which then heated the outside of the SRB and the external fuel tank (ET).

Due to the incredible heat affecting it, the ET, containing both liquid hydrogen and liquid oxygen, exploded shortly after liftoff and began the destruction of the shuttle.

The report also showed that NASA and its engineers overlooked the fact that the shuttle and its components had only been tested in conditions as low as 40 degrees.

NASA grounded its space shuttles after the Challenger accident to implement stricter safety procedures and redesign SRBs for the remaining shuttles.

Almost three years after the accident, the agency continued its shuttle missions with the launch of Discovery Sept. 29, 1988.

Columbia, NASA’s first space shuttle, became the second space shuttle to meet a fatal end when it disintegrated upon reentering Earth’s atmosphere, Feb. 1, 2003.

The space shuttle program ended due to budget cuts in 2011; it had already surpassed its originally envisioned 15year life span. The last American space shuttle mission ended with a successful landing of Atlantis, July 8, 2011. The U.S. currently uses only the Russian Soyuz spacecraft for manned space flights.

Every year on the final Thursday of January, though, NASA remembers the tragedies it suffered during its history, a tradition that started a year after the Challenger disaster.

Now, more than 883 million seconds, or 28 years later, the tragedy continues to serve as a reminder of the preciousness of life and of the courage needed to embark on a journey to broaden our knowledge of the universe.

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around the

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V I N S N

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S

ailors join the Navy for various personal reasons, but one thing all Sailors expect is to be paid and be able to take vacation.

But with more than 300,000 Sailors in today’s Navy, it is a daunting task to ensure each and every Sailor’s leave days are tracked and each are paid properly.

The Leave and Earnings Statement (LES) was created to provide Sailors with this information in one convenient place; the myPay online system gives service members an electronic, more efficient way of accessing this crucial information.

“The LES contains what money you are entitled, what money is deducted by the government and other entities, and what money each member prefers to be allocated to a certain account,” said Personnel Specialist 3rd Class (SW) Urgessa Gemeda. “It also contains a detailed record of leave earned and leave taken.”

But the LES was not always distributed electronically. Originally, dispersing clerks (DK’s) received a magnetic data tape with LES information on it for each Sailor aboard the ship. They would print two copies for each Sailor on blue, perforated sheets. One copy went into the Sailor’s pay record maintained in the ship’s disbursing office and the second copy was given to the Sailor.

In 1992, DFAS changed the process of mailing electronic tapes to mailing hardcard LES’s to the ships for distribution from the ship’s disbursing office.

The format and distribution method continued to change with the introduction of computers and the Internet as a way for Sailors to obtain their own LES’s. In 2004, myPay access became a mandatory system for all hands and the LES changed to a format similar to what is on myPay today.

“The myPay system automatically posts the LES, and it’s a lot faster and more accurate,” said Personnel Specialist 1st Class (SW/AW) Jin Wang, of Administrative Department’s X-3 Division. “Now everybody can go online and print it on their own time.”

After the pay cycle, approximately the 22nd of each month, the Defense Finance and Accounting System (DFAS) generates the LES’s. All pay entitlements, deductions and transactions are processed then. At the end of the year,

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an LES

A disbursing clerk inventories leave and earning statements for the crew.

Photo taken from 1988 USS Carl Vinson cruisebook.

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Retention Excellence

Continued from Page 8 DFAS issues a W-2 based on all of a Sailor’s LES’s for that year.

“The LES shows the year’s total tax withheld up to the current month, but more importantly you can directly print your W-2 form from the myPay website,” Gemeda said. “It provides all the information needed to file for a basic 1040-EZ and other more complicated tax documents.”

Pay entitlements, deductions, allotments, taxes, thrift savings plan (TSP) information, leave balance and basic allowance for housing are all present on the LES to streamline the way Sailors receive the information. With so much information stored in one document, it could be confusing for a new Sailor.

“The LES isn’t complicated,” Wang said. “It’s actually very easy once you are familiar with it. It’s very easy to understand, and if you have any questions, you can always come down to the personnel office.”

-Personnel Specialist 1st Class (SW/AW) Jin Wang Wang urges Sailors of all rates and ranks to keep a watchful eye on their LES to check for any discrepancies and to bring them to personnel if any should arise.

“The system is more efficient, but it’s not perfect,” Wang said.

“If the issue is addressed in time, personnel office can fix it before any financial issues arise which would impact your pay in the future.”

“The original intent with the LES was to condense the monthly financial statement into a single document,” Gemeda said. “However the abbreviation and compact format is difficult to decipher without the proper training. That’s why I urge all Sailors to visit the myPay website and read the training material that will help them understand what each field on the LES means.”

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by MC2 Brent Pyfrom

or the fourth consecutive year, Carl Vinson earned the Retention Excellence Award.

The award, given by Commander, U.S. Fleet Forces, recognizes superior accomplishments in the execution of programs and policies that best enable Sailors to succeed in their Navy careers.

“It sends a clear message that Carl Vinson and its leadership are taking care of its Sailors and their career development,” said Master Chief Career Counselor (SW/ SCW) Carlos Lemas, Administration Department’s leading chief petty officer.

Aviation Boatswain’s Mate (Fuel) 1st Class (AW/SW) Albert Lucena, Air Department’s career counselor, is one of those who has personally invested himself in the future of his Sailors.

“Every year since being on board I’ve aimed toward getting that award,” Lucena said. “To me, winning the Retention Excellence Award is very important because it shows the Navy that this is a command where everyone wants to stay Navy, and we help Sailors do just that,” said Lucena.

