P Navy RAM - Amdo · elcome to the History edition of NAVY RAM. FY-19 Reserve Officer Promotion zones have been released and the FY-18 Transfer/Redesignation board has adjourned with

NAVY RAM: RESERVE AVIATION MAINTAINER Issue 5

Navy RAM: Reserve Aviation

Maintainer

K

FTS AMDO COMMUNITY LEADERSHIP TRANSITION. FROM LEFT: CAPT GOFF, CAPT YOUNG, AND CAPT OSBORNE

PROMOTION ZONES Welcome to the History edition of NAVY

RAM. FY-19 Reserve Officer Promotion zones have been released and the FY-18 Transfer/Redesignation board has adjourned with three FTS AMDO (1527) selectees. If you haven’t already, please reach out with congratulations and welcome them to our community.

Changing of the Guard. Since our

FTS AMDO Symposium in June, CAPT Washington and CAPT Young have both transitioned from full-time status. Equally important, LCDR Wash has stepped up to take the helm for Navy RAM!

In this Edition. How many times

have you been asked: What is a 1527? What is the difference between 1527s and 1520s? Where do FTS AMDOs serve? Why don’t they just merge with the 1520s? Our feature article, which was compiled by FTS AMDO CAPTs past and present, helps to answer some of these questions and provide perspectives to better understand current FTS AMDO community construct relative to end strength at community inception. The article is also intended to serve as a handy reference for FTS AMDOs and prospective applicants seeking to better understand what FTS AMDOs do and why they exist.

MARK YOUR CALENDARS

The 2018 Aerospace Maintenance Professional Symposium will be held at The Westin, Virginia Beach Town Center from 15-17 May. Agenda, registration, and fee information is posted on the AMDO Association's website: www.amdo.org. RSVP to LCDR Anton Allen at [email protected]

The next AMDO OCS Board is scheduled for 21 February 2018. Deadline for package submission is 19 January 2018. POC: AMDO Community Manager, LCDR Brian Hawkins, E-mail: [email protected]; Tel: 301-757-8481.

CONGRATULATIONS

PAMO PQS Completion: CDR Jeff Pizanti, NAVAIR LCDR Caleb Wilson, VR-53 LT Ryan Kobeski, VR-62

Fall FY-17 FTS AMDO Redesignation

LTJG Robin Anton, 6335

LTJG Angelina Gorman, 1525 LTJG Rhyan Hankins, 1525

POCR LT Anthony Mattiello ENS Samantha Dew

FY-19 O-6 SELRES AEDO (1515): SIZ: Hames, K.L JIZ: Shipstad, S.M.

SELRES AMDO (1525) SIZ: Ford, M.M. JIZ: Ausbrooks, H.D.

FTS AMDO (1527): Skip Year (no board)

FY-19 O-5 SELRES AEDO (1515): SIZ: Maley, S. JIZ: Peek, K.E.

SELRES AMDO (1525) SIZ: Tackitt, P.D. JIZ: Balsamello, A.J.

FTS AMDO (1527): SIZ: Johnston, K.T. JIZ: Wood, B.A.

FY-19 O-4

SELRES AEDO (1515):

SIZ: Hoffmann, R.E. JIZ: Glaudel, H.

SELRES AMDO (1525) SIZ: Benes, M.C. JIZ: Krztonpresson, C.M.

FTS AMDO (1527): SIZ: Kobeski, R. JIZ: Whitford, C.D.

Winter/Spring 2018

P ASS I NG

T H E

T O R C H

mailto:[email protected]


NAVY RAM: RESERVE AVIATION MAINTAINER | Issue 5 2

Reader Feedback:

We would love to hear from you. Please provide feedback on Newsletter design, content, or suggestions for topics you want to see covered in future editions of Navy RAM via the inbox at [email protected]

Send pictures for future Newsletters to LCDR Chad Wash [email protected]

Authors Wanted: All FTS AMDO, SELRES AMDO, SELRES LDO/CWO, or friends/supporters of the Reserve Aviation Maintenance community are encouraged to submit articles germane to the publication’s audience.

RAM in the Spotlight ….……..……….………2

What is a 1527? ……..…………...……………..3

Perspectives ……………………………………12

Meet our Newest FTS AMDOs ……..……...14

Detailer’s Diary …………………….……..…..16

News You Can Use .………………….…..…..16

RAM in the Spotlight

he U.S. Naval Sea Cadet Corps (USNSCC) strives to create leaders with character. The virtues of good

citizenship and strong moral principles form the core of the program, which works to instill these traits into each cadet. ENS Matt Callander of Navy Reserve Fleet Readiness Centers Logistics and Industrial Execution Detachment B is doing his part to develop future Naval Leaders by volunteering his time with the Palm Beach Division of the USNSCC. In the capacity of Operations Officer, ENS

Callander assists the unit in developing plans for each drill day to include training goals associated with cadet military bearing, watch standing, and uniform compliance. As the Training Officer, ENS Callander works with cadets on correspondence courses and advanced training preparation. In addition to these duties, ENS Callander will oversee the creation and implementation of new competition class teams which include the CyberPatriot Team, the SeaPerch Team, and the Drone Pilot Team.

The CyberPatriot Team (http://www.uscyberpatriot.org/) is sponsored by the U.S. Air Force. This Team takes part in the National Youth Cyber Defense Competition. Teams are tasked with finding cybersecurity vulnerabilities while maintaining critical services in a six-hour period. Teams compete for the top placement within their state and region, and the top teams in the nation earn all-expenses paid trips to Baltimore, MD for the National Finals Competition where they can earn national recognition and scholarship money.

SeaPerch http://www.seaperch.org/index is sponsored by the U.S. Navy Office of Naval Research. SeaPerch is an underwater robotics program that provides cadets with the opportunity to

learn about robotics, engineering, science, and mathematics while building an underwater Remotely Operated Vehicle. Regional competitions are held at various times during the year, culminating in the annual National Challenge held each May. The Drone Pilot Program is in its formative stages and the USNSCC is actively looking for related sponsors in its development. The USNSCC is officially supported by the Navy and the Coast Guard, as provided in formal directives issued by each service. For more information about the Palm Beach Division and the Sea Cadet Corps, please visit www.PalmBeachSeaCadets.org.

ENS Callander Instructing Sea Cadets

T

Table of Contents

continued on pg. 16




http://www.uscyberpatriot.org/

http://www.seaperch.org/index

http://www.palmbeachseacadets.org/


he January 2017 Manual of Navy Officer Manpower and Personnel Classifications (NAVPERS 15839I

Volume 1 - Major Code Structures) defines a 1527 as an “Aerospace Engineering Duty Officer requiring Aerospace Maintenance (AMD) specialty.” The last digit, “7”, signifies “an officer of the Naval Reserve on active duty in the Full Time Support (FTS) Program,” including “officers of the FTS Program rotated to other than FTS billets.” The 1527 is also commonly known as an FTS Aerospace Maintenance Duty Officer (AMDO). The Office of the Chief of Navy Reserve (OPNAV N095) is the XXX7 Officer Community Manager (OCM). The recorded answer says a great deal, but often the query “What is a 1527 or FTS AMDO?” is accompanied by additional questions such as: -Why do 1527’s exist? -Where do 1527’s serve? -What training and experiences do 1527’s value? -Are FTS AMDOs like Active Duty AMDOs and should the 1520 and 1527 communities merge? Collectively, these questions are posed improve understanding of this unique community, and its relationship to the inquisitor’s role in Naval Aviation. To improve understanding of the FTS AMDO

community, this article reviews key parts of Naval Aviation history related to its establishment, transformation, and accomplishments to highlight effective employment of FTS AMDOs. This article also offers greater clarity about the existence, potential, and future of the FTS AMDO community. It also provides a historical frame of reference and preserves a vitally important resource for current and prospective 1527s. As John Steinbeck wrote in the famous novel The Grapes of Wrath “How will we know it’s us without our past?”

