Navy Tows JFK from Norfolk to Philadelphia for Storage
By Grayson Kamm First Coast News

NORFOLK, VA -- The retired aircraft carrier John F. Kennedy is finally on its way to a storage yard in Philadelphia after an unplanned 8-month stay in Virginia.

The Navy says a tugboat is now towing the decommissioned ship along the eastern US coast, and Big John will be tied up in storage by the end of the week.

Big John will remain there, mothballed, until the Navy decides on future plans for the ship, which range from being sold, scrapped, or used for some other purpose. A group with ties to the First Coast wants to turn the ship into a museum in Miami.

The Kennedy was retired during a ceremony at Naval Station Mayport almost exactly one year ago, on March 23, 2007 after 38 years of service.

Initial plans to tow the ship directly from Mayport to the Naval Inactive Ship Maintenance Facility in South Philadelphia were put on hold in July 2007 after concerns were raised over whether the water at the pier where JFK was planned to tie up was too shallow.

While the Navy dredged the area around that pier, the Kennedy was taken to Norfolk, Virginia and tied up at a pier not far from where the ship was built in the 1960's.

Navy Awards Contracts for Zumwalt Class Destroyers
Story Number: NNS080214-20
Release Date: 2/14/2008 8:22:00 PM
From Navy News Service

CNO CALLS FOR MORE SHIPS

Chief of Naval Operations, Admiral Gary Roughead
Remarks as delivered
ADM Gary Roughead
Surface Navy Association Symposium Keynote Address
15 January 2008

Thank you very much.

What Kevin didn’t tell you is that he and I are only twenty now. We’ve aged well.

But, ah, it really is a great opportunity to come and join you today, and to share some thoughts about our Navy. And, it is wonderful to be back at SNA. And I think back into my earlier, younger days, and I have the pleasure and privilege of recalling personally the discussions that took place among some visionary Surface Warfare Officers some years ago, and being in the room when they were talking about the creation of the Surface Navy Association. And it is just very heartwarming and rewarding to see what this association has become and to see the great work that it has done, and I thank you all for being here today.

I am particularly pleased to be here this afternoon because it affords me a chance to talk about our Maritime Strategy and also about my favorite topic, a topic that is of mutual interest to all of us here, and that is ships, aircraft and submarines. And, especially in this gathering, to be able to talk about ships. Because each is crucial to our national defense. The unfortunate fact is that in the past year we only had a net gain of two additional ships to the United States Navy. The question that you have to ask yourself is why? And we’ll talk about that a little bit later. But we have laid out a new maritime strategy that will require the best Sailors, realistic training, and most importantly, an appropriately balanced fleet of ships. We must solve the challenge of acquiring the next fleet of ships by seizing current opportunities if we are to realize the imperatives of our Maritime Strategy.

I am having a difficult time with the lighting here so bear with me. (lights dimmed)

Although I was not expecting to be in the position that I now hold, from the beginning of the development of the maritime strategy, I was personally committed and personally involved in its development and in shaping the strategy as we went forward. I was compelled really because of the experiences that I had in operational commands that convinced me of its need and what that strategy should contain. Two themes hold the Strategy apart from those who have gone before: cooperation among all maritime services and equal emphasis on preventing and winning wars. This is also the first Maritime Strategy that was developed and signed to by 3 U.S. maritime services – the Navy, the Coast Guard, and the Marine Corps, This is also the first strategy to commit our maritime forces to a new level of cooperation: interlinked and international because we recognize that no one nation can ubiquitously cover the 70% of the surface of the earth that is covered by water and we also realize that no one nation can monitor the shore and guarantee the flow of over 90 percent of the world’s commerce that moves on the oceans. But the changes and benefits of this strategy will not occur overnight, because the strategy that we have envisioned the strategy is built upon trust and trust must be developed over time through collaboration - even through such basic operations such as search and rescue and fisheries protection, through the exchange of ideas and technology and by acceding to internationally recognized agreements to enable cooperation, such as the UN Law of the Sea Convention. What we as a Navy and a

nation do in developing our partnerships will pay off many, many times over in our own operations.

Central to the goal of winning and preventing war, the Strategy holds paramount those core capabilities which, in the end, will be the ones to protect and defend our nation. Those capabilities are Forward Presence, Deterrence, Sea Control, and Power Projection. By virtue of our profession and by our obligation as members of the United States Navy, we have to be prepared for the worst. Those enduring capabilities will remain our touchstones and are what will make us a dominant force in the future. To prevent war, however, the new Strategy calls out for some other capabilities, two more to be exact: Maritime Security and Disaster Relief and Humanitarian Assistance. These new capabilities have garnered much attention because in the images that have been portrayed through our execution of those, they have captured what a navy can and will do for the future.

