Number Thirty-Six Summer 2011 .

ASSOCIATION

Newsletter

RDML (Sel) Jaynes received her commission from Officer Candidate School in Newport, RI in 1983. Early duty stations included Training Squadron Eighty-Six (VT-86) in Pensacola, FL as the Line Branch Officer and Material Control Officer; Aviation Maintenance Officers School; and Patrol Squadron Five (VP-5) in Jacksonville, FL where she completed two deployments as the Maintenance Material Control Officer. She was then assigned to AIMD Mayport, FL http://www.amdo.org

Make it a matter of routine to check the AMDO Association Web Site daily. We're always adding information and articles of interest to the community. Here's what you'll find:

� Breaking news of interest � Selection board results as soon as they are released � E-mail addresses for hundreds of AMDOs, plus our aviation

LDO and CWO brethren (Check yours and make sure its up-to-date)

� ALNAVs of interest to AMDOs � AMDO Photo Gallery for your entertainment � The Aviation Maintenance Encyclopedia � AMDO Merchandise – hats, shirts, ties, cups, etc etc � .…and much, much more

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Check the mailing label on your Newsletter. If the membership expiration date above your name is June 2011 or prior, please renew now. Send your $20 renewal check to the AMDO Association at the address on the back cover OR you can renew with your credit card via PayPal at www.amdo.org/members.html. While you’re at it, update us on your phone numbers and e-mail addresses as well as what you’ve been doing lately. Thanks!

We do send e-mails to remind you when renewal is due, but keeping ahead of the game is truly appreciated.

Featured Articles How to Be a Successful Carrier MO ................. Kim Schulz Got SubSpec? ...................................................... Brett Ingle Honor Flight 2010 ......................................... Dave Mozgala Observations of an AMDO Graduate ................. Phil Smiley So You Want to be an L-Class MO? ................. Rex Burkett The Warrant’s Lessons Learned ....................... Keith Kaiser

Meet CJ Jaynes – the AMDO Community’s FY12 Flag Selectee

PAMO Symposium 28 - 30 June Virginia Beach, VA

Check www.amdo.org for details It’s not too late to sign up and attend

More info on Page 4

where she held positions as the Quality Assurance Officer, Production Control Officer, and Assistant Maintenance Officer. A brief assignment as the Assistant Maintenance Officer at Commander Helicopter Wings Atlantic followed. CAPT Jaynes then reported to the Naval Aviation Engineering Service Unit (NAESU) in Philadelphia, PA as the F-14 Program Manager, and later as the Executive Assistant. An overseas assignment followed as AIMD Officer, Diego Garcia. Upon her return, RDML (Sel) Jaynes reported to NAVAIR as the PMA290 Deputy Assistant Program Manager for Systems Engineering for the P-3C. She then proceeded to DCMC Northrop Grumman El Segundo, CA as the F/A-18 Program Integrator responsible for Engineering, Production, and Quality for the F/A-18E/F Super Hornet. RDML (Sel) Jaynes served as the Officer-in-Charge of Aircraft Intermediate Maintenance Detachment Lemoore from July 2000 to May 2003. While at Lemoore she implemented Lean Manufacturing, the first such effort in Naval Aviation for a process which was subsequently implemented at all Navy and Marine Corps intermediate activities and became the standard by which production was measured. Her next assignment was the F/A-18 and EA-18G Assistant Program Manager for Logistics (APML) responsible for over 1,300 U.S. Navy and FMS aircraft, and the development of the EA-18G Growler. (con’t on page 3)

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Greetings, fellow Greenshirts! As the summer of 2011 arrives, there are a number of interesting topics that I

would like to address in this issue of the AMDO Newsletter. First, I’d like to congratulate RDML (s) “CJ” Jaynes on her promotion to Flag Rank. RDML(s) Jaynes has a wealth of maintenance and acquisition experience that will serve her (and us!) very well as she steps up to help lead Naval Aviation and our AMDO community into the future. She has orders to be the Assistant Commander for Logistics, NAVAIR (AIR-6.0), and I will be passing the reins to her in early July as I move on to the Pentagon to be the Director of Fleet Readiness, OPNAV N43.

As most of our readers are aware, the Fleet Readiness Centers were established by the 2005 Base Realignment and Closure (BRAC) Commission legislation. 2011 marks the end of the BRAC 2005 implementation period, which means that the BRAC implementation funding dries up and that reporting of BRAC savings to CNIC and GAO ends. I am happy to report that as we close the official books on the BRAC-mandated savings accrual, the FRC’s have racked up a remarkable $1.18B in savings from the six categories tracked by our auditors. This is $173M above the BRAC FYDP-to-date plan, and we expect to end the year even farther ahead. This achievement is the result of a lot of innovation and hard work from many, many people from within our FRCs, CNAF, NAVAIR and OPNAV staffs, FST engineers and logisticians, NAVICP, and DLA. The BCM interdiction and Airspeed activity that are the primary engines of these savings will continue to provide not only lower costs to our fleet customers but better readiness as well. The “out of the box” thinking that the FRC concept represents is something we as Greenshirts should celebrate and foster as we confront the challenges facing us in the coming years.

Last month I had the opportunity to attend the Boots on the Ground (BOG) event at North Island, CA. The BOGs are Naval Aviation Enterprise sponsored events that began almost ten years ago in Lemoore and Whidbey Island to bring senior leadership attention to maintenance and logistics issues that those sites were wrestling with. These events have evolved over time, but the purpose and theme have remained the same: 1) to elevate barriers to cost-wise readiness at the sites and 2) to showcase best practices and Airspeed projects for replication across the NAE. The North Island event was very well attended, with 8 Flag and General Officers, including the Air Boss, VADM Myers, and Deputy Commandant for Aviation, LGEN Robling. The event included stops at various shops at FRCSW, an Advanced Technologies demo, the F-18 High Flight Hour inspection line, HSM-77 and VRC-30. The tour stops illustrated the continuum between O, I and D levels of maintenance and the synergy between the FST engineers and loggies and the production lines. It was evident throughout the day that our Airspeed tools continue to bring great benefit to the NAE, and that the innovation of our sailors, marines, and artisans is driving process changes to improve readiness and reduce costs and turn-around times. I would encourage all Greenshirts to attend these BOG events whenever you have the opportunity.

This year’s budget cycle continues to bring both challenges and opportunities. After spending the first six

months of the year under a Continuing Resolution, we now have a FY11 appropriation that is adequately funding depot maintenance and the flying hour program this year but is still squeezing the aviation support accounts. The FY12 budget is being marked up on the hill now, POM13 is being locked down within the services on its way to OSD, and the POM14 process will be starting up shortly. We will be facing some significant funding gaps in the aviation accounts in the future, and it will take our best and brightest minds to help drive down the costs of maintenance, repair and overhaul of our increasingly complex weapons systems. The big leadership changes coming in the Pentagon, the momentum on the hill to tackle deficit reduction, the administration’s pledge to reduce defense spending by $400B, and an election season that is starting to ramp up all mean that we’re in for a bumpy ride.

I recently signed out a new AMDO Mentorship Instruction that is meant to improve this important program.

The changes we are implementing with this instruction will make it easier to establish the mentor-protégé relationship and give more flexibility in maintaining these relationships as you move along your career path. Lead mentors will be assigned by geographic region and they will ensure all officers in their “AOR” have the opportunity to link up with a mentor. The program will be optional, but the bottom line is that everyone (myself included!) needs a mentor that you can trust to give good advice on career, professional, and personal growth matters.

The Admiral’s Corner RDML Tim Matthews

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Lastly, I’d like to advertise the 2011 Aviation Maintenance Symposium June 28-30th in Virginia Beach, VA. In keeping with the celebration of 100 years of Naval Aviation, the theme of the 2011 symposium is “Naval Aviation in transition...supporting Naval Aviation over the next 100 years!”. Capt JC Cobell and his team have lined up a stimulating agenda with some terrific speakers, including VADM Architzel, Commander, Naval Air Systems Command and RDML Manazir, OPNAV N88. For more info check out the symposium website at http://web.me.com/sinj13/AMS/Welcome.html I hope to see you there!

Have a great summer and keep ‘em flying!

(con’t from page 1)

RDML (Sel) Jaynes subsequently assumed the duties of the F/A-18 Deputy Program Manager responsible for support of all Navy and Marine Corps Hornets and Super Hornets. She was then selected as the Program Manager for PMA202, Aircrew Systems, responsible for over 540 aircrew products. Under her command, PMA202 won the National Commander’s Award for Program Management. As PMA213, she is responsible for all Air Traffic Control Systems, Landing Systems and Combat Identification Systems across Naval Aviation, including collaboration with all the services, NATO and the FAA. RDML (Sel) Jaynes has a Bachelors and a Masters Degree in Mathematics from Indiana University of Pennsylvania; an MBA from Norwich University; a Masters Level Degree from the Naval War College; and a Systems Engineering Certification from California

Institute of Technology. She is a member of the Defense Acquisition Corps. Her awards include the Legion of Merit, Defense Meritorious Service Medal, Meritorious Service Medal (four awards), Navy Commendation Medal, Navy Achievement Medal, National Defense Service Medal (with Service Star), Global War on Terrorism Service Medal, and numerous unit awards. RDML (Sel) Jaynes has orders to NAVAIR 6.0, Assistant Commander for Logistics.

RDML Tim Matthews, NAVAIR, AIR 6.0, COMFRC discusses the MH-60 common cockpit display with RADM Thomas Moore at the Boots on the Ground event held at NAS North Island on May 11, 2011.