In a time where the economy is unpredictable, Lucena has one advice for Sailors.

“It’s tough out there. Staying in is a way to help you get a degree and certify in areas that may land you a job when you get out,” Lucena said. “If you’re in the Navy, you have a job and you can pursue your degree.”

In order for a command to receive the award, they must earn 85 points or better on the annual Career Information Program Review (CIPR) and meet retention expectations and criteria set by the Chief of Naval Operations.

“We achieved a 100 percent score for both Career Waypoints application submissions and the qualification of Professional Apprenticeship Career Track (PACT) Sailors in the Fleet Rating Identification Engine (FLEET RIDE),” Lemas said. “After passing the CIPR, then the recommendation went to Pacific Fleet for final approval.”

Lemas described the main take-away from the award as pride in Carl Vinson’s leadership for the management of a program which takes care of Sailors.

“It sends a message to the crew that the command master chief and his career information and development programs are being managed to the highest standards, which means that the careers of our crew are a priority,” said Lemas.

The Office Life: The Role of the Secretary of the Navy

by MCSN Matthew A. Carlyle

Secretary of the Navy (SECNAV) Ray Mabus delivers remarks during a memorial service at the Marine Barracks for the victims of the Washington Navy Yard shooting. (U.S. Navy photo by Mass Communication Specialist 2nd Class Stuart Phillips/Released)

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he Department of the Navy directs the operations of the world’s most powerful naval force: the United States Navy and Marine Corps. Heading the Department is its chief executive officer, the Secretary of the Navy (SECNAV).

SECNAV is responsible for managing the recruiting, training, mobilization and demobilization of Navy and Marine Corps service members, equipment maintenance, construction, and the creation of policies and programs for both services. He or she also has the authority to convene general courts-martial and alter sentences.

The position of SECNAV traces its roots back to the inception of the nation’s first naval fleet, the Continental Navy, on Oct. 13, 1775.

The Continental Navy was established to combat and detain British merchant ships supplying its soldiers in America during the Revolutionary War. Though John Adams compared challenging the British Royal Navy, the world’s dominant naval fleet at the time, to “an infant taking a mad bull by his horns,” Adams was a proponent of the Continental Navy and would be appointed Chairman of the Marine Committee once the Continental Navy was founded.

Thirteen members, one from each colony, comprised the committee charged with controlling all naval affairs during the war.

Once the British surrendered by signing the Treaty of Paris in 1783, the United States began building the foundations of an independent country and dissolved many of the institutions created for the war, including the Continental Navy and Marine Committee.

The new nation would go without a naval fleet until April 30, 1798, when the Department of the Navy was instituted by an Act of Congress. It reinstated the Navy and established the position of SECNAV, which was first held by Benjamin Stoddert.

The SECNAV was assigned as a member of the president’s Cabinet and answered only to the commander in chief until 1949, when the Department of Defense and the position of Secretary of Defense (SECDEF) was created.

The newly appointed SECDEF, discussed in a previous article in this series, supplanted the Cabinet positions of the all the secretaries representing the armed forces as the single focus for civil control of the military. Each military department’s secretary were no longer members of the Cabinet and would report to the SECDEF. In order to be appointed SECNAV, prospective candidates must be civilians at least five years removed from military service. When the president selects the SECNAV, the Senate must approve the selection by a simple majority vote.

On matters regarding both the Navy and Marine Corps, the SECNAV consults two primary military advisers: the Chief of Naval Operations (CNO) and Commandant of the Marine Corps.

The Office of the Secretary of the Navy, also known as the Navy Secretariat, supports the SECNAV and carries out his or her duties. Both the CNO and Commandant have their own staffs independent of the SECNAV’s.

The current SECNAV, the Honorable Ray Mabus, began his term on May 19, 2009, chosen shortly after President Barack Obama was sworn into office.

He is the second-longest serving SECNAV since 1949, with almost five years of service. The position has no fixed term and one may serve under more than one president.

Mabus has been instrumental in modernizing the Navy.

He has implemented plans to reduce its dependency on fossil fuels while simultaneously advancing ship technology and equipment in order to improve Sailors’ quality of life and the fleet’s efficiency.

SECNAV is the fourth highest-ranking official in the Navy’s chain-of-command, behind the president, vice president and SECDEF.

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“I’m going to buy clothes for my six month old.”

AO3 (AW) Nicolas Blackmon

LTJG TREVOR DAVIDS Assistant Public Affairs Officer

EDITORS-IN-CHIEF MCCS (SW/AW) MONICA HOPPER Media Leading Chief Petty Officer

MCC (AW/SW/EXW) DAVID CRAWFORD

MEDIA DEPARTMENT

CARL VINSON CINEMA

NOW PLAYING

ABF3 Amber Jankowski-Jenkins

LCDR KYLE RAINES Public Affairs Officer

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“I’m going to pay off my bills or buy a Mercedes.”

EXECUTIVE EDITORS

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“I’m going to have a family weekend vacation with my kids.”

CAPT KENT WHALEN Commanding Officer

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PSSN (SW) Max Stuart

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AT2 (AW) Steve Martin

PUBLISHER

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“I’m buying a new set of skis and a trip to Big Bear.”

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“I’m going to buy new sod for my lawn.”

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SH3 (SW) Demarcus Thomas

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SHSN Marcesia Mayes

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“I’m saving the money so I can start school.”

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DC2 (SW) Natasha Fletcher

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AOAA Ryan Goerner

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“I plan to pay my credit card off.”

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“It’s going straight to my savings.”

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D E C K P L A T E

What do you plan to do with your tax return?

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