For the Fleet, the new Maritime Strategy reaffirmed our mission to fight and win our nation’s wars. My message to our Sailors is that this new strategy is nothing without you. Your personal contributions, your professionalism, your commitment, are what will make this strategy work. Nine days ago, USS HOPPER, USS PORT ROYAL, and USS INGRAHAM demonstrated in the Strait of Hormuz how important each and every Sailor is to the maritime strategy. From the Commanding Officer, to the Officer of the Deck, to the Tactical Action Officer to the members of the ships’ Small Caliber Action Team, all of them displayed the discipline, the training, and the presence of mind and situational awareness that kept a potentially volatile situation from erupting into combat. They responded and performed as they had been trained, and in doing so they controlled the situation perfectly. Those Sailors were the ones who nine days ago demonstrated forward presence, deterrence, sea control, and [inaudible] discipline of our Navy.

Five days ago, I visited the Sailors of USS MILIUS; she too had deployed and just returned from a deployment to the Arabian Gulf … thank you very much, I appreciate it (lights come on) … where they performed a different role in developing our international partnerships. They, too, operated in the Arabian Gulf, as I said, participating in a Maritime Security Operations with other nations and in their own way they were forming the bedrock of international cooperation. On top of the work they did were in maritime security, some of that took them into fishery enforcement, … which I’ve said before does not sound very combat-like but when our Sailors boarded some of the boats that were around and the sailors that were on those boats presented them with some fish and that doesn’t sound like a big deal but I think what it does is it demonstrates that personal connection that can take place between our Sailors and those with whom they operate and interact and it also demonstrates the value of that personal contact in protecting international security and the prosperity, which our prosperity is so connected. Because I believe sailors are the ones who realize our traditional and expanded capabilities; Sailors are at the end of the day, the ones who forge relationships and partnerships. Sailors will make the Strategy a reality.

The emphasis on every Sailor’s role will only increase as we optimize our Navy at 322,000. We will rely more on capable young men and women, diverse young men and women, who are empowered Sailors who are individually ready to carry out the Maritime Strategy and who will keep their ships mission ready. More young men and women like those on the HOPPER and

MILIUS must be attracted to the Navy, developed through rigorous and realistic training, and retained so that they may bring their experiences to bear. Attracting, and recruiting and retaining this force is what I have set as a goal for the Navy. The goal I have set is to be recognized as one of the top 50 employers or places to work in United States. It’s a milestone that will earn the Navy the recognition it deserves for providing meaningful service to country, great benefits and unparalleled professional and personal fulfillment. It will drive our personnel policies to reflect the best practices of the nation’s greatest workplaces.

Developing and preparing Sailors to meet a complex and challenging future will require every training opportunity to its full potential. Potential adversaries are getting better in their operations; as an example, quiet diesel submarines are among the most challenging to our forces. Since finding and tracking a submarine is one of our most difficult ship operations, to protect our Sailors and to enable them to defend our nation, our training at sea must not be constrained by restrictions which are not based in science and which do not recognize the importance of training to our national security and to our prosperity.

We are of the sea, and for those of us Washingtonians we would like to be on the water, but that’s not what the cards have said. We are here and our jobs as the nation’s leaders is to ensure Sailors have the ships, the aircraft and the submarines that will enable them to accomplish the mission. What the Maritime Strategy means to this corps of leaders today is that my priority over the next four years will be to build tomorrow’s Navy, and we will have to do so in the context of budget realities. While some may muse optimistically about topline relief, that is an uncertainty. The Maritime Strategy and the budget that we can convincingly underpin will determine what we buy and how we buy it.

For me, the bottom line is that we must have no less than 313 ships in our Navy, and it must be a well balanced fleet. I am often asked, “CNO, what is more important: number or mix?” and the answer is yes... Quantity without the right mix of ships introduces gaps in capabilities and can result in cost inefficiencies. Balance without quantity is ineffective because it will strain or dissolve our global reach and it will not necessarily be less expensive. Number and balance are linked, they are mutually reinforcing, and they are both vital to building tomorrow’s Navy.

Three hundred thirteen is the numerical floor because it gives us global capabilities. At some point, quantity becomes a capability. And as the commander in the Pacific and the commander in the Atlantic, I can tell you that I never had enough ships, even before we developed the Maritime Strategy. My ships and submarines were stretched to their operational capacity, and there was always more that needed to be done. We can talk about presence, deterrence and maritime security, but the words ring hollow without ships that we need to execute that strategy. Without enough ships off the coast of a potential adversary, without enough ships to pull into a strategic port regularly, without enough ships to patrol and protect important sea lanes, and without enough ships to quickly respond to crises or disasters, we as a nation are disadvantaged.

