Category: MIL-OSI

Source: United States Navy

On March 12, over the course of eight days at Naval Expeditionary Medical Training Institute (NEMTI) located on Camp Pendleton, Navy Medicine did just that and completed the first En-route Care System (ERCS) course. This marks the first iteration of the ERCS course and incorporated full integration with Expeditionary Resuscitative Surgical System (ERSS) and Role 1 point of injury (POI) care providers as part of an Operational Readiness Evaluation (ORE) of the EXMED system capabilities.

“In past conflicts the Navy has relied more heavily on the Army and the Air Force for en-route care and austere medical support because they were land-based conflicts and already had the infrastructure in place, the next conflict most likely won’t be,” said Captain Kimberly Toone, commanding officer Navy Medicine Operational Training Command (NMOTC). “Although they will likely have land components the Navy has to strengthen and shore up our EXMED platforms and systems by focusing on the care in-between.”

The ORE is the first validation of integrated ERSS and ERCS teams and is part of a brand-new curriculum and training objectives offered by NEMTI whose main goal is to provide an opportunity to exercise a complete integration of Navy medical personnel simulating real-world operations and the roles of care. This integrated training also marks the first time that the two teams will be utilizing the top-of-the-line Authorized Medical Allowance List (AMAL) for training, exercise, and operational employments. This equipment is key to the success of the units and is an important addition to the training curriculum as teams will now have the opportunity to fine tune and practice the implementation of the equipment and gear prior to being deployed.

“It’s becoming more and more apparent that this is where the fight is leading us to, and its process that will have a lot of questions asked and processes streamlined,” said Hospital Corpsman 3rd Class Elisha Rogers, assigned to ERCS Bravo. “There is going to be a lot more distance between point of injury where our guys are operating out into and the medical support they need and I’m excited to be a part of that solution”.

Piloted back in November of 2023, ERCS, the newest component in the EXMED system, is made up of one Critical Care Nurse and one Search and Rescue Medical Technician. The mission of the team is to provide highly mobile casualty care with an ability to function on a variety of dedicated or atypical transportation assets to support operations afloat or ashore in DMO. While it’s composition is among the smallest of the EXMED systems it is ideal and perfectly suited to the types of platforms it is intended to employ i.e.; helo, aircraft, ATV, and other ground transports. Additionally, they are designed to support other medical capabilities such as the ERSS or Casualty Receiving and Treatment Ships to facilitate patient movement without degrading the medical capabilities of the supported unit. It is for this reason different teams from the Joint Patient Movement System and interoperability with joint ERC processes were brought into this initial course implementation to allow all aspects of the other EXMED systems and Role providers to train and focus on integration.

“MTF’s don’t normally give us the acuity that we need and the chance to integrate on the larger scale that a team like this needs, and this course seems to offer both of those aspects,” said Lt. Rebecca Smith, assigned to ERCS Bravo.

Over the course of the training at NEMTI’s facilities the two teams focused on team building, practical skills and familiarization of the actual gear, much of which they had not been issued prior. The training varied different scenarios, patient presentations, and problems that the teams would be likely to encounter in DMO and allowed them the chance to practice fundamentals that would allow them to operate in austere environments.

“It’s a crucial piece to the system, team building and skills preparation are huge and the more times they do this training they will be able perfect its lead up and also incorporate all the other skills we may not even know we need yet,” said Smith.

While ERCS is new to the EXMED system the ERSS component has been established for far longer and has been successfully implemented throughout the Fleet and various platforms. A typical ERSS team is composed of more personnel than en-route teams and uses specialties such as surgeons, ER doctors, physicians’ assistants, nurse anesthetists, trauma nurses, and corpsman to either operate onboard units in the maritime domain while still being mobile enough to support conventional and special operations forces in the field.

The DMO environment will present challenges that will force ERCS teams to prepare, and function in a resource constrained environment while having to meet the capability of providing care for at least two critically injured patients for eight hours of movement. NEMTI addresses this challenge by providing the teams didactic lectures on operational planning, transportation assets, communications, logistic management, prolonged casualty care and operations in low visibility and austere conditions.

“We ran them through their paces,” said LCDR Benjamin Mattox, NEMTI’s Academics Department Head. “Both teams did really well and we wanted to give them logistical problem-solving opportunities as well as complex medical challenges because in an operational environment that’s what you’re going to face and you have to be prepared for your power is going to go out or how are you going to work together to move patients when the situation becomes too dangerous”.