The period between the late 1950’s through the 1970’s brought significant changes in Naval Aviation spawned by pivotal challenges which drove the demand for increased combat readiness, effectiveness, and safety. The creation of TOP GUN, modernization of capability and equipment to address the need for improved tactics following the conflict over North Vietnam, and establishment of The Naval Air Training and Operating Procedures Standardization (NATOPS) and the Naval Aviation Maintenance Program (NAMP) to standardize flight and maintenance operations, are examples of initiatives implemented to address some of these challenges. The above examples are highlighted not to suggest they gave birth to one another,

but rather to display primacy of a path followed by Reserve Naval Aviation that could debatably show a direct connection to the establishment of the FTS AMDO community. As chronicled in CDR Richard Shipman’s “Reserves Pass The Test” article in Naval Aviation News (1991), Reserve Naval Aviation experienced a pivotal challenge in 1968 following the capture of USS Pueblo (AGER-2). At that time, differences in active duty and reserve aviation equipment, training and culture posed serious challenges to the provision of “ready” reserves for force multiplication as codified in law. These challenges spawned a massive reorganization of Reserve Naval Aviation. By 1970 Reserve Naval Aviation included two reserve tactical carrier air groups, two reserve antisubmarine groups, 12 reserve patrol squadrons that would later fall under two reserve patrol wings, and four transport units that became the genesis of Reserve Fleet Logistics Support Wing (FLSW). Reserve Naval Aviation under this new organization was tested operationally in 1971 aboard the USS John F. Kennedy and again in 1976 aboard USS Ranger. Although the changes in Reserve Naval Aviation had been fast, far-reaching, and impactful, the Reserves exceeded standards and expectations in passing

T

What is a 1527? The History Edition

A representative sample of Reserve Squadron plaques on display in CNAFR spaces, Norfolk, VA

Continued on pg. 4

Continued on pg. 4


both underway TACAIR tests, thereby eliminating perceptions that Reserve Aviation could not meet active component standards. The results helped to ease budgetary pressures to cut them all together. Shortly before and following the successful TACAIR tests, Reserve Naval Aviation received several aircraft and equipment upgrades, bringing them just one generation behind the active component. Newer F-8 and A-4 aircraft arrived as E-1, KA-3 and RF-8 aircraft departed. With newer aircraft and planned equipment arrivals, what choices did Reserve aviation make and how were those different from those made by the active component?

The 1520 Aviation Maintenance Duty Officer community was created in 1968 by Public Law 90-386 and approved by the President on July 5 of that year, establishing a separate and supported career path for Officers to build on their experiences, improve their expertise, and bring immediate and lasting benefits to Naval Aviation and its Fleet customers. The 1520 community was established to ensure that officers knowledgeable and experienced in the many facets aviation maintenance could serve in demanding community billets across the entire enterprise from operational to major staff billets. Prior to establishment of the 1520 AMDO community, maintenance billets were staffed by non-maintenance aviation (13XX) unrestricted line (URL) Officers who attended introductory maintenance schoolhouse training, although most critical skills were acquired through job experience (2 to 3-year tours). Under the prior Naval Aviation sustainment construct, significant efforts and experiences (not to mention the sunk training costs) were lost when URL Officers on maintenance duty were reassigned to billets in their career path. It was considered "non-enhancing" for a 13XX to pursue multiple maintenance tours and therefore an Officer was often

judged "pack minus" compared to his peers. A large percentage of URL Officers who choose this path failed to promote. Establishment of the 1520 community did not adequately address Reserve-specific requirements, and Reserve Naval Aviation continued to experience the effects of having aviation URL Officers in maintenance positions. Aviation URL officers were capable but increasingly complex demands clearly called for specialized aviation maintenance expertise.

In 1989, the Type Commander for Reserve aviation, Commander, Naval Air Forces Reserve (CNAFR), accelerated its efforts to maintain material and manpower parity with active component aviation. The need for dedicated Maintenance Officer Expertise across Reserve aviation became readily apparent from:

-growing complexities of newly introduced aircraft systems (EA-6B, F/A-18, HH-60H, P-3C, SH-60F, etc.) -increased focus on aircraft readiness and safety -greater reliance on holistic data collection, in-depth analyses, and data-driven decision-making

As a result, CNAFR established a cadre of professionals with business acumen who were leaders and Naval Aviation Maintenance Program experts.

In his request for the establishment of the FTS AMDO community, then CNAFR, RDML Chambers’ stated:

“I am now convinced that our…community needs a cadre of officers knowledgeable and experienced in the many facets of the aircraft maintenance program.”

In the early years, many community billets were designated FAC Code ‘E’ meaning either a 1520 or 1527 could be detailed to fill the billet. CAPT David Hundt, the very first FTS AMDO, with the help of many key 1520 leaders proposed the establishment of a maintenance expertise continuum to support the Reserve claimancy and ensure Navy and Marine Corps Reserve Aviation realized maximum aircraft material and operational readiness. The initial FTS AMDO organizational structure included billets in squadrons (O-level), Aircraft Intermediate Maintenance Departments (I-Level), operational fleet staff (Wing/Carrier Air Group) and headquarters staffs (CNAFR, Commander, Naval Air Forces Atlantic (CNAL), and Commander, Naval Air Forces Pacific (CNAP)) enabling 1527s to support CNAFR similar to the way 1520s support the Active Duty Fleet. With the support and advocacy of RDML Richard Chambers (CNAFR), the Chief of Naval Operations (CNO) approved CAPT Hundt’s visionary proposal on April 23, 1990 leading to the official creation of the 1527 community on August 16, 1990 with 36 initial members whose names are enshrined on plaques proudly displayed in the offices of the two senior 1527 CAPTs in Norfolk, VA and PAX River, MD, respectively. The first 36 were part of a total 70 plank owners drawn from active duty AMDO, aviation limited duty officer (LDO) and chief warrant officers (CWO) ranks via lateral transitions, as well as FTS (fka ‘TAR’) and Selected Reserve (SELRES) applicants.

Above: HH-60H operated by the HSC-84 ‘Red Wolves.’ The H-60 was part of the Reserve equipment upgrades of the late 1980s. The HH-60H ‘Armed Helo’ remains in active service as of 2017 and is operated by the HSC-85 ‘Firehawks’; the only US Navy squadron dedicated to providing rotary wing support to Special Operations Forces (SOF) as a primary mission.

Continued on pg. 5

What is a 1527? Continued from pg. 3


In 1990, Reserve Naval Aviation was at its zenith with 1527 billets in multiple geographic locations such as South Weymouth, MA; Detroit, MI; Chicago, IL; Alameda, CA; Atlanta, GA; Millington, TN; Moffett Field, CA; Miramar, CA amongst others. Base Realignment and Closures (BRAC) in 1993, 1995, and 2005 and other transitions resulted in a 80-billet FTS AMDO force in 2017. What follows, is a closer look at the specific journey of FTS AMDOs during the time period between inception in 1990 and 2017.

Birth of the FTS AMDO (1527) Accession Model: The April 1990 establishment of the FTS AMDO (1527) community was rapid and immediately impactful in supporting newly assigned modern aircraft. Its initial officer corps brought extensive experience, gained through prior enlisted status and successful active duty AMDO/LDO/CWO organizational and intermediate level tours. That became the model of accession. Given their extensive fleet experience, many of the earliest FTS AMDOs recognized existing differences between active duty and reserve maintenance management practices and worked diligently with the support of dedicated reserve civilians, their very close Reserve aviation supply colleagues, and active duty counterparts to standardize maintenance practices and employ integrated management tools for manpower readiness and cost per flight hour measures, even before implementation of many Naval Aviation Enterprise (NAE) or Naval Aviation Readiness Integrated Improvement Program (NAVRIIP) tools which would only come into existence nearly five to ten years later. One such example was called FORECAST which served as a single tool providing details on ‘regionalized’ type-model-series (TMS) centers of excellence established in Reserve intermediate maintenance activities (IMAs). FORECAST provided inter-IMA activity and statuses across the county and Reserve IMA ‘regionalization’ optimized capability and speed while lowering the

cost of maintaining geographically diverse, but redundant capabilities. The regionalized Reserve IMAs operated as an integrated organization with the ability to respond seamlessly to CNAFR aircraft and equipment challenges.