A fleet in balance is one which has ships available to support our close relationship with the USMC and support the Marine dimension of power projection. Balance means the ability to

execute each and every one of the 6 capabilities of the strategy to the extent that they are needed around the world. We must go beyond individual plans and myopic decision making to achieve a complete approach to building the fleet. Every ship design, every plane, every submarine, every UAV, every computer network, must explicitly support one or more of the six core capabilities. Buying an aircraft carrier I know I am investing in forward presence, and Sea Control, and Power Projection, and Deterrence. Buying an LCS I know I am closing the green water gap and expanding Deterrence, and Forward Presence, and sea control and Maritime Security. Do not develop or promote a product without first establishing the link to those six core capabilities and do not consider overbuying in one because it will come at the detriment to another capability.

I will be meticulous in balancing across the spectrum of our capabilities; and I will be equally meticulous in assessing the technology that we will use to maintain our dominance. I expect us to exploit the newest, most advanced technologies where available but also to use simple solutions whenever appropriate. Technical overmatch against our adversaries is a must. I never, ever want one of our Sailors in a fair fight. They must always have the advantage and American ingenuity will make that possible. That said, every technical acquisition will be made with an eye towards maximum return on investment. We will develop in those areas where we see a realistic threat to our dominance and our investments will follow leaps in technology, not incremental steps. Likewise overdeveloping technology where we already have a clear advantage is a luxury that we cannot afford. Not everything needs to be gold plated.

But how do we do all of this? How will we get to 313 if as I mentioned before in the last year we only added two ships? How will we achieve this careful balance across capabilities and technology if we are challenged fiscally? We will do it through great discipline, but even more so, through cooperation. All involved in the process – all involved – must have a frank and open dialogue, because all of us want the same thing: more ships. To leverage a strong relationship and realize efficiencies in shipbuilding, there must be trust developed through disciplined and principled processes – and I will be putting pressure on all to do this.

For the Navy, we must exercise appetite suppression and we must scrupulously separate needs from wants. We do not have the budget to operate any other way. I expect Navy leaders to take a disciplined approach in determining our needs. An approach based in the Maritime Strategy that strives to balance among the 6 core capabilities, linking each purchase to a capability or capabilities will be the test that I will apply. To do this, hard decisions will have to be made in the short term to ensure that a long term shipbuilding plan is viable. Likewise we must seek out simple and dramatic cost cutting solutions, such as reducing the number of hull forms that we will field in our Navy. That said, because it is in a very early sate, I am not yet ready to commit to any LCS strategy that might be whirling in people’s minds.

Further, when we state our requirements, our decisions must be final. I am passionate about limiting requirement creep and will be relentless in my demand for them to be clearly articulated and defined accurately. We must be able to take our cost estimates to the bank. Submitting thousands of changes to our requirements is needlessly consuming our budget and ruining the common trust we must have. If we can build our relationship with industry, listen to one another, we can work together to make the changes that are hindering shipbuilding

efficiencies. Over the past eight days, and in six shipyards, I saw industry making needed and significant improvements. We in the Navy must approach our processes with the same enthusiasm. I am not satisfied with the explanation that the nature of our bureaucracy limits our flexibility. Leaders must lead change and be accountable for its success. I will actively support Secretary Winter’s acquisition reform initiatives to be able to get us to this end state.

What I need from industry is your frank dialogue and continued commitment to cost reduction and improved quality. This past week, I have witnessed the pride in workmanship of our shipyard workers. Their dedication, and their innovation, and their commitment to improving the ships they produce and reduce the time it takes to produce them is truly remarkable. But I need you to continue to aggressively pursue and invest in infrastructure and process improvements. We cannot stay in a position where other nations can produce a ship for less than what it costs us to procure the materials. And we cannot accept products which are ineffective, overambitious, and/or late. I will not purchase a product whose technical overreach greatly exceeds any need; and we cannot accept delay. I want your creativity, your American ingenuity, and your best products, but I also need the competitive spirit and frank assessments which are the hallmarks of American industry.

The Navy must work with industry to control costs. We are symbiotic – we depend on one another. We depend on the ships industry produces, and industry depends on our steady demand for those ships. What is clear here is that we cannot maintain the status quo if either of us expects to meet future challenges - not in determining requirements, not in acquiring tomorrow’s fleet, and not in building it. I will can tell you that I will be personally involved in all of the key steps of acquiring tomorrow’s fighting force. I will work to ensure both industry and Navy are holding true to promises and that we are working together to build the ships that we need.