CAPT Peter Hunt, CNAP/CNAF NAE IRMT, discusses the removal of fasteners from an F/A-18 inner wing with FRCSW artisans during the May 11, 2011 Boots on the Ground event at NAS North Island.

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2011 Aviation Maintenance Professional Symposium information

When 28 – 30 June 2011 Where The Westin Hotel, Virginia Beach Towne Center, 4535 Commerce Street, Virginia Beach, VA 23462 Who All designators (150x, 151x and 152x), aviation Limited Duty Officers, Chief Warrant Officers, Supply Corps

officers and Marine Corps officers 6004/6002 MOS, active duty and retired, as well as senior aviation maintenance civilian workforce members are invited and encouraged to attend.

What This symposium will provide an opportunity for the aviation maintenance community to discuss a broad range

of professional and career issues of interest and concern. This is a forum where members can address and work towards innovative solutions to today's issues and tomorrow's aviation maintenance challenges.

Theme "Naval aviation in transition...supporting naval aviation over the next 100 years!" Sign up by 22 June for the symposium and the dinner at http://web.me.com/sinj13/AMS/Welcome.html Hotel The hotel block has closed, but SpringHill Suites about 10 minutes away still has rooms at a good rate. POCs CAPT JC Cobell at 757-433-6004 or CDR John Zrembski at 757-444-5705 Schedule Overview Monday, 27 June 1000 Golf - Florida 4-Man Best Ball at NAS Oceana. 1800 Check-in desk opens at the Westin Hotel Tuesday, 28 June 0730 Check-in desk opens at the Westin Hotel

0800 Introduction and admin remarks 0830 Presentations 1200 Lunch on your own 1300 Presentations continue 1700 Presentations conclude 1800 Social & Happy Hour at the Westin Hotel. Cash bar w/light hors d-oeuvres. Wednesday, 29 June 0800 Keynote talk by VADM Architzel, COMNAVAIRSYSCOM 0900 Presentations 1200 Lunch on your own

1300 Presentations continue 1700 Presentations conclude 1800 Dinner with a special guest speaker at the Westin

Hotel. You'll get a fascinating inside look at what went on inside the President's Emergency Operations Center on September 11, 2001.

Thursday, 30 June 0800 Presentations continue 1100 Symposium concludes

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� Congrats to the following FY12 active duty Captain selectees:

Steve Crawmer Brian Jacobs Jim Parish Tim Pfannenstein Joe Rodriguez

� Congrats to the following FY12 active duty Commander selectees:

Jim Belmont Bret Bishop Scott Carter Grady Duffey Brett Ingle Steven Leehe Joe Montes Bobby Savanh Rod Simon David Vondrak

� Congrats to the following selectees from the Aviation Command Screen Board for their forthcoming assignments:

CVN65 - Tony Kelly CVN68 - Frank Bennett CVN69 - Darren Jones CVN70 - Paul Choate CVN71 - Steve Leehe CVN72 - Jacky Lapacek CVN73 - Joe Montes CVN74 - Jim Belmont CVN75 - Art Harvey CVN76 - Mike Morgan CVN77 - Jeff Chown FRCSE - Dave Vondrak FRCSW - Brett Ingle FRCMA Norfolk – Bret Washburn FRCSW PT Mugu - Bobby Savanh

� Congrats to the following AMDOs upon completion of their PAMO PQS:

LT Andres Pico LT Daniel Reid LT Joshua Kaiser LCDR Joseph Tindell LCDR Russell Greggory LT Robert Vohrer LT Richie Mercado LT Charles Castevens LT Chad Jelsema LT Nicholas Mulcahey LT Alex Palomino CDR William Franklin LCDR Kentaro Tachikawa LT Tommie Crawford LT Eric Quarles LT Rich Agullana LT Steve Holland LCDR Eric Edge LCDR Barbard Bauer-Chen LT Murat Sarisen LCDR Joshua Macmurdo LT Nick Walker

� Congrats to LT Mike Marino (1305) for being selected for redesignation into the 1527 FTS community. � Congrats to LCDR Mike Mulhern for being selected into the Acquisition Corps and congrats to the following

AMDOs for being chosen as Acquisition Corps Eligible:

LCDR Lane Cummins (1527) LCDR Bob Dispaldo (1525) LCDR Grady Duffey (1520) LT Charles Elliott (1520) LCDR John D Harris (1520) LCDR Marilee Pike (1520)

Community News: Congrats to our Selectees

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� Congrats to the following FTS/SELRES AMDOs on their selection to Commander:

FTS Rich Fairchild Scott Gilpin Bruce Osborne Frank Seguin SELRES Kelvin Askew Bob Dispaldo Sean Neally

� Congrats on the following FTS/SELRES AMDOs on their selection to Lieutenant Commander: FTS

Luis Echevarria John Goeres Gary Horsey Kelly Varonfakis

SELRES Thomas Elliot Dwight Kitchens Kevin Levija Suzan Richardson Chad Trevett Holly Wysham

� Congrats to CDR Tim Pfannenstein, who was selected as 2010 Admiral Stanley R. Arthur award (individual)

winner for logistics excellence. The Admiral Stanley R. Arthur Awards for Logistics Excellence are bestowed annually to individuals and teams who epitomize logistics professionalism and excellence. Nominees may be involved in any or all phases of Navy logistics from early life-cycle planning to in-service logistics support. Tim was recognized for his work at Fleet Readiness Center South East, where he applied Continuous Process Improvement principles to streamline production lines and reduce costs. In addition to the nice plaque, he will receive a $5,000 check for his superior performance.

� We're sad to report the passing of retired AMDO LCDR Carlos Koski, YG71, of Orange Park, FL on 20 January.

A service with full military honors was held on 24 January.

� We're sad to report that retired AMDO Captain Bob Duff, YG61, of Midlothian VA died on January 26. Bob was one of the original 100 AMDOs, and a charter member of the AMDO Association.

� Retired AMDO Captain John Hall, YG64, of Burke, VA died on 14 May. A service will be held at Arlington National Ceremony on 19 August. John was one of the original 100 AMDOs, and a charter member of the AMDO Association.

USS Theodore Roosevelt AIMD in Dry Dock The Big E’s AIMD Officers

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YG 59 Hank Baker dodged a bullet and we’re happy to report that his ticker is doing fairly well now that he’s back on lasix.

YG 60 Sandra and Mack Prose travelled to Naples, Italy this spring to visit daughter Lisa, son Joe, and the grandsons. Lisa is at COMSIXTHFLT completing her final USN tour before retiring.

YG 61 Al Robbins got to swear one of his sons into the Naval Reserve’s Medical Service Corps in November.

YG 64 Bob Ferguson is fighting radiculopathy, which involves three damaged nerves on his lower spine, no doubt caused, he says, by an ejection from an A-3D many years ago. Bob is doing OK and living with the pain. He’s spending his time gardening and painting is his therapy. Bob has become self-sufficient since his wife died four years ago. He sends his regards to all the great AMDOs. We’re sad to report that John Hall passed away on 12 May following complication during hip replacement surgery. John was AIMDO aboard USS America in 1977 and 1978. After that he was the AMDO community detailer. Tours as NAVAIR AIR-417, -552, and -411 followed. John spent his retirement years working for the Center for Naval Analyses.

YG 65 Doc Savage recently spent some quality time in St Johns, USVI, staying right on the water at Cruz Bay, about a block off the ferry dock. Doc says there's a range of accommodations to fit every desire and St Johns is a water paradise, and a sailor's dream. In June Doc will be back to the Outer Banks for another week where he will get to mingle with his kids and grandkids again. He does that about five times a year because he has a shared ownership unit at Ships Watch in Duck, just north of the Kitty Hawk area. In between those visits, Doc is in San Diego, Memphis, Honolulu, or wherever!

YG 69 Bill Adams reports that things are doing well with the tree farm. Bill has actually found some time to take up painting after a long hiatus, and is getting some expert instruction. Son Greg is currently at the Naval War College. Nancy and Marty Reagan spent part of February scouting places in Florida in which to winter over next year when they’re both no longer working fulltime. In April, they made their first river boat cruise to The Netherlands and Belgium, and highly recommend this part of the world. The visit to the Keukenhof Gardens, 80 acres of spectacular tulips in full bloom, was a highlight. A cruise from NYC to the New England and Canadian maritime provinces is on the books for September and October, as is a western Caribbean cruise in January. On 5 May, Phil Smiley spoke at the Whidbey Island AMDO luncheon. His comments can be found in the article “Observations of an AMDO Graduate” in this newsletter. Phil is instructing for free with the Civil Air Patrol and for money (very little money, he says) charging $30 per hour for the Boeing Employees Flying Association and off-the-street customers. Lee Thomsen reports that he’s doing OK except for a few more visits to Bethesda but they are keeping him well. Lee will probably shift to the next phase of his life late next year but hasn't made up his mind what to do. The “what” may include living part time in Poland, helping his son in his wood shop in South Carolina, seeing grandkids, and travelling. Ron Walker has been the County Manager for Mohave County, AZ since 2001. He says that outside of being “target number one” for the political blogs, he is a Public Lobbyist for the county. Ron recently received the honor of becoming the Chairman of the Board for Arizona Town Hall, a private, non-profit civic organization created in 1962. Ron is also Chairman of the Board for the Arizona Counties Insurance Pool which provides liability insurance to 11 of Arizona’s 15 counties. Ron says that life for him and Sally is good, and he’s headed to become a “triple dipper” when he retires from the State of Arizona in December 2012.

WHERE ARE THEY NOW?

