15th Navy Commanding Officer Fired

Commander Martin Arriola at sea.

Earlier today Rear Admiral David Thomas fired Commander Martin Arriola following the USS PORTER's collision with a Japanese oil tanker earlier this month just outside the Strait of Hormuz.  This is not a surprise as the  Commander, Naval Surface Force Atlantic was awaiting results of the official investigation of the collision to be concluded.  Rear Admiral Thomas reassigned Commander Arriola to the staff of Naval Surface Force Atlantic because of his loss of confidence in Commander Arriola's ability to command.

Commander Dave Richardson is the new commanding officer of USS PORTER.

Character - a reflection of a man's grip upon himself

John Maxwell's 5 Levels of Leadership

Assuming that there are three officers each of whom respects, and is respected, by a group of men, what qualities will one possess that will inspire the men to look upon him as their leader? They will lean toward the one officer possessing the strongest character. By character is meant integrity, courage, morality, humility, and unswerving determination. Character is a spiritual force. It is a reflection of a man's grip upon himself, the degree to which he is able to dominate the baser instincts that beset us all.

Because men know that the conquest of one's own weaknesses is a far, far more difficult task than any other, they tend to believe that he who can conquer himself, can also conquer whatever problem is at hand. That is why, in civilian life, the masses look to a man of character to lead them.

Your first job, then, is to learn to know your own weaknesses and conquer them. Our fears are a key to our weakness, because we fear only the things which we feel we cannot do well. We all have fears. Force yourself to conquer and to face squarely every situation you are afraid to meet. It is not being afraid but running away that weakens character. When you have accomplished this, you will have developed character. 

RADM Harley Cope
Navy Cross 1941

Some Don'ts for junior officers

Don't take a man to task in front of his juniors.  It humiliates him and arouses a feeling of resentment.  Censure in private.

Don't criticize the orders given to your division.

Don't criticize or belittle your ship, the Skipper, or any of the officers, ever.

Don't permit juniors to make such criticisms in your presence.  Teach them, as well as yourself, if you don't like something, to work hard to improve it.  Don't tear down.  Build up.

Don't use filthy or obscene language.  Don't let men use it in your presence.  People who use such language simply prove that they are unable to express themselves otherwise.

THE NAVAL OFFICER'S MANUAL
RADM Harley Cope (USNA '20)
July 1951

Congratulations to these superstar IW leaders

IW O6 Command

SHAUL FRANK ALBERT                    

ELAM DONALD EMMET                  

SCHEIDT JEFFREY S                           

BERG HEIDI KRISTEN                      

STEWART ANDREW DONALD        

IW O5 Command               

SLATTERY CHRISTOPHER PAUL    

FRANKLIN CLARENCE JR                

ELLIOT MICHAEL CHARLTON        

LIND RACHEL JOY VELASCO          

RATKUS MARC W                               

BRYANT CHRISTOPHER GLEN        

IW O5 Milestone               

BOWMAN STACY A                            

DROTAR JOHN RONALD                    

SUH ROBERT JOON                             

CAVER LEONARD WAYNE              

WOODCOCK NORMAN B  

WEECH CHRISTOPHER A        

LOCK KEVIN R                        

LOVELLO DOMINIC R                

DANIELS WILLIAM A                  

CHIPS interview with Captain Susan K. Cerovsky, CO Center for Information Dominance

Capt. Susan K. Cervosky was selected for lateral transfer to the Information Warfare community in 2003 and was reassigned to Naval Network Warfare Command where she worked computer network defense initiatives. In May 2005, she reported as executive officer to the Navy Cyber Defense Operations Command (NCDOC). Next, she was the executive assistant to the Commander, Naval Network Warfare Command and most recently served as the Joint Forces Command J2 Chief of Staff from June 2010 until September 2011 prior to reporting to the Center for Information Dominance. Cerovsky became commanding officer of CID in October 2011. 