Total-force measures and analytics were, and remain critical in Reserve squadrons traditionally staffed with approximately 50% to 70% full-time (FTS) and 30% to 50% part-time (SELRES) personnel operating with similar maintenance, training, and administrative requirements as their active duty counterparts. Closing the gaps between active duty and reserve maintenance came by exception or within the guidelines of published directives, but not without highly complex and sometimes impassable conversations with major authoritative staffs (including Navy Reserve staffs) about community differences and needed maintenance, manpower, personnel, training, education, and financial management policy changes. These conversations, coupled with other factors, added a storming effect between Reserve Naval Aviation and its new dedicated maintenance officer community that had long-lasting effects. FTS AMDO Billet Alignment and Detailing. Between 1993 and 1999, the FTS AMDO Executive Steering Committee (ESC) established Reserve Aviation Maintenance and FTS AMDO community vision and goals and executed comprehensive and aggressive initiatives to sustain an effective reserve naval aviation force which resulted in community growth to nearly 90 billets. Specific community actions included: updating Navy’s maintenance policy, employing aircraft introduction/sundown plans, and executing Defense Acquisition Workforce Improvement Act (DAWIA) requirements (training, funding, certification, coded billets). Results included the alignment of several billets into major organizations like the Chief of Naval Operations staff, and establishment of a dedicated FTS AMDO detailer aboard the Bureau of Naval Personnel. Up to that time, 1527 detailing was primarily performed by the 1520 detailer. Another key outcome was the alignment of more

than a dozen Reserve Officer and Enlisted billets to Naval Air Systems Command (NAVAIR). The ESC recognized the need for and importance of having a competent Reserve presence on these staffs, particularly NAVAIR, which was responsible for procurement of aircraft, systems, modifications, engineering service life assessment/extension, logistics support, and policy. The intent was to provide a strategic partner who would serve as Reserve Naval Aviation subject matter experts (to include our Reserve Marine Corps comrades). The initial NAVAIR Reserve contingent were directed into five program offices; PMA-207 (Reserve C-130 and Logistics aircraft), PMA-231 (E-2), PMA-265 (F/A-18), PMA-290 (P-3), PMA-299 (Multi-Mission Helicopter), and an AIR 1.0R Office that would later become the NAVAIR Operational Support Officer (OSO). There was a concerted effort to inculcate a culture within NAVAIR that CNAFR is a major TYCOM on par with CNAL and CNAP. In October of 1998, then NAVAIR 1.0R e-mailed CNAFR N4A:

“I remain convinced that we have chosen the right path which benefits both the 1527 community and Naval Air Reserve. Our junior officers will gain by mirroring the active Navy 1520’s who are required to gain acquisition experience before continuing on to senior level positions (i.e., AIMDO, OPNAV, NAVAIR, and TYCOM Staffs); Naval Air Reserve gains from having a TAR AMDO presence in the APML/PMA arena to assist in getting future Reserve requirements addressed properly at the start of an acquisition cycle; and CNAFR gains from having a cadre of acquisition experienced 1527’s for future staff selections.”

At that time, CNAFR oversaw all maintenance policy, aircraft inventory management, and compliance functions for Reserve aircraft and activities. CNAFR Force Maintenance mirrored the active component with its own Reserve


Continued on pg. 6


maintenance policy and inspection team, maintenance class desks for all of its platforms, and awarded and nominated its own TYCOM-level Reserve maintenance awards (Lemmon/Nechvatal & Phoenix) to compete with the other TYCOMs. Furthermore, our annual Reserve Maintenance Officer & Supply Officer (MOSO) Conference added value for new FTS and endurance to policies, unique processes, and resourcing necessary to support Reserve aviation.

Adding FTS AMDOs to the NAVAIR staff was a win-win, particularly for the smooth fleet introduction and modification of CNAFR aircraft. Three groundbreaking examples of this include the Navy Unique Fleet Essential Aircraft (NUFEA) Replacement, authoring of the Contract Maintenance, Commercial Derivative Aircraft chapter of the NAMP, and a ‘reverse’ Foreign Military Sale (FMS) for procurement of Swiss F-5 aircraft. 1527s also vastly expanded their opportunity to work with the SELRES assigned to NAVAIR, taking steps toward exercising the fourth digit in the designator.

Within the first decade of the 1527 community’s existence, its leaders focused heavily on parity with 1520s by establishing commensurate education, training, and experience career paths while strengthening Reserve aviation billet requirements to ensure effective and safe equipment operation. Two subsequent BRACs changed the Reserve Naval Aviation structure by drastically reducing the number of aircraft basing locations, with corresponding cutbacks in places where 1527s could serve. How we got here: From 2000 to 2005, Reserve Aviation ramped up flight operations from a ‘strategic reserve’ training posture to a fully operational pace amidst aircraft inventory reductions, major cultural shifts, and organization change as part of the Reserve Force effort to support the Global War on Terror. Joint Chiefs and other senior military officials demanded a unified focus and total-force effort for winning the war on terror. The Navy Reserve response was multi-faceted: some parts of the Navy Reserve were eliminated, some reinvented, and others reshaped. Significant changes included: -a reduction from two Reserve Carrier Air Wings to one Tactical Support Wing (TSW) -eight reserve IMAs reduced to four -the remaining three Reserve Type Wings (Rotary, Patrol & Logistics) were reduced to one (Logistics). The direct impact to FTS AMDO community was an elimination of billets via a zero-based review (ZBR) of Reserve requirements to validate existing billets against Navy’s top missions, and Active-Reserve Integration (ARI) which sought improved collaboration between active duty and reserve entities to maximize mission support as part of Chief of Navy Reserve’s aggressive effort to reshape Reserve culture and organizational structure to ensure the Reserve Force kept sight of both Reserve matter and its

linked ability to support Navy’s biggest

challenges.

CNAFR Realignment: another major change during this timeframe was that CNAFR moved ‘the flag’ from New

Orleans, LA to San Diego, CA closer to the lead Type Commander (TYCOM), Commander Naval Air Forces (CNAF), leaving a portion of its staff in New Orleans, LA (and later Norfolk, VA) including Force Maintenance and Supply functions. Lasting effects of ARI include the transfer of some maintenance Class Desks responsibilities to the active component and reserve intermediate capability reductions. CNAFR Force Maintenance staff relinquished most maintenance policy, awards, and compliance functions for Reserve aircraft and activities. As of 2017, FTS AMDO billets are located in the following locations: -Joint Base McGuire-Dix-Lakehurst, NJ -Naval Air Facility, Andrews Air Force Base, MD -Patuxent River, MD -Norfolk, VA -Oceana, VA -Cherry Point, NC -Jacksonville, FL -Key West, FL -Pensacola, FL -Millington, TN -New Orleans, LA -Fort Worth, TX -Fallon, NV -Point Mugu, CA -North Island, CA -Kaneohe Bay, HI -Whidbey Island, WA

As part of the CNAFR realignment process, Reserve aviation units went from simply mirroring active component counterparts to playing complementary roles and in some cases, holding primary mission roles for the entire Navy. Navy Unique Fleet Essential Airlift (NUFEA) provided by C-40 and C-130 from the VR Wing and the aforementioned JCAT are two such examples.

Near the time that the Chief of Naval Operations (CNO) initiated the "Revolution in Training", the Center for Naval Aviation Technical Training (CNATT) stood up and the Chief of Naval Education and Training (CNET) added a 1527 billet and SELRES complement to this activity. CNAFR also repurposed


Continued on pg. 7

Above: Reserve Battle ‘E’ Plaque


experienced SELRES aviators across training activities such as Training Wings and Squadron Augment Units (SAUs) supporting Fleet Replacement Squadrons (FRS). Some maintenance professionals also moved in this effort and almost spawned a third FTS AMDO O6 aboard the Chief of Naval Air Training (CNATRA), though it ultimately did not come to fruition. Changes in the CNAFR staff composition meant its N7 department no longer rated a 1527 for Aviation Training but instead the Reserve’s Air Logistics Training Center (ALTC) added a 1527 to its staff. The ALTC FTS AMDO billet would later be converted to an aviator billet in 2017. Loss of the N7 FTS AMDO billet meant fewer opportunities to weigh-in on reserve aviation enlisted matters. The combination of BRAC, increased combat operations support requirements, and other strategic priorities drove organizational structure, manpower, capabilities, and policy changes shaping the role of NAE maintenance leaders including 1520’s, 1527’s, and LDOs/CWOs in the new operational environment. For a time, the 1520 and LDO/CWO communities, which had been primary accession sources for FTS AMDOs, severely restricted the number of officers released for re-designation, resulting in 1527 community make-up expansion to include a much more diverse candidate pool. Accession of highly capable Supply Corps officers, aviators, POCR board applicants, and directly accessed SELRES ground maintenance officers often put officers with no or limited operational maintenance experience in very tough positions as many Reserve squadrons. Some succeeded, some struggled, and some failed. The community went from having an above average time in service of 22 years down to the average seen across most officer communities. Reserve operating units now demanded more experienced AMDOs who could lead, train, and administer a maintenance department with unique Reserve organization, resourcing, equipment, and manpower. The Reserve AMDO force was not structured to ‘train the trainer.’