Additionally, the team immersion with Special Operations Independent Duty Corpsman (SOIDC) or Role 1 providers, ERSS, and even Fleet Surgical Teams (FST) to create an enhanced real-world integrated training environment allows teams to understand the resources at their disposal and that they are part of a larger system to facilitate movement away from the POI. This portion of the training performed over four days and nights of various training missions to test their ability to operate effectively in support of multiple casualty and combat scenarios and build in near “real-time” logistics challenges such as re-supply, travel times, and unit movement.

The EXMED expertise found at NEMTI is unlike anywhere else in Navy Medicine and is pivotal to the success of these teams and the larger system. The uniquely integrated training environment at NEMTI and subject matter experts found across the NMOTC enterprise allowed the creation and near seamless integration of the curriculum to occur. The training at NEMTI will prepare each of them for complex patient care challenges in the future DMO environment. The design, equipment, and mission of the EXMED will continue to evolve as the environments that they are required to operate in evolve as well. As those changes occur, NMOTC and NEMTI will continue to focus on integrated training and adapting to meet those dynamic mission requirements. Each component added…and perfected, in the EXMED system ensures Navy Medicine personnel are trained, equipped, and prepared for current and future fights.

NEMTI, a detachment of the Navy Medical Operational Training Command (NMOTC), is located onboard Camp Pendleton in California and is the Navy’s go-to for expeditionary medical training. NMOTC is the Navy’s leader in operational medicine and trains medical providers and specialists for the fields of Aviation, Surface and Undersea Warfare, Expeditionary, and Special Operations Medicine.

Navy Medicine – represented by more than 44,000 highly-trained military and civilian health care professionals – provides enduring expeditionary medical support to the warfighter on, below, and above the sea, and ashore.

NOTE: CDR Damian Storz, LCDR Claire Smith, HM2 James Comick; NEMTI & CDR Colleen Abuzeid, NMOTC, contributed to this article.
For more news from NMOTC, visit http://www.dvidshub.net/unit/NMOTC

Story originally posted on DVIDS: Navy Medicine Conducts First Integrated ERCS and ERSS Training 

Source: United States Navy

Naval Safety Command recently announced the following organizations as winners in their respective categories:

Small Industrial: Strategic Weapons Facility Pacific (SWFPAC), Washington

Medium Industrial: Southeastern Regional Maintenance Center (SERMC), Florida

Large Industrial: Fleet Readiness Center East (FRCE), North Carolina

Small Non-Industrial: Officer in Charge of Construction (OICC) Florence, North Carolina

Medium Non-Industrial: Naval Station Rota, Spain

Large Non-Industrial: Naval Station Great Lakes, Illinois

In a message to the fleet, Rear Adm. Christopher Engdahl, commander, NAVSAFECOM, noted the winning organizations excelled in implementing the SMS, achieving high-velocity learning, reducing mishaps and costs and promoting a strong safety culture.

Some key accomplishments taken from the winning organizations’ award submissions (edited):

Small Industrial: The SWFPAC’s focus in FY23 was incorporating the Get Real, Get Better tenets using their “high-velocity learning” framework and seeking opportunities to improve, identify and resolve problems. The SWFPAC aided six submarines, accomplished safe and secure loading and unloading of 50 TRIDENT II missiles and safely performed 2,713 moves of several million pounds of explosive ordnance. Risk management was a key factor as well; SWFPAC funded and established a crew of 28 base operating services contractor tradesmen who managed the maintenance backlog and repairs to facilities, reducing operational and staff risks.

Medium Industrial: The SERMC also achieved a strong safety culture, characterized by the four desired SMS outcomes: Safe Place, Safe People, Safe Property and Material and Safe Processes and Procedures. An engaged leadership style encouraged all personnel to participate in the command safety program and recognize outstanding efforts through monetary and non-monetary recognition. The command opened its monthly safety meetings to all employees and contractors, amplifying involvement at all levels. The command completed 138 inspections in FY23, documenting five deficiencies that were abated. Off-duty mishaps continued to trend down from previous years, a positive indicator of increased recreational off-duty training and hazard recognition. The SERMC’s shipboard efforts entailed completing 27 verification exercises and one full-scale exercise last year.