The Center for Information Dominance, based at Corry Station, in Pensacola, Fla., is the Navy’s learning center that leads, manages and delivers Navy and joint force training in information operations, information warfare, information technology, cryptology and intelligence. The CID domain comprises nearly 1,300 military, civilian and contracted personnel; CID oversees the development and administration of more than 223 courses at four commands, two detachments and 16 learning sites throughout the United States and in Japan. CID provides training for approximately 24,000 members of the U.S. Armed Services and allied forces each year.

• Q: You’ve been the commanding officer of CID since October 2011 — what is your overall impression of the job? 
• Q: The mission of the Center for Information Dominance is "to deliver full spectrum Cyber Information Warfare, and Intelligence Training to achieve decision superiority." Can you explain what this means? 
• Q: What sort of skills or background would a person need if they were thinking of becoming a cryptologic technician (CT), information systems technician (IT) or intelligence specialist (IS)? 
• Q: Approximately how many students (officers and enlisted) are trained at CID annually? 
• Q: CID is headquartered at Corry Station in Pensacola, Fla., but the domain is large. Can you elaborate on what rates and curriculum fall under CID? 
• Q: What does the merger of Center for Naval Intelligence (CNI) and CID mean for CID; for the Navy? 
• Q: What is the significance of the IDC and do you think it will change the way CID operates? 
• Q: Technology is changing so quickly, how does the Navy update its training to keep pace? 
• Q: How often do you perform HPRRs and what happens to all the data created during the HPRR? 
• Q: What role do you think CID will play in the future for the Navy?

Her answers are available HERE in CHIPS Magazine.

Apologies to Rudyard Kipling

If you can keep your head when all about you

are losing theirs...

Then, it may not be your head that they are after.

To achieve success, the most important thing you must be able to change is -

YOUR MIND.

If you are stubbornly clutching your own opinions and ideas, you may not be able to change anything.

If you truly want to change your life, you must first be able to change your mind.

10 Success Principles We Often Forget

1. You are the only person responsible for your success.   
2. Success is a journey of countless baby steps.
3. You don’t have to invent the wheel.  
4. There is no progress without action.  
5. Persistence always wins. 
6. Focus is everything. 
7. Failure is necessary. 
8. Positivity fuels productivity.  
9. You must believe you can.
10. Helping others is a big part of being successful. 

The full details from "Marc and Angel Hack Life" are HERE.

You will shine as a Navy leader

"The essence of leadership is making people better. In most cases, people will sense what your expectations are and meet them. If you believe in your people, support them, and challenge them, they will almost always rise up to the occasion and perform superbly.

On the other hand, if you are suspicious, quick to criticize, and unsupportive, they will frequently perform poorly. believe in your people, let them know you trust them, listen to them, be biased toward change and improvement, and you will shine as a Navy leader. In a phrase, people will almost always be what you expect them to be. If one of your principle objectives is to develop those who work for you, success will be assured."

Admiral James Stavridis, DIVISION OFFICER'S GUIDE

Leading with an open (but not bleeding) heart

Michael Hyatt over at Intentional Leadership shares the following...

The most important thing you can do as a leader is to keep your heart open. What do I mean? Think of it this way. When your heart is closed:

• You are distant and aloof.
• You don’t connect to people.
• Communication shuts down.
• You leave people to fend for themselves.
• You focus on what people are doing wrong.
• You are critical and demanding.
• People feel oppressed.

The result? Possibility dries up and the organization begins to die.
Conversely, when your heart is open:

• You are fully present and accessible.
• You connect to people.
• Communication is wide open.
• You are a resource to your people.
• You may focus on what is missing, but not on who is wrong.
• You are affirming and encouraging.
• People feel free.

The result? Possibility flows through the organization and the organization grows and develops.

Bill Campbell's advice - "Don't continue to suffer in a poor organization"

This is where you want to be
“Let me break it down for you. In good organizations, people can focus on their work and have confidence that if they get their work done, good things will happen for both the company and them personally. It is a true pleasure to work in an organization such as this. Every person can wake up knowing that the work they do will be efficient, effective and make a difference both for the organization and themselves. These things make their jobs both motivating and fulfilling."