A transformation of the FTS AMDO community began around 2006 and lasted for several years. During this period, FTS ADMOs remained intently focused on maintaining professional parity with their active duty counterparts to preserve an effective Reserve aviation force but the relationship with active duty AMDOs faded amidst increasing tension between SELRES Naval Aviation and its FTS AMDO contingent. Beyond the first fifteen years and into the next ten years (2006-2015) these forces inside and outside of the Reserve Force placed FTS AMDOs on the precipice, begging the answer to: What was next for the 1527? The least is said, but let’s be clear, during this latter period; the reputation of 1527s suffered from both earned and unearned blemishes. Talk arose of disestablishing 1527s or merging 1527s with 1520s using the precedence set by the intelligence community which merged its active duty and FTS communities. FTS AMDO relevance: Following BRAC 2005, came the birth of Commander, Fleet Readiness Centers (COMFRC) and realignment of the four Reserve IMAs underneath three separate COMFRC area commands. Coming on the heels of IMA capability “optimization,” this change resulted in reduced Reserve IMA capacity as some duplicative capabilities were

eliminated. However, the mission of the FTS AMDO community remained steadfastly focused on ensuring that Navy and Marine Corps Reserve Aviation enjoyed the best possible aircraft material and operational readiness for its nearly 300 aircraft and 28 individual T/M/S, operating across 22 locations worldwide. While the Navy codified and authorized the Professional Aviation Maintenance Officer (PAMO) Personnel Qualification Standards (PQS) and wear of PAMO insignia (c. 2008-2009), FTS AMDO leaders continued to embrace the community’s uniqueness. FTS AMDOs honed their expertise as contracted logistics experts and implemented formal training programs for Contract Officer Representatives (CORs). The Reserve AMDO community embraced its position and expertise as acquisition experts and placed a heavy emphasis on defense acquisition training and certification. FTS AMDOs demonstrated performance and proven aviation management acumen resulted in the selection of a 1527 as COMFRC Production Officer and subsequently drove the decision to place 1527s into COMFRC area command staffs and IMAs for integrated (active and

reserve) intermediate and depot level production management.

Continued on pg. 8

Continued on pg. 8


SELRES AEDOs and AMDOs The Manual of Navy Officer Manpower and Personnel Classifications defines a 1515 as an “Aerospace Engineering Duty Officer requiring Aerospace Engineering (AED) specialty.” The last digit, “5” in 15X5 and designators signify “an officer of the Naval Reserve.” 1515s and 1525s are also known as SELRES AEDOs and SELRES AMDOs, respectively. SELRES AEDOs do not have a FTS counterpart. SELRES personnel typically serve one weekend per month and two weeks of active duty per year though many contribute significantly more days in any given year to include extended active duty support periods. The Reserve 15XX community is led by a 1505 Admiral who serves as Director, Navy Reserve Program. The Reserve aviation community also consists of FTS and SELRES enlisted maintainers. Prior to the year 2000, SELRES AMDOS and enlisted maintainers served in large numbers across many active duty and reserve echelon II to echelon V activities around the globe. Many reserve and active duty organizational and intermediate activities included SELRES maintenance contingents. For example, AIMD New Orleans’ SELRES component trained to support Maritime Patrol operations worldwide; Reserve AIMD Sigonella trained on equipment in the USA’s Mid-West but answered surge requirements as needed; and nearly 1000 senior officers (1525 and 1515) and aviation enlisted served at NAVAIR.

DID YOU KNOW?

SELRES have served on the

NAVAIR staff as far back as

1945.

While the ZBR resulted in significant 1515 and 1525 billet reductions, the community quickly reorganized to meet Naval Aviation’s war-time demands. SELRES aviation maintenance and engineering professionals with enterprise-first certified black-belts and lean expertise, worked closely with NAVAIRs FTS personnel to help usher in AIRSpeed, a compilation of continuous process improvement philosophies and methods.

NAVAIR Reserve units and individual SELRES answered the call for GWOT support across a range of military operations by developing and providing innovative technical solutions. Examples include Forward Deployed Combat Repair (FDCR) units which provided expeditious repair of battle damaged aircraft in theater; Persistent Ground Surveillance Systems (PGSS) units provided program management, rapid development, and deployment of aerial surveillance systems in war zones; and NAVAIRs Joint Combat Assessment Team (JCAT), comprised of reserve aviation maintenance and engineering professionals, provides forensic analysis of battle damaged

aircraft for improved survivability and tactics. As the Navy’s sole capability for this mission, the JCAT deployed beginning in 2003 to provide joint service training and remains on call for 24/7 response. Finally, other Reserve Aviation Maintenance professionals, FTS and SELRES alike, deployed around the globe including Iraq and Afghanistan, serving in Reserve aviation logistics, rotary, and tactical aircraft squadrons, and intermediate level activities, in support of GWOT, counter narcotics-counter terrorism, and other high-profile missions. FTS NAVAIR Billets. Unlike the active component, a unique aspect of Reserve

*HSM60 – MH60R

Continued on pg. 9

Continued on pg. 9


Naval Aviation is that its full-time NAVAIR contingent consists entirely of FTS AMDOs. Extensive industry collaborations and external partnerships required to effectively support Reserve aviation’s fleet of commercial derivative and (C-20, C-37, C-40, etc.) sister service aircraft (C-130, F-16, etc.) provides FTS AMDOs with unique contract management experience and in-depth contractor logistics support, aircraft and equipment acquisition, and sustaining engineering expertise. Employing ‘best commercial practices,’ NAVAIR program office teams supporting Reserve aircraft platforms employ leading edge logistics support constructs to maximize flight line readiness and generate NAE-leading aircraft availability rates. Program Office billets also provides FTS AMDOs with extensive exposure to the laws, policies, and practices governing aircraft design, military and contractor flight operations, and aircraft maintenance, in public and private settings.

FTS AMDO Accomplishments. FTS AMDOs possess a proven and successful track record of success while serving key aviation maintenance management billets across the spectrum from Reserve squadrons to carrier AIMDs and active duty squadron tours as part of occasional personnel exchanges between the 1520 and 1527 Detailers. FTS AMDOs have led maintenance department recognized with the Secretary of Defense “Phoenix” Maintenance Award; served as Flag aides and executive assistants; won multiple CNAP Enterprise-Level awards, and achieved significant accomplishments including establishment of its first command position at NAVAIR in 2015. As of 2017, the FTS AMDO community experience base is much more diverse than its original core at inception. The latest generation of FTS AMDOs includes former active duty and SELRES AMDOs,

aviation maintenance LDO/CWOs, and others with prior designators in fields ranging from aviators to Supply Corps officers. It has become a highly educated community, benefiting from a wide array of public and private industry experiences. Key FTS AMDO squadron billet structures have been modified to accommodate this experience diversity. For example, C-130 squadrons added a second FTS AMDO billet to handle the increasing workload from aircraft inventory growth and provide a mentee/mentor relationship for newly accessed FTS AMDOs who may lack operational experience or Reserve Force manpower management expertise. 15X5/15X7 Community Wholeness. A significant change, initiated around 2013, was the decision by community leadership to combine the collective force and experiences of Navy Reserve, Aerospace Engineering (AED) and Maintenance (AMD) professionals

Continued on pg. 10

Above: FTS AMDO Support Locations. *Not listed: HSM-60, which operates MH-60R aircraft at NAS Jacksonville


collaborating and executing with a unified purpose to leverage its diverse skillsets in support of current and future aviation readiness under the leadership and guidance of the Reserve 15XX flag-officer. In an increasingly resource-constrained environment, Reserve AED and AMD community leaders recognized the strategic imperative for the NAE to employ a total force strategy, and capitalize on its often under-appreciated but proven, value-added, and cost-effective Reserve resources to help resolve the NAE’s most vexing challenges. Reserve AED and AMD leaders worked tirelessly to ensure the NAE benefits from the strategic depth and force-multiplying capabilities of the combined military and civilian skillsets, resident in the Reserve team. Reserve AEDOs and AMDOs are now well-integrated into the total force, serving in a range of positions from

squadrons to major staffs, FRCs and program offices, and are routinely recognized for outstanding performance. Since SELRES AEDOs do not have a FTS AMDO counterpart, 1527s became advocates for this vital community whose contingent includes a rocket scientist, multiple PhD holders, and many other industry leading professionals with significant private sector experiences and notable accomplishments such as leading the Navy’s advances in Additive Manufacturing, service as NAVAIR Vice Commander and Naval Air Warfare Center Weapons Division (NAWC WD) Vice Commander, leading the search for solutions on physiological episodes, standardizing control centers for unmanned systems, and many others. To ensure the continued health and professional standards of this diverse cadre of professionals in the joint 1515, 1525, 1527 community, a position was

created in 2017 for its first dedicated BUPERS 3 Officer Community Manager. Collectively 1527s, 1525s, and 1515s provided both sustained and surge capabilities as needed through countless short and long-term mobilizations to support ‘NAE Vision 2020’ initiatives, resulting in readiness generation multiplier effects for the NAE. Improved collaboration with SELRES AEDOs, AMDOs, and their Active Component AMDO counterparts has ensured that the FTS AMDO community remains on track, vibrant, and ready to propel active and reserve forces into a brilliant future, together.

