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Alrighty folks, if your TRIAD contacts you please post.

"It is even more disappointing when these comments come from a man who already served in this noble office and frankly should already know better"

U.S. Secretary of the Navy told CBS News Bay Area that the military is seeking to identify the descendants of the 256 exonerated Port Chicago 50 defendants. This number includes the Port Chicago 50 who were tried on mutiny charges, and the 206 other Port Chicago sailors who were convicted in a summary courts-martial of disobeying orders.

VIRGINIA BEACH, Va. — Dana Plummer, the 36-year-old father who was arrested for allegedly abducting his three children on Wednesday night after stabbing their mother — his ex-wife — and his stepdaughter, had "administratively separated" from the U.S. Navy less than two weeks before the incident, military records show.

The Navy is dealing with what could be called a sartorial crisis: The sea service has run out of pants. And it may not get more for months. Specifically, service officials confirmed Friday that pants for the Navy Working Uniform, or NWU, the go-to uniform for most sailors, are out of stock at Navy Exchanges.

Erin Spencer, a homeless Marine Corps veteran, says he has “lost count” of the number of times in the last 10 years that he has been arrested or forced to move from the streets where he sleeps in the San Francisco Bay Area. And each time, he also lost something personal during the sweeps in one of America’s most progressive regions: the tools and materials he collected to make his artwork.

Aircraft carrier USS Abraham Lincoln (CVN-72) has left the South China Sea and is now in the Indian Ocean, Navy officials confirmed to USNI News on Friday. The carrier is bound for U.S. Central Command to relieve USS Theodore Roosevelt (CVN-71), which has been operating in the region since July as part of the U.S.-led Operation Prosperity Guardian. The Navy posted a timelapse video on Friday of the carrier moving through the Strait of Malacca off the coast of Singapore.

Two MH-60S Knighthawk helicopters were involved in an unspecified incident at Naval Air Station Fallon, Nev., Thursday, injuring 10 sailors, USNI News has learned. The sailors suffered non-life threatening injuries in the incident, Naval Air Forces spokesperson Cmdr. Beth Teach told USNI News. The helicopters are assigned to “Golden Falcons” of Helicopter Sea Combat Squadron (HSC) 12. She did not have additional details as of this posting.

Timeline for E-7 Active-Duty Cycle 262 Results: TRIAD release: August 19, 2024 via BOL Public release: August 20, 2024 via NAVADMIN (Public)

The Navy is preparing to award an estimated $11.5 billion multi-ship deal to build four amphibious warships, according to a copy of a Tuesday Navy notification to Congress reviewed by USNI News. According to the Aug. 14 notification, the Department of the Navy will purchase three San Antonio class Flight II amphibious warships and a Flight I America-class big deck amphibious warship starting in Fiscal Year 2025 to 2027 as part of a “multi-ship procurement,” authorized as part of the FY 2023 National Defense Authorization Act.

Veteran's Benefits Newsletter | Aug, 2024

VetResources | Telehealth Devices For Qualified Veterans

WASHINGTON -- The Pentagon is taking new steps to protect troops' brain health, including mandating baseline cognitive tests for all new recruits starting next year to make it easier to diagnose traumatic brain injuries later on in their career.

Beginning Sept. 1, 2024, FLTMPS will no longer be available to log Enlisted Leader Development (ELD) courses. Fleet facilitators must email class rosters to the Naval Leadership & Ethics Center for input into CETARS. Email distros are listed at the bottom of the roster. Class rosters can be downloaded on the ELD SharePoint or MyNavy Portal.

The Department of Defense (DoD) announced today the launch of the DoD Housing Feedback System (DHFS), an initiative designed to enhance transparency and accountability in DoD privatized military housing. The new system allows active-duty Service members and their authorized dependents to submit feedback on their current leased unit, ensuring that their voices are heard and their concerns are addressed in a timely manner. The system opens an additional, high-visibility communication channel for active-duty service members living in privatized military housing and their authorized dependents to submit public feedback related to the condition of their current housing unit and receive a response from their privatized landlord. The DHFS is intended to augment, not replace existing processes for submitting maintenance work order requests. Privatized military housing residents should continue to submit work order requests through their community's property manager or other regular channels to receive corrective action for maintenance issues. The launch of this initiative is part of the department's ongoing commitment to improving the quality of life for our Service members and their families. "The Department of Defense has a moral obligation to ensure that the spaces where our Service members and their families live are healthy, functional, and resilient," said Deborah G. Rosenblum, Acting Deputy Under Secretary of Defense for Acquisition and Sustainment. "This new feedback system is a critical step to ensuring transparent and timely responses to occupants' concerns and aligns with Secretary Austin's priority to Take Care of Our People. We are focused on putting our people's experiences at the very center of all the work we do." The DHFS is now live and can be accessed at https://www.dhfs.mil. We encourage all eligible tenants to use this system to provide their valuable feedback and help us continue to enhance the quality of military housing. The DHFS home screen includes options to access official OSD / Military Department housing webpages that include web links where they can: Submit a maintenance work order for repair directly with the landlord's property management office. Initiate the dispute resolution process if unsatisfied with their work order experience. Find a copy of the privatized housing Tenant Bill of Rights. Locate contact information for the Military Housing Office and privatized landlord or their property manager. Access the DoD Hotline website if there are concerns about retaliation for submitting feedback. Directly supporting the Secretary of Defense's priority to take care of our people, the DoD provides approximately 250,000 homes for Service members and their families. The new feedback system will help improve installation conditions today and the quality standards Service members and their families deserve. Earlier this year, the Department released its Resilient and Healthy Defense Communities (RHDC) Strategy, which will guide the Department's actions in the coming years to improve the built and natural environment on defense installations. Directly supporting the Secretary of Defense's priority to take care of our people, the strategy focuses on improving the quality of life for Service members, their families, and the DoD civilian workforce.