When I commissioned an Aegis destroyer several years ago, I was a young prospective commanding officer. And there was the company’s newest ship superintendent and we were there together. And it gave me great pleasure about 4 days ago to meet up with that gentleman again and now where I am and he’s a much older much more wisely experienced shipbuilder we would talk about the past and recalled the optimism that we had about ships and shipbuilding in our country. As he and I parted ways this last time we shared that same optimism. We can get there if we can work together and set the course for the future and cooperate.

Essex Completes Successful Fall Patrol
December 11, 2007

Story by USS Essex Public Affair 

SASEBO, Japan – The forward-deployed amphibious assault ship USS Essex (LHD 2) returned to Sasebo, Japan, Dec. 11 after completing a successful two-month fall patrol.

During Essex’s fall patrol, the ship’s Sailors and Marines conducted combined training with several Southeast Asian countries, participated in community relations projects and cultural exchanges as well as performed various medical and dental civil action projects ashore 

After departing Sasebo, Essex’s first task was to on-load the 31st Marine Expeditionary Unit (MEU) in the Republic of the Philippines, which came at the conclusion of Exercise Talon Vision and Amphibious Landing Exercises (PHIBLEX).

While in Subic Bay, Republic of the Philippines, Sailors and Marines took part in two community relations projects, working with local elementary schools.

“It was an honor for us to make our first port call of the fall patrol Subic Bay, a city rich in history, culture and tradition,” said Capt. Brian Donegan, Essex commanding officer.  “Our Sailors and Marines had the opportunity to participate in some community relations projects that allowed them to give something back to the local residents in exchange for their hospitality and friendliness.”

Essex then transited to Hong Kong for a scheduled port call, where the ship’s 2,500 Sailors and Marines had a chance to enjoy the city’s culture as well as host members of the local community for tours and a formal reception.

“We want to continue to foster good relations between the U.S. and China here in Hong Kong,” said Essex Supply Officer Cmdr. Kenneth Dixon.  “Hosting a reception aboard the ship lets us do that.  The reception was a success; I received nothing but positive feedback.”

While in port, the ship’s Morale, Welfare and Recreation (MWR) division also provided a variety of tours and trips enjoyed by several hundred crew members.  The various trips included tours of Disneyland Hong Kong, Lantau Island Monastery, home of the world’s largest Buddha statue, and a trip showcasing the city of Hong Kong itself.

“MWR gave the Sailors and Marines a chance to see and do things that many do not experience during a port visit,” said Essex Afloat Recreation Specialist Mick Hultz.  “Many of the Sailors who attended the tours were new to MWR events.”

Following a successful visit to Hong Kong, Essex traveled to the Republic of Korea to take part in the Korean Interoperability Training Program (KITP).

KITP was designed to enhance bilateral operations between the United States and the Republic of Korea, demonstrating U.S. commitment to peace and stability in the region.  Bilateral exercises are designed to provide training for forces across a wide spectrum of combined/joint amphibious training, focusing on amphibious landing and assault. 

The final stop for Essex was an historic visit to the Kingdom of Cambodia. 

While in port, Sailors and Marines participated in community relations projects, medical and dental assistance events and professional military exchanges.  The ship’s crew and embarked Marines also participated in cultural exchanges and friendship-building activities.

Essex’s visit to Cambodia marked the first visit by an amphibious assault ship, and was the second port call by a U.S. Navy ship visit this year.  USS Gary’s (FFG 51) visit in February was the first U.S. ship to visit the Kingdom of Cambodia in more than 30 years.

While in Cambodia, Essex and the 31st MEU conducted Medical and Dental Civic Action Programs (MEDCAP and DENCAP) with the Royal Cambodian Armed Forces in Kampong Cham and the remote village of Kulen.  Marines from the 31^st MEU also constructed two bridges and a culvert in Kampong Chhnang.

“Essex medical department and Fleet Surgical Team 7 were excited about working with the Marines to provide medical care for the people of Cambodia,” said Senior Chief Hospital Corpsman (SW/AW) Mark Davison.  “The Blue-Green team recognized the historical significance of these events and had the opportunity to provide care to those who would otherwise have limited or no access to health care in some rural areas.”

While in the Sihanoukville area, Sailors and Marines visited the Hun Sen Krong Primary School, Hun Sen Mittapheap Primary School, Chamka Kaosu Primary School,  and the orphanage Village D’Enfantes to take part in friendship building activities, pass out gifts and play games with the children.  They also helped clean and paint the schoolhouses. 