The final 1527 community plank-owner retired December 2014. CAPT William Hendricks, who served as an active duty 1520, a 1527, and retired as a 1525,

Continued on pg. 11


offered a vital perspective on the degree of collaboration between each community in which he served. As he bid a fond farewell to the Reserve Component (RC) AEDO/AMDO community, he was happy to see where they were headed, alongside active duty AMDO & AEDOs. After its initial 27-year journey, what is next for the 1527? How will their story read in the next 15, 27 or 50 years from now? That is very hard to predict. Hopefully, lessons learned about the importance of maintaining a strategic alignment with Reserve Force sponsors and Navy Enterprise goals will lead to continued success. Today’s biggest challenges (modern threats and capability, diminishing equipment differential, resources, etc.) are likely to shape the future of Naval Aviation, just as it did in the past. RADM Michael “Sky” Crane, CNAFR, Deputy CNAP and Vice CNAF recounts history and Reserve response in this way.

“Over the past century, the Naval Air Force Reserve (NAFR) has played, and continues to play, a large part in readiness for Naval Aviation as a whole. Through the decades of everchanging, ever-evolving budgetary environments, NAFR has adapted and flexed to continue to provide capability and capacity as part of a total force solution to meet the Navy’s warfighting requirements.” – Naval Aviation News Summer 2016

The imperative for total-force utilization is an unquestionable part of strategic doctrine. Our total-force (active and reserve military, civilians, and industry partners) remains our strategic advantage. The Navy Reserves has been at the forefront of talent management innovation for over 100 years, capitalizing on the vast skillsets of its SELRES cadre to provide an “on-demand” surge capability for readiness improvement and sustainment through both episodic and sustained contributions as required by the NAE.

Many in the current Reserve generation have seen nothing but war since 2001. They have repeatedly answered the call by performing up to 75% of the Navy’s individual augmentations. In short, what this means for 1527s is they must use every single digit of the designator, bringing to bear leadership, technical competence and the ability to help the Navy and Naval Aviation harness the capability of our country’s proven and most talented Reserve personnel. RADM Crane also highlighted adaptation in the aforementioned article. Adaptation is vital, and subsequently inherent in small entities, like RC AMDO/AEDOs, and should be considered in strategy development. Whenever 1527s embraced all of their uniqueness and charter, it found ways to do more critically needed work for the Navy. Considering, the linkages and extensive, focused, deliberate collaboration between 1520, 1527, 1525 and 1515s today, the future looks very bright.

Twenty-seven years after being established on August 16, 1990, the FTS AMDO community enjoys a well-earned reputation as a unique, multi-faceted contributor to Naval Aviation. While specifically developed to support the reserve aviation community, it has transformed from simply pursuing parity with 1520s to positioning itself to maximize total-force contributions through strategic and operational symbiosis. Reserve AMDOs and AEDOs provide strategic depth for the NAE and beyond, routinely making significant and impactful contributions such as acquisitions of unique aircraft and systems, earning awards for maintenance, efficiency, readiness, and safety along the way.

FTS AMDOs provide leadership and technical competence in facilitating collaboration between 1520, 1527, 1525 and 1515s to harness the capability of our country’s most talented to maximize support to the Navy and Naval Aviation.

The linkages and collaboration at all levels is already creating an exceptional future legacy.

While this article does not answer every question about the 1527, it frames the FTS AMDO identity and offers a reference for its current state, leaving room for constructive dialogue. The following quotes sum it up best:

“…our built history connects us in tangible ways with our past and provides context for the places we occupy and the world we live in.” - Craig Potts, Executive Director of the Kentucky Heritage Council and State Historic Preservation Officer

“It has been said that, at its best, preservation engages the past in a conversation with the present over a mutual concern for the future.” - William Murtagh, first keeper of the National Register of Historic Places.

Credit for the compilation of this article goes to the 1527 Captains listed below. Each worked hard to preserve the history of this small community.

-Captain David Hundt (1st

) -Captain Eben Barnett (2

nd)

-Captain Herb Brasselman (3rd

) -Captain Rey Resendez (4

th)

-Captain Robert Gumpright (5th

) -Captain James Nichols (6

th)

-Captain Duane Mallicoat (7th

) -Captain Kevin Colton (8

th)

-Captain Robert Worringer (9th

) -Captain Curt Dodges (10

th)

-Captain John Pasch (11th

) -Captain Jeffrey Tandy (12

th)

-Captain Gregory Mitchell (13th

) -Captain Eric Washington (14

th)

-Captain Billy Young (15th

) -Captain Jason Goff (16

th)

-Captain Bruce Osborne (17th

) References: VADM Philip Quast, Director of Military Personnel Policy Division (OP-13), approval letter, “Professional Aviation Maintenance Managers within the Training and Administration of the Naval Reserve Officer Structure”. Ser 130R3/0U574297, 23 APR 90. RDML Richard K. Chambers, Commander Naval Air Reserve Force, “Professional Aviation Maintenance Managers within

Continued on pg. 12


the Training and Administration of the Naval Reserve Officer Structure”. Ser 57/023, 07 FEB 90. Point Paper, “Assignment of TAR 1527 AMDO Billets in Program Management-Air (PMA) offices, AIR 1.0R, 29 JUN 98. RADM Steve Keith USNR-RET, “Redesign of the naval Air Reserve”, Naval Reserve Association News, Volume 52, Number 5, pages 21-22, May 2005.

FTS AMDO Perspectives

Perspective, we all have it. However, depending on the day, week, or year, our perspective may change drastically. This holds true for all those who choose a life of military service, and especially for AMDO’s. The nature of our job can take us from working a “normal” 0800-1700 workday at an FRC to working an unpredictable flight schedule 7,500 miles away from home. Wherever you are at in your career, you can count on one thing; change. Whether we are reviewing the AMSRR or BMT reports each morning, we routinely find things that weren’t there before. The same can go for our career. Below, three FTS AMDOs ranging from Commander down to Lieutenant independently share their perspectives in response to the same set of questions in an attempt to capture a snapshot of where they are at in their naval service, providing a window into the community’s diversity. Depending on your current billet, you may actually share some of the same thoughts as those interviewed. For those of you who haven’t yet experienced one of these tours, perhaps there will be some valuable insight that may help steer your career going forward.

What are your current duties at your present command? CDR Vavrus: I am the Officer in Charge at Fleet Readiness Center Mid-Atlantic, Detachment Washington. I am responsible for the Sailors, Aircraft Parts & Equipment, and execution of our mission providing support to the fleet.

CDR Vavrus

LCDR Depremio: MMCO, Legal Officer and CACO.

LCDR Depremio

LT Pond: At VR-58 I serve as the AMO, MMCO, MCO, and Physical Security Officer.

LT Pond

What do you enjoy most about your job? CDR Vavrus: I love building Sailors; inspiring them to achieve greatness in their lives both in and out of the Navy and forming them into well-trained, disciplined war fighters. LCDR Depremio: The opportunity to lead with other leaders. There is an exciting effect when leaders come together to accomplish something great! Hats off to LCDR Aaron Miller (FRCMA det New Orleans) & CWO3 Matt Horton (HMLA 773, New Orleans). These great Americans have been involved making the best of a tough situation for several aviation units displaced by the storms in the Gulf Coast this summer. LT Pond: I thoroughly enjoy the challenge presented by wearing so many hats. I also enjoy the day to day interaction with my Sailors. From the maintenance meetings to reenlistments, I love finding a way to connect with Sailors on the deckplate. What is the least favorite aspect of your assignment? CDR Vavrus: I can’t think of a single thing. LCDR Depremio: It’s never a happy day when I have to put on my “Legal Officer” hat. It’s never easy to work though the mast process or coordinate a court martial. But at the end of the day you tell yourself that its’ for the best and you carry on. I’m just grateful that we have such a terrific group of Chiefs and Junior Officers like LT Dave Fowler and LTJG James Henson. These leaders are always willing to engage Sailors. LT Pond: Dealing with manpower issues; finding the balance to keep the machine running and Sailors happy.