Avoid this at all costs
“In a poor organization, on the other hand, people spend much of their time fighting organizational boundaries, infighting and broken processes. They are not even clear on what their jobs are, so there is no way to know if they are getting the job done or not. In the miracle case that they work ridiculous hours and get the job done, they have no idea what it means for the company or their careers. To make it all much worse and rub salt in the wound, when they finally work up the courage to tell management how fucked up their situation is, management denies there is a problem, then defends the status quo, then ignores the problem.” 

Bill Campbell
CEO Intuit

More over at Ben's blog HERE.  Hat tip to Liz Wiseman who retweeted from HERE.

NAVIOCOM Georgia

Captain James Brokaw relieved Captain John Post as Commanding Officer of Navy Information Operations Command Georgia on 17 August 2012.  Captain John Post also retired.  Vice Admiral Michael S. Rogers, Commander Fleet Cyber Command/TENTH Fleet was the presiding officer.

Playing the numbers game

I posted a few days ago about Commander Mike Ward's firing as CO of USS PITTSBURGH and pointed readers to a good article written by Captain Mark Light HERE.  Various Navy spokesmen have cited that there are over 1500 Navy COs at any given time and only the smallest percentage (cited as between 1% to 3%) are fired in any given year.  The Navy has fired 13 Commanding Officers so far this year and a lessor number of executive officers and senior enlisted leaders.  Some, including Galrahn over at Information Dissemination express their satisfaction that this percentage is acceptable and it reflects the Navy's 'pretty good job of evaluating people' for command.  I think social media and information technology are helping the Navy do a better job of identifying misfit COs because Sailors have so many avenues now to report abhorrent behavior by their seniors to the proper authorities for action.

What we see in the CO firings is really a much smaller cross-section of the commanding officer domain than the reported "1500 individuals in command at any one time".  The population we are really talking about are the COs in command of ships, submarines, aviation squadrons and significant shore commands.  That number is much smaller than 1500 and is certainly closer to 400 than 1500 and effectively triples the percentage of COs being fired annually.

So, while some in the Navy are reportedly content with the percentage of CO and other senior leader firings, I promise you that the Chief of Naval Operations is not content and feels the pain in a personal way when each Commanding Officer is relieved for cause (any cause).  Our CNO is a former VADM James Bond Stockdale Inspirational Leadership Award winner.  He knows what leadership is all about.  He expects more from his COs - and the majority are meeting his expectations.  But, is that enough?   It may not be.

Congratulations Commander Sean Heritage and Commander Pat Count

Commander Pat Count relieves Commander Sean Heritage as Commanding Officer of Navy Information Operations Command Pensacola today.  BZ gentlemen.  BZ men and women of NIOC Pensacola!

More Jeff Bacon awesomeness can be found HERE.

I like this thought from LT Rob McFall on 'innovation' in small things

Through this constant movement of people from one command to another, we can refine our practices and improve our systems. Innovations do no have to be Revolutions in Military Affairs. Innovations can be a new way to hook up an IPOD to the 1MC, a better XO tickler, an easier way to clean a P-way, or a better way to execute the daily schedule. The little things add up.

This is about changing a mindset, which costs nothing. To be more efficient in how we proceed we need to cherry pick the best practices from every ship, squadron and boat. People are the best source of institutional knowledge that we have. By being more aware of our new arrivals, while taking advantage of the career paths that are already in place, we can harness the innovative nature of our people and our service.

His entire post is available HERE at the USNI Blog.

Aid to Navigation

Friendships with Your Navy Seniors

Such friendships usually take the form of a mentor relationship and it often starts with your skipper or other boss taking special interest in your performance and career development. But he or she will be very careful to keep official relationships official because they must be concerned with the performance of the department or unit as a whole and not play favorites. Typically such mentoring matures after you or your boss have been detached. But I should raise a caution flag. (An aid to navigation, if you will.)