The ship’s crew also distributed several pallets of Project Handclasp material to the schools and the orphanage. Project Handclasp is a U.S. Navy program that provides donated items to agencies and organizations in countries that could benefit from those materials. 

“At each engagement opportunity, Sailors and Marines made a significant difference in the lives of thousands of people in need,” said Donegan.  “This port visit has been absolutely historic and is one of the most significant engagement activities in the Pacific this year.”

Operating in the Western Pacific and Indian Ocean, the U.S. 7th Fleet is the largest of the forward-deployed U.S. fleets, with approximately 50 ships, 120 aircraft and 20,000 Sailors and Marines assigned at any given time.

Essex is the lead ship of the only forward-deployed U.S. Expeditionary Strike Group and serves as the flagship for Commander, Task Force 76, the Navy's only forward-deployed amphibious force commander.  Task Force 76 is headquartered at White Beach Naval Facility, Okinawa, Japan, with a detachment in Sasebo, Japan.

Navy Announces Rating Mergers Decisions

Release Date: 12/03/2007

By Mass Communication Specialist 2nd Class Trevor Andersen, Navy Personnel Command Public Affairs

MILLINGTON, Tenn. (NNS) -- The Navy announced in NAVADMIN 319/07 on Nov. 30 that the merger of eight engineering ratings into three has been postponed until 2010 when the proposal will be reevaluated. Two other rating mergers have been disapproved.

The larger merger of eight ratings included combining the hull maintenance technician, damage controlman and machinery repairman ratings into one rating, the electrician's mate and gas turbine system technician-electrical ratings into a second and the machinist's mate, engineman and gas turbine system technician-mechanical rating into a third.

"I believe an engineering rating merger makes sense, but when we do it, we'll do it right. It's not an easy process; there are training and distribution issues that need to be carefully planned, so that when we do execute, we can be certain we've set our Sailors up for success," said Vice Adm. John Harvey, Chief of Naval Personnel (CNP).

The proposal to merge interior communications electrician (IC) with electronics technician (ET) was disapproved.

"The bottom line is ICs and ETs are just too unique to merge. They have unique skills, and the equipment they operate and repair requires individualized training. Things are working well now and it makes sense to keep them that way," Harvey said.

The operations specialist (OS) and quartermaster (QM) merger was also disapproved.

"In-depth analysis determined that while OS and QM rating share some common skill sets, we found as Sailors become more senior, each rating focuses on different operational and warfare priorities. Additionally, during the course of the rating merger study, senior enlisted leaders revealed a strong belief that the quartermaster, as one of the oldest ratings in the Navy, is deeply rooted in the culture of our nautical heritage. These factors, combined with the fundamental role of positional accuracy in safe navigation, led to the decision to maintain the uniqueness of these two ratings," said Fleet Master Chief Manpower, Personnel, Training, Education Office of the CNP, Mike McCalip.

With the release of the NAVADMIN, the CNP made it clear that the Navy considers rating mergers seriously.

"This is not a process that we take lightly; every proposal is carefully analyzed. Where it makes sense, rating mergers will occur. Where it does not make sense, we're not afraid to pull back or cancel those proposals," said Harvey.

For more information, visit www.npc.navy.mil and read NAVADMIN 319/07.

For more news from Navy Personnel Command, visit www.news.navy.mil/local/npc/.

USS Stethem Celebrates Namesake's Birthday
Story Number: NNS071128-04
Release Date: 11/28/2007 11:26:00 AM

By Ensign Annie George, USS Stethem Public Affairs

YOKOSUKA, Japan (NNS) -- Guided missile destroyer USS Stethem (DDG 63) held a birthday celebration in honor of Steelworker 2nd Class (Diver) Robert Stethem, the ship's namesake, on Nov. 16.

Stethem's steelworkers, family and friends, and Navy Seabees stationed on board Yokosuka Naval Base were invited to attend the command picnic in his honor.

"Having met Robbie's parents and brothers, I know that this is how they would want us to celebrate his life. I know his family would be here celebrating with us if they could," remarked Command Master Chief Robert Corkish.

The picnic began with a cake-cutting ceremony, presided by Stethem's Commanding Officer, Cmdr. Paul Lyons.

"This event is very important to the steelworkers because it honors the ship's namesake – a petty officer who's legacy of honorable service and unflinching courage in the face of adversity serves as a source of pride and ethos for all of us," said Lyons. "On group runs, one Sailor always carries our battle flag with the ship's motto: steadfast and courageous. Robbie's birthday celebration reminds us all how important it is as a ship to honor his name."