Large Industrial: The FRCE has established a successful safety policy, which is evident by its recognition as a Voluntary Protection Program Star participant. The command conducted more than 1,872 safe site inspections during FY23. To date, 9,283 safety concerns have been reported and 9,074 have been addressed. Risk management remains at the forefront, given the command’s highly industrialized aviation complex. The FRC East Industrial Hygiene program has 119 Priority I, II and III areas that are surveyed annually every four years. Additionally, supervisors submitted 99 job hazard analyses that were reviewed and uploaded into the command’s JHA library. The command also enhanced their safety promotion efforts, creating safety videos to promote a positive safety culture further; topics included hearing and sight conservation, personal protective equipment usage and pedestrian and driver safety.

Small Non-Industrial: The OICC Florence organization continued its trend of zero civilian and military in-house safety mishaps over the last three years. The commander immediately set a safety mindset upon arrival in July 2023, prioritizing safety amongst the workforce and setting expectations for all hands. During FY23, the command executed 152,000 man-hours overseeing the execution and delivery of $580 million of work-in-place with zero in-house safety mishaps. Last year, the OICC Florence had zero current deficiencies and zero risk assessment code 1, 2 or 3 hazards. The command also uses forums, dashboards and activities to hone its safety program performance. This initiative has resulted in OICC Florence having a NAVFAC-leading 99.6% training completion rate. Additionally, supervisors lead monthly inspections of its facilities, enhancing awareness.

Medium Non-Industrial: Naval Station Rota’s leadership promulgates safety accountability across all levels. Some key accomplishments include 118 mishap-free ammunition evolutions – moving 280,000 pounds and successful mishap mitigations. A slip/trip/fall awareness campaign further reduced on-duty slip/trip/fall mishaps by 33% in FY23, with six reported, down from the nine reported in FY22 and an overall reduction of 90% of the previous four-year total of 66 in the on-duty mishap category. Monthly Armed Forces Network radio talks by the commander and safety director reinforce solutions to topics impacting the workforce, further fostering a positive safety culture.

Large Non-Industrial: Naval Station Great Lakes, Illinois, leadership embraced safety as a top priority, stressing empowerment amongst supervisors and ensuring safety concerns were addressed at the appropriate level. Additionally, the command created a multilingual training curriculum, enabling employees to receive safety-related training in their native language. The Great Lakes Safety Program’s effectiveness is honed in on training compliance, near mishap trends and ergonomic complaints. In the crucial area of explosive safety, Great Lakes has been 100% compliant for the previous two fiscal years. Near-miss reports have decreased from three in FY22 to one in FY23. A reduction in near-miss incidents demonstrates its staff is taking steps to reduce the situations that can cause injury. Lessons learned are discussed at least quarterly in the base Safety Council meetings. The command Plan of the Week also communicates safety tips and lessons. Wet and freezing conditions are expected in Great Lakes, and it was identified in a safety council meeting that some staff were slipping on icy surfaces. As a result, ice hazard signs were placed near walking surfaces to alert them to freezing conditions.

Source: United States Navy

After more than a century of service, the Navy submarine force—and, in particular, its nuclear deterrence warfighters—continues to be a cornerstone of our nation’s security and a kingpin for America’s Warfighting Navy.

April 11, 1900 marked the inaugural acquisition of the first modern submarine in the fleet’s history, USS Holland (SS 1). Traced as far back as the American Revolutionary War, submarines and submariners have held significant influence on how we fight wars from the sea. These vessels proved valuable in World War II as a significant denier of German U-Boats and gaining decisive wins over the Japanese in the Pacific. According to the Naval History and Heritage Command, submarines were responsible for sinking more than 540,000 tons of Japanese Naval vessels, along with more than 4.7 million tons of merchant shipping.

The work of submariners is often dubbed the ‘silent service’, principally because the nature of submarine missions was—and is—not usually telegraphed or broadcasted publicly. The moniker rings particularly true for the Navy’s sea-based nuclear deterrence mission, which remains the most survivable of the three legs of our nation’s nuclear triad. As the submarine forces continued to develop after World War II, new technology and capabilities were advanced and the world’s first nuclear-powered ballistic missile submarine (SSBN) was born.