You will notice that most, if not all, skippers or bosses will address you by your first name. The reverse is, of course, not in order. Don't think for a minute that because your skipper or boss addresses you by your first name that you are his or her friend. Not yet, anyway. Seniors will have occasion to chew you out (the more modern term is counseling) but don't think that because they use your first name on such occasions that they are counseling you as a friend. You are being "wire brushed" as an errant subordinate.

Moreover, your skippers are not social workers who are inordinately concerned about your "feelings", perceived inadequacies, or your self esteem. They are interested in whether or not you are pulling the wagon, doing your duty, and growing professionally, Friendship has absolutely nothing to do with it.

The Professional Naval Officer - A Course To Steer By
RADM James A. Winnefield

The Navy's Moral Compass - Askew

Nice article by Captain Mark Light HERE.  The CNO's Charge of Command is HERE.  With regard to the CO of USS PITTSBURGH, the Submarine Squadron Commander, Captain Vernon Parks personally reviewed the CNO's Charge of Command with Commander Ward.  Perhaps Commander Ward thought past offenses were not covered by the Charge of Command and he intended to comply fully upon assumption of command?

CO of USS PITTSBURGH washes out

Commander Mike Ward, commanding officer of the fast attack submarine USS PITTSBURG (SSN 720) was fired on 10 August 2012 for  “allegations of personal misconduct.” 

Captain Vernon Parks, commander of Submarine Development Squadron TWELVE said that Commander Mike Ward understood the CNO's Charge of Command and failed to uphold them.

Commander Ward had been in command for only a week.  The former CO of USS PITTSBURGH, Commander Mike Savageaux, reassumed command temporarily - a rare circumstance indeed.

Advice from the Shawnee Chief Tecumseh

• Seek to make your life long and its purpose in the service of your people. 
• Always give a word or a sign of salute when meeting or passing a friend, even a stranger, when in a lonely place. 
• Show respect to all people and grovel to none.

A more complete list of his advice is available HERE. Hat tip to Dale R. Wilson who tweets HERE.

How our Navy Flags used to correspond --- "With kindest personal regards,"

A retired Admiral Bull Halsey took the time to thank the many Sailors who contributed to the Navy's and his success - a couple of years after the conclusion of World War II.

Lead Different - INSPIRE, BE INSPIRED

Nice "farewell" note from a superb Shipmate HERE.

Some lessons from the U.S. Navy

Knowledge sharing is deeply (though not nearly deeply enough for my liking) ingrained in the culture of the Navy.

Here’s how they do it so well:

1. Training.  Every warfare specialty in the Navy has a school associated with it, whether it is assembling bombs, running the dining facility, or dogfighting in an F/A-18.  It all starts with training, which is constantly updated by new knowledge and experience from the fleet.
2. Qualification Boards.  In order to advance in rank or earn a specific qualification insignia such as lead the watch team in the reactor plant, a qualification board is organized with a sailors superiors and qualified peers to test his or her knowledge. And not just the book or classroom knowledge matters; the subtleties, nuances, good judgment, experience count as well.  (what we call tribal knowledge)
3. Practice.   Every hour of every day, each Sailor is constantly practicing their assigned role in every imaginable scenario.  Man overboard, fire, damage control, chemical attack, intruders, injuries, aircraft incident.  You name it, they practice it until it is second nature.
4. Reviews.  Every exercise, getting underway from the pier or a coordinated Strike Group operation ends with a detailed lessons learned review, which is fed back into the system to improve the next time through.
5. Progression.  The Navy has designed this ingenious system of enabling its Sailors with a progression of knowledge gained by a minimum amount of time in each job and rank with a required set of qualifications before they can advance in their career.  Relatively short assignments encourage broad experience and constant learning.