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YG 70 Louise and Fred Braman recently travelled to Machu Picchu in Peru. Jane and Mike Kiem just returned from their Marriott timeshare on Maui, and will be doing the Amsterdam to Budapest river cruise with Viking this September.

YG 72 Joel Lovett has been working on the USS Midway Museum in San Diego as a Docent. He says its lots of fun; there are lots of old farts like him with some good sea stories. Mike Kiem will be out to San Diego in June for his nephew’s retirement and he and Joel plan to play golf at least once.

YG 73 Tom Reed reports that he has landed a dream job at his local Toyota dealership in NC. When they have a customer who wants a car that is not on the lot (options/color), the dealer screens inventories of other dealers around the state. When they find the car they're looking for, they arrange a new car trade and Tom picks it up and drives it back. Tom says that it's been fun and gives him beer money.

YG 74 Mike Bachmann is the VP for C4I Strategic Programs with URS Corporation in Arlington, Virginia. Dave Leeson is the PM for March ARB, Los Angeles AFB, Air Force Plant 42 & Environmental Restoration Process Optimization (ERPO) at Lackland AFB, Texas. Mike Williams reports that life is fine in Georgia. Mike’s twins are now 17 and juniors in high school.

YG 76 Maury Gallagher is settled down in God's Country, northeast Iowa, and is enjoying retirement. After retiring Maury sold real estate for a few years but finally decided that he was too honest to stay (survive) in that business. For a few years, he tended bar a couple of days a week at the country club, mostly as an excuse to go to town and see other people. Maury says that he could easily be a hermit there in Iowa. The Gallaghers built a log house about a hundred yards from the best trout stream in Iowa. He also gets in some deer and turkey hunting (but he usually doesn’t shoot anything) and walks the woods this time of year in search of shed antlers. For the past ten years Maury has been writing feature stories for the

newspapers in his area, and has interviewed and written the stories of over 150 WWI, WWII, Korean War and Vietnam veterans from his county. He says that it’s amazing the history that those vets experienced, from WWII bomber pilots to Korean War tank drivers to Vietnam naval aviators, etc. His first 101 veteran stories were published in a book. Maury says that he tells folks that he doesn’t miss the work, and especially the family separations, in the Navy. What he does miss is the people, those he worked for and those who worked for him. He keeps telling himself that one day he will see his old friends again, and he sincerely hopes to do that.

YG 78 Charlie Code is in his fourth year as Navy JROTC instructor at Northview High School (about 35 miles north of Pensacola). Charlie was named “Teacher of the Year” for 2010, and humbly says that he is at a great school and community, and he’s really enjoying working with the students in the JROTC program.

YG 79 Winn Harris earned his Formation Flying Wingman Certificate on April 3, 3011. Winn hopes to fly in an air-show or two before the year is over. A nice photo of him in his experimental Blue/Yellow RV-4 is posted on the amdo.org website. Carlos Lozano moved to Chandler, AZ where he will still be working with ITT, but from his house in AZ.

YG 80 Larry Kimbrow has a nice photo on his Facebook page with Jim Cantore of "The Weather Channel" in Poplar Bluff, Missouri taken on May 25, 2011 about 10 minutes before the tornados showed up.

YG 81 The Association welcomes into membership Steve Cobb, who is a Maintenance Program Engineer with Alaska Airlines at SEATAC airport. Brian Forsyth is an independent contractor supporting the Navy ERP Program. Navy ERP is now the financial system of record for the four major Navy Systems Commands. Brian’s group recently completed the last phase of a three-phase implementation at NAVICP, to replace the UICP system. When not working in Annapolis, he can be found sailing, rowing, or riding his bike around Solomons, MD.

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YG 82 Kent Caldwell has ventured out and started his own company. Integrated Logistics Support Solutions (ILSS) provides Warfighter-focused, taxpayer-friendly full life cycle logistics support, from concept development to disposal. ILSS performs systems engineering in Reliability, Availability, Maintainability, and Supportability; provides professional engineering and logistics support and consulting; life cycle cost analysis; performance based logistics support; and all aspect of Acquisition and Operational Logistics Support and Services in all logistics elements. Tim Holland’s program, Next Generation Enterprise Network (NGEN) (PMW-210), was decommissioned with NMCI (PMW-200) on 24 February. The new program, Naval Enterprise Networks (NEN) (PMW-205), was commissioned that same day and will comprise NGEN, NMCI and OCONUS Networks. Tim’s official retirement date was 1 June. Tim Matthews is moving from his position as COM, FRC to OPNAV as Director, Fleet Readiness Division, N43. Vince Scott arrived at DHS/FEMA in February and has been sipping from the proverbial information fire hose since. However, Vince says, it isn’t much different than PCSing to a new position in the Navy - both come with new job responsibilities to learn. He’s now Director, Program Analysis and Evaluation in the Office of Policy and Program Analysis for DHS/FEMA.

YG 83 Theresa Braymer quit her job last month. She says that years of constantly living on the road finally got to her and she’s now enjoying a leisurely retired life at her home in Colorado.

YG 84 Dave Seaton has moved to Moyock, NC, but is still working for TQI Solutions, Inc. in Chesapeake.

YG 85 Mike Belcher turned over PMA260 to Fred Hepler at a combination change-of-command/retirement ceremony on 9 June. Mike will be taking a GS15 Deputy PM position in NAVSEA PEO Carriers. David Randle retired in May and will be staying in the southern Maryland area.

YG 87 Graham Guiller will be retiring on 4 August 2011 after almost 40 years of naval service. He recently turned over his duties as CHSMWL Maintenance Officer, and currently is the CHSMWL OIC at the Jacksonville Det. Graham plans to stay in the Jax area. Joanie Strayer has moved back to the states where her husband is the XO of the NROTC unit at the University of Oklahoma. She says that they loved Germany, but it's nice to be able to pay for gas at the pump, go to the mall on a Sunday, and turn right on red again. Joanie is still a stay-at-home-Mom; her kids are finishing up 3rd grade and kindergarten. Matt Webber has moved from FFC to COMFAIRFWD (formerly COMFAIRWESTPAC) as the Maintenance Officer.

YG 89 John Kemna is taking over as XO, FRC SE.

YG 90 Tim Pfannenstein is now code 6.2 at COM FRC HQ in Pax River. See the note on page 6 about Tim winning the Stan Arthur Award. After Jeff Tandy’s tour at New Orleans, he spent the next year attending ICAF as the first 1527 to be accepted in the AMDO FTS community’s 20-year history.

YG 91 Terry Reddaway has retired after 32 years and has now joined the Northrop Grumman team in St Augustine, Fl. as a Quality Manager. Despite a NAVAIR and an extended NPC tour, he says that the hangar deck still feels like home to him. Gene Santiago turned over AIMDO of USS George Washington to Louis Goncalves in March/April. Gene has transferred to CSFTP in San Diego.

YG 93 Russ Dickison is enjoying life as the CSFWP Wing Maintenance Officer. Eric Simon was relieved by Allen Blaxton as OIC of FRC SW Det Pt Mugu in January. Eric took John Kemna’s job as FRC SW Production Officer.

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YG 94 Angel Bellido finished his tour at COMNAVAIRLANT and has reported to NAVAIR PMA260 to work on the eCASS program. Joel Tessier is now Executive Officer/Director of Operations of the 33rd Maintenance Squadron (33 MXS) Eglin AFB, FL.

YG 95 Kelly Covey retired on board the USS Midway Museum in May.

YG 96 Barbara Bauer-Chen retired officially on 1 April and has moved to Yokosuka with her husband and kids. In February Joe Byers' Pleasant Valley Energy received the Global Humanitarian Leadership Award for the Village of Hope "Joe Dome" Project. Joe has been busy working with the Monolithic Dome construction team in Italy, Texas and finally finished the construction design manual two weeks ago for construction of the first prototype village. Joe has filed a provisional patent in New York for the concept and will be updating the design as the project progresses. The first site assessment was conducted in April and the team from Texas flew to Nigeria with him and members from the African Women Economic Consortium who donated 200 acres of land for the first village construction. Mitch Garcia is just completing his tour in PMA299 and is PCS’ing to the CNAF AMMT.

YG 97 Jim Belmont completed his tour as CVW-2 CAGMO and is now at FRC NW. Grady Duffey completed his tour as CVN76 AIMD Assistant Maintenance Officer and has reported to NAVAIR PMA290.

YG 98 Mike Hersey is now at Commander, Fleet Air Forward (CFAF) in Atsugi, Japan as the Defense Policy Review Initiative (DPRI) Manager and Assistant Maintenance Officer (AMO). Terry Mejos’s reserve Unmanned Aerial Vehicle Unit (NAVAIR 0966), in which he recently served as Maintenance Officer/GGFR during his IA tour, received

the NAVAIR National Commander's Award RDT&E Category in 2010. This was a special project to test, during an actual OCONUS deployment, the capability of the MQ-9 UAS and new weapons systems to operate in a littoral environment. It's a highly compressed, non-traditional way of testing, and deploying new weapons systems, integrated with other existing DoD assets. Terry says that this was highly challenging, yet a very intellectually rewarding tour where he got to experience first-hand the training, certification, deployment, and the forward on-site stand-up phases of the project. Mike Marrero turned over his job as AIMDO, Sigonella and is now at SPAWAR as the Aviation Assistant Program Manager (APM) NALCOMIS, PEO C4I, PMW-150. Mike Wagner completed his tour at DCMA in St Louis and is now assigned to AIMD Sigonella, Italy.

