Month: January 2023

Source: United States Navy

NAMRU-6 hosted several visitors and guests from the U.S. and Peru at the event, to include U.S Ambassador to Peru Lisa Kenna, Rear Adm. Jorge Enrique Andaluz Echevarría, Surgeon General of the Peruvian Navy, Rear Adm. Guido F. Valdes, commander, Naval Medical Forces Pacific and Capt. William Denniston, commander, Naval Medical Research Center. Visitors provided remarks celebrating the history of the command and its ongoing mission.

“The U.S. Navy, and Navy Medicine in particular, take great pride in our ties and partnership with Peru,” said Valdes. “Over the last forty years, what began as a humble laboratory detachment has grown to meet the changing readiness and health needs of U.S. service members, our Peruvian national partners, and global stakeholders.”

Capt. Franca Jones, commanding officer of NAMRU-6, took part in a brief panel following remarks, along with past NAMRU-6 commanding officers and researchers from the command and local collaborating institutions. Participants reflected on past NAMRU-6 accomplishments and discussed current command activities.

Established in 1983 as the Naval Medical Research Institute Detachment, NAMRU-6 was re-named in 2011, and has provided research expertise to aid over a hundred outbreak investigations in Central and South America since 2008. NAMRU-6 staff, a force of almost 300, and comprised of 90% Peruvian nationals, provided detection and identification of the first case of the Zika Virus in Iquitos, Peru. They also aided U.S. allies in the Peruvian Navy with testing for COVID-19 throughout the pandemic. NAMRU-6 collaborates with a network of agencies, universities and hospitals around the globe on these and other medical research missions.

“It has been a privilege to be part of this command’s storied history,” said Jones. “I look forward to the future and the opportunity to continue making a difference in the world through our work.”

NAMRU-6, part of the Naval Medical Research & Development enterprise, supports Global Health Engagement through surveillance of a wide range of infectious diseases of military or public health significance, including dengue fever, malaria, diarrheal diseases, and sexually transmitted infections.

Source: United States Navy

On Jan. 17, over 50 years later, Rear Adm. Keith Davids, commander, Naval Special Warfare (NSW) Command, presented the Silver Star to retired Rear Adm. Richards for his actions that day as the assistant patrol leader of Zulu Platoon. Secretary of the Navy Carlos Del Toro upgraded the original Bronze Star, recognizing the meritorious nature of Richards’ actions.
 
“Today we were fortunate to attend a very long overdue ceremony to recognize one of Naval Special Warfare’s truest warriors, tribal elders and fantastic teammates,” said Naval Special Warfare Force Master Chief (SEAL) Walter S. Dittmar. “His humility was absolutely evident in the fact that he still recognizes and defers to all the brothers who were around him for why he is alive today.”
 
Despite originally being recommended for the Silver Star and demonstrating courage under fire typical of higher awards, the staff for Commander, U.S. Naval Forces Vietnam initially recommended Richards for a Bronze Star. The decision by Del Toro to upgrade the award is a reminder that the courage, grit, and integrity of past NSW teammates forms the standard upheld in the community today.
 
“The upgrade to the Silver Star provides recognition of the fact that things went terribly wrong that day in South Vietnam,” said Richards.
 
“More importantly, it brings attention to the fact that the SEALs and other special operations forces are put in those situations to support our country’s foreign policy in the most dangerous manner. This Silver Star reminds our country that we have people risking their lives for the democracy we enjoy daily.”
 
A native of Bay Shore, New York, Richards’ background in lifeguarding, wrestling, and experience with small boats led him to believe that the Navy Underwater Demolition Teams would be a natural fit. Moreover, as someone who could squat and deadlift more than 500 pounds, he was well prepared for the arduous physical evolutions of BUD/S except for the runs. His heavier frame was punished by the soft sand, and the runs left him “puking in front of the Hotel Del (Coronado) more times than you want to know.”
 
Richards credits his parents for instilling in him the values of integrity, bravery, and self-sacrifice — ideals further refined during his military training. Reflecting on his actions, the retired SEAL matter-of-factly mentioned that he was laser focused on managing the situation and getting his teammates to safety.
 
“Thinking back on that day, I never gave any thought to my own personal exposure to enemy fire,” Richards said. “ I wanted to get my friends out of danger and to safety.”
 
When questioned about the nature of his courage and whether it’s innate or imbued through rigorous military training, Richards sees it as a combination of the two. In his view, the candidates that begin SEAL training already have the tools built into their persona; it’s the job of the SEAL instructors to bring those values to the surface. Moreover, the bonds formed during training and pre-deployment workups made it so that he would risk his life rather than leave a teammate behind. His bravery speaks to the fact that Naval Special Warfare’s selectivity is built on the rock-solid foundation of earned respect and an unbreakable commitment to the mission.
 