WASHINGTON — Several U.S. and coalition personnel suffered minor injuries in a drone attack Friday in Syria as more American forces move into the Middle East in anticipation of strikes by Iran and its proxy militias, the Pentagon said. Air Force Maj. Gen. Pat Ryder, the top Pentagon spokesman, said Monday that personnel at Rumalyn Landing Zone in northeastern Syria were treated for minor injuries, such as smoke inhalation, but no serious injuries were reported. Read more at: https://www.stripes.com/theaters/middle_east/2024-08-12/troops-injured-syria-iran-militants-middle-east-israel-14843576.html Source - Stars and Stripes

WASHINGTON (AP) — U.S. Defense Secretary Lloyd Austin has ordered a guided missile submarine to the Middle East and is telling the USS Abraham Lincoln aircraft carrier strike group to sail more quickly to the area, the Defense Department said Sunday.

The Navy’s ability to build lower-cost warships that can shoot down Houthi rebel missiles in the Red Sea depends in part on a 25-year-old laborer who previously made parts for garbage trucks. Lucas Andreini, a welder at Fincantieri Marinette Marine, in Marinette, Wisconsin, is among thousands of young workers who’ve received employer-sponsored training nationwide as shipyards struggle to hire and retain employees. The labor shortage is one of myriad challenges that have led to backlogs in ship production and maintenance at a time when the Navy faces expanding global threats. Combined with shifting defense priorities, last-minute design changes and cost overruns, it has put the U.S. behind China in the number of ships at its disposal — and the gap is widening.

The most popular member of the crew aboard USS Dwight D. Eisenhower (CVN-69) for its marathon deployment to the Middle East was not Ike’s commanding officer Capt. Christopher “Chowdah” Hill, despite his social media clout, chocolate chip cookies and support for Taco Tuesday. This crew member had a leg up on Hill. Actually, he had two. That distinction goes to Captain Demo, a golden retriever/labrador mix, a multi-talented expeditionary facility dog tasked with everything from comforting sailors during therapy sessions to general morale improvement.

WASHINGTON — Today, the Department of Veterans Affairs announced several steps to expand access to VA benefits for Veterans who served at Karshi-Khanabad (K2) base in Uzbekistan after Sept. 11, 2001, as well as their survivors. These steps include:

CLASSIFICATION: UNCLASSIFIED// ROUTINE R 081616Z AUG 24 MID120001331547U FM CNO WASHINGTON DC TO NAVADMIN INFO CNO WASHINGTON DC BT UNCLAS NAVADMIN 157/24 PASS TO OFFICE CODES: FM CNO WASHINGTON DC//N1// INFO CNO WASHINGTON DC//N1// MSGID/GENADMIN/CNO WASHINGTON DC/N1/AUG// SUBJ/CONVENING OF THE FY25 TRAINING AND ADMINISTRATION OF THE RESERVE CAPTAIN SELECTIVE RETENTION BOARD// REF/A/DOC/SECNAV/24JUL19// AMPN/REF A IS SECNAVINST 1920.6D, ADMINISTRATIVE SEPARATION OF OFFICERS.// RMKS/1. This NAVADMIN announces the convening of the Fiscal Year (FY) 2025 Training and Administration of the Reserve (TAR) Captain Selective Retention (SELRET) Board. 2. The SELRET Board is required to retain TAR Captains beyond 3 years' time in grade bringing TAR inventory in line with authorized end strength, allowing for stable promotion opportunity. 3. The FY25 TAR Captain SELRET Board will convene on 16 September 2024 to consider TAR Captains in all competitive categories for retention. TAR Captains who were promoted during FY24 will be looked at for their first gate and TAR Captains who were promoted during FY20 will be looked at for their second gate. In line with reference (a), second gate TAR Captains not selected for retention will retire or be released from Active Duty no later than 1 September 2025 and first gate TAR Captains not selected for retention will retire or be released from Active Duty no later than 1 September 2026. In either case, TAR officers will be retained on Active Duty, if necessary, to enable the officer to become eligible for a regular Active Duty retirement. 4. Amplifying information can be accessed via MyNavy HR website at https://www.mynavyhr.navy.mil/Career-Management/Community- Management/Officer/Reserve-OCM/TAR/TAR-Continuation/. The approved number of selections for retention will be posted as part of the board convening order after the board adjourns. An example letter to selection boards is also available on the same website. 5. The Point of contact is CDR Kirk Morris, TAR Officer Community Management (BUPERS 351C), at (901) 874-4346/DSN 882 or via e-mail at kirk.n.morris.mil@us.navy.mil. 6. This message will remain in effect until superseded or canceled, whichever comes first. 7. Released by Vice Admiral Richard J. Cheeseman, Jr., N1.// BT #0001 NNNN CLASSIFICATION: UNCLASSIFIED//