YG 99 James Cherry completed his tour as CASS APML in PMA260 and has transferred to VAW-125 in Norfolk where he is the AMO. Holly Falconeri is now the MMCO aboard USS George Washington.

YG 00 Dave Hunt will be retiring and transitioning to a civilian career in October. Maria Reyman is enjoying a beautiful spring in Camp Eggers, Kabul, Afghanistan where she is working for the NATO Training Mission-Afghanistan. Maria has another six months to go and she can't wait to get back to the real Navy! She says its been an interesting tour, but the Army cats are a whole other breed.

YG 01 The Association welcomes into membership Eric Edge, the Navy ERP and Deckplate Fleet Liaison in NAVAIR 6.8.4.

YG 02 Sam Bornino has taken over as Director of AMO school. Calvin Cunningham completed his tour in HSL-47 and transferred to HSL-51 in Atsugi. John “Tuna” Fisher just returned from an assignment to Africom and is back with HEICO Aerospace as the

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Strategic Contract Manager – Technical on-site at the UAL - SFO Maintenance Operations Center.

YG 03 Eric Quarles moved from FRC Mid-Atlantic to HM-14 and is having a great time as the DET MO in Pohang Korea with two birds and a fantastic crew of maintainers working on one of the oldest aircraft in the fleet. Paul Thomas is now AMO in VAQ-129 at Whidbey.

YG 04 Will Judd completed his tour in HSL-51 and is now the Production Officer at FRC WestPac in Atsugi. Nicholas “Lisa” Walker PCSed and is now attached to VFA-22 where he is the AMO.

YG 05 Kyungnho Kim is a student at NPS in Monterey. Jeff Tomaszewski is serving an IA with the Joint Operation Command in Iraq until February 2012. Bob Wainscott transferred to USS John C. Stennis (CVN 74) in Bremerton, WA where he is the IM-2 DIVO.

YG 06 The Association welcomes into membership Andy Barerras, who is currently affiliated with HM-15 (NS Norfolk), an active-reserve integrated squadron serving as the reserve element ground maintenance officer. As a

civilian, he works for The Boeing Company in Houston, TX as a systems/software engineer. Andy is currently working on Boeing's Commercial Space Transport vehicle program (CST-100) and a number of commercial and government satellite programs.

YG 08 Todd Anderson completed his tour in VFA-14 and is now at FRC West in Lemoore. The Association welcomes into membership Caleb Wilson, a SELRES AMDO working in VFA-204. Caleb’s day job is with Lockheed Martin in Lexington, KY, where he provides acquisition logistics and sustainment planning support to USSOCOM programs.

YG 09 The Association welcomes into membership Aaron Burdt, the MCO in VFA-113. The Association welcomes into membership Lawrence Schuman, the QAO in VFA-11.

YG 11 The Association welcomes into membership Phillip Martinez, a SELRES in VR-59 where he is assigned as MMCO.

Didn’t see your own news here? Just send an update to newsletter@amdo.org.

Mary Ann Blaum, FRCSW Commanding Officer's executive assistant, retired after 29 years of service. On December 10, 2010, eight former Commanding Officers joined FRCSW CO Capt. Fred Melnick in bidding her a fond farewell. Pictured left to right are: Capt. E. L. Chenoweth (May 2000-Nov. 2001); Capt. Fred Melnick (Aug. 09-current); Capt. W. T. Trainer (Nov. 04-Mar. 06); Capt. Tom O'Connor (Jun. 85-Jun. 89); Capt. Pete Laszcz (Nov. 01-Apr. 03); Mary Ann Blaum; Capt. Colleen Watry (Oct. 98-May 00); Capt. Phil Monroe (Jun. 82-Jun. 85); Capt. Jim Woolway (Apr. 03-Nov. 04); and Capt. Mike Kelly (Jan. 08-Aug. 09). Photo by Scott Janes.

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BY CDR KIM SCHULZ (’92)

I have been meaning to write this article for over a year and a half after leaving the USS DWIGHT D. EISENHOWER as the AIMD Maintenance Officer. I spent 26 months on board the carrier and had the opportunity to experience a six month Planned Incremental Availability (PIA) in Portsmouth, work ups, and Operation Enduring Freedom (OEF) deployment. I want to share some of my Lessons Learned so that they don’t have to become yours! I am intentionally not getting into the “meat and potatoes” of running an AIMD, just tips that I think are important to share: CO: Keep the CO informed. I know he is busy and waiting around to see him and talk about a Broad Arrow or personnel issue can be a pain and it is a lot easier to send the AMO or a Division Officer to wait around because your time is valuable, I would argue that is the wrong answer. Same for the XO, they need to see you. Send a messenger only when you absolutely cannot make it. XO: This guy has the hardest job in the world—hands down. Help him, especially when you pull into port. When CDO, know that your duty section is ready to go and people are accounted for. When it comes to drills, make sure you are fully supporting GQ, the repair locker, DCTT, etc. Keep him informed, even if sometimes you think it is too much; he will let you know if you are being a nuisance. Department Heads: They are your friends, really. It takes all 18 to make the carrier successful. Sure there are personalities, but when you go to work it is important to keep the high ground—easier said than done. Remember that you have more resources than most departments so you do have the advantage. I strongly recommend that if you all don’t meet at least a couple of times with each other and the XO while on shore, at sea a couple times a week. A weekly dinner or movie is a good idea too! Your team/AIMD: Man, you have the most diverse and talented group of folks on the ship and they contribute more to the ship than your fellow Department Heads will give you credit for—trust me. And you will be tapped; protect your Sailors. SEAOPDET: Can easily take on the feelings of being outcasts, that they are not part of the ship or the airwing. Get them up on deck (besides FOD walkdown) to see the aircraft they are supporting. Take them to the squadrons, have the squadrons come down and see what they are doing. This also applies to the ship’s company Sailors. Remember, when it comes to recognition, for example the Battle “E”, if the SEAOPDET UICs are not listed on the 1650, they are not entitled to wear the award. Also, mid-cruise I sent an update and kudos where appropriate to the SEAOPDET COs and OICs so they knew how their Sailors were doing - I received a lot of positive feedback from this and it was painless. CDO: Get the qual right away. Hopefully, you have completed your IM-1 tour and you can come in with your ACDO or ideally your CDO letter from your previous tour. Pays huge dividends with fellow department heads, especially the Navigator and XO—they know you are a team player. Black E: More than just doing your day job. Boy, did I learn this the hard way. I was tracking, all of my metrics were on target—then came the 3M inspection. I missed the mark. More to follow. Battle E: If the ship misses a milestone, you don’t get it, so contribute when you can. AMI: Zero off-track is possible. I have been there and done that. Takes dedication, commitment from all, mostly the MMCPO, he/she has the power to commit the Chiefs. And you need to have the best in QA. I have a successful strategy of how to knock out an AMI. And after crashing and burning as a JO a couple times as MMCO and AMO (ask Capt Art Pruett and Mr. Larry Straub!) I have not had more than one off-track since. About six months out from an AMI, I get the Program Managers, supervisors, CPOs and Div Os in one room once a month (until three months out then progressively

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How to Be a Successful Carrier MO: Hindsight Is Always 20/20

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weekly) and we cover every program. Everyone hears everyone’s head hurters and successes and where they can contribute. It is a great tool and I believe it promotes camaraderie and team effort. Between AMIs we all meet quarterly so the programs are not shelved until the next MPA/AMI. AIRSpeed/Continuous Process Improvement: I am a believer and think it is relevant in every setting. We made great strides on the IKE. AIMD was completely 5S’d as well as many of the other ships spaces. The Warrant ran the CPI Division as well as being the BA Manager and he did a fantastic job. It did help that the CO was an advocate and supported our efforts. We manned the AIRSpeed Office with AIMD as well as major ship’s company departments. I am not going to lie, it was difficult getting the support from my fellow Department Heads, some were all over it and others not so much. 3M Inspection: I thought we had this as a “slam-dunk-win” until the XO informed me just 12 hours after the inspection began that AIMD had failed. I couldn’t believe it, we failed because of VALAIDs. The inspector was not impressed, our Sailor fumbled and it was over before I could recoup the loss. We had the spot checks, and everything else down to a science—learn from my mistake. Lost the Black “E” my second year on board because of it. PIA: Power/water/air conditioning—where is my AIMD? Make double sure you have accountability of material and you keep your spaces clean. You will have to support fire watches and will have at least one major part of the availability that you are responsible for. Manage closely. Tilley: If Tilley isn’t working, planes aren’t flying. She is checked out to Crash and Salvage, make sure they are taking care of and exercising her. AIMD AS’s painted the CO’s motto on the boom—Greater Each Day—it was cool. Calibration: I don’t know why but some departments think that this is AIMD gear. It is theirs and you are the “jiffy lube” to maintain. It is their responsibility to get it to you on time or schedule on-sites. It is especially important for them to understand when preparing for INSURV. This does not have to be painful. AMSRR: For us, we had a drumbeat, initially met at 0630. Roughed out the message, briefed the CO, CAG and CSG (when required) and had it smooth and on the street by noon. I know every ship does it a bit differently—whatever works for the TRIAD. TRIAD: Can’t stress the importance enough. You all HAVE to communicate a lot. I recommend you attend a CAGMO meeting maybe once a month and bring your Division Officers. It is good to be able to put names with squadrons. Also remember it is not just the assigned airwing that needs your support, when the FRS comes on board they are now part of the team and should be treated as such. SFIMA: Great opportunity to assist the Strike Force. AIMD usually manages. Don’t forget to go out with a message stating the carrier’s capabilities, procedures for inducting parts and points of contact prior to deployment. INSURV: Painful but you are part of the team. NATEC support: My goal during cruise was to NOT go out with any NATEC assists during deployment. The morning we left for deployment the ships’ power surged and we had a NATEC leave the pier with us. I got him off in the Azores. The rest of deployment was all “distance support”. As far as I am concerned we made our goal. Be proactive on the front end, get your folks trained, send to AECTS school, challenge your Sailors, they will rise to the occasion. OBTW, your day job. I am a firm believer in MBWA. I walked every shop prior to pulling into a liberty port. Was also a great way to get eyes on target and reiterate they are Ambassadors of the United States. Most important! Don’t forget CNAF Readiness Desk. They are there to assist you in any way they can. They are the most dedicated, patriotic bunch there is and are the best of the best. Don’t hesitate to ask for help or advice. Visit them while in port and stay in touch daily, if necessary, while out to sea. And that’s it, I have rambled on long enough. I hope that this will help those of you who haven’t held the greatest job in the world yet. Those of you that have experienced being the AIMD Officer on board the world’s greatest warship and spent time at the pointy end of the spear or in RCOH, can relate to, and I am sure, add even more experiences and lessons learned.