Saving his teammates in Vietnam was just the beginning of the frogman’s long and colorful career. Over the next 30 years, Richards would “follow the conflicts,” leading special operations missions in the Arabian Gulf during Operation Praying Mantis and Operation Prime Chance. He would also serve in numerous staff and command positions, including as executive officer of Underwater Demolition Team 12 and as commanding officer of Special Boat Unit 13,  SEAL Team One, and Naval Special Warfare Center. His final post would be as commander of Naval Special Warfare Command from 1996-1999, after which he retired from active duty.
 
Thanks to his extensive experience at the tip of the spear in various conflicts, Richards is uniquely qualified to comment on how NSW can advance capabilities that directly contribute to integrated deterrence and campaigning for influence.
 
“What most people do not understand about NSW is that we are the best problem solvers around. Bar none,” Richards said. “Special operations and NSW exist because there is that set of missions that take a different approach to successfully execute.”
 
As the NSW community shifts its focus to developing the force for strategic competition, Richards points out that NSW must be willing to adapt and innovate to execute its role of gaining, maintaining, and extending access for theater warfare commanders and the Fleet.
 
“We must be flexible in response to change,” Richards said. “More importantly, we must place ourselves ahead of change coming from our adversaries or potential adversaries.”
 
Effusive in his praise of others, Richards is a stellar example of the servant leadership requisite of any naval officer. When discussing how the incident in Vietnam impacted his career and leadership style, Richards made it clear that he viewed his role as the commander of Naval Special Warfare as one in which he “worked for 6,000 people, not that there were 6,000 people under my command.” Moreover, he learned early the importance of taking care of his people first “drag the injured men out of the rice paddy, stay up as late as you need to get the Fitreps and awards done right for those within your command,” he said.
 
Evident when speaking with the retired admiral is the importance of family and personal relationships. His father, who had a successful law enforcement career, provided discipline that served Richards during his own career. According to the Richards, the BUD/S instructors never struck as much fear in him as his father did during a high school wrestling competition. The innovative young athlete had previously invented a new move which was quickly banned. After witnessing his son’s blatant use of the now illegal move, the elder Richards’ stood up from the bleachers and called out to his son in a tone more chilling than any future instructor.
 
In addition to the numerous commanding officers and executive officers he served under, his wife of 52 years, Jackie, is a source of strength and inspiration. Jackie, whom he describes as one of the most brilliant individuals he ever met, provided wisdom and counsel over Richards’ career. His advice for those pursuing careers in special operations and trying to make a relationship work is to understand the tremendous burden you’re asking of your partner. Just as a good teammate puts their fellow SEALs first, similarly, one must be considerate and accommodating in family life.
 
Throughout their history, U.S. naval commandos have pioneered special operations from the sea and waterways. These were irregular warfare missions from the maritime flanks of the enemy. Our forefather’s resolute example inspires how Naval Special Warfare today is evolving to fight under, on, and above the sea to gain and maintain access for the Fleet and joint force. For Richards, receiving the Silver Star is long-deserved recognition of his meritorious actions. A warrior, husband, leader, and teammate, his influence is felt by our special operators today, as they continue to adapt and change to meet the challenges of tomorrow.
 

Source: United States Navy

CARAT/MAREX Sri Lanka is a joint, bilateral maritime exercise taking place ashore in Colombo and at the SLN bases in Trincomalee and Mullikullam. The sea phase will take place in the Laccadive Sea. This year’s exercise includes participants from the Japan Maritime Self-Defense Force and Maldives National Defence Force, and coincides with the 75th anniversary of diplomatic relations and partnership between the United States and Sri Lanka.

The exercise commenced with an opening ceremony led by Deputy Chief of Staff / Director General Operations of SLN Rear Adm. Pradeep Rathnayake, and Capt. Sean Lewis, deputy commodore of Destroyer Squadron (DESRON) 7.

“CARAT/MAREX Sri Lanka is designed to exchange ideas as well as tactics,” said Lewis. “We will practice interoperability and strengthen our interpersonal relationships — both at sea and in port.”

Sri Lanka Navy offshore patrol vessels SLNS Gajabahu (P 626) and SLNS Vijayabahu (P 627) will meet the San Antonio-class amphibious transport dock USS Anchorage (LPD 23), with embarked 13th Marine Expeditionary Unit (MEU), at sea. Training will focus on humanitarian assistance and disaster relief as well as air defense, small boat operations, and replenishment-at-sea approaches.

“I believe each event perfectly reflects the excellent collaboration between our forces and emphasizes our partnership in promoting regional security, combining knowledge, skill and understanding of goals, cultures and ideals,” said Rathnayake.