The research, development, and provision of a combat capability for these vessels was tasked to a newly-established Special Projects Office (SPO) created in 1955 and led by Rear Adm. William ‘Red’ Raborn. Specifically, SPO would develop, design, and test the first-ever fleet ballistic missile. In 1959, the USS George Washington (SSBN 598) was commissioned and one year later, the vision would become a reality.

July 20, 1960, USS George Washington would execute the first successful underwater launch of a POLARIS A1 test vehicle from a submarine. POLARIS—named for the North Star—was a two-stage ballistic missile, powered by solid fuel rocket motors and guided by a self-contained inertial guidance system independent of external commands or control.

SPO—renamed Strategic Systems Programs (SSP) in 1987—still owns the cradle to grave responsibility for the submarine-launched ballistic missile system. SSP oversees all aspects of research, development, production, logistics, storage, repair, and operational support for the system.

Though SSP’s mission is program management focused, the command has a specific branch dedicated to forming connective tissue between the highly technical side of the command’s mission and the warfighter’s operational readiness needs at sea. The Operations, Evaluations, and Training Branch (SP205) specifically lends its support to the warfighter aboard the Ohio-class SSBN.

“Our branch does all of the execution of flight testing with the fleet… we are one of SSP’s major interfaces with the fleet,” explained the Branch Head Capt. Bill Dull. 

He highlighted how the branch is specifically manned with more fleet personnel than it is Engineering Duty Officers. Integrating fleet personnel at SSP bakes in much-needed institutional knowledge about the day-to-day operational environment and makes translating between SSP and the fleet more seamless.

“When we respond to message traffic from the fleet, we are able to relate the terminology from a fleet perspective into a format familiar to SSP such that we know what the submarine is doing with the directions we’ve sent to the submarine.”

Building this connectivity is only a portion of the responsibilities for which Capt. Dull and his staff are accountable.

“We [the branch] are at the coolest end of what SSP does in flight testing,” he said.

“We execute Demonstration and Shakedown Operations (DASO) which certifies the viability of the ship, its crew, and its Trident II D5LE strategic weapons system, and it culminates in the launch of a test missile.”

This testing is a critical part of ensuring the SSBN’s readiness before operational deployment following the submarine’s midlife refueling overhaul or as part of new construction. SSBN’s account for 70% of the nation’s nuclear triad.

Capt. Dull recalled visiting Cape Canaveral and touring the launch complexes and bunkers constructed in the 1950’s that various organizations, including SSP [then-SPO] used to test early missiles [like Polaris] that would eventually be launched from the sea.

“Ten, nine, eight, seven,” Capt. Dull counted down out loud as he described audio narrative emanating from the carefully-catalogued exhibits and pondered what it must have been like to stand up the nuclear deterrence program nearly 70 years ago. His description alone was evidence that Capt. Dull is well-aware of his responsibility to connect today’s fleet to the rich history and culture of SSP—not just where the organization has been, but where it is going.

“It’s amazing we have this brilliant program—with talented people—that can launch a missile from a submarine undersea [to a target] halfway around the world.

The criticality of this work is what makes the strategic deterrence mission so paramount to our nation’s defense. The submariners of America’s warfighting Navy can be absolutely confident in the SWS system on their submarines—and assurance strengthened by the work Capt. Dull and his team execute daily to ensure the SSBN fleet is equipped, ready, and positioned to fight and win at sea. 

“If we get to a point where the U.S. Navy can send only ten ships to sea, they will be SSBNs,” Capt. Dull confidently stated.  

A former Commanding Officer of USS Alaska (SSBN-732), Capt. Dull says the most critical component to the viability of the strategic deterrence mission and the submarine fleet is its people.

“When I was in command, USS Alaska represented a fleet of sailors from roughly 37-39 different states in the Nation,” he said.

“We are a cross section of America that come together to form one team to execute the most important mission of the Department of Defense.” 

Just like the diversity of his submarine crew, SSP’s workforce of Navy civilians and service members come from all walks of life to form the team developing the sea based strategic deterrence capability. In the future, Capt. Dull says SSP’s team must stay one step ahead of near-peer competitors and adversaries in support of the mission.

“It’s not just developing future weapons systems and capabilities, but maximizing the use of what we have currently,” Capt. Dull said, quantifying this point as a hallmark of SSP’s success.

He underscored that the exchange of ideas from the fleet to SSP and vice versa remains essential to innovation and problem solving.