Take care, Kim

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BY LCDR BRETT INGLE (’97), AMDO Community Manager The Navy manpower systems use subspecialty codes to identify subspecialty requirements and personnel that are subspecialists. The Navy Subspecialty System (NSS) employs subspecialty codes to facilitate the assignment of subspecialists to subspecialty-coded billets and helps to generate the Navy’s advanced education requirements for officers. The subspecialties are professional disciplines secondary to an officer’s primary designator and for the officer identify the special qualifications (education or experience) of that officer. The AMDO community currently has about 80 billets coded with six different subspecs in support of our community’s mission. Additionally, the subspecs can assist the detailer in providing the proper fit and fill of billets from an education and experience requirement. The following are some examples of coded billets: FRCs, NAVAIR, DCMAs, and OPNAV positions. All AMDOs need to understand if their current billet or past billets are coded and then ensure that their official record has the proper coding (check your ODC). I would suggest that it is also important for promotion purposes, proper documentation of all qualifications so the board has the total picture. The total inventory of AMDOs with supspecs is about 90 out of 430 officers assigned to the community. The following is the coding of the basic subspec: Subspecialty codes consist of four numerals: (1) The 1st digit indicates the subspecialty Major Area:

1 = Staff Corps; 2 = National Security Studies; 3 = Resource Management and Analysis; 4 = Applied Disciplines; 5 = Engineering and Technology; 6 = Operations;

(2) The 2nd digit indicates Concentration Area; (3) The 3rd and 4th digits provide specificity (further

specialization as required). The following are the common subspecs for AMDOs:

3121 - Logistics and Transportation Management – Logistics

3130 - Manpower Systems Analysis Management 3150 - Education and Training Management 5400 - Aeronautical Engineering 5401 - Aeronautical Engineering – Avionics 6201 - Information Systems and Technology

Additionally, the subspec will have a suffix definition for the education and experience. Here is a listing of the more common ones:

P- Master’s level of education - Master’s degree in an approved Navy-specific subspecialty. Q- Proven Master’s level of education - Experience tour after Master’s degree, meeting tour length requirements (minimum 18 months) R- Proven significant experience. If officer is S coded before tour, he/she will leave with an R code after tour (minimum tour length of 18 months). S- Significant experience. Professional experience and knowledge of theories, principles, and processes in the subspecialty field. Knowledge obtained through on-the-job (OJT). Officer must serve 18 months in a related job to obtain the S code. No experience needed to fill the billet. Preference is to fill with an S coded officer. The subspecialist designation can be gained by meeting the Education Skill Requirements (ESRs) and Core Skill Requirements (CSRs) for a particular subspec. The subspecialties normally require a Master’s or higher degree program; please visit this link for more info: https://navprodev.bol.navy.mil/nss/information/RequestingSubspecialtyCodes.asp CSRs specify the functional areas covered by a subspecialty discipline; CSRs are a set of quantifiable skills, traits and experiences that a subspecialist must possess to perform acceptably in a coded billet. ESRs are the degree program elements required to meet a subspecialty’s CSRs. Degree programs require a formal education curricula that meets occupational requirements (billets must be reviewed as directed in DoD Directive 1322.10 and OPNAVINST 1520.23B). OPNAVINST 1000.16 series and OPNAVINST 1520.23 series set subspecialty policy. This manual details procedures for establishing and applying subspecialty codes and describes the roles of the stakeholders and activities. The Point of Contact information for NSS is located at the Navy Subspecialty Web site: https://navprodev.bol.navy.mil/. Click on Navy Subspecialty System then click on the help/information section and scroll down to Subspecialty Codes. If any other information or assistance is required, please contact the OCM. Have a great Navy day and get your record up dated – stay above the crunch!

Got SubSpec? Get yours!!!

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BY CAPT DAVE MOZGALA (’68)

Have you ever felt like there was something you absolutely MUST do? I’ve had that experience twice last year. Perhaps these kinds of compulsions are a function of the aging process, but I’m learning to act on them.

The first was number one on my Bucket List: a strong desire to visit Omaha Beach and the U.S. cemetery in Normandy, France. In June, Kathy and I included these sites with a cruise to the Baltic and North Sea countries. Needless to say, seeing the high ground the Germans held as our guys landed on the beach, the cemetery with over 9,000 stark, orderly, white crosses, and the wall with the names of those whose bodies were never recovered was a spiritual experience.

Serendipitously, a couple of months later I was asked if I would be interested in accompanying a group of World War II veterans from New Bern, NC to Washington, DC as part of the Honor Flight Network (refer to www.honorflight.org). Another MUST-DO opportunity. I immediately volunteered. Honor Flight Network is a non-profit organization created solely to honor America's veterans for all their sacrifices. They transport our heroes to Washington, D.C. to visit and reflect at their memorials at no cost; staff members pay for their own airfare. Top priority is given to the senior veterans: World War II survivors, along with those other veterans who may be terminally ill. Of all of the wars in recent memory, it was World War II that truly threatened our very existence as a nation—and as a free society. Now, with over one thousand World War II veterans dying each day, the time to express our thanks to these brave men and women is running out.

As an AMDO I was extremely impressed by the organization and logistics prowess shown during this evolution. Each flight has a flight leader, admin assistants, team leaders (we had three: one each for the red, white and blue teams), a chaplain, a medical team, and ‘Guardians’ who are directly responsible for the every need of the vets. Following an application and screening process, I was selected to be the Guardian for three veterans on this flight. Our airport manager here in New Bern is a retired Marine aviator two-star; needless to say, he was a prime mover in facilitating all of the airport activities. To say that the entire operation was tightly run is an understatement.

On September 22nd we had a 0700 muster at the airport, and each Guardian escorted his three vets through security to the chartered airplane with assistance from local Coast Guardsmen. This involved assisting at the boarding ladder, pushing and stowing wheel chairs, helping with oxygen bottles, and hoisting those vets who couldn’t handle the stairs. Once everyone was settled

and strapped in, we departed with 160 souls on board, including 108 vets, staff, and the local press.

As we landed at Washington Dulles and the plane taxied to the gate, two fire trucks welcomed us by spraying their water cannons on the aircraft. At the arrival gate Honor Flight volunteers waved flags, shook hands, gave greetings of thanks, and guided the vets to the heads and to their buses.

We arrived at the WW-II Memorial, made head calls again (old guys make lots of head calls), and had a group photo op. As the vets proceeded to their memorial, tourists formed an impromptu receiving line on both sides of the pathway, clapping, shaking hands, and conveying thanks. North Carolina Senators Hagan and Burr, and Congressman Walter Jones mingled and spoke personally with our members. We spent over an hour at the memorial, and the stories our guys conveyed were legion. One gent had been a B-29 pilot, another a merchant mariner on the Murmansk run, and another spoke of fighting nearly non-stop for days on a Pacific island while guys on each side of him were killed or wounded, yet he escaped without a scratch. We were fortunate to have had one lady veteran with us

From the WW-II Memorial, we had a nice box lunch then toured the Air Force, Iwo Jima, Lincoln, Viet Nam, and Korean Memorials. At the Lincoln Memorial a gentleman from Ohio stopped and thanked me for assisting with the Honor Flight group; the appreciation shown to all involved by the public throughout the day was gratifying and significant. By the end of the day the vets were pretty much tuckered out, but they hung in there. One last head call at the airport and we embarked for the return.

On the flight home we had a quick dinner and a surprise ‘mail call.’ Prior to the trip we had surreptitiously contacted the veterans’ spouses to generate letters of thanks from family, neighbors, and friends. These were sent to a central address and then packaged for each individual. Seeing these old warriors anxiously opening their letters was an event reminiscent of our active duty days and touched my soul.

The reception after landing in New Bern at 1930 blew our socks off! Marines assisted the troops off the airplane, literally two-man carrying many who couldn’t make the stairs. Once on the deck the vets walked unassisted, were helped with a strong arm, or were pushed in wheel chairs. Two lines of well wishers 4 - 10 people deep all the way from the arrival gate to the short term parking lot waved flags, handed out cookies, sang 'God Bless America,' chanted 'U S A,' shook the vets’ hands, patted their shoulders, and thanked them profusely. As I was pushing my wheelchair-bound vet

Honor Flight 2010

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through the friendly gauntlet of well wishers a little Cub Scout asked me if I was a veteran; after I replied in the affirmative, he handed me a cookie and said, ‘I made this for you.’ I don’t think there was a dry eye to be seen that evening. Approximately 2,000 Scouts, Young Marines,

the Knights of Columbus, NJROTC Midshipmen, the Marine Band, active duty Marines, and many, many appreciative citizens were there to welcome home these 108 warriors at the end of a long day. It was an experience no one will ever forget.