Stethem's name and his courage are never far from the crew's mind.

"The crew is really proud of our namesake, and we do everything that we can to keep Robbie's legacy alive. His courage and dedication serves as our foundation – no hardship that we go through is comparable to what he suffered," said Personnel Specialist 3rd Class Rachel Fuelling.

Stethem was killed by Hezbollah terrorists who hijacked his plane shortly after TWA flight 847 took off in Greece. The terrorists forced the plane to land in Lebanon and when their demands were not met, began to assault passengers. The terrorists soon discovered that Robert was not only an American, but a U.S. Navy Sailor. Stethem was murdered by the hijackers after they tortured him for hours. Stethem refused to cry out or beg for mercy, sacrificing his life for the other hostages on the aircraft.

Stethem, commanded by Lyons, is an Arleigh Burke-class guided missile destroyer that operates out of Yokosuka, Japan, as part of the Navy's only permanently forward deployed naval forces, and serves with the USS Kitty Hawk (CV-63), the Navy's only forward deployed aircraft carrier.

For more news from USS Stethem, visit www.navy.mil/local/ddg63/.

Stockdale Award Winners Receive Accolades from CNO
Story Number: NNS071128-13
Release Date: 11/28/2007 4:45:00 PM

From Chief of Naval Operations Public Affairs

WASHINGTON (NNS) -- Chief of Naval Operations Adm. Gary Roughead presented the Vice Adm. James B. Stockdale Leadership Award at a ceremony in the Pentagon's Hall of Heroes, Nov 28, to two officers for their achievements in leadership.

Roughead recognized Cmdrs. Frank J. Olmo and Craig A. Clapperton for displaying excellence while serving in positions of command. The officers were nominated by their peers within their assigned fleets.

As the ceremony opened, Roughead spoke of the unique nature of the award being recommended by the recipients' peers.

"One does not obtain the recognition or receive the recommendation of their peers if they truly do not love what they do," said Roughead.

Olmo was commanding officer of USS Mahan (DDG 72). During his tour, Mahan deployed as Flagship for Standing NATO Maritime Group 1, and won the 2006 Battle Efficiency Award, the Golden Anchor Award for retention excellence, and the Bloodhound Award for anti-submarine warfare excellence.

Both award winners credited their success to deckplate Sailors and the mentorship they received throughout their naval careers.

"It was really the chief's mess and triad (executive officer) that got me here today," said Olmo. "You rely on them to take your leadership philosophy and get it down to the deck plates. If you can get down and reach that level, then you're going to have a great command."

Clapperton was commanding officer of Electronic Attack Squadron (VAQ) 141. His command successfully executed the Prowler community's first ever sustained dual site combat operations from an aircraft carrier and a remote expeditionary base while flying missions in support of Operation Iraqi Freedom. After an expedited turnaround cycle, Clapperton led the Shadowhawks on short notice deployment in Iwakuni, Japan in support of Marine Air Group 12 and the First Marine Air Wing.

"Every commanding officer you have along the way you learn something from," said Clapperton. "When I was in command, there were many times that I thought back to myself, 'what would those gentlemen do when they were in this situation?'"

The Vice Admiral Stockdale Leadership Award is given annually to officers below the rank of captain who have commanded a ship, submarine or an air squadron. The award is in honor of James B. Stockdale, whose distinguished naval career symbolized the highest standards of excellence in both personal example and leadership.

Both award winners said they could not have done it alone. Their families, mentors and Sailors gave them the inspiration, motivation and perseverance to get the job done.

Clapperton said that although he was the one receiving the award, it truly recognized the accomplishments of the 200 Sailors of VAQ-141 with whom he served.

"They certainly taught me more about leadership and about service than I could ever have taught them," said Clapperton.

For more news from the Chief of Naval Operations, visit www.navy.mil/local/cno/.

Oscar Austin Provides Shelter in Palermo
Story Number: NNS071126-03
Release Date: 11/26/2007 1:42:00 PM

By Mass Communication Specialist 1st Class Brian A. Goyak, Fleet Public Affairs Center Detachment Sigonella

PALERMO, Italy (NNS) -- Twenty-five Sailors from USS Oscar Austin (DDG 79) participated in a community relations project Nov. 21, helping Catholic missionaries rehabilitate homeless shelters in Palermo, Italy.

"We wanted to take the opportunity to help out in the local community to engage at the personal level with the Italians and learn about the local community and help in just a small way," said Lt. Cmdr. Kevin Kennedy, executive officer of Oscar Austin.