Continued on pg. 13


How has your past assignments benefited you in your current role? CDR Vavrus: Thirty Two years of past assignments (both enlisted and officer) have prepared me to accept any and all challenges that arise in the areas of maintenance, logistics, and personnel. Naval Aviation has grown immensely over the years, but the one thing I’ve learned is that we, as leaders, need to adapt, improvise, and overcome challenges. LCDR Depremio: Having been a squadron MMCO keeps me more in-tuned with squadron needs and helps me anticipate things. The relationships you develop over time, really helps. LT Pond: As a prior AD1 who served I level afloat and ashore, I feel that I am able to relate to the diverse assortment of sailors on the FTS side of the Navy. I have done every job from mess deck work to TAD Master at Arms and I think that has provided me with a firm grasp on the struggles that the average Sailor might face. Being I level maintenance afforded me a lot of time to get to really know the NAMP and to see how the FRC’s truly support the fleet and global readiness. Do you feel one past assignment helped more than another? CDR Vavrus: No, I’ve learned beneficial things from all my assignments; starting from my first assignment on the transient line as an Airman to my current assignment as OIC. LCDR Depremio: I call upon my “Helo-Mafia” brothers and sisters from HSC-84 for advice all the time. Many times CDR Varonfakis and CDR Scinicariello have been there to provide sage advice. LCDR Art Castro, LCDR Chris Baxter, LCDR (SEL) Lou Boudart, LT Chris Green, and LT Chase Whitford have always been there to lend a hand. LT Pond: I feel that serving aboard the USS Wasp for my first tour as an undesignated Sailor was the best thing that ever happened to me. It made me appreciate the way the aviation side of the Navy operates and cares for its people. What is your overall impression of the AMDO community? CDR Vavrus: Aviation Maintenance is in my blood, I love surrounding myself with

other Aviation Maintenance Professionals. I respect my colleagues in the AMDO community and believe they all have something significant to contribute to the greater good. LCDR Depremio: I am proud to be a part of this diverse and gifted team of Naval Officers. LT Pond: I think the AMDO community is the best kept secret. I am honored to work with a group of people who put professionalism and mission accomplishment so high on their priority list. It is an amazing thing to me to pick up the phone and reach out to fellow 1527’s and to have them drop what they are doing to help solve a problem. Our understanding that we are all integral parts of a system really sets us apart from so many other designators. Are you satisfied with your career so far? CDR Vavrus: Yes! LCDR Depremio: I am really never satisfied. I believe that things could always be better. Continuous improvement still gets me out of bed in the morning after 21 years of naval service. It’s great to be around colleagues who have a similar outlook on things. LT Pond: I am without a doubt satisfied and enthusiastic about my career so far. Is it what you expected? CDR Vavrus: It is better than I expected. I came in the Navy because of my desire to serve and I have been blessed to serve alongside some of the finest people I have ever known. LCDR Depremio: Absolutely not as anything really worthwhile never is. If you would have told me that 20 people could take four, thirty-year-old helicopters and take the fight to the enemy in Iraq with no “I-Level” support nearby, I would have thought you were crazy. I would have never thought it possible to crisscross the planet carrying millions of tons of cargo and thousands of passengers when more than half of your workforce was “part time”, however, the men and women of the Navy Reserve do just that. Selected

Reservists really are our “Aces in the hole”. LT Pond: Being a 1527 is far more rewarding and challenging than I expected. What advice would you give to a prospective AMDO candidate or newly designated 1527? CDR Vavrus: Find an experienced and professional 1527 mentor that you trust and one that will challenge you to step outside of your comfort zone. Learn as much as you can about aviation maintenance and defense acquisition. Trust and lead your Chiefs mess. Set a good example for your Sailors. Never settle for mediocrity and always stay true to yourself. Don’t try to fit into someone else’s version of you. Be the best version of yourself and soar. LCDR Depremio: First, if we selected you, you are good enough to do this job, so trust and act on your gut, but know that you always have a sounding board if you just pick up the phone. LT Pond: My best piece of advice would be to ask questions, and never stop asking questions. We are a small community and therefore must look out for each other to sustain our overall health. This means asking questions and sharing the things we learn along the way. I would also have to say, get in the books. Never stop learning and that will carry you a long way in your Sailor’s eyes and for your career. Navy RAM thanks CDR Vavrus, LCDR Depremio and LT Pond for contributing to this article. We hope you find their feedback insightful. It is important to reiterate that their responses were provided independently from each other. However, the common theme across their responses was the importance of teamwork. Each position we hold as we navigate our naval career will bring different experiences and challenges that ultimately shape our paths. Though we may sometimes feel that what we do is a one-person show, it is imperative that we maintain open lines of communication to capitalize on the wealth of knowledge that is often just one call away.

Continued on pg. 14


Meet the Newest FTS AMDO’s

LT Rhyan Hankins is a native of Newton, NC, graduating from Newton-Conover High School in 2003. She reported to Recruit Training Command in Great Lakes, IL, and graduated in November 2003. After completion of Aviation Electronics Technician Intermediate Level “A” School and “C”, she reported to Naval Air Station Oceana’s Aircraft Intermediate Maintenance Department in Virginia Beach, VA for duty as an Aviation Electronics Technician. She spent two consecutive tours there on shore duty and sea operational detachment from 2004-2008 and promoted to Petty Officer Second Class during that time. In January 2009, she reported to the USS ENTERPRISE in Norfolk, VA serving as an Aviation Electronics E-2 Search Radar Technician earning her Enlisted Aviation Warfare Specialist and Enlisted Surface Warfare Specialist pins and completing her Bachelor’s in Professional Aeronautics from Embry-Riddle Aeronautical University. In April of 2011 she reported to Center of Naval Aviation Technical Training Unit Norfolk in Norfolk, VA as an E-2 Search Radar Instructor and promoted to Petty Officer First Class. She completed her Masters Training Specialist and began working towards her Masters of Business Administration degree.

She was selected into the Officer Candidate School program to become an Aerospace Maintenance Duty Officer in 2013. Her first duty station was VFA-11 in Oceana, VA for a short tour followed by VX-1 in Patuxent River, MD. During these tours she served as Quality Assurance Officer, Material Control Officer, and Division Officer and earned her Master of Business Administration (MBA) degree from the University of Phoenix. In July 2016, she was assigned to the USS Carl Vinson in San Diego, CA, where she is currently stationed and upon departure, will have completed two “back to back” WESTPAC deployments serving as the Ground Support Equipment and Aircraft Division Officer. She is set to receive her PAMO pin before completion of her tour and redesignation to 1527 and is expected to report to VFC-12 at Naval Air Station Oceana in July 2018.

LTJG Gorman

LTJG Angelina Gorman is a native of Novi, Michigan. She is a graduate of Eastern Michigan University with a Bachelor of Science in Aviation Management Technology. In January 2007, she reported to Recruit Training Command in Great Lakes, IL. After completion of AM A-School and E-2/C-2 C-School, she reported to VAW-123 "Screwtops" in Norfolk, VA.

While with VAW-123, she was "lucky" enough to cruise on the USS Enterprise. She spent time in the Line Shack and Airframes, promoting to Third Class Petty Officer in 2008 and Second Class Petty Officer in 2009. In November of 2009, she was selected for the Seaman to Admiral-21 (STA-21) program. After completing her training at the Naval Science Institute in Newport, RI, she reported to the University of Michigan NROTC where she earned her commission in 2014. Following her commissioning, she reported to Naval Air Station Pensacola, where she completed Introductory Flight Screening and the Aviation Preflight Indoctrination. In March 2015, she reported to Naval Air Station Whiting Field, where she completed Primary Flight Training with the VT-2 "Doerbirds", followed by Advanced Helicopter Training with the HT-18 "Vigilant Eagles".

LTjg Gorman with her son Hunter

LT Hankins (left) prepares to board a MH-60S to perform a reenlistment on deployment

LT Hankins with her daughter Teigan

Continued on pg. 15


LTjg Gorman

In September 2016, LTJG Gorman separated from the Active Component and redesignated as a 1525 in the Reserves. She has been attached to the Operational Support Unit, NOSC Detroit since Feb 2017. LTJG Gorman is married to Andrew Gorman. They have one son, Hunter, and a Golden Retriever, Charlie. The Gorman's are getting ready to move down to Louisiana, where LTJG Gorman will be assigned to VR-54 "Revelers". LTJG Anton

LTJG Robin Anton was born and raised in Fort Lauderdale, Florida. She joined the Navy after two years of college at Georgia Southern University and completed basic recruit training in Orlando, Florida. She attended Operation Specialist “A” school in Damneck, Virginia and graduating in the top five of her class, she reported for duty aboard the USS Mauna Kea (AE-22) in Concord, California. After separating from active duty, she enlisted in the Navy

Reserves as an Aviation Ordnanceman. Her first duty station was HS-75 in Jacksonville, Florida, followed by HC-85 and HCS-5 in San Diego, California. Additional commands include COMUSNAVEUR DET 130, NSA Souda Bay, TFCF Camp Arifjan, and VR-62. LTJG Anton completed her Bachelor’s degree in Professional Aeronautics with a minor in Management at Embry Riddle Aeronautical University (ERAU) and recently completed her Master’s degree in Project Management with ERAU. In her civilian job, she was employed with the Jacksonville Aviation Authority as Airport Operations; she was commissioned in October 2014 as a Limited Duty Officer and reported to VR-58 to serve as the Reserve MMCO/AMO.