Honor Flight 2010 NC Senator Kay Hagan and Dave Mozgala BY CAPT PHIL SMILEY (’69) [ the following is from Phil’s presentation at the AMDO luncheon held at Whidbey Island on 5 May ] I have succumbed to my wife of 37 years, Robin’s, wishes and retired from Battelle Memorial Institute where I had served as a Special Assistant for Safety in Acquisition in the Pentagon for first The Secretary of the Navy and then The Secretary of Defense staffs. It is a little advertised fact that we lose more Service personnel to disease and mishaps than we do to combat. It was rewarding and fulfilling to complete my service in the Washington arena promoting the Department of Defense risk management principles of:

� Accept risk when benefits outweigh the cost � Accept no unnecessary risk � Anticipate and manage risk by planning � Make risk decisions at the right level

Communications is bedrock to recognizing and mitigating risk. We can also use the principles of risk management to improve our personal lives. Our Aviation Maintenance Duty Officer Association is one way of promoting those communications across the active duty and retired maintenance officer community.

Observations of an AMDO Graduate

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The time away from the 14-hour days carpooling to and working in the Washington arena has given me time to reflect and I would like to share some of those reflections with you. We have relocated from Fairfax, Virginia to Kirkland, Washington - a wonderful town just 9 miles out of Seattle. Kirkland is on the east side of Lake Washington and has plenty of parks and marinas within walking distance of our house. You may recognize the name as Kirkland has the very first Costco store. John F. Kennedy standing in Bancroft Hall at the United States Naval Academy on August 1, 1963 gave the now famous quote, “I can imagine no more rewarding a career. And any man who may be asked in this century what he did to make his life worthwhile, I think can respond with a good deal of pride and satisfaction: I served in the United States Navy.” While not agreeing with the sexist nature of President Kennedy’s comment, I do agree there is no more rewarding a career for men and women alike than serving in the United States Navy. I would go on as a former member of the unrestricted line to say there is no greater honor than serving as an Aviation Maintenance Duty Officer. On the 5th of May I had the honor and privilege to fly to Naval Air Station Whidbey Island at the invitation of RDML Tim Matthews and CDR Kimberly Shultz to talk to the aviation maintenance officers. I had made earlier visits to CDR Shultz at Fleet Readiness Center NW to discuss the concept of having quarterly aviation maintenance officer luncheons similar to those that Dave Cutter has established in DC. [ Editor’s note: due to space limitations, we were unable to print Phil’s entire talk. The missing section is well worth reading; the whole story can be found at www.amdo.org/Smiley.pdf] If you are still with me this far, let me share my career observations:

1. Go to sea and perform seems to work. From selection into the AMDO community, my tours were mostly at sea or overseas up through AIMD department head afloat.

2. You have to campaign. A turning point in my career was my petitioning for Defense Systems Management College. Without that training I would not have been eligible for Major Program Manager. I think in today’s Navy you can meet many of the Defense Acquisition University requirements on line.

3. Lifelong learning counts. If you can’t get detailed into schools for your Master’s degree and other schools such as the Naval War College, complete them on your own time to be competitive. Take correspondence course on line.

4. Go to work for a Flag. They know everybody and their signature looks good on your FITREP. Talk to your detailer and everyone else to let them know you want to work for a Flag.

5. Communicate. Tell the truth. Praise in public; criticize in private and directly so you can appreciate other points of view.

6. Take care of your family. There is life after the Navy and they will take care of you.

Now for some of my career errors: 1. I bought a house in western Fairfax, Virginia when I moved to the Washington, DC area. A 0430 reveille is not

fun on a consistent basis. Especially when you can find yourself working until midnight to meet program deadlines. It is a bit better as a contractor where you can regulate your schedule. My house on Guam was about a mile from my office and Miramar was a 10 minute ride from my house in San Diego. Much better.

2. RDML Eaton offered me a program manager job at SPAWARSYSCOM which I turned down for NALCOMIS. I am not sure that it was smart to turn down an offer from the senior 1520.

3. I was funded by NAVAIR to attend a senior management course at Carnegie Mellon. I was too busy with NALCOMIS and turned it down.

4. I probably stayed in DC too long for my career. When NAVAIR left Crystal City and moved to Patuxent River, as a 1500 I probably should have moved too.

To end on a high note, here are some of my career successes:

1. Being selected as an AMDO. There is probably no greater group of people dedicated to successful Naval Aviation on the planet. In this 100th year of naval aviation many celebrations are being planned, but we should never forget the vision of Virg Lemmon and Howard Goben who planned the professional Naval Aviation Maintenance Duty Officer program which now has provided not only the active and reserve core of maintenance officers, but has also trained those now retired that are providing service to their communities all over the world.

2. Staying married to the same woman for 38 years. Robin is a source of stability and, until her most recent demand for me to move to the Seattle area, has followed me all the way around the world. Those who know both me and Robin declare she is a saint.

3. Negotiating with detailers for the best jobs available through AIMD afloat. Not always what I had asked for, but they were all great jobs.

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4. Moving when I was told to through AIMD afloat. The opportunities come quick. You have to be ready to take them.

5. Working for NAVSEA/NAVAIR/CNO and HQMC Flags. They are wonderful people with wonderful perspectives. You meet a wonderful network of folks by working with them.

6. Completing a Doctorate. A bit like practicing bleeding—but now I can whip out an article of this length in a couple of days.

7. Raising two wonderful children to adulthood who have benefited from traveling the world and being affiliated with a world class organization like the United States Navy.

As CAPT Tom Hancock used to say, “That is my story and I am sticking to it.” There is a lot more to my story, but I am not sure Marty will print all of this one. I do look forward to reading more career summaries in the AMDO Newsletter--especially from you in the trenches still fighting the good fight. Fair winds, following seas, and God bless.

c{|Ä BY LCDR REX BURKETT (’96)

Here’s how I began the journey and how I found a way to live harmoniously with the tourists (Marines). The story begins with slacker duty at Naval Postgraduate School. You know the type they talk about with free time and no stress. I quickly found that this story must have been for much better students than me. As I toiled away burning through the 105 hours of curriculum, I kept waiting for the easy part. I began thinking fondly of sea duty and the mild 18-hour days of noise and pressures that drive each day. As I neared my window for orders, I made “the call” to the detailer. Would it be sea or shore; east or west; ship or squadron? …“How about the MO job on Peleliu,” he said. With that call I began a journey to be a MO for the second time in my short career. Oh, I heard the rumors, sea stories and dramatic epilogues of every sailor that ever looked at a flat topped boat. The good, bad and ugly of life in the “Gator Navy” came from all angles. I confess, I had to start with “what kind of ship is that?” “What is the real difference in LHA and LHD?” Heck, aren’t they all supposed to have cables across the deck to arrest those speeding bullets we work on? As I gathered the information about the platform I had as many questions as answers. I found out that the “boat” was parked down in San Diego a mere 8 hours from Monterey where I was judiciously learning everything the Navy thought I needed to know. So, I did the logical thing and planned vacation, slash house hunting, slash meet and greet to get a feel for the new gem in my AMDO career treasure chest.

Once I arrived, I met the salty MMCO warrant then CWO4, now CWO5 (retired), Keith Kaiser. I thought to myself, “…my lord, CWO4… I’ll never get a word in edgewise and I’ll have to stroke that ego like a kitten.” After our first conversation I recognized that I had made my first miscalculation and vowed to curtail mistakes for the rest of my life…for maybe the 100th time. He was a wise old warrant, but most importantly he was open to change and decidedly well-versed in the processes to make change happen. In other words, we might be able to make lasting improvements that could go beyond the ship. After meeting CWO4 Kaiser I rounded up the family and set out for Monterey. I had a thesis to finish and a graduation to attend. I would fly out to meet LHA-5, the “Iron Nickel,” as she is called, in Legaspi Philippines. Following the turnover the reins were placed into my hands. This was my first real experience with the SWO Navy/NAVAIR Navy procedural differences, beyond the jokes we hear every cruise. It laid a true appreciation in my mind of how well we do maintenance in the aviation business. Can we all groan together as we say “3M spot checks”? My first LHA-5 deployment centered on humanitarian stops to rebuild and refurbish schools and hospitals throughout the SE ASIA region and along New Guinea,

So You Want to be an L-MO?