 Written by Craig Malloy, CEO of Bloomfire, an Austin startup that offers knowledge sharing applications for teams and organizations. Craig previously served as Founder/CEO of ViaVideo (acquired by Polycom), Founder/CEO LifeSize (acquired by Logitech), and is a former Navy officer.

The full post is HERE.

Protect the risk takers

 

"If you are always on the hunt for complacency, you will reward risk-takers, and people who thrive in uncertainty."

"Take the mavericks in your service, the ones that wear rumpled uniforms and look like a bag of mud but whose ideas are so offsetting that they actually upset the people in the bureaucracy. 

One of your primary jobs is to take the risk and protect these people, because if they are not nurtured in your service, the enemy will bring their contrary ideas to you."

General James Mattis
United States Marine Corps

We will not forget you Shipmate

Cryptologist Technician (Collection) Petty Officer 1st Class (Expeditionary Warfare Specialist) Michael J. Strange, 25, of Philadelphia, Pennsylvania gave his life for his country a year ago today while supporting Operation ENDURING FREEDOM.  He and 29 fellow warriors died in Wardak province, Afghanistan when their CH-47 Chinook helicopter was shot down by enemy forces. 

As Vice Admiral Kendall Card said a year ago:

"Petty Officers Day and Strange represent the best of what we aspire to be: Warriors, fighting in service to our country.  Their dedication to the mission, our Navy, and the United States of America must not be forgotten as we join their families and Shipmates in mourning their loss.

Please join me in offering a salute to Petty Officers Strange and Day,  as well as the other 28 American heroes we lost - they made the ultimate sacrifice so that we all can enjoy the freedoms many take for granted.  We honor them for their dedicated service, and offer our heartfelt condolences to their families, friends, and Shipmates."

You can read more about Michael HERE.

Very nice tribute on the NIOC PENSACOLA blog www.niocpblog.wordpress.com

First real update since 1994 in the SORN - Duties of the Information Warfare Officer

3.18.5 INFORMATION WARFARE OFFICER (IWO)
a. GENERAL DUTIES. The IWO is responsible for operating and maintaining cryptologic systems and related spaces, and providing combat information to CIC.
The IWO conducts full spectrum cyberspace operations including elements of defensive cyberspace operations (DCO) and offensive cyberspace operations (OCO) in the form of operational fires through the electromagnetic spectrum as directed.
b. SPECIFIC DUTIES. Advise and assist the Operations officer in planning for the employment of cryptologic systems. Conduct ship cryptologic intercept operations and when directed, coordinate intercept operations between units. Develop combat information from cryptologic intercept. Provide information to support intelligence requirements and objectives identified by or levied on the command. Operate and maintain special security communications circuits. Establish necessary access and employ cyberspace related cryptologic and electronic warfare systems to conduct DCO and OCO.
c. ORGANIZATIONAL RELATIONSHIPS. The information warfare officer reports to the intelligence officer (CVN) or operations officer (CRUDES).

Required reading by Naval Officers

Some light reading for your weekend.  This is extracted from the Standard Organization and Regulations of the U.S. Navy (SORN) OPNAVINST 3120.32 of 16 July 2012.

5.1.47 REQUIRED READING BY OFFICERS. Within a reasonable period of time after reporting for duty in a unit (as determined by the executive officer), officers shall read the following publications and report orally to the executive officer (via chain of command) that such has been completed. Further, they shall read semi-annually the publications preceded by an asterisk (*) and refer frequently to the other publications listed, plus any/all available publications relative to outstanding performance as a naval officer.
a. U.S. Navy Regulations 1990.
b. OPNAVINST 3120.32 (series), Standard Organization and Regulations of the U.S. Navy.  HERE.
*c. Department Organization and Instructions (for department to which assigned).
*d. Effective executive officer's memoranda.
e. Officer of the Deck Order Book.
f. SECNAVINST 5510.36 (series), Department of the Navy (DON) Information Security Program Instruction. HERE.
g. SECNAV M-5510.30 (series), Department of the Navy (DON) Personnel Security Program (PSP) Instruction. HERE.
h. 10 USC Chapter 47 - Uniform Code of Military Justice.  HERE.
*i. DoD 5500.07-R, Joint Ethics Regulations.  HERE.