The Sailors were split into two teams. The first group spent the day landscaping, demolishing old concrete structures and clearing debris for future construction at the Mission of Hope and Charity, a shelter primarily utilized by immigrants and refugees. The second group helped with landscaping and cleaning at House of Welcome for Woman, a separate shelter established for single women and children.

"This experience is great for me because I love doing [community relations]," said Boatswain's Mate 1st Class Ulysses Hall. "I've been on five deployments and try to volunteer my time on each one. This is one the best [community relations] events I've ever done because I get to use a jackhammer."

Brother Biagio Conte established both shelters after devoting his life to the poor and disenfranchised following a visit to the grave of St. Francis when he was 28 years old. In addition to food and shelter refugees also receive legal advice pertaining to immigration questions.

"We are experiencing this great opportunity of getting 25 volunteers from the U.S. Navy helping in two different places," said Conte. "This was something I was looking for, but I couldn't believe people from the U.S. would come here. Today, I am witnessing this with my eyes and I am very happy that they are here and providing a superb job."

For more news from Naval Air Station Sigonella, visit www.navy.mil/local/nassig/.

Coalition Warship Thwarts Pirate Attack
November 26, 2007

Arabian Sea -- British Navy frigate HMS Campbeltown (F-86) saved a civilian cruise liner from potential pirate attack while on coalition patrol in the Arabian Sea.
The Seabourn Spirit's call for help was taken at the Bahrain headquarters of Royal Navy and coalition operations in the Gulf, as the liner transited for Muscat, Oman. The crew had grown increasingly concerned about small skiffs believed to be pirates closing on their position.
Pirates are known to operate in the area - the Seabourn Spirit was attacked by armed criminals in nearby waters exactly two years ago. A number of vessels have been successfully hijacked in waters around the Somali coastline this year.
Over 120 nautical miles away Campbeltown's maritime attack Lynx helicopter was dispatched to the scene, armed with its machine gun to reassure the cruise liner, and if necessary intercept the pirates. By the time the helicopter had reached the liner the skiffs had disappeared.
The helicopter's presence greatly reassured the passengers on board and the Royal Navy has been officially thanked for its assistance by the commanding officer, himself ex-Royal Navy.
Most importantly, Campbeltown's actions have reassured vessels transiting through the Combined Task Force 150 Joint Operating Area that the coalition warships are effective at supporting requests for help in any direction.
Campbeltown Commanding Officer, Cmdr. Gordon Abernethy, Royal Navy, said, "It is extremely rewarding to be of assistance and know that our presence reassures law-abiding mariners going about their normal business."
Campbeltown is currently one month into a seven-and-a-half month deployment east of the Suez Canal. Up to and including Christmas, the ship is operating in the Red Sea and Gulf of Aden.

UAV First Aboard a Destroyer
PO3 Kenneth Hendrix | November 26, 2007

USS Oscar Austin, At Sea -- Guided-missile destroyer USS Oscar Austin (DDG 79), completed a robust testing phase of the ScanEagle, unmanned aerial vehicle (UAV), Nov. 17, en route to the Central Command area of operations as part of the ongoing rotation to support Maritime Security Operations.

This is an unprecedented employment of a UAV aboard a multi-mission (anti-air warfare, anti-submarine warfare, and anti-surface warfare) surface combatant.

Oscar Austin is an element of the Harry S. Truman Carrier Strike Group (HSTCSG).

"The particular UAV we are flying here is known as the ScanEagle," said John Nicholson, ScanEagle team leader, and The Boeing Company field representative. "In the past and still today, we have operated ScanEagle on various ship platforms like the LHAs and LHDs (amphibious assault ships), LPDs (amphibious transport dock ships), LSDs (amphibious dock landing ships), and high speed vessel ships."

The primary mission of the ScanEagle UAV is to provide intelligence, surveillance, and reconnaissance support to the Oscar Austin and HSTCSG.

"ScanEagle is an incredible asset not only for this ship, but the Navy too," said Oscar Austin's Commanding Officer, Cmdr. Eric Weilenman. "It gives me great [subject awareness] on what's around the ship and allows me to keep my visit, board, search, and seizure teams aware of their environment because the UAV provides positive identification on vessels of interest, which allows me to pass accurate security information to my Sailors as they prepare to board."

While in flight, ScanEagle provides live, high-quality video that helps develop and maintain a Recognized Maritime Picture and further enhances Maritime Domain Awareness.

Contractors operate the UAV while Navy intelligence specialists and flight deck crew work side-by-side with the civilians.