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Solomon and Marshall Islands. We were on a very different ship doing an extremely different mission than ever before. AIMD looked ahead since the next deployment would come 8 months after our return. AMI, GSE and ship space rehabilitation, personnel training and the thousands of details that are ever-present in a workup cycle, PLUS the MARINES. Depending on who you talk to, the Marines are a different species. Unable to communicate, they pillage and destroy everything in sight and they leave the saint-like Navy folks gasping for retribution. I was told that they were untenable. They will disrupt everything you put into place. They will break every rule and won’t care that it happened. If this sounds like one side of the story, it is. That is mostly false. My lesson: this is how to survive on an L-class ship and ensure that when you go to a triad meeting you are able to work out any situation without fireworks. One thing is for sure, if you think you know Marine aviation because you had the Black Knights (VMFA-154) on your carrier, you don’t. The ACE is a different spin on what we like to think of as CAG. Like every other relationship that you can’t get out of, think marriage, communication is the key. I love how everyone knows that part, yet execution of that vital node of the success matrix gets deep-sixed at the first sign of dispute. When I say “dispute”, I mean the many layers of Marine/Ship’s company interaction and the myriad ways that it can be interrupted to dismantle any forward progress. Since some other folks may be as clueless about the set-up on an L-class ship as I was, I’ll break down some of that structure for you here. The Marine Expeditionary Unit (MEU) is the big dog controlling the Marines within the Expeditionary Strike Group (ESG). The ESG is what the ARG used to be, a group of ships for amphibious assault that can be sub-divided for different missions on the fly. In that group of ships you have the ground Marines or Battalion Landing Team (BLT) and you have the Air Combat Element (ACE). The ACE is very similar to a CAG, yet, in the end, they answer to the MEU CO. Inside the AIMD, similar to the SEAOPDET, the personnel are augmented with a group from MALS units that support each type/model/series of aircraft aboard. The MALS folks go ashore with the ACE, but aboard the ship they are AIMD. As you can see, the interrelationships and planning that are within each group could easily overlap, and they do. So we are back to communication. If you are one of those folks who believe that “it’s my way or the highway” then bring a cushion. You will get chewed up and beat down regularly. If you can realize the mission and translate that purpose to the customer, the ACE, then you can get a great deal of cooperative synergy in motion. With the division of aircraft capable ships from

the horn of Africa to the Persian Gulf, good communications and planning are essential. This synergy is required since the MALS back home is much more capable than an L-class AIMD. Thus, the expectation management is ultimately important. Squadrons will definitely arrive with higher expectations for capability than you can provide. In order to maximize the repair capability, the lines of communication need to remain open. For example, some of the items that are X-1 can be tested to some degree using a work request. Although I would not RFI an item in this fashion, it can help trouble-shooting and dramatically reduce items sent off-ship. This detail can be more critical on L-class ships than carriers since the logistic re-supply legs are so much shorter. There is no COD and the helos are significantly restricted. So the question - Why would “we” take in a lot of “extra” work that is on work requests to help “those” guys when I can BCM and move on? Because we put value in the TRIAD. Simply put, the mission doesn’t get done as well or as cheaply as when all stakeholders are turning in the same direction. We pay for fewer repairs due to open root cause analysis. If something doesn’t feel right, everyone in the TRIAD talks it through. All parties are looking for “UP” aircraft. Each still holds their own reasons and incentives for showing a down gripe as someone else’s “fault,” but due to the initial time spent cultivating trust and understanding of the many points of view, the word “fault” is never used. One of my favorite sayings is simple truth: “If the squadron orders a part, they are going to get it. The only difference is the amount of pain we put into the system before that part is delivered.” That pain is generated or eliminated by relationships and procedures put in place before the “crisis” moment. This MO job is extremely dependent on personalities. The relationship between the TRIAD members is critical to the amount of pain each evolution will generate. The ACE MMCO is a top team player that requires due regard at the earliest possible formulation of the MEU/ACE team. Since they will be the pivot point between the AIMD and ACE maintenance they must know that you are customer service oriented. Any lack of trust will manifest in extra workload, higher supply orders and heated personal exchanges. For example, if you were the MMCO and didn’t trust that the capability of the AIMD was sufficient or that the AIMD was committed to your success, you might look to hold parts, use a direct line of cannibalized parts from the home squadron or aggressively attack AIMD and Supply for perceived failures. Or, we can all get together and figure out what needs to be done and what the fastest means to affect resolution. This builds trust in the squadron who will order fewer superfluous items, knowing that when

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need meets system, the system will engage and fulfill requirements. Leave your ego at home; this is business. In order to have a great business, your customer relations must be solidified before the first crisis is encountered. That means it begins at or before the first Readiness Review Conference (RRC) to plan the deployment. The SUPPO, yep, he’s critical as well. Start the relationship off with making time to stop and talk to the SUPPO in the wardroom, in the gym or wherever your path can be bent to cross their path. During home periods where demand is light, be available to assist in their learning about potential degraders. If you don’t have the answers simply find the person who does and get them to the SUPPO. Misunderstandings here will carry forward as disputes, incorrectly aligned policies or other potentially time-wasting processes. Be interested in the SUPPO’s perspective and try to keep a light atmosphere in the TRIAD meetings. The SUPPO’s personality is also a very dominant feature in the success and potential of the TRIAD. When all three legs of the TRIAD are professional and in agreement, the meeting will be effective and enjoyable. If you have good relations with the other two folks in the TRIAD, AMCR meetings are very social. Again, this can just as easily be opposite. Groom this relationship well from the start and let no personal unease interfere with that process. Your department will suffer from poor relations. OK, L-MO, the first step is like kindergarten and it’s called RRC#1. As you start getting ready to deploy and you are working through the milestones, all of the ACE, AIMD & Supply entities will come together and discuss potential challenges. This may be the most valuable meeting you will have with the folks you will live and work with for the next year! It is essential to meet and greet your counterparts and then expand to as many other folks as you are able. Do not leave this meeting without a point of contact list for everyone who showed up to the meeting. To make what may seem an even more juvenile point: this meeting is prone to segregate along a Marines on one side, Navy on the other side territorial distribution. Even if you must assign seats, do what it takes to intermingle Marines with their Sailor counterparts. Your fighting, or bonding, starts here. For me it was the start of a team that became unshakeable. As the meeting fades and you realize the number of things required of the folks you met at RRC#1, the POC List will become your vital link to staying in touch. Feel free to poke and prod your Marine counterpart like an old classmate and build camaraderie. This will be the foundation that potential arguments are deflated against as you move toward deployment. Do not put off talking about a point today that you believe may be a point of contention tomorrow. It is essential that you put items up for discussion before the mission is at a critical point.

For example, if you know that there is a high failure item, but you don’t have repair capability, you can have the MMCO take it on work request, perform what checks or repairs are available then return it without losing the part to BCM. The discussion that needs to be covered with the ACE MMCO/MO is that you are not RFI capable and that they must assume risk for using the part on work request. …or, the TRIAD can come together at the AVCAL conference and ensure the stock numbers buffer failure rates adequately. If you fail to delineate how to handle cases before they reach a critical point the discussion may get very negative…the squadron will be concerned with the down aircraft and you are bound by “rules.” If those rules have not been discussed prior to the crisis they are only “excuses” to the customer. As it was when I first came to the ship, I had many questions and curiosities. Your new teammates will want a tour. They are going to want to plan what to bring, how to operate and who goes where. You would want the same thing. It may be a nuisance, it may be at a bad time for you, but it may be a great way to start discussions, set boundaries and discover areas of concern. When it comes to spaces, be honest and take only what is yours, then figure out how to make that work. The spaces will come out in the wash anyway, so there is no need to grab a space. This is a common first degrader of communication. Tour them around and be the liaison to other departments for issues like deck power or water usage. Many of the Marines may be on an L-class for the first time. They may have been in the desert, a carrier or new to aviation. Imagine them as being an Airman and coming to the ship; YOU are responsible for leading them and ensuring success for the ACE. You have to build trust. Demonstrate that you are interested in their welfare. You must provide the service that you may have felt the ship reserved when you were the squadron on the roof of a carrier. Once you have two engaged stakeholders (that may take swallowing your pride a few times and gently discussing an item of resistance) then you can expand the ring of influence. Talk to everyone early into the relationship about how you understand their position, and then truly dedicate yourself to assisting them reach their success. Ensure that both MMCOs are tied at the hip. Invite them both to eat at the same table and discuss everything. Expect professionalism and let the small stuff slide. If they are interacting well, step back and enjoy the free time. Do not devote yourself to becoming the intermediary for every issue AIMD sends to the ACE. Your folks want to solve issues as much as you do and should be allowed some leeway as long as results are within parameters. As the group progresses through the process of AVCAL reviews and afloat work-ups, keep the talks going and the interaction of the TRIAD eagerly engaged at all levels. As soon as one member pulls out either by

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feigning a desire to help but not helping, accusing or being “sneaky,” the TRIAD is at risk. Be open about everything and you can expect the others to do the same. Hoard information and it will bite you. Everyday after RRC#1 is an opportunity for unity or for divisiveness, and that may not just be direct problems between the ACE and AIMD. If the ship is “fighting” with the MEU there are likely repercussions that will trickle down. Be bigger than the specific issue. The trust comes in again and again at times like these. If the other party (AIMD/ACE) knows that the primary party (ACE/AIMD) is concerned and considerate of their situation they are much more likely to respond in kind. Of course, the opposite is also true. Do not strike the first blow and have enough self-control to unemotionally engage the customer with logical solutions versus reactions. The proper attitude and the right amount of give and take can go a long way toward mission accomplishment. Your knowledge of the NAMP and the training of your people are long-term tools for the success of the Navy and Marine Corps maintenance concept, but solid pro-active customer interaction leads to a better QOL, faster service and cheaper repairs. It allows the best ideas to surface among all maintainers, ACE or AIMD, and increases flexibility of the force. We are often prone to wear a badge of courage over the “battles” we win, concerning TRIAD maintenance. This is neither good

leadership nor good for the mission. No one likes to back out of a heated environment. We all want to win and winning is often translated as getting our way. When the team, the entire ESG, comes together fluctuations are certain. Some of those fluxes must be absorbed by each member of the team. The point of being away from our families is supporting the ACE. The drudgery of service shines in the results of the warfighter. This distant reward may be hard for the Sailor or Marine on the deck-plates to keep in focus. It is our job to ensure that they do, to ensure that they all work as a team to find real solutions for the mission. I guarantee that if you wait until the deployment begins to build relationships with the ACE you have increased the workload and decreased quality of life for every sailor that works for you. It won’t be easy every time, but it will be rewarding to see the group gel and succeed. Notice I didn’t spend a lot of time talking about how to run the AIMD. That is easy; you are a professional maintenance officer after all. You have the privilege of leading some of the nation’s finest professional sailors. The people stuff, ACE and Supply TRIAD interaction, and occasionally the ship departmental challenges, will make you work to earn your pay. In the end, you will have a challenging and rewarding opportunity to lead a department underway…what more could you ask for until you make O-5? You are going to have a great tour.