Stick to the basics - a reminder

FM COMNAVSURFLANT NORFOLK VA
SUBJ/COMNAVSURFLANT REGULATIONS - SERIAL 002/SHIPS ROUTINE//
GENTEXT/REMARKS/1. THE PURPOSE OF THIS MESSAGE IS TO DIRECT SPECIFIC SHIP'S ROUTINE EVENTS. THIS MESSAGE IS SERIAL 002 OF COMNAVSURFLANT REGULATIONS ANNOUNCED IN REF A.
2. BACKGROUND. A CONSISTENT AND PREDICTABLE SHIP'S ROUTINE IS ONE OF THE FOUNDATIONS OF OUR NAVY'S 236 YEAR HISTORY. SMART EXECUTION OF DAILY EVENTS IN ACCORDANCE WITH THE PLAN OF THE DAY IS A HALLMARK OF AN ORGANIZED AND EFFECTIVE SHIP AND CREW.
3. ACTION. THE FOLLOWING MANDATORY EVENTS WILL BE CONDUCTED BY ALL COMNAVSURFLANT AFLOAT COMMANDS AS PART OF THE SHIP'S DAILY ROUTINE:
A. COLORS. MORNING AND EVENING COLORS SHALL BE CONDUCTED DAILY, WHEN IN PORT, IN ACCORDANCE WITH REF B ARTICLE 1206, REF C CHAPTER 10, AND REF D. SPECIFICALLY:
(1) THE COMMAND DUTY OFFICER (CDO) SHALL TAKE STATION TOPSIDE, IN A POSITION TO VIEW AND DIRECT THE COLORS DETAIL (PREFERABLY ON THE FANTAIL OR FLIGHT DECK) DURING MORNING AND EVENING COLORS.
(2) THE OFFICER OF THE DECK (OOD) SHALL MUSTER AND INSPECT THE COLOR DETAIL PRIOR TO THE EXECUTION OF MORNING AND EVENING COLORS. DURING THE OBSERVANCE OF COLORS, THE OOD SHALL TAKE STATION FACING THE NATIONAL ENSIGN ON THE BROW OR BROW STAND.
(3) THE COLORS DETAIL SHALL BE IN THE PRESCRIBED UNIFORM AND PROPERLY TRAINED IN FLAG ETIQUETTE, AS OUTLINED IN CHAPTER 10 OF REF D.
(4) AT "FIRST CALL TO COLORS," THE COLORS DETAIL WILL ALREADY BE AT THEIR STATION AND PREPARED TO RAISE OR LOWER THE ENSIGN ON SIGNAL.
(5) THE SIGNAL BRIDGE SHALL FOLLOW THE ACTIONS OF THE CLOSEST SENIOR OFFICER PRESENT AFLOAT (SOPA) IN VIEW.
B. QUARTERS. WHEN IN PORT CONUS, CONDUCT MORNING QUARTERS DAILY (EXCEPT ON SATURDAYS, SUNDAYS, AND HOLIDAYS). CONDUCT QUARTERS TOPSIDE, AS PRACTICABLE, GIVEN WEATHER AND PREVAILING FORCE PROTECTION CONDITION.
(1) MORNING QUARTERS SHALL BE CONDUCTED AS AN IN-PERSON, FORMAL, MILITARY EVOLUTION. UNLESS AUTHORIZED TO BE ABSENT, EACH SAILOR WILL BE PRESENT.
(2) AT MORNING QUARTERS, DIVISIONS SHALL BE FORMED UP IN RANKS AND MUSTER TAKEN. WHILE THE DIVISION OFFICER AND/OR LEADING CHIEF PETTY OFFICER IS ATTENDING KHAKI CALL, THE DIVISION SHALL BE BRIEFED ON THE PLAN OF THE DAY.
(3) THE DIVISION OFFICER WILL INSPECT HIS/HER DIVISIONAL PERSONNEL AT EACH MORNING QUARTERS.