"Based on data collections, I task the UAV operators with what to target and where to look," said Chief Intelligence Specialist (AW) Roger Whittington, the intelligence officer aboard Oscar Austin. "Our role is intelligence, while their role is to fly the plane."

ScanEagle is four-feet long with a wingspan of 10-feet, and offers a variety of features that differentiate it from other UAVs.

The UAV has the ability to go as high as 10,000-feet, the capability of flying for more than 20 hours both day and night, and it's quiet, "making it difficult to detect from the surface of the ocean," said Nicholson.

Whether it is operating by day or night, ScanEagle can carry either an electro-optical or infrared camera, allowing the operator to easily track both stationary and moving targets.

Navy reservist and Ensign Scott Hamann, a ScanEagle pilot operator assigned to Boeing explained the launch and recovery process of the UAV.

"ScanEagle is launched by a pneumatic wedge catapult launcher and flies off pre-programmed computerized files or operators (like myself) to initiate the mission," said Hamann.

"When retrieved, we use what is called a 'Skyhook' system, where the UAV catches a rope that is hanging from a 50-foot high pole," Hamann added.

Whittington said the prospect of helping to develop a machine that can potentially save lives is an honor.

"I'm really excited about being [a part of] this ground breaking moment in naval history," Whittington said.

Weilenman has high hopes in store for the UAV and wants to raise the bar during this deployment. The last ship that deployed with ScanEagle, USS Carter Hall (LSD 50), completed 19 missions and 933 flight hours.

"We are going to try to beat those numbers," said Weilenman. "It's all mission dependent, depending on where our missions are going to be and what we are going to be doing, but it is very possible we will exceed those results."

Kearsarge Assists Bangladesh in Relief Efforts
From USS Kearsarge Public Affairs

November 24, 2007

USS KEARSARGE, At sea – Senior members from the Bangladeshi armed services and government, the United States Agency for International Development and U.S. Embassy met Nov. 24 on board the amphibious assault ship USS Kearsarge (LHD 3) to discuss how the ship and its embarked 22nd Marine Expeditionary Unit (MEU) could best support on-going humanitarian relief efforts in Bangladesh following the devastation caused last week by Tropical Cyclone Sidr.

            “Our deepest sympathies go out to the victims of Tropical Cyclone Sidr,” said Capt. James Gregorski, Kearsarge’s Commanding Officer.  “The multipurpose capability of Kearsarge gives us the ability to provide disaster relief by air via helicopter or sea via LCAC (landing craft air cushion).  The crew worked hard to move Kearsarge over three thousand miles to arrive on Thanksgiving day to be in a position to best assist in the efforts that had already begun by the government of Bangladesh.   Sailors and Marines are eager to help ease the burden of this tragedy.”

            Key leaders attending the meeting Saturday included Brig. Gen. Ronald Bailey, Deputy Commanding General, III Marine Expeditionary Force/Commanding General, 3rd Marine Expeditionary Brigade, Geeta Pasi, U.S. Charge’ d’ Affairs ad interim of Bangladesh, Denise Rollins from the Office of U.S. Foreign Disaster Assistance, Rear Adm. Carol Pottenger, Commander, Task Force 76; Capt. Robert Bougher, Commander, Kearsarge Strike Group; Col. Douglas Stilwell, Commanding Officer, 22nd MEU (Special Operations Capable) Gregorski and several high ranking Bangladesh Army officers. 

            “It was a great opportunity for U.S. and Bangladeshi leaders to witness first hand the capabilities of Kearsarge and 22nd MEU (SOC),” said Lt. Cmdr. Mike Smith, Assistant Operations Officer, Kearsarge Strike Group.  “It was also an opportunity for Bangladesh to determine out how best to incorporate U.S. naval capability ashore.”

            Smith said Kearsarge and the 22nd MEU (SOC) plan to use a CH-53 Super Stallion helicopter, with a lift capacity of 200,000 pounds, a CH-46 Sea Knight helicopter (40,000 pounds) and an SH-60 Seahawk helicopter (20,000 pounds) to transport supplies.  They also plan to use an LCAC, which has the capability of moving up to 825 tons of aid per day.

            Also, during their visit to Kearsarge, the ship’s guests were taken on a tour of Kearsarge’s hangar bay, well deck, bridge and medical facilities.

Kearsarge reported for duty to assist in Bangladeshi humanitarian relief efforts on Thanksgiving Day and immediately began to transfer bottles of water ashore. 

Kearsarge is the flagship of the Kearsarge Strike Group, on a regularly scheduled deployment and departed its home port of Norfolk, Va. July 30.  Click here for photo