Rustic American Flag Gunny's Job Board

Category Archives: Leadership Guidance

Sexual Assault Awareness and Prevention Is an Ongoing Effort

By MyNavy HR Fleet Master Chief Wes Koshoffer

Shipmates, Fleet Master Chief Koshoffer from MyNavy HR here to talk about Sexual Assault Awareness and Prevention Month.  COVID-19 mitigation efforts have really changed the way we are doing business in many areas of our Navy but there are some things that we must continue to work on, regardless of the scenario we are facing.  Preventing sexual harassment and sexual assault is one of those areas where we can never take our eye off the ball. 
Last year during Sexual Assault Awareness and Prevention Month, we renewed our commitment to prevent sexual violence. This year, we will build on that pledge with some actionable steps: Respect. Protect. Empower. We must, at all times, commit to treating others with respect. Protecting one another from harm and empowering those around us to speak up and step in.
We all play a significant role in prevention! We have a great team of coordinators, advocates, and support personnel doing amazing work but the responsibility to protect our Shipmates is shared by every one of us. 
Every member of our team must set the tone, lead by example, and consistently engage in behavior that fosters dignity and respect. We must hold ourselves accountable to the highest possible standards of conduct, and we must create an inclusive team that is focused on building a stronger, more resilient, and more powerful Navy.
While April presents an opportunity to highlight the SAPR Program, eradicating sexual assault from our ranks can only be accomplished when all hands are engaged in creating a positive, professional environment that is built on trust.
Although we will not be able to conduct the same types of “events” that we normally would – we can still spend some time looking at the culture that we are creating in our workplace and we can certainly re-dedicate ourselves to the prevention of sexual assault in our Navy! U.S. Navy

COVID-19 Navy Update: CNO and MCPON Message to the Fleet

CNO: Shipmates, it’s the 30th of March, 2020. MCPON Smith and I wanted to provide you and your families an update on COVID-19. During this extraordinary time, what remains constant are our top three priorities: taking care of you and your families, being mission ready, and supporting the whole-of-government effort.

This past week, we’ve seen a rise in numbers who have tested positive for the coronavirus throughout the Fleet. We continue to take this threat very seriously and are working aggressively to keep Sailors healthy, as well as to prevent further spread of the virus.

CNO: We have to think, act, and operate differently right now to both protect Sailors and to remain mission ready. This is not business as usual. That is why many commanders have implemented a 14-day fast cruise for units preparing to get underway, which will conduct important training evolutions, exercises, or deployments.
MCPON: Additionally, we have implemented a 14-day restricted-movement policy for new recruits at RTC. And the entire RTC staff will also remain on base for up to 90 days, to minimize potential spread of the virus.
CNO: We are also supporting the whole-of-government approach in many ways. USNS Mercy arrived in Los Angeles last Friday, and USNS Comfort arrived in New York City this morning. We also deployed two expeditionary medical teams: one to Dallas, Texas, and the other to New Orleans.
MCPON: 2,200 Navy medical professionals are on board these ships, which will serve as referral hospitals for non-COVID-19 patients. Another 1,000 medical personnel are awaiting orders to be deployed.
CNO: In this fight, our Navy medical team is on the front line – fighting to care and treat the American people. Other Sailors from our Reserve and Engineering communities may join the coronavirus fight soon. You all have our thanks and our gratitude.
MCPON: People are the lifeblood of the Navy – and we are counting on every Sailor to take this outbreak seriously.

While we recognize some new COVID-19 policies place a burden on you and your families, these actions must be taken to ensure your safety and also to maintain mission readiness.

To families and loved ones at home, thank you for your support and understanding. This is a hard time, and we could not do this without you.
CNO: I’ll end with this: As military professionals, we prepare daily to deal with adversity, uncertainty and conflict. Our Sailors and their families are resilient. We know you will set an example for your friends, for your neighbors and in your local communities on how to make personal sacrifices in service of the collective good. So stay safe, Shipmates. Americans depend on us for security. And we will not let them down. U.S. Navy

CNO’s Message to the Fleet on Coronavirus

By Chief of Naval Operations Adm. Mike Gilday

Shipmates, it’s the 19th of March, 2020. A lot has changed in the past week, and the impacts of the coronavirus are changing daily life for all of us.

Our focus right now is threefold: We must protect our people, and we must maintain mission readiness. And finally, we have to support the whole-of-government effort.

That is why we’ve enacted additional policies designed to combat the spread of coronavirus.  

We’ve done a number of things, including moving to shift work, reducing our manning, and increasing our telework. We have closed DoD schools and many MWR facilities, as well as curtailed some child and youth programs. We have postponed our E-4 advancement exam, we’ve suspended the spring physical readiness test, and we’ve postponed drill weekends for reserves until May 11. We’ve also suspended recruit graduation ceremonies until further notice. Additionally, we will pause administrative and statutory promotion boards for the time being.

But many things remain open too, including our commissaries, our exchanges, our military treatment facilities, as well as our Military Health System Nurse Advice Line and our My Navy Career Center—all available 24/7 to answer your questions. 

We are also preparing our two 1,000-bed hospital ships, the Mercy and Comfort, to get underway to relieve pressure on civilian health providers, who are focused on treating folks with the coronavirus.

Operationally, to keep our ships, our aircraft and our submarines ready, commanders are empowered to take the necessary precautions, so they can effectively carry out their missions and meet the critical needs of our Sailors.

While 30 percent of our fleet is underway today—including four carrier strike groups and four amphibious ready groups—we must, to the greatest extent possible, practice social distancing, as well as good hygiene and cleanliness aboard our ships, in our offices, and in our homes.

America continues to depend on us to provide security and stability to this nation, and we will do just that.

Expect additional guidance over the days and weeks ahead as this situation continues to change. To stay up-to-date on these changes, check out our coronavirus page on 

Finally, we must be mindful that while many of our shipmates are very adept at maintaining their support networks, for some, social distancing can lead to a loss of connectedness and feelings of isolation. You need to know that you’re not alone. 

If you or if one of your shipmates need help, reach out to the resources that we have available, whether it’s the Military Crisis Line, Military OneSource, our Navy chaplain care, or the Psychological Health Resource Center. We also have our Navy and Marine Corps Public Health Center and our Navy-Marine Corps Relief Society.

Above all, take care of yourselves, your families, and each other. Your safety remains our primary concern as we continue to carry out the Navy’s mission in defense of our nation. U.S. Navy

U.S. Navy COVID-19 Updates

This blog is the official site for information and updates on Coronavirus Disease 19 (COVID-19). Visit frequently to learn about the latest policies, leadership messages and guidance on how to protect yourself, your family and your Shipmates.

Below you’ll find, in chronological order, video messages and statements from Navy leaders, Navy news articles, links to NAVADMINs and ALNAVs, and other resources.

March 15, 2020: article: Navy Sets Coronavirus Transfer and Travel Rules: What You Need to Know (March 15, 2020)

March 14, 2020: NAVADMIN 65/20: Navy Mitigation Measures in Response to Coronavirus Outbreak: Update 1

March, 14, 2020: Video Message From Chief of Naval Operations ADM Mike Gilday and Master Chief Petty Officer of the Navy Russell Smith:

March 14, 2020: Stop the Spread of Germs Video

March 14, 2020: ALNAV 26/20: Official and Personal Domestic Travel Force Health Protection Guidance for Department of the Navy (CONUS Travel Guidance)

March 13, 2020: Acting Secretary of the Navy Thomas B. Modly’s Vector 15 message on the March 12 All Navy Message (ALNAV 25/20) on COVID-19.

March 13, 2020: Department of Defense Statement on Enhanced Protection Measures

March 12, 2020: ALNAV 25/20: Force Protection Guidance for the Department of the Navy


Feb. 26, 2020: Navy Surgeon General Video Message:

Additional Resources

Department of Defense Coronavirus Update Site
Centers for Disease Control and Prevention COVID-19 Website U.S. Navy

CNO and MCPON Message to the Fleet on Coronavirus

Chief of Naval Operations Adm. Mike Gilday
Master Chief Petty Officer of the Navy Russell Smith

Shipmates, the spread of the coronavirus is something that we are taking very seriously.
While many of you may be anxious, worried, or wondering what happens next, leadership at every level is actively engaged on this issue.
Our No. 1 concern is the health and the safety of you, our Sailors – active and reserve, uniformed and civilian – as well as your families. We’re suspending official, personal, and PCS travel for the next 60 days both IN-CONUS and to designated locations OCONUS, as well as encouraging flexible work schedules and the use of telework – all designed to slow the virus’ spread.
For now, we must use an abundance of caution. Keep an eye on your Sailors and continue to follow the guidelines of health officials – which includes washing your hands more often, avoiding public gatherings, and staying away from others if you’re sick. Don’t be a hero.
Our understanding of the coronavirus is rapidly evolving, and we may have to implement further measures to combat the spread of this virus.
America depends upon us to help provide security and stability to this nation, and that’s exactly what we will continue to do.
Stay safe, Shipmates. Our nation depends on you. U.S. Navy

Election Season Do’s and Don’ts

A guide for Sailors and Navy civil servants

With presidential and congressional elections approaching, the Navy encourages every one of us to exercise our right to vote.

Just as important is the right to free speech. But we also have the right to be free from political pressure while we’re at work. That means being mindful of laws that prevent us from using our position to advance a political view.

Boatswain’€™s Mate 3rd Class Jason Smith reviews the voting registration guidelines for North Carolina as he registers to vote while underway aboard the Nimitz-class aircraft Carrier USS Ronald Reagan (CVN 76). (U.S. Navy photo by Mass Communication Specialist 3rd Class Torrey W. Lee/Released)

First, how much do you know about what you can and can’t do while on duty, in uniform or in the federal workplace?

Test your knowledge below–and then take a look at some great resources to help you stay on the right side of the law.

Quiz: True or False?

(Scroll down for the answers.)

1. I can wear my uniform at a political rally as long as it’s my Type IIs and my unit patch is removed.

2. It’s OK to volunteer for a campaign on your own time for things like phone banking, posting signs or asking for donations.

3. As long as I’m on my lunch break, I can “like” a political message on Facebook or retweet a candidate while I’m still on the installation.

4. It’s OK to have a poster of Presidents Teddy Roosevelt or John F. Kennedy on my wall since I served on both of the carriers named after them.

5. A campaign bumper sticker on your car or truck is permitted even while parked on a federal property.

6. I can bring to work a shirt with the logo #RESIST or Make America Great Again, as long as I don’t actually wear it.

7. A private conversation about a political issue is OK, even at work.

Who’s Included

Sailors, like other military service members, are bound by DoD Directive 1344.10, “Political Activities by Members of the Armed Forces.” This document outlines the specific types of political participation that military service members may take part in.

All federal civilians are bound by the Hatch Act of 1939. The U.S. Office of Special Counsel, which enforces the Hatch Act, offers answers to frequently asked questions about what’s allowed and what’s prohibited.

Some federal employees at certain agencies are subject to additional restrictions. For more information, visit the OSC’s Hatch Act information page. A quick summary is below.

A graphic that explains the difference between restricted and less restricted employees.
U.S. Navy graphic by Austin Rooney/Released

Sharing on Social Media

Graphic of social media icons

Social media can be particularly tricky. The OSC offers this printable PDF chart for what you can and can’t do on social.

All federal employees may not:

– Use a social media account in your official capacity to engage in political activity at any time (but including your official title/position on a social media profile is allowed).

– Tweet, retweet, share, or like a post or content that solicits political contributions at any time

– Like or follow the social media page of a candidate for partisan office or partisan group while on duty or in the workplace

– Engage in political activity via social media while on duty or in the workplace, or using government-owned equipment

In addition, further restricted employees may not:

– Link to or post the material of a partisan group or candidate for partisan office at any time

– Share or retweet the social media pages or posts of a partisan group or candidate for partisan office at any time


1. False. You cannot wear any part of your uniform at a political function.

2. Mostly false. You can volunteer but can’t ask for donations.

3. False. Liking or retweeting while on federal property is not allowed, even from your personal phone while on your lunch break.

4. True. Since neither past president is a current candidate for office, you can display those items as allowed by your command or installation.

5. True. A normal-sized bumper sticker is permitted, even if you park your car on federal property.

6. False. The Office of Special Counsel has said that both slogans are political statements and so neither one is permitted in the federal workplace.

7. It depends. You still can’t advocate for or against a political candidate, but a friendly, private discussion of current events is allowed so long as the other person is a willing participant.

More Information

Read about real-world examples from the U.S. /Office of Special Counsel.
Read OSC advisory opinions on different aspects of the Hatch Act. U.S. Navy


Acting Secretary of the Navy Thomas B. Modly issues his weekly Vector message to the Department of the Navy workforce on Fridays. Below is the text of each Vector, the most recent appearing first.

Revisit this NavyLive blog each week for the latest SECNAV Vector.

Vector 11 – Feb. 11, 2020: Information Management

Very shortly after I left the military and transitioned to the private sector, I learned one of my greatest lessons in business. I was working as the lead corporate development executive for an aviation service company and I traveled all over the country evaluating other companies as potential acquisition candidates for my firm. During this process, someone told me of a nearly foolproof indicator that I should always assess before making a determination as to whether the business I was visiting was healthy and a good candidate to be acquired: the quality of the employee bathroom.

I quickly learned that this advice was profound because the condition of that bathroom invariably told the story of what management thought about their employees – and what the employees thought about their management. A dirty, unkept employee bathroom indicated that neither felt positively about the other. It was a cultural sign that took precedence for me regardless of the many other factors I evaluated in the business itself.

As our entire economy has evolved over the last several decades into one that is highly dependent upon information, I believe a new standard has emerged alongside the “employee bathroom test” to help determine the health of an organization. That new standard is just as visibly measured as bathroom quality. The quality, or lack thereof, is the information technology that is provided for employees to do their jobs. Therefore, across the Department of the Navy (DON), we must recognize that advanced information management, digital modernization, and the technology tools that enable them, must be elevated as core strategic priorities. They will ultimately help define the long-term cultural health of our organization.

Cybersecurity, data strategy and analytics, artificial intelligence, and quantum computing have all combined to create massive opportunities and vulnerabilities across our entire enterprise. A critical element of mission readiness is our ability to access agile, reliable, and secure global communications and information, from the network enterprise to the tactical edge. We cannot lag behind our global competitors in providing the technology standards, networks, and tools for YOU to be able to perform your mission with greater speed, accuracy, visibility, and connectivity.

That is why we consolidated Department-wide information management strategy and functions into a restructured and empowered Office of the Chief Information Officer (CIO) led by Mr. Aaron Weis. Mr. Weis left a successful career as CIO in the private sector because he was drawn to our mission and he likes big challenges. He came to the right place! Under his leadership, the DON is executing a unified vision driving transformation and operational capability. If we are going to win tomorrow’s fights, we must ensure operationally relevant information is in the right hands, at the right time. We need all hands on deck to execute the following three lines of effort of our new Information Management Strategy:

Modernize – We will modernize the DON infrastructure from its current state of fragmented, non-performant, outdated, and indefensible architectures to a unified, logical modern infrastructure capable of delivering information advantage. We will design a performant, defendable cloud-enabled, network leveraging robust identity management.

Innovate – We will use technologies like 5th Generation wireless and Artificial Intelligence to maximum effectiveness, and field new operational capabilities. We will create Digital Innovation Centers to accelerate software development and leverage best practices in the private sector and industry to fuel our digital transformation.

Defend – We will employ continuous active monitoring across the enterprise to increase cyber situational awareness and institute a security culture where a personal commitment to cybersecurity is required to gain access to the network. We will transform the compliance centered culture to one where security is constant readiness. We will work with our defense industrial base partners to secure naval information regardless of where it resides.

These efforts will be led by the Office of the CIO, but their effective implementation depends upon each of us. Our command of the informational commons must be no less a priority than the lethality of our weapons. Without it, our naval force will be unable to deliver what the American taxpayers deserve – and those in uniform on our Navy and Marine Corps team rightfully demand.

You have my commitment that we will improve our technology and tools to a standard that is visibly recognizable, and comparable to what would be expected of any great organization operating in the Information Age. But I ask that you – every Sailor, Marine, and civilian – take seriously your own role as a guardian of the digital information you have, and will have at your fingertips. Everyone in the DON enterprise must become a Cyber Sentry. The more advanced we become as an Information-Based organization, the more our adversaries will seek to attack and exploit us in this domain. We will not be able to stop them unless everyone does their part to protect the advantages digital information provides, and limit the vulnerabilities it creates.

Go Navy, and as always, Beat Army! poyrazdogany


Acting Secretary of the Navy Thomas B. Modly issues his weekly Vector message to the Department of the Navy workforce on Fridays. Below is the text of each Vector, the most recent appearing first.

Revisit this NavyLive blog each week for the latest SECNAV Vector.

Vector 4: Dec. 27, 2019

Earlier this week I announced our decision to name the next two Virginia-class submarines, SSN-802 and SSN-803, after the great states of Oklahoma and Arizona, respectively. These two ship names have special meaning for us as a nation, and particularly for those of us with any connection to the U.S. Naval Service. The previous USS OKLAHOMA (BB-37) and USS ARIZONA (BB-39) were tragically and memorably lost 78 years ago on December 7th during the attack on Pearl Harbor. Lost with those ships were over 1,606 Sailors and Marines – selfless patriots of the Greatest Generation who never had the opportunity to taste victory as our Navy and Marine Corps team and the nation did some four years later. Their sacrifice should never be forgotten and these two new warships, our most modern and lethal, will set sail into unpredictable waters where we will count on them to maintain stability and peace. In so doing they will honor those lost 78 years ago, along with the two states who have sent so many into service to defend our nation.

It is fitting that we name these ships in December as we close out one year in remembrance, and look forward to the possibilities of the next. Just a few weeks after the previous USS ARIZONA and USS OKLAHOMA were lost at Pearl Harbor, President Franklin D. Roosevelt spoke to the nation from Washington in late December, in a joint Christmas address with Prime Minister Winston Churchill. The nation was shaken by the Pearl Harbor attacks and the advance of Nazism across Europe. In the midst of this great uncertainty, the President sought to encourage the country’s unity and resolve:

“The year 1941 has brought upon our Nation a war of aggression by powers dominated by arrogant rulers whose selfish purpose is to destroy free institutions. They would thereby take from the freedom-loving peoples of the earth the hard-won liberties gained over many centuries.

The new year of 1942 calls for the courage and the resolution of old and young to help to win a world struggle in order that we may preserve all we hold dear.

We are confident in our devotion to country, in our love of freedom, in our inheritance of courage. But our strength, as the strength of all men everywhere, is of greater avail as God upholds us.”

As we celebrate the holidays and close out 2019, President Roosevelt’s December prayer for national resolve in the coming year is just as relevant as it was 78 years ago. We as a Navy and Marine Corps team must focus our collective confidence in the goodness of the nation we defend, and on our ability to defend it with vigilance and agility. We must continue to be grateful for, and mindful of, our Sailors, Marines, and their families, who make sacrifices daily across the globe to keep the light of freedom bright. We must honor them with how we approach our jobs and in what we do every day to make our Navy and Marine Corps the finest and most powerful in the world – both today and into a very competitive and unpredictable future.

Thank you in advance for making a commitment to doing so in the coming year. Your individual efforts, your passion, your creativity, your sacrifices, and your patriotism matter. Happy Holidays. Happy New Year. Go Navy! And of course, as always, Beat Army!

Thomas B. Modly

Vector 3: Dec. 20, 2019

Thanks to the ingenuity and tireless efforts of thousands of Americans over many years, the USS GERALD R. FORD (CVN 78) aircraft carrier represents a generational leap in our nation’s capacity to project power on a global scale. With the successful completion of CVN 78’s Post Shakedown Availability and subsequent Independent Steaming Events, finishing our work and delivering this capability to the fleet as quickly and effectively as possible is one of my highest priorities. The American taxpayers have invested
significant capital into this ship, and they deserve nothing less.

We are going to make FORD ready with all hands on deck, as one team, relentlessly focused on achieving the following tasks and timelines:

Exercise the Full Spectrum of Air Wing Operations

  • We will complete Aircraft Compatibility Testing for all aircraft planned for deployment (Q2FY20).
  • We will attain Flight Deck Certification for the planned deployment air wing (Q3FY20).

Achieve Full Ship Functionality

  • To enable access to magazines, we will complete Lower Stage #5 and #I elevators (Q4FY20).
  • We will complete the remaining five A WEs prior to Full Ship Shock Trials (Q3FY21).
  • Then we will complete Combat Systems Testing and Certification (Q3FY21).

Man, Train, and Certify the Crew

  • Our manning levels will support all planned operations for key events and deployment (Q3FY20).
  • We will complete training for crew to support certification and deployment (Q1 FY22).

Ensure Materiel Readiness

  • We will reach and maintain ship visual and material conditions to the highest standards (Q2FY20).
  • We will ensure all maintenance documents are delivered (Q2FY21).
  • We will deliver the parts needed to enable CVN 78 deployment (Q2FY22).

The Program Executive Office (PEO) Aircraft Carriers, RADM Jim Downey, will be accountable for this Vector as the supported activity. Effective immediately, he will establish a permanent presence in Norfolk to ensure that these efforts proceed expeditiously. Supporting organizations include: PEO Tactical Aircraft, PEO Integrated Warfare Systems, PEO C41, Naval Reactors, U.S. Fleet Forces Command, and OPNA V N9. Additionally, the U.S. Fleet Forces Commander has assigned RADM Roy Kelley, Commander, Naval Air Forces Atlantic, as the responsible leader of all fleet-supporting organizations for this Vector.

Our first “Make FORD Ready” summit will occur on January 9, 2020, with every stakeholder in government and industry present. From that point forward, I will receive a monthly status update along with the CNO and ASN (RD&A). My expectation is that we will work with diligence and speed to accelerate each deadline if possible. The FORD is just the first ship of this new class. It must set the standard for those that follow–and with our diligence and commitment, it will. Let’s finish the job.

Thomas B. Modly

Vector 2: Dec. 13, 2019

In the last two weeks, our entire Navy and Marine Corps family was struck by three tragic acts: Little Creek, Virginia; Pearl Harbor, Hawaii; and Pensacola, Florida. These crimes targeted us all, and I know I speak for every Sailor, Marine, and Civilian in the Department when I say that our prayers are with the families of the fallen and with the wounded. It is our solemn duty to find the causes of such tragic loss and ceaselessly work together to prevent them. As we reflect on these tragedies, I ask that we focus on the following:

Grief. We must understand, and stand in grief, alongside the families of those who lost their lives in these tragic incidents. The families of Airman Mohammed Sameh Haitham, Airman Apprentice Cameron Scott Walters, Ensign Joshua Kaleb Watson, Master-at­Arms 3rd Class Oscar Jesus Temores, Mr. Vincent Kapoi, and Mr. Roldan Agustin are a part of OUR broad naval family. They are suffering from the loss of their loved ones. We must pray for them and keep them in our thoughts. For those who witnessed these events, and/or were injured, we must be committed to help them in their journeys back to normalcy. It is all of our jobs to help them recover from their injuries, visible or not.

Heroism. We must never forget the heroism of those who ran towards the danger in these incidents, exhibiting the finest warrior ethos and quick decision-making that doubtless saved many lives. On Tuesday, I traveled to Naval Air Station Pensacola to meet with the patrol officers and Naval Security Force personnel, who were the first responders on the scene and confronted the shooter, along with heroic civilian officers from the Escambia County Sheriffs Office. I learned about countless acts of heroism from the first responders, and many of the victims themselves which will come to light as the facts of these tragedies are revealed. I assure you that we will all be proud of these heroes and what they did in moments of terror and extreme danger.

Resolve. Even as we grieve together as a community, we must stand united in our resolve that these attacks will not deter us from fulfilling our sacred obligations to protect and defend our fellow citizens. The facilities at Little Creek, Pearl Harbor, and Pensacola remain fully operational and mission-focused. Around the world, our people still maintain the watch in protection of our nation, securing the sea lanes, and responding wherever there is need alongside our allies and partners. From these incidents, we must take renewed purpose, learning where we can to ensure-greater protection of our assets, information, infrastructure, and most importantly, bur precious people. It is my expectation that each of our facilities will review physical security and emergency response procedures to minimize the risk of a recurrence. And it is my expectation that all of our people – military, civilian, and contractor – be provided with the training, information, and motivation to maintain the vigilance we must all have to spot the warning signs that are often precursors to tragedies such as these.

The events at Pensacola, Pearl Harbor, and Little Creek were very different, but each represented an attack on our naval family and our ideals. These incidents will not hold us back but will serve as a constant reminder of our common responsibilities to each other and the nation we so proudly serve.

I have never been more honored to serve at your side than I have over the past two
weeks, as I witnessed how senseless tragedies have elevated within us the values that define our force and unite us all.

Thomas B. Modly

Vector 1: Dec. 6, 2019

It is the honor of my lifetime to serve as your Acting Secretary of the Navy. Although no one, other than the President and his Secretary of Defense, can positively determine how long this tenure may be, I fully intend to execute their strategic vision. I consider the Chief of Naval Operations (CNO), ADM Mike Gilday, and Commandant of the Marine Corps (CMC), Gen Dave Berger to be the right leaders at the right time in history to lead the Navy and Marine Corps, together, through a set of immediate changes designed to ensure that Integrated American Na val Power will continue to enable our economic and physical security for the rest of the 21 st century.

I am convinced that dominant naval force is the primary engine of our National Defense Strategy (NDS) and we must plan for it, and most importantly, resource it, accordingly. As those most trusted with planning for our naval requirements, programming, and systems acquisition, it is our time now to seize this opportunity with relentless intellectual focus and dedication. This memorandum is first in a series of weekly “vectors” that I will send to the integrated Navy and Marine Corps team, each addressing my focus and direction on our way forward in achieving specific critical enterprise-level objectives.

I have three broad priorities for which I expect alignment from naval military and civilian leadership up and down the chain of command:

  • Designing a Future Integrated Naval Force Structure
  • Advancing Our Intellectual Capacity and Ethical Excellence
  • Accelerating Digital Modernization Across the Force

My top five immediate objectives are the following:

  • Put All Hands on Deck to make the USS GERALD R. FORD (CVN 78) ready as a warship as soon as practically possible
  • Establish an Integrated Plan to achieve a 355 (or more) ships, Unmanned Underwater Vehicles (UUVs,) and Unmanned Surface Vehicles (USVs) for greater global naval power, within 10 years
  • Increase Engagement with Emerging Naval Partners and Allies in the Pacific Region
  • Fully Fund Our New Naval Education and Information Management Strategies
  • Drive Measurable, Accountable Results to Resolve Public Private Venture (PPV) Issues for our Sailors, Marines, and their families

Successful implementation of all these first objectives will depend upon an integrated Navy and Marine Corps leadership team. I will meet with the CNO, CMC, and senior members of their teams together, starting immediately and then twice a month in order to lay the foundations and set conditions for these changes, among others. I am committed to supporting the Commandant’s Planning Guidance (CPG), and expect that the CNO’s forthcoming vision will complement it, in coordination with my staff. All future high-level strategies, visions, and guidance emanating from our Navy and Marine Corps team must start and finish as integrated efforts, not as final phase “bolt-ons” from one to the other.

Additionally, my staff and I will become involved in the current Integrated Naval Force Structure Assessment (INFSA). The INFSA will serve as the main analytic and planning effort upon which our integrated plan for a larger, more capable naval force will depend, especially in terms of force design and future fleet architecture. This will occur immediately in any recommended changes made to our budget for FY 21, and in current planning for FY 22 and beyond. The INFSA must be based on an accurate understanding of our current and future national industrial base, advanced technological capability, and digital domains. I will require regular briefings on the progress of the INFSA and expect it to be published no later than January 15, 2020.

Thank you for your leadership in building the Integrated American Naval Force we need to set sail safely into an unpredictable future. Above all else, it has always been our people and their combined intellects, striving for agility and accountability, which have historically marked the Navy and Marine Corps team as leaders in adaptation for new operational and strategic environments. As we work in pursuit of the above goals, the nation requires we embody the qualities of velocity, collaboration, visibility, adaptability, innovation, humility, trust, and yes, skepticism in order to create the kind of agility necessary for continual learning and any eventual success we might earn as a team. It is up to us today to hold each other accountable to display the best of these attributes, and take fullest advantage of this opportunity to build the Navy-Marine Corps team of the future.

Thomas B. Modly
Acting U.S. Navy