CLASSIFICATION: UNCLASSIFIED// ROUTINE R 081808Z AUG 24 MID120001331882U FM CNO WASHINGTON DC TO NAVADMIN INFO CNO WASHINGTON DC BT UNCLAS NAVADMIN 158/24 MSGID/NAVADMIN/CNO WASHINGTON DC/N093/AUG// SUBJ/2024-2025 NAVY INFLUENZA VACCINATION AND REPORTING POLICY// REF/A/DOC/BUMEDINST 6230.15B/07OCT2013// REF/B/DOC/DHA-PI 6025.52/04JUN2024// REF/C/DOC/DODI 6205.02/23JUL2019// REF/D/DOC/DODI 6025.19/13JUL2022// REF/E/DOC/BUPERSINST 1730.11A/16MAR2020// REF/F/DOC/MILPERSMAN 1730-020/15AUG2020// REF/G/DOC/OFR/32 CFR PART 199.21/11DEC2018// NARR/REF A IS THE BUREAU OF MEDICINE AND SURGERY INSTRUCTION (BUMEDINST) 6230.15B IMMUNIZATIONS AND CHEMOPROPHYLAXIS FOR THE PREVENTION OF INFECTIOUS DISEASES. REF B IS THE DEFENSE HEALTH AGENCY PROCEDURAL INSTRUCTION (DHA-PI) 6025.52 GUIDANCE FOR THE DOD INFLUENZA VACCINATION PROGRAM (IVP). REF C IS THE DEPARTMENT OF DEFENSE INSTRUCTION (DODI) 6205.02 DOD IMMUNIZATION PROGRAM, ADDRESSING RESPONSIBILITIES AND PROCEDURES FOR ESTABLISHING A UNIFORM DOD IMMUNIZATION PROGRAM. REF D IS DODI 6025.19 INDIVIDUAL MEDICAL READINESS PROGRAM, ADDRESSING RESPONSIBILITIES AND PROCEDURES FOR MONITORING AND MAINTAINING INDIVIDUAL MEDICAL READINESS. REF E IS THE BUREAU OF NAVAL PERSONNEL INSTRUCTION (BUPERSINST) 1730.11A STANDARDS AND PROCEDURES GOVERNING THE ACCOMMODATION OF RELIGIOUS PRACTICES. REF F IS THE NAVAL MILITARY PERSONNEL MANUAL (MILPERSMAN) 1730-020 IMMUNIZATION EXEMPTIONS FOR RELIGIOUS BELIEFS. REF G IS THE OFFICE OF THE FEDERAL REGISTER TITLE 32 OF THE CODE OF FEDERAL REGULATIONS PART 199.21 (32 CFR PART 199.21), CIVILIAN HEALTH AND MEDICAL PROGRAM OF THE UNIFORMED SERVICES (CHAMPUS) TRICARE PHARMACY BENEFITS PROGRAM.// POC/LCDR HELEN BARNHART/BUMED FALLS CHURCH VA/(703) 681-9474/EMAIL: HELEN.M.BARNHART.MIL(AT)HEALTH.MIL// RMKS/1. Per references (a) through (g), this message outlines the 2024-2025 Navy influenza vaccination and reporting policy. Influenza is a contagious acute febrile respiratory viral infection, which can cause mild to severe illness, possibly resulting in hospitalization or death. Influenza has the potential for widespread transmission through person-to-person contact and can cause epidemics within military populations, especially under conditions of crowding such as initial entry training or aboard ships, per reference (a). Influenza has the potential to adversely impact Total Force readiness and mission execution. 2. Influenza Vaccination and Reporting. a. Influenza Disease Prevention. Vaccination is the most effective measure to reduce risk of influenza by enhancing force immunity. Maintaining a clean work environment, optimizing good hygiene practices such as cough/sneeze and hand hygiene, mask wearing immediately after symptom onset, and managing workforce exposure (e.g., social distancing, teleworking, and taking appropriate sick leave) are additional methods to further reduce the spread of influenza that should be implemented as mission allows. Detailed respiratory disease prevention and control recommendations may be found on the Centers for Disease Control and Prevention (CDC) Influenza (Flu) website at: https://www.cdc.gov/flu/index.htm. b. Influenza Vaccine. (1) Influenza vaccinations are offered in accordance with recommendations from the CDC and its Advisory Committee on Immunization Practices (ACIP), per references (b) and (c). ACIP recommendations for the prevention and control of seasonal influenza with vaccines may be found at: https://www.cdc.gov/vaccines/hcp/acip-recs/vacc-specific/flu.html. (2) Two influenza vaccines, Northern Hemisphere (NH) and Southern Hemisphere (SH), are available based on service member location and timing requirements as described in reference (b). The 2024-2025 influenza season vaccine supply will consist of trivalent injectable vaccines. Intranasal vaccine will not be provided through the central ordering process but will be available through direct consultation with the Defense Logistics Agency if necessary. c. Influenza Vaccine Priority. U.S. Navy ships, operational assets, and training commands have been identified by the DoD and Department of the Navy(DoN) as vaccine priority groups for the 2024-2025 influenza season. d. Influenza Vaccine Ordering and Distribution. (1) Operational Forces Support Division (OFSD), Naval Medical Readiness Logistics Command Detachment (NMRLC-Det), Fort Detrick is responsible for ordering and distributing influenza vaccine for all Navy and Marine Corps activities per reference (b). Additional quantities required must be coordinated with the Vaccine Information and Logistics System (VIALS) helpdesk at: usn.detrick.nmrlc-detftdmd.list.vialhelp(at)health.mil. (2) VIALS is the online requisition system for seasonal influenza vaccine. VIALS tracks