“We need to continue to work within SSP to deliver both Columbia-class and Trident II D5LE2 weapons system training and operational documentation—on time—so that the future warfighter is ready for the challenges we are going to see in the 2030s.”

A lesser-known part of SSP’s mission is the organization’s support to the fleet of OHIO-Class Guided Missile Nuclear Submarines (SSGN). In 1994, the Nuclear Posture Review determined that the United States needed only 14 of its 18 SSBNs to meet the nation’s strategic force needs. The four “excess” Ohio-Class boats were converted to SSGNs within five years and are a vital element of today’s Warfighting Navy. Combined, the four SSGNs represent more than half of the Submarine Force’s conventional vertical launch payload capacity. They have unprecedented strike and special operations force projection capabilities from a stealth, clandestine platform—which lends extreme flexibility to the mission.

SSGNs sit at the pinnacle of naval integrated and all-domain warfare. The ships, capable of carrying up to 154 Tomahawk land-attack cruise missiles, have unique-to-SSGN capabilities to help ensure regional maritime security and stability around the world.

Managing SSP’s critical support to these assets is Martina Sibley, head of the SSGN Strike Program Office. She and the SSGN team support the ship’s missile compartment, equipment maintenance, and any upgrades needed to accomplish the mission.

“To some degree, we are like the Maytag Man,” Sibley said.

She explained that aging infrastructure on the SSGNs can present complex challenges that require advanced problem-solving mindsets. The most important thing to her is providing the best possible service to the submariners.   

“SSGN sailors are immensely dedicated to the mission and because of the crucial mission they serve, I want to help them navigate challenges in the best way that I can,” Sibley said. 

A vital part of her mission is ensuring she can communicate quickly and properly with the ship’s crew—especially if there is any problem that needs to be fixed. That’s where integration with Capt. Dull’s branch is necessary as the conduit to the fleet. 

“The fleet liaison officer I have in the Operations, Testing, and Evaluation Branch is my first line of defense,” explained Sibley.

“If I need to send a message to the SSGN’s crew or coordinate with the (or the sub group commanders) the liaison ensures the naval message is properly formatted, communicated, and understood between SSP and the submarine.”

In Martina’s eyes, supporting sailors aboard these SSGNs is paramount.

“What is so significant about these submarines is that they are deployed at that critical point where you need a show of force.”

In the future—just as the Ohio-class SSBNs are nearing end of life—so too are the Ohio-class SSGNs. And Sibley said outside-the-box thinking on how to transition SSGN capabilities to the new Virginia-class submarines will be crucial in maintaining warfighting advantage.

“To me, it’s a win-win that our small team effectively provides this vital capability to the command while overseeing reclamation of low-use, high-dollar components from these submarines,” she said. 

Every day, SSP’s dedicated staff like Sibley and Capt. Dull remain committed to the mission and to ensuring submarine platforms are ready with the right capabilities, weapons, and sustainment. They take the approach with their eye squarely fixed on the safety and support of the sailors who operate these systems—and the communities these sailors selflessly protect and defend.

“How I feel every day when I leave work is that I am defending the United States,” said Sibley.

“I want to make sure our children and our children’s children are free, and that we have a sovereign nation for years to come.”

 

SSP wishes a Happy 124^th Birthday to the fleet of submariners and their support staff—thank you for your dedication to the mission and for faithfully standing the watch!

Source: United States Navy

Crandall is the 45th Navy Judge Advocate General (JAG) and serves as the principal military legal counsel to the Secretary of the Navy and Chief of Naval Operations. He also leads the more than 2,500 attorneys, enlisted legalmen, and civilian employees of the worldwide Navy JAG Corps community.

“The work that our naval legal professionals provide our commands can sometime go unnoticed,” said Crandall. “I want our legal professionals to know that, whether stationed ashore or deployed worldwide, their service is highly valued in our Navy.”

Crandall acknowledged that military healthcare law is a distinct and complex practice area.

“At our core, we uphold the Uniform Code of Military Justice as legal practitioners. However, military medicine is inherently unique as some legal matters require not only the mastering of military law, but also a solid understanding of general healthcare legal considerations,” said Crandall.

With a legal team of 13 active-duty service members and DHA civilians, NMCSD’s legal department provides a continuous flow of support.