Here’s a follow-on to Rex’s article on being an L-Class MO submitted by CWO5 Keith Kaiser (Ret), who is mentioned above.

The Warrant’s Lessons Learned

1. Nothing is “on order” unless you have a document number in hand. 2. If you are AWP, your document number is useless if it isn’t passed off the ship. 3. “BM” document statuses are only good for about 48 hours; if it hasn’t changed to something else after that, your document is probably not off the ship. And…NALCOMIS is not your only option for looking up the status of a document. 4. If Supply cancels your document and you notice it the next day by looking at your reports, you have a valid complaint. 5. If Supply cancels your document and you don’t notice it for a month, it’s your fault. Like rear-ending someone with your car, yes, they may have stopped too soon, but you weren’t paying close enough attention to prevent the crunch. 6. Treat your OTPS cables like gold, or that’s what you’ll be spending in time and money to fix. 7. If 20 screws came out, 20 screws go back in, period. 8. No such thing as a “normal failure”. 9. Maintain your equipment in like-new condition, and you’ll never think of it as junk.

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10. New people checking in will treat your equipment the way you did. If your stations look like junk, the new folks will treat them that way. If your stations look like new, ditto. Just like that nice shiny white tile deck in the tunnel, people are generally careful with it because it looks so nice. 11. New people checking in will treat your work space the same. If the place looks like a junk yard, they won’t feel bad maintaining that image. 12. Never transfer junk to someone else. Give them equipment that you will want back when it’s your time to deploy. 13. If a message arrives tasking you to transfer IMRL to someone else, STOP!! Do not assume that transferring this material is appropriate.

a. Do your research first. Make sure you’re reporting the correct quantity and quality of your items in LAMS. Your inventory may be leading CNAF to believe you have more than one A1 condition item when you don’t.

b. If you end up transferring it, remember that IMRL is generally moved by end items only, not piece parts. If you’re tasked to transfer a piece part, stop and contact CNAF. You should not split up sets that will make the end item non-RFU. When at all possible, send the whole end item or nothing.

c. Use the pub to ensure that all piece parts are being sent along. d. List every single piece part on the transfer 1149, even if that means its several pages long.

14. With regard to running gear on CASS, specialized training for the most part is a thing of the past. If you can read and comprehend and you know what a MTPSI card is, you should be able to run the gear. 15. Always make sure the IMRL status codes reflect reality. If your TPS ID goes down, make sure IMRL changes the status code to F1. If you’re missing piece parts of a set, change the status to B1. 16. When all else fails, read the pub! It really works. 17. If you ask three different people how to do something and you get three different answers, refer to 16 above. 18. Replacing the exact same part more than once means something is wrong. Stop and think about it. 19. It’s not going to fix itself, and…it’s already broken, so dig in. This article was previously published in the April 2011 Ground Support Worldwide magazine. It details how NAVAIR PMA260 under AMDO Captain Mike Belcher has been working with the other services to save money and produce better aviation support equipment. By Aaron Amundson

JPAVSE, or the Joint Panel for Aviation Support Equipment, exists as part of the military’s Aviation Common Systems Board, or ACSB. Its primary focus is to identify common needs for support equipment between the branches of the military, which allows for group development and purchasing of equipment, minimizing both the variety and cost of new systems. Through its efforts, the branches have saved an estimated $100 million to date.

Process The process through which JPAVSE makes these decisions is split into two steps, the first of which is coordination. At each tri-annual meeting the principle representative of each branch presents a brief of current and future equipment programs; and emerging technologies which might meet these needs are discussed. This is to ensure that each service is aware of potential programs being explored by

Finding Joint Solutions

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other branches; and using this information, each branch is responsible to provide a response exploring possible intersections of equipment need prior to the next meeting. Once these potentially overlapping needs have been exposed, the panel can move on to the second step, which is creating a financial proposal based on cost estimates and estimated savings over the lifecycle of the equipment. The cost benefits can be widespread, but the main two factors explored are savings based on economies of scale and cost avoidance, whether it be from a single development and testing process or through simplified maintenance programs. Once a potential program has been approved, the development and production can begin. This can be a long process. Navy Captain Michael Belcher, the Navy’s principal representative on the panel explains, “Typically, for an average program, from start to finish, once we decide we’re going to buy something, to deliver the last item is about seven years.” He adds, “It could be upwards of eight depending on how complex it is, or it could be as little as five, depending on how many you’re buying.”

Before any order can be placed, the military must work with the manufacturer to develop a product that meets all of its needs, and it must then be extensively tested to ensure it performs as designed. Only once this extensive development phase is complete can actual production begin

He elaborates that military orders are often placed in a volume that requires a long production process. He says, “If you're buying 700 to 800 units of an item, it’s going to take four to five years just to put that production out.”

He also explains that production time can be lengthened by the customization the unique requirements military use entails. The environment on a Navy ramp or in a battle zone demands high performance from equipment. “A lot of the stuff we buy is modified from stuff that’s used out there; it maybe has some unique requirements because of our support environment. We do some things other services don't have to do,” he says. AWTS

The easiest way to explore how significant these cost savings can be is to look at two projects currently being carried out. The Automatic Wire Test Set, or AWTS, is one such program. In this program the Navy took a lead role in developing a comprehensive test set which met all of their needs, and also happened to fit an Air Force need.

Because the Navy was responsible for the development and testing process, the Air Force was able to purchase this same product without repeating the expenditure, which saved them $320,000, not to mention the quantity price drop the Navy’s order created. At the same time the Navy also benefited due to the price drop which a combined order size enabled, saving $750,000. In combination, these two braches saved $2.19 million by coordinating their efforts, not to mention the supply of repair parts which will be more affordable over the units’ lives due to higher production numbers.

CRAFT

Another project currently being carried out through JPAVSE is the production of the AN/USM Common Radio Frequency Avionics Flight Line Tester, known as CRAFT. As with the AWTS program, the Navy took the lead in development of this system, but in this situation saw no marked cost avoidance for the price of each unit. This was because the Air Force and Coast Guard only found limited use for the system, and so failed to order in a quantity sufficient to lower the per unit cost any further, according to Captain Belcher.

While the Navy did not receive per-unit cost savings, by taking the lead in development it allowed significant savings for the other branches involved. Without the combined effort, the development process required to meet the Air Force and Coast Guard’s limited needs would have cost $4.5 million. This, in combination with the quantity pricing created by the Navy’s large order, generated savings of $6.48 million.

Captain Belcher says, “The main objective is to find common solutions to existing requirements. You save money by doing that, economies of scale.” He explains that the benefit is found in “better pricing for the individual units, and you're sharing in the developmental cost, so each service doesn't have to pay for that.” Successes and Future

In a situation like the development of the AWTS, savings pass on to every member involved, and there is a direct benefit. Although the Navy paid the development cost, it was more than offset by the per unit savings the much larger Air Force order made possible, according to Captain Belcher.

In contrast, the CRAFT project was also a success, but for different reasons. The Navy was responsible for both the development and the overwhelming majority of the order, 826 of the 1006 units ordered, but the Air Force and Coast Guard were able to purchase an effective, reliable system without the prohibitive costs individual development requires.

While the Navy saw no direct benefit, it developed and received a vitally useful system while benefiting other branches of the military. As Belcher explains, “Whoever's lead would generally bear that expense for the other services to take advantage of. Over the last three year we've saved about $9 million by doing some joint projects with the Air Force and Coast Guard.”

As the JPAVSE program continues, more and more potential programs are coming to light. With the enormous savings the panel has enabled, estimated at more than $100 million in the last 15 years, the panel looks to continue its efforts. In addition to the two current projects discussed above, there are eight potential projects in various stages of exploration, and more to come. The panel sees the potential for greater interaction and continued savings as the program continues. Belcher says, “We've had some success, but there’s really more opportunities to be taken advantage of.”

The AMDO Association Newsletter Summer 2011

All AMDOs (active, reserve, FTS, retired, former) are invited to join the non-profit AMDO Association. Dues are

$10 (2 years) or $20 (4 years). Here’s what you get: (1) a great way to stay in touch with your shipmates, especially after active duty, (2) a web site dedicated to the community, (3) this newsletter, twice a year, with lots of community news you won’t find anywhere else, (4) invitations to AMDO social events (luncheons, birthday celebration, etc.), (5) a free yourname@amdo.org e-mail address, and (6) assistance with job hunting and résumés. Join or renew on-line via PayPal at http://www.amdo.org/members.html or send a check for $10 or $20 to the

AMDO Association, 20667 Crescent Pointe Place, Ashburn, VA 20147-3880. Include your home address, home and work telephone numbers and e-mail address, and let us know what you’re up to so we can let your friends know in the newsletter.

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The AMDO Association Newsletter is published semiannually by the AMDO Association (Capt Marty Reagan, USN (Ret) editor). Address correspondence to: 20667 Crescent Pointe Place Ashburn, VA 20147-3880 (571) 223-3124 e-mail: marty.reagan@verizon.net http://www.amdo.org