requisitioned vaccine electronically via Military Standard Requisitioning and Issuing Procedure (MILSTRIP) from requisition to receipt. The VIALS website is common access card enabled and can be found at https://gov-only.nmrlc.health.mil/int_code03/vials/. (3) All Defense Health Agency (DHA) Military Treatment Facilities (MTFs) will submit the influenza requirements for their MTFs and the Branch Health Clinics that they support into the U.S. Army Medical Materiel Agency ordering portal, per reference (b). (4) All Fleet, United States Marine Corps Reserve units, and Navy Reserve commands will continue to submit their requirements in VIALS, per reference (b). e. 2025-2026 Influenza Vaccine Requirements. The United States Army Medical Materiel Agency Distribution Operations Center conducts a data call for the following year's seasonal influenza virus vaccine requirements annually in September. All requirements must be submitted prior to the suspense date, established in the annual Medical Material Quality Control Message (MMQC). The suspense date for submitting 2025-2026 influenza virus vaccine requirements is 27 September 2024. f. Influenza Vaccine Shipping. All commands will verify their correct shipping address and two (2) points of contact information in VIALS to ensure prompt delivery. Navy Fleet afloat will validate their shipping locations, timeframes, and contact information. g. Influenza Vaccine Integrity. All Influenza vaccine shipments include temperature monitors. All monitors must be returned to the Defense Logistics Agency-Troop Support Medical (DLA-TSM) cold chain office after receipt, regardless of alarm status, per the included instructions and shipping materials. (1) No Alarm Status. The vaccine is ready for immediate use. Return temperature monitor to DLA-TSM. (2) Alarmed Status. Do not administer vaccine. Segregate the vaccine in the refrigerator with a sign saying, "DO NOT USE". Return temperature monitor to DLA-TSM and await disposition. h. Influenza Vaccine Exercise. Influenza vaccination campaigns may be used to exercise and evaluate mass vaccination scenarios in coordination with Emergency Management personnel. These coordinated mass vaccination campaign exercises provide vaccinations rapidly and efficiently to protect the maximum number of susceptible persons. Process improvements are made to delivery and reporting procedures based on lessons learned. i. Vaccine Delivery. Due to vaccine demand and manufacturer requirements, complete vaccine delivery may be incremental throughout the season. j. Influenza Vaccination Compliance. (1) Navy Military Personnel. Seasonal influenza vaccination is mandatory for all DoD uniformed personnel who are not medically or administratively exempt, per references (a) through (d). The process for requesting an exemption is described in references (a), (e) and (f). Any refusal to receive the influenza vaccine, if a request for exemption has been denied, will constitute a failure to obey a lawful order and may be punishable under the Uniform Code of Military Justice and/or result in administrative action. Prior to receiving the influenza vaccine, Navy Active and Reserve Component personnel will have access to healthcare providers to address questions or concerns with influenza vaccination. Commands must consult with the servicing Staff Judge Advocate General for additional guidance on influenza vaccination non-compliance. (2) Navy Civilian Personnel. Influenza vaccination is required for all civilian healthcare personnel as per references (b) and (c) and is strongly encouraged for all other Navy civilian employees. (3) TRICARE Beneficiaries. Reference (g) authorizes retail network pharmacies to administer the seasonal influenza vaccine. TRICARE beneficiaries may receive influenza vaccinations with no co-pay at authorized retail network pharmacies. Beneficiaries are encouraged to contact the pharmacy regarding age restrictions as some pharmacies do not administer the influenza vaccine to individuals younger than 18 years of age. k. Influenza Vaccination Reporting. Active and Reserve Component Navy force vaccination administration compliance will be monitored via the Medical Readiness Reporting System (MRRS). Designated command personnel will access MRRS to track their personnel to ensure compliance. (1) Shore-based commands will request access to MRRS based on their unit identification code by submitting a system access authorization request available at: https://mrrs.dc3n.navy.mil/mrrs/ (note: MRRS web address is case sensitive). Point of contact: MRRS Program Office at e-mail: mill_mrrs(at)navy.mil. Ship-based commands may utilize Navy Medicine Online (NMO) or Shipboard Non-Tactical ADP Program (SNAP) Automated Medical System (SAMS) to populate MRRS. (2) Commands must ensure that documentation of influenza vaccine administration is coded to accurately reflect the type of vaccine given. (3) Afloat units will enter influenza immunizations into the SAMS / Theater Medical Information Program for subsequent transfer to MRRS. (4) All personnel who receive the vaccination from a retail network pharmacy must provide documentation of vaccination no later than the next duty or drill day to ensure compliance is appropriately recorded in their electronic health records and MRRS. The following information will need to be provided, at a minimum: date vaccine was administered, vaccine name or code, manufacturer, expiration date, and lot number. (5) Vaccination Timeline. (a) Due to the risk of infection transmission within the unit and impact on operations, it is imperative that the vaccine be given with as minimal delay as possible. Active duty units have 72 hours (three business working days) following receipt of the vaccine to document, begin administering, and report vaccination. The 72-hour requirement begins immediately only if the temperature monitor is in "no alarm" status upon receipt; if in "alarmed" status the timed requirement begins once / if the vaccine is cleared for use by DLA-TSM. If the 72-hour requirement cannot be met, unit situation reports will be submitted to the respective Immediate Superior in Command and Type Commanders. Situation reports are not required if the temperature monitor is in alarmed status and the unit is awaiting disposition from DLA-TSM. (b) As Reserve Component Command schedules vary, NMRLC-Det and DLA-TSM will coordinate to make every effort for the vaccine to arrive the week of a drill weekend. Units have one drill weekend following receipt of the vaccine to document, administer, and report vaccination if the temperature monitor is in a "no alarm" status. If in "alarmed" status, the timed requirement begins once / if the vaccine is cleared for use by DLA-TSM. (6) Per paragraph 2.k, uniformed member compliance must be tracked in MRRS. If desired, installations and MTFs may also use the Navy Family Accountability and Assessment System (NFAAS) to conduct a Pandemic Influenza response exercise in conjunction with the seasonal influenza vaccine program. l. Navy Goals and Performance Standards. (1) To ensure force medical readiness before peak influenza season, all Navy operational units and Navy Medicine Readiness and Training Commands / Units will administer the 2024-2025 influenza vaccination to all eligible Active and Reserve Component members (those without an approved medical or administrative exemption) by 31 December 2024. Complete vaccine access will be provided for all Navy family members (includes dependents, other beneficiaries, and DoN civilians). Active coordination between command leadership, public affairs officers, and medical personnel is necessary to achieve success. (2) Influenza Vaccination Performance Standards. The following goals will be monitored: (a) Navy VIALS reports 100 percent of shipped vaccine received onboard by Fleet and Navy units by 1 December 2024. (b) MRRS reports 100 percent of required Active and Reserve Component personnel receive the seasonal influenza vaccine or an approved exemption (medical or administrative) by 31 December 2024. Commands will coordinate with the servicing MTF to align command-wide vaccination exercises with Navy vaccination goals. Medical personnel at servicing MTFs will promptly report vaccinations in MRRS. m. DHA-Immunization Healthcare Division (DHA-IHD). (1) The DHA-IHD provides an electronic resource center for vaccine preventable diseases at https://www.health.mil/Military-Health-Topics/Health- Readiness/Immunization-Healthcare. It contains guidance (in the form of documents and templates) on vaccination storage and handling (to include cold chain management tools), vaccine administration (to include standing orders, vaccine product guides, and Vaccine Information Sheets [VISs]), and adverse event reporting. (2) The DHA-IHD 2024-2025 Seasonal Influenza Resource Center for Health Care Personnel can be found at https://www.health.mil/Military-Health- Topics/Health-Readiness/Immunization-Healthcare/Vaccine-Preventable- Diseases/Influenza-Seasonal-Northern-Hemisphere#Flu. (3) The DHA-IHD Immunization Healthcare Support Center can be reached via phone at: 1-877-GET-VACC (1-877-438-8222); or via email at: DoDvaccines(at)mail.mil. The Support Center can provide clinical consultation, to include assistance with questions regarding vaccine screening and potential vaccine-related adverse events. 3. Released by Rear Admiral Darin K. Via, N093, Surgeon General of the Navy.// BT #0001 NNNN CLASSIFICATION: UNCLASSIFIED//