LTJG Anton currently resides in Fleming Island, Florida with her husband, AWRCS Chris Anton, currently stationed at HSM-42, and their four children. She is an avid volunteer with the local animal shelter in Jacksonville, Florida and coaches U-16 soccer for Clay County Soccer Club. ENS Dew

ENS Dew

ENS Samantha Dew enlisted in the Navy out of Middlefield, Ohio in 2006 and was a Flight Engineer on P-3's serving with VP-16 out of NAS Jacksonville. She separated from the Navy in 2012 to pursue her education and received her commission in May 2016. Her husband’s name is David and they have 3 boys Avery (6), Miles(4) and Emmett (3). Their hobbies include spending of time

outside, hiking, biking and love any activity with water. ENS Dew also enjoys running, reading and doing crafts. ENS Dew is very excited to be a part of this community and looks forward to furthering her education and qualifications within the AMDO community.

ENS Dew, her husband David and their Sons Avery, Miles and Emmett

Detailer’s Diary BOARD PREPARATION The FY19 board season is upon us and now is the time to ensure the information in your record is current. All officers who will be considered for promotion should begin reviewing their OSR/PSR and their Official Military Personnel File (OMPF) which are accessible via BUPERS Online (BOL). The board members will see the contents of the OSR/PSR, when your record is presented. Verifying continuity of Fitness Reports, submitting an updated photo, and validating your certifications and Additional Qualification Designators (AQDs) should be considered priority updates by all at least 60 days before the board convenes. The NPC WEBSITE contains useful information on updating a myriad of sections within an Officer’s record. I highly encourage each of you to visit the site and use it as a resource. Feel free to contact CDR Michael Martin should you have additional questions or to request assistance with updating your record.

PCS ORDERS

From a financial perspective we are writing orders with rotation dates about

LTjg Anton

Continued on pg. 16


4-6 months out. We are still operating under a limited Continuing Resolution Budget that so far has not affected order lead times for FY18. Do not hesitate to contact your detailer if you have questions about your orders.

RECRUIT YOUR REPLACEMENT

Please continue to canvass and recruit Great officers. I get many calls asking about our community. I am happy to talk to anyone about their future and go over billets, and discuss their records for possible selection. Need your eyes and ears in your local environments to actively recruit outstanding individuals to the 1527 AMDO community.

1527 Detailer, CDR Martin, briefs personnel at the 2017 Reserve AMDO Symposium

JO Jungle

CNATT Mobile Training Team (MTT) Program

The Center for Naval Aviation Technical Training (CNATT) provides MTTs to

provide training to fleet personnel when operational commitments prevent attendance at traditional learning sites or if the MTT meets Naval Aviation Enterprise (NAE) ‘cost-wise” readiness intent.

As the training agent, CNATT establishes MTT policy and scheduling priority. Commands desiring a MTT must submit request to the CNATT Course Curriculum Manager via the applicable Type Wing with justification for training outside established learning sites no later than 45-days before course start date.

The requesting command is responsible for funding the MMT to include instructor travel, per diem, and shipment of course materials, providing training spaces that meet CNATT requirements, verifying that course attendees meet course prerequisites, and ensuring students are exempt from command obligations throughout the scheduled course duration.

See CENNNAVAVNTECHTRAINST 1541.2 series for detailed instructions.

News You Can Use SELRES Additive Manufacturing Support Opportunity The Navy's Additive Manufacturing Office (N415) on the CNO's staff in Washington, DC is actively seeking SELRES personnel support.

Qualified applicants should possess digital infrastructure experience and/or education in one of the following fields: -Cybersecurity -Data management -Enterprise information technology (IT) architecture -Industrial control system integration -Networking -Operational IT deployment -Product Lifecycle Management (PLM) systems and processes

POC for more information and application information: CAPT Jason Bridges Tel: (703) 695-5825 E-mail: [email protected]

or

Mr. Steve Dove Tel: (703) 695-4866 E-mail: [email protected]

LGBTQ+ employees share their stories for National Coming Out Day event

From left: Cmdr. Alyce Grillet, Mark Hoursey, Jiyati Verma and Erin “Lizzie” Orbaker speak as part of a National Coming Out Day event at Patuxent River, Md., Oct. 11. (U.S. Navy photo)

By Emily Funderbunk:

HEADQUARTERS, NAVAL AIR SYSTEMS COMMAND, PATUXENT RIVER, Md. — For many lesbian, gay, bisexual, transgender, queer/questioning plus (LGBTQ+) people, coming out at work can be challenging and frightening.

A panel of four LGBTQ+ NAVAIR employees spoke about their experiences coming out at work at an event for National Coming Out Day Oct. 11. This annual LGBTQ+ awareness day was founded in 1988 to acknowledge and celebrate the voluntary self-disclosure of living openly as an LGBTQ+ person.

“Why does it matter?” Steven Ramiro, co-administrator of NAVAIR’s LGBTQ+A Advisory Team, asked the approximately 50 employees who attended the event. “Being out in the context of work is like constantly balancing on a tightrope. Without the support of our community and teammates, it’s almost impossible to be out at work. We can all play a role in making it less challenging and knock down barriers to understanding.”

VR-59 personnel conduct cargo loading exercise on a C-40A Clipper in Fort Worth, TX

Continued on pg. 17



http://www.navair.navy.mil/img/uploads/Emanuel_Cavallaro-103.jpg


The four panelists echoed Ramiro’s sentiments. Coming out, they explained, is a continual process that involves constantly balancing their personal identity and authenticity with the challenges associated with being out in the workplace. Before coming out, panelists sometimes felt they needed to tailor, censor or even hide their personal lives from people in their workplace.

Erin “Lizzie” Orbaker, who identifies as pansexual and a transgender woman, said she was worried about losing friends and respect at work. She came out in June to her co-workers. “Finding your identity can take a long time,” she said. “You feel like you’re lying to everyone around you.”

Orbaker said being out at work is freeing. “Being out allows you the freedom to talk about your family and be yourself. You don’t have to hide who you are for fear of rejection,” she said.

Jiyati Verma, who came out this year as bisexual, said coming out can relieve members of the LGBTQ+ community of the stress of being stigmatized. The panelists spoke of how that type of stress can sometimes lead to mental health issues. To her, “it [coming out] matters, because it gives context.”

Mark Hoursey said he initially wanted his work to speak for itself and not let his personal life influence his work ethic. However, after attending Capital Pride in Washington, D.C., in the wake of the Pulse nightclub shooting in Orlando, Florida, the same weekend, he wanted to be able to share his experience and thoughts on it with his co-workers.

“We still see hatred for us being ourselves,” he said. “I wanted my work to speak for itself, but now I can be fully myself wherever I go. I know who I am, and I choose myself.”

Cmdr. Alyce Grillet, lead for the Patuxent River chapter of NAVAIR’s LGBTQ+A Advisory Team, worked most of her 19-year military career under the “don’t ask, don’t tell” law. She came out this year to her co-workers after a career of secrecy.

“Finally, I can just be me, get my job done and not carry the burden anymore,” she said.

Panelists said feeling included while at work is important for their morale and motivation.

“We can’t have the NAVAIR we need to have without inclusion,” Grillet said. “At NAVAIR, we’re responsible for our command climate. I’m accountable for me and the pocket of space I hold. Be a leader who wants to make people feel comfortable. Care about people around you as human beings.”

Panelists encouraged employees to ask questions and learn more about their LGBTQ+ co-workers.

“Take the initiative to learn when you don’t know about something,” Orbaker advised. “Educate yourself, ask questions. That is the best way to normalize and help the community.”

“Question by question, this is a mountain all of us can overcome,” Verma agreed.

The LGBTQ+A Advisory Team was established in October 2016 to foster a diverse, inclusive and equitable environment where all individuals, regardless of sexual orientation, gender identity or gender expression, can fully participate and contribute toward accomplishing NAVAIR's mission. Navy RAM thanks Emily Funderbunk for letting us publish her article.

UNIT IN THE SPOTLIGHT NAVY RESERVE FLEET READINESS CENTERS, LOGISTICS AND INDUSTRIAL EXECUTION

MISSION: RADIOLOGICAL RECLAMATION AND RAPID RESPONSE

By: CDR Melissa Ford, Navy Reserve Fleet Readiness Centers, Logistics and Industrial Execution (NR FRC L&IE), part of the Commander, Fleet Readiness Center enterprise

The H-53 Heavy Lift Helicopters program office (PMA-261) provides fleet support for the MH-53 Sea Dragon and CH-53E Super Stallion, which are both out of production and projected to remain in active service until 2025 and 2031, respectively. In an effort to meet the challenges of maintaining readiness and controlling costs on aging airframes, PMA-261 and Naval Supply Systems Command (NAVSUP) Weapon Systems Center (WSS) procured H-53 aircraft and parts from the Japanese Maritime Self-Defense Force (JMSDF). In 2011, Japan was devastated by the Tohoku earthquake and tsunami which caused multiple nuclear accidents including three nuclear reactor meltdowns. JMSDF MH-53E aircraft were used to support the ensuing humanitarian assistance and disaster relief efforts and were potentially exposed to radioactive fallout. Although the Japanese government surveyed these aircraft using their own radiological testing requirements, they did not meet the more stringent standards directed by NAVSEA-04N, the Navy’s technical authority for radiological affairs. All affected aircraft needed to undergo a Radiological Control (RADCON) screening and authorized for release by NAVSEA-04N prior to being stored, inducted for repair, or distributed for US fleet use.