“I couldn’t be any more proud of our legal team, and I’m highly honored that Admiral Crandall took the time to visit and thank our team,” said Lt. Laura DellAntonio, who currently serves as the NMCSD command judge advocate. “It’s always reassuring and uplifting to know that our highest level of JAG Corps leadership appreciates our work.”

The Navy JAG Corps’ mission is to provide full-spectrum legal services to enable naval and joint operations in support of America’s national security.

NMCSD continuously seeks professional civilian talent, not just limited to health care providers and administrative support. For anyone seeking a federal job, visit USAJobs at usajobs.gov – the Federal Government’s official employment site.

The mission of NMCSD is to prepare service members to deploy in support of operational forces, deliver high quality health care services, and shape the future of military medicine through education, training, and research. NMCSD employs more than 5,000 active-duty military personnel, civilians and contractors in southern California to provide patients with world-class care. Anchored in Excellence, Committed to Health!

Story originally posted on DVIDS: Navy Judge Advocate General Visits NMCSD 

Source: United States Navy

Secretary Del Toro made the announcement April 9 at Sea-Air-Space 2024, a three-day maritime exposition in National Harbor, Maryland.

The new strategy serves as sailing directions for strengthening collaboration with industry, academia, and partners and allies, to cultivate groundbreaking scientific research and accelerate delivery of technological innovation to the Navy and Marine Corps. It also is a call to service for scientists, engineers, inventors and innovators to work with the Department of the Navy (DoN) to solve naval problems.

“This strategy is a global call to service for scientists, engineers, inventors and innovators from academia, industry and government to work with us in solving naval problems to ensure our freedom and way of life. Research, development, science and technology enable us to innovate at the speed of relevancy — and this innovation is the key to ensuring our competitive edge over our adversaries,” said Secretary Del Toro. “The S&T strategy will guide our Navy and Marine Corps’ innovation initiatives and science and technology research efforts during this decisive period. We are indeed in an innovation race, and it is one we must win.”

Some of the methods outlined by the strategy for satisfying Secretary Del Toro’s principles include realizing technology gains faster, placing a premium on disruptive technology, integrating experimentation and wargaming with the strategy, and teaming up warfighters with scientists and engineers.

The new Naval S&T Strategy further differentiates from previous efforts due to the current backdrop against which it was created.

The U.S. Navy and Marine Corps no longer enjoy the unfettered maritime freedom of maneuver required to defend our national security interests. Although our nation still boasts technological preeminence on the world stage, that position is being challenged by diverse threats and adversaries that have studied the American way of war, identified the capabilities needed to counter our strengths, and executed their own S&T strategies to develop and field those capabilities.

The Naval S&T Strategy aligns with three primary principles established by Secretary Del Toro:

Strengthening Maritime Dominance — The DoN will review and revise its current approaches and explore alternative transition paths for developing capabilities, especially in critical maritime areas. This will involve continuing S&T collaborations with allies and partners to leverage their investments, identify commercial technologies ready for naval use, and incorporate established entrepreneurial practices and capital investment methods.
Building a Culture of Warfighting Excellence — Warriors’ familiarity and skill in using their weapons and tools is part of their warfighting excellence, and learning from their experience in warfighting leads to better weapons. Naval S&T involves constant learning and improvement and contributes to overall warfighting culture.
Enhancing Strategic Partnerships — Like science itself, partnerships cannot be surged. Through scientific diplomacy, partners must nurture their relationship over time with committed collaboration from everyone to build trust and confidence.
The Naval S&T Strategy acknowledges that the DoN has long benefited from a strong organic, national and global research ecosystem at naval laboratories and warfare centers. The result is a rich history of pioneering collaborative research with academia, the private sector and other partners laying the S&T foundation for naval superiority.

To maintain this ecosystem, the new strategy calls for greater focus on science, technology, engineering and mathematics (STEM) education and outreach opportunities across the nation — to include educational institutions cultivating a diverse, well-trained talent pool for the Navy and Marine Corps.

Future strategy-focused initiatives include Chief of Naval Research Rear Adm. Kurt Rothenhaus developing a series of S&T Execution Plans to align with the Chief of Naval Operation’s NAVPLAN Implementation Framework and the Marine Corps Commandant’s Force Design.

Read the Naval S&T Strategy in greater detail at https://www.navy.mil/Resources/Strategic-Library/.

Warren Duffie Jr. is a contractor for ONR Corporate Strategic Communications.