CLASSIFICATION: UNCLASSIFIED// ROUTINE R 081652Z AUG 24 MID120001332228U FM CNO WASHINGTON DC TO NAVADMIN INFO CNO WASHINGTON DC BT UNCLAS NAVADMIN 156/24 MSGID/GENADMIN/CNO WASHINGTON DC/-/AUG// SUBJ/2024 MRS. SYBIL STOCKDALE OMBUDSMAN OF THE YEAR AWARD RECIPIENTS// RMKS/ 1. I am pleased to announce the selection of four outstanding Ombudsmen as the 2024 Mrs. Sybil Stockdale Ombudsman of the Year Award recipients. These volunteers exemplify the spirit of Mrs. Sybil Stockdale who supported the families of Prisoners of War during her husband, Vice Admiral James Bond Stockdale's internment in Southeast Asia. This award recognizes those who serve as inspirational Ombudsmen and embody the ideals of volunteer service and commitment to Navy Sailors and their families. 2. The following Ombudsmen were nominated by their commanding officers for serving their command and families with extraordinary, selfless dedication, and commitment to family readiness. Congratulations to: a.Mrs. Justine Sandberg, USS CARNEY (DDG 64), selected from all sea commands under Commander, U.S. Fleet Forces Command. b.Mrs. Melanie Reed, USS FRANK CABLE (AS 40), selected from all sea commands under Commander, U.S. Pacific Fleet. c.Mrs. Jacquelyn Richardson, Commander, Naval Information Warfare Training Group (CNIWTG), selected from all shore activities in the Navy. d. Mrs. Tiffany Dunlap, Navy Reserve Center Baltimore, selected from all Reserve commands under Commander, Navy Reserve Force. 3. Thank you to all Command Ombudsmen who maintain the highest standards of professionalism and create a healthy sense of community by being positive role models for command members and their families. 4. Commander, Navy Installations Command point of contact is Ms. Judith Wright, Ombudsman Program Coordinator, (202) 433-6763 (DSN 288), or email judith.r.wright.naf(AT)us.navy.mil. 5. Released by VADM M. E. Boyle, Director, Navy Staff.// BT #0001 NNNN CLASSIFICATION: UNCLASSIFIED//

CLASSIFICATION: UNCLASSIFIED// ROUTINE R 091628Z AUG 24 MID600117541300U FM SECNAV WASHINGTON DC TO ALNAV INFO SECNAV WASHINGTON DC CNO WASHINGTON DC CMC WASHINGTON DC BT UNCLAS ALNAV 066/24 MSGIG/GENADMIN/SECNAV WASHINGTON DC/-/AUG // SUBJ/DEPARTMENT OF THE NAVY THREE-YEAR REVIEW// RMKS/1 Today marks my third anniversary as your Secretary of the Navy. It is the honor of my life to serve alongside you. We face incredible challenges in every corner of the world today- from Europe to the Red Sea to the Indo-Pacific. In Europe, Russia has entered the third year of its unprovoked and illegal war of aggression in Ukraine. For the first time since World War II, we face a comprehensive maritime power-our pacing challenge-in the Indo-Pacific. The People's Republic of China continues to exert its excessive maritime claims through their Navy, Coast Guard, and Maritime Militia. In the Red Sea and Gulf of Aden, where we are facing the most sustained period of combat the United States (U.S.) Navy has seen since World War II, we are working alongside our North Atlantic Treaty Organization allies and Middle East partners to ensure the safety of innocent, civilian mariners and to protect our commercial shipping against the Iranian-aligned Houthi attacks. This past September, I introduced the concept of National Maritime Statecraft, an expanded and innovative approach to guide the creation and application of seapower. Maritime Statecraft encompasses not only naval diplomacy and maritime competition but also national, whole-of-government efforts to build comprehensive U.S. and allied maritime power, both commercial and naval. We are making significant progress toward renewing the foundations of seapower inside the lifelines of the Department of the Navy's (DON) own programs and authorities as well as by mobilizing support across the whole-of-government, industry and academia. As we advance our enduring priorities of Strengthening Maritime Dominance, Building a Culture of Warfighting Excellence, and Enhancing Strategic Partnerships, our Navy and Marine Corps team continue to deliver for the American people: in the past three years we have delivered 28 battle force ships to the fleet, and the Marine Corps undertook and passed a full audit, the first for any branch of the military, setting the example across the Department of Defense (DoD). As a result, our nation continues to make robust investments in the DON which will allow us to continue to advance the principles of the National Defense Strategy and outpace our adversaries. Since Fiscal Year 2021 our topline budget has been raised by more than $50 billion, an increase of 25%. The following highlights many of the accomplishments our Sailors, Marines, and civilians have continued to make to advance Maritime Statecraft over the past year alone: - Taking Care of Our People. Our people are our greatest source of maritime power. We will continue investing in their success through our Quality-of- Service efforts that delivered a 5.2% pay raise, increased basic allowance for housing an average of 5.4%, and are helping modernize our installations. Strengthening family support is crucial. This past year we made great strides in meeting active-duty requirements for childcare and increased support for military spouse careers to include expanding the spouse licensure reimbursement program. We are implementing the Director of Psychological Health program, which provides an installation- level leader to coordinate clinical and non-medical counseling services and resources for our Service Members and their families. Some of our greatest successes came from streamlining efforts, such as the Navy's success in reducing the time to process travel claims from an average of four months down to less than four days and the Marine Corps' Barracks 2030 focus on improving unaccompanied housing. I am proud of all the Naval Education Strategy accomplished as we implement a continuum of learning for the entire force, integrate education into talent management frameworks, and strengthen the Naval University System. - Reinvigorating Recruiting and Retention. Ensuring we meet our recruitment and retention goals is an essential element of Quality- of-Service. Marine Corps and Navy recruiters at our recruiting commands have taken herculean efforts to address the propensity to serve. The Marine Corps has met or exceeded their recruiting requirements and their retention goals were met by funding enhanced retention bonuses and providing incentives for lateral moves into low density, mission critical fields. The Navy used its "Get Real Get Better" mindset to reduce barriers to recruiter productivity, adjust leadership's approach, and through extraordinary efforts, reestablish the path toward fully meeting its needs. Our National Call to Maritime Service initiative is aggressively reaching out to our nation's youth, educators, and leaders to demonstrate that service is not just a career but a life path of profound personal and national significance. - Transforming Naval Shipbuilding. A bedrock to Maritime Statecraft is an advanced, robust, and efficient shipbuilding capability. Earlier this year I tasked a 45-day shipbuilding review to assess the longstanding causes of shipbuilding challenges and provide recommended actions for a healthier shipbuilding industrial base. The review found common issues driving delays and other challenges across the Navy's shipbuilding programs, including first of class design challenges and the wide-ranging challenges on workforce recruiting, retention, and proficiency for shipbuilders and suppliers. We are working alongside industry to tackle immediate challenges and implement improvements across the shipbuilding enterprise. This includes the establishment of a Direct Reporting Program Manager for the Maritime Industrial Base and providing a long-term, steady demand signal to improve the health and capacity across the industrial base and deliver critical capability at a lower cost to the taxpayer. Additionally, through initiatives like the Taxpayer Advocacy Project, our contract community and Office of General Counsel are ensuring that we will leverage all legal means at our disposal to hold companies and individuals accountable to ensure that the American people are getting what they paid for. The success of the Australia-United Kingdom-United States security agreement is just one example of how continued focus on strengthening our relationships with international partners can reduce barriers for industrial cooperation and expand the shipbuilding enterprise, to include building our combined conventionally armed, nuclear-powered submarine capability. - Seapower Through Commercial Shipbuilding. A key tenet of Maritime Statecraft is the recognition that no great naval power has long endured without also being a commercial maritime power. Making naval shipbuilding more cost effective requires we restore the competitiveness of U.S. commercial shipping and shipbuilding. We continue to build awareness and advocate across this Administration that long-term solutions to many of the Navy's challenges require we renew the health of our nation's broader seapower ecosystem. This past year we drove the creation of the Government Shipbuilders Council. This Council brings us together with Maritime Administration, Coast Guard, National Oceanic and Atmospheric Administration, and Army to tackle common challenges in ship construction and maintenance. We've catalyzed multiple White House- led interagency processes on both naval and commercial shipbuilding, bringing together the National Security Council, National Economic Council, and Departments across the Executive Branch. In conjunction with our partners in Congress, our team is working to reinvigorate existing but unfunded authorities and craft new incentives to build and flag commercial ships in the U.S.-efforts that will offer significant returns to Navy shipbuilding and sealift. - Developing the Shipbuilding Workforce. Maritime Statecraft builds upon a partnership with government and industry leaders to expand our shipbuilding workforce and provide compelling opportunities for a new generation of American shipbuilders. This includes supporting and expanding programs to build capacity in naval architecture and engineering as well as technical expertise in nuclear welding, robotics, software and electronics, and additive manufacturing. We are working at the federal and state level to improve shipyard communities and mobilizing the world-class industrial workforce of America's North Coast. We are engaging with organized labor as an essential stakeholder. This year, the Navy launched an innovative program to train union welders in construction trades for shipbuilding work, and deploy them as a rotational, expeditionary workforce to shipyards. Shipbuilding workforce initiatives like this will help us deliver ships to the fleet in a timely manner to advance our national interests and deter China and other adversaries. - Modernizing and Maintaining the Fleet. Completing submarine and ship maintenance on time using cutting edge capabilities is foundational to the comprehensive and formable maritime deterrence pillar of Maritime Statecraft. Over the past three years, our public shipyards have improved on-time completion rates by 16% and reduced Days of Maintenance Delay for submarines and aircraft carriers by 25%. Our Shipyard Infrastructure Optimization Program is modernizing our four aging public shipyards. This year we awarded $2.8 billion to construct the new dry dock at Pearl Harbor Shipyard and BAE installed a shiplift at their facility in Mayport. These investments will improve on-time delivery and increase efficiency in maintenance, making the fleet we have today a more formidable deterrent. We are on track to deliver the Transportable Re-Arming Mechanism. This system will provide surface combatants a game- changing ability to reload their Vertical Launch Systems while underway in the open ocean, an achievable, near-term deterrent that will disrupt the strategic calculus of those who would do us harm. To address our critical tanker shortage, we are fielding a modular fueling system that enables commercial tankers to sustain our fleet forward. Both these advances will effectively increase our fleet's size and combat power. - Leveraging Technology, Innovation and Competition. A critical component to Maritime Statecraft is leveraging our nation's advantage in technology through continuous innovation. The transformational successes of 6th Fleet's Task Force 59 have allowed us to put 10 unmanned surface vessels and enabling technologies into direct operational use in 4th Fleet. I've doubled down on non- traditional and dual-use technologies across multiple operational missions with over 50 new contracts that will deliver asymmetric unmanned technical advantage, to include a significant investment in DoD's Replicator initiative. Additionally, the newly established DON Science and Technology Board has proposed a series of recommendations that will fully integrate unmanned systems into the operational fleet. To continue the momentum, my comprehensive Science and Technology Strategy, the first of its kind since 2017, focuses naval science and technology priorities for basic research, experimentation, and rapid capabilities. As a central line of effort of Maritime Statecraft, I have engaged extensively with top executives of some of the world's most technologically advanced and prolific dual-use commercial and naval companies, to include shipyards. These world-class players' investments in U.S. subsidiaries will energize the U.S. shipbuilding marketplace with fresh competition, renowned innovation, and unrivaled industrial capacity. - Investing in Installation and Energy Resiliency. Maritime Statecraft requires we develop energy resiliency so we can sustain the fight as close to the enemy as possible. The DON is on path to decrease energy-related strategic vulnerabilities and enhance military readiness through a systematic, full-cycle solution that links energy across wargaming, requirements, acquisition, operational, and workforce behaviors. We are progressing on the safe, timely, and permanent closure of Red Hill Bulk Fuel Storage Facility, where we completed defueling operations in March 2024 and have now transitioned to the closure phase. We are addressing historically underfunded infrastructure needs through initiatives such as building environmental resilience at locations from Naval Station Norfolk to Parris Island and the Naval Academy. - Entering a New Era of Strategic Thinking. Maritime Statecraft embraces a cultural shift in strategic thinking that views our contributions to promoting the national interests and prosperity of the nation through a transformed prism of comprehensive maritime power. Force Design is an excellent example as it transforms the force structure of the Marine Corps and multiplies the competition and combat effectiveness of our afloat forces from the littorals. To that end, the newly established 12th Marine Littoral Regiment will integrate with the Joint Force and the capabilities of our allies and partners, support deterrence efforts, and remain prepared to respond to potential crises. Additionally, we are increasing investments in our foundational educational institutions and renewing our commitment to intellectual leadership as we prepare naval strategists and leaders to compete and prevail in an ever more complex global environment. As I close out my third year, I am proud of the DON's ability to unify around Maritime Statecraft's visionary approach to delivering comprehensive maritime power. With our new Service Chiefs at the helm, Chief of Naval Operations Admiral Lisa Franchetti and Commandant of the Marine Corps General Eric M. Smith, this past year the Navy and Marine Corps demonstrated daily from the Red Sea to the South China Sea their unique role as America's most timely, flexible, and forward-deployed forces and were fully prepared to meet every challenge. I thank you, and most of all, I am proud of each of you and your mission driven focus on being the best Sailors, Marines, and Civilians you can be. 2. Released by the Honorable Carlos Del Toro, Secretary of the Navy.// BT #0001 NNNN CLASSIFICATION: UNCLASSIFIED//