Airframe Survey Activities (Elevated Heights)

Naval Air Systems Command (NAVAIR) Reserve Program (NRP) personnel, working with PMA-261 and NAVSUP-WSS, developed a path forward for the inspection and release of JMSDF MH-53 aircraft acquired by the US Navy. The approved course of action included use of Navy Reserve Contamination Technicians to support the effort. Navy Reserve Fleet Readiness Centers, Logistics and

Continued on pg. 18


Industrial Execution (NR FRC-L&IE Det B) located at Naval Air Station Jacksonville, Florida, maintain the RADCON capability within the NRP. Throughout June, two teams of FRC-L&IE Det B personnel were sent to survey four stricken JMSDF MH-53 aircraft and subsystems in Iwakuni, Japan. The aircraft were stored at Marine Aircraft Logistics Squadron (MALS) 12 facilities aboard Marine Corps Air Station Iwakuni, Japan. Prior to their deployment, Det B personnel were recertified on radiological containment policies and procedures. The teams participated in table top exercises, performed an operational risk management assessment, and ensured personal protective equipment and radiological survey equipment were undamaged and ready for use.

(Left to right) LCDR Dan Walle, LCDR Doug Webb, AOCS Antonio Rhodes, LTjg James Kelly, and LT Sam Burnham conduct recertification training.

Working alongside fleet H-53 technicians and MALS-12 Radiation Safety Officer staff, the integrated team inspected four MH-53 “hulks,” cleared 750 parts, and prepared 26 tri-walls of components scheduled for further evaluation at FRC East Cherry Point, North Carolina. Their efforts will improve readiness, increase sparing levels, reduce total ownership costs, and mitigate diminishing manufacturing sources and material shortages (DMSMS) and obsolescence issues for the remainder of the H-53’s current lifecycle. In addition, the use of Reserve personnel saved PMA-261 an estimated $375,000 in lodging and travel expenses. Similar collaborative RADCON events are in the planning stages for fiscal year 2018.

Standing Reading Board

FTS AMDO VISION

-Attract, train and develop professional Naval Officers who are experts in all facets of aviation related acquisition, sustainment, and readiness. -Sustain aviation assets to effectively support peacetime and surge readiness requirements at an affordable cost. -Maintain alignment to the Navy’s Aviation Reserve Forces within the NAE in order to represent current and future interests.

Profile of competitive LDO/CWO Candidates:

Sustained superior performance! • Consistent break-outs in evaluations (Always EP or moving to the right) • Successful in key leadership and technical positions • Continued education, personal and professional development • Equivalent civilian experience and expertise • Warfare qualified (where possible) • Challenging and diversified assignments • Active component support (IA/Mob, ADSW, ADT) • Culture of Fitness

Additional Resources: • NPC LDO/CWO website http://www.public.navy.mil/bupersnpc/ boards/administrative/ldo_cwo/Pages/default.aspx – NPC “LDO/CWO Community Page” (link under “Related Information”) • OPNAVINST 1420.1B (Enlisted to Officer Commissioning Programs Application Administrative Manual) – Chapters: 2, 7 Appendices: F, H – Follow OPNAVINST 1420.1B unless otherwise directed by annual NAVADMIN LDO/CWO Announcement or guidance on the NPC website • OPNAVINST 1120.12 (LDO/CWO Programs Eligibility Checklist: Commands Appointment of Limited Duty Offices and Chief Warrant Officers for inactive duty in the Navy Reserve)

• Facebook: https://www.facebook.com/ mustang.reserveldocwo

“New to the Navy” mobile app:

Looking for answers to common questions such as how to ship household goods or obtain ID cards for new dependents? There’s now an app for that complete with easy to understand topics, references, points of contact, and methods for avoiding mistakes. Available now in the Android and Apple application stores. Read more here: http://www.navy.mil/submit/display.asp?story_id=92264

OFFICIAL OFFICER PHOTOGRAPH REQUIREMENT

NAVADMIN 186/16 eliminated the requirement to display the officer photograph during selection boards. However, the requirement to maintain an officer photograph in the official service record remains unchanged IAW MILPERSMAN Article 1070-180

Navy Reserve Program (NRP)

NRP Mission To support NAVAIR and the warfighter with a mobilization-ready force of qualified acquisition professionals providing forward deployable capability

and expertise.

NRP Vision The Navy’s premiere program for innovation and expertise in the support of system development, acquisition, rapid deployment, and depot-level repair capabilities seamlessly aligned with our active duty counterparts, integral to the future of Naval Aviation, and essential to the Warfighter.

http://www.navy.mil/submit/display.asp?story_id=92264

http://www.navy.mil/submit/display.asp?story_id=92264


NRP Core Principles We draw on these values to guide all of our decisions and actions:

Emphasize Warfighting first! Be where it matters, when it

matters NRP Strategy

Maintain the highest possible training and mobilization readiness

Provide focused efforts for Junior Officer development and DCO training/indoctrination

Identify and maintain a database of personnel skills

Identify capability and resource gaps and develop NRP solutions

Apply unit and individual strengths as well as differentiated talents to provide value to the warfighter

Serve as a Unified Team for a shared purpose

Establish trusting relationships,

both inside and outside the NRP Be a vital part of the future of

Naval Aviation Operate with the highest

Integrity and utmost of Ethics Be Agile, Responsive, and

Adaptable Maintain open and honest

communications Embrace diversity in recruiting

and throughout mission execution

Leverage military skills and civilian skill-sets to meet future requirements

Think strategically Continue to adapt

Get Noticed!

Send us pictures of RAMs in action (PAMO pinning, promotions, reenlistments, awards, etc.) or unit and event photos for inclusion in future editions of Navy RAM.

iC-130 propeller loading evolution on a VR-59 C-

40A.

CAPT Young describes how big the fish he caught at the 2017 Reserve AMDO Symposium.

Top: LT Tran flanked by Vietnam Veteran Squadron Members of Helicopter Attack (Light) HAL-3 Seawolves. Middle: RDML MacInnis speaking at the 2017 Reserve AMDO Symposium.

From Left to Right: LCDR John, CAPT Washington and LCDR Baxter at CAPT Washington’s Retirement Ceremony

LCDR Baxter celebrates Halloween at the VR Wing, Fort Worth, TX


Reserve Maintenance Officers at CAPT Young’s Retirement Ceremony: Front row (left to right) CDR Voigtlander, CDR Grillet, CAPT Goff, CAPT Young, CAPT Osborne, LT Townsend, LCDR Bliss, CDR Price-Jordan, LCDR Rajhel, CAPT Fox. Back row (left to right) LCDR Greer, LCDR Baxter,

LT Tran, CDR Fairchild, LCDR(Ret) Bauer-Chen, CDR Allen

Above: Ground Pounders gather for lunch at the Golf Club, NAS, Jacksonville. Front row: (left to right) LT Robert Latimer, 6330; LCDR Carlos Marcia, 1527; LCDR Chris Baxter, 1527; LCDR (Sel) Toochikwu Udeinya, 1520; LT Randy Pond, 1527.

Back Row: (Ask Randy -Kelly, 1525); ENS Matt Callander, 1525; LT Ryan Kobeski, 1527; ENS Corey Jackson, 1520


PINNED POSTS!

Clockwise from Top Left: CAPT Goff receives the first 1527 Commanding Officer Pin from VADM Grosklags; CAPT Osborne and family at his CAPT pinning ceremony; CDR Price-Jordan dons her “scrambled eggs” combination cover at her CDR pinning; LCDR Bliss gets her oak leaves from her sons during her LCDR promotion ceremony; CAPT Washington is presented with the Legion of Merit from VADM Grosklags at his retirement; CAPT Young receives his Legion of Merit from RDML Crane at his retirement ceremony.


Navy RAM: Reserve Aviation Maintainer

20995 Fortin Cir. Bldg 1489

Patuxent River, Md. 20670

[Addressee] [Street Address] [City, ST ZIP Code]

Documents

P Navy RAM - Amdo · elcome to the History edition of NAVY RAM. FY-19 Reserve Officer Promotion zones have been released and the FY-18 Transfer/Redesignation board has adjourned with