C. DUTY SECTION TURNOVER. WHEN IN PORT, THE ON-COMING AND OFF-GOING DUTY SECTIONS WILL BE MUSTERED PRIOR TO TURNOVER. THE OFF-GOING DUTY SECTION MAY BE RELEASED ONCE THE CDO IS SATISFIED HE/SHE HAS A COMPLETE DUTY SECTION INCLUDING, AT A MINIMUM, A QUALIFIED FIRE PARTY AND REQUIRED AT/FP SECURITY FORCES.
D. MESSING AND BERTHING. THE EXECUTIVE OFFICER WILL INSPECT MESSING AND BERTHING SPACES DAILY, WHILE AT SEA AND IN PORT, PER REF E. DURING WEEKENDS AND HOLIDAYS, THE COMMAND DUTY OFFICER SHALL CONDUCT THE INSPECTION OF MESSING AND BERTHING. RECORD MATERIAL DISCREPANCIES DISCOVERED DURING THE DAILY INSPECTION IN THE CURRENT SHIP'S MAINTENANCE PROJECT (CSMP).
(1) BERTHING. VERIFY ALL PERSONNEL HAVE AN ASSIGNED/LABELED RACK, LOCKER, SERVICEABLE LINENS, AND RACK CURTAINS.
(2) HEADS. ALL COMMODES, URINALS, SINKS, SHOWERS, AND DRAINS MUST BE CLEAN AND OPERABLE. SHOWER CURTAINS, MATS, BULKHEADS, AND DECKS MUST BE CLEANED AND SANITIZED TO PREVENT MILDEW.
(3) MESSING. ENSURE THOROUGH CLEANLINESS OF GALLEY SPACES, SERVING LINES, AND TRASH PROCESSING ROOMS.
(4) A FOOD SERVICE OFFICER AND MEDICAL DEPARTMENT REPRESENTATIVE SHALL INSPECT THE CULINARY SPECIALISTS AND FOOD SERVICE ATTENDANTS DAILY TO ENSURE COMPLIANCE WITH SANITARY REQUIREMENTS.
E. SWEEPERS. CONDUCT SWEEPERS AT LEAST ONCE EACH DAY, IN PORT OR AT SEA.
F. 8 O'CLOCK REPORTS.
(1) THE EXECUTIVE OFFICER, OR CDO WHEN IN PORT, WILL CONDUCT 8 O'CLOCK REPORTS DAILY.
(2) THE CDO, AFTER COMPLETING HIS/HER REVIEW, WILL DELIVER THE 8 O'CLOCK REPORTS TO THE EXECUTIVE OFFICER FOR REVIEW ON THE FOLLOWING WORK DAY.
(3) THE EXECUTIVE OFFICER WILL FORWARD ALL 8 O'CLOCK REPORTS TO THE COMMANDING OFFICER.
4. RADM THOMAS SENDS.//

2012 RADM James S. McFarland NJROTC Scholarship Award Winners

Three Bloomfield Indiana High School Naval Junior ROTC cadets earned $2000.00 in Rear Admiral James S. McFarland NJROTC scholarships in 2012.  Christian Chumley, Zachariah Query and Eric Stewart were selected by a group of active duty and retired cryptologists for this scholarship based on their handwritten essays about their experiences as NJROTC cadets.  LCDR Frank Starr (a retired 1610) is the Senior Naval Science Instructor at Bloomfield High School.  His cadets in Kentucky, Alabama and Indiana have been the recipients of the RADM McFarland NJROTC Scholarships since 2005.  Normally, $1000.00 is awarded each year.  In 2012, RADM Andy M. Singer generously contributed an unsolicited additional $1000.00 for this scholarship award.