The shore phase trainings will consist of classroom subject matter expert exchanges (SMEE), practical education, and a Women, Peace and Security roundtable hosted by U.S. Ambassador to Sri Lanka Julie Chung. Highlights will include a series of public performances and exchanges between both country’s navy bands, a sports day, and a series of community service activities, as well as SMEEs on issues like diving and underwater construction, medical support, and maritime domain awareness.

“For seventy-five years, Sri Lanka and the United States have worked together to preserve an international community in which diverse sovereign states can unite to work with each other while maintaining their own respective identities,” said Rear Adm. Derek Trinque, commander, Task Force (CTF) 76/3. “CARAT/MAREX Sri Lanka will help us move in unison toward achieving our shared goals of safety and prosperity.”

Additional participating U.S. assets include a P-8A Poseidon and personnel from U.S. 7th Fleet, Commander, Task Force (CTF) 72, CTF 73, CTF 76/3, DESRON 7, and Amphibious Squadron 7.

CARAT/MAREX Sri Lanka is a bilateral exercise between Sri Lanka and the United States designed to promote regional security cooperation, maintain and strengthen maritime partnerships, and enhance maritime interoperability.

In its 28th year, the CARAT series is comprised of multinational exercises, designed to enhance U.S. and partner navies’ abilities to operate together in response to traditional and non-traditional maritime security challenges in the Indo-Pacific region.

7th Fleet is the U.S. Navy’s largest forward-deployed numbered fleet, and routinely interacts and operates with Allies and partners in preserving a free and open Indo-Pacific region.

Source: United States Navy

More than simply a campaign slogan, Get Real, Get Better is the commitment of the highest levels of the Department of the Navy to change its leadership culture and behaviors. It is the leadership mindset that develops the future of the U.S. Navy by putting transparency and a questioning attitude at the forefront of operations across all platforms. The Get Real, Get Better approach requires Navy leaders to be professionally agile and remain adaptable to evolving processes so the U.S. can maintain its warfighting advantage. Primary foci of the Get Real, Get Better approach include removing barriers, challenging outdated processes, and empowering civilian and active-duty personnel to find solutions to obstacles before they become large and complex.

Members of Puget Sound Naval Shipyard & Intermediate Maintained Facility’s Naval Civilian Manager’s Association held a lunch and learn last November to dive into the mission of the Get Real, Get Better strategy.

“The NCMA hosts a guest speaker on a monthly basis,” said Walt Channell, vice president of the NCMA Puget Chapter and division head of the Lean Transformation and Change Management Office, Code 100PI. “Mr. Marc Harrington, PSNS & IMF’s nuclear engineering and planning manager, returned from two separate trips back east that contained presentations and meetings with senior military and senior executive service leaders on the Navy’s Get Real, Get Better initiative. Since Mr. Harrington has been spearheading PSNS & IMF’s improvement efforts through the command’s strategic framework, he wanted to make sure all of our efforts connect, integrate and align with the initiative.”

The Get Real, Get Better approach to operations aligns with PSNS & IMF’s guiding principles and the Naval Sustainment System-Shipyard’s mission of putting people first and safely empowering them to fix or elevate problems, resulting in improved on-time delivery of ships and submarines to the fleet.

Behaviors that drive the Get Real, Get Better mindset are building respect and trust, aligning priorities, and focusing on what matters most.

“Going forward in support of Get Real, Get Better, I would like to see the command build on all its great transformation efforts, engage in communications up and down the leadership chain and — most importantly — improve leadership behaviors throughout all levels of shipyard management,” said Channell.

By leveraging Get Real, Get Better behaviors and using the Shingo Model, Harrington and other senior leaders at the shipyard hope to create a sense of urgency to help PSNS & IMF become a Lean Enterprise that ensures we “deliver on time, every time to preserve our national security.”

The Shingo Model is a way of thinking and is the basis for building a sustainable culture of organizational excellence. In the model’s guiding principles diamond, the principles are divided into three dimensions — cultural enablers, continuous improvement, and enterprise alignment. The model’s framework aligns harmoniously with PSNS & IMF’s guiding principles and includes values such as respect for every individual, leading with humility, seeking perfection, embracing scientific thinking, focusing on processes, assuring quality at the source, improving flow and pull, thinking systematically, creating constancy of purpose, and creating value for the customer.

As the U.S. Navy faces new challenges in the Great Power Competition with Russia and China, the Get Real, Get Better initiative represents the Navy’s commitment and call to action to be self-critical, self-correcting and always learning.

Search “Get Real Get Better” on www.dvidshub.net to view a video presentation on the initiative or search “Get Real Get Better” on www.navy.mil for a detailed blog on how the Navy is implementing Get Real, Get